Podcasts about Business Link

Lead With Passion | WEDO Pay It Forward | Calgary BusinessIn this episode of WEDO Pay It Forward, host Milena Radakovic sits down with the dynamic Suzanne Ebelher, CEO and Founder of Mission Ignite Management Consulting, for an inspiring conversation about leading with passion and building a purpose-driven business.For aspiring entrepreneurs, recent graduates, or newcomers building their networks from scratch, Suzanne offers practical advice on growing your connections, finding the right mentors, and accessing free resources such as Alberta Women Entrepreneurs, YW Calgary, and Business Link.We also explore how to scale a consulting business, know when it's time to bring on subcontractors, and why relationships built on trust and aligned values are essential for sustainable growth.#wedocanada #wedo2024 #Leadership #womenentrepreneurs #womenleaders #yyc #yycbusiness #WEDO2025 #inspiringwomen #LeadershipWithPurpose #MissionIgnite #WomenSupportingWomen #FemaleFounders #BusinessConsulting #StartupTips #NetworkingMatters #SmallBusinessGrowth #LeadWithPassion #AlbertaWomenEntrepreneurs #YWCalgary #BusinessLinkCanada #AspireCommunityContribute to a WEDO Student Scholarship — tax-deductible receipts will be provided: https://www.canadahelps.org/en/charities/wedo-canada/About the Guest: Suzanne Ebelher is the CEO and Founder of Mission Ignite Management Consulting, a purpose-driven firm specializing in strategic business consulting. With decades of experience in the industry, Suzanne began her career at a major consulting firm before launching her own company to align her work with her passions and values.You can connect with Suzanne on LinkedIn at: https://www.linkedin.com/in/suzanne-ebelher-cmc-cphr-mba-b7336a1About Milena and WEDO Pay It Forward: Milena is the sole owner and CEO of Nexus Exhibits and a passionate ambassador for entrepreneurship. She is the Canada Ambassador of @Women's Entrepreneurship Day Organization Canada, a volunteer grassroots movement in support of women in business globally to alleviate poverty. Milena's commitment and passion for this cause is constantly in focus as she helps lead and inspire other women leaders and business owners. Connect with her at LinkedIn: https://www.linkedin.com/in/milenaradakovic/ WEDO Pay It Forward highlights the amazing women leaders in business who are making an impact in the business world and their communities. Their experiences and insights can help you on your entrepreneurial and leadership journey. You may also choose to guide others by sharing the highs and lows of your female entrepreneur and leadership journey. Promote your brand and story on WEDO Pay It Forward and: • Reach a global audience via the YYC Business website and the MegaPixxMedia YouTube channel. • Gain additional viewers of your WEDO Pay It Forward episodes through free publication on YYC Business social media platforms. • Download your WEDO Pay It Forward episode to your personal and company social media pages. Episodes are also available in podcast format and you can listen to them on Spotify, Apple Podcast, and Google Podcasts. Filmed and edited by ENTA Solutions https://www.entasolutions.org

According to a survey by Milieu Insight, while more than 80% of Singapore companies here use digital ads, the majority of them struggle to justify it with their sales. So what is it that local companies are doing wrong in their marketing strategies and how can they link their marketing efforts to a tangible ROI? Join the Breakfast Show as they invite Maxwell Nee, Chief Revenue Officer, ScoreApp to discuss how they are using quizzes and scorecards to help convert high-quality leads, and what they are doing to level the playing field for SMEs. See omnystudio.com/listener for privacy information.

With Financial Literacy Month in November, non-profit Business Link, in partnership with Nail The Numbers, is launching the Cashflow Canvas – a FREE program designed to address financial management challenges, a key factor in the failure of 71% of small businesses. As entrepreneurs face increasing pressure in today's economy, the Cashflow Canvas simplifies financial concepts, offering essential tools for personal and business financial success. The program begins with a free Financial Wake-Up Call webinar on November 20th, which will guide participants through common financial pitfalls and strategies to manage debt, cash flow, and growth. In this video, Taunya Woods Richardson, creator of the Cashflow Canvas, discusses how financial literacy can be the difference between success and failure. Anyone interested in the webinar must sign up by the November 19 deadline. More information can be found at: businesslink.ca/programs/cash-flow-canvas-program. #business #smallbusiness #entrepreneurs #debt #finances #entrepreneurship  Mario Toneguzzi is Managing Editor of Canada's Podcast. He has more than 40 years of experience as a daily newspaper writer, columnist, and editor. He was named in 2021 as one of the Top 10 Business Journalists in the World by PR News – the only Canadian to make the list. He was also named by RETHINK to its global list of Top Retail Experts 2024. Stay Connected with #CanadasPodcast! Join our growing community of entrepreneurs across Canada! Don't miss out on inspiring interviews, expert insights, and the latest business trends from the people shaping the future of our economy.

More students and fewer teachers, that is the reality the Alberta education system is facing as the province is set to lose 250 teachers ahead of the next school year as enrolment numbers continue to rise. What needs to be done to ensure Alberta kids are getting the best education possible? We get the thoughts of Jason Schilling, President of the Alberta Teachers Association.   Next, there's a new free program in town aimed at helping entrepreneurs get the support they need to start their own small business. We learn all about “Business Link” from company Director, Matt Hill.   Finally, Heritage Park is going to help you get into the Stampede spirit with a trip back-in-time to the “Wild Wild West!”. We get details on the attraction from Dominic Terry, Strategic Communications Manager at Heritage Park.‌

In this video interview, Paul Cataford, Executive Director, Business Link, discusses the new pilot Mentor Program which aims to support grassroots small businesses. PRESS RELEASE CALGARY (January 15, 2024) – Business Link, a provincial support organization for entrepreneurs, has officially launched its pilot Mentor Program. This free mentorship initiative is designed to support grassroots small businesses, including retailers, mom-and-pop shops, consultants, and sole proprietors in Alberta. It's especially well-suited for Indigenous and newcomer entrepreneurs in Alberta, providing a welcoming space for diverse business ideas and cultures. The program connects aspiring business owners with experienced entrepreneurs, facilitating a dynamic and non-judgmental exchange of expertise and insights. Uniquely, this program operates like “speed dating for entrepreneurs,” offering flexible mentor-mentee matching. This process ensures that each mentee is paired with a mentor whose expertise and experience align closely with the mentee's business needs and goals. There is also the option to switch mentors if desired, ensuring the most beneficial and comfortable partnership for both parties. The program kicks off with an initial 30-minute intake meeting, allowing mentors and mentees to establish their objectives and discuss potential challenges. This is followed by a focused 90-minute session, aimed at developing strategies to tackle these challenges and set the path for future success. From there mentees and mentors have three distinct paths to choose from: formalizing their relationship through regular meetings, opting for a more flexible approach with informal interactions, or continuing to access Business Link's resources and events if immediate challenges are resolved. “Starting a business can be overwhelming. Our Mentor Program ensures that budding entrepreneurs don't have to navigate this path alone,” says executive director, Paul Cataford. “Our goal is to create a supportive environment where new business owners can develop and grow with the guidance of those who have experience and valuable advice.” To be eligible for this pilot program, businesses must be Alberta-based and in operation for less than a year or in the initial stages of developing a business plan. Business Link is also calling on experienced entrepreneurs to join as mentors. This role offers a chance for established business owners to share their knowledge, guide new entrepreneurs, and to help strengthen Alberta's small business community. In addition to the mentorship sessions, Business Link provides an array of resource materials and educational content to enhance the experience for both mentors and mentees. The program also lays a foundation for ongoing professional relationships, encouraging participants to maintain their connections beyond the program's duration. As a pilot initiative, the Business Link Mentor Program is dedicated to testing and refining effective support strategies for new entrepreneurs. This approach ensures that the program is responsive to the evolving needs of Alberta's small business community. For more information on the Mentor Program or to register, please visit https://businesslink.ca/programs/mentor-program/. About Business Link Business Link, a non-profit organization established in 1996, is dedicated to nurturing the growth and success of Alberta's small businesses. As a cornerstone in the entrepreneurial community, Business Link offers comprehensive support services to early-stage and small business entrepreneurs including personalized coaching, market research, educational programs, online resources, networking opportunities, and targeted referrals. Notably, Business Link's commitment extends to tailored assistance for Indigenous and immigrant entrepreneurs. In recent years, the organization has broadened services to encompass digital support programs, catering to the evolving needs of modern businesses. Mario Toneguzzi is Managing Editor of Canada's Podcast. He has more than 40 years of experience as a daily newspaper writer, columnist, and editor. He was named in 2021 as one of the Top 10 Business Journalists in the World by PR News – the only Canadian to make the list About Us Canada's Podcast is the number one podcast in Canada for entrepreneurs and business owners. Established in 2016, the podcast network has interviewed over 600 Canadian entrepreneurs from coast-to-coast. With hosts in each province, entrepreneurs have a local and national format to tell their stories, talk about their journey and provide inspiration for anyone starting their entrepreneurial journey and well- established founders. The commitment to a grass roots approach has built a loyal audience on all our social channels and YouTube – 500,000+ lifetime YouTube views, 200,000 + audio downloads, 35,000 + average monthly social impressions, 10,000 + engaged social followers and 35,000 newsletter subscribers. Canada's Podcast is proud to provide a local, national and international presence for Canadian entrepreneurs to build their brand and tell their story. #Alberta #business #CanadasNumberOnePodcastforEntrepreneurs #entrepreneurs #entrepreneurship #small business

Gear up for an engaging episode as host Anthony sits down with the remarkable Tyree Wesley, an entrepreneur who has genuinely impacted lives through his groundbreaking ideas and perseverance for change. Delve into Tyree's extraordinary journey, uncovering valuable insights and lessons along the way. This conversation is packed with eye-opening revelations, making it a must-listen! Tune in, get inspired, and elevate your own aspirations!MUSICBED SYNC ID: MB01DRRDKFHFOCOSocials:ANTHONYSWORLD IG: https://www.instagram.com/_anthonysworld_/Tyree's IG: https://www.instagram.com/shortyree_/Tyree's Business Link: https://tcmobilesolutions.comANTHONYSWORLD Business Links:TopTier Trader: https://toptiertrader.comLVRG Trading: https://www.lvrgtrading.com

Did you know that 94% of the PROBLEMS in business are systems driven and only 6% are people driven?  So if you look back and analyze 94% of the problems can be fixed by building proper systems and if you are a solopreneur or a coach then the other 6% depends a LOT on you, your mood and phase of life.  That is why this week's episode focuses How to pull yourself out of a bad mood and stay focused on your goals. Dig in to learn:  1️⃣ The power of contributing for the greater good of people. [2:57]  2️⃣ Don't Let Obstacles Derail Your Dreams: How to Stay Focused on Your Goals When Life Gets Tough. [5:58] 3️⃣ The Therapeutic Benefits of Putting Pen to Paper [9:44] 4️⃣ Snooze to Success: How Resting and Sleeping Can Keep You on Track to Achieve Your Goals [14:57] 5️⃣ Accountability + Community = Success: How Accountability Group Calls Can Help You Meet Your Business Goals [18:27] Don't let inconsistency derail your dreams, gain control of the 6% people and YOU driven problems with Latina Lifestyle Legacy accountability calls.  Gain access to our course and video resources on goal planning, time management, and project management here.

The Covid-19 pandemic forced a radical shift in our understanding of what a healthy workplace is. Now, as we adapt to the new normal of flexible work, we have an opportunity to shape a more sustainable future for the work environment that prioritizes employee health and wellness.This episode features Dr. Whitney Austin Gray, Senior Vice President at International WELL Building Institute, Ewelina Kałużna, Head of Strategic Workplace Solutions Advisory CEE at Skanska and Managing Director at Business Link, and Theres Söderlund Lakso, Head of Internal Communications, Business Area Cloud Software & Services at Ericsson. Together, they're creating a work environment where people want to be, one that incorporates social, environmental and urban sustainability.- Whitney describes the impact of poor working environments on mental and physical health, and some workplace best practices for mitigating those negative effects.- Ewelina discusses the changing habits and expectations of employees in a post-pandemic world, and how employers can cater to those needs through smart design, for a workplace where employees want to be.- Theres expands on specific initiatives her organization is taking to lean into the new future of sustainable workplaces.Listen and subscribe to the podcast.Learn more at Foresight.Skanska is providing this podcast as a public service. Reference to any specific product or entity does not constitute an endorsement or recommendation by Skanska. The views expressed by guests and hosts are their own and their appearance on the program does not imply an endorsement of them or any entity they represent. Views and opinions expressed by Skanska employees are those of the employees and do not necessarily reflect the view of Skanska or any of its officials. While Skanska endeavors to keep the information up to date and correct, Skanska makes no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the podcast or the information, products or services mentioned in the podcast for any purpose. Any reliance you place on such information is therefore strictly at your own risk.#ShapingSustainablePlaces #RemoteWork #InclusiveDesign #HealthyWorkplaces #WorkLifeBalance #HybridWork

In this episode of Latina lifestyle legacy show I interview Xochitl Llamas, who captures stunning family portraits,  lifestyle maternity and newborns. ⚡️How to stop procrastinating and get things done. [4.53]

Dziś zapraszam do rozmowy z kimś wyjątkowym. Z praktykiem biznesu, który od kilkunastu lat z sukcesami tworzył takie firmy jak pizzaportal.pl, taxi.pl czy Sunroof czy Delivery Hero.  Dziś z sukcesami współzarządza kilkoma firmami jednocześnie. Jest autorem bestsellera "Siła pędu" oraz książki "Anioł w piekle". Brief Magazine uznał go za jedną z najbardziej kreatywnych osób w polskim biznesie. Serdecznie. zapraszam do rozmowy z LECHEM KANIUKIIEM.  Dziś dowiesz się: - Czy każdy może stać się przedsiębiorcą? - Jak zacząć tworzyć własną firmę od zera? - Jakie są kompetencje najbardziej wartościowych pracowników? - Jak tworzyć kulturę firmy, w której pracownicy biorą odpowiedzialność za jej sukcesy? - Jak zarządzać kilkoma firmami jednocześnie? - Po co pielęgnować optymizm w firmie? Na te i na kilka innych pytań odpowie Wam dziś Lech Kaniuk.  PS1 . Jeżeli chciałbyś porozmawiać ze mną o podcaście, mentoringu, coachingu lub współpracy trenerskiej  to zapraszam do kontaktu:  e-mail: biuro@tomasz-miler.pl  lub  tel.: + 48 664 707 757 PS. Chciałbyś docenić moją pracę w tworzenie tego podcastu? Możesz to zrobić przez stronę: https://buycoffee.to/kaizenmiracle Do następnego odcinka! Tomek Lech Kaniuk Doświadczony manager, seryjny przedsiębiorca i ekspert od skalowania biznesu. Przyspieszający zmiany w zakresie innowacji technologicznych i zrównoważonej energii. Jako współzałożyciel i CEO SunRoof zapoczątkował rewolucję w rzeczywistości klimatycznej, wykorzystując przełomową technologię dachów solarnych do budowy największej w Europie wirtualnej elektrowni. SunRoof to jeden z najszybciej rozwijających się startupów, rozszerzający swoją działalność na kolejne rynki europejskie i USA. Uczestniczył także w transformacji rynku gastronomicznego, digitalizując setki tysięcy restauracji. Współtworzył OnlinePizza Norden AB i Pizzaportal.pl, które następnie zostały przejęte przez niemieckiego inwestora – Delivery Hero za kwotę 120 milionów złotych. Lech Kaniuk kontynuował przez 4 lata rozwój Delivery Hero, aż do wejścia spółki na niemiecką giełdę przy kapitalizacji ponad 5 mld euro. Z powodzeniem inwestował i zarządzał wieloma spółkami technologicznymi, m.in. iTaxi, najpopularniejszą aplikacją do zamawiania taksówek w Polsce. Pełnił rolę Prezesa Zarządu odpowiadając za rozwój aplikacji w Polsce i ekspansję na rynki zagraniczne. Sukcesy sprawiły, że Lech Kaniuk jest jedną z najbardziej znanych i cenionych osób na scenie startupowej w Polsce i Szwecji. Nagrodzony przez Brief Magazine jako top 50 najbardziej kreatywnych osób w polskim biznesie oraz doceniony przez  Business Link nagrodą #BusinessGuru. Lech jest autorem biznesowego bestsellera “Siła Pędu”. W najnowszej książce “Anioł w piekle” pokazuje, jak skutecznie pozyskiwać fundusze od inwestorów i jak zapewnić sobie niewyczerpalne źródło energii do realizacji swoich celów i marzeń.

On this episode of the Cam & Otis Show we have Peter Dickinson. He has over 20 years of successful, proven executive experience -- as multiple business owner, Country Manager and Business Advisor to business owners.Peter is also an Associate of the Institute for Independent Business, the largest non-profit business support organisation in the world. This gives Harrogate Business Advisors access to over 6,000 senior, highly-vetted executives around the world from every walk of business life. Peter is also accredited by Business Link to provide consultancy services and he is a member of the Manufacturing Advisory Service.As always this show is brought to you by Tribe and Purpose.  You've put the work in but you're not sure how to reap the rewards. It's time to focus on the success you have planned for yourself and your team.The Tribe + Purpose team can guide you to build on that success to have even more.Learn more at www.tribe-purpose.comand connect with Peter on LinkedIn here: https://www.linkedin.com/in/peterdickinsonsalesconsultant/Check out his website: https://www.hbadvisors.co.uk/YouTube Link: https://youtu.be/Ueqdcldu-qY

Jednym z tematów, który na co dzień towarzyszy sektorowi nowoczesnych usług biznesowych, są niewątpliwie biura. Biura, które na przestrzeni ostatnich dwóch dekad przeszły gigantyczną wręcz ewolucję. Powstały powierzchnie klasy A, do biur zawitały certyfikaty jakości LEADS i BREAM, a następnie kolejne certyfikaty typu Well. Pojawiły się biura coworkingowe, a w kolejnym kroku biura serwisowane i typu flex. Zmieniła się ergonomia pracy i pojawiło się określenie „środowisko pracy”, które wciąż się zmienia, ewoluuje i jest tematem wielu rozmów. Pandemia COVID-19 dodatkowo wpłynęła na globalne postrzeganie środowiska pracy. Pojawiły się pytania, czy biura są nam w ogóle potrzebne, a jeśli tak to jakie, albo w jakiej formule powinniśmy z nich korzystać. Sami widzicie, że tematów jest mnóstwo. Lubię zapraszać do podcastu BSS bez tajemnic osoby, które z biurami mają bardzo dużo do czynienia i mogą podzielić się swoimi spostrzeżeniami. Dziś moim gościem jest Ewelina Kałużna – Dyrektor Zarządzająca Business Link oraz szefowa Strategic Workplace Solution Advisory na region CEE w Skanska. O czym rozmawiamy? No cóż, oto tylko kilka tematów, które pojawiają się w naszej rozmowie:1.„Back to the office” - Czy po wakacjach 2022 wrócimy do biur?2.Czym są modele pracy i jakie zmiany do tych modeli w ostatnich latach zaczęły stosować firmy.3.Jak firmy deweloperskie radzą sobie z mniejszym zainteresowaniem powierzchniami biurowymi?4.Biura flex - Czy tego typu powierzchnie to przyszłość rynku biurowego?Zapraszam na 710 odcinek podcastu BSS bez tajemnic, w którym poszukujemy odpowiedzi na pytanie - Jak na nowo podejść do STRATEGII biurowej. Kilka przydatnych linków:Opis omawianego badania Skanska - https://www.skanska.pl/o-skanska/media/informacje-prasowe/264311/Hybrydowy-model-pracy-ustabilizowal-sie-a-wraz-z-nim-przyszlosc-biur-Ewelina Kałużna na LinkedIn - https://www.linkedin.com/in/ewelina-ka%C5%82u%C5%BCna-523a7377/Strona Skanska dedykowana biurom - https://www.skanska.pl/oferta/biura/****************************Nazywam się Wiktor Doktór i na co dzień prowadzę Klub Pro Progressio https://klub.proprogressio.pl/pl – to społeczność wielu firm prywatnych i organizacji sektora publicznego, którym zależy na rozwoju relacji biznesowych w modelu B2B. W podcaście BSS bez tajemnic poza odcinkami solowymi, zamieszczam rozmowy z ekspertami i specjalistami z różnych dziedzin przedsiębiorczości.Jeśli chcesz się o mnie więcej dowiedzieć, to zapraszam do odwiedzin moich kanałów w mediach społecznościowych:YouTube - https://bit.ly/BSSbeztajemnicYT Facebook - https://bit.ly/BSSbtFB LinkedIn - https://www.linkedin.com/in/wiktordoktor/ Możesz też do mnie napisać. Mój adres email to - wiktor.doktor(@)proprogressio.pl****************************Patronami Podcastu “BSS bez tajemnic” są: Marzena Sawicka (https://www.linkedin.com/in/marzena-sawicka-a9644a23/), Przemysław Sławiński (https://www.linkedin.com/in/przemys%C5%82aw-s%C5%82awi%C5%84ski-155a4426/), Damian Ruciński (https://www.linkedin.com/in/damian-ruci%C5%84ski/) Szymon Kryczka (https://www.linkedin.com/in/szymonkryczka/)Grzegorz Ludwin (https://www.linkedin.com/in/gludwin/). Wspaniali ludzie, dzięki którym pojawiają się kolejne odcinki tego podcastu. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor Możesz także wspierać rozwój tego podcastu przez Patreon - https://www.patreon.com/wiktordoktor Jeśli podoba Ci się to co robię, możesz, przez ten link https://www.buymeacoffee.com/wiktordoktor, kupić mi kawę i tym samym wesprzeć rozwój tego podcastu.Zrzutka na rozwój podcastu BSS bez tajemnic - https://zrzutka.pl/j8kvar

89: How Your Money Blocks Really Work in Your Life and Business -- Link to my FREE Facebook Group, Flip the Switch: http://bit.ly/flipitgroup Link to my FREE training, Heal Your Money & Intimacy Blocks → http://bit.ly/ftsheal2s Also follow me here: I'm also on YouTube: https://bit.ly/ftsutube I'm also on Instagram: http://bit.ly/nicholeig Listen, Subscribe and Pls Write a Quick Review Overcast: https://overcast.fm/itunes1456635004/the-nichole-carlson-show Spotify: https://open.spotify.com/show/74evkyYvKgleg3ZCCybW95 RadioPublic: https://radiopublic.com/the-nichole-carlson-show-Weyg0v Google Podcast: http://bit.ly/nacgooglepodcast Breaker: https://www.breaker.audio/the-nichole-carlson-show PocketCasts: https://pca.st/YPxu Itunes: https://podcasts.apple.com/us/podcast/the-nichole-carlson-show/id1456635004 --- Support this podcast: https://anchor.fm/the-nichole-carlson/support

We talk about branding and some other stuff - tarot cards, fainting at A&W, values, etc.

Du willst dich selbst als Marke verkaufen? In der heutigen Podcast Folge sage ich dir, was eine Personal Brand ist, was es bedeutet diese zu verwenden und welche Chancen und Risiken sich mit einer Eigenvermarktung ergeben.

The Moti brothers who had been gone for three weeks following a kidnapping have reportedly been found. A text message from the parents has been going around thanking South Africans for aiding in the search for the 4 young boys namely, Zia (15), Alaan (13), Zayyad (11) and Zidan (6). But there has been new information regarding their return.

Möchtest du mehr Reichweite auf Instagram? Dann mach dir klar, dass du die Reichweite für dein Business brauchst und nicht für dein Ego! Warum du wissen musst, wen du erreichst und wie du diese Personen erreichst, erfährst du in dieser Podcast folge. Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Weißt du warum dein Kunde unzufrieden ist? Nein? Denn es ist super wichtig, zu messen wie glücklich deine Kunden sind. Aus diesem Grund musst du herausfinden, was deine Kunden unglücklich macht und wie du es schaffst, sie glücklicher zu machen. Wie das funktioniert und wie du das in deinem Business umsetzen kannst, erfährst du in dieser Podcast folge. Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Selbstständigkeit hat nicht nur positive Seiten Nach über 15 Jahren als Unternehmensberater kann ich dir sagen, dass selbstständig zu sein auch viele Herausforderungen mit sich bringt. Da wäre zum Einen der Druck, den ein eigenes Unternehmen auf dich ausüben kann. Daneben bist du aber auch für alles, was in deinem unternehmen passiert, zuständig und trägst die volle Verantwortung. Wie du damit umgehst, will ich dir in dieser Folge erklären. All das und noch viel mehr erfährst du in der heutigen Podcast Folge. Alle Links, die du kennen musst: Meine kostenlosen Online Workshops für dich: Zum Workshop Du bist bereit Vollgas zu geben? So kann ich dir persönlich helfen Professionelle Augen analysieren kostenlos dein Business: Link zum kostenlosen Business Check Das Marketing Event für dich - Link zu deinem Kundenboost Hier gibt es geballtes Wissen für dein Unternehmen: Website von Felix Wöchentlichen Content findest du hier: YouTube Täglichen Input gibt es auf: Instagram

Hast du schon einmal darüber nachgedacht, ein Event zu planen? Falls nein, denkst du vielleicht, dass du zu wenig Budget hast, ein Event zu planen... Allerdings kannst du auch mit wenig Geld ein Event veranstalten. - Worauf musst du achten, wenn du ein Event planen möchtest? - Wie kalkulierst du richtig? - Was ist das Ziel deines Events? - Wie promotest du dein Event richtig? - Wie wird dein Event einzigartig? All das und noch viel mehr erfährst du in der heutigen Podcast Folge. Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Workshop "Endlich Selbstständig" felixthoennessen.de/webinar-durchstarter Workshop "Kundenboost" felixthoennessen.de/webinar-kundenboost Influencer können eine gute Möglichkeit sein, Werbung für dein Business zu machen. Du kannst dadurch deine Produkte vermarkten und unter die Leute bringen. Auch Image Verbesserung ist dadurch möglich. Wie du die passenden Influencer für dich findest und worauf du bei dieser Art von Vermarktung achten musst, erfährst du in der heutigen Podcastfolge. Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Du schaltest Facebook Werbung, aber hast nicht den gewünschten Erfolg? Dann ist diese Podcastfolge genau für dich. Es kann viele Gründe haben. Die Zielgruppe ist einer der wichtigsten Faktoren für erfolgreiche Facebookwerbung. Ist die Instagram Story der richtige Ort für deine Werbung? Oder eher ein Facebook Feed Post? Hör dir diese Folge an und du wirst zum Facebook-Ad-Profi. ;-) Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Zweifelst du den Wert deines Produktes an? Berätst du deine potentiellen Kunden vielleicht sogar zu viel? Letztendlich gibt es viele Gründe, warum Verkaufsgespräche nicht so gut laufen, wie sie eigentlich könnten... In der heutigen Podcastfolge erfährst du, welche Tipps dir zu einem erfolgreichen Verkauf verhelfen. Alle Links, die du kennen musst: Das Marketing Event für dich - Link zu deinem Kundenboost. Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Gemeinsam statt einsam! Hast du schonmal was von Masterminds gehört? Egal ob du selbstständig oder angestellt bist, eine Gruppe von Gleichgesinnten kann dir weiterhelfen. Wir alle können uns sehr gut mit Wissen unterstützen und von Erfahrungen der anderen zu lernen. So werden Probleme schneller gelöst und du sammelst Mengen an Erfahrungen. Alle Links, die du kennen musst: Du bist bereit Vollgas zu geben? Bewirb dich für mein Mentoring oder die Mastermind Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Was ist das Kano-Modell eigentlich? Beim Kano Modell geht es darum, die Einzigartigkeit deines Unternehmens nach vorne zu bringen. Was kannst du bieten, was niemand sonst bieten kann? Welche Merkmale begeistern deine Kunden? In der heutigen Podcastfolge geht es darum, wie du das Kano Modell für DEIN Unternehmen nutzen kannst. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Manchmal müssen wir Verantwortung abgeben. Warum? Wir haben das Verhalten anderer nicht in der Hand. Es geschehen Dinge, die wir nicht verhindern können. Es kann nicht immer alles glatt laufen. Und wenn all das uns immer und immer wieder herunterzieht, kann uns das von unserem Erfolg abhalten. Daher bekommst du in dieser Podcastfolge Tipps und Tricks, wie du mit dem Thema Verantwortung umgehen kannst. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Hast du schoneinmal daran gedacht, alles in deinem Business hinzuschmeißen? Wenn du ein Business hast, kann gar nicht immer alles rosig sein. Beim Betrachten von anderen denken wir ganz oft, dass bei allen anderen alles glatt läuft, außer bei dir. Doch dies ist definitiv nicht der Fall. Jeder hat diese Momente, in denen nichts funktioniert und Rückschläge kommen. In dieser Podcast Folge gibt es ganz viel Realtalk, der euch hoffentlich weiterhilft. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Hast du schonmal überlegt, dich selbstständig zu machen? Anders gefragt: kannst du dir vorstellen, deinen jetzigen Job für den Rest deines Lebens zu machen? Falls nein - was hindert dich daran, etwas zu ändern? Um diesen Schritt in die Selbstständigkeit zu wagen, brauchst du auf jeden Fall Mut. Doch es wird sich lohnen. Was musst du beachten? Und wie machst du dich am besten selbständig? Darum geht es in der heutigen Podcastfolge. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

GEWINNSPIEL Gut aufpassen, heute gibt es für ein Jahr den Businessclub zu gewinnen! Was ist das Geburtsjahr von Felix? -> Davon die 4. Zahl Wie heißt unsere tolle Location? -> Davon der 2. Buchstabe Welches ist Felix Lieblings Fußballverein? -> 1. Buchstabe Lieblingskleidungsstück von Felix -> 3. Buchstabe Und ein Wort, ganz ohne Zusammenhang in dieser Podcastfolge... davon der 4. Buchstabe ;-) Jetzt viel Spaß mit dem Podcast zum Thema Zielgruppe. ;-) - ist dein Käufer auch gleich der Verwender? - hast du unterschiedliche Zielgruppen? - wie sieht der Alltag deiner Zielgruppe aus? All das und noch viel mehr gibt's im heutigen Podcast. Bleib motiviert Dein Felix Alle Links, die du kennen musst: Dein Mentor, immer mit dabei. Mein neues Buch jetzt hier (vor-)bestellen. Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Du möchtest gerne ein Buch schreiben? Dann ist diese Podcastfolge für dich genau richtig. Zu den folgenden Punkten bekommst du Informationen. - Weißt du genau, worum es gehen soll? - Hast du dir genug Gedanken über das Cover gemacht? - Sieht dein Buch auch innen schön aus? - Was ist das Besondere an deinem Buch? - Welche Cover- und Papierstärke ist für dein Buch geeignet? - Möchtest du dein Buch selbst herausbringen oder einen Verlag finden? Alle Links, die du kennen musst: Dein Mentor, immer mit dabei. Mein neues Buch jetzt hier (vor-)bestellen. Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Bist du eigentlich so wirklich glücklich? Falls nicht, was hält dich denn davon ab... wie schnell lässt du dein Glück zerstören? Oft treffen uns die negativen Dinge stärker, als es die Positiven tun. Es gibt ein paar Tricks, wie du mit Rückschlägen und nicht so schönen Situationen besser umgehen kannst. Ein großer Faktor spielt auch das Vergleichen mit anderen. Mehr Input zu diesem Thema bekommst du in dieser Podcastfolge. Viel Spaß beim Anhören! :-) Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

In der heutigen Episode geht es um das wichtige Thema Website. Wie kannst du deine Website so umfunktionieren, dass du mit ihr an dein Ziel kommst? Wir sprechen über Testimonials und die Geschwindigkeit deiner Website. Zeigst du deine Vorteile oder nur deine Merkmale? All das und noch viel mehr erfährst du in der heutigen Podcastfolge. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Welche Eigenschaften brauchst du als Unternehmer / Unternehmerin, um richtig durchzustarten. Manche Eigenschaften bringen dich weiter als es andere tun. In den vielen Jahren, die ich etliche Beratungen geführt habe, sind mir einige Dinge aufgefallen. - Resilienz: Mit Rückschlägen umgehen können. - Motivation: Eine Motivation, die langfristig ist und aus dir selbst kommt. - Fokus: Hast du eine Sache vor deinen Augen, die Priorität hat? - Extrovertiert sein: Menschen ansprechen, vor einer Kamera stehen, all das kann sehr hilfreich sein. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Du planst den Launch eines deiner Produkte? Überlege nochmal genau, wen du mit deinem Produkt ansprechen möchtest. Ebenso kann eine frühzeitige Ankündigung dich unterstützen. Datum und Uhrzeit können auch ausschlaggebend sein - je nachdem, wer deinen Launch live mitverfolgen soll. Auch Countdowns können nützlich sein. Und wie du das Ganze erfolgreich angehst? Hör dir diese Podcastfolge an... ;-) Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Wieso ist Angst in so vielen Bereichen des Alltags unser Begleiter? Schon als Kind müssen wir unseren Mut antesten und unsere Angst wird geschürt. In welchen Bereichen bringt es eigentlich etwas, unseren Mut auf die Probe zu stellen? Und in welchen ist es überhaupt nicht notwendig? Desweiteren besprechen wir, wie wir unseren "Mutmuskel" erfolgreich trainieren. All das und noch viel mehr ist Thema der heutigen Podcastfolge. Alle Links, die du kennen musst: Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

In dieser Podcastfolge stelle ich dir fünf Tools vor, die dir deinen Alltag extrem erleichtern können. - Perspective: Mit diesem Tool kannst du ein Quiz erstellen und an die Kontaktdaten deiner Kunden kommen. - TubeBuddy: Für welch KeyWords lohnt es sich, ein Video zu produzieren? Wie sieht die Konkurrenz aus? - Canva: Einfache Gestaltung von Posts, Broschüren und vielem mehr. - GoCardless: Dies ist ein Tool, mit dem du Verkäufe ohne viel Provision abwickeln kannst. - Trello: Hiermit kannst du Aufgaben, Projekte und vieles mehr überwachen. Und Trello kann noch viel mehr - finde es heraus in dieser Folge... ;-) Alle Links, die du kennen musst: Du möchtest mit deinem Business so richtig durchstarten? Dann komm doch mit ins Erfolgscamp auf Mallorca

Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Komm in unseren neuen Business Club und bekomme jeden Tag neuen Input.

Von Kindern können wir so viel lernen... doch was unterscheidet uns Erwachsene von ihnen? Und was könnten wir anders machen? Das erfährst du in dieser Podcast Episode. Alle Links, die du kennen musst: Du möchtest mit deinem Business so richtig durchstarten? Dann komm doch mit ins Erfolgscamp auf Mallorca

Bei Google gleich ganz oben auf der ersten Seite zu landen ist dein Ziel? Dann lass es uns anpacken. In dieser Podcast Folge erfährst du, wie du dein Ranking verbessern kannst. Alle Links, die du kennen musst: Du möchtest mit deinem Business so richtig durchstarten? Dann komm doch mit ins Erfolgscamp auf Mallorca

Social Media Marketing ist in der heutigen Zeit unglaublich wichtig. Wenn das Thema Reichweite auch dein Thema ist, schalte auf jeden Fall ein. Darum geht es in der heutigen Folge: Wie bekommst du mehr Reichweite? - definiere ein Ziel für dich (z.B. Geld, Reichweite, Follower) - wer ist deine Zielgruppe - welche Formate kannst du für mehr Reichweite nutzen - Personal Branding für mehr Reichweite auf Social Media Viel Erfolg und viel Spaß beim Umsetzen.

Wie kannst du dein Business erfolgreicher machen kannst, das erfährst du in diesem Podcast. Valuebased Pricing Wie kalkulierst du deine Preise? Vom Stundenlohn weg und hin zum Verkauf des Mehrwerts zu gehen kann viele Vorteile haben. Deine Positionierung Positioniere dich so, dass du dich aus dem Markt anhand deiner Vorteile abhebst. Dein Produkt Welche Lösung möchten deine Kunden haben? Orientiere dich daran, um dein perfektes Produkt zu kreieren. Kundengewinnung Es gibt etliche Wege, um an Kunden zu gelangen. Welche ist der Richtige für dich? Fokus An den richtigen Stellen Vollgas zu geben bringt dein Business voran. Alle Links, die du kennen musst: Du möchtest mit deinem Business so richtig durchstarten? Dann komm doch mit ins Erfolgscamp auf Mallorca

Elizabeth Ashley is one of the world's foremost essential oil researchers. Unlike other authorities in the aromatherapy field, she looks at the medicine of a plant from every angle, searching for the very earliest archaeological evidence of its spiritual and medicinal uses, right up to the latest discoveries from clinical trials and the labs. In this episode, Elizabeth talks to us about her unusual childhood, a lifetime spent working with essential oils, and the numerous books she has written with her talent for blending mystical, orthodox, and traditional medical approaches. Elizabeth is the daughter of one of the first aromatherapists in the UK, Jill Bruce, one of the founding members of the International Federation of Aromatherapists. She began her professional journey into essential oils in 1992. Following on from her diploma, she then completed her Advanced diploma in 1994, followed by certificates in Medical Dowsing and Medical Astrology, and in 1996, was awarded The Business Excellence Award by Business Link.In 1999, after working for seven years in the family aromatherapy business, she decided to break away and try something new, entering the world of commercial recruitment. There she learned a skill that set her apart from pretty much any other aromatherapist she has ever met…how to sell gently in a fiercely aggressive sales arena. In the 21st Century, this is a perfect description of the essential oil world.Every aspect of this is woven through The Secret Healer books because Ashley fervently believes aromatherapy is set to become one of the single most important healing modalities on the planet, but that most therapists lack the skills to seize that opportunity since certifications and diplomas simply do not focus on business and how to speak the language of essential oils. Her books seek to level the playing field between fact and fiction, orthodox medicine and us!The UK Director for the National Association of Holistic Aromatherapists and an overseas speaker for the International Federation of Aromatherapists, she is also a regular contributor for several professional and trade magazines. She writes about aromatherapy for Aromatika, where her work is translated into Hungarian, Aromaculture, and the NAHA Journal, and about sales and business for Holistic Therapist magazine, and has previously been professionally published by In Essence, the Aromatherapy Thymes, the IFA Journal, and The New Zealand Register for Professional Therapists.In 2018, together with Hungarian aromatherapist Gergely Hollodi, she hosted the world's biggest online summit for professional aromatherapists, Beyond The Essential Oil Recipe Summit, hosting interviews with of the other most respected authorities in aromatherapy.Useful linkshttps://www.thesecrethealer.co.uk/Tongue of the Trees CardsBooks by Elizabeth AshleyCyprus meditationTo learn more about plants & your health from Colleen at LabAroma check out this informative PDF: https://mailchi.mp/2fe0e426b244/osw1lg2dkh Disclaimer: The information presented in this podcast is for educational purposes only and is not intended to replace professional medical advice. Please consult your doctor if you are in need of medical care, and before making any changes to your health routine.

Do you enjoy the GDS Podcast? Help us to make it even better by completing our short, anonymous survey. Vanessa Schneider:  Hello and welcome to the Government Digital Service podcast. My name is Vanessa Schneider and I am Senior Channels and Community Manager at GDS. Today I'm joined by the Chief Executive Officer for GDS, and that's Tom Read.    Tom, thank you so much for taking the time to be here today. I know that you joined GDS back in February, which in these times feels like an eternity. But could you please introduce yourself and what do you do to our listeners?    Tom Read:  Sure. And thank you for having me. So I'm Tom. I'm the Director General and Chief Executive of the Government Digital Service. As you said, I've been here just over 3 months now. So effectively my job is to set the strategy for the Government Digital Service, work out how it aligns with ministerial priorities, how much money we've got, what we're currently working on, and then keep out of people's way as much as possible and let people get on with delivery. That's sort of what I'm here for, I think.    Vanessa Schneider:  OK, I hear it's not your first rodeo at GDS: do you mind sharing how this experience is different?    Tom Read:  Yeah. So I was, I was at GDS from for about 2 years in 2013 to 2015. Back then, I mean, everything was quite different. I worked in Liam Maxwell's area, which was the sort of, the more, the tech area than the digital area, and I was brought in to run a technology transformation programme in the Cabinet Office itself, plus DCMS [Department for Digital, Culture, Media and Sport]. It was great fun, really good fun.    How is it different? I don't know. It's... GDS back then was was smaller, much more sort of a scrappy start-up. It had this sort of triumvirate of real heavy hitters in Mike Bracken and Liam Maxwell and the Minister, Francis Maude, now Lord Maude. And so it had a really, it sort of felt very much on the bleeding edge and it was very much going out and trying to push down some doors to get people to-to let it exist and let it really make a difference. I think a lot of that spirit is still, still here in GDS. But there's a little thing I've written in-in our new strategy, which is we're not in start-up mode anymore. And I think that's it's quite important to recognise, we-we've, we've done that phase and now we're sort of maturing a little bit. So it's slightly different. But the spirit is the same.    So after 2015, I basically I did 2 years of just like super intense work, like it was just, you know, really, really fun. So much fun but incredibly tiring. And I basically sort of said, right, that's, that's it. That's my little tour of duty in government done. And I-I went off and joined a consultancy and about 3 months in working for the consultancy, which was a lovely place, really lovely place, great people. I suddenly thought, ‘ack, I'm not done, actually. I-I-I really miss government already’.    So later that year I applied for a few roles and I was successful in a role as the Chief Technology Officer at the Department for Business, as was. And I'd worked there with amazing people like Emma Stace, Mark O'Neill and other people, it was just - Andrew Greenway - it was, it was a really great team. And we really started to create a digital movement in that weird department because it's like a small policy department with loads of arm's length bodies. And it was good fun and we really got going.    And then there was the machinery of government change. So energy and climate change came in, education went out so universities and things went out to education. And I don't know if any of our listeners have been through machinery of government changes, they're like mergers acquisitions in the private sector. I kind of saw the writing on the wall. I thought that there isn't space for, for 3 directors in what was to become BEIS [Department for Business, Energy & Industrial Strategy].    And so I started to look around government and it happened. There was a vacancy coming up at the Ministry of Justice [MoJ] working for Sir Richard Heaton, who I worked to when I was at GDS, he was the Perm Sec[retary] of the Cabinet Office and one of my all time sort of heroes in government. And so I was sort of managed moved across to MoJ. And that's where I've been for the last 4 and a half years. Up until now, by a long way, the best job I've ever had in my career. It was just this incredible, meaningful work of helping some of the most vulnerable people in society to fix their lives and get an education and get their lives back on track. It was brilliant. So yeah, I've been, I've been in a few departments.    Vanessa Schneider:  Well, they tend to say, don't meet your heroes, but it seems to have worked out really well for you. I also wanted to give a shout out to Emma Stace because the Department for Education Digital and Technology team has just launched their first podcast episode with Emma in it.    Tom Read:  Oh, awesome. Oh, well, fantastic. Well, listen to that one. She'll be amazing.    Vanessa Schneider:  [laughs] But also listen to us!   Tom Read:  Obviously listen to us!   Vanessa Schneider:  So it's clear to me, just listening to you that you're passionate about digital government, always coming back to it as well and looking at your resume in general. But I was wondering why that was. What is the power of digital?    Tom Read:  What is the power of digital? That's a really good question. So the thing that's unique about digital teams in government, but also outside government, is we just have a relentless focus on users and how they work. And I know a lot of bits of government do that as well - it would be a bit insulting to policymakers to suggest we're the only people who do that.    But any bit of digital design, whether you're working for a supermarket or a retailer or a bank or government, you have to design around how users use things because otherwise they don't use them. And then you're wasting everyone's time, right? In government, I think we've used digital, now more the word data, user needs, these sort of things, kind of as stalking horses, they're, they're ways of expressing designing things around how users work. And I just think that's a great opportunity.    I also think government itself is fascinating because some some bits of government have been around for hundreds of years and some bits have been around for a thousand years. And without being simplistic, some of the processes haven't changed very much in that time. And so you can stick a website over it. But really, you need to look at the whole, you know, policy through to what outcomes you're trying to get, the process, and then digitise that. And I think that's really missing from how we talk about digital in a lot of cases.    Vanessa Schneider:  So, you mentioned obviously that you've been here for 3 months and some people make a big deal out of it - the first 100 days somebody has spent in a new job, especially in a leadership position. Is there anything that you're keen to share that you've learnt in this time, or maybe you found something that surprised you?    Tom Read:  Yeah, I mean, just so much. It's quite weird hearing it's been 3 months actually, because, in the nicest possible way, it feels like a lot longer. And I do mean that in a positive way. I've learnt a lot. There's, there's a lot. GDS is a funny place because everybody's got an opinion about GDS just anywhere in government. And beyond actually, everyone's got an opinion about what's good, what's bad. There's a whole set of people on Twitter who seem to spend most of their lives just commenting on what on what GDS is doing. And it's really peculiar. And so coming in, or sort of back in, but, but into this role from a department has been fascinating.    So it's sort of off the top of my head, a few things I've I've learnt. One is I think the, GDS is just completely full of, like, super intelligent, incredibly civic-minded people who care. And I think, yeah, I don't want to go on a soapbox rant about this, but that's probably the thing that people really miss when they're judging GDS, is just how much people care about, you know, service design and, you know, the underlying technology and content design, accessibility, all these things that really matter. It just, it really infuses everything when you're speaking to people. And there are people who have been here for like 7 or 10 years who just still have the same absolute passion for improving public services, which is amazing. I mean, I've got a short attention span, so a lot of respect for those sort of people.    On the, on the, sort of, the more complex side. I think, the first, we still sort of hark back quite a bit to sort of the first 5 years of, of GDS, which I don't think is uncommon in a sort of quote unquote start-up. You hark back to the early days - I was speaking to a friend who works at Monzo recently. And he was saying everyone still talks about when there were 30 of us and we were trying to build from scratch. We're not like that anymore. So I think, I think a lot of people still look back at where we had all this support and we were crashing down doors and building things. And it was busy and we were on stage a lot. And then there were 5 years of much quieter GDS over the last 5 years - still doing very important work, but taking much more of a collegiate view. And I think one of the things I've been puzzling through over the last 3 months is how do you get the happy balance between those 2? I think maybe we need to get back a little bit into the setting direction and pushing delivery as well as working together.    Vanessa Schneider:  Yeah I mean, I think one of the things that people remember when they hearken back to those good old days is also the mottos that sprung up. There's a lot of stuff that we say at GDS that has spread beyond, that's really been used a lot. For instance, doing the hard work to make it easy for the user. So obviously our ambition is to make dealing with government easier. Where do you think we are in this mission?    Tom Read:  That's not what I thought you were going to ask me. So I think we're at a really interesting point. So thing, things that have been done well over the last 10 years, we talk a lot about the really good services. There are lots of services in government that are better than you would find in the private sector. And I think that the narrative that government's never going to be quite as good as the private sector: I've worked in the private sector. It's just not true.    We're all roughly trying hard, dealing with legacy, dealing with complexity, competing demands, that kind of thing. So there are a bunch of things that have been done just incredibly well. So, you know, the passport service is just an exemplar. There are amazing things in digital tax. There's stuff we were doing at MoJ, there's there's stuff at DWP [Department for Work and Pensions], which is really, you know, pushing the boundary and properly, you know, micro-services, architectured services that will last and stand the test of time.    Equally, I think I think we just declared victory way too early. So it's one of the first things I was sent when I joined GDS was, I was like, we've got a list of the the paper forms in government, you know, the, the services that have never been touched. And I was sent a spreadsheet with with 4,000 lines, and each line is a PDF or a Word doc, that a user has to download, fill in, so they need a printer, then they can fax or post it. So you either need a fax machine - I genuinely don't know how that, how that technology works in the digital age - or you go to the Post Office and I think it's just not good enough.    So I think from that perspective, we've done a lot. We've embedded amazing digital talent across government. GOV.UK is standing firm and is still a really excellent sort of front end of government. But we've got a lot more to do. And I also think we're slightly, we have still been thinking in the context of 10 years ago, where it was a publishing layer and then individual silo transactions, I think we need to move beyond that now. We'll probably talk about that a bit more later. But I think we need to move beyond what was a good idea 10 years ago and iterate - use some of our, use some of our own secret sauce for that.    Vanessa Schneider:  I am so curious. Where did you think I was going to go with that question? [laughs]   Tom Read:  I thought you were going to ask me about some of the mottos [laugh from Vanessa] and whether they still stand up. So, you know, ‘the strategy is delivery’ and you've got on your laptop ‘Make things open. It makes things better.’ In fact, I've got it on mine as well. I-I thought you were going to ask about some of those things.    Vanessa Schneider:  Do, I mean, if you want to riff on that, go for it. [laughs] [laugh from Tom]   Tom Read:  There is a lot to be said for the, the memory that goes with catchy, meaningful slogans like ‘strategy is delivery’. It's great because the strategy was never delivery. Right. The strategy was deliver something quickly and make it so good that once people come to tell you stop doing it, they'll look like idiots because you built something brilliant, fast and cheap. It's not-- the delivery isn't the strategy. Strategy is let's not talk about it. Let's let's deliver something and then we'll have something to show for it, which is great and similar with, you know, the talk about user needs, not government needs. It's still government needs. It's just if you build it around how users work, then the service is cheaper and it'll actually be used online. It's it's sort of proxies for for what we're trying to do. Big fan of that sort of proper marketing.    Vanessa Schneider:  So I was wondering if you wanted to reflect on the mission of GDS now and for the next 3 years in context of the 5 points that you outlined in your blog post?    Tom Read:  Yeah, absolutely. So the first thing we're trying to do is we need to kind of say, what are we really going to focus on? Because it's, I don't just want a shopping list of what we're busy with. It's like what can we uniquely do in GDS? We've got this, like, incredibly privileged position of being in a centre of government. We're reasonably funded at the moment. Good ministerial support. What are we uniquely able to do in that position? Let's let's leave the departments to do, to do what they do.    So we've we've we've come up with with 5 points, as you say, and I'll sort of rattle through them, but sort of explain why I think they matter. So the first and kind of most important one is we have to keep the things that we're already running running. So we, GOV.UK is a obviously fundamental part of what we do. We need it up to date, we need the publishing tools to be modern. We need to be iterating some of the design patterns around finding content, around exploring, sort of navigating content. And we need to re-platform it. It sits on a tech stack in the cloud. But but that's coming out of support. So so keeping things running, it's not always sexy, but it is the most important - if we do nothing else we'll keep GOV.UK running.    The second thing we really want to go to is, focus on is, is kind of what I meant earlier around moving the dial from just doing transactional services. So we want to focus on what we're calling whole, whole services or solving whole problems for users. So an example. And we're not sure which examples we're going to use, right. But an example that that we're looking at at the moment is around having a baby.    So if you if you are a person and you're having a baby, I've made a list here. Things you might need to know about, that government can help you with are: maternity pay, shared leave, maternity allowances, registering the birth, getting child benefits, getting tax credits, finding childminders, getting nursery places. And at the moment, you need to understand all of those things individually. Then you need to apply for each to work out whether you are eligible. It's, well, well-intentioned nonsense. And really what you should be able to do is what you would expect in a commercial transaction where you would go on, you would have your details already stored and it would say you are eligible for these 5 things. One click and we'll sort it out for you.    And I think that's, maybe that's pie in the sky, there's so many reasons why that might not work. But that's what we're going to aim for. So so we're going to go hopefully for, as I said, really early days. And a lot of people have thought about this before. We are not unique in this, but we're going to look at maybe 5 or 10 ideas and try to push them through to delivery and work out: does GDPR stop us doing this, does money stop us doing this? Does the fundamental structure of government and accounting officers accountable to Parliament stop us doing this? I don't know, but we’re gonna have a good crack at it.    Vanessa Schneider:  I think I saw on social media, because that's part of my role as well behind the scenes, that there has been work on that previously by the government, I think it was in the days of Directgov and Business Link, that life services was actually already a concept. So will it be resurfacing that kind of work? Are you going to look back at the old material and see what learnings you've made since?    Tom Read:  Probably, yeah. So Jerry Fishenden, formerly of this parish, blogged about tweeted about it. I think it was before Directgov actually, that that that screenshot. So that was kind of based around life events. So having a baby is one. I think, I think some of them aren't life events. Some of them are whole, just just whole problems, like going abroad isn't really a life event. But you do need to think about what - particularly now - you need to think about passports, COVID[-19], political unrest. You need travel insurance. You need, yeah, vaccinations, you need visas. You know, that's not real life experience. It's more a collection of whole problems to solve one thing, which is the person wants to go abroad and needs government help. So we'll definitely look back on on on on that thinking. There's very little new under the sun. But equally, we haven't done it yet. So we need to, we need to press on and deliver.    Vanessa Schneider:  No it's that agile principle of iteration, isn't it?    Tom Read:  Right, exactly. [laugh from Vanessa]   Vanessa Schneider:  All right. You've obviously mentioned that we're looking at areas that maybe aren't being captured by government departments and also haven't had that attention previously. So I was wondering if there are still opportunities for us to learn from other departments in that area. I know, obviously, like the thing that you were mentioning with the forms, those are sort of those low-usage services, is that right? Will we be leaning on government departments that own those services a little bit or will it be solely in our purview?    Tom Read:  It's a really good question, we cannot do, there are bits that we can do ourselves from the centre, but they are quite limited. I talk to, I keep talking about the getting the balance right between centralisation and working with government departments, things like the long tail of digital forms in government. That's something we can't force people to do. The, we kind of have a two-part strategy here.    So you'll be aware that there's a new bit of Cabinet Office called the Central Digital and Data Office. And basically that's set up to take the the strategy, policy, capability, those sorts of bits, and also the spend controls and like the mandate. And so they will be looking at which departments, which agencies, which bits of government still have a lot to do. And flagging that, being, you know, I don't know, a scorecard or something, but some way of measuring progress.    We're ‘good cop’ in GDS. So our job is to build platforms, continue the work of government, so platforms, so Pay, Notify, we're going to build a way of submitting information in forms. And there may be 3 or 4 others that we're looking at. And the idea is if departments haven't digitised their simple lower transaction services, we'll give them everything that they need to do that, and we'll give them some help if they need some help to do it, and kind of slowly remove all the possible reasons why you wouldn't digitally transform. So we're the, we want to be the oil, the enablers to to help the long tails transform across central government primarily, but but also local government.    Vanessa Schneider:  And if you're interested in any of those products that Tom mentioned, we have a couple of podcast episodes that could be of interest [laughs]. So is there any chance that you can share more about what's happening at GDS right now with that focus?   Tom Read:  So we're in planning stages, is what I'd say. So we've got some some platforms that are really quite mature now, so GOV.UK Notify, I don't have the data with me, but GOV.UK Notify has an awful lot of organisations using it. We're going live with the alert cell broadcast system. And other platforms we're in planning stages. It's really looking at what are the barriers to adoption. And then we're also going to spin up a team to look at what are the next 5, what are the next 5 things that should be done centrally, may have already be done in 5 departments. So can we bring those together and package it and offer it back as a service, or do we have a federated approach to the platforms? We need to look at those different options over the next 3 months.    Vanessa Schneider:  Yeah, just to add in, it's been 2.9 billion messages sent since May 2016 when Notify started up. So honestly, hats off.    Tom Read:  It's cool.    Vanessa Schneider:  And a shout out to Pete Herlihy. I hope he's enjoying New Zealand. [laughs]   Tom Read:  I'm sure he is.    Vanessa Schneider:  Yeah. So I was also wondering, I think there might be some work on single sign-on and personalisation. I was just wondering if you wanted to give a sneak preview on those?   Tom Read:  Yeah, sure. So a single sign-on for government and a way of verifying your identity. So fundamental parts of our strategy for the next few years. We've got money this year. We've got a lot of political support for this. The, some of the most brilliant people I've ever worked with anywhere, worked on Verify over the last sort of 6 or 7 years, genuinely, just utterly brilliant technologists, designers and that sort of thing. And, and Verify worked, right. It's branded as like, that didn't work. It worked for millions and millions of people.    Equally, there are some design patterns that that that that haven't quite worked. It didn't work for for certain sets of users in government. And we are now in a position where we take all of that learning and we're going to effectively build a new set of services that allow, as I said, a single sign-on for any services that need them across government and a way of proving your identity to government regardless of your social situation.    I'm really excited about this. I'm genuinely excited about this for a couple of reasons. One is we've got all that learning from Verify that we can pick up on. Secondly, a load of governments around the world have done this now, they've they've they've gone out and built on what we did and they've built their own. Thirdly, we've got proper buy-in from across government, real buy-in from ministers and senior officials in DWP, HMRC [HM Revenue and Customs], Home Office. Everyone's kind of on board for this. They know this is needed and our new sort of, very sort of collaborative approach that we're taking is-is hopefully going to bear fruit.   Vanessa Schneider:  It's great to have those big hitters on board. Those are the services where users will find themselves logging in, in order to access the information that is specific to them, which I think brings us quite neatly onto personalisation, no?    Tom Read:  Sure. Yeah. You'll probably be getting the feel for this, that a lot of what we're talking about is interdependent. These aren't completely sort of separate silos of delivery.    Vanessa Schneider:  Then what is in government, right?    Tom Read:  Well, exactly. So the way to imagine this, we're not simply building a portal, that's first thing to say. I know that’s sort of a bogey word in government and or digital design in general. GOV.UK for a lot of people is just there to get information from. And that's fine. That's fine. For for for other people, for whom government is very important because they don't access it 4 or 5 times a year, they need to go in quite regularly because they need a lot of help from government or they’re going through something quite complex in their lives.    The concept is that you will use single sign-on to log on to a GOV.UK account. And from there, you will be able to access services ideally with one click, as I mentioned previously, you could have one click access to things you're eligible based on what we already know about you, or you can change your data. So the the great mythical beast in government is this thing called Tell Me Once. Right. So we we don't have a single register of citizens in UK government, but we have hundreds of them. We have, you know, our addresses, our names, dates of birth, addresses will be in a lot of databases across government. And if we move, I don't move very often because I'm at that stage in life, young folks move a lot and it's likely that most of those bits of data are wrong across government.    So that's sort of, a by-product of a personalisation is we should be able to update that data and push it out to other parts of government in a really seamless way. And what's really exciting about personalisation, though, is there are, there's so much information on GOV.UK and so many services. You kind of need a Ph.D. in Government Studies to be able to to know how what you're what you're eligible for, what's out there. If you could personalise it by saying, you know, so for me, I'm in my 40s, I have children, I travel sometimes, I earn a certain amount. The amount of information on GOV.UK will shrink right down to, I'm making up numbers here, but 5, 10 per cent of that information and I should only be offered services that are relevant to me.    And I think from that you're doing, you know, that old adage of - it's written on your laptop - doing the hard work to make it simple. We're doing the hard work of trying to get information about a person and yes, shrink down the complexity of government to what, to what is relevant. And equally, we're not going to mandate this, right? That's really, really key to remember. If people don't want to do that, you will be able to go into your GOV.UK account and, you know, show what data we're linking and and de-link it. If you don't want to do even that, you know, you can continue accessing services how they are now and certainly we’ll always have an assisted digital method for people who don't want to or can't access services in the ways I'm describing. But I think personalisation is-is the big, our big play over the next few years. I think it will be transformational for a lot of citizens.    Vanessa Schneider:  Yeah, you mentioned the next few years. Obviously currently you're in post the next 3 years, am, is that right?    Tom Read:  Well, no, that's that's kind of artificial. I think, I'm here forever. Right. So what I've been trying to say to people, I think because GDS has had quite a lot of change at the top, I'm just trying to make it clear that I'm not going anywhere anytime soon. I think if I'm still here in 5 years, you know, maybe somebody should start to say: ‘you should probably freshen up soon’. Equally, I'm certainly not staying less than 3 or 4 years. I mean, we've got a lot to do. I'm already enjoying it.   Vanessa Schneider:  I was going to say, this is this is what you're doing for 2021 to 2024, is that right?    Tom Read:  Yeah. I've, I've, I've tried to-to sort of focus on the current Parliament cycle.    Vanessa Schneider:  Right, but it's a lot. [laughs]   Tom Read:  It's a lot. It's a lot. And we don't do anything. I also didn't, I sort of think it's slightly artificial sometimes to say, you know, here's our 10-year strategy. Who knows what on earth is going to be happening in 10 years in terms of maybe they'll be tech innovations or maybe they'll be - more likely - machinery of government changes or something else. So I want us to focus on, you know, more than a year, less than 5 years. So our Parliamentary cycle, it also slightly secretly sharpens the focus for colleagues in the Treasury and so on for for the upcoming spending review.    Vanessa Schneider:  Very strategic, I see. I know why they hired you. [laugh from Tom] Do you want to dabble in a bit of future casting? What happens beyond, or you know, say we achieve everything that you set out? What can we do after?    Tom Read:  I have absolutely no idea, I don't think. So, I think - what do I think? - The, the, the-I'm sort of stepping into areas of the Central Digital and Data Office here rather than GDS, I think. But.    Vanessa Schneider:  It will influence our work. No doubt.    Tom Read:  We work hand in glove already. It really will influence our work. I mean, things that I'm really interested in long, long-term is the there is still a relatively low digital literacy across senior policymakers and ministers, you know, with some notable exceptions across government. And I think that will change organically. I think that is changing already. But I'd quite like to see, yeah, without wanting to be hyperbolic, I think fundamentally the way we do policymaking, it's not wrong. But it's the way we've done it for a lot of time.    What what what slightly worries me about that way of doing it is 2 things. One is we've never properly stopped and really understood what are the most important policy changes for users, for people out there. You know, really, would this policy change your life or is there something else that we could do for the same amount of money with the same ambition that would change your life more? And I think we need to, the very qualitative, but I think we need to do more of that when we're doing policymaking right at the beginning. That's one.    Two: We tend to use data to prove hypotheses rather than than to suggest policy ideas. Really, I think we should be, you know, the really good work that Alison Pritchard is doing over at the Office for National Statistics around creating a data analytics platform that takes government data from all departments. That that's key because you should be able to look at the data, use, you know, authentic machine learning or similar, or just complex algorithms and say ‘find the connections’ that we don't quite know. What is that group, that for some reason they share a set of character traits or share a set of socio-economic situations? And then later on, they are the people who end up in prison or big users of the NHS or similar. And let's create some policy initiatives from the data. I think that would be spectacular. So anyway, so once we fix, once we've fixed all of the long tail of government and we've made GOV.UK personalised and we've done a digital identity service, we've moved all the legacy technology in the government to the public cloud, we've made everything secure. Yeah, that's where we'll go next, I think.    Vanessa Schneider:  Obviously yeah, that-that's some amazing work to look forward to, I hope. But I think we should finish on the hardest-hitting questions that I have for you today.    And we'll start off with Marmite. Yes or no?    Tom Read:  Uh, yes.    Vanessa Schneider:  Working from home or working on location?    Tom Read:  Both.    Vanessa Schneider:  Jam before cream or cream before jam on a scone?    Tom Read:  Oh, well, my mum lives in Devon, so I'm going to get this the wrong way around and she'll be very upset. But jam and then cream.   Vanessa Schneider:  Ooh, that's the Cornish way.    Tom Read:  Damnit.    Vanessa Schneider:  Early bird or night owl?   Tom Read:  I'm a night owl. I'm not good at morning's.   Vanessa Schneider:  Morning coffee or gin o'clock?   Tom Read:  [laughs] Both! That's healthy isn’t it?   Vanessa Schneider:  We've been stalking your Twitter feed. [laugh from Tom]   Planes, trains or automobiles?    Tom Read:  Well, I'll get in trouble with climate folk won’t I? Look, I really care about it. It's...I really miss travelling. I really miss travelling.    Vanessa Schneider:  You're allowed to say cycling, walking, canoeing.    Tom Read:  Yeah, a bit of that. Bit of, I don't really canoe. I really miss travelling on-on planes. I do live near a flight path and I'm quite enjoying not having planes going over. So I'm a hypocrite like everyone else.    Vanessa Schneider:  Totally understandable. And this is quick fire isn't it.    So Batman or Superman?    Tom Read:  Sup--Batman.    Vanessa Schneider:  All right. All about the journey or the destination?    Tom Read:  [laughs] I don't know!    Vanessa Schneider:  Too, too airy fairy for you, that's OK, no worries.    What about crunchy or smooth peanut butter?    Tom Read:  I don't eat peanuts, so neither.    Vanessa Schneider:  Allergic?    Tom Read:  No, just don't like them.   Vanessa Schneider:  Fair enough. And finally, what do you think of the idea of an office cat? I know this one's hot on people's minds.   Tom Read:  So. I'm a big fan of an office cat. I think we should have an office cat. I don't know if it's practical. We talked about an office dog when I was at MoJ with a, with a little you know, pass on its collar that was quickly squashed by our DGs [Director Generals].   Vanessa Schneider:  Yeah I feel like I've put a cat among the pigeons by mentioning this. So [laughs] [laugh from Tom] there's always, there's always chatter amongst the staff, ‘Oh, can we please have an office cat?’. But unfortunately, because we share this building with other tenants, it's not been, not been an option, apparently, especially with cat allergies. I don't know how they get away with it, with Palmerston and FCDO [Foreign, Commonwealth & Development Office], for instance, you know, there's probably going to be people with cat allergies. But if you can put in a word, the cat people will be very grateful.    Tom Read:  OK, here's my most political statement of this whole interview. I will look into whether we can get an office cat. I think it's a great idea.    Vanessa Schneider:  Oh, fantastic. Well, I've run out of quickfire hard-hitting questions for you.    Thank you so much, Tom, for coming on today and sharing with us what you see as GDS's new mission and how that's going to be achieved. If you want, you can listen to all the episodes at the Government Digital Service podcast on Apple Music, Spotify and all other major podcast platforms. And the transcripts are available on Podbean.    Goodbye.   Tom Read:  Goodbye.   ---------------------- Do you enjoy the GDS Podcast? Help us to make it even better by completing our short, anonymous survey.    

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta.The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta. Wunmi Adekanmbi Wunmi Adekanmbi immigrated 10 years ago from Nigeria where she was a post-secondary instructor and researcher, and led a youth empowerment non profit. Wunmi is passionate about people, information and solutions - in that order. She is a strategist and a connector. Her greatest motivation is creating coherent value streams across organizational functional units using a systems thinking approach. She strives to inspire confidence and intentionality in leadership, equip teams to execute from a big picture perspective, and harness community inter-dependencies. Wunmi is the Organizer and host of Immigrant Techies Alberta, a tech enthusiast group for skilled immigrants who are in or are interested in pivoting to tech careers and startups. Yoyin Familusi Yoyin Familusi is a Business Strategist and Business Development Professional with over 17 years’ experience in Management Consulting, Enterprise Development and Business Planning. She has worked in corporate and nonprofit environments both locally and globally facilitating collaboration between organizations to improve success and business profitability. At Business Link, she provides leadership for the small business strategists team as they provide support to Albertan entrepreneurs. An entrepreneur herself, she thoroughly enjoys sharing her experience through facilitation bringing invaluable experience to clients and partners in the entrepreneurial ecosystem. She is a dancer and an avid reader who loves the smell of new books! Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out.We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show. Show Summary We discuss how Business Link is providing support for entrepreneurs and business owners at all scales and stages in Alberta. Yoyin also shares how she innovates in her personal life both as a mom and a new Canadian entrepreneur. Show Quote: "Innovation is process improvement. It's about continuously making things better for the end user." Credits... This Episode Sponsored By: SAIT School for Advanced Digital Technology Episode Music: Tony Del Degan Creator & Producer: Al Del Degan System Engineering Sponsor: Kris Chase - Chase Telecom Inc.  

Cześć! Dzień dobry!Zapraszam na Ekspresowe Podsumowanie Tygodnia w podcaście BSS bez tajemnic. Dziś tematy do odcinka wybrałem dla Was wspólnie z Michałem Matrasem z Pro Progressio, który codziennie analizuje treści pojawiające się na OutsourcingPortal.A oto linki do omawianych tematów:Podcast:Odcinek 40 podcastu Good Morning BSS World: Carlsberg – probably the best SSC in Poznań – interview with Emilia Adamowicz - https://youtu.be/2bx9AojUboEOdcinek 413 podcastu BSS bez tajemnic: Dlaczego warto, aby wynagrodzenia były jawne - https://youtu.be/qJ8xvngEx8oOdcinek 414 podcastu BSS bez tajemnic: Tygrysy Biznesu 2020 - https://youtu.be/2zjJENhAbtgOdcinek 415 podcastu BSS bez tajemnic: Polska trzecią destynacją świata dla usług Call Contact Centre - https://youtu.be/yJZEz2Xvi6kRaportySkanska i Business Link http://www.outsourcingportal.eu/pl/nowy-rynek-nieruchomosci-raport-skanska-i-business-link-5-trendow-i-4-modeleManpower- http://www.outsourcingportal.eu/pl/mimo-ograniczen-firmy-chca-zatrudniacNewsy:Jlabs - http://www.outsourcingportal.eu/pl/wszystko-co-chcecie-wiedziec-o-bitcoinie-kryptowalutach-i-zawodzie-programisty-blockchainGrant Thornton - http://www.outsourcingportal.eu/pl/punkt-szczepien-na-covid-19-w-zakladzie-pracyInvest in Pomerania - http://www.outsourcingportal.eu/pl/trojmiejscy-przedsiebiorcy-dotknieci-skutkami-pandemii-moga-korzystac-z-pomocy-samorzadowej-i-instytucjonalnejSzczecin - http://www.outsourcingportal.eu/pl/szczecin-zaprasza-na-studia-live-startuja-spotkania-online-z-maturzystamiCushman&Wakefield - http://www.outsourcingportal.eu/pl/karolina-furmanska-dolacza-do-zespolu-prs-w-cushman-wakefieldBlog Kariny Kreja - http://www.outsourcingportal.eu/pl/blog/karina-kreja/praca-z-dala-od-biuraZapowiedzi:Webinar: Wywieranie wpływu i obrona przed manipulacją - Część 1 - https://proprogressio.clickmeeting.com/wywieranie-wplywu-i-obrona-przed-manipulacja-czesc-1/registerWebinar: WARSZTATY PREMIUM: LIDER 4.0 - http://www.outsourcingportal.eu/pl/kalendarium/warsztaty-premium-lider-4-0Webinary Pro Progressio - https://webinary.proprogressio.pl/plZapraszam do kontaktu:Instagram - https://bit.ly/BSSbtInsta Facebook - https://bit.ly/BSSbtFB YouTube - https://bit.ly/BSSbeztajemnicYT LinkedIn - https://www.linkedin.com/in/wiktordoktor/ E-mail wiktor.doktor(@)proprogressio.plPatronami Podcastu “BSS bez tajemnic” są Marzena Sawicka i Przemysław Sławiński. Jeśli i Ty chcesz dołączyć do grona Patronów, to możesz to zrobić przez serwis Patronite - https://patronite.pl/wiktordoktor

In 2004 Jo Bradshaw was a Business Advisor for Business Link in Buckinghamshire, living a very normal, risk free, comfort loving and safe life.Over the next 3 years she took part in three cycle challenges, finally being offered a role as challenge crew by Discover Adventure (DA) which she did during my annual leave. In late 2007 DA offered her a job in their offices near Salisbury running the Open Challenges and life since then has never been the same. She moved the 120 miles from Bucks to Wiltshire in early 2008, halving her salary, selling her fancy 4x4, renting out her house and went from suits and business events to jeans, walking boots and a new way of life.She worked at DA for two years, leading many a trip over and above the office work and gaining invaluable experience. The office job was getting too busy to allow me out and about so she left the safety of a regular income and went freelance in 2010, gaining her Mountain Leader qualification and headed off into them there hills!Her job title is now Outdoor Instructor and Expedition Leader and since going self-employed she have now led 35+ expeditions on Kilimanjaro along with numerous other expeditions on foot, two wheels and horseback, most at high altitude, all around the world with both charity and private clients. In the UK she teaches and assesses the expedition element of the Duke of Edinburgh's Award from Bronze through to Gold as well as leading many a challenge on bike and foot in the UK and Europe. She also helps to deliver corporate team building events and expedition training weekends as well as public speaking about her experiences before she discovered the outdoors, Everest, the earthquake and beyond to corporates, schools and groups.She never thought she would ever summit Snowdon even once let alone any other mountains. Becoming the 3rd British woman to reach the true summit of Manaslu (the world's 8th highest mountain,) standing at 8163m in September 2013 and then being the 36th British woman to reach the summit of Everest in May 2016 have been huge and unexpected achievements.She has gone from having severe vertigo and a great ability to say no way too often to facing her fears, saying yes more and turning my life around. She is now en route to complete the 7 summits and continue to raise funds and awareness for children's mental health charity Place2Be.This is a great chat about life before realising how adventurous and resilient she could be, to talking about challenges big and small. How do we learn to know how to push ourselves but know where the line is between safety and possible danger to life?We talk about the seven summits on seven continents challenge and how she got to be that person. Jo is funny and interesting, the chat is peppered with musings and advice on finding out how to be your own champion, growing in experience and confidence and enjoying the journey as much as the end goal.https://www.jobradshaw.co.uk/https://www.linkedin.com/in/jo-bradshaw-89b13885/https://www.facebook.com/jobradshawadventurer/https://www.instagram.com/_jobradshaw/

Episode 53 - 24/2/21 On today's episode Jo Wood & Zoe Whitman were joined by Matt Perkins, Senior Partnerships Manager for FreeAgent. Matt has a sound background in sales and marketing, developed over 25 years in the retail and manufacturing sectors. He also has a wealth of practical experience through running his own distribution business. Matt is a qualified business advisor and a mentor for the government's Growth Accelerator scheme. During four years as an advisor at Business Link in London, Matt worked directly with companies across many sectors, from kitchen-table startups to established £24m turnover businesses, on all aspects of management and development. Following the closure of the Business Link service, Matt planned and supervised the implementation of the UK SME engagement strategy at PayPal UK. Today Matt is Senior Partnerships Manager for award-winning accounting software provider, FreeAgent. He works on diverse projects from negotiating large commercial deals to delivering educational workshops for small business owners. They covered: What Bookkeepers' Boost Week is What bookkeepers learn from it Why bookkeepers should attend When Bookkeepers' Boost Week is running Why bookkeepers' are so important to small business at the moment For more information on our courses please visit : https://6figurebookkeeper.thinkific.com/collections Join us on Facebook in The 6 Figure Bookkeepers Club - https://www.facebook.com/groups/6figurebookkeeper, we will be running our next Free Bootcamp 22nd March-28th March, sign up here: https://www.6figurebookkeeper.com/bootcamp Connect with Jo Wood at www.linkedin.com/in/jowood1 Connect with Zoe Whitman on Instagram _zoewhitman Or find them in Clubhouse: @jowood @zoewhitman To find out more about Bookkeepers' Boost Week: https://www.freeagent.com/accountants/events/

Was treibt dich als Coach an? Wenn deine Kunden Ergebnisse haben. Wie du das am besten erreichst, ist immer und immer wieder eine genaue Beobachtung.Bei der 21-Tage Newsletter Challenge, die über 3 Wochen geht, sind die Ladys richtig on fire und gehen in die Umsetzung. Diesen Spirit und diese Erfolge wünschen wir uns auch noch mehr für unsere Online Durchstarterin Teilnehmerinnen. Denn wie heißt es so schön? Du brauchst immer so lange, wie du dir Zeit gibst. Und es wird Zeit, auch hier noch ein bisschen mehr aufs Gaspedal zu treten.Heute also ein kleiner transparenter Blick hinter die Kulissen und der Beobachtung, dass Zeitdruck manchmal sehr sinnvoll sein kann, damit wir in die Umsetzung kommen.Erwähnte Links:Johanna auf Instagram @byjohannafritzUnsere Linkliste mit 220 Business Link: byjohannafritz.de/linkliste

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta.The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta.Mark Shields Working with entrepreneurs through Business Link, Mark gets to spend his days helping people solve their problems. This can take widely different forms from client to client which really keeps him nimble in strategy. Mark is able to offer some particular strategy around financials through his time studying accounting and methodically pursuing a CPA designation.Sophia Tang ditched her comfy corporate executive career in pursuit of social entrepreneurship. Her goal is to reduce local food waste by food upcycling and help people like you to make conscious and compassionate purchases. Check out her delicious upcycled snacks at coRISE.ca and follow coRISEfoods on social media. Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out.We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show.Show SummarySophia Tang is a Social Entrepreneur and Founder of coRISE. She chats with Mark about food waste and her decision to start a company with a mission to end food waste by upcycling food in Alberta.Show Quote:"In Alberta alone, over 70,000 Kilograms of grains per day are wasted just in the brewing process.""One of the things that I really had to overcome was sustainable packaging ""Only 9% of all recyclable products in Canada, are actually recycled. Most end up in the landfill because the city doesn't have the capacity to process all of it."Credits...This Episode Sponsored By: Community Now! MagazineEpisode Music: Tony Del DeganCreator & Producer: Al Del DeganSystem Engineering Sponsor: Kris Chase - PODMaster 2020

Matt Hill, a Business Strategist with Business Link covering covering Lethbridge, Medicine Hat, and all the rural communities of Southern Alberta joins our host Sandra Milne on this episode. Based in Brooks, Matt is perfectly placed to reach entrepreneurs throughout the region. In this episode, Matt explains how Business Link helps businesses in the region succeed, and discusses up and coming programming that you can access.

Interview with Martin Traynor OBE Martin has extensive experience in the leisure and hospitality sector, following a successful career in hotel management. After being elected to President of the Leicestershire Chamber of Commerce in 1999, Martin decided to change career and take up the role of Group Chief Executive of the Leicestershire Chamber (including CEO of Business Link, Leicestershire). After leaving the Chamber in 2014 to set up his own consultancy business, Martin also took on a number of Non-Executive roles, including Chairman of the King Richard lll Visitor Centre Trust, Chairman of The Forest Experience Ltd, and Deputy Chairman of University Hospitals of Leicester NHS Trust. Martin has a long history of working with local, region, and central government on economic development, regulatory reform, and procurement. Martin has recently completed two three years terms on the Govt's Regulatory Policy Committee. He has also served as a Champion for the Govt's Red Tape Challenge and an Advocate for Business Focus on Enforcement. During his time at the Leicestershire Chamber, Martin successfully piloted the Better Business for All programme and worded with colleagues from Regulatory Delivery to role out the programme across the LEP network. In the 2007, Martin was awarded an OBE in HM The Queen's New Year's Honours for “services to business and the community of the East Midlands”.

The Cake Dish Podcast welcomes photographer/videographer/graphic designer/poet & all encompassing creator Banjo Funk who drops gems on the Black Lives Matter movement, being a black creator & exuding that through his work & much more! Let's dish! --- Support this podcast: https://anchor.fm/thecakedish/support

Thank you for listening to the Leaders, Innovators and Big Ideas podcast, supported by Rainforest Alberta.The podcast that highlights those people who are contributing to and/or supporting the innovation ecosystem in Alberta.Mark Shields Working with entrepreneurs through Business Link, Mark gets to spend his days helping people solve their problems. This can take widely different forms from client to client which really keeps him nimble in strategy. Mark is able to offer some particular strategy around financials through his time studying accounting and methodically pursuing a CPA designation.Brett Colvin Brett is a lifelong entrepreneur and leader. Before becoming a lawyer, Brett owned a successful painting business and lead the University of Alberta varsity soccer team to countless victories. After law school, he worked at Canada’s largest law firm as a corporate lawyer for 4 years. He saw first hand every day that most people need legal help but can’t afford it. They don’t qualify for Legal Aid, but the typical firm rates are simply out of reach. Determined to find a way to fix the crisis, Brett left the world of corporate law and started building a team with the shared goal of changing the world. Today, he's the CEO and Co-founder of Goodlawyer, an online marketplace dedicated to helping people find the legal help they need.Please be sure to share this episode with everyone you know. If you are interested in being either a host, a guest, or a sponsor of the show, please reach out.We are published in Google Podcasts and the iTunes store for Apple Podcasts We would be grateful if you could give us a rating as it helps spread the word about the show.Show Summary:   Show Quote:Credits...This Episode Sponsored By: Community Now! MagazineEpisode Audio Editing: Kate Day - KD Sound DesignEpisode Music: Tony Del DeganCreator & Producer: Al Del DeganSystem Engineering Sponsor: Kris Chase - PODMaster 2020  

The Cake Dish Podcast welcomes Don Rock, Florida DJ & producer, who sat down with us to dish on women in hip-hop, gaining a seat at the table, woman empowerment & so much more! Let's dish! --- Support this podcast: https://anchor.fm/thecakedish/support

My guest today is Mark Nicholls, Founder of the Tectona Partnership. Chartered Accountant meets Civil Engineer. Managed team of over 100 at Business Link. Co-founder of Tectona in 2012 providing an insightful and cost-effective alternative to a full time CFO. Exeter University. 2 boys. Car fanatic. Amateur (very) cricketer. Recreational flyer. Skier. Golfer. What we'll be discussing today: What does a CFO or FD actually do? Covid-19 Issues faced so far. What is likely to come? What pinch points do we foresee? What are businesses doing about it? Keeping costs down. Are you outsourcing? Anyone thinking of discounting - best first understand the implications. Cash is tight and going to get tighter - you must plan and plan hard. What is scenario planning? How should businesses get raising finance right - first time? Are you straining your creditors? What is Mark working on at the moment? A "Profit Booster" https://tectonapartnership.com/profit-booster/ session with the masters. Help with funding applications. Outsourcing really does make sense for some businesses. How to get hold of Mark: LinkedIn: https://www.linkedin.com/company/tectona-partnership-limited/ Twitter: https://twitter.com/tectonapartners Website: https://tectonapartnership.com/ A Bit about Fearless Business: Join our amazing community of Coaches, Consultants and Freelancers on Facebook: >> https://facebook.com/groups/ChargeMore And check out the Fearless Business website: >> https://fearless.biz

Today's guest is Martin Traynor OBE, Small Business Crown Representative, Cabinet OfficeMartin Traynor OBE comes from a business background, with much of his early career spent in the hospitality sector, managing various hotels across the UK. He then spent 14 years as Group Chief Executive of Leicestershire Chamber of Commerce (including the Business Link service). In recent years, Martin moved to a portfolio career where he is now a Non-Executive Chairman of three leisure businesses, Deputy Chairman of a University hospitals of Leicester NHS Trust, and has also completed two three-year terms on the government's Regulatory Policy Committee.In the 2007, Martin was awarded an OBE in HM The Queen's New Year's Honours for “services to business and the community of the East Midlands”.In this episode, we will discuss Martin's Early life and education First Job Entry and 22 years Experience in Hospitality sector 14 years as Group Chief Executive of Leicestershire Chamber of CommerceGovernment's Regulatory Policy Committee role Small Business Crown Representative, Cabinet Office roleRecommended SME resources First reaction hearing Covid19 lockdown and subsequent approachAdaptation to new normal Advice to people wanting to pursue non executive career One kind or thoughtful thing someone did to himKindest person he knowsBest piece of advice he has receivedBiggest lesson life has taught himand few random questions.. Key Nuggets Unique role in working with government Procurement and small business 21000 regulations that determined day to day life 4000 procurement officersGovernment is custodian of British Pound£60 billion central government spend every yearDo you have £10m insurance - changed the wording Will you insure to the value of £10m ? Every £3 government £1 spend on SME Whole of civil service is engaged in Covid19 crisisWe have done something that we havent done in the past Type "Business Support" in Search Engines Type "Public Appointments" in Search Engines Sign up for Goverment e-alerts Covid response isnt sprint its a marathon Utilise Contracts finderCalibre of people working in the cabinet office I am very inclusive taking people with me on the journey Two life skills to master - Organisation skills and communication skills Always consider Glass is half full You are on this planet once When you are in a meeting, listen to what is not said Hold the faith, We will get over this! Recommended links https://www.gov.uk/government/people/martin-traynorhttps://www.linkedin.com/in/martin-traynor-obe-640421b9/https://www.gov.uk/coronavirus/business-supporthttps://www.gov.uk/business-support-helplinehttps://www.gov.uk/contracts-finder

Cześć! Dzień dobry!Zapraszam na 139 odcinek podcastu BSS bez tajemnic w którym pochylam się nad tematem jakim jest odpowiedź na pytanie – co stanie się z biurami dla BSS po pandemii?W ostatnich tygodniach odbyłem kilkadziesiąt rozmów z menedżerami ze świata BPO i SSC i temat biur powracał w tych rozmowach jak bumerang. Co zrobić z biurami kiedy ich obecnym najemca jest … wiatr? Jak w przyszłości radzić sobie z kosztami biur? Czy model pracy zdalnej się sprawdził i powinniśmy oddelegować pracowników do pracy w domu na stałe?Zapraszam – posłuchajcie co mam do powiedzenia na ten temat!Acha! – zaczynam od polecenia wysłuchania innego podcastu – audycji Wojtka Strózika – tu jest link - https://www.spreaker.com/episode/25900126. W tym odcinku wpadłem a grad pytań, które Wojtek mi zadawał w odniesieniu do sektora BSS--- linki ---Klub Pro Progressio - https://www.proprogressio.pl/pl/klub-pro-progressio.htmlPodcast na Instagram - https://www.instagram.com/bss.bez.tajemnicPodcast na Facebook - https://www.facebook.com/bssbeztajemnic--- przykładowe strony biur coworkingowych i serwisowanych ---We Work - https://www.wework.com/pl-PLNew Work - https://www.newworkoffices.com/plCity Space - https://cityspace.pl/Regus - https://www.regus.pl/Business Link - https://business.link/Bobo Coworking - https://bobowork.pl/

Small business owners are facing big challenges in the wake of COVID-19. Business Link has gathered current information and resources available to businesses as they work through the implications this has had on them. Sue and Andrew are joined by CEO of Business Link, Barbara Mckenzie. 

For this Black Business Link Up episode , we sat down with Up & coming rapper & entrepreneur, Tae Blaze to discuss everything from the music business to hustlin & plenty more! Let's dish ! --- Support this podcast: https://anchor.fm/thecakedish/support

The Cake Dish presents Black Business Link Up featuring Eyeconic The Photographer. He stopped by to discuss marketing, clients vs customers & so much more! Let's dish! --- Support this podcast: https://anchor.fm/thecakedish/support

In this episode, Steve Knapp talks about the Ministry of Foreign Affairs & Trade (MFAT) funded programme Business Link Pacific (BLP), and the “missing-middle;” those businesses that are too big for microfinance and informal local investors, and too small or too risky for banks or direct investors. Steve explains how BLP supports business' during their growing phase, so they can reach their full potential, and how growing businesses can access these services. Steve Knapp is the Director of Business Link Pacific. Host: Emma Crawford-FalekaonoEmma has over 15 years’ experience in chartered accountancy and commercial environments globally. She started her career in accounting before taking time out to deploy as a Military Police Officer to Southern Afghanistan. In 2014, she made the move into the tech industry and is now a Business Consultant for Business Link Pacific, delivering professional development and skills training courses to growing businesses in the Pacific region. Credits:Recorded, mixed & edited by Dave Rhodes of Dave Rhodes Productions.Music credit: Alex KhaskinBusiness Link Pacific is a private sector programme supported by the New Zealand Ministry of Foreign Affairs & Trade and DT Global. The core team is based in Auckland, New Zealand and supported by in-country partners in Fiji, Samoa, Papua New Guinea and VanuatuFor more information visit the Business Link Pacific Portal: https://businesslinkpacific.com/

Das Netzwerk ist das höchste Gut eines Unternehmers, der dauerhaften Erfolg und Wachstum im Auge hat. Um so verwunderlicher ist es daher, dass die wenigsten so wenig Zeit dafür aufwenden. In dieser LinkedIn Master Hack 2020 Episode: Elegant woman sitting in a sofa with network and connection concept LinkedIn Netzwerkaufbau mit System Das Netzwerk deines Netzwerks nutzen Links zu Dingen, über die ich spreche: LinkedIn LinkedIn Master Hack 2020 Hilf deinen Business Freunden mit Geld besser umgehen zu lernen und ihren monatlichen Umsatz zu steigern.... Wenn du den Panzerknacker Podcast magst, besuche www.panzerknacker-podcast.com, um dich kostenlos anzumelden, und du wirst keine Episode verpassen. Und wenn du den Panzerknacker Podcast wirklich magst, würde ich mich freuen, wenn du es einem Freund weitersagst (vielleicht sogar zwei). Folge mir auch auf Facebook Klick mir ins Gesicht Transcript   Es ist das wichtigste Gut eines Unternehmers oder jeden, der es werden will das Netzwerk. Und es ist ein offenes Geheimnis, dass ein Business Netzwerk nochmal hochwertiger ist als ein privates Netzwerk. Denn in einem Business Netzwerk kann man was machen. Geschäfte und das sind doch alle daran interessiert, [00:00:30] Geschäfte zu machen. Und wie ich auf LinkedIn auf das Netzwerk meines Netzwerks zugreifen. LinkedIn Master Hack 2020 Das erzähle ich dir heute. Es ist ein ganz kurzer Technique, der aber sehr, sehr unbekannt ist, aber umso mehr Power hat passer of. Wenn du noch nicht auf links bist, solltest du auf links gehen, denn links ist für den Business Link auf [00:01:00] jeden Fall dasselbe wie Facebook für Privatmenschen. LinkedIn Master Hack 2020 Und jeder möchte auf LinkedIn Business machen und Geschäfte abschließen. Und deswegen ist das auch ganz normal, dass man da nur Geschäftsleute trifft. Jetzt ist dein Netzwerk genauso wie mein zu wie jedes andere. Relativ begrenzt. Und es ist auch ziemlich schwer, Menschen zu finden, Entscheider zu finden, die dich weiterbringen. Aber es gibt einen richtig geilen [00:01:30] Trick. LinkedIn Master Hack 2020 Und zwar wenn du auf Link angemeldet bist, du gehst also in deinen, lenkt den Account rein. Egal ob es der kostenlose oder bezahlte Account ist. Und dann hast du links oben das Symbol in Blau, und dann hast du eine Suche.   Wenn du in dieses Ich hab, ja ich hab es jetzt grade offen und mache das alles eins zu eins nach und. Wenn du jetzt in dieses Suchfeld rein schaust, [00:02:00] dann fällt dir da gar nicht so viel auf. Wenn du aber rein klickt, dann erscheint rechts eine Lupe. Zumindest ist das bei mir so. Und unten unter dem Link fällt Unter dem Suchfeld kommen verschiedene Tags Personen, Jobs, Inhalte, Unternehmen, Hochschulen und so weiter. Die ignorieren wir jetzt mal.   Und dann klicke einmal auf die Lupe drauf, denn was jetzt passiert ist Es öffnet sich ein neues Fenster. Und was viele dann übersehen, [00:02:30] ist, dass in der zweiten Spalte Filter Kriterien erscheinen. Und diese Filter Kriterien sind unendlich wertvoll. Denn einer dieser Filter bringt uns weiter. LinkedIn Master Hack 2020 Er bringt uns nämlich in das Netzwerk des Netzwerks. Stell dir mal vor, du kennst hundert Leute, und jeder deiner hundert Leute kennt nochmal hundert Leute. Dann hast du ein Netzwerk von zehn tausend Personen, auf das du zugreifen kannst. Du musst nur wissen, wie du [00:03:00] die in das Netzwerk von jedem einzelnen deines Netzwerks reinkommt. Der erste Punkt, der hier jetzt aufleuchtet, der erste Filter Möglichkeiten einer zweiten Zeile ist jetzt Personen.   Es gibt noch Jobs, Inhalte und mehr, aber die Personen interessieren uns. Klick auf Personen drauf. Nein, ganz rechts Entschuldigung, mein Fehler clicks du auf alle Filter, nicht auf Personen, sondern auf alle Filter. Und jetzt kommen [00:03:30] alle Filter für die Personen? Nein, es war doch richtig. Achtung, ich mache es nochmal, du kriegst auf Personen. Und dann liegst du auf alle Filter. Dann kriegst du alle Filter für die Personen Suche.   Wir machens nochmal von Anfang an. Du klingst, du gehst in deinen Link Account rein, links oben ist ein Suchfeld. LinkedIn Master Hack 2020 In dieses Suchfeld klicks du rein, damit auf der rechten Seite des Suchfeld eine Lupe erscheint, wenn [00:04:00] die Lupe erschienen ist. Ist unter dem Suchen fällt, steht das Wort Personen. Das wählst du an ganz rechts steht dann alle Filter. Das clicks du auch an. Und jetzt bist du in dieser Matrix, in der du drin sein möchtest.   Und diese Matrix heißt alle Filter für die Personen suchen. Was du dann siehst, ist gleich links oben als erstes Kontakte. Erstens, und zweitens clicks du jetzt zweitens an, dass. Drittens ist ausgeblendet [00:04:30] bei mir. Es kann sein, weil ich keinen bezahlten Account mehr habe. Das zweite reicht aber schon aus, das heißt, du kommst in die Kontakte der Kontakte rein.   Ja, du möchtest die Kontakte in der zweiten Ebene deines Bekanntheitsgrades abfragen. Jetzt wird's cool. Kontakte von füllen wir nicht aus, aber Standorte nehmen wir doch einfach mal in Deutschland. Ich mach das einfach mal mit. Jawoll, [00:05:00] und jetzt gehen wir. Scrollen wir nach unten, dann steht da alle Unternehmen, frühere Unternehmen, Branchen, profil Sprache. LinkedIn Master Hack 2020 Da kann man vielleicht noch Englisch angeben. Was uns aber viel mehr interessiert, ist, wenn man ganz nach unten scrollen. Und jetzt wird's lustig. Steht der Titel jetzt gibt doch einfach mal C, O oder Geschäftsführer oder CFO ähnliches ein. Und das mache ich jetzt einfach Macy ein. [00:05:30]   Hier oben rechts auf anwenden und jetzt habe ich ein und zwanzig tausend neun hundert vier und zehn Treffer von Sidos in Deutschland, die in zweiter Linie in meinem Netzwerk stehen. Ich kann nochmal auf alle Filter gehen und kann jetzt auch sagen Ich möchte in den Bronchien. LinkedIn Master Hack 2020 Beispielsweise gebe ich mal. Finanzdienstleistungen ein und. [00:06:00] Jetzt habe ich auch noch die Branche targeted, also ich möchte alles aus in Deutschland, die mit meinem Netzwerk in zweiter Ehe in zweiter Linie bekannt sind und die zu der Branche Finanzdienstleistungen gehören.   Ich gehe wieder auf Anwenden, und ich habe immer noch sechs hundert sieben Treffer mit C aus, mit denen ich mich vernetzen kann. Ich habe den Sie, der globale Finanzberatung. Ich hab den Form davon klar. Ich habe den [00:06:30] C O von einem Fintech Unternehmen, von Ränke von Rewe und so weiter und so fort. Und mit diesen Menschen vernetzte ich mich. Stell dir vor, ich freunde mich mit diesen sechs, hundert und sieben Menschen an, und das nur im Februar. Und von diesen sechs und sieben Menschen sagen nur zehn dieser Freundschaftsanfrage zu 100 Prozent. LinkedIn Master Hack 2020 Dann hätte ich 60 Sie aus. Was denkst du, wie viele weitere CEOs [00:07:00] diese 60. Sie kennen? Das heißt, ich könnte Ende Februar die gleiche Abfrage nochmal machen und würde unendlich viel mehr Treffer landen? Und kann so mein Netzwerk sehr, sehr, sehr Tagestief und sehr hochwertig erweitern.   Wenn du heute nichts zu tun hast, leg mal los und macht dich mal noch mit ein paar Entscheidern vom Wochenende bekannt. Ich hoffe, der kleine Tipp hat dir geholfen. [00:07:30] Ich bin heute nicht zu erreichen. Ich flieg heute auf Mallorca. Ich muss. Bis Sonntag muss ich noch ein paar Immobilien anschauen. Und Sonntag zum Superbowl bin ich dann rechtzeitig zurück. Ich wünsch dir einen schönen Tag, freu dich aufs Wochenende und denke mal, dran sei die Stimme, nicht das Echo. LinkedIn Master Hack 2020  

If you're thinking about starting a business, it's likely that writing a business plan and then borrowing money will be two factors putting you off. My guest today runs workshops which show budding entrepreneurs how to get started in business without lengthy business plans or potentially ruinous loans from the bank. Alan Donegan is co-founder of PopUp Business School. When he set up his business 12 years ago, he went along to government funded Business Link, who did more to scare him off starting than they did help! This negative experience inspired Alan to turn entrepreneurship on its head. He developed PopUp Business School to support the people who are saved off by business plans, debt and traditional planning. PopUp Business School runs inspirational training courses designed to help people start small businesses and make money doing what they love. In this episode, we chat about the importance of selling your value before you create it, why it's possible to make money doing what you love, and Alan's experience with the FIRE (Financial Independence, Retire Early) movement. Here's my conversation with Alan Donegan from PopUp Business School in episode 469 of Informed Choice Radio.

Czy ludzie przestają być potrzebni? Kiedy szukasz nowego biura zazwyczaj trafiasz w ręce agenta nieruchomości. Agent (lub agentka) doradza i przeprowadza Cię przez cały proces wyboru i podpisania umowy. Taka usługa oczywiście kosztuje. Mimo, że jako najemca teoeretycznie nie płacisz za pomoc to wynagrodzenie agenta wliczone jest w Twój czynsz bo przecież ktoś za to musi zapłacić. Agent jest człowiekiem więc ma też swoje priorytety i nie zawsze najwyższym jesteś Ty. Czasem jest to dobra relacja z właścicielem, czasem chęć szybkiego zamknięcia transakcji, czasami zobaczysz tylko te lokalizacje, które dają wyższą prowizję od podpisanej umowy. Z Konradem Okłą poznaliśmy się rok temu na konferencji branży nieruchomości i rozmawialiśmy o tym czy technologia może zastąpić człowieka...i właściwie czy zawsze powinna. Zastanawialiśmy się czy dzięki technologii można zmienić rynek i panujące zwyczaje i realnie obniżyć czynsz. Ja cały czas szukam rozwiązań, które opierają pomysł na wartości biznesowej i potrzebach rynku a nie tylko technologiach i innowacjach. Dlatego zaprosiłem Konrada do Business Link, żeby sprawdzić co kombinuje Realko24:)Więcej materiałów do tego odcinku na stronie:http://proptechpoland.org/33Więcej odcinków:http://proptechpoland.org/podcasty

Hoy analizamos una aplicación simple y sencilla, que nos permite generar enlaces directos para realizar una valoración en Google Business de nuestro negocio.

In this episode, we talk to Liz Lutgendorff and Rosa Fox from the GDS Women's Network. A full transcript of the episode follows: Angus Montgomery:Hello, and welcome to the third edition of the government digital service podcast. My name’s Angus Montgomery and I’m a senior writer at GDS, and for this episode of the podcast we're going to be talking to Liz Lutgendorff and Rosa Fox from the GDS Women’s Network, so thank you very much both for joining me. Rosa Fox:Thank you for having us. Angus Montgomery:Before I start, if I could just ask you, because we're going to go on to talk about the Women’s Network and what it does and why it was set up, and why it exists in GDS, and we’re loosely talking about it because 2018 is the centenary of women suffrage in the UK, and in fact I think on the 21st November 1918 women could be elected to parliament for the first time, so I think in February there was universal suffrage, or women suffrage in 2018, in November women could be elected to parliament, so we’re hoping that this will be released at about that date so that’s why we’re here. But before we go into that, I was hoping you could tell me a little bit about yourselves and how you ended up at GDS and what you do. Liz, if you could let me know, how long have you been at GDS and what do you do here? Liz Lutgendorff:I’ve been here almost seven years now, so I am like a veteran of GDS. Angus Montgomery:Since the beginning. Liz Lutgendorff:Almost the beginning, so I’m pre-GDS but not pre-GOV.UK, I think, so I was brought on in January 2012. Originally I was looking at this site called Business Link, if anyone remembers it, to analyse the user needs to add them to what was then the beta of GOV.UK. I was with the content team for about four or five years, and then I worked with the GOV.UK programme as a whole, trying to make us more efficient and use data better, and then January this year I moved to Verify to do the same thing, so looking at data analysis, how the programme works, things like that. Angus Montgomery:Cool, and Rosa, what do you do and how long have you been at GDS? Rosa Fox:Yes, so I’ve been at GDS for nearly three years, and I work as a software developer. I was on GOV.UK for two years doing mostly back end development in a language called Ruby and I then joined Verify, maybe about six months ago, so, yes, me and Liz are now on the same programme, and, yes, working in Java on the Verify project, so, yes, it’s good. Angus Montgomery:What was your background, what were you doing before you came to GDS and to government? Rosa Fox:Worked in quite a small Ruby on Rails agency previously, and then before that various jobs, mostly in small tech companies, and then before that I was studying my degree which was half music half computer science. Angus Montgomery:So sort of background in the wider private sector tech industry? Rosa Fox:Yes. Angus Montgomery:Liz, how about you? Liz Lutgendorff:Broadly the same. I was working for a start-up and before that I was working for a company that did accessible formats. It was a translation company but also did accessible format, so kind of just that, and then before that I was in Canada and I was in university. Angus Montgomery: Cool. You’re both obviously involved in the Women’s Network at GDS. Do you have formal roles in it, what do you do for the network? Rosa Fox:  I am a co-chair of the Women’s Network. In January we re-launched the network, so me and a colleague called Amanda Diamond, who is now on loan to ACAS, but she was really instrumental in re-launching the network with me. On Amanda’s departure Nicky Zachariou and Laura Flannery have joined me as co-chairs. As a part of that, as a part of the big re-launch, which I can go into more detail later, we created five working groups, and we have people involved in a lot of the different groups, so Liz is involved in events mostly- Liz Lutgendorff: And the pay transparency. Rosa Fox:  Yes, and pay transparency.   Angus Montgomery: Okay, cool, so very active roles both of you. Rosa Fox:Yes. Angus Montgomery: Why does the Women’s Network exist and what’s its purpose, what’s it there to do? Liz Lutgendorff:I’m trying to remember back to when we started it, but I think it was still at Aviation House, were you here when it started or had it already existed? Rosa Fox: I read that it started in 2014, so I wasn’t here but you probably were. Liz Lutgendorff: I think it was generally that GDS had been growing larger. We were becoming more – moving more from being a kind of scrappy start-up to actually having formal things, and how we as employees improve the organisation. I think a lot of us were actually becoming permanent employees rather than contractors as well. I remember we had by the old purple sofas, so like we don’t have meeting rooms as normal, and we just kind of got together and was like, “Do we want to do this thing?” Everyone was like, “Yes, we should do this thing.” It started as I think as a lot of just email, talking about things that were happening, not really any huge, formal structure that we have now, and then over time it become more formalised. We were like, “What do we want? What kinds of goals do we want to achieve?” And so we did some more events. We weren’t really quite active in changing policy yet, that’s come more with the formal re-launch Angus Montgomery:Do you remember, was there a particular spark or a catalyst that led to this happening? Liz Lutgendorff:I’m not sure. I think there are other people who recognised that there was a gap, that we didn’t have one. I wasn’t really involved, I just remember it happening and being at the group. I think it was just we didn’t have it and we thought there were things that we could improve. We recognised the fact that we had far fewer female developers, a lot of the technical roles were male dominated with only like maybe one or two people who were women in senior levels and things like that. Our SM team was generally quite male heavy I think at that time, it’s gotten better in recent months and years. Yes, it was mainly a recognition that we didn’t have this and we recognised the imbalance in the workplace at the time. There were several changes quite early on I think, or maybe not early on but under Stephen Foreshew-Cain, our second director, we went to having female representation on every interview panel, which I think the people team have stats that show that that actually increased the amount of, at least people accepting job offers, or giving job offers I think it was, and then as well as making the commitment of not to speak at events that are male dominated, so making sure that women are represented on panel discussions or in the conference in general. It was quite nice to have that commitment quite early on from our senior management to improve women’s opportunity in these panels as well, so putting women forward to speak at GDS events, rather than having the same people who may have previously spoken anyway and don’t really need the kind of experience or profile raising, so that was quite nice, that was fairly early on in the development of the network I think by engaging with SM team. Angus Montgomery:Did you find SM, senior management team, and leadership, did you find that they were quite receptive to this idea of having a women’s network, and was the organisation receptive as well? Liz Lutgendorff:Yes. In general I think GDS is quite acceptant of most networks, if not all networks, so it’s good, but especially under Stephen I think it was – action happened as a result of it which was really nice. Angus Montgomery:Rosa, as someone who joined GDS when the Women’s Network had been set up and existed, what do you remember when you first came across it and what you thought of it? Rosa Fox:Yes, so I suppose software development, it is very male dominated, and I suppose on a lot of my teams I was often the only woman, so when I heard that there was a Women’s Network I kind of – I felt even though the guys on my team were lovely and fortunately I didn’t experience any harassment or discrimination, but sometimes if you’re struggling or, you know, you kind of want to be around people that you can relate to. I don’t know, it made me feel a bit more comfortable knowing that I had more of a support group there. When I found out about the Women’s Network, I think it was probably through the inspirational speaker series, so I think that’s how I probably heard that it was in existence and, yes, and then I started going to meetings and things from there. Angus Montgomery:Had you ever come across anything similar in other roles, in your jobs before GDS? Rosa Fox:Not so much because I worked at quite small companies. Outside of work I co-organise something called Code Bar, which is free weekly coding workshops for people underrepresented in the tech industry. Although in a work capacity I hadn’t I’d done a lot of diversity related community stuff outside of work, so in terms of having a supportive network of people and building that and being involved in that it was quite a big part of my life, but to actually have it in work wasn’t something that I’d had before, as such, but I think that was just because I’d worked at quite small places. Angus Montgomery:What’s it like, because I think I probably joined you, yes, about the same time as you and had a similar-ish background, in that I’d worked in smaller organisations in the private sector, and to me one of the really notable things about coming to GDS was the fact that these networks existed but the fact that they were so active, and it was really inescapable that these kinds of networks existed and this diversity existed, and that was really amazing and something that just really stuck with me. I remember my first few days just seeing things like rainbow flags all over the place and stuff like that. Having come from an environment that I thought was quite inclusive to one that was really, really obviously inclusive was really amazing. Did you find something similar, or how do you feel about-? Rosa Fox:Yes, I think it helps a lot to just be very vocal about what is acceptable and what you want and the kind of culture that you want to have. For example, we have lots of posters that we put all over the walls and things just to try and be like, “We’re here, we’re present.” I think the more that you make your values known then the easier it is to call out when something isn’t right. That is still difficult to do even with everything that we have, and that is something that we’re still working on improving, but I think ultimately knowing that we’re creating somewhere where people should feel comfortable to be themselves and feel included is really important, so I think it’s good to shout it from the roof tops and try and make sure everyone is- Angus Montgomery:Again, one of the things that struck me is the amount of, like you say shouting through the rooftops, but the amount of energy that you need to have to keep that going as well, like it’s really important to continue to be really, really vocal about this stuff. Liz, is that something that you found, kind of having been involved in the network since the beginning? It’s not that you can't just do this thing and then let it go; you’ve kind of got to keep going with it and got to keep really vocal. Liz Lutgendorff:I would say anyone listening in any capacity, I get involved with so many things because I’m generally a person who will just do them, I will get involved and I will be an active person and so this isn’t the only network I’m in, for example, but the problem is that networks live and die by the people who get involved, and having the umbrella is great but you still need the individuals to do the planning, do the organisation. I think there’s a difference between joining and thing and you’re like, “There’s this thing, and that’s wonderful and I’ll participate and go to the things,” but it takes an extra level of personal courage and political capital to be, “I’m also going to be the annoying person who raises the thing that has upset the group,” and being that front person to say, “This wasn’t appropriate,” or putting on a controversial talk if we want to do that, or something like that. And again, I think when it ebbs and flows is when people have left and were doing that role and there’s a vacuum to replace it, or you’re just really busy, work in GDS ebbs and flows as well, and so if you feel you have the time and energy and you’re not afraid of doing that, like get involved, we need you, we always need you. Don’t feel like you’re going to step on people’s toes. Just say, “I’d really like to help.” What would you like me to do? This is what I’m interested in.” They will love you for it. No one will think you’re butting in or being mean or trying to take over, it’s we just need the help. We’re all working every day, we have holidays, we have good days and bad days and so anyone who can pick up the slack is completely 100% absolutely welcome to get involved. Rosa Fox:It does take courage. Some of the issues that we deal with are – they can be emotionally draining, but we just do what we can to support each other. You have to think back to the suffragettes, deeds not words. As a community they got together and they fought for change and they got it, so just keep going. Angus Montgomery:You mentioned that it’s challenging, and obviously it takes a lot of energy, but you’re seeing change because you are – things are changing because the network exists and that must be hugely rewarding, do you get that feeling as well and is that what keeps you going in a sense? Liz Lutgendorff:Yes, I definitely think from being here seven years ago that GDS in different ways has gotten better and worse. Worse in the sense like it’s not as small as it was so you don’t feel involved in every decision, sometimes you don’t know where things come from, sometimes you don’t know who these people are because they’re on a different floor and you’ve never met them, but in others ways it’s become much better. I think the hiring practices have gotten a lot more slicker. We definitely have more women involved in the workplace, and in senior positions. We have now the time to do the network things. I think at the very beginning it was just like, “Let’s get stuff over the line, oh my God,” so busy, so stressful, and so it’s mellowed in the sense that we have the time, people aren’t expected to be heroes and just constantly deliver and deliver and deliver. So in that way I think it’s a much better workplace, especially for people who want to be involved in something but have kids, or have caring commitments, or are reservists, or whatever, that you don’t feel like you’re letting the team down if you can't spend 100% time delivering the thing, you can take that time out to help make the workplace better. I think on aggregate it has become better. Rosa Fox:Yes, and I would say it is so rewarding. For example, one of the things that we’ve done is a break into public speaking workshop, and so when people sign up… So originally it was for the Women’s Network, now it’s for anyone underrepresented in tech, and when people register they fill out a form and they talk about what holds you back from public speaking, what are your worries, what are your fears. It’s really sad to see the responses and it seems like, “I’m worried I don’t have anything interesting to say. I’m scared that I will completely freeze when I get on stage.” All the worries that people have about public speaking, but when people turn up, the women are so talented, they’ve got so many amazing stories. I think what kind of world do we live in where these people have been told that they don’t have anything to say, so to see people go from…And it’s not their ability that’s the problem, it’s the lack of confidence, and to see people go from these fears to then to see them present at the end and go on to speak at conferences and do all these things, and I think having underrepresented people out there speaking, having a voice, is so important and it’s so inspirational to others as well. Things like that I find really, yes, really inspiring. Liz Lutgendorff:I was just thinking about GDS I think, and it’s still present, it was present in the beginning and it’s still present now, is that everyone wants to see the best of people and so, again, the getting involved in public speaking, you can go there knowing that they’re going to be supportive and no one’s going to laugh or anything. They’re there because they genuinely have either struggled themselves, they want to help people, and that’s the same ethos across GDS, that everyone wants the best out of everyone, and they want to help them get there. Coming to work for GDS must be lovely for some people because I know coming from another job that you don’t have that, right, it’s kind of like it’s a terrible workplace, not everyone hates each other but there are cliques and stuff like that, and it’s genuinely amazing to have such support here and I think, I don’t if it’s unique, I don’t know if other teams across civil service experience this, but when people leave the thing that is common to everyone leaving is like, “I don’t know why I’m leaving, this is truly amazing and I’ve never worked with nicer people in my life. I’ve learned so much from everyone.” I think even if we change, in whatever ways we change as an organisation, as long as that stays true I think GDS will always be an amazing place to work. Angus Montgomery:In your time in the Women’s Network, what do you think is the most rewarding or valuable thing that the network has done, or what’s the thing that you think, “So pleased that we did that?” Rosa Fox:There are literally so many things. I’d say as an overall general thing, and then I can go into a few more examples but, yes I think so when I talk about all the different working groups that we’ve got, so obviously the chairs of the network are just a few people, we’ve only got so much time, so the network basically relies upon the work of so many people coming together and making change. I think that in itself is something, but, yes, we have inspirational speakers that come in. I suppose the public speaking workshops, so training and mentoring, there’s a training and mentoring group, they had a launch of a mentoring, I want to say ‘service’, but that’s not the word, mentoring scheme here at GDS, so that’s basically pairing women with mentors to help them with questions to do with career progression and advancing their careers. Yes, that’s something exciting that’s happened. I remember the previous network did something called ‘reverse mentoring’. When I started GDS, I think it was two months after I joined I did that, and I was reverse mentoring Alex Holmes who was the COO at the time. That was really interesting because I think – so at the time when I thought of a COO, I think of this superhuman, like Mark Zuckerberg or Bill Gates, or someone like that, so to actually be able to regularly talk to the COO of the company you work at is really inspiring because you find out from them how they got to that point. Also, it makes you realise that maybe it’s not completely unattainable, which is really positive. Yes, things like that. What else have we had? Things like having diverse interview panels is another thing. This is quite an interesting one, so the previous people that were in charge of the Women’s Network managed to get lots of the fixed term appointment contracts to be made permanent, because obviously if you’re going on maternity leave and your contract runs out you don’t have that job security. I think, yes, pushing things forward like that has been really good. Angus Montgomery:One of the things related to that, and it’s a thing that obviously we talk a lot about at GDS, but there are lots of statistics about how underrepresented women are in the tech industry, so I think there’s a PWC report that I’ve seen quite a lot that says something like, “Only 15% of people working in STEM,” so science, technology, engineering and maths, “In the UK are female,” and only 5% of people in leadership positions identify as women as well. It’s an obvious question but why, why is that, and is the tech industry particularly bad, and what are the things that make it so? Rosa Fox:I think it stems from a young age. Apparently women were the first computer programmers after the war. We were there, well, I say coding, writing the code out by hand and making punch cards and things like that but I think the 1980s was probably when the male domination crept in and it became more lucrative to be a programmer. It became I suppose the kind of sci-fi hacker image started. I suppose, I don’t know, women must have just got slowly pushed out. I mean, I don’t think the numbers have improved much since the eighties, which is such a shame. I think a lot of it is how we’re conditioned from a young age. Girls, partly I think it’s girls are not really taught to take risks and things in the way that boys are, you know, “Boys will be boys, girls shouldn’t play in the mud,” that kind of thing. With programming, it does take a lot of grit and determination at first. You have to get comfortable with making mistakes because you break things all the time, things aren’t going to work, you have to sit there for hours trying to get… Like you’ve missed out a bracket and then you realise and then your code works. Things like that. I think maybe that’s part of it. Another thing is maybe it’s got this kind of geeky image, maybe it’s not considered cool to programme computers, and if you’re a girl and you’re at school maybe you’re more interested in trying to fit in with your friends. Maybe it does stem from that age. I think also girls are just told that they can't do it. I’ve heard of – I knew someone who was studying computing A level quite a long time ago now at school, and they basically said, well, her tutor just constantly put her down. They had an anonymous test score announcement and someone had scored really highly, and they were like, “Put up your hand, who do you think this was?” It was her, so she was constantly put down but then she would get good grades. I think, yes, if you’re told that you’re not going to be good at something and then the opportunities aren’t there then… Yes. Angus Montgomery:Also, and I don’t think this is true just of the tech industry but I know for a fact this is true of industries beyond that, but the level of representation of women the higher up you go, the more senior you get, becomes less and less, and that figure about only 5% of people in leadership roles identify as women. Why is that an issue? On top of this structural discrimination, I suppose, against women coming into the tech industry you’ve then got this career progression issue. Why does that happen? Liz Lutgendorff:Yes. It’s not an individual company thing, it’s society. In organisations a lot of the tech stuff is going to be small companies, probably not with great HR policies, probably not with leave or flexible working is not a thing that exists, and so if you’re a carer, mother, if you have any of these responsibilities which disproportionately fall towards women that’s not going to be really attractive, and that’s also where you can also get lots of experience and actually go from being a small start-up to scaling up quite quickly and being in those senior roles, so if you don’t want to do that then where do you go? Some place within GDS you have those structures and places that allow you to rise but GDS is civil service, not a lot of people know that there are tech opportunities in the civil service, still, even though there in GDS, there are loads of digital teams within many government departments who will offer you that support, and so until that changes across a lot of the tech sector I don’t know if it will improve. The same with being in a senior role, if you’re not seen as constantly going for that then you’re not going to rise either, and putting yourself out there. If you want to go on leave to have a child or something then that’s going to hold you back. There is enough research that says that’s a big problem. I think as well, you have to be quite vocal, you need to have, maybe not even vocal but just have that aim and relentlessly pursue it. I don’t think a lot of people are raised like that, like Rosa said. I was not raised like that. My mum was born in the Netherlands and she did a mathematics degree in the 1960s, or something, and she only could become a teacher, that was her only option at that time and so when I was raised my mum was like, “You can do whatever you want.” I changed my mind every five minutes. She was like, “Doesn’t matter, just work for it.” Typical kind of very Dutch approach to things. “Work for it and you do it.” So I grew up with a very different perception of I can literally do everything. Which has made me probably more mouthy than I should be, but at the same time when I’m in the workforce I know that I am on average probably a lot more argumentative than most of my female colleagues, but on par with my male colleagues because I don’t really see that difference, because that’s how I was raised. Unless you’re getting that support probably from a young age you’re not going to be like that. Even growing up through high school and university I was always like, “I’m going to do public speaking. I’m going to do this, I’m going to do that.” My parents were all supportive; they never said I couldn’t do anything. You need a lot of support from a lot of different angles to be able to get to that position and to fight for that position. Probably disproportionate to the people who are male and getting those positions because it’s kind of expected. Rosa Fox: I was going to say, yes, that’s so true. Girls have for years outperformed boys in every subject in school. It’s not down to the ability of women, women are just as intelligent. I want to say if not more, but… No, it’s about equality. We’re just as intelligent as each other and it’s just awful that women are treated as second class citizens when it’s just the structures have just been so skewed for so long and it just needs to change. Angus Montgomery:We’ve talked a lot obviously about the Women’s Network and about, I suppose, as a consequence of that what women are doing to help each other in the workplace, and you as women are doing to help other women, but what can men do to help? Well, as a starter, the Women’s Network is open to everyone, you don’t have to identify as a woman to be a member, that’s correct isn’t it? Rosa Fox:Yes. Angus Montgomery:Presumably still the majority of members are women. Do you have a lot of members who don’t identify as women? Rosa Fox:Yes, I’d say the majority are women. It’s International Men’s Day in a couple of weeks so we’re having a male allies event, and we’re having someone, an Oxford professor called Taha Yasseri and he’s going to be doing a talk about data science in the everyday sexism project. Then we’re going to have two GDS workers, so Kieran Housden and Matt Gregory and they are going to be talking about shared parental leave. Then we’re going to be talking about what it is to be a good male ally, kind of like a group discussion. Hopefully we’ll be able to get more people of any gender to join the network as a result of that as well. Hopefully that will be improving, but at the moment, yes, it is mostly women. I’d say to be a good ally, firstly I think it’s recognising your biases. I think calling out bad behaviour and setting a good example. Also I think if a woman tells you that they think something is sexist or they think that something is harassment then it probably is. I find it stressful when people try and undermine someone’s opinion on something like that. I think if someone tells you this is sexist it probably is, stop doing it kind of thing. Liz Lutgendorff:I think on a really individual level, especially in the workplace somewhere like GDS or the civil service, or anywhere where you have a performance review at the end of the year or mid year, whatever, is to always… If a woman asks you for feedback try to give it to them. Like if you can only give one piece of feedback and one’s a guy and one’s a woman, try to give the feedback to the woman because it’s going to be harder for them to get good quality reviews. The other things is always carefully think about what you’re saying in these things, because you get a lot of flaky, qualitative behaviour sort of thing. So like women will be more strident or they will be more argumentative, but men never get those descriptions in reviews and things like that, and so if you’re on the receiving end of that, like if you’re a manager and you are getting that feedback from someone, not even just a woman but anyone who is an underrepresented minority, to really drill down into it, like what exactly was the thing. You get a lot of second hand, “I didn’t really like the way they constructed that email.” It’s a perfectly innocuous email, they’ve just kind of that unconscious bias has crept in. So every time there is some sort of unqualified or vague piece of feedback that is especially about behaviour, drill down into it, examine it, see if there is some bias at play. Women and underrepresented groups always get hit with that stuff, whereas a lot of men don’t. It can really hold people back. These sorts of things really affect women quite strongly because it’s like, “I thought I was being a good team member, communicating, getting all my stakeholders involved,” all these sorts of things. It just throws people for a loop. This is more from all my union experience but it’s so tough to get good, practical, delivery focused reviews. It’s like, “Yes, they delivered this thing, it was really well done,” all that sort of stuff, so give good, evidenced feedback for people. That will help them career wise more so than probably anything else that you could do for them. Or if they need help with something be very thorough, help them through the problem, build their confidence while you’re solving that problem, but just be there, be supportive, be un-judgemental and just help them in small ways to progress. Angus Montgomery:Just as a final question, the Women’s Network has been around for several years now and obviously as we’ve spoken about has done a lot of things, how would GDS be different if the Women’s Network didn’t exist? Liz Lutgendorff:I think we’d have less women in the workplace. Rosa Fox:Yes, definitely, less women. I think the culture would probably be not very nice really. Liz Lutgendorff:I think it would be all right but it wouldn’t be as thoughtful as it is. I think over the years it’s become far more thoughtful. Yes, definitely less women! (Laughter) Rosa Fox:Yes, maybe it would be more hostile. Yes, probably just wouldn’t be such a nice place to be day to day. Angus Montgomery:So real tangible, not only a nicer place but more women in the workplace literally because of the network? Rosa Fox:Definitely. I think the work we’ve produced as working for the government, our products have to work for everyone, so if we’ve got more of a range of inputs and we have better products that we produce, so… Liz Lutgendorff:I have no idea why the people who took shared parental leave took it because they knew of it, but I know the civil service in general has been the largest uptake of people using shared parental leave. So for those who don’t know it means that if you meet certain qualifications you can basically split the time off between your partners. So you might take four months, the mother might take four months, the mother or the other father might take four months, whatever, however you break it down. I think because it’s so un-judgemental in terms of where we work and that you won't be disappointing your team if you leave for four months to spend that quality time with your child that more men will take it here. I know so many men who have taken shared parental leave with GDS and it’s just great, you get to have that time. I’m not a parent, I don’t know what it’s like but I imagine it must be nice not to have two weeks and have to go back and have a newborn in your house. To be able to take that time and become a parent must be really nice. Rosa Fox:Yes, the countries where there is a greater amount of maternity and paternity leave, they have better gender equality so, yes, I think it’s so important, and if more importance, and understanding the importance of care giving, I think we’re so taught career, career, career, but actually if we didn’t have care giving then people can't have careers, so I think if more appreciation was given towards that as well, which I think it is here at GDS more so than a lot of other places, then I think that’s good. If people are happy outside of work they’re going to do better work when they’re at work. Hopefully. Angus Montgomery:Just to finish off, for anyone who’s listening to this, how can they get involved with and join the Women’s Network? Rosa Fox:Please join. Yes, we have a Google group, so usually a lot of the communications are done through that so it’s probably best to join that. Otherwise, just message me or Nicky or Laura and, yes, there are plenty of different groups that you could be involved in. It’s like if anyone’s got an idea that they want to make happen then we’re open to try and make it happen. Angus Montgomery:Brilliant, well I hope lots of people do. Yes, Liz and Rosa, thank you very much for joining me. Rosa Fox:Thank you. Liz Lutgendorff:Thanks. Angus Montgomery:Thank you very much for joining us for that episode of the GDS podcast, I hope you enjoyed it, and if you want to listen to any more podcasts please go to wherever it is that you listen to your podcasts and subscribe to it, we’ve got lots more coming up. The next episode which we will be releasing in December will be a review of the year at the Government Digital Service, so please subscribe and listen to that one, and I hope you enjoy what we’ve done and what we’ll do in the future. Thank you very much.

    In this episode, we interview outgoing head of GOV.UK Neil Williams about his time at GDS, learning about agile and scaling the nation's website. The full transcript of the interview follows: Angus Montgomery: Hello and welcome to the very first episode of the Government Digital Service podcast. My name’s Angus Montgomery, I’m a senior writer at GDS and for this episode I’m going to be talking to Neil Williams, who is the head of GOV.UK. And Neil is leaving GDS shortly for an exciting new job, so we’re going to be talking to him about that and also talking to him about his time at GDS, because he’s been here since the very beginning. So I hope you enjoy this episode and let’s go straight into the conversation. Neil Williams: I'm going to Croydon Council. So leaving not only GDS- Angus Montgomery: South London? Neil Williams: South London. South London is the place to be, I have to say. Yes, not only leaving GDS, but leaving the Civil Service actually, because local government is not the Civil Service of course, to go and work in Croydon as Chief Digital Officer for the council there. They've got a lot of ambition, and it’s a really exciting time for Croydon. People laugh when I say that. Angus Montgomery: I just laughed as well. I didn’t mean to. Neil Williams:  Croydon has this reputation that is completely unwarranted, and we’re going to prove the world wrong. It’s changing massively. It’s already gone through a lot of change. You're probably aware of some stuff. It’s got a Boxpark. There’s a lot of reporting around the Westfield/Hammerson development that might be happening, which we very much hope is happening. Also Croydon Tech City. So Croydon’s got a lot of growth in the tech industry, tech sector. Fantastic companies starting up and scaling up in Croydon, and that’s all part of the story. Plus the stuff that’s more in my wheelhouse, that I've been doing here in GDS around transforming services. Making the public services that Croydon provides to residents and business to be as good as they should be. As good as everything else that people expect in their day to lives using digital services these days. Angus Montgomery: So not much on your plate then? Neil Williams: It’s quite a big job. I'm excited about it. There’s a lot about it that’s new, which is kind of giving me a new lease of energy, the fact that I've got this big challenge to face and lots of learning to do. Which reminds me a lot about how I felt when I first working with GDS in fact. Just how exciting I found the prospect of coming and working for this organisation, and being part of this amazing revolution. I'm feeling that again actually about the job in Croydon, [00:02:33] about the work to be done there. It seems like the right time. It’s a perfect time and place, where I am in my career, those things coming together. It’s a really good match. So it came up, and I put in for it, and lo and behold I am now Chief Digital Officer in Croydon Council from mid-October. Angus Montgomery: You’ve been at GDS since before the beginning, haven’t you? Seven, eight years? Neil Williams:  Yes, I was working it out this morning. It’s seven years and two months. I was 34 when I started working in GDS. I'm 42 now. I just had my birthday last week. Angus Montgomery: Full disclosure. Neil Williams: Yes. That’s maybe too much information to be sharing. I didn’t have grey hair when I started. My youngest child was just born, and he’s nearly eight now. So yes, it’s been a really big part of my life. Angus Montgomery: So you can track your late 30s and early 40s through images of you standing in front of number 10? Neil Williams: Yes, and unfortunately quite a few embarrassing pictures of me on the GDS flicker. (Laughter) There have been a few regrettable outfits for celebrations and milestones launching GOV.UK, and celebrating GOV.UK birthdays, where looking back on it I may not have worn those things if I had known it was going to be on the internet forever. (Laughter) Angus Montgomery: Now you say that, there’s an image of you… I'm trying to remember. I think it’s at the Design Museum, when GOV.UK won the Designs of the Year, and you're wearing a Robocop t-shirt. (Laughter) Neil Williams: Yes, I am. I can tell that story if you like. That’s one of my proudest GDS moments, I think. Maybe we will get to that later. Do you want me to do it now? Angus Montgomery: Well, no. Let us know where that came from, because this is… Well, just as a bit of context, because I've gone straight into that, but you’ve been head of GOV.UK since the beginning, and in 2012, shortly after GOV.UK launched, it won the Design Museum’s Design of the Year Award, which is an incredible accolade. I can’t remember what it beat, but I think it beat several…  That’s one of those awards where they judge things like buildings, and cars, and new products, and mad graphic design. So for a government website to win that award was really incredible, I think. Neil Williams: Yes. Actually, we were talking about it the other day, and Mark Hurrell, the head designer on GOV.UK, he said it’s actually the first time a website ever won that award, which I had completely forgotten. Yes, it was amazing. That was 2013. We had launched GOV.UK in 2012, as in replacing Directgov and Business Link, which were the previous big super sites for public services. Then we were well into the next phase, which was shutting down and replacing all of the websites of departments of state. I was very much working on that bit of it at the time. My head was down and working very attentively, in this fairly crazy timescale, to shut down those websites, and starting to look at how we were going to start closing down the websites of 350 arms-length bodies. A huge project. In the midst of that, in the midst of that frantic busy period, someone approached me. It was Tom Loosemore, Etienne Pollard. One of those early GDS leaders. Saying, “Oh, there’s an award ceremony. We’ve been nominated for an award, and we need some people to go. Can you go to it?” Angus Montgomery: “We need some people to go.” That’s an attractive… (Laughter) Neil Williams: Yes. It was just like, “We need a few people to make sure we’re going to be represented there.” Angus Montgomery: “To fill the seats.” (Laughter) Neil Williams: I now know that they knew that we were going to win, but I didn’t know that, at all, at the time, and I didn’t really think much of it. “Oh, yes, fine. Yes, I will go along to that. That’s no problem at all.” I think it was the same day. I'm not sure whether it was that same day or a different day when I was given notice, but anyway, I didn’t think much of it. I didn’t dress up for the occasion. So I rock up to the Design Museum in my jeans and in my Robocop t-shirt, an OCP logo on it. The evening included quite a lot of free alcohol. It was quite a glitzy affair, and I was definitely under-dressed for the occasion, but I thought, “That’s fine. We’re just here to be part of an audience.” Hanging around at the back, having the free canapes, partaking of the plentiful free wine that was being distributed. Then Griff Rhys Jones, who was presenting the award, gets up on stage and announces the winners in each category, and we won our category. Much triumphant jubilation and celebration. Then went on to reveal that we won the whole thing. We won the Design of the Year Award as a whole. Which then led to this photo call. By which point I was quite drunk as well. I had no idea this was going to happen. Yes, so there’s that famous photo of a bunch of GDS people accepting the award, all quite smartly dressed, apart from me letting the side down with my Robocop t-shirt. Angus Montgomery: Tell me how you got involved in this thing in the first place. You’ve been in the Civil Service before, but you're not a career civil servant, are you? Or you hadn’t been. Neil Williams: Well, yes. I would like to think of myself as not being a career civil servant. I started in the private sector, in a communications publishing agency. It was a magazine agency. I thought I wanted to be a journalist actually. I did English at university. I thought I wanted to be a journalist. Went into publishing. Was passionate about publishing and the power of the printed word. Distributing information to people. Equipping them with information. Informing people and so forth. I went into corporate publishing, as a way to learn about publishing, but whilst I was working for that company the internet was becoming a bigger deal, a bigger thing. I was also mucking around in my spare time with comedy websites. That was known by my employers, who then said, as they were starting to think about, “How do we get in on this?” they asked me if I wanted to run the London office of their new digital offering to their clients. I leapt at the chance. That was a really good leg up for me. That’s where I learnt about digital, about building websites. So that was a great place, where I learnt… I said I wanted to be in publishing and journalism. The information is power thing excited me, and of course doing that digitally, doing that online, massively more so. More empowering people. I fell in love instantly with the immediacy of what you get with publishing to the web, and providing services over the web, and getting the feedback, and being able to improve based on the fact that you can see in real time what users are doing. That’s been my passion ever since. After a few years of doing that… That is now a dwindling small part of my career, when you look back on it, so it’s probably true to say that I am a career civil servant. A few years in a digital agency. Then I wanted to see the other side of things, and be client side, and see something through to its outcomes, rather than just build a thing and hand it over. I joined the Civil Service. I joined the government communications profession. Angus Montgomery: I know it well. Neil Williams: And my first gig was in the Department for Trade and Industry, as it was then, as an assistant information officer. A young, eager civil servant. There were some digital elements to that job, but actually quite a lot of my earliest Civil Service gig was going to Number 10 every week to do the grid meeting, which is the Alastair Campbell era. It’s still the process now. And I was moving around within the department. So there’s an eight-year period, which I'm not going to go into in any detail,where I moved around between different departments, doing digital things. I worked my way up the greasy pole of the Civil Service. From a web manager, managing a bit of a website and looking after the content and the information architecture, through to running whole teams, running the website, intranet, social media side of things. During those years I did a lot of work on product development, around online consultation tools and digital engagement platforms. And lots of frustration actually. So this brings us to the beginning of the GDS story. Angus Montgomery: This is the 2010 Martha Lane Fox bombshell? Neil Williams: Yes. The old way, the traditional way, and this is pretty common not just in government but everywhere, websites sprung out of being a thing led by communications teams. “It’s just another channel for us to do our communications.” And it is, but it is also, as we all now know, the way that people do their business and transact. People come to your website to do a thing, to use a service, to fulfil a need. It took a long time for the Civil Service to recognise that. For many years myself and others in the digital communications teams within departments were getting increasingly frustrated. A lone voice really. Trying within our departments to show them the data that we had and go, “Look, people are coming for things that we’re not providing them with. We need to do a better job of this.” A lot of that falling on deaf ears, not getting prioritised in the way that it needed to, and also clearly fragmented across thousands of websites, across all of these organisations. A lot of great work was done before GDS, and this story has been told on the History of GDS series of blog posts, which if people haven’t seen are really well worth looking at. Tom Loosemore has talked about this before, about standing on the shoulders of giants. There was enormous effort, over many, many years, to digitise government, to centralise things, to put users first. Directgov and Business Link were the current incarnations of that, of a service-led approach, but it was just a small proportion of the overall service offering from government, and it was still really quite comms focused. The conversations were about reach, and there was advertising to try and promote the existence of these channels, etc. Lots of it was written from the perspective of the department trying to tell people what they should do, rather than understanding what it is that people are trying to do and then designing things that meet those needs. So GDS. In 2010, this is a really well-told story, and people are pretty familiar with it now, but 2010 Martha Lane Fox was commissioned to review the government’s website, particularly Directgov. She took a broader remit, and looked at the whole thing, and, in summary, said, “Start again.” Angus Montgomery: ‘Revolution, not evolution’. Neil Williams: ‘Revolution, not evolution’. Yes, that was the title. Angus Montgomery: And everyone at GDS, or who has been at GDS, has said, like Tom, that we’re standing on the shoulders of giants, and huge amounts of work was done beforehand, but why do you think Martha’s report was such a turning point? Because it was, because it led to a huge amount of change. Neil Williams: Yes. It’s a really pithy, succinct little letter. It’s not reams and reams of paper. It was just quite a simple call to action really. Which was to say, “You need to take ownership of the user experience, in a new organisation, and empower a new leader, and organisation under that leader, to do that, to take a user-led approach.” That was the different thing. Take a user-led approach, and to use the methods that are being used everywhere used. Government had not yet really caught up to what was going on in the wider technology industry around ways of working, agile and so forth, around working iteratively, experimentally, and proving things early. Rather than upfront requirement specs, and then out comes something at the end which you then later discover doesn’t work. Those were the two things really. It was that focus on user needs, and work in that different way, which was bringing skills into government that hadn’t been here before. Design, and user research, and software development skills that hadn’t previously been done in-house. It had always been outsourced. Angus Montgomery: So it was a clear and simple strategy, or strategic direction, from Martha Lane Fox’s report. There was a clear mandate. This has been talked about a lot, that we had, or GDS had, Francis Maude backing it at a very high level, and giving it the mandate to- Neil Williams: Yes, absolutely. That was the other thing. It wasn’t just Martha’s letter. It was absolutely a kind of perfect storm of political will and the timing being right. Yes, the Martha letter came out when I was Head of Digital Comms, or some title like that, at the Department for Business. I had moved around between departments. Ended up back in the Department for Business again. It was advocating something pretty radical, that would be a threat really to the digital comms view, to a comms-led view of controlling our channels. That was an interesting situation to find myself in, right? I was reading this stuff from Martha and thinking, “This is brilliant. This is what we’ve been waiting for. This is absolutely the right thing.” But then internally my job required me to do some more maybe circumspect briefing to the minister and to the director of comms about, “Actually, well, this is a risk to us.” So I was doing both of those things. I was talking internally about the positives of what this could mean for government, but the risks to our organisation, but publicly I blogged… I thought, “This is brilliant.” I blogged enthusiastically, because I had a personal blog at the time, about my thoughts on how this could be the beginning of something really exciting. That’s the thing that led me to meeting Tom Loosemore. Tom Loosemore, who as we all know is one of the early architects of GDS, saw my blog post, and got in touch and said, “Let’s have a chat.” And that’s how my journey into GDS started. It started by answering that email from Tom Loosemore and going for pizza with him. Angus Montgomery: The power of blogging. Neil Williams: Yes. We had a chat over pizza, where he was talking about his ideas for getting an alpha. Getting a team together that could produce something quickly, as a sort of throwaway prototype, that would show a different way of working. Tom was saying stuff that was exciting but contained many new words. (Laughter) He was talking about alphas and agile ways of working. I don’t know what these things are. Angus Montgomery: Now we’re at a stage, at GDS and throughout government, where agile is a touchstone of how we work, and it’s accepted that doing things in agile is doing things better, and there’s lots of opportunity for people to learn how that works, and what that means, and apply that to the things that they do, but at the time, as you said, this didn’t really exist in government. You, as someone who had worked in government, probably didn’t know what agile was. Neil Williams: No. Angus Montgomery: How did you learn about it, and how did you know that this was the right approach? Neil Williams: A mix of reading up on it. Initially just going home and Googling those new words and finding out about these ways of working. But also it immediately spoke to me. I had been through several years of several projects where I had felt just how awful and frustrating it is to build websites in a waterfall way. I've got some very difficult experiences that I had at [BEIS], when we rebuilt the website there, and it was project managed by a very thorough project manager in a waterfall way. I was the Senior Responsible Officer, I think, or Senior User I think it is in PRINCE2 language, for the website. As the website was progressing we had a requirements document upfront, all that way of working. We were specifying, with as much predicting the future and guesswork as we possibly can, a load of stuff, and writing it down, around, ‘This is what the website needs to do. This is what the publishing system needs to do’. Then handing that over to a supplier, who then starts to try and interpret that and build that. During that process, seeing as the thing is emerging, and we’re doing the user acceptance testing and all of that stuff on it, that this is just far away from the thing that I had in my head. So there’s already a gap between the written word and then the meaning that goes into the heads of the people who are then building that thing. Then also all of the change that’s occurring at the same time. Whilst we are building that thing the world is not staying still, and there is an enormous amount of change in our understanding around what we want that thing to do. Trying to get those changes in, but facing the waterfall approach, rigid change control process, and just feeling like I'm banging my head against a brick wall. It was really frustrating. Then when I… Back to the question about how do I learn about agile, and some of these new concepts, it was really only when I got in there. I knew what the bad thing felt like, and I knew that that wasn’t right. I knew that you absolutely need to embrace the change as part of the process, embrace learning as part of the process of delivering something as live and ever changing as a website. Then I came in as a product manager, initially part-time, and then full-time when GDS was properly established and able to advertise a role, and started working with Pete Herlihy, who is still here now in GDS. Angus Montgomery: Yes, on Notify. Neil Williams: Yes, he’s lead product manager on Notify now, but back then he was delivery manager. Again, Tom Loosemore was making stuff happen behind the scenes. He was the person who introduced me and Pete. He said something along the lines of, “Neil’s the guy who knows what needs to happen, and Pete’s the guy who knows how to make it happen. You two should talk.” So we did. I learnt a lot of what I now know from working with Pete and working as we then built out a team. Working with some terrific talented software developers, designers, content designers, and so forth, and user researchers, in a multidisciplinary way. Learning on the job what it meant to be a product manager. Obviously, reading up about it. I went on a few courses, I think, too. But mostly learning on the job. Zooming back out a little bit to the GDS career experience, I've learnt so much here. I've never learnt as much probably in the whole of the rest of my career as I've learnt in my time here. Angus Montgomery: Because that first year was learning about agile, putting a team together. Learning how to build this thing. Learning how to land it. At what stage did you realise, “Oh, we’ve done this now. This thing is landing, and it’s getting big, and it’s successful. Oh, wow. We’re in charge of a piece of national infrastructure now”? Neil Williams: That’s an interesting question. I always knew it would. We knew what we were building at the start. We knew we were building something- Angus Montgomery: So you never had any doubts that this was going to work? Neil Williams: Oh, God, yes. We had absolute doubt. The prevailing view when we started was that, “This will not work.” Not internally. Internally, it was certainly a stretch goal. (Laughter) It was ambitious, and it felt a little bit impossible, but in a really exciting way. That is one of the key ingredients of success, is you want your team to feel like something is only just about doable. (Laughter) There’s nothing more motivating than a deadline and a nearly impossible task. Also a bunch of naysayers saying, “This will never work.” And that really united us as a team. Angus Montgomery: So what then happened? Because I think we talk quite a lot about the early years, and a lot has been written, obviously, and GDS was blogging like crazy in those days about the early stages, and how quickly you built the thing, and how quickly you transitioned onto it. One thing that we have talked about as GDS, but probably not in as great detail, is what happened when it then got big, and you had to deal with issues of scale, and you had to deal with issues of… Something a lot of people on GOV.UK have talked to me about is tech debt. That you built this thing very quickly and you had quite a bit of tech debt involved. How did you deal with that? Presumably you always knew this was a problem you were going to have to face. Neil Williams: Yes, to a degree. That 14 people that did a bit on alpha scaled very rapidly to being 140 people. There were lots of teams working in parallel, and building bits of software just in time, like I was just talking about. Just in time for… “We’re not going to build anything we don’t have to build. We’re just going to build what’s necessary to achieve the transition, to shut these other websites down and bring them all in.” But that approach means you're laying stuff on top of other stuff, and things were getting built by different teams in parallel, adding to this growing code base, and in some cases therefore duplicative stuff happening. Where maybe we’ve built one publishing system for publishing a certain kind of format of content, another publishing system for publishing another kind of format of content. Then in the process we’ve ended up with two different ways of doing something like attachments, asset management. Then we’ve got complexity, and we’ve got bits of code that different teams don’t know how to change without quite a steep learning curve, and so on. And that was the case everywhere. Given the pace of how fast we were going, and how ambitious the timescales were for shutting down what turned out to be 1,882 websites… (Laughter) Exactly. It was incredible. We knew, yes. We knew. It was talked about. It was done knowingly, that, “We are making things here that we’re going to have to come back to. That are going to be good enough for now, and they’re going to achieve what we need to achieve, but they will need fixing, and they will need replacing and consolidating.” So we absolutely knew, and there was much talk of it. Quite a lot of it got written down at the time as ‘This is some tech debt that we’re going to definitely need to come back to’. Yes, we weren’t blind to that fact, but I think the degree of it, and the amount of time it took to resolve it, was slightly unexpected. That’s partly because of massive personnel change as well. Straight off the back of finishing… Well, I say finishing. GOV.UK is never finished. Let’s just get that out there. Always be iterating. GOV.UK’s initial build, and the transition, and the shutting down, the transition story of shutting down those 1,882 websites, had an end date, and that end date felt like a step change to many people. As in lots of people came into GDS in those early days to do the disruptive thing. To do the start-up thing. To do Martha’s revolution. Then at that moment of, “Actually, we’ve now shut down the last website,” to lots of those people that felt like, “Now we’re going into some other mode. Now we’re going into actually we’re just part of government now, aren’t we? I don’t know. Do I necessarily want to be part of that?” So there was some natural drifting away of some people. Plus, also, the budget shrank at that point. The project to do the transition was funded and came to an end. So actually we were going to go down to an operational smaller team anyway. So a combination of attrition, of people leaving anyway, plus the fact that we did need to get a bit smaller. Also, at that time, that’s when the early founders of GDS left. Mike Bracken, Tom Loosemore, Ben Terrett left around that time. Which also led to some other people going, “Well, actually, I came here for them. I came here with them. And I'm leaving too.” So that meant that we had the tech debt to deal with at a time when we also had quite a lot of new stuff. We had all of this unknown and not terribly well-documented code, that was built really quickly, by lots of different people, in different ways. Plus people who weren’t part of that joining the team, and looking at it and going, “Oh, what have we got here? Where do I start with this?” (Laughter) So it took a long time. I think it’s common in agile software development to underestimate how long things might take. It’s an industry problem that you need to account for. Angus Montgomery: Well, this is the interesting thing, because it feels to me as an observer that there have been three main stages of GOV.UK so far. There’s the build and transition, which we’ve talked about quite a lot. There’s the growth and sustainability years, I suppose, where you were sorting out the tech debt, and you were making this thing sustainable, and you were dealing with departmental requests, and you were putting in structures, and process, and maturing it. Now it feels like we’re in a new stage, where a lot of that structural stuff has been sorted out, and that means you can do really exciting things. Like the work that Kate Ivey-Williams, and Sam Dub, and their team have been doing on end-to-end services. The work that’s been going on to look at voice activation on GOV.UK. And the work that’s been done that Nicky Zachariou and her team have been looking at, machine learning, structuring the content. And it feels like now, having sorted out those fundamentals, there’s a whole load of stuff we can do. Neil Williams: Yes, absolutely. We’re iterating wildly again, I would say. (Laughter) We’re back to that feeling of early GOV.UK, where we’re able to turn ideas into working software and working product relatively quickly again. Some of the stuff we’re doing now is greenfield stuff. Again, a lot of the ideas we had way back when, in the early days of GDS, about making the publishing system really intuitive, and giving data intelligence to publishers, so that they can understand how services are performing, and see where to prioritise, and get really rich insights about how their stuff as a department is working for users, we’re getting to that now. We’re starting to rebuild our publishing tools with a proper user-centric design. Which we didn’t do enough of, because we had to focus on the end users more in the early days. It’s great to be doing that now. We’re also deleting some stuff, which were the mistakes that I made. (Laughter) Which feels good on my way out. Some of the things that we did, that have stuck around way longer than we intended them to, are now being deleted. We’re now able to go, “Actually, we know now, we’ve known for a while, that this isn’t the right solution,” and we’re able to change things more radically. Yes, we’re doing really exciting stuff. Thanks for mentioning it. Angus Montgomery: What are you most excited about? Because Jen Allum, who was lead product manager on GOV.UK for a couple of years, I think, she’s taking over now as head of GOV.UK after you leave. What are you most excited about seeing her and the team do? What do you think is the biggest challenge that they face? Neil Williams: I'm thrilled that Jen is taking over the job. She obviously knows the product, knows the team really, really well, and she’s absolutely brilliant. There is some incredibly exciting stuff happening right now, which I will be sad not to be here for. You mentioned one of them. That’s the step-by-step navigation product, which is our solution for, “How do you create an end-to-end holistic service that meets a whole user need?” If you’ve been following GDS at all, which if you're listening to this podcast you probably have, then you will have seen stuff from Lou Downe, Kate Ivey-Williams, many other people, around end-to-end services and what we mean by services and service design. Around good services being verbs and bad services being nouns. Government has the habit of creating schemes, and initiatives, and forms, and giving them names, and then they stick around for a very long time. Users end up even having to learn those names in some cases. The classic example is, “I want to SORN my car.” What the hell does that even mean? Whereas actually what they want to do is take their car off the road. It’s an actual thing that an actual human wants to do. Nearly every interaction or task that you have with government requires more than one thing. You need to look at some content. You might need to transact. You might need to fill in a form. You might need to go and do some stuff that’s not with government. You might need to read something, understand what the rules are, and then go and do something offline. If you're a childminder you’ve got a step there, which is you’ve got to go and actually set up your space and get it inspected. Then you come back, and there’s more to do with government. Those things need setting out clearly for people. It’s still the case now. Despite all of the great work that we’ve done on GOV.UK to improve all of this stuff, it’s still far too much the case that people have to do all of that work themselves. They have to piece together the fragments of content, and transactions, and forms that they need to do. So what we are doing with our step-by-step navigation product is that’s a product output of a lot of thinking that’s been happening in GDS for many years, around, “How do you join services together, end-to-end, around the user?” We’ve got that product. It’s been tested. It works really, really well. To look at you might just look at it and go, “Well, there’s not much to that, is there? That’s just some numbered steps and some links.” Yes, it is, but getting something that looks that simple, and that really works, is actually a ton of work, and we’ve put in a huge amount of work into proving that, and testing that, and making sure that really works. Making it as simple as it is. The lion’s share of that work is actually in the service design, and in the content design, going, “Let’s map out what is… Well, first of all let’s understand what the users need. Then let’s map out what are the many things that come together, in what order, in order to meet that need.” Angus Montgomery: Before we wrap up I just wanted to ask you to give a couple of reflections on your time at GDS. What’s the thing you're most proud of, or what was your proudest moment? Neil Williams: That’s tricky. I've been here a long time. I've done a lot of… I say I've done a lot of good stuff. I've been around whilst some really good stuff has happened. (Laughter) Angus Montgomery: You’ve been in the room. (Laughter) Neil Williams: Right. I've had a little bit to do with it. It’s got to be the initial build, I think. Other than wearing a Robocop t-shirt to a very formal event, which I'm still proud of, it’s got to be the initial build of GOV.UK and that was the thing that I was directly involved with and it was just the most ridiculous fun I've ever had. I can’t imagine ever doing something as important, or fast paced, or ridiculous as that again. There were moments during that when… Actually, I don’t think I can even tell that story probably. (Laughter) There were some things that happened just as a consequence of the speed that we were going. There are funny memories. That’s all I'm going to say about that. If you want to- Angus Montgomery: Corner Neil in a pub or café in South London if you want to hear that story in the future. What was the scariest moment? Or what was the moment when you thought, “Oh, my God, this might not actually work. This thing might fall apart”? Or were there moments like that? Neil Williams: I don't know. No, I think we’ve always had the confidence, because of the talent that we’ve brought in, the capability and the motivation that everyone has. When bad things have happened, when we’ve had security threats or any kind of technical failures, just the way that this team scrambles, and the expertise that we’ve got, just means that I'm always confident that it’s going to be okay. People are here in GDS because they really care,and they’re also incredibly capable. The best of the best. I'm not saying that’s an organisation design or a process that I would advocate, that people have to scramble when things fail, but in those early days, when GOV.UK was relatively newly launched, and we were going through that transition of from being built to run, those were the days where maybe the operations weren’t in place yet for dealing with everything that might come at us. There was a lot of all hands to the pump scrambling in those days, but it always came right and was poetry to watch. (Laughter) Those moments would actually be the moments where you would be most proud of the team and to be part of it. When it comes down to it these people are really amazing. Angus Montgomery: Finally, what’s the thing you are going to miss the most? Neil Williams: Well, it’s the people, isn’t it? That’s a cheesy thing to say, but it’s genuinely true. I've made some amazing friends here. Some people who I hope I can call lifelong friends. Many people who have already left GDS, who I'm still in touch with and see all the time. It’s incredible coming into work and working with people who are so likeminded, and so capable, and so trusting of each other, and so funny. I laugh all the time. I come into work and it’s fun. It’s so much fun. And we’re doing something so important, and we’re supporting each other. The culture is just so good, and the people are what makes that. Cheesy as it may be, it’s you Angus. I'm going to miss you. Angus Montgomery: It’s all about the people. Oh, thank you. That was a leading question. (Laughter) Neil Williams, thank you so much for doing that and best of luck in the future. We will miss you lots. Neil Williams:  Thanks very much. Thank you. Angus Montgomery: So that wraps up the very first Government Digital Service podcast. I hope you enjoyed it - we’re aiming to do lots more episodes of this, we’re aiming to do around 1 episode a month and we’re going to be talking to lots of exciting and interesting people both inside GDS and outside GDS and we’re going to be talking about things like innovation and digital transformation and user-centred design and all sorts of interesting things like that, so if you’d like to listen to future episodes please go to wherever it is you get your podcasts and subscribe to listen to us in the future. And I hope you enjoyed that episode and I hope you listen to more. Thankyou very much.

In our latest episode, we talk to Brian Siddle, Director of Community and Content with Strong Coffee Marketing. Aside from being the agency's Director of Community and Content, Brian is also an educator and speaker. He is heavily involved with Business Link here in Edmonton, where he facilitates workshops for start-ups. Brian recently presented at Social Media Breakfast Red Deer, and will be speaking at the upcoming iMEDIA conference in March. Join us this week as we chat with Brian about what a Director of Community and Content does, what he loves about being a speaker, and what it takes to create great content. This weeks featured app of the week: Google Analytics

Jake and Erik are back at it again! After two years they are back to talk about the good times, video game newsish, and a bunch of randomness. Enjoy! Business Link: shiniquaproductions@gmail.com

In this first episode we interview John Williamson, graphic designer and founder of PeterMagnus Design in Abbots Langley, Watford, UK. Show Notes: [list type="circle"] [li]PeterMagnus Design[/li] [li]Follow John on Twitter - @jw_petermagnus[/li] [li]Blue Orange Images[/li] [li]First Splash Photos[/li] [li]Business Link[/li] [li]Watford Enterprise Agency[/li] [/list] Over to you What's been your experience of starting your business?

In Conversation With…is a version of Question Time without the cameras! We challenge north east businesses to put their questions and concerns about the economic climate to a cross sector panel. Maggie Pavlou from Leonard & Pavlou Consulting; Stephen Slater from RMT Accountants and Gillian Marshall from Business Link will field questions fired at their area of expertise. Conversation host is Caroline Theobald, Managing Director of Bridge Club Ltd.

It’s quite something to employ 345 people and run a £34.5 million business that people think is public property, but that’s exactly what Alastair MacColl is doing at Business & Enterprise North East Ltd!  He and his team are in the business of business development!  Working under contract for the RDA, LSC and a number of Local Authorities, they are currently best known for the delivery of Business Link Services and (in these troubled times) innovating to offset the impact of the downturn. If you want to learn more about Alastair’s private sector mindset, the business importance of clear communications, the seriousness with which he takes his role, the range of services on offer from Business Link (and how they can best be accessed), what Business Link can do for your business, and/or challenges that face Business & Enterprise North East’s own business development …this conversation is a must!