COMPANY PROFILE
www.comms-dealer.com
London dealer thinks big
RESELLER IN FOCUS
London-based telecoms dealer Corporate ICT
continues to be successful despite the economic
climate. We spoke to Nick Wright, Managing
Director, who says that the way to make a small
company stronger is to run it like a big one.
right had plenty and a comprehensive menu of
W
of big company network services that range from
experience line rental and broadband to NGNs.
working in faxes Our approach means that we
with Canon before launching his can concentrate on the customer.
own operation, Datafax, in 1986. We’re able to do that because
In 1997 he joined forces with Paul we are not distracted by fragile
Grant, a former Canon colleague, finances. I think that every reseller’s
who had set up Corporate and customer would agree with the
Business Technology. They had first Victorian statesman who said that
become involved with telecoms the country had no permanent
in the late 1980s and in 2000, as allies, only permanent interests.
Corporate ICT, Wright and Grant We have a short list of first class
sold their non-telecoms interests suppliers such as Samsung, Siemens,
to focus solely on the channel. Telrad, Invu and Oak, with whom
With 24 people and revenues in we have rock solid relationships
the last fiscal of over £4 million, and our churn levels of both
you might think that growth has customers and staff is minimal.”
been modest, but Wright is quick to
put a persuasive case for looking An unusual feature of a company
beyond the headline figures. of Corporate ICT’s size is the
Nick Wright
appointment of Nigel Russell,
“We’ve seen several instances who formerly headed Samsung’s ‘Why are you not doing that?’. It acquisitions but you can’t just
recently where over confident UK Telecoms division, as non- relies on trust. If you find yourself buy a customer base. You have
players went on a spree with other executive Chairman. “Nigel beating your head against a to make sure that any customers
people’s money in the belief that brings a valuable combination of wall, it’s time to quit. Conversely, you acquire are genuinely happy
they were invincible,” said Wright. extensive industry experience and when you’re in tune with the about the change. That can be
“The point is, of course, that if you incisive, disinterested judgement company’s objectives, it’s highly tricky because if a reseller is under
use other people’s money, other to the table,” says Wright. “It’s too rewarding on a personal level.” pressure, executive attention
people own the business and call easy for emotion to creep into is very likely to be focused
0the shots. We’ve always resisted day-to-day executive decisions. While Corporate ICT has customers inwards on the company’s own
the temptation, for example, to An outside view, especially nationally, it concentrates on the problems rather than outwards on
capitalise a five year lease. In fact, from someone who knows the south east which it serves from ensuring customer satisfaction.
we pay as much attention to our company so well from a supplier’s its North London headquarters.
cash flow as the Met Office does viewpoint, is especially valuable.” Meanwhile, Wright is considering “I think that the channel will
to its rain gauges. Cash, quite an acquisition programme but continue to consolidate, and
simply, is how you keep the score.” Russell enjoys the role, saying: isn’t about to bet the ranch. “I while there will be fewer resellers
“A non-exec’s purpose is to think we’re in for a tough year there will still be as many – or even
Concentration on cash flow has encourage questions – not just which will see more small resellers more – customers. In my opinion
helped Wright to cope with the ask, ‘Why are you doing this?,’ but seek an exit. We’re able to make growth depends on ensuring
recession. He commented: “For that you keep the customers you
many companies, sophisticated have. Then, don’t be diverted
communications upgrades are a
If you find yourself beating
into the kind of unbalanced and
luxury right now, but they need
your head against a
contradictory activities that have
their systems to function efficiently. led to recent high profile failures.
That’s why we nurture our recurring wall, it’s time to quit Finally, make sure that cash is
revenue flows from maintenance flowing in the right direction.”
n
36 COMMS DEALER SEPTEMBER 2009 www.comms-dealer.com
36 PG ICT.indd 1 27/8/09 3:54:30 pm
Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56