"Keeping teams small and working with some of the best people in your network, making sure you don't have too many people", explains Tommy. He sees smaller groups as a way to achieve stronger communication, "It's very hard to communicate in bigger teams. Not more than eight people in a team; that's the way I like to work".
Even established businesses are looking to attitudes like Tommy's to help fix sluggishness and underperformance in older, more complex organisations. The growing popularity of 'micro-battling
' initiatives displays evidence of incumbents trying to catch up with the agility of younger start-ups on the clear assumption that the more nimble approach to problem-solving inherent to smaller teams is not just effective, but ripe for replication higher up the chain.
Tommy's 'effective communication through smaller teams' ethos is put to work in order to create a complete throughput in a single location, "Here we're divided up into different teams with different disciplines. From an idea to pushing a button and sending it out into the world, it's done here".