Page not found - Business Vision https://bv.world/ Business Vision Mon, 15 Jan 2024 17:14:30 +0000 en-US hourly 1 https://wordpress.org/?v=6.1.1 Selling your business: Are you thinking ahead? https://bv.world/corporate-finance/2023/12/selling-your-business-are-you-thinking-ahead/ Fri, 29 Dec 2023 15:45:50 +0000 https://bv.world/?p=11515 By JOHN FOUNDLING CHOOSING the right time to sell a business can be a challenge. There’s often a temptation to wait and see whether organic opportunities emerge, perhaps in the form of an interested buyer offering a market price. However, reality often doesn’t align with expectations. Pinpointing the right time to start planning, and understanding […]

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By JOHN FOUNDLING

CHOOSING the right time to sell a business can be a challenge. There’s often a temptation to wait and see whether organic opportunities emerge, perhaps in the form of an interested buyer offering a market price.

However, reality often doesn’t align with expectations. Pinpointing the right time to start planning, and understanding what to plan for, are crucial steps.

Selling your business
Assembling a reliable team of professional advisers is vital — but how do you know you have the right team? Image by Drazen Zigic on Freepik

The key is ensuring that each aspect is as robust as possible. Ensure your financial and operational track records are good; this will increase the likelihood of a fair price and minimise the risk of the stalling the deal.

Step one: Optimise your business

Make a thorough assessment across key areas. Assessing the business’s fundamental health is pivotal — the basics must be in place. Scrutinise the financial history, focusing on its record of profitability and reliable reporting.

The people factor is also crucial. Review the status of customer contracts and relationships, and mitigate reliance on a few major clients. On the employee side, identify and address talent gaps within the organisation. Consider which individuals to retain in the case of a sale.

Governance and compliance form the backbone of a reputable business. Stay abreast of relevant regulations and certifications, ensure meticulous records are kept, and keep track of regulatory changes. On the tax front, ensure the business is compliant and seek specialised advice on risk areas such as IR35, CIS, or VAT.

Securing the supply chain is essential. Foster long-term relationships with suppliers and mitigate any risks of supply disruption.

Step two: Set a strategy

Assembling a reliable team of professional advisers is vital — but how do you know you have the right team?

Members should go beyond a surface-level view and understand the business from the inside out. They will minimise risk and keep an eye on the details. A sale is generally a high-contact process, and the best advisers will act in partnership with you.

When selecting advisers, evaluate their credibility. Are they from a reputable company? What experience do they bring to the table? Assess their support capacity: Can they handle the sale, and do they collaborate with your legal and professional teams? Check their skills match your needs. Have they successfully handled sales of similar-sized companies? Do they have access to specialists?

Integrity is key. It’s tempting to gravitate towards those that promise the highest valuation, but wiser to choose those offering a balanced approach. This ensures a smoother journey towards a successful sale.

It can take months to identify the adviser who is right for your business, so factor that into your timeline.

Step three: Deal preparation

Now the focus shifts towards strategic presentation. Collaborate with your advisers to develop an exit plan and show the business to suitable buyers. Again, this can take months.

The first step is to craft a confidential information memorandum (CIM). From business overview to financials, customer base, market analysis, and unique selling points, the CIM paints a vivid picture of your operations.

Once it’s ready, the hunt for buyers begins. This stage requires research skills and market experience. Leverage networks to tap into a wider audience.

Step four: Find a buyer

Market time. Now, your advisers take the reins, reviewing offers and managing negotiations. Maintain business as usual: limiting the impact on the business is crucial.

When in negotiations, bear in mind that this typically takes three to six months. Your adviser will maximise the price and establish the broad terms of the deal, while setting expectations and parameters for the rest of the process.

The best way to do this is by creating a Heads of Terms or Letter of Intent that outlines key terms. Both seller and buyer establish a clear understanding of the deal’s parameters.

Step five: Deal execution

After agreeing on headline terms, sellers often grant buyers a period of exclusivity to finalise the transaction. This phase allows time for due diligence. Plan for this from the outset — it can take six to 12 weeks, and typically covers financial, tax, and legal as a minimum.

While this takes place, negotiations will probably be ongoing on aspects such as the completion mechanism — Locked Box versus Completion Accounts — and adjustments related to net working capital and surplus cash.

This phase involves negotiating the Share Purchase Agreement (SPA), a legal contract outlining the terms and conditions of the sale and purchase of shares. It covers buyer and seller details, the number and price of shares, representations and warranties, conditions precedent to the sale, liabilities, indemnities, and any post-completion obligations. Communicate with your legal team to ensure the SPA aligns with the intentions of both parties.

Step six: Post completion

After all the hard work, the seller can finally reap the rewards. Remember: once the deal is complete, there’s no going back. This highlights the importance of careful planning and foresight.

There is likely to be a period of six months or more while documentation is drawn up. This might include completion accounts, which document the financial position of the business up to the point of completion — or earn-out accounts if a portion of the sale price is contingent on performance targets.

Ultimately, a successful sale often comes down to preparation. Patience and diligence will ensure a smooth transition and enhance the likelihood of the best possible deal.

John Foundling is corporate finance partner at Menzies LLP

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The bots, the bots! Brits fear AI workplace takeover https://bv.world/tech/future/2023/12/the-bots-the-bots-brits-fear-ai-workplace-takeover/ Thu, 21 Dec 2023 14:52:39 +0000 https://bv.world/?p=11510 ALMOST five million Brits worry about losing their jobs to AI. Research by Forbes Advisor found that the most “anxious” industry is the business consulting and management sector, with 45 percent of employees concerned about tech taking their role. Those in the creative, arts and design sector are also worried; 34 percent fear their imminent […]

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ALMOST five million Brits worry about losing their jobs to AI.

Research by Forbes Advisor found that the most “anxious” industry is the business consulting and management sector, with 45 percent of employees concerned about tech taking their role.

AI taking jobsThose in the creative, arts and design sector are also worried; 34 percent fear their imminent replacement with a bot. it’s certainly true that AI-led software, such as Midjourney, which can generate images in seconds from a simple text prompt, and Chat GPT is everywhere.

Third in the list of most fearful chunks of the workforce is the charity and voluntary sector, with a neat third in terms of percentage: 33. Those apparently untroubled include public services and administration workers, 66 percent of whom express no fear.

Rank Industry Percentage
1 Business Consulting & Management 45 percent
2 Creative Arts & Design 34 percent
3 Charity & Voluntary Work 33 percent
4 Engineering & Manufacturing 30 percent
5= Information Technology 29 percent
5= Transport & Logistics 29 percent

Source: Forbes Advisor UK

Being replaced by robots isn’t the only concern for working Brits: 38 percent struggle staying up-to-date with tech updates, and 18 percent worry that their inability to keep up could see them out of a job.

The humble spreadsheet still gets the better of many workers. An inability to use Microsoft Excel ranked chief among software issues — for 17 percent. That’s nearly three times the number struggling with AI (six percent). Other simple things many Brits have trouble with include Microsoft Word, Microsoft Outlook, and “the internet” generally (all 15 percent).

And many are too proud to ask for help, with 38 percent admitting that foible. Women (44 percent) are more likely than men (33 percent) to power through without assistance.

Those who do reach out seem to have trouble with Microsoft Excel (14 percent), Gmail (10 percent), Microsoft PowerPoint, Microsoft Word, the internet, and office printers (all nine percent).

Despite Excel apparently causing more trouble than benefit, many still believe that AI will impact their career prospects. Almost a quarter expect to be out of a job as their role is automated.

Kevin Pratt, business expert at Forbes Advisor, said AI would change the world of work, “we just don’t know yet what the change will look like”.

“All we can do,” he said, “is to prepare and adapt … For businesses, this means monitoring how tech is evolving and devoting time and resource to training staff.”

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Are employees ‘grateful’ for quiet hiring? Shhh! https://bv.world/hot-spots/employment/2023/12/are-employees-grateful-for-quiet-hiring-shhh/ Tue, 19 Dec 2023 13:25:05 +0000 https://bv.world/?p=11504 By IAN NICHOLAS QUIET hiring — aka stealth recruitment — is the new office controversy. It boils down to this: organisations are looking to acquire new skills without increasing permanent employee-headcount. It’s something that has huge potential, but it needs to be balanced with care. Quiet hiring can be internal or external. Internally, it allows […]

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By IAN NICHOLAS

QUIET hiring — aka stealth recruitment — is the new office controversy.

It boils down to this: organisations are looking to acquire new skills without increasing permanent employee-headcount. It’s something that has huge potential, but it needs to be balanced with care.

Quiet hiring
Organisations are looking to acquire new skills without increasing permanent employee-headcount

Quiet hiring can be internal or external. Internally, it allows organisations to offer fresh career opportunities to employees who show potential. The employees are recognised for their hard work and given the opportunity of career advancement. Employers get to make the most of existing talent.

External is where organisations outsource work opportunities to those looking for more flexible ways of working. That could be temporary staff or freelancers with specialist skillsets who can work alongside existing employees to reduce demand pressures — as and when required. This creates access to a new talent pool without having to recruit for a permanent position.

The goal is to improve the employee experience by harnessing the benefits of talent mobility and skill visibility. This allows employers to provide career development pathways for current employees, promoting greater engagement and motivation.

External quiet hiring allows organisations to reduce workload pressures by filling skills and resource gaps with temporary talent. This improves access to specialised skillsets.

Either flavour of quiet hiring can help employers to cost-effectively bridge skills gaps. Whether investing in upskilling or temporary workers with pre-existing skills, businesses can better shape their workforce. Temporary recruitment, in particular, can offer access to niche skillsets, which may not be affordable as permanent hires.

Quiet hiring helps to mitigate risks associated with the traditional hiring process. Recent research revealed that 46 percent of hiring managers regret being too hasty over hiring. The innovation gives them more time to make the right decisions on permanent recruitment.

Another benefit is giving employees the sense that they are valued. Outlining clear development opportunities will boost engagement, loyalty, and motivation.

Delegating too many responsibilities too quickly could cause workplace stress — and a rise at the other pole: quiet quitting. Quiet hiring needs to offer new opportunities at a manageable pace, not prevent additional hires.

External quiet hiring can cut the workload on teams, offering a flexible solution that provides access to talent. There is the potential to benefit and balance traditional recruitment processes, while preserving a strong culture.

Ian Nicholas is global managing director at Reed.

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Amazon’s free AI training courses to be rolled out https://bv.world/tech/future/2023/12/amazons-free-ai-training-courses-to-be-rolled-out/ Wed, 13 Dec 2023 13:26:32 +0000 https://bv.world/?p=11498 AMAZON will provide free AI training to two million people by 2025 in a bid to boost proficiency. The firm’s AI Ready commitment aims to provide training via three initiatives aimed at adults and young learners, as well as scaling existing training programmes. There will be a range of expertise levels, with the first — […]

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AMAZON will provide free AI training to two million people by 2025 in a bid to boost proficiency.

The firm’s AI Ready commitment aims to provide training via three initiatives aimed at adults and young learners, as well as scaling existing training programmes.

There will be a range of expertise levels, with the first — eight AI and generative AI courses — accessible to anyone. Amazon Web Services (AWS) already offers portfolio of 80 free or low-cost resources.

AI training
Image by Freepik

The second initiative, the AWS Generative AI Scholarship, will be targeted at students from underrepresented communities. It will be backed by $12m to provide 50,000 high school and university students with access to a course, and a certificate on completion.

Josh Boer, director at tech consultancy at VeUP consultancy, said building technical skills in areas such as AI would play a central role in fast-growing businesses. “It’s great to see large corporations such as Amazon prioritise accessible training … Funding, training and educational opportunities must be kept top-of-mind.”

AI and cloud services can be tailored to a business’s specific needs, says Boer. “AWS in particular offers businesses the ability to increase agility, drive down costs, and promote innovation.” But for the benefits of emerging technology to be fully deployed “we must ensure our workforces are fully equipped with the knowledge and skills they need.”

The initiatives announced will add to Amazon’s $1.2bn investment in education and skills-training for cloud computing.

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Awards, inclusive policies, ESG and philanthropy attract talent: Report https://bv.world/hot-spots/employment/2023/12/awards-inclusive-policies-esg-and-philanthropy-attract-talent-report/ Mon, 11 Dec 2023 14:47:49 +0000 https://bv.world/?p=11493 MONEY isn’t always the biggest lure when people search for their dream jobs, research shows. Nearly half of adults canvassed — 46 percent — say working for an ethical business is more important than getting a high salary. Those aged 25-34 (54 percent) and those working in the environment and energy sector (65 percent) were […]

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MONEY isn’t always the biggest lure when people search for their dream jobs, research shows.

Nearly half of adults canvassed — 46 percent — say working for an ethical business is more important than getting a high salary.

Company award
More than two-fifths of respondents (42 percent) said they would look to see what awards the business had recently been shortlisted for, or won. Image by storyset on Freepik

Those aged 25-34 (54 percent) and those working in the environment and energy sector (65 percent) were most likely to agree with this sentiment. Nearly two-thirds (62 percent) value a work-life balance over pay, while 53 percent prefer remote work.

Outlined in the HR Unhooked PR and Marketing Report, the research canvassed 2,015 UK adults on what they look for in an employer, and what motivates them.

Corporate social responsibility was also deemed important, with 52 percent of respondents preferring to work for a company that “gives back” to local communities through fundraising, donations, or volunteering. ESG was important for 46 percent, and more than half (57 percent) agreed that diversity and inclusivity was vital.

More than half (59 percent) of job applicants said they would look at the businesses’ websites and social media channels to glean information about culture, values and working methods, with the same number researching news stories about the company.

More than two-fifths of respondents (42 percent) said they would look to see what awards the business had recently been shortlisted for, or won.

Claire Gamble, MD of Unhooked Communications, said competition could be tough, particularly in sectors such as construction or technology, which are dealing with an ongoing skills shortage. “Businesses might struggle to compete on salaries,” she said, “so it’s reassuring to see that employees also value non-financial qualities in their employer.”

She says research shows how important it is for HR departments to work with marketing and PR teams to ensure that the company’s culture and ethics come across in external communications. “By focussing on building a strong employer brand through PR and marketing activity such as generating positive press coverage, winning credible awards and creating content that shows the ethics and purpose of the brand, companies can not only attract the best talent, but they can also motivate and retain their existing workforce too.”

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A gender seeking lenders: Go, girls! https://bv.world/driving-growth/2023/12/a-gender-seeking-lenders-go-girls/ Mon, 04 Dec 2023 12:53:00 +0000 https://bv.world/?p=11488 IT MAY once have been a man’s world, but the Department for Business and Trade and the Council for Investing in Female Entrepreneurs aim to level things up. Research commissioned by the UK government found that a lack of funding was one of the most significant barriers to women seeking to scale a business. Up […]

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IT MAY once have been a man’s world, but the Department for Business and Trade and the Council for Investing in Female Entrepreneurs aim to level things up.

Research commissioned by the UK government found that a lack of funding was one of the most significant barriers to women seeking to scale a business. Up to £250bn could be added to the UK economy if women started and scaled new businesses at the same rate as men.

Businesswomen using whiteboard
Photo by Christina Morillo on Pexels

Online information can be fragmented and confusing for those trying to navigate an entrepreneurial path. The hub aims to serve as a first port-of-call for female businesspeople from around the UK, supporting them with pathways to finance. The site shares expertise from financial institutions, law firms, private equity investors, and advisory services companies.

The groups involved united to unveil a new version of the Invest in Women Hub in Manchester, a resource for female founders seeking finance to start, grow and scale a business. The initiative has been re-designed and updated, using feedback from UK founders, to collate practical resources, tools, relevant news and events.

Representatives from across the entrepreneurial sphere gathered to discuss the current landscape. Speakers included Pinesh Mehta, investor at Business Growth Fund (BGF), Rohini Gupta, founder and CEO at FinregE, an automated financial regulatory compliance solution, and Helen Oldham, co-founder at Lifted Ventures, an angel investor network.

Resources have been tailored to help get businesses off the ground, and expand them. The hub includes sections focused on resources, news and events. It also features a “Find a Finance Provider” tool, and will be regularly updated.

The Council for Investing in Female Entrepreneurs is a voluntary collective established in 2019 to encourage and support women in business, comprised of organisations including the British Business Bank, Diversity VC, Goldman Sachs, KPMG, NatWest and UBS.

The Minister for Enterprise, Markets and Small Business, Kevin Hollinrake MP, said a record 150,000 female-led companies were founded in 2022.

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Either OR: From war room to boardroom… https://bv.world/innovation/leadership/2023/12/operational-research-from-war-room-to-boardroom/ Fri, 01 Dec 2023 09:24:15 +0000 https://bv.world/?p=11480 By SEB HARGREAVES OPERATIONAL research (OR) is a hidden gem for competitiveness in an evolving business landscape. Sometimes termed “the art and science of decision-making”, it combines advanced maths, data analytics and human insights to tackle intricate challenges. Operational Research goes back to World War II, when scientists and engineers were innovating strategies to optimise […]

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By SEB HARGREAVES

OPERATIONAL research (OR) is a hidden gem for competitiveness in an evolving business landscape.

Sometimes termed “the art and science of decision-making”, it combines advanced maths, data analytics and human insights to tackle intricate challenges.

Operational Research goes back to World War II, when scientists and engineers were innovating strategies to optimise military operations. Analysis of data, mapping processes, scenario simulation and the planning of optimal routes became pivotal in mission success.

Today, executives from large, small, public, private, and non-profit organisations are using it to extract value from data, model intricate systems, and make better decisions with reduced risks.

Specialists collaborate to optimise things like delivery routes, considering variables such as traffic, fuel costs, and delivery deadlines; OR can equally be used to analyse sales data and predict stock needs while balancing customer demand and inventory expenses.

Glass manufacturer Pilkington UK deployed it to streamline manufacturing and reduce waste. It redefined its manufacturing processes to align with specific orders, cutting costs and enhancing customer service.

Tesco, Britain’s largest grocer, has used OR solutions to meet the daily challenge of managing expiring stock. A key step in the value chain is what happens at the end of a product’s lifecycle. This is the final opportunity to sell an item — or donate it to the community. Tesco discounts items close to being removed from the shelves. The process is applied across the product range, from general merchandise and clothing to fresh produce.

Finding an optimal reduction strategy is a major challenge in retail: by how much should the price be cut?

There are two conflicting objectives: to increase revenue and reduce waste. Finding a solution is a non-trivial task, and Tesco’s data science team used OR to crack the nut.

A multi-stage clearance-pricing optimisation system was applied to thousands of products across all Tesco stores. The chain has cut food waste by five percent while boosting revenue by up to 13 percent.

Almost any organisation can deploy Operational Research to cut costs and improve decision-making; it can be a genuine game-changer.

Seb Hargreaves is executive director of The OR Society.

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Sounds like a nice job; what does it pay…? https://bv.world/hot-spots/employment/2023/11/sounds-like-a-nice-job-what-does-it-pay/ Tue, 28 Nov 2023 15:22:18 +0000 https://bv.world/?p=11475 ONLY half of UK organisations include salary information in all their job adverts; 29 percent include it in some. The findings reflect the ongoing pay transparency debate among reward, compensation, and diversity professionals. They say the UK has fallen behind EU legislation on mandatory salary listings. There are sector-specific variations in pay transparency efforts, with […]

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ONLY half of UK organisations include salary information in all their job adverts; 29 percent include it in some.

The findings reflect the ongoing pay transparency debate among reward, compensation, and diversity professionals. They say the UK has fallen behind EU legislation on mandatory salary listings.

Closeup female hands counting 50 Euro banknotes
Image by wirestock on Freepik

There are sector-specific variations in pay transparency efforts, with the private sector lagging at a 26 percent adoption rate. Public and not-for-profit organisations have embraced transparency in job adverts at rates of 83 and 79 percent respectively.

Research by XpertHR and Executive Networks showed that 76 percent of senior HR leaders consider pay transparency a priority — but only half follow through.

Companies with transparent job adverts report a nine percent gender pay gap, compared to 19 percent for those without. Transparency, along with pay-analysis tools, can help to establish fair pay practices. An open culture underpinned by data-driven pay practices allows organisations to narrow pay gaps, say the report authors.

They also found a higher proportion of females in high-paying roles in organisations that always disclose salaries, a median of 65 percent. That drops to 33 percent in those with partial disclosure, and 24 percent for those with no salary information in ads.

Director of fair future of work strategy at XpertHR, Zara Nanu, says UK pay-gap reporting does not yet address transparency in any significant way. “There’s nothing stopping organisations going beyond the legislative requirements,” she said. “By harnessing technology to analyse and address core pay-disparity gaps, pay transparency becomes more attainable.”

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Hope springs eternal — and seasonal — for UK retailers https://bv.world/sme/2023/11/hope-springs-eternal-and-seasonal-for-uk-retailers/ Mon, 27 Nov 2023 12:31:50 +0000 https://bv.world/?p=11471 SMALL and independent retailers in the UK have high hopes for the coming year. Confidence in business growth came from 89 percent of those canvassed in an annual survey of independent retail and hospitality business owners. It was conducted on behalf of American Express and Small Business Saturday. While growth expectations rose 30 percentage points […]

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SMALL and independent retailers in the UK have high hopes for the coming year.

Confidence in business growth came from 89 percent of those canvassed in an annual survey of independent retail and hospitality business owners. It was conducted on behalf of American Express and Small Business Saturday.

Small Business Saturday UK
Photo: Small Business Saturday UK

While growth expectations rose 30 percentage points year-on-year, respondents identified a range of ongoing challenges: rising costs of goods and services (31 percent) and energy costs (30 percent) among them.

But almost half of small business owners (48 percent) said they were “excited” and 45 percent “confident” about the next six months.

American Express founded Small Business Saturday, which this year takes place on December 2. The small business campaign engages millions of consumers — who spend up to £774m in one day.

Businesses plan revenue-boosting tactics, and 86 percent see the festive period as a vital driver. Nearly half (49 percent) are creating in-store events to drive footfall, while a similar number (48 percent) are introducing exclusive products or services for the Christmas season. The research revealed unity among business owners; just over half (51 percent) plan to collaborate with other organisations.

Dan Edelman, GM of UK Merchant Services at American Express, said independent businesses were holding their ground and “looking ahead with determination and optimism”.

Michelle Ovens, director of Small Business Saturday UK, said small businesses need a boost after sustaining all the recent challenges. “It’s vital that the nation throws its weight behind (the effort),” she said. “They make our communities, our lives, and our economy so much richer. We need to help small businesses turn the seeds of optimism this winter into flourishing growth in the new year.”

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Lessons in leadership, from Bihar to Buckingham Palace https://bv.world/visionaries/management-style/2023/11/rafaat-rahmani-from-bihar-to-buckingham-palace/ Fri, 24 Nov 2023 13:42:31 +0000 https://bv.world/?p=11464 RAFAAT RAHMANI recounts the life journey that took him from poverty to a top job — and a King’s Award for Enterprise ALL START-ups face obstacles and setbacks in the early days. I vividly remember sitting at my kitchen table, staring at $7,900 — the entire budget for starting a company — and wondering how […]

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RAFAAT RAHMANI recounts the life journey that took him from poverty to a top job — and a King’s Award for Enterprise

ALL START-ups face obstacles and setbacks in the early days. I vividly remember sitting at my kitchen table, staring at $7,900 — the entire budget for starting a company — and wondering how we were ever going to make this work.

Rafaat Rahmani
Rafaat Rahmani

Nearly 20 years on, as the CEO and founder of a global consultancy company, Lifescience Dynamics, I’m working with some of the world’s top companies. This year, as I arrived at the gates of Buckingham Palace to receive The King’s Award for Enterprise, I couldn’t help but reflect on my life’s voyage from a small village in Bihar, India.

My childhood was far from luxury, and further still from royalty. My grandmother used to send my cousins and me to school with dry-roasted corn or chickpeas in our pockets. Roasted in sand, that is, because she couldn’t afford cooking oil. We would watch our classmates eat their packed lunches as we chewed on dried grains.

Being dyslexic, schoolwork was a struggle for me. The teachers were quick to lash out with a ruler when I got something wrong. Very little was known about dyslexia at the time.

After school, I moved to the US at 17 to study business. That led to marketing roles for McDonalds and Pepsi. I then headed to the UK to complete an MBA before joining Eli Lilly & Co as part of their country general manager development programme. Later, I joined Double Helix, a consulting firm, as vice-president.

At the turn of the millennium, the internet boom opened up new possibilities — and inspired me to build my own company. My two initial ventures failed, and it was my third — a traditional consulting firm, not focused on technology — that took off.

Success has not come easy. When we first started out in the UK, our consulting services struggled to break into the pharmaceutical and biotech industries. Getting a meeting with potential clients at established companies was almost impossible. But entrepreneurs thrive on problem-solving. If we couldn’t make headway in our own backyard, then we would export our services to the US, Japan, and Europe. We built a division of subject-matter experts by hunting and hiring business analysts abroad.

Remaining flexible and adaptable was key, and I quickly learned that adversity can be turned into opportunity. Leadership is a continuous journey of growth, and the lessons from one’s upbringing can be powerful tools in a leader’s toolkit. Always keep your entrepreneurial spirit — and seize opportunities when they present themselves.

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