Adam Jones and Sean operate on a principle of always meeting in the middle: if one partner wants to do something the other doesn't, they don't proceed until finding a compromise that suits both. When a decision doesn't feel right, they wait 24 hours, conduct more research, and revisit the decision with clearer perspective.
Reflection and the 24-Hour Rule
The partnership model Jones describes places reflection at the core of conflict resolution. Rather than pushing forward in the moment when emotions or initial disagreement might dominate, the two partners create space for thinking. A day of research and consideration allows new information to surface and emotional charge to dissipate.
Jones notes this approach works 99.9% of the time—a striking success rate that reflects both the discipline of the method and the alignment between the two founders. As described in the episode, this balance between passion, competitiveness, logic, and reflection has been central to how the partnership has evolved since they acquired J Tools in 2007.
From Competition to Consensus
The principle of compromise wasn't born in isolation. Jones and Sean built J Tools from acquisition through deliberate decision-making, then faced the challenge of merging two competing businesses—J Tools and Jade Engineering—each with its own culture and direction. In the episode, Jones recalls that within 24 hours of proposing a partnership conversation with Jade's owners, including Dave Thomas, acquisition discussions began, showing how rapid alignment can happen when structured thinking and respect for differing views guide the process.
What makes this model resilient is that neither partner overrides the other. No decision moves forward unless both are comfortable, which means every major choice has already been stress-tested from multiple angles before execution. This prevents costly reversals and builds confidence in the direction.
Adam Jones — Managing Director and Sales Director at Jade Engineering. Jones began his fenestration career in 2002 as a mechanical electrical design engineer at J Tools Limited, transitioning from a Ministry of Defense automotive background. He progressed through various roles, becoming co-owner with Sean after the original owner Mick Joyner decided to exit. When J Tools and Jade were competing suppliers, Jones knew Jade's owners through rugby connections and initiated the partnership conversation that led to acquisition within 24 hours.
The real test of this approach appears when Jones discusses how he and Sean took 18 months to decide on hiring Gareth as Managing Director—a major operational decision that required both partners to feel genuine confidence before committing.
Key takeaways
- Meet in the middle: both partners must find a compromise before proceeding; no single decision moves forward if either is uncomfortable.
- Wait 24 hours: when something doesn't feel right in the moment, pause, research, and revisit the decision with a clearer picture.
- Success through reflection: this method works 99.9% of the time because it balances passion and competitiveness with logic and careful thought.
- Stress-test decisions: by requiring mutual agreement, major choices are already vetted from multiple angles before execution.
See also
What is the difference between running a lifestyle business and scaling it into an operational enterprise?
The original Jade business was owner-managed and designed to support the owners' lifestyle—as long as it kept ticking over, everyone was happy. Scaling requires professional management structures, delegation, and systems that prioritize growth over lifestyle flexibility.
What prompted the acquisition of Jade Engineering and how quickly did the deal move?
J Tools and Jade were the two main suppliers of jigs and fixtures in the industry, with Jade holding the majority market share. When Adam Jones and Sean proposed a partnership conversation with Jade's owners, including Dave Thomas, acquisition discussions began within 24 hours.
How did a mechanical engineer transition from Ministry of Defense automotive work into the fenestration industry?
Adam Jones took a position as mechanical electrical design engineer at J Tools Limited in 2002. He initially tried to leave during his first six months because the industry was unfamiliar, but gradually became engaged with the work and the people, eventually choosing to stay and build his career in fenestration.