DSMN8 Team: Introducing Ryan Marsh – CTO

89% of employees believe that a social media presence helps promote a company’s products and services to consumers

Employees, on average, are trusted 16 percentage points more than CEOs

77% of consumers are more likely to buy from a company when they hear about it from someone they trust.

 source: DSMN8 White Paper: The Social Employee (2016); Edelman Trust Barometer (2017)

A compelling argument has been made for brands to adopt the previously unheard of marketing medium of employee advocacy. But no mistake should be made: this is an unexplored realm for the majority of industries. To say that this is a brave new world would be an understatement. And if the challenges of employers harnessing workforce advocacy is imposing, then designing an app to empower them in grasping this model is inevitably even more so.

DSMN8 is being developed to help brands do just this – coded to capitalise on the power of employee advocacy. At the helm of our tech start-up is CTO Ryan Marsh – central to our efforts to create a ground-breaking app.

Setting out in his career some thirteen years ago, Ryan began as a software and web developer; he moved onto increasingly senior roles spanning technical architect, lead developer and senior developer that would take him from New Zealand to London; and now to Dubai, stepping into the fast and furious world of tech start-ups, where agility is critical, and a clear direction is vital.

Q&A 

Describe your role in 5 words

Deliver the business’s product vision.

Who or what inspires you?

Curiosity, technology, mountains and space (the latter three of which we’d all likely know less about if it weren’t for curiosity).

Can you describe DSMN8’s current architecture?

Micro serviced distributed nodeJS.

How do you define the launch features of a product or service, and how do you prioritise features in a development cycle?

Quite simply, it always comes down to the purpose of the tool. Everything that is required to deliver on this purpose is given priority, anything else is placed on a back burner to be built upon later – features that are weighed up in terms of benefits to the users, versus risks to the business. As we progress through development, potential features naturally emerge as either required or redundant.

Maintaining a focus on a lean platform is key to being able to adapt to this. Ultimately, we aim to be agile – to get users onto the platform, get feedback, evaluate, implement and deliver.

What are your top tips for effective communication with a development team?

Trust and respect – it goes both ways and at DSMN8 we have an open door policy for all.

Every member of the team relies on each another to achieve what are our collective goals. You can have all the meticulous planning and impressive project management tools in the world, but without a solid team, you’re unlikely to succeed.

I always place great value on video calls with those working remotely – it adds something to the line of communication that goes beyond the average email or phone call.

What are the main challenges in creating a product that scales, and how do you overcome them?

Code that runs fine during testing but blows up under load can be hard to identify unless you are actively reviewing code for that reason, as the platform grows this gets harder to control. To reduce the risk of this I take a lot of time with the team to discuss the patterns that produce scalable systems, raising the teams overall understanding and knowledge on the topic is the most useful method I find to produce predictable outcomes.

DSMN8 is set to use machine learning – what challenges are you facing?

Machine learning is taking centre stage for DSMN8 – providing insights into optimal times for particular activities, offering useful suggestions about content and feeding back on common patterns that deliver higher click rates.

But here’s the crux of the matter – a machine can’t learn without data, and in development (when we lack real world data), this presents a challenge. To overcome this, our platform is publishing as many relevant data points as possible, which we’ll start feeding into our learning system. We already have a pretty good idea as to what the churned out insights will be – although the excitement lies in the data that is unexpected.

What are the main challenges facing start-up CTO’s today?

Talent. It’s as simple as that – building the right team, from the right people is something that a start-up’s culture relies on.

Of course the rapid evolvement and advancement of technology is also a consideration – as are the increasing number of platforms that spring up, but with the right strategy, tech advancement can almost always lead to opportunity.

My Week At CES: AI With Everything

CES. The tech event of the year. 100,000 tech fanatics, 32,949 tech buyers, and 7,545 journalists each jostling to see exactly what the next twelve months are going to be serving up on a silver motherboard. So, had the future arrived? My week at CES was bitter sweet. Here’s why.

Virtual Reality (is what I’m looking for… and I might just have to keep on looking)

I’ll admit it. I was pretty excited at the prospect of what would be happening in the realm of VR. But what was happening was very little – quite unlike the wizardry VR and augmented reality offerings I imagined, CES seemed to present product after product of affordable VR headsets, each were hoping to get in on the Oculus/HTC action (take Lenovo as a typical example). Whilst there were a few start-ups excitedly announcing their VR/AR prototypes, it’s a sad fact of technological life that without a funding miracle, they’ll likely come to little more than the prototypes of their present form.

AI, next. Onwards and upwards. I thought.

Artificial Intelligence (Artificial being the operative word)

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‘AI’ appeared everywhere at CES. Every product, every gadget, everywhere – from self-rocking robot crib Snoo bassinet, to the sleep habit-tracking Beddit Bed.

But, whilst it was all pretty smart, it was also a long way of true AI. Take the house bot Kuri – the makers of this robot have bestowed Kuri with the tagline of being “insanely cute with some serious technology”. And this little guy can do all sorts of things – he can recognise voices, avoid taking a tumble down the stairs and respond with sounds, flashy lights and emotive eyes. Impressive specs, innovative tech – but the purpose escapes me.

Right now, I can’t help but feel that all too many are rushing to sate the consumer appetite for AI novelty. This artificial intelligence is all feeling a little artificial – failing abjectly to actually progress onto machine learning, and authentic AI that truly integrates with every element of our lives – helping us live better, healthier and assisting us to advance.

Just like a kid a Christmas who didn’t get that toy he’d set his heart on, I’m left drawing on feelings that range from mild disappointment to stamp-my-feet, all-out frustration.

We’re missing a trick here. And worse still, consumers are soon going to wise up to the fact that ‘AI’ really means nothing more than pretty damn smart, but not quite intelligent.

AI, Cars and going back to the future

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Concept cars designers have long since seemed to root around in a generic imaginary scrap yard of parts and features – the hidden wheels that are so hidden it seems to suggest that soon, our dreams of Total Recall hover cars are going to become reality; those side lifting doors that are most definitely obligatory and strangely Back to the Future Delorean-esque (seriously, if they didn’t take off in the 80’s, I’m really not sure why they would now).

But asides from questions about style, do they have any substance – do they provide a subtext for what’s to come?

Showcasing their wears were Nissan, Audi, BMW, Faraday Future and just about every car manufacturer under the sun (a sun that notably has failed to start solar powering our cars – as was suggested by Ford’s concept car back at CES 2014).

Features included BMW’s floating displays; Faraday’s impressive 1000 horse power beast; and Nissan’s ability to grab control of a car where dangerous circumstances arise (with a special nod granted to Mercedes-Benz, who demoed their autonomous drone-like delivery van).

 

But with so much hustle and bustle at CES, I wonder whether they have any inkling that driverless cars may well be much ado about nothing. A recent survey found that consumers still remain uncertain as to whether they want anything more than car tech that can park for them, stop an accident or prevent their car from being stolen.

Perhaps we simply don’t trust tech in this way – if so, the question is, will we ever? Consumer trust hasn’t been helped by the much publicised Tesla fatality, although it must be said that less attention has been paid to the Tesla owner saved by his own car (that’s despite the autopilot not even being engaged).

In any event – all this may well be by the by. Even if there is appetite, there are other stumbling blocks too. As Kevin Clark chief executive of Delphi (a company launching its own concept car at CES), points out:

“The reality is that the tech exists today… the biggest problem for the manufacturers is the cost, legal and liability responsibilities.” – Kevin Clark chief executive of Delphi

 

It seems then that the realm of driverless cars are potentially as unwanted and challenged as AI gadgets are lacking in actual AI. And that, is why my week at CES was bitter sweet – so much promise, so little delivered. But there’s always next year, right? Tell me what you think

If You Can Keep Your Head When All About You Are Losing Theirs…

2016 is shaping up to be quite the annus horribilis. Quite apart from the passing of such legends as Bowie, Rickman, Cohen, Wogan and Corbet, there has been unprecedented political turmoil, with UK’s vote to leave the EU (“Brexit”) and the election of Donald Trump to the US Presidency.

It’s these last two events that have caused all businesses – but particularly start-ups – to face increased uncertainty, difficult markets and most of all, higher levels of risk. Though I think Brexit is likely to affect UK businesses more than Trump’s success (it’s going to be a key topic of discussion at the ‘TechCrunch Disrupt London’ event in December), even sectors such as renewable energies are facing disruption after the election, according to Elon Musk.

“An Entrepreneur is someone who jumps off a cliff and builds a plane on the way down” Reid Hoffman, founder of LinkedIn.

So what’s the problem? Entrepreneurs thrive on this risk and uncertainty – without the thrill of riding out the waves of uncertainty there would be little interest in venturing into the world of start-ups to begin with. When uncertainty hits, it’s natural for your brain tell you to panic, but those with entrepreneurial acumen automatically begin thinking rationally – how can they effectively assimilate and deal with this new information? How do you keep your head and continue building your plane?

When I started my last business I had absolutely no money, no staff, no business plan and a sizable amount of unsecured debt to my name – not to mention my wife, Viki, and Ofelia, our six-month-old baby, to support. And it was slap bang in the middle of a recession! Five years later, at the age of 31, I sold my company, E-Tale Marketing Solutions Ltd., in a multi-million-dollar deal; after selling to, and competing with, some of the biggest businesses in the world. Despite the challenges it was something i felt compelled to do. I simply had to do it, and i trusted myself that, whatever the challenge, I could overcome it. The journey was peppered with a huge amount of risk and uncertainty, but it’s how you deal with it that marks you out for success. These are some of the mental strategies that kept me going:

1. Think Positive

During the good times, entrepreneurs can find is easy to forget about focusing their mood, because the smiles come easy. But when the tough times present themselves – and they will – try to find a happy or positive thought to rebalance the panicked reaction. Whether it is a business breakthrough from recent weeks, or a promising event happening soon, remind yourself that good things can (and will) happen and that focusing on negativity will not help you to get through it.

 2. Let Go

As much as the entrepreneurial instinct is to micro-manage everything, there are some things that are simply out of your control – such as the outcome of an election. When these situations arise, you need to be able to accept that, yes, this will affect your business, but no, you cannot prevent it or ignore it. So your job is to ride it out and decide the best course of action to see the other side with minimal damage. Try not to exaggerate the situation to yourself or those around you – acknowledge it with a level head for exactly what it is and plan using the information you have available.

3. Prioritise

Understanding the difference between a make-or-break decision and an inconsequential one is vital for when tumultuous situations arise. The truth is that every decision made during the running of a start-up brings uncertainty, but by using the information available and focusing on the most important decisions first, whilst weighing up a range of possible outcomes will save a lot of your energy and relieve enough stress to allow you to wiz through the small choices later.

4. Trust Yourself

You started the business on your own and sometimes you must trust the same instincts, that used to scream at you that this was a good idea, to carry it forward. Start by listening to your instincts on small matters and learn whether your first impressions are to be relied upon or if you’re the kind of person who needs to research more thoroughly. Many top entrepreneurs know how to settle their brain and focus on the issues – Steve Jobs took walks to make decisions, whilst Einstein went sailing to clear his mental blocks.

5. Stay Agile

I’ve said it before, agility to is the best defence against uncertainty and by adopting an agile, or flexible approach to your business, you gain a competitive advantage. Now is the time to take a progressive view, remain dynamic and revert to Entrepreneur 101: remain agile and look for opportunities.

 

Knowledge is the key, and whilst it is vital to remember that there will be things you cannot possibly know – you can take the information you do have and build upon it to make plans. Whether it’s finding funding, or choosing the people you want to be by your side, plan ahead and never let negativity hold you back.

How do you see it? Is your business facing new challenges as a result of Brexit or Trump? How do you handle uncertainty? – let me know below.

5 Keys To Hiring The Best Talent

Dyson launched a recruitment campaign last week, kick-starting their quest to recruit three thousand engineers over the next four years. They have effectively done away with traditional recruitment techniques in favour of a series of ‘cryptic’ puzzles designed to attract and identify lateral thinkers.

Investing in staff is crucial for the growth of any business; whether start-up, growing SME or mega-corporation, each will face a different landscape when it comes to hiring. Whilst large, well-established corporations can rely on their brand, reputation and large budgets to create intricate recruitment campaigns and cherry-pick from a pool of talent, start-ups face several limitations. However, there are a few key things you can do to improve your chances of hiring the best talent out there.

1. Hire Early to Stay Ahead of The Curve

This does involve hiring more people than you need right now, but I don’t mean that you should hire people unnecessarily – what it does involve is looking to the future. Staff who are able to support customers, fix bugs and hold the fort when the time comes, need to be in place before they are needed. Try not to worry about excess employees sitting around with nothing to do. When it comes to start-ups, there’s always something to do…

2. Your First Hire Should Get Stuff Done.

Early staff within start-ups need to be willing, able and flexible enough to do whatever needs doing. There are often responsibilities from different sectors being undertaken by one person.Hiring staff in advance of their necessity means these ‘extra’ people can help to take the weight off and make sure that the workload is spread evenly. When hiring staff, it is important to make sure that they understand the need for flexibility, new hires must have an adaptable outlook on their role. As Miles Jenner, of Recruiter.com, says:

All companies must now assume the inevitability of change, if not disruption, for which there is no manual. It’s imperative to hire for this challenge, which can only be met with agile, adaptable and flexible minds that are capable of constant learning.

3. Employees like Money – It’s Not Rocket Science.

Knowing that your first few hires will be taking on much more than their specified position entails, it is worth thinking seriously about their pay. According to ‘JobVite,  61% of job seekers see higher pay as a bigger draw toward a job than other factors, including location, flexibility and company mission, especially when they factor in the often heavy workload and instability of the company. Clarity on this last point needs to be addressed directly and as early as possible, reassuring new hires that they will be looked after should the worst happen.

4. Recruit in The Same Way You Work.

The transition from candidate to employee can be fraught, but to make it as seamless as possible, and to avoid giving your chosen candidate a nasty culture shock once they’re through the door. Your recruitment process should match the company culture. For example, if online processes are an integral part of your business, they should be a part of your recruitment strategy. Recruitee.com have some great tips for integrating digital innovations into the recruitment process. Closely matching your recruitment technique to your company’s culture also allows you to see how well candidates will respond to, and integrate with the current working order of things – it may also give you the opportunity to receive feedback and opinions for improvement.

5.  Always be Looking

50% of employees see their current position as a placeholder and job satisfaction is no longer a guarantee of employee loyalty, therefore, it is impossible to know whether your current employees are planning to remain with the company. This does not mean that you should be hiring continuously, rather you should be making connections within your industry, reaching out to potential candidates and keeping them informed about future possibilities, so that they are primed and ready to commit, should the opportunity become available. Bas Kohnke, co-founder at Impraise says:

 “It can take a great deal of time to find the right candidates once you need them, so make sure you start looking for new talent way ahead. Developers especially can be hard to find, so ideally keep a watch list of talent that you can approach later.”

Whilst putting so much thought into a start-up recruitment campaign may seem daunting, these steps are the foundation of the recruitment process which will stay with the company throughout its growth and expansion. Even when you have grown to the point where you can justify an HR department, these guidelines can still be used to hire the best talent for your business.

5 Legal Tips That Can Save Your Startup

Startup entrepreneurs are rarely legal experts and as a result there is an inherent risk that the smallest contractual loophole or badly written IP clause can expose their entire enterprise. This was (and continues to be) perfectly demonstrated in popular TV show Silicon Valley, where cheap lawyers and poorly constructed contracts cause never-ending problems for the Pied Piper guys . Though obviously for comedic effect, it’s not so funny in the real world and this made me think about my own experiences leading up to, and during, the sale of E-Tale. For the small percentage of startups that successfully navigate the early years and scale to the point of sale, organising your legal documents in advance will save you a lot of time and stress  (and cost!) at the due-diligence stage.

 

5 things you can do now to get your legals on-point

1. Set up a ‘Deal Room’ 

Organising your documents in a tidy, cloud-based solution like Google Drive or Dropbox is a great way to start getting your house in order. It makes it easy to see what you’ve got, identify any gaps that need filling, and gives clarity when you come to reviewing and updating it all. The advantage of building out a ‘deal room’ early, is to avoid confusion later on in retrospectively trying to compile bundles of documents. Basically, when you begin looking for a buyer, or you’re approached about a buyout, you are hit with the realisation that you need to give the buyer access to ALL your contracts and legal documents. Storing these digitally would cut out a lot of manual search time, and you can update them easily. You can also share your confidential documents and data in real-time with the involved parties, whilst keeping them secure.

 

2. Don’t try to do legal documents on the cheap!

If you intend on selling your company, raising money or just want to have a well-run business, your legal docs need to be watertight! Downloading templates you find online puts you at high risk of getting it seriously wrong. I see them the same way as i see pre-built website themes – they look ok, but still require a lot of customisation to work to your specific requirements. The devil is in the detail. Some of the terms may not apply and you may not even be sure if it’s right for your business model. There is a reason people study law for years rather than just downloading generic templates and filling in the blanks. Try and work with a reputable law firm to create a template for your documents, contracts and shareholder agreements.

 

3. Get a standard commercial contract 

Come up with a great standard commercial contract in favour of your company. Every company should have a standard form contract when dealing with customers or clients. The paradox is, there really isn’t a “standard form contract,” as every contract can be tailored to be more favourable to one side or the other. The key is to start with YOUR form of contract, make sure it’s broad enough to cover all eventualities, and hope the other side doesn’t negotiate it too much. Your standard contract should outline all the key responsibilities undertaken by each employee, their conduct, as well as their stock options or salary. It should also highlight your company’s confidentiality and intellectual properties, along with any competition clauses, forbidding employees to discuss any of your companies details externally. Confidentiality is crucial to the success of your company and the protection of your USP

 

4. Chose a decent lawyer

If you have ever purchased a house you will know the quality and the services lawyer provide can vary wildly. Ideally you need a firm that is big enough to cope with complex scenarios and small enough to care about you. Meet them and get a feel for how proactive they will be. Cutting corners when choosing a legal representative may seem like a good idea to save a few hundred but can cost thousands in the long run, especially if they don’t have the level of expertise you require. Contact different lawyers, check out their portfolio of work, get recommendations from business associates and others that you trust. Think of it as a long-term relationship with someone – you need to know that you are compatible with them!

 

5. Get your employment contracts in order 

Startups often run into problems when they don’t maintain adequate employment documentation. You should prepare a core group of employment documents that each employee is required to sign. A starting list of employment documents for a new company would typically include Stock Option documents, confidentiality agreements and IP ownership clarity. There numerous examples of companies that almost tripped up over this – one of the biggest is Facebook and the confusion it caused around ownership with some of founding partners.

 

Don’t leave yourself contractually exposed – put these tips in place and you will avoid looking like Silicon Valley’s Gavin Belson, when you realise your employment contracts aren’t valid and you just lose a lawsuit you thought you were guaranteed to win…

The Startup Mentor: Product Development and Adaptation

Uncertainty is still a huge issue for small businesses, start-ups and entrepreneurs, especially in these Brexit times. The economy and the business landscape are very much in the hands of both politicians and the future business leaders. After discussing why now is the best time for business owners and start-ups to make their own mark on post-Brexit Britain, I want to now discuss how exactly to go about doing it. Following last week’s post on the importance of agility in start-ups, this week I want to narrow the focus to product development and how the ability and willingness to flex and adapt to the surroundings of the business are the key to navigating and staying afloat during the uncertain times which lie ahead.

Agile Principles

Lean product development is the application of a process to ensure that the product development cycle is responsive and flexible, so that changes can be made almost on the fly. A flexible approach allows start-ups to modify their products and services quickly to adapt to changing demands and respond to feedback in a sharp, intuitive way. By allowing for small, constant changes, businesses and start-ups eliminate the need for lengthy product development cycles, which can cause frustration to investors and cause them to lose interest in what may eventually become a successful product. An example of how lean development can be applied to digital product cycles has been investigated by PC Quest. 

The key lesson here is in bringing prospective clients into your circle of trust. There is always the option of creating a team of clients who get access to early versions of your product on the basis they give you honest feedback. You could even call this type of thing an ‘innovation committee’. If you have built a good relationship with some of your clients, they will value input on innovation. It gives them a sense of primacy and kudos that you respect their opinions; they will also appreciate having prioritised access to new tools or services that may give them a competitive advantage.

The Lean Methodology Checklist

1. Determine whether the product is interesting.

A common mistake made by start-ups is to rush head-first into designing and creating a product that they think people want, and then approaching investors with a prototype after internal reviews. In reality, talking to prospective investors – the businesses and organisations who really may be interested in the product – before creating anything beyond a brainstorm or an idea, is the best practise.

When I started I was meeting prospective customers before a line of code had even been written! The idea is to position it as a passive request for their opinion and expertise: “I’m planning on building something that would work like this, what do you think? Would this be useful in your space? How can I improve it? How could I make this an easy decision for you”.

 

2. Keep the initial ideas basic

Start-ups don’t need an extensive master plan, the key to being flexible is taking a more laid-back approach to developing products. A rigid, unyielding development strategy offers no flexibility and can be shaken apart by the slightest unforeseen complication.

That is not to say that start-ups should not be looking into all possible eventualities. As we discussed last week, having multiple basic plans to account for a range of possibilities is better than one military-style plan which will not hold up if external factors differ from the expected.

 

3. Experimentation Is more effective than extensive planning

Smaller changes and trying something new is much more effective and adaptable than planning an extensive design without any feedback. Make smaller changes based on first impressions, rather than redesigning the entire product at each stage. Over-engineering causes start-ups to lose sight of the goal – which is creating a product which has an advantage over competitors and piques the interest of investors.

Regarding over-engineering… What is often see is that  businesses load up on features and they think that they will offer so much that people can’t say no. This is generally a fallacy. If this is a new-to-market product it actually makes it harder for people to understand. Look at the iPhone, when it was announced the CEO of Blackberry (RIM) stated that he wasn’t concerned because they didn’t have the features the top of the range Blackberry, specifically a qwerty keyboard:

The most exciting mobile trend is[…]full Qwerty keyboards. I’m sorry, it really is. I’m not making this up. People are running out of their two-year contracts and they’re coming into the stores and they want to be able to do Facebook and they want to be able to do instant messaging and they want to be able to do e-mail and they ask for those features thinking that they’re going to get another flip phone and they’re walking out with a (BlackBerry) Curve or a Pearl because they’re the best devices for doing those kinds of activities. And so what is the defining factor? The keyboard.”

What he demonstrated by saying this was; whilst Blackberry were busy trying to build ‘features’, Apple simply made a product that was easier to use- and therefore easier to choose – and we all know what happened after that…

 

4. Keep it small, keep it simple

Small changes are quicker to make and easier to plan than large changes – the best changes are those which respond to the external feedback without affecting any other factor of the product. As a simple example, a plastic-cased product which receives the feedback ‘This would be more exciting if it were available in metallic silver’; the answer is not to recreate the casing in metal, but to apply a layer of paint or use a different colour of plastic. This keeps all other factors – ones which have not received any complaints – intact.

 

5. Maintain feedback

Little and often is the key to maintaining an adaptable approach to product development, where small, regular changes are the aim, feedback which suggests a lot of changes, but which is only received occasionally will not be practical.  A regular reporting system, and a ‘one feature at a time’ approach is much more useful.

 

Product development is arguably the most important focus when planning a start-up, each improvement leans toward a more successful end product and early interest and input from investors give start-ups the opportunity to create a product that the larger clients will already be familiar with and connected to. If this is a problem that you are facing right now as an entrepreneur, or if you have a totally different take on it, I’d love to hear from you. Please post a comment below, or connect with me on Twitter: @bradindigital

The Importance Of Agility

Now, more than ever, it is important for start-ups to look at the way they operate, and plan ahead to ensure that they are able to handle whatever the economy, politics and the business world tries to throw at them. The residual fallout from the Brexit results has shown that the unpredictable is always possible, even if it seems unlikely and start-ups find themselves in a vulnerable position in uncertain times such as these. So, how can new businesses prepare themselves for the journey ahead of them?

The founding principle of a start-up plan needs to be agility – or the ability to pivot an idea in reaction to – or even preparation for – an uncontrollable external factor.

 

Competitive Advantage

Adopting an agile, or flexible approach to your business gives you a competitive advantage. Big companies and brands are used to working with the larger agencies, where almost every business process seems to take twice as long as it should to be completed! Big companies will weigh the risks of working with start-ups against the sheer hunger, ambition and desire to raise the bar which is often seen in independent start-ups. This leads to the larger brands often working with smaller businesses and start-ups, in order to access the best talents and innovation on the market – regardless of how big business has been carried out in the past. This sort of change is already happening at places like financial services firm Fidelity who are using small incubator teams to solve specific problems.

Big organisations are also fond of working with businesses who are able to work around them, evolving and developing their products and services to match the brand’s needs perfectly. Being agile means that start-ups can bring Clients into their team and build products around them. Also, when you are a start-up working with a top tier brand, there is no question over who is the big fish and who is the little fish. When companies deal with large suppliers, they often feel like there is a power struggle. So the little start-up where the founder is on the phone can sound very appealing.

 

Changing Your Outlook – Becoming Agile

It may not be easy to change your outlook on business practices – education, tutorials and journals seem to be set in a certain mind-set of ‘this is how it’s always been done, therefore this way is correct’. However, a different way of thinking about how you market your products and how your products and services will benefit clients during times of uncertainty will make a huge difference to your business operations.

 

Meera Kaul, writing in Forbes, advises that start-ups should plan for the future based on their own rules, without trying to imitate those followed by small companies. She poses:

Start-ups are not companies. And they never will be. The parameters and thesis that define corporate success may not apply to them. A start-up is an experiment. The entrepreneur or a group of people with the acumen to identify an opportunity and match their skills, create a solution to meet the opportunity or gap. They possess the necessary skills to execute the vision, or have the capability of executing the skills.”

I think she is right, start-ups cannot be defined by the same rules as companies, especially those who have a reliable business model, which is so ingrained in society that changing times seem to leave them unaffected. Start-ups must be more experimental, ready to change and adapt with the times and flexible – just to survive long enough to become established.

Planning for Every Possible Outcome

Alison Freer advises that start-ups and small businesses need to plan for every potential outcome – even those less savoury and unwanted outcomes. Planning ahead gives the start-up the opportunity to see each eventuality and have a solid plan in place to overcome, circumvent and weather whatever situation happens. There’s a lot to be said for positive thinking, but denial that other outcomes are possible is sheer naivety.

As the effect of Brexit become more and more volatile and apparent, you will see more big businesses beginning to question the necessity of expenses as margins are squeezed. This means that highly agile and cost-effective suppliers are far more appealing. Therefore, providing that the start-up is themselves cost effective – i.e. not having a Soho office and a company Mercedes – you have the opportunity to take away business from the big guys,  especially when the barrier to entry is now so low.