Euro Options soars from £30m to £73m in 15 months

“It probably is going to come as a little bit of a shock to some people to see what we've achieved,” says commercial director John Lester

“We’ve gone from £30m to £73m revenue in 15 months, but we’re only just getting started,” John Lester, commercial director at distributor Euro Options (EO) tells CRN UK.

“When we came in, I said we could do £100m within three years, three times what the business was seeing, and we’re going to do it in two years now.”

The growth Euro Options has seen has all been without marketing itself at all.

“It probably is going to come as a little bit of a shock to some people to see what we've achieved.”

CRN spoke with Lester ahead of the organisation’s rebrand to discuss what’s changed, what will stay the same and what people can expect to come from EO in the future.

What’s changed at Euro Options, and why is now the right time to reflect that through a rebrand?

When he joined the organisation, Lester had a three-phase approach in his mind to transform EO.

Lester joined EO after serving almost 20 years at Intec Microsystems, most recently as the director of group sales.

First was volume, to give the distributor something to talk about. Second was changing the perception of who EO is and what they do.

The distributor is now in its third phase, ready to market the new EO, starting with its rebrand, launching this week.

Lester joined the distributor in July 2025 with big goals for the business, and plans to transform the distributor for its next phase of growth.

The organisation has seen massive growth over the last 15 months and is expecting further success down the line.

“It is significant growth, but it's growth I've seen before.

“I knew where the growth was in the market and in the channel.

“It's about having the right price, the right product, and the right customer base.

“I think Euro Option’s mentality has perhaps changed a lot towards what the channel is and how you can work within the channel.”

This channel expertise has been the driving force behind the growth the distributor is seeing.

“I think we brought in a new set of eyes into the business that understood different areas of the channel, and we’re building out a tier-two distribution model that wasn’t there before.

“We’re working with vendors directly, and we are aligning a lot closer to the channel, working with HP and Lenovo.

“These are products in areas: client device, networking for MSPs and the SMB market. These are areas that Euro Options had never really dipped their toe before.”

He explained that EO is now trading with twice as many reseller partners as they were just 15 months ago, totalling around 600 on a monthly basis

Its vendor portfolio has evolved, too, with the distributor leaning into the client space, “we're working a lot on the PSG side of things. So personal systems group with Dell, HP, Lenovo, and all the ancillary products that come with it.

“The plan is to build out, and it'll be probably split into three pillars: networking, personal systems group, and enterprise.”

Euro Options then versus now

“Three years ago, it's fair to say, it was a declining business.

“It was still very profitable, it had really good people within the business, but had focused too long working in that HPE space with the same type of customers, not adding more customers, nor were they adding other vendors.

“It was still a really good business, and that's what interested me most when I first started talking to them.

“It wasn’t just building something from the ground up; it was revitalising something that was already great, albeit just needed a little pivot.”

The foundations for success could already be found at the distributor, but it seems like all it needed was a fresh set of eyes.

However, there is change to come.

“We've got system changes coming next year, a huge expense to the business, but it's about time.”

EO is looking towards automation, and finding AI champions within the organisation in order to fuel productivity and the ability to run a lean business while getting more done.

“We don't want to use automation for removing roles and removing jobs. We see it as a way in which we can grow, but grow with the team that we've currently got.”

“We've added new staff, but that's been organic over that 15-month period.

“We've got different offices in different locations in the UK. It used to be just Rochdale, and then Bracknell, and now we've got a London site, and we've got an office that's building out quite nicely in the Midlands.”

Euro Options now has a head count of around 55 employees, up from around 41.

Lester explained that this has come in the form of six/seven account managers, key members of the procurement team, as well as administrative and warehouse staff.

What does success look like three years from now?

With sizeable growth and a rebrand under their belt, three years from now Euro Options are looking for sustained success and growth.

“Three years from now, I suppose to be up for awards would represent success.

“That isn't from a vanity point of view, that is merely, if you’re winning awards, it's because your peers or the market has put you forward for those, so that, to me, would show we've been successful in what we've done.”

Outside of awards, it’s the numbers that count.

“Maintaining steady organic growth and working with a few more vendors.

“If we could double again from here in three years to £140-150m, that'd be a nice number.

“Hopefully having systems that we've managed to introduce and bring through the business that helps the team go and deliver a little bit more, but without asking for more of them.

“If we could bring automation in so that it meant everybody can carry on with the job, but without too much stress, that'd be perfect.”

Whilst the numbers and the growth are signs of success, Lester doesn’t want to lose what has made the organisation successful.

“Retaining those core values that we've got in the business, I don't ever want to lose that.

“That's what built it in the first place.

“The staff here are a fantastic bunch of people to work with. They do a great job.

“If you’ve got happy customers and happy staff, generally speaking, you've got a decent business on your hands.”