What I’ve Learned Working Across Startups and Global Companies

Over the course of my career, I've had the opportunity to work in both fast-moving startups and large global organisations. On paper, they couldn't be more different. One thrives on speed and experimentation; the other on structure and scale.

People often ask which I prefer. The truth is, I've learned invaluable lessons from both—and the most successful businesses often combine elements of each.

Here are a few of the biggest takeaways I've picked up along the way.

1. Speed Matters—but So Does Consistency

Startups are brilliant at moving quickly.

If there's a problem, someone solves it. If there's an opportunity, someone tries it. Decisions happen over a coffee rather than through five layers of approval.

That pace creates momentum and innovation.

Global organisations, however, remind you why consistency matters. When you're serving thousands—or millions—of customers, repeatable processes become essential. You can't rely on heroics; you need systems that deliver quality every single time.

The sweet spot lies somewhere in the middle: move quickly where you can, but build processes that allow you to keep moving as you grow.

2. Process Isn't the Enemy

One misconception I often hear is that process kills innovation.

In reality, bad process kills innovation.

Good processes remove unnecessary decisions, reduce errors, and free people to focus on higher-value work. The goal isn't to create bureaucracy; it's to eliminate friction.

The best operational leaders don't ask, "How can we add another process?"

They ask, "How can we make this easier?"

3. Technology Only Solves the Right Problems

Both startups and enterprise organisations love new technology.

The difference is often how it's introduced.

I've seen startups adopt tools because they looked exciting, and I've seen large organisations spend millions implementing systems that people never fully embraced.

Technology should never be the starting point.

First understand the process. Then understand the people using it. Only then should you decide whether technology is the answer.

Automation should simplify work—not simply automate inefficient ways of working.

4. People Build Great Operations

No process, dashboard, or software platform can replace engaged people.

I've worked with small teams who achieved incredible results because everyone understood the mission and trusted each other.

I've also worked with large international teams where collaboration across countries and departments made seemingly impossible projects achievable.

Operations is ultimately about people.

The strongest leaders remove obstacles, provide clarity, and create an environment where teams can do their best work.

5. Data Is Powerful—but Context Is Everything

Large organisations often have an abundance of data.

Startups often have far less.

Ironically, both can struggle to make good decisions.

Data tells you what is happening.

Experience, conversations, and curiosity help explain why it's happening.

The most effective operational decisions combine quantitative insights with qualitative understanding.

6. Operational Excellence Is Never Finished

One thing both environments have taught me is that there is no finish line.

Markets change.

Customers change.

Technology changes.

Businesses evolve.

Operational excellence isn't about achieving perfection. It's about building a culture that continuously asks:

"Can we do this better?"

Sometimes the improvements are transformational.

More often, they're small changes that compound over time.

Those incremental improvements are what separate good organisations from great ones.

Final Thoughts

Whether I've been working in a startup building processes from scratch or supporting operations within a global organisation, one principle has remained constant:

Operations isn't about creating more work.

It's about making work flow better.

The organisations that succeed aren't necessarily the ones with the biggest budgets or the most sophisticated systems. They're the ones that continually remove friction, empower their people, and improve how work gets done.

And that's what keeps operations such an exciting field to be part of—there's always another opportunity to improve.