From exit to evolution: Building Zeropath

In 2022, after more than 20 years building Point Progress, we sold the business to Civica. Point Progress was a B2B software company focused on expenses management, helping organisations control, process and audit staff expenses more effectively. It had been part of our daily rhythm for two decades. Letting go was less about completing a transaction and more about recognising that the time felt right to move on. 

We had received approaches over the years, some informal and some more serious. Most were easy to dismiss. But when Civica approached us, we were interested enough to open a dialogue. They were UK based, with local offices and a culture that appeared compatible with ours. After meeting in London and spending time understanding their intentions, we felt the business would have a good home and, importantly, that the team would have real opportunities within a larger organisation.

The structure of the deal mattered. There was no earn out, which gave clarity and avoided the uncertainty that can arise when performance depends on decisions made after a sale. Our only commitment was to remain for a minimum period as good leavers. I stayed for six months. Louise (Coope) remained for around 18 months to help the team integrate and to ensure continuity. Staff retention was important to us. Even finance, which in many acquisitions can be rationalised quickly, was integrated into the wider group. 

After more than two decades in the same market, there was also a natural sense that we had completed that journey. We had navigated growth, recession, Covid and the everyday pressures of running a technology business. Waking up without the constant background concern of staffing issues, cash flow and long-term planning was an adjustment. Initially it was simply a relief. Over time, it created space to reflect.

I did not miss the pressure straight away. In fact, the absence of it was welcome. But it became clear that I still needed something to build. I explored becoming a Business Angel and reviewed several early-stage opportunities. What I realised was that, while investing in other people’s ideas is appealing in theory, I prefer being directly involved. There is a different level of accountability and energy when you are shaping something yourself. 

The move into Zeropath has therefore been less about starting again from scratch and more about applying long accumulated experience to new problems. During our years at Point Progress, two patterns repeatedly stood out. 

The first was sustainability. Increasingly, organisations were being asked to report on their carbon footprint in tenders and annual disclosures. For many SMEs, this felt daunting. The tools available were often disconnected from the financial systems they relied on every day. 

Zeropath Carbon was built around a simple idea: start with data that businesses already trust. By integrating directly with accounting platforms such as Xero, it uses transaction data as the basis for emissions calculations. The aim is to make carbon reporting practical and defensible, rather than abstract or intimidating. Instead of creating parallel processes, it works within existing workflows. 

The second pattern was sales efficiency. Across many organisations, talented sales teams were spending disproportionate time researching accounts and deciding where to focus, rather than speaking to customers. Data was plentiful but scattered. Insight required manual effort. 

Zeropath Agent addresses that challenge. Using AI, it analyses available information and surfaces clear priorities, helping teams concentrate on the accounts most likely to generate value. It is not a generic CRM addition. It is designed to act as an assistant, reducing research time and sharpening focus. 

Although Carbon and Agent serve different purposes, the underlying philosophy is consistent with what we learned over 20 years building a B2B software business. Skilled professionals are often constrained by low value tasks. Well-designed software should remove friction and allow people to focus on judgement, relationships and decision making. 

This time, we are building deliberately lean. Automation and scalability are being designed in from the outset, shaped by lessons learned in earlier years around performance and growth. Expansion will come, but efficiency and resilience are central principles. 

The sale of Point Progress gave us freedom and optionality. Zeropath reflects both continuity and change. The values remain the same. The problems we are addressing are different. That balance feels right for this stage.