Darrell Boxall, Group CEO of Jonas Software UK & Europe, exemplifies transformative leadership in the software industry. With a vision centered on collaborative growth and employee empowerment, Darrell is committed to building a legacy that prioritizes both customer satisfaction and robust business foundations. His strategic approach to acquisitions and organic growth has positioned Jonas Software as a formidable player in the market, ready to adapt to the evolving landscape of technology and service solutions.
From Apprentice to CEO: A Career Built on Adaptability and Mastery
Darrell’s career began at 16, bypassing higher education for an apprenticeship in modelmaking, a profession far removed from where he would eventually land. “I didn’t complete any further education, but elected to follow an apprenticeship route,” Darrell reflects. His early twenties marked a pivotal shift when he moved into sales, driven by a desire for higher earnings.
What started as a practical move turned into a career. “I fell into working in a sales role in an IT organization by accident,” Darrell recalls. He quickly ascended, eventually leading the business unit, which was acquired by Jonas in 2010 — That business still remains under Darrell’s stewardship, over 20 years on post him initially joining in a sales capacity.
His dedication to learning sales paid off, making him one of the most classically trained professionals at Jonas. “It must have suited me,” Darrell says, as his expertise later positioned him as a master sales trainer and key sponsor of a global sales club. His path highlights a career built on adaptability, a passion for growth, and mastering the craft of sales.
Leading with Adaptability and Strategic Growth
As Group CEO of Jonas Software UK & Europe, Darrell oversees a portfolio which will exceed £100 million turnover in 2025, featuring more than 25 operating companies. His role spans operations, mergers and acquisitions (M&A), and people management. “I built the group to achieve more than £100 million turnover,” Darrell notes, emphasizing the growth driven through acquisitions and organic expansion.
His responsibilities range from mentoring his executive team to evaluating potential acquisitions within the M&A division. “I get involved in deep governance conversations, strategy sessions, or even close deals as the figurehead of our organization,” he says. With over 750 employees, he also works closely with his head of People and Culture on employee initiatives and welfare.
Reflecting on his dynamic role, Darrell adds, “Gone are the days of a typical ‘job description.’ It’s a ‘whatever it takes to keep the wheels on the wagon, moving forward’ mentality.” His leadership showcases adaptability and a hands-on approach to steering a large-scale enterprise.
Balancing Work and Life with Purpose
Darrell prioritizes maintaining balance to stay sharp and prevent burnout. “Everyone needs downtime,” he believes, dedicating his weekdays fully to Jonas Software UK & Europe while keeping weekends for family and personal life.
“I invest as many hours as needed during the week,” Darrell explains, but he strives to minimize weekend work for both himself and his team and actively promotes this approach across the organization. His commitment to work-life balance underscores his belief in professional dedication without sacrificing personal well-being.
Driving Growth and Building a People-First Culture
Darrell has overseen significant achievements as Group CEO of Jonas Software, growing the portfolio 40-fold over 15 years while maintaining a strong “people-first” culture. “It’s hard to call out one thing,” Darrell admits but highlights Jonas becoming carbon-neutral, maintaining a sub-10 percent voluntary attrition rate, and investing in employees’ mental health by training over 150 mental health first aiders.
His greatest pride lies in fostering leadership and a collaborative culture. “I could pick any two people out of the room, and they’d have a meaningful conversation,” Darrell notes, reflecting on the unity and shared values that shape Jonas. For him, this culture of connection and growth is the company’s most enduring achievement.
Overcoming Bias with Self-Belief and a People-First Approach
Darrell has faced challenges tied to bias and undervalued potential. “I have a passion for people development, but they don’t have to be well-educated or from the right background,” he explains, drawing from his experience of leaving school at 16. Early on, his lack of formal education held him back from roles that required degrees.
Instead of accepting limitations, Darrell took the MENSA test, scoring in the top 2 percent in the UK, which “unlocked a number of doors” and validated his intelligence. His philosophy is simple: “You need self-belief, desire, and to treat people how you want to be treated.”
This people-first approach, combined with perseverance, has guided Darrell throughout his career. “You get back what you give out,” he emphasizes, reflecting his belief in respect and kindness as keys to success.
A Collaborative Leadership Philosophy Rooted in Experience
Darrell’s leadership style emerges from both positive and negative influences. “I have learned as many lessons — if not more — from the poor managers I have had over the years,” he notes. Instead of mimicking others, he discards bad traits while adopting the good ones to become the leader he would want to work with.
As a collaborative leader, he values team buy-in over mandates. “I know as the CEO I have the veto card I can pull at any time,” he acknowledges but prefers to foster a culture of problem-solving that encourages input from all levels.
Mindful of his influence, Darrell frames his contributions as opinions rather than directives. “Over the years, I have found that the position of CEO holds a perception that I must have all the answers,” he admits. “I can tell you it most definitely doesn’t.” His commitment to lifelong learning and openness to new ideas remains central to his leadership approach.
Embracing Collective Growth Through a Unified Philosophy
Darrell’s mantra, “We’re in it Together. We Succeed Together. We Fail Together. Learning As We Grow,” embodies his collaborative leadership style. He perceives his journey as a team endeavor, emphasizing that “every cog, large or small, in the machine, is there for a reason.”
For Darrell, personal accolades hold little value compared to the success of his team. “I’m not a personality who thrives off personal success,” he states. Instead, he finds fulfillment in celebrating achievements collectively. When failures occur, he advocates for introspection, urging his team to “interrogate why we failed, learn from it, and ensure we improve.” This approach fosters an environment of collective ownership, enabling his team to achieve remarkable outcomes while remaining humble, grounded, and eager to learn.
Building a Lasting Legacy in the Software Industry
Darrell and his team at Jonas Software are focused on creating a lasting legacy in the software and service solutions industry. As a serial acquirer and operator of successful software companies, Darrell emphasizes, “When we buy businesses, we DO NOT EVER sell our businesses.” This mindset drives them to build enduring companies that serve customers today and invest in the future to establish a dependable solutions provider backbone for clients.
By fostering a bottom-up employee focus, Darrell provides his teams with a sense of purpose. He believes that this approach not only enhances employee engagement but also contributes to a legacy that will endure for generations. “We like to think we are setting ourselves up for a legacy which survives into many generations,” he affirms, highlighting the long-term impact of their work on future generations and the industry as a whole.
Guiding Principles for Aspiring Technology Leaders
Darrell offers aspiring leaders and entrepreneurs two key pieces of advice for making a meaningful impact in the software and service solutions sectors. First, he emphasizes the importance of informed decision-making. “Ensure you have credible decisions you can back up with factual evidence,” he advises. He suggests that by diligently tracking the right data, choices become clearer and lead to informed paths forward.
His second piece of guidance centers on understanding one’s “currency,” which can be professional or personal. Darrell reflects on the sacrifices he made to grow his group of companies, noting, “I’m okay with that, as my ‘currency’ was giving up evenings during the week to preserve my weekends.” He encourages others to consider what currency they will trade in their professional dealings — be it monetary, time, or quality. “Laying this out and being transparent with prospects will pay dividends and build trust and integrity,” he asserts, highlighting the foundational role of honesty in fostering strong relationships.
Staying Ahead in the Software Industry Through Collaboration and Insight
Darrell attributes the innovative edge of Jonas Software to the collaborative efforts of his leadership team, particularly his Chief Information Officer, who has been a trusted counsel for many years. “My CIO is a valuable resource for researching and informing my senior leadership teams,” he explains. This proactive approach includes providing regular updates on market trends and identifying emerging developments that require attention.
To further enhance its competitive edge, Jonas Software engages in extensive benchmarking and networking across its brands. The CIO plays a crucial role in this strategy, hosting quarterly “show and tell” sessions with heads and directors of development from each company. This initiative fosters a culture of shared knowledge and collaborative problem-solving, ensuring that the company remains at the forefront of industry advancements. By prioritizing these efforts, Darrell ensures that Jonas Software not only adapts to changes but also thrives within the evolving landscape of the software industry.
Cultivating a People-Centric Culture Built on Recognition and Values
Darrell emphasizes the importance of a bottom-up culture at Jonas Software, identifying three equal stakeholders: employees, customers, and shareholders. He notes, “Employees should be bold and underlined though,” highlighting that happy employees lead to happy customers and, ultimately, satisfied shareholders.
One of Darrell’s proudest initiatives is the Jonas Annual Business Awards (JABA), now in its seventh year. During this event, the company temporarily halts operations, providing only essential support, to bring together over 500 employees for two days of celebration and education.
The awards feature six departmental categories, allowing various teams to compete for recognition, along with acknowledging the brand that raises the most funds for charitable causes. Each business, from small teams of six to larger groups of 80, nominates a “people champion” recognized by their colleagues.
Darrell recalls a particularly memorable moment when he was awarding a Most Valuable Player (MVP) award to a humble young man. Overwhelmed by the recognition, the awardee responded, “My mum would be proud of me,” leaving a lasting impression on Darrell. “That’s my reward for what I do,” he reflects, illustrating the profound impact of fostering a culture that celebrates and uplifts its empoyees.
Ambitious Growth Plans Aiming for Doubling Success
Darrell envisions an ambitious future for Jonas Software, setting a Big Hairy Audacious Goal (BHAG) to double the company’s size within three years through both acquisitions and organic growth across its existing operations. He expresses confidence in this vision, stating, “I have buy-in, and more importantly shared ambition, from my exec team,” a sentiment that resonates strongly since he announced the goal during the recent Jonas Annual Business Awards (JABA) event, generating considerable excitement among attendees, potentially creating opportunities group wide.
With a solid start already in place, Darrell remains optimistic about the path ahead. “I have no doubt we will achieve this goal and re-set our BHAG as we get closer,” he asserts, reflecting his commitment to driving growth opportunities for employees and positioning the company for future success. The focus on collaborative ambition and shared vision sets the stage for a dynamic evolution within Jonas Software, promising to enhance both employee engagement and organizational reach.
Valuable Lessons Shaping Personal and Professional Growth
Reflecting on his career, Darrell emphasizes success hinges on people and is deep rooted within his core, often remarking, “Without our employees, we would just have dusty unfinished products on a shelf.” This perspective underscores his understanding that diverse motivations drive individuals within the workforce. He recognizes that not everyone aspires to climb the corporate ladder; some prefer to expand their skills and maintain a balanced 9-to-5 lifestyle.
Darrell highlights the importance of valuing the 90 percent of employees who contribute significantly to client satisfaction, rather than focusing solely on the top 10 percent driving strategy. His journey also reinforces a continuous learning mindset, as he states, “Every day is an education,” appreciating the insights gained from meeting new contacts and colleagues.
Darrell advises aspiring leaders to prioritize success over wealth, believing that monetary rewards will naturally follow. He reflects on his father’s teachings, “Never forget who you are and where you come from, work hard every day, and you only get out what you put in.” This foundational wisdom shapes his professional ethos and dedication to fostering a supportive workplace culture.
Conclusion
Under Darrell’s leadership, Jonas Software is not just expanding; it is cultivating a culture of learning, innovation, and resilience. His belief that success stems from collective effort and a supportive environment inspires his team to strive for excellence. As Darrell looks to the future, his ambitious goals and unwavering commitment to nurturing talent will undoubtedly pave the way for the company’s enduring success in the competitive software arena.
