Meet our Veteran-Owned Family and Customers that Serve

The 27th of November marked an extremely special day in my business journey with KwikTip.

Along with several others, I was invited to form part of a delegation to accompany Ren Kapur MBE and Martin Wing to 10 Downing Street for a reception held to commemorate the work being done by Veteran based charities and Non-Profit Organisations (such as XFE).

The Delegation representing XFE


X Forces Enterprise has played a large role in KwikTips development and foundation – from virtual networking with other service-leavers, incredible business workshops, and masterclasses, to now providing the chance to visit Number 10 Downing Street, there are few words I can give to XFE other than how grateful I am and how thankful I am for their support.


The experience was surreal and the entire day is something which I will forever cherish.

KwikTip Limited is honoured to announce that we have received the silver award from the Ministry of Defence Employer Recognition Scheme (ERS)  acknowledging how we provide support to the Armed Forces community .

The scheme encourages employers to support defence and inspire others to do the same. Awards are for employer organisations that pledge, demonstrate or advocate support to defence and the armed forces community, and align their values with the Armed Forces Covenant.

The award comes just over six months after we gained initial bronze status. Since then we have made considerable progress in supporting and championing the contributions of the Armed Forces community, by promoting the Armed Forces Covenant to our major business customers (a number of which have taken the pledge) and through the formalisation of our pledge to the forces community and integration of specifics into our business mission values and plan.

This enhanced commitment to the Armed Forces community forms part of KwikTip’s Strategy, under the Social Impact Plan, underpinning its promise to build skills, the economy, society and community through local and national collaboration.

The MoD-backed award recognises how KwikTip continues to actively demonstrate support for the Armed Forces community since signing the Armed Forces Covenant in 2022. In particular, the silver award acknowledges our commitment through a dedicated Military Veterans and Reservist Policy which provides enhanced support for its staff, as well as its positive recruitment process which recognises that many of the skills that reservists, veterans and their families have are transferable to the workplace.

Armed Forces Champion and KwikTip Co-Founder Simon Bloomhill, said: “An awful lot of hard work went into our application for this award, evidencing the important progress that KwikTip has made to bring about positive change and to better support this community. We are delighted to have achieved silver status and the work we continue to do will play a vital role in ensuring we go on to gain the gold award. Our next big step on this journey is to proactively demonstrate our forces-friendly credentials as part of the recruiting and selection processes. We will engage with the Career Transition Partnership (CTP) in the recruitment of service leavers and have registered for the Forces Families Jobs (FFJ) portal”

CEO Tyler Bloomhill said: “As an Armed Forces-friendly organisation we’re proud to have introduced new measures to better support veterans, reservists and their partners who work for KwikTip, or who may look to join the business in the future. We’re still pretty tiny with recruitment but are immensely proud of how our belief and passion for the forces community has encouraged some of our large corporate customers to take the covenant pledge and support defence people.

“Our new staff and contractee policy, introduced earlier this year, ensures that reservists can carry out their duties with the support of KwikTip and that we will provide appropriate practical help, as well as health and wellbeing support, to anyone returning to work after deployment. We also offer enhanced support for partners and spouses who may need additional help while their loved one is on deployment.”

Find out more about KwikTip’s commitment to the Armed Forces community.

A British army veteran says he is using his military training to serve communities and the environment after setting up a waste management company with an environmental promise.

Tyler Bloomhill, of Breedon-on-the-Hill in North-West Leicestershire, says his training and service with the British Army’s 4 Armoured Medical Regiment are now helping him in his new venture: waste management company Kwiktip.

Bloomhill says his time in the army has helped him realise the importance of decluttering and having tidy habits for his own mental health and productivity. Now he wants to help businesses and residents to dispose of their waste in the most responsible way, learn to live with less and make a social impact.

Read the full article here.

Kwiktip, which Bloomhill runs with his father Simon, works with customers and large national waste brokers to dispose of a whole range of different types of rubbish, including clinical waste produced by the NHS, electrical goods being disposed of by businesses, sofas, mattresses and fridges that are thrown out, shop refit construction waste, kitchen and bathroom waste created when developers or landlords are giving their properties a re-vamp.

He added: “When we go into businesses and meet householders to talk about their waste disposal needs, in just a quick 15-minute conversation we can really help them save money and implement quick easy wins that don’t cause inconvenience. We can be responsible citizens, and contribute to our community by just giving them simple advice on how to sort out their rubbish before we come to take it away. Just doing that can have a huge accumulative impact.

Read the full article here.

Now Kwiktip wants to perform a role in the wider community by educating people about what happens to waste when it leaves their property or premises.

The father-and-son team believes that by educating businesses and residents about where and how waste is disposed, and by providing some quick ways of recycling so that waste that can be recycled is not contaminated, they can play a vital role in helping fight back against climate change.

It was a sunny afternoon in Cape Town and my mate and I had just set off for a surf. Whilst out in the ocean, waiting for waves, we started chatting about what to do next. Jokingly, I suggested we move to the UK and join the military. It was something he had suggested before but that I kind of brushed off as it seemed way beyond my reach. He looked me dead in the face and said “lets do it”.

As soon as I got home, I went into my dad’s office and told him what we wanted to do. Without hesitation, he loaded up the Royal Marines website and we started making notes on how to apply and what the application process would involve. The decision was made and now it was time to begin preparing.

Physical preparation, in my mind, was only a small aspect of my overall training. I had to immerse myself. I had to develop my mind and my way of thinking. So, in conjunction with creating a physical training plan, I developed a training plan that lead me to read countless military-related books, first aid courses, and shooting lessons (amongst other closely related fields).

One of the first books I picked up was Jocko Willink’s book “Extreme Ownership”. Little did I know that the concepts I learned while reading it would serve me throughout my army career, during transition, and in running a business.


Jocko’s concept of “Extreme Ownership” is about taking complete responsibility for everything that happens under your command or in your life, regardless of external factors. It means owning your mistakes and taking the initiative to solve problems and improve situations, rather than blaming others.

This concept was drilled into me during my time in the military, and it has become a fundamental principle in my business as well. I am not afraid to admit that Drill was not my strong suit in basic training. In fact, I failed my drill test the first time and was absolutely terrified that I was going to be back-trooped. The sleep deprivation didn’t help my anxiety either but I knew that failing again was not an option. I was far right in my row and we had to be perfectly aligned for the final salute of the drill routine. It would have been easy enough to simply let my colleagues make sure they were aligned with me but, with the concept of extreme ownership already lodged into my mind, this was not an option either. If we failed again, it would be my fault. I had to mitigate any chance of that happening. I made sure that every evening leading up to the re-test (after ironing, polishing, and block jobs) was spent practicing that final section of the drill routine. I had to lead myself so I could lead others. And sure enough, the practice paid off. The re-test arrived, and we aced it.


At my company, we believe in taking complete ownership of everything we do. We don’t blame others for our mistakes or shortcomings; instead, we take ownership of them and work to make things right.

By instilling a culture of extreme ownership in our business, we have seen remarkable results. Our team members are more accountable, take greater initiative, and work harder to solve problems. We have a strong sense of ownership and pride in everything we do, and this is reflected in the quality of our work. Our employees will take ownership even when the fault is not their own. They put their pride aside and this allows them to find solutions – not because they need to, but because they WANT to.


Other business owners can introduce a culture of extreme ownership into their own businesses by leading by example. It starts with taking ownership of everything that happens within your business, regardless of external factors. This means owning your mistakes, being accountable for your decisions, and taking initiative to solve problems. It is important to remember that in order for your people to take ownership, you must give them ownership. It is crucial to adopt a “give credit and take the blame” mindset. When things go well, give credit to your team members, and encourage them to take ownership of other areas of the business. This approach instills a sense of pride and accountability in them and motivates them to work harder. On the other hand, when things don’t go as planned, it’s important to take the blame and use it as a learning opportunity. Train your team members on how to improve, and help them understand that mistakes aren’t failures as long as they take ownership and learn from them.

By following this approach, you’ll be showing your team that you trust them and that they’re part of something bigger than themselves. When your team sees the positive results of this mindset, they’ll be more likely to maintain it even when you’re not around. This creates a culture of extreme ownership that will lead to success and growth for your business in the long run.

A culture of extreme ownership is not just about taking responsibility when things go wrong, it’s also about being proactive and taking ownership of every aspect of your business, from the big-picture strategy to the smallest operational details. This means constantly seeking out opportunities for improvement, identifying areas that need attention, and taking action to address them.

It also means having the humility to acknowledge when things aren’t working and being willing to pivot and try something new. In order to create a culture of extreme ownership, business owners must lead by example, embodying the values and behaviors they want to see in their team.

When everyone in the organization takes ownership of their work and is accountable for the results, it creates a powerful sense of alignment and purpose. This kind of culture is essential for achieving long-term success, as it fosters creativity, innovation, and a shared sense of commitment to the mission.

In conclusion, extreme ownership is a powerful concept that has the potential to transform not only the way you run your business but also the way you approach life in general. By embracing this philosophy and working to create a culture of accountability and ownership within your organization, you can set yourself and your team up for success in everything you do. So take ownership, lead from the front, and never stop striving to be better.


  1. Embrace Responsibility: Taking extreme ownership requires accepting responsibility for everything that happens in your business, both good and bad. At our company, we make it a point to take ownership of all our actions and decisions, and we encourage our employees to do the same. This creates a culture of accountability and helps us to continually improve our operations.
  2. Communicate Clearly: One of the main lessons from Jocko’s book is the importance of clear communication. In the military, unclear communication can result in dire consequences, and the same is true in business. To implement extreme ownership, it’s important to communicate clearly and effectively with your team. This means setting clear expectations, providing timely feedback, and encouraging open dialogue.
  3. Lead by Example: As business owners, we must lead by example and demonstrate extreme ownership in our own actions. This means taking responsibility for our mistakes and showing our team that we are willing to put in the hard work and effort required for success. By setting an example, we can inspire our team to do the same and build a culture of extreme ownership.
  4. Foster a Culture of Accountability: In addition to leading by example, it’s important to foster a culture of accountability throughout your organization. This means creating a work environment where employees feel empowered to take ownership of their actions and decisions. To achieve this, you can implement regular check-ins, provide feedback, and recognize employees for their achievements.
  5. Continuously Learn and Adapt: Finally, extreme ownership requires a willingness to continuously learn and adapt. In the military, situations can change rapidly, and soldiers must be able to adapt quickly to new circumstances. In business, the same is true. We must be willing to learn from our mistakes, adapt to changing market conditions, and continually improve our operations.