My biggest leap of faith

Taking risks is part and parcel of being in business, but some are particularly significant. Mark Williams asks five entrepreneurs to look back to a time when they took a leap of faith.

Wendy Tan White’s first major leap of faith wasn’t, as you might expect, when she started Moonfruit with Joe White and Eirik Pettersen during the first dotcom boom. It was carrying on when the dotcom bubble burst in 2001, she reveals.

“Funding ran out, so we had to cut the team from 60, to 10, then two, which was very tough,” she says. “But we totally believed in our mission to enable small firms to build their own websites.” By 2012, when the business was sold to the Yell Group for £23m, seven million websites had been built using the pioneering Moonfruit platform.

Tan White admits that leaps of faith still “bring the same vertigo and butterflies”, even after years in business. Her latest, 18 months ago, saw Tan White and husband Joe join Entrepreneur First (EF), the London tech accelerator started by Matt Clifford and Alice Bentinck in 2011. “We joined because we want to help the best talent to build world-class startups from scratch. We were also looking for something that was worth betting our time and money on,” she says. “Matt and Alice are exceptional people.”

In May, Entrepreneur First had its first major exit, when Twitter acquired AI start-up Magic Pony for $150m. “We’ve raised £40m to extend EF’s company-building programme from six months to two years, and invest further in companies. We’ve personally invested in 12 businesses in our portfolio of 20 – and mentor many more. Becoming investors has been a totally different leap of faith.”

I was continually being told people wouldn’t buy online, but the business grew to be worth £250m – Chris Barling

Software solutions

Tech entrepreneur Chris Barling was 40 when he took a life-changing chance to set up his own business. “I left a well-paid job with Cable & Wireless to set up [ecommerce software provider] Actinic in 1996,” he says. “My co-founder and I funded the launch and my family of five had to live on £8,000 in that first year.”

Software development involves considerable investment before any revenue comes in, he adds, often leaving owners short of cash. “It was a major leap of faith. I was continually being told people wouldn’t buy online, but the business grew to be worth £250m.”

Barling estimates £10bn of sales went through Actinic-powered websites before he moved on in 2014. He now sits on the board of a FTSE 100 company and two high-growth tech startups. And he has started Powered Now, a provider of invoice, estimating and scheduling mobile software for small trade businesses, such as plumbers, electricians and builders.

“Again, I’m told trades people will never be keen on technology to run their business. [But] they will, because now it’s mobile, like them, and simpler. It’s taken personal investment, but now we have more than 1,100 paying customers and 60,000 trade businesses have downloaded our app. Entrepreneurs must sometimes take leaps of faith. It’s hard, but can bring the biggest rewards. It should never be an [unconsidered one] though.”

Space man

“In 2012, after Airbnb started to take off, it just came to me and stayed in my head,” says 24-year-old Ross Bailey of starting his business Appear Here. “Maybe something similar could help fill the huge number of empty UK retail premises.”

To test this theory, Bailey and a friend took a short-term let on premises near Carnaby Street and sold T-shirts to coincide with the Queen’s Diamond Jubilee.

Others showed interest and the viability of the pop-up shop concept became clear. The company launched in February 2013 and is now a leading online marketplace that connects landlords with brands and businesses seeking short-term retail space in the UK.

My leap of faith was simply telling others about my idea. Some said it was rubbish, but one person said I shouldn’t over-think it – Ross Bailey

“My leap of faith was simply telling others about my idea,” Bailey reveals. “Some said it was rubbish, but one person said I shouldn’t over-think it. Try it out and if it fails, it fails.

“There’s something powerful about telling people about your idea. Many people want you to succeed. Ultimately, you win or you lose, but the initial momentum begins.” Appear Here now has offices in London and Paris and more than 40 employees, having raised some £5m in funding.

Growth platform

Saurav Chopra took a chance in 2014 when he cofounded Perkbox, a platform employers pay to use to provide employees with “access to more than 200 perks, an online reward and recognition system and a wellness hub”.

Chopra explains: “Parent company Huddlebuy was a highly profitable lead-generation business, turning over £1m-plus, but we wanted to build something we could scale worldwide. [Starting a new business] that wasn’t generating any revenue required a huge leap of faith.”

Justifying the idea to his board, investors and employees was incredibly hard, admits Chopra, and Perkbox was one year in the making before launching in 2015. “Just two years after deciding to pivot, revenue has grown by 13 times, and we’ve gone from 15 employees to 100, without any external funding.”

Chopra believes that entrepreneurs must regularly take leaps of faith – these are mostly small, but occasionally very significant. “They key is to minimise risk,” he says. “Evaluate as much data as possible; get input from key team members; and feedback from potential customers. Once the decision’s been made, you must communicate your rationale and plan to the rest of the team.”

I’m a passionate Liverpool FC fan and the thought of a short drive to Anfield was too much to resist – Steve McGauley

Mersey paradise

Steve McGauley’s leap of faith involved relocating his marketing agency from London to Liverpool. “I started Liquid in 2000. Three years later, after growing steadily, moving to the north west seemed the next natural step.

“I’m Yorkshire born, but my dad’s a Scouser and my family live in the north – it’s where I feel most comfortable. I considered Manchester and Leeds, but I’m a passionate Liverpool FC fan and the thought of a short drive to Anfield was too much to resist,” he laughs.

While it was a big move, McGauley says agencies don’t need a London postcode to compete. “We have a high success rate of winning work against agencies regionally and in London,” he adds. “We have the same work ethic and creativity, but charge less usually.” Liquid now has 17 employees and an impressive client list that includes Levis, Warburtons and Liverpool John Lennon Airport.

The main reason for relocating was better quality of life, he says, particularly at a time when he and his wife wanted to start a family. “London consumes you; working very long hours is expected. Personally, I never had any doubts. I believed in my business and in Liverpool.

Moving to Liverpool has been one of my best decisions. The talent and drive here reminds me of London, but the people in Liverpool tend to do things with a smile on their face – Steve McGauley

“I’m thankful for my time in London,” he adds, “but moving to Liverpool has been one of my best decisions ever. The talent and drive here reminds me of London, but the people in Liverpool tend to do things with a smile on their face.”

While leaps of faith can be terrifying, when they’re taken with careful consideration of the risks and benefits on the line, they can be the push that a business needs to grow and thrive. What will your next leap of faith be?

• Written by Dead Good Content founder, Mark Williams, this feature appeared originally on the Small Business Network pages of The Guardian website in 2016.

Create your own low-cost customer enewsletter in five simple steps

In my previous post, I made the business case for enewsletters, which can be a highly effective marketing tool for accountants and other service-based businesses. For little cost, you can market your services to prospects, current and former customers.

But what are the key legal considerations and what steps should you take if you want to your enewsletter to succeed?   

1 Build and segment your enewsletter contact list…

Obviously, you’ll have email addresses for existing clients. And although you may have them for former clients and prospects, if you haven’t gained their informed consent, email them all to tell them about your new enewsletter, including a link to your website’s enewsletter subscription page.

Gather your signed-up email addresses into one enewsletter contact database. Segmenting this into different types of customers and targeting each with variations of your enewsletter can greatly increase your success. Separating private individuals from businesses is an obvious place to start, but you could segment your database into leads, customers and previous customers.

Top tip >> Segment your business customers by age, size or sector, so that you can better serve their specific information needs.

2 Get more subscribers to sign up

Enabling visitors to easily subscribe via your home page and others is a must. Give links good visibility, but avoid invasive pop-ups and anything else that could annoy.

Don’t ask for too much information at first. You just need a name, some basic details and an email address. On your sign-up web page, tell subscribers how you’ll use their email address. If you plan to send other marketing emails, allow them to opt out. Include enewsletter sign-up links in your email footers and social media posts and profile pages. Publicise your enewsletter offline, too.

Top tip >> Don’t waste money buying email lists, because the quality can be poor. Instead, always seek to grow your subscription list.

3 Draw up an enewsletter content plan

Create this for the next 12 months. Plan in content when it will be most relevant and useful to recipients. As an obvious example, if you are an accountant, you include a piece on Self-Assessment in your November or December enewsletter ahead of the 31 January tax return online filing deadline.

Also align content with your marketing aims. For example, you may want to try to sell a particular service at a certain time, so you include related content in the preceding month’s enewsletter.

You should also plan content around topical, seasonal, national or international events. Provide an engaging mix of topics and content format in each newsletter. Be original. About three items of content per newsletter is a good target – think quality not quantity. This content should live on your website. Create an archive page, so visitors can read your previous enewsletters.

Top tip >> Your content should be rich in value. Tell recipients something new. Solve their problems. Help them to succeed. Save them time and money. Also showcase your expertise.       

4 Choose the right enewsletter solution

There are many enewsletter management platforms/apps. They include MailChimp, Mailjet, GetResponse, MailUp, MailerLite, Emma, Campaign Monitor, Constant Contact, MailUp, AWeber, Benchmark, Sendloop, SendinBlue and ConvertKit.

Some offer a free service, with limited features/benefits, but these can still work well if you have a relatively short mailing list. The more you pay, basically, the more you get, and monthly deals are available from about £10-£15 – a relatively low investment.

So, how does they work? You import your database, create an enewsletter design or use/customise a responsive template (so your email looks good on all devices) and schedule your distribution. Most paid solutions enable you to segment, A/B test, custom brand your enewsletters and gain advanced audience insights, so you can improve your success rate.

Top tip >> Make it easy to share your newsletters via email links or social media sharing buttons. It can help to grow your subscription list.

5 Preview, send and analyse

After all of your content has been written – and proofed – most enewsletter platforms/apps allow you send test versions to yourself, to check it looks good on desktop and mobile device, and won’t be deemed junk mail. If all is OK, you can send or schedule your enewsletter for distribution.

You can never be totally sure how your enewsletter will perform, but most enewsletter platforms/apps provide analytics, so you can see what worked and what didn’t. Key metrics include open rate, click-through rate and unsubscribe rates.

Top tip >> Always analyse performance data. Learn lessons and make improvements. Don’t give up if results aren’t great straight away. Success takes time and effort.

Some important legal requirements

• Your must comply with General Data Protection Regulation (GDPR) requirements when it comes to personal data.

• Recipients should also have given their explicit consent to receiving your enewsletter. Individuals and organisations must opt-in to receive your email. Get verifiable consent via an affirmative action.

• Recipients must be able to unsubscribe easily.

• Each enewsletter must clearly state your business name, registration number if a limited company, your postal and email addresses. You can’t conceal your identity.

• Anti-spam laws restrict the sending of “spam” (unsolicited marketing emails) to subscribers.

• Never send unsolicited enewsletters. Most of us hate them – don’t we?

• Written by Mark Williams, founder and content director of Dead Good Content. Copyright 2020 © Dead Good Content.

Dealing with redundancy: advice for employers and employees

Being made redundant is one of the most unpleasant things you can experience at work. I should know – it’s happened to me four times.

When you’ve worked hard, enjoy your job and like working with your colleagues, redundancy is a bitter pill to swallow. And being told it’s not your fault, that you’re simply a victim of economic circumstances, offers no comfort.

You may be lucky enough to get redundancy pay, so you can cover your bills until you find a new job. But if not, things can get very stressful, especially if you have a mortgage/rent to pay and other mouths to feed.

Without wishing to sound blasé or insensitive, even though I received no redundancy pay, on two occasions I didn’t feel remotely unhappy about being made redundant. I was able to escape jobs I hated; working for people I disliked who couldn’t care less about me. I was underpaid, under appreciated and overworked.

In reality, every time I’ve been made redundant, I’ve gone on to better things, including starting my own business. It can be hard, but redundancy can lead to something better. So, whether you’re an employer or employee, what else do you need to know about redundancy?

“The process can be stressful and time-consuming, when you could also be faced with serious cash-flow issues”

Redundancy advice for employers

Making redundancies can also be one of the worst things employers have to go through. Seeing good people lose their jobs through no fault of their own isn’t nice. The process can be very stressful and time-consuming, too, when you could also be faced with serious cash-flow issues.

Independent workplace experts Acas has produced guidance for employers on how to manage staff redundancies. It advises creating a redundancy plan, so you can better manage each stage of the process, as well as exploring all options so you can avoid compulsory redundancies.

Communication, consultation and support

Involving staff and their representatives in consultations is essential and you should fully support your employees throughout. Do what you can to help them find other jobs if they’re made redundant. You must also consider employees who remain, because they can be unsettled.

Although you may need support from your accountant, government website Gov.uk enables you to calculate your employee’s statutory redundancy pay. Employees must not be selected unfairly and you must give them “reasonable” time off to look for a new job. If necessary, seek tailored advice from a legal or HR consultant. Jobcentre Plus can give you and your employees free support and advice.

Poor communication, lack of empathy and unfair treatment can lead to resentment. Employees should feel free to come to speak to you about their concerns. Those with more than two years’ service qualify for statutory redundancy pay. If your business would become insolvent by making statutory redundancy payments, the Insolvency Service’s Redundancy Payments Service may help.

“You must be selected for redundancy in a fair way. You cannot be selected because of age, gender or if you’re disabled or pregnant ”

Redundancy advice for employees

Gov.uk also offers advice for employees on redundancy. Acas operates a redundancy payments helpline (0300 123 1100), while its website details employee redundancy rights. The Citizens Advice website allows you to check that your redundancy is fair and enables you to find out about your redundancy pay rights. Find out about those as soon as you’re told you’re being made redundant. 

According to Gov.uk: “You must be selected for redundancy in a fair way, for example, because of your level of experience or capability. You cannot be selected because of age, gender or if you’re disabled or pregnant [otherwise it] could be classed as an unfair dismissal.” Often last in are first out. You can write to your employer to appeal if you believe you’ve been unfairly selected. If so, you may be able to make a claim to an employment tribunal.

You’re entitled to notice or payment in lieu of notice if included in your employment contract. You have consultation rights, too. If, during consultation, you are told you may be made redundant, act straight away – don’t waste any time. Update your CV and LinkedIn page immediately.   

“You can get time off for job interviews. Also let it be known through your networks that you’re looking for a new job”

Redundancy – what next?

If you plan to find another job, begin your search while serving your notice period. You can get time off for job interviews. Also let it be known through your networks that you’re looking for a new job.

You may be able to find one by searching on Gov.uk. Jobcentre Plus offers advice on how to look for a job online (with a handy list of recruitment websites you can add to your favourites). The Jobcentre Plus Rapid Response Service may be able to help you to write a new CV and find a job, while also providing advice on benefits and training.

Contacting recruitment consultants could pay off, as could searching on trade, local and national press websites for situations vacant. You could also email speculative applications to potential employers in your field or area. Don’t discount anything.

With huge number of redundancies having been made in recent months (695,000 people have reportedly left company payrolls since March), competition for vacancies will be fierce. You could choose to enhance your skills or qualifications to stand a better chance. You may be eligible to claim benefits while looking for your next job. Those losing their jobs in certain areas or sectors may decide to retrain (visit the National Careers Service pages of Gov.uk for information if you’re in England – there are similar services in Scotland, Wales and Northern Ireland).

“Whatever you do, don’t allow your confidence to be damaged by redundancy. Your role has been made redundant – you haven’t”

Start your own business?

Another option could be to start your own business, whether full time or as a “side hustle” (maybe to earn a few quid until you find a job). Reportedly, more than 680,000 new businesses were registered in 2019, yet with many redundancies expected and competition for jobs intense, previous UK business start-up records could be broken.

Whatever you decide to do, don’t allow your confidence to be damaged by redundancy. Your role has been made redundant – you haven’t. And if you’re angry – let it go. Stay positive. Use your time wisely. Focus on your strengths, experience and achievements. Network like crazy. Explore all of your available options. Have faith – and most of all – believe in yourself. You too can move on to bigger and better things.

• Written by Mark Williams, founder and content director of Dead Good Content, for Squarespace web design, coding and training specialists Manage My Website.