For David Manners, CEO of Sumillion Ltd, business success is measured by more than financial performance. Under his leadership, the UK-based technology company has embedded sustainability and social impact into its core strategy, proving that commercial growth and responsible business practices can go hand in hand.
How would you describe your leadership philosophy, and what has shaped it most significantly over the course of your career?
My leadership philosophy is simple: lead with purpose, integrity, and action. I believe people perform at their best when they understand not only what they are doing, but why they are doing it.
Throughout my career, I have focused on building businesses that create value for customers while making a positive contribution to society. The biggest influence on my leadership has been seeing firsthand that long-term success is built on trust, strong relationships, and doing the right thing even when it is not the easiest option.
Businesses do not have to choose between profit and purpose. When values are authentic, they become a powerful driver of long-term success.
What is the one opportunity you believe leaders in your sector are not yet fully capitalising on?
I believe the biggest opportunity is treating sustainability as a growth strategy rather than a compliance exercise.
Many organisations still view sustainability as a reporting requirement or cost centre. In reality, it can drive innovation, improve efficiency, reduce risk, strengthen customer relationships, and attract talent. Within the technology sector, there is a significant opportunity to rethink procurement, lifecycle management, and circular economy principles.
What has been the most defining decision you have made for your organisation?
The most defining decision was embedding sustainability into the heart of our business model rather than treating it as a separate initiative.
We made a conscious commitment to put purpose at the centre of our identity, including dedicating a minimum of 10% of profits to charitable causes through our work with To Live in H.O.P.E. At the time, some questioned whether this approach could be commercially viable. What it taught me is that businesses do not have to choose between profit and purpose. When values are authentic and consistently demonstrated, they strengthen culture, build customer trust, and create long-term resilience.
What key priorities or strategic shifts will define your organisation’s next phase of growth?
Our focus remains on expanding the impact of our sustainability-led approach while continuing to grow responsibly. At the same time, we want to demonstrate that purpose-led businesses can compete and succeed at the highest level. Receiving the King’s Award for Enterprise in Sustainable Development was a significant milestone, but it also reinforced our belief that sustainability should be viewed as an opportunity for innovation, growth, and long-term value creation.
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