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Meet George
George Davies is the Co-founder and CEO of Eventus.do, based in London, UK. With more than three decades of experience leading both global corporations and early-stage ventures, he works with founders and CEOs to help them improve performance by focusing on measurable business outcomes.
The Quiet Discipline of Results
If you ask George Davies what drives him, he does not begin with ambition or scale. He begins with responsibility. Responsibility to customers. Responsibility to teams. Responsibility to outcomes that genuinely matter.
Across his career, which has taken him from global technology giants to lean early-stage ventures, he has remained focused on one central idea. Businesses exist to create results that improve someone else’s world. Revenue and margin are important, but they are consequences. The real work lies in understanding what truly drives success for customers and aligning everything behind it.
He speaks about performance with the calm certainty of someone who has tested his beliefs repeatedly in very different environments. He has led billion-dollar service divisions and built companies from just a few million in revenue. Different pressures. Different constraints. The same focus.
“Through my career I have focused on outcomes and results, for the business and for the customer,” he says. It is not a slogan. It is a pattern that has shaped every chapter of his professional life.
Learning at Both Ends of the Spectrum
George’s career began inside some of the largest technology organizations in the world, including Compaq and HP. These were complex, global machines with thousands of employees and enormous customer contracts. At one point, he was leading a division generating more than one billion dollars in revenue, overseeing thousands of people across regions.
In environments like these, the margin for error is thin. Systems must work. Teams must align. Customers must trust you with critical infrastructure. George found himself drawn not just to the technology but to the mechanics of performance. What truly makes a large organization effective? Where does value actually get created? How do you ensure that what is promised is genuinely delivered?
One formative chapter came while working for the Operations Director of British Gas during the deregulation of the UK gas market. It was a moment of structural change for the industry. George helped design and implement some of the largest data centres in the country at the time. The technical scale was impressive, but what stayed with him was something more fundamental. The success of those projects depended not on technology alone, but on understanding risk, customer requirements, and the business outcomes that mattered most.
He saw clearly that implementing systems without clarity of purpose leads to complexity without value. Technology had to serve outcomes, not the other way around.
Years later, in very different circumstances, he would find himself leading early-stage businesses with small teams and tight margins. In one such venture, he helped drive performance to 72 percent gross margin and 24 percent net profit on just over twelve million pounds in revenue. The scale was smaller, but the discipline was no less demanding.
Two ends of the spectrum. Different challenges. The same principles.
The Turning Point: From Activity to Evidence
Over time, a deeper realization began to take shape. George noticed a recurring pattern across organizations of every size. Many businesses were busy. They were active. They implemented systems, launched initiatives, tracked metrics. Yet too often they struggled to connect effort to meaningful financial results.
He became increasingly interested in the relationship between cause and effect. What specific actions actually drive revenue growth? Which operational levers influence margin? How does employee wellbeing translate into profit? Where is the evidence?
This question sharpened during his work designing Secure Boardroom, a cyber security offering that made risk exposure visible at board level. Instead of speaking in technical language, the system translated cyber threats into measurable business risk. It changed the conversation. Suddenly leadership teams could see, in practical terms, how operational vulnerabilities affected financial outcomes.
He carried this thinking into other assignments, including building performance portals for global managed services contracts serving some of the world’s largest banks. These systems demonstrated the impact of network outages in financial terms, not just technical ones. The shift was subtle but powerful. When leaders understand impact clearly, decisions become sharper.
Through these experiences, George reached a simple but profound conclusion. Businesses accelerate when they understand what truly drives the outcomes their customers want and align everything behind delivering them.
That insight would eventually shape the creation of Eventus.do.
Building Eventus.do
Eventus.do was born from a desire to help mid-market B2B businesses break through performance ceilings. George had seen what worked inside global corporations and what was possible inside agile early-stage firms. He believed there was an opportunity to bring disciplined outcome thinking to leadership teams who often felt stretched between growth targets, operational complexity, and investor expectations.
The work is not about producing reports that sit on shelves. It is about identifying the few levers that genuinely determine performance and aligning teams behind them. George and his team use causal inference to connect operational actions with financial results. Instead of relying on patterns or assumptions, they seek evidence of cause and effect.
The clients are often private equity-backed founders and CEOs. Leaders under pressure to grow, improve margins, and deliver returns. George understands that pressure intimately. He has lived it himself.
Yet beneath the analytical frameworks and performance diagnostics lies something deeply human. George cares about people. He speaks often about building exceptional teams and backing individuals to succeed, even when they doubt themselves. He believes communities matter. He believes businesses should create opportunity for people to learn and grow.
“I love building great teams and backing people to succeed, even when sometimes they think they can’t,”
For him, performance is not cold. It is collective. It is about helping individuals see what they are capable of and aligning their energy toward something meaningful.
Leadership Without Pretence
One of the threads running quietly through George’s story is authenticity. He speaks about integrity not as a branding exercise but as a discipline. Results matter. But how those results are achieved matters just as much.
He admires leaders who remain humble despite success. Mentors who have achieved significant things without losing perspective. This has shaped his own approach. Direct. Clear. Focused. But grounded.
He describes himself as someone who works hard at it. Someone who focuses, drives, looks for new routes, and makes things happen. There is determination in that description, but not ego. Over decades, he has learned that sustained performance is less about intensity and more about consistency.
Recognition has come at different moments. Leading the highest performing country and region for HP and Compaq. Building a business with exceptional margins at an early stage. Steering complex M and A initiatives for clients seeking to grow through acquisition. Each achievement sits within a larger narrative of disciplined execution.
Yet when he speaks about impact, he rarely talks first about scale. He talks about helping people be more successful. About driving growth that economies urgently need. About creating opportunity.
The Broader Mission
For George, business is not an abstract system. It is a vehicle for progress. When companies perform well, they hire. They invest. They innovate. They create stability and possibility for communities.
This belief informs his work with Eventus.do. The goal is not simply to optimize spreadsheets. It is to help leadership teams move from scattered effort to intentional focus. To stop selling activity and start evidencing outcomes. To become integral to how their customers operate.
He often reflects on the importance of clarity. When teams understand which three or four levers truly drive their business, energy changes. Conversations shift. Resources align. The noise quiets.
There is something almost philosophical in this approach. In a world obsessed with expansion, George is interested in precision. In stripping back. In identifying what truly matters.
He is motivated by the idea that businesses can be both high performing and honest. That excellence does not require arrogance. That growth can coexist with integrity.
Looking Ahead
As he looks to the future, George’s ambition is straightforward. He wants Eventus.do to become a trusted partner for mid-market B2B businesses seeking meaningful performance improvement. Not through grand gestures, but through disciplined execution.
He sees opportunity in helping leadership teams better understand cause and effect in their own organizations. To move beyond intuition toward evidence. To create systems that make success repeatable rather than accidental.
There is also a quieter hope beneath the commercial goals. He wants to continue creating environments where people grow. Where individuals are trusted with responsibility. Where teams feel both challenged and supported.
His advice to founders and leaders reflects this blend of belief and action. Believe. Have a go. Commit. Make it happen. Simple words, grounded in decades of experience.
A Life Measured by Impact
In the end, George Davies’ story is not simply about revenue milestones or margin percentages. It is about a disciplined commitment to outcomes that matter.
From building some of the largest data centres in the UK to guiding billion-dollar divisions and shaping agile early-stage ventures, he has remained focused on one enduring principle. Understand what truly drives success for your customer. Align everything behind it. Execute with integrity.
He has worked at both extremes of scale and found that the fundamentals do not change. Clarity. Focus. Accountability. Belief in people.
Perhaps that is why his career feels coherent rather than fragmented. Each chapter builds on the same foundation. Each success reinforces the same lesson.
In a business landscape often distracted by noise, George Davies continues to return to what is simple and demanding at the same time. Results that matter. People who grow. Integrity that holds.
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