Arandi

The pivot from software to 700 kilometers of underground fiber Building a business in the tech sector often follows a predictable arc: raise venture capital, scale rapidly, and exit within a decade. Tim Creswick, the founder and CEO of Vorboss, presents a stark alternative to this narrative. His 18-year journey began not with a massive network, but with a piece of paper in his back pocket and a desktop computer. Starting as a software developer, he spent the early years of his career building line-of-business applications for law firms and schools. However, he quickly encountered the ceiling of service-based businesses: the "dollars-for-hours" trap. Creswick realized that building bespoke software for clients lacked organizational value beyond the immediate team. The breakthrough came when Vorboss shifted from just writing code to hosting it. By purchasing a single server from Sun Microsystems and placing it in a data center, the company moved into the realm of monthly recurring revenue. This was the precursor to a massive strategic shift toward infrastructure. By 2017, it became clear that connectivity—the physical fiber connecting offices to data centers—was the ultimate bottleneck. This realization sparked a transition that saw the company move from 90% hosting revenue to 90% connectivity revenue, eventually leading to the construction of a private fiber network beneath the streets of London. Vertical integration in a world of subcontractors In the modern infrastructure landscape, most players function more like financial holding companies than engineering firms. They typically outsource the design, construction, and maintenance of their networks to third-party vendors, effectively becoming passive owners of capital-intensive assets. Vorboss rejected this model in favor of total vertical integration. Creswick and his team designed the network architecture in-house, down to selecting specific cables and joints during late-night sessions in 2020. This hands-on approach extends to the workforce. Of the nearly 400 employees at Vorboss, roughly half occupy "kinetic" roles—engineers and technicians who are physically in the ground laying cable and performing quality assurance. This model requires a sophisticated logistics function, including warehouses, forklifts, and a fleet of vans. For Creswick, the decision to internalize these functions wasn't just about control; it was about efficiency. By building their own software to manage internal processes, Vorboss operates with significantly fewer people than legacy competitors, proving that infrastructure is, at its core, a software-driven endeavor. Lessons from Snowden and the reality of network security Operating critical infrastructure brings a level of exposure that most software-as-a-service (SaaS) founders never face. Creswick highlights a fundamental shift in how the industry views security, largely driven by the revelations of Edward Snowden. Historically, network operators assumed that a physical cable buried in the ground was inherently secure. The Snowden leaks shattered this illusion, revealing that state actors were not only tapping undersea cables but were also intercepting hardware in transit. Creswick describes a world where the NSA intercepted networking equipment from companies like Cisco, physically implanted backdoors, and repackaged them with perfect warranty stickers before they reached the end user. This environment has forced a "zero trust" mentality. Today, every packet sent over the Vorboss network is treated as if it is passing through an untrusted environment. The industry-wide move to default encryption (HTTPS) was not merely a technological evolution; it was a necessary response to the reality of state-level surveillance. While Vorboss operates as a "mere conduit" for data, the company remains acutely aware of the Investigatory Powers Act and the extensive surveillance capabilities held by the UK government. The founder's dilemma at 400 employees Scaling a team from 25 to 400 people within a two-year window creates immense cultural friction. Creswick reflects on a specific phenomenon that occurs when a company passes the 200-employee mark: the business begins to be viewed by employees as an entity separate from themselves. In the early days, the survival of the business is a shared, visceral responsibility. As it grows, some new hires develop a sense of entitlement or a lack of respect for the "bedroom-to-boardroom" journey that built the platform they now stand on. This shift has forced Creswick to adopt a more "opinionated" leadership style. He argues that a business should not try to be everything to everyone. Much like an Italian restaurant shouldn't be expected to serve Chinese food, a company has a distinct personality that should attract some and deter others. He emphasizes that preserving a culture where the founding team still wants to show up to work is a greater challenge than the hiring process itself. By sticking to these cultural guns, Vorboss has managed to retain an elite workforce that values the history and purpose of the organization. Defense tech and the next frontier of innovation When looking toward the future of the startup ecosystem, Creswick identifies defense technology as a sector ripe for disruption. He sees strong parallels between his own experience in telecoms and the current state of the defense industry, which is dominated by massive "primes" that are deeply embedded with governments. The traditional model of building $80 million weapon systems is being challenged by the reality of low-cost, decentralized technology—a shift highlighted by the use of thousands of inexpensive drones in the conflict in Ukraine. Creswick highlights companies like Anduril, founded by Palmer Luckey, as the vanguard of this new era. In the UK, he points to Arandi, a company he has personally invested in, which seeks to navigate the complex compliance and historical economics of the defense space. The goal is to move away from fragmented, slow-moving manufacturing toward a more unified, tech-forward approach. For Creswick, the most exciting opportunities lie in these "hard" industries—where physical infrastructure, regulatory hurdles, and technological innovation intersect to solve foundational global problems.