When we were small we were vulnerable. Which meant growth was a necessity rather than a luxury.
Forecasting Vision
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Any entrepreneur should think about who’s going to buy the business at the end.
At Seaham Hall we had a shortlist of one buyer from the very beginning.
When we decided that it was the right time to sell, it took the lawyers 5 months to sort it out, we sold to the people who we’d always planned to.
For a small company – in the early days there were only ten of us – Sage were hugely ambitious.
The vision was to float the business and to make it a global brand – we were totally obsessed with the brand.
And when I bought Seaham Hall I was hugely ambitious and set out clear objectives for what I wanted to achieve. And, in...
When you look at a business, often it starts with one person who has the vision. If they keep that to themselves, nobody else will buy into the concept. I try and be very clear about the objectives of the business, and the timetable I anticipate those objectives to be achieved in.
I like to say, “This is what we’re doing in the next...
In 1966 I had five premises for my first business, Tyre Accessory Supplies when the MD of another tyre company said, “You’re doing quite well, what would you like to do? What’s your dream? What’s your target?”
I just thought I could buy a new suit whenever I felt like it, but that made me think. At that time the motor show was at...