Harnessing Personality Diversity: Elevating the Workplace

Three Minds. One Mission.

Whenever we meet someone new, the conversation often turns to where it all began. How did we get into tech? What made us start Yopla? And what is it like building a company as a team of three?

So let's start at the beginning, we’re a founding team of equals, and each of us brings something distinct, whether it’s strategy, systems, people or delivery. We don’t always agree - and that’s kind of the point. Every decision gets shaped by challenge, tested from different angles, and strengthened by three different ways of seeing the world. That mix is our edge. It helps us think sharper, act smarter, and stay ahead in how we work.

Rather than blend that into one collective backstory, we thought we’d each tell our own. In our own words, from our own experience.

Below, you’ll find different voices, different paths, and a shared belief that business should be better - more strategic, more thoughtful, more relevant.

It won’t tell you everything, but it will give you a glimpse behind the experience. A chance to meet the people who made Yopla happen, and why we care so much about what we do.

And if anything sparks a thought, we’re always up for a conversation.

Hi, I’m Miles, and I’m here to introduce myself in the only way I know how, honestly, with a bit of humour, and probably with a few tangents along the way! My journey has taken me from Essex to Exeter, from politics to technology, and from chaotic family water fights to the world of AI and digital transformation.

At the heart of it all, I’ve always been fascinated by people, how they think, how they organise, and how technology has transformed the way we interact. So, here’s a bit about me, how I got here, and why I find the work we do at Yopla so exciting.

Growing Up: London, Essex, and a Feral Cat Problem

I grew up between London and Essex. My early years were spent in London, where my parents worked, my Dad in finance at Merrill Lynch and my Mum in software, developing trading platforms for banks. When I was about three, we moved out to Southminster, a small village an hour from London, where I spent most of my childhood.

I had what I’d describe as a classic countryside upbringing, plenty of space, family gatherings, and some questionable pet choices! Our first attempt at pets was two cats, which quickly decided that civilisation wasn’t for them. After making our shed their permanent home and developing some feral tendencies, we made the executive decision to try a dog, instead! Thankfully, our next pet, Milly, a cocker spaniel, was much more agreeable.

‍A Childhood of Water Fights and Cricket Matches

Some of my best memories involve chaotic family gatherings where my dad’s side of the family, five siblings, plus their kids, would all come together. Our garden would transform into a battlefield, with makeshift water parks, oversized cricket matches, and a general disregard for health and safety.

From History to Politics to Tech

I went to St Peter’s School, which I loved, particularly for the sports and the local golf clubs. Academically, I took English, History, Geography, and an Extended Project Qualification (EPQ) where I dove headfirst into the Russian Revolution. It was all thanks to A People’s Tragedy by Orlando Figes, a 1,000-page deep dive into Russian history that my grandfather put in front of me, and I was hooked.

That fascination with history, people, and political systems led me to study Politics and Middle Eastern Studies at Exeter. I was especially drawn to Middle Eastern politics - how societies function, how power shifts, and how information is controlled. Looking back, I probably should have just focused on that rather than mixing in international relations, but at the time, I thought it would make me more employable.

It was at Exeter that I had my first proper job, working on the shop floor at Moss Bros. A world away from history and politics, but a solid lesson in understanding people - what they want, what they don’t say out loud, and how small interactions shape the bigger picture.

The most effective teams are built upon three key people (and ideally teams are made up of odd numbers as they grow, so that there is always a casting vote), and that those original three should share traits that include an innovator, operator and leader.  

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"Within any high-performing team there are three types of people: leaders, warriors and special talent. Leaders provide direction and guidance, though only one of them will provide overall leadership. The warriors do the hard grind. The special talents provide the spark, the creativity and the strategic response. All three groups understand the nature and demands of their role, and they also know how to fit into the wider group to maximise its effectiveness. Any imbalance can be fatal." - Alastair Campbell.

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The innovator, operator and leader

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In any high-performing team, you need:

• The Innovator (or "special talent") - This person provides the creative spark, fresh ideas and strategic thinking to address challenges in novel ways. They are the source of ingenuity.
• The Operator (or "warrior") - The operator does the hard grind, tirelessly executing to turn vision and strategy into reality through disciplined effort. They make things happen.
• The Leader - Provide overall direction, guidance and motivation. They set the vision, make the tough decisions, and inspire the team to achieve ambitious goals together.

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All three roles are essential and interdependent. The innovator dreams up the bold ideas, the operator makes them real, and the leader charts the course and steers the ship. There can be multiple leaders in a team, but only one at the helm providing overall direction. The key is getting the balance right - an overabundance of any one type leads to imbalance and dysfunction.

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"Any imbalance can be fatal. Too many warriors and there are insufficient ideas. Too much special talent - a team of Ronaldo’s and Messi’s - and you end up with egotistical mayhem. Leadership requires skilled management of that balance." - Alastair Campbell.

Alastair Campbell's leader, warrior and special talent

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In his book, "but what can I do" Alastair Campbell uses slightly different terminology to describe these three essential roles and these descriptions resonated with us:

• The Leader - Provides overall leadership, direction and decision-making just like the captain of a ship. Sets the tone and culture.
• The Warrior - The disciplined executors and determined fighters who relentlessly drive progress and refuse to accept defeat. They are the engine of the team.
• The Special Talent - Those with unique abilities and creative brilliance who conjure up innovative strategies and solutions. The maverick geniuses.

The most successful teams and organisations get this combination right, with each type understanding their role and how they fit into the broader team to maximise effectiveness.

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"The warriors respect the special talent, the special talent appreciates the warriors, and the leader values them both while steering the ship." - Alastair Campbell.

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The three roles in companies: CEO, COO and CTO

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In digitally mature companies, these three essential leadership types often map directly to the roles of CEO (Chief Executive Officer), COO (Chief Operating Officer), and CTO (Chief Technology Officer):

• The CEO as the Leader - The CEO sets the overall vision and strategy for the company, makes the high-level decisions, and is ultimately responsible for its performance and results.
• The COO as the Operator/Warrior - The COO is responsible for executing the vision and strategy. They oversee the company's day-to-day operations, ensuring that everything runs smoothly and efficiently. The COO is the disciplined operator who translates plans into reality.
• The CTO as the Innovator/Special Talent - The CTO drives the company's technological innovation and development. They identify emerging technologies, determine how to leverage them for competitive advantage, and guide the technical direction of products and services. The CTO is the creative force behind the company's technical brilliance.
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Of course, the specific titles and division of responsibilities will vary between organisations. But in general, the CEO-COO-CTO trio provides a balanced leadership team with a leader charting the course, an operator driving disciplined execution, and an innovator fuelling creative disruption.

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The most successful companies recognise the importance of this leadership combination and ensure that the CEO, COO and CTO work together as a close-knit, complementary team. Each plays a distinct yet equally vital role in driving the company forward.

Putting it all together

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Building a winning team is both an art and a science. It requires the identification of the right people for each role, ensuring they recognise the importance of all positions, and unifying them behind a common purpose and vision. The leader must set the culture, encourage ideas from everywhere, and keep the team focused on the ultimate objectives; but remember that teams need leaders as much as leaders need teams.

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When you get that alchemy right - a respected leader charting a bold course, a band of determined warriors executing the mission, and creative talents inspiring and innovating - that's when teams become truly unstoppable forces. As Campbell asserts, it's a "Holy Trinity essential for any meaningful change…"

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Master that combination, and you can take on the world. And if you need a bit of help along the way, you can always rely on Yopla for support - get in touch here!