Powersheds , the modular garden shed company co-founded in 2019 by Jack Sutcliffe and Simon Hobson, shows how two former shed factory employees built a leading United Kingdom manufacturer from early eBay sales . The pair sold just 14 sheds in their first month, making, painting and dispatching every one themselves. Today the business is described as the country’s most awarded shed manufacturer, with annual turnover above £15 million, a workforce of 80 and expansion into Europe. Its rise offers small business owners in any industry clear, practical lessons on modular design , online retail , sound financial systems and well-timed outside investment.




Difficulty judging shed quality online inspired a modular design customers could customiseAccording to UHY Hacker Young, the idea for Powersheds took shape in 2019, when the founders noticed that shoppers struggled to judge shed quality online, particularly when buying online. They envisioned a modular garden building that paired modern design with the simplicity of a traditional shed, letting customers choose where the doors and windows go. Pieces could be sent out much like a parcel over the pallet network. Both men were working at a shed manufacturing facility in Leeds when they met a partner from the firm’s Leeds office. They knew their idea was unique but were unsure where to start. After extensive discussion and planning, they took a leap of faith and left their jobs.








Turnover rose from £1 million to £5 million and then £14 million within three years of the ideaTurnover reached £1 million after one year in business and £5 million within two. By the year ending 28 February 2022 it had climbed to £14 million, and it has since passed £15 million. Chief executive Jack Sutcliffe, via UHY Hacker Young in a separate interview, said that launching just months before a global pandemic made the early days a real challenge.




Moving from basic spreadsheets to comprehensive software gave fast growth a firm footingWith the business growing so quickly, the advisers first helped the founders raise finance for their early expansion. They then helped replace rudimentary spreadsheets with software covering stock control and order processing. In the early days, partner Gordon Gruppetta ran bookkeeping training sessions for Sutcliffe so the company could build solid financial foundations. The team also trained staff on the new systems and seconded support teams so that management reporting stayed seamless.




BSW Group, its main timber supplier, bought half of the business less than four years after launchRapid retail success left the business cash rich, so partners at the Leeds office held strategic sessions with the founders on what prosperity meant to them. Further investment emerged as the next step, and discussions with venture capital firms produced compelling offers before a deal was struck for an undisclosed sum. Sutcliffe remained chief executive, with Hobson as a director. Sutcliffe said at the time that the partnership offered a chance to build a worldwide brand and enter markets such as the United States and Europe.




A second office helped the business meet post-Brexit rules for trading legally in IrelandOnce the business reached the audit threshold, a team from the firm’s Manchester office took over its statutory audit, while the Leeds team stayed involved in an advisory role on strategic projects. The Manchester specialists also guided Powersheds through the complexities of post-Brexit trade so it could sell legally in Ireland, a hurdle that has stopped many United Kingdom firms from entering new markets.




A Sunday Times fast-growth ranking and a chief executive’s advice on thinking big and stepping backThe Sunday Times ranked Powersheds the 20th fastest-growing private company in the United Kingdom. Sutcliffe also said that someone once advised him to think big rather than dream big. A leader, he said, should step away from daily operations, put a capable team in place and concentrate on the next milestone, because getting stuck in the day-to-day slows growth. He also described the firm’s advice and wide network of offices as an important factor in the company’s success.