My mum and dad, although semi retired now, were successful business people and worked in the retail fashion trade and without their support, guidance and the occasional kick up the butt, I would be lost. The integrity that they both possess is very difficult to find these days, especially in our modern generation.

Since a young lad I have been highly motivated and possess high levels of energy. I would and have worked all the hours around the clock and travelled great distances to go to work and earn a pound note.

I enjoy motivating others and love getting up on stage, speaking to an audience and doing some really crazy inspirational moves to get people to move out of their comfort zones.

I have run my own businesses and worked for other companies but one constant remains and that is – I want to be the best at what I do! During my business and personal career I have succeed and failed in equal proportion.

I was working in 2004 for a small advertising directory sales company and we had just 35 staff when I joined. I grew the staff headcount to over 250 people employed on a full and part time basis. The energy and sexiness within the outbound call centre environment that I created was truly awesome and on a good day, sales and motivational was unrivalled.

Sales on one particular day were way were way off what they should have been and my staffs were sluggish, not performing and KPI’s were way in the red zone. Even my managers were downbeat and were not inspiring their teams and I was starting to lose my patience.

I was watching the floor, which was an 8000 sq ft open planned call centre and waited for someone to take action. No action came and as a result I went to the front of the floor and told everyone to finish their calls, put their phones down and join me at the front of the floor.

I always held two meetings every day, one in the morning and one in the afternoon after lunch. I was always well prepared and inspired my teams using a mixture of personal and business related topics and information.

People always used to say to me that my meetings were awesome and that I pushed people way beyond their own personal expectations for what they could achieve in sales and indeed their lives.

I have always believed that motivating and teaching people is a two way game. I always say “You hold onto one end of the rope and I will hold the other. As long as you hold on, ill hold on but if you let go then so will I”.

Inspiring people is an art and they have to love you, trust you and fear you all at the same time.

So, I am at the front of the floor and I now have 140 staff, 6 sales directors, 8 sales managers, an operations support team, IT team and the CEO looking on. I could see by the looks on their faces that they knew a crap storm was coming and there was an eerie silence as they waited to hear the inevitable.

The meeting that I was about to give them was by no means going to be my usual motivational and inspirational ye ha lets go type of address. This was going to be far from inspirational, but little did I know!

“OK team, sales are down, calls are down, profit for the day is down and not one of you, including my senior team have stood up and made any positive changes that could influence a turnaround for the day’s sales – Why? You have all the tools and personal and business reasons to achieve your daily goals. Yu have the ability and coupled with the superb product that we have you should be smashing the days sales out of the ball park – Why is it that we are having this crap day?”

Not one answer came from my entire team. They knew better and they also knew that in this team we fight, we fight for every inch and we stay on top of our game regardless of what challenges we face. That knew that with excellent performance come great benefits, commission rewards and other team and company incentives and recognition. On the contrary, poor performance comes with one almighty kick up the arse.

“OK then, if you guys are happy with such a crap performance then we are going to hold this meeting in the toilet, which is where the crap goes”.

With that I marched over 150 people into the men’s toilets and packed them in every piece of space that I could find. Some were standing on the toilets, others in the sinks, some were on other peoples shoulders and we were packed to the rafters. I forced and pushed every one into this toilet until the doors were bursting with people.

Whilst in the toilets I explained in no uncertain terms that we do not accept any kind of poor performance and that when things are not going to plan that you stop, adjust, evaluate, change and move forward. I cannot put the exact words in this book that I used but let’s say the use of my vocabulary was colourful.

Inside the room it was hot, stuffy and people were feeling uncomfortable being in the toilet, but they soon got the point. My HR Director was spitting kittens about my methods and I would not recommend using the toilet as meeting point for anyone in today’s tough employment law society.

The bottom line was this:-

I – My managers realised that they needed to see things before they happen as prevention is better than cure.

2 – Not everybody is motivated all of the time but if you can motivate and keep your top performers motivated then the rest will follow.

3- If you do not perform when I am around then the shit is going to hit the fan and literally, it did.

4 – You can bring some humour into your everyday business life and people will never forget these moments.

The outcome of the afternoon kick up the arse toilet session was that the team flew out of the toilets and went on to smash their daily target to pieces. Now I do not know whether it was because they did not want to go back into the hot sweaty toilet again for another spank or because they were actually inspired by my meeting. Either way, it got the job done and that’s the kind of unconventional guy I am.

Best Wishes for 2012

A great year ahead!

Regards Brad

Last night I was working on a fast food stall and Wembley Arena earning extra money selling hotdogs to support my business. On the way home at 2am D:ream were playing on the radio “Things can only get better”.

I had worked on the stock market as a blue button when I was 16. The stock market crashed a year later and I lost my job. I bought my first market stall business when I was 18 years of age costing me £15,000. I also bought my first house when I was 18 and interest rates increased sharply to 15%, resulting in losing my £34,000 life savings that I had invested. I went bankrupt when I was 21 and thought my world was at an end. I clawed back from bankruptcy and started my promotional business when I was 21. I had already experienced major adversity and I was still only a baby.

I arrive at my office in Epping at 7am to prepare for my biggest ever business deal, one that would set me on the road to entrepreneurial stardom. A Korean gentleman called Mr Kim was arriving at 11am to see my business in action. He had been sent by his company, The Kolon Corporation, a multi-billion dollar organisation to open export channels in Europe and I was his one of his UK supply options.

The other two companies who wanted this contract were already turning over millions of pounds, had an established client base and had sound financial backing. Not only that, they had showrooms and warehousing in the clothing wholesale capital of London, Commercial Road E1.

My company was turning over just £250,000 a year. I had little stock and few customers. My first floor office was 300 sq ft with a few racks of stock. I had no office furniture and only two spare chairs, one of which had a broken leg and paint all over it.

I knew that I had to impress Mr Kim and I also knew that if I secured the deal it would mean that I could take my company to a multi million pound turnover business, pretty much over night. In business belief is everything and if you are prepared to do what your competitors do not have the imagination or balls to do then you will win.

I called in four friends dressed in smart suits and sat them at desks and placed phones on the desks that were not connected to any phone lines. I told them that when Mr Kim arrives that they should be on the phones closing deals and mentioning high profile companies. I also asked my family to call and place orders at a precise time and not to stop until we called to say that Mr Kim had left.

It’s 10.45am and Mr Kim had arrived early. My palms were sweaty, my heart was beating and my legs started to shake. I had to calm myself down and prepare for the pitch of the century. The boys were ready, the order pads were out, phones were in their ears ready to take orders and my family were ready to call in 5 minutes to place orders…… Ok action stations here we go!

I greeted Mr Kim downstairs, shook his hand and walked him up the stairs to my office. The only two incoming phones lines I had were ringing off the hook. The sales guys were on the phones that were not plugged into anything pitching customers and taking orders. My family were playing their part in helping me secure the deal.

Mr Kim questioned me for almost two hours nonstop. The sales guys kept taking order and my family as requested kept ringing in. After about an hour someone took an order from my family, later I found out it was dad. The order was for 6000 jackets and I can remember saying to myself “calm down family”, that is an order for £120,000 and if they keep placing silly order like that, it’s going to blow my deal out of the water.

Mr Kim had questioned me about sales, marketing, manufacturing, ranges and design styles, colours and size ordering breakdowns. We had discussed import and export duty, ports of origin and ports of destination. In fact we had covered everything from fabric and the mills that would be making it to container sizes, shipping and warehousing costs.

I understood it all and had been studying about manufacturing for a long time and besides, both of my parents had inducted me into the world of fashion from about 10 years of age – Thank you mum and dad!

Mr Kim knew that I was buying jackets from a Company in London called The Cobles Company ran by a Jewish man called Lawrence Cohen. Mr Kim also knew that Mr Cohen was spending a good few million dollars in Indonesia producing the jackets. What I did not know is that Mr Kim knew his exact import numbers and had the use of the factory two streets away producing the same goods and he had his eyes set of Western Stardom and needed me to make his dream a reality.

Another 30 minutes went buy and I held my nerve and made Mr Kim believe that I did not need his imports. I finally shook hands and Mr Kim left the building.

What I had achieved in the last two and a half hours was this:- I secured over £2 million pounds of imported goods ordered and ready to be delivered in ninety days to my 20,000 sq ft warehouse. The beauty of the deal was this. I did not have to lay out a single penny security. I had just placed an order for £2 million pounds without a single penny deposit. To this day I have not heard of a deal being done like that by a guy of 24 years of age.

I had no warehouse, no customers, no distribution and no way of even financing the deal I had just signed. I had just ninety days to prepare to take a business from turning over £250k a year to a £3 million a year business.

I did just that and by 1996 I was supplying Walt Disney, Coca Cola, Wembley Stadium, Capital Radio, The Spice Girls and had supplied products to just every brand that you could imagine from food to drinks, pop and rock groups, formula one racing teams and SkyBSB. I built a blue chip client network that was the envy of the promotional clothing world. I was turning over £3.3 million pounds a year, had been approached by Dunn and Bradstreet for outstanding growth as well as Sir Richard Branson’s Fast track 100.

It all seemed to be going so well until the Far East Crashed in 1998 costing me over half a million pounds and everything that I had built over a 5 year period.

When you lose everything it hurts, but the extraordinary people get back up, learning from their experiences to go on and achieve greater things and that’s why – Everyday People Achieve Extraordinary Things.

Best Wishes

Bradley Chapman

It’s always been more than this but now there seems to be a new dawn of understanding coming into play and brands are starting to see PR for what it really is – an incredibly powerful tool for managing the relationship you have with your customers.

As brands fight harder and harder for customer loyalty and customers become more and more demanding, it’s crucial that marketing teams are armed with the most powerful tools to fight for their customers’ love. This is the year for the new world of PR.

PR to many used to mean media relations but it’s now undeniably so much more. It’s come round full circle to actually mean what it stands for- Public Relations and it’s being embraced for this.

PR is two-way communications- PR used to be seen as one way traffic. Brands put their messages out to the consumer, after carefully structured communications being signed off across several internal departments, with the corporate line having been agreed company wide. It was a very controlled exercise. The customer was on the receiving end but was not necessarily expected to respond, rather simply soak up the information and love the brand all the more for it.

Now PR isn’t about one way traffic, nor is it so dependant on the media- it’s about good old fashioned communications called conversation.

Customers have become more sophisticated. They demand more. They know more. They use technology a lot more. The information available to them is vast. Their choices are immense. So where is the cut-through? It’s got to be in building strong, meaningful relationships to command brand loyalty and sort the wheat from the chaff.

A brand proactive in their conversations with customers is a brand in touch with its audience

Regards

Bradley Chapman

Long service awards

Long service awards are allowed within strict limits. There will be no tax charge so long as the employee has been with you for at least 20 years and the article given has a value not exceeding £50 for each year of service.

Suggestion scheme awards

Such awards must be made under a properly constituted suggestion scheme, based on a set percentage of the expected financial benefit to your business. The maximum award allowed is £5,000. There is also a concession for ‘encouragement awards’ of £25 or less to reflect meritorious effort on the part of the employee concerned.

Staff parties

Staff annual functions (e.g. a dinner dance or Christmas party) are tax-free where the total cost per person attending is not more than £150 per year (including VAT).

Promotional gifts

Such items are normally purchased for advertising purposes and must display a ‘conspicuous advertisement’. Staff may receive promotional gifts tax-free provided that the overall cost of the articles involved does not exceed £50 per person per year.

Gifts of food, drink, tobacco or vouchers are specifically excluded.

Trivial benefits

Although all gifts are strictly subject to tax trivial benefits such as a turkey or bottle of wine at Christmas, or flowers on the birth of a child are not generally assessed as a benefit. A cash benefit, however, is always taxable irrespective of the value.

www.truemanbrown.co.uk

Here are ten tips to help you be one of the survivors.

1. Cut costs as soon as you can

As sales revenue falls you will have to cut your cost cloth accordingly, so act decisively and make the big decisions straight away. Numerous small adjustments can feel like death by a thousand cuts and could take too long to have the desired effect. Use your business plan to assess where cuts should be made and how deep.

Take advantage of any government backed schemes like the redundancy payment loan scheme. When you come out the other side of the recession leaner and meaner you will need key skilled staff to take you forward, so consider if it is wise to lose them all now. Try cutting salary and benefits or the working week to reduce costs but retain the skills, and whilst this may be short term it may buy you enough time until the economic picture improves.

2. Maintain up to date management information

Keep up to date records of every business transaction in order to review performance. It is highly recommended that you produce monthly management accounts INCLUDING A CASHFLOW. Make sure they are produced in a timely manner and that you review them immediately, and even more importantly, ensure you understand what they are telling you. Compare them to your annual budget and investigate any major differences.

3. Remain in control

When a company becomes insolvent the directors need to act in the interests of creditors rather than shareholders but ordinarily that does not give creditors the right to dictate terms, and that includes your bank. Choose your own business advisors so you can be confident that they will act in your interests. Often the spectator sees more of the game and the warning signs are often more obvious to a casual observer than they will be to you.

When you are in the thick of it, punch drunk from fending off creditors and juggling your budget, you can miss the bigger picture. It is not normal to constantly get chasing phone calls to make payments, cheques bouncing at the bank, being on stop with suppliers, or for the bank to insist on an independent review. If this happens, take matters into your own hands and make some changes.

4. Focus on cashflow

Look at all areas of the business. Consider strengthening credit control procedures and debt chasing, reduce stock levels, and try to negotiate extended credit terms. It is also worth looking at taking advantage of “Time To Pay” agreements with HMRC. Some of these will not be easy as everyone is in the same position and is looking to maximize their own cash position.

Don’t forget the old cash clichés as they are even more relevant in a recession, “turnover for vanity, profit for sanity” and “cash is king”. When times get tough it is very easy to chase turnover but remember, you only want profitable turnover. You may have under utilised assets within the business that could be sold to raise cash but ensure that this would not damage the business in the future.

5. Prepare or update your business plan

This is essential as all business owners and managers need to understand where they make or lose money and need to look ahead at different scenarios, like what changes would be needed if sales were to drop, say, 25%. Most importantly, more businesses will need this information to optimise cashflow and maintain reasonable headroom within agreed facilities.

If a company is looking to secure bank or Business Angel funding, a sound business plan is a prerequisite to even get in the door. A business plan obviously looks forward but if you have a monthly reporting system in place, it can be used to compare against actual performance allowing the business to identify and react to differences much more quickly.

6. Update your trading terms

Many businesses have relatively little experience of their customers becoming insolvent. In a sharp recession this risk will become a more frequent part of doing business and needs to be built into pricing and terms of trade, including provision to charge interest on late payments, termination of contracts, taking early recovery action and claiming a lien or retention of title to goods. Obtain up to date credit reports on major customers.

Ensure you have an efficient, computerised credit control process and use it to chase customers before the payment terms are stretched. You may need to take further action if contacting the debtor doesn’t result in payment. Consider using a local solicitor to send official looking reminders to debtors, it doesn’t cost much and may speed up payment. The normal standard payment period is 30 days, after which you might consider charging late payment interest.

7. Look out for opportunities

For every business that fails there will be customers, key personnel and other assets available to those that survive. Register on IP-Bid.com, the UK’s online insolvency market place, to receive email updates and opportunities. In the current climate there will be many companies coming up for sale so update your marketing plan to include market growth by acquisition. This will make you a bigger player in your market and may present an opportunity to buy a competitor cheaply.

8. Inject additional working capital

In the current climate the banks are no longer prepared to take all of the risk in a business so you may have to consider putting some money into the business yourself to pay creditors, especially if your bank has declined additional facilities. You may be able to tap up friends and family, sell some personal assets or release equity in a property but there are a number of potential pitfalls you will need to navigate, so seek specialist advice first.

9. Have a structured survival plan

Battening down the hatches and hoping to survive the recession may not be the best option so you will need to put together a plan to get you through the difficulties. This will prevent knee jerk panic decisions particularly when looking at cost reductions and will also look at how you will maintain and grow your sales at the same time. You can only cut costs so much but if the sales are not there you will still suffer severe cashflow problems.

10. Don’t panic

You can be sure that in the current climate you are not alone with your problems and challenges as just about every other company is going through the same. Despite the negative coverage in the media over the last year, the world will not end next week and if you are proactive and actively take steps to get through it you will survive and be better for it.

Don’t feel a failure if you seek professional help from a competent business advisor. If you need specialist insolvency advice they will tell you. Recent case law has clarified that as long as directors act in accordance with professional advice they should avoid personal liability.

REMEMBER!!

There are usually a number of constructive options available, especially if you take early advice. This may be the first time you have faced being unable to pay creditors but we see this type of situation every day. Even if the company cannot be saved, often the business can. Be positive and you will survive, bury your head and you will become a business failure statistic.

www.remedyforbusiness.com

What does it take to be an entrepreneur?

With the UK economy in full re-build, it will be the entrepreneurs, who create jobs, through innovation and by putting their ideas into action. Being an entrepreneur or business owner is not an easy thing to do and with so many new business startups perhaps more than ever before, you have to ask yourself one question:-

Am I ready?

Being an entrepreneur requires a passion, determination and courage that few people actually realise. You will experience the highest of highs coupled with the lowest of lows. At times, your mind and resolve will be tested to the limits and only when you face real adversity will you know whether you truly are entrepreneurial.

Entrepreneurial Leaders

Entrepreneurs are natural leaders that inspire and innovate through ideas and creation. An entrepreneur must accept and realise that he is not skilled in every aspect of business and day-to-day operations. The skill is knowing when and where to seek help and how to use it and in what quantities.  Always stand up and be counted even when things go wrong. When your ideas work, ride them, when they do not, evaluate and reapply.

Your idea

If you are starting a business then you must test-drive your idea. Do not keep it to yourself, as you are not re-inventing the wheel. Put your idea out there, as that is the only way to know if it is going to work. Use your friends and family to test drive your idea but also use people who do not know you, as they will answer honestly without emotion. Above all, listen to them, as they could be your future customers.

Finance

Do you have adequate finance to get your business where you need it to be? If you do not then you have two choices: – either wait until you have secured enough money to fund the business or start it knowing that you will require investment at a later stage. Some investors prefer to see something tangible, live and working. Be careful and choose wisely.

Employing people

During my career, I have employed thousands of staff. I have learned only recently at a great cost that you must employ the best person that you can and if that means you have some kind of profit share then do it. Getting employment wrong, can cost you time, money, grow and can have a negative impact on your business. When I met and interviewed David recently he reinforced that to me.

Business planning

Your business will change as soon as you create it. A business pan rarely goes according to plan. Keeping an eye on costs is key and reviewing your monthly costs is essential if you are to survive.

Always look at your three month cost base and if you are not making money then ensure that you either decrease costs, increase sales or your GP to stay above water. Always remember that if your business makes 10% net profit after all expenses then for every £10,000 in turnover you achieve you earn £1000. Every £1000 that you spend requires you to turnover another £10,000 just to make it back.

Time and resources

Entrepreneurs work long hours and often take home less money than they were paid by the jobs they enjoyed prior to starting in business. I would advise that you have a second income while you build your business. The less you draw from the business, the stronger it will be in the long term.

Your resources are everything and the contacts that you make will help you grow your business. Business networking is an essential tool for any business owner and there are many business-networking opportunities for you to explore.

Business Networking

Business networking is a vital tool for your business. Get out and join as many business networks as you can. Entrepreneur networking will help you make new contacts that you can later use to your advantage.  Raw Business online offers free online business networking. Every registered member also receives a copy of Raw Business Magazine each month. Join as many networks as you can and make as many new contacts as you can.

Bradley Chapman

www.rawbusiness.com

The Secret Millionaire – Interview by Heidi Weir

Kavita Oberoi is one of the UK’s most successful female entrepreneurs.She is probably best known for her appearance on The Secret Millionaire.

Since her appearance she has become a Director of one of the charities she supported on the show: Sisters with Voices, an eight week programme for disadvantaged young women which provides mentoring, coaching and activities to increase self confidence and life skills, and Kavita has now sold the programme into three schools and to the Sure Start scheme in Derby.

At the age of 38, Kavita runs her own multi-million pound Healthcare and IT consultancy which she started from scratch in 2001 and has a personal fortune of over £10 million. She spotted a gap in the market for IT training and business consulting and she quickly won a large contract and by August of 2001, demand for her services had become so great that she established Oberoi Consulting. The business now provides IT training to more than one in five GP practices across the country.

Kavita, I’ve heard you believe that you got your entrepreneurial spirit from your dad, can you tell me a little bit more about why you think that?

My father came over to England in the 1960s and he was a very smart man. He pretended that he knew how to fit bathrooms, he just watched a plumber do it and off the back of this he set up a very successful plumbing and heating business. He called the rest of the family over to do the manual work so that he could concentrate on the thinking. That business has now gone 3rd generation. At one point we lived above the shop where the plumbing and heating retail business was based and I used to go down from the age of 2 and sit in the office for hours playing on the phone and the typewriter. My father would to take me with him when he went to see his clients so I think I had some very early training.

So what was it like growing up?

I came from a traditional Asian background. The premise really was that girls shouldn’t work and shouldn’t be educated. My sister got married very early, she had an arranged marriage when she was 19 as was the case with most of the girls in family. My mother was brilliant, she really empowered me. I wanted to do more, for example, I wanted to attend after school activities; Ballet and Tap, she’d sneak me out, not let my father know so that I could do those things. Had it not been for her I would never have been able to have gone on and completed my degree. My father died when I was 15, shortly after I wanted to go out to work and I got a Saturday job in a shop, my mum and myself received some backlash because it wasn’t the ‘done’ thing. I fought this with the backing of my mother and then went on to go to university. I used to have to commute everyday because I wasn’t allowed to formally go away so I stayed at home and travelled an hour and a half each way every single day. I think after I achieved that, I almost became a trailblazer and now it’s opened the way for mother family members who have all had an education and mare working.

Do you think that because you were pushing the boundaries from an early age it helped you when it came to business?

I think it certainly has helped, I’ve always been quite driven, I’ve always wanted to achieve and do better and like you say; push the boundaries so I probably had a lot of confidence and drive at the point of starting my business. I am a really focussed person so I knew what I was going to do and I knew that I was able to do it.

You started off working for a large pharmaceutical business where you were comfortable and successful so what on earth possessed you to take the first steps in launching your business by going freelance?

I got to the point in my career where I wanted promotion so I went through the interview process and missed out. I was absolutely devastated because I felt I had earned it, I had been so successful in my current role and this was a job in management. The feedback I was given was that I wouldn’t be a good leader and I wouldn’t be motivational. It was a real set back and I actually started to go for interviews with other companies, that’s when the realisation dawned on me; I could do the same thing for another company for another 8-9 years for them to tell me that I wasn’t good enough when I knew that I was. I had built up a lot of skills whilst working for the pharmaceutical company and I worked out that I would probably have to work 3 or 4 days to be able to have the same take-home pay per week and I knew that I would be able to do that.

Was there ever a time that you faced such adversity that you just wanted to give up?

I think it was difficult when I first started. I got a large contract with the pharmaceutical company and had to put it on hold at one point. It was going to get so much bigger and it seemed that it went on for months and months before we got the approval to really take it to a massive level. So, I’ve never wanted to give up but most entrepreneurs are really impatient and want everything today to happen now.

Can you talk me through the journey you’ve taken from Employment to Freelancer, to launching your business and where it’s taken you?

I had built a lot of skills and I had a real passion for computers and I knew the primary care market. Whilst I was working for the pharmaceutical company there were some guidelines that were launched on the treatment of heart disease which affected the GPs that I was visiting at the time. I’d found that they were very good clinically but they really used to struggle when it came to IT. Some GPs were having trouble identifying their patients on their computer systems, so I self taught myself the systems and I would run lists off which the doctors could use to start calling in patients for treatment. As the same time as I’d gone on my own a colleague of mine had gone to another very big pharmaceutical company and they asked me to do a trial in their area. The trial was so successful that the marketing department called me in and literally handed me a £250K contract!

Being of Asian background and choosing an IT based business, you’ve obviously faced some real challenges; what do you feel has been the biggest challenge you’ve faced as a woman in business?

I don’t really see myself as a ‘woman in business’ like it somehow makes us deprived. I think at the end of the day, if you’ve got the skills and the knowledge and you know your subject area, it doesn’t matter if you are a woman or a man. I think women are more tenacious as they almost have more to prove because they don’t want to be seen as a failure, they spend their time managing so many roles but I think that makes us stronger.

The biggest challenge that I’ve faced is; staffing, recruitment, motivation, developing people and letting go because most entrepreneurs are very controlling so actually letting go of things and letting other people deliver can be very hard. Sometimes you have to allow your results to come through others and give people the chance to learn from their mistakes. There is also a balance to be found because sometimes you can employ and develop people who may leave, I get very attached to my employees, I understand the importance of flexibility on working hours and the pressures that having a family brings. We have a really good team atmosphere so you don’t expect people to leave and when they do it can really hurt. For me the biggest challenge I face and have faced is recruitment, staff development and retention. We are in quite a niche market so we first of all struggle to even find the right people, I could easily employ another 10 people tomorrow if I could find the right individuals. To overcome this hurdle we try and work by word of mouth, when we work with GP practices we try to look for people there that may be looking to move on. We use agencies, we advertise, we explore every avenue to recruit the right people but it is a real gamble. It’s costly, it’s time-consuming and it’s definitely my biggest frustration.

What is the one piece of advice you would give to a business that is struggling right now?

I think it’s all about attitude and what you have to look at is not moving away from your core business but diversifying and re-packaging. I believe that recession is a good time for start-ups. Some of the most successful businesses started in a recession; Hewlett Packard, Disney… all started in a recession. I think you have to remain focussed and being in a difficult situation means that you learn some very important lessons. When you are cautious with money it’s not a bad thing because when the recession lifts your business will flourish, I think it’s all about the attitude.

If you were 18 again, would you do anything differently?

I think the only thing I’d do differently is the way I went about recruitment, staffing and employment contracts when I started my business. It has been a really big learning curve for me, I didn’t have any leadership skills and I’ve had to learn the hard way. I’ve used a mentor and a coach to help me, somebody who’s very experienced in that area, I think it’s good through networking with others to be able to find people. It’s important that you know what your weaknesses are so that you can try and work on them.

Knowing what you know now, if you were to go back in time and give yourself one piece of advice, what would it be?

There’s so much more that you can achieve so always believe in your own potential. Some people are just happy where they are and some people will aim a lot higher. I would always advise that you aim a lot higher because you’ve got that ability in you. If somebody says you can’t do something, don’t listen because I was told I’d never be a leader or be able to motivate people and I have my own company now. I guess that gave me the fire inside that has made me achieve.

We talk a lot about ‘feeling the fear and doing it anyway’, what’s your biggest fear?

I think for most people in business when you have major contracts the fear is losing them and having to replace them. That is why I believe that it is so important to not become complacent and why we are always looking for new business.

Who’s been your biggest supporter – your rock along the way?

My mum has always been brilliant, she’s always encouraged me and been very supportive but I’m quite lucky in that I’m driven. My business is like my baby, I’ll keep going, I won’t stop.

If you woke up tomorrow and you’d lost everything over night, what would be the first thing you’d do?

Well obviously I’d start again. I would research the marketplace to find the needs. I went to Mumbai in India last year and there’s no begging out there, it was very interesting to see how the families are surviving and how it brings out your entrepreneurial spirit. For example on Valentine’s Day even the children make cards to sell because there’s a need. There’s no welfare system over there, so if you haven’t really got anything you have no choice but to go out and do it. In the slums they’d go and get the recycling from the 5 Star hotels and sell it on. The slums were generating around 750 million from this and now the government are trying to tap into that to get people out of the slums and re-house them but they don’t want to as they are doing absolutely phenomenal business. These are people with nothing really, if they can do it, what excuse has anybody else got.

Tell me a little about your business now and what the plans for the future are?

The Core business is clinical audit, what we do is we go into GP practices, gain projects through primary care trusts or a sponsor and we’ll work on different disease areas and help the doctors to identify the patients on mass and put a strategic plan together to recall the patients, so it’s all around the use of IT and healthcare. From a personal perspective I’m now investing in Commercial Property and also setting up conferencing and meeting rooms. We’re finding in this recession that more people need rooms and office space on short term leases so I’ve done a deal with a local developer to buying some commercial property, which most people right now would not be doing. I’m in a position where the banks will lend, the rates are low and I have a tenant for one of them already, the other I’m turning into a conferencing facility. These are both within walking distance of my current offices in Derbyshire.

How did you feel after doing ‘The Secret Millionaire’, the follow up and what was your reaction to it?

It was a really, really good experience, it was such an eye opener. I’m a director of Martha’s Oasis and we’re trying to nationalise The Sister’s with Voices programme, we’ve sold it into different schools so it’s been really, really good and it’s given me a different type of adrenalin rush than I get from the entrepreneur side.

Why did you decide to participate in the programme?

I actually turned it down when they first contacted me because it was a brand new series and I didn’t know if it would be positive or what it would be like. I think the major factor was when I visited Mumbai and was inspired by what I saw. I met this lady out there who set up the National Spastic Society 35 years ago, she had a daughter who was disabled and she was perturbed as her daughter had no rights to education. She was so angered that she went over there and changed policy. Her own daughter has now graduated from Oxford. It’s true that everyone should have the right to education. I found her really inspiring and when I came back out of the blue the phone call came for the second time and I thought this time I have to do it.

A lot of the women in the network want to see more success stories from women but it seems that there are less high profile women entrepreneurs than men, why do you think that is?

I think some of it is a confidence thing. Some women are hugely successful but they just don’t want to do anything on the PR side of things.

What do you think makes a successful entrepreneur in your eyes?

You just have to be very passionate about what you are doing, very focussed and determined and have a lot of selfbelief. If you have an idea, do not stop until you’ve achieved success.

You’re a successful business woman and obviously now you’re very involved in charity so what’s better; giving or receiving?

Whatever you give, you will get back ten-fold. That’s not just in terms or money but in terms of connections. Both organisations that I gave to on The Secret Millionaire I now work with. I have received back much more than I gave. If you give something (and it doesn’t have to be money, it can be time or passing on a connection) they will pass you on and you will benefit in the long term which is why I see the benefit in the Raw Business network.

Have you got a favourite saying or quote that you would share with our readers?

I think I would say; ‘Hard work leads to profit but mere talk leads to poverty’, I think that’s from The Bible but I remember somebody saying that and I thought that really ‘fits’ me.

Thank you to Kavita for her time, for her honesty and interest in our business. I would like to wish you, your business and the Sisters with Voices Programme all the success in the world.

For further information on Kavita please visit: www.kavitaoberoi.com and for information regarding her Healthcare and IT business please visit:

www.oberoi-consulting.com

She established her own company to work with other entrepreneurs in small and medium businesses, together executing profitable fast-tracked projects based on launching products and services that add value to the market and create additional profit centres for the business.

We chat to Jeannette to find out more about WELL-TO-DO (UK)

How did you start your current business?

Let me tell you that I was not that clear from the beginning about what my business was going to be about but I decided to take action and I incorporated my company WELL-TO-DO (UK) Ltd in 2006. In the meantime during my transition period whilst I was figuring out what exactly I was going to be doing as an Entrepreneur, I decided to carry on with my core career and I immediately at the time self-promoted myself to the role of Project Manager on a consulting basis – this was primarily within the Oil and Gas industry.

But after my last contract that ended towards the end of 2010, I decided that I was going to embrace the opportunity of having a bit of time off for myself and would concentrate on developing my company. It wasn’t until the end of January when I was offered the opportunity with Raw TV that I decided to seriously work on officially launching my company and connecting with many other entrepreneurs like me.

Furthermore, anyone will be able to read my article: “How To Make A Killing Launching Of Your Product Or Service In 6 Weeks Or Less” on Raw Business Magazine edition 16, which comes from my own experience in launching my current business.

Were you employed prior to starting this business venture?

Yes I was employed through my own limited company, working on a contract basis.

What was your biggest fear before starting your business?

My biggest fear was about being perfect when starting my business; this is probably why I went on exploring so many business options before actually deciding on what I was going to be doing. At the end of the day, I understood that being perfect many times does not mean to be right! So, I decided to stop trying to be perfect and rather find my passion field and start from there. It is then that I realised my vision of helping and connecting with many people via projects related to business and personal development.

What has your biggest challenge since starting your business?

Making the transition from a high flying six figure project management consulting career into a business start-up all by myself (“the switch”).

How did you manage to raise the finance to start your business?

Good question Bradley! Well, I thought I had it all covered from savings and during the transition period called “the switch” something interesting happened. The safety net I was counting on was almost all taken away from me when a life threatening situation with my mum on Xmas 2010 made me divert those resources towards saving her life and I am so pleased that at the end it was a mission accomplished. That experience made me go back to my drawing board once again and rethink on my priorities and even though my last contract was concluded and I was having no cash flow, I decided to stick to my guns and continue with the realisation of my business no matter what.

What has been your biggest mistake whilst creating building or running your business?

No making a better plan to guarantee that cash flow was still flowing at times of having no contract work, rather than being on a roller coaster situation.

What has been your biggest success?

My biggest business success has been incorporating my company and keeping on with my vision of developing a business that comes from my real passion.

If you could go back and change one thing, what would it be?

Bradley I do not think I would change a single thing as all I’ve been through has been essential for who I am today and who I am becoming.

Have you ever thought about giving up and what made you continue?

No, I never thought of giving up upon realising my Vision of being a full time Entrepreneur promoting quality of life to the market place. I always felt that I had so much value to offer than being on a day to day job that nobody else was interested about.

What would you say is your biggest skill?

It has been my self-motivation and spirit to keep developing myself to the best so that I am able to provide sustainable added value to my life and the lives of many.

How would you define the role of an entrepreneur?

An entrepreneur is the driving force of any economy, we are the pioneers and leaders of the market place and by our vision we are able to impact positively the lives of many.

Many people are afraid to reach out and ask for help, believing that it is a weakness; I believe that it is a strength. If you had to reach out right now and ask for help, what would you ask?

I would love to have the guidance and views of a master that is already at a much more advanced level than me, so that by her/his guidance and experience I am able to perceive a clearer picture of my journey ahead and by that advice I am able to also make wiser decisions that get me where I want to be faster because that person has been where I am right now.

What are your strengths and what are your weaknesses – How will you improve you entrepreneurial ability, what action will you take right now?
My strength as an entrepreneur is about keeping focus on the higher purpose and contribution from what I do. My weaknesses were about being a perfectionist and over prepare to the point of being paralysed by the too much analysis approach.

Tell us about your business and what you offer your customers

Bearing in mind all my experience in project management, I decided to invest my energy and passion in helping small and medium businesses execute profitable fast-tracked projects in the area of launching products and services to their customers, with the aim of adding additional streams of income.

What was the first vision or dream you had about your business?

I wanted my business to be in the educational field within the area of personal growth in a holistic way, related to improving the quality of our lives in all areas. I wanted it to be a community/network of like minded people too. In fact, this first vision was my inspiration for the company name: ‘WELL-TO-DO’, which my adapted definition is: ‘well-to-do, adj. indicative of being happy and healthy and prosperous and successful’.

What was the first thing you did when you had your vision?

I immediately went on brainstorming about the name; I incorporated the company in UK and bought the domain name.

Who did you talk to about your business idea and what did they say?

I shared it with my close family and they have been always supportive of it.

What did you have to give up in order to start your business?

I gave up a high flying six figure project management consulting career in Oil and Gas to pursue my real passion within my business.

What was your inner motivation?

Being the best I could ever been so that I am able to provide sustainable added value to my life and the lives of many and years ago I started my intensive self-education and training path in many areas like: property investment, wealth creation strategies, taxation technicians programme, training for trainers, sales and leadership, stock market analysis and investment, health training and body building, millionaires mindset of wealth, mastery of the little voice insight, internet marketing, plus many other courses for business owners too.

Where did you start work on your business at home or at a new office?

I did start from home.

Do you have any employees now?

Yes, a company PA/Admin assistant.

Did you have any setbacks during the startup stage?

Yes, I decided in 2007 that I was going to take a sabbatical year to dedicate myself full time on setting everything up for the start-up of my company firstly in the field of property investment but later due to the collapse of the property market and personal issues prevented myself from continuing with that plan. However, I kept my original vision alive.

There are three character types, entrepreneur, manager and technician, which one are you?

I am definitely an entrepreneur and a manager.

Do you use a business plan and stick to it religiously?

Yes, I tend to develop the details of the concept itself into a kind of strategic plan, then I keep flexible on the approach during its implementation; from my project management career, I learned to focus more on the general outcome and look quickly for solutions when challenges arrive rather than being fixated to an original plan.

Do you believe that you can become successful on your own?

I did believe that, but fortunately changed my mind along the way. I never understood why I originally envisaged myself on my own when starting up if I have worked with project teams all my life!

Whom would you like to thank today for supporting and believing in you?

First of all, I would like to thank myself for keeping myself committed to continue despite of the odds encountered and I am also very grateful of the support I have received from my lovely family.

Do you think that high levels of commercial acumen and experience are required to become successful in business?

Not high levels per se but some fundamental knowledge would be desirable.

If 90% of businesses fail within 5 years, what are you doing to improve your chances of success?

This is an excellent question Bradley, my actions are towards establishing an effective cash flow system and robust financial foundation so that we keep growing in good times and protect ourselves from any stormy times. On the other hand, keep internal training ongoing and promote creativity so that we are able to continue adding value to the market place.

If your business offers credit what will be the impact on your business if you had to write of a £10,000 invoice?

The offering of credit is no applicable to our business, but if it was I would have included the credit offers as part of our cash flow monitoring system.

Do you feel that a good accountant can add to a business’s success rate?

Yes, indeed but has to be a good accountant in terms of being a proactive accountant rather than only those that are order takers only, providing advice only when directly being asked.

Do you believe that a business must have solid finance sin place before the business starts trading?

Solid finance in place meaning having a contingency budget in place would be very desirable.

Is customer satisfaction important? How do you test and monitor your results?

This is very important. Test and monitoring comes from asking directly to them.

If your business lost money in a month that should have cleared a profit what action would you take?

The first thing will be about debriefing on the reasons why money was lost, identify the lessons learnt and come up with a plan for rapid improvement. Regular monitoring will also be essential to avoiding any surprises down the line.

How will you deliver safe profit growth for your company?

The answer has to do with making sure that we have a systemised business that focuses on cash flow together with long term profit growth, so that we can support effectively the market as we grow i.e. we deliver massively our value in a systemised way with no quality of our service or product being compromised.

Do you believe that you are always right?

No, I don’t believe so. I am always asking for feedback and input from others as this is essential for company growth.

When someone disagrees with your ideas what do you do?

I listen to what the other person is bringing to the table and what solution to it is suggested, and then I am open to brainstorming on the viability of the solution and agree on the best way moving forward.

Is marketing and brand awareness important to your business and why?

Yes and more marketing than branding at the moment. This is to the fact that at the beginning I am more into delivering a valuable offer, branding will later come as a result of continuous delivery of great products and services.

What role does I.T play within your organisation?

I.T is very important in implementation of business systems.

At what time do you decide to grow your business and why?

Once I start receiving confirmation of positive acceptance from the customer.

Have you ever considered talking in angel investment?

Not yet, but I would consider it in very special circumstances and have to analyse first the value that the angel investment will bring to the business.

What are your companies short and long term goals?

Short term: connect with many entrepreneurs as we possibly can and look for ways of effectively team up.

Long term: build up on the list of projects we carry out at any one time and continue focus on receiving confirmation from the market that they like our product and services.

For more information visit www.well-to-do.net or email jdevanna@well-to-do.net.

Experience Includes: Direct Sales Home Improvements, Publishing Advertising and Media, Telecoms fixed and mobile, Business Events, Business Networking, Stationary, Web Site Development inc PPC, SEO and Organic key Word Optimisation, Textile Retail wholesale and manufacturing, Trade credit Insurance, Online Marketing and Webcast TV, email Marketing, Business Networking Expert, Building and maintaining social media brand presence and Identity.

“Everyday People Achieve Extraordinary Things” – Bradley Chapman

Bradley Chapman believes that “Everything is Possible” if you have the right mindset and motivation to support your dream, goals and vision. He has faced and overcome major adversity in both his personal life and the various businesses that he has owned, managed and built during his career. He believes that everyday people can achieve extraordinary things and delivers this message through motivational and inspirational speeches, seminars and networking events.

Bradley has over 20 years of business, business management and entrepreneurial business experience. He has traded both in the UK and internationally for clients including Walt Disney, Wembley Stadium, Coca Cola, pop and rock groups including Oasis and The Spice Girls as well as supplying promotional products for major TV campaigns, leading UK brands and major Blue Chip companies.

Over the years Bradley has owned various businesses including an import and export business, retails shops, fast food catering businesses, clothing mail order, textiles manufacturing, wholesale and retail businesses and most recently Raw Business – The Entrepreneur Network which offers Business Networking and a Business Magazine called Raw Business Magazine to the companies readers and members.

After a painful relationship break up in 2007 Bradley left his home, taking with him a few black sacks of clothes. He decided to leave his six figures + job Hugo Boss suits and launched a business to help aspiring entrepreneurs and existing business owners achieve their dream. That was not before he declared himself bankrupt. He then promised to build a business networking company and business magazine with no money. Bradley said that within three years he would have interviewed some of the UK’s highest profile entrepreneurs, built a successful business network and published a leading UK business magazine… that was in 2007.

Today Bradley has interviewed and worked with some of the UK’s highest profile entrepreneurs including Charlie Mullins, Phil Hall, David Gold, Richard Farleigh, Jacqueline Gold, Max Clifford, Caprice Bourret and Rachel Elnaugh. He has successfully created the Raw Business entrepreneur network that has thousands of members and has published 15 editions of Raw Business Magazine, which has been read in over 70 countries worldwide.

Bradley was invited in January 2008 to speak at the British Library for the Inspiring Entrepreneurs series of events titled “Business Nightmares”. He talked about his first business-networking website called Million Impossible, which he launched in 2007. The event was headed by Rachel Elnaugh, former Dragons Den panellist and owner of Red Letter Days. Bradley’s speech was warmly received by the audience after he raised the volume in the auditorium by asking over 250 people to network with each other in the audience.

Bradley is a down to earth, passionate, determined and courageous entrepreneur that has a unique style of motivating and inspiring business owners, entrepreneurs and aspiring entrepreneur to take the first steps in business. He also has an ability to bring business, employees and team together to fight for one cause – SUCCESS!

Personal recommendations

“I recommend Bradley, his company Raw Business and of course his business magazine Raw Business. Motivation plays an important part in any business owner’s career and if you are struggling to find yours call Bradley and he will fill you with energy that you can turn into bolts of lightning to positively impact your business”.

Charlie Mullins – MD Pimlico Plumbers – www.pimlicoplumbers.com
(Prince’s Trust – Enterprise Fellow)

“Bradley is engaging, passionate, insightful and a humorous speaker. He has great and personal insight into business and wealth of anecdotes having interviewed many of our top businesses leaders”.

Phil Hall – MD PHA Media – www.pha-media.com
(Former Editor of The News of The World)

Websites

Raw Business – www.rawbusiness.com
Bradley Chapman – www.bradleychapman.com
Bradley on Youtube – http://www.youtube.com/user/rawbusinessnetwork
Bradley on Facebook – http://www.facebook.com/bradleyschapman
Raw Business Facebook – http://www.facebook.com/groups/rawbusiness
Bradley on Twitter – http://twitter.com/#!/bradleychapman

“Everything is Possible”

I have had the great pleasure to interview some of the UK’s highest profile and most success entrepreneurs and they all have one thing in common – Strength, Determination and Vision.

My favourite interview to date has to be Charlie Mullins founder of Pimlico Plumbers – He is absolutely as sound as a pound.  You cannot help but love him to bits. He is down to earth, passionate and has a totally mad sense of humour. Underneath the cool exterior is a man who is totally proud of what he has achieved and so he should be. He has an amazing business, an awesome family and I absolutely certain that every employee that works with him adores him.

Charlie’s oldest employee is a gentlemen called Buster. I think Buster is about 103 now and he is still going strong.

Yes Everybody loves Charlie!

I am attaching a list of all y interviews and pages that Charlie has contributed to my business over the last two years. I hope that you enjoy reading and watching what Charlie has to say.

Thanks a Million Charlie – Hopefully the next time we meet up I can sort you out that Scottish Haggis I promised you.

Charlie interviewd by Bradley Chapman on Raw Business Youtube Channel. 

My first written Interview with Charlie Mullins

Charlie Mullins and Pimlico Plumbers Christmas Party - Royal Garden Hotel Saturday 12th December by Bradley Chapman

Charlie Mullins front cover interview in Raw Business Magazine