Rob Vivian

The official opening of a fast-growing firm’s new offices were celebrated in style with a BBQ, charity drive and high-profile visit.

Telecoms provider Pure Comms has taken 2400 Sq Ft of new office space at a converted barn on Tickenham Road in Clevedon, and Dr Liam Fox MP officially opened the new premises before a BBQ took place that was attended by media and business owners.

Money was also raised for Weston Hospicecare at the opening, with attendees able to donate to the charity; with the total sum match funded by Pure Comms.

Rob Vivian, who is Pure Comms’ Managing Director comments: “Running a business is hard work and there isn’t often much time to reflect on success; but all the tiny little increments of progress you make day to day culminate at milestones like these.

“We were very proud to welcome our local MP and many business owners from the region to celebrate the success we have achieved up to this point, and the official opening of our new offices. Personally it was a very proud day; and professionally the team here did a great job preparing for the opening.”

On opening the new office Dr Liam Fox MP comments: “I first visited Pure Comms in 2012 when they were based at Clevedon Hall. They’ve grown considerably in a short space of time and their new offices are fantastic; providing further space for growth.

“Rob has proved that despite the recession, businesses can thrive and grow. Pure Comms is a good example of an SME business getting it right and providing a first class, added value service. I look forward to visiting them again after their next quantum leap.”

The company was founded in 2009 with just Rob in the business, and currently employs nine staff.

Rob has plans to recruit at least three more staff by the end of the year and recently formed a new board of directors.

The company work with a number of high-profile businesses and organisations such as Bristol Airport, the UK’s leading independent fuel supplier BWOC, recruitment consultants Redrock and Opus and well-known auctioneers Bonhams.

Colin Sexstone

After spending 25 years as a business administrator, Colin Sexstone retired from the RAF as Group Captain and became Chief Executive of Gloucestershire County Cricket Club.

He helped develop the county ground to International Standards before joining Bristol City Football Club as their Chief Executive.

Here he helped lead the Club’s new £92M regional stadium development at Ashton Vale. All views expressed are those of the interviewee

Can you tell readers about what you’re currently doing?

“I run a consultancy called Sexstone Consulting. I am also Director of Gloucestershire Cricket Club; Director at Plymouth Argyle and a Director of the Football League Trust.

“I am also Chairman of Cook & Co Solicitors; as well as having involvement with a construction company, a project management company and an executive recruitment company.

“Really, I’m a networker who brings contacts together for their mutual benefit and to help them do business.

“I also keep busy helping my son with his sports hospitality business (Pure Sport).”

You were recently one of the headline speakers at the Outlook Portishead conference – what are your thoughts on Portishead and North Somerset as a business destination generally?

“I believe North Somerset’s success is in part determined by the success of Bristol as the two are closely linked together; and they always have been– so you need Bristol to be successful in order for Portishead and North Somerset to continue to be so.

“On Portishead itself, it is a very pleasant place to live and has a demographic of young professionals that are entrepreneurial and driving the local economy forward.

“It is also cheaper than Bristol to live in and close to the motorway network which helps and is an attractive proposition. There is undoubtedly huge growth potential around this small town and wider North Somerset as well.”

What do you feel are the major challenges North Somerset faces?

“There are pressing issues around transport. With Portishead you have a town of around twenty five thousand people and only one main road in and out.

“There has been underinvestment in transport in the region, which is typical of the UK generally. The go-ahead of the Portishead rail link is essential to ensuring transport links improve.”

You mentioned the Portishead rail link – why do you feel it hasn’t gone ahead yet?

“The cost is a primary driver – the government talks a good game but there seems to be a lack of infrastructure spending on projects such as these.

“There has been lots of rhetoric regarding the rail link but we must get on and deliver it; the time for talking is over.

“I have to say I’m confident by the noises being made recently; and hopefully news in the coming weeks will be good.”

This idea of ‘getting on and doing it’ – do you feel there is sometimes a lack of drive from the powers that be to make decisions on key projects?

“Firstly, I have to say that North Somerset Council is one of the most entrepreneurial and ‘can do’ authorities I have come across but it does seem to be a rarity.

“And I think it has been able to deliver on big capital projects because it has a majority party in power that can make decisions.

“On the other hand Bristol City Council – which has been prone to coalition – is riddled with people who tell you how not to do things.

“Instead of telling you how to do it they give you hundreds of reasons why you can’t do something, and this type of leadership does lack drive but it can’t be said to be universal.

“Although, I believe George Ferguson, the elected Mayor, is beginning to change this model.”

How do you feel planning can be changed to speed up decision making?

“This is one area that certainly requires drastic change. The whole process of planning applications and decision making is unbelievable.

“In some of the committees I’ve been in the level of debate I’ve witnessed was so ill-informed and poor it was frightening.

“There needs to be a wholesale overhaul and change in this area in order to boost the economy and secure long-term prosperity; and create this culture of getting on and doing things.

“Unfortunately in this country any decision is challengeable in a court of law, leading to objection which fuels indecisiveness.

“There are too many middle class people with time on their hands who just like to fight things and lobby against sound decisions.”

The UK economy has avoided a triple dip recession – what do you personally feel needs to be done to cement recovery?

“I feel there needs to be a relaxation in fiscal policy and we need to spend more public money to build things in order to improve infrastructure. There is a certain truth to Plan a, but we could be far more creative.

“The reality is that public money is not being spent where it should and when you add in the fact that the banks – who got us into this mess by lending too freely – are now doing the complete reverse, you do have an issue of low velocity in the economy.

“Good businesses need money as it is impossible to grow without it but lending is far too tight and is being restricted by government.

“Banks should of course lend sensibly, but we do need more money circulating in the economy to help start-up businesses thrive and people get mortgages.”

What advice would you give to young people starting out in business?

“I would say don’t be frightened because there are real opportunities out there. But also don’t stretch yourself and don’t have too many ideas and plans.

“Have one main goal and stick to it; and have a good business plan, which although adaptable, will have an ultimate goal that can be focused on.

“Another key thing is not to overestimate income and underestimate expenditure; be realistic and don’t race growth but be patient and focused.

“You’ll have to also make sacrifices and realise that to be a success you may have to initially go without the fancy car and good pay that your peers might be getting in a salaried job.”

Derek Spriggs

Africa is recognised as one of the world’s fastest growing markets.

This has seen international investors increasingly keen to become involved in its commercial development, and as the continent shifts and shapes itself opportunities are being created.

The environmentally led initiative of switching from traditional glass bottling to the use of recyclable aluminium cans is one such opportunity, and it has been embraced by North Somerset based AllWater Technologies Ltd (AWT).

Export led business

Despite having only been trading for little more than one year, overseas exports already account for fifty per-cent of the company’s turnover and this new demand for aluminium cans is a key driver.

AllWater Technologies Ltd specialise in the design, installation, commissioning and service of industrial water treatment equipment.

Its products are used across a huge range of manufacturing processes within a diverse range of industrial sectors including automotive, aerospace, chemicals, medical devices, surface finishing, microelectronics and food & beverage.

And it is the food and beverage sector that brought AWT to Africa.

Canning industry

Derek Spriggs, AWT’s MD explains: “The canning industry is a significant market for us. AWT personnel have previously worked together on a number of similar projects abroad but competition is tough and as a new company it was a real coup to win the contract.

‘’Our water recovery system, now installed and commissioned, will support the first aluminium can production line in sub-Saharan Africa and as we write, cans are due to be pouring off the production line very shortly.’’

Service led

Derek comments that having spent over twenty years in the industry (four of those as MD of another successful water treatment company) he recognised an increasing lack of availability of high quality service.

This was something he had always valued and AllWater Technologies Ltd has been built around it.

“It was a huge risk setting up, we had no service customers and no projects in the pipeline; I had been doing some consultancy work but not enough to support a growing team.

‘’We started working from home but within six months moved to the current workshop & office space at Mendip Business Park in order to build equipment and satisfy our growing order book.’’

Derek continues: “We exist to offer the best option, not lowest cost. Our unique selling points would be our expertise, attention to detail and a real desire to serve our clients well.

“In April 2012 we achieved certification under BS EN ISO9001:2008 in recognition of our approach to managing our business and were rewarded by a number of blue-chip companies opting to work with us.’’

“In Year One we thought that with a little luck and a great deal of hard work we might manage to cover our overheads and possibly pay ourselves.

“So it has been pretty phenomenal to experience the level of growth we have seen. (May 2012 to May 2013 saw turnover hit £720k).’’

‘’We have delivered eight major projects to clients in the UK, Southern Ireland, UAE, and South Africa and currently provide on-going service support to forty five clients at home and abroad.”

Investment in the future

With no structured training available to support the industry, a skills shortage is starting to appear but Derek has not forgotten his roots.

He comments: ‘‘The continued success of our business depends on passing our knowledge to a new generation of experts.

“It is an exciting prospect and one that we have already started to embrace with an apprentice having joined us in October.’’

He also explains how he feels Britain has lost its way, falling woefully behind its global competitors, particularly when it comes to service.

“As a company we are very customer focused, working hard on not just the big things but all the little things that make a difference.

“Excellent communication is key to this, answering phones promptly, responding quickly to emails and generally making sure that our clients feel valued. ‘’

“Over the next five years we will look for further sustainable growth, home and abroad, investing in our website and training and launching new products into the market.”

Louise Dutton

An employee at a North Somerset spa has been named Therapist of the Year by world leading brand Pevonia Botanica.

Louise Dutton who works at thespa at DoubleTree by Hilton, Cadbury House was chosen ahead of hundreds of other entrants from across the country to win the prestigious award.

The 22-year-old lives in Weston-super-Mare.

Louise comments: “To win when up against so many other talented therapists is such an honour and it has inspired me to work
even harder in the industry that I love.

“I’m very proud of my achievement and look forward to learning new skills at thespa.”

Spa manager Sophie Joules comments: “There really isn’t a more deserving winner; Louise is a hardworking and dedicated member of the team with exceptional industry knowledge and understanding.”

Baiba More

A West entrepreneur is bringing Baltic inspired fashion to the UK.

A new online fashion store called Madame Kuku has been launched to showcase the best designers of chic modern clothing in the Baltic States.

It brings together top boutique brands from Latvia, Lithuania and Estonia and sells an eclectic mix of exclusive designs.

The website is the first of its kind to sell Baltic womenswear, menswear, childrenswear, accessories and beauty products to the UK market.

The business is the brainchild of 28-year-old Baiba More originally from Latvia, but who has lived in Clifton for the last four years and recently moved to Lower Failand, in North Somerset.

Baiba comments: “After moving to England I found it very hard to get hold of some of the clothes and accessories which were popular back home in the Baltics.

“Many of my friends here would compliment me on the things I was wearing so I realised there was a market in the UK for Baltic fashion designers which, for the most part, hadn’t been explored.

“The creativity and attention to detail of Baltic designers is second to none so I really wanted to do something to promote this niche market to a wider audience.

“Nowadays people have so little time on their hands to shop so an online store where all the best designers are in one place is great and a great platform for fashion which is perhaps a little more unique than anything else on offer – you certainly won’t bump into anyone wearing the same thing at a party!”

Baiba is from a small Latvian town called Liepaja, on the Baltic coast.

After moving to the capital Riga to study business management, Baiba moved to Dubai before finally settling in Bristol with her husband a GP who practises in North Somerset.

Artist’s impression of Enterprise & Technical College

Weston College is celebrating after government announced that its partnership bid for a new 14-19 education establishment has been successful.

The North Somerset Enterprise and Technology College (NSETC) was given the green light by the Department for Education (DfE).

It is one of more than 100 successful new free school applications announced today.

The bid was led by Weston College with a significant range of partners including the NHS, Clarks, University of West of England and North Somerset Council.

The Principal and Chief Executive of Weston College, Dr Paul Phillips comments: “This heralds a real change in teaching and learning for the whole of North Somerset.

“The new institution will deliver to 14 to 19 year olds, with phase one starting in 2014 for 16-19 year olds.

“Our focus will be on superb teaching and learning complemented by state-of-the-art resources with a commercial and industrial focus.

“The Enterprise and Technology College represents a new model of learning for North Somerset and I’m sure that prospective parents will be as pleased as we are to know that this initiative, which will be ground-breaking in terms of curriculum and concept, has been whole-heartedly supported by the Government.”

The 700-pupil college will have a focus on Science, Technology, Engineering and Maths (STEM) combined with a strong business ethos.

Young people will wear business attire and will be expected to attend from 9am-5pm rather than traditional school hours in order to start to prepare them for the world of work.

Its ethos is that young people need more than just excellent academic qualifications to succeed in the 21st century; they also need the transferable employability skills and breadth of experience that will make them highly attractive to future employers and universities.

The Enterprise College will be based in bespoke premises at a site in the new Enterprise Zone in Weston-super-Mare in North Somerset.

The new buildings will open in totality by August 2015 although the first students will be able to start from September 2014.

Work will now commence to recruit the Principal and staff teams for this new model of learning.

Announcing the new schools, Education Secretary Michael Gove comments: “There are many innovators in local communities set on raising standards of education for their children.

“I am delighted to approve so many of their high-quality plans to open a free school.

“Free schools are extremely popular with parents and are delivering strong discipline and teaching excellence across the country.”

Colin Skellet

Businesses across the West of England, including North Somerste, can access a new, locally run, £25 million fund that will safeguard and create jobs, by matching public and private money.

The West of England Local Enterprise Partnership (LEP), the organisation that draws public and private sectors together, will distribute the money, which comes from the Government’s Regional Growth Fund.

Businesses can apply for grants of between £10,000 and £1 million to help in four areas: research and development; training; capital investment; and recruitment of disabled or disadvantaged workers.

The Fund can also be used to support young innovative enterprises and small businesses newly created by female entrepreneurs.

LEP Chairman, Colin Skellett comments:“One of our original aims was to encourage economic growth by removing obstacles.

Often it is a problem accessing finance which stops businesses developing and creating new jobs.

This Growth Fund will go some way to helping deal with that issue and I hope many businesses come forward to make use of it.”

Deputy Chairman and Leader of North Somerset Council, Nigel Ashton, comments: “We want to see job growth not only in a wide variety of sectors but also right across the West of England.

” I have high hopes that there will be a big take up and also that existence of the grant leads to further investment which will have a real impact on economic development.”

Chris Paton

NSBL finds out how military techniques can relate to companies in the region.

Agility

At the outbreak of the second world war, the French Army were obsessed with finding out the German position, so they could set their defences in the perfect place.

But all the time spent defining the German location didn’t sufficiently take into account their ‘Blitzkreig’ approach to battle.

The French army were seeking certainty and they failed – the Wehrmacht swept past them and achieved victory.

In hindsight the French Army would have been better off considering the speed, tempo and thrust of the German forces, as well as their location.

They would have benefitted from being more agile– a key characteristic the British Armed Forces implement in unpredictable and volatile conflict situations; and a key military characteristic that can be applied to businesses.

Holistic thinking

In March NSBL met with Chris Paton, founder of Quirk Solutions – a performance consultancy. Following a successful military career, Chris became a key government advisor regarding strategy in Afghanistan.

He set up Quirk Solutions in order to help businesses and corporations achieve success through applying military techniques.

As Chris explains, being agile and having a willingness to adapt and change plans in a fluid situation is one of the ‘militarisms’ that can be translated to business, he believes.

Another is to look at things holistically and ensure everybody in the business is plugged in to the ‘vision’ of the company.

Chris comments: “It’s important for businesses to breakdown the barriers between departments and be clear about what they want to achieve and how they are going to achieve it.

“Often businesses will bring in consultants for different areas of the organisation, but having one consultant who takes an overview is much more effective.

“Planning is about strategic thinking – whereas lots of businesses do things bit by bit.

“In the military everybody is aware of the overarching ‘mission’ and how they can influence this and feed in to it.

“Similarly, everybody in a business should be fully aware of its strategic ‘five year’ plan. I often come across people who tell me they’re working really hard and hitting targets, but don’t know what for.

“Trust is also vital. Business leaders need to devolve power and trust those below them. Everybody in a business needs to understand their leader’s intent and feel they can impact on its achievement.

This gets them involved in the planning and delivery of success. Just like a military commander has absolute faith in those below them – business leaders must do the same.”

Multi-disciplined approach

Another interesting point that businesses can take from the military is that there are few genuine specialists in the armed forces.

When working in the military, Chris himself worked across a number of fields, such as operations, the media, HR, commercial and became multi-disciplined.

He comments: “By having multi-disciplined staff, businesses are more fluid because everybody understands each department; can communicate with it and see collectively how a company binds together to achieve the results it wants.

“One of the biggest problems I see commerce facing is collaboration. Planning together as a team, listening and understanding everybody’s views and being agile is important.

Mr HR has to be in sync with Mr Operations in order to deliver maximum impact for the company. And it doesn’t have to be as arbitrary as somebody from marketing working in accounts – it’s about communication.”

Costly lack of communication

Just as in battle – a lack of communication can cost business. A high-profile example is Microsoft.

Departments at the global giant had the ideas and capabilities to deliver the projects that Apple did, but because they weren’t joined up – the ideas weren’t formulated and pursued.

They paid a heavy price and lost significant market share. Apple was more coherent, established a precise plan and implemented it.

According to Chris they were more military in their approach,

Thorough Planning

Chris is a former Royal Marine; underpinning their planning is a commonly applied military analysis tool called the Seven Questions and he co-authored a Harvard Business Review article on how this is applicable to business.

Everybody in the Royal Marines, from the top down, understands and applies the seven questions, which means their approach and analysis of a problem is harmonised.

“This is important for businesses because if everybody knows where the business is going and the next management steps, they can feed in their ideas rather than just focusing on the next quick kill; a military approach to business will create the confidence for people to go to their superiors with ideas; and not just problems but potential solutions.”

Chris ended the discussion with NSBL by alluding to a well-known anecdote regarding NASA. When a cleaner at NASA was asked what he did, he replied: “I put people in space.”

An interesting thought and clearly an organisation with every staff member clear about what the organisation wants to achieve.

Simon Howes

Small to medium sized (SME) manufacturers in the south west are faring well against the national manufacturing outlook, according to the latest Barometer from the manufacturing advisory service (MAS).

Over half (54 per cent) of the 130 respondents reported an increase in turnover compared with six months ago, while exactly half said order books had increased within the same period.

By comparison, results from the national MAS barometer revealed figures of 47 per cent and 49 per cent respectively.

There has also been an increase in the number of South West manufacturers reporting an upturn in enquiry levels, which now stands at 43 per cent.

Simon Howes, MAS Area Director for South England, comments: “In what is clearly still a challenging economic environment, it is reassuring to see some fairly encouraging results in our latest survey, building on those from the previous quarter.

“The manufacturing base in the South West is diverse and this may be partly why the picture for the region’s SME manufacturers is different to the national outlook.”

Business and Energy Minister Michael Fallon comments: “MAS works with businesses to maximise their efficiency, reduce waste and grasp new commercial opportunities – all key drivers for growth.

I would encourage SMEs seeking to improve their operations and increase their bottom line to contact their local MAS advisor.”

The barometer also reports upbeat forecasts for the next six months, with over two thirds (67 per cent) of businesses anticipating an increase in turnover and 44 per cent looking to take on staff.

However, there appears to have been a slight decrease in investment plans.

Simon Howes comments: “It is encouraging to see a sizeable increase in the number of South West businesses expecting to increase staff numbers.

“This mirrors results from CBI’s latest quarterly SME Trends Survey in which manufacturers reported expecting to see a modest increase in headcount in the coming quarter.”

Guy Mansfield

Appetite for buying land among house builders, property companies and PLCs alike has increased so far this year as housing market activity remains positive, according to new analysis from CBRE Bristol.

Land values in most regions have shown slight growth over the first Q1, mirrored by tentative signs of increased activity in the housing market.

According to the Council for Mortgage Lenders, gross lending has increased for the sixth consecutive month, with first time buyers now accounting for 42 per cent of mortgages.

Guy Mansfield, Head of Residential land and development at CBRE Bristol, comments: “Land buyers are seeking land with planning consent to add to their reserves, although good quality land in UK regions is of short supply.

“In the South West, national house builders are hungry for sites that can accommodate 50 – 200 units, but supply of land remains constrained.

“New entrants to the market have bolstered demand for strategic housing sites.

“We believe that Government housing initiatives will help drive underlying confidence in the market. ‘Help to Buy’ could support around 215,000 further mortgages per year.

“Although not all of these transactions will be linked to new-build homes, it should strengthen confidence in land buying, as purchasers will look to access an active market.”