Being a CEO of a company often involves travelling to a variety of workplace locations and, depending on the nature of the business, this can be both nationally and internationally. But with significant travel comes the issue of carbon footprints.
With sustainability creating an advantage for businesses, it’s no surprise that company directors and those in charge of businesses are looking for ways in which to minimise their carbon footprint while still maintaining their responsibilities. And there are many ways in which this can be achieved.
Embrace sustainable transportation options
There are a range of options when it comes to national travel. Choosing eco-friendly alternatives can help reduce carbon emissions. Consider investing in electric or hybrid company vehicles if you and your employees travel regularly and ensure they’re fitted with the most appropriate and efficient car tyres for those models.
The most popular workplace scheme for sustainable commuting has to be the Cycle to Work scheme. This is a UK government initiative aimed at encouraging people to cycle to work, thereby reducing congestion and pollution, promoting healthier lifestyles, and supporting sustainable transportation.
Another option is to encourage car sharing amongst colleagues and the use of public transport, especially when travelling short distances such as across the city. If your business is in a city centre, consider offering discounts or perks to managers and employees who use trains or buses to commute to work.
Offset carbon emissions
Some carbon emissions might be unavoidable and, in this case, it’s a good idea to invest in initiatives that help to offset these. Some examples include environmental conservation projects, tree planting and using renewable energy. Many businesses also choose to use easily recyclable materials to reduce waste, with paperless operations a huge factor. Carbon offsetting can also act a useful marketing tool for companies looking to showcase their green credentials.
Optimise travel efficiency
Technology has enabled the world to become more connected than ever before so it’s wise to use this to your advantage. Most, if not all, meetings these days can be carried out online via virtual technology such as video conferencing.
Prioritise these remote tools and create an environment where employees are encouraged to communicate virtually where possible, rather than having to commute long distances.
In situations where this is not possible, try and schedule in-person meetings within the same time frame to avoid making multiple journeys.
Advocate for corporate sustainability policies
If you and your business are committed to corporate sustainability practices, it’s important to engage with employees and stakeholders to create an environment that harnesses a collective effort.
Ask staff for ideas and feedback about policies and create short and long-term goals based on your sustainability aims.
Not only will your business build a strong reputation for commitment to the environment and the future, it will attract a range of talent who prioritise sustainability when it comes to an employer.
Although carbon emissions can’t be reduced overnight, with a combined effort and strict practices, you and your business can contribute successfully to a greener future.
By Gary Das, Founder and Director of Active Success
Five years ago, I was trapped in a mindset that many business owners find familiar: “No one can do it as good as me.”
I struggled with delegation, often confusing it with abdication. I failed to empower my team, and often resorted to reprimands rather than rewards. The truth is I am far from isolated in this experience. In fact, data from London Business School has revealed that just 30% of business leaders can delegate affectively, as affirmed by their workforce.
Those who delegate are not only able to rid themselves of a never ending ‘to do’ list but are also able to focus on the bigger picture of their business – driving future strategy, direction, and growth as a result.
However, the main challenge is not only shifting their internal narrative around the importance of delegation, but also taking the practical steps to achieve this on a consistent basis for maximum impact and results.
Why Delegation is a Game-Changer for Leaders
Amongst the successful business owners I work with, mentor and speak to, I hear a common theme – none of them are the smartest in their team, but they are all phenomenal at one thing: delegation.
Leaders that delegate well not only have an average 33% increase in revenue, but also a significantly lower employee turnover as their team members are made to feel empowered and valued through individual responsibility.
It’s a hugely challenging skill, but indispensable for business growth and can be achieved through one of the following top three delegation frameworks:
The 80/20 Rule
The 80/20 rule or the ‘Pareto Principle’ requires you to identify the 20% of your tasks that produce the highest impact and ensure you make them your main priority.
The rule was developed by Italian economist, Vilfredo Pareto in 1896, who found that 80% of the land was owned by just 20% of the population, igniting his theory on power law distribution between two quantities, in which a change in one quantity results in a relevant change into the other.
In order to achieve the mighty 80/20 split in your workload, regularly review your calendar to focus on your ‘superpowers’ while empowering the rest of your team with 80% of the tasks you can and should delegate.
The 70/20/10 Model
The 70/20/10 Model is used in a multitude of ways, but when applied to leadership and professional development reinforces that we as individuals learn most effectively through challenging assignments and on-the-job experiences, with the split divided as follows:
70% through challenging assignments and on-the-job experiences.
20% through coaching and mentoring.
10% through formal education and training.
This shows the majority of learning comes from doing and often failing or getting it wrong, so not only should leaders feel confident in delegating tasks to their teams as this will help drive and improve their performance – but the model will also improve their own performance through the act of delegating and increased focus on higher value tasks.
Eisenhower Matrix:
The Eisenhower Matrix enables individuals to categorise tasks that they should complete themselves, delegate or eliminate. I prefer to use my own adapted version of ‘do, diarise, delegate, or delete’, but the original version is listed as follows:
Urgent and Important: Tackle these yourself.
Important but Not Urgent: Schedule or delegate.
Urgent but Not Important: Delegate if possible.
Neither Urgent nor Important: Eliminate or delegate.
Not only does this help business leaders in understanding what tasks are the most important, but it also helps in effectively managing your team’s workload while driving the future growth and progression of the business.
Empower Your Team, Scale Your Business
Ultimately, improving the way you delegate is not just about offloading tasks, it’s about empowering your team, optimising productivity, and scaling your business to the next level.
There are only two things that will drive scalable business growth, being:
More Leads.
More Team.
To achieve this and to make the transition from a doer to a true leader and delegator, you need to master the art of delegation and unlock your full potential, together with that of your team and your business.
Managing a team can be an exciting experience but it can also pose challenges, particularly for first time managers and those transitioning from a team member to a leader.
A manager requires a new set of skills and qualities, so how best to develop these and introduce them into your working day?
Here, the team at Impact, the world’s leading experiential learning company, offer their insights on leadership development for first-time managers.
Clarify What Your Responsibilities Are
When taking on a managerial role for the first time, it is crucial to gain a thorough understanding of what the role is and where your responsibilities lie.
In any aspect of running a business, knowing your responsibilities is key to successful performance. Think about how you would manage to run a project without knowing what you were expected to do – managing a team is no different.
It is important to establish your role as head of the team, as well as the responsibilities of the team members to allow efficient working and overall successful performance.
Speak to other managers, see how they manage their teams and don’t be afraid to ask for any advice along the way. Take on board feedback from peers, as well as team members. All of this can help you develop as a manager and grow into the role.
Communicate Effectively
Communication is a key part of any business, and as a manager you will need to communicate effectively throughout the team, and to the wider organisation. Part of the communication strategy as a manager involves listening as much, if not more than, as you talk.
A manager that shows the willingness to listen will find that employees are more likely to open up, and you may find that they are more likely to come to you with suggestions for the team, which could be beneficial for everyone.
Listening to employees and acting upon feedback will create an element of trust, as well as employees becoming more receptive to ideas that you communicate.
When communicating, especially a change of process or important information, it is important to make sure that staff find out from you as a manager and not second hand from someone else.
Where possible, try to gather staff and communicate any big announcements to all of the team, as information slipping out through office whispers can cause unrest and can make you lose respect as a boss.
Delegate Responsibility
A common mistake newly promoted managers make is still getting involved in the small, day-to-day tasks that they used to be responsible for. There are a couple of reasons this can happen, apart from just force of habit.
Managers can be keen to show that they are not afraid to get stuck into tasks, and that they are not above helping out at the level of the rest of the team – particularly of the team is short-staffed for one reason or another.
Alternatively, there is the chance that as a new manager, your old tasks are more familiar to you than the world of leadership and the things you are faced with there. While this can be appreciated, a manager working alongside team members is not a good idea.
When actioning tasks that should be undertaken by the team managerial responsibility can be neglected, resulting in negative consequences for the team and potentially the business.
There may be times where a manager must step in to help, in busy periods or where a staff shortage is causing severe problems, but these times should be kept to very much a rarity and a necessity, rather than a regular occurrence.
Set Boundaries
Related to the issue of delegation and being careful not to neglect managerial duties is the advice to set boundaries as a manager.
This is of particular relevance to those newly-promoted to managing from previously being part of the team – it can be easy for a new manager to become too friendly with staff, resulting in clouded judgement and an impact on overall performance.
While it is part of human nature to wish to be liked and popular, particularly if you were once part of the team, and it can be easy to put personal relationships before being a manager.
The nature of management means that employees may not always agree with your decisions, but as long as they are for the overall benefit of everyone, then you are doing the right thing.
Naturally, adding an element of friendship, especially approachability and making employees know you are a supportive boss, is fine – but do set boundaries and make sure your position is clear, that you are respected and that you don’t allow personal relationships to get in the way of the job you have to do.
ERP systems have become essential systems for managing business data and processes, including HR, operations, finance, supply chain, manufacturing, and customer relationships. Some of these areas, depending on the industry, are under strict control of the government, continuously issuing new regulations. The detrimental impact of noncompliance can’t be overstated, as fines can easily accumulate to millions of dollars and reputational damages can be catastrophic to the business. This is exactly why more companies allocate resources to consistently monitor changing regulations and ensure compliance.
Many of them have discovered that a comprehensive ERP system can facilitate their compliance management processes, making them less resource-intensive and risk-prone. However, given that each industry has its own set of regulations and unique reporting requirements, organizations often opt to customize platform ERP solutions to enable compliance management. Let’s see how custom ERP development can help businesses streamline compliance.
Every business has to comply with regulations
The absolute majority of regulatory bodies are governmental agencies imposing strict regulations that companies in the given industry have to comply with by law. While regulations like GDPR, HIPAA, Sarbanes-Oxley Act, and OSHA Standards are generally well-known due to their extensive media coverage, there are thousands of other industry-specific regulations.
Depending on the industry, new regulations can be released almost weekly, putting compliance teams under significant pressure to stay up to date with the ever-evolving regulatory landscape.
5 ways ERP helps ensure regulatory compliance
There are several ways how ERP can help companies streamline compliance management:
Keeps a data audit trail
ERP systems don’t have features for compliance management by default, but they can significantly enhance the traceability and security of your organization’s data. A well-integrated ERP system efficiently organizes a wide range of data, including invoices, employee records, client interactions, financial transactions, and data about customer support interactions. All this trail data is stored in a centralized repository, allowing companies to automate information cross-referencing and analysis against compliance requirements.
Ensures data integrity
Accuracy is another benefit of using an ERP system for storing, managing, and analyzing data. By automating data entry and implementing robust data standards, an organization’s compliance department can be confident that the data is reliable.
Regardless, ERP doesn’t facilitate data governance by itself, so organizations still need to ensure that the data they gather is clean, reliable, and can be uploaded into the ERP system.
Enhances data security
In the past decade, the importance of data privacy and security has skyrocketed, which has been reflected by regulations like GDPR, CCPA, and PIPEDA gaining more power over the years.
Companies can improve data security by equipping ERP with strict access controls, data encryption, and recovery mechanisms. For example, by implementing security controls in line with NIST 800-53 R5 and ISO/IEC 27001 standards in ERP systems, companies ensure compliance with regulations like PIPEDA in Canada.
Regulatory adaptation
Data management processes in ERP systems can be adapted to varying regulatory requirements. This is particularly beneficial for industries facing frequent regulatory updates like manufacturing. ERP systems help companies in such industries stay up-to-date with these changes, thus avoiding the risks associated with noncompliance.
For example, during the pandemic, as highlighted in a paper published by the Australian Journal of Business and Management Research, companies faced many new reporting requirements. Organizations quickly adapted their reporting processes to meet these new demands by customizing their ERPs with real-time data management and reporting modules, creating a single source of information for compliance managers to use. This allowed companies to maintain compliance even under rapidly changing conditions.
Real-time compliance data monitoring
Finely-tuned ERP systems enable real-time monitoring of compliance requirements. Software providers can help companies configure ERP systems to integrate instant insights from regulatory updates for compliance departments.
For example, alterations in environmental standards may influence the supply chain and manufacturing processes, while a new financial reporting standard could potentially bear implications for the finance department. By integrating specialized compliance management modules into their ERP systems, companies can automatically receive updates on regulatory standards, allowing them to always stay on top of the changing legal landscape.
Moreover, advanced ERP systems provide real-time dashboards that can be customized to highlight key metrics related to compliance, such as changes in the factory’s emission levels and how these changes impact compliance with regulations.
In conclusion
ERP systems can’t determine what regulations an organization needs to comply with, but they can significantly simplify compliance processes by consolidating all relevant data from departments like HR, finance, and supply chain in one place, helping compliance departments to monitor and manage data relevant to compliance more easily.
ERP implementation has a long-term effect on the company’s compliance since the system requires considerable data standardization which, in turn, helps compliance officers streamline report generation and audit processes from governmental agencies that establish regulations. Moreover, properly tuned ERPs can facilitate quicker insight-to-action time as compliance departments can oversee changing regulatory compliance in near-real-time and understand how these changes impact their operations.
By Thom Dennis, CEO of culture and leadership specialists, Serenity in Leadership
When something significant is going wrong, someone always knows the truth. The Post Office scandal in the UK is the most topical example where many senior people knew what was going on but chose to collude while over 900 sub-postmasters were falsely prosecuted for theft, false accounting and fraud.
When a Boeing 737 Max recently lost its plug door mid-air, this was on the back of two crashes involving 346 fatalities in the last six years. These crashes primarily occurred because an automated system known as MCAS, designed to prevent the plane from stalling, appeared to malfunction, and Boeing and the Federal Aviation Administration (FAA) worked together to manipulate the recertification of the aircraft. “The tragic crashes … exposed fraudulent and deceptive conduct by employees of one of the world’s leading commercial airplane manufacturers,” said Acting Assistant Attorney General David P. Burns of the Justice Department’s Criminal Division. “Boeing’s employees chose the path of profit over candor by concealing material information from the FAA concerning the operation of its 737 Max airplane and engaging … to cover up their deception.”
In 1954 the tobacco industry paid to publish the “Frank Statement to Cigarette Smokers” in 448 U.S. newspapers. It was the first step in a concerted, half-century-long campaign to mislead Americans about the catastrophic effects of smoking and to avoid public policy that might damage sales. It stated that the public’s health was the industry’s concern above all others and promised a variety of good-faith changes. What followed were decades of deceit and actions that cost millions of lives.
Every human makes mistakes – we are fallible. But when businesses as a whole cultivate a toxic culture of cover-ups or fail to learn from their mistakes, the real responsibility always lies with the top; one function of leadership is the culture you create. Can cover-ups and lying by Volkswagen officials who intentionally programmed around half a million diesel vehicles with defeat devices to provide false readings during emissions testing, be viewed as mistakes? We find there are numerous warning signs and red flags of poor leadership and a toxic culture when individuals fail to take responsibility for mistakes and terrible decisions and instead resort to concealment.
Not knowing is a guilty offence for leaders. The ostrich effect of not facing up to bad news or deliberately ignoring it means sticking our heads in the sand rather than asking questions, listening and choosing the path of integrity. It’s called Wilful Blindness.
Wilful blindness is dangerous. Why do we ignore the obvious?Because it is so tempting to believe what you want to believe, and as Upton Sinclair, the American novelist said: “It’s very hard to get a man to believe if his job depends on not believing”. The BP Deep Water Horizon oil spill was made worse because on the rig they did not believe what the system was telling them, and the indicators were then misinterpreted. By contrast at the start of the Post Office Scandal, people blindly believed in the system, not common sense or the mounting evidence in front of them.
Stubborn immovability is a massive barrier to enabling any real change. The mistakes of government and business delegations, as well as NGOs in the recent COP28, who are standing idly and knowingly by as we continue to comprehensively fail to protect the average global temperature increase below 1.5°C by the end of the century will be nothing short of catastrophic. Neither goodwill nor good intentions will bring about the changes that are crucially needed via immediate action.
Having tunnel vision is harmful. I was once facilitating for the C-suite of a well-known organisation when one department head revealed that based on his research the chance of success of the project they were working on was zero per cent. Without hesitation, someone in the group ignored this intervention and carried on making their point. I had to stop the meeting and remind everyone of what they had just heard but were choosing to ignore because somehow it was being seen as an inconvenient diversion.
A culture of fear. If the culture of the organisation makes you fear breaking the silence and getting in trouble and losing your job then it is very difficult tobe a whistleblower. So often they are considered a threat to the system. I am often asked what is the best response to an employee making a mistake.Don’t shoot the messenger. At the most basic level instead, thank them for coming forward, and ask them what needs to be done now and what can be learnt to prevent it from happening again. The moment you get into a punitive mindset you will prevent people from coming forward with the truth and this strangles the system.
Refusal to be open and transparent. In one company that I worked with, the CEO hid the truth of the situation from their investors and they lost about £900 million. The investors weren’t innocent in this either because they knew things weren’t going well and appeared to choose to ignore the signals. In industries where safety is paramount such as oil and gas or nuclear, there is no rank when it comes to whistleblowing. They have found that the way to improve safety is to make it safe for people to speak up when they see something that is wrong or unsafe. When you have systems that punish contraventions then what you tend to have is people hiding issues. Without transparency, you can’t reduce the chance of things going wrong again.
Being institutionalised. In organisations that are entirely made up of like-minded people there is a real potential for a head-nodding agreement which results in a group-think mentality, echo chambers where decisions are made without critical evaluation, blind spots, resistance to change and limited problem-solving all of which will affect the business’ growth, innovation and culture.
Burnout. Overworking and information overload add to the problem because we are more likely to make mistakes. It then gets to a point when we are signed off and others have to pick up the pieces thereby adding to their workloads which breeds resentment.Burnout is avoidable andis a clear indicator of a poor culture.
Thom Dennis is a certified facilitator, change agent, leadership and CQ specialist, and professional speaker.
Supporting clients in over thirty industries across both the UK and Europe alike, Performa IT is a registered salesforce consulting partner that has long since recognised the value of bespoke approaches. As opposed to a reseller, it sees itself as a tailor who intricately adapts salesforce to the specific requirements of each client. Guided by CEO Ben Coleman, proud holder of the title of Most Influential Salesforce Software CEO 2023 – UK, Performa IT has overseen client prosperity in droves.
Since its inception, Performa IT has been providing essential services and salesforce solutions to clients from all walks of life. Often regarded as a one-stop-shop library of services, from implementation and integration to support, training, and digital transformation, the collective truly embodies the very meaning of service provision. Performa IT is a strong believer in the notion that its product is its people, and has therefore built its foundation around support, positivity, and togetherness both within and outside of its internal working structure.
In order to deliver steadfast Salesforce services to clients, Performa IT recognised that, first and foremost, it must foster the brilliance of its staff. Spearheaded by CEO Ben Coleman, the collective boasts a working environment that’s simply brimming with opportunity. At every turn, each individual member of the team is presented with the chance to develop their innate skillsets in new and exciting ways, ultimately leading to a resounding brilliance that’s woven into the very fabric of the company. Learning and developing are the values that underpin Performa IT – ones that, in their own right, have served to help the business prosper.
Fostered and nurtured by none other than Ben Coleman himself, Performa IT’s empowering internal structure has paved the way for many forms of excellence. However, to best realise just how this came to be, we must delve into Ben’s personal approach to leading. And what an approach it is – Performa IT operates with a horizontal leading structure that has drastically evolved since its initial inception. Within which, Ben leverages over two decades of industry experience to guide each staff member through their own personal journeys. Imbuing them with specialist insights, while supporting their growth, is where Ben flourishes as CEO, leading to a collective of constantly growing individuals.
Clearly, Ben has spent his years honing his leadership style in order to reach the point he finds himself at today. Now, he’s surrounded by passionate people who are each continuously improving themselves for the betterment of both their work and personal lives. As such, clients greatly benefit from engaging with a collective of exceptionally skilled individuals. Ben even goes as far to express that – “Every member of our team loves what they do, and puts tremendous amounts of effort and care into delivering the best support for our clients. We could not be happier with the dedication and hard work of our colleagues, and seek to compensate this devotion with rewarding career opportunities and continued professional development.”
Combined with Ben’s passion for maintaining an outstanding level of corporate social responsibility, Performa IT has become a safe space for clients and colleagues alike. From becoming a certified carbon neutral collective, to earning itself recognition for being a disability confident employer, Performa IT has demonstrated an unapologetic love for being the right thing for the right people. Under Ben Coleman’s watchful eye, the company has managed to succeed in astounding ways, fundamentally resulting in what we see today. Not only does it have an award-winning CEO guiding it, but Performa IT also boasts a strong workforce that will surely continue to oversee its success in the years to come.
With more than seven years of CEO experience under his belt, Donation Platform CEO of the Year 2023 – Canada Josh Bloomfield heads up Givecloud, a human-first tech company that serves to empower nonprofit organisations across the world, utilising pioneering fundraising solutions that not only change, but enhance, interaction with a brand, resulting in delighted donors that are proud to advocate for a cause and donate generously to it. Bolstered by world-class technology and a stellar, dedicated workforce, Givecloud achieves profit goals while putting the fun back in fundraising. Josh tells us more about this noble cause and the triumphs that have led to him receiving this title.
At the very heart of Givecloud is an ambitious team who possess a shared desire to do their best work alongside like-minded individuals who do the same, ultimately contributing to making the world a better place. As CEO Josh Bloomfield aptly puts it, “great people, helping great people, do great things.” It is the overarching ambition of the team to make the dream of a world where nonprofits are free to focus all of their time and efforts on making a true impact into reality, using state-of-the-art online software to streamline the fundraising efforts of such organisations, raising their profits, building effective, lasting donor relationships, and keeping their resources focused solely on the mission by handling the rest.
Despite being immensely proud to head up this operation, Josh has never been a huge fan of the idea of leadership, a concept that seems to have followed around his whole life, as the eldest child, frontman of a band, and the most outgoing member of his faith community. As he explains, “I was well into my early 30’s by the time leadership transformed from a weight I carried on my shoulders to a gift I cherished. I began to see the difference I could make in the lives of others – being able to see treasures in others they couldn’t see themselves and nurture that treasure.” When one possesses qualities such as this, people have a habit of following.
It was 2017 when Josh was faced with somewhat of an ultimatum, start a company, or become a minister. Through the latter, Josh believed he would be trapped within his local community, unable to fulfil his ambitions of making a limitless impact, something that both thrilled and terrified him in equal measure. On the back of limited business experience, having worked jobs in everything from government grant management to enterprise commerce, grocery supply chains, and property appraisal services, a range of tech and market experience would become the foundation that Givecloud was built atop of. Whilst Josh was used to relying on himself, it was the relying on other people that initially troubled him.
Josh tells us, “if Givecloud has taught me anything, it’s that the most fulfilling and sustainable business success comes not at the cost of people, but for the sake of people.” Today, Givecloud has an internal culture that prizes true care – for customers and each other. This new foundation quickly replaced Josh’s experience and is stronger and more stable foundation to build from, as it seeps into the company’s values in a way that a poster on the wall or a training manual never could, it is in the heart of the team now and a necessity for every subsequent team member that will be hired. Josh explains, “it bleeds into our customer interactions, into our product, into our code, into our partnerships, into everything we do.”
This makes Givecloud special, but it is not the only way that this company has distinguished itself, with key emphasis being placed on what can only be called an obsession when it comes to providing the premier donor experience. Across the space, many of the competitors the business faces are focused solely on facilitating an online transaction. Things are a little different at Givecloud, as Josh describes. “Our passion lies in the nuance of creating online experiences that really connect with the heart of the donor. A delighted donor is a more devoted donor. A devoted donor donates more, donates quicker, donates again, and tells their community about it.”
Central to this passion is the aforementioned team, with everything reverting back to integrity, hard work, and initiative. When it comes to what is expected, Josh admits that an almost impossible balance has to be struck – “a grit to do their best work, a humility to grow, and a deep care for our customers and their co-workers.” For Josh, “seeing and helping others do their best work, whether it’s a co-worker or customer, amplifies a sense of deeper purpose. The outcome is we build a better product, drive higher profits, […] invest in people.” Through this commitment, a pecking order has been solidified that puts people first. People, product, profit is an ethos that Josh and the team remain steadfast in their commitment to.
Operating within the fundraising sector is not easy however, and with many nonprofits being operated by ambitious individuals with plans to change the world, feed the hungry, heal the sick, and so on, it seems almost counter-intuitive that society makes these individuals beg for money from those in suits. Oftentimes, those who provide their money to such organisations expect regular updates on how this money has made as a difference, hindering the owners of such nonprofits who work tirelessly to try and execute the core mission of their organisation.
Trying to remedy these issues is a challenge that the team face constantly, and something that can be achieved to an impressive degree by Givecloud’s patented Causemos technology. Technology of this calibre has allowed donors to donate to causes with confidence, while simultaneously empowering the organisation to use a process of social fidelity (leveraging such indispensable elements as social media channels) to verify a donor’s impact, ensuring the donor feels a connection and that they have truly made a difference to the cause.
A programmer by trade, Josh has relished the opportunity to create and hone such technology, but other elements of running the business have certainly taken him some getting used to. He tells us, “learning how to lead, trust, and empower others has been a challenge – especially when they’re far more seasoned at their trade than myself. It’s been very uncomfortable hiring senior leaders, from lofty companies like Shopify, Blackberry, and Lightspeed, then feeling the pressure to live up to the standards of leadership and execution they’re accustomed to.”
Of course, it has been essential for Josh to do so, so what is it that has spurred him on in this mission to lead a team towards doing their best across the board? He tells us, “humbly coming to terms with the immeasurable value in my unique vision of the world, in my hopefully optimistic vision for people and my impossibly ambitious vision for our product has unlocked my confidence to lead with clarity and conviction.” Josh continues, “being really clear on where I’m strong, however uncomfortable that might be to embrace, and where I’m weak, which is easier for me, helps me leverage the strength of others.”
This is something that is being worked on continuously by Josh and looking ahead to the next 12 months of not only Givecloud but his own career, there is an emphasis on learning and improving, with Josh seeking to empower those around him to eventually outshine him, fostering a bright future for nonprofits and Givecloud alike. Moreover, as Josh has discovered over the course of his career, it is vital to seek out entrepreneurs who fully understand the value of a tech-enabled business strategy, and he has been blessed to have a had the opportunity to work alongside such firms, as well as honing his personal development by working closely with his faith community.
It was his wife that inspired Josh Bloomfield to start his own business, suggesting he focus on helping an entirely ill-resourced market apart from just one ill-resourced entrepreneur at a time. Building off of the network he had formed and the knowledge he had, this would be no easy feat and no overnight task. Today, Josh seeks to embody the same “slow and steady wins the race attitude” that has been there since the beginning when this idea was planted. Even as it expands, Givecloud remains, “focused on values; focused on making the world a better place; [and finally] focused on seeing others flourish.
For business enquiries, contact Josh Bloomfield from Givecloud on their website – https://givecloud.com/
For some, leadership has grown beyond building teams and ensuring ample profitability. Being able to hold your nerve was a necessary skill for 2023, in addition to the prioritisation of the much talked about skills of flexibility and nurturing the team’s good health. Thom Dennis, CEO at Serenity in Leadership reveals the top 10 leadership attributes and trends for 2024:-
Courageous and Resilient In The Face Of Change. The last five years have comprised an unprecedented vortex of challenging times and change from Covid-19 to technological advancements like AI, war, social polarization, the cost-of-living crisis and the ever-increasing focus on corporate social responsibility. Making short-term decisions when there is much uncertainty is tempting. But rather than fearing the unknown or clinging to traditional processes and mindsets, good leaders will make strategic, bold decisions that align with the organisation’s long-term vision and purpose. The aim of being courageous in the face of change is to be a catalyst for growth; being resilient fosters that courage and inspires confidence in the face of uncertainty.
Leading Through Uncertainty. There are currently 32 theatres of war around the world, in no small part due to the parlous standards of leadership being modelled by those in positions of power. Short-termism, largely driven by commercial imperatives or personal agendas, is leaving key decisions forsaken, fear on the rise across organisations, and societies and stress increased, not least in the C-Suite. Fear is corrosive and fosters the opposite to what is needed, with the average age of companies continuing to fall. Leaders need to increase their attention on customers and other stakeholder relationships with a longer view directed by a statement of purpose and relinquishing a primary focus on shareholders. The steadier leaders are, the less fear will pervade, and the greater will be innovation and creativity.
Tech Savvy. The speed of change that you are experiencing now is the slowest it will ever be. The cracking pace of the emergence of AI is a global challenge as organisations try to strike a balance between using technology to all its advantages versus the potential cost to humanity. AI and technology acceleration will continue to dominate headlines. Will the advancements create extraordinary innovation, timesaving and growth? Of course. Could there be a catastrophic cost to humanity? Maybe. The best leaders are concurrently planning the upskilling and reskilling of their existing teams whilst having a solid grasp of the issues, ethics and dangers. They are investing in the technology and tools that will enable them to collect, analyse and act upon data to inform strategic decisions and initiatives.
Not Just Sustainable, But Responsible. Increasing recognition of the climate crisis, albeit not nearly fast enough, means 90% of executives say sustainability is important, but only 60% of companies incorporate sustainability in their strategy, and just 25% have sustainability in their business model. Many will be working onambitious goals and targets but the demand for people with green skills is currently outstripping supply. As environmentalist, philanthropist and boss of Patagonia Yvon Chouinard pointed out years ago, the word “sustainability” is a misnomer in that no business is yet sustainable. Chouinard’s more realistic challenge was for Patagonia to become a responsible company.
Self-Aware. Self-awareness is the cornerstone of effective leadership, it demonstrates emotional and cultural intelligence, mature decision making, and authenticity. Leaders who understand their strengths, weaknesses and stressors perform better and build complementary teams that are well-rounded and diverse. Leaders who model healthy stress management will also be attuned to the needs and concerns of their team members and will offer support and tackle any issues around culture, communication or engagement head-on.
Valuing Vulnerability. When leaders are open about their challenges and flaws it creates a far more genuine and trusting environment. Being vulnerable fosters authenticity and promotes effective open and honest communication, allowing ideas to be shared more freely within the workplace. More than ever we need our leaders to be human, humane, and willing to show this.
Relationship Builders. At the core of impactful leadership in 2024 lies the important skill of cultivating strong relationships and inclusion. The power to nurture flexible work conditions and interconnected relationships opens doors to seamless collaboration, unwavering trust, reduced conflict and heightened engagement and retention. Investing in uplifting team morale isn’t just a gesture, but a long-term investment with extensive benefits for businesses.
Commitment To Delegation. Edelman’s 2022 Trust Barometer found that 29 percent of employees feel that their CEO does not trust them. Holding a leadership role means delegating and empowering other team members to do their jobs well and happily. The faster things change, the more leaders need to focus on what is most important, and so delegation becomes an increasingly important skill in resource management to build trust with a real focus on employee experience.
Unwavering Transparency. Transparency isn’t just a buzzword; it is the foundation of trust and credibility. The Slack ‘Future Of Work’ Study found that 80% of employees crave insights into their organisation’s decision-making process. Transparency provides employees with the visibility of behind-the-scenes decision-making, revealing the rationale and decisions behind workplace actions. It gives them greater trust and helps them to understand the relevance of what they are being asked to do. Knowing the ‘Why’ is incredibly important.
Conflict Resolvers. A Harris Poll report last month showed that more than two-thirds of American workers say they have dealt with a toxic boss and 31 per cent believe they currently work under one. Effective crisis management, conflict resolution, and handling instances of bullying and harassment must be taken seriously and done right. Around 20% of employees reported they experienced the most conflict at work with their supervisors and tellingly 12% said they also saw conflict frequently among leaders. An organisation needs creative conflict (as described in Patrick Lencioni’s “Five Dysfunctions of a Team”), so having a leader who deals with conflict positively rather than causing it is crucial.
Navigating today’s fast-paced market to distinguish and efficiently scale your business can feel like a complex maze. The magic of white label services emerges as a beacon of hope, offering you a strategic path toward growth and differentiation. These services enable the rebranding and selling of products or services produced by another company as your own, allowing you to focus on core competencies and customer relationships.
White label services are prized for their versatility and adaptability across various industries, including digital marketing, software development, and financial services. Leveraging these services provides access to expertly crafted products and solutions without the significant investment in time, resources, and technology required for in-house development.
This not only accelerates your market entry but also bolsters your competitive edge with a portfolio that exemplifies excellence and innovation. This guide aims to unveil the multifaceted benefits and practical applications of white label solutions, propelling your business forward with informed decisions and strategic partnerships.
Understanding White Label Services
White label services are defined by their anonymity and customization. Adopting a white label solution means receiving a market-ready product without branding, which you can then brand with your identity and sell as your own. This seamless integration into your brand portfolio extends your offerings without compromising your brand’s essence.
Integrating a White Label Contact Center into your suite of services can significantly enhance your customer support capabilities. This solution provides state-of-the-art technology and trained personnel poised to represent your brand with the utmost professionalism. This eliminates the need for extensive infrastructure and training investment, providing top-tier support, fostering customer loyalty, and enhancing satisfaction.
White label services also allow you to respond to market demands swiftly. As consumer needs evolve, you can adapt and expand your offerings without the delay typically associated with product development, maintaining relevance and competitive advantage in a dynamic market landscape.
Benefits Of White Label Solutions
White label solutions offer numerous advantages, with cost efficiency at the forefront. By avoiding the resource-intensive process of product development, you can allocate your budget toward marketing and customer acquisition, effectively fueling your growth.
White label services also facilitate rapid scalability. As your customer base expands and their needs diversify, you can seamlessly broaden your offerings without the operational bottlenecks often associated with scaling up, ensuring an unhindered growth trajectory.
Leveraging white label solutions enhances your brand’s value proposition. Offering a wider array of high-quality services or products solidifies your position as a comprehensive solution for customer needs, strengthening relationships and boosting retention.
Identifying Quality White Label Partners
Selecting the right white label partner is paramount. Start by assessing their market track record and reputation to ensure your brand is associated with quality. Evaluate their support and service infrastructure; comprehensive support from your white label partner is crucial for seamless integration and operational efficiency, maintaining service quality and swiftly addressing challenges.
Additionally, ensure their offerings align with your brand identity and values. The products or services chosen for rebranding should resonate with your brand’s ethos and meet customer expectations, ensuring a cohesive brand experience.
Customization And Integration
Customizing and integrating white label solutions into your existing ecosystem is vital. This flexibility ensures the end product aligns seamlessly with your brand, appearing entirely as your own. Opt for solutions that offer extensive customization options, from branding elements to functionality.
Integration capabilities are equally crucial. Your white label service should integrate effortlessly with existing platforms and systems, ensuring a smooth workflow and user experience, essential for operational efficiency and customer satisfaction.
The extent of customization and integration available can significantly affect your time to market. Solutions that facilitate rapid deployment provide a competitive edge, enabling swift responses to market opportunities.
Marketing Your White Label Offerings
Effectively marketing your white label products or services is essential for unlocking their full potential. Begin by defining your unique selling proposition (USP.) Highlight what makes your offering stand out in your marketing campaigns to attract your target audience.
Develop a comprehensive marketing strategy that spans various channels, from digital marketing and social media to traditional advertising. Tailor your message to each platform and audience segment to increase engagement and conversion rates.
Transparency about the nature of your white label offerings builds trust with your audience. While operations involve a white label partner, the forefront of your communications should emphasize the quality and reliability of the service or product provided.
Conclusion
White label services represent a strategic lever for growth, offering you a blend of flexibility, efficiency, and market responsiveness challenging to achieve through traditional business models. By understanding and leveraging these solutions, your offerings can be expanded, your brand value enhanced, and your growth accelerated.
The key lies in selecting the right partners, seamlessly integrating their solutions into your brand and effectively marketing your expanded portfolio. With a thoughtful approach to white label services, the possibilities for scaling and innovation are virtually limitless, propelling your business into its next chapter of success.
Friendly female call center operator working in office
The logistics industry is notorious for Carbon Dioxide (CO2)emissions, contributing more than 33% of global releases. At the same time, the is a significant challenge for logistics companies due to the huge amount needed and the increasing costs. High fuel costs can lead to significant losses, adding financial pressure to companies already facing environmental scrutiny.
Such challenges point to the unsustainable nature of traditional logistics operations. And with the current drive towards sustainability, it becomes necessary for the concerned firms to rethink their approach. One effective step in this regard is utilising sustainable equipment. It’s more friendly to the environment and can considerably save operating costs. This article digs deeper into how to invest in such tools.
1. Types of sustainable logistics equipment
Below is some key equipment to consider:
Cargo trailers
Cargo trailers are essential in operations logistics and are evolving to meet environmental goals. Nowadays, the majority are made from lightweight materials like aluminium, fibreglass-reinforced plastics, carbon fibre, high-strength steel, and composites. Reduced weight means enhanced fuel efficiency, a pillar in transportation sustainability.
On the same note, manufacturers are now equipping some trailers with aerodynamic features to reduce air drag and improve fuel consumption. These include tapered rear ends and side skirts. Another notable trend is installing solar panels on cargo trailers for lighting and temperature control. This eliminates the need for external energy sources.
Finally, makers are focused on increasing the storage capacity of cargo trailers to allow more goods per trip. The result is reducing the number of trips and associated emissions.
If you have a company operating in the City of Bridges and you need these transportation and storage solutions, be sure to check out cargo trailers for sale Pittsburgh that possess the mentioned attributes.
Electrification
Electrification is a fundamental component of sustainability. Electric trucks and vans help reduce carbon emissions, which are typical of vehicles running on fossil fuel. The same is true with electric forklifts, pallet jacks, stackers, order pickers, automated guided vehicles, and conveyor belts. All these are typically cleaner and quieter than their diesel-powered equivalents, minimising indoor air and noise pollution.
Modern businesses are now using micro-mobility solutions like electric cargo bikes and scooters for quick end-point deliveries. These are environmentally friendly and can beat the typical congestion in cities, ensuring ordered goods arrive on time.
Alternative fuels
Sustainable logistics also encompasses alternative fuels. Consider biofuels made from renewable sources. Their global demand is set to grow by 41 billion litres (28%) between 2021 and 2026. These significantly reduce carbon emissions. Some examples are biodiesel, derived from vegetable oils or animal fats; biogas, made from organic waste; ethanol, generated from corn or sugarcane; and green diesel, produced from algae or plant oils.
Many logistics companies are now using hydrogen-powered vehicles, which emit only water vapour. Add to this the fact that they can be refuelled as fast as typical gas-powered cars, and you’ll see why they’re an effective option for long-distance transportation.
Optimizing operations
Technology has made it possible to optimise operations. Take the case of telematics and route optimisation software, which help drivers select the most efficient routes. This saves fuel and minimises emissions.
Warehouses are now using robots, reducing the need for manual labour, which cuts operation costs. For instance, Amazon has over 200,000 robots charged with delivering more than 350 million different products. Logistics companies also employ intermodal transportation strategies, where two or more modes of transport are used for a single shipment. Trains, trucks, and ships are combined in the most efficient manner. It’s an excellent way to reduce the carbon footprint.
2. Practical implementation strategies
The first step in rolling out sustainable logistics is to carry out an exhaustive audit of your present operations. Determine what you need to improve. It could be fuel consumption, operational inefficiencies, or carbon emissions. Knowing the specific sustainability objectives will help you choose the right equipment.
Next, budget for the transition. Equipment upgrade needs a considerable capital outlay. It’s critical for any acquired asset to have a reasonable return on investment. Evaluate the purchase, installation, and maintenance costs before diving in. You may want to consider financing options like hire purchase and government grants that incentivise adoption of green technologies.
Finally, plan how you’ll upgrade infrastructure to support the newly acquired logistics equipment. This includes charging stations, solar panel installations, transport terminals, advanced telematics systems, and hydrogen fuelling stations.
Conclusion
Acquiring sustainable logistics equipment is an excellent approach towards long-term business success. This lets you reduce environmental impact, save money, improve competitiveness, and build a reputable brand. Having the global sustainability goals in mind will help you pick the right equipment.
Beyond acquiring equipment, invest in green research to promote industry-wide sustainability standards.
Based in Hull, DataFlowIQ is a software company dedicated to driving the digitalisation of manufacturing companies by providing them with an easy-to-use digital infrastructure that integrates seamlessly with their processes. The company is headed by skilled IT professional Craig Douglas, CEO, who has been named API & Data Integration CEO of the Year, East Yorkshire, in the CEO of the Year Awards 2023. Here, we speak to him to find out more about DataFlowIQ.
Having served as the backbone of the world’s economies for centuries, the manufacturing industry is no stranger to transformation. It has been forced to adapt and evolve continuously in order to keep up with the endless developments in automation, labour practices, and technologies. With digitalisation on the rise, it seems that data and analytics may be the next agent of change in manufacturing.
With over 15 years of experience in its field, DataFlowIQ offers a holistic suite of digital services that manufacturers can utilise to seamlessly incorporate technology into their processes. For example, it offers a next-generation integration platform designed to empower factories with efficiency and innovation. Through this user-friendly, affordable, and effective solution, the company facilitates sustainable manufacturing practices through optimised processes, resource utilisation, and machine energy monitoring.
With DataFlowIQ, clients can leverage integration options for almost any scenario, including OData, REST, SOAP, Excel/CSV via Email/SFTP, HTTPS scraping, MQTT, AMQP, OPC, and SQL. This enables them to seamlessly connect their systems, services, and data. From cloud platforms to on-premise, from IoT devices to PLCs emailing CSVs, and from Databases to SFTP, the platform makes it easier for clients to manage and control their manufacturing processes and operations.
Moreover, with DataFlowIQ’s integrated database, clients can compile their business data into a single managed data store. This allows them to easily gain insights into their operations and inform their decisions by connecting Business Intelligence platforms or integrating artificial intelligence and machine learning tools with this database.
Lastly, DataFlowIQ allows clients to view their operational data in real-time from anywhere in the world. They can do this through web dashboards, on their phones, or on live screens in their factories, call centres, sales floors, and any other KPI driven team environments. The platform also sends alerts by email and SMS. On top of this, it can connect to physical signal towers and control buttons, enabling clients to gain visibility like never before.
As CEO of DataFlowIQ, Craig Douglas is tasked with spearheading the company’s mission to empower manufacturers with scalable and robust digital backbones, enabling seamless integration, real-time insights, and a platform for innovation and optimisation. He shares, “Our industry outlook emphasises the strategic use of IIoT, integration solutions, and advanced data analysis to optimise operational workflows and drive sustainable growth.”
With extensive experience in IT, software development, and managerial positions, Craig is well-equipped to lead DataFlowIQ. Throughout his career, he has orchestrated numerous multi-million-pound projects within the manufacturing sector, developing solutions and platforms for cloud-based services. Furthermore, he has led multiple technology roadmaps and worked to develop strategies for a number of large manufacturing companies, integrating and streamlining their processes. In this, he has successfully increased their turnovers from £20 million to £800 million.
“My career trajectory has been shaped by significant roles at Wren Kitchens and ilke Homes, where I orchestrated transformative technological advancements in manufacturing and construction,” Craig comments. “As CEO, I’d like to believe I embody the qualities of strategic foresight, adaptability, team leadership, and a deep-rooted understanding of the industry and customer needs. These qualities, I believe, are crucial for navigating the complexities of our dynamic industry landscape.”
Craig prides himself on his unique style of leadership that combines strategic guidance with empowerment to create a work environment centred around innovation. He also draws inspiration from the experiences that drove his own personal and professional growth, which highlighted to him the importance of open communication, collaboration, and adaptability. He believes that fostering these qualities amongst his employees enables them to effectively navigate challenges and embrace opportunities.
Furthermore, at the core of DataFlowIQ are four key values: innovation, reliability, customer-centricity, and adaptability. Firstly, Craig believes that innovation is truly the cornerstone of the company’s ethos, driving his team to constantly push boundaries and deliver groundbreaking solutions. Moreover, reliability underscores its commitment to consistency and quality in its services, whilst customer-centricity guides its team to tailor their offerings to meet clients’ unique needs.
Lastly, DataFlowIQ’s values have evolved over time to also encompass adaptability, which enables it to effectively and efficiently respond to developments in the industry. As an IT company, this is particularly important since technology is continuously advancing. To stay ahead of competitors, Craig ensures that DataFlowIQ is always engaged in research and development. He also leads the company to proactively adopt emerging technologies and customise its solutions to meet the diverse and evolving needs of manufacturers.
In recruitment, Craig seeks individuals who resonate with these values, fostering a diverse yet cohesive team. They must also fit in with the company’s culture of creativity, collaboration, and problem-solving. “Staff members play a pivotal role in propelling our innovation, contributing their expertise and passion to the company’s growth,” Craig explains. “To aspiring individuals, I advise cultivating a strong understanding of both technology and manufacturing, fostering curiosity, and embracing adaptability.”
For his outstanding work as CEO of DataFlowIQ, Craig has been awarded the title of API & Data Integration CEO of the Year, East Yorkshire, in the CEO of the Year Awards 2023. On the future, Craig shares, “Looking ahead, our plans for the next 12 months include an expansion into AI-driven analytics for predictive maintenance and quality capture, aiming to further optimise manufacturing processes. Additionally, we aim to enhance our integration capabilities across various manufacturing domains, ensuring a more comprehensive and seamless digital infrastructure.”
With ambitious plans, there is no doubt that Craig and his team at DataFlowIQ look towards a bright future, and we wish them the best of luck in the years to come.
For business enquiries, contact Craig Douglas from DataFlowIQ on their website – www.dataflowiq.com
Concept Yachts is a firm anchored in providing innovative, high calibre solutions and services across the maritime industry, with the company priding itself on its ability to craft cutting-edge, one-of-a-kind yachts that bring together the sophistication and elegance of traditional design with the modern technology one would expect from a modern vessel. Yacht & Marine Solutions CEO of the Year 2023 – UK awardee, Kevin Viles is at the helm of this endeavour and his duties include steering the company’s vision, driving its strategy and initiatives, and ensuring that its series of tried and tested values are present across every element of the operation. We have the pleasure of catching up with CEO and awardee Kevin, who tells us more about the business and its distinction within the industry.
Built on the four pillars of innovation, craftsmanship, sustainability, and client-centricity, Concept Yachts possesses an unbridled commitment to push boundaries, crafting vessels that radiate a meticulous attention to detail and unmatched quality, all while minimising its environmental footprint, maximising its use of eco-friendly materials, and surpassing every expectation had by its loyal client base. Since its establishment in 2003, these values have remained true, shifting to manage industry demands.
As the leader of Concept Yachts, Kevin’s style of leadership is defined by guidance and collaboration, having shifted gears from an initially directive approach through to the inclusive and participatory style that today values input from those across the business. There are multiple reasons for this stylistic evolution, such as the invaluable feedback of his fellow team members and inspiration drawn from leaders and mentors from a host of industries. Kevin’s introduction to leadership as well as having to successfully traverse the tides of the ever-changing maritime industry have necessitated this more agile, and ultimately successful, leadership approach.
This has proven necessary, as the boatbuilding team cater to a host of clients across the industry, such as luxury yacht manufacturers, shipyards, and owners who are looking for a vessel boasting exceptional craftsmanship. The approach needed in serving this array of clients is thus complex and multi-faceted, and the team distinguish themselves from the competition in three main ways, by wholly embodying expertise, flexibility, and a client-centric approach. It is the fusion of these factors which comprises Concept Yachts’ unique selling point, with this dedication positioning the business “as the premier choice for clients seeking excellence and reliability in boatbuilding team supply within the maritime sector”.
Driving this success is the team, described by Kevin as being at the “heart of our success, playing an instrumental role in shaping the firm’s achievements and reputation”. All of this hard work and dedication has nurtured an internal culture that is defined by a shared commitment to the areas of excellence, innovation, and teamwork, with Kevin expertly playing his part by reinforcing this culture, leading from the front, promoting transparency, and engaging regularly with the team to listen to their diverse perspectives and foster an entrepreneurial spirit that empowers individuals to take ownership and contribute meaningfully.
Across the industry at present, there are several challenges that have spurred on proactive and adaptable strategies, with one such example being the cyclical nature of the marine market, whereby significant periods of downturn are experienced due to a variety of factors that can impact demand. To remedy this issue, the company has expanded its services to exceed traditional yacht building, with the ‘Concept Industrial’ brand being introduced to support work on larger contracts with the defence, offshore, and renewables industries, weakening the impact of these market fluctuations. Other issues include a skills shortage and an increase in sustainability/environmental regulations, which is why diversification remains steadfast for Kevin and the team.
Throughout his tenure, Kevin’s journey as CEO has been met with both challenges and remarkable opportunities aplenty, with a particularly notable moment being the acquisition of a shipyard in Hampshire, UK, which served to significantly enhance the company’s capabilities and allow for a dedicated production space and the facilitating of smoother operations. In a similar vein, the company acquired ‘the nearly 50-year-old yacht brand’ ‘Southerly Yachts’ which enabled the tapping of a new segment and an increased customer base, and its joint venture in partnership with ‘Infinti Yachts’, bringing to the market the Infiniti Powercat 60 with the state-of-the-art dynamic stability system.
Challenges inevitably surfaced however, particularly regarding the managing of organic growth and sustaining a self-funded business model. Kevin explains, “Navigating organic growth while maintaining quality, innovation, and meeting increasing market demands has been a balancing act. The need to allocate resources efficiently and sustainably scale operations, without compromising on our core values, has been a continuous challenge.” Manoeuvring through such difficulties has aided Kevin exponentially in developing his role, as a more visionary outlook was required while guaranteeing a consistent level of operational excellence and financial security was attained.
Looking ahead to the next 12 months and beyond, a series of exciting initiatives are in the pipeline for Concepts group of companies, with a particular emphasis being placed on expanding the availability of sustainable solutions, such as the designing of next-generation, entirely electric propulsion passenger ferries as well as hybrid car ferries. These endeavours are driven by this dedication to sustainable practise, and as Kevin describes, “These vessels will not only offer eco-friendly transportation alternatives but also showcase our dedication to pioneering technology in the maritime sector.”
An increase in the undertaking of defence contracts is also set to come to fruition in 2024, with the team able to further showcase their expertise by designing and manufacturing specialised vessels, contributing immeasurably to the UK’s defence initiatives through tailored services that rigorously adhere to even the most stringent of specifications. Moreover, there are plans to open new offices in the USA and Europe, expanding Concept Yachts reach and underpinning this commitment in the areas of diversification, innovation, and sustainability.
For Kevin personally, his plans remain largely unchanged, driving growth, innovation, and stellar leadership within the business, beginning with him further deepening his knowledge of the wider sphere, staying abreast of new and exciting technologies, the trends dominating the market, and the shifts making waves within the industry. By continuing to enhance his capabilities as leader, the team is further strengthened, motivated, and plan to spearhead initiatives. Identifying new opportunities is key in solidifying the business’ position. Kevin hopes to achieve this on a global scale, exploring avenues such as international collaboration, breaching new markets, and establishing the brand on a worldwide scale.
In summary, Kevin tells us, “My aim is to continue leading Concepts Group of companies towards greater heights, leveraging my experience, expertise, and passion for the maritime industry. By driving innovation, fostering a strong team culture, and strategically positioning the company for sustained growth, I aspire to build upon our current success and pave the way for an even more impactful and prosperous future.” With this dedication in toe, Kevin Viles has solidified himself as being a worthy recipient of this award, and we wish him and the entire team at Concept Yachts the best of luck for the future, and eagerly await the innovative solutions they pioneer next.
For business enquiries, contact Kevin Viles from Concept Yachts on their website – conceptyachts.com
