Table of contents

• Finding My First Customers: Where It All Began
• Learning Lessons – What Worked for Cars May Not Work for Other Businesses
• Changing My Approach – Learning to Pivot
• Trying to Scale In the Travel Business
• Learning Through Movement
• Starting From Zero Again
• Building Familiarity and Trust
• Finding Customers My Own Way

Estimated reading time: 7 minutes

I’m Adam Thornhill, an entrepreneur and investor based in Dubai, originally from Liverpool, England. This series looks back at the early stages of my career – the businesses I built, the mistakes I made, and what those experiences taught me about building something that lasts. I hope you find these lessons useful. I’d love to connect with you if so.

Finding My First Customers: Where It All Began

One of the most important lessons I’ve learned over time is that every business needs customers, but the reality of where you find customers changes depending on where you are in life, what you’re building, and who you have around you. 

There are so many variables that it can be difficult to sustain a business long-term unless you have the right strategy. I’ve finally got there now, but it took me a while! 

Let’s rewind…

When I was 17 and first starting to buy and sell cars, I didn’t have a marketing plan or any kind of strategy for finding or retaining customers. 

What I did have, however, was a network. Most of my friends were just passing their driving tests. Naturally they were all looking for cheap first cars, so that’s what I focused on sourcing.

My first customers were simply the people around me. I didn’t realise at the time how important this would turn out to be. 

Learning Lessons – What Worked for Cars May Not Work for Other Businesses

As time passed, my network changed as it does for most people when they’re young. People moved on, friendship groups grew smaller, and that initial network wasn’t enough anymore. I couldn’t rely on selling cars to the same group of people forever, so I had to find other ways to make money.

This is when I moved into the taxi business and realised I was facing a completely new challenge. I wasn’t trying to sell vehicles anymore – I needed to find reliable drivers.

Taxi businesses tend to run in two main ways: either the vehicle is shared between two drivers on day and night shifts, or one driver keeps the car full-time. In both cases, reliability matters more than anything else.

At first, I tried going straight to taxi ranks and speaking to drivers directly, but looking back, this was never going to work. Most of the drivers had been doing it for years, and I was a 20-year-old trying to rent out taxis – one of which was bright pink with a PrettyLittleThing wrap. It didn’t exactly build confidence.

Changing My Approach – Learning to Pivot

Eventually, I had to change how I approached the business. I couldn’t just rock up and expect people to trust me like my friends had. I had to build those relationships gradually.

So that’s what I did. There was a local place where taxi drivers would congregate after their shifts to play pool and have a drink, so I started going there regularly. I didn’t try to pitch anything straight away – I just spent time there, got to know people and let conversations happen naturally.

After a few visits, though, I managed to secure my first drivers, who agreed to split the cab between them on a day and night basis. When Christmas came around, I gave them a week free to settle in, which helped build trust early on. Later, when I added a second taxi, those same drivers started recommending their friends.

This was the first time I saw how powerful word-of-mouth networking can be when you’re not trying to force anything. 

Trying to Scale In the Travel Business

When I later moved into the travel business, I knew straight away that friends and referrals alone wouldn’t be enough.

So I learned from my earlier pivot into the taxi industry and tried several different approaches. I experimented with Meta ads and even radio placements, but neither really gave me the return I was expecting. I felt like I was spending money without building anything long-term.

Then, I tried something more practical. I put advertising stickers on my taxis and told the drivers that if they brought travel clients to me, they’d get paid for referrals. It gave them a reason to talk about the business and created another channel for customers to come through.

Around the same time, I joined BNI Alpha in Liverpool, which was a different world entirely. Every week, business owners would meet, talk about what they were doing, and actively look for ways to help each other through referrals. It also meant standing up and presenting regularly, which wasn’t something I was used to.

The first few times were uncomfortable, but eventually it built confidence and helped me get better at explaining what I was actually offering.

Learning Through Movement

At one point, I decided to travel across Europe, spending time in places like Haarlem, Paris and Belgium.

Part of my reasoning for this was so I could advise travel clients more effectively, but it also gave me the chance to meet people along the way. Conversations with travellers and tourists naturally led to new connections.

After around 10 months, I returned to the UK, but I was already thinking about what was next. Dubai was positioning itself as a global business hub, and it felt like a place where I could build relationships with people who valued service and were willing to pay for it.

When I later launched my consultancy business, I approached things differently again. This time, I avoided paid ads completely and went straight to the customers, relying on networking, building relationships, and word-of-mouth advertising. 

Starting From Zero Again

When I first moved to Dubai and launched Relate Consultancies (a consultancy that supports foreign nationals and international businesses looking to operate in the UAE), I joined Facebook groups aimed at British expats living in the area.

Rather than posting services straight away, I spent time reading through the posts and comments. I looked at the questions people were asking and the problems they were dealing with – visas, bank accounts, moving logistics. Then I started helping.

Some of the first people I helped, I didn’t charge at all. Partly because I wanted to build relationships, and partly because I was still learning myself. They tell you to never give anything away for free in business, but this turned out to be one of the best decisions I made.

These early connections started recommending their friends and associates, and before long, the network began to grow on its own. At one stage, it was bringing in roughly one new client per week!

Building Familiarity and Trust

To build on my existing network, I started going to Liverpool supporter clubs in Dubai. (I’m actually an Everton fan, but that didn’t really matter. Being around people from my same city created an immediate level of familiarity!)

Here, instead of being another business owner, I was someone from home. That made conversations easier and I found it was quicker to build trust with new people. At the same time, people back in the UK would occasionally hear about someone planning to move abroad and pass my details on.

More recently, even running has played a part. I’ve met a few clients through conversations after events or training sessions, just through being around the right environments. 

All of this goes to show that when you have the right attitude and approach, you can find customers anywhere and everywhere. 

Finding Customers My Own Way

Looking back, I tried most of the usual routes when it came to finding customers: online ads, radio, sponsorships and referrals.

Some of these approaches worked better than others, but the most consistent results have always come from the same place – meeting people in real life, and helping without expecting anything back. 

It might be slower at the start, but it builds something more solid over time.

If you’re inspired by my story, please get in touch – I’d love to hear from you.

The post How I Learned to Find Customers, Wherever I Was in the World appeared first on Adam Joseph Thornhill.

Table of contents

• Getting Into Property in the UAE
• What Buying My First Commercial Unit Was Actually Like
• Why I Decided to Sell After the Refurb, and What Happened Next…
• The Business Lessons I Took from Buying My First Office
• Moving Forward

Estimated reading time: 5 minutes

I’m Adam Thornhill, an entrepreneur and investor based in Dubai, originally from Liverpool, England. This series looks back at the early stages of my career – the businesses I built, the mistakes I made, and what those experiences taught me about building something that lasts. I hope you find these lessons useful. I’d love to connect with you if so.

Getting Into Property in the UAE

At the end of 2023, I was looking for office space for Source Travel, a UK-based online travel agency and consultancy I founded with my friend, Heather Fletcher.

Most of the team I had in the UAE were working remotely, and we were meeting a couple of times a week at my place to catch up and run through what needed to be done. This worked for a while, but it wasn’t an arrangement you could build a business around. I realised that if we were going to grow, we needed a proper office.

When I started looking at commercial property in Dubai, it didn’t take long for me to realise that prices were far beyond what I could justify. The market had been moving steadily since the post-COVID recovery, and anything decent was just far too expensive.

So rather than forcing something that didn’t make sense financially, I started looking further afield. This is what led me to Ajman, the smallest of the seven United Arab Emirates, with quiet beaches, a lovely relaxed culture, and a much lower cost of living than Dubai.

I came across a commercial unit that stood out straight away. It was a bank repossession being sold at a distressed price, and on paper it looked like an opportunity. The problem was, I didn’t have the capital available at the time, and the property wasn’t eligible for a loan.

At the time, I was still running taxis through AJT Hire, so I made the decision to sell a number of vehicles to raise the funds. My family in the UK held power of attorney for me, which meant we could act fast and get everything in place quickly. 

Not long after that, I had the keys.

What Buying My First Commercial Unit Was Actually Like

The reality of buying my first commercial property was very different from how it sounds on paper. The place smelled strongly of cigarettes and mould, the ceilings were damaged, and everything looked dark and outdated. It wasn’t something you could just clean up and move into. It needed proper work. Work I was going to have to do myself. 

Ever the self-starter, I got to work. Ceilings came down, old furniture was cleared out, and the space was soon cleared and ready for refurbishment. At that stage, it was just about getting it back to a blank canvas.

But once the initial work was done, I knew I needed help to get it finished properly. I reached out to a few British expat groups on Facebook to find tradies, and a couple of lads from the Wirral got in touch. 

Since we hailed from the same area, there was a natural level of trust there, so we agreed on a price. I sent a deposit from my UK account, and that was the last I ever heard from them. 

This was a costly mistake, a frustrating setback when you’re trying to get things moving. But I could either dwell on it or move on – the work still needed doing.

So I pushed on. I took on a lot of the work myself and brought in locals where needed. It wasn’t the most efficient way to do it, but it got the job done. Slowly, the unit started to come together, and eventually it reached the point where it was usable as a proper office.

The problem was that the whole refurbishment took months, and during that time, things had really shifted with Source Travel. Staff numbers had dwindled, and I had already started thinking about stepping away from the business. The original reason for buying the unit just didn’t seem necessary anymore.

Why I Decided to Sell After the Refurb, and What Happened Next…

With the refurbishment complete, I decided to put the office on the market. What happened next really surprised me.

Between the price I had bought it for and the work that had gone into it, the value of the unit had increased by over 50%. On top of this, I had sourced high-quality second-hand office furniture, which meant I could sell it as a fully furnished space and increase the overall value even more. This was the point where the property market caught my attention.

After that, I started looking at property differently.

Instead of focusing purely on old, abandoned properties that needed lots of work, I began researching off-plan developments across the UAE, both residential and commercial. I spent time understanding which areas had the strongest growth potential and how to structure deals in a way that didn’t rely on me being involved in every stage.

This venture became less about doing everything myself and more about putting the right structure in place to create a viable business. This crucial change in perspective led to L5 Properties, my Dubai-based property investment company. 

The Business Lessons I Took from Buying My First Office

Buying that first unit in Ajman wasn’t a long-term plan. It started as a practical decision and turned into something else.

Looking back, the deal worked out, but the way I approached it wasn’t ideal.

Trying to manage the project while also doing a large part of the work myself stretched my time more than it should have. It pulled focus away from other things and made the whole process slower than it needed to be.

It was one of those situations where you get a good outcome, but you still know you wouldn’t do it the same way again.

All of this showed me that there was real opportunity in the UAE property market, but it also highlighted the importance of how I approach that opportunity.

Moving Forward

Since launching L5 Properties, my focus has been on approaching real estate in a more structured way, building something that works over time rather than relying on one-off projects.

The Ajman deal was the starting point, but who knows where it will lead?

If you’re inspired by my story, please get in touch – I’d love to hear from you. 

The post What My First Property Deal in the UAE Taught Me About Timing appeared first on Adam Joseph Thornhill.

Table of contents

• Starting from the Bottom in a Competitive Industry
• Learning the Reality of Margins and Value
• When Growth Becomes Pressure: A Vital Lesson
• Timing, Expansion and Hard Lessons
• What I Learned from Starting a Business in an Unfamiliar Industry

Estimated reading time: 6 minutes

I’m Adam Thornhill, an entrepreneur and investor based in Dubai, originally from Liverpool, England. This series looks back at the early stages of my career – the businesses I built, the mistakes I made, and what those experiences taught me about building something that lasts. I hope you find these lessons useful. I’d love to connect with you if so.

Starting from the Bottom in a Competitive Industry

In 2021, I launched Source Travel alongside my business partner Heather Fletcher – a UK-based online travel agency and consultancy that offered holiday packages, flights, hotel bookings and cruises.

Neither of us had any experience in the travel industry, which meant we had to start from the bottom and learn quickly.

Rather than trying to enter at the top end of the market, we looked for the most accessible entry route. The home-agent franchise model felt like the most practical place to start.

After researching several options, we partnered with Not Just Travel, also known as The Travel Franchise. From the outset, I was clear that I didn’t want to operate purely under their brand – I wanted us to build something that could eventually stand independently. 

To their credit, they supported that approach and gave us access to key suppliers such as Jet2Holidays, Stuba and Emirates Holidays.

In the early stages, most of our growth came through word of mouth and small marketing collaborations. One of these involved working with Blaze Media, a marketing agency that helped us reach influencers, including Lauren Simon and members of her cast like Rachel Lugo. We also ran a giveaway campaign that brought in new customers and created a short-term spike in bookings. 

In 2024, we entered into a three-season commercial partnership with Mansfield Town Football Club, becoming both the club’s official travel partner and sleeve sponsor. We also won Best Use of Social Media (Travel Category) at the UK Business Awards.

Learning the Reality of Margins and Value

Despite our early success, it became clear that competing on price alone simply wasn’t sustainable – not when most customers were using apps like Skyscanner to find the cheapest alternatives. 

We couldn’t be the cheapest, so the only way to justify our position in the market was by focusing on service (being available, offering reassurance) and acting as a personal travel consultant rather than just another booking platform.

At the same time, I still owned the taxi business, so I encouraged drivers to mention the travel agency in conversations with passengers, offering small referral commissions. This wasn’t conventional marketing, but it worked in small ways and reinforced something I’d already learned: that growth often comes from relationships rather than advertising alone.

We also made the decision to relocate to the Netherlands for a period. Cities like Amsterdam attract a large number of English-speaking tourists, and the move gave us additional networking opportunities while continuing to build the business remotely.

As we adapted, we shifted our focus toward package holidays instead of flight-only bookings. This improved margins and brought more consistency. Around the same time, I joined BNI Alpha Liverpool, which became valuable not only for referrals but for personal development. 

This was the first environment where I was regularly presenting, pitching and learning how to communicate professionally with other business owners – an important skill for any entrepreneur or business leader. 

When Growth Becomes Pressure: A Vital Lesson

Despite progress, the business began to struggle financially. My business partner decided to step back, moving into care work while remaining involved on a part-time basis. 

From that point, the structure of the business changed. We continued operating by earning commission on bookings and applying modest mark-ups depending on the level of service provided. This marked a shift from a consultancy-led model toward a more volume-focused online travel agency. 

At the same time, I made the decision to move to Dubai. Living there exposed me first-hand to the challenges of visas, bank accounts and company formation. Through Facebook groups and informal conversations, I began helping other British expats navigate similar issues – often without charging, as I was still learning myself. 

At the time, this didn’t feel like the start of something new, but it quietly laid the groundwork for what would later become a consultancy business.

It soon became clear that Not Just Travel didn’t support the direction we wanted to take with Source Travel. We exited the partnership and secured a new arrangement with Protected Trust Services, allowing us to obtain our own ATOL and begin building a fully independent website.

We hired staff and invested heavily in development, but delays meant costs continued to rise while revenue lagged. Cash reserves began to shrink month by month, and eventually, we reached a point where waiting for a perfect launch was no longer an option. We had to go live with what we had.

Timing, Expansion and Hard Lessons

With limited funds remaining, marketing became the priority. We secured a travel partnership and sponsorship deal with Mansfield Town FC and launched Source Labs, a separate brand designed to help other travel agencies get online using our system as a configurable template.

The effort was significant, but timing ultimately worked against us. The level of focus and capital required came too late to fully stabilise the business. By the end of 2024, it became clear that attention needed to shift toward the Dubai consultancy work, which was gaining far stronger traction and demand.

Looking back, this period taught me some of the hardest lessons in business, particularly around timing, cash flow, and knowing when to change direction rather than forcing something to work.

What I Learned from Starting a Business in an Unfamiliar Industry

Entering an unfamiliar industry forced me to learn quickly and adapt constantly. It reinforced that enthusiasm and hard work alone aren’t enough. Timing, structure and market conditions matter just as much.

Earlier in my journey, expansion felt like progress by default. This experience showed me that growth without stability can create as many problems as it solves. I became far more focused on sustainability, margins and long-term viability rather than short-term momentum.

Perhaps most importantly, I learned to separate identity from individual businesses. Not every venture succeeds in the way you initially expect, but each one builds experience that shapes the next opportunity.

Today, the lessons from entering the travel industry continue to influence how I approach business decisions. Understanding how quickly markets can change makes it easier to stay pragmatic and avoid becoming overly attached to a single direction.

The shift toward consultancy work in Dubai marked the beginning of the next chapter, where experience gained through multiple industries began to consolidate into a more focused plan. 

If you’re inspired by my story, please get in touch – I’d love to hear from you.

The post Hard Lessons: How I Pivoted to the Travel Industry with No Experience appeared first on Adam Joseph Thornhill.