Take two

August 29th, 2010

I have just returned from a business trip with my wife and business partner Gail. Its ironic that I have just been half way around the world to Fiji on a business summit, to realise that the answer is inside of me.

I went to learn about business and the “next step.” Every year Gail and I go to the place where we spent our honey-moon. Rangalli Island in the Maldives. It is a 3 week break, the first 2 weeks as a family adventure with our 2 daughters, and the last week really having a focus on ourselves and the business. It is a time when we look at the skills we are going to need to bring into the business to continue to help it develop and also the skills we personally need to develop. Running a business of 200 people requires very different skills of one of 50.

The reason so many businesses fail to grow their revenues over the £1,000,000 per annum mark, is they fail in this area. But every year we have gone away and found answers. This year we broke the habit and spent time in the Caribbean and then in the British Virgin Islands. It was undoubtedly the right move and it opened our eyes in so many ways.

I met some amazing people and made some life long friends. I learnt a great deal about the “bigger picture” on this holiday and was given so much great advice. This last break was no different. Yet although we went to learn about the business, I can confidently say we learnt more about ourselves.

There was one evening when we meditated. Gail does yoga at home and previously I always declined the offer to join the ladies as I consider a good workout to involve a huge amount of sweat and pain. I have to say the experience I had was nothing short of extraordinary.

No one has ever explained to me the feeling you can get from meditating and so I suppose I simply view it as a waste of time. Boy, how wrong can I be. And for those of you who know me really well, don’t worry you’ll still see me on the squash court, this is something I am just going to add to my life from now on.

It didn’t affect everyone in the same way. However if you can imagine a place where you were taken back to a life changing event in your past, where you are able to visualise and revisit that time with absolute clarity and observe all the emotions that you experienced as if you were outside looking in, then you are beginning to understand.

For me, I went to my avalanche accident. Yet I can now say with certainty, that was no accident.

I focussed on all the coincidences surrounding the avalanche event. The people I was with that day, 2 doctors in a group of 7, is this possible? A thoracic heart surgeon and a casualty doctor?  An officer from the British Army, a man who’d rowed across the atlantic for fun, Lee a salesmen like me who was the first to start assembling a shovel whilst everyone looked on in horror and disbelief as I was sucked deep underground. Just amazing guys. If any one of them hadn’t have been there, I’d have surely died that day.

So this is where I went. Deep below the snow. I watched the boys waving to me as they tried to warn me of the impending danger. This is a visual I have never seen before as it had previously been wiped from my memory. I relived every tumble and every last gasp of air before plunging below the surface to my grave.

Whilst in this place I got the opportunity to say thank you again. 9 years ago in the same place I said thank you to God for all the amazing people in my life. My girlfriend Gail, my parents, sister, family, friends I was able to list many people in the few minutes before loosing consciousness. I am now convinced that even after my bodily functions started to shut down and I stopped breathing, I am 100% certain, my thoughts carried on as I saw things this time that I do not remember the first time around.

Whilst meditating with my eyes tightly shut, a tear rolled down each cheek. Sage put her hands on my forehead and my entire body felt electric. I felt every nerve end tingling as if there was pure electricity running throughout my veins. I can’t explain all the coincidences in my life, I don’t want to understand them. I can’t explain what happened during that meditation and I don’t want to understand it. For me it was simply an opportunity to say thank you for all the amazing things in my life.

Don’t worry I am not going to start getting all religious on you. My experience was within me. And this is what I think I have learnt the most. It is so easy to start chasing rainbows when actually, happiness and fulfillment are here at home, deep inside you.

My job now is an interesting one because there is no doubt in my mind that everything has changed. When you get a second chance it does make you look at things in a different way. I am regarded by my friends as a highly motivated individual, but what I am feeling now is just off the scale. The only challenge now is “time.”  There is so much to do and so little of it. And if time is of the essence, focussing on the right outcome has to be the biggest priority.

Never a truer word for me here at home in Wales. The rain is pelting down outside and the wind is beating at the door. I enjoyed the heat of Fiji, but nothing beats the mountain air.

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A really BA Experience Destroys Brand Value

February 22nd, 2010

Jim Collins recently sent me his latest book, How The Mighty Fall, which I have not managed to prise off my wife yet. If he’d written a British version of this book, it would have to feature BA. British Airways. How on earth has the greatest British brand fallen out of the skies to such depths of despair?

I asked a couple of members of the BA staff, does BA stand for Bloody Awful, after the worst experience I have ever encountered of substandard behaviour by representatives of BA.

I was checking in proudly to my first class seats at the BA counter in Manchester, when I met the second rudest woman I have ever had the misfortune to meet. We had telephoned the night before just to ask advice on the recently introduced ESTA. (An official government document required if you are flying to or through America.) The advice we were given by BA was “don’t worry about it, arrive at check-in in the morning and we will deal with it then as technically you don’t need one as you are not staying in the US.”

We trusted the advice and when checking in, told the lady at the First Class counter why we had not filled out the ESTA as per our instructions from the BA staff the previous night. At this point she categorically refused to check us onto the flight and promptly blanked us. I asked for help, and pleaded with her for someone more senior who could assist.

Enter (stage right) the rudest woman I have ever met. She arrived with a plastic smile that she maintained for the best part of 45 seconds before laying into my wife who was beautiful in her calmness. The BA official told us we should have filled out the ESTA online and that we should have and I quote, “put that you are staying in Miami in the destination box.” I explained that our final destination was the British Virgin Islands, I didn’t dare tell her it was Necker. “we advise people who are traveling through the US to the Caribbean to put down they are staying in the Continental in Miami.”

I explained that this would be incorrect and that this was a US official immigration department document!

Without another word the 2 rude BA staff disappeared.

We were kept waiting 40 minutes. Powerless and no other members of BA staff were prepared to help. When we asked for help, they said, “we are not getting involved.”

It really was like a farce. And if she hadn’t made my 6 year old burst into tears I’d have have been laughing in disbelief. We had turned up to enjoy the first class experience.

Enter Simon, a scruffily dressed man in jeans and a creased polo shirt.  ”Because of the delay at check in and that my staff members had not known how to deal with the ESTA, we are able to board this flight to Heathrow, but unfortunately it was now too late to attach the luggage to the connecting flight.”

He advised us that he had personally seen to it that the plane to Miami would wait for us. He apologised for the behavior of the 2 staff and he assured me we would be met by ground staff and hurried through at the other end.

It was clear this man just wanted rid of the situation. He was working on the principal, Out of Sight Out of mind. (perhaps a new management course BA are running)

My 6 year old asked me , “Daddy, why was that lady so rude?” and I was unable to defend her.

This farce had actually delayed the plane leaving Manchester and stressed 100 or so other people also connecting to Miami and other destinations.

On arrival at Heathrow, there were no ground staff waiting to assist us between the planes. Luckily everyone else just managed to get their flight to Miami, but no surprise, we missed ours waiting for our luggage.

I saw the striking BA logo with the words CUSTOMER SERVICE in massive letters. Fantastic I thought. I’ll pop over and get some help.  The 2 ladies (who reminded me of Les Dawson’s characters) with folded arms grunted back at me when I politely said, “I don’t suppose you can help and tell me where to go, we have missed our flight.”

“We’re baggage.” I continued and the other one piped up, “have you a problem with your baggage?” “No” I replied, “well we can’t help you then. Like my friend told you we are baggage” They carried on talking and I couldn’t help pointing out the irony in how they described themselves.

Walking away I pondered, does BA stand for Bloody Awful. It should do!

Eventually after a series of equally idiotic encounters with various Bloody Awful staff I found someone who was lovely. She was kind and called Jeanette. However the damage was done. The brand was dead in my eyes.

She did start quite hard like the first Bloody Awful staff in Manchester, telling us that as we had missed the flight and it was more than likely non refundable. First class tickets can be as much as £9000 each I didn’t dare ask Gail how much she had paid. I must have turned white with the sick feeling. 4 tickets wasted. 3 demoralised girls, 2 hours extra waiting and 1 missed flight! Jeanette quickly realised what had happened.

She explained the check in staff in Manchester were all agency staff. She fixed the ESTA issue in a few minutes putting “IN TRANSIT” in the destination box.

She went on to explain they had not had a pay rise in 2 years and that they had no idea if their jobs would even be here tomorrow. “The spirit is dead, and I am so sorry you have had all this trouble.”

Every cloud has a silver lining. And thank God, Jeanette booked us on to a Virgin Atlantic seat. One of our daughters, the 3 year old had some sort of anaphylactic reaction on the plane and needed emergency care. 2 doctors on board helped out giving her adrenalin injections, oxygen and salbutamol. Nikki, the Upper Class Senior Cabin Crew team leader was amazing, along with her team particularly Ross and Sacha.

We sat on the floor of the cabin outside the cockpit. The captain regularly came out to check on our 3 year olds well-being and after nearly the entire flight she recovered miraculously as kids do!

So how does something so great, become so Bloody Awful? Fancy not rewarding your staff and undermining them so they don’t know if their jobs are safe. I can’t imagine the people at the top have had similar pay problems?

British Airways is overweight in some areas and anorexic in others.

In our business if you have a potential weakness in an area you invest in it, and you allocate the best, strongest most aligned individuals. You certainly don’t cut back.  The problem with BA is they have multiple areas of weakness, so as fast as you build relations with the likes of Jeanette you have sledge hammer Customer Services or disconnected agency staff with their own challenges. Invariably you destroy the brand value.

I think one of the issues BA also has is whilst they are busy infighting, arguing over pay and bureaucracy, the Virgin Atlantic team is taking conflict very seriously indeed. Going about their business with the Sun Tzu approach.

“He will win whose army is animated by the same spirit throughout all its ranks.”

Well, in my mind BA does stand for Bloody Awful and although I have enough free airmiles to fly around the world 7 times, I’d sooner pay to fly a proper airline. Britain’s best airline Virgin.  And I wouldn’t swap our seat on the floor next to the loo for a BA Experience.

Lawrence Jones
UKFast

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Diversification or specialisation?

November 8th, 2009

I recently blogged on the topic, do you diversify or remain specialised? I forgot a fundamental principal which we now adopt before venturing into the unknown.

The 3 circles. You may have come across Jim Collins a lecturer at Stamford University, he is an authority on the study of successful businesses. He predicted and charted the growth of some of Americas biggest businesses and when challenged as a young lecturer by a student not much older than himself on the success of Apple (a then unknown) he decided to put his formula down on paper and test it amongst other great fortune 500 businesses.

One of the things he found with his research is that all of the businesses which grew at a faster rate than everyone else, did some things in common. One of these was called the 3 circles principal, adopted by the likes of Walmart, Sony, Apple, Microsoft.

The 3 circles are:

Can you be the best at something?
What are you passionate about?
What drives your economic engine?

If you answer YES to all of these when venturing into new unchartered territory you cant go far wrong.

Can you be the best at something?

There is no point setting up a business if you cant genuinely create a better company that those which already dominate an industry. It make years of trying, but ultimately you have to aim high and keep focussed on the end game, to provide a consistently better service or product offering than already exists. But just believing it isn’t enough, you have to have a scientific plan and competitive edge which separates you and existing competitors.

Ask yourself, what things have I already which help enable us to be the best?

What are you passionate about? Is this new business going to make you incredibly satisfied? If it is purely a vehicle to make you money, I guarantee it will not work. You have to have enjoyment first, which comes from passion and determination, long before the success and the financial gains.

Mohammed Ali said, “I run on the road, long before I dance under the lights.”  Although he became incredibly successful and rich through his boxing, he focussed on his training and the outcome of each fight, never on the purse.
What drives the economic engine? Is it sensible to make this investment? Do we have a competitive advantage with cost savings if we enter a particular industry?

For example, UKFast entering the world of Cloud Hosting makes perfect sense. Although the investment of £500,000 seems on the steep side, we already have the technical know how and infrastructure in place to run this type of business. It therefore becomes very easy to bolt on this sort of new venture.

Data centre space is another good one. We already have the expertise to be the best at it. We are incredibly passionate about the thought of improving resilience and customer care and does it make financial sense? Absolutely, we will save £1.5m to £2m each year as a direct result.

Do we venture into data centres? Already have done is the answer.

Using the same principal, on ideas that have not gone so well. The mobile phone division of UKFast.

Can you be the best at it? Yes absolutely and we were.
Are you passionate about it? Not really, driven by the fact that we were making money.
Was it financially the best thing to do? Although it made good sense to go into this venture at the time, on hind sight, yes we had a competitive advantage writing the software that made this company immensely successful, the business model was too far removed from UKFast’s hosting model.

Business to consumer vs. business to business. This one fundamental difference made it impossible to be financially viable. Our entire existing infrastructure was designed to manage the business to business relationship. We underestimated the amount of work involved in the change management.

The same applies to UKFast’s entry into the broadband arena.

Can we be the best? Yes and we were undoubtedly. We were too good and the strain this put on the existing support team was not sustainable.

Was it financially viable? NO! It was a disaster. BT had designed a business model from hell. The only winner was BT, the customer, the supplier, everyone lost out.

Were we passionate about it? No, we love hosting and we love the fact that people appreciate what we do. Supplying broadband which was effectively turned into a commodity by the telco’s (BT, Pipex, AOL) was not fun and we were too small to roll out a business model that was incredibly niche.

The result: Doomed! Luckily we were able to foresee this and we sold off our connections to a small business who specialised in this area. We were very careful not just to “ditch” customers as they also had hosting with us and they were incredibly important.

So the 3 circles principal is key to tackling the unknown. And if it is good enough for the businesses like Gillette, Nike and the others I mentioned earlier, it is a good enough litmus test for me too. Try it with your business ventures past, present and of course the import ones, the future ones!

Go have fun.

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Are accolades important?

May 29th, 2008

I congratulate the winner of this year’s EN Entrepreneur award, Bruntwood’s Chris Oglesby. In a tough environment I thought this was a very fair result.

He is a worthy winner and the rapturous response he received when his name was announced reaffirms that he is a great entrepreneur and has the popular vote amongst the business community.

UKFast was a sponsor of the awards this year and I have to say I was pleased with the result. It is difficult to find another organisation that has done as much for Manchester as Bruntwood.

There are many awards nowadays and some people think that the sentiment behind the ceremony has been diluted. But personally I like to view them very positively.

I am honoured to have won a couple of awards. Most recently in 2007 I was happy to receive the IOD’s Young Director of the Year title. Plus this year, my company, UKFast, has won its fourth Best Hosting award in as many years at the ISPAs.

I’m currently a finalist for the Ernst & Young award, something I’m incredibly happy to have been nominated for.

But in a world where you can blindly beaver away for years, often the only reminder of your success comes from painfully increasing tax demands. I believe that to achieve an award is not just a pat on your back from your peers, but a reinforcement that you are doing something right.

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Don’t neglect your online presence

May 20th, 2008

In the past week the British government has been criticised over its websites. A report states the websites have barely improved over the last seven years.

In this period of time, the internet has grown and changed considerably. There is much more offered by way of interactive and dynamic content now, making internet usage undeniably better than it was back in 2001.

When I look back over the years at how the UKFast website has grown, it is barely recognisable as the site of 2001. It wasn’t that it was a poor site back then, just that the internet has moved on so much.

The speed and reliability of new internet technology – broadband, quadcore web servers, innovative applications, etc, etc – offers the ability to host so much more content that I’m surprised the government hasn’t invested more into its websites. Especially with the quality of web content that can be offered online these days and the functions it can perform.

The government’s website were criticised for their lack of feedback options, poor search facilities, accessibility and usability.

This interested me greatly because it highlighted that the government (and probably businesses and organisations all over the world) still isn’t taking its online presence seriously enough.

The internet is intrinsic in the growth of UKFast. Our marketing strategy for example, was for many years based only online.

Through the growth of the UKFast website, so has the company increased size, in its successes and in its profits.

This is largely due to us moving with the times. We make sure we learn and implement the latest online techniques, from new SEO methods to incorporating more dynamic content with the introduction of video to our website. I’ve mentioned in previous blogs the success of the new UKFast videocasting department.

I simply cannot stress enough the importance of the internet to organisations in every sector. Make sure you’re using it to its fullest extent.

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