LTZ Group 5x5 Strategy: Building a £5 Million People Development Organisation by 2030
- Martin Wallis-Keyworth
- Jul 31
- 4 min read
Developing People. Building Brands. Creating Legacies.
When people first discover LTZ Group, they often see barbering.
They see our barbershops, our apprentices, our training academy or one of the brands that operate within the Group.
What they do not always see immediately is that barbering was never the destination. It was the starting point.
LTZ Group exists because we believe talent alone is never enough. Success comes from opportunity, support, experience, continual development and people who genuinely believe in your potential. Since establishing the organisation, our focus has been on creating an environment where individuals can learn, grow, develop confidence and build meaningful careers.
Everything we do is built around people.
The 5x5 Strategy is the framework that will guide our next stage of growth.
What Is The LTZ Group 5x5 Strategy?
The LTZ Group 5x5 Strategy is our five-year plan to build a sustainable, people-focused organisation capable of generating more than £5 million in annual turnover by 2030 whilst creating opportunities for the next generation of professionals, leaders and business owners.
The strategy is built around five key pillars:
Operations
People & Leadership
Learning & Development
Brand & Growth
Governance & Sustainability
Together, these pillars create a structure that allows the organisation to grow whilst remaining true to its purpose.
Our objective is not growth at any cost.
Our objective is sustainable growth that develops people, strengthens communities and creates long-term value.
Pillar One: Operations
Strong operations create the foundation upon which everything else is built.
Over the next five years we will focus on:
1. Sustainable Expansion
Growing into carefully selected locations where our services and values align with local communities.
2. Consistent Customer Experience
Ensuring every customer receives the same high standards regardless of location.
3. Technology and Automation
Using systems and data to improve efficiency and decision-making.
4. Performance Management
Establishing clear measures that allow teams and leaders to understand success.
5. Continuous Improvement
Creating a culture where learning and improvement never stop.
Pillar Two: People & Leadership
People are the most important asset within LTZ Group.
Many organisations focus on recruitment.
We focus on development.
Our ambition is to create one of the strongest leadership pipelines in the industry.
Our priorities are:
1. Apprenticeship Pathways
Creating opportunities for young people entering the sector.
2. Professional Development
Supporting individuals to continually improve their skills.
3. Leadership Development
Preparing future managers, directors and business leaders.
4. Ownership Opportunities
Providing routes for high-performing individuals to become shareholders and stakeholders.
5. Succession Planning
Ensuring every role has a development pathway behind it.
Our vision is simple.
A young person joining the organisation today should be able to build a genuine long-term career, progressing from apprentice to professional, from professional to leader, and potentially from leader to shareholder.
Pillar Three: Learning & Development
Learning is not something that ends when a qualification is achieved.
It is something that continues throughout a career.
Through LTZ Training Academy we are committed to raising standards across the barbering and education sectors whilst supporting our own growth ambitions. The Academy forms a core part of the Group’s long-term strategy and future development model.
Less Than Zero Group (2025–2030) – Business Plan.pdf
Our priorities include:
1. Apprenticeships
2. Professional Qualifications
3. Leadership Development
4. Specialist Technical Training
5. Lifelong Learning
By investing in education we strengthen our people, our brands and our future.
Pillar Four: Brand & Growth
LTZ Group is designed as a multi-brand organisation serving different markets and customer groups. The business plan outlines a structure that includes barbering, training and future diversification into additional lifestyle sectors.
Less Than Zero Group (2025–2030) – Business Plan.pdf
Our priorities are:
1. Strengthening Existing Brands
2. Expanding Into New Communities
3. Developing Strategic Partnerships
4. Growing Internationally
5. Diversifying Into Complementary Markets
As the organisation grows, we will continue exploring opportunities that align with our values, expertise and long-term vision.
Pillar Five: Governance & Sustainability
Growth without governance creates risk.
Governance without growth creates stagnation.
Our objective is to maintain the right balance between both.
Our priorities are:
1. Strong Leadership Accountability
2. Transparent Decision-Making
3. Clear Ownership Structures
4. Financial Sustainability
5. Long-Term Strategic Planning
These foundations ensure that the organisation can continue developing for decades rather than simply focusing on short-term success.
Building An International Organisation
Whilst the United Kingdom remains our primary market, we recognise the importance of creating a diversified and resilient organisation.
International expansion allows us to:
Access new markets.
Develop new opportunities.
Reduce reliance on any single location.
Share expertise across different regions.
Create wider career opportunities for our teams.
Our long-term ambition is to establish a presence in strategic international locations where our model of barbering, education and leadership development can create lasting impact.
More Than Barbering
Although barbering remains at the heart of our organisation, our vision extends far beyond traditional barbering services.
The Group’s long-term plans include diversification into adjacent lifestyle sectors including training, education, hairdressing, hospitality and other complementary markets that align with our mission and values.
Less Than Zero Group (2025–2030) – Business Plan.pdf
Every future venture will be evaluated against one simple question:
Does it help us create opportunities, develop people and build sustainable careers?
If the answer is yes, it deserves consideration.
Looking Towards 2030
By 2030, our ambition is to have built an organisation that demonstrates what is possible when people are placed at the centre of a business strategy.
Success will not simply be measured by turnover.
It will be measured by the number of lives changed, opportunities created, qualifications achieved, leaders developed and careers built.
The LTZ Group 5x5 Strategy provides the roadmap.
The destination is clear.
To build an organisation that develops people, builds brands and creates legacies for generations to come.
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