Scaling Flotek: a closer look at one of the UK’s fast-growing MSPs

The idea behind Flotek

The foundations of Flotek were shaped by a clear view of where the market was falling short. Reflecting on his experience after exiting a communications business in 2019, Ball explains that, despite clear signs of convergence, the industry had not yet adapted to that reality.

Instead, the market remained fragmented. As Ball puts it, “you either have communications providers attempting to bolt on managed IT, or IT providers offering only basic communications.” In both cases, he notes, there was “a lack of depth, mutual respect and true understanding between the two disciplines.” This disconnect was not just theoretical, it was visible in day-to-day operations, where different teams struggled to align around shared priorities and commercial models.

That friction created a clear opportunity for a different kind of business. What was missing, in Ball’s view, was “a genuinely blended model with skilled specialists on both sides, backed by strong commercial leadership.” Flotek was built to address that gap directly. It was founded “to bring those two worlds together properly, not as an afterthought, but as a single, well architected service with the right people, structure and ambition behind it.”

From the outset, Flotek was built with scale in mind. That meant putting the right systems, processes and supplier relationships in place early, rather than trying to retrofit them later. Acquisitions were always part of the plan, so a single, central platform for managing customers, service delivery and billing became a foundation rather than an afterthought. Just as important was the internal mindset. 

Standing out in a crowded market

In a market where technical capability is no longer enough, differentiation comes down to clarity and execution. Ball is candid about what he would do differently. “I would simplify even faster,” he says. Too many MSPs, he argues, rely on complex bundles and unclear billing, which only makes services harder to adopt and harder to trust.

Flotek’s aim has always been to remove that friction and make services “easy to buy, easy to understand and easy to consume.” That focus on simplicity has been refined over time as customer expectations and the wider threat landscape have evolved.

Alongside this, supplier strategy plays a critical role. Ball is clear that “a narrow, strategic vendor portfolio aligned to our long-term goals is far more powerful than multiple supply chains.” It is a deliberate choice that aims to support consistency and long-term growth.

Ultimately, the difference comes down to understanding the customer. As Ball puts it, success lies in “deep understanding of customer frustrations and relentlessly closing the gap between what customers need and how MSPs traditionally deliver it.”

Scaling without losing direction

For Ball, ‘scale done right’ is not about speed alone, but about alignment. “Scale done right starts with people, then processes, then systems and suppliers,” he says. All four need to move in the same direction, with a clear understanding of the journey ahead.

Flotek’s growth through acquisition reflects that ambition. The business completed 15 acquisitions in under four years, but in recent times, the pace has been deliberately moderated. Over the last 18 months, the focus has shifted towards strengthening organic growth and reducing reliance on deals to drive momentum.

That decision reflects a broader principle. Building a “fundamentally strong business at every level” matters more than headline growth. At the same time, there was a recognition that continuing at the same pace risked stretching leadership capacity and external relationships. By slowing down, the business has been able to strengthen its senior team and protect long-term value, rather than prioritising short-term expansion.

Choosing between acquisition and organic growth

Flotek’s approach to growth has become more selective over time. While acquisitions remain part of the strategy, the business has built a strong organic engine alongside it. Today, that organic growth delivers around £15 to £20k in net new monthly recurring revenue, which, on an annualised basis, compares with the scale of many standalone MSP acquisitions in the UK.

When evaluating acquisitions, the focus is on fit. Regional coverage, customer profile and supplier alignment all play a key role in the decision-making process. But the balance of the model is intentional. As Ball puts it, “organic growth alone will not deliver our long-term ambitions, so acquisitions remain a core part of our strategy.”

That balance is important. Relying too heavily on either acquisitions or organic growth can create vulnerability. A blended approach helps ensure resilience, giving the business stability even when market conditions shift or deal flow fluctuates.

Culture, morale and the reality of integration

For Flotek, cultural alignment is not a secondary consideration, it is the deciding factor. “Cultural alignment is non-negotiable,” says Ball. That alignment begins with leadership, but it extends much further, shaping how customers are served and how the business operates day to day. In many MSPs, customer expectations often reflect the mindset of the owner, which means misalignment can quickly create friction.

While revenue, capability and geographic fit all play a role, they only matter if the cultural foundation is right. If it is not, Ball is clear that the conversation does not continue. Experience has shown that overlooking this element leads to far greater challenges later, particularly as businesses attempt to scale and integrate.

That same focus on people carries through into how Flotek approaches integration. There is a clear acknowledgement that change inevitably brings disruption. “There is no such thing as an acquisition without disruption unless you leave the business entirely siloed,” Ball explains. Instead, the emphasis is on transparency from the outset. Teams are told what to expect, including the positives and the challenges, but the direction of travel is always clear.

From there, engagement is immediate and personal. One to one conversations help build trust, while customers are given dedicated account management to maintain continuity. The transition itself is carefully structured, with service migration phased over six to nine months. Systems and processes are mapped first, before any changes are implemented. This measured approach helps protect morale while ensuring service delivery remains consistent, striking a balance between growth and stability.

Balancing local identity with a national brand

From the outset, Flotek is transparent with the owners it acquires. Brand transitions are handled gradually, with names typically retained for 12 to 18 months before being unified under the Flotek brand. It is a deliberate approach that avoids unnecessary disruption while allowing time for customers and teams to adjust.

In practice, Ball suggests that branding is rarely the deciding factor for customers. “Customers are more resilient than many expect,” he explains. What matters most is consistency in service, responsiveness and the ability to deliver more value over time.

That does not mean the local presence disappears. Flotek continues to operate with a regional footprint, whether through local offices or hybrid working models. This helps preserve familiarity and trust, even as the business becomes more unified at a national level.

In fact, the transition can often unlock new opportunities. While some customers may initially prefer smaller independent providers, many begin to see the benefits of scale. Access to a broader range of services and capabilities often leads to strong growth following acquisition.

Building and retaining a high-performing team

Recruitment is one of the defining challenges for MSPs, but Flotek has taken a deliberate approach to stand out in a crowded market. The result is a business that now attracts consistent inbound interest, with strong application volumes coming directly through its website. According to Ball, this reflects sustained investment in employee experience and a clear effort to articulate what makes Flotek different, both in the role itself and in the wider opportunity.

A key part of that proposition is ownership. The company’s EMI equity scheme plays a significant role in attracting and retaining talent, creating a sense that people are building something together rather than simply holding a job. It fosters long-term thinking and shared commitment, which becomes increasingly important as the business scales.

When it comes to advice for other MSPs, Ball keeps it simple: “My advice to other MSPs would be to over communicate. Make people feel part of the journey, involve them in events and decisions, and actively build a sense of togetherness.”

Retention, while never perfect, has remained strong. Flotek has largely retained the people it wants to keep, recognising that some turnover is a natural part of growth. The focus is on investing in people, reinforcing culture and giving teams a clear sense of identity. Internally, that culture is known as the Purple Army, underpinned by shared values and a strong sense of purpose.

Crucially, engagement is not left to chance. When decisions affect the wider team, input is actively sought. A recent example is FloFest, where feedback led to a shift from a single annual event to more frequent regional gatherings. That willingness to listen and adapt has become a defining feature of how Flotek operates, helping to keep teams engaged as the business continues to scale.

At the core of Flotek

Flotek’s story is defined by a clear sense of direction. The business has focused on simplifying complexity and bringing communications and IT together in a more cohesive model. Growth has been pursued with structure and intent, rather than speed alone.

There is a consistent emphasis on alignment across people, processes and customers. At the same time, the business continues to adapt as it scales. In this context, growth is not just about size. It is about building a model that can sustain itself. One where culture, capability and customer experience evolve together.