dbfb’s acquisition of Milton Keynes-based Totally Converged Solutions (TC Solutions) is a vital step in the MSP’s journey towards becoming a £35 million revenue business, says MD Simon Pickering.
The TC Solutions deal builds on a year of strong progress for dbfb in 2024, hitting revenue and growth targets, securing Santander as its capital funder and positioning for the next stage of growth. “2025 started with political and economic uncertainty but we’ve maintained momentum, renewed major contracts, increased revenue and profitability, and completed the aforementioned acquisition,” he said. “The deal reinforces our regional presence and deepens our ability to deliver consistent, customer-first service at scale.
“Long-term it’s about sustainable growth through a scalable platform that allows us to serve SME, enterprise and public sector customers in the way they want to be served. Investment is going into people, systems and customer experience. We also continued to advance our sustainability strategy, taking measurable steps to reduce our carbon footprint across operations, procurement and supply chain. As we grow, sustainability will remain a core commercial and operational focus.”
dbfb was founded in 1998 with a clear objective to offer customer-first connectivity and telecoms services. The business started life in Northampton and over the years has evolved from being a traditional telecoms provider into a full managed service provider across IT, connectivity, mobile and telephony. “What’s stayed consistent throughout is our focus on people, relationships and doing the right thing,” stated Pickering. “My early career in tech and customer service taught me what good service looks like and the importance of treating people like people. That mindset continues to shape how I lead dbfb.”
Long-term it’s about sustainable growth through a scalable platform that allows us to serve SME, enterprise and public sector customers in the way they want to be served
Today, the MSP has a 70-strong team supporting over 1,500 customers, from single site SoHos to enterprise clients with 500-plus seats, and public sector organisations. “Our ambition is to grow to £35 million in revenue and £5 million EBITDA within the next three to five years, through sustainable, scalable growth,” explained Pickering. “We’re well placed to help mid-sized organisations consolidate, simplify and secure their IT and communications. Our joined-up, service-led model is where we add the most value and make the biggest difference.”
Key partners
To reiterate, dbfb supports customers across mobile, connectivity, IT and telephony, delivering fully managed integrated solutions that simplify operations and reduce supplier friction. Its strategic partnerships include Microsoft, Cisco, 8x8, Gamma, O2 Wholesale, EE Wholesale, CityFibre, Westcoast, Giacom and Yealink.
“We’re also seeing rising demand for emerging technologies like satellite connectivity, SD-WAN and enhanced cybersecurity – particularly in response to recent high profile security breaches,” added Pickering. “As those needs evolve we continue to expand our offer to ensure resilience, flexibility and long-term value for customers.”
Inbound demand
Pickering also observed that dbfb is seeing strong inbound interest due to its reputation in the market, with Teams telephony, managed IT, mobile and connectivity being big growth drivers. “Bulk SMS is a newer product that’s opening fresh opportunities, especially for customers that need quick, direct communication,” he added.
Pickering explained how dbfb is evolving its sales and GTM strategy, adopting a more consultative, value-led sales approach. “We focus on long-term relationships even if the customer isn’t ready to buy,” he added. “We also walk away if the fit isn’t right. And our ability to write flexible contracts is a real differentiator in today’s uncertain market.
As we grow, sustainability will remain a core commercial and operational focus
“Furthermore, with customer expectations increasing, speed, clarity and trust are essential. That’s led us to invest in better systems and automation while keeping the human element. Our regional strategy ensures we stay close to customers, building relationships that go beyond the transactional.”
Pickering is also witnessing a shift in priorities from the next generation of decision makers and workforce entrants. “CSR and sustainability are becoming key differentiators, not just nice-to-haves, but real drivers of choice,” he commented. “That’s why we’re embedding ethical practices and environmental accountability across our operations, partnerships and supply chain. As we evolve, these values are shaping how we show up, who we work with and how we grow.”
Productivity is another top priority for most businesses. With rising costs and fewer resources, organisations are turning to tech that helps them get more from what they already have. Pickering is also watching AI closely, particularly where it can deliver gains in automation, diagnostics and service.
“The market is flooded with new tools but without the right support they can do more harm than good,” he warned. “Our focus is on helping customers use them in practical, effective ways. Our job is to keep it simple and stay grounded.”
Just a minute with Simon Pickering...
Role model:
Sir Ian Botham: He believed anything was possible and never backed down.
What do you fear most?
Not being good enough.
One example of something you’ve overcome:
Controlling the fear of failure.
Best piece of advice you have been given:
The people who do the work know where the problems are. Ask them and make it safe for them to tell you.
Your greatest strength and what could you work on?
My main strength is a boundless belief in what’s possible and developing people. My weakness is that I always want things done at speed.
Your biggest career achievement?
Taking a huge risk to acquire dbfb, backing myself, and building a business with staying power. Spotting unpolished talent and giving people the belief to grow is something I’m really proud of.
How would you change the industry?
Clear pricing, honest SLAs and transparency should be standard.
Tell us something about yourself we don’t know: I’d love to be an F1 driver.
What talent do you wish you had:
Remembering peoples’ names.
Today’s leadership challenges:
It’s about people, service and sustainability. Leaders need to set the tone, create space for talent to grow and make sure values scale with the business.
In hindsight:
I waited too long to make tough decisions, whether around systems, partnerships or people.
Top tip:
Cash is king. Know your numbers. Customers come first. Be prepared for setbacks but never lose sight of why you started.