Mastering BigChange

Posted on 1 July 202017 June 2022 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 202017 June 2022 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.

BigChange Technology Transforms H2O FlowTech’s Mobile Engineer Services

Posted on 15 June 2020 by Martin Port

H2O FlowTech has successfully rolled out the latest mobile workforce management technology from Leeds-based BigChange.

As part of a digital transformation replacing paper throughout the company, the new system combines back office management software with a mobile app to support rapid expansion of H2O’s business.

H2O specialise in the installation, maintenance and repair of pumps, pumping stations and sewage treatment plants. The Bury-based company looks after over 600 different pumping stations, operating in the North West in an area extending from North Wales to Yorkshire, Cumbria and Midlands.

Private pumping stations and treatment plants – usually buried underground – are owned by local authorities, commercial property companies and private estate owners. With new waste legislation coming into force in January 2020 to limit the use of certain types of septic tanks, H2O has seen a surge in business for plants that treat sewage and discharge clean, safe water.

Mick Brindle, Director, H2O FlowTech commented:

“Our largely paper based system was cumbersome and slow, and dealing with paper forms was difficult outdoors in poor weather. With the increasing demand for our equipment and services we knew we’d be overwhelmed with paperwork if we didn’t switch to a digital system,”

H2O vans are fitted with BigChange vehicle trackers and the two-person teams use JobWatch the 5 in 1 app that provides digital versions of all paper forms. JobWatch synchronises in real time with the office giving H2O operations complete 24/7 visibility of engineer movements and job status.

Lead engineers are equipped with rugged tablets and their assistants run the app on their mobile phones. Photographs taken on site for evidence of work completed such as newly installed pumps and control panels are provided as part of instant digital reports to customers.

Mick continued:

“With BigChange we’ve considerably increased our turnover without needing any extra staff. We are more productive and have much better visibility. The data is all collected in one hit and this is a big improvement and the digital job reporting is a tremendous step up – customers are very
impressed especially with the supporting photos from site showing work completed.”

H2O are finding BigChange is very useful for emergency work. If there is an equipment breakdown a job is created and simply dragged into the scheduler which instantly schedules the work. JobWatch also provides access to records of previous work done at a site which is proving a real asset to engineers arriving on a job.

H2O see BigChange as important for expanding allowing the company to work nationally. The system is also seen as key to securing and winning larger contracts with facilities management companies who need to provide electronic records to their customers.

Mick explained:

“With BigChange everything is at our fingertips and it is synchronised with Sage giving us total visibility of the business – margins on jobs, cash flow and we can keep a close eye on quotes and invoicing. From our mobiles we can immediately see what’s going on across the business including the status of every job. This means we can work from anywhere”

Mick concluded:

“In fact during Coronavirus lockdown we’d have been completely floored without BigChange. If we’d still been paper-based we simply couldn’t have done our job – as things were customers did not see any change at all.”

Metroline Transform Fire and Security Services with BigChange Mobile Working Tech

Posted on 9 June 2020 by Martin Port

Metroline Fire & Security has implemented high tech mobile workforce management technology from Leeds-based BigChange. The cloud based system that combines back office software with a mobile app has replaced a number of different systems with a real-time management and operational system that has proved invaluable for delivering services during the Coronavirus crisis.

Folkstone-based Metroline Fire & Security design, install and maintain fire alarms, intruder alarms, access control and CCTV systems for commercial and residential clients throughout Kent and East Sussex. The BigChange system, which went live in January 2020, has replaced an ageing job management software and a separate vehicle tracking system.

“BigChange has enabled us to undertake a complete digital transformation of our business, replacing a series of separate systems giving us a single view and total visibility of the business” says Paul Roberts, Director Metroline Fire & Security.

Running a fleet of 25 vehicles – tracked as part of the BigChange system – the company’s engineers use JobWatch a 5 in 1 mobile phone app that synchronises in real time with the central office CRM and scheduling system.

Paul commented:

“BigChange has already provided Metroline with significant improvements in productivity and customer service and during the Coronavirus crisis it has allowed us to continue to operate seamlessly with no impact of our ability to deliver our services. On lockdown, everyone could work from home we were able to shut down the office and be up and running at home within one hour.”

With BigChange also we can change the way we operate we are looking at ways to stock up vehicles to use the stock facility on JobWatch.

Metroline installation and maintenance engineers receive jobs on their mobiles with the JobWatch app replacing all paperwork with electronic data entry for everything from job sheets, to vehicle checks and risk assessments. Linked to job sheets are photographs captured on site showing completed installations and repairs with control panels to provide evidence of ‘all working in order’.

Paul continued:

“The BigChange No Touch Signature Capture App has been especially useful allowing us to gain job sign-off without directly interacting with the customer. With hotels and schools closed our usual contacts are simply not at work with the No Touch feature supported by photos showing work completed we can easily get jobs signed off.”

Metroline has seen some immediate benefits in efficiency through improved scheduling and tracking allowing the optimisation of resources through pinpointing of the nearest available engineer and improved route planning to reduce unnecessary mileage.

CEO’s Blog – Stepping up to the plate

Posted on 29 May 202017 June 2022 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.

BigChange Brings a £1million Benefit to Eurotech Environmental

Posted on 27 May 2020 by Martin Port

National drainage company Eurotech Environmental has rolled out the latest mobile workforce management technology from BigChange.

The cloud-based and mobile system provides real time synchronisation between office and tanker operators using a 5 in 1 mobile app. Providing a complete end to end business system replacing all paperwork, Eurotech has seen a £1million increase in business since going live with BigChange last summer.

Established in 1991, Eurotech is one of the UK’s largest independent waste management companies providing national liquid waste tankering and drainage services.

Nick Banks, Operations Director at Eurotech Environmental commented:

“We had been looking for a suitable system for years but we couldn’t find one that could meet our needs. When BigChange came to demonstrate their system our jaws literally dropped to the ground; it was exactly what we were looking for”.

BigChange implementation of the JobWatch system began early 2019 and was fully implemented in 6 months. Eurotech employed the BigChange Professional Services team to create a completely automated system that mimicked everything that was being done manually before.

Banks continued:

“This was really important. We had honed our system over many years but it was still very much paper based and the business had grown to the point that we knew we needed to automate. However, we didn’t want to change anything and BigChange offered a truly flexible solution that has been successfully adapted for our needs”.

Central to Eurotech’s needs was a combined Job Sheet and Waste Transfer Notice with a job grouping capability for managing routes with tankers doing multiple jobs before disposal at a waste transfer station. This was one of a series of industry-leading developments pioneered by Eurotech and the result is a completely automated end-to-end system.

Banks commented:

“Optimisation of routes alone has saved almost 10 per cent on fuel and wage costs and our drivers no longer need to come to the office to collect their jobs. We are also much more reactive to emergency jobs as we know where everyone is and what they are doing – it’s fantastic to have this visibility”.

Tanker operators receive jobs and routes on tablets that they use for everything from vehicle and site safety checks, to job cards and accompanying compliance documentation. Coupled with vehicle tracking, the office has full visibility of all operations, nationwide, 24/7. Customers receive ETA notifications and on job completion they receive job tickets complete with photographs to prove ‘job done’. Waste transfer stations meanwhile receive automated emails of a tankers ETA with digital Waste Transfer Notices.

Banks noted:

“BigChange has completely transformed the way we work. Through improved efficiency and productivity we have seen a £1million boost to our business and are on track to double the size of our fleet. And customers are so impressed that I know we are winning more business thanks to the enhanced service we can now offer”.

“With Coronavirus lockdown, we’d have really struggled to deliver our services without BigChange. We can turn up at a home or a factory to empty a septic tank or collect waste, complete the job and then send the customer an immediate email with supporting photographs; we don’t need to interact at all and the customer probably didn’t even know we been onsite.”

He concluded:

“Since BigChange is cloud based and easily accessible anywhere, anytime, we can expand more easily nationwide as we don’t actually need an office – just somewhere to park our tankers”.

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

Posted on 20 May 202017 June 2022 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 202011 July 2022 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 202017 June 2022 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.

Mental Health & Wellbeing Round Table

Posted on 13 May 2020 by Martin Port

Mental Health & Wellbeing Round Table – BigChange panel discussion on supporting mental health and well-being during the COVID-19 pandemic.

In the first of a series of BigChange virtual round tables talking about topical issues facing the British industry, this panel discussion examines the impact on mental health that Covid-19 has, recommendations on what employers should be doing over the coming months and concludes in a questions and answers session.

Thank you to all our panellists for their contributions to this informative and inspiring discussion:

Rebecca Burn-Callander, Business Journalist (host)
Nicolas Hamilton, Racing Driver and BigChange Ambassador
Michelle Dewberry, Businesswoman & broadcaster and BigChange Ambassador
Laura McCullagh – Mindful Employer Coordinator – Leeds Mind
Steve Broughton, BigChange customer – SafeGroup
Kevin Sherwood, BigChange customer – Sherwoods
Alex Epstein, BigChange Marketing
Sonal Sidpara, BigChange HR
Alexandra Abrahams, BigChange Training

Donations are welcome, and should be directed at Leeds Mind.