Principle Networks founder and co-CEO Russell Crowley sets out a series of objectives, priorities, ambitions, GTM strategies and a tech roadmap that he says will double the size of the business within the next two years.
Principle Networks was founded in 2018 by Crowley and Alex Steer. They previously worked together at a Stockport-based data network and infrastructure solutions provider that was acquired in 2016 – and spotting a gap in the market the pair set about building a business they say broke the mould of traditional MSP service delivery models. According to Crowley, their founding focus was to enable customers to build robust, agile solutions across enterprise networks, cybersecurity architectures and the public cloud.
Crowley began his working life as a personal trainer, took bookings for BSM driving school and spent time in a call centre. Each role taught him a valuable lesson, but it wasn’t until he became a father at 19 that he truly focused on building a long-term career. “That turning point made me reflect on what I enjoyed most across all my jobs, and I realised it was the sales element that drove me,” he said. “I landed a role as a sales development representative for a managed network services specialist and saw the difference between high value managed sales and the importance of trust, relationships and long-term thinking in sales success.”
It’s important for us to innovate and adapt, and constantly refine our role to ensure we’re enabling outcomes, not just delivering services
Crowley’s strategies are informed by these experiences, and his immediate priorities and action points are set to drive Principle Networks’ next phase of growth, embed a refreshed go-to-market strategy and ensure a smooth onboarding for its new CTO, Mike Beevor, who joined in July. “We’re also ramping up investment in marketing and events, increasing our sales budget, welcoming new vendors and making sure our engineering team is fully equipped with the skills and training needed to support our customers at the highest level,” he added.
Crowley’s longer term objective is to double the size of the business within the next two years and continue to scale from there. “Over the next five to ten years our ambition is to establish Principle Networks as a leading UK technology specialist with revenues of £25–£30 million,” he added.
On target
Principle Networks mainly serves upper end SMB and mid-market organisations with between 500 and 5,000 users and annual turnovers ranging from £50-£500 million. The London headquartered MSP exceeded its 2024 targets in key areas, particularly around forecasted growth and operating profit. “Interestingly though, despite that strong financial performance we fell short on our sales targets, specifically in generating new leads and acquiring new customers,” explained Crowley. “That said, our financial control systems give us clear visibility and we know that 65–70 per cent of our sales come from recurring revenue and profit, so we’re seeing strong compound incremental growth. While growth is slower than we initially projected, it’s still consistent and I’m satisfied with the direction we’re heading.”
Last year Principle Networks’ revenue grew by 50 per cent with operating profit up 28 per cent. Looking at average growth over the last seven years, the company is sitting at about 50 per cent and forecasting revenue of £6.6 million for this financial year, rising to £7.8 million in FY26, with a projected budget of £9.5 million for FY27. Operating profit is expected to grow at an average rate of 30–35 per cent over the next two years.
“We’re evolving our services to focus more on software, SaaS and cloud security – areas that deliver greater value, are faster to deploy and easier to manage,” explained Crowley. “We’ll continue to provide on-prem networking, but it makes strategic sense for our solutions to align with our customers’ shift to the cloud.”
Over the next five to ten years our ambition is to establish Principle Networks as a leading UK technology specialist with revenues of £25–£30 million
In fact, the MSP’s greatest success comes from helping customers transition away from outdated legacy systems to modern, scalable solutions. “Many organisations have outpaced their own IT infrastructure,” commented Crowley. “Their operations, applications and workforce have evolved rapidly but their underlying systems haven’t kept up. They’re adopting cloud services, embracing AI and enabling distributed workforces. As a result, data is everywhere, people are everywhere and systems are increasingly disconnected and fragmented.”
He says Principle Networks’ most impactful work happens when it helps customers step back and truly see that gap. “We show them how they’re operating today, but based on their needs and direction, here’s what a modern, integrated and secure environment should look like,” added Crowley. “We help them design that future. One that’s more secure, more connected and far more efficient. Those are the conversations that resonate most. That’s where we’re driving the greatest value and seeing the biggest success.”
GTM evolution
To ensure ongoing success Crowley has evolved his GTM strategies. This involved a restructure of the sales team and the adoption of a verticalised approach, allowing the business to focus more strategically on three core sectors – professional services, industrial services and consumer and digital. “Each of these areas experience their own specific set of challenges,” added Crowley. “For example, manufacturing, engineering, logistics and critical national infrastructure often rely heavily on legacy on-premise systems, which present significant security and operational risks. They’re also subject to strict compliance requirements such as those outlined in the NIST and CAF frameworks, which adds another layer of complexity to their digital transformation efforts.”
Much of the change observed by Crowley is being driven by external factors, particularly the evolution of governance frameworks and regulatory expectations. Another example is the increasing pressure on organisations to secure their data, protect user access and implement more robust controls across their digital environments.
“Looking ahead, we fully expect to see more stringent governance around how businesses use AI, especially in terms of how AI interacts with, and learns from, an organisation’s data,” added Crowley. “These evolving requirements are directly influencing the types of technology solutions we’re delivering and shaping the kinds of challenges our customers are facing.”
Another trend pointed out by Crowley, which presents a challenge, is the growing number of vendors bypassing traditional partner ecosystems to deal directly with customers. “Many are making it easier for customers to consume their services independently which can undermine the value that trusted partners bring in terms of strategic guidance, integration and long-term support,” he added. “So, we’ve got to evolve. The reality is, if we’re not adding meaningful value, whether that’s through strategic insight, integration expertise or operational efficiency, we risk becoming just another layer in the process – slowing things down and adding cost without contributing anything substantial.
“That’s why it’s so important for us to innovate and adapt, constantly refining our role to ensure we’re enabling outcomes, not just delivering services. It’s about being a true partner, not just a middleman. Our biggest opportunity is to keep doing what we’re doing, move forward with our go-to-market strategy and keep evolving.”
Just a minute with Russell Crowley
Role models:
My parents – both mental health nurses – were very kind and driven and taught me that no matter what the problem or challenge there is always a solution. And as a Manchester United fan I admire Gary Neville. Not just for his football career, but also as a highly successful, driven and principled business person. This is reflected in how I try to lead and run my own business.
Three ideal dinner guests:
Ricky Gervais – he’s so funny. Tony Blair – when he was prime minister I thought he was brilliant, but given the Iraq war I have some questions for him. And Mark Cavendish – I’m a keen cyclist and he’s the greatest British cyclist of all time.
Best advice you have been given:
Steve Bunce once said, ‘you don’t get what you deserve, you get what you negotiate’. It’s far more productive to focus on what you can control, while keeping things in perspective and staying grounded.
Your main strength and what could you improve on?
My greatest strength is my optimism. I naturally look for the positives and focus on what’s possible. But I can be too easily distracted when I should be fully engaged in the moment, which I’m trying to improve.
What do you fear most?
Spiders. Small, fast moving insects frighten me. More seriously, I have a fear of letting people down or not reaching the goals I set out to achieve.
Your biggest career achievement:
Setting up Principle Networks and getting through year one, which we did during the Covid-19 pandemic.
Top tip:
Make sure you truly understand your market. In highly saturated and fiercely competitive industries it’s not enough to have a great product or service. You need a strong network and a solid strategy for getting in front of the right people. And don’t put profit ahead of making good decisions.