'The long-term ambition is clear: to become the world’s number one': The rise of a Northern Ireland fitness brand from a simple idea to a £27million global manufacturer with a $100m ambition

I’ve always been drawn to performance, training and the environments that shape how athletes actually improve.

My background isn’t in engineering or manufacturing. I studied communication, advertising and marketing at university, and that’s probably been more influential in how BLK BOX has grown than anything technical. From the start, I’ve been more interested in solving problems and building something useful than in ticking traditional boxes.

Before BLK BOX became a real business, it was really just me trying things out and learning as I went. I started by listing bits of equipment online, testing whether there was any demand, and working with local fabricators to see what was possible. There wasn’t a grand plan at the beginning. It was very much a case of identifying problems I could see in strength and conditioning spaces and trying to fix them one at a time. A lot of those early days were scrappy and simple. Resources were limited, mistakes were common, and I was figuring out manufacturing, supply chains and product design in real time.

A big part of my mindset was shaped long before the business ever existed. I had a serious setback after fracturing my neck and skull playing Gaelic football. That experience changed how I look at resilience and risk. It gave me a sense of perspective that has stayed with me ever since. It also made me more determined not to waste time on things that didn’t feel meaningful. When I later saw gaps in the market for better strength and conditioning equipment, it wasn’t just an idea – it felt like something worth committing to fully.

That’s ultimately how the business started. I couldn’t understand why the facilities I trained in didn’t have the kind of equipment I believed athletes needed. So we started making it ourselves. What began as a practical solution to a personal frustration slowly turned into a company.

Today, I’m the founder of BLK BOX, a business that designs, manufactures and supplies strength and conditioning equipment, as well as building complete training environments. We’ve always been very focused. Strength is our space, and we’ve deliberately avoided trying to be everything to everyone. That focus has allowed us to go much deeper in terms of quality and innovation.

A big part of what makes us different is that we control so much of the process in-house. From design and engineering through to manufacturing and delivery, we’re involved at every stage. That gives us far more control over consistency, quality and customisation. But the real difference is often in the detail – how things are designed to be used in real training environments, how they hold up under pressure, and how they support athletes and coaches day to day.

My role today is very different from the early years. Back then I was involved in everything. Now I’m much more focused on the commercial side – growth, relationships, new opportunities, product direction and helping steer the business where I can add the most value. I still train every morning, though. That’s non-negotiable for me. It sets the tone for everything else and I know I perform better in every part of my job when I’ve taken care of that side of things.

There have been a lot of highs along the way. One of the biggest is simply seeing how far the business has come from those early, uncertain days. We now operate from a 130,000 sq ft headquarters in Belfast, with a team of over 160 people. In 2025 alone, we delivered close to 1,000 training facilities across 13 countries. Working with elite sports teams, major gym operators and respected global brands has been a major milestone, but I’m equally proud that we’ve built something in Belfast that competes on an international stage.

Of course, it hasn’t all been straightforward. Covid was one of the most challenging periods. On the surface, people assumed a gym equipment business would thrive, but the reality was far more complicated – supply chain pressure, unpredictable demand, and then a sharp slowdown afterwards. There have also been internal challenges: scaling too quickly at times, making hiring mistakes, and moments where the pressure of it all felt heavy. That’s part of building something that matters, especially when you care deeply about getting it right.

What I’m most proud of, though, is that we’ve built something with real substance. Not just a brand, but a proper business with manufacturing capability, strong systems and a culture of high standards. We’ve worked hard not to lose the original values – doing things properly, avoiding shortcuts, and staying focused on long-term quality.

If I could go back and change anything, I’d probably prioritise my own health earlier and trust my instincts more. In the early years, I convinced myself that extreme hours were just part of the process. Hard work is still essential, but I’ve learned that performance in business is directly linked to how well you look after yourself. I’d also avoid a few bad hires and situations where I listened too much to external advice instead of trusting my gut.

2025 was a defining year for us. We invested heavily in engineering and manufacturing, expanded further into North America and Europe, delivered major projects internationally, and supported hundreds of gym owners and coaches in launching their own facilities. We reached £27 million in revenue, grew 36% year on year, and added 60 new people to the team.

Looking ahead, the focus is on scaling with intent. We’re expanding further internationally, establishing BLK BOX Fitness LLC in North America, and continuing to build out our product range – from selectorised strength machines to cardio, apparel and accessories. The long-term ambition is clear: to become the world’s number one strength brand for athletes, coaches and gym owners, with a $100 million revenue target by 2031.

Even with everything we’ve achieved, it still feels like we’re only getting started. That mindset – always improving, always pushing forward—is what we call Pursuit of Better. It’s not a slogan for us; it’s how we operate.