From Contact Centre to Boardroom: A Chat with Callum Langan, Managing Director of sopp+sopp

We caught up with Callum Langan, Managing Director at sopp+sopp, to talk about his journey through the business, from answering FNOL calls in a paper-based contact centre to leading one of the UK’s most innovative fleet accident management specialists. 

With nearly half a million vehicles under management and cutting-edge projects like AI-powered damage detection on the horizon, sopp+sopp has a clear strategic vision for the future. Callum shares how a focus on customer-first thinking, in-house technology, and the ability to adapt quickly have powered the company’s growth — and what’s next as the fleet industry transforms. 

Callum Langan - Managing Director of sopp+sopp

Callum, tell us a bit about your career – how did it all start? 

“I started out in contact centre sales – it suited my competitive streak, and I worked my way into a management role fairly quickly. When I joined sopp+sopp, it was still early days. I was answering FNOL calls and helping to build the systems and processes from the ground up. It was all very manual and paper-based, with no automation at all – very different to the contact centre environment we have today. 

As the business grew, I played a key part in shaping and improving how we worked, eventually becoming Contact Centre Manager. Over time, my role became more commercially focused, with growing account management responsibilities. I knew the operation inside out, which meant I could help solve problems and bring new ideas to the table. 

That eventually led to me stepping away from the operational side of the business to become Head of Account Management. After our acquisition by Activate Group in 2017, I moved into the role of Commercial Director. 

The business saw tremendous growth over the years that followed, and in 2022, I was appointed Managing Director – bringing my commercial and operational leadership experience together. It was a proud moment for me, and a real privilege to lead a business that’s played such a key role in my own career development.”

What about the business itself – how has sopp+sopp evolved over the years? 

“From day one, the focus has been on understanding our customers and solving their problems. That’s what the business was built on. We started with HGV engineering, then repair management and FNOL, before expanding into third-party intervention and more recently recoveries (ULR). 

As the business grew, so did the fleet industry. Delivery vans became increasingly common, and LCVs and cars are now by far the most frequent vehicle types we support. The vehicle mix has completely transformed. 

What’s helped us stay ahead is our ability to listen to what customers need and adapt quickly – whether that’s through technology or building something bespoke. We work openly and collaboratively with our customers, so if something isn’t perfect first time, we’re proactive in putting it right and taking the learning as part of our continuous improvement strategy. That trust has helped us build a strong reputation – and today, we support almost half a million vehicles across every type of fleet you can imagine.”

What do you think makes sopp+sopp stand out? 

“A few things. First, our attitude – we’ve got a real can-do approach. We’re happy to build tailored solutions around the customer rather than try to fit them into a box. Our people are a huge part of that – the team's dedication to delivery and doing the right thing for the customer underpins everything we do. 

We also bring a lot of experience across different sectors and vehicle types, and our repair network – both in-house and external – gives us great coverage and flexibility. 

And technology is a huge part of our success. We’ve developed our own systems in-house, which gives us the agility to be efficient, flexible and innovative. It’s what allows us to work across such a wide range of customers and needs.”

How has the industry changed in recent years – and what’s coming next? 

“The world obviously changed a lot post-pandemic with parts delays, vehicle shortages, and rising service costs creating what many called a ‘perfect storm’ for the industry. It was a challenging time, but it pushed us to focus on what we could control and take bold steps with our strategy - helping us continue to meet and exceed customer expectations and grow despite the challenges we faced. 

The transition to EVs is probably the biggest shift we’ve seen – and it’s ongoing. We’ve invested in the knowledge and capability to support EV repairs, and the data to help fleets navigate that transition. 

Vehicle technology has also become more complex, which affects how repairs are carried out and how we manage incidents. Autonomous features and in-vehicle tech could soon play a much bigger role in areas like FNOL. 

There’s also a growing interest in using telematics and cameras to improve driver safety and incident management. There are still challenges – like data privacy and supplier complexity – but this is an area that’s definitely evolving, and we expect to see more from it in the years ahead.”

What role does technology play in improving fleet safety and accident management – and how is sopp+sopp leveraging it? 

“Technology can make a huge difference – from monitoring driver behaviour and identifying risks to identifying unreported damage that might otherwise go unnoticed. 

One area we’re particularly excited about is helping fleet managers gain better visibility of vehicle condition and reducing the cost of unreported damage - supporting compliance with DVSA and O licence requirements. We’re developing an AI-led automated vehicle inspection tool called Fleet Scout, which scans for damage either as vehicles enter or leave a depot, or via an app-based driver walkaround check. Both use the same proprietary technology developed in-house by our team. 

It’s all about giving fleets the data they need to make smarter, more proactive repair decisions – as well as helping identify incidents more accurately, improve accountability, support driver training, and enable faster third-party capture.”

Looking ahead – what are your priorities for the business? 

“Our number one focus is on looking after our existing customers – making sure we continue to deliver on our promise, as the industry and business sectors continue to evolve. 

We’re also committed to investing in our people. I’ve built a really fulfilling career here, and I want our people to be able to do the same by focusing on career development programs and creating progression opportunities. 

And of course, we’ll continue to invest in technology – building smart, effective solutions that help our customers stay ahead. The vehicle landscape is changing fast, and we’ll keep adapting alongside it – while staying true to our roots, working shoulder to shoulder with customers to overcome challenges and support their success.”