CEO Monthly Oct

CEO MONTHLY / OCTOBER 2017 11 which was new and completely unique, its functionalities were often misunderstood. As we grow and support even more dealers, we will continue to push the boundaries of our industry. We strive to get bigger and better at what we do and as such, this award helps us to get the recognition of the strong and unique model we’ve created. It can only help us to spread the positive message of how we can improve both the lives and livelihoods of independent dealers. “Turning to strategy, I believe that this is at the forefront of what we do. We set ourselves clear and concise goals to ensure that we remain industry leading. Key areas of focus include utilising technology and developing our staff. “For us, looking after our staff is key. To have the correct people, means to have the right processes. We’re keen to develop our staff and give them jobs that both excite and interest them. Not only are we keen on developing individuals through the ranks, but we’ve implemented our very own robotic software system. “To remain competitive and grow in today’s challenging market, Nectere constantly focuses on improving business processes to be more accurate, faster and more cost-effective. Nectere are currently leading the way using software robots to automate as many business processes as possible, using Robotic Process Automation (RPA). A software robot is an application that replicates the interaction between a human and the user interface of a computer system. Robots can be trained to use an application and operate programmes, like a human does. “Over the past 18 months, Nectere have built and implemented robotic procedures to automate human-led tasks spanning several departments. This has had a positive, valuable impact on Nectere and our dealers.” Impact on the company RPA has enabled tasks to be completed more quickly and accurately, Paul tells us. Once a robot has been trained to complete a task, it can perform it at a speed human cannot compete with, without the risk Helping Your Business Grow g of human errors such as typing errors, he goes on to say. Due to the high speed, reliable performance of robots: • Fewer staff are required to perform processes; • Staff can focus on the elements of their roles that they enjoy the most, leaving the robots to carry out more repetitive and mundane tasks; • In the last 18 months, the firm has automated the equivalent of 12 full-time employees; • They have not lost any staff, but the firm has not had to recruit as we grow. • The annual cost saving is estimated at £240,000 and growing. Using these technologies, Nectere can take what they have and constantly build on their portfolio services, to ensure that they remain ahead of the market Paul tells us. He goes on to reveal the strong position the company is in today, before adding his thoughts on the state of the wider industry. “We’re now in a position where one in 11 UK office supplies dealers are Nectere dealers. For us, the shift in the type of dealer joining us, reflects the success of our model. We now have several start-up companies, as well as established office dealers joining us to reduce their overheads, cut their costs and increased their margins. “The office products industry is consolidating and declining – although it is still worth £5 billion. For the remaining players – who are predominantly small independent companies – the way to survive and prosper is to expand into new growth markets. Indeed, this currently increases the potential market to £60 billion – with more growth areas opening all the time. It is very hard for the small independents to enter these markets on their own. Nectere is the solution to all of this. It is our innovative strategy and successful delivery of services, that is changing the landscape of our industry. “Current economic uncertainties including Brexit, only add to the benefits Nectere offers. Several companies have tried to copy our model, but most have failed with only one company still offering dealer services, in a very different format to ours and they are struggling to gain traction.” As the man at the helm of the company, Paul then impresses upon us his own leadership style, including how he ensures that everyone understands his vision and works towards it. “I believe that to lead you must inspire. To do that, the vision of what we are trying to achieve must be clear and communicated down through the business. It is important to have a strong board and management team, who understand the need to communicate and generate a unified culture, throughout the business. We believe strongly in devolved responsibility and accountability. Our staff must have mastery of their jobs - so training is a priority. Mastery allows for autonomy, so that they are empowered to get the job done right. Staff must have a clear understanding of their purpose – why what they do is important and how it affects others. “We operate from a series of blueprints, which cascade thru the company to keep our vision and goals aliened and to avoid departmental silos. These are not just dusty documents confined to a cupboard, but they are used as part of everything we do, from one-on-one management to business information systems. We work hard to develop our staff, to create real teams who can be passionate about their work, who thrive on constructive conflict and who are always open to finding better solutions and helping each other. We work very hard, but we also have fun. “Automation is key to the company’s future success, particularly concerning the use of software robots. We have worked hard to create a culture, where the robots are a positive asset and not a threat. In addition, part of the culture we’ve created at Nectere is openness. Staff at all levels know that they can approach any member of the team, from assistant level through to our directors and have an impact on the decisions we make as a company.” Paul then turns his thoughts towards the challenges that the firm and their dealers encounter today. “The challenges that I, Nectere and our dealers face are ongoing. It’s been an extremely challenging year for me as an individual. After having an accident last year and needing emergency surgery, I have had to rely far more heavily on my board and managers. This has been a very positive thing and the team have thrived on the additional responsibilities. “The declining market and consolidation of our industry is the biggest challenge. I had a very clear vision for the solution that Nectere brings. It has not been easy to either deliver the required services, or to persuade a whole industry to look at a completely different way to do business. In the early months, the idea was openly and aggressively ridiculed by the industry. We have had to go our own way against a great deal of opposition. But as I predicted the solution does work and is now a huge success. Many of the naysayers have tried to copy what we do, but they have failed. “The journey for me has been personally difficult but also extremely satisfying. It is great to have made the idea work and become a success. I have had to grow as a person, a manager and a leader. To take a company from the start-up stage to tens of millions, requires constant change. Important changes have been in management, process and in information requirements as well as communication. “I am looking forward to the challenges and changes we must make - to continue the growth and success of the company. The industry still faces challenges, such as Amazon business taking over the web, but I believe that the opportunities are far greater.” In closing, Paul shares his aspirations regarding the company’s future, in his own words. “The industry consolidation still has a long way to go and Nectere will be the favoured solution for dealers, going forward. Our focus will continue to use leading-edge technology, to introduce new products and services, to help our dealers grow profitably as well as maintaining our growth and stability. “Whilst we continue to expand our dealer network and exceed our