actually knocking on doors and picking up the phone. They got their first clients quickly but Paul says “The first month was really hard, but we did it… Putting in the effort got us going.”
“This might sound corny but having worked for a multi national company, we had to do everything they did and everything a smaller company has to do. We took the best of
both worlds and married them together.” Paul
Paul is proud to point out that one of their core competencies lies in the high level of expertise and customer service they bring to their clients. The most junior employee has 16 years of industry experience.
Paul says “Over the years, we have taken away the best people from all the places we’ve worked at and have created a great company. We have a raw passion to give good service.”
harrisongreen recognise that good communication and establishing trust are a big part of building a business. Employees need to trust their boss to make the right decisions on their behalf. Bosses have to be able to trust their staff to execute the plan to make the business succeed. Both have to feel confident that one is going to do right by the other.
When you are building a business, the most important thing you can do is communicate your philosophy and continue to remind your staff why they are getting out of bed every day. The most successful companies around the world are the ones that make their entire team feel like they are an integral part of the success of the company.
Paul has an open book policy with his staff. Paul says “When things are good you can all be motivated by it. When things are tough, the employees know it and they have come out fighting. We set daily targets and everyone knows how they have done that day.”
1 st Near Collapse:
Cash Flow and Inexperience
2nd Near Collapse: Now? The End Goal:
The Global Financial Crisis The 20 20 Vision
Every 3 to 4 years they go through a re-evaluation of their business and shake things up a little. They re-invent their business and look for new opportunities. The process helps them re-focus on key revenue generating areas. They are setting their sights much higher and are clear on what they are looking to achieve. To underpin that growth into top end, high- ticket value, they are creating a stylish high-end designer sub-brand, Alexander Green.
They have also started thinking about their exit strategy- or as they call it, their end goal, the 20 20 Vision. Paul says, “Do you really want to carry on doing the same thing? So, we don’t know at this point what we want to do with the business in 10 years but we are starting to plan now to give us maximum flexibility in the year 2020. This might be to sell all of it, part of it, or keep parts so everything we do now is geared towards the end goal. I’ve actually called it the 20 20 Vision.”
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