For Ben Zloof, Failure Is Part of the Journey, So Don’t Take It Personally

Ben Zloof is the founder and CEO of UniLED Software, a leading technology provider to the digital out-of-home industry.

UniLED’s award-winning technology platform, UniLIVE, is trusted by the world’s leading brands, agencies and media partners to deliver, verify, and analyse DOOH campaign performance. The company’s mission is to build trust and raise the bar for DOOH advertising across the world.

With over 15 years of industry experience, Ben’s venture into the world of OOH advertising began when he founded UniLED Solutions in 2010, which quickly established itself as the market leader in DOOH screen maintenance, network management, and content deployment in the UK. The company’s success paved the way for its acquisition in 2022.

Ben graduated with a BSc finance and economics degree from the University of Birmingham.

LBB> What was your first experience of leadership?

Ben> My first real experience of leadership was starting UniLED, which I launched pretty much straight out of university.

For example, our first hire, David Shamash as operations director, marked the point where I really stepped into a leadership role. But it didn’t feel like traditional leadership; there was no hierarchy. It felt more like a collective mission – a group of people all moving in the same direction with shared energy and a common goal.

This shaped my early understanding of leadership as something collaborative, not authoritative. It was about being in the trenches together, not sitting above anyone.

This ethos still influences how I lead today.

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Ben> I didn’t start out with a clear vision of what kind of leader I wanted to be. However, authenticity has always been my anchor. I just acted in a way that felt natural, which was being hands-on, leading by example, and working hard. This helped build trust with the team early on.

Over time, and as the company grew, I realised that I couldn’t be everywhere at once. I had to evolve my leadership style and in some ways, step out of my comfort zone. This meant focusing more on setting the direction for the team, communicating expectations clearly, and taking a step back to enable others to lead.

LBB> What experience or moment gave you your biggest lesson in leadership?

Ben> Without a doubt, the biggest leadership challenge, and the most defining one, was navigating covid-19. It was an incredibly uncertain, high-pressure time. The team, quite rightly, looked to me for reassurance. I was open and honest with them, as no one really knew, or could have predicted, what we were about to experience.

However, again, it was important to be authentic. I learned that leadership in those moments isn’t about having all the answers; it’s about being transparent, honest, and present. I made a conscious effort to communicate openly, even when the news wasn’t great.

The team’s response was extraordinary – people stepped up, made sacrifices, and supported each other in ways I’ll never forget. It reminded me how important it is to build trust before a crisis hits, so you can lean on it when it matters most. That period changed me fundamentally as a leader.

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Ben> I always knew I wanted to build my own business. I had that entrepreneurial mindset from a young age – selling things at car boot sales and school. At the time, I didn’t equate that with being a ‘leader’, but I suppose it came with the territory.

Looking back, I realise I often found myself in leadership roles, whether in school or sport. As I started so young, I didn’t overthink it. I just jumped in, made mistakes, and learned quickly.

LBB> When it comes to leadership as a skill, how much do you think is part of your natural personality and how much can be taught and learned?

Ben> Leadership is a mix of both. There’s definitely a natural element – certain personality traits shape your style – but a lot can be learned through experience. As I’ve taken on more responsibility, I’ve become more thoughtful and intentional in how I lead, rather than just relying on instinct.

I used to lean heavily towards the ‘nurture’ side of the debate – books like ‘Bounce: The Myth of Talent and the Power of Practice’ by Matthew Syed really influenced me. It argues that success comes down to environment and repetition, using examples like table tennis to show how much access and practice matter.

Since having kids, I’ve shifted more towards ‘nature’. You can see personality traits from such a young age, before they even speak. That’s made me think some leadership qualities might be more innate than I once believed. That said, I still believe leadership can absolutely be learned. Being ‘a natural’ doesn’t make you effective by default. Plenty of great leaders grow into the role over time through experience, reflection, and practice.

LBB> What are the aspects of leadership that you find most personally challenging, and how do you work through them?

Ben> Balancing individual needs with business priorities is the hardest. In a small, close-knit team, you build strong personal connections, which can make tough decisions even harder.

I’ve also had to learn how to stay resilient during rough patches – when results dip or things aren’t going to plan. Times like these have forced me to become more decisive and emotionally steady. I’ve also learned that failure is part of the journey, and not to take it too personally.

LBB> Have you ever felt like you failed whilst being in charge? How did you address the issue and what did you learn from it?

Ben> Earlier in the business, I let the team run too hard for a short time. It taught me the importance of pacing, planning, and protecting your people. Leadership isn’t about always getting it right, it’s about owning it when you don’t.

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s more important to be transparent in the name of authenticity, or is there value in being careful and considered?

Ben> I believe in being transparent. Transparency, when done with purpose, strengthens culture and alignment.

However, it has to be underpinned by a shared vision and a North Star to work towards, collectively. When everyone understands the bigger picture, tough conversations become easier and trust grows.

LBB> Did you have a mentor while developing your leadership skills? And on the flip side, have you mentored others?

Ben> I didn’t have a formal mentor, and in hindsight, I think it would’ve helped. I had people to turn to for advice, but no one who truly understood my role from the inside.

These days, I mentor others, mainly within the business, but occasionally externally too. I try to guide without prescribing answers. What worked for me won’t always work for someone else.

LBB> In continually changing market circumstances, how do you cope with the responsibility of leading a team through difficult waters?

Ben> I’ve come to learn the value of scenario planning. Now, I always think in terms of best, worst, and most likely outcomes.

Even just having a rough plan helps keep the team grounded and confident. We talk internally about risks and opportunities all the time. It’s about being ready, not reactive.

LBB> As a leader, what are some of the ways in which you’ve prioritised diversity and inclusion within your workforce?

Ben> We haven’t had a formal diversity strategy due to our size, but our team has naturally become quite diverse. That’s largely a reflection of our culture – we’re open, inclusive, and focused on finding the best people. As we grow, we’ll be more structured about it to make sure we maintain that balance intentionally.

LBB> How important is your company culture to the success of your business, and how have you kept it alive with increases in remote and hybrid working?

Ben> Culture is everything. In the office, it grew organically.

Now that we’re mostly remote, we have to be intentional – setting goals, ensuring there is regular communication, and clear ownership. We hold monthly all-hands meetings, have transparent KPIs, and build in social moments. We don’t believe in micromanagement or activity monitoring – we genuinely trust people to manage themselves, and they do!

Remote work has also opened up access to amazing talent we wouldn’t have had otherwise. I do miss the office vibe sometimes, but what we’ve built still feels strong and connected.