For a technology business which provides specialist transaction technology consulting to some household names and wants to continue its growth and, ultimately, provide its founders and shareholders with an exit in the next few years, these attributes exemplify the remaking of the means-of-production for them and many others like them, particularly those whose customers have more choice than ever, are inherently fragmented, demand more from their purchases and want them personalised in multifaceted ways and at different times along the customer journey.

Their growth has come from persistent hard work, looking after existing customers very well, convincing a couple of large customers to use them, some reorganisation of people, hiring and incentivising a CEO from a well-known consulting company and delivering a truly bespoke service to all their customers. Further growth and profitability is constrained by several factors;

• Finding and attracting more, large customers who are prepared to take a risk with a comparatively small and unknown supplier.
• Finding customers prepared to pay a premium for a bespoke solution to their ‘reputational’ problems in what’s considered to be a growing but still embryonic market.
• Developing a business model which can repeatedly sell largely standard services with predictable scope and cost.
• Innovate in customer service but in ways which won’t damage profitability.
• Attracting and retaining ready-made talent to deliver the services to a consistent standard.
• Finding ways to drive-out the cost-of-delivery with a degree of semi-automation.

All of these have quite straightforward solutions but require insightful approaches to make sure good returns are achieved from carefully considered implementation, what would your priorities be?

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