A year into his role leading Technology across two newly combined portfolio companies, Phil White has been shaping a new group IT organisation, building trust across legacy teams, and setting a clear technology direction. His appointment followed H.I.G. Capital’s acquisition of Axis Europe and its combination with CLC Group to create a national property maintenance specialist.
Setting the direction
Phil joined as one of the first members of a newly forming executive team. His remit was to understand both legacy businesses, build clarity around the current technology landscape, and set a group-wide strategy from day one. Alongside the broader roadmap, he was asked to take ownership of an immediate decision: the future direction of the group’s finance system.
He took responsibility not only for shaping the plan but also for reviewing the work already underway with external consultants, aligning different viewpoints, and guiding the business toward a clear choice. It meant balancing long-term design with a short-term decision that would influence integration from the outset.
Early discoveries
Before joining, Phil formed a view of how each business operated based on what was visible externally. One looked very paper-based, while the other appeared to be more technologically mature. After spending time on the ground, those assumptions quickly shifted.
The less digital-looking business had strong ways of working that simply needed better systems, while the more tech-enabled operation had areas that required closer review and further development. For Phil, the key early lesson was that initial impressions never tell the full story, and that decisions are best shaped by evidence, listening and curiosity rather than assumptions.
Building trust and a combined team
Phil quickly recognised that technology change alone wasn’t enough. The bigger task was building relationships and establishing a group IT team that felt clear, consistent, and fair across both businesses. Some colleagues were ready to join the new structure immediately, while others needed time and reassurance. His approach focused on being transparent in decision-making and creating space for questions and conversation.
Over time, that consistency helped the team understand how the new operating model would work. One meaningful shift was moving from discretionary bonuses to performance-based measures. The aim wasn’t to remove entitlement but to link recognition to clear outcomes in a way that supported professional growth and aligned with the group’s future goals.
Unlocking progress
Integration created demands beyond day-to-day business as usual, so Phil planned early to bring in additional expertise on a temporary basis. He used his network to identify potential support quickly and, once the business approved the investment, interim specialists joined to help deliver key projects.
That additional capacity became a turning point, accelerating delivery from February onwards and enabling the integration programme to move at a sustainable pace without overwhelming the permanent team.
Approaching AI with purpose
Phil isn’t facing internal pressure to adopt AI for the sake of it, but he recognised early that the business needed a credible position on how AI could support its work. Before exploring use cases, his focus was on strengthening cybersecurity and information protection across the group.
Once the foundations were in place and the business secured a Cyber Essentials Plus accreditation, the organisation began experimenting carefully with AI initiatives. Some of these are already gaining external recognition through award shortlisting. Phil’s view is to test ideas first and move forward only where there is a clear commercial benefit and sponsorship from the business.
What’s next
Phil’s focus for 2026 begins with sustaining a realistic and healthy pace of change. Integration requires consistency over time, and his priority is to maintain delivery and avoid burnout.
On the technology side, the year centres on core consolidation: identity, Office 365, HR integration, and ultimately a major finance platform merger. The decision Phil was brought in to influence is now becoming the biggest delivery programme on the horizon.
Advice for future leaders
Phil’s advice is to take roles that genuinely interest you, because the work will demand energy and commitment. If the challenge excites you, the effort feels worthwhile.
He also highlights the importance of choosing the right people to work with. The relationships matter as much as the job itself. Enjoying the people you work alongside makes all the difference.