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members of the Bosnian IT Alliance and the idea was to create a non-  more was invested on a national level in software development skills. It’s been a great success.” More broadly, he says, Green River Media’s aim has been to address the challenges that can accompany  synch across borders and time zones       relationships. “What we like to say is we give you a


      without any of the pain points. All of our lead developers, project managers and account managers are based on the ground in the UK. It’s only the most costly elements of the project – the back-room development – that  deliver a project at less than half of what it would cost, were we doing it in the UK.”


People power Business, of course, is all about connections, and in the accelerated world of digital it’s more important than ever that those connections have their basis in actual human relationships. “The two most important factors


in the success of a client relationship”, says Gakenyi, “are the way the client and the agency engage, and the chemistry between the individuals on each side. You really need that chemistry, so we let our established clients get to know and even select their own team. That means we have clients who are still working with the same people they worked with three years ago, so there’s continuity in the development process and you don’t end up in a situation where someone leaves and you’re left with a website no one else knows how to work. We


Avaz Twist Tower, home of Green River Media in Sarajevo


invest a lot in internal knowledge- sharing and it needs to be at client level, not project level, to circumvent     organisations.” So, with more than a decade in the industry behind him and a rapidly expanding team at Green River Media, what are some of the lessons Gakenyi has learned about the business of digital marketing? “When you start a company you


want everything to be done right. You feel that you know every part of the process better than anyone you delegate too. What I’ve learnt, to


enable my business to become more independent and to stand on its own two feet, is to enable and trust people.  lifecycle we had a very hierarchical structure in the organisation. But this actually scuppers the development and the potential of team members. When we took these people out of the team we realised we had a lot of superstars – people with great talent and ideas. A big lesson for me has been that the only value we really have is our people. Trust them, give them      ■


30 annual sourc e guide 2016


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