Co-founder reflections on 15 years of IDH

What stands out most when you reflect on IDH’s journey so far?   

TB: Personally, I never expected IDH to become so successful. We had aspirations of working in a small office and sustaining ourselves after the 2008 banking crisis.  But, with a lot of hard work, a flexible approach, a little luck and, most importantly, a dedicated and professional team we went from strength to strength.  The market moved in our direction and we were well set. 

WW: What stands out most to me is our continuous growth, adaptability to change, and openness to new challenges. We are constantly evolving as a company, which has been an important part of our growth journey. 

What’s a lesson you learned along the way that you consider invaluable?   

TB: Delegation: it’s often uncomfortable but it’s essential. You quickly realise that things might not be done in the same way as you’d do them, but as a founder, you need space to think and reflect. You can’t focus on growth if you’re stuck in the detail. 

WW: One of the most valuable lessons I’ve learned is to always listen to the customer and understand their needs. That’s the starting point. 

Tim Burt, CEO and co-founder

How would you describe the culture you’ve built over the years?   

WW: We have worked hard to build a culture where all employees are equal and everyone’s contribution matters. 

TB: Yes, I agree. Having studied business culture, I recognise the four main types.  All owners would wish to have a flat Dynamic culture – the Google or Apple of the construction sector – but strong personalities tend to mould pyramid Power cultures in their own image.  I’d like to think we are closer to Dynamic than Power, and we keep a close eye on it. 

What did opening offices in Poland and across the UK teach you about operating globally?   

WW: Being from Poland, it’s been an eye-opener. It mainly taught us that bureaucratic and regulatory processes can differ greatly from one country to another, requiring flexibility, patience, and a good understanding of local business practices. 

TB: Agreed – tolerance is the main thing I’ve learnt. Again, delegation is important as control of the process and final product is sitting elsewhere.  We’ve learnt to fully trust our team: the result is equally good. 

Wojciech Wisniowski, Chief Engineer and co-founder

What’s one tradition/habit from the early days that you still maintain?   

WW: Earning client trust has been a core part of our business since the beginning, and it remains just as important today. 

TB: Every time I stay at a hotel or log in to WiFi, I always register myself as Wojciech so he gets all the spam email!