The Magic Dust of a Great Business Partnership

Jobs & Wozniak, Gates & Allen, Laurel & Hardy, Sweeny & Warner? Well we haven’t quite reached their level of success, but I am often asked about the business partnership Tim Warner and myself have had and why it was so successful? why did it work so well? and why has it lasted 15 years? 

So, on Tim’s departure this week from Accenture after the successful sale of Certus Solutions we both thought it would be an appropriate time to provide a brief insight on why our partnership has worked. 

Believe it or not, it’s something we have never actually discussed before, let alone written about and then made public. However, we think there is value here and if we can positively influence and help someone then it is worth it. If nothing else, it allows me to say thank you to Tim for what has been one hell of a journey.

First Date - A little bit of history…

I first met Tim on HM Prison Service Shared Services Phoenix Programme in 2005. Today, many people know this as Shared Services Connected Ltd (SSCL), a venture now owned by Sopra Steria and the Cabinet Office, but we were proud to be part of a truly wonderful team of people whose commitment and diversity of skill under pinned one of the most successful Central Government Shared Services programmes conceived and who can really turn around and say “we built the place!”. Phoenix was also the origin of where Certus Solutions was founded.

Tim was working as a contract Solution Architect for the incumbent supplier, and I was working as the client-side contract Project Manager. Tim instantly made his presence felt on the programme through his expert product knowledge, which seemed to be absolutely endless, and his unique ability to work with the customer to find pragmatic solutions to the myriad of problems we seemed to lay at his door. 

For myself, managing something as large and as complex as the HR and Payroll side of the Phoenix Programme (45,000+ employees then) with all its moving parts in a tough operational environment, I was grateful he was on the team. You can just imagine my shock and horror when, shall we say “diplomatically”, Tim had a contract dispute on the supply side which resulted in the supplier Account Manager walking up to me to tell me late on a Friday afternoon that one of our star players was leaving immediately as he didn’t fit their company profile and there was absolutely nothing he could do!?!?!?!. By Monday morning Tim was working directly for me client side and you can say the rest is history. (Who says Tim Warner isn’t a maverick?)

Many successful deliveries followed. Our view was simple, surround yourself with a small highly skilled team of the very best people and successful delivery will be the only outcome with a happy customer. Client advocacy is everything, and our relationship with the HM Prison Service, then National Offender Management Services and ultimately the Ministry of Justice just grew from strength to strength, simply because we delivered every single time on fast-moving complex Oracle back office programmes. We were straight talking, easy to work with, experts in what we did, and got the job done in the right way. Fundamentally we loved what we did, and everyday we felt we were contributing to the Public Sector. Quite simply by using us we minimised the delivery risk in the equation every-time. Projects didn't fail when we were involved.

In 2009 we were presented with an opportunity that would cement our business partnership, and would see the second incarnation of Certus Solutions born where we would hold initially a 50% stake each, a deal which was done very quickly over a glass of red wine and on a handshake.

These were the days before G-Cloud, where major Government contracts were the domain strictly limited to the large SI’s and the concept of an SME bidding was frankly unheard of. However, with some highly creative deal shaping, careful positioning, and finding a financial backer in an AIM listed £100m market cap company, we came up with a differentiated value proposition and walked out with a £6.1m services contract from HM Government. Not bad for two boys from Guildford with a few power-point slides, but that is what real selling is like at the absolute edge. Seize the opportunity, seize the moment. But remember you have to always deliver on the promise.

Within hours of being given preferred supplier status the cry of “Avengers Assemble” was issued, and one of the very best contract teams ever assembled (you know who you all are!) then proceeded to work for 6 days a week for 18 months to pull off not just one, but two major Shared Services programmes. 

From that we had the start-up capital to create the third and final iteration of Certus Solutions in late 2011, the original pioneers of Oracle Cloud SaaS applications in UK&I, that was eventually sold to Accenture in May 2018.  We will leave the rest of that story for the book! (yes, it is still coming)

What’s the Magic Dust?

That kind of success is not down to luck. Far from it. You have to create your own luck, and it takes real ability to see business opportunity, a lot of hard work as well as a large appetite for personal financial risk. But without doubt there was and has always been a real business chemistry between us as we would always really listen to one another and think about what each other was saying. 

Between us we had what can only be described as “balance”, the “yin and yang” of business. In doing so we also found immediately that by pooling our joint resources and working together, our output multiplied. It really was a case of 1 + 1 = 3, or in our case 5, and when we recruited the Executive Team of Certus (Richard Atkins, Ian Carline, Mary Thethi, and Rob English), the extrapolation increased by many more multiples. Throw in the likes of Debra Lilley, Charlene Young, Ryan Jackson, Tom Mann et al with the experience of Peter Jenkins and James Ham, and you are seriously cooking on gas!

However, under pinning this for us subconsciously, we had the following ingredients which when mixed together create the so called “magic dust”. So, if you are looking for a business partner we would suggest you use this as a checklist.  

1.     Same Values & Integrity

First and foremost, we both shared, and still do, the same core values. We don’t make businesses overly complicated and our values are pretty simple:    

• Do great work everyday and have fun!
• Only work with people you like working with that have a "can do" attitude
• Always make our Customers successful, creating customer advocacy 
• Don’t be a d***head!

2.     Trust & Transparency

We have incredible amounts of trust between us; and that means we have always had to be completely transparent with one another. We never promise each other something that could not be delivered, and we always instinctively know the decisions we needed to make together, rather than alone.

This also means you have to have hard talks about money. We had some really tough times, we were nearly bankrupt with six hours from closing the doors on one occasion, albeit the root cause wasn’t actually down to us; hence my constant distain for high street retail banks when 

they say they are small businesses best friend. Trust us when we say, they are not.

3.     Agreed Vision – A Shared Goal

From the outset we agreed the vision and what the desired outcome was, and then planned the journey to reach our destination. Whilst the route constantly changed at times, we were never ever detracted from what we were trying to achieve which was “building a company of value” and achieving the end-game.

Value isn’t just financial reward, but real tangible things like working with people you like; seeing your customers succeed through things you do; seeing the people who work for you grow; providing new learning opportunities; being able to share the wealth generated amongst everyone and also by just having a lot of fun and a great time.

It's really all about looking after the “family”, because if you do, the family will also look after you.

4.     Decide Who the Real Leader Is

Time to park the ego at the door. Regardless of business partnerships, Companies cannot be run as a democracy. My role from the outset was to lead the Company and set the direction, Tim’s role was to ensure there was the right amount of governance around me so that I didn’t screw up. By being the Chief Executive, I had a responsibility to report to Tim as the Chairman. This worked really well, it helped me to constantly focus on what I was doing, and also ensured that I always knew I had someone who had my back covered. It really did bring the very best out of me.

We didn’t agree all the time and would occasionally agree to disagree. Infact I can only remember us ever having two proper arguments in all the time we have known each other. 

Finally, we both recognised, depending on how the journey progressed, that one day one of us, or even both of us would not be the right persons to take the Company to the next level. Some people are always shocked when we say this, however we both know this is what experience and maturity looks like in practice. As a Company grows, different skills are needed at different times. “C” suite roles are not immune from this, and a hard fact is that the people you start the journey off with are not necessarily the same ones you end up with at the end. We were lucky in that respect as we did.

5.     Complimentary Skills Sets

Our technical skills sets were complimentary. Tim was the Oracle Product Expert and managed the Oracle relationship, I was the Project Manager and the Deal Maker. This gave us perfect technical balance. When the others Exec’s initially joined, we maintained this balance, on a technical practitioner level – 3 Project Managers (myself, Mary and Rob) with 3 Solution Architects (Tim, Richard, and Ian).

6.     Complimentary Styles

People who know us, will really laugh at this point. But it really is important. 

Our management and personality styles are very different. I know at times I come across as the “Boy from South East London” (Not Peckham, more Bexleyheath); but whilst I know some see this as a major weakness, I see it as a differentiator. Remember, when you are in a procurement competition, one Consultancy or Professional Services organisation can usually just look like another. Now in this day and age, people may consciously play around with the diversity and inclusivity mix just to be different but being different for me is bringing out your authentic self. I don’t “b***sh**” and I don't expect it back, my time is just too precious. I just want to do great work and make happy customers. If you buy into me I will get you to where you want to be. Just play fair and I will be standing by you holding your hand every step of the way. 

Now that style will not always win the day. In-fact for some people it is a complete turn off. However, if your business partner is the opposite - a less extrovert personality that talks with a quiet confidence then that equally can be just as effective. Consequently, we would always discuss who was the right person to “front” something based upon who was sitting opposite us. It was at these times it didn’t matter who led, so long as we won.

Trust me when we say put both personalities together and you have the absolute best of both worlds. Certus would not have been the success that it was if we had had two Tim Warner’s or two Mark Sweeny’s.

7.     Empowered Decision Making

We empowered each other to make decisions. The ability to act really fast and decisively is a real game changer when dealing with an SME, you can absolutely kill the competition stone dead with speed. However, good governance is still required. So, we had pre-agreed rate-cards and deal levels, pretty much up to £250K we could do on the spot. Anything, larger would need a conversation, and even then this was done quickly. The checks and balances in running a business are really important, we cannot stress that enough.  

What’s Next?

We found each other by chance and we were not the best of friends who socialised together. We were business partners, who had and still have a high degree of integrity and trust with one another. Over time, we have become friends, and are always there for one another. 

Our values shaped the culture of Certus, and we lived and breathed them subconsciously and looked for those individuals that shared the same values as we did and were at or really wanted to be at the very top of their game. Work for us means it has to be fun, and the social banter in the office is something we both personally miss. Every morning we would both look forward to getting to the office just to be around the team. Also solving complex problems together is a lot easier than just doing it on your own. 

What’s next?, who knows?, but they say “The Phoenix has to burn before it rises”. As Tim enters semi-retirement looking over the mountains in Switzerland, I can only say we really did disrupt the market and thank you for being the best Business Partner ever.

Mark Sweeny

Managing in a Storm of Uncertainty and a World of Hurt

Looking at the current global economic crisis and reflecting back on my own personal journey as a business owner, I can’t remember ever facing such a perilous and frankly scary situation as what small business owners must be going through right now. But I do know what it is like to nearly go bankrupt and lose everything, and also having businesses not work out, so my heart genuinely goes out to all of you as I know many people are having sleepless nights right now. The economic impact of Coronavirus will be generational but right now we have an immediate crisis to deal with as we are in a world of hurt.

The ABC basics they teach you in First Aid when putting the patient into the recovery position equally applies to business. A = Airway, B = Breathing, C = Circulation. As a Chief Executive survival has to be at the forefront of your mind, growth and expansion are no good to anyone if you are not breathing. So, if your business does not have a clear airway, is not breathing properly and the blood not circulating correctly, then you are in trouble. The current economic crisis has put businesses, especially SME’s, into shock. Now you have to come around quickly and get moving.

   

Whilst I don’t have a magic wand to fix anything, I can contribute in so much as to what I would do if I was sitting in the Chief Exec’s Chair again of a small business facing the current situation. Some of this maybe common sense but even these pieces of advice hopefully can act as a check list of sorts for someone.  

1.     First and foremost, breathe and stay calm! (I am not kidding here). The stresses and strains of a business owner / manager is far greater than many can imagine as you carry the burden of not only your own family and livelihood but also those of your employees and their family’s too. You need a clear head, and you also need to stay healthy, otherwise you are going to be no help to anyone. Your job is to lead, and you have to step up to the plate with confidence

2.     Be Knowledgeable – In my old office, I would have Sky or BBC News on constantly. If I was not watching it, one of the office staff would be right now. Things are changing fast, and you need to understand HM Government change in direction, new policy, and also Bank of England decisions. Think macro and then understand how its impacts you on a micro scale. You can’t wait until the end of the day for a catchup in this environment 

3.     Plan & Lean In - Recognise that your original well thought out business plan for 2020 just got blown out of the water! Create a new plan with the senior members of your team. Three or four heads are always better than one when solving complex problems, so lean in and share the burden where you can. If you do have business continuity plans; then this is the time to invoke them as this is what they were designed for. A sensible time horizon for a plan for this kind of crisis is 12 months – Coronavirus isn’t going away anytime soon.  You need to know what you are doing right now; in 10, 20, 30 days time; in 3 months; 6 months; 9 months and 12 months. You also need to be reviewing this constantly; things are constantly changing, so you need to adapt accordingly and move fast. 

4.     Your employees are your business - Look after them (personal safety is always the priority) so start by communicating to them first and foremost. Be clear about what you are doing and be completely transparent about the state of the company. They are going to be worried and by providing clarity; being completely transparent and also personally available to answer questions, you will build their confidence up in you and what you are doing. You are going to need their help and you need them on your side to get through this. And when something changes (and it will); react immediately and tell them. You need to be pragmatic and flexible. But remember Employees come first! Always! 

5.     Cash is King - without cash you are out of business. Positive cashflow and liquidity is key. So, you need to preserve cash, and make the “cash runway” as long as possible

• Create a weekly cashflow plan – be clear of when monies are coming in and when they are going out; and review this daily
• Freeze all recruitment; don’t compound the problem of having more cash going out than you have to. This is not the time to over stretch yourself until you have a grip on the situation
• Don’t replace any individuals that are already transitioning out of your company
• Stop all and any unnecessary expense; for now (short term) that does include marketing and education but that also includes all the small things like stationary whose costs can go unchecked and mount up over time
• Stop all travel; unless it is absolutely mission critical; 99% of things can be done remotely over video link or by phone. If you haven't got these systems, you can get setup over the Cloud in a matter of hours
• If you do pay dividends? then you need to suspend these. Talk to your shareholders (if you have them); they will understand the situation as you need to preserve cash
• If you do have cash reserves; now is the time you are going to need to use them – but be smart; use the reserves sparingly to carry you through the periods when cash coming in is going to be down; factor into the gaps in the cashflow plan
• If you have outstanding loans and you can pay them off; unless the interest rate is really excessive – then don’t! Cash in your bank account is better than being in someone else’s even if you are having to pay interest
• Negotiate with customers for faster payment terms (reduce your trade debtor days); especially on Public Sector contracts. I often have found by talking to HM Government Procurement Officers that they were more than willing to help an SME out. It is not in their interest for you to go under; especially as the current circumstances have not been caused by you. And if they do help you out; remember to return the favour in some-way! 
• Equally remember your suppliers; they have their businesses too – so be fair, and pay them just as quickly as possible
• Take advantage of PAYE, VAT and Corporation Tax payment delays; however, make sure you are talking to HMRC and not just doing this in isolation. They are allowing you to delay payments; but remember when normality returns (and it will), they are going to come back to you for the money
• Debt funding; the Banks are usually completely useless even with Government backed loan guarantees; so, I wouldn’t waste too much time trying to talk to them about overdraft extensions or bridging loans. (I will be pleasantly surprised if they have changed their ways, but I am always highly sceptical here)
• Look at the secondary market and peer-to-peer lenders; e.g. Funding Circle. If you have good credit history; your accounts are reasonably solid; and you have a comprehensive business plan; you will be surprised how quickly you can raise debt finance. But again; remember it is usually an unsecured loan, backed by a personal guarantee – you have to pay it back; and when you do get the physical cash add it to the cash pile
• Your looking to protect the payroll and employee’s monthly salaries providing stability. If you have any bonus payments pending; then discuss with your employees to delaying these to later in the year. Also, if HM Government is providing additional guarantees in the salary arena and you meet the qualifying criteria then access these initiatives (keep in view; it takes time for these to come through, and again no doubt the small print will ask you as the business owner to act as a personal guarantee)
• Equally, as a business owner if you do have a personal cash surplus, lend the business money through the Directors Loan Account, but do remember to charge the Company a commercial interest rate and to draw up the correct paperwork. Naturally, don't start taking the money back out; push the repayments out for at least 12 months - It's your money, you can set the terms of the loan  
• Finally, and only if you really have to, reduce your own salary by delaying your payments. It is not something anyone would want to do, but again you need to preserve the business cashflow; and just sometimes by pushing your own salary payments out, you can help overcome cashflow difficulties

6.     Risk Analysis Review of New & Existing Engagements – All projects carry risk; and whilst we try and mitigate these through contract negotiations; right now, you need to look very carefully at a number of factors more closely than you have done so previously that could materialise. Failure to do so could put you in very real trouble far quicker than you ever envisaged. The current crisis compounds any previous risk profile you previously might have had. Key risk factors include, but not limited to:

• Financial standing and liquidity of the Customer (doesn't matter how big they are, they can fail)
• Payment terms offered
• Payments linked to milestones; with Customer dependencies

Understand where you will be if a financial risk materialises; and cash you was expecting to arrive doesn’t.  

7.     Talk to your Customers – reassure them that you are very much “open” for business; but also look and ask what you can do to help them in the short term. We all talk about long term business partnerships and relationships. Well its times like this when “the rubber hits the road”. People will remember how you act right now

8.     Reach Out & Help - to previous Customers; and even Prospects that you haven’t managed to do business with. Let them know that you are there if they need help. Everyone needs to help each other at this time; it’s the only way everyone will come through this – Be genuine in this, it’s not just about selling something to someone, it’s about helping out right now for no financial reward. The by-product however is goodwill for another day, and there will be another day!

9.     Stay Focused on the Now – Employees may be working from home; but you need to keep the business running normally. Ensure that you establish a routine with your delivery teams, just as normal. Virtual stand-ups three times a week; Monday, Wednesday, Friday. This allows for a sense of community or as we also use to say at Certus “family” and provides the opportunity to cascade information ensuring that everyone knows what’s going on. The key here, is to make sure everyone is undertaking purposeful work – if not on front line delivery; building assets and undertaking education (especially if it is free) is a positive use of time

10.  Keep One Eye on the Future - The implications of a pandemic like we are experiencing are going to have political, financial, technical, economic and social implications for the next generation to come. So, once you know that your business has enough oxygen to survive – and yes you will survive (think positively), new opportunities will emerge, and you need to figure out as to how you can be part of this

This list is far from exhaustive; and we are going to be all living with the effects of this crisis for probably a decade once it passes. Stock markets and the global economy are not going to recover overnight. Look at the recovery periods of the FTSE and the Dow Jones, post 1987 (Black Monday), 1992 (Euro), 2001-2002 (Dot Com Bubble), 2008 (Financial Crisis), but be assured that the markets always do recover and remember what triggered all of this was not a financial crisis.

I do hope this short blog is of some help and my thoughts and best wishes are genuinely with you all. It may come across as extremely self-centred, but when you are the Chief Executive of a company, especially of your own company, the buck stops with you. So I am not going to apologise for that. You have nowhere to hide, and you have responsibilities to your employees, customers, shareholders as well as to yourself and your own family. 

As I have said so many times before, if you don’t look after your employees then you won’t have a business. So, right now you have to do the right thing by them for everyone. It’s tough sitting in the big chair, many think they can do it, the reality is few actually can. But for those who do, I know that you will steer your ship successfully through the stormy seas ahead and I also know that you will be truly amazed how your people will rally around you and how much you will learn about oneself. 

If anyone wants to talk through where they are, then feel free to connect and direct message me. If I can help, more than happy to do so.

Stay Safe - Mark

Discovering the Spirit of the Entrepreneur

I have to admit, the word entrepreneur was something for many years I used to personally cringe at. “The Apprentice” didn’t help matters (though I absolutely love the programme and was lucky enough to be in New York when the very first series was launched and remember being glued to the TV every night). But it was really for the fact that I had been fortunate enough to work closely for two very successful entrepreneurs during the late 90’s early 00’s who cashed out for hundreds of millions of pounds and in all my time I worked with them they never used the word once. 

These were people who took massive risks, laid everything on the line, and came through the other side both having previous businesses that hadn’t performed well. From my perspective these were people that had earned the right to use the word, where others were metaphorically falsely laying claim to the throne. Equally I would roll my eyes when the corporate world invented the word “intrapreneur” – I think I will leave the debate and my views on that right here.

However, it was during a “reality check” session with one of my own mentors and advisors at Certus when I was told I should just accept that I was a serial entrepreneur and I should embrace that fact. The context being that I had just closed a major deal in under 48 hours, something that a big SI would have taken 6-8 weeks to agree, how? – because quite simply I was prepared to take a calculated risk and was prepared to close the opportunity there and then. How many people can actually do that? what was I complaining about? Two business failures behind me, it was now my time to be in the sun.

This blog is about providing some insight into what the essence of entrepreneurial spirit actually is.  I will also touch upon when this also can become highly destructive to a business.

So how does this help you, the reader? Well hopefully it gives you some insight into the mindset, and maybe something to think about, or potentially apply in your own career.

Exploring the DNA of the Entrepreneur 

For me, the essence of entrepreneurial spirit is the DNA of the entrepreneur. Consequently, you can identify a number of characteristics, but it is the totality of all of these that come together that creates the driving force.

Few people are born with every characteristic I have identified, and the list is by no means exhaustive. However, I do know there are elements that you can learn and can embrace, because I did. 

Equally you still have to have a healthy appetite for calculated risk; an eye for business opportunity and naturally a willingness to actually go do something? 

• Passion 

Passion channelled correctly by being “your authentic self” brings the human dynamic to your product, your service and ultimately to your business venture. If you are not passionate about what you do, how can you inspire others to be? Entrepreneurs are full of passion for what they do.

• A “Can Do” Attitude – A Positive Mindset

What does this really mean? Simply, you have to be able to make things happen and to do that you need to have and maintain a positive mindset. Even to the extent sometimes you just have to be “bloody minded” about things. Think SAS: Who Dares Wins or Rocky Balboa, and you won’t go far wrong. Delivery is absolutely everything. You have to find a way to solve the challenges in front of you. Entrepreneurs do not like to be around negative people, so they surround themselves with people who have a similar mindset and outlook. 

• Rule Breaker – Not willing to accept the Status Quo

Entrepreneurs don’t like structure or bureaucracy; indecision; lack of ownership; delay; and having someone manage them. Freedom to make your own decisions and knowing that you have to perform just to eat every day are great drivers for success. Annual appraisals don’t cut it in the world of entrepreneurs. It’s also a lens that doesn’t recognise “50 Shades of Grey” either (probably the wrong metaphor, but you get the point). You either win or lose and trust me when I say you know when you’re winning and you especially know when you are losing. 

Breaking the rules, having a healthy distaste for the status quo and an open mind willing to explore whilst learning as you go. Defining a new market? even better as you get to write all your own rules as you are going along.  (Big Smile)

• No Fear of Failure

Entrepreneur’s don’t have any hang ups regarding failure. If something you try fails, you just learn from it and move on quickly. The rule being just don’t repeat the mistake. The much-scorned old adage of “Fail Fast” has in my opinion a lot of merit when taken in the right context. 

• Problem Solving Mindset

From my experience no one starts a business just to get rich. Yes, it’s a great outcome if you can make a lot of money, but if that’s your primary goal I doubt you will ever really be successful. An entrepreneur’s “drive” often comes from the simple desire to solve an annoying business problem and/or kill a customer pain point by applying and delivering a “better, cheaper, faster” solution. 

To solve the problem, you have to be brave and just think differently often being prepared to go where no-one has been before or be willing to choose a path that those around you are not prepared to go. Think Robin Williams Dead Poets Society, standing on a desk “the world looks different from up there”. That’s always a good place to start.

• An Ability to Sell A Vision

The ability to sell a vision regardless whether you are talking to an individual or to the masses. Communication is critical and the ability to hold an intelligent, informed conversation whilst listening and taking onboard people’s opinions is vital. Remember “people buy from people”.

• Customer Focused, First and Foremost

If you have no customers, you don’t have a business. Customers are everything, albeit I would say from my experience remember first and foremost to “look after your employees, as they will look after your customers”.  

Entrepreneurs know this in abundance. They seek ways to create long term “Customer Advocacy” which is the most powerful form of marketing you can ever have.

• Business Acumen - Ability to Calculate Risk  

A critical skill, and one I can’t give a definitive view on whether you are born with this, or it’s something you can learn. Being able to calculate risk, is all part of having a strong business acumen. The other elements being, primarily having the ability to see the opportunity in the first place, shape it and naturally generate profit. 

To seize the day you have to be willing to take risks. Not everything you do is going to work. But to do nothing, and the outcome is certain - nothing happens. Michael Jordan’s quote of “I missed 100% of the shots I didn’t take” always comes to mind. 

Entrepreneurs are not reckless cowboys, but they do look at the world through a different lens, can quickly evaluate options and the associated risk and rewards making informed decisions at pace.

• Ability to Move Quickly

The ability to see a business opportunity, move quickly and close the deal is absolutely critical. You need to know instantaneously the deal economics, so you can be confident in your pricing. No waiting around, having hundreds of people involved, multiple levels of governance, legal reviews et al before you put a price on the table. Speed is one of an entrepreneur’s greatest assets, and often an element customer’s appreciate and crave. Entrepreneur’s know this, go after the opportunity and make something happen at pace. Executing this alone often can kill the competition in a heartbeat.

• Continuous Learning - Every day is a School Day 

Entrepreneurs mess up! but it is never about blaming someone else when something goes wrong. The buck stops with you, and an entrepreneur’s ability to be absolutely honest with themselves about where they went wrong is a critical skill. 

Warning – Path to Destruction

Entrepreneurial spirit left unchecked inside a growing company can lead down a path of self-destruction. I have witnessed this first-hand. Founders of companies that start the company off and have the ability to create the vision and lead into the unknown, are sometimes not usually the best people to operate the company as it scales to the next level of maturity. When concrete thinking sets in and those that lead are not willing to listen to others, then you can end up in trouble.

Different skills are often required for scaling a company, and the smart entrepreneur knows when it is time to either exit, or to surround themselves with those who have the relevant skills to grow the company accordingly. Good corporate governance can keep this in check. 

Can Anyone be an Entrepreneur?

In theory yes absolutely, in reality no. The vast majority of people are quite understandably not prepared to take the risks involved in starting up a business and do not have the required DNA. The idea of the combination of constantly living outside your comfort zone correlated to financial risk, is usually something people are just not willing to tolerate. (And quiet understandably). 

There is absolutely nothing wrong with not being an entrepreneur. Everyone is different, some people want to follow this path, and others don’t. Still to this day, I don’t think being an entrepreneur is a badge of honour and it shouldn’t even be seen that way. At the end of the day it is just an adjective for describing someone. Nothing more than that.

Finally any entrepreneur will tell you that running a business is a rollercoaster ride of massive highs and lows. You often scare yourself, and sometimes others around you, but for me it’s absolutely the ultimate adrenalin drive and the most rewarding experience you can ever have. 

Why? because quite simply it’s the ultimate test of one’s self in business and you are walking a tightrope without a safety net!

Look forward to the comments as always…

Competing and Winning in the Public Sector - A Dark Art?

The start of a new decade and we have a new Government with some serious change ahead driven primarily on two fronts – Brexit and the need to revisit and re-invest in our much discarded public services after years of austerity, with Health, Justice, Immigration and Defence leading, whilst one should never discount the importance and contribution of all the other departments across Whitehall and of course local government.

While the fog of change slowly lifts, one thing that is clear is that our new Government, which I personally believe is now in situ for the next 10 years, cannot deliver its promised vision without help. That help comes from the myriad of suppliers, small, medium and large, that exist in the various supply chains of the private sector.  Exciting? Absolutely! As a Champion of SME’s, who contribute 80% of the British GDP and fuel our economy, the question however is “how do I access that opportunity?” 

Navigating Public Sector procurements in such a way that you are successful can seem to be a ‘dark art’ whose secrets are known only by a few.  However, the reality is that really isn’t the case but you do need to know the rules of the game (both written and unwritten) and how the game is played. Ultimately Suppliers are businesses and need to be profitable to grow, and that means you need to win; but like any game you are going to have to accept that losing is part of it. 

This blog aims to provide some insight, based upon my own experience, into this so-called dark art and hopefully encourage the myriad of great British SME’s to become involved.  But be warned; working in the Public Sector is a series of paradoxes simultaneously being the most rewarding and frustrating experience one can imagine.     

Rules of the Game

Let’s start with the basics. Public Sector procurement is based upon the concept and the surrounding rules of open and fair competition.  This means that Procurement and tendering should be conducted in a fair, open and transparent manner.  The most important and broadly accepted principle underlying a modern procurement system is open competition – unrestricted, universal access to the market. Translated it means that there is a level playing field for all and anyone can play. 

The other key watch word here is ‘transparency’. In a public procurement this means that information on the public procurement process must be available to everyone: contractors, suppliers, service providers and the public at large, unless there are valid and legal reasons to keep certain information confidential.

Behind these concepts is an entire system of procedures and protocols enshrined in European Law (hopefully in time we will dump some of this unnecessary bureaucracy), that Public Sector Procurement Officers, known as ‘The Authority’ (the “Buyer”) will follow.  Unfortunately, at times, they also hide behind them.

Public Sector procurement can be viewed as anything but ‘open and fair’ but you cannot beat the system.  What you do need to understand is how to roll with it. This also involves knowing when not to play.

So how do you play the game?

The ‘leg work’ needs to be done BEFORE any procurement ever arrives.  Believe it or not the Public Sector isn’t going to come running to you, you need to go to it. You need to get known and you need to build relationships that allow you to influence and shape people’s thinking. Here’s my checklist…

1.   Be Match Fit –– Is your company ‘match fit’ to play the game in the first place.  What do I mean by this? Is all the company paperwork all up-to-date and filed with Companies House? Insurance all in place? Are you all up-to-date with HMRC? Do all employees and contractors have contracts? Will the company stand-up to basic financial scrutiny? If not, you will fall during basic due diligence 

2.    Understand the Industry (Macro View) – A lot of this can be achieved by just surfing the internet and the industries the Organisation touches. It’s important to know Central or Local Government policy, the Public Sector is the execution vehicle for policy. Educate yourself so when you do meet the department you can have a relevant intelligent conversation. A classic example of this is HM Government’s policy that £1 in every £3 should go to SME’s. Know this and use it to your advantage – nothing like reminding Procurement Officers of government policy     

3.    Understand the Organisation’s Challenges (Micro View) – Understand the organisation you are selling to in terms of what they actually do? Find out what is important to them and learn how to sell to them.  In Central Government every department is different, and no one size fits all, this is due to 'departmental sovereignty' where every department effectively has autonomy over its own business operations

4.    Understand the Players and Find your Champions - Meet the players and understand which roles they play – are they an influencer, the end user, the decision maker, the referee (Procurement Officer), the negotiator? It is vitally important you gain insight and understanding as to who’s who in a department and build support from within. You need to get to the ‘C’ suite, create advocates and find champions. You can’t do this during a live procurement, but you can do it before hand

5.    Understand the Politics – This is the Public Sector there is always politics; if what you are proposing is in the wrong direction of travel you are not going to be successful.  Getting access to people is never easy but it is possible. You have to build relationships inside the organisation to understand the political agenda. Remember Public Sector, especially Central Government is a very fast paced moving environment, so you need to stay on top of the political map

6.    Build and Maintain Relationships – Building and maintaining relationships is hard work, and it is also a two-way street.  However, working the Public Sector is always about playing the long game.  People do appreciate you being around and offering opinion and advice, especially when there is no commercial contract in the immediate offering, but later, one day down the line there will be.  Remember People buy from people

7.    Procurement Channels – Understanding the procurement channel and the type of procurement that will be used to buy is absolutely critical.  Get familiar with the different procurement frameworks and avenues.  You have to get on the frameworks, which is time consuming and costly. But this is the investment you have to make in the sector.  One piece of advice –  if you see a procurement titled “OJEU Competitive Dialogue” – stay well clear; this is where the Authority will undertake market testing, make you jump through a number of hoops and have you run around all for no contract to be awarded.  These types of procurements are only for those with very deep pockets and they carry the highest risk profile 

8.    Supply Chain Channels – Public Sector is an ecosystem of Suppliers of all shapes and sizes. Certain engagements are too big for an SME, and Public Sector buyers always look to larger suppliers not only for their skills and capabilities but also to take on the commercial risk.  Such engagements quite often require such Suppliers to use their SME’s in their supply chain.  This is looked upon favourably as they are seen as brining the very best the market can offer to the table, and also solves the headache of HM Government having to run multiple complex procurements. So, get into the larger Suppliers supply chain. Fully accept this is not easy or straight forward, but HM Government usually lends a hand by introducing SME’s to the larger Suppliers as part of the procurement cycle

9.    Educate the Buyer - Influence the Procurement – Every contract that is issued is going to go through a procurement cycle, therefore the trick is to shape the procurement in advance of it formally commencing.  This is achieved by investing your time in educating the buyer in your services and how you can solve their pain points before the procurement commences.  Responding to an RFP or an ITT that is ‘cold’ reduces the chances of success; the reason being that someone else has already shaped the conversation 

10.  Read the Procurement– When the Procurement is issued make sure you READ IT CAREFULLY and respond exactly how you are being asked to.  Failure to do so makes you non-compliant, and you strike out immediately!

11.  Know Your Competition – The competition are important pieces on the chess board. Who is the incumbent supplier? how much does the department spend and with who? (this information is in the public domain) Who are you competing against? Why would you win over them? 

12.  Procurement Scoring and Gamification Theory – Find out who your competitors are and gamify the various scenarios and outcomes.  From this intelligence you can position yourself accordingly.  It is an important exercise to undertake and remember to do it as early as possible as this helps you qualify the opportunity

13.  Understand the Risks Involved and Negotiate – Dealing with the Public Sector is not without risk, and every contract regardless of size, you will find the Authority offsetting their interpretation of the risk onto the Supplier.  This can come in many forms, some of them appear utterly ridiculous from an SME perspective, but understand what you are signing. It’s not in the interests of the Public Sector to bankrupt you, but equally in signing a contract you are taking on the responsibility of delivery.  There is always a negotiation to be had

14.  Get Known, in-fact Get Famous! – You need ‘profile’.  You need to get known (for the right reasons!).  Remember, regardless of how long you have played the game, Public Sector officials “churn” in their roles as much as the Private Sector, so you constantly have to reintroduce yourself and also remember you are only as good as your last project!

Knowing when not to play – Qualify Hard!

Now this is going to be controversial as no one will acknowledge this happens.  However, the reality is it does happen, and you are going to come across the following scenarios when you have played the game long enough. 

From the start of any formal procurement cycle you have to work out quickly as possible if the Authority has already made its decision and is looking for formal legal endorsement through the procurement.  If they are you don’t want to play, as all you are doing is making up the numbers and enforcing that the procurement was legitimate as you competed but lost. As soon as the procurement is issued the game begins as you have to flush out what is really happening.

You do this by qualifying hard through intelligence gathering from any source available.  A word of advice always triangulate intelligence from three sources, so you know on what basis you are making your decision to participate or not. 

Participating and competing is expensive, especially if you are an SME, so you have to know (1) that the playing field is truly level (2) if the procurement has been significantly shaped by someone already and who that someone is (3) do you still have an advantage over the competition that makes your proposition compelling that will get you the chequered flag.

Signs to look out for include, but not limited to:

• The Authority simply does not know what they want, the requirement is extremely vague
• The Authority is too specific around the requirement (this is opposite to the bullet point above, it is listed as basically such a requirement limits the field of Suppliers – the trick here is to see if the solution has been specified as the requirement itself) 
• The Authority is not an experienced buyer and says it will not negotiate on any T&C’s
• The Authority has an incredibly strong relationship with its incumbent supplier
• Very short response timescales (less than 10 days), a given sign that the decision has already been made (I have seen response times requesting less than 5 days!)
• The Authority won’t grant an extension to a short response time
• For larger procurements there is no Supplier briefing and no opportunity to meet the Authority face-to-face with all communication being through the procurement portal
• Responses to clarification questions are extremely vague or reflect the question back

To a degree this is where experience and gut feel come into play.  The old saying “If it looks like a duck, swims like a duck, and quacks like a duck, then it probably is a duck" meaning if you feel for whatever reason the procurement doesn’t ‘look’ right, then gracefully qualify out explaining your reasons for doing so politely.

Dealing with Losing, Feedback & Challenge

Try not to get upset.  As someone once said “it’s just business”. Personally, I do get upset especially when the outcome is non-comprehendible and seems to defy logic. We only ever get upset over things we care about, and no-one plays to lose, so if you don’t get upset your probably in the wrong game, but learn to let it go. What is important is to understand why you have lost and have the ability to look at how you approached every aspect of the procurement.

Public Sector is about transparency so you should always seek feedback on procurements you lose and also why you have won. However, a constant source of frustration, which I personally frown upon, is when no feedback is ever forthcoming.  Public Sector officials don’t like criticism or challenge however it is very poor form when a Supplier has made significant investment in a procurement not to be given the courtesy of any feedback. If you do see poor procurement practice then do challenge it, but always do this constructively and if necessary, bring it to the attention of the Crown Commercial Service. It's the only way the whole system ever gets better.

Dark Art demystified

There really is no magic formula, and sometimes it does feel like a complete lottery.  However, you can increase the odds of winning and just like ‘Blackjack’ you only need a small percentage to be in your favour for the house not to win.  You get nothing for coming second, so in summary…

1. Try and meet the Authority before any procurement begins, introduce yourselves to them and get them to remember you, and if possible, shape their thinking in advance – no one ever got shot for being the solution to someone’s problem

2.  When the procurement arrives qualify the opportunity hard!

3.  Remember, most procurement competitions have been influenced before they are released as they have been shaped by someone.  If that someone isn’t you, then you are on the outside

4. Do your homework – Policy, department, stakeholders, politics, pain points, killer proposition, competition

5.  You can’t control the competition or what others will do, but you can control yourself – so if you do decide to play focus on you and play your game not someone else’s

6.  If you lose, understand why you have lost.  Ask the question – Should you have played in the first place?

7.  Finally always trust your gut! and apply the “Duck Test”

I hope this blog helps demystify the misnomer that Public Sector procurement is a dark art. SME’s have a fantastic amount to offer the Public Sector, but you still have to win contracts through formal procurements. Hopefully this blog will make you a better player, wishing everyone every success in their endeavours.  Look forward to the comments as always… 

A New Decade - Ask Yourself Are you a Tiger?

 

I start the new decade as I ended the last. Ask yourself one question are you a tiger? - which way will you go?

“Tiger, one day you will come to a fork in the road,” he said. “And you’re going to have to make a decision about which direction you want to go.” He raised his hand and pointed. “If you go that way you can be somebody. You will have to make compromises and you will have to turn your back on your friends. But you will be a member of the club and you will get promoted and you will get good assignments.” Then Boyd raised his other hand and pointed another direction. “Or you can go that way and you can do something – something for your country and for your Air Force and for yourself. If you decide you want to do something, you may not get promoted and you may not get the good assignments and you certainly will not be a favourite of your superiors. But you won’t have to compromise yourself. You will be true to your friends and to yourself. And your work might make a difference.” He paused and stared into the officer’s eyes and heart. “To be somebody or to do something. In life there is often a roll call. That’s when you will have to make a decision. To be or to do. Which way will you go?” Colonel ’60 second’ Boyd.

Nothing else to be said here...no advice from me or anyone else will help you, but always be true to yourself.

The Value of Mentors

Last thoughts of the year and time to close out the decade and what a decade it has been! This blog is going to be more than a little self-indulgent but hopefully those that read it will draw something from it. So, with a little reminiscing of the early days I want to highlight the positive influence mentors can bring and also say thank you to those that have supported me throughout my career. 

I started my career in 1987 at Lloyds Bank at the bottom run of the ladder, in-fact I was in a basement by Blackfriars Bridge on the banks of the River Thames, so you couldn’t get much lower. I never envisaged that one day I would run my own business. 

That journey from a lowly “Input / Output Operator” (Yes, that really was my job title) printing bank statements on IBM 3800 laser printers and loading magnetic tapes on an IBM 3420’s tape drive (there the ones you see in the old NASA films) to Chief Executive would never have been possible without those individuals who saw something in me and then took it upon themselves to invest their time into developing me. 

My “overnight success” only took 15 years to shape me into an Entrepreneur, and then a further 17 years making a myriad of mistakes and three start-ups until a successful exit. 

Serendipity

Throughout my career I have never gone out and looked for a mentor but for some reason circumstance and serendipity have played a part where they have always found me. Yes, some of them were my Managers, but Managers are not necessarily mentors. There is a big difference here. Also, some of them only stay with you for short periods of time, maybe six months to a year, others I can’t get rid of 33 years later! (Big Smile) and have become dear friends.

I have all the academic and professional letters after my name courtesy of seven years of study at night school. Whilst I had my thinking opened through academia it is not this that has got me where I am today, but a combination of personal drive and ambition intrinsically linked to those individuals who were prepared, without asking, to give up their time to listen, to guide, to question and make me think about what I was doing and how I was doing it that has had the real impact on my career. Not only have they made me a better professional but they made me a better person.

Metaphorically, my mentors have come in all shapes and sizes. It would also be fair to say that some of them weren’t even knowingly mentoring me. However, ALL of my mentors have had one thing in common in that they simply wanted to see me succeed. 

Raw Material - A Complete Lack of People Skills

In 1987 I was straight out of school and didn’t have a clue about anything except, I didn’t want to go to university and I wanted to work. I did however have a talent for computing and from the start I had a natural grasp on what an IBM mainframe was doing. I can’t tell you why I could do this, I just could. My brain was a constant sponge hungry for knowledge, and I had an ability to learn at pace. This caused its only set of problems, as though I have always been a grafter my people skills were completely undeveloped and my ability to frankly upset people who had been in the job for many years was un-precedented (another natural talent). 

For all my technical talent I struggled to communicate with my peers let alone those senior to me. In-fact I developed a rather unhealthy lack of respect for those who just couldn’t keep up. It is probably this why I still cringe today when I watch “The Apprentice” (love that programme, always wonder how I would get on?) as I see myself from 1987. 

On reflection this fundamental flaw in my DNA was actually my greatest strength - an ability not to follow the crowd, not to accept the status quo, always searching for a better way of doing something through an enquiring mind are the very foundations you need as an entrepreneur. I just didn’t know it then. 

However, this “raw material” needed to be focused, channelled constructively and developed in the right direction to create much needed experience and learning opportunities. I was lucky I had the right people around me that were prepared to knock me into shape.      

Highs and Lows 

I have had many ups and downs over my career. The highs have been incredible, the lows have been so deep at times it would be a lie if I said I didn’t think I wasn’t going to be able to climb out of the various holes I found myself in. 

This brings me nicely to a story that has always resonated with me from the “West Wing”, (for those that don’t know the West Wing, check it out, it was the best political drama every produced). There is a scene from the episode titled “Bartlet for America” where Leo McGary, the White House Chief of Staff tells Josh Lynaham, one of the President’s Senior Advisor’s the following story…

“This guy's walking down the street when he falls in a hole. The walls are so steep he can't get out.

A doctor passes by and the guy shouts up, 'Hey you. Can you help me out?' The doctor writes a prescription, throws it down in the hole and moves on.

Then a priest comes along and the guy shouts up, 'Father, I'm down in this hole can you help me out?' The priest writes out a prayer, throws it down in the hole and moves on

Then a friend walks by, 'Hey, Joe, it's me can you help me out?' And the friend jumps in the hole. Our guy says, 'Are you stupid? Now we're both down here.' The friend says, 'Yeah, but I've been down here before and I know the way out.'"

Now you have to dig yourself out of the hole, but it helps when you have someone who tells you where to dig and shows you how. That’s the value of what mentorship is all about.

What to look for in a Mentor

• Somebody who has been there before – I always say “If you are not the smartest person in the room then keep quiet, listen and learn. If you are the smartest person in the room, ask yourself, why am I in the room?” You can learn a lot from reading books, but you will always learn more by talking with people who have got the “Been there, done that, T-Shirt”

• Somebody who is genuinely interested in you and wanting to see you become a success – Being around positive people is an absolute must. The world, unfortunately, is full of people who will doubt your ability and find criticising you is a lot easier. In the corporate setting, this is often political deflection in order for self-preservation, so it’s quite easy to spot. My advice is just to stay clear of such individuals, they are not going to be a part of your game plan 

• Somebody who is Prepared to give you their Time – One’s time is one’s most valuable asset. To invest your time in someone else regardless of what level of relationship is something very special. Remember that and also remember to reciprocate 

• Somebody who challenges you and makes you THINK! - You don’t necessarily have to agree with them but you do have to open your mind to other’s perspectives

I don’t believe a mentor takes you to the next level that’s something you have do yourself. However, their advice and guidance can give you the focus and direction that definitely helps you raise your game if you are prepared to listen and learn. 

To My Mentors Throughout the Years 

My thanks to those that gave me a chance and mentored me over my career, I honestly know I would not be the success I am today without these people being in my life. So indulge me here please… 

Mum & Dad – for instilling my work ethic in me, and the values embedded into all their three children of “Always treat people how you expect to be treated”; “Always be true to yourself and don’t just follow the crowd”; and “No one ever owes you anything in life”

Ian Cohen & Chris Hunter – who took an 18-year old boy who had a lot of potential but didn’t know his arse from his elbow and got him to calm down and to focus. They still guide my career even now and I still go to them for advice, 33 years later – can you believe that???

Barry Coleman - my friend and my first Manager who actually understood me and built upon the on-going work in-progress. Never ever afraid to pull me up when he had to and was never phased by giving me a real wake-up call when I got too big for my boots 

John Downey - the man who not only introduced me to project management psychology and how to play the corporate politics "power game" to one’s advantage to get things done, but also taught me there was more to life than just work. Albeit it took me years to master this but his impact on me was enormous, and I am forever grateful for his tutelage

Julie Winterburn - who spent hours listening to me, even when my first girlfriend left me (ah!) and told me on more than one occasion to get a grip! “If you want it, go make it happen!”. One of the very best managers I have ever met

Lance Alexander - for giving me a chance when I didn’t tick all the boxes and someone that always believed in me from the first moment we met. (That was a blast!). One of the pivotal moments in my career joining a small expanding entrepreneurial company – “The HUON Corporation”. Absolutely loved it and my first real steps after 8 years in the corporate environment into what business was really about 

Mike Freeman – “Mentor of Mentors”. The nicest man I have ever met. A man of such great experience and someone who would always give up his time to talk, coach and encourage you even late on a Friday afternoon on a customer site in deepest Scotland missing his plane home. One of the greatest lessons I remembered him teaching me after a really difficult horrible week, when even we had clashed over something to the point of a complete relationship breakdown, “Never go home on a Friday upset, it’s just work, you disagree with people but you’re a professional and you have done your job, so shake hands have a drink and go home to your family”. Come Monday we were best of friends again and ready to take on the world. Synopsis “Learn to let it go, no point holding a grudge, life is just too short, and you are always stronger together”. I and others miss him massively; a truly wonderful human being – RIP Mike. 

Gillian Baker – “Mark, you’re the most unemployable person I know”; enough said, but when it comes from the Lady that broke the glass ceiling in IBM in the early 1990’s and acknowledged as one of the best marketeers in the software industry you can only smile. When Gillian talks to me, I always shut up and listen

Jenny Hedge - Forever grateful for teaching me everything about how Central Government and the Civil Service works – 3 years of daily masterclasses. Best Public Sector education ever. Some-one who became a true friend as we built one of the first (and the very best!) Government Shared Service Centres for HM Prison Service. The “Phoenix Programme” made me famous and was the birth of Certus! (PS: I swear my legs are still bruised from all the kicks under the table at meetings)

Tim Warner – We have worked together for 15 years and the voice of reason behind Certus. Yin to my Yang; I could never have done it on my own. Someone I still constantly go to get his calming perspective. Also, the person I have to thank for improving my English grammar and introduced to me to Latin. (I am fully expecting he will point out every flaw in this blog)

Debra Lilley - For getting my attention and for my constant education in Oracle Product Development strategy and its impact on our company. I have absolutely adored working with her over the years and Certus was so much a better company when she came onboard. One of the very best decisions we ever made.

Richard Haycock - for trusting me to pioneer Oracle SaaS Cloud in UK&I; for giving us focus, direction and encouragement with the Oracle sales teams in the early days. The man who told me directly “Face it, you’re an entrepreneur, stop bitching about it, just accept it and get on with it”. I left his office on more than one occasion with my tail between my legs

Mark Robinson – “The Entrepreneurs Mentor”; the “masterclasses” over dinner and several bottles of red will never to be forgotten during the Certus journey. Absolutely phenomenal insight

And Mr Peter Jenkins (“Uncle Albert”) for making me the sales-person I am today! The difference he made to my personal conversion rates was truly remarkable. Imagine going into every opportunity knowing, regardless of competition, you had a 50:50 chance of winning. Unreal.  

Finally, a massive shout out again to Tim Warner, Rob English, Mary Thethi, Ian Carline, Richard Atkins – my brothers and sister in arms. We took on the world and in our own way and changed it in our space forever. Not many people can say they did what we did with Certus. You were the very best travelling companions anyone could have. Thank you.

Last but not least, my wife Natalie. Is she a mentor? absolutely she is as she keeps my feet firmly planted on the ground at all times and as she says I may have been a CEO (now a “Was a”) but not in this house – “it’s bin day and the cat litter needs changing!”

Time to Ride the Elevator

“If your lucky to do well, it’s your responsibility to send the elevator back down” – Kevin Spacey

I find my career is now also changing unexpectedly. Ironically since the sale of Certus, opportunities I wasn’t even looking for or I would have thought I was qualified for are appearing. Also, things I never even thought of doing are materialising not just in business but in my personal life. I am dabbling with the idea of going back to night school to bring my education up to date; I seem to have developed a healthy (or unhealthy depending on your point of view) interest in Politics and Political Science. I guess 15 years of working in Central Government has rubbed off on me and my passion for classic cars and planes has never left me. 

In the business world I now find myself in a small gene pool of those Entrepreneurs that have undertaken a successful exit of a business. I remember many years ago talking to a number of similar people whose ranks I have now joined listening to them say “I would never do it again”. I don’t seem to be in that club for some reason. Only now have I really begun to understand that it is also my responsibility to contribute and give back to the next generation, i.e. send that elevator back down.

No-one can ever make it on their own, so seek out those that have gone before you, meet them and really listen to them opening your mind to new perspectives. Diana Ross said, “You know, you do need mentors, but in the end, you really just need to believe in yourself”. 

My own advice to people is always this “Believe in yourself and Go be Brilliant!’. Serendipity played a large part in meeting people who really helped me. But I am a firm believer in that you create your own luck so go seek out those who can help you. 

As for me turning 51 I suddenly feel I have only just got started. My gut is telling me that the next decade is just going to be fantastic both in business and personal growth.

So, for now I wish you all a Merry Christmas and a Happy New Year and I will see you on the other side.