Role and company:
CEO at Casewise Ltd
Company turnover (and most recent ebitda/most relevant profitability metric):
£10m – £500,000 profit
Growth forecast for the next three years:
2013: £14m, 2014: £18m, 2015: £22m
In under 50 words, what makes your business distinctive in its marketplace:
Casewise is the first software customer-centric company introducing social and gamification techniques in its applications to engage with a wider audience.
What’s the big vision for your business?
To create enterprise applications to use daily which help major organisations run efficiently. This will be a real remedy against the economic downturn.
Current level of international business, and future aspirations:
Today, Casewise is present in eight countries and is looking to open offices over the next 12 months in the Middle East, Northern Europe and South America.
Biggest career setback and what you learned from it:
Thinking that my product should be first, before my people. With experience, you learn quickly that people create the real value of your business.
What makes you mad in business today?
Employees with a poor customer-centric approach. I want them to take responsibility for any request from our customers and be in charge of satisfying them.
What will be the biggest change in your market in the next three years?
Customer experience. The user will be looking for an app he/she wants to use and gain value out of it. Mass social technology will speed up this process.
Can businesses in your sector/industry access the finance they need to grow? If not, what can be done to improve things?
Over the last few years, finance has been harder to get. Private equity and investors are looking for high revenue increase; but also high profitability business. For a start up or for a business that need to re-invent itself, it can become a real challenge to raise funds.
How would others describe your leadership style?
I lead by example. Having built Casewise France from scratch, in a highly competitive market, to over a few million pounds turnover in less than two years, I have built a real track record in the industry. I am often described as a tough leader but always fair. I only worry about results and customer satisfaction.
Your biggest personal extravagance?
Buying my first Porsche convertible when I was still at business school.
You’ve got two minutes with the prime minister. Tell him how best to set the UK’s independent, entrepreneurial businesses free to prosper:
Facilitate the access of finance to new promising business. Put pressure on banks to help new businesses. Reduce corporate tax to attract more entrepreneurs in the UK.
Following the new French government vote early this year, develop a clear and strong strategy to attract French entrepreneurs and foreign investors.
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