Chairman's Blog Archives - Page 16 of 31

Mastering BigChange

Posted on 1 July 2020 by Martin Port

If you were unable to join the live event, you can now catch-up with Martin’s webinar on the 25th of June.

Hear how Martin has used his experiences in business across the years to develop and build the BigChange business system, focus on customer service, drive efficiency and improve culture. All through his tried and tested strategies, which he shares with you as a recipe for success for any business.

Featuring Rebecca Burn-Callander, former editor of The Daily Telegraph and Sunday Telegraph as the webinar facilitator.

Pandemic won’t shake my commitment to 4-day week

Posted on 28 June 2020 by Martin Port

Over the past week, there has been a lot of buzz around the benefits of the 4-day working week. Various politicians have called on the Chancellor to explore the option for the UK, as a way to generate more jobs.

At BigChange, we are way ahead of the curve. We are on course to move to a 4-day week in 2021. Right now, we’re on a 4.5-day week through our Flexi Friday initiative, which allows my colleagues to take a half-day every Friday – or when it’s convenient for them and their team. It’s been hugely popular and we have seen no dip in productivity – if anything, quite the reverse. The happier your people are, the more productive they tend to be.

When Microsoft in Japan introduced a 4-day week last year, while still paying employees the same salary as for five days, it found that labour productivity rose by nearly 40 per cent.

This is a difficult time for Britain’s workers. We know that the government’s furlough scheme is coming to an end in a few months. The forecast is for mass redundancies, especially in the hardest-hit sectors such as aviation and hospitality. This cloud hangs over everyone, and could mean that people are desperate to hang on to a job – any job.

This is why it’s so important for business leaders like me to stay committed to all the initiatives aimed at supporting and caring for our people, like the 4-day week. It would be easy to demand that employees work longer hours, citing the failing economy or industry pressures but that is just bad business.

I am still absolutely committed to introducing the 4-day week to BigChange. It’s important to note that this extra day off each week will be discretional, to be decided by the team member and their manager. We aren’t closing the office for a day a week, and if people feel that they need to work virtual on the fifth day to finish something urgent, then so be it. The aim is to encourage everyone at BigChange to work efficiently, and manage their time well, so that they can have a 4-day week without feeling overloaded or stressed, or like they don’t have time to finish projects.

I believe that our approach to the 4-day week will not only help my team to find a great work/life balance, it will also allow us to employ new people, creating more jobs for the British economy. Giving people an extra day off, while paying a competitive salary, not only allows them to spend more time with family, it also gives them the chance to learn new skills.

This is also a time of increased stress and anxiety. We all need the time and space to take extra care of our mental health and wellbeing, and look out for friends, family, and our communities.

The current pandemic has shown many leaders – including me – that we don’t need to be in an office to succeed, and that people perform really well when they are allowed to work flexibly. This will allow us to grow faster than ever. BigChange is an international player, working across multiple time zones. By allowing flexible working, we can start introducing night shifts, whereby UK colleagues can pick up calls from the US or further afield, all from home, knowing they have three days off ahead. We can also begin hiring people from deprived areas, instead of focusing on those within an easy commute to Leeds.

Where you live should not be a determinant of what kind of job you can secure.

It’s great that some politicians are waking up to the opportunities that a four-day week could bring but I would also like to see some tangible support for those of us leading the way. If the Chancellor wants to help, he could support the training and up-skilling of new employees, for example, or offer tax breaks to the forward-thinking organisations that are investing in a 4-day week.

I really hope that calling for the short week is more than a political move to try and win over voters. We need to work together to make the 4-day working week a reality. I know that it is what the economy, business, and workers need. The time is now.

CEO’s Blog – Stepping up to the plate

Posted on 29 May 2020 by Martin Port

I’ve appointed a new chief marketing officer at BigChange. He’s experienced, dynamic, highly motivated, and gets things done.

Spoiler alert: it’s me.

My current CMO has been with me for 10 years and is keen to make his own big change. He’s moving into consumer marketing and leaving me with some big shoes to fill. I had the option of recruiting someone from outside the business but, during these difficult times, I just think it would take an outsider too long to get up to speed and absorb the DNA of this business.

I could try and find a candidate from within the business but, if I’m honest, who better to take it on than me? I built BigChange from the ground up. I live and breathe this company. Who knows more about how to communicate about our DNA, our pillars, our customer service record and commitment to innovation?

Sales and marketing are my bread and butter. Every leader understands how to sell their idea and vision – to customers, colleagues, and investors. In the early days of BigChange, I was the CEO, COO, and CMO. This is a ‘back to basics’ move; even though I have had a CMO for the last decade, I never fully checked out of the role. I always wanted final say over marketing materials and sales collateral.

I’m excited and a little nervous to take on this new challenge.

Marketing has never been more important to businesses like BigChange.

My sales colleagues can’t meet people face-to-face. It’s very difficult to build rapport with a prospective customer when you can’t have a cuppa together and you’re just a window on their laptop screen.

This is why I’m working on creating a formalised approach to sales, helping my brilliant people to set the agenda during online meetings and really listen to customer need.

COVID-19 has dealt a severe blow to many businesses. We leaders have to roll up our sleeves and get stuck in to make sure our companies weather this crisis. I’ve seen my fellow entrepreneurs doing some incredible things. From Microsoft’s chief executive, Satya Nadella, who has delivered two years’ worth of digital development at the tech giant in just two months, to Steve Parkin, chairman at Clipper Logistics, who built a delivery network to get vital personal protective equipment to NHS staff and care workers in a matter of days.

This is the essence of the entrepreneur. We get stuck in. We do what needs to be done. We never rest on our laurels. And we thrive on the pressure and the thrill of a new challenge. CEOs all across the nation are stepping out of their (metaphorical) glass offices and hitting the shop floor, just like me. I can’t wait to get my hands dirty.

CEO’s Blog – Dear Boris, why haven’t you closed our airports?

Posted on 20 May 2020 by Martin Port

This is an open letter to Boris Johnson.

Dear Prime Minister,

You need to close airports now.

It’s not enough to say they may close in future. People from infected countries are still flying into the UK, increasing the risk of a second wave of COVID-19.

The decision to keep airports open throughout this pandemic has put the nation at risk. I’m sure that you had your reasons – even though we are one of the only countries in the world to have done so.

Perhaps, amidst the threat of recession and the uncertainty of Brexit, closing borders entirely seemed foolhardy? Whatever the motive, you need to change course now.

The situation in airports is extremely dangerous. I, like many people, am shocked by the absence of any health checks for incoming visitors. Airport staff have only recently been issued with any kind of protective masks or clothing. Many UK airports aren’t asking for those travelling to wear masks or gloves. How can this be?

The new two-week quarantine for new arrivals to the UK seems to be entirely optional. Other nations have taken a different stance. In Israel, incoming travellers are quarantined in an airport hotel for two weeks, confined to their room, and brought three meals a day, to protect the local people from infection.

Right now, the infection rate has dropped significantly in many cities across the UK. This has only been achieved through massive sacrifices on behalf of the British people, who have stayed home, gone without seeing loved ones, and lost income – or even their entire livelihoods – to reduce the spread of the virus. Lockdown will have been for nothing if there is a second wave.

At Heathrow alone, there are still 60 flights landing daily. This is just 10% of the usual number but still means that hundreds of people are arriving in Britain – many from countries that are still battling the virus. It is estimated that 42,000 people from overseas have flown into the UK since the pandemic started; this figure excludes the 53,000 British nationals flying home.

We are an island nation. This has been a huge advantage over the years, ensuring our survival during World War II. Why aren’t we closing borders now?

I understand that airlines have been badly hit by this crisis. Surely a handful of passengers won’t make much difference? These companies are generating more income from using the airplanes for freight at the moment, so why not stop all passenger travel?

The economy is so fragile. Seven out of 10 British firms have furloughed staff. Pay is falling fast for those in work. Many people are facing a jobless future as growth stalls in most businesses. A second round of infection will do extreme damage. Not just to our economic prospects but also to our national spirit. It will be so much harder to come back from a second wave.

Please do the right thing, Prime Minister. Shut the airports.

My son Joseph has started his own small business

Posted on 17 May 2020 by Martin Port

Joseph Port’s First Blog

In this guest post, Joseph Port explains why he launched his own business – selling clothes to raise money for charity.

A lot of things make me happy in life. I’m a big Leeds United fan. My family mean the world to me. I’m crazy about videogames and I love watching YouTube Bloggers. I have learning difficulties but I have never let them hold me back and I live life to the fullest.

But during the Covid-19 pandemic, it was a little harder to find reasons to smile. Unfortunately, because of my health, I was shielded to protect me from the coronavirus.

This meant that I could no longer continue working at Living Potential Care Farm, an amazing place where people with disabilities can connect with nature.

My work there was always varied and I learned something new every day.

I loved feeding the animals, boxing up eggs to sell at the shop, and picking apples to make apple juice.

My job on the farm gave me structure, and made me feel that I was making a contribution to society. I made many wonderful friends there, and the job also helped me to keep fit!

Raising money for charity

I know that many people are struggling with being forced to stay home.

While I found it wonderful (okay, occasionally annoying too!) to have so much time with the family, I don’t like feeling aimless.

So I have come up with an idea that will both help to give me direction, and benefit Living Potential, an organisation that has done so much for those of us with disabilities. I’m launching a new venture, creating and selling a range of high quality branded Living Potential t-shirts.

This will be a joint venture and I will receive £5 for every t-shirt sold. The rest of the money will go to Living Potential, helping to support existing projects and create more activities – demand for its services is growing rapidly at this time.

I believe that it is so important for those of us with learning disabilities to be able to make our own living. Selling is one of my strengths because I am a good communicator and I love meeting people.

I want to be independent and keep learning and honing my business skills. This is really important to my sense of self worth.

I’m so happy to be able to create a new business with a purpose, which raises awareness of the farm and proves that people with learning disabilities have drive and ambition.

I hope you’ll consider buying a t-shirt – the Living Potential t-shirts are available here.

Thanks for reading.

CEO’s Blog – Strong growth for BigChange in the first quarter 2020

Posted on 15 May 2020 by Martin Port

Strong growth for BigChange in the first quarter 2020

Earlier this week, the Chancellor announced that the UK economy shrank by 5.8pc in March, the fastest contraction since the peak of the 2008 financial crisis. I doubt anyone will be surprised by this development, given the significant impact of the COVID-19 lockdown on British industry. This is why I am delighted to have some good news to share. Despite the economic gloom, BigChange has posted strong Q1 results for this year.

Between January and March, the company generated sales of £5.5m, up 50% on the same quarter in 2019. During the period, BigChange won 80 new customers, adding a total of £8.3m in new contact wins. The first quarter of 2020 was also a profitable one for BigChange, with an EBITDA of £720,000.

As you all know, the COVID-19 pandemic caused the UK Prime Minister to impose a full lockdown at the end of March, and BigChange – like many businesses – was forced to change working practices for two weeks as we adjusted to the new measures and trading conditions. I’m so proud that the company has managed to deliver impressive growth in the face of many challenges.

BigChange is an international company, which now trades in multiple territories across the globe, including France, Ireland, Norway, Australia and the US. During the first three months of this year, the French arm of the business grew significantly, expanding its base to reach 20 customers.

Last year, I predicted that BigChange would hit £23m in turnover by the end of 2020. We are still on track to hit revenues of more than £20m at the end of this financial year, which is a huge achievement. Credit to all my BigChange colleagues for their hard work and resilience.

I would also like to thank all our loyal customers, who have helped us to grow at a time when many businesses are struggling. There are now over 45,000 people around the globe using our system, from a customer base of 1,300 companies.

At the start of 2020, BigChange made a number of high profile contract wins. Special mention here goes to our new partnership with Sunbelt Rentals, Inc.(formerly A-Plant), part of Ashtead Group Plc, the largest equipment rental company in the UK.

It is a testament to our innovative and brilliant JobWatch system that so many companies are using the platform to enhance customer service, drive efficiency and generate growth – against all odds – during this time.

During the first quarter of this year, BigChange received the highest honours that can be given to a British company. We won a Queen’s Award for Enterprise, in the much-lauded Innovation category. We have also been selected as one of the best companies to work for in the UK, securing a place on the Best Companies’ 2-Star list. BigChange was also ranked 12th out of 50 companies as part of the MegaByte 2020 Top 50 in UK Technology.

These are difficult times for everyone – and BigChange will doubtless experience a slowdown in the second quarter of the year. However, I’m delighted to report that since April 1, the company has secured £300,000-worth of new business in France, and won £1m in new contracts across the business as a whole.

I founded this business seven years ago to help business of all sizes harness the benefits of a powerful, feature-rich mobile workforce management platform. Today, we offer combined back office CRM, job planning and scheduling, a rich mobile app, customer portal and vehicle tracking to help organisations go paperless, drive efficiency and protect the safety of lone workers. In response to COVID-19, BigChange launched a hands-free signature feature, allowing engineers on the road to minimise contact with others. I hope that our performance this year proves that we are not going to let this virus dent our progress, or hurt our customers.

CEO’s Blog – Less of the ‘new normal’, more of the ‘new old’

Posted on 7 May 2020 by Martin Port

Human beings are social animals. We need contact with one another. Too much time in isolation – even for the most introverted amongst us – creates feelings of anxiety and loneliness.

According to the rules of the ‘new normal’, video calls and social media can bridge the gulf and help us feel connected to one another.

This is why I have been busily launching virtual meet-ups and online initiatives – to help my BigChange colleagues feel like part of one big team and maintain our sense of camaraderie.

But here’s the thing: it doesn’t work.

Zoom. Teams. Hangouts. House Party. RingCentral. Whatever platform you choose, it is still no substitute for face-to-face conversation and real-world connection.

In fact, too many of these virtual events can add to the general stress and feeling of isolation. People either feel obliged to take part or guilty for choosing not to attend.

I have come to this realisation after receiving some feedback from the BigChange team. Some people feel that I have created far too many online events, and that these meet-ups are eating into their valuable free time.

…In hindsight, maybe introducing yet another virtual quiz was a bad idea? Especially when the whole world is regularly “pub quizzing” with family and friends already.

I’m learning all the time and, like many other leaders, trying my best to work out how to keep motivating and engaging my colleagues, both those currently working and those who have been temporarily furloughed. This is all new to me too. In these uncertain times, there are no straightforward answers. I get it wrong sometimes.

I want to apologise to anyone in my team at BigChange who feels bombarded by these new online initiatives. I know that some of you feel overwhelmed or just exhausted by the expectation to attend. I had the best intentions but I have made mistakes. I promise to do better in future.

We have established a steering committee, which is made up of representatives from every team in the business. From now on, before I launch a new online scheme to boost engagement, I will run all ideas past this sounding board and make sure that it is genuinely useful and that there will be demand for it.

I am also rethinking my plan for a totally virtual future. This pandemic has proven to me that BigChange doesn’t need a real-world office; we are just as effective working remotely. We have reduced our carbon dioxide emissions as a result of lockdown, becoming a greener and more sustainable business as a result.

But I’ve come to understand that while people don’t need to work side-by-side, they really like to.

When this crisis has passed, we will not be going back to an entirely office-based operation. But I will rotate teams in and out of the office so that a percentage of my colleagues are in the building at any one time. Teams need to come together to collaborate, bond – and just have a bit of fun too. That spirit ultimately drives organisations forward.

Forget the ‘new norm’ of virtual businesses and remote working. I’m embracing a blend of the best elements from the modern world of work and the traditional approach. From now on, it’s all about the ‘new old’.

CEO’s Blog – Supporting mental health and wellbeing through virtual events

Posted on 1 May 2020 by Martin Port

For many of us, the coronavirus lockdown has been a profoundly lonely experience.

Those who live alone have been completely cut off from friends and relatives. Even those of us with families are missing the office camaraderie. Isolation is more than a physical reality; it’s a mental state.

This is why I am so passionate about creating virtual events to help drive connections and support mental health. It may not be as comforting as real-life human contact and conversation but video calls and virtual meet-ups are a crucial lifeline to the outside world.

I’m usually a very upbeat character but even I am struggling to stay positive through this lockdown. On Mondays, I used to love coming in to the office and saying hello to everyone. It was incredibly motivating to be surrounded by my brilliant team – I miss them all.

I’m embracing virtual events as a way to recreate the amazing atmosphere that we have in our office. On Tuesday morning, we had a social event that furloughed employees could attend too. It was a chance to sing happy birthday to a colleague, and meet some of my team’s extended family. I love it when a little face peeps in to see what mum or dad are doing.

Next week, we are taking our Motivational Monday series online for the first time. I’m delighted that Nigel Owens MBE, one of rugby’s top referees, is joining us to talk about his incredible life. Growing up in a small, traditional community in west Wales, Nigel struggled with the realisation that he was gay. Rather than admit it to his parents and community, he attempted suicide.

Nigel has battled depression and bulimia but ultimately triumphed over adversity and went on to become a sporting legend. No one is better placed to talk to the team about beating loneliness and finding the strength to go on, even when the challenges seem overwhelming.

On May 13, we are launching the first in our new series of webinars, talking about topical issues facing British industry. We’ll be kicking off with a virtual roundtable about “How to support mental health and wellbeing during the covid-19 outbreak”

I’m so proud that two BigChange ambassadors, Nicolas Hamilton and Michelle Dewberry, will be joining us for that session, hosted by the former Telegraph enterprise editor Rebecca Burn-Callander.

You may remember Michelle Dewberry the 2006 series winner of The Apprentice. She has spoken candidly about her mental health struggles in the past and will share some of her experiences with the audience.

Nic Hamilton is a talented racing driver and brother of six-times Formula 1 World Champion Lewis Hamilton. He will share the secrets to developing mental resilience.

Sonal Sidpara, head of HR, Alex Abrahams Head of Training and Alex Epstein our CMO at BigChange, will also be giving advice on motivating the team through a crisis, and will outline all our BigChange learnings from the pandemic so far.

BigChange customers Steve Broughton and Kevin Sherwood will also join us as well as a representative from the charity Mind.

Put 11am in your calendars. Please do join us, and let me know any questions that you would like to put to the panel.

Till then, stay home, stay safe, and stay connected.

CEO’s Blog – Careful who you trust, Chancellor. There are wolves out there

Posted on 24 April 2020 by Martin Port

Difficult times can bring out the best in people.

During this pandemic, we have seen kind people helping their neighbours, brave workers risking their lives to serve the nation, selflessness, and discipline. But trouble can bring out the worst in people too.

During World War Two, there were many examples of resilience, fortitude and the famed “Blitz spirit”. However, crime also surged. Looting and racketeering were rife. Between 1939 and 1945, crime rose from 303,771 offences to 478,000, according to official figures. Where some see an opportunity to give, others see the chance to take.

It saddens me that many individuals and businesses are going to abuse the COVID-19 financial support during this pandemic. The government is making billions of pounds available to help the people and companies who are truly in need but some may see this as a free-for-all.

It was reported that Victoria Beckham, who has an estimated fortune of £335m, has decided to furlough 25 of her staff and take advantage of the government’s Coronavirus Job Retention Scheme. You have to wonder whether she really needs to use government money to pay those wages?

Other so-called “British” companies that off-shored years ago – and pay no tax here in the UK – are asking for government bailouts. It beggars belief.

The emergency funding has been set aside to safeguard the future of this economy. It’s not lottery money. We, the taxpayer, will ultimately foot the bill.

BigChange is a young, growing company yet we have decided to shoulder the majority of the financial burden of coronavirus. We are using our own cash – carefully saved in the business – to survive, rather than accessing emergency loans from the bank. Many businesses are choosing to take out loans, even if they do not need to, or have no plans to pay the money back.

This is why I am calling on the Chancellor to think carefully about his next steps. Right now, it seems that Rishi Sunak is pressurising the banks to approve every single loan application that comes in.

There needs to be accountability. Business owners should only take money if they need it to keep paying suppliers and staff through the next few months – and only if they truly believe they stand a chance of surviving and paying it back.

The government has also turned into a venture capitalist, pledging £500m in a co-investment fund to support start-ups. A further £750m pot has been created to aid research and development activities. We should absolutely help our start-up community but is this the right way to do it?

Why not bring back the Small Firms Loan Guarantee scheme (SFLG)? This was a hugely successful initiative that allowed small businesses to access bank debt without having to provide security because the loan was backed by government. The scheme both supported entrepreneurial businesses and still made companies accountable; the government only provided 75% of the security on the loan. The government also didn’t have to become some kind of quasi-VC.

There are other straightforward ways to support businesses through this crisis. There has already been a duty and VAT deferment, subject to a financial hardship test, which is helpful. Why hasn’t the government considered a PAYE holiday? This would help many employers get through the short-term crisis, without having to apply for loans.

The scheme could be totally transparent: a three-month holiday and then the shortfall tagged on to subsequent payments. It’s madness that business owners must saddle themselves with five-year loans when the support could be easily delivered through PAYE. A scheme like this would serve everyone, while creating minimum fuss for HMRC. As it stands, everyone will be doing their own deal with the Revenue, causing huge amounts of complexity.

It is great that the government is willing to support businesses. I applaud the Chancellor’s response to this crisis. But I think there are better ways of offering support. There are wolves out there, and we need to stop them from savaging our economic future.

CEO’s Blog – Time to reinvent your working day

Posted on 3 April 2020 by Martin Port

The coronavirus outbreak and subsequent UK lockdown has changed our working lives completely.

There are advantages and disadvantages to this ‘new normal’. It’s easy to focus on the negative: last week, I admit that I felt a bit lost.

I’m used to roving the shop floor, looking for areas where we can make improvements. I’m a ‘face to face’ leader, and I like chatting through ideas with my team and visiting customers. It’s taken some time to adjust to web meetings and working in the virtual world.

But now that I’m in the swing of remote working, I’m starting to see some major benefits. I’m no longer working from the office, which means I’m saving an hour a day in travel time. That’s an extra five hours a week – a major bonus.

Being based at home seems to save time in so many ways, because everything you need is all in one place and there are no distractions. Even if lockdown lifts in two weeks’ time, my family will stay in isolation for 12 weeks. My son has asthma, putting him in the ‘at risk’ category, so we are taking every precaution.

I’ve found myself with more free time than I have in years and I’m determined to make the most of this opportunity. I believe that we need to constantly look for ways to improve – not just our businesses but ourselves. If you stop trying to be better, you lose your edge.

I’ve been focusing my attention on creating special projects that will ensure BigChange is even more efficient and lean when the recovery comes around. I’ve been looking at improving service levels, enhancing the way teams work together, and finding any gaps in the organisation that need filling. I’ve never had the time to look at these areas in fine detail before and it’s been a revelation.

I’ll be honest with you. At BigChange, we are expecting to see some slowdown in sales as prospective customers hunker down and wait for this uncertainty to pass. But this doesn’t mean we are sitting on our hands here. Instead, we’re investing heavily in new data warehouse architecture, moving resource into product development, and creating some new marketing initiatives to keep up a buzz about BigChange. This is a really good time to start new projects. There’s not the same amount of pressure on day-to-day operations. There is room to breathe, review, and plan.

I’ve spent many years building businesses and I’ve learned there is more than one kind of return on investment. Changes we make now could have a significant impact on the success of BigChange in the future, whether it’s brand trust, customer loyalty or employee morale.

This is also the perfect time to invest in your customers, your community and the UK business ecosystem. I have more time to spend helping others, be that through business mentoring, support for customers who want to understand BigChange’s technology better, or advice for organisations who want an entrepreneur’s take on the challenges they face.

If this sounds like you, drop me a line. I’ll do everything I can to help. I aim to support as many people and organisations as I can during this lockdown – and hopefully beyond.

This is the time to review your working day and make permanent changes. It’s a time to ditch the unhelpful habits that are holding you and your business back. This is a challenging time but it’s not all doom and gloom. Seize the opportunity.