World Champion engineer. System optimisation obsessive. Building systems for service businesses that can't keep up with today's exponentially growing technology and AI.
[PHOTO: Liam Jones]
When growing up I loved the feeling of understanding something properly, pulling apart why something worked, why it failed, and what could be changed to make it cooler.
At first, it was not about business, upholding an image, or anything polished but instead just building. Testing ideas. Making mistakes. Fixing things. Learning that a result is usually only as good as the thinking behind it. If a detail seemed small but affected the outcome, it mattered.
"I've never really been interested in making something look finished if the thinking underneath it is weak. The part I care about is whether it works – and whether it keeps working when pressure gets put on it."
That mindset was the way I learnt to build. I became drawn to precision and accuracy and the small decisions that most people overlook until they become the reason something fails. That way of thinking eventually led into STEM Racing ('F1 in Schools' at the time), where it wasn't just a standard anymore but now winning or losing.
STEM Racing is the largest STEM competition in the world with ~1.8 million students partaking in the 2025 season – teams of 3–6 students design, manufacture, and race miniature CO₂-powered cars against competitors from over 40 countries. They also must build reputable brands, run marketing campaigns, and run industry-level project management. The margins are measured in milliseconds and micrometres. Under Team Lunar, Liam served as Manufacturing Engineer for nearly 4 years – responsible for the physical precision that decides whether a car wins or loses.
STEM Racing took the way I already thought about building and put it under real pressure. It was no longer about just making things that interested me – it evolved into a situation where every decision had to survive manufacturing, testing, judging, documentation, and race-day performance through strategic thinking and planning.
My role in Team Lunar was manufacturing engineer for circa four years – bringing our design engineer team's creations into reality, which had to perform while at such a small scale. That involved working through CNC machining, additive manufacturing, tolerancing, material behaviour, surface finishes, fitment, assembly, and the constant optimisation and balance between speed, weight, strength, and reliability. Small errors mattered. A fraction of a millimetre could easily change how a part fitted. A poor finish could affect drag, consistency, and quality.
The competition rewarded complete systems, not isolated ideas. The car, the engineering portfolio, the testing process, the manufacturing merit, and the team's ability to explain every decision all had to connect. That forced me to become very deliberate about how I worked. I had to justify decisions, measure outcomes, and improve the process instead of just hoping the final result would be lucky.
That experience shaped the standard I still hold today in everything I build.
STEM Racing taught me that performance is rarely accidental. It comes from structure, testing, iteration, and knowing which small details create the biggest difference.
That lesson did not stay inside racing. Over time, I started seeing the same pattern in businesses I had seen online or in person. Some had great people, strong services, and real customer value – but their systems behind the scenes were inconsistent. Follow-ups were missed. Reviews were left to chance. Customer experience depended too much on memory, timing, or manual effort.
The Review Gap came from that realisation: the same systems-thinking used to improve a race car can be used to improve how a service business operates, communicates, and grows.
Initially I kept noticing the same problem in small and big service businesses, specifically close relatives. They could do great work for a customer, but if there was no system behind the scenes when it came to post-service relations, businesses were left lacking credibility and potential customers.
These follow-up experiences relied too much on memory, timing, or whoever happens to be available. And the businesses were still doing the work, but its reputation and growth or risk were being left partly to chance.
That gap between the value a business offers and the value it actually captures is where the name came from.
"The goal is simple: be honest, understand the problem properly, and help people with something I genuinely care about doing right."
Fast forward to today, The Review Gap is built around helping people better understand their businesses, big or small. Reviews were our starting point, but the mission is to help: optimise different workflows or departments of business, better interact with customers, understand and use machine learning in a way that feels practical rather than out-of-the-way.
Especially with the timing – and how quickly machine learning and other advancements are growing.
The Review Gap is in active build. As the agency grows – new clients, new products, new milestones – this page will expand to capture the story as it unfolds. If you're reading this early, you're seeing it from the start – favourite the page, follow us on our socials, and buckle up.