CEO’s Blog – My 2019 scale-up secrets

CEO’s Blog – My 2019 scale-up secrets – revealed

Posted on 23 January 201917 June 2022 by Martin Port

This is going to be a big year for BigChange. The year we expand overseas. The year we double our turnover. The year acquisitions supercharge our growth.

Taking your business to the next level is never straightforward so I’m sharing my three scale-up strategies to help anyone on the same journey.

1. Strategic acquisitions

Many companies tend to wind down over the holiday season but here at BigChange, we had a busy end to the year. We have made our first acquisitions as a company, buying two complementary businesses that will help us double revenues year on year.

The first, Labyrinth Logistics Consulting, is an award-winning supply chain, logistics and compliance consultancy. We also acquired Trace Systems, a creator of fleet, garage and workshop management software, which will be integrated into the BigChange system to make our platform even richer.

These businesses will give BigChange a strategic edge and neither distracts from our core market. We’re still 100% focused on our platform, but these companies will help us deliver an even better service to our customers.

Acquisitions are a great way to scale faster with very little risk. These companies are both small – employing 10 people between them. That means that integration shouldn’t be too difficult.

I have quite a lot of experience acquiring companies now, which means I know how to manage professional fees a bit better without reducing the quality of the advice. Make sure you know when you need to use a lawyer and accountant and when you don’t. If you’re not careful, doing deals can get crazy expensive.

My other tip for acquisitions is to make sure you have a great right hand man. That meant that I wasn’t too distracted from the core business while the deals were being done, and also sped up the process. It took just three weeks from heads of terms being signed for the deals to be done.

2. Go international

We will open our first international office in Paris in February. We decided to create a European operations hub to both take advantage of the weak pound and mitigate Brexit risk.

We have recruited a French national to help expedite the European expansion. Our new VP for Europe, Frederic Dupeyron, will be our man on the ground. I’ve known him for over 10 years: he bought my previous company, Masternaut, so it’s a wonderful twist that he is now coming to work with me at BigChange. There is no substitute for hiring local talent when expanding overseas: they understand cultural differences and tend to be much better at troubleshooting.

France is just the beginning for us. From this launch pad, we will move into Benelux, Germany and the Netherlands. Later this year, we’ll move into the US and Asia. Australia comes next on the international roadmap. We don’t know what’s going to happen with the UK economy over the next few years so having an international outlook is a good way to hedge.

3. Get the basics right

I launched BigChange in 2013 and the company has grown organically since then, which has enabled us to build up our cash reserves. We’ve had to be patient to get to this point, where we can invest in new acquisitions and international growth. Scaling is expensive: we have invested in new acquisitions and a new international team. When you have cash in the bank, you can move quickly to take advantage of new opportunities.

In 2018, we turned over £11m, and – with these acquisitions – we’re on course to hit £23m in 2019 – more than doubling revenues. Profitability will also double, which proves that our growth model works.

It’s really important that we don’t take our eyes off the ball here in the UK as we grow overseas. That’s why we’re investing in more sales and customer service colleagues right here. BigChange will employ 150 people by the end of this year.

As we grow, we also need to make sure everyone is moving in the same direction. This is why I just had a huddle with the team to explain the deals we’ve done, and ensure that everyone understands the transformation plan for this year. It’s important that everyone keeps doing the basics right, and doesn’t get distracted.

These three pillars make up our 2019 scale-up plan. If executed properly, BigChange should be a much bigger company by this time next year. Wish us luck!

Martin Port
Founder & CEO

CEO’s Blog – The BigChange Collaboration Network

Posted on 10 January 201917 June 2022 by Martin Port

BigChange collaboration allows companies to allocate jobs to their partners, and it tracks all the paperwork, monitors issues like health and safety, takes care of billing and scheduling, and updates all parties on the progress of the jobs in real time – giving a sense of control and transparency.

Imagine that you run a plumbing company in Scotland. Your local customers love you and want to work with you on a nationwide basis, but you don’t have the resources to take on contracts in Wales or down in London. Through BigChange, you can now collaborate with other plumbing companies in other areas and sub-contract out the work.

I can’t overstate the potential of something like this. Small businesses can act like big companies – at the touch of a screen. They can reach an almost unlimited scale, bolting on other services and growing their empires. Think of the savings in travel costs if you could sub-contract out work at the other end of the country?

Virtual companies could be created, drawing on the expertise of other firms, using their sales and marketing expertise to grow and thrive.

UK businesses could expand overseas using this system – something that many entrepreneurs may find useful post-Brexit. You could find a contractor in Australia for your customer and watch the job being done in real-time.

In the past, collaboration like this has been bogged down in paperwork, email and endless phone calls. The mist falls over Paper Town and it’s hard to know what’s going on. With JobWatch, it’s all clear and paperless, and your partners appear like an extension of your own firm. Your customers even see the same screen if they log into the booking portal to check which jobs have been completed. Your partner company invoices you, and you invoice your customer as usual – all through BigChange.

It’s that easy.

We don’t charge our customers anything extra to collaborate, but we benefit because we believe that the collaboration feature will encourage more customers to join us. That’s the beauty of a business like this: by focusing on making our customers more successful, we succeed too.

If you are interested in receiving more information on how you can expand your network please email [email protected] for more information

Martin Port
Founder & CEO

CEO’s Blog – The BigChange year in review

Posted on 19 December 201817 June 2022 by Martin Port

As this year draws to a close, I’d like to post an update about all we’ve achieved at BigChange in 2018.

Our financial performance

I’m delighted to announce this has been another year of stellar growth for the company. Sales are up by an incredible 65% year-on-year and we now have more than 20,000 active subscribers on our platform.

We signed an impressive £16m-worth of new business contracts this year, which is bang on target. Our lack of customer churn also brings me great satisfaction. We have lost just 1.5pc of of our JobWatch subscriber base in the last 6 years, which proves that we’re consistently delighting clients existing and new. On average, we deliver a return on investment of £15 for every £1 spent.

Our sales performance has landed us some great awards. I was very proud that Bigchange came 49th in the Sunday Times Tech Track this year. We are also one of Deloitte’s Fast 50 yet again, a ranking of the fastest growing technology firms in the UK. As BigChange moves from start-up to scale-up, we’ve also managed to boost profitability by nearly 300% to hit £1.4m.

Charitable work

Building a profitable business has enabled BigChange to make significant charitable donations. We don’t stick to a set figure each year but I like to give a minimum of 10pc of profit to great causes. This year, we managed to do a little better than that: we gave more than £200,000 to charity in 2018.

One of my personal highlights this year was visiting Zambia with Transaid back in March. BigChange is a corporate partner and I visited Serenje, where Transaid is doing life-saving work, improving road safety and facilitating the transport of crucial medicines. Bicycle Ambulances can now get people to medical centres quickly and easily, reducing deaths dramatically.

My time in Zambia reminded me to be grateful for all the blessings we take for granted. The people there live without luxury and yet were some of the happiest individuals I’ve ever met.

I’ve also loved working with racing driver Nic Hamilton on Leaders for Life www.bigchangeapps.com/leadersforlife , an initiative to help encourage road safety across the UK. I’m excited to sponsor him next year, as he moves into the next phase of his racing career.

Our people

We’ve expanded our team by 60pc to hit more than 100 people in 2018. I’ve been so impressed by the calibre of our new recruits, but it’s also important to say that the colleagues who have been with us for years – some since day one – continue to flourish and learn new skills as the company grows. It’s given me immense pleasure to see great people rise through the ranks here. Our office move ensures we have space for many new team members, as we start to work with larger and more complex customers. We have also now appointed a new head of HR, Sonal, who will help us to continue finding and hiring great people in 2019.

The future

The end of the year is a great time to reflect on all we’ve achieved but let me assure you, my feet are firmly on the ground. I’m already looking forward to 2019, and all our bold plans for growth. We’re hoping to hit £25m in new contract wins next year, and we want to invest even more into charitable activities. We’re expanding geographically all the time, and next year hope to announce a new presence in the US and Germany, as well as our operations in France, Israel and Cyprus.

Not all smooth sailing

This has been a tough year for me personally. I lost my mum recently, which hit the whole family very hard. As any entrepreneur will know, it’s hard to grieve when you’re also building a fast-growth company. My wonderful wife and children were a great comfort to me and encouraged me to cut down my working hours, which was the right thing to do. One of the most important lessons I’ve learned this year is that family is precious, and we all need to do more to make sure we’re making time for loved ones.

I was also very sad to hear of the passing of Jayne Gray, the Transaid fundraiser who was tragically killed during a charity bike ride in September. My thoughts are with her family.

A message to our customers and colleagues

I just want to say a massive thank you to all our loyal customers. Your support and feedback has been the secret to our success this year. I see you all as our partners rather than customers. I promise to keep doing all I can to make life easier for you, and help you ditch that inefficient paperwork, and cut down on all your plate spinning. That’s the vision that underpins all we do here at BigChange.

To my incredibly loyal team: where to start? You’ve all gone above and beyond this year, and I’m so proud of all we’ve achieved together. I’m consistently impressed by the way colleagues go the extra mile. Even during tough times, everyone pulls together and treats every challenge as an opportunity to learn and improve. It’s inspiring to be around you all.

And finally, thank you to all of you who have been following my posts on LinkedIn this year. I’ve loved hearing all your comments and feedback. Since I started this blog series, my posts have received more than 3,000 likes and shares. Thank you so much for the ongoing support.

That’s all from me for now. Season’s greetings to you all. Have a happy, healthy and prosperous new year.

Martin Port
Founder & CEO

CEO’s Blog – Are you ignoring this loyal and committed talent pool?

Posted on 10 December 201816 June 2022 by Martin Port

If you Google “Should I hire friends and family?” you will be confronted with pages of cautionary tales about why this is the worst idea ever. They’ll take advantage, says one entrepreneur. You have no leverage, says another. You can destroy relationships, according to a third.

As usual, I’m going to be controversial and say, that’s all nonsense. Hiring friends, family, and people from your community is the best way to grow a business.

I love employing people I know. If you know an individual, that’s half the battle won. You know their character, their strengths and weaknesses. Over the last 20 years, I’ve been employing more and more people from my community, friendship circle and family.

For example, BigChange wouldn’t be where it is today without the incredible contributions from my wife, Amanda, and my brother, Anthony. Also not to forget the Scully family Andrew, James & Lauren.

When I tell people that Amanda and I have been in business together for 16 years, they tend to be shocked… “How can you work with your wife?” I can honestly say: it’s been a breeze. She’s my marketing director and a major asset in the business; she spots things that I miss. And she’s tenacious. If she doesn’t agree with my decision, she won’t just drop it. We’ll be debating all weekend long. She’s not just a director in the business: she holds the same number of shares as I do so she’s a true partner.

My brother started out in new business development and is now the cornerstone of our renewals team. He does an incredible job and I sleep easy knowing that he is handling the crucial job of keeping existing customers happy.

Out of the 100 colleagues in the company, about 75 are people I know, whether that’s through my synagogue (there are three rabbis working here!), an impressive young woman that I met on reception at a local hotel, or a family friend. My sales director’s father was my former manager when I was 14 and worked as a shop assistant at a clothing retailer! An additional 25 colleagues are people I’ve worked with in the past.

One of the major benefits of working with people you know is that they understand you. They know how I operate and don’t have to adapt to my management style.

Of course, you do need to stick to some important rules when employing friends and family.

Firstly, you have to commit to absolute transparency. If you have bad news, don’t try and dress it up differently. Be open about what you expect, and about your plans. This isn’t always easy. During the 2008 banking crisis, I had to let 60 people go from my previous business. We were under pressure from the bank and had to cut costs quickly. It’s really hard to put people you know through a process like that but I was completely upfront about what was happening and why, and everyone understood.

Second, always follow through on your promises. You can’t be the kind of boss who makes outlandish claims and then reneges. That’s a sure-fire to lose people’s respect, both personally and professionally. Bad bosses hide behind ambiguity; don’t let that be you.

Finally, never give people you know preferential treatment. When thinking about the benefits of employing friends and family, I almost wrote that they are more loyal. But then I realised that’s not actually a fair statement: all my employees are loyal, dedicated and go the extra mile. They aren’t somehow more committed just because we met at a party a few years ago. This is why you need to make sure you don’t allow nepotism to creep into your organisation. Meritocracy rules at BigChange.

And if you employ a friend or family member and things aren’t going so great, what do you do then? This is a question that everyone asks. I can honestly say that this rarely – if ever – happens. But if it does, I have the ultimate weapon. I call their wife or partner. Usually their spouse will listen to the issue, and it will be resolved by the time Monday morning rolls back around. It’s not politically correct but it works!

So make sure you’re not missing out on some truly great people. Think about how your friends, your relations and the people in your community could fit into your organisation. It could be the best thing you ever do.

Martin Port
Founder & CEO

CEO’s Blog – Get to the future faster visit BigChange in Hall 3 Stand 3B71

Posted on 2 December 201817 June 2022 by Martin Port

JobWatch is a revolution. It lets you plan, manage, track and schedule your mobile workforce, without the need for inefficient paperwork. Your people will love it your customers will notice a real difference.

BigChange by name, BigChange by nature. JobWatch will deliver tangible benefits. From reducing the time it takes to raise an invoice to boosting productivity and utilisation, your business will reap a big change to its bottom line. Visit our website

Martin Port
Founder & CEO

CEO’s Blog – Anna, from Hungary, you’re a customer service hero

Posted on 2 December 201816 June 2022 by Martin Port

On a flight back from Marseille last week, I experienced some of the best customer service of my career. It happened while flying EasyJet to London Gatwick.

I wanted a snack but, as some of you may know, I’m on a diet https://www.linkedin.com/pulse/60-pounds-heavier-reality-being-start-up-founder-martin-port/. When I scanned the menu, I quickly realised there was nothing healthy on offer. I called the stewardess over to complain. Her name was Anna and she was (rather fittingly) from Hungary.

I asked why there were no low-calorie options on the menu and she apologised and said that was all they had. Any other day, that would have been the end of it, and I would have gone hungry. But she returned a few minutes later, carrying a fruit pack with sliced apple and grapes. She’d taken it out of her own lunch box. She wouldn’t accept any money for it.

This was an example of a tricky customer– me – asking for something out of the ordinary. I warned Anna when she came over that I wasn’t going to be easy to please. She laughed and said there’s no such thing as an easy customer these days.

The experience got me thinking about customer service, and how we at BigChange can go even further for our loyal customers. In this digital age, you must never say “no” to your clients, or ignore feedback. But it can be hard, as a medium sized business, to accommodate difficult requests.

For example, we are constantly looking to improve our mobile workforce management software. According to a recent Gartner report, 70pc of organisations will cite customer satisfaction as a primary benefit derived from implementing field service management by 2020, up from 50pc today. This is why we maintain an open dialogue with customers about the kinds of tweaks they’d like to see implemented. We get a lot of praise for the system we’ve built but that doesn’t mean we don’t want to make it even better.

No two businesses are exactly the same, so we have compiled a wish list with about a thousand different ideas from across our customer base. We have an incredible development team that works wonders, considering our size, but we can’t always action these tweaks as fast as we’d like.

This is a hard thing to communicate to customers. I recently intercepted an email from a colleague regarding one of their development requests. My colleague was polite but firm, telling the client that their request was unlikely to be actioned any time soon. I almost had a heart attack. I quickly responded, thanking the client for their feedback and saying instead that we consider all requests and will update them when their idea moves to the development phase. I added that if I could be of any further assistance, they shouldn’t hesitate to email or call me.

We have lots of “Annas” here at BigChange and I want to help these stellar individuals to go the extra mile. This is why we have a new policy whereby a software development can be boosted to the top of the pile if customers vote to prioritise it. It’s a way to help my people explain the development process, and help customers to feel engaged and involved along the journey. It’s just another way to show that we’re serious about customer service.

I learned about meeting unique customer demands the hard way. When I ran my craft bakery business, Kroustie, each order was slightly different. We baked rolls to order and some chefs liked them flat, some puffy, some dense, some light. This meant I had to divide up each batch to ensure each customer got exactly what they wanted. It was an important lesson in keeping everyone happy.

Just like those bread rolls, none of our BigChange customers are identical. We continually improve our service to suit their individual needs as we grow but it’s an ongoing challenge.

I could write a book on this subject but I have an important task to complete. I need to go to EasyJet’s website to write a letter of recommendation about Anna from Hungary. I’m hoping that her quick thinking and compassion will be recognised by the company, and that a promotion or bonus is on the way. After all, to truly build a great customer service culture, we need to help the Annas in all of our organisations.

She made a real impression on me. From now on, when faced with a tricky customer request, I will always ask myself: what would Anna do?

Martin Port
Founder & CEO

CEO’s Blog – Nailing business travel: an entrepreneur’s guide

Posted on 2 December 201816 June 2022 by Martin Port

I am always on the move. Whether it’s by plane, train or automobile, rarely a week goes by when I’m not travelling to some foreign country or new city.

This lifestyle has led to some pretty hair-raising situations over the years. On a trip to Bucharest in Romania a few years back, the cab driver rigged the meter to charge me double the going rate, and then proceeded to offer me every illegal drug under the sun, and tried to drive me to a brothel.

Last week, I caught an Uber in London. The driver was either drunk or under the influence of some other substance, and suffered from chronic road rage, getting into fights every passing motorist as he weaved in and out of traffic. If that wasn’t bad enough, the car’s warning lights were on. A message on the dashboard said clearly: “Check hybrid system. Stop the vehicle in a safe place.” He just kept on driving.

Some of these horror stories were unavoidable: I was in the wrong place at the wrong time – or just unlucky. But it’s got me thinking about some of the business travel hacks that I’ve picked up over the years, which either make journeys cheaper, easier or safer. Some, I wish I’d found out about years ago.

So here is my early festive gift to you all: a comprehensive list of all the tips I’ve found useful. May all your journeys be fruitful, safe and enjoyable.

Beware hotel booking platforms

As a VAT-registered business, BigChange is able to claim VAT back on certain expenses, such as booking hotel rooms for business trips. But platforms like Booking.com, which is based in the Netherlands, do not allow you to claim back VAT. This means that even though you might get a 15% discount on your room, you’re still out of pocket because that’s less than the 20% VAT you can’t claim. My tip? Find the room and hotel you want and then call the hotel and see if you can get the same rate. By booking direct, you could both land a discount and be able to make the VAT claim. Win, win.

Airport lounges

If you’re a start-up founder, or you’re bootstrapping your business, it’s unlikely that you are flying first class when you travel. But this doesn’t mean you have to miss out on the benefits of the airport lounge. For between £20 and £30, you can buy one-off access, and work in peace before your flight with proper wifi and a decent meal. When you arrive calm and refreshed for your meeting, you’ll know it’s worth it.

Get an Amex

Use your personal Amex for all your business purchases, and then claim it back, or get a dedicated business Amex. American Express lets you collect air miles as you spend, and these can come in useful for both business travel and the odd holiday. Best of all, these air miles don’t count as a “benefit in kind” according to HMRC. Here’s the paper on it, in case you don’t believe me: https://www.gov.uk/hmrc-internal-manuals/employment-income-manual/eim21618

One colleague at BigChange has amassed over a million air miles to date. His top tip: only use the Amex for purchases where there’s no card fee, otherwise you end up landed with unnecessary charges.

Credit, not debit

When you check in to a foreign hotel, never hand over your debit card at the reception desk. When they run their pre-authorisation transaction, sometimes putting as much as £400 on hold from your account, you then can’t access that money. Even worse, when you come to pay for your room, the charge is processed on top of the pre-authorisation amount, and you may have to wait up to 10 days for that money to be unfrozen. That’s fine if you have lots of cash but if you’re not feeling so flush, you’re better off using a credit card.

Never pay full whack for rail travel

If you haven’t heard of split ticketing yet, this is your lucky day. On sites like raileasy.co.uk or trainsplit.com, you can plug in your journey details and it will charge you a fare that is up to 30% cheaper than booking direct. You can often travel first class for the same amount as a standard fare. It does this by allocating a series of tickets, rather than one direct fare. This means you may end up with as many as 12 tickets when you go to print out your order but it’s worth the extra hassle of more tickets for the saving.

Disability perks

I recently found out that being hearing impaired (I have 70% hearing loss) entitles me and another person to 30% off our rail travel. You simply have to register for a disability card, and then you can access the saving. Apply here: https://www.disabledpersons-railcard.co.uk

I hope you’ve found these tips useful. If you have any great ones to add to the list, please post them below.

Martin Port
Founder & CEO

CEO’s Blog – Scouting the world’s top start-up talent

Posted on 25 November 201817 June 2022 by Martin Port

When was the last time you packed a bag, said goodbye to the office, and went in search of the truly exciting new ventures that could change the world?

That’s a trick question. I know that most of us are far too busy. And anyway, how would you know where to start? This is why I was honoured and delighted to be invited on a recent technology mission that made that dream come true.

Last week, I joined executives from MasterCard, British Airways owner IAG, and Citibank on a trip to Israel to meet some of the entrepreneurs building outstanding businesses there. The two and a half day trip started in Jerusalem and ended in Tel Aviv. It was a whirlwind tour, organised by UK Israel Business, packed with meetings and seminars designed to foster new trade links and show off the nation’s top talent.

I must have met about 30 brilliant entrepreneurs over the course of the mission. I can honestly say it was one of the most inspirational things I’ve done in my life.

I’d like to tell you all a little about the people I met and the incredible ventures that I discovered on this journey. I hope that you too will feel inspired – and perhaps pack that bag and go in search of your own inspiration too.

The Startup Nation

Israel is an extraordinary startup ecosystem. With a population of just 8.7m, the nation achieves twice the level of startup investment than any other country in the world. The unique Israeli Defence Forces (IDF) model means that conscripts are trained in all kinds of skills that help spur innovation. Professor Eugene Kandel, chief executive of Startup Nation Central, explained to me that IDF also has an unusual approach to military training. People are encouraged to question the status quo and make suggestions. No one salutes his or her superiors in the Israeli army, so it’s a hugely different culture. Crucially, soldiers are encouraged to develop their innovations once they leave the army, which helps explain why between 1,100 and 1,380 startups are established in Israel each year.

Tomorrow’s healthcare giants

Dr Yossi Bahagon is the man behind Qure Ventures, a venture capital vehicle that aims to back the start-ups that will revolutionise healthcare. He told me about one new company, which will help make virtual doctor’s appointments even more useful. It has invented a medical device that doubles as a stethoscope and thermometer. In future, you’ll be able to send your readings straight back to the doctor, over Skype, in real-time, to get a precise diagnosis. Imagine how much time and money that could save our NHS?

Then there was Ziv Aviram, whose hi-tech glasses are about to significantly improve the lives of the blind and visually impaired people across the world. The glasses can sense colour and describe the outside world to the user – they can even read a newspaper. Orcam Technologies is Aviram’s second venture; he sold his first, Mobileye, to Intel for $15.3bn.

When business trumps politics

Nothing saddens me more than the ongoing clashes between Israel and the Palestinian people, which is why I think the work of venture capital firm Sadara founded by an Israeli Jew and Arab Palestinian is so important to publicise. It’s a $30m fund that invests solely into Palestinian tech companies, helping to combat unemployment – in the West Bank & Gaza – and building links between the two. It has already made six investments and is backed by the likes of Google, George Soros and Cisco. This was an important reminder of the role business can play in international relations and helping to make the world a better place.

As an entrepreneur, you only know your own business and your sector. This was a rare opportunity to step outside my comfort zone and see what brilliant innovations are out there. If you can, talk to embassies, trade bodies and start-up organisations and see if you too can take part in a delegation like this one. I promise you won’t regret it.

These are just a handful of highlights from the trip. To find out more, drop me a line or visit https://ukisrael.biz/

Martin Port
Founder & CEO

CEO’s Blog – Theresa May deserves respect for handling of Brexit rebels

Posted on 19 November 201817 June 2022 by Martin Port

It’s been a hell of a week for Theresa May. It was like watching a political soap opera, seeing her MPs mount a full-scale rebellion.

On the 15th November, seven ministers resigned, citing her draft Brexit deal as the final straw. The letters calling for a vote of no confidence are piling up. Despite all of this pressure, she has coolly and calmly pressed on with her deal as though nothing’s happened.

Whatever your feelings about Brexit, the fact is that we’ve had two years of uncertainty because of the decision to leave the European Union. May clearly doesn’t want to have two more years of sluggish growth and muted productivity. She’s a Remainer, but she is also a pragmatist and wants to do the best thing for this country. I’m watching her systematically cut out all the noise – the noise of resignations and political dissent – and focus on her strategy.

I think that a lot of business owners like me will have a newfound respect for the Prime Minister after events of the past week. As an entrepreneur, you are the captain of your ship. You ask questions, and listen to what people think but at the end of the day, the buck stops with you. May is acting like the chief executive of UK plc and you have to respect that.

As a business owner, you need to bring people on a journey with you. You need to inspire and lead your team. May tried to do that, when she presented her deal at Chequers. But if they can’t get on board with your plans, then they need to go – either to resign or be fired. Again, she has accepted the losses without batting an eyelid because she knows those people don’t belong on the journey any more.

Watching Boris Johnson in his dogged pursuit of power has showed May in a new light. She’s not putting on a show. She doesn’t care what people think of her. She wants to do her best for this nation, no matter how much she suffers in the process. Our politicians should be in power to serve the nation, and not for personal gain.

In business, you are similarly committed to the health of your organisation. This is why you see entrepreneurs making huge personal sacrifices, even stepping down if they are no longer the right person to lead.

As a nation, we need to accept that May probably knows more about the ins and outs of Brexit than any of us do. She’s had face-to-face meetings with all the major players in this saga. She’s been in the thick of it for two long years. And she believes that this is the right course of action. When you run a company, you have to go with your gut feeling. At BigChange we have rules and process and governance but if I need to make a quick decision, I can.

CEO’s Blog – Have I offended you yet?

Posted on 13 November 201817 June 2022 by Martin Port

First, a warning: This post is going to be divisive.

Half the people who read on will think I’m talking sense, and the other half will think I’m completely wrong. It probably says quite a lot about me that I’m going to write it anyway.

I want to talk about political correctness, offence, and the modern workplace.

This all started when someone from an agency who works for BigChange came into the office. I meet everyone who works for BigChange, whether they’re on the payroll or external. I like to know who I’m dealing with.

I did what I always do. I asked about her background. What is your family like? Are you married? What have you been up to recently? She was shocked and complained to a colleague that I’d been asking about her private life. “What’s it got to do with him?” she asked. “Doesn’t he know it’s illegal to ask personal questions?”

I’m going to come out and ask what I’ve been thinking ever since that meeting: What is the big deal?

I’ve been in business all my life. I never went to university, so everything I’ve learned, I’ve learned my own way. When I’m employing someone, I want to know as much about them as I can. Every scrap of information they give me helps me build a picture of them as an individuals, their strengths and weaknesses, and how best to manage them. If someone is married with a stable family life, that tells me something about that individual. That’s not to say I wouldn’t give the job to someone who was struggling or had personal problems; on the contrary, that knowledge would help me understand and get the best out of that colleague.

I believe in creating a fair and fulfilling work environment. I would never discriminate against anyone. I don’t care about gender, ethnicity, sexuality, or disability, as long as you work hard and do a good job for me. But, these days, I’m starting to feel that I – and other company bosses like me – are instantly judged to be prejudiced dinosaurs. The revelations about Harvey Weinstein and now Philip Green haven’t helped. But we’re not all like that.

If I’m trusting a person I’ve never met before to join my business, why can’t I ask a few probing questions? We’re a family here, and I want to make sure that you’re going to mesh well with colleagues.

I’m sure that when we eventually take on a full-time HR person – we’re recruiting right now – they will have a quite a bit to say on this. But, for now, I stand by my interviewing style. Business is based on relationships and relationships are based on trust. How do you build trust without getting to know each other? If you want to ask me anything, go ahead. I won’t be offended.

Other companies go about this the long way round. They set psychometric tests and check people’s Facebook and Instagram pages for personal information. I don’t do that. I come straight out and ask what I want to know.

I feel we live in a time where political correctness is merging with the new culture of offence, which means that people are more likely to be upset and insulted than ever before. How can we live in a time where people are free to be whomever they want to be, yet as a society we aren’t allowed to notice or ask questions about it because that’s too personal or discriminatory? Surely openness should go both ways?

In business, the contradictions are coming thick and fast. We are told to aim for a diverse workforce but god forbid you say you’re looking to hire a woman for a role. If I’m emailing in a hurry, and send a one-word reply to an urgent email, suddenly I’m a tyrannical boss. If I don’t reply because I don’t have time to compose an essay, I’m negligent. Everyone wants laughter and banter in the office but if a joke isn’t to an individual’s taste, suddenly managers are forced to mediate, which is a total waste of everyone’s time.

Am I alone in finding all this slightly ridiculous? Do people have nothing better to do than become obsessed with small slights these days? What happened to giving others the benefit of the doubt?

Sometimes I feel like I can’t say anything without offending someone. Maybe I should say I’m offended that people find me offensive, and see where that gets me…

I’d love to know what my fellow business owners think. Please get in touch, whether you agree with me or, even better, if you don’t!

Martin Port
Founder & CEO