So, here's the email I sent out to all my staff this week (stuff deleted/changed to keep confidential);
All,
I managed to meet with a number of you yesterday, but as is always the way with holidays, client visits etc I was not able to speak to each one of you individually. My apologies for that. So here is a précis of what I said.
Structure Update
With immediate effect Tom has accepted the post of Operations Director. Within this new post Tom will take full responsibility for all the operational aspects of the company which includes all service delivery and IT infrastructure. If you have spent any time with Tom you will have heard him talk about approach, methodology and quality. He is not interested in a quick fix (as our work at client x has proven), but always wants to understand the business need as well as show it brings a sustainable and flexible solution. He is by no means a yes man, having said no to me far more often than a yes. In fact, remembering back over the last 2-3 years I don't actually recall him ever giving me a straight unqualified yes..
When I first started to talk to Tom about the Operations Director role he was very clear about how much work needed doing - and how key each of the managers, team leads and individual staff members would be to ensuring success. What's clear is that for Tom to be able to efficiently carry out this new role, plus taking into consideration the onwards growth of the company, he will need everyone within delivery to step up a gear. There is a lot to be done, not only in terms of new systems, processes and software, but also in terms of further developing each of the delivery teams. These will include a strong focus on developing team leads/managers.
Tom's reports are now;
- A1 team - with Bob as A1 Team Lead
- B1 team - with Rob as B1 Team Lead
- Programme office
- C2 team - with Tim as the Technical Services Manager running both the C1 and C2 consulting teams
- Internal Infrastructure - with Rod as the Infrastructure Manager
So there is much to be done, as he has oft quoted. But he's confident that with the full support of those who now report to him we can drive the company onto bigger and better. I trust that along with me you will wish Tom all the best in his new role. He has already been enormously encouraged by the various things that different people have said.
Change to the Board
As part of the company's development I have for some time been thinking about introducing new board members. In fact I have been actively wanting to build a strong management team since the formation of the company to enable consistent and profitable growth. With this in mind I have invited Alan and Tom to buy a share of the company (with real cash) and join the board. as such there will be formal monthly board meetings. The Senior Management Team (SMT) which has done such a good job of steering the company over the last few years, as well as providing support to me personally, will now disband. In it's place there will be a monthly manager's meeting in addition to the monthly board meetings. The monthly staff meetings will continue as they are an invaluable source of information for the whole company. That said Tim has suggested some changes which we are working on at the moment to make these staff meetings more interesting and informative.
Mark Andrew Update
As many of your are aware I first started contracting in 199? working with Client A managing some high profile and numerous systems, as well as being the senior for a number of high profile half billion pound projects. I moved from there to provide more ad-hoc consultancy to many organisations around the country before deciding to grow the company by hiring staff. I moved from A to B in 200? and in the October took on the top floor at our current offices. Chris was my first permanent employee (that took a sense of adventure on Chris's behalf!), and since then we have grown steadily to where we are today. Three years ago I said to my wife that I felt that I had expended all my energy and needed a rest. However, that was not possible. So for three years I have been running on empty. My body has not forgotten that fact, and reminds me continually. So now that I am in a position to bring Alan and Tom onto the board, as well as a clear management structure forming which will help drive the company forward I feel that I can at last take some time out to recover and recharge my batteries.
So with immediate effect I will be taking a part time sabbatical, for an estimated three to six months. During this time x (finance) will report to Alan and y (HR) will report to Tom.
What it means for me to take a part time sabbatical I'm not entirely sure as I've never done it before. But I expect that I will work on average a day a week, sometimes more. I will continue in my role as Managing Director - and stay involved in ALL strategic aspects of the company. In short, anything which can make or cost money I will know about.
Please don't forget that I am still the owner, and my own personal salary is dependant on the company doing well! If the company doesn't make money, I don't get paid. So I (and my wife/family) kind of have a vested interest! I will of course attend all board meetings, keep up to date via email and key meetings. I hope to be available for key client meetings as required. I enjoy a very strong relationship with both Tom and Alan, as well as with all the managers within the company (and more). So I feel confident that the good foundations we've laid will bear fruit. I'm optimistic about the new financial year about to start. There will be more changes, as this is in keeping with any developing and growing company. People will leave, more people will join. Staff will develop into new roles, gain new experience, delight customers and build new friendships. In short, I trust you all! I'm very proud of what we've built together.
Finally, two things. It was clear that some thought that I was selling the company. That's categorically not true. If I had wanted to sell I would already have done so. Further, there are currently no exit plans to do so - I'm staying and putting faith in you as I firmly believe we can continue to grow the company into a power house.
Secondly, may I say how incredibly touched I was at your response yesterday as I spelt out these changes. I personally feel quite guilty that I can't keep going at 150%, but I felt very supported and you are all a very kind bunch!
Yours,