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From YouTube: Enterprise Week 2020: Vision and Traction
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A
A
A
We
would
also
encourage
you
to
tweet
about
today's
event
and
you'll
see
as
part
of
my
high
tech
backdrop
here,
that
I
have
included
in
my
very
best
handwriting
the
hashtag
and
some
relevant
twitter
handles.
So
the
hashtag
is
a
b
c
ew
20,
that's
abc
ew
for
enterprise
week
20
and
the
twitter
handles
are
at
abcb,
underscore
council
at
pkf
fpm
at
we
are
mad
log
and
at
fibrous
full
fiber.
A
A
Now,
as
we
all
know,
streaming
live,
brings
some
degree
of
of
uncontrollables
be
that
with
the
the
internet
at
large,
the
internet
at
our
end.
At
your
end,
we've
rehearsed
and
everything
is
going
very
smoothly,
but
I
just
want
to
reassure
you
that,
in
the
event
of
technical
difficulties,
we
will
give
you
all
access
to
a
full
replay,
so
you
won't
miss
out
soon
to
be
technical
issues.
A
The
week
is
being
delivered
by
local
enterprise
agencies,
including
may
for
a
business
center,
armada,
business
center,
cito,
brownlow,
limited
and
special
thanks
to
kieran
cunningham
and
his
team
at
bambridge
district
enterprise
for
all
of
their
work
on
this
project.
These
organizations
have
collaborated.
They've
come
together
to
organize
a
superb
suite
of
events
in
an
enterprise
week
and,
of
course,
we
get
off
their
flying
start
on
monday,
with
former
fighter
pilot
mandy
hickson.
Sorry
with
that,
couldn't
resist
that
one.
A
Tomorrow's
inspiring
entrepreneurs
event
starting
at
10
a.m
will
feature
some
of
the
best
business
leaders
from
across
the
the
mid-south
west
region,
including
maria
magel,
from
tarases
enterprises.
Shane
mccrory
from
electric
cast
and
cormac
diamond
from
block
blinds
this
session
will
cover
learnings
for
companies
of
all
sizes
and
sectors,
with
growing
relevance
as
the
covet
19
pandemic
continues
to
impact
business
then
to
bring
the
week
to
a
close
on
friday.
A
We're
going
to
hear
from
jerry
hussey,
who
is
a
world-renowned
performance
psychologist
and
also
is
very
own
lizzie
colvin,
who
played
a
key
role
in
the
incredible
achievements
of
the
irish
hockey
team,
who
themselves
will
be
going
to
the
rescheduled
olympics
next
year,
all
being
well
and
and
that
event
on
friday
will
focus
on
well-being
and
winning.
A
Now
pre-registration
is
essential
for
both
of
these
sessions
so
to
reserve
your
free
place
simply
go
to
the
abc
council
website,
homepage
and
click
on
the
enterprise
week
banner
now
to
formally
open
today's
event.
I'm
delighted
to
hand
you
over
to
the
lord
mayor
of
arma
city,
bambridge
and
craig
alvin
burke,
council.
B
Their
approach
is
transferable
to
all
businesses
and
we
look
forward
to
hearing
how
it
helped
them
become
multi-award-winning
companies
that
are
continuing
to
excel,
despite
the
challenging
climate
check
out
the
council's
website
for
other
events
available
as
part
of
enterprise
week
2020.
Thank
you.
A
Thank
you,
lord
mayor,
and
well
done
again
to
abc
council
and
its
partners
for
for
their
vision
in
pulling
this
week-long
initiative
together,
and
it's
now
my
great
pleasure
to
be
joined
by
fergal
and
dave,
I
I've
I've
been
lucky
enough
to
work
with
both
of
them
on
on
different
projects,
and
I've
learned
so
much
from
both
of
them.
So
I'm
I'm
really
looking
forward
to
to
this
event.
So
so
dave
and
fergal
you're
most
welcome
thanks
for
your
time
and
are
you
both
keeping
well.
A
Thank
you
so
so
I
have
seven
very
specific
questions
that
I
wanted
to
put
to
each
of
our
speakers,
and
these
questions
will
allow
them
to
share
their
stories,
but
also
the
transferable
lessons
that
that
they
have
learned
along
the
way.
Now,
as
well
as
my
own
questions,
I
will
put
your
questions
to
the
speakers.
So
please
do
submit
your
questions
to
me
using
the
the
q
a
button,
but
fellas
work,
we're
we're
in
enterprise
week
we're
in
global
entrepreneurship
week.
A
So
I
wanted
to
start
off
with
a
question
with
a
very
strong
entrepreneurial
flavor
and
it's
to
explore
the
origins
of
your
respective
businesses.
So
maybe,
if,
if
we
go
to
dave
first
and
then
furgo,
my
question
is
basically:
how
did
your
business
come
about?.
C
Yeah
kevin
so
there's
there's
over
40
000
children
enter
the
care
system
every
year.
That
equates
to
one
every
15
minutes
and
that's
a
lot
of
kids,
even
in
this
r,
it's
four
or
five
kids
and
most
of
them
have
their
belongings
moved
in
black
plastic
bin
bags
and
loser
dignity.
So
for
me
my
business
came
out
of
that.
C
If,
after
hearing
a
story
of
the
realities
of
bin
bags
being
used
and
felt,
I've
got
to
fix
it,
and
so
that
was
six
years
ago
and
started
mad
luck,
which
stands
for
mega
difference
luggage
simply
using
the
buy
one,
give
one
model.
So
we
use
business,
it's
all
about
profit,
but
all
our
profit
is
about
impacting
children
and
care.
So
so
we've
created
this
bag
brand.
C
Every
time
we
sell
a
bag,
we
give
a
bag
to
an
incredible
child
in
the
care
system
because
of
huge
value
worth
and
dignity,
and
and
to
date,
we've
we've
been
able
to
help
over
20
000
kids
and
we
have
an
ambition
to
be
able
to
get
that
forty
thousand
children
every
single
year
and
we
believe
we
can
do
that
in
the
next
three
to
four
years.
A
D
I
think
the
the
idb
experience,
which
I
I
understand,
I'm
still
perhaps
the
youngest
ever,
what
they're
called
principal
officer
in
the
long
island
civil
service.
It
gave
me
a
tremendous
insight
in
that
I
seen
business
to
be
honest
with
you
and
observed,
and
did
business
in
five
continents
before
the
age
of
30.,
and
as
a
result
of
that,
I
came
to
the
conclusion
in
believing
on
the
18th
of
august
in
1991
that
it
was
appropriate
time
to
establish
my
own
really
client
focused
business,
advisory
and
accountancy
practice.
D
Now,
it's
fair
to
say
that
we
were
looking
basically
for
one
that
would
ultimately
have
an
international
link
and
would
have
at
its
heart
the
complementary
principles
of
caring
and
trust,
and
we
concluded
the
business
didn't
need
to
be
the
biggest,
but
it
should
aspire
to
be
the
best
it
could
be
and,
to
be
honest
with
you,
that
idea
of
scalability
was
important,
and
I
was
very
conscious
of
that.
Scalability
in
terms
of
starting
a
business
is
important
when
you
start
in
your
own
business
garage
or
whatever.
D
You
got
to
always
think
where
it's
going
to
be
in
one
three
and
five
years
time.
So
actually
I
chose
and
believe
it
or
not.
You'll
find
that's
hard
to
believe.
But
if
you
go
back
to
august
1981,
I
think
you'll
not
find
one
accountancy
or
one
legal
practice
with
a
name
with
initials,
and
I
chose
the
name
fpm,
and
I
chose
that
name
which
are
my
own
personal
initials.
A
Brilliant
and
an
additional
question
to
you
both
linked
to
the
origins,
did
entrepreneurship
run
on
the
family.
Fargo
maybe
put
that
one
to
you.
First.
D
Well,
not
necessarily,
but
my
father
started
off
as
a
blacksmith
believe
it
or
not.
He
there
and
mr
ever
and
then
he
went
and
worked
in
harlem
wolf
as
a
on
the
floor
as
an
engineer
and
he
then
came
back
around
1959
and
established
his
own,
relatively
small
structural,
steel
business
and
my
mother.
She
actually
it
was
in
a
business
in
warren
point
which
was
actually
the
funeral
undertakers
and
they
had
the
carriages
then
so
there
was
a
to
be
honest,
a
little
bit
of
business.
D
In
the
background,
however,
I
I
again
would
say
that
the
the
the
few
years
the
idb,
had
an
unbelievable
impact
on
me
and
I
I
came
across
a
company
which
subsequently
we
brought
to
northern
ireland,
called
harris
laboratories
and
located
there
on
the
lisbon
road
in
belfast.
Actually,
but
I
was
put
in
there
in
nebraska.
I
was
really
influenced
by
some
things
I
observed
during
their
culture
when
I
was
out
visiting
them,
and
I
I
really
established
them
to
be
honest
before
we
started
a
thing
called
six
core
values
and
believe
it
or
not.
D
29
years
later,
those
six
core
values
have
not
changed.
Materially
and
just
after
I
opened,
I
was
asked
to
speak
at
the
irish
account
and
student
society
conference
in
newcastle
and
they
said
god.
I
was
hard
to
believe
I
was
going
to
be
their
keynote
speaker,
but
anyway,
31
years
of
age,
but
I
chose
the
topic.
D
I
don't
care
how
much
you
know
until
I
know
how
much
you
care
and
believe
it
or
not.
That
became
the
entire
philosophy
of
the
vision
of
our
own
business,
and
you
know
from
the
outset.
We
decided
that
that
culture
being
focused
on
humility,
transparency,
trust
and
really
strong
communications
in
the
context
of
relevance
and
sustainability
was
key
and,
I
suppose,
just
to
say
about
humility.
I
simply
mean
very
simple
things
aspiring
to
do
things
better,
continuous
improvement
and
by
communications.
I
would
say
that
it
was
internal
and
external
and
believe
it
or
not.
D
D
A
C
No,
there
there's
very
little
business.
I
know
I
was
42
when
I
started
mad
luck,
so
I
was
a
youth
worker
for
22
years
and
looking
back
it
probably
was
an
entrepreneur
all
of
that
time,
because
I
was
always
using
creative
ideas
to
find
solutions
and
problems,
but
it
just
wasn't
about
generating
income
or
doing
in
the
in
the
out
working
of
a
business.
But
I
I'd
say
my
entrepreneurship
and
my
is
connected
to
my
dyslexia
and
being
creative
and
problem
solving
is
that
it
just
gives
me.
C
I
see
problems
and
I
want
to
fix
them
and
I
find
solutions
to
problems
so
that's
kind
of
where
I'm
at
now
and
I've
seen
that
throughout
my
whole
life,
but
in
my
whole
family,
there's
no
business
background.
There's
you
know
people
were
questioning
like
I
for
real,
like
you
haven't,
got
a
degree
in
business.
C
You
know
you
haven't
done
all
this:
you've,
no
money
and
all
of
these
kind
of
things,
and
but
it
was
out
of
concern
and
they
genuinely
were
afraid
of
failure
so,
and
they
wanted
to
protect
me
so,
but
yeah
I've
probably
been
an
entrepreneur
longer
and
I've
realized
that
be
honest.
A
And,
and
today's
event
is,
is
around
vision
and
traction,
dave
and
fergal
talks
about
scalability,
even
in
the
early
days.
What
was
your
original
vision
for
mad
local?
What
did
you
want
the
business
to
become.
C
Well,
for
me
initially,
it
was
just.
Do
I
go
back
to
my
young
people.
I
was
youth
leader
off
and
collect
their
old
bags
and
give
them
to
the
local
trust,
the
the
southern
trust
and
and
but
then
I
started
doing
the
the
reality
check
off
the
the
facts:
the
90
000
children
or
over
90
000
in
the
uk
and
ireland
or
in
the
care
system,
and
that's
that
people
are
saying
that's
over
a
hundred
thousand
now
with
covet.
C
And
then
you
start
looking
at
the
global
problem
and
and
actually
bin
bags
are
being
used
in
every
single
country
to
move
children.
You
think
well,
I
could
run
a
marathon.
I
could
do
a
bit
of
fundraising.
Get
a
few
thousand
bags
help
the
children
in
northern
ireland
here,
but
actually
this
is
a
global
problem.
So
how
did
I
find
a
a
global
solution?
And
that
was
when
it
was
like
we've
got
to
do
this
in
a
business
format,
create
a
brand
and
create
a
global
brand.
C
We
haven't
really
reached
out
of
north
I'm
out
of
the
uk
yet
because
we
really
want
to
work
it.
You
know
make
it
work
in
our
location
here
before
we
before
we
go
elsewhere,
because
what's
important
to
us
is
people
carrying
it
and
young
people
receiving
it
in
the
same
place.
So
there's
a
real
non-verbal
communication
of
care
in
our
brand.
C
So
but
the
vision
was
there,
I
wrote
it
down.
It
was
like
you
know,
to
be
the
most
generous
and
and
empowering
bag
brand
in
the
world,
and
we
set
out
to
do
that
and
and
and
I
believe,
we'll
get
there
and
but
we
didn't
start
there.
We've
basically
just
started
trying
to
really
build
it
in
a
local
context.
A
Yeah,
okay,
thank
you
and
fergal.
Well,
for
actually,
could
you
move
your
microphone
a
little
bit
closer
or
maybe
turn
your
volume
up
slightly
that'll
be
great!
Thank
you.
You'd
mentioned
scalability.
A
I
think
pkf
fpm
now
employs
around
120
people.
Did
you
envision
that
type
of
scalability
is
first
part
of
my
next
question
and
then
the
the
second
part
is
is
around
early
momentum?
How
did
you
generate
sales
in
year?
One-
and
I
remember
a
story-
you
told
me
about
going
for
a
newspaper.
Maybe
you
would
reference
that.
D
Yeah
I
mean
I,
I
didn't
invisibility
to
120
staff.
What
I
did
envisage
was
that
I
believe
a
business
that
is
based
on
one
person
is
a
very
risky
business,
because
if
you
take
a
barrister,
it's
a
separate
thing.
You
build
up
quite
significant
income
with
the
knowledge
that
you're
the
only
earner.
However,
in
any
other
business,
I'm
involved
with,
I
believe,
a
one-person
business
is
a
very
difficult
business,
because
once
you're
knocked
down
there
is
no
business.
You
have
no
good
will.
So
actually
I
always
concluded
need
to
be
scalable.
D
I
didn't
envisage
to
be
honest,
it
would
be
120
staff
or
five
offices.
However,
it's
fair
to
say
that
it
was
interesting,
because
when
I
started
to
get
into
the
second
part
of
your
question,
perhaps
you
know
I
didn't
it
was
unusual
coming
from
public
sector,
albeit
had
been
in
private
sector,
to
establish
an
accountancy
practice
and
business
was
very
unusual
because
actually
most
people
come
from
practice.
So
whenever
I
opened
up,
I
hadn't
one
client,
not
one
class.
So
basically
the
newspaper
story.
D
We
had
to
sit
down
and
think
what
was
they
going
to
do
and
we
really
did
design
from
day
one
a
very
aggressive
growth
revenue
strategy,
which
was
twofold.
One,
to
be
honest
with,
you
was
to
target
niche
public
sector
consultants
at
the
start,
because
cash
flow
we
thought
they'd
be
able
to
pass,
and,
secondly,
believe
it
or
not.
D
We
targeted
specifically
the
private
sector,
consultancy,
non-recurring,
consultancy
assignments
in
terms
of
business
plans
because
of
my
previous
experience,
with
idb
bank
proposals
and
tax
advisory
work
and
the
reason
we
did
that
was
we
set
out
a
target
that
we
try
and
convert
80
percent
of
all
that
non-recurring
work
into
recurring
clients
within
three
years
and
that
strategy
worked
well,
but
we
hadn't
a
client.
Now
the
day
I
opened
the
business,
I
hadn't
one
client.
D
Well,
what
gave
me
the
confidence?
I
I
I
fear,
isn't
part
of
my
dna.
To
put
it
bluntly
and
like
what
could
happen,
all
that
could
happen.
Was
it
didn't
work?
I'd
do
something
else.
You
know,
I
think
it's
so
important
to
to
to
allow
what
I
would
call
intelligent
failure
in
a
mature
society.
We
should
never
be
afraid
to
take
risks.
That's
not
saying
we
should
assess
them,
certainly,
but
never
be
afraid
to
take
risks.
A
And
and
dave
to
explore
the
the
early
momentum
of
of
mad
lug,
there
are
stories
of
crowdfunding
and
and
even
richard
branson,
would
you
mind
sharing
some
of
those
stories
about
the
the
first
year
or
two
of
mad
luck's
existence.
C
Yeah
so
I
I
started
this
with
500
points
and
no
no
more
money
than
that
and
the
480
pounds
of
that
was
basically
covering
gavin
the
the
deposit
to
get
the
brand
designed,
and
I
intentionally
did
that
as
a
youth
worker.
I
could
design
stuff,
but
I
I
knew
I
had
to
learn
to
give
away.
There
was
a
cost,
otherwise
I
would
micromanage
every
part
of
the
business.
C
So
one
of
the
things,
if
I
can't
give
the
brand
into
a
proper
company,
I
can't
I'll
struggle
to
to
do
other
areas
of
business
and
give
that
away.
Because
when
you
work
in
a
youth
work
context,
you
basically
have
to
do
it
all
on
low
budgets,
and
so
that
was
very
key.
But
so
then
that
started
us
on
the
the
kind
of
thing
with
you
that
you
you
mentioned
about
vision.
For
me,
money
always
follows
vision.
It's
it's
never
the
other
way
around.
C
C
For
me
it
was
just
a
matter
of
starting
one
bag
at
a
time
and
built
it
up,
but
a
real
key
point
in
that
was
year
one
I
was
at
a
place
where
I'd
taken
a
part-time
job
to
try
and
keep
myself
floating
the
family
afloat
financially,
and
but
it
was
really
struggling
to
run
two
visions.
C
You
know
and
youth
work
to
kind
of
keep
young
people
excited
and
grow
something
and
expectations
there,
and
I
all
I
want
to
do
was
grow
mad
lug
and
I
got
a
phone
call
as
I
I
just
handed
my
notice
in
to
the
part-time
job
and
said
I
was
going
and
I
got
a
phone
call
from
the
a
journalist
in
the
guardian
saying:
you've
just
been
listed
as
one
of
the
15
new
radicals
for
the
for
the
for
britain.
Basically,
it's
on
social
impact
and
innovation.
C
It's
going
live
on
sunday,
we
need
the
interview,
you
can't
tell
anybody
and
that
just
took
us
to
the
next
level,
and
I
would
say
every
year
we
have
had
those
next
levels
so
the
following
year.
It
was
a
crowdfunder
that
we
under
a
competition
didn't
even
realize
it
was
entering
the
competition
and
it
resulted
in
losing
24
and
a
half
thousand
pounds
and
getting
brunch
with
richard
branson
and
then
the
following
year.
C
It
was
a
an
influencer,
just
picked
up
a
bag,
put
it
on
her
instagram
and
suddenly
you
know
we
sold
out,
and
that
was
a
real
tipping
point
for
us
that
that
took
us.
For
the
you
know,
we
were
able
to
add
staff
and
move
to
our
own
premises
and
do
that,
so
those
were
kind
of
real
key
moments
to
to
that,
but
it
was
all
built
on.
C
It
always
followed
the
fission
and
if,
if
people
weren't
following
that,
you've
got
assets
of
vision,
strong
enough,
and
that
was
the
kind
of
testing
grind
and-
and
I,
at
the
time,
with
new
business
background,
I
felt
if
I,
if
I
had
half
a
million
pounds
or
two
hundred
thousand
pounds
to
buy
stock
and
to
get
all
that
stuff.
But
I
look
back
and
I
think
the
biggest
gift
I
had
was
not
having
that
resource,
because
it
made
me
more
innovative,
creative
and
actually,
I
probably
would
have
hard
used
the
facilities.
C
I'd
have
probably
set
it
up
as
year
10
of
the
vision,
because
I
could
see
the
painting
as
a
visionary.
I
could
see
the
thing
finished,
but
didn't
always
see
the
stages
and
needed,
and
so
I'm
actually
thankful.
I
didn't
have
all
that
money
at
the
start,
because
I
probably
wouldn't
be
in
business
today.
If
I
had
yeah.
A
And
and
dave
you
mentioned
some
of
the
the
pivotal
moments
or
the
tipping
points
in
in
your
early
journey
and
fergal.
Could
I
ask
you
to
describe
talk
us
through
three
pivotal
moments
within
your
business
journey
and
perhaps
explain
the
importance
of
each.
D
I
think
to
be
fair
kevin
to
be
honest,
my
life,
and
indeed
the
life
of
pkf
fpm,
has
been
a
journey
of
learning
experiences
and
you
certainly,
I
think
you
also
learn
more
from
your
mistakes
by
the
way,
but
recognizing,
I
suppose,
from
there
pretty
early
on,
we
started
to
recognize
that
winners
across
various
sectors,
I'm
always
interested
in,
watching
what
people
are
doing
in
different
sectors:
different
forms
of
life,
sport,
charity,
etc,
and
I
I
concluded
the
pivotal
to
their
success-
actually
was
the
competency,
competencies
and
outputs
of
their
people,
talent,
management
and
therefore
believe
it
or
not.
D
We
implemented
a
deliberate
change
in
our
own
vision,
marketing
strategy,
in
that
we
change
the
strategy
from
the
practice
brand
to
the
employee
brand,
believe
it
or
not.
If
people
look
subtly
over
the
last
five
seven
ten
years,
they'll
see
that
we
have
gone
very
strong
on
employee
brand
and
the
reason
we've
done
that
is.
We
honestly
believe
that
we
are,
we
attract,
develop
and
retain
the
best
staff.
Ultimately,
that
will
enable
us
to
exceed
customers,
expectations
and
ultimately,
to
cure
and
help
customers
achieve
their
lifetime
aspirations.
D
So
very
very
important,
I
suppose
in
that
context
I
didn't
realize
it
early
on,
but
it
it
was
the
fact
that
patty
hardy,
who
was
my
first
employee
after
just
six
months.
You
know
very
rare.
I
certainly
didn't
have
the
work
to
justify
a
second
chart
accountant,
but
I
heard
about
this
great
young
lad,
who
I
knew
his
family,
who
was
about
to
come
back
from
ucd
and
hit
the
hit
the
public,
and
I
said:
well,
let's
take
this
qualified
charter
account
and
see.
D
Will
you
join
us
and
I've
always
believed
from
that
very
simple:
go
out
and
get
the
best
people
if
you
have
no
turnover
they'll
get
a
fee.
If
you
have,
if
there's
something
wrong
with
your
processes,
they'll
decide
how
to
improve
them,
but
the
key
is,
if
you
don't
do
the
best
people,
it
won't
work.
So
people
number
one
number
two,
I
think
probably-
and
this
is
one
in
hindsight-
I
certainly
wouldn't
wish
it,
and
it's
only
as
I
go
back
in
hindsight
and
try
and
compare
myself
and
observe
what
happened.
D
I
think
that
the
the
fact
that
my
wife
I
found
myself
had
a
very
severely
disabled
child.
She
was
born
in
1984
or
severe
very
nearly
off
director
scale
in
terms
of
autism
and
secondly,
unfortunately
anne
turned
out,
thankfully
very
successfully
to
recover
but
had
a
serious
brain
tumor
operation
in
2000,
and
I
think
those
two
instances
put
life
in
perspective
for
me
and
what
did
that
mean?
That
meant?
I
can
tell
you
from
march
2000.
D
I've
never
lost
a
blink
of
sleep
due
to
business,
and
I
I
didn't
appreciate
the
time
when
I
talked
to
others.
I
think
in
hindsight
that
positivity
was
very
important
and
and
gaining
somewhere
in
my
culture.
That-
and
I
think,
if
you
look
at
noel
and
iron,
you
can
see
this
that
looking
back
and
anger
actually
achieves
nothing.
It
only
affects
yourself,
so
that
was
really
important,
and
I
suppose
that
then
brought
me
on
to
really
encouraging
a
culture
along
with
colleagues
within
the
practice
of
really
disengage.
D
You
know
really
demanding
that
my
fans
disengage
from
that
my
staff
colleagues
disengage
from
negativity.
We
just
don't
delay
negativity
and
that's
a
really
significant
point.
I
think,
and
then
thirdly,
I
said
I
I
I
I
would
suggest
basically
that
about
six
years
ago,
maybe
seven
years
ago,
I've
always
believed
that
it's
very
important
believe
it
or
not,
to
go
and
either
read
or
observe,
thought
leadership.
D
So
I
took
myself
off
to
montreal
to
the
what
was
called
then
the
pkf
international
thought
leadership
gathering
no
conference
gathering
anyway,
I
took
myself
off
and
literally
I
know
to
get
I
have
I'm
being
honest,
I
haven't
really
even
looked
at
the
the
agenda
for
the
event,
I
just
feel.
Let's
get
out,
there
meet
people
see
what
they're
doing
in
china
or
america
or
whatever.
Once
you
take
the
skins
off
most
businesses
are
the
same.
I
just
like
to
hear
what
people
are
doing
so
anyway.
I
would
like
them.
D
The
keynote
speaker
was
a
guy
called
juno
juno
wickman,
I'd
never
heard
of
juno
wickman
before,
but
between
you
and
me.
His
speech
was
all
about.
It
was
really
inspirational,
but
was
all
about
this
new
book.
He
had
written
her
called
traction
and
you
know
getting
a
grip
of
your
business
and
it
had
a
major
impact
on
me.
I
came
back
to
the
to
the
practice
and
I
think
some
of
my
people
said
what
the
hell
happened
to
your
monthly.
D
I
think
to
be
fair,
the
simple
culture
we
had
already
in
the
pre
in
the
business-
I
wouldn't
say
we
adopted
100,
we
didn't,
but
we
have
adopted
many
of
the
principles
within
it
and
it
has
been
transformational,
I
think,
and
we've
certainly
applied
it
with
some
clients
as
well,
so
yeah.
That
will
be
the
third,
if,
I'm
being
honest,
probably
the
third
pivotal
moment
in
terms
of
changing
direction
of
the
business.
A
Great
well
thank
thank
you
for
sharing
all
of
those
and
and
also
for
for
referencing
the
the
book
traction.
I
suppose
in
some
ways
that
book
is
something
that
that
unites.
The
three
of
us
forgot
was.
It
was
within
one
of
your
presentations
that
I
first
encountered
that
book
and
dave,
and
I
get
in
the
conversation
over
the
summer
about
it
and
dave
has
become
a.
I
was
a
champion
of
it
or
a
big
supporter
of
it
so
to
you
both
and
dave,
maybe
maybe
starting
with
you.
C
I
think
for
me,
five
years
into
the
business
I
had
got
to
a
place
where
I,
in
reflection
to
my
overall
career
in
different
places,
you
get
started,
I
love
starting
things
and
and
for
me,
then
it
was
getting
to
a
place
where
I
could
see
the
vision,
but
then,
as
you're
put
meeting
all
of
the
bits
and
put
into
business
as
you're
growing,
and
I
I
felt
for
the
last
probably
a
year
and
a
half
since,
since
that
influencer
sent
this
is
viral.
We
got
a
we
got
about
a
year.
C
Out
of
that,
we
started
the
plateau.
It
was
kind
of
a
sense
of
I
don't
know
how
to
grow
this,
the
next
level
and
and
then
you
start
getting
into
that
place
of
quick
fixes.
So
you
you
start
thinking.
Well,
if
I
do
this
or
go
here
and
and
you're
chasing
everything
with
no
no
plan,
no
no
kind
of
map
in
place,
how
to
do
it
and
and
so
for
me,
I
kind
of
got
the
places
I
need
to
share.
C
I
need
to
think
through
the
next
part
of
the
vision
in
a
bit
more
detail
rather
than
just
the
big
picture,
and
so,
whenever
I
kind
of
had
the
conversation
with
you
and
you
had
said,
oh
there's
this
big
traction
that
we've
used
and
I
went
off
and
read
it.
It
just
made
sense
because
what
it
what
it
did
was
it
wasn't
just
a
a
business
plan
and
you've
got
it
and
you
work
it
out
yourself.
It
wasn't
just
that.
C
You
know
a
canvas
model
that
you
just
got
a
piece
of
paper
and
you've
got
to
put
all
it
actually
has
all
of
the
stuff
that
actually
helps
you
implement
it.
So
it
starts
with
a
really
strong
road
map.
Helps
you
understand
how
to
get
the
right
people
into
that,
how
they
understand
your
own
leadership
skills
than
that,
and
so
we
started
putting
that
together
and
for
me
you
know
one
of
the
real
challenge.
C
One
of
the
real
excitements
of
this
was
at
a
time
when
we
chose
like-
and
this
is
huge
for
a
small
little
social
enterprise-
that
often
suicide
enterprises
aren't
taking
serious
business,
but
we
actually
didn't
further
any
of
our
staff.
C
We
had
ran
directing
the
staff
we
were
in
business,
let's
make
business
work
and,
and
then
we
put
the
plan
of
the
the
eos
stuff
in
the
traction
stuff
and
and
started
to
put
a
plan
what's
10
years
from
now,
looking
like
and
and
out
of
that,
we
we
came
into
a
place
within
two
months
of
our
first
year,
and
this
was
only
back
in
in
june.
Within
by
the
end
of
august,
we
had
just
sailed
a
contract
to
deliver
that
actually
took
us
to
our
turnover
target
of
year.
C
Three
now,
why
does
it
matter?
Is
that
in
year
three
we
had
a
clear
plan
in
place
on
staffing
on
what
our
team
needed
to
look
like.
I
didn't
have
to
go
and
say:
oh
of
all,
this
profit
and
let's,
how
do
we
gonna
use
it,
and
how
do
we
build?
The
plan
was
in
place.
We
just
moved
it
forward
and-
and
that
was
because
it's
given
me
a
roadmap,
a
strategy
in
place,
but
then
it
goes
in.
Why
I
really
like
it
is.
It
then
gives
you
the
components.
C
Is
I'm
a
visionary
and
I'm
getting
exhausted
doing
integrator
stuff?
So
it's
given
us
a
place
where
I'm
looking
somebody
to
come
in
and
go.
I
need
somebody
to
help
execute
this
vision
to
take.
So
what
fergal's
saying
people
are
the
key
and-
and
that's
been
a
huge
part,
so
that
for
me,
is
why
I
believe-
and
it's
given
me
a
structure
as
a
creative
entrepreneur,
visionary
to
actually
see
that
I
can
actually
scale
this
to
this
vision
that
that
I
have
from
day
one.
D
Yeah,
look,
I
I,
I
think,
there's
no
myth
about
it.
The
great
thing
about
the
traction
system,
the
entrepreneurial
operating
system.
We
call
the
eos
system
the
great
thing
about
it
is
it's
simple.
You
know
it
provides
a
powerful,
practical,
simple
system
for
running
your
business
and
I'll
be
honest
with
you.
D
There's
no
theory
in
it
to
me
it's
black,
and
so
whenever
I
read
it,
it's
the
first
thing.
I
I
read
a
lot
of
business
books,
but
it
was
the
first
book
that
I'd
say:
excuse
the
the
language
that
no
theory
shaped.
It
actually
got
you
straight
to
running.
I
can
identify
a
lot
of
the
issues
in
the
business
and
the
six
components
you
thought
about.
D
I
don't
know
why
I
hadn't
thought
of
them
before,
but
the
six
components
were
fundamental
because
you
know,
if
you
think
about
what
we
know
about
the
importance
of
vision
but
but
having
it
all
on
one
page,
this
vision,
traction
organizer,
every
one
of
my
colleagues,
all
120
colors
go
and
ring
them
any
day
any
moment
of
the
day,
they'll
be
able
to
produce
for
you
immediately
just
on
there
our
business
plan.
It's
on
one
page:
it's
our
vision,
attraction
organized
that
includes
our
core
values.
D
Our
core
focus
you
know
includes
our
marketing
strategy
are
what
we
consider
to
be
our
uniques.
It
concludes
where
we
think
we
want
to
be
in
one
two
and
three
five
years.
It
includes
the
measurements.
This
is
all
one
page,
the
kpis
and,
more
importantly,
it
then
also
comments.
What
does
it
look
like?
What
do
we
think
it's
going
to
look
like
in
one
three
and
five
years,
that's
very
powerful
in
terms
of
the
vision,
then
you
move
on
to
people.
D
It
all
makes
sense,
but
this
gwc,
which
I
hadn't
come
across
before
you
know:
do
people
get
it,
do
they
want
it
the
capacity
to
do
it
overnight?
We
brought
in
this
people
analyzer,
so
every
staff
of
prison.
I
do
at
the
end
of
it,
you
take
it
from
me
gwc,
do
they
get
a
plus
or
minus?
Do
they
get
it?
Do
they
want
it
the
capacity
to
do
it?
Similarly,
every
interview
I
do
read
recruitment
and
every
interview
is
done,
the
firm
gwc
and
you.
E
D
Simple
stuff
like
that,
then
you
know
on
to
obviously
data
and
process
again
a
lot
of
what
they
were
saying.
You
know
it
was
common
sense,
but
it
did
put
it
together
in
a
structure
and,
finally,
I
I
think
the
most
important
thing
actually
believe
it
or
not
was
the
title
of
the
section,
the
component
called
issues
and
believe
it
or
not.
D
They
call
these
ids's
and
again
it
sounds
simple,
but
basically
these
issues
is
that
we
focus
on
identify
what
we
think
the
issue
is
then
discuss
it
solve
it
and
how
we're
going
to
prioritize
it
really.
Once
with
that
chat,
we
decide.
What's
our
priorities
and
the
thing
that
then
pulls
it
all
together
was
traction.
It's
the
glue.
They
joined
up
with
all
those
components,
but
to
be
fair,
simple,
stuff,
like
you
know,
we
always
find
it
difficult
to
find
time
to
go
into
a
meeting
outside
in
the
office
hours
or
you
know.
D
D
Ironically,
since
we
started
doing
it,
we've
generated
more
business
and
we
made
more
money
and
yet
we've
actually
prevented
selling
or
doing
anything
for
four
days
a
year
at
our
most
productive
resource.
All
we
do
is
actually
ultimately
sell
outputs
for
your
time,
and
the
other
thing
I'd
say
is
that
it
convinced
me
and
I'm
more
convinced
than
I
ever
apply
it.
Various
not-for-profit
organizations,
I'm
in
I
adopt
the
90-day
clock
that
rocks
and
really
the
problem
basically
is
90
days
is
a
very
short
time.
D
If
you
get
in
our
organization,
we
have
rocks
across
the
practice
and
with
rocks
for
various
subdivisions,
you
can't
hide
once
you
agree
that
this
is
what
you're
going
to
do
in
the
next
90
days
and
your
names
beside
it.
You
can't
run
away.
I
can
tell
you
all
of
a
sudden,
it
might
be
the
first
quarter,
but
it
never
happened
again.
You'd
be
very
quick
to
know.
I
don't
mind
if
you
ran
up
the
mountain
and
back.
If
that's
not
one
of
the
rocks,
you
can
talk
about
that
later.
You'll
be
asked.
A
Yes,
yeah,
I
regret
accountability,
goes
through
the
roof
and
just
break
for
a
quick
second
to
remind
everyone
else
on
the
call.
At
the
event,
please
do
submit
your
questions
and
I'll
put
them
to
to
furl
and
dave
in
a
few
minutes.
So
just
in
case
people
think
we're
we're
on
commission
from
gino
wickman.
I
should
I'm
going
to
ask
you
both.
Are
there?
A
Is
there
one
other
business
or
developmental
book
that
you
have
gifted
most
or
you
would
recommend
and
and
one
additional
question
that
I'm
asking
everyone
this
week,
one
book
of
fiction
that
you've
you've
most
gifted
or
you
would
recommend
okay.
D
First
well
I'll
answer.
The
second
part.
First
of
all,
I
have
to
tell
you,
I
don't
think
I've
ever
read
a
fiction
book,
so
there
you
go.
I
apologize
for
that,
I'm
very
big
into
sports
sports
books
and
autobiographies
in
terms
of
another
book
yeah.
I
love
the
legacy
book,
the
all
blacks
book.
I
that
that's
a
book
that
I
could
identify
with
and
you
know
I
thought
a
lot
of
the
cultures
in
that
book
were
transferable
to
every
form
of
life,
so
that
that
would
be
the
book.
A
Okay,
if
you
could
recommend
one
autobiography,
which
would
it
be.
D
Well,
I
suppose
they're
all
different.
I
have
to
say
I
if
I
was
going
to
the
future.
I've
just
seen
the
serialization
of
the
obama
autobiography
and
it
looks
very
impressive,
but
no
look.
I
I
I
read
various
autobiographies
and
I
I
think
you
pick
up
something
from
everyone,
particularly
the
the
sports
ones.
I
think
they're.
I
love
sports
autobiographies
because
actually
I
think
the
parallels
in
sport
and
business
are
so
obvious
and
really
when
you
see
you
know
it's
a
determination,
it's
you
know
persistent
speech.
D
A
And
and
dave
if
you're
a
if
you're
a
fiction,
reader
a
book
of
fiction
and
one
other
developmental
book.
C
Yeah
fiction,
I'm
not
a
fiction.
I've
never
read
a
book
either,
and
that's
partly
my
dyslexia
is
that
I
have
got
the
have
a
purpose
in
what
I
read.
So
I've
got
to
learn
something
so
so
I
generally
read
business
leader
books,
autobiographies
of
people
who
have
made
a
difference
changed,
and
I
think
that
one
for
me
is
the
the
the
story
of
toms.
C
Do
something
start
something
that
matters
tom's
shoe
company,
which
we
took
a
lot
of
the
ideas
around
how
we
do
business
from
that
autobiography
as
far
as
business
books
we
for
me,
the
thing
has
shaped
our
our
brand
is
a
book
called
building
a
story
brand
by
donald
miller
and,
and
it's
been
just
putting
learning
how
to
put
the
narrative
off
our
story
of
our
business
and
it's
not
just
because
we're
social
brand.
I
mean
they.
They
coach
companies
in
every
area
to
basically
how
to
market
how
to
tell
their
story.
C
But
the
simplicity
is
this
that
it's
learning
to
be
the
guide
in
the
story
rather
than
the
hero
and
and
that's
a
that's
a
you
know,
and
that's
really
hard
when
you're
winning
awards.
You
know
is
that
you
become
the
hero,
you
become
the
person
on
the
papers
and
everyone's
focused
on
you,
and
actually
you
have
to
learn
quickly
to
get
off
that
that
platform
and
become
the
guide.
Let's,
let's
guide
our
customers
into
being
the
hero.
So
in
our
case
it's
people
don't
need
to
start
another
mad.
C
C
A
D
Well,
I
I
would
say
in
terms
of
maybe
the
individual
it
was
mark.
Dr
martin
knocking's
advice
had
the
honor
of
sitting
on
a
board
of
martin
knocking
the
founder
of
blended
empirics
for
over
700
years,
and
he
also
said
he
always
said,
never
be
complacent
and
retain
a
sense
of
nervousness
and
he
said
you're
thinking,
maybe
you're
a
fisher.
Some
type
of
competition
is
a
change
you're,
always
that
nervous.
But
actually
you
need
to
be
nervous
and
you
hear
that
in
sports.
D
So
often
I
suppose
I'd
also
say
that
I
can't
really
say
the
acute
individual,
but
there's
a
couple
of
constant
themes
that
people
have
said
to
me.
You
know
I
I
maybe
I
picked
up
myself
and
developed,
but
I
do
think
you
should
stay
in
the
present.
You
know
focus
on
your
current
role
and
endeavor
to
do
the
best
you
can
be
and
try
and
make
every
moment
count
and
the
reason
why
I
say
that
is
you
know
it's
amazing,
but
you
will
be
spotted.
D
You
know,
don't
look
too
far
ahead
because
you'll,
never
you
didn't
catch
it.
You
know
and
they
focus
on
what
you're
doing
and
do
it
the
best
your
ability
and
that
type
of
culture
will
see
it
through.
I
think
the
other
thing
I'd
add.
I
suppose,
in
terms
of
my
own
view,
in
that
context,
would
be
that
if
I'm
reading
cv's
running,
I
immediately
go
to
extracurricular
activities.
D
That
actually
stood
me
in
very
good
case
when
I
went
into
business,
particularly
idb,
whenever
virtually
everybody
who
was
on
my
team
was
young
was
older
than
me
that
I
was
leading,
but
you
know
I
think
you
always
try
to
apply
life's
experiences
and
looking
around
life
to
bring
you
forward.
I,
I
don't
think
you
can
put
in
the
boxes.
A
And
forgo
before
I
hand
that
question
over
to
dave
when
you
were
either
seeking
out
roles
as
as
chair
or
volunteering
roles,
how
did
you
go
about
seeking
them
out?
How
did
you
know
which
ones
to
how
did
you
decide
which
ones
you
choose
to
to
contribute
to
and
which
ones
not
to.
D
Well,
I'm
not
sure
I
was
so
deliberate
to
seek
them
out.
To
be
honest,
I
just
got
involved,
I
always
loved
volunteer.
I
mean
you
know.
If
I
look
back
at
16,
I
was
the
the
the
senior
pro
warm
point
golf
club,
but
I
was
the
chairman
of
the
down
ga
youth
board.
You
know
you
know
it's
amazing.
When
I
look
back,
I
see
you
know
I
didn't
see
at
the
time.
D
You
know
I
was
whatever
it
was,
the
you
know,
I'm
not
for
one
moment
I
learned
from
people
around,
but
you
know
I
was
the
inaugural
chairman
of
the
my
school
golf
club,
golf
team.
I
was
the
inaugural
president
of
accountancy
society
of
queens.
I
I
I
sort
of
can't
tell
you
why
that
happened,
but
I
always
felt
it
was
good
to
get
a
few
friends
around
a
few
people
around
said.
D
Why
do
we
go
and
try
and
do
something,
and
that
personally
I
think
it
was
symphonically
said
that
the
door
to
happiness
opens
outwards,
but,
but
I
do
think
perhaps
from
those
experiences
that
I
always
learned
that
it
wasn't
giving
you
receive,
and
I
think
that
if
you're
a
volunteer
and
a
team
player
as
a
you
know,
I
I
think
you
want
very
ambitious
people
in
your
team,
but
you
don't
want
solo
players
and-
and
you
can
see
those
solo
run
so
to
be
honest,
kevin.
C
I
think
I
was
I
was
thinking
through.
All
of
the
you
know.
It's
so
much
advice
I
get.
I
think
one
of
the
real
key
moments
was
at
the
start
of
of
lockdown
in
march.
C
You
know,
have
a
new
business
background
with
a
big
vision
and
not
I'm
and
hearing
the
media
go
on
everybody
lock
down
shut
down.
You
know,
put
out
your
offload,
your
crew
for
a
while
protect
cash
and
and-
and
I
was
probably
listening
to
a
lot
of
that,
but
with
the
desire.
This
doesn't
feel
right
and
one
of
my
board
members
who's
an
experienced
business
guy.
C
Alan
taylor
basically
said
you're
we're
either
in
business
or
we're
not
and
and
and
and
that
was
kind
of
like
for
me,
a
bit
of
advice
is
like
the
it's
the
same
result
at
the
end.
You
know
we
either
lose
at
the
end
of
the
storm,
getting
beaten
or
we
lose
by
stopping
and
but
we're
either
in
business
or
we're
not
so,
let's
just
keep
going
and
and
that
that,
for
me
has
been,
it
was
like
such
a
an
empowering
comment
that
gave
me
courage.
C
A
D
Well,
I'm
not
sure
I've
ever
been
described
as
a
public
sector
person.
I
I
I
certainly
the
hardest.
I
ever
worked,
probably
within
those
three
years,
but
I
I
think
I
also
made
the
best,
but
I
I
think
my
wife
would
confirm
that
I
was
working
67
hours
a
week
on
planes
a
lot
of
the
time,
but
look
I
I
think
that
there
are
strengths
in
all
sectors,
whether
they
be
the
private
sector,
the
public
sector
or
the
not-for-profit
sector.
D
I
think
what
is
important
is
that
it
definitely
is
very
good
to
diversify
your
skill
base
and
your
experience
base
and
therefore,
certainly
the
public
sector
allowing
career
breaks
of
two
years
or
three
year.
Career
breaks
down
again
is
a
very
good
way
to
test
the
water.
I
think
there's
one
thing
about
the
private
sector:
you
don't
have
the
security
basket
of
the
public
sector
and
maybe
a
mix
of
somewhere
in
between.
D
I
think
you
can
see
at
times
within
the
public
sector,
unfortunately,
creativity
being
stifled
and
bureaucracy
taking
the
lead,
and
so
it's
somewhere
in
between
and
maybe
when
you're
in
for
a
while,
you
see
opportunities
to
change
and
equally,
when
you're
in
the
private
sector,
you
observe
good
things
with
the
public
sector.
So
I
think
if
you
can
take
the
best
experiences
from
various
forms
of
life's
experiences
and
apply
them.
C
Anything
to
add
yeah,
I
I
mean
I,
I
wouldn't
see
myself
as
a
public
sector
worker
being
in
youth
work.
Probably
is
you
know
your
every
every
day
is
a
new
day
and
every
every
issue
you're
dealing
with
is
a
new
issue.
So
for
me
it
was
doing
what
I'm
doing
is
just
a
continuation
of
what
I
was
doing
in
in
the
in
the
youth
workspace.
It's
just
difference
is
that
I'm
having
to
generate
income
to
enable
us
to
do
the
social
good.
A
We've
agreed
anonymous.
Question
has
come
in
in
this
environment
when
you
can't
get
out
to
meet
people.
Do
you
have
any
suggestions
for
how
a
startup
business
can
develop
relationships,
given
that
it
is
so
much
more
difficult
to
show
your
personality
and
your
passion?
When
not
meeting
people
face
to
face
fergal
any
thought
anymore.
D
Yeah
well
again,
if
we
get
back
to
basics,
I
mean
you
know:
we
can't
control
what
happens
around
us,
but
we
can
control
how
we
respond
and
individual
actions
make
a
difference.
So,
in
that
context
to
be
fair,
you
know
networking
used
to
be
all
about
meeting
people
face
to
face,
but
it's
now
becoming
a
lot
more
sophisticated.
You
can
nearly
call
it
now.
It's
it's
meet
and
touch
in
that
you
may
be
using
technology
to
help
you
network,
you
may
be
using
linkedin.
D
You
may
be
using
astute
social
media,
I'm
not
talking
about
what
I
would
say
the
you
know.
The
raspberry
jam
effect
spread
everywhere,
no,
no,
very
focused
marketing,
so
believe
it
or
not.
I
wouldn't
get
hung
up.
Personally,
I
love
people.
I
love
meeting
people,
but
you
know
you
adjust
to
the
circumstances
and
certainly
I
believe
that
I've
learned
new
skills.
D
I
never
thought
I'd
have
anybody
said
to
me
that
I'd
be
doing
most
of
my
business
on
teams
or
zoom
or
skype,
and
I
said,
go
and
catch
yourself
on.
However,
I
have
seen
positives
now.
Ultimately,
I
think
we
all
love
to
get
back
to
meeting
people
more
and
more
physically,
but
we
just
have
to
adapt
and
the
key
to
any
business
is
to
be
agile
and
just
be
smart.
D
I
mean
what
I
would
say
to
that
person
is
go
for
a
walk,
clear,
your
head
out
and
say:
what
do
I
want
to
achieve
and
then
the
next
question
we
almost
ask
in
business,
which
is
we
haven't
really
come
to,
but
it's
the
most
important
is
why.
Why
would
somebody
want
to
buy
my
product
or
service
in
very
simple
terms?
That's
back
to
benefits,
as
opposed
to
features
and
again,
I'm
very
simple
person.
D
The
one
sure
thing
is:
if
you
sit
in
your
ass
and
do
nothing,
it
won't
happen,
so
I
wouldn't
get
hung
up
with
the
fact
we
can't
meet
people.
I
look
forward
to
meeting
them
again
and
maybe
think
of
what
I'm
going
to
do
when
I
do
meet
them
again
and
how
I'm
maybe
going
to
learn
from
the
experience
of
president
to
be
more
time
effective
and
that
I
didn't
go
up
to
now.
Probably
the
last
three
or
four
years
I've
spent,
maybe
75
percent
of
my
time
in
the
car.
D
My
car
is
my
office
and
I'm
yeah,
I'm
always
talking
to
people.
Through
my
you
know
my
car,
my
hands
off
car
for
my
ad,
but
the
point
I'm
making
is
that
this
has
been
a
learning
experience
for
me.
I
I
probably
filled
my
car
three
times
since,
since
early
march,
so
haven't
collapsed.
How
to
adopt
new
is,
and
I'd
say
that
to
the
person
who
made
the
query,
have
confidence
in
your
own
ability
to
meet
whatever
challenges
that
arrives.
A
A
Is
there
one
thing
which
running
your
own
business
that
you
would
advise
people
not
to
do
or
to
avoid
what
would
it
be
and
why
steve
could
I
ask
that
one
to
you.
C
I
I
think
the
the
key
is
is
you
need
to
have
you
know
you
need
to
you
need
to
get
people
around
you
who
are
mentors?
I
you
know
know
more
than
you
better,
because
the
whole
area
run
your
own
business
can
be
quite
lonely.
Leadership
can
be
quite
lonely
in
the
sense
that
you
know,
even
with
staff
around
you
start
having
to
to
make
decisions
and
how
that
grows.
D
Yeah,
I
I
think
I
probably
concluded
that
people
won't
remember,
perhaps
what
you
told
them
or
what
you
did.
They
remember
how
you
made
them
feel.
So,
I'm
being
honest
with
you,
I
think
that
is
fundamental
and
you
gotta
remember
that
and
it's
amazing.
If
you
talk
to
somebody
20
years
afterwards,
they
can
still
recall.
Well,
it
was
a
school
teacher
or
someone
who
did
who
that
person
in
their
own
mind,
probably
never
realized.
D
You
know,
I
remember.
I
had
a
school
teacher
one
time
you
said
to
me
of
cormac
the
only
the
only
old
level
you'll
ever
get
golf
now
that
mom
is
a
very
nice
mom
and
by
the
way
he
followed
my
career
and
he
couldn't
be
nicer
to
me,
but
he
doesn't
realize
that
has
always
in
the
back
of
my
mind.
I
remember
that
comment.
D
So
what
I'm
saying
is
if
he
had
come
up
and
perhaps
put
his
arm
around
me
and
said
here
you
care
for
that
golf
script,
but
you
know,
maybe
you
need
to
give
the
books
a
bit
of
time.
So
I'm
coming
back
to
saying
that
you
know
maybe,
as
I
get
older
I'm
beginning
to
appreciate
that
you
know
it's
how
you
make
people
feel
is
more
important
and
then
indirectly
you
get
your
message
through
yeah.
Thank
you.
A
There
are
two
questions
have
come
in
here
in
the
interest
of
time,
I'm
going
to
combine
them
and
they're
in
the
it
was
the
context
of
the
of
the
pandemic,
so
any
tips
to
maintain
a
good
work-life
balance
and
then
what
techniques
activities
recently
have
you
adopted
to
generate
ideas
or
clarity,
dave.
C
Yeah,
as
I
said,
we
we
choose
not
to
not
to
furlough,
we
we
went
with
it,
we
couldn't.
It
was
some
of
the
things
we
had
to.
We
had
to
to
make
changes.
I
think
for
me,
as
a
small
small,
yes,
relatively
small
business
is
that
he
said
you.
The
last
thing
you
need
to
do
is
is
lose
your
people
they're
your
crew.
You
know
you
can't
win
a
football
match
without
a
team.
You
know
you
can't
you
can't
win
a
war
without
an
army.
C
You
know,
there's
there's
there's
you
know
so
for
me
it
was
a
matter
of
keeping
keeping
that,
but
it
was
the.
I
would
like
to
say
I
was
all
really
strategic,
but
actually
my
experience.
How
often
being
is
that
it
was
the
reaction
of
every
wave
and
it
was
only
after
you
got
to
a
bit
of
cam
over
the
summer
and
you
started
doing
reflection
on.
Actually
how
did
we
do?
How
did
the
figures
end
up,
but
then
you
started
to
realize.
C
Actually
we
won
we,
we
we
were
successful
in
getting
through
that
without
it
really
impacting
our
business.
But
I
I
don't
know
how
I
did
it
there's
no
fancy
strategy,
it
was
just
literally,
you
know,
you
start
making
the
right
choices
when
you're
under
the
pressure
and
and
you
haven't
got
time
you're
holding
under
the
rudder
or
the
boat
and
you're
you
haven't
got
time
to
go,
you
know
down
below
and
do
your
figures
and
your
accountant
and
make
phone
calls
and
talk
all
day,
and
you
know.
C
We
could
talk
negative
about
the
impacts
of
this
and
we
could
spend
hours
and
hours
and
hours,
but
if
we
actually
took
those
hours
and
actually
started
thinking
through,
could
we
get
a
connection
on
a
linkedin
call
or
zoom
call,
or
you
know
an
introduction
to
here
and
start
thinking
of
new
ways
to
to
do
your
business
that
that
I
think
that
would
have.
You
would
find
probably
a
lot
more
creativity
and
in
fact
we
one
of
the
first
things
we
did
was
we're
a
bag
company.
C
We
weren't
really
selling
bags,
but
we
and
we
had
a.
We
had
a
staff
member
who
had
an
arts
degree
who
finishes
our
bags,
but
we
weren't
bringing
stock
in
for
her
to
finish
so
in
theory,
you
know
she
had
no
job,
but
we
that
how
do
we
keep
her
employed?
She
was
pregnant.
Do
her
maternity?
How
do
we
keep
her
employed
and
we
designed
a
mad
log
activity
book,
told
the
whole
story
and
and
put
it
out?
Did
it
sell
not
really,
but
you
know
what
it
did
it
created.
C
It
gave
a
sense
of
creativity,
empowerment
to
my
staff
and
an
educator.
We
got
we
got
some
pr
from
that
more
than
sales
that
people
had
started
to
hear
about
mad
lug
through
those
kind
of
channels.
So
I
would
say,
there's
no
strategy.
It
was
just
a
matter
of
being
prepared
to
take
those
kind
of
responses
and
keep
holding
on
the
rudder
as
a
leader
yeah,
responding
to
the
the
circumstances.
D
Yeah,
look,
I
think,
first
of
all,
we'll
have
to
accept
we're
living
in
extraordinary
times
at
present,
and
you
know
you
think
about
it.
It's
australian
because
there
are
three
uncertainties,
there's
the
uncertainty,
but
the
pandemic
itself,
there's
the
uncertainty
about
the
business
and
then
there's
an
uncertainty
about
people's
changing
behaviors
knowledge.
D
So,
in
that
context
again,
just
like
idea,
we
we
we
just,
we
were
who
we
are
and
we
had
to
move
and
what
we
did
was
to
be
fair,
and
you
know
we
didn't
plan
this,
but
what
we
did
was
we
upped
the
communications
dramatically
so
much
so
that
I
myself
every
monday
morning,
initially
nurse
bi-weekly
at
present
actually,
but
for
the
first
20
10
15
weeks,
it
was
every
monday
morning
at
nine
o'clock
via
a
youtube
private
youtube.
D
We
we
spoke
to
all
120
staff
in
terms
of
providing
a
single
update
and
they
could
come
in
out
from
big
computers,
phones,
whatever
and
amazingly.
What
we
found
out
was
the
amount
of
people
coming
in
unless
they
were
dead,
they
were
virtually
there
which
they
weren't
asked,
but
they
were
all
there.
D
The
other
thing
is,
I
think
one
of
our
core
cultures
has
been
right
through
has
always
been
to
adopt
a
family
attitude,
and
we
say
that
once
a
member
wants,
an
employee
always
doesn't
matter
where
you
go,
you're
always
a
member
of
our
family,
and
we
do
encourage
staff
to
be
honest
for
you
to
develop
friendships
with
staff
and
relationships
both
in
and
outside
of
work,
and
thirdly,
which
may
not
go
down
well,
but
I'll,
give
you
my
explanation
for
it:
I'm
not
a
buyer
in
the
work
life
balance,
as
some
people
interpret
it.
D
I
have
never.
I
have
never
not
wanted
to
do
something
that
I
felt
I
need
to
do
for
my
family
or
for
myself.
I
believe
the
two
complement
each
other.
So
if
I,
if
it's
during
normal
work
hours-
and
I
want
to
go
to
a
football
match,
to
see
my
young
player-
I
just
go.
If
I
have
an
appeal
I
just
go,
I
expect
my
staff
to
do
the
same.
D
I
don't
give
a
damn
as
long
as
I
do
the
work
I
don't
mind
when
they
do
it
so
actually
to
be
upfront
about
it.
I
don't
buy
this
turn
off
the
clock
at
five
o'clock.
I
actually
think
it's
disaster.
I
think
it's
the
opposite
now.
Obviously
there
is
a
risk
within
a
home
environment
working
all
the
time
you
might
forget
to
stop
working
with
that.
I
don't
think
if
you
get
back
to
the
right
culture,
that
should
never
happen.
I
think
personally,
it
has
been
good
for
me.
I've.
D
I've
certainly
got
more
fresher
than
I
got
in
the
past,
and
you
know
I
think
it's
you
know
from
a
family
point
of
view.
It's
been
great,
but
I
I
come
back
to
this.
If
we
get
into
the
positive
enough
mind
and
say
look
we
are
who
we
are.
D
What
do
we
do
now,
and
certainly
in
terms
of
the
business
we've
secured,
how
to
put
this
politely?
Our
new
development
has
never
in
29
years,
been
more
proactive
and
more
rewarding
in
the
last
eight
weeks,
and
that's
because
we
all
knew
we
had
to
do
something
different.
So
all
our
120
people
they
were
coming
up
with
the
ofis
opportunities
for
improvement.
D
Then
we
also
do
a
weekly
staff
pulse
survey,
which
actually
gets
people's
feelings.
How
they're
feeling
hey
how's
it
going
today
mark
one
to
ten
senate
backers,
coordinated
nottingham
yeah
anonymously,
but
I
I
would
say
the
one
thing
we've
got
to
do.
Is
it's
quietly
calm,
the
world's
not
going
to
end
tomorrow
so
come
pause
and
then
say
this
is
where
we
are.
D
A
I
think
I
think
that's
it
an
ideal
way
to
finish
we're
at
half
one
night,
so
just
to
briefly
recap
on
on
the
notes
that
I've
scribbled
and
some
acronyms
gwc
get
it
wanted,
have
the
capacity
to
to
deliver
the
people
and
laser.
It's
not
what
you
say.
What
you
do,
it's,
how
you
make
people
feel
and
giving
you
receive
disengage
from
negativity,
avoid
the
victim
mindset
and
or
wifi
opportunities
for.
A
Fellas
look.
Thank
you
so
much
for
your
time.
It
is
very
much
appreciated.
I've
taken
a
huge
amount
from
that
and
hopefully
the
rest
of
the
audience
have.
So.
Can
I
remind
everyone
else,
but
before
we
go
and
to
take
two
minutes
to
tell
us
what
you
thought
of
today's
event,
when
you
leave
this
meeting
you'll
be
asked
in
the
web
page
to
to
click
to
complete
a
short
survey.
This
really
does
help
us
shape
future
events.
So
please
take
the
time.
A
Also
if
you
enjoy
today's
event,
then
do
register
for
the
sessions
tomorrow
and
friday.
It's
inspiring
entrepreneurs
tomorrow
at
10
a.m
and
then
on
friday,
at
12,
30,
it's
well-being
and
winning
with
performance
psychologist,
jerry
hussey
and
irish
hockey,
player
lizzie
colvin
pre-registration
for
both
is
essential
so
to
reserve
your
place
simply
go
to
the
abc
council
website,
homepage
and
click
on
the
enterprise
week
banner.
A
So
thank
you
once
again
to
abc
council
and
their
partners
and
for
their
work
on
today's
event
and
indeed
across
enterprise
week.
Thanks
also
to
our
speakers
and
we've
seen
today
through
dave
and
mad,
look
the
impact
that
social
enterprises
can
have
on
people's
lives.
So
we're
going
to
play
you
out
with
a
short
video
from
social
enterprise.
Northern
ireland
who
are
the
local
voice
of
social
enterprises
and
social
entrepreneurs.
A
F
G
The
idea
first
came
from
myself
not
being
able
to
understand
my
brother
growing
up
whenever
he
was
diagnosed
with
autism,
and
I
wanted
to
give
back
to
the
other
siblings,
but
also
to
educate
the
other
classmates
about
what
somebody
with
autism
goes
through
on
a
daily
basis.
So
we
produced
educational
books
that
outlined
the
children
different
scenarios.
A
child
with
autism
would
have
on
a
daily
basis,
and
these
then,
are
integrated
into
the
classroom
through
our
buy
one.
Give
one
scheme
whereby
we
donate
books
to
primary
schools
throughout
the
whole
of
northern.