My first business card, front and back. The grey part was actually metallic silver.
I started my own business on 12th September 2001. That’s right, one day after 11th September 2001. On that fateful day I was flying back from the Caribbean after a two week holiday and had just landed at Heathrow when the first plane struck the North Tower. The next day I went back to work to find the company I worked for had gone bust (unrelated to 9/11). It was a very strange, unnerving and memorable couple of days.
I was creative director of a multimedia firm. Don’t let that title throw you, I wasn’t on the board and I had no insight into the accounts or general finances of the company. My job was mainly to manage and do the jobs in the studio. I did know, however, that the value of the work coming in couldn’t possibly cover the salaries going out, which had been propped up with loans secured against the boss’s house.
The company had been set up ten years earlier to build bespoke PC systems that were used for multimedia presentations. Most of that market had disappeared due to the advancement of PCs and the availability of straightforward software like Powerpoint which virtually did the job for you. Why spend thousands on a bespoke system when you could pay hundreds for an off-the-shelf one that was probably better?
As creative director, I saw my role as attempting to guide this outmoded offering into the much richer vein of design-led graphics. The company could easily pick up branding, print design and of course web design as well as still doing high-end multimedia such as CD-ROMS which were still in demand. My team created a new identity and marketing campaign along with a brilliant website, mostly due to the talents of Michael Reading (now running http://www.hello-design.co.uk) that I was sure could have attracted press attention, if not awards, had it been properly launched.
But the boss had put the brakes on. He just wasn’t comfortable with ‘creativity’ and ‘design’. He wasn’t comfortable with newer technology, especially things like the new Apple iBook that Michael has just bought and amazed us all by editing video on it. It was able to do exactly the same job that the bosses hot-wired custom-built three tonne editing suite could do, except that it was a lot faster and didn’t take up half the office. The boss would really rather be fiddling with PCs with their cases off and discussing servers over a pint of ale at lunchtime than creating better and more profitable ways of doing things. He was a great guy, but in the wrong role.
While I was on holiday I had come up with more marketing ideas and the concept of a ‘sub-brand’ that could be used to sell the new design portfolio without appearing to impact on the more traditional technical image the boss wanted to cling onto. I did a lot of thinking about creativity and how it can be used to solve our potential clients marketing and branding challenges and came up with ideas for names such as ‘Ideas Workshop’ and ‘Ding!’ (which I later put to good use).
So, although shocking, it wasn’t exactly a complete surprise that the company was no longer in business when I got back.
The next day I started my own company and began to put all the ideas I’d come up with into practice, except this time, for myself.
Many people have started their own business in this way: because they had to. Sometimes you need a kick in the teeth to actually take action and get on with things.
So why did that multimedia company fail? To an outsider it could have appeared to have everything going for it. All the ingredients were there (Except for clients of course.)
Inflexibility, stubbornness and fear of change were characteristics of the boss. He yearned for the good old days of 1990 when it was just him and his mate building custom PCs. He saw the market was moving, but couldn’t or didn’t want to follow it.
With all it’s imperfections, that business helped give birth to mine. To start with all I did was the exact opposite of what it did and hit the ground running with the rejected ideas I’d come up with that my gut instinct felt would work, and it did.
But all the time I was aware that it’s oh so easy to fall into the same trap that my old boss found himself in. He loved doing part of his business. But it became the part that no-one needed anymore. His business had become a comfortable slipper to wear, but the terrain outside had transformed into a rough and dangerous landscape.
Over the last decade, I’ve tried to keep my business flexible and in many ways it’s completely different to what I started doing on that day in 12th September 2001. My old boss has found his feet too, finding a role within a technology business where he can at last do what he does best.
So here’s to the next 10 years. Who knows what we’ll all be doing then!
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