Could you change your articles of association to ensure the ESG impact of every decision is considered?

Set on becoming the world’s most sustainable marketing agency, Webmart have. So this means that when they take an integrated approach to each client’s marketing campaigns, they’re also building in their solid values of people, planet and profit. Yes, this agency is BCorp, and they’re bossing it. Aside from designing strategic creatives, they have actively developed their own print carbon calculators to PAS2060 standards and are working with the Scottish government to rewild 164 acres of woodland.

They live and breathe their values, which in turn gives their clients the much needed transparency over their impact to be able to reach their marketing and their ESG goals and an opportunity to offset the emissions through an approved scheme. As consumers are demanding more conscious options of product lines, it’s only a matter of time until they start demanding that those products are marketed to them in a conscious way.

Simon takes the time to share his news and views with Business Matters …

What is the main problem you solve for your customers?

We look at the strategy as a whole and work out which existing areas can be improved, optimising their existing budget rather than increasing it. For example, we recently worked with Pavers, the footwear retailer, and saved over £170,000 by re-engineering their mailing format to qualify for more efficient postage rates. Through this process, we also reduced their CO2e output by 30 tonnes. We aim to make small, logical improvements, rather than overhaul an entire strategy simply because one or two areas aren’t performing as well as expected.

What made you start your business – did you want to rock the status quo, or fill a gap in the marketplace?

Rock the status quo! I built Webmart on Marxist-capitalist principles, which sound contradictory but work together symbiotically. I aimed to build a profitable business where the team could work hard and be rewarded for those efforts, which is where the capitalist principles are important. Where the Marxist-capitalism difference comes into play is what we do with the profits we generate.

Webmart has been built to benefit the stakeholders and not the shareholders. We use our profits to reward our staff, invest in sustainability initiatives, support our local communities and charitable causes. The result is a profitable, sustainable business of 27 years which has created industry-leading sustainable marketing solutions and has donated hundreds of thousands to good causes.

What are your brand values?

We focus our efforts on balancing People, Planet and Profit.

We support our people (our Webmarteers) by including long-standers in our annual profit-share scheme and new starters in the Bonus for Outstanding Achievement (BFOA) scheme to ensure no one is left out. We offer additional family days off per year and free mental health support through The Printing Charity.

Our green efforts are listed below in response to the eco-strategy question.

As well as supporting our Webmarteers with any annual profits, we also ensure that we are consistent with our charitable giving. Charities can apply throughout the year for a one-off £150 grant and just before Christmas we did a £10,000 giveaway to charities close to our Bicester and Barnsley offices. To date, we have given away over £700,000 in charitable donations.

What is Webmart’s eco strategy?

In 2021 we became a certified B Corp, an award that we are incredibly proud of, and the result of several months of hard work. Before we joined the prestigious few UK B Corps that existed, we had already implemented several eco-initiatives to support the environment including:

• Our Oxygen Farm, which is based in Coldingham, Scotland and home to 164 acres of woodland and a solar-powered log cabin. In partnership with the Scottish government, we are working to rewild the entire area over the next 20 years and create a wealth of ponds and nature trails for future generations to enjoy
• We aim to be as green as possible in both our north and south offices. We have added a fleet of electric vehicles at both sites and also installed solar panels at our Bicester office
• We are a carbon-neutral certified company
• We are FSC and PEFC accredited
• In July 2021 we launched our postage solution, Enviromail. We calculate the carbon emissions from our client’s postage to PAS2060 standards and offset twice that amount through accredited carbon offsetting schemes, making their postage climate positive.

Do your values define your decision making process?

Our values influence us throughout the business, and whenever making any key decisions we consider the implication for any stakeholders. That could be our team, our suppliers or our customers. And we assess the impact of that decision on our ability to carry on the good we can do as a result of our operations.

Value-driven decision making has always been important to the business, and as part of our B Corp certification in 2021, we further changed our articles of association to legally bind us to consider the impact of every decision that we make.

Is team culture integral to Webmart?

A core part of team culture is collaboration, and this is something that happens day in, day out at Webmart. In all of our client projects, there are several Webmarteers across the different teams who come together to work on that project and deliver results for our customers. Collaboration and sharing knowledge are at the core of the business.

What do you do to go the extra mile to show your team you appreciate them?

We offer a range of things to support our employees, including £500 for them or someone close to them to receive counselling and free mental health support through The Printing Charity. A popular one includes free visits to stay at our Oxygen Farm up in Scotland. In terms of the way the business runs, we keep the team small so that everybody knows each other. Senior management have developed a support system, through which they are aware of family commitments and childcare/elderly care so that we can try and accommodate the needs of every Webmarteer and provide a more flexible work/life balance.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

The term ‘integrated marketing’ can often cause confusion. There’s a lot of similar names that essentially mean the same thing; multi-channel marketing, full service, omni-channel etc. We aim to take the mystery out of this when talking to consumers by being clear about the benefits in a simple yet helpful way. Everything we do, from social posts, to collateral, to webinars, aims to explain clearly and concisely how to improve your marketing campaigns, whether that’s by working with us or not, though of course, we hope people do!

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Every business will approach this differently. At Webmart, we’ve worked closely with our supplier partners to mitigate these rising costs so that we minimise the impact that these have for our customers. However, it’s impossible to avoid increased costs overall, so our unique approach to marketing is how we can best support our customers’ budget during times like these. When we assess the full marketing mix, we uncover opportunities to improve and refine their approach and find cost savings via this route.

How often do you assess the data you pull in and address your KPIs and why?

I think this depends on the KPI, however one of the things we do is run client surveys twice annually to see how we are performing for our clients, with our last survey results giving us 96% for both customer service and quality satisfaction.

Is tech playing a much larger part in your day-to-day running of Webmart?

Tech has played a huge role at Webmart for many years. We created TradePrintManagement.com or TPM, which as the first of its kind, allows suppliers to log on and generate instant prices for print across millions of specifications. Since then, we’ve brought on numerous platforms and technologies to better measure our customers’ marketing strategy and support across the full marketing mix.

What is your attitude to your competitors?

I don’t believe we have any true ‘competitors’, we can all work together one way or another. It’s a collaborative approach that we work with; we want to understand them, we want to help if we can, and then in return they will help us when we need it. We feel there are always ways we can collaborate.

A lot of our suppliers are our customers as well, because if you treat people with respect and decency, and listen to them, then opportunities come from all places.

Do you have any advice for anyone starting out in business?

A business’ success is down to its people, so invest in your people and get the best people you can afford. And that includes considering if they will not just be an experienced fit, but also align with your ethics and morals. If you get a great bunch of people, and you train them, nurture them, care about them and align them with honesty and a sense of purpose, you’ll be amazed at what you can achieve. A business is successful because of the quality of people that you have, and the respect that you give them drives the quality of the business you have.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

One of the things I’ve done over the years is taking part in extreme events. I’ve done this for a few reasons; one is that the training creates a good level of discipline. Often you get wound up in work and never get a chance to prioritise exercise, but if you have a big event, you have to make the time. It’s also so important to exercise more than just your brain – you have a body to look after too.

However, the main reason for putting myself through extreme activities is that it puts everything into perspective. Every other issue you face in everyday life is nowhere near the physical demands of these gruelling challenges, so you can deal with them better – it makes everything else seem relatively easier.

Lastly, make sure you keep your outside interests. Don’t be that person who only has friends within their industry, it’s important to have friends and spend time with others from other walks of life.

Do you believe in the 12 week work method or do you make much longer planning strategies? 

We believe in much longer planning strategies, we have a three year plan. But we also work in 90-day ‘bursts’ to evaluate and assess the businesses’ performance. So it’s both long and short term.

What three things do you hope to have in place within the next 12 months?

A new government, Barnsley being promoted to the championship and our sustainable, integrated approach to marketing being recognised as the future of sustainable business growth.

Read more:
Secrets of Success: Simon Biltcliffe – Executive Chairman, Webmart Agency

There’s more to providing the nation’s finest brew than you think …

A reminder that we should never take high quality tea for granted. This Southampton based company has been inspiring the love and appreciation of high quality tea since 1986. Determined never to compromise on quality, no matter what economic situation the country is facing, has been no mean feat to uphold. Dr Ebraham took some time out of his day to speak to Business Matters

What is the main problem you solve for your customers?

Our main day-to-day business is with our global network of distributors who sell our tea to shops, cafes, restaurants and workplaces in their countries. For these long-standing partners we solve various problems, such as, helping them when they are faced with economic turmoil in their country, or a lack of inventory or facing unforeseen circumstances. We like to think of our relationship with our distributors as a partnership and we work hard to help them grow their businesses as we are growing ours. It’s not a traditional buyer/seller relationship.

What made you start your business – did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill? 

In 1986 we spotted a gap in the market for the availability of high-quality teas. Once we entered the market, like lots of businesses, we realised that it was much more complicated than we first thought. After four years of hard work we finally turned a corner into profitability and our business has been growing every year since.

What are your brand values?

Wisdom, creativity (with our blends and our packaging) and humanity. Ahmad Tea was founded on a vision that business is an opportunity to give back and we have built a network of local charity partners all over the world who are able to take action where it is needed most. Sharing the fruits of our success with those in need is a big driver for us as a business.

Do your values define your decision-making process?

Yes, they have to. Our values are our blueprint for our business. Our charity work, wisdom and creativity are integrated into the very way we do business.

Is team culture integral to your business? 

Yes, absolutely. Creating a team culture means that people work by the same values and also start to make similar decisions on company strategy. It’s more efficient for a business if many peoples’ decisions align.

So what do you do to go the extra mile to show your team you appreciate them? 

I always make a conscious effort to thank people for their work. However, as a leader, I’m always thinking about other genuine and sincere ways I can show my appreciation to staff.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

We always try to minimise any price increases to the end consumer, even when we’re faced with higher costs. Two years ago, when transport costs started rising we decided to take a hit on the margin, hoping that the price rises would slow down. Last year when wages, raw materials and transport costs started rising by double digits, we had to pass on some of the costs. Double digit inflation isn’t great for anyone and we always try to act fairly.

What is your attitude to your fellow tea industry competitors?

Many years ago, I used to be quite conscious of our competitors. However, as I and the business have matured, I’ve come to the conclusion that it’s better to spend my time on what we do, and how to do it better, rather than the other way round.

Do you have any advice for anyone starting out in business?

Don’t put all your money into it. Be patient, pour your heart and time into it. Understand that it’s more than a 9-5 job. Surround yourself with good advisors and listen to their advice.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

My religion is very important to me and I pray regularly. This helps me not feel lonely and helps me to remain calm. I also meditate which helps.

Do you believe in the 12 week work method or do you make much longer planning strategies?  

As we’re a tea business, we need to take into account the seasonality of tea and therefore we plan in 6–8-week cycles to take into account the latest harvest information. For HR and machinery decisions, we plan in 9–12-month cycles.

What is your company’s eco strategy?

Sustainability is now at the core of our business. We have recently received a gold accreditation from EcoVadis, the world’s largest and most trusted provider of business sustainability ratings. We’re continually investing in every area of production to improve our sustainability credentials and are looking to make small improvements that can make a monumental difference over time.

What three things do you hope to have in place within the next 12 months?

Firstly, I would like to feel on top of my work, I hope 2024 brings us a sense of calmness. Secondly, I would like our management team to have finished their management training programme. I’ve witnessed the positive impact that personal development and management training can have on businesses and at Ahmad Tea we’re committed to help our employees maximise their potential. Thirdly, I would like to have improved our IT capability for the business, to help us keep innovating, increase our performance and efficiency, and finally to improve the speed of business processes and operations.

Read more:
Secrets of Success: Dr Ebraham Afshar, MD of Ahmad Tea

This lockdown concept has since grown their nationwide success

When Mark Sinjakli, took over My Baker it was a platform of 80 bakers, mostly London and Birmingham. Today is has over 200 bakers, based in the majority of UK cities, providing artisanal cakes for customers, made by talented independent bakers, often at short notice.

Mark takes some time out of his day to speak to Business Matters …

What is the main problem you solve for your customers?

Providing a quality, reliable, cake delivery service at short notice. By carefully vetting bakers and only accepting those that meet our high standards, the customer is assured of a lovely cake, without the potentially “hit and miss” approach of contacting local bakers directly.

As independent bakers are frequently run by a single individual, they may lack the bandwidth to respond promptly to a customer enquiry, not have the capacity for a certain order, not be able to make a certain style of cake, or be able to adhere to a certain dietary requirement.

By aggregating the services of over 200 talented bakers, we can get the customer the right baker for their specific needs, and at short notice.

It is also great for the bakers – they take the orders they can do, when they need them most, with no obligation if they are too busy.

We opened our first physical bakery in Hendon, North West London, in November 2022, which gives our offering even greater brand presence.

What made you start your business – did you want to rock the status quo, was it a gap in the marketplace that you could fill?

We acquired the business in June 2020, when the country was in lockdown, it was already established but needed some TLC. The business exists because it fulfils the needs of both of its key sets of stakeholders – customers and bakers.  There was a real gap in the market for a cake provider that offered cakes nationwide, guaranteed quality, and speed of service.

As our reputation has grown, we now receive applications from several bakers a week looking to join our books.

What are My Baker’s brand values?

1. A commitment to high quality and excellent service: My Baker is synonymous with convenience and quality;
2. Our bakers work with us, not for us: each one is a valued partner, and many have become friends. We pay them well, and we have on occasion paid out early to help them through financial hardship. We get them a range of supplier discounts, and we offer them orders at no cost to them and with flexibility to choose. Being small and without layers of hierarchy to wade through, we can make these decisions quickly and considerately.  We are a family-owned and run business.
3. Honesty. This is absolutely critical. To give an example, on the rare occasions we have a complaint, we assess it carefully and absolutely on its merits.  We hear from the customer, and the baker, and take all the facts into consideration before deciding on the appropriate approach. At my former firm, AlixPartners, one of the core values is “candour with compassion”, and I think that’s a very good approach.

Do your values define your decision making process?

Absolutely.  All of our bakers have to meet the required standards and be fully complaint with food hygiene legislation before they work with us – no exceptions. At the same time, we have been a supportive ear to many of them.

One incident I am particularly proud of is when one of our bakers faced a tough (and in many ways unreasonable) complaint.  It wasn’t even on one of our cakes, it was one they had made directly to a customer.  But I was able to talk them through how we deal with complaints, help them process the emotion, take everything into account, and reach a fair settlement with the customer. Some months later they said to me that just talking to me had helped them “step back from the edge”, and must admit I felt very emotional when I heard that.

Is team culture integral to My Baker?

It is vital. We are a small team and work closely together. By necessity everyone in the team has to perform to a high standard if we are to thrive.

At the same time, we are humans, not robots, and there needs to be an acceptance of mistakes, of “off-days”, of life outside of work, and of people’s genuine limits in terms of skill sets and working hours.

I think we all give our best because we all believe in this project and like each other.

How do you go the extra mile to to show your team you appreciate them?

Some very tangible things in terms of paying well and for exceptional employees there is a share scheme, so they get to participate financially in the success of the company.

But based on my experience as a junior employee and then coming through the ranks, it can be small things, like acknowledging when great work has been done publicly, and never taking credit for what someone else has done.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

We like to think so. We are available on the phone and live chat seven days a week, and having recently overhauled the website one of the big focal points was improving the customer journey.

However, there is always room for improvement. Automated order confirmation emails, for example, have sometimes confused customers and we’re striving to get that right.

Our strapline which is repeated across all our branding, and on our signage at the bakery, is “My Baker – Cake to your Door”.  We wanted something that explained what we did succinctly and we think we’ve found it!

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

I think inevitably it’s a bit of a compromise. The price of butter, flour, and sugar have all gone up substantially, plus fuel for deliveries. Our two key stakeholder groups are our customers and our bakers, and we have to do right by both groups.

What we didn’t want to do was to keep nudging prices up.  Therefore we made substantial price increases over the summer, but now we don’t plan any more for the foreseeable future. The attitude was, “do it once, do it properly, give customers and bakers certainty”.

We recognise that things are hard financially for our customers, and have a range of discounts and offers, our semi-naked classic and classic ranges, and free delivery on larger orders, to ensure our offer remains reasonably priced and to offer something for most budgets.

How often do you assess the data you pull in and address your KPIs and why?

Some weekly and some fortnightly. We have a very scaleable platform here, and the aim on one level is quite simple: growth, through more sales and more talented bakers.

Data such as website traffic, search engine rankings, CTR and ROAS on paid ads, and press coverage is therefore critical and monitored weekly.

We have a great digital marketing partner (Lead Genera) and terrific PR Agency (Rochester PR) and we discuss these metrics with them frequently.

Is tech playing a much larger part in your day-to-day running of your company?

My Baker has always been a tech business, from its inception. The initial investment was used to build a tech platform capable of accepting orders, locating the nearest bakers, filtering them for relevant skill sets, and assigning the orders. There was nothing off the shelf that could do this, so a custom-built system was required.

What is your attitude to your competitors?

We’re conscious that we didn’t invent cake! There are some longstanding companies, some exciting new kids on the block, and some great offerings out there. We respect and learn from what others do.

However, we don’t fall into the trap of becoming obsessed by our competitors. It is more important and a better use of head space to have a clear vision and implement it, than to seek to mimic the approach of others.

Do you have any advice for anyone starting out in business?

Get some experience working for someone else before going out on your own.

Many people see starting their own business as a route to freedom, but It’s not for everyone so think carefully as to whether you are wired for it. As far as is possible, make sure you have a financial cushion in place, and try to obtain third party funding as well as putting your own money in.

My own journey has been to get experience in my 20s and 30s, where I trained as a chartered accountant and had a career in corporate restructuring, before becoming an entrepreneur in my 40s. I don’t think I would have been a very good entrepreneur in my 20s, I learnt so much from others (including their mistakes) in my first career.

This is probably the number one point though: figure out what it is that you are really good at and enjoy doing.  Do that, well.  And then surround yourself with people who are good at the stuff you aren’t good at / don’t want to do. I am incredibly lucky that in our small, nimble team, we all bring something entirely different to the table.  You wouldn’t want me baking and decorating cakes (Mel) or crafting our brand identity (Shane)!

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

I’d love to say that I’m in training to climb Mount Kilimanjaro for charity and doing an Iron Man, but that’s just not me! I obsess about the business and it leads little headspace for other pursuits.

I think the things that keep me grounded are the fact that I have a great team, the bakers (many of whom have become close friends), a superb set of friends and family, and some fantastic advisers –  so I am never short of a sounding board.

One recent addition to our lives has been our cute Pomeranian, Marley, who needs regular walking and gives us a lot of affection. He does allow me to genuinely switch off!

Do you believe in the 12 week work method or do you make much longer planning strategies? 

I don’t think there is a “one-size-fits-all” answer to this question. From my years in the City, I came to realise that you need a combination of approaches.

On the one hand, you need long-term planning. You need to define your goals and strategy, and implement processes and best practice to achieve that.

At the same time, you never know when and where your next big opportunity is going to arise, or what macro-economic factors might be at play. For example, when we bought the business, everyone bar essential workers was working from home, so there was little point in courting the corporate office market.  But now, we do really well there, with WeWork in particular a fantastic client for us.

So you need to be reactive and nimble. One of the great advantages of being a small company is that we have very simple, flat and non-hierarchical decision-making processes.

What is your company’s eco strategy?

Our model is intrinsically eco-friendly, since we are a national network of local independent bakers. This means that our cakes are delivered to the customer’s door over short delivery distances, normally about one – three miles.

Coupled with this, we insist that our bakers only use recyclable packaging and free range eggs.

What three things do you hope to have in place within the next 12 months?

1. We are launching our “5 by 77” programme in January – we aim to have 5 talented bakers in each of the 77 cities of the UK by December 2023;
2. Our new bakery is a fantastic space – as well as serving the public with cakes to take away and cake consultations for future events, we plan to make it a place for content generation and baker collaboration;
3. Last but not least – we’re looking to bring our incredible service to even more customers, which may require an injection of capital, and potentially the support of a strategic investor and / or a crowdfunding campaign– so watch this space!

Read more:
Secrets of Success: Mark Sinjakli, Founder and MD of My Baker

Make sure you incorporate the following data into your 2024 plans …

Knowing how to deliver good customer service is essential for the ongoing success of your business. Salesforce research found that 80% of customers now consider the experience a company provides to be as important as its products and services, so the importance of getting this right for your business cannot be understated.

From phone calls and email to web chats and social media, it’s harder for businesses to know which channels to prioritise for customers. Now, new research from the leading technology-based provider of communications services across Europe, Gamma Communications, suggests that voice calls should be a priority for businesses despite the increasing number of digital communication options.

According to the new research, well over a third of Brits (38%) say direct phone calls are their preferred method of communication with businesses over other channels such as emails, web chats, social media and video calls. A further 69% of consumers are likely to contact via phone call first before trying other methods when seeking assistance from a business.

With the vast majority (91%) considering it important to be able to easily call a business customer service line when they need assistance, phone calls evidently have a significant impact on the customer experience. To further underscore this, 80% of consumers say they would continue shopping with an SME that offers superior customer service over the phone, suggesting an impact on customer loyalty as well.

Chris Wade, Chief Marketing and Product Officer at Gamma Communications commented on the findings:

‘When customers need support, it’s evident that businesses must understand exactly how their customers want to communicate.

Even in today’s increasingly digital world, human connection is vital.

Telephone calls have withstood the test of time for being one of the best ways to achieve that interpersonal bond.

All businesses can use this to harness the, sometimes underrated, value of telephone calls to offer quality customer service and retain customers.

Whether you’re a tradesman or a financial advisor, your voice has the power to yield customer loyalty.’

In the finance industry alone, evidence is clear on just how important customer support accessibility is to British consumers. The Financial Conduct Authority (FCA) reported finance firms had 1.8M open complaints (a 5% increase from 2022) in the first half of 2023 showing that customers will always, and increasingly, need business support. It’s how fast and easy they receive that support that leaves a lasting impression which can make or break a business’s reputation.

The research suggests the value of voice calls can be attributed to human connection. Almost half of Brits (46%) value phone calls because they feel better understood when communicating verbally. The same number (46%) find phone calls quicker and easier to use, while 45% believe that the support and customer service they receive over the phone is of higher quality in comparison to other contact methods.

Essentially though:

• 69% of Brits will contact a business via phone call first before trying other methods when seeking assistance
• Direct phone calls are the preferred method of communication for well over a third (38%) of British consumers when seeking support from a business

These are facts that just can’t be ignored.

Similarly, the biggest frustrations Brits face when contacting customer support are automated responses or the inability to speak with a human (49%), being subjected to long hold times (47%) and having no phone number to call or the phone number being hard to find (31%).

Gamma Communication’s research shows the ability to voice call a business is a necessity for customers and this is also seen across the UK regions, upon further breakdown of the data:

• More than half (52%) of customers in the East of England value phone calls with businesses as they feel better understood when speaking over the phone.
• Nearly half of Yorkshire customers (48%) value phone calls as they believe they are more likely to get an issue resolved faster over the phone.
• Nearly half of South Western customers (48%) value phone calls with businesses because it’s more personal than digital or automated messaging.

At a time in the year when plans are being made for the year ahead, it’s a good reminder to remember that customer retention often comes down to excellent forms of clear and consistent communication.

Read more:
Customer service? Quick and clear communication with a trained professional wins

Finding the right systems and processes can propel your digital business to growth

Branwell Moffat is the Director of CX Consulting at KPS Digital in the UK; an award-winning SAP partner and SAP CX SI in London. With over 20 years experience helping companies grow their digital businesses to levels of individual revenues in excess of $500 million per year, he works on a consultative approach with customers, layering a mixture of CX, business and technical consultancy that ensures that the solutions that they design, fit the strategic, business and technical objectives of each company. He takes some time out of his day to share his thought processes and Secrets of Success with Business Matters …

What is the main problem you solve for your customers?

Many of our customers come to us with a general idea of what they want to achieve but without the knowledge of how to do so.  We work with them to uncover the key business and technical objectives and design pragmatic and achievable solutions that achieve those objectives and allow them to better engage with their customers.  Our engagements are never just about us asking what the customer wants and then going away and building it.  They are about us collaborating with them to design and build a solution that aligns with what they are trying to achieve.

Approximately 50% of our customers come to us because they are unhappy with the service and advice they are getting from their incumbent Systems Integrator (SI).  This is sometimes where an implementation has stalled or failed or where they are looking for a better service.

What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?

We started the business straight from university back when the internet was relatively new.  We certainly saw a gap in the market for a company that could provide a mix of business and technical consultancy backed up with quality delivery (all of the founders were business graduates).  We were excited by and believed in the internet and saw its potential.

Back then, many websites were static and hard-coded and it was about a year before we built our first e-commerce website – completely hand-coded.

If I’m perfectly honest we didn’t have much of a long-term plan and didn’t envisage being the company we are today but it seemed like the right thing to do and, as we were fresh graduates, we had very little to lose.  We started with three of us in a tiny spare room sharing a desk, a phone, and one computer.

What are your brand values?

Our values are probably the most important thing we have and, I believe, the main reason for our success.  The leadership team has spent a long time trying to distill and define our values but they really boil down to giving a damn.  Giving a damn about your colleagues, your customers and your work.  I firmly believe that living by these values is the key reason for our success.  It helps us attract and retain staff and ensures that we deliver quality and service to our customers.

Personally, I despise the ruthless ‘it’s just business’ stereotype as I think that we have proven that you can be successful while maintaining your integrity.

Do your values define your decision making process?

I believe that our values define almost all of our decisions.  We have a leadership team where every member is passionate about our values.  The values define how we treat our staff, whether as a collective, or on an individual basis and also how we work with our customers.  We will never be the kind of company that lowballs a deal to then hammer the customer with change requests.  We are much more interested in building a long-term partnership so it makes both commercial and ethical sense to be fair and do the right thing.

We have turned down business multiple times where the client does not align with our values, whether that is down to the products they sell, the way they treat people or even who is associated with that company.

We are not a charity and are part of a larger listed company so we have a responsibility to shareholders to drive growth in revenue and profitability, but we believe that we can do this while still living true to our values.

Is team culture integral to your business?

Team culture is absolutely integral to our business in a number of ways.  Most importantly, it helps us attract and retain talent.  Skilled people in our industry are highly in demand so creating a great working environment is critical to us.  It’s not just about having a nice office and lots of perks, it’s also about mutual respect, work-life balance and working on good projects.  The culture also helps ensure that the work we deliver and the way we treat our customers is aligned to our values.  It’s important that all of our staff embody our values.

What do you do to go the extra mile to show your team you appreciate them?

For us it is about providing a genuinely good work-life balance, flexible working, listening and communicating.  Of course, we have to be competitive in our salaries and package (last year we doubled our pension contributions and rolled out private medical insurance) but, for our leadership team, it is about respecting and looking after our staff.  Everyone is an individual and has their own challenges whether it is health issues or monumental issues such as living in Ukraine.  We ensure that that we treat everyone with fairness and compassion and help out where we can.

Every year we carry out an employee engagement survey which staff answer anonymously.  It asks questions ranging from how they feel about our work-life balance to whether they are rewarded fairly.  This is taken very seriously and real change is actioned from it.

We also communicate as much as we can.  We have quarterly company updates where the leadership team presents everything from the last quarter’s performance to any changes to the strategic direction of the company.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

One of the challenges we face is that it can be quite hard to communicate what we do.  There is a fine balance between talking about outcomes such as better customer engagement and talking about technology solutions.  I find it frustrating when I go to a website and spend a few minutes on the home page and still have absolutely no idea what the company does as it is just full of buzz words.

I think that we probably have more work to do to improve our message.  When we are face to face, it is very easy to clearly communicate what we do but it is much harder otherwise.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Inflation is a challenge for our staff and our customers and we need find a good balance.  In reality, we expect to share the burden with our customers.  It is not feasible for us to absorb the entire burden ourselves but we also do not expect our customers to do this either.  Over the last year, we have been carrying out a process of rate reviews with our customers and this is still on-going.  It’s all about having an open and honest conversation and being fair.

How often do you assess the data you pull in and address your KPIs and why?

We are probably better at doing this with our staff than our customers, at least in an organised and formal way.  We have quite a small number of large customers and are very close to all of them, so we generally know what is going on at any point.

We do measure the CSAT score for each customer on an annual basis but this rarely results in a surprise but is a good way to measure the level of service we are providing.

Like any business, we have commercial KPIs such as our margins that we measure on a monthly basis.

Is tech playing a much larger part in your day-to-day running of your company?

As an SI, tech has always played a fairly big part in running our company.  However, as we have grown a lot in the last five years, we have had to automate more processes as they can no longer be done manually – everything from HR to finance.  The biggest change is probably in our increased use of Microsoft Teams.  While we have been providing hybrid working for decades, since the pandemic, we have a more geographically diverse workforce and even those in commuting distance to the office work at home for the majority of the time so the majority of meetings, internal and external, are now done over Teams.

What is your attitude to your competitors?

It’s always important to respect your competitors and avoid thinking that you are better than them.  Competition is always healthy and good for our customers as it pushes suppliers to deliver a better service at a better value.

In our industry, we tend to come up against the same companies when pitching for business.  I would place us into a middle tier where we rarely find ourselves in competition with small or very large consultancies.  We sit in a space where there are relatively few competitors. I’m certainly happy that we win a lot more pitches than we lose.

Do you have any advice for anyone starting out in business?

The main advice I would have is that I believe that acting with integrity is surprisingly rare and it can become one of your biggest strengths and make you stand out from the rest.  Look at how busy a tradesperson becomes once they get a reputation for being honest and doing a good job. A long-term partnership is worth so much more than getting a quick buck from a customer.  It is much harder win business from new customers than it is from happy existing customers.  It also helps you sleep better at night.

If you are in a service industry, like KPS, look after your staff as they are the most important things your business has.  You are only as good as they are.

I’ve often thought about what I would go back and tell myself when I founded the company and I one of the things I would say is that everything will cost twice as much as you think you’ll make half as much as think you will.  I remember building a theoretical business plan as part my university degree course and, looking back at it, I was very naive about revenue and costs.  It’s very easy to have a ‘build it and they will come’ view but that is rarely correct.

I think the final bit of advice would be to never be afraid to hire people who are better than you.  Early on, we decided that e-commerce was going to be our focus so, instead of trying to do it ourselves, we hired some talented people who would be much better.  This goes for almost all parts of the business.  As a business leader, you tend to be a generalist so most people you hire will be better than you are at the thing you hire them for.  This should be embraced.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

Personally, I like to get out on my mountain bike and go on long cross-country rides, either on my own or with friends.  I’m lucky enough to live in a relatively rural area where I can ride for many miles without barely going on a road.  I also like to spend time with family and friends.  It can be very hard to switch off when you are a business leader so it’s important to try to do that when you can.  It took me many years to be able to do that.  When you go on holiday, I actually delete my email account from my phone so I don’t see the unread messages start to stack up.

Do you believe in the 12 week work method or do you make much longer planning strategies? 

We do a bit of both.  Our business can be quite dynamic and we know, for sure, that we always end a year very differently than we planned to 12 months ago.  We certainly do plan on a quarterly basis and even on a monthly basis in some areas.  However, we also have long term strategies such as diversifying into other technologies and services; something that can take some time.

What is your company’s eco strategy?

Corporate Social Responsibility is one of our core values and is, therefore, very important to us.  We have a CSR group within the business who run various initiatives ranging from small (removing waste bins throughout the office) to larger ones like energy usage.  We also have a focus on sustainable software development where processing and energy usage is considered when developing and running code.

As well as looking at eco issues, the CSR team also looks at other areas of social responsibility such as charity work.  One of the schemes we have in place encourages staff to volunteer time with local charity shops during working hours.

What three things do you hope to have in place within the next 12 months?

Our biggest focus for the next 12 months is to expand our technology and service offering to allow us to provide a more rounded service to our customers.  We have been very successful in implementing SAP CX platforms but are in the process of building new practices to widen our offering. This includes leveraging the huge amount of experience and skill in the SAP ERP area that KPS has a group so that we can offer this within the UK.

Last year we rolled out mandatory diversity and inclusivity training to all staff which was really successful, and something that I passionately believe in.  This year, we are looking to roll out more soft-skills training on subjects like time management and line management.

I would like to see a good balance of office and remote working in the next 12 months.  I don’t think that we will ever return to a point where we make it mandatory to come into the office, and it is up to us as leaders to give staff a good reason to do so, but I still believe that meeting colleagues face to face occasionally is beneficial for individuals and the company.  We have had a few days last year where the office has been reasonably full and there is an energy and buzz that we have all forgotten.

We are still working on understanding what is the right balance but I would, ideally, like to see most of our staff who live close enough coming into the office once or twice a week within the next 12 months.

Read more:
Secrets of Success: Branwell Moffat,  Founder and Director CX Consulting

Future proofing people’s retirements and high quality way of life is paramount

More than a retirement property, Dr Ed Gladman ensures that Adlington Retirement Living builds communities that centre around happiness, safety and physical wellbeing. He shares the journey of the family owned and run company with Business Matters …

What is the main problem you solve for your customers?

Our retirement communities are designed to empower the older generation to live a long, happy and healthy life in a safe and secure environment with activities, communal facilities and beautiful private gardens. They’re about much more than the bricks and mortar of our apartments.

Although we focus on the quality of our facilities, we know that the most important things that make our customers really feel at home, are having a good circle of friends, connections with like-minded neighbours and a sense of belonging.

As we all get older, many people start to struggle with aspects of their family home such as managing the stairs, organising repairs and maintenance, or staying on top of garden maintenance. I think a lot of people also want to future-proof their retirement.  Many of our homeowners are fit and healthy but feel reassured knowing that help is on hand if they ever need it, 24 hours a day, 365 days a year. It also gives peace of mind to their families.

When required, we can put in place optional personal care packages for everything from short-term support after an operation, to more regular, long-term tailored personal care. Our on-site teams work with a local care partner to find the best solution to suit each individual.

What made you move into the business?

Prior to joining Adlington Retirement Living in 2017, I worked in the NHS as a hospital doctor specialising in anaesthetics. I’d never planned to join the family business and wanted to do something different, unrelated to property, which is why I went into medicine.

Working as a doctor was in many ways a wonderful career. When it goes well you can have such a profoundly positive impact upon someone’s life. I was however beginning to find the NHS a dehumanising environment in which to work and decided that a change was needed.

Joining the family business was too good an opportunity to overlook. It afforded me the chance to work with my dad with whom I have a great relationship. It also gives me a high degree of autonomy and the ability to change things where I see improvements can be made.

Fundamentally though, the main reason for joining Adlington was that I see the development of Integrated Retirement Communities as a life-changing product for our customers. The huge difference it can make to a homeowner’s life is a great reason to go to work in the morning.

What are your brand values?

Our core brand values are to be:

COLLABORATIVE: Collaboration is at the heart of our organisation. For our customers and for their families. With our business partners and for all our employees.

EMPATHETIC: We care deeply about the challenges associated with growing old and strive to provide a safe, secure and happy environment for all our homeowners.

PROGRESSIVE: We constantly refine, adapt and invest in our build and interior design solutions to deliver high quality homes and create welcoming retirement communities.

OPEN: Building on the family values of our founding partners, we promote a culture of openness and a considerate work ethic, through transparent communication at every level.

Is team culture integral to your business?

Organisational culture is integral to the success of any business. We have always been a family business and at the heart of our culture is trying to be fair and decent to our customers and team. We have incredibly low staff turnover because we pay well and give our staff a high degree of autonomy and ownership of their work.

The challenge we face is that we are now approaching a headcount of 300 and this makes keeping the feel of a small family business a huge challenge, particularly with many of the sales, operational and construction teams working nationwide.

Having the senior management team fully bought into the core values that define our business helps us to continue to provide an interesting and worthwhile place to work for our team.

If team culture is integral to your business, what do you do to go the extra mile to to show your team you appreciate them?

Fundamentally we do our utmost to treat everyone fairly and as we would wish to be treated. I think one of the key factors is that we do not have an HR department. HR decisions are made by the board directors and often by me, to ensure that all situations are looked at fairly and holistically not simply by following a policy.

We have an incredibly flexible working policy for our office-based staff and do our utmost to be flexible in allowing people to work in a manner that fits their lives. We also pay the team well.

An often-overlooked element of culture is paying suppliers and subcontractors on time. Some in the construction industry have a poor reputation for not paying suppliers on time. We pay on time and don’t use retentions with our subcontractors. This means we have decent relationships with our supply chain, and we can ask them for a favour when required, as they can of us.

We have a well defined wellbeing program that ensures a happy and healthy team. As part of that, we have several fully trained Mental Health First Aiders and a qualified in-house trainer delivering regular Mental Health Awareness courses.

Regular funded social events are arranged together with the promotion of healthy living activities such as a cycle to work initiative, charity fun runs, healthy eating club and walking competitions.

Our in-house Management Company Adlington Management Services (AMS) has a very comprehensive and in-depth training programme and each of our retirement community’s links with local authorities to provide mental capacity and safeguarding training for the benefit of our homeowners.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

Education on Integrated Retirement Communities (IRCs) is at the forefront of our media interviews and marketing campaigns so that older people understand the choice of housing available to them. We regularly interview homeowners and share their stories through our own channels and the wider media.

IRCs are a relatively new concept in the UK, unlike the US, Canada and New Zealand, where they are well established. In the UK, there’s confusion around the difference between an IRC and a care home. Sadly, people often think of an ‘old people’s home’ when they imagine a retirement community.

Many people live in accommodation which becomes increasingly less appropriate for them in later life, as their health and social needs change. This often leads to a crisis point where they are forced to move because home is no longer safe, following a fall or illness.

IRCs offer people a way to retain their independence for as long as possible, choosing where they want to live with the safety net of care options being readily available if they are needed in the future. They also keep older people engaged with wider society which is key to tackling loneliness and isolation in later years.

Our advertising campaigns are clear and concise, with full transparency of information on our website. As members of the Associated Retirement Community Operators (ARCO), which is a body representing operators of IRCs, we undertake a thorough annual review of all our marketing communications, as well as the service levels at each of our communities.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

The current economic conditions are very challenging for the real estate sector. Our costs to build and borrow money have both risen steeply and we are currently in a tricky sales environment. Thankfully our product is close to unique in the UK and genuinely life changing for our homeowners and as such demand remains strong.

We have very much shared the pain with our potential customers. We have increased prices and accepted a lower margin on the development. However, as a business our focus is very much on the long income generated so this hasn’t hugely impacted our business plan.

Is tech playing a much larger part in your day-to-day running of your company?

Our design and development team use the leading software in the industry with all projects designed in REVIT. It’s fantastic and makes it much easier for the Senior Management team to review each new development.

However, on the operational side we are relatively low tech. We believe in first class hospitality and customer service. I am approached by tech companies constantly however what they are offering is usually expensive and not of huge value and would ultimately drive-up costs too much.

Our customers are tech savvy and all own smartphones, iPads etc. so the last thing they want is us providing an added layer of complexity with inferior tech. As a community develops, WhatsApp groups, Facebook communities etc. naturally develop as they do in any new group. The tech available to the general public has never been better and our communities benefit hugely from this.

What is your attitude to your competitors?

Interestingly, we rarely encounter significant competition. There are several really high-quality IRC developers in the UK. However, there are far more towns to go at than there are developers. On the odd occasion where we have local competition it can actually be beneficial. When a strong competitor enters the market, they often educate the local population about retirement communities, making our sales process easier. We at Adlington embrace healthy competition as it contributes to market awareness and ultimately facilitates sales.

The growth potential in this sector is immense. We are driven by the positive impact we can create. Moreover, the sector offers significant financial opportunities, making it a lucrative venture. With such a combination of social importance, profitability, and tremendous growth potential, we are excited about the future possibilities.

As members of ARCO, I maintain good relationships with the leaders of our competitors as we are of the view a collegiate sector is far preferable to an adversarial operating environment as experienced in so many sectors.

Do you have any advice for anyone starting out in business?

I never set out to be a businessperson and indeed by becoming a doctor took active steps against it. However, circumstances change, and I have found myself in a wonderful role as CEO of Adlington.

In my view the most important thing is to find something that is personally fulfilling to you. We are all motivated by hugely different things, so the key is to find an industry that ticks the boxes you need it to tick to have a happy and worthwhile career.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

I have three small children who keep me busy. Whether they relax, recharge and hone my focus is debatable.

What is your company’s eco strategy?

The UK has a huge shortfall of housing and as such new homes need to be built. However, construction as an industry is inherently poor from an environmental perspective. This is a dichotomy with which I am constantly wrestling.

The positive environmental impact of our communities is that our homeowners almost all move from a home with at least two, often three or four unused bedrooms. They then move into a much smaller home which is well built, well insulated and much more efficient to run. This process frees up a large property for a family to move into and provides our homeowners with a beautiful home and community.

We also do an excellent job of looking after our homeowners and as such their hospital visits, GP appointments etc., decrease. Healthcare has an enormous carbon footprint so by decreasing its use we also help.

Finally living as part of a community is much more efficient. For example, there is a chef who cooks in the restaurant, shared trips into town, carers don’t have to drive between jobs. These benefits also drastically decrease the carbon footprint generated by our homeowners.

What three things do you hope to have in place within the next 12 months?

The three things I hope to have place in the next 12 months are land, land and land. The land and planning environment is incredibly challenging, and we are on the lookout for more sites.

We will look anywhere in England and need to be able to build retirement communities with 60 plus apartments on the site so if you’ve got good quality land to sell in affluent market towns or areas of cities please get in touch.

Read more:
Secrets of Success: Dr Ed Gladman, CEO Adlington Retirement Living

Fresh thinking from the man aiming to start a care revolution

Amrit Dhaliwal is the Chief Executive of young and growing homecare provider Walfinch, which today has 26 franchisee managing directors delivering care to hundreds of clients across the country. He’s known for his creative thinking and new approaches, often addressed in leadership columns in the care and franchise press and at conferences. He takes time to share his Secrets of Success with Business Matters …

What is your USP?

The most fundamental is the Mum Test. When deciding what care is best, we always ask ourselves: ‘Would I like this for my own mum?’” We also use it when making many other decisions, and in recruiting franchisees and carers. It’s easy to remember, and it keeps the focus always on the people receiving care – the most important people in the care sector.

What is the main problem you solve for your customers?

We provide peace of mind for people receiving care and their loved ones. Simply said – but it takes huge commitment, teamwork and dedication to achieve.

What made you start your business?

After owning two successful hospitality businesses in my 20s, I became a franchisee of another homecare brand. It taught me a lot – not least that franchising for homecare in the UK was broken. I needed to fix that problem, so I went on to create the Walfinch homecare franchise. In homecare you can literally combine doing good with building a thriving business – but the sector needs a thorough overhaul, and I want Walfinch to be instrumental in that.

What are your brand values?

We believe in integrity, excellence and teamwork. But we have a fourth, equally important value: fun. I have always felt that I want my workplace to be a fun place to work – and I firmly believe that fun is for carers too! Making work fun makes clients lives more fun, and it aids carer retention.

Do your values define your decision-making process?

Our values inform everything we do, including client care, and how we treat our carers. They help us make better decisions and take better actions daily. In the care sector values must be more than aspirations.

Is team culture integral to your business and how do you show your team you appreciate them?

Team culture is vital in care. We do surveys, like WorkBuzz, of our franchisees and then act on the findings. We do the same in each of our branches with carers and clients.  We also offer our franchisees meetings and conferences so we all contribute views to improve the business. Our franchisees consult their care teams, so their views are always taken into account.

Do you talk directly to your consumers clearly?

Yes! Our pricing is clear and transparent. It’s all wrapped in an hourly rate – there’s no booking fees to add on, for instance. With Walfinch there’s no small print – something we see a lot of in the care industry.

Many care companies also use care sector jargon that the general public don’t understand, but Walfinch avoids that. We also don’t patronise people or reduce them to stereotypes in our communications. Too often people are referred to as ‘the elderly’ or ‘the vulnerable’ as if they were all the same.  We talk to and about them as individuals. Everyone is different.

What about inflation and interest rates – are you going to pass rises on to your customers or let your margins take a hit and reward customer loyalty?

We don’t set hourly care rates centrally –they are set by individual franchisees. Clearly inflation and interest rates put pressure on them to put their rates up.

In the care sector that’s not easy, because we deal with people, not commodities, but you can vary rates, so for instance, rates for new clients are higher than for long-standing ones. Our franchisees balance this for themselves very well.

Rates for private care are far more realistic than (often uneconomic) rates offered by local authorities, so franchisees can vary the mix of private and local authority care to balance their income – but they shouldn’t have to! Local authorities should be funded by the Government to allow them to pay fair rates.

How often do you assess the data you pull in and address your KPIs and why?

At Walfinch we use ‘The Metrics Method’. It tells each person in Walfinch if they have had a successful day. It’s broken down to every role – even quality and compliance is measurable.

We collect statistics so we can see which activities most increase revenues, making it easier for franchisees to set priorities and all of us to monitor our KPIs. For instance, we can tell our franchisees the average number of candidates they have to interview before a carer is taken on.

As the franchisor, we can see the average number of prospective franchisee leads required to recruit a franchisee. We can also monitor the performance of  individual franchisees and step in with help to prevent small issues growing – a win for everyone. We use customised software for this and it’s available to our franchisees, which makes the Walfinch franchise more attractive.

Is tech playing a larger part in your day-to-day running of your company?

We use technology to keep in touch with our carers, clients and their families. Carers record details of their visits, including any client physical or mental health concerns, medications given, and other relevant details on an app, so we can monitor each client’s wellbeing, and nominated family members can access the records, which gives them peace of mind and alerts them immediately to any issues.

We also offer the Care Friends app to all our franchisees. This allows staff to suggest friends as possible candidates for carer jobs, with rewards if the candidate is employed. Personal recommendations result in more and high-quality appointments, and boost recruitment and retention.

What is your attitude to your competitors?

At present demand for care is vast so there is enough business to go round. However, there is competition recruit carers. At Walfinch our franchisees strive to offer carers ever-better working conditions, not just to beat the competition but because carers who feel valued deliver better client care.

But we aim higher too. We believe that care providers must work together to rescue the reputation of the care sector as an industry that doesn’t value its workforce, to become one that provides the working conditions and career paths that professionals enjoy.

Care providers must be willing to share ideas. I share the methods we use, and I hope our competitors are willing to share theirs too.

What do you do to relax, recharge and hone your focus?

I’m an exercise nut. I’ve been weight training for years, though it’s not so easy to keep daily gym times now I’m a dad of two. Dadding takes up a lot of time! I also like to do serious walking, which means I can also catch up on phone calls. My wife and I like to try out new restaurants and foods, and we’ll travel across the country for something special.

Do you believe in the 12-week work method or do you make much longer planning strategies?

My thoughts are always focussed on the BHAG – big hairy audacious goal. I have a ten-year plan, which I break down into three-year, one-year and 12-week plans – so I plan for the long term.

What three things do you hope to have in place within the next 12 months?

In the next 12 months, we plan to:

• Introduce a carer support program. At present this is a statutory requirement for carers doing end-of-life care, but we think it should be available to all carers.
• Set up a franchise advisory council, involving all Walfinch franchisees.
• Focus our internal compliance, so a strong majority of franchisees meet CQC outstanding standards

Read more:
Secrets of Success: Amrit Dhaliwal, CEO, Walfinch

The reason why you can sip on your favourite drink anywhere in the world is right here ….

Exporting anything, especially alcohol, can be bureaucratic and logistically complicated. With over 20 years of experience in the beverage and logistics industries, Sovereign Beverage Company is able to export their suppliers’ premium products to customers around the world, safely, efficiently, and profitably. David spends some time with Business Matters and explains his secrets of success and how he ensures that their client’s products are in safe hands.

What is your USP?

We are the UK’s premium drinks exporting company and have access to markets in every corner of the globe, supported with full service technology which makes the ordering process as simple as possible.

This means we are able to assist companies that are looking to export from anywhere in the world. Our customer-centric philosophy means that we are ready and able to oversee the transport of our customers’ products every step of the way and reduce the complexity and mitigate the risks associated with importing and exporting beverages.

What made you start your business – did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill? 

My real ‘aha’ moment came in 2006 when I was working as an account director and I was meeting with a brewery representative. An offhand conversation led to the birth of Sovereign Beverage Company. It was thanks to this conversation that I realised that the brewery in question had an untapped route for sales in the form of global export, but they had no infrastructure and the risk was too high for them to do it for themselves. So after talking to many breweries and importers, I saw that there was a huge gap between product availability and global demand, as the breweries lacked the supply chain knowledge, time and other resources to manage their exports.

Two years later in 2008 – during a recession no less – we launched Sovereign Beverage Company and we’ve never looked back!

What are your brand values?

We believe the customer comes first. We pride ourselves on offering our clients and partners a premium quality service at a competitive price. In addition, we are always looking to evolve and innovate our product offering and service provision.

Do your values define your decision-making process?

Of course. At SBC, we are dedicated to making importing-exporting effortless and building a strong rapport with our customers and suppliers alike so that we can put their needs front and centre. Our mission is simple, we are here to help all of our clients maximise sales growth and help reduce as much of the complexity and risk as possible.

Is team culture integral to your business? 

From the get-go, we’ve always taken team spirit and culture seriously at SBC, but over the past two years, we’ve had to examine what we mean by ‘culture’ as we’ve shifted our workforce to fully remote working. Our bricks and mortar offices are in Blackburn, Lancashire, but our team works remotely and so we’ve had to work hard during the transition to remote working on fostering that team spirit that you have with physical interactions. This has meant we have been committed to creating ways of replicating that camaraderie you can miss when you no longer have physical interactions among people.

We have regular video meetings, so everyone involved with the business has a clear focus and access to support channels should they need help and assistance. We’ve also conducted several remote social events – quizzes, get-togethers and drinks events. It’s safe to say those water cooler moments haven’t been lacking even though we work remotely!

As team culture is integral to your business, what do you do to go the extra mile to show your team you appreciate them?

We find as many ways as possible to do this – we regularly review pay and incentives and whenever we can we promote from within. We also put the team through training and CPD where possible, encouraging suggestions from each team member as to what would be the most beneficial. For example, our leadership team has all recently been offered business mentoring, and when we brought on a new cider supplier, the sales team were all put through cider product training.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Looking ahead, we think higher interest rates are unfortunately here to stay. We are seeing increases coming through from our suppliers, and while we don’t benefit from those price increases, we are having to pass them on to our customers. It’s a global situation and our customers are understanding. As the products we export are premium, we do anticipate that the end customer might look to budget by downgrading the brands they choose, however we haven’t yet seen that happen in practice. Where we see price drops (which do happen with changes in export logistics and packaging), we also pass these directly on to our customers. We also seek to support our customers in other ways, for instance with point-of-sale assets such as barware, glassware, and signage.

How often do you assess the data you pull in and address your KPIs and why?

We review our data weekly, quarterly, bi-annually and annually.

The sales team meets for weekly video calls so they all have a clear focus and we can ensure they both understand their KPIs and are on target to meet them, plus offering the support they need to do so.

We have quarterly reviews with each member of the business, from operations to admin to sales, so they are always aware of their performance, areas of success and opportunities for improvement. The leadership team also meets monthly to sense-check the current business objectives and achievements against the wider company vision and goals.

As a strategy we try not to have too many KPIs. There are five key areas which we really monitor and review constantly, and if they need to be altered we can do so in good time.

Is tech playing a much larger part in the day-to-day running of your company?

Tech touches every part of our day to day business, as a UK exporter dealing with customers in over 60 countries we’ve managed to leverage the current technology stack to help streamline and improve efficiency in every facet of our business.  After our current system was implemented, we managed to reduce the manpower on order processing by 66% and back office functions by 33% due to a slicker end to end order process utilising a single system.

The introduction of video conferencing tools has reduced our commuting, global travel and subsequent carbon footprint.  These tools have improved the customer service and account management we can offer whilst keeping a lid on potentially expensive communication bills to all four corners of the globe.   The reduction in international travel and day to day commuting cannot be underestimated.

Reporting and Business Intelligence reporting now form the kernel of our day to functions and all business activities feed from this information.  It better powers our decision making processes ensuring we do the right things to keep us heading towards our goals.

All in all, this has resulted in a streamlined, agile workforce and business that can work from anywhere in the world.  This opens up the job market to a broader set of candidates thus allowing us to recruit better on top of the benefits already highlighted.

What is your attitude to your competitors?

We welcome competition. Competition keeps us on our toes and ensures we are offering our customers the premium service they deserve. We also know that we are the best out there!

Do you believe in the 12-week work method or do you make much longer planning strategies? 

We all start with a vision, and it’s key to break that down into bite-size chunks. Two years ago I announced that it was a goal of SBC to export 100,000 hectolitres a year – and I think the team initially thought I was going batty! However, when we set a five year target on that goal, and then broke it down into an annual budget and then quarterly KPIs, it became much more realistic and achievable, and we are already more than halfway to achieving that goal.

For me as a business owner it’s key to have that long term vision and strategy, but for the team and review purposes, the 12-week work method is ideal – short sprints rather than long marathons.

It can be a lonely and pressured place to be as the lead decision-maker of the business. What do you do to relax, recharge and hone your focus?

I like to focus on my physical health, travel, and humanitarian work, combining all three where possible!

I’ve recently returned from South America where I joined a four-day charity cycle ride with The Truants Foundation, part of raising a targeted £300,000.

I ensure I take time to relax, usually with some form of exercise! The area I live in is stunning, and so I get out for a walk or a cycle daily, which allows me to focus on my mindset and positivity, as well as giving me a clear head and keeping me fit! I spend a lot of time in the Lake District for the same reason, trying to see more of the UK while indulging in my hobby.

In terms of honing my focus, I make sure I have consistent time to work on the business, as I’ve built a supportive team which has freed me up to do so. I also work regularly with a business mentor, zooming out of the day-to-day and focusing on the overall vision.

What three things do you hope to have in place within the next 12 months?

Firstly, we are always focusing on strengthening our team, as people are key to the success of our business. We look at a combination of self development, personal development, and business development, and my personal ethos is that every single person in the company, myself included, should be able to take two steps forward within their role. I intend to support the entire company with that through upskilling, additional training, and expansion. Though we have just grown the sales and operations teams, we want to further expand the sales team and also start building a product and marketing team.

Secondly, our year-on-year export operations have recently grown by over 20%. Over the next 1-2 years we hope to build on that growth. We currently sell 55,000 hectolitres of product annually, and our goal is to increase that to 100,000HL by 2025. We plan to drive that through our existing suppliers and bring on some new suppliers in key categories. We know that 80% of our customers can take on additional lines, so we will focus on increasing their listings over the next couple of years.

Thirdly, we are currently focused on beer and cider, but in response to demand, we are considering adding health drinks and non-alcoholic beverages to our product portfolio over the next year. For instance, we are now looking to expand our product range to include alcohol-free beer and cider to meet the demands of our customers in the Middle East region. The growth of low/no products is huge and we intend to support our customers with the development of this category.

Read more:
Secrets of Success: David Davies, Founder and MD of Sovereign Beverage Company

Providing dedicated tech talent and instant solutions to businesses

As a global provider of remote, dedicated development teams and R&D centres to clients across various industries, Mobilunity bridges the gap between ideas and making concepts happen.

CEO, Cyril Samovskiy shares his Secrets of Success with Business Matters.

What service does Mobilunity provide and how does it work?

We offer a nearshoring service that provides dedicated development teams to clients across various industries and technology stacks, including Insurtech, Fintech, IoT, Embedded software, and more. With access to a talent pool of over 200,000 Ukrainian software engineers –  not counting our capacities in other Eastern European countries – each team member we provide is exclusively dedicated to our clients’ projects and has no other commitments to other projects, ensuring full focus. Our clients benefit from outstanding development capabilities, team size and structure flexibility, lower costs, and complete control over their development teams.

What problems does your company solve?

We address a critical challenge that businesses face regarding their tech talent needs, both in the long-term and short-term, whether in a specific technological stack or a specialised business domain. The core problem we solve for our clients revolves around their inability, and at times, their intentional choice not to solve these challenges internally.

The root of this challenge often stems from limitations within the local labour market. These constraints could manifest as extended recruitment agency timelines to find and place the right candidate or the necessity of engaging particular talents for a very brief duration.

To tackle this, our solutions are designed to be adaptable. We provide options for establishing technology teams in nearshore locations or within the UK, working collaboratively as part of a client’s in-house team, or maintaining an outsourced relationship with us as the vendor. This flexibility ensures that our clients can tailor our services precisely to their unique needs, whether they require long-term support or short-term specialised expertise.

What type of businesses do you work with?

Fortunately, we have a very diverse list of clients – from early stage startups that have just a few co-founders on board, to well-established corporations operating globally, with a 10,000+ headcount. However, we find it is the startups that have some form of advanced technology supporting their business concept  that align most closely with  our own mindset. Typically such clients are fast decision makers, they aim to leverage the most contemporary technology, and they have a big idea behind their plans. Our capacity to empower such businesses and show an immediate impact stands slightly above other types of client organisations.

What is your USP?

We work in a very competitive industry, so standing out requires clear differentiation. With our primary focus being on remote technology team services, we like referring to the ‘3Rs’ of successful remote team setup: Recruiting, Retention and Relationships. These three priorities, or USPs, guide our operations and streamline our proposals, ensuring our proposal is short, sharp, clear and well differentiated.

What are your company values? Have you ever had them challenged and if so, how have you dealt with it?

As we have grown and developed, our values have evolved. We tend not to focus on our past achievements because both the business environment and our clients are evolving rapidly. Therefore, we must also evolve to meet these changing demands.

After Covid, we continued growing fast, introducing new and more diverse business models into our offering. Right  now we work to the following company values. These define what we are, what you may expect from us, and what we will be once and if you work with us:

• Transparency. Having 40+ clients from 10+ countries, we basically operate with a set of 40+ processes. We pride ourselves in the ability to effectively manage that, and without transparency being a first requirement to how we operate (with the client, with our tech teams, with our employees and partners) we would not be capable of being where we are now. As such, transparency lies in every significant process we have in place.
• Growth. Related to both our clients, and to our own staff, we basically exist to make everything that we touch grow. This defines the types of clients that mostly come to us – the main driving factor they have in mind is their intent to grow (whether that’s to grow fast, grow stable, or grow to where the company would not have been without us).
• Flexibility. While this was always a focus for us, recent years in business have highlighted the importance of flexibility. Financial crises, growth and drop in demand, new regulations in the digital world, pandemia with its “all remote” setups, and war in Ukraine – these all prove this value is a fundamental essence for our business and our models to be sustainable and have a future.

How do you ensure that you recruit a team that reflects your company values?

Given that recruiting is one of our core offerings, we naturally place a special emphasis on how we recruit for our own company. Our 13 years of experience have taught us valuable lessons, and we’ve identified rules and practices that have proven effective during this time. They are:

• A big chunk of our best people grew up in our company, from the very entry level roles to the highest existent positions where they are now.
• A mix of “self-grown” and “external” key people ensures our Company grows in a way we expect.
• In the long run, soft skills take precedence over hard skills. While hard skills alone may suffice for short-term engagements, it’s the soft skills that enable individuals to manage and leverage those hard skills effectively over time.

While you may not see our values in these three basic tips, if we overlay our business values onto these guidelines, they align more harmoniously. As we continue to grow, we must balance our immediate need for top-notch professionals and our strategic goal of cultivating a talent pool for the future. Our company-wide recruiting strategy essentially outlines how we intend to achieve this alignment and ensure the successful ‘3+3’ match between skills and values.

Are you happy to offer a hybrid working model of home / office post covid?

A big part of our service offering is  tech talent from all over the world remotely. Thus, we would not be honest with ourselves and our clients if we were not big fans of this model. Only 10% of our own staff show up to the office on a periodical basis. We do not demand it, for most roles, and we do not expect it, anymore. Instead, we learned how to remain effective; we traded some of the meetings to asynchronous channels of communication; and we invested heavily into the skill of proper goal setting, performance management and professional development. Why on Earth would we confine ourselves to the traditional office-only model when we’ve gained a competitive edge in the labour market? We possess skills that are in high demand, and we offer these skills as a service to our many clients who are eager to gain a similar advantage.

Any finance or cash-flow tips for new businesses starting out?

I won’t be too unique in these – a successful business starts with sufficient funding, a plan to generate revenue and hope that things will go more or less as they were planned. I myself dislike the idea of bringing in someone else’s money into something you yourself can build and/or fund, though I know many businesses (our clients inclusive) who were capable of building something great and huge purely because they were smart enough to attract the right external investment. I’ve also witnessed instances where entrepreneurs, in their pursuit of rapid growth and the necessary funding to achieve it, ended up losing sight of their original dream company and their personal motivation to work within it.

That said, my advice would be to carefully weigh up the necessity of external investments when starting your business. While external funding can make some aspects easier, it often comes with its own set of challenges that you might not have encountered if you were self-funding your startup.

If you could ask one thing of the government to change for businesses, what would it be?

If I could request one change from the government to benefit businesses, it would be to facilitate the seamless integration of global talent into local businesses. I understand that not every business needs this, but I’m specifically referring to those enterprises designed to grow on a global scale and compete with international players. The current limitations on working with a global talent pool put local businesses, especially startups, at a significant disadvantage. As long as a candidate’s location remains a major factor in shaping HR strategies for businesses, this constraint will continue to hinder the potential for innovation, efficiency, and the globalisation of these companies.

It’s important to note though that there are other aspects to these constraints, and while I acknowledge one here, I recognise that there may be additional dimensions to consider.

What’s your attitude towards your competitors?

We respect and learn from each other, I know for a fact they look at us and do the same. I am good friends with slightly smaller and slightly bigger companies in our domain, and we meet 2-3 times a year to exchange  news and observations, while understanding the information we share might empower our counterpart.

There are 3-5 quite big players and there are 2-3 very dynamically growing companies that permanently stay on our radar. I would not be able to name any that I think beats us in our niche markets, but of course every company has their own strengths and weaknesses, and knowing them helps us become a better vendor to our clients, and win the battles for the client on the presale stage.

Do you have any tips for managing suppliers or customers effectively?

As a service provider, we could write a book on what to do and what not to do with suppliers. In our industry specifically, we recommend following a few principles that make the supplier choice easier and more streamlined:

• Size does matter. Your vendor’s size should be a match to your project size or else too many risks arise.
• Transparency ensures delivery. The more your supplier and vendor knows in terms of what you expect, how you need it, and why – the higher the chances of you getting what you’re seeking. You do not want your vendor to be guessing what’s on your mind.
• While building relationships requires resources, if you aim to establish enduring partnerships with your vendors, there’s no alternative but to invest in building and nurturing these relationships.

In terms of our customers, things are simpler, as our business grows when they grow. Not a tip, rather a fact. Meaning that we are so lucky to be in a business whereby we do not need to choose whose side to play.

Any thoughts on the future of your company and your dreams?

During our 13 year business journey, we’ve encountered various shifts in direction and have contemplated where our path may lead in the future. This experience reinforces our belief in maintaining our core competencies- HR and technology – as the foundation for our future endeavours as a company.

I am confident we will be able to open the world of remote talent to more and more global and local businesses, offering wider and deeper expertise within the fields of tech teams foundation, management and performance.

My dreams for the business’ future are closely linked to global economic growth and prosperity. I firmly believe that as technology takes on more fundamental tasks trusted by humanity, the role of technology should be to assist humans rather than exert undue control. This shift will create a growing demand for the services we provide to our clients, as we genuinely believe our offerings contribute to making the world a better place.

Read more:
Secrets of Success: Cyril Samovskiy, CEO of Mobilunity

Connecting people to their audiences is no mean feat …

Founded by his father in the 1970s, Bailie Group has grown from being a group of printing and publishing companies, into a group of agencies and consultancies providing a range of communications-related services including digital, insight, training, cyber security and PR.

They work on projects which enable people to report crime online, help the UK transport system to operate more effectively, connect people with social services, develop coaching and mentoring skills within the armed forces, and provide content channels for industries, including the automotive sector.

While each of the businesses operates independently, they are all united by a collective mission to make a positive difference in society. Fergus takes time out of his busy schedule to share his Secrets of Success and his overarching aim to improve people’s lives by sharing knowledge.

What type of businesses do you work with?

Each of the six operating companies within Bailie Group has its own unique proposition, so the kinds of organisations we work with are really varied.

Making up the commercial fabric of the Group, there’s a strategic change enablement agency, behavioural research organisation, automotive PR and communications agency, media website for the automotive sector, defence and cyber security consultancy, and telecommunications-industry training specialist.

As such, we work with a breadth of clients, including the NHS, Bank of England, Ministry of Defence, British Army, Cabinet Office, Transport for London, global car manufacturers, and every police force in England and Wales.

What problem does your company solve?

We help customers create, gather, distribute, and maximise the value of content and data.
To achieve that, our purpose is to invest in the people and ideas that make a positive difference, to our teams, our communities, and our clients.

We work on projects which keep people safer, help the UK transport system move effectively, connect citizens with social services in their local area, provide content channels for core industries, and get equipment to the front line so it’s safe to use.

Our Group mission is to create an entrepreneurial organisation of collaborative specialists. The companies are empowered to utilise technology and expert knowledge to create solutions which enable our customers to maximise their potential through intelligent use of information, content, and data.

What is your USP?

We are an independent family-run organisation that can deliver — in an agile way — services that are traditionally offered by big corporate organisations. And as a Group, we take a long-term view and put our clients first.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

At Bailie Group, we don’t have a single set of values — as each of the six operating companies have their own — but we have a philosophy. ‘Doing the right thing’ is our overriding message — if you act in a way that customers and staff would deem fair, that decision can’t be criticised.

Additionally, we have a guiding principle that helps us with decision-making — what’s best for the boat? We take out personalities, ego, and emotions, and say what the best thing for the boat is, as it exists today.

Each of the businesses within the Group has its own culture and value set but is consistent with this Group philosophy — and this hasn’t been challenged.

Also, while many investment companies in private equity have a need for short-term growth, we’ve been around since 1970 and take a long-term view — doing what’s best, and fair, in the long run.

How do you ensure that you recruit a team that reflects your company values?

Ensuring the right cultural fit is important for us, as we’re very much a people-oriented company. And while I get involved in the recruitment of executive hires across the Group, for technical roles, it’s my philosophy that the senior teams within each of the operating companies are experts in what they do and are best placed to understand and identify the skill sets and personalities that will work within their existing teams.  Skills are important, but attitude and personality are critical, and we need people who will integrate and share the company values. It’s then a case of introducing them to the role and wider Group strategy.

It’s very much a company-led approach with support at Group level. As such, we have a centralised people team that helps to ensure we have a consistent approach to recruitment as well as a diverse range of talent across the organisation.

Are you happy to offer a hybrid working model of home/office post-covid?

Yes. I mentioned in an earlier question that it’s Bailie Group’s collective mission to make a positive difference in society, and this also applies to our staff and the culture of our organisation. As such, we believe it’s important to empower colleagues to have the flexibility to choose where and when they work.

Do you have any tips for managing suppliers and customers effectively?

Relationships that are contractually dominated are problematic from day one. The best ones are where you and your suppliers are working towards a shared strategic role. It’s also key that there is transparency of what your organisation is trying to achieve and that you’re not prescriptive of how to get there — the spirit of openness and honesty will generate the best ideas.

It’s also crucial to realise, and accept, that no relationship is problem free. You have a shared responsibility for problem solving and there should be no apportioning of blame — appreciating everyone is doing a good job and working together is the bedrock of any successful business relationship.

Any finance or cash-flow tips for new businesses starting out?

Most new businesses don’t fail because the idea isn’t good or its people aren’t talented and committed, but because they run out of money. Therefore, my number one tip is to guard money carefully. The more capital you get in at the start, the more you can protect and help your business to grow. Following that, be cautious with how you use it, too.

If you could ask one thing of the government to change for businesses what would it be?
To provide businesses with the long-term clarity they need on corporate infrastructure. The current electoral cycle rewards short-term decision making, and this is a personal bug-bear of mine as politicians are incentivised with the wrong type of behaviour.

The Government and UK’s companies need to sit down together and have conversations about what organisations need for long-term investment and planning, and this needs to become a cross-party agreement.

What is your attitude towards your competitors?
No matter the industry you’re in, it’s important to view competition as a good thing. It is often the thing that drives everyone to improve and creates choices for consumers. It’s also a cornerstone of learning — I welcome conversations with other business leaders, as this offers the chance to share ideas and inspire one another.

Any thoughts on the future of your company and your dreams?
For me, I’d love to continue the family dynamic well into the future — seeing the firm as part of the Bailie family for generations to come. And I feel privileged to have the role of shepherding the company through to the next generation.

Also, my thoughts and dreams are that the Group should continue to leave a legacy. One that shows how we’ve made a positive difference to the communities in which we work — whether that’s revolutionising the way policing is delivered, keeping the UK safer by working with the armed forces, or social work. If we continue to add value to the communities we serve, then we’re doing something right.

Read more:
Secrets of Success: Fergus Bailie CEO of Bailie Group

Changing an industry to be a force for good comes from knowing that something is inherently broken and needs fixing.

It wasn’t until Guy and Abi Fennell were thinking of starting a family that they became aware of the damage that the baby industry creates – they were appalled at the amount of nappies that ended up in landfill and wipes from leading brands, that still to this day, contain plastic.

After running a wholesale business, buying branded FMCG products and supplying them all over the world, Guy felt certain that they had the right knowledge, contacts and drive to challenge the industry.

Just three years old, Pura is now knocking household names off the shop shelves and gaining much deserved respect. The brand has carried on in the face of much adversity – it launched during the global pandemic in June 2020 – innovating and paving its own path, driven by its belief that baby care should not harm the planet.

Guy takes the time to share Pura’s journey with us …

In terms of timing the market, how did you know it was the right time?

We started research about five years ago now and there was a lot of change happening at that time. Greta Thunberg had come on the scene and David Attenborough and the BBC were making some fabulous documentaries, such as War On Plastic alerting us to the devastating impact of plastic pollution. I just felt that there should be a real change. 90% of wipes in the UK contain plastic, and 3 billion nappies go into landfill annually. Looking around at other emerging brands and current brands that were adopting new methods, I just felt in my bones that this was the right time to drive change in the baby industry.

How long was the process from idea to launch?

It felt like ages! But in fact, it was just over two years. Designing a wipe for UK families that contained zero plastic and that wasn’t imported with a huge footprint from China was a huge challenge. We also needed to ensure it was high quality and good for babies’ skin. Our research went on and on – getting the formulation right, getting the wetness right, the size of the wipe, how the wipe comes out, the packet …

You brought Amanda Richards in as CMO from day one, what was behind your decision there?

Alongside R&D, getting our brand proposition right was crucial. Amanda is our CMO and a highly skilled marketing leader with 26 years of global brand marketing, media and innovation experience in FMCG and Health Tech for Unilever and Philips. And, after meeting her, I didn’t think that there was anyone better suited for the role and to bring Pura to life. How we talk to parents is so important. Instead of Abi and I on a soap box with a megaphone, calling out the issue of plastic pollution, Amanda helped us connect with the right creative agencies who could help us navigate the marketplace and create a tone of voice to get our message across without being preachy or patronising.

What is the attitude of your customers towards sustainability?

Research shows that families genuinely want to make the eco-friendly choice, yet when they hear eco-friendly, they assume it’s 25 to 45% more expensive than mainstream brands. So for us to succeed, we have to ‘democratise eco’ and make these products affordable for everybody.

Disrupting a marketplace is no mean feat, how is business going?

We’ve got tremendous listings here in the UK with the likes of Asda, Tesco, Boots to name only a few. And we’ve just recently launched in Walmart and Amazon across the US – so we’re doing something right! We will continue disrupting the market with baby products that are high quality, eco-friendly and affordable.

What keeps you striving forwards?

Our desire to really make a genuine change. Each time we get a new wipe listing, for example, we see it as a major success in providing parents with an affordable alternative to plastic wipes. This just pushes us forward to do more. So, you know, we’ve just got to stay nimble and make decisions fast. More and more retailers in the UK are banning plastic wipes. Tesco’s have banned plastic wipes on the shelves, Boots have banned them too, and more and more retailers will follow.

How do you rally your team?

I keep saying to the team in the office, it’s as if we’re a little electric speed boat and these big brand owners are in massive tankers. So they just take a very long time to make decisions or bring new products to market, while we are fast and agile and can speed ahead. This can mean life at Pura is very fast paced. When it comes to month end, quarter end, or year end, and we need to put in extra hours everyone is willing. But then, on the flip side, if the weather’s nice on a Friday and we’ve done well that week, we might take the afternoon off. It’s all about give and take. Everybody in the business has share options too, which was important to us.

Have you noticed a change in your business since becoming a B Corp?

Sustainability is at the core of every decision we make as a business and being a certified B Corporation means we’ve been officially acknowledged for meeting the highest standards of social and environmental impact. In simple terms, we’ve been recognised for putting people and the planet first!

The global B Corp certification scheme was created to people give transparency on the ethical, social and environmental performance of brands.

During the assessment, companies are scored on the positive impact they have on the planet, their staff and the communities they operate in. Based on the B Impact assessment, Pura earned an overall score of 82.1! The average score for businesses who complete the assessment is currently just 50.9.

As a B Corp we’ll be held accountable as we continually push ourselves to improve our impact, measured through our B Impact Assessment score every three years.

How do you stay on top of who your customer is?

Ongoing market research confirms that our core customer group is young parents who genuinely care about the planet and want to leave it in a better place than it is today. But they are super busy and face time and money constraints. That’s where we come in to provide an affordable alternative that suits their busy lifestyle and helps them take care of their families and their planet at the same time.

Outside of physical sales, how are you actively promoting change in the industry?

Our whole team is invested in achieving great things – we convinced Mumsnet to stop advertising brands who have plastic in their wipes, which is a mega step forward.

We’re also educating people on the benefits of nappy recycling through our Pura NappiCycle partnership. Nappy recycling is already happening in Wales and, last year, we held a trial in Bristol. We saved an impressive 6.3 tonnes of nappy waste from landfill – that’s the equivalent of more than 31,000 nappies – it was insane! The used nappies were given a second life and repurposed as engineered fibre for road surfaces, notice boards, panelling, insulation under laminate flooring. It was the first trial of its kind in England, and it was supported in an awareness drive by ASDA. We will conduct another, larger trial, next year. The success of this phase of the trial is just the start – we want to bring a nappy recycling service to households throughout the UK. This requires investment and government backing which, as a business, we will continue to lobby for, for the sake of our children’s futures.

Is more of your marketing budget spent on educating your customers as opposed to actually talking about the products themselves?

Yes – definitely. A lot of our social media and our paid digital is pushing the educational aspects, but we’re trying to be different and clever about how we do it as well. For example, we’ve also got a children’s book, Lily and The Wipe Monster where the lead character, Lily, is taking on fatbergs – masses of congealed grease and non-biodegradable matter including plastic wipes found blocking in sewers and drains. We gift our children’s book to nurseries across the UK and when anyone takes out a nappy or wipes subscription on mypura.com, they also get a copy as well.

What elements have been crucial to you in starting up with a mission as big as yours to disrupt an industry?

Firstly, ensuring we’ve had the funds to grow. We’ve got a fabulous CFO, Andy Johnson, he’s the former FD of AO.com. His job is to make sure that we’ve always got the right level of cash and that funding is there to enable us to grow and develop new categories. In February 2022, we received £4.25m through a funding round led by Maven Capital Partners. We’re raising funds again now, and we’ll be completing this raise very soon.

Secondly, making sure that the team members around me aren’t burning out, because taking on the big boys can be relentless! I’m constantly making sure that the team is on board and that we’re recruiting the right people at the right time. On that note, another sign of growth is that we’re attracting the best people within the business, which is then helping us grow further and that’s what makes me very proud.

Any other brands out there at the moment that you’re loving seeing come to life in the sustainability space?

Yes – a brand called Wild. They’re in the refill deodorant business and they’re doing what Pura is doing in the baby sector and taking on the big boys. They’re doing really well, their ethos and sustainability mission is pretty much mirrored to ours, we’re two brands aligned but in two different categories.

Read more:
Want to know how to change an entire industry? Ask Guy Fennell, Founder and CEO of Pura

Kubair believes in helping teams to unlearn old, and develop new, behaviours to inspire new capabilities

As a coach and mentor, Kubair enables this and nurtures a customer-centric, creative team mindset and culture through his company: Agilitea. And with that, entire teams are better placed to reach their true potential.

Hearing Kubair’s story is inspirational and beautiful in its honesty. He says ‘To go the extra mile for others we must first walk the hardest mile ourselves first.’ Anyone who is in business knows this to be true. I really hope you enjoy his story as he shares with you his Secrets of Success …

What is your USP

My journey and experiences gained along the way, and how I bring them to my coaching, training and mentoring engagements to better facilitate my client’s in their journey. From tech-startups, those that worked and those that didn’t, from my time as an intrapreneur in a fast growing scale up, to my socio-political activism. I bring all of that to being a people centric agile coach, trainer and mentor.

What made you start your business – did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill?

From the age of 20 I have been leading or co-creating businesses, from importing and wholesale of garments to market traders in London to my tech-startups. I have been able to identify gaps in the market and co-create opportunities to address them from a young age. On occasions successfully on some it’s been costly lessons learned.

In 2010, following the murder of my brother by extremists in Pakistan, I decided to take a break from all my ventures to focus on a very different journey.

I sold a very successful business I had built from scratch in the UK, and I turned my off-shore development centre into an employee owned cooperative, completely divested of all commercial responsibilities. I set about co-founding a not-for-profit project – Peace Through Prosperity – with my wife, with the aim of using education to empower people from marginalised communities who were vulnerable to radicalisation in countries such as Pakistan.

At that time building digital products and chasing EBITDA targets seemed like a futile exercise in the face of a real existential threat.

In 2014 my exit money ran out but I had the good fortune of being headhunted to help establish high performance teams in Acquia’s professional services practise in EMEA. Having been an agile practitioner since the late 1990s, which direction to take it in was a no-brainer!

By 2018 I had achieved the targets and outcomes I’d agreed with the VP of professional services so I decided to move on and develop a consultancy based on what I had learned and taught over the years. Thus Agilitea was born.

I set up Agilitea as a vehicle for me to contract, and within a couple of years my customers convinced me to scale the business and build a team of trusted agile change makers to help them scale impact in their teams and culture. Having said that, we intend to remain a small and nimble boutique consultancy by design.

What are your brand values?

Being human.

Do your values define your decision-making process?

They are inseparable. Our decisions impact ourselves and others, I do my best to ensure my decisions have a positive outcome and a lasting impact on and for myself and all others it’s ripples may reach.

Is team culture integral to your business?

Absolutely. Change is a tribe sport! And as agents of change our own team culture matters most! A culture where concepts can be freely aired, challenged, cooked and validated or invalidated enables innovation and creativity. Without which the best one could produce is commodity!

If team culture is integral to your business, what do you do to go the extra mile to show your team you appreciate them?

To go the extra mile for others we must first walk the hardest mile ourselves first. That’s to be a good human being, to first get oneself in a place where one has the courage to have open conversations, whilst being respectful of others, with focus on one’s own commitment to everyone’s collective continuous improvement. Once you get close to that, the extra mile becomes part of the journey, not extra.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

Personally I strive to be authentic, for those who know me, know I call it as I see it, respectfully, and make time and focus on listening. For me that is clear communication, as for messaging about our services, approach and vision, we could always improve!

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Inflation and interest rates. Between Putin’s war, Kwasi Kwarteng’s libertarian experimentation, China’s flexing, Greenbacks’ bizarre comeback, BRICS expansion with their own reserve currency, the global economy is a disaster at the moment. It would make for incredible theatre if people weren’t the extras suffering in the background!

My Customers are B2B, mostly large enterprises. I ascribe a value for my time, capabilities, experiences and potential to catalyse desired impact, as do my clients, and if prevailing conditions mean our service rates need to be adjusted to afford ourselves and our team members the standard of living we’re are accustomed to, then yes, we would pass it on transparently to our customers.

Do the BCG, Delloittes, and McKinseys of the world offer discounts during cyclical downturns? Boutique consultancies are no different, and should not think or be treated differently.

Having said all of that, my clients know a sizable chunk of Agilitea’s income gets invested in Peace Through Prosperity’s projects in marginalised and conflict affected communities in Yemen,  Pakistan and Egypt. In these countries we run mini-MBA programmes to enable marginalised communities to work their way out of poverty and become better microentrepreneurs. In 2023 we plan to expand to a new region that will need its own investment.

How often do you assess the data you pull in and address your KPIs and why?

As often as is value-adding to do so and no more.

Is tech playing a much larger part in your day-to-day running of your company?

It’s all tech! We mostly interact from behind a screen post March 2020, from contracting to collaboration, it’s all tech enabled working.

What is your attitude to your competitors?

We live in a connected and interdependent world, my competition is part of my world and at best it enables me to scale rapidly through partnerships, at worst it makes me look even better! Our competition and peers keep us sharp and creative, we learn from each other and drive disruption and innovation in industries and if we’re lucky they or we might inspire them to drive innovation and disruption in society too.

Do you have any advice for anyone starting out in business?

When launching any enterprise, commercial or social, the key question to ask is why? Why am I creating this business? Who is it for? Do they need it? Does it help people get a job done in a better, more effective way? You need to know a product will be economically sustainable.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge, and hone your focus?

My passion is social transformation, and cross pollinating what I continue to learn about enterprise transformation to enable people to transform their lives, their business, their family and communities. I focus very much on my charitable work at Peace Through Prosperity. I also have a passion for politics, and no weekend is complete without coaching my son and his team’ Titans’ in their little league soccer club!

Do you believe in the 12-week work method, or do you make much longer planning strategies? 

It’s a method based on Lean Thinking that calls for focus and creates outcomes in shorter time frames. It’s an agile approach! I am a framework agnostic agile practitioner. I believe in principles, values and experimentation with frameworks and practices.

What is essential is to develop, nurture and evolve capabilities, behaviours and ways of working that enable individuals, teams and businesses to achieve their purpose, regardless of what the future brings.

What is your company’s eco strategy?

We are a remote-first company, however we do recognise and value the need to have face to face interactions, good old styled hand shakes, high fives and hugs!  We take a value-based approach to travel, be it for clients on sites or our all-hands, and limit our footprint as much as possible.

What three things do you hope to have in place within the next 12 months?

If ‘hope’ is what we’re going for then three things we all would greatly benefit from in the next 12 months  are negotiated peace in Ukraine, Energy stability in Europe and UK rejoining the EU.

Read more:
Secrets of Success: Kubair Shirazee, Agilitea

Ensuring websites create conversion rich opportunities is just one of RapidSpike’s three core offerings

A tech entrepreneur for more than 20 years, Gav Winter has previously founded two major technology consultancies, Gav is an award-winning entrepreneur and leader, and an expert in high-growth strategy. Today he is CEO of next-generation website monitoring company, RapidSpike.

RapidSpike is a next-generation website monitoring platform revolutionising website reliability, performance, and security. As the only solution to capture these three critical aspects of website health, the result is continually optimised customer journeys, greater website resilience, and more conversions – crucial for high-volume businesses transacting online.

Gav takes time out of his busy schedule to share his secrets of success with Business Matters …

What type of businesses do you work with?

The nature of what we do means we can work with pretty much any brand that has online-critical processes – from retail, travel, and gaming to healthcare, policing, and government.

What problem does your company solve?

The web is open 24 hours a day, every day of the year and organisations need to maximise performance, reliability, accessibility, and security if they’re going to lead from the front, enhance the customer experience, and develop genuine brand loyalty.

As such, more than simply website uptime needs to be monitored for businesses to be successful online and create conversion-rich opportunities in today’s digital-first world. Customers now expect websites to perform at a more sophisticated level than ever before.

If you fail, customers will find somewhere else to fulfil what they’re looking for. In today’s world, even marginal gains of 0.1% faster speeds can represent millions of pounds of extra revenue for the UK’s largest brands.

What is your USP?

It must be the depth of data and insight we can provide. RapidSpike knows what it’s good at – and we start in our lane, but it do it really, really well. Let’s face it, websites are rich with just about every statistic under the sun, but we extract the relevant information and understand how to convert it into tangible areas for improvement.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

Underpinning the company is a sense of responsiveness. It doesn’t matter what time of day it is, how big or small the client, or the relative size of the problem, we must be responsive as people, colleagues, partners, and a platform – it’s fundamental to the success of our business.

I wouldn’t say I’ve had them challenged as such, because people join RapidSpike to help our customers do business better. It’s something we’re all incredibly passionate about, and we were all a part of outlining what it is RapidSpike stands for – which I think is important to the long-term future of our organisation.

How do you ensure that you recruit a team that reflects your company values?

For me, it’s about having a willingness to learn, a ‘can-do’ work ethic and a positive mindset. We’re incredibly honest from the very first interaction with a colleague – as we believe alignment works both ways.

An initial telephone interview acts as more of a temperature check, before we conduct the ’16 personalities test’ to see if the candidate’s personality and skills fit the role we’re looking for – as we’re keen to find differences within the team.

Only once we’re sure of a personality and skillset match would we move to an interview. Even then, we start the conversation by encouraging candidates to forget the nerves and not try to answer a question if they don’t know it – as they can learn. Instead, we’d rather spend the time figuring out if we’d both like to work alongside each other.

Are you happy to offer a hybrid working model of home/office post-covid?

We’re completely flexible. Arguably, I’d say we were ‘digital first’ with the only stipulation being that we meet, face-to-face, for collaborative sessions when needed. While there are no rules on the time spent in the office, as a team, there’s an appetite to introduce two set ‘people work’ days per week, whereby we meet somewhere as a team – be it HQ, a coffee shop, or even in a park.

Do you have any tips for managing suppliers and customers effectively?

I think it boils down to three simple but fundamental things, communication, responsiveness, and continuous improvement. Caring what other people think makes a big difference.

If you could ask one thing of the government to change for businesses what would it be?

Create a ThinkTank which brings together actual business leaders from across the UK at varying stages of their careers. Personally, I believe it would be helpful if MPs had experience in the areas they are given to manage too – it shouldn’t simply be the ‘old boys’ club’.

What is your attitude towards your competitors?

They’re a source of inspiration. You can pick up a lot from competitors, and we shouldn’t be ashamed to admit that. Not only can they feed you with ideas, but you can learn from their mistakes too.

Any thoughts on the future of your company and your dreams?

We’re very much focused on growth. Of course, we have many of the same worries as other organisations across the country, with the rising cost of doing business – but it creates an opportunity too, because people want to future-proof their digital real estate. We’re working hard to raise further investment, but for now at least, we’re sustainable as we are.

Read more:
Secrets of Success: RapidSpike CEO, Gav Winter

Employing staff in other countries is incredibly challenging, enter Teamed …

Antony Vallee founded Teamed to simplify the process of building teams – no matter where they are based in the world. Through their own legal entities and global infrastructure, they manage all HR, Compliance, Payroll, and Tax matters for remote talent anywhere in the world. Today their fully distributed team is helping businesses hire top talent across 75+ countries, empowering companies and employees to embrace the benefits and opportunities that come with global employment.

Combining automation and human expertise, they aim to provide both employees and employers with the best experience. No mean feat! Antony takes some time to share his story with Business Matters …

What type of businesses do you work with?

Businesses that put the employee at the forefront of their hiring processes choose to work with Teamed.

Imagine this: you are being relocated from the United States to Spain. You would have plenty of questions about changes in holiday allowances, sick pay, and tax. Your new contract could also mean there are alterations in your salary, notice period, and benefits — and not having someone to talk through what these changes mean for you could be incredibly frustrating and cause a damaging relationship with your employer.

At Teamed, we ensure both employees and employers are aligned, have all the information they need, and most importantly have a point of contact they can go to with any queries they may have. We onboard all new employees virtually over a conference call and will provide ongoing support throughout their employment.

By combining this service-led approach with best-of-breed technology to automate processes,  we are able to provide the best experiences for employees and employers across the globe.

What is your USP?

Teamed is democratising global employment opportunities by making it easier than ever to hire, pay and fully support a global workforce. We’re building a market-leading experience for employers and employees by combining our unique technology with human expertise.

• 100% compliant. Hire talent anywhere in the world with full compliance guaranteed.
• Speed: Hire and onboard talent within hours, not weeks.
• 100% customer retention. We’re a service-led solution you can count on.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

We’ve stayed true to our values since Teamed was founded in 2020. We have a remote, globally distributed team that works together to achieve our joint mission to enable anyone, anywhere, to access exciting career opportunities, addressing the growing demand for remote working.

Break down barriers: We act to make opportunities equally accessible, so that those with skills and ambition are not held back. Merit should be rewarded equally across boundaries.

Do what’s right: No shortcuts. No short wins. Just a solid commitment to do right by each other, and by each and every customer we serve. Because the best reputations are those that precede you.

Here today, here tomorrow: Being an owner-managed business means we’re in it for the long term. We know our success depends on being accountable, responsible and performance-obsessed.

Show backbone: We choose the courageous route to success. Sometimes that means saying no and stepping away, while staying true to our pursuit of socially responsible success. When it’s right to, we step up.

Good can always be better: Creativity is in our genes. So is the quest for constant innovation and improvement. Every day is another chance for us to be the best at what we do.

How do you ensure that you recruit a team that reflects your company values?

We hire global teams that are empowered to work when, where, and how they want. We currently employ people across 8 countries and we plan to expand our global footprint as we continue to increase our headcount in 2023.

Our values are clearly communicated to all employees and candidates and equity, diversity, and inclusion is embedded into our recruitment process.

I firmly believe that building a team that reflects the values of the company is the foundation for success, as it ensures that everyone is working towards a common goal and operating with a shared set of principles.

Are you happy to offer a hybrid working model of home/office post-covid?

One of my top priorities is empowering our employees to work in the way that best enables them to achieve optimal outcomes. I believe that when people are given the freedom and support to do their best work, amazing things can happen.

Teamed has a remote-first environment. In today’s world, more and more people are looking for flexible work arrangements that allow them to balance their professional and personal lives. By embracing a remote-first approach, we are able to attract top talent from all over the world and create a more diverse and inclusive workforce. It also allows our team members to work from wherever they feel most comfortable and productive, which can help them achieve better work-life balance and overall well-being.

Of course, we also recognise that remote work isn’t for everyone, and we have co-working resources  in place to ensure that everyone has the support and environment they need to be successful, no matter where they are located. But overall, I believe that a remote-first environment is essential for building a strong, innovative, and resilient team that can adapt to change and succeed in today’s fast-paced business world.

Do you have any tips for managing suppliers and customers effectively?

A service-led approach that is complemented by technology is at the core of everything we do. By putting the needs of our end users at the centre, we are able to create a more personalised and seamless experience that meets their unique needs and preferences.

This approach not only helps us to differentiate ourselves from our competitors, but it also leads to increased customer satisfaction and loyalty. Additionally, when we combine this service-led approach with the right technology, we are able to create even greater efficiencies and value for our customers. For example, by using automation and data analytics, we can better understand our customers’ needs and tailor our services to meet those needs in real time.

Overall, I believe that a service-led approach that is complemented by technology is essential for building strong, long-term relationships with our end users and driving the success of our company.

If you could ask one thing of the government to change for businesses what would it be?

As we transition from remote working to work-from-anywhere, we would like governments around the world to embrace the new world of working by easing the regulations around working visas and tax rules.

It is positive to see some countries with a lack of work opportunities facilitating regulations around remote working. This can bring an enormous amount of value so all their regions remain populated with employed people paying their taxes and spending locally.

What is your attitude towards your competitors?

While some of our competitors have prioritised rapid growth over everything else, we at Teamed know that this approach can come at the cost of customer satisfaction. That’s why we currently boast 100% customer retention and, as we scale, we remain laser-focused on keeping the needs and preferences of our customers front and centre.

Dealing with global payroll can be complex and it is essential that any concerns or questions are promptly and effectively addressed. Paying multiple employees in multiple currencies with different exchange rates, personalised bonuses, annual leave, and commission structures can be challenging— and are not always easily modified with the self-service model some competitors offer. By providing a service-led approach that is complemented by technology, Teamed puts the customer at the centre, so employees and employers receive the highest quality support and guidance.

By doing so, we are able to create a better, more personalised experience for our employees and employers and build strong, long-term relationships. This customer-centric approach sets us apart in the market and positions us for sustainable, long-term success.

Any thoughts on the future of your company and your dreams?

We’re changing the world of work. We believe that everyone should have access to equal career opportunities, no matter where they live. That’s why Teamed’s mission is to enable anyone, anywhere, to access the best career opportunities, addressing the growing demand for remote working.

Our recent £2.5M seed round investment will empower Teamed to accelerate the development of global operations, advance its unique technology, and fund a recruitment drive for senior roles. In addition, it will allow Teamed to continue to deliver a market-leading customer experience and keep the company on track to achieve a predicted five-fold growth in 2023.

We look forward to pushing ahead with our plans to accelerate our growth and begin executing our ambitious product roadmap to build a new, more democratic, world of work.

Read more:
Secrets of Success: Antony Vallee, Co-Founder and CEO – Teamed

Top 5 cybersecurity mistakes endangering your startup and how to resolve them

Simon Hughes – VP and General Manager for the UK arm of Cowbell, a leading cyber insurance provider for SMEs – runs through the most common cybersecurity mistakes startups make, revealing how to fix them before hackers catch on.

One of the most common misconceptions among small and medium-sized enterprises (SMEs) is that they are less vulnerable to cyberattacks than their larger counterparts. It’s a belief that most likely stems from the perception that cybercriminals primarily target high-profile organisations for larger financial gains or notoriety. However, this is not entirely true.

Granted, the likes of Microsoft, Google and other major tech companies have fallen victim to cyberattacks on multiple occasions. Google’s 2009 “Operation Aurora” cyberattacks and Microsoft’s 2017 “WannaCry” ransomware attack both come to mind. The reason they come to mind however, is not because the effects these attacks caused were any more damaging than those SMEs experience, but because of the extensive media coverage they received.

When an SME is targeted, it’s unlikely to make the news, but that doesn’t make the effects any less damaging. In fact, it’s often quite the reverse; the same events impacting an SME business – financial loss as a result of a cyber event, reputational damage, legal costs, business interruption – are all likely to be felt much more acutely by a small or medium-sized business compared to a larger and more established organisation.

Coupled with this is the likelihood that an SME organisation is spending considerably less on their IT security than a much larger organisation and therefore more likely to fall victim to a malicious cyber event in the first place. Criminal organisations are well aware of these facts too. Therefore, the key for SME businesses is to think not only about their own cyber exposure, but how they can lower the likelihood of an event happening in the first place. If an incident then does happen, it’s about ensuring effective risk transfer and access to the necessary incident response capability.

A recent case study shows that businesses whose risk factors, based on Cowbell’s proprietary risk model, were 8 points higher than the industry average have a 1% chance of suffering a cyber attack or event, while businesses whose risk factors were 7 points lower than the industry aggregate have close to a 16% chance of suffering an event. That means implementing good cyber hygiene can indeed lower the likelihood of cyber events from happening.

So just what are the most common cybersecurity mistakes SMEs make and what can they do to fix them?

Failing to implement Multifactor Authentication (MFA)

One of the biggest mistakes SMEs can make when it comes to cybersecurity is failing to implement Multifactor Authentication (MFA), also called 2-Factor Authentication (2FA).

MFA is an electronic authentication method that only grants users access to websites or software if they present two or more pieces of evidence to an authentication mechanism. This usually involves a password, push notification, and/or authentication code using an authenticator app like Google Authenticator, Okta, or similar. According to Microsoft, implementing MFA can block up to 99.9% of account compromise attacks.

The great news is that implementing MFA is easy and usually free for most commonly used software and Cloud applications (Google Drive, Zoom, payroll software, etc.), and it can usually be enforced company-wide by the software administrator. For payroll software such as QuickBooks or ADP, for example, you’d simply follow these steps:

• Step 1: Log in to your payroll software account.
• Step 2: Look for an option in your account settings or security settings related to two-factor authentication or multi-factor authentication.
• Step 3: Follow the instructions to enable MFA. This typically involves setting up a second verification method, such as receiving a code via text message or email.

Data backup complacency

Once a bad actor (an individual, group, or organisation that engages in malicious or unauthorised activities in the digital realm) gains access to a system, frequent data backups can prevent a lengthy business shutdown or costly ransomware payment; yet, many small companies still don’t back up their data regularly and properly.

To ensure an efficient backup strategy, companies should follow the 3-2-1 rule:

• Ensure that you have three copies of your data (your production data and two backup copies),
• on two different media (disk and tape)
• with one copy off-site and entirely segregated from the rest (meaning offline, using a hard drive or in the cloud) for disaster recovery.

Allowing employees to use public wifi without a virtual private network

Many companies allow at least partial remote work for their employees, which can present an increased risk of exposure if virtual private networks (VPNs) aren’t put into place. A VPN creates a secure connection between a computing device and a network, or two networks, and is necessary when using public Wifi. Without a VPN, bad actors can gain access to your device or network through the shared Wifi.

Public Wifi is any Wifi that a large group of people has access to, for example, in cafes, airports, or hotels. Non-password-protected Wifi is the most dangerous, but even password-protected Wifi should only be accessed using a VPN, if the password is easy to obtain.

Luckily, there are many VPN providers available, and implementation can be done company-wide by an administrator. A couple of examples include:

• ExpressVPN, which offers a high level of security with strong encryption, a strict no-logs policy, and a wide range of server locations. It has user-friendly apps for various platforms, making it easy for employees to install and use, and works on Windows, macOS, iOS, Android, Linux, and even routers. ExpressVPN allows businesses to set up VPN protection for their entire workforce through a business-specific plan.

• NordVPN is another great example. Its advanced security features include Double VPN, Onion Over VPN, and CyberSec, which blocks malicious websites. It boasts a large server network spanning multiple countries, ensuring good connection speeds and like ExpressVPN, offers user-friendly apps for various devices, making it accessible for all employees.

No incident response plan

Due to the misconception that smaller businesses don’t get targeted by bad actors, many do not have a plan in place on how to behave if their company does fall victim to an incident. An Incident Response Plan (IRP) is a detailed plan that goes over all the actions to take when companies experience an incident, and it should be put in place before ever falling victim, as well as revisited and updated at least yearly.

The goal of an IRP is to give businesses peace of mind that they are prepared for an incident. They will know exactly what they need to do if such an event occurs, which will ultimately help to reduce the time and money it takes to get business back up and running. It’s worth noting that a good quality cyber insurance provider will offer assistance in creating an IRP, tailored to your business, along with various other risk management tools and services that can help bolster security and awareness.

Standalone cyber insurance policy

Many small businesses are still under the dangerous assumption that standalone cyber insurance policies (specialised insurance products designed to provide comprehensive coverage for a business against various cyber-related risks and liabilities) are only necessary for large enterprises. However, more than half (54%) of SMEs in the UK have experienced some form of cyberattack in 2022, up from 39% in 2020, according to a recent Vodafone study.

For those businesses that attempt to bundle cyber coverage into their general business insurance policies instead, several challenges can arise from what is often a one-size-fits-all policy that fails to consider the unique cyber risks faced by individual SMEs. If you fall victim, these may include insufficient financial protection and risk transfer, delayed claims processing, and an inability to provide you with the necessary technical assistance and incident response capability that your business needs during a cyber event.

Additionally, many good quality cyber insurance providers offer risk management services without any extra charge as part of your policy. This can include cyber risk assessment services, educational material, and templates for things like Incident Response Plans and Disaster Recovery Plans, just to name a few.

Right now, not only are many SMEs unprepared for the effects of a cyber incident – 90% of SMEs that experienced a serious incident say the cyberattack costs them more than they thought it would – but cybercriminals are increasingly targeting SMEs over larger firms for a number of reasons. They typically have less robust cybersecurity measures in place, it’s a target-rich environment (there are 5.5 million SMEs in the UK) and their resources are limited – all of which make them easier targets.

With the cyber landscape evolving on a daily basis, there is no better time than now for SMEs to take the opportunity to improve their cyber security posture and prioritise their cyber resilience. With the right planning, preparedness and cyber risk transfer in place, the severity of cyber incidents can be dramatically decreased; an approach that is undoubtedly far more cost-effective than dealing with the aftermath of a cyber incident without help.

Read more:
Set aside 5 minutes to check these 5 cybersecurity mistakes and secure your business

Waste is a hot topic right now as companies battle to reach their ESG commitment

Enter UNTHA UK; working to supply innovative solutions to help the country’s waste operators effectively deal with some of the most complex material streams – spanning metals, plastics, and waste wood, to waste electrical and electronic equipment (WEEE), mattresses, tyres, municipal solid waste (MSW), and more. Once shredded, the resulting material can usually be reused, remanufactured, recycled, or sent for energy recovery.

Their aim is to promote a circular economy and encourage the ‘reduce, reuse, recycle’ mantra within the UK, but to also equip the country’s waste operators with the machinery and expertise to help make this a reality.

With a 25-year career working with technically complex capital equipment and being been involved in multi-million-pound blue-chip engineering projects around the world, Marcus Brew, MD at UNTHA UK for over ten years, shares some of his Secrets of Success with Business Matters.

What products or services do you provide?

UNTHA UK – part of Austrian-headquartered UNTHA Shredding Technology – is a globally renowned industrial waste shredder specialist.

We’re committed to getting to the heart of the UK’s waste agenda – delivering technology and advice that sees the UK satisfy stringent environmental targets. We help to facilitate a more circular economy for the country’s waste – maximising its resource potential – and ensure our clients achieve the greatest return on investment from their waste shredders.

What type of businesses do you work with?

We work with waste operators, recyclers, original equipment manufacturers (OEMs), production facilities and other environmental innovators across many sectors.

These organisations typically produce and/or handle ‘waste’ materials including – but not limited to – such as WEEE (redundant electrical equipment), MSW (aka general waste), bulky (everything from carpets, tyres, and mattresses to large domestic appliances), plastics, metals, hazardous (batteries and hospital waste), organic, confidential, waste wood, and many more!

What is your USP?

We are known throughout the world as ‘the reliable brand’. We’ve been around for over 50 years – and we’re proud to hold one of the most prestigious shredding heritages in the waste and recycling industry.

Also, for us, it’s never solely about the initial machine sale – we also truly care about our customers’ ongoing profitability. In the machinery industry, suppliers’ focus is often on the order and little else, but we’re as much an aftercare and aftersales brand as we are the manufacturer of the machines.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

Of course, there are many, but for us, innovation – in the truest sense – is a core part of our company values. It’s a word that’s often overused, but when it comes to life at UNTHA UK, we’re so close to customers and industry that we’re constantly working to understand which challenges the sector needs our help to solve – and how engineering by design can help. Our commitment to innovation means that materials which have previously been considered uneconomical to shred, can now be handled with ease and without costing the earth.

Also, we genuinely care about and are respectful of one another and our customers. This is a key principle of teamwork, which should be a given, but in many companies isn’t. This sees our colleagues committed to our customers for the long-term, being that true partner long after the initial sale.

How do you ensure that you recruit a team that reflects your company values?

From experienced engineers and shredding experts to those just starting out in their careers, we’re always keen to hear from people who are passionate about environmental projects, and this shines through in our recruitment process.

It’s not always about recruiting people from industry, however, it’s also important to find colleagues with the right core skills, values, mindset, and approach – who have the integrity and passion to uphold what UNTHA stands for. This means that we are willing to take a chance on employees, even if they don’t have the sector experience, as a lot of this can be taught – honesty and a strong moral compass can’t.

Are you happy to offer a hybrid working model of home/office post-covid?

Absolutely. The nature of UNTHA’s customer-facing business model means we’ve always adopted hybrid working – long before the pandemic.

We have clients in all corners of the UK and overseas, so it’s not a typical 9-5 job. Our sales colleagues are regularly out in the field, engineers are on the road daily, and our aftersales team works collaboratively with customers to deliver everything from operator training to ongoing shredder optimisation packages on client sites. Colleagues do also work from home, but hybridity is considered ‘business as usual’ for our team.

Earlier in 2022, we were acknowledged in the Digital Enterprise Top 100’s Top 10 performers – awarded ‘Leading Light’ status. We were granted the prestige due to our deeply ingrained technology infrastructure that runs throughout the company – allowing us to work in multiple locations with ease and remain ultra-connected to both staff and customers, regardless of location.

Do you have any tips for managing suppliers and customers effectively?

There are many tips but, ultimately, it comes down to being a decent human being – treating others how you would wish to be treated, having open communications at the earliest opportunity, and sticking to what you say you’re going to do as best you can. It sounds simple, but so many brands fall down in these areas.

Any finance or cash-flow tips for new businesses starting out?

We believe that all organisations – no matter their size – should have access to the most innovative and ROI-driven equipment. In its early stages, a company may struggle to raise the capital needed for such machinery, and our advice is to partner with a manufacturer that both understands this and offers support.

We offer a range of UNTHA Finance options that are tailored to meet the needs and objectives of the individual waste and recycling business – enabling positive outcomes not only for the firm but the UK’s wider waste management agenda too.

If you could ask one thing of the government to change for businesses what would it be?

Omit the unnecessary red tape. While legislation and targets are, of course, important – helping to drive innovation – what is often restrictive is overly laborious paperwork and rules that perhaps aren’t aligned with the wider agenda of making progress.

What is your attitude towards your competitors?

At UNTHA, we have a rich and well-respected heritage. While it’s not uncommon in competitive markets for it to be ‘dog eat dog’, this isn’t an approach we get involved in. We don’t partake in price wars, treat competitors and the wider industry with respect, and don’t go chasing after other companies’ business – there are enough opportunities out there for everyone, and we know where we can add value and what we’re good at. We try to always keep one step ahead of competitors too, by keeping in touch with customer and market requirements. And even though we have a well-established heritage, we never rest on our laurels or let innovation slip.

We’re constantly looking through a future-focused lens, at not only which new materials we can help customers shred, but how they can shred smarter with reduced energy costs, less maintenance and wear, and higher uptime and throughputs, too.

Any thoughts on the future of your company and your dreams?

We will certainly continue being visionary – pushing the boundaries of innovation and quality to meet clients’ ever-evolving industrial waste shredding requirements. We’ve created many effective processing solutions for materials that have previously been overlooked for their resource potential – due to being deemed too much of a headache to process – and this is something that will forever be in our DNA as a business.

Furthermore, it’s also vital for us to maintain our service levels. These can often slip when a company grows at pace and economic pressures ramp up, but it’s a non-negotiable to keep our eye on the ball.

Our unwavering commitment to upholding our professionalism extends across the entire organisation. We recently passed the rigorous on-site ISO recertification process for three standards – quality, environmental, and occupational health and safety. For us, this isn’t solely a tick-box exercise – they truly underpin our management system, which allows us to maintain standards across every department. And this will continue to be important as we grow.

Read more:
Secrets of Success: Marcus Brew, MD at UNTHA UK

Facilitating payments remains a bottleneck for firms, we find out why …

Almost three quarters (73%) of legal professionals are concerned about the risks and time costs associated with holding client funds, according to a new report from B2B payments business Shieldpay.

The Time is Money: Counting the cost of client money management report comes amid the introduction of new fining powers for the Solictor’s Regulation Authority (SRA) last year. It surveyed 100 legal professionals at the UK’s Top 100 firms on their approach to client accounts.

More than two fifths (42%) of respondents stated the most time-intensive aspect of handling client funds and managing payments is due diligence. This is supported by 40% of respondents reporting that Know Your Customer (KYC) collection and verification takes two to three working days.

Due diligence is costing too much time

Meanwhile, for a third (32%) of lawyers surveyed, this process takes four to nine working days. The larger the deal size the less likely these checks can be completed within 24 hours, with lawyers at firms with an average deal size of £50-100m most likely to say checks take two to three weeks.

Andrew Hawkins, CEO UK & Europe at Shieldpay, said: ‘Our research demonstrates that managing payments on behalf of clients represents a sizeable administrative and financial risk burden for UK law firms. Not only does this perpetuate the use of manual, inefficient processes which makes the lives of top legal talent harder, but it starves firms of critical resource and partner time which could be better spent on higher value, billable tasks.’

The report also highlights a generational divide on attitudes toward risk. Nine in ten junior law professionals are concerned about the risks of client accounts. They’re also over 1.5 times as likely as senior colleagues to cite regulatory risk as the most challenging aspect of managing client funds.

75% of UK law firms have experienced a cyber attack in the last 12 months, with phishing emails and impersonation scams amongst the most common types of attack.

Over 75% of cybercrime reports were related to client accounts indicating that law firms are at higher risk due to the handling of client monies.

With high case loads can lawyers cope with cashflow issues as well?

The top challenge cited by junior respondents, however, was the cost of facilitating transactions and the associated administration fees (32%), whereas senior lawyers are most concerned about the complexity of international cross-border transactions with multiple currencies (33%).

Andrew continued: ’90% of junior law professionals are concerned. It makes sense that junior law professionals are more concerned about risks and time costs – at the coal face of transactions, with fewer years of industry experience and the pressure associated with less senior positions, junior law professionals are more embroiled in client fund complexity. But it’s an issue to take seriously as the industry seeks to tackle widespread junior lawyer burnout’.

Do the benefits outweigh the risks?

Despite these challenges, many law firms are still choosing to manage payments internally, with over a quarter (26%) doing so directly using a client account. Meanwhile, 28% said that while their firm is mindful of handling client money, they believe the benefits outweigh the risks for most transactions.

But the tide is shifting as nearly half (49%) of top law firms in the UK now report that they outsource their client account function to a paying agent or escrow provider (25%) or engage with a banking partner (24%). The remaining 25% say their clients handle payments directly.

‘The legal sector is increasingly recognising the benefits of using third-party managed accounts to liberate their teams and grow their revenue – all while increasing client satisfaction and improving their operational efficiency,’

Hawkins adds. ‘Time is money. But with new digital solutions dedicated to supporting complex transactions, such as litigation payments and M&A transactions client money management no longer needs to come at a heavy cost to law firms.’

Firms are also more aware of the regulatory and compliance concerns that come with client money management, with over a third (36%) implementing rules on the types of transactions they facilitate.

Read more:
Are the risks associated with holding client funds too much for lawyers?

As online sales continue to rise, businesses must sharpen customer online experience to ensure retention

When taking their small business digital, retailers need to invest in a tech stack that’ll be able to support the business’s needs in order to run smoothly. However, factors such as cost or the size of their company mean they’re often unable to access the resources they need to develop alongside their competitors.

This can set SMEs back and ultimately means they lose out on the valuable insights that would allow them to develop the way they service customers online. So, what should retailers be taking note of in the next 12 months when it comes to growing their business? And more importantly, what will they miss out on if they don’t develop the way they do business? Business Matters spends some time with Jonathan Newman, CEO at Motive, to delve into the issue further and find out how online SMEs can turn the situation around …

It’s all about the customer experience

While the integration of tech with traditional practices has created a whole new experience for customers, there are elements of in-person experiences that could be better replicated online. Take the merging of eCommerce within the retail industry. When shopping in person, you are usually met by a helpful shop assistant, who helps you navigate a well-presented store with well-organised products on display, and clear direction on how to find what you’re looking for.

However, the online retail experience can sometimes feel like a downgrade, despite it sometimes being the only option available to customers. Customers often click through page after page trying to sift through the vast options available, before giving up feeling overwhelmed and frustrated that they were unable to have a pleasant shopping experience. One solution SMEs often overlook is the power of Search. 69% of shoppers use the search bar while they shop, meaning SMEs can risk missing out on catering to the majority of their customers if they don’t have an enhanced onsite Search experience.

This is the functionality that allows a customer to use keywords to find products within the eCommerce shop’s product catalogue. If you think about well known brands such as ZARA, or a supermarket such as Tesco, what do they all have in common? Impeccable search results. The success that these brands see is no coincidence. A significant majority (68%) of customers would refrain from revisiting a website that offers an unsatisfactory search experience. Onsite search is an extension of in-person browsing, and should be a critical priority for SMEs who want to see an improved customer experience. Thanks to filters for price, size, colour, and many more categories, customers can see tailored recommendations to products they’re looking for, including products they hadn’t considered previously.   

According to a Forrester report, 43% of customers go directly to the onsite search function upon entering a website. By implementing a specialised eCommerce onsite search engine, you are able to provide customers with relevant search results instantly. This will not only give you a competitive edge, but separate your site from those that complicate the shopping process with the hassle of needless trial-and-error. For example, Mundoalfombra, one of Spain’s largest online rug brands, recently increased its mobile search rate by 400% and reduced shopper bounce rate in its mobile search by 500%.  It did this by acknowledging that many of its customers started their search on mobile, and investing in an eCommerce Search platform that was intuitive and mobile-intuitive, meaning customers had a much smoother experience.

Search and discovery are like trusted companions that uncover hidden treasures and reveal valuable insights. They help businesses understand shopper demand, identify trends, and make informed decisions. They compliment each other well, with Search supporting the finding of specific things that the customer knows they are looking for, and the Discovery element using the menu and navigation elements to see what else is available to them.

Investing in enhancing onsite search can create significant benefits to a company’s bottom line. These tools can help SMEs tailor the shopping experience to customers accordingly, creating an increase in sales and a continued build of customer trust and loyalty.

What’s happening in the sector right now?

With the digital age came a seismic shift in the way consumers shop and interact with businesses, and the rise of eCommerce, social media, and mobile technology has only amplified this. Unfortunately, many small retailers venturing into the eCommerce space for the first time may lack the resources and expertise to keep up, resulting in missed opportunities and decreased customer engagement. Crucially, the COVID-19 pandemic has created one of the biggest disruptions to the retail industry ever seen, forcing SMEs to pivot their business models and adapt to new ways of operating.

The rise of eCommerce will only continue, and onsite search is a critical tool for businesses seeking to enhance their website’s performance, cultivate tailored user experience, and effectively engage with customers. By harnessing the capabilities of search, retailers can significantly improve the discoverability of their products, align consumer needs and intent with the most suitable offerings, boost conversion rates, drive sales growth, and increase customer satisfaction.

The long grass: achieving sustainable growth

Effective use of search and discovery can improve the customer experience and build trust without compromising privacy. According to the Next in Personalization Report by McKinsey, 78% of consumers are more likely to make repeat purchases from companies that can provide personalisation. But what is personalisation? Increasingly, the consumer expectation is that shopping experiences are personalised based on an understanding of the intent and context of the current shopping session much like they expect in a physical store.

SMEs can also achieve these results by harnessing a hybrid semantic search and keyword search approach. By employing this strategy, businesses can create search results that are finely tuned to adapt and optimise based on the intent expressed by shoppers during their browsing sessions. This approach emphasises understanding the context and meaning behind search queries, rather than relying on personal data collected from various sources. In doing so, SMEs can deliver tailored and highly relevant results, ensuring a personalised shopping experience without compromising user privacy. Shopping experiences based on this approach allow SMEs to match their expert product knowledge with the real and current intent of the shopper.

It’s time…

It all comes down to understanding the value of search and knowing the best way to utilise insights in order to achieve the long-term business goal of growth, and ultimately, success. This is done by elevating the customer’s experience online and nurturing returning customers by consistently offering a relevant and helpful experience.

With technology, retailers are able to stay one step ahead of their competitors. Those willing to embrace the power of search will be the ones reaping the rewards with consistent business growth, whilst others inevitably follow in their footsteps, albeit five paces behind the ones who decide now is the time to take it to the next level.

Read more:
SMEs need to place user experience at the heart of their digital strategy

More than half of banking customers say banks are unsupportive prompting need for change

Do you feel misunderstood by your bank? You’re not alone. Research with 2000 UK adults, released today shows that banking customers are feeling alone and confused about their finances at a time of economic uncertainty for many. The research commissioned by experience services business – Foolproof, a Zensar company, demonstrates the need for the FCA’s Consumer Duty principle which will be implemented next week.

Off the back of this research, Foolproof financial services experts encourage banks and financial providers to consider the term ‘vulnerable customer’ carefully and urges them to ensure they are offering services that are clearly worded, informative and supportive. The firm believes that the combination of lack of financial comprehension and the continued squeeze on household incomes may see many previously solvent Brits in danger of falling into the ‘vulnerable’ category.

The Consumer Duty rules indicate that firms should equip customers with “the right information to make effective, timely, and properly informed decisions.” This is one of a few outcomes where banks are perceived to be falling short according to Foolproof’s research which showed:

Perceived lack of support from banks:

58% of customers are unsure if, or do not feel, that their bank is supportive. This could be related to issues with customer service, lack of personalised assistance or inadequate communication. Banks must work to improve their customer support and engagement to build stronger relationships with their customers.

Difficulty understanding Terms and Conditions:

1 in 4 customers find it hard to understand the terms and conditions of their banking products. This highlights the need for banks and other financial providers to simplify their T&Cs and use more accessible language to improve transparency and customer comprehension, particularly in relation to big ticket items like loans, mortgages and other credit products.

Lack of clarity in financial language:

20% of customers do not understand the language used to describe financial products. Banks should make an effort to communicate in plain language, avoid jargon, and provide educational resources to help customers better understand financial terminology and what might best serve their needs.

Limited support for vulnerable people:

18% of customers think banks do not do a job of serving vulnerable, elderly or disabled customers. This indicates an awareness of an underserved group and that more could be done through accessible technologies and designing for all rather than the average experience.

Need for improved financial literacy:

Almost half (44%) of customers believe that banks could do more to help them understand their money better. This underscores the importance of financial education initiatives by banks to empower customers with the knowledge and tools to make informed financial decisions and to grow their wealth.

Low customer trust in banks to provide help needed:

26% of customers believe banks do not care about helping customers come out of debt and believe that it is in their interest not to. This could indicate a brand perception problem and one that needs addressing through clear communication and increased support of vulnerable or indebted customers.

Anup Rege, Chief Business Officer, Foolproof, a Zensar company said: “Consumer Duty talks much about protecting vulnerable customers. However the term vulnerable, with regards to finance, has the danger of being misconstrued as being a smaller group of people than could actually be the case. Anyone seriously worried about their finances should be considered in this category and financial services businesses will need to think about what services can be created to support them. The spirit of Consumer Duty is in embodying that lives change and that some financial products stay with people across significant changes in their life, and this broader definition is incredibly important in the present moment.

Addressing these concerns and aligning with customer needs will be a priority for banks as Consumer Duty regulations come into effect combined with a financial environment that many aren’t used to living in. By improving transparency, simplifying language, enhancing customer support, and investing in financial literacy programs, banks can build stronger relationships with their customers and provide better, more personalised services that will pay back these short-term investments in the long term many times over.

That said, whilst Consumer Duty is welcomed in terms of providing more transparency, it will only really help existing customers. To address the needs of the unbanked population, additional targeted initiatives and policies are required. These may include efforts to improve financial literacy and digital access, expanding access to basic banking services through community banks or credit unions, and fostering the development of more inclusive financial products designed for those with limited resources and financial experience.”

Read more:
New research indicates bank jargon could be fuelling financial vulnerability

Alleviating loneliness and connecting the elderly to carers quickly in their area is now possible

Lots of us live further away from our elderly parents and are not able to ‘pop in’ as often. Looking to fill that gap and prvent loneliness and worry on eithr side, Verity Batchelor has filled the gap with her platform: Good Life Sorted.

What is your USP?

We have used tech to create a unique platform that connects elderly, vulnerable people with Helpers in their area. We vet and train those Helpers, who then provide company and support to the customer. It’s not medical care or personal care, it’s helping with household tasks like shopping and light chores – providing companionship and support.

What is the main problem you solve for your customers?

We alleviate loneliness, helping older or vulnerable people stay in their own homes longer.

What made you start your business – did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill?

My co-founder Constantine’s grandmother was able to live independently, in her own home in a small Greek village, well into her late 90’s – thanks to neighbours popping in on a daily basis. We recognised that this is not always the case for people in the UK and that there was a genuine need to provide support that was not personal care but more about mental health: simply chatting, providing support, taking someone out for a walk, helping with things around the house.

What are Good Life Sorted’s brand values?

Empowerment, Reassurance, Respect, A bespoke approach, Positive energy.

Do your values define your decision-making process?

Yes, absolutely. At every stage of the business, we come back to these values to ensure that the people we hire, the training we provide, the tech we develop, delivers on them.

Is team culture integral to Good Life Sorted?

Yes, especially as our ‘team’ is dotted all over the place: we operate in several regions and the Helpers, once set up with their own profiles on the site, are self-employed – they set up their own hours and pay. They do still need support and to embody the Good Life Sorted values and standards.

If team culture is integral to your business, what do you do to go the extra mile to show your team you appreciate them?

It’s mostly that support – both online and in person. The Helpers have chosen to do this role because they want to make a positive difference in their community, as well as earning an income and working with flexibility. However they still need support, so we provide a very thorough onboarding process, regular training opportunities and face to face get togethers so that they can provide support to one another. This is an emotive business, the Helpers are naturally caring people (that’s why they do it), and they do get close to their customers.

In terms of your messaging, do you think you talk directly to your consumers in a clear fashion?

Yes. This is vital – we are a tech business but our customers are not always tech-savvy, so we keep the platform simple, easy to use and focused, being clear on our offering without being patronising. The Helpers all use an app which again is very clear and has been designed as simple to use – mostly because we don’t want this to take up too much time, it’s all about efficiency and enabling the Helpers to spend more time with their customers.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

The Helpers set their own hourly rates, so they are in charge of their income. Many of them have maintained the same rates, but some have increased them a little to cover rising travel costs.

How often do you assess the data you pull in and address your KPIs and why?

All the time – we’re a data driven business. The data is assessed weekly and if needed, our tactics are adapted to maximise every opportunity.

Is tech playing a much larger part in your day-to-day running of your company?

It’s always been the largest part of it! Constantine and I met at Amazon, we both come from tech backgrounds and our goal has always been to use tech to solve a human problem.

What is your attitude to your competitors?

We don’t really have any direct competitors as we’re inventing a new category. Our model is quite unique in that we are not providing medical or personal care, but instead companionship and support provided by local Helpers. Of course, anyone else working in the care industry is given our full respect. It’s an emotive and important area.

Do you have any advice for anyone starting out in business?

Don’t be afraid. Not everyone will love your idea, but if you feel it’s a good one, go for it and don’t be put off by the people who cannot see your vision. Go for it!

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

I’m not the lead decision maker, I share that pleasure with my co-founder Constantine – I’d recommend that approach to anyone, as if you find the right person to set up with, it is a joy: you bring together your different skills, outlooks and provide each other with support from the get-go. But of course, I still need to recharge and refocus! I spend time with my family, I love travel and I’ve just started Yoga which I love.

Do you believe in the 12 week work method or do you make much longer planning strategies? 

We use strategies of varying length – cycles vary according to what you are planning. We have a long-term plan, a three-year vision, then monthly and weekly planners.  As a nimble digital business, we need to flex a lot. Individuals in the team are responsible for their own planning and we encourage that autonomy.

What is your company’s eco strategy?

We don’t come into the office unless needed for meetings and the tech has been created to connect our Helpers to customers near them, in order to reduce travel as much as possible. The very nature of our business is all about being local.

What three things do you hope to have in place within the next 12 months?

We want to grow into other regions – we are mostly in the Southeast at the moment, so we want to expand rapidly across the UK as there is a real need for our provision and we are being approached by families and social workers all the time. We’re going to invest in new tech, develop the platform further and use the data even more effectively. Finally, we’d like to raise awareness of our customers’ needs more. Loneliness is a huge issue in our country and our elderly deserve a bit better. There are more than 2 million people in England over the age of 75 living alone, according to Age UK – and having someone local who can be relied upon is vital.

Read more:
Secrets of Success: Verity Batchelder, co-founder, Good Life Sorted

Recognition is given for the important work of rewarding nationwide SMEs

In only their second year, the Business Champion Awards, from Capital Business Media, have been nominated and are finalists in the Best New Awards Event category at the 2023 Awards Awards.

A gargantuan amount of work goes into the awards programme, which unlike other awards, runs year around, promoting the previous winners and sharing behind the scenes stories and events to help collaborations occur between the finalists.

Awards founder and director Richard Alvin said:

‘It’s so worthwhile. SMEs make up 99% of the businesses in the UK, the revenue they bring in for the country, the staff they employ, the innovation they push forwards, all needs to be heralded and rewarded. We set up the Business Champion Awards to shine a light on all of the entrepreneurs who put their hopes and dreams into the world and work so hard to bring them to life.’

The Business Champion awards saw just under 1000 entries in its second year. Advertisements across the country in national and local press spread the message of positivity for all manner of businesses to enter. Topped off with a collaboration with Sky TV to promote the message of positivity and recognition from every angle. However there was another value felt by the team which added a crucial level to every part of the awards process and grand finale – sustainability.

Richard continued:

‘When we first set out to create a planet-friendly awards programme many people told us that it would be impossible. Yet we knew with all of the eco innovation across the nation right now that there would be a way, however tricky it might be to source, to bring our vision to life and we couldn’t be more proud of our partners and suppliers who shared our ethos and vision and assisted to make it possible.’

Borne out of frustration for the older ways of running awards programmes, and being well versed in the running of awards ceremonies and structures from previous experience, the Business Champion Awards stand out for a variety of forward thinking reasons, all of which benefit business owners applying and the eco-system of our planet:

– Normally finalists have to travel to London to present to judges which costs a large amount of budget and also takes key members of the team away from the business costing the business in other ways

– The Business Champion Awards programme actually runs for the entire year, not just the finale evening. The benefit of this means that the finalists, judges and the sponsors are all featured throughout the year in ongoing press and marketing.

Everyone entering the Business Champion Awards can relax in the knowledge that the awards are sustainable. From being held in the award winning Canary Wharf green zone, to only working with suppliers who have tracked their supply chains and processes to ensure that they are working in a circular fashion, to any surplus food being donated to the homeless after the event.

– It was the vision of Queen Elizabeth II to replenish trees across the country and to honour her wishes, each winner of an award has received trees planted in their rsepective county in her honour.

– Each of the winner trophies have been hand crafted in Wales in a sustainable manner

A celebration of nationwide talent at the Business Champion Awards

On the eve of the grand finale, award winners were announced in a glittering celebration ceremony held in the eco event space: The East Wintergardens. The nation’s favourite broadcaster, Huw Edwards returned to host and preset the award alongside the Business Champion Awards’ judges, all of whom are esteemed and highly respected business owners and entrepreneurs in their own right.

‘I think in this moment in time, the whole team feels the exact same way that all of our own finalists must have felt when they found out the news that they had made it that far in the process. We are all thrilled and completely proud to have got this far. Bringing an awards programme together each year is a gargantuan amount of work across a huge amount of people. I’m so proud of my team to bring the vision to life.’

Read more:
Business Champion Awards is a finalist in the Awards Awards 2023

As organisations put higher pressure on social housing reform, innovative companies are highlighting solutions ready for Councils to employ.

More Housing’s The Parker is one of three contenders shaking up the industry as a whole, vying for top place at the MMC Awards 2023. Nominated for the ‘Project of the Year: Showcasing the Use of MMC in a Domestic Project’.

Showcased at BRE Science Park, internationally renowned for showcasing the latest progressive designs of MMC, sustainable research and innovation in the built environment. The Parker, More Housing’s unique design is gaining recognition for its eco-friendly, mental health aware, turnkey solution for the homelessness crisis, social housing and net zero goals.

The Homes England ‘Affordable Homes Programme’ mandates that 25% of all new social housing homes will have to be constructed using MMC.

The MMC Awards 2023 finale comes one week after the nation took note of the issues of social housing at the annual Offsite Show. Representatives from various industry participants and stake holders from top housing associations, Homes England, Department for Levelling Up, Housing and Communities, Offsite Alliance, Building Better and others spoke passionately on the benefits and considerations to be taken into account when using MMC and how the MMC industry can provide high quality, sustainable offsite homes to benefit communities.

Mr Hossain, Operations Executive for More Housing said:

‘The award nomination has really been a massive boost of positivity for our work. As MMC becomes better understood, the high standards of manufacture used by More Housing, which rank at an exceptionally high PMV (pre manufactured value) sets a bar for the industry to follow.

‘We’re very proud to be nominated for the award which places us within the top three across the entire UK. It’s giving the whole MMC industry the countrywide exposure that it needs to be recognised as a longterm turnkey solution for Councils keen to be seen to be proactive in their plans for social housing and net zero 2030 goals.

‘Hearing the conversations and questions asked at the recent Offsite Show event, was encouraging. It showed that people’s understanding of MMC and how it works.

‘There’s an assumption that MMC is cheaper because it’s made in a factory. Whereas this is not the case. MMC results in a higher quality home so it is not going to be cheaper initially, but if the design of the building is intelligent, over the cost of the entire life span of the product, it becomes the cheaper option over time. MMC is also incredibly fast. We can deploy units anywhere within the country within a few months of ordering.’

Here’s the quick low down on MMC for Business Matters readers’ not au fait with the term:

MMC stands for Modern Methods of Construction. It means that some or the majority of a property can be constructed within the walls of regulated factory settings and supplied either in panels or completely constructed and ready to be lived in – the latter is known as volumetric and that’s what More Housing specialise in, hence the speed to deliver solutions for social housing.

How is MMC good for the environment?

• It reduces wastage as each material can be measured and used correctly first time round.
• Materials are recyclable or reusable
• Sound and dust pollution on and in the area surrounding the site is massively reduced due to being contained in the factory
• MMC supports the design of smart homes. For example, More Housing’s all electric design, supported by solar panels and the latest battery storage systems and MVHR system with air filters work hand in hand with their unique volumetric MMC design to retain heat and manage airflow.

Future proofing to enable long term planning

Thousands of people are currently in temporary housing in need of a home.

‘We know that social housing, executed on a high level within a county by county plan is the most powerful tool for building communities and inspiring people to rebuild their lives and get back into work. Re-starting lives requires entire support systems and we’re glad to be in a position now where Government officials are asking the right questions and pushing plans forwards with MMC.

‘Yes a win would be a wonderful compliment to our team and that of our manufacturing partner, Integra. However even the nomination alone proves that our work is worthwhile and boosts awareness of the efforts being made to create solutions using high grade MMC for councils across the country.’

Read more:
Social housing reform sees MMC industry respond with award winning concepts 

Everyone is paid the same amount at Tandem and it works. Intrigued?

Tandem Collective is a community-led marketing agency, specialising in campaigns for the book publishing and film industries. They work closely with book, film and TV lovers on Instagram and TikTok to create immersive, unique content which is delivered directly into the communities that others are trying to reach.

Founder, Naomi Bacon takes some time from her busy schedule to share her journey in the hope that will inspire Business Matters’ readers …

What are Tandem’s USPs?

Most marketing agencies talk about being experts in community growth but they don’t have their own community around them, which feels disingenuous. We have built our entire offering around putting the community first, delivering what they want and need.

Our flat structure has made the headlines; we are all paid the same, including me. For me, the true meaning of inclusivity is that everyone is valued equally; we all have different skill sets and we are all of value. This promotes loyalty and roots out people that are self-serving or competitive in the wrong ways – that’s not what Tandem is. We are all ambitious and driven, but that’s channeled into our work rather than individual status or comparison within the company.

I recruit people without specific marketing experience; I don’t want them bringing learned behaviours from the industry, good or bad, because my team – who come from a huge variety of different professional and life backgrounds – have such a sense of multiperspectivity. They all love books, that’s how we found each other, and we operate as a hive mind – nobody owns an idea, we form them together, and that collective of different perspectives is what produces our creative and fresh ideas.

What is the main problem Tandem solves for your customers?

Resource – There simply wasn’t an agency serving the publishing industry.

Having been in-house, I was trying to work with mismatched budgets and agencies delivering proposals which weren’t relevant or right for the publishing industry. We are the only company offering this kind of service to the publishing industry, which is why we are growing so quickly globally, and we pride ourselves on offering an affordable option which understands the resource restrictions and the community to which we are marketing. Clients often comment on the creativity and enthusiasm of our team- they almost seem surprised!

What made you start Tandem? – did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill?

I found 9-5 corporate structure difficult in so many ways – I’m up at 5am, I like to be active and get going in the mornings, not wait until 9am. I found the rigidity very claustrophobic, and that impacted negatively upon my creativity. I also had serious family issues which needed my attention and energy, and it was not possible to juggle and progress within a corporate job while giving those issues the attention they needed. When I set up on my own, I didn’t have to go anywhere, I could still do the work I love to a high standard but I could also be present with the people I love and be there for them.

That filters down now to the whole team- life happens and we all have the space, flexibility and support to navigate that while still doing our best work. Of course we are all going to be more creative and do better work if we can go for walks, hike up mountains, hang out on the beach, spend time with our families. I don’t have to answer to anyone’s stuctures of what a work day should look like; we enjoy an incredible balance.

What are your brand values?

Courage, compassion and connection.

Courage is not about not having fear, it’s about how you deal with that fear. Starting the business was a courageous act – the most terrifying and most rewarding thing I’ve ever done – and it’s the same with every new campaign. We take leaps and we trust ourselves to do so.

Compassion – understanding that everyone is an individual, work is not a be all and end all, but that it can bring so much joy. Our team is diverse – people from all walks of life, with neurodiversity, health conditions, disabilities, differing family situations, our own challenges. And that leads me to our final value; connection.

Our connection with clients, community and team members is everything; it has to be meaningful and genuine. I wanted to create a team that would feel like a found family, and I have. We genuinely love each other and don’t have to perform or wear professional masks around each other. We treat our clients like human beings – we don’t do ‘super corporate’ – we want them to enjoy and have fun working with us, and that builds respect too; we don’t mistreat each other.

Do your values define your decision-making process?

Absolutely. They’re in everything I do.

Is team culture integral to your business?

It’s everything. We run a yearly retreat in Italy, we get together for Christmas, we travel to co-work with each other – as a fully remote team it’s crucial to have meaningful, in-person connection whenever we can. There’s no forced fun, just genuine downtime together – relaxing on the beach, eating gelato, reading together, having a laugh. We have a zero-alcohol policy at all our gatherings. We have people in recovery on the team and we’ve all seen what happens when too much alcohol is involved in work situations in our prior jobs; we have an amazing time without it and taking booze off the table – literally – makes everyone feel much more comfortable. If a boss or company feels that free booze or the occasional free pizza on a Friday is the way to their employees’ hearts, they’re missing the point and misunderstanding those individuals.

What do you do to go the extra mile to show your team you appreciate them?

Along with the retreats and residential gatherings I run for the team, which are bigger gestures of appreciation, we have daily shows of gratitude and friendship. We each send out a ‘Thursday thank you’ to someone we’re feeling grateful for – privately rather than publicly. We have regular ‘friend chats’ where we carve out time to talk out what’s going on in our lives outside of Tandem, and we have such close friendships within the company which makes the culture quite effortless; we all enjoy being there, and it shows.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

Yes, but also in an affectionate, familial way – we don’t do corporate chat. We voicenote, we have a laugh, we remove the jargon and pomp, and we don’t ‘gatekeep’; I was voicenoting a long-standing member of our community last night, just to check in, no agenda. I am very transparent with the community about the running of the company, which I think people appreciate.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

We increased 10% across all services, year on year, but remain very affordable. This price increase was necessary as we have had a substantial decrease in our  profit margins due to the effects of inflation on our costs. The majority of our profits are reinvested in the company to finance current and future campaigns. We are highly dependent on this capital as we have no debt and have no plans to acquire any.

How often do you assess the data you pull in and address your KPIs and why?

On a monthly basis I sit with the data, but in saying that, I have never had a rigid business plan;  which contributes to the success of Tandem. I look at the data but I just do the job as it presents itself. I hate the terms ‘targets’ and ‘KPI’s – sometimes you feel pressured to pull a target out of a hat, then if you don’t meet it, you feel like it’s a measure of your capability when it isn’t.

The KPIs that matter to me are values-based; do I have a happy, healthy team? Are we enjoying what we do? Do our clients keep coming back to us? Because when those things are in place, the numbers are great. If not, I go back to Connection; how can we better connect to improve things?

Is tech playing a much larger part in your day-to-day running of Tandem?

Our company is totally online, so we are very reliant on social media platforms, but we keep things quite simple. We are using platforms like Discord, but we try to limit the number of apps and platforms that our community need in order to engage with us; we want to encourage a balance our quality online offering with encouraging meaningful offline time.

What is your attitude to your competitors?

Competitor analysis is a huge thing for some but it’s not something I think about – firstly we don’t really have any competitors, as nobody else does what we do, and secondly I try very hard not to compare myself or this company to any other individuals or companies. I focus on our objectives, goals and successes – my brain switches off when I hear someone gloating about turnover, because it’s just not my focus. Profit doesn’t tell the full story of that company and the humans within it. It all comes back to our values; they are what matter to me.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

Nearly all decisions are made as a collective, so it’s either the entire team or the project managers and I making a final call on something together. I relax and recharge by climbing – I often work from a climbing wall – doing yoga, cycling, hiking, sitting on the beach. I start my day very early with an hour of meditation, reading, some Duolingo; anything peaceful that sets me up for the day. That sacred hour is very important. My lifestyle and environment encourages that way of recharging – I chase the sun, and right now I’m in Cape Town. I don’t work Fridays, none of the team do – we read, get inspired and recharge ourselves.

Do you believe in the 12 week work method or do you make much longer planning strategies?

We do have longer term goals but we work primarily in quarters, so shorter sprints – it helps us to focus on the here and now, which is why our business plan is so flexible.

What is your company’s eco strategy?

We all work remotely online, so our footprint is very small, but we used to print resources for our community and clients – now we provide all of those resources digitally to minimise our impact further. We also work with local businesses and small businesses for send-out items to minimise postage impact.

What three things do you hope to have in place within the next 12 months?

I want to set up local pods in territories where affordable solutions haven’t – until now – been available, including India, South Africa, and smaller territories across Europe. We already have a strong presence in Italy and Spain, but I’d like to see definite expansion into Germany and France, I want to invest in individuals within those communities. I also want to develop our film and theatre offering, and we are making exciting plans in that area. Apart from that, I want things to continue as they are – a strong, happy team; creative projects rolling in; enthusiastic clients – a lifestyle business that I’m proud to be a part of.

Read more:
Secrets of Success: Naomi Bacon, Founder of Tandem Collective

Disrupting a marketplace and becoming an enabler for SME growth – hats off to John Cheney …

Workbooks is a cloud-based SaaS CRM platform that helps growing companies run their business and engage more effectively with customers. They offer affordable solutions for SMEs. They have a price point that is typically 50-70% lower than other CRM providers like Salesforce or Microsoft, so they’re enabling businesses to scale in a realistic and manageable way.

John Cheney, CEO, talks to Business Matters and shares his story …

What made you start Workbooks? Did you want to rock the status quo, was it a challenge or a gap in the marketplace that you could fill?    

Before Workbooks, I founded a cloud-based email security business. As we grew, like many SMEs, we invested in various IT systems: we used Salesforce as our platform for sales, but then a separate platform for marketing automation, finance, customer services, and so on. Running a business using many different systems adds unnecessary complexity and is expensive. So, I saw an opportunity to develop a CRM and business applications platform primarily for mid-sized companies like ours.

The aim was to allow companies to build better businesses and remove the burden of managing multiple, siloed solutions. Along with traditional CRM, I wanted Workbooks to provide tools such as order processing and customer support that could join up the customer-facing side of the business and easily integrate with accounting systems.

So that was the vision: to create a business application platform for growing companies that couldn’t necessarily afford enterprise applications but needed more capability than simple and disjointed accounting, marketing, or sales tools.

What is Workbooks’ USP?

Aside from the CRM service, we also offer a Shared Success approach to new projects, which is a selling point unique to Workbooks. Many companies take a technology-first approach to choosing the right CRM, but that can be a fast track to failure. Instead, companies should start by identifying the business outcomes they want to achieve in order to identify functional goals.

Our Shared Success approach helps businesses define and prioritise their business outcomes, understand their requirements for CRM, and set clear expectations for implementing it. We invest in the success of our customers’ CRM projects in three ways:

1. We help customers to understand what they need from CRM software to achieve their business goals with a co-funded workshop.
2. We co-fund implementation to give customers a made-to-measure CRM for an off-the-shelf price.
3. We offer a co-funded customer success programme so customers can future-proof their business processes with a CRM that grows with them.

What is the main problem you solve for your customers?

Our CRM platform helps SMEs grow revenue, enhance customer experience, reduce operational costs, and improve decision-making by joining up the entire business. Our core CRM services extend beyond sales, marketing, and customer services to include marketing automation, event management, order management and fulfilment, invoicing, and supplier management functionalities for SMEs. We work consultatively with businesses to deliver a CRM and workflow that addresses their unique challenges. In doing so, we’re proud to say we have been rated number one for customer satisfaction by G2 for the past six years.

What are your brand values?

Our customers’ success is our success – which starts with our customers as individuals. Our overarching approach is to focus on the people we work with, and how we can help them be better at what they do. Business success will follow.

Do your values define your decision making process?

When helping a customer with their CRM implementation, it’s very important to us that the individuals we’re working with understand it. We’re willing to invest the time into ensuring they are using the tools successfully, because we know, long term, if they’re successful, they’ll continue to invest in the Workbooks platform.

Is team culture integral to your business?

I think team culture needs to be integral to any business. We have our five company values on the wall at Workbooks HQ. The most important is ‘customer first’, which is about how we, as a business, make sure we deliver the outcomes our customers are expecting. The others are: ‘committed’, ‘creative’, ‘identify opportunities and problems’, and ‘competitive’ – we like to win! But all of these company values rely on us working well as a team.

If team culture is integral to your business, what do you do to go the extra mile to show your team you appreciate them?

We have a sixth unofficial company value, which is cake. It’s important to celebrate milestones together, whether that’s winning a big deal or a birthday. We also have quarterly ‘town halls’, where I’ll provide a business update to the entire company, and as part of that process, we recognise the achievements of key individuals. We call them our Workbooks heroes.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

Being honest, talking directly to our prospects in a clear fashion isn’t always easy. We have a diverse customer base, and we need to communicate clearly to everyone, from manufacturing to professional services firms. We are working on it, but even then, each business will have slightly different needs. What’s most important is that we understand them.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Many of our customers are already protected because they have signed a multi-year contract with us. The price of the product remains the same during that contract period, regardless of what goes on with our public list price.

More than 75% of our customers are on multi-year contracts, so there hasn’t been any price inflation in their Workbooks licenses. However, costs are always reassessed at renewal time, and pricing may need to be adapted to inflation.

How often do you assess the data you pull in and address your KPIs and why?

I have a set of dashboards displaying data from across the business that I look at every day. We use the data to continually review and assess our performance against KPIs. We look at top-line revenue, sales performance, customer satisfaction, customer health, customer retention rates, and then key financial metrics, like billings and cash flow.

We use this data to measure our budget performance. How are we doing against where we thought we were going to be? Do we have any customer-related issues that need resolving? This last one is a particularly important part of what we do with the data daily – we want to identify potential issues for customers as early as possible and understand the reasons for them.

Is tech playing a much larger part in your day-to-day running of your company?

We make incremental and continual improvements to our technology stack, and, like many businesses, we use some technologies like video conferencing tools far more than we used to. On the whole though, technology has always played an important part in the day-to-day running of our business.

What is your attitude to your competitors?

I am grateful to our competitors. I think they add real value to us. Our largest competitors, like Salesforce, have helped create the market we operate in, and it’s against them that we can differentiate our services.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

I like cooking, and I enjoy a glass of wine. Sometimes at the same time. Preferably at the same time, actually.

Do you believe in the 12 week work method or do you make much longer planning strategies? 

The short answer is yes, I believe in the 12 week work method. However, this is actually one of three things we do at Workbooks. At a high level, we have a three year business plan, which is more strategic; a 12 month financial plan, which is much more detailed and includes budgets and KPIs; and then a three month plan, which focuses on our more immediate objectives and what we are trying to deliver.

What is Workbooks’ eco strategy?

We are taking steps to reduce our carbon footprint where we can. For example, we partake in the Cycle to Work Scheme and are just about to introduce an electric car scheme. The electric car points are being installed at our offices as we speak. We are also looking at ways to run our business in a more environmentally friendly manner. For example, we are working with our suppliers to reduce the power consumption of our hardware.

What three things do you hope to have in place within the next 12 months?

International expansion is a key focus for us moving forward. In 2018, we opened an office in Connecticut to support our growth in North America, where we recently won our biggest contract to date. Within the next 12 months, we hope to grow our team in America by another five people.

We also have plans to open a third office, which will be in Europe, and we are looking to launch a new product to help our customers manage projects more effectively.

Read more:
Secrets of Success: John Cheney, CEO of Workbooks

Producing high-quality content for SMEs presents three significant challenges: resources, expertise, and visibility.

Blaise Hope is the CEO and Founder of Origin Hope, a leading global content outsourcer. Through its proprietary training, certification, Generative AI, ML and other evolving technologies, it is the first company in the world to offer: any content in any format, at any speed and in any language, 40-95% cheaper than anything else on the market.

For the vast majority of businesses lacking big budgets or established brand names, creating market-leading content is a consistent problem. Although the rise of generative AI and other tools like ChatGPT and comprehensive content outsourcing options shows the future has promise, there are still fundamental problems SMEs must tackle.

Successful content marketing does not appear in a vacuum. It happens when brands identify a niche that works for them, matches their values, helps set clear objectives, and delivers something their audience wants.

The challenge for SMEs is to define a content goal and maintain the necessary activity to achieve it.

How to plan effectively

Plan predictably, plan together, and plan according to a defined mission that everybody understands and meets your objectives.

Start from where you are and where you want to be: What is your ideal content plan if cost was not an object? What extra budget can you commit without batting an eye? What is the overall objective you want to achieve? What are tangible targets or milestones you can set along the way, however small, by which you can measure progress?

In other words: “start where you are, with what you have, for what you have, is plenty.” 

As you define goals – like “grow brand awareness through an online community” – make your team set out clear targets: “Reach 100 members”, for instance.

To reach those targets, start with small budgets, testing what works but making sure the company puts work out consistently over an extended period of time. Force your team to gather data and test in fields or ways they think won’t work. If you find something that performs surprisingly well that others have dismissed, you are well on your way to finding a niche you can own.

Confusion over short-term objectives and overall strategic thinking, combined with a fear of testing content that may not work, is a death knell for content marketing efforts, however well-funded. That is why most SMEs end up with content output that starts strong, stops, stutters, goes offline and then – after a while – starts again.

Consistent content output matters more than anything else, so make sure you use what time you have to keep activity going. The goal – which must be well understood by the marketing team and the executive team – is to avoid silence in a digital world. Consumers are far more forgiving of an authentic mistake than periods of silence and forced, episodic outbursts.

Lack of resources is not the problem; resource management is

Resources are the most obvious issue facing SMEs, but resource management is crucial for solving problems in the long term.

Poor resource management involves mismanaging time, energy, equipment, people, focus, morale, and company reputation. Investing in equipment, like a camera or powerful computer for video processing, is pointless without consistent use. It also means having the people to use that equipment as well as putting the time and effort into making sure they have something to produce. And then ensuring they have somewhere to publish it, and a way to distribute it consistently across social platforms – which themselves have to be created, cultivated, grown and maintained, posting regularly so that the work the equipment goes into does not appear out of context to audiences or algorithms. All of this is high-risk unless you already know you will get a return on your investment.

To invest safely requires a consistent, successful build-up of activity informed by experimentation. This way, investments are targeted, useful, and maximised when they are eventually deployed.

Although platforms for freelancers can help, passing work in-house or cycling through freelancers is rarely as effective as businesses believe. Freelancers can be unpredictable, and the strain on those producing as an extra duty virtually guarantees that in-house production will fail.

There is nothing more powerful than a blend of technology and human knowledge, but each must inform the other to be effective, and that means putting in the work beforehand. Getting that done requires an investment of focus, energy and, critically, time. That time must come from the right people and be used effectively.

Time is the most valuable yet riskiest resource. Wasting it, using it ineffectively, or running out affects budget, equipment productivity, and for people, it hurts morale and motivation. If you are getting pulled off projects to help with content production this will eventually drag on your work and sap your energy, hurting your relationship getting content out and with content itself. It also hurts the relationship between marketing and management such that the safest bet is to “call a pause to reassess”.

Never pause. It is always a bad decision and undoes any progress you may have made.

Expertise makes people stand out; a lack of it hides in plain sight

Lack of expertise can lead to content failures at SMEs, from senior management bickering over wording to marketing assistants struggling with new platforms.

Lack of expertise destroys ongoing efforts, poisons future ones, and creates division within the company. You have to keep marketing’s morale up and the best way to do that is to let them find your niche with a simple, clear mission and the freedom to execute it over time. Then, you need to keep the unqualified from sticking their noses in.

Simple, clear strategies get buy-in, especially when communicated to the whole company. Encourage engagement with marketing objectives and remove boundaries that prevent people from revealing their skills – especially fear of ridicule or failure. This nurtures in-house expertise, letting teams naturally lean into their strengths and pinpoint areas for improvement.

We live in an age where we are surrounded by content and that will increase as technology and content itself evolves. Find your niche, be consistent and produce good content – that will separate you from the overwhelming majority who fail on one of those counts.

Read more:
Overcoming content challenges for SMEs: tips for resource management and expertise

A glittering night of celebration for the UK’s 140 finalists of the Business Champion Awards.

Over 300 guests filled the East Wintergardens in London’s Canary Wharf and were hosted again by the nation’s favourite broadcaster, Huw Edward’s, the evening’s guests were treated to a night of champagne, music, laughter and thought provoking speeches.

Jamie Waller accepted the Lifetime Achievement Award on behalf of His Majesty King Charles III and The Prince’s Trust. He spoke, saying that if the King himself had been present he would wish to recognise the hard work his dedicated team have done in helping his vision come to life, maintaining it to the point where, today, over one million young people have received support and much needed belief.

The audience then listened in awe to the three guests that Jamies invited on stage with him, all of whom had been believed in and helped by The Prince’s Trust. Each person had experienced incredible hardship from different means – bullying, domestic violence and addiction. Brenda Beverley, Rebecca Beattie and Duane Jackson, spoke strongly about what the support had meant to them and how they had used the support of The Prince’s Trust to turn adversity into an opportunity to move forwards and grow.

Extra awards were given out for outstanding efforts within different sectors to reflect the sheer wealth of talent that the finalists demonstrated.

Julie Devonshire OBE was present to support and celebrate her husband, Simon Devonshire OBE, as he took to the stage to receive the Outstanding Achievement Award. With his lifetime experience of entrepreneurship spans multiple sectors as well as dedicated a huge amount of time and effort into much needed charity work across the globe, has garnered the respect of everyone around him. Suggested and dedicated to him unanimously by his peers and friends within the judging process, he received the award with incredible humility.

Phill Atkinson, Managing Director at BTS Facades and Fabrications, was the proud winner of the Sustainable Business Award. Quite overcome with the win he applauded the judges:

‘I had a technical nightmare in every way possible on the day of my presentation to the judges. I’m so grateful for their patience and how they looked past that and instead focused on the phenomenal effort and results that my team has put in to this vital area of our business. We’re so proud and pleased to have won’.

Sheer emotion on the night was felt by finalists as they collected their awards on stage. The culmination of their hard work finally being recognised when perhaps may of them had been told that what they wanted to achieve simply wasn’t possible.

Vying against incredible odds to rock the status quo, the full list of winners, silver, bronze and hero awards are as follows:

Lifetime Achievement Award

HRH King Charles III    

Outstanding Achievement Award

Simon Devonshire OBE

The Startup Giants New Business of the Year Award        

Bronze – Liberty Collins                           

Silver – LOKI POKE                                    

Gold – Imagineerium  

The Business Community Award  

HERO AWARD – Charlie Betty Beauty                               

HERO AWARD – ECASS                            

BUSINESS WINNER  – Biome Algae                                    

COMMUNITY WINNER – Wanis International Foods

The Business Innovation Award

Silver – Videosign                     

Gold – The Simulator Company

The Growth Business Award

Nourished

The Score App SME of the Year Award

Bronze – Aberdeen Diving Services                     

Silver – Oppidan                         

Gold – Making Moves London 

The Exporter of the Year Award

Silver – Global Infusion Group                              

Gold – The English Soap Company

The Eco Foundry Sustainable Business Award

Special Recognition – Crown Oil                           

Silver – Juice Global                                 

Gold – BTS Fabrications Limited

The Diversity and Inclusion Award

Simply Doughnuts

The Young Entrepreneur of the Year Award

UNDER 20 – Alfie Jones                           

Jax Davey, Nuevo                

The Evelyn Partners Entrepreneur of the Year Award

Asher Moses                

The Business Enabler Award

Will Polston Coaching and Training      

The Business Transformation Award

Make An Entrance Limited      

The Scale Up and Market Disruptor Award

Whiskey & Wealth Club                          

Reflecting on the evening, awards’ Founder and Director, Richard Alvin said: ‘We started the Business Champion Awards two years ago with a view to rewarding businesses nationwide. This year, word has obviously spread because we received applications from every county across the nation. Out of 140 finalists, only 20 were based in London.

‘Running these awards is nothing short of inspirational and that sums up the overriding feeling I’ve been left with in the hours since; pride in my team for the smooth execution of the awards and sheer pride in our nation’s tenacious, dedicated business owners, all of whom are so deserving of their awards.

‘It’s a gargantuan task to organise and run the future award’s programme whilst still honouring our dream of creating a whole year round awards programme. Creating videos to go behind the scenes of our winners and promoting their businesses with year round PR sets us apart from any other award where the focus is just on one night. My team is up for the challenge and we’re excited to stay in touch with the finalists and winners.

‘However, it doesn’t end there, our judges were of the highest calibre and are already confirming that they would like to be involved in the 2024 awards. The wheels are in motion already … Again a massive well done to everyone present and we look forward to welcoming you back next year.’

From inception to execution, every decision made for the awards was in-line with the set of planet-conscious values

EcoFoundry’s living wall was a popular choice for selfies on the night and also highlighted the link with Canary Wharf’s green zone policies. Each supplier was vetted for their eco-approach and sustainability, in line with Capital Business Media’s values, so to that end, no single use plastic was used and any remaining food was donated to help the city’s homeless.

Jax Davey, recognised for his leadership and drive to make positive change with his planet-friendly, global creative agency: Nuevo, was the worth winner of the Young Entrepreneur Award, commented:

‘Running a business is all-consuming, so night’s like this are a really good opportunity to stop and take stock of both how far you’ve come personally, and how much the team has achieved. I’m incredibly honoured to have won this prestigious award, particularly as the Business Champion Award’s sustainability values align perfectly with those of Nuevo’s’.

Some of our winners had the extraordinary surprise of bumping into Ed Sheeran on the train home who was quick to congratulate them on their triumph and take a selfie.

Host, Huw Edwards said: ‘It’s a very complex process to bring these awards into existence and the whole event was organised choreographed so well. Times have been incredibly tough and SME business owners, all six million of them across the country, need to be celebrated. It was an honour to be part of the evening once again and ensure that they were rewarded for their hard work and effort’.

Final messages of thanks …

An esteemed group of award winning and global leading judges all gave their time and business acumen to listen to each businesses pitch, values, team motivations, trials and triumphs over the course of February to ascertain each winner. The entire Business Champion Awards’ team would like to extend their sincere thanks to every judge for their time and attention.

The Business Champion Awards’ team also wish to extend their thanks to all of the sponsors, and events team who made the night a phenomenal success.

The Business Champion Awards 2024 awards programme will launch on June 25th 2023. Watch this space …

Read more:
National SME winners revealed at Business Champion Awards 2023 finale

It’s not just a matter of numbers that the judges are looking for when interpreting ‘growth’.

It’s been a hotly contested category of the Business Champion Awards 2023 and it’s been amazing to see the wealth of talent from teams across the country who have steered their businesses to immense growth. If you’re obsessed with numbers, spreadsheets and bottom lines and you’ve seen a tangible rise in these coinciding with an expansion to your product offering or service then this award is for you.

Growth can be interpreted in many different ways; from bottom lines raising, to the growth of the product or service offering to meet demand, or innovation into new verticals, growth of the team and company culture and growth of the leadership team to sustain the rise.

Here are the finalists for the Growth Business of the Year, I’m looking forward to meeting them all at the finale in March.

Cotswold Fayre

Starting from the cellar of his house in South-East London, Paul Hargreaves has grown Cotswold Fayre is the leading wholesaler of speciality food to the independent retail sector. The company supplies 2,000 retailers with 4,000 products from around 400 producers which not only provides an efficient service to those retailers but is a significantly carbon-reducing business model.

Vention

Since 2002, Vention has been an industry-leading software development partner to 500+ fast-growing companies and startups worldwide on cutting-edge tech across industries. Headquartered in New York with 20+ offices and 3,500+ developers worldwide, iTechArt equips companies with dedicated engineering teams and helps scale from Series A to unicorn — contributing to £10B+ in acquisitions and 20+ IPOs.

LUSSO

Created to bridge the gap for luxury baths and basins that are affordable without compromising on quality or aesthetic, Lusso is one of the UK’s fastest-growing luxury homeware brands. It has since expanded to offer a much wider product range and continues to launch new lines as part of its vision to become the world’s ultimate luxury department store.

Medimusic Ltd

Formed in 2020, MediMusic is a B2B service that uses artificial intelligence and machine learning to create audio fingerprints which mimic the human brain’s response to music and then scientifically dispenses it as an efficacy-driven medicine for the benefit of clinical pain and anxiety.

Northern Catering Equipment

Northern Catering Equipment is an independent supplier, installer and service provider of commercial catering equipment, specialising in end-to-end projects, starting from design and ending with a ready to operate kitchen complete with aftercare solutions; the true turnkey project for fast paced event companies.

R3medy Health – Nourished

Rem3dy Health under the brands Nourished and Scripted, they have developed patented 3D printing technology to create the world’s first truly personalised gummy vitamin. Consumers complete a questionnaire where a science backed algorithm makes a recommendation of 7 vitamins, superfoods and nutrients best suited to the user’s lifestyle and goals. Delivering them in 100% plastic free packaging – less waste and cost than purchasing them individually.

Ramsay and White

Ramsay and White is an award-winning group that specialises in wealth management, real estate, property management and finance. Their qualified financial advisers assist clients with pensions, investments, and inheritance tax mitigation, covering personal and business. They work with clients across the UK and overseas investors who wish to invest in the UK property market.

Todd’s Leap Racking and Shelving

Based in Northern Ireland, Todd’s Leap Racking and Shelving are stockists of both new and used storage equipment, providing Pallet racking, Shelving, Mezzanine floors, and Automated Storage Systems all across the UK And Ireland. Supplying to a wide range of Industry from Large Distribution centres for Multinational’s to kitting out small office setups.

Learn Direct

Learndirect is the UK’s leading online learning provider following its inception in 2000. Born out of the government created University for Industry (Ufi), Learndirect has been offering a wide range of customers a seamless service, from employability support to academic learning and in-work training, all through a blend of online courses and programmes.

Read more:
Finalists for The Growth Business of the Year revealed

Being aware enough of the ongoing issues in society is one thing, putting plans in place to ensure inclusivity in the work place is no mean feat.

The Business Champion Awards know that if businesses have accomplished this, that needs to be celebrated.

A few years ago many companies simply thought that having a mantra that stated their policy on diversity was enough. Incidents and negativity in the workplace have proven that it certainly isn’t.

A company needs to live and breathe these elements in their practice to encompass a richly diverse and inclusive workplace.

A strong leading HR movement to put these values into action is needed as well as sourcing a team who all believe vehemently in the cause, in the hope that one day it won’t even be an issue or a cause, certainly not one needing an award. Until then, we’re championing the businesses that are proactive in their fight for equal rights, diversity and inclusivity. Those businesses that stand up to bullying in the work place and coach others to do the same. A happy workplace is a successful one. Congratulations to the 2023 finalists, I’m looking forward to meeting you at the grand finale in March:

ISC Group

ISC Group UK is a global not-for-profit organisational community that is dedicated to increasing the representation of Women in Insurance, helping them to achieve the highest potential in their career. ISC Group creates a tailored programme in each of their locations to ensure that different cultural challenges are being addressed in the different countries to enable women to gain the confidence and skills they need to progress successfully in their careers.

Templeton & Partners

To get global reach in Industry 4.0, clients need specialist global teams in multiple tech hubs. 99% of recruitment agencies operate locally; generalist giants with global reach operate in country silos. Templeton & Partners build scalable, specialist international tech teams for international businesses across multiple locations, through their own diverse and international team.

Simply Doughnuts

Simply Doughnuts is a British manufacturer of fresh doughnuts with an exceptionally long shelf-life. Its R&D work in extending shelf-lives won it a Queens’ Award for Enterprise in 2020 (Innovation category). Based in Blackburn, they have designed a recruitment process that searches for, trains and employs people in the local community that might otherwise find it hard to source work. Their belief and training has helped to inspire their community within the business.

Read more:
Business Champion Awards finalists revealed for Diversity and Inclusion programmes

This Business Champions Award celebrates businesses who help their customers or clients to increase sales and profitability through a competitive advantage.

Recognising the impact of ‘enablers’ that offer value beyond products, infrastructure and services and instead delivering more customers, clients or revenue for businesses certainly deserves a round of applause.

For a business to be constantly innovating to support its clients, as their unsung heroes in many cases, it doesn’t just need to be ahead of the curve, it needs to set the curve.

To achieve this aim the CEO needs to lead and inspire the entire team to be constantly analysing their work and data perceptions coupled with market trends, potential new verticals and competitors as well as innovation from their current and potential new suppliers.

These businesses assist with enabling business to make better, more informed decisions about their futures whilst always keeping an eye on the financials to ensure that they go up. Inspirational = yes. Am I looking forward to meeting them at the finale in March? Also yes. So without further ado, the finalists for 2023 are:

Ortharize

The Ortharize platform has been built to make business travel operations more efficient. Travellers spend up to 40% less when using it regain countless hours booking and reconciling travel over a dozen customisable reports including CO2 emission tracking. Each search will only show results that fit within each company’s designated travel policy so overspending can’t occur.

People Puzzles

Knowing that businesses thrive when everyone in the team is aligned and pulling in the same direction, People Puzzles deliver a range of HR Services to help mid-tier businesses source the people they need to succeed. Working remotely or on-site, they will get to know your business and ensure that people are managed, trained and sourced in a way that delivers results.

Swoop Funding

Thinking of themselves as virtual CFO’s, Swoop Funding takes the hassle out of finding funds to grow your business. Their software enables clients to search tailored options across loans, equity and grants and assists in processing applications to ensure the best possible outcomes. Their team can also help you find savings on your business costs from energy to banking and more.

Will Polston Coaching and Training

Will Polston is an entrepreneur, business strategist, and one of the UK’s leading performance coaches. Will works with entrepreneurs who want to achieve more in life – whether that’s more money, more time, more health, or more happiness. With one-on-one coaching, his academy and extra resources, Will has designed his business around his ability to assist his clients in breaking through their barriers, turn procrastination into productivity and achieve their full potential.

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The Business Enabler of the Year Award finalists revealed

Change is the key buzzword for these Business Champion Awards’ finalists.

It’s no secret that to start in business is filling a niche, to stay in business means adapting to change with a hard view for growth. Sometimes within this, a complete company rethink is needed.

These finalists recognised the need for transformation, researched concepts before implementing them and guided their team to adapt to key changes and get on board with the process. I’m looking forward to meeting you and hearing more at the grand finale in March.

Ksenia Droben Matchmaking

Using psychology and tested techniques, Ksenia Droben Matchmaking has been rescuing people from endless swiping, fake profiles, blind dates and gold diggers since 1998.

As professional and international matchmakers, the team are motivated to find people’s partners and match happy relationships together.

Make An Entrance Limited

Starting 50 years ago, Make An Entrance serve businesses and consumers with solutions for doorway matting from their online store. From traditional mats, handmade using time-honoured techniques, to contemporary and decorative entrance matting, to customisable and difficult shapes, they own their area of the market place with their all-encompassing service.

Read more:
The Business Transformation Award finalists announced

All hail the businesses who have brought change and disrupted the status-quo whilst maintaining consistent growth.

The Scale Up and Market Disruptor of the Year Award celebrates businesses who have identified a market opportunity and built a strategy that has altered customer behaviours.

By recognising the scale of their market opportunity they have successfully and consistently seen profitable growth whilst demonstrating the clear disruptive impact during the last 12 months. Certainly no mean feat during these past few years. I’m looking forward to meeting everyone at the grand finale in March.

AgilityECO

A leading provider of fuel poverty, energy-efficiency and low-carbon services across the UK, AgilityEco works in partnership with utility companies, local authorities, social housing providers, charities and social enterprises tackling the dual challenges of fuel poverty and vulnerability. We design and operate a number of community-based programmes to provide fuel poverty and energy efficiency solutions to these specific households

Bloom Procurement

Bloom offers a dynamic supply chain providing the public sector with a marketplace to buy and manage services. They ensure delivery of quality outcomes from their pre-approved and ever growing network of suppliers and consultants. Crucially, their fully compliant open access marketplace is outcomes-based, meaning the public sector only pays for what is delivered.

Bramble Energy

Bramble Energy is working towards a Net Zero carbon future, using today’s technology. They have developed a route to access, combine and distribute all forms of renewable energy generating technologies by cost effectively empowering the Hydrogen Economy. They are powering Net Zero with their unique PCBFC technology which has a number of key advantages compared to traditional fuel cell systems.

KW Special Projects

From race cars to hypercars, new battery technology to advanced applications for additive manufacturing, KWSP is a high-performance engineering specialist. Harnessing state-of-the-art technologies to solve complex challenges they work closely with their clients on collaborations and turnkey solutions for companies operating worldwide.

Petalite

Solving ‘charge anxiety’ for EV drivers is now a reality with the engineering and design of Petalite’s own SDC chargers and unique business model. They solve the common pains experienced by manufacturers, operators and owners of public rapid DC chargers. Their main focus is around reliability, ROI and charger life as well as addressing long term sustainability issues and driver frustrations.

PSE Offline Marketing

From Ikea to Hello Fresh, PSE Offline Marketing uses extraordinary levels of data to derive unique methods of marketing straight to the desired individuals of their brands. Driven by growth, they work with entrepreneurial businesses with ambitious plans and thrive on playing their part in helping their client’s surpass their goals.

Whiskey & Wealth Club

As specialised cask whiskey wholesalers, Whiskey & Wealth Club connect masters of the craft with true connoisseurs. In partnership with with some of the world’s finest distilleries, they offer cask whiskey to their private clients at special ultra-wholesale rates enabling anyone the opportunity to tap into the global whiskey market.

Read more:
Business Champion Awards release Scale Up and Market Disruptor of the Year Award finalists

Exporting requires a very specific headspace to deal with the vast amount of logistics.

Fortunately for the UK we have businesses who not only survive on this skill, but thrive on it. Crossing borders and creating brilliant points of trade and jobs in other countries to enable their communities to thrive too, the Business Champion Awards are proud to announce the 2023 Exporter of the Year Award finalists:

ETK Group

Founded in 2010, ETK’s vision is to contribute to the growth of African markets by delivering equitable business opportunities and facilitating access to the market for businesses of various sizes. They give their clients a clear and articulated pathway to international trade with Africa in a way that achieves results.

Sport:80

The Sport:80 Platform helps sports based businesses to streamline their processes, increase revenue and deliver an exceptional experience for their members. Serving the likes of International or national governing bodies, sports charities or community sports organisations, their intuitive members’ portal gives athletes, coaches, officials and fans the ability to manage their sporting profiles, update qualifications, enter competitions, and track results.

The English Soap Company

The English Soap Company story began in 2000, when founders Bob & Juliet discovered a number of vintage soap moulds lying disused in a machinery workshop farm in Kent. What began as a small family kitchen table business is now an internationally recognised soap and toiletries brand, exporting to over 40 different countries all over the world, with partnerships with large global brands such as Disney and The Royal Botanical Gardens at Kew.

The Warrier Academy

Believing there to be an incredible power at the intersection of Martial Arts and character development, The Warrior Academy combines modern teaching methods with traditional values to inspire young people to seek challenge and adventure. Their lessons impart the confidence in their students to challenge the status quo to impact the world for good.

Global Infusion Group

Since 1984, Global Infusion Group have been recognised for their worldwide hospitality, events and catering. Their long standing clients extend to sport, music, TV, Film, entertainment and corporate events. Headquartered in Buckinghamshire, United Kingdom, and with facilities in Asia, Middle East and USA, their trading divisions collaborate with an extensive worldwide network to deliver exceptional events and unparalleled brand activations.

Read more:
Exporter of the Year, Business Champion Awards’ finalists announced

Without innovation you’re just standing still and in business you can never afford to do that.

These companies, all based across the UK, are absolute champions of innovation. Refusing to sit still on their laurels they’re challenging the status quo on a daily basis. Propelling each of their chosen industries forwards, these are the Business Champion Awards ‘Business Innovation of the Year’ Finalists. Reading your websites has been inspirational, I’m looking forward to meeting you all at the grand finale in March.

Videosign

Videosign knew that they needed to provide extra layers of enhanced compliance and security for their digital, intuitive cloud-based remote system for end-to-end client engagement and remote signing and witnessing of documentation. With global laws changing to allow digital signatures and remote witnessing, and cyber fraud increasing, their platform evolved faster than they could have imagined during the pandemic to enhance security and support remote working in ‘the new normal’.

The Simulator Company

Genuinely believing that with simulation, lives can be saved, The Simulator Company is the first British company to manufacture advanced ECLS manikin-based simulators designed to mimic realistic clinical scenarios. All of their patented products are designed to fulfil current and future clinical training needs, helping to simulate challenging clinical scenarios and vastly improve each trainee’s technical skills.

SyncLodge

Working with the belief that all who create music should have equal opportunities in sync placement, regardless of their location, connections, finances, or fame, SyncLodge have created a powerful B2B ecosystem for music supervisors, visual production companies and copyright holders/administrators, to conclude all the sync licensing tasks needed to professionally license music.

Spacebands

Spacebands is a wearable device that collaborates with their mobile and web app ecosystem. It offers hazard prompts, wellness reminders and employee feedback about your workplace dangers, so that businesses stop approaching safety practices with guess-work. Over 1000 businesses worldwide now use them, improving workplace safety and calm.

Shinealight

‘The light you can’t see, until you choose to see it’, Shine A Light’s revolutionary concept in lighting design, ‘Eclipse’ is a British engineering masterpiece, acclaimed by interior designers and buyers from prestigious hotels around the globe. Representing a new generation in lighting that is more sculpture than traditional light, Eclipse gives out light on demand, but stands as a stylish feature in its own right, opening and closing whenever it’s desired.

Simply Doughnuts

Manufacturing doughnuts in a range of flavours and sizes that are designed to last longer than their competitors has opened up vast amounts of opportunity for Simply Doughnuts both across the UK and with brands internationally. Investing intensively in the development of long-life food technologies, they have set the standard globally on how to extend the life of food whilst reducing the amount of wastage across food, packaging and energy consumed in the making and transportation of the goods.

Nodum

If EV vehicles are the future, then charging stations need to become commonplace too. For those people renting accommodation or living in apartments where parking is limited, there’s no easy solution. Until Nodum’s ChargeBridge entered the space. Using height and length to their advantage they solve the issue quickly and easily for users.

Medical Logistics

Medical Logistics was set up to solve two issues within the medical world – lost medical packages and timely medical tests. Eradicating delays for medical tests and ensuring no more lost or damaged packages they offer a full courier service for medical practices and also offer ‘at-home’ test services in London and across the UK.

Lattice.site

Staying on top of a build project’s time-critical and expense elements is now possible with lattice.site‘s platform. Powered by insightful analytics and real-time progress visualisation, the team has digitalised the collection of project material status with a cloud-based collaborative platform to update and share status reports. This replaces mundane processes of spreadsheets or email chains, whilst ensuring that no data is lost or misrepresented.

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All hail the Business Champion Awards finalists of the ‘Innovation of the Year Award’

These finalists are making the UK a more sustainable and conscious place to do business.

Taking care of our planet and future generations should be on every business’ agenda. It takes a lot of effort to be eco-innovative – it’s not something that happens over night. Every element of the supply chain needs to be regarded and daily practices need to be embedded by every member of the team. Thankfully for the UK, these businesses placed sustainability as a firm value and transformed that value into a workable mission. Congratulations to our top ten ‘The Sustainable Business Awards’ finalists. I’m looking forward to meeting you at the grand finale in March.

Barefoot Eco Cleaning

Offsetting both theirs and their client’s carbon whilst cleaning has seen Barefoot Eco Cleaning surge forwards to a respected client base. Offering a comprehensive range of commercial and domestic cleaning services to meet each client’s needs in a professional, regular and affordable manner.

Bluetree Group

As the UK’s largest online printer and in 2020, became the UK’s first manufacturer of type IIR surgical masks. Bluetree exists to manufacture and sell standardised, affordable, high-quality products through investing in the latest technology. Committed to achieving Net Zero for the delivery and disposal of its products and activities by 2030, the company will fully map, understand and measure all additional value chain scope 3 emissions and achieve Net Zero for scope 1, 2 and 3 emissions by 2035.

BTS Fabrications

Friday the 11th of November is a monumental day for BTS Facades and Fabrications as it’s the day they received our carbon neutral certificate. They are on a mission to be the most sustainable metal rainscreen, bespoke special product and flashing manufacturer and to be NetZero before 2030

Cotswold Fayre

Building an environmental strategy based on CO2e, supply chain, food waste and plastic, Cotswold Fayre are the UK’s leading speciality and fine food wholesaler, a certified B Corp and is committed to reaching their target of Net Zero carbon by 2030. Not only that, they’re propelling other businesses to doing the same by being the change they wish to see in the world.

Crown Oil

Crown Oil is the first fuel supplier in the UK to be certified carbon neutral. They achieved this milestone by running their fleet on Hydrotreated Vegetable Oil (HVO), reducing their emissions by as much as possible and offsetting those they cannot avoid. They are now putting all of their energy into reaching net zero by 2030 and bringing their customers with them on the journey.

Juice Global

The philosophy at Juice is to make people feel amazing, from employees, to retail partners and their consumers. Their mission to be carbon neutral includes their Juice HQ being powered by wind farms through to their product and packaging being made from 100% recycled materials (so 100% recyclable). Passionate about creating a waste-free world they believe doing business shouldn’t cost the earth.

Positive Planet

Offering specialist help and advice to support multiple companies on their pathway to net-zero. Positive Planet’s experienced team cover everything from using recognised carbon accounting standards to ensure that carbon emission reporting is accurate and credible to creating sustainability plans within businesses and offsetting anything else that can’t be actioned.

The Friendly Chemical Co

Understanding that understand that manufacturing, transporting and using cleaning products can have a negative impact on the environment. The Friendly Chemical Co work hard to ensure that every raw ingredient and component used to make their products is assessed and chosen carefully to leave a minimal impact on the planet.

Water Plus

As the trusted water retail partner for organisations throughout England and Scotland Water Plus help their customers to save water and lower their environmental impact. They work alongside their clients around water reduction and offer their support for projects helping carbon prevention and carbon capture.

YANA Active

Much like the Amazon tribes that were their inspiration, YANA Active’s range of active wear has been designed with sustainability in mind. To minimise their carbon footprint they have used recycled fabrics, natural fibres and materials, and they’ve kept their CO2 emissions low by  manufacturing as many of their products in the UK avoiding long haul transportation.

Read more:
The Business Champion Awards ‘Sustainable Business’ finalists are released …

With British SME’s accounting for 99% of businesses across the UK, the Scoreapp SME of the Year award is hotly contested.

To run a successful SME means achieving growth, in a year on year manner. This has been made exceptionally difficult over the past three years with global events putting business owners to the test. Mental resolve to pave new ways forwards whilst exploring new verticals and methods of working have paid dividends, literally for these finalists.

It’s a huge achievement to get this far out of the hundreds of applicants. I’m looking forward to meeting all of the finalists at the finale evening in March. For now, raise a glass to:

Aberdeen Diving Services

Their team has decades of experience and knowledge in all aspects of PADI training, HUET diving, offshore survival instruction, equipment servicing, pool cleaning and much more. Giving expert and impartial advice, the Aberdeen Diving Service’s customers have the benefit of their experience and hands on knowledge of all leading brands to get them into the water safely.

CAYP Psychology

CAYP Psychology is an independent clinical psychology-led service. Their top priority is effective, professional and timely psychological support for Children, Adolescents and Young People, covering a wide range of social, emotional, behavioural and psychological difficulties.

Copylab

Working for approximately 70% of the world’s largest asset managers via a network of 100+ investment communication specialists, Copylab’s team delivers content strategy and writing within the investment world.

DLC Training

From leadership and manangement to supply chain and logistics, DLC Training offers courses across the entirety of business. Boosting productivity and knowledge across industries, they are the UK’s leading distance learning provider. Renowned for their support packages, they are dedicated to helping each and every learner achieve their professional development aims.

Making Moves London

Looking for a new office space can be overwhelming, especially in a fast-paced property market like London – but don’t worry, Making Moves, matching businesses to their perfect London office space is what they do best. Their team of expert office space agents work hard to make the moving process as seamless as possible, so you can keep focusing on what matters, your business.

Oppidan Education

Believing that the best tutors are mentors, Oppidan Education supports thousands of young people through one-to-one mentoring with families and in-school programmes. With a team of 200 mentors dedicated to the pursuit of positive change for children throughout their education, they boost self confidence, engagement with learning, and communication skills.

Rockleigh Ltd

With over 20 years of experience, both in commercial and domestic tree work Rockleigh Ltd works with some of the top companies in the UK providing not only tree surgery, but a full landscape maintenance service.

Tribe Energy Services

From procurement and bill validation to meter installation and contracting, Tribe Energy Services provide their clients with the most competitive pricing for their home and business energy needs. Unlike other energy providers, Tribe pride themselves fully on offering a straight talking, simple pricing, structured engagement so their customers are aware of everything that is happening with their energy contracts.

Zenzero

ZenZero specialises in delivering industry leading IT Support to midsize businesses, schools and charities across the UK. Their sustainable IT solutions not only address their client’s current needs, but also have the capacity to grow and evolve in line with the growth and evolution of the individual organisations they work with.

Read more:
Business Champion Award’s release SME of the Year finalists

Even attempting to burst onto the scene in the last three years deserves an award in itself.

Let alone taking a concept and pushing forwards in the most challenging of times with the most tenacity to launch and make a profit.

It’s time to congratulate the sheer imagination and talent behind the nation’s New Business of the Year award finalists. I’m looking forward to meeting you at the finale in March.

Raise a glass to:

AnnexusEV

AnnexusEV is an EV Consultancy focused on providing electric vehicle charging infrastructure UK wide. Inspired by Sir David Attenborough to do their part in saving our planet. AnnexusEV also provides clean energy tariffs to help support the transition to low carbon driving.

Businesswise Accountancy and Tax

Every business needs clarity and non-time consuming solutions to their finance. Businesswise Accountancy and Tax provide no-nonsense, reliable services across book keeping, VAT and cashflow planning, all backed up by the latest digital technologies.

Dream Empire Market Co

The Dream Empire Market Co was set up during the Covid Pandemic, through the need for small businesses and crafters to have space to thrive and grow through events and markets. Each event has 40 traders, showcasing their wares to the general public and supporting local charities.

Eleven Views

Firmly believing that there is no one-size-fits-all solution when it comes to marketing, Eleven Views creates innovative ways for businesses to reach their target market. This is one digital marketing agency that gets excited about helping SME’s make an impact.

FiiT4GROWTH

Partnering with clients to create an environment where teams can excel consistently over the long term, FiiT4GROWTH provides executive coaching, leadership development, and group coaching based on scientifically proven curriculums. They align individual and organisational goals, creating success, improving mental and physical wellbeing and reducing stress.

Imagineerium

Driven by a love of bold design, conceptual cleverness and high quality delivery, Imagineerium is a specialised design studio that brings physical space to life for brands, festivals and interiors. With jaw dropping effects and displays, they push the boundaries of creativity to solve projects of all shapes and sizes with their original, show stopping outcomes.

Liberty Collins

Working collaboratively with clients, Liberty Collins delivers R&D tax advice. Paving the way for businesses to apply and benefit from innovation tax relief, credits, grants and far more. Using finance in an innovative manner, their clients experience growth and return on investment.

Little Sprouts CSA

Relieving parents of one of their stressers, Little Sprouts CSA is car seat, nursery retailer and advice company based in Bangor, Northern Ireland. Supplying the best and safest brands, offering advice, fit checks and fitting to ensure their customers children travel safely and in style.

LOKI POKE

Taking the UK by storm, Loki Poke has kept the nation’s tastebuds tantalised and healthy everywhere from their home shop in Bristol to Glastonbury, The Secret Garden Party and Loves Saves The Day. Banning boring bland sandwiches, their colourful poké bowls have expanded to work events as well as every day sustenance.

Simplex Accounting

From paper-mess to paper-less, Simplex Accounting is taking the stress out of traditional book keeping and delivering a seamless, stress-free service to their clients. Aiming to give clarity to business owners, their their eco-friendly methods also encourage their clients to be more eco-aware with their processes during their business journey.

Read more:
Here’s to the New Business of the Year, Business Champion Awards finalists

Does this report really illustrate that UK business leaders fail to understand the stressors their staff face?

A study released by the UK’s leading speaking bureau, Speakers’ Corner,  found that 96% of business owners surveyed think pay reflecting inflation amid the cost-of-living crisis is not a main cause of stress for their employees.

The report also highlights that as a result of this, only 3% will take cost-of-living increase into consideration in their employee’s pay reviews, despite 66% being open to consider paying a fair salary to suit inflation.

 The study canvassed the nation-wide view of 500 business owners and/or directors with at least 20% equity, for companies with at least 100 employees, on current work force trends. The research revealed that while leaders are not recognising the impact of the cost of living/soaring inflation on their staff’s stress levels, this is not down to apathy.

The data released today illustrates that businesses are aware of employee stress and interested in making changes that will aim to evade stressors but are misinformed about the causes of stress among their staff. As 92% of respondents feel they currently provide support for their employees’ wellbeing, recent research contrarily found that 16% of employees are having to consider a second job to make it through 2023, with the current cost of living.

According to business owners surveyed, the top 5 main causes of stress for their employees are:

• Heavy workload (26%),
• Long hours (24%),
• Tight deadlines (22%),
• Job security (21%) and
• Changes to job role (20%).

This, amid the soaring inflation and cost-of-living crisis facing the UK workforce, reveals that leaders believe the stressors for their employees are directly aligned with their own stressors, listed as:

• Heavy workload (26%)
• Long hours (21%)
• Tight deadlines (25%)
• Job security (21%)
• Changes to job role (22%)

So, it becomes clear that this lack of effective support felt by employees is not a lack of willingness or compassion from leaders in relation to workplace stress, but of misunderstanding the needs of staff; and with over half respondents (56%) agreeing that their business has been open to grant pay rises to employees who are no longer financially secure after the cost-of-living increases, one of miscommunication.

Nick Gold, Managing Director of Speakers’ Corner comments: “The research shows a chasm between employers and employees. With the cost-of-living at the top of the news agenda and the rising mortgages announced this week, all of us are facing difficult times and what is needed is a better flow of communication. Because the other side of this is that the business owners themselves face work stress, only for the reasons listed above and not for the same reasons as their employees.

“In the face of recession and the knock-on effect it will have for the British economy and productivity, business owners themselves face challenges- including understanding and motivating their teams. This can be difficult as there is a split in perspective; while employers are focussing on ensuring the business survives through the recession over the next few years, their employees struggle with the day-to-day impacts of inflation and rising cost-of living.

“It is arguably the assumption that employees stress about the same things as business owners that has caused this disconnect. But what seems to be missed here is that understanding your team and their needs can lead to a happier and more productive team, which in turn will relieve stress for those in charge.”

Ultimately, the data revealed that just 3% of respondents will take the cost-of-living increase into consideration in their employee’s pay reviews. However, 62% of those who wouldn’t, would not do so because of the time needed to implement and not because they do not think it is necessary. And almost contrarily, 66% of respondents would consider paying a fair salary to suit inflation. This means the issue is not a question of leaders being apathetic to their employees’ needs, but a misunderstanding of what is needed.

Read more:
Cost-of-living not a key stressor for employees by business owners, research reveals

More Housing’s new home, The Parker gives councils a solution to the housing crisis.

Currently, the UK has close to 100k people in temporary housing or on the streets. Conditions in temporary housing have been widely reported by charities and the media as unsafe and unsatisfactory, with one in five having hazardous conditions. This menagerie of problems – poor air circulation, damp and mold, only shared facilities with no private, lockable front doors, safe storage or room to work – means living in poor-quality temporary housing can have a variety of mental health implications for those affected.

More Housing’s mission was to create mental health inspiring, low carbon, eco-innovative homes that could be deployed quickly to suit each county’s requirements.

With homes designed using MMC for meanwhile and permanent sites, More Housing now provides a unique eco-innovative, mental health friendly solution for councils nationwide.

Attempting to solve one issue without creating another was the challenge for the team.

Three years of constant setbacks and continued innovation to source solutions for them, has seen More Housing finally launch.

Mr Hossain, Operations Executive at More Housing said:

‘Whether it’s temporarily using brownfield sites or permanent spaces, Councils can now use our plug and play homes to plan solutions to complement their town, city or village plans with a future-proofed investment.

‘Installation is seamless as all homes come in completed 3D volumetric modules with all internal and external finishes and services installed, a high PMV and are stackable to configure the optimum design for the space.

‘Each home arrives fully furnished and has a highly efficient fabric system. Clean air, filtered through our mechanical ventilation with heat recovery system, high ceilings, space and storage means that each home feels homely, with the ability to hang pictures on the walls and a designated area to enable working from home. It forms a fresh new beginning for each occupant and we hope, a new dawn and solution for the country as a whole.’

Showcased at world renowned BRE Innovation Park

The Parker is currently on display at BRE Innovation Park in Watford. BRE Innovation Park is respected globally for testing the validity of property innovation and showcasing home designs of the future.

Mr Hossain continued:

‘We took it as the biggest complement that The Parker is showcased at BRE. We have proven that it is possible to build high quality, affordable housing in an eco-friendly, mental health inspiring manner. Not to be mistaken for shipping containers, each More Housing home is built using Modern Methods of Construction (MMC) which means that there is less waste, site noise, disruption and the they are closer to net zero carbon as they can possibly be.

‘Fully electric in its design, each home is also powered by solar and smart battery power. Air is filtered as it enters the home and before it leaves which eradicates dust and viruses. Due to the smart functionality built in, each home is far cheaper to sustain helping its new occupants to create a new life with reduced stress and maintained dignity.

‘We are forever grateful for our working relationship with Integra. Who, from sharing our same values, has worked tirelessly to bring our three home variations to reality.’

The Parker is manufactured by Integra Buildings, a modular construction company based in East Yorkshire and a close manufacturing partner of MORE Housing. East Yorkshire-based modular specialist Integra Buildings is manufacturing The Parker at its base in Paull, near Hull.

Wayne Potter, Anti-Vandal Sales Manager at Integra Buildings, said:

‘Our partnership with More Housing stemmed from a shared belief and vision – to tackle homelessness and provide quality, affordable housing to those most in need of help.

‘This is a hugely exciting project which showcases the advancements and enormous potential of modular housing. The Parker is a stunning design, built to an incredibly high technical standard.

‘We’ve seen first-hand from previous projects, including the installation of 30 studio apartments for young people in Bristol, how perfectly suited modular construction is to the design and delivery of pod accommodation.

‘We’re excited for what we hope will be a long and successful partnership with More Housing.’

As the UK moves into one of its harshest winter’s yet, it’s More Housing’s hope that councils get in touch or visit BRE to see how simple the solution can be to meet the desperate need for housing in a future focused way.

Read more:
More Housing’s launch is a new start in the UK’s approach to the housing crisis

Privacy is a human right. With all the reasons startups fail, ensure privacy isn’t one of them.

Nigel Jones, ex-Google lawyer and now co-founder of the Privacy Compliance Hub, says the early days of founding a growing startup are the perfect time to get your ducks in a row when it comes to privacy compliance

It’s easy to get caught up in the fast-paced world of building a startup. Most entrepreneurs start with the spark of an idea, or a problem they think they can solve. They hire engineers to build a product. They start attracting customers and/or clients and make plans for future growth, investment and features on the product roadmap. And they begin to collect data. But it’s rare that they’ve stopped for a second to think about privacy.

That’s a problem. Because privacy really matters.

And it’s down to businesses of all sizes and from all sectors to protect this fundamental human right.

Making a public commitment to privacy is good for business too. A whopping 92% of the British public say they feel uncomfortable about the number of businesses that collect data about them, and 41% say they’ll never return to a business after a breach. Investors are interested as to whether companies are complying with privacy laws, and place emphasis on this factor when doing due diligence. Falling foul of the UK General Data Protection Regulation (GDPR) can, after all, cause significant reputational damage and come with heavy penalties. The Information Commissioner’s Office (ICO) has the power to fine a company up to 4% of its worldwide turnover, or £17.5m (whichever is higher), for breaches of the UK GDPR. It has also recently gone public with its intention to name and shame companies moving forward.

With that in mind, here’s how startup leaders can prioritise privacy from day one.

Focus on your people

It’s easier to build an effective privacy culture when you’re overseeing a team of 50 rather than 500. And with 88% of data breaches down to human error, it makes sense to centre your privacy programme on the people within your organisation. Make sure there’s a comprehensive training strategy in place, with frequent refresher sessions. That’s particularly important with the shift to hybrid working, as phishing attacks are increasing in frequency and complexity. Once your team is big enough, appoint privacy champions in every department to keep compliance on the agenda. When employees understand privacy, they care about it and are willing to play their part in protecting it every day.

Consider your processes

The influx of Big Data has opened up endless opportunities for innovation in the startup world. But it does become problematic when it comes to privacy, not least because many businesses quickly become overrun by information. Start with an audit of what personal data the business collects, how it’s processed, where it is kept (and for how long), and what happens to it when it’s no longer needed. This exercise will help you streamline workflows to ensure that data is being processed in accordance with the law at every stage. You’ll also have the information you need to be transparent with customers about the data you’re collecting and why – a key requirement of the UK GDPR.

Be careful about sharing data externally

It’s a fact of modern day business that organisations increasingly share data with each other. But the UK GDPR requires you to only share personal information with companies that take privacy as seriously as you do. If one of your partners has a sloppy approach to compliance, which leads to a data breach that affects your customers, you risk a hefty fine and reputational damage. Ask the question whether it’s necessary for personal information to be shared externally at all. If it is, make sure your team is doing the necessary due diligence and that there’s an appropriate agreement in place before you start sharing data with another organisation. The buck always stops with you, even if a breach is solely down to your partner’s actions.

Get the executive team on board

Too often, privacy is seen as the responsibility of an IT or legal lead and not something that involves the entire organisation. Employees are more likely to follow your lead if you make it clear that this is something you and the rest of the leadership team cares about. Give privacy a seat at the top table by adding it to the agenda of board meetings, and appoint a key person to take ownership of driving progress forward. Someone needs to be able to look ahead and ask, what are the implications of what we’re building – in the short, medium and long term? It’s always better to build well in the first instance, rather than try to mend the dam after it’s sprung a leak. In fact, it’s a legal requirement under the UK GDPR.

Commit to developing a culture of continuous privacy compliance in the long term

Privacy isn’t a tick-box exercise that’s over before it’s begun. It’s an ongoing effort that will become part of your startup’s culture. Getting privacy right in the early days means customer data will be kept safe and treated with the respect it deserves as the business grows and adapts. That boosts innovation – when employees know exactly what they can and can’t do with data, they feel empowered to act. It builds your reputation as an ethical company, among customers and your future talent pool. And it puts you in the best place to expand into new markets or services, and scale faster than your competitors.

Keen to make sure you’re compliant? Take your free 10-minute GDPR health check here.

Read more:
Startup founders are busy, but they still need to prioritise privacy

New research finds 76% of UK gig workers struggle to gain access basic financial products.

Rollee, a fintech start-up providing secure and consented access to income data, today reveals that over three quarters of UK gig workers surveyed struggle to gain approval from financial institutions to access financial products such as a loan or mortgage. The findings in The Hidden Cost of Gig Worker Living report from Rollee, also reveals that just over 7 in 10 (74%) UK gig workers have been denied access to basic financial products such as a loan, despite having a good credit score.

Of 1002 gig workers surveyed, over a half (60%) of gig workers have had to apply to three or more different lenders before receiving access to a credit card or loan. 10% were successful when applying to their first lender.

There are 4.4 million people working for gig economy platforms at least once a week in the UK today who contribute £20bn to the UK economy.

The hidden cost of gig worker living

The report highlights that the struggle to access financial products is having an impact on the lives of gig workers across the UK. In fact, over half (52%) of gig workers surveyed have lost out on a new home due to being declined by a bank or building society, despite knowing they have affordability.

Gig workers surveyed also expressed the struggles they experienced when accessing financial services such as loans, or credit cards. Almost a third (32%) say it has placed stress on them and their families. Others report it has caused them financial hardship (29%), has prevented them from accessing housing (20%) and impacted the opportunities available to them in life (29%).

Looking ahead, 80% of gig workers surveyed feel concerned that the current-economic climate will impact their ability to be approved for a loan and to help with the cost of living throughout winter and the Christmas period, 25% will apply for a loan over the next couple of months.

A reliable source

It’s important to note that the survey was commissioned by Rollee and conducted by Opinion Matters, among a sample of 1002 gig workers in the UK working in at least 1 self-employed job, or platform job. Fieldwork was carried out between 7^th November – 14^th November 2022. Opinion Matters abides by and employs members of the Market Research Society which is based on the ESOMAR principles.

When a sector is pulling in and creating vast amounts of income, there seems to be no justifiable words to describe the reasoning behind the financial power houses’ decisions.

Ali Hamriti, CEO and Co-founder at Rollee commented:

‘This research reveals the level of financial exclusion gig workers are facing. The struggle gig workers experience is not because they can’t afford a loan or mortgage, but because the current credit scoring systems of financial institutions are not set up to verify their multiple records of income and employment data. And with financial institutions under increasing pressure this results in workers being denied access to products they should be entitled to.

‘Self-employed workers need a fair chance to be able to prove their solvency to financial institutions. As the number of independent workers continues to rise, it is vital that financial organisations find new ways to gain full visibility of self-employed workers’ employment data to assess them fairly, and ensure they are not excluded from financial products just because of their working status.’

Rollee helps financial institutions to make fair and accurate decisions when applying for financial services. In the UK, Rollee is working with lenders, insurances, accountants and PCO fleet managers to provide them with a gateway to gain easy, reliable and fast access to income and employment data.

*Respondents who have applied for financial products since being a gig worker

Read more:
UK gig workers face financial exclusion when accessing loans and mortgages

Upskilling tech teams in meaningful, productive sessions that actually work.

The idea for Skiller Whale came from the pain that Hywel and his co-founder, Dave, experienced first hand as software engineers, and tech leaders in fast-growth environments.

Both were getting frustrated to find that a huge amount of their time was spent finding and filling the gaps in knowledge that our teams weren’t aware that they had. After trying all the usual suspects – video libraries, content subscriptions – they saw no real skill improvement. 

Realising that upskilling tech teams was consistently one of the biggest headaches CTOs and Heads of Engineering face, they knew that if they could solve this problem it would be transformative for the industry.

Enter Skiller Whale …

What products or services do you provide?

Skiller Whale provides Deep Coaching for companies with ambitious tech strategies. This means personalised, live, expert-led, micro-coaching sessions in small groups, focused on specific tech skills required by the team.

What type of businesses do you work with?

Start-ups, scale-ups, large tech companies. Really, anyone who is tech-first and ambitious in what they want to achieve.

We currently work with a number of scale-up Fintechs and Unicorns, such as Omnipresent, Wagestream, Gousto, Drizly and PensionBee.

What is your USP?

Traditionally, if you want affordable learning, you have to get access to generic content for self-study (low engagement, low impact). On the other hand, if you want high-impact learning, you have to dedicate a week or more of intensive time for expensive ‘bespoke training’.

With Skiller Whale, we created a third way: teams get the impact of live, intensive coaching, at a pace and price that’s affordable and sustainable. With the subscription model, it’s low stakes to try for a month and cancel or pause if it’s not working for you.

In developing our approach, we tried many things that failed. But some things worked, and we kept exploring and refining those. Eventually, we realised that 4 criteria had emerged as foundational to tech coaching effectiveness.

• Diagnostic – it must be relevant to each individual’s knowledge – what they don’t know, and what they need to know.
• Expert-led – it must be challenging, with feedback – this means it needs to be led live by a domain expert.
• Experiential – it must be hands on learning, not just theoretical or passive
• Problem-based – it must have scenarios with real-world application, not just ‘hello world’ or foobar.

These rather obligingly spell out ‘DEEP’, which with its aquatic connotations felt like the perfect term for our company!

We got some help with this structure from our third co-founder, Hayley, who previously ran a company developing skill matrices for organisations like HSBC and Microsoft. By the time we’d defined Deep Coaching, we collectively realised that the criteria echoed our experiences at the university we all attended (and where two of us met) – Cambridge.

In the Oxbridge model, learning is led in small groups by domain experts. However, at university everyone is assumed to have the same pathway. This certainly isn’t the case once you’re working, so the diagnostic element is key to our approach being relevant for mid-career folks.

No individual element of what we do (DEEP) is new, but the combination is unique.

Our view is that if we can get the learning experience right, then we’ll solve the rest of the scaling as we grow. We have a 94% completion rate (compare that with 12.5% median MOOC completion), and 99% of learners give our coaching 4 or 5 stars, so we think we’re doing something right.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

Openness is our most important value, and we’ve defined it as enabling openness through gratitude. Many organisations expect openness, but don’t create the conditions to make it possible. It must be easy to give bad news. It must be acknowledged that it’s hard to give negative feedback, not just hard to receive it. Psychological safety is a must have.

Rationality has been challenged as a word that has been used as a weapon against women. We considered changing the word, but couldn’t find another that fitted our meaning better, so we continue to use it but with the explicit acknowledgement that it has been weaponised, but our meaning of it is that everyone can follow the steps of each decision and understand (not necessarily agree with) how we arrived somewhere. It’s also worth noting that we do not believe that rationality is the antithesis of emotion. Sometimes the most rational thing to do is to prioritise the emotional impact of a decision.

How do you ensure that you recruit a team that reflects your company values?

We’re very clear about our values internally and externally; and we want them to be reflected by everyone in the company, that is why we take hiring seriously.

The recruitment process provides a really great opportunity to not only discuss our values but embody them right the way through the candidate experience. We are open and transparent about our salary banding with all advertised roles, our approach to flexible working and our commitments to improving diversity within the tech industry.

We make a point to deliver feedback to any candidate who applies and we ensure that values based questions are woven within the process, rather than simply the traditional competency approach.

Any finance or cash-flow tips for new businesses starting out?

Prioritise revenue over capital. Early revenue is the strongest signal you can get that your idea might be successful. It’s a sign that you’re doing something valuable, bottom-up. Investment is a sign that your market exists top-down, and that you can describe it compellingly to investors – that’s a weaker signal for long-term success.

Sell early – sell earlier than you think you possibly can. From the start, our vision for Skiller Whale was a remote-first, technology-driven coaching environment – slick, integrated into our user’s workday without friction. But the first version our customers paid for, had none of that – it was me travelling across London to the offices of our customers, sliding pieces of paper across the table in a stuffy meeting room, looking over their shoulders and answering questions. I’d probably spent less than 10 working days on the business at that point. Not only did we get revenue sooner, but we were able to experiment and iterate much sooner. I think that approach is why we were able to invent a new learning model, and it’s why our users love us so much – everything about our service came directly from watching users experience it.

If you could ask one thing of the government to change for businesses what would it be?

Modernise and simplify – allow for more integrations (like Making Tax Digital – that’s a great start). I tried to read the rules on taxable and non-taxable benefits recently, and they don’t reflect a modern world where people are increasingly working from home, part-time, and changing jobs every couple of years.

Each new form we’re required to submit, each new field on a tax return, each new scheme to apply for, is an extra burden for an innovative, growing company. The more admin and bureaucracy there is around the running of a company, the less time we have to work on the company itself – and ensuring we’re compliant becomes a real burden, expensive in terms of money and time.

What is your attitude towards your competitors?

Right now, we don’t have direct competitors. However, there is a lot of content out there and a lot of providers of traditional e-learning for tech skills. We think it’s great that there’s so much available, and that so much of it is free! But our view is that it’s like a gym membership – go whenever you want, do whatever you want (and probably don’t). Our brand of coaching is like a personal trainer focused on getting a team ready to win a league. It’s just a completely different thing with different goals. Personal trainers don’t think gyms should be abolished, but they probably also don’t think they are enough.

Any thoughts on the future of your company and your dreams?

We’re always keeping up with the changing tech landscape and responding to the needs of our customers. On our roadmap, we are expanding our offering beyond language-specific coaching to broader topics such as writing clean code; data modelling, as well as soft skills such as pair programming and time management.

Beyond that, we will be expanding to other skill domains beyond tech. Watch this space.

Read more:
Secrets of Success: Hywel Carver, co-founder and CEO, Skiller Whale

We are all aware that oceans are the lifeline of our planet.

When Adam Root first started out mapping all the ways plastic enters the ocean, he found that the largest proportion by a nautical mile is microplastic. After researching what was being done about it it transpired that the answer was: very little. Once microplastics get into waterways and the ocean it’s technically very difficult to remove. Keen to help solve this issue, he invented Gulp.

Gulp is a sustainable solution to stopping microplastic pollution that empowers people to make a real difference. It’s the first highly efficient microplastic filter that can be retrofitted to existing washing machines without the use of disposable cartridges or replaceable components.

Adam took five minutes out of his day to speak to Business Matters about his journey and business beliefs.

What products or services do you provide?

Matter is an innovation company pioneering technology solutions for capturing, harvesting and recycling microplastics. Our mission is to stop microplastic pollution at source. We have developed an innovative filtration product – Gulp – that captures microplastics produced by washing machines. Gulp is the first highly efficient microplastic filter that can be retrofitted to washing machines creating zero additional waste for the entire life cycle. (Find out more at gulp.online)

As well as producing a product for existing washing machines, we are also engaged with multinational domestic appliance manufacturers to integrate the technology into washing machines to meet legislative requirements in France from 2025 and being developed internationally.

Our technology is scalable, and we are developing our filtration technology to address microplastic emissions on a commercial and industrial scale. This includes, for example, wastewater treatment plants and textile production factories.

Yet, to fully solve the global issue of microplastics in the environment, we are also developing solutions to turn microplastic fully circular. This enables us to harvest those microplastics and other micropollutants captured by our products to create valuable resources for new products in the circular economy. We are currently leading a number of live research projects to find sustainable methods and applications for recycling microfibres from our laundry to create a closed loop system.

What problem does your company solve?

60% of all textiles are now made from plastic fibres, which get washed into our waterways, damaging the environment and ending up in our food chain. In the UK alone there’s 24 million homes each producing on average a gram of microplastic every single wash. That works out to approximately 14-16 tonnes a day of plastic going down the drain and into our ocean. Our mission at Matter is to create long-term solutions for one of the biggest challenges of our time and stop microplastic pollution at its source.

How do you ensure that you recruit a team that reflects your company values?

Culture is really important to us at Matter. Our company values are embedded into everything we do, and those are the values we look for in potential applicants. Everyone that works at Matter shares the same passion – we want to drive change and make a positive impact on our planet.

Candidates are assessed on competency for the role and their values – and they need to meet both criteria to be considered for the role. We also include a group activity – such as a team lunch – to make everyone feel part of the process and understand how the applicant interacts with the rest of the team.

The bit between an offer and starting is also really important. We stay in touch, invite them along to our socials and by the time they start they already feel part of the team!

If you could ask one thing of the government to change for businesses what would it be?

Legislative action is fundamental to deliver the scale of change needed to stop microplastic pollution. As more countries look to follow France’s lead of implementing legislation for microplastic filters to be fitted into washing machines, we are campaigning for the Microplastic Filter (Washing Machines) Bill with APPG. The bill proposes all new domestic and commercial washing machines in the UK to be fitted with a microplastic filter by 2025. The bill is currently entering its second hearing stage and we hope to see this drive change at the scale that is required to stop plastic pollution from laundry.

Read more:
Secrets of Success: Adam Root, Founder of Gulp at Matter

What makes a good PM in leadership and how can this apply to business leaders? 

We speak to Nick Gold, MD, Speakers Corner to find out his opinion on the overarching traits of great leaders, and establish how this impacted the recent UK leadership contest that took place in September.

The characteristics of a good leader

Traditionally, good leaders have been characterised as strong, powerful, and assertive. And while these qualities have value, it takes far more than a loud voice and a commanding presence to be a great leader in 2022.

As the UK’s leading speaker bureau, we’ve encountered dozens of incredible leaders and leadership speakers. Here are the traits they have in common:

• Empathy — the power to understand others’ problems and perspectives
• Accomplishment — the ability to deliver success (and a track record to prove it)
• Confidence — the self-belief and charisma to instil confidence in others
• Vulnerability — the strength of character to admit they don’t have all the answers.

So how do these characteristics apply to our new PM — and what can business leaders learn from them?

Empathy — the hallmark of a modern leader

Understanding the problems faced by your constituents is an inherent part of being a politician. But Truss has faced accusations of lack of empathy by journalists, celebrities, and even members of her own party. So is empathy as important as it seems?

Research suggests empathy isn’t just useful — it’s the most important leadership skill. Empathy breeds inclusivity, which is linked with positive outcomes like better engagement, high retention rates, and improved problem-solving. It shows you understand and care about the problems people face everyday, which gives them confidence in you as a leader and ally.

But empathy is about more than just lending a listening ear. You must also take action to tackle those problems.

Accomplishment — aligning action with objectives

Taking effective action to drive success isn’t always easy. But great leaders back up their words with action and do everything they can to achieve their goals.

This is perhaps why Partygate was one of the final nails in Boris Johnson’s ministerial coffin. Boris set out criteria for success and how the country could achieve it: reducing the spread of Covid-19 by reducing contact. Then he did the exact opposite by holding regular in-person gatherings at Downing Street.

Rishi Sunak’s furlough scheme was widely lauded for keeping people in jobs throughout the pandemic. But his popularity then dipped, thanks to the still-growing cost of living crisis. As then-Chancellor, the looming recession took its toll on his leadership chances.

As foreign secretary, Liz Truss’s accomplishments had been arguably lower profile than her rival’s. But certain achievements — like helping Nazanin Zaghari-Ratcliffe return to the UK after 5 previous foreign secretaries failed to — may have been overlooked.

Good leaders get results. Leadership speaker Chris Roebuck says, “Too often, leadership speakers just focus on individuals being a better leader. But that doesn’t necessarily deliver success for the organisation.” Proven track records of success speak for themselves — they show others that you’re trustworthy, skilled, and experienced, giving them confidence in you as a leader.

Confidence — charisma and self-belief create empowered teams

When Boris Johnson was in the race to become prime minister back in 2019, one journalist described charm as his “secret weapon.” And while Johnson certainly has his critics, few can deny that his irreverent humour and sheer force of personality have been key to his leadership success.

Research tells us that voters view politicians who don’t appear confident less favourably. Perhaps this is why Conservative party members are nostalgic for the outgoing PM versus Truss. But both Truss and Sunak possessed the self-belief to see them to the final stages of the leadership contest.

Confidence is essential for leaders. It gives you the strength to face challenges, influence others, and inspire teams. Studies have shown that confident leaders are perceived as calmer, more open, and willing to engage in feedback — creating a better working environment for everyone.

Vulnerability — an underrated skill in the age of accountability

At a time when one public gaffe can wreck reputations and send share values tumbling, vulnerability is often difficult to display — especially for politicians.

In a now-infamous interview, Liz Truss’s numerous U-turns are exposed in toe-curling fashion. Some people view this as flightiness. But despite her repeated backtracking, her strong lead in the polls remained. So perhaps her willingness to own her mistakes and change her mind was popular with party members.

Ambiguity and change are increasingly present in our fast-paced world. So it’s impossible to be steadfast at all times. It’s not easy admitting you don’t have all the answers, or that you were wrong — especially when you’re a public figure. Being open to feedback and displaying openness are powerful tools for any leader looking to inspire and motivate others.

Leadership speakers to inspire staff

Polling data suggested Truss was on course to win the 2022 leadership contest before the final decision had been announced — but it remains to be seen if she has the genuine leadership skills of other powerful politicians. You only have to hear the speeches of Winston Churchill and Barack Obama to understand how great politicians are built on these leadership traits.

It’s much easier to become a good leader if you have a role model to share their experience and expertise with you. That’s why leadership speakers are so popular.

Leadership speakers engage with staff and event attendees on a whole other level. They demonstrate the impact of strong leadership both logically and emotionally, through storytelling and sheer presence. Watch and learn Business Matters readers – the more leadership speakers you can see, the better you will lead your own business.

Read more:
What can we learn about leadership from the recent PM race?

The level of cyber threat to businesses is higher than ever. 

Personal data held by businesses is increasingly valuable, meaning bad actors are always looking to gain access by any means possible. 

As a result, the approaches to security used as recently as five years ago are no longer sufficient to protect the valuable personal data businesses hold. Security methods like Multi Factor Authentication (MFA) have become crucial for businesses who want to protect and secure user data and accounts. 

End users meanwhile, whilst undoubtedly valuing the security of their personal data also expect a good user experience. Businesses therefore need to strike a fine balance between security and ease of access. Understanding when to implement MFA techniques and which situations don’t require rigorous authentication will be crucial. 

Business Matters spoke to Jacob Ideskog, CTO, Curity, to ask for his top five techniques that have evolved and been adopted for MFA that will help businesses achieve strong data protection and ease of access. 

Always On and Opt In 

Always On is consistent with its name – MFA is always on and is always a user requirement. At every log-in opportunity, users will be prompted to use two or more identifying factors in order to access the account in question. While this method is the most rigorous in terms of security, it is the least user-friendly. The repeated demands for re-authentication can become tiresome to users, particularly if they accidentally close a webpage and need to quickly re-access the information. It is also important to note that not all information requires the same level of protection. Whilst such a stringent approach works for many applications, there are different MFA methods that offer more flexibility that are more suitable for certain applications. 

Opt In MFA is a more flexible approach. It strikes an important balance between helping users to protect their data and offering more flexibility. In these instances, customers are prompted to set up MFA, but can decide for themselves whether to do so. Opt In MFA also allows companies to always require two factors while giving users more options to improve their own security by adding additional factors. 

Step-up Authentication 

As briefly mentioned with Opt In, sometimes data does not require a rigorous authentication process and a single log-in is the only authentication necessary. Consequently, the end user does not have to engage in a complex process,  providing an improved and frictionless user experience. 

However, if a user then needs to access more sensitive information, they will receive a series of authentication questions, “stepping up” from one form of authentication to multiple. Step Up is initiated by an OpenID authentication request with a higher privilege scope, particularly prevalent in the financial industry. Here, the initial log-in may be to just check a bank balance or when a credit card bill is due, but if a customer then chooses to make a payment or update their personal information, the additional authentication process will prompt them to answer a security question, or use a secondary authenticator for example a biometric input. Step-up authentication can offer a good balance between user experience and security. 

Time Sensitive Re-Verification 

This approach is becoming increasingly common, particularly for access to email or cloud-based document accounts such as Google Drive, or Microsoft 365. With this approach, users are required to log-in using multiple factors the first time they access their account, however if a user continues to access their account regularly, and via the same browser they are rarely prompted to re-enter their verification information. This process requires fine-tuning of the Time To Live (TTL) for different authentication factors, so the trusted device can be established at the initial log-in. The TTL for the different authentication factors is set for different time periods, meaning the password expires before the coding of the verification, so that while users will need to change their password for security reasons on a semi-regular basis, they will not need to continuously enter the password to access their information. However, if a user changes the device they access the account from, or their browser (ie. from Google Chrome to Microsoft Edge) they will need to go through the MFA process. 

This approach gives cyber security professionals the option of flexibility, allowing them to set the TTL to the time period that works best for their business model in order to optimise user experience while protecting the necessary data. 

New Country and Changed Country 

It is also possible to use geolocation to support the MFA process. While geolocation isn’t able to exactly pinpoint a user’s location to the exact house number or to identify them as an individual, it can determine the country where the user request pings from. 

For this to work seamlessly, identity access will be behind a reverse proxy. The X-Forwarded-For header will be used as an identifying factor, as the original IP will be behind the proxy. The proxy will also need to be white-listed with identity servers, as it will need to be trusted and not flagged as a potential security alert. 

New Country as an action can be as simple as businesses need. It only requires a Bucket to store and a boolean subject attribute that will be related to the geolocation. If this attribute is not set, the boolean value will change to True and it will be considered a new geolocation, requiring additional log-in and authentication. However, once the user continues to log-in from this geolocation, the boolean value will be set to False, and they will no longer need to go through the MFA process. 

The Changed Country functionality offers similar simplicity. It also requires a Bucket to store data and an attribute name for a boolean subject attribute. In this instance however, the boolean value will be set to True every time the user logs in from a different country, meaning that previous geolocations will be forgotten and if the country is different from the previous, they will be required to re-authenticate. 

These two actions are useful tools to support the MFA. While the actions are similar, the crucial difference lies in the Changed Country “forgetting” geolocations once they change, while New Country will only change the boolean value to True if the location is brand new and not been used before as an access point. 

The Impossible Journey Authentication Action 

The Impossible Journey serves as an authentication action, or prompt, and adds additional authentication layers where necessary. This MFA functionality is also fairly straightforward to use. As with the New Country and Changed Country, a data source is needed to store the geolocation, along with an attribute name, with the Boolean subject attribute set to True if an impossible journey has been identified. This identification process also includes speed as a determining factor. 

As previously mentioned, the geolocation is not enough to serve as an identifying factor, however the Impossible Journey will capture longitude and latitude which is then stored (Point A). When the same user authenticates again (Point B), the action verifies the speed it would take to move from Point A to Point B, and if the speed is slower than the configured speed, the Boolean value will be set to False. If the speed is faster it will be considered an Impossible Journey and the boolean value will be set to True and the user will be required to go through additional authentication. 

Read more:
Five ways Modern Multi Factor Authentication (MFA) secures businesses

The cost of living crisis in the UK has arrived, continually deepening by the day.

In an attempt to mitigate the rising costs of basics, consumers are cutting back on expenses both big and small. The nation is now on a strict budget; some are actively trying to spend less, while others are struggling to afford even basic products.

Nick Horne, sales and commercial director for Suresite Group, chats to Business Matters and discusses why retailers should prioritise innovative thinking and technology in the payments sphere, as the cost of living crisis changes consumer habits and threatens profitability.

This dramatic change in consumers’ spending habits, including where and how often they shop, what they buy and how much they spend, will have a significant knock-on effect on UK businesses – especially customer-facing SMEs. An estimated £12bn of non-essential product and service sales are expected to be wiped out this year, and many retailers are already struggling to stay profitable in the current climate. According to data from PayPal, 78% of UK SMEs consider cost of living to be the biggest threat to their business at present. 

Right now, every penny spent by consumers with SMEs – who make up 99% of the UK business population – counts. It’s time to work smarter – not harder – to encourage sales, while simultaneously protecting cash flow and revenue. 

Data-driven customer loyalty 

One of the more obvious ways to do this is with data. When used through unique payments and loyalty apps, data has the ability to drive customer loyalty in a number of ways. As well as uncovering trends, patterns and consumer purchasing behaviours, data can give retailers the insight to engage, reward, keep and even win back customers. 

Loyalty schemes that offer instant value in times of financial pressure are the ones that customers will be more likely to join – such as money off products and experiences, spend stretch offers, values on utilities and discounts for fuel. Schemes can be leveraged in the short term to offer some relief to customers during times of high inflation – in turn, driving sales and more frequent visits, and providing the business with even more data and insight.

Other analytics solutions can help retailers identify busy and quiet periods; pinpointing the best opening hours to maximise foot traffic and plan the correct staffing levels. Self-checkouts are also a great option for store-based retailers and businesses, particularly if the cost of living crisis is impacting investment on the site. While it’s key to ensure customer experience isn’t negatively affected, the cost of running the business is less, and speed of checkout increases

Buy now, play later

Another innovation proven to boost loyalty – as well as increase conversions, average order value, and customer reach – is the ‘buy now, pay later’ (BNPL) payment option. From Klarna to Clear Pay, this simple concept has grown massively since it first emerged. Offering flexible payment options, platforms such as Klarna allow customers to either spread the cost of their purchase into three interest-free instalments, or ‘try before you buy’ and pay only for what is kept, up to 30 days later – resulting in significantly lower abandonment rates. 

While typically used in the electronics, fashion and apparel and beauty sectors online, the cost of living crisis will likely see the payments technology spread further afield. In the hair and beauty sector, for example, we know of businesses that are currently mitigating risk by asking customers to pay a 50% deposit on bookings over a certain amount prior to their appointment. This is simply because the business has experienced too many cancellations – often due to customers not being able to afford treatments. Having to pay for a service upfront is not typically favoured by consumers, so BNPL could be a fitting alternative here. 

While great for a business’ cash flow – as they receive their money as quickly as they would on a debit card –  there is a reputational risk that’s worth noting in the current cost of living crisis, and the possibility that customers may be at risk of financial problems as a result of using such services.

Why offering alternative payment methods is so important

SMEs should be opening their business up to as many alternative payment methods as possible. From cryptocurrency to physical coins – however a consumer wants to spend money, there should be no reason to turn them away.

Convenience to your door is also a growing market. Third party relationships with the likes of Snappy Shopper, for example, can help customer-facing businesses reach more people. And, while there’s a few more touch points in the transactional flow, time to settle funds is unaffected from the businesses’ perspective. If, thanks to the cost of living crisis, retailers have seen footfall decrease, it’s important to remember consumers still need their essentials. In this instance, a home delivery service – particularly when combined with free delivery – is a great way to avoid cutting down your customer pool and setting yourself apart from competition.

The key takeaway here is that innovative thinking and technology in the payments sphere is vital in helping businesses to capture and maintain a share of the available spend, boost customer confidence, and ease pressure on their finances. Struggling businesses must look at their reach, customer experience and ease of payment, while loyalty must be considered across the board in everything a retailer does.

Read more:
How SMEs can utilise payment tech to stay profitable 

Rollee enables worker’s to share their professional data, spread over one or more financial platforms.

Ali Hamriti, CEO and Co-Founder of Rollee, is on a mission to tackle the inequalities of financial service systems that were designed to serve ‘traditional’ customers who have only one job and one income to verify.

Now with an increasing number of independent workers who have multiple income streams, verifying data is more complex and requires a streamlined approach to data access to avoid the banks spending hours manually searching and analysing multiple data records. Plus, with data stored across multiple platforms and in documents, there is a risk of fraud and finding biased data through forged documents.
To solve this growing pain of fragmented data, Rollee enables worker’s to share their professional data, spread over one or more platforms, in a secure, single API platform to validate their financial situation. Financial institutions are then able to gain a global, complete and trusted vision of the worker’s situation, whether they are self-employed or employed.

Ali takes some time to share his thought process with Business Matters.

What products or services do you provide?

We’re a start-up that provides financial institutions with a gateway to securely access employment and income data of all European workers based on their consent. If a customer applies for a mortgage, housing, or loan, for example, financial institutions require the access to all employment data to verify the provision of that service. Often, this data is dispersed and stored in many different platforms. Our API platform enables financial institutions to gain access to the data to make decisions quicker and therefore be able to do more business with potential customers whilst at the same time empowering customers to be in control of their data.

What type of businesses do you work with?

We work with many businesses across different industries to help them access reliable and organised employment and income data. For example, we work with lenders and mortgage brokers to verify the employment and income of their users, accountants to automate their taxes computation, Neo banks to run their users direct deposit switch, as well as insurance and PCO fleet managers to monitor their user’s activity.

What is your USP?

We offer the only API platform which provides access to all workers’ employment and income data with valuable insights to understand them. Companies are already using the technology in the US; however, we are the first employment data platform to come onto the market in the EU that is helping to address systematic challenges to enable fair access to financial services.

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

– Be transparent. Transparency means sharing all issues encountered, things to improve, and valuable information to your teammates. Our fully remote mode works thanks to the openness and professionalism of people who join us.
– Have a balanced life. Being committed to succeeding never meant working 12 hours per day and endangering your wellbeing. We have ambitious objectives but, above all, a long-term vision.
– Innovate. We consistently execute our plan but are always keen to innovate. Each project has a debrief session where employees can propose new improvements.
We may see them challenged in the future but for now we’ve only seen our start-up team embrace our culture and team spirit.

How do you ensure that you recruit a team that reflects your company values?

The interview process obviously plays a really important role. We assess people as a team player and consider their individual strengths to see if they align with the values of the company. We also like to check in with employees regularly during their first few months of employment so we can support them to settle into company culture.

Are you happy to offer a hybrid working model of home/office post-covid?

We operate fully remotely, and we have a global team. We are 120% happy with it. As an early-stage company, offering flexible working has been a game-changer to attract the best talent in the industry to help reach our business vision – no matter their location. That said, caring about the wellbeing of our team is very important to us, and is part of our core values. If an employee prefers to work in an office, we are happy to provide them with access to the closest co-working space in their home city. We believe a happy employee will produce the best work.

Do you have any tips for managing suppliers and customers effectively?

Collaboration is key to facilitating communication and working relationships. Consider opening a slack channel with all your suppliers so you can be agile and reactive in your communication with them. You may not have the answers to their questions instantly, however, creating a channel for them to reach you shows you care about their concerns and is proof of your commitment to them.
Any finance or cash-flow tips for new businesses starting out?
Make the savings in areas that are not related to your employee’s wellbeing. Also, write down different business plans based on your forecasts and be agile in making quick decisions to always align with them.

If you could ask one thing of the government to change for businesses what would it be?

Make it easier for self-employed workers to access mortgages. With the technology and innovation that has developed, it is now easier than before to make this a reality by empowering banks and financial institutions to access and verify employment and income data.

Any thoughts on the future of your company and your dreams?

Our dream is simple. We want to make sure that each worker’s income is an opportunity to improve their life, no matter what goal they may have. Everyone deserves to have fair access to the financial services they need or want, as a result of their hard work.

Read more:
Secrets of Success: Ali Hamriti, CEO and co-founder of Rollee

It’s midnight. I’ve been writing all day and now I’m sitting at my desk wondering how to define a ‘good Queen’.

On my third cup of tea, I realised that the answer to that question lay in those exact words. Queen Elizabeth II was inherently good.

Devoid of greed and ego, she ruled as our Queen with respect for the laws and principles of her country, however, far more than that, she ruled with love.

This was evident from her genuine smiles and multiple daily acts of kindness that her and her staff bestowed on the public 365 days a year.

A good person, and indeed a good Queen, makes considerate decisions. A good, kind person cares genuinely about the impact of their actions and words upon the people around them. A good person acts with patience and love, showing restraint even during incredibly testing times, especially being the head of the Royal Family with their own private lives being made public by the press at every possible juncture.

It’s my firm belief that being inherently good was due to her upbringing and her vow of truth. 

In her coronation speech in 1953, she accredited her virtue and attitude to her lifetime commitment to her mother and predecessors’ example. 

Then, although my experience is so short and my task so new, I have in my parents and grandparents an example which I can follow with certainty and with confidence.

Therefore I am sure that this, my Coronation, is not the symbol of a power and a splendor that are gone but a declaration of our hopes for the future, and for the years I may, by God’s Grace and Mercy, be given to reign and serve you as your Queen.

Proof that instilling good family values are just so critical in order to be upheld throughout generations. Yet beyond her upbringing, her choice to be the best she could be, and to be kind, became who she was. 

In her coronation speech she continued to say the following words which became the guiding star to her life:

The ceremonies you have seen today are ancient, and some of their origins are veiled in the mists of the past. But their spirit and their meaning shine through the ages never, perhaps, more brightly than now. I have in sincerity pledged myself to your service, as so many of you are pledged to mine. Throughout all my life and with all my heart I shall strive to be worthy of your trust.

I honestly don’t think she ever let herself forget those words. 

She kept her promise every day as she held her head high and remained true to herself, true to her vow of leadership and true to her people.

I’ve always marvelled at her sacrifice; never able to simply meander through a village, stop at a cafe or walk in the park with her beloved dogs with the freedom that us every-day folk have. I’ve never taken her sacrifice for granted. That’s why my father and I waved our flags with much gusto, appreciation and love at every occasion we possibly could. Alongside millions of others, we heralded her reign and cheered her on.

What an incredible effort she made to represent our country in as many engagements and meaningful ways as she could during her life. 

She witnessed countless prime ministers, rolled her sleeves up and served in the war, met and heard thousands of stories of loss and triumph over adversity. Never complaining. Never relenting on her vow.

In times of trouble she rose to the occasion and rallied the country’s nerve to stand strong with her. In times of celebration she stood, smiled and enjoyed the pageantry with her family.

She respected tradition whilst being charmed by the new.

Whilst anyone who met her would say it was a privilege, she always intimated that the privilege of meeting so many members of the public who had gone out of their way to achieve something extraordinary with their time, was all hers. Their flair, their commitment to their cause and their inspiration were simply all reasons for her to wake up in the morning ready to serve her country again.

Whilst she inevitably experienced the highest level of grandeur, she had such a wonderful nature, to be able to hold conversations with royalty, dignitaries and anyone else who came across her path. Quite an ability to hold yourself with that level of reserve and esteem, yet be approachable to millions.

What an impact she’s had on so many people that she’s never met due to her values and her energy in upholding them. What an inspirational woman. What a life!

So what are we left with now?

How can we ensure her good nature is reflected in our own decisions and we continue to follow her example?

To do this, I honestly think, regardless of whether you met her in person or whether you admired her from afar, ask yourself: what specifically did you admire about her? Perhaps ensuring that you’re aware of what you loved about her, will make it all the easier to channel it with intention, every day, just like she did.

I’ll go first. For me her ability to do the following through the ebbs and flows of life will always be her legacy:

Her ability to stay strong and work hard through the tough times, then celebrate the good times

To choose grace over grumbling

To support those in need with dignity and respect

To listen with love

To be kind, always.

Whether you class yourself as a royalist or not – it’s obviously no secret that I am – I do believe that if you channel her beautiful character, her legacy of kindness and grace will live on. 

Looking at all of the good deeds and hard work that her son Charles, now King, has undertaken already in his lifetime, I do believe that the United Kingdom and all its territories are poised for a king who is already living and breathing his mother’s values.

The entire team at Capital Business Media and Business Matters wish to extend their sincere condolences to the Royal family.

I personally wrote the following words on one of my Golden Birdie wonder boosters: ‘Even the wildflowers think you’re wonderful’ … because to so many, she was the epitome of wonderful. 

Rest in peace ma’am. You’re reunited with Phillip now and I hope you’re hand-in-hand and giggling at something he’s said.

Thank you for your unfailing service.

Read more:
How fortunate were we, to have experienced Queen Elizabeth’s reign?

Same-day cancellations currently cost hospitality £17.6bn a year. Ambl solves that.

Ambl has been created to combat the current loss in revenue and footfall within the hospitality sector by giving the venues the power and platform to fill empty seats that arise from last-minute cancellations.

Aaron has found a gap in the market for both consumers and hospitality venues as it’s becoming increasingly difficult for people to find and book bars and restaurants on a whim. The app provides a real-time solution for consumers looking to book spaces at the best restaurants and bars in town, on the spot.

What products or services do you provide?

In addition, Ambl is on a mission to boost the spontaneous market. Revolutionising how consumers go out and unlocking the joy of last-minute living, all whilst having the freedom of choice through viewing and booking venues with availability right here, right now. Whether it is a last-minute work dinner, a rooftop cocktail or a signature experience at the latest hotspot, everything is possible with the use of Ambl. 

What type of businesses do you work with?

Ambl is working with businesses in the hospitality sector, in particular those venues offering food and beverages. From walking around the streets of London after work with a backpack and an app demo just over a year ago, we now have over 1,300 London-based venues signed up on our platform. 

After proving the concept this summer, we plan to roll out the business model across the rest of the UK and within the next two years, we hope to establish Ambl across the pond – starting in New York where we have connections in the industry, before going global on a bigger scale.

What problem does your company solve?

Many hospitality firms have introduced special measures to absorb the costs including taking deposits, charging cancellation fees and blacklisting those customers who repeatedly fail to show. While these are all good measures in their own right, the reality is these solutions do not solve attracting footfall and securing ‘bums on seats’; meaning it could actually have a contrary effect i.e. putting people off from going out or resorting to other means of ‘eating out’. 

Loss of revenue, early closures, and rota nightmares will be a thing of the past thanks to Ambl. Our platform has been designed to give venues the power to combat the detrimental impact of the last-minute cancellation culture. It’s been created to give consumers the freedom to view and book venues with availability, right here, right now – reducing the headache of roaming around struggling to find availability, whilst providing visibility to an untapped market for venues. 

What are your company values? Have you ever had them challenged and if so how have you dealt with it?

Truth be told, our values are still being fine-tuned as we concentrate on building our team, which is growing at a fast rate, and preparing our app to launch. That said, there are a couple of values which have been prominent from the very start of our journey which are:

• Creativity: Sharing is caring; no idea is a bad idea
• Integrity: We build trust through responsible action, passion and honest relationships
• Teamwork: We achieve more when we collaborate. It’s going to take us an army to reach our ambition but we’ll do it together. 

How do you ensure that you recruit a team that reflects your company values?

People are your greatest asset. Ambl is all about building the right network and team around us.

The response to Ambl has been genuinely so positive that we find ourselves being approached days after initial introduction by people wanting to know how they can become a part of the noise. This means recruitment has (so far) been quite an (dare I say it) easy ride. Obviously we can’t recruit anyone and everyone, but the response and enthusiasm we have experienced thus far has been surreal. 

Do you have any tips for managing suppliers and customers effectively?

From our experience, acknowledging and sympathising with the challenges the hospitality sector is currently facing has been instrumental in building the relationships we have so far. We know we are building a solution which is going to revolutionise the sector as a whole, so we want our customers to feel as involved as possible.

Earlier this month for example, we hosted an event for our suppliers to share with them an exclusive glimpse into how the app is progressing and give direct access to the Ambl team so that any questions, concerns and ideas could be discussed. It was a real success and something we will look to host on the regular, post-launch. 

Any finance or cash-flow tips for new businesses starting out?

Always look 18 months ahead and ensure you have the capital to support that vision. Since June 2021, Ambl has raised £1.3m which has been instrumental to building the right product, brand and hiring the right team. 

If you could ask one thing of the government to change for businesses what would it be?

From an entrepreneurial perspective, I think the government could do more to encourage more people to act on their ideas. 

From a hospitality perspective, it’s an industry which has traditionally struggled to innovate and when the pandemic struck, the sector really felt the pain points of lagging behind. I’d love to see the government doing more for these guys in particular offering better incentives that will encourage more people into roles. 

What is your attitude towards your competitors?

It’s healthy. All consumers need something to compare your product against which is why we are passionate about building Ambl as a strong brand and community. As long as Ambl keeps coming out on top then we know we are doing our job well. 

Any thoughts on the future of your company and your dreams?

We want to ensure that wherever you are, whatever you’re doing and no matter who you are with – you are still able to receive on-demand and real time availability from venues. We want to work with the best in hospitality and support a simple solution to combat no-shows and cancellations within the industry.  We want to use our consumer data to constantly improve Ambl. 

The end goal and the ultimate dream? For Ambl to be a household name. 

Read more:
Secrets of Success: Aaron Solomon, CEO and Co-Founder of Ambl

Business growth can happen in many ways – are you ready for the momentum that comes with it?

When momentum takes hold, be it from a viral moment, an act of mother nature or planned, business leaders can suddenly find their model or proposition is tested beyond belief as it learns to respond to enhanced demand. What once was a dream for them can start to feel like a nightmare if they do not possess the right tools or make sure sound  infrastructure is in place. 

How can business leaders ensure growth does not deter them from their ambition as they navigate their way through one of the most challenging yet exciting times for a growing business?

Here Dr. Tom Mason, Founder and CEO of Bramble Energy – a hydrogen fuel-cell company – shares his experience and learnings since developing the unique piece of technology and launching the business in research labs at Imperial College London and University College of London in 2016.

In six years, the business has proven to be a real game-changer in solving key issues in the production of hydrogen fuel-cells. Earlier this year, the firm closed a £35m investment round which will be used to help the business grow its UK-based team to over 100 (currently at 60) and take it one step further to achieving its goal of becoming the largest fuel-cell supplier in the world. 

Never forget the mission

With growth can come complacency and although you are likely to adjust your thinking along the way, it is imperative that you never forget why you started out on this journey. Going back to your mission can be a useful and important tool when strategising your next steps. Wherever you might be experiencing growth, whether it is your team, your revenue streams, or the markets you plan to insert yourself into – the question should always be ‘Does this feed into our mission? Will this growth ultimately help us reach our goal?’

Growing a business is no easy task but for me, it is about setting the best possible example and reaffirming Bramble Energy’s goal daily. Of course, we want to be successful and the go to name in clean technology but as we move forwards I want to see success for every individual member of our team who make Bramble the company it is today (and tomorrow).

Always be ready to be agile 

When experiencing a period of growth, it is an important exercise to plan and understand what your outlook may be in the near and distant future, with your strategy being imperative to securing your future growth plans. You should be ambitious and use the deep dive knowledge of your marketplace and your competitors to your advantage. Are there companies in your field who have experienced a similar period and how have they been successful with it or what errors did they make that perhaps we could avoid? 

Dependent on how your business model works, your strategy is a helpful resource to help you navigate the unknown and to respond to the varying opinions of different stakeholders on how best to move forward. Never forget no one understands your business and how it has got to where it is, better than you. With all the will in the world, you cannot plan for everything, and it is in these moments that you must be agile and ready to adjust. Opportunities or risks will present themselves when you least expect it, and it will ultimately be up to you to solve and learn from these moments.

People are your greatest asset 

If part of the growth you are experiencing is your team, then it will be important to not lose sight of what the foundations are of your business. There are areas where your knowledge may be limited and the people you choose to be a part of your journey are your best asset where you can always learn something new or look at your business from a different lens. The infrastructure that you start to build from within will be integral in protecting your mission, your business and your team.

Mistakes will be made – this is inevitable, but you can either learn from them and persevere or give up. If you believe in what you are doing then you only have one option. The people who you choose to take on the journey with you are so important especially in those moments when things do not go the way you expected or wanted. A support network is key in hitting the targets you make for yourself as they can provide a different point of view when you are too close to the issue to resolve it.  

Embrace the rollercoaster of growth 

Don’t be afraid of the pace in which things can develop. Use this to your advantage. There will always be tough times during business growth; it’s how you weather the storm and learn at each turn that will make the difference, and ultimately lead to success. 

Read more:
Key learnings on what is needed to successfully manage growth 

With busy businesses to run, privacy can fall down the priority list for many CEOs. 

Nigel Jones, ex head of legal at Google EMEA and co-founder of the award-winning Privacy Compliance Hub explains how and why CEOs should give privacy the attention it deserves.

Over the past few months, the Information Commissioner’s Office has fined Reed Online £40,000 for sending unsolicited marketing emails. Tuckers Solicitors received a £98,000 fine after a ransomware attack. And Seaview Brokers was fined £15,000 for making more than 4,000 unsolicited marketing phone calls. 

Getting privacy wrong can lead to considerable fines, a damaged reputation and loss of customers. A third of all UK organisations lose customers after a data breach and 40% of customers say they’ll never return to a business after a security issue. 

But CEOs also have a moral obligation to get privacy right. As Tim Cook, CEO of Apple pointed out on last year’s Data Privacy Day: “If we accept as normal and avoidable that everything in our lives can be aggregated and sold, then we lose so much more than data. We lose the freedom to be human.” 

Faced with a long list of competing priorities, here’s how CEOs can play their part in creating a culture of continuous privacy compliance. 

Have a programme

We get it. Privacy can seem complicated and many CEOs don’t take an active role in ensuring their company has an up-to-date, continuously improving privacy programme  – or even a privacy programme at all. 

But this isn’t a smart way to lead. Privacy is a growing concern for customers, employees, and regulators; improved privacy is already a competitive advantage in many marketplaces. Consumers – and investors – want to see adequate privacy strategies in place. Many will refuse to do business with companies that can’t demonstrate where they stand on using, protecting, and giving individuals rights in relation to personal data. 

Have a crisis plan

Those that do not prioritise privacy increase the risk of data breaches. Employees who are less informed about why privacy is important and how it should be protected are more likely to make poor decisions about data usage – putting personal data and their organisation’s future at risk. A sobering 88% of data breaches are down to human error. So even forward-thinking companies that invest heavily on cyber-security can come unstuck due to human error or sophisticated ransomware attacks. 

A crisis plan is crucial. Companies have a legal obligation and a financial incentive to report and respond to data breaches in a timely and open manner. If your organisation falls victim to a breach, a simple action plan could save your business millions of pounds in fines and lost revenues due to reputational damage, plus an enormous amount of aggravation. 

Appoint a privacy lead

Privacy can fall into the cracks between legal, operations, marketing and even finance departments, resulting in inertia because nobody has been made responsible for developing and maintaining a privacy programme. Does your organisation have someone who ‘owns’ privacy? Organisations have ‘leads’ on sustainability because it’s important to organisational reputation, and it can deliver cost and other benefits. Privacy is no different. CEOs should delegate responsibility to one individual, ensure expectations are clear, and regularly check in on progress. 

Then delegate accountability to everyone

But that doesn’t mean the rest of the organisation won’t be involved. The most successful businesses have a shared purpose or vision which unites everyone from the factory or shop floor to the boardroom. While one individual needs to be ultimately responsible for privacy (whether as a formal Data Protection Officer or otherwise), everyone needs to play their part in ensuring an organisation’s privacy programme is a success. Involving every employee has two main benefits; the first is better decision-making on data usage and security, the second is letting employees know that they work for an ethical organisation that strives to do the right thing.  

Create a winning privacy culture

One of the mistakes organisations make is preparing a few policy documents on privacy which only the legal department sees, and which soon go out of date due to the changing nature of the business or the regulatory landscape. Treating privacy as a one off project is inadequate. Privacy is fast-moving – consumer attitudes and awareness about how their data are being used are changing, and regulators are showing their teeth. 

Privacy needs to stay front of mind, and organisations need to constantly adapt their privacy stance to a changing landscape. That’s where a culture of continuous privacy compliance makes a difference. Having a winning privacy culture, where people understand and care about privacy, where individuals know what they have to do to respect privacy in their day jobs, and where the organisation stays on top of changing regulations helps prevent breaches, and the reputational damage caused by poor privacy practices. 

Most CEOs do care deeply about privacy and understand the link between successful privacy practices and successful business. Often the only stumbling block is prioritisation, as business leaders fear long, costly, complicated projects that will remove resources from other tasks. But by making some simple changes, allocating responsibility to a key point person, and stressing the importance of privacy to the whole organisation, CEOs can put privacy at the heart of the organisation’s values and mission. It’s easier than you might think.  

Nigel Jones is the co-founder of The Privacy Compliance Hub, a no-nonsense platform created by two ex-Google lawyers that makes compliance easy for everyone to understand and commit to. Take your free 10-minute GDPR health check here.

Read more:
Five privacy must dos for CEOs