Don’t ever say I am not in tune with the times after acquiring this elegant fashion item with modern features built in such as air bags for comfort?

Yes you have guessed it … Snapped my Achilles tendon on Fri night at badminton match. Now know what George Best felt like when tackled from behind by Norman Hunter in the 70s. Explosive pain in lower calf then dead foot … Strangely then no pain … Which was something.
So stuck in this contraption with crutches for 8 weeks before any real rehab begins so will be 6 months out before back in big game at least. The good news … no operation needed … This is the way forward. Well I always said I wanted time to write my memoirs … No excuse now.
So as Withnail said “We want the finest wines available to humanity. And we want them here, and we want them now!”

CN7PZ9F1M6(Check the date article written to get the context)

Leaked Government documents suggest a new class of company named ELTD for entrepreneurs over 45. Discussions in Government circles have recently centred on how best to give the next generation, which will be the work force of the future the best opportunity to succeed. It has been long thought that older more experienced business people, particularly entrepreneurs in the technology start up world have been soaking up and making better use of resources that could be utilised by Millennials. Some restrictions on over 45s have come to light that will help target these resources more keenly towards the younger groups.

Entrepreneurs over 45 setting up a new company will have to apply for the new ELTD class, there will be severe penalties for hoarding dormant LTD vehicle companies prior to the age of 45. The ELTD class of company will only be allowed to trade in regional/urban areas that do not have the TechCity, Knowledge Transfer Network, Digital Catapult, Innovate, Tech Strategy Board, Incubator, HackDay, Science Park designations. They will only be allowed to invest and develop in traditional technologies such as the desktop, minicomputer and mainframe platforms. This includes Telecommunications barring Internet Telephony and returns the focus to traditional platforms like PSTN, PBX, Facsimile and Telex.  This will leave the Mobile, Cloud and emerging technologies such as AI and Robotics to the next generation.

There will be restrictions on where ELTDs can hire from, highlights include, no overseas engineering resource and only graduates from the lower layers of UK Universities/Ex Polytechnics. This will ensure that the elite layers of computer science graduates from top class Universities will be funnelled to the more needy Millennial led start ups. Any Government funded programmes  such as the UKTI led missions will not be available to ELTDs, this also applies to  UKTI supported marketing events such as UK or overseas conferences or exhibitions.

Any of the startup network events such as the regular technology Meetups on the circuit will still be available but ELTDs will only be able to attend for the first 2 hours, leaving the hospitality, often beer and pizzas to be more evenly spread across the millennial attendees. This will also allow the younger generation the best opportunities to let their hair down and to network without feeling their Dad is in the room.

There was an instant strong negative outcry from the City to this leaked background information on the proposed new ELTD status of company. This was soon  reduced to a whisper, when it was explained to them that the Government had no plans to set up an ELLP class for the professional classes. This status quo would continue to allow the lawyers, accountants, corporate financiers, venture capitalists and head hunters to target growth start ups for fees in the highly professional manner they were used to.

When the Minister for Small Business was contacted for her reaction, allegedly she said, the boys tell me nothing, I suppose they will want me to go on Question Time again looking like a startled rabbit in the headlights to justify whatever it is they have dreamed up.

The Chancellor was allegedly heard to say as he walked from his private car into a conference centre, left, left, right, right, no that’s not it, or maybe u-turn before being flung at force through a revolving door into the lobby. Luckily one of his aides was there to catch him.

The Prime minister had a beaming countenance and the journalist who engaged kept saying yes David, no David, yes David, no David not remembering what had been said. He said afterwards that it was very similar to when they were at school together.

The opposition spokesman confirmed that they were only really concerned with big brand companies from traditional industries that hired tens of thousands quoting the likes of Kodak. Although they did say they had not heard from them recently.

Drug of Choice Pic

Aged nine it did not take a lot of time for boredom to set in when out on a fishing trip on the Lough Mourne with my father. The patience required for the trout to bite alluded me at the time, in what now looking back, was a beautiful wooded setting close to my home town of Carrickfergus in Northern Ireland. I was drawn back to those times recently when out on one of my frequent dog walks. I was watching Briar, my six month old Springer spaniel puppy running free among the woods on the Wiltshire plain set above the beautiful Vale of Pewsey.

I was wondering when was the last time I had felt as energetic and wanting to run at that pace for the sheer joy and hell of it? Then I thought back to those fishing trips where I would disappear away from the water’s edge and head up into the dense woods. Just as Briar the puppy had been doing, inventing games in my head to play on my own. One of them was running full on, as I thought at the time, like Hawkeye in the “Last of the Mohicans”. Full of fun and health, just running and skipping between the trees for the sheer love of it. Lost in a world of my own, seemingly on a different plane, losing contact with the ground at points through the speed and agility of movement.

In my late teens I would feel that lightness and almost floating sensation again when I moved to England to train and play Badminton at a semi- professional International level. That occasional feeling in a game, both of all the long hard hours of training mentally and physically coming together in one sublime set of movement and strokes. That ability to glide across the court, jump to new heights to smash the shuttle with effortless ease, creating an adrenalin buzz that would last many hours and take a long time to come down from.

Fleeting times that these were, I would not have missed them for the world; surely this was a type of drug, not just an endorphin rush, but my own private little narcotic. After sport at that level of fitness as many top class sports people will attest, the drop down after you stop playing at that level can be hard. To substitute that sensation or moment is a challenge and one that most never do replace and have to live with that acceptance. I can see here where the temptation of taking a drug might creep in to sustain that level of feeling and performance for just a little bit longer.

Luckily in my late thirties it came to me again. This time as an entrepreneur, a different type of full on existence, some say 24/7 in the whirl of building a technology start-up in the Dotcom era. Based in Silicon Valley California, seven weeks there and 3 weeks back in the UK for over 2 years, a full on adrenalin spree, pushing what turned out to be a successful company into the global market. Again the theme of competition, but less about fitness and more about resilience of mind and body.  Pushing harder than other killer players to win. When you do, the euphoria engulfs and surrounds you again on a very similar level, that floating feeling comes back.

I say luckily, but as I often say to young entrepreneurs starting out on the start-up path having built five companies myself over 25 years. There is only one certainty, at the end of the run you will be sat in a corner exhausted and in tears. This will be because you have either just sold the company and won the game, or alternatively and more likely have lost the lot. Coming back from both scenarios is equally challenging, just different, surprisingly.

As I enter my sixtieth year, I have returned to the badminton after 22 years retired from playing, never having been on a court in anger in all that time. I was not setting out to recapture that feeling of exhilaration again, that would be foolish. But I had been back to the gym for the best part of two years and strangely as I saw it, was as fit as I probably had been in a decade. I had promised myself I would return to the badminton one day when I could play it socially and not mind losing or at least not mind as much as I used to. I had thought after my sixtieth birthday, having gained my senior railcard would be the considered time. But prompted by my current fitness and also thinking you never know what is round the next corner, I signed up for the winter season.

I was out drinking recently with a friend of mine in London; we were coming up the steep escalator at the Angel Tube station. Now I am giving him ten years but we were both moving at pace and we were chatting away as we do about a range of topical subjects. I enquired about his health, a throwaway line as I make it seem, but I am always keen to know my friends and their families are OK. Especially male friends who as we know rarely visit the doctor until too late and are hesitant about discussing these areas.

Anyway, I think he was surprised, but used the term robust to describe how he felt and I thought yes that is the word, as we get a little further down the track, we need to feel robust and able to deal with the hustle and bustle of today’s fast changing world. Those of us lucky enough to have good health and this does seem to be the luck of the draw, should relish that particular high. I have just been reading “The Triumphs of experience” by George E Vaillant this is the longest longitudinal study of human development ever undertaken. The bottom line there being that our lives continue to evolve in our later years, and often become even more fulfilling than before.

This of course goes against conventional thinking, that in particular, men get set in their ways “can’t teach an old dog new tricks”. But this ability to reinvent oneself at any age is there and needed given modern demands of innovation and the technological impact on our lives. Those moments of joy, ecstasies, floating whatever way we wish to describe them, are all possible throughout life. I am certainly looking forward to creating more magic, using my own drug of choice on the next stage of life’s adventure.


There are a few, a very few, that keep building start up companies, even when they have either, had their teeth kicked in, a moderate success or a global home run. Most it would seem, fail completely and drift away, which is fine and normal for a very tough game. But a more worrying trend seems to be for people, who have built one reasonably successful start up, defined by profile, impact on market, growth in revenue and people, but no exit on horizon, to not build a second.

Often to be fair to these people they get taken out by their investors as they have not achieved the holy grail of the successful exit or some sort of end point event. But rather than gathering their strength, new found experience and leading another charge into the entrepreneurial trenches they are often seduced by established venture capital companies, incubators, industry/government bodies, anything but doing it again. The choice to do this is often brought on by the syndrome of being able to take money off the table early, even before their start up has played out completely. They have been able to invest in other brighter players as they go along, seen inside the minds of the bankers and I assume get used to a level of lifestyle. That makes it difficult to contemplate betting it all on the next big idea and going back to the world of zero.

This is less of an issue in Silicon Valley, as the numbers play out given the volume of start ups there, here in UK/Ireland the numbers do not stack up. We need every experienced entrepreneur to stay in the game and build again given there are so few capable of doing it. The PR machine does not help, building these people into industry spokespersons, they get invited to attend numerous events globally to tell their war stories and so the guru status builds. Given the nature of the technology business, often still young people at this stage, I can see how easy it would be to lose sight of the reason they built their first start up …. to win.


So many articles in the broadsheets about people leaving London and their reasons why, some real and some spoofed for comic effect. It stirs up many emotions in people, given the pressures of modern life and the increasing ratcheting up of costs of sustaining a family and a young business in London. I moved here in 1976 from NI and lived first in Guildford a commuter town in Surrey, then Belsize Park in North London, mixed with time in Silicon Valley off and on since 1987. Now I am back in the countryside of Wiltshire, I have built start-ups in both London, Silicon Valley and in the rural areas of the UK, so I think have an interesting perspective.

So let’s get real the better opportunities for creating a team, cutting deals and getting funded are in London, simply by the volume of people, networks and funds to plug into. In my last start-up we were based in Clerkenwell and by that stage of my start-up experience knew how to slipstream all the players that created opportunities to make a name for yourself. But of course if you are less experienced and maybe never going to be the number one or two in your global market space, it can be the opposite, a more daunting, alienating place where you feel you are not at the party.

There is definitely an inner game feel to London and some just do not ever get the invites to the inner sanctum of top-level VC funding and all those cool Pitching events at Downing Street and the Palace. That, if it is happening to you, even though it is all around you in London can make you feel like a failure. Very few actually make it as a tech start-up in London, although from all the column inches, blogs and networking events devoted to the space it is difficult to see through that veneer. My calculated guess is that 98% never get funded beyond family and friend’s rounds, of which only 30% of the 2% that do will survive and maybe you will remember 3 brand names that did win in 10 years time.

It’s a tough game and takes real stamina, resilience and experience around you to make it, and that is without taking into account the negative macro events that can wipe you out like Lehmans and the periodic UK/Global market crashes every 5/7 years. But of course if you were looking at the start-up world in a logical and reasoned basis you probably are not suited to the crazy world that we entrepreneurs inhabit. Yes you must really believe as a founder beyond all the negative pushbacks that you are right about your product/service and must keep the idealist attitude alive.

So you can fail in London too, and it is why most British start-ups fail in Silicon Valley as well because the competition there is even more fierce and the money game even more aggressive than in the UK and most are not tough or experienced enough to compete on equal terms. But you are in Cardiff, Bath, Bristol, Birmingham, Manchester, Newcastle, Edinburgh, Glasgow, Belfast and Dublin, what chance do you stand cut off from Boris’s gleaming Tech City? Well it depends a lot on what level you are playing at, what your goals are and how you set about creating your own networks.

There are great start-ups out across the UK and Ireland, bright people with bright ideas, but the thing that defines a winning company is the drive to reach the goals that are set day one in the business plan. If you are out to build a global company at some point you are going to have to go where the big deals are being done, be it London, New York, Frankfurt and San Francisco. This does not mean that you have to move the whole company from the low-cost base you might have established but it does mean a lot of travel and nights away connecting to the networks that open the door to enterprise clients and the funding that follows those early big name wins.

It requires a concerted effort as well not just dipping in and out every 90 days as I see so many companies doing, the people in the big city networks won’t take time with you and create that continuity of connection if they do not sense your committment to the cause. There is no easy or quick way of doing this, the hours day and night have to be put into this programme. If you are lucky you may find key experienced champions in those networks that like you and your company and will get alongside in accelerating your access and growth. It is certainly a lonely thing to do on your own and it never does any harm to have someone watching your back on the circuit when travelling and running hard.


I saw this slogan “Youth and talent are no match for age and treachery” on a tee-shirt recently. It prompted me to ponder whether young people coming to London, our fine Capital city would find this to be true of their entrepreneurial experiences. Imagine it you have been to London for a few meetings, on the whole are getting a warm reception to your ideas and are being advised if you want to scale you need to be in London. You are from Newcastle, Cardiff, Belfast, Manchester, Leeds, Dublin and Bristol as examples, big enough places to have a thriving start-up scene where you have made a major impact, but not on the scale of an International city like London. The other point being these cities/towns are small enough for the network to know and have background knowledge about who you are likely to be networking and doing business with.

You land in London, managed to get enough money together to cover the first 6 months rent/deposits and find yourself in the backwoods of London because it is staggeringly expensive, so either a shoebox bed sit or sharing with some other young people who may or may not be from your business world. But it is all very exciting, maybe even slightly scary and adrenalin filled, but you have confidence so you hit the circuit you have read about on-line. So many meet ups, difficult to judge which one or where in the city to spend your time and funds to attend, never realised it was so big. You find some, larger than life on-line but when physically there very lean pickings on numbers of connections, or lots of service companies wanting to sell you something. The good ones you find in the end, as your funds are rapidly diminishing, but here you are one of hundreds of dynamic big play companies that seem to know everyone and have people from all corners supporting them.

How can you make any impact above the noise and you ponder whether you need to raise money for marketing, something you swore you were never going to do. Now as you head is turned a little, the big deals not coming as fast as you would like, cash flow going to be a problem, then they appear. A friendly face, a few drinks maybe that you are grateful for given you can’t believe the prices even in outlying bars, and someone who is taking you seriously at last and really thinks the plan has legs. Perhaps we could meet to discuss this some more, say in a weeks time, come over to my club,  office, boardroom, lunch, my goodness these people seem like players. Maybe even some of their contacts have been on TV or linked to Westminster, perhaps I have got something, I was beginning to have doubts. But surely they have been here for years and would know the good from the bad, nothing to lose in talking to them some more, so you do.


It is all very comforting, they think you are great and use terms of corporate business that you have heard once maybe but don’t really understand. They over a few meetings ponder whether it is so strong an idea that you need to raise a lot of money to give it the best chance of succeeding globally. You were thinking low hundreds of thousands they are now talking millions, but again they do this for a living surely they must know the reality of this. You are now in a turmoil , the plan had been to eke out an existence, get a few big name trials under way, and then build on that experience to hone the product. Now this is all much more exciting, less pain, faster progress perhaps off the back of the funding, which they in their smart suits and fancy offices say will be highly probable given the timing of the market.

Your gut is telling you something, a boy/girl from x city just landed in London and they want me, gosh they have already introduced me in passing to the business man who built something major. A name I had never heard of but it all sounded familiar and he was so well dressed, he in turn was impressed with my idea and wished me well. Then they produce contracts, many pages of contracts, clause 29 A etc, and whiz me through it, because whoever reads the detail of contracts and they want me to take it away to ponder it for a week so as not to rush into anything. So you do and having cleared your head the next day from the drinks they supplied the night before you begin to read, lots of detail, commitments, warranties, financial jargon, you begin to get that sinking feeling about how big a deal this all going to be and it is all riding on you.

So you read it again even more slowly, using Google to check the terminology to make it slightly clearer, now you see they want money from you up front to be retained as they put it, to act for you in this fund-raising process. You were sure they said at one point they had the money, a fund surely not looking out for others to invest, and my goodness the amount of money they want per month and a major cut of the money raised. Must be some mistake, the lead guy you have a great relationship with over the last few months must have sent the wrong type of contract, he knows we are a start-up with limited funds. So you ring him to check and after a roundabout conversation about how they have already started the process and had positive feedback from quite a number of interested parties, he while laughing and smiling all the way, says of course they need to be retained that’s how these things work.

They were sure given you are the brightest of the bright and worldly-wise you of course understood that, as they would not have invested so much of their partner’s time in this due diligence process. Which you know does cost money in its self as you will be aware, but we were willing to waive that as you were an outstanding opportunity but he had still to do great work internally to convince the rest of the partnership. So he hoped given all the time and thinking that had gone into this and enhancing your reputation on the circuit it would be only a small step to you signing this off. You are caught cold and don’t want to seem as if you are not part of the big game and a potential player and play for time by offering to come back to them in a few days with a decision which you are sure will be fine.


And you are shell-shocked, you can’t believe after all this time thinking they were going to fund you and work together as a team to build out the company, that they actually want money from you to fund them. How could you have misunderstood you really like the people and think their experience and contacts would be amazing and the thought of going back to square one again with out that weight and support is so depressing. Maybe you were being naive, maybe this is the way business is done, they have spent a lot of time on you, surely they don’t do that with lots of companies. So the pressure builds and before you know it they have called and you have agreed to meet them to move the process along and you are in the boardroom with two senior partners all smiles and positivity.

The answer to all this is you are not alone, this is the business that this world lives in day-to-day, they are sellers of their services, always there, and as they say “there is no such thing as a free lunch”. Yes they will trawl through dozens of deals, feigning surprise when most of them back off at the mention of retainers and fees because that is the world where it is how they exist. Never mind if and when retained they can actually raise the funds from their network of private wealth clients, angels and small funds. These are the good ones, real offices, partnerships and track records, beware even more the out-and-out con men that have no intention of doing any real work but are there just to fleece you for every penny you have, and they exist wherever there is money on the table. If it seems too good to be true it generally is, all entrepreneurs get desperate at times, the answer is not to give in to that pressure, desperation or conversely positive hype that skews your thinking. Even if you don’t lose money, it is the time spent and opportunity cost that hurts.

There is very little glamour in London, plenty of hangers-on and fair weather friends, it is all about learning the game, hard work and setting priorities, even then very few come out the other end smiling. But it is a learning experience and will ground you for many things by taking on the challenge. So don’t shy away from it, or retreat to the small ponds, rather embrace it with an open mind and get street wise quick. Better still find your own trusted network and home team…. as it is going to be a long game.

rat in my kitchen

It all starts so well, swimmingly in fact, you as the young Founder/CEO blazing a trail with the latest technology making a major impact in the market. So you have a founding team, perhaps with engineering, operational and financial skills to match and balance your business and marketing bias. Seed capital provided by a couple of names in the industry that have helped not just with the money but really opening up the network. They in turn after some key wins have introduced you to a particular venture capital company and you have closed an A round giving you the rocket fuel to enter the US market.

You have filled out the board room, one of the private investors, a representative from the VC, a Chairman like figure that the VC recommended with long experience of your sector, an experienced VP of sales from one of the established brands, and of course your co-founders. The board meetings are purposeful and you are learning lots of new stuff, even more so at the dinners and lunches that follow as you bond with the board members. So it all feels good, they are great support, you can ring them up any time to pick their brains and of course they are beginning to learn a great deal more about you, your ambitions and capabilities.

You are running flat-out managing the team and company during the day, catching up with the administration and contract detail in the early evening and hitting the event circuit for product exposure later on. This gives you little time to gain a perspective on where you really are, how committed people are internally and what conversations are going on about your company elsewhere that you are not directly involved in. As Andy Grove at Intel said “Only the Paranoid survive” well he was talking about a bunch of things to do with change, but it is a good line to focus on. At some point come hell or high water things will change and you better be ready for them.

What you have to understand is that you as Founder/CEO are on your own, despite the appearance that you have all these people around you that are seemingly becoming friends. In business you have acquaintances, fellow board members, maybe colleagues, but let me assure you no real friends. The reason being people in this particular adventure have vested interests, keeping their jobs, supporting their families, growing the share options, enhancing their shares, flattering their reputations and most of all limiting risk. Now that might come as a shock, you have started a company with these people, won the early deals together, travelled in economy together, built event stands to the wee small hours together and shared many a dinner and drinking session.

But when the day dawns when the company hits a major blip and it will, the pressure will build and when it does, strangely you will find that the buck stops right at your door. So what is the point I am making here, why am I in some way stating the blooming obvious, yes you are in charge. It is easy to lose sight of it, that’s why, you have all these players around you, a buzz of interplay going on. An adrenalin pumping speed of movement, which makes the silence that accompanies you at last when on your own at midnight, wondering what happened, wrecking your brain for the solutions, even more deafening.

Even if they all in the end do turn out to be great people and continue to support, just be ahead of all of this, be prepared, build your own trusted support team and be slightly cynical throughout …. Just in case.


In the technology world that we play in there is a tendency for the teams we manage to be on the young side. That in itself is cause for caution in how we treat them, as often they are not fully formed yet as people. I know this will go against the grain of the US vendor numbers led system, in which the turnover of people is seen as part of the competitive machine. Now that is not to say there are not some really good cultures to be found in that setting but on the whole from my experience it is more about the company than the person in most cases.

From the time in my late twenties when I really had enough experience under my belt to handle most situations in management, it was clear to me that people are fragile in their early to mid twenties and easily broken if not treated carefully. In the hyper competitive sales world it is easy to crush people with a careless word or line that is ill thought. You don’t in most cases even remember saying it, while they the recipient ponder and agonise about the meaning and implications for days. Communication that is clear as to the message and well thought out is imperative, even more so if it is constructive criticism of performance rather than praise. But even in the positive role it is very important to balance the messages so that the team member can gauge what is real and not real and can understand the level they are at.

This does not negate you being demanding of performance or driving hard in a competitive race to win against the opposition. The team say 20 strong are all going to have growing pains inside and outside the business, and they will bring them with them to work. So you have to manage in the round, walking the talk, a bit like the old factory foreman that knew their people intimately from being close to them on the factory floor and out of work as well. Some management can be learned in books and on courses but the handling of people comes from learning mostly on the job, being sensitive to changes in mood and temperature on the shop floor so to speak is one of the great skills.

Often body language rather than what the team member is saying will be a stronger clue to the mood of the moment. People nodding, head down and eyes averted may not be gaining the acceptance of whatever you are trying to put across, no matter the verbal protests that they are. Reinforcement of messages is always needed remember they are not you, perhaps they need more time to assimilate, but when they do, blossom off the back of it. Others will have little patience for the message being laboured, quicker on the uptake, but maybe less prepared when implementing.

That is the joy of management it is so diverse, if they were a bunch of robots with no feelings they could get a machine to manage them, not you. That is why to get a team or a start-up company purring on all cylinders is one of the great things to achieve in life, just like any sports team that is flying at the top of their game. But it is a responsibility that has to be taken seriously, in the high stress environments we operate in, you have their lives in the palm of your hand and that should never be discounted lightly.


I hear it all the time, company scaling fast, maybe 200 + people on board or even 1000+,  3 or 4 years in. The functional teams are growing and need managing more closely, You are good at your job, getting good reviews and now prime to be given that first non task orientated management role. Even if it is only 2/3 people, maybe some older than you, you were promised training, but what with the growth and pressure of work the company has not managed to get round to that yet. So you are a little lost, a nice person, well liked, maybe even a good communicator, but in reality now really worried about how to handle all this.

Well the first thing is not to stress too much or panic, the company has failed you a little here, even if they have been great in most other areas. Let them know in a professional manner, nothing over the top, that you really could do with a basic principles of management course. Either bought in to be run in-house or which I think is better offsite, with other company’s people so that you can share experiences together. In the interim pick up some of the better known handbooks on management, the difference between task and people management. There is no shortage on-line or off or recommendations, Peter Drucker’s “The Effective Executive” is a good start, this stuff tends not to date.

So what is this PODC in the headline? Something I was taught over (well let’s not say how many) years ago when I was in my first team leader role in a multinational telecoms company. I too was a young sales hotshot, dumped into the role because of my outstanding sales results, not a grounding for management, as I was a killer loner, which is why I usually won. Luckily they did train me, as was the nature of big companies in those days, with some of the best trainers in the business. PODC has stayed with me across the years from managing small or large 100+ teams in big established companies to whole companies as Founder/CEO of entrepreneurial start-ups.

It is a very simple framework for most things that come across your desk when you are moving at speed and juggling balls..

PRIORITISATION: Set out the key things that you want to achieve, the must haves over the next month or quarter that you can hang your hat on as success in relation to how your particular organisation makes up the count.

ORGANISATION: Set up you team’s resources to be able to deal with the priorities you have set. Work with the team to discuss what they are being allocated and your expectations of how they will approach their tasks and allocation of their time.

DIRECTION: Now walk the talk, management is about communication and support of the team to help them exceed their targets and make them feel good about the process. Don’t shy away from conversations if someone is struggling or going off at a tangent, keep talking and inputting.

CONTROL: Measurement and a checking process is a constant to keep moving in the way you want the team to grow and win. Results positive or negative are valuable, so gain ongoing feedback as well as the ultimate scores at the end of this particular set of tasks. Then reflect and do it better next time.

There is a lot more to this as you can imagine and years of experience help, but it is good place to start and hang on to when the whirlwind seems to engulf you, always good to return to base and map it out, your people will thank you for it.


Surely the most exciting part of building you’re own business is that week spent writing and honing the business plan document, or is that just me? Only kidding, it is hardly the sexy end of the business, cutting the deals, marketing and counting the money more you’re style I am sure. Certainly you are moving at a pace that given every opportunity would give you an excuse to ignore the plan and all the number crunching that goes with it. Anyway your business is scaling so fast it will be practically out of date before you even get it on paper, so why would you bother?

Even if you agree that you need one, it is always next week/month we will get round to it, meanwhile making hay while the sun shines. You know what, that is still the top priority, getting the deals for whatever it is you are selling, but in the end this one is going to bite you so hard it is going to make you’re eyes water. At some point someone somewhere is going to want to see the plan, even if it is only an executive summary. Why do I know this, well just like you in the early days I used to try to avoid this like the plague, putting in a CFO to handle the numbers and cover that side of the business.

Unfortunately you the C team are the business, have the vision, ideas and plans in your head as to how this company is going to develop. If you have a commercially led finance person they can input, but finding that balance of what the company is today and what you want it to be has to be thrashed out.

This is the hub of it, by going through the process and it will take long hours, you will get close to what this business is all about. The messages to the market, the monetisation layers and what it all comes down to in the end what resource, financial and physical is it going to take to execute and win. You need a document that will hold you all to account at board/management meetings, it’s about measurement. Yes the figures won’t necessarily be accurate, forecasts after 12 months rarely are, but it is not set in stone rather something that continually needs to be updated as you gain more feedback from the market and historical numbers to play with.

Yes, Yes I can hear you say, you are right, we must do it ….. I hear it every month from companies that use me as a sounding board  …. so we agree ……  well get on with it then.