Here, Everflow's CEO Josh Gill and PR and marketing manager Sophie Spaldin highlight why the initial impetus will only take you so far.
Josh: I set up Everflow in 2015, mainly because, as far as I was concerned, the market was making water too complicated for customers, which meant they weren’t getting the service they deserved. Switching supplier was virtually unheard of and nobody was leveraging technology to improve processes. By that point, I’d spent a lot of time working in and around the water market and so I had a really clear idea of what could be done to improve it. That idea became Everflow Water, an ethical water retailer, which was later joined by Everflow Tech to create the Everflow Group. Since day one, we’ve grown organically, and we’re currently the fastest-growing water retailer in the UK, with over 73,000 supply points. This was clearly demonstrated when we came third in the 2021 Financial Times’ annual list of the fastest-growing European businesses, thanks to revenues rising from 363,266 euros in 2016 to 55,902,990 euros in 2019 – we were the highestranking water retailer on the list. Up until now, my strategy has been very much about prioritising revenue growth; however, over the next few years, the focus will shift to investing in tech to drive ever-increasing profits by automating as the group scales further. And to continue to grow, we need to be known by the man on the street – which is where Sophie comes in… Sophie: I originally joined Everflow as customer services advisor while I was preparing to move to London to pursue a career in marketing; I had just arrived home from Melbourne where I was working in marketing at a national company and I wanted to do something similar in the UK, which – before I discovered Everflow – seemed to mean moving away from the North East. However, soon after joining, the directors held one of their regular vision evenings for employees, where Josh explained where the three-year-old company had come from and where they wanted to go. It was clear to me that they had big ambitions, which was very exciting, but I also realised that their marketing and PR efforts (or lack thereof) would hold Everflow back from achieving its true potential. They didn’t have a dedicated marketing department, nor did they work with any agencies, yet they had so much to shout about. So, I approached Josh and the other directors, pointing out the activities and opportunities I believed they should take. Not long after, I formalised all my ideas and presented them with a full marketing strategy, which led to me being appointed as Everflow’s first marketing and PR manager – something they clearly needed. Because while it’s all well and good having a brilliant service – which we do – to really scale you need to make sure everyone is aware of you, not just your own niche. A great brand doesn’t just arrive fully formed; it’s all about creating opportunities, making a name for yourself and really proving how you can add value to your audience. When it came to Everflow, I had to start from scratch, creating a full brand story, strategy and tone of voice. Consistency is important, and, prior to my joining, any marketing activity had been sporadic, which meant the company was in danger of falling off the public’s radar. To combat this, I formulated social media and online review strategies, identified suitable award opportunities and started sourcing suitable stories for the ever-important press coverage, as well as focusing on internal and external comms – it was an extremely challenging, albeit rewarding, time. The hard work has paid off, culminating in Everflow winning multiple awards and most recently – being listed on the Financial Times’ FT1000! It had been on my radar to nominate us ever since I started, but we weren’t old enough to qualify until 2020. It was an amazing achievement for Everflow, a massive morale boost for employees and, of course, fantastic for brand awareness – putting Everflow firmly on the map.
