Founded in 2001, CETSAT specialises in digital transformation, managed technical services, cybersecurity and software development. It is based in the heart of Somerset but has a client portfolio extending up the M4 corridor, into London and from there to the rest of the UK.
It recently introduced a new management structure, with company founder Durgan Cooper becoming Chairman and Alan Watkins, previously Head of IT & Cyber, taking over day-to-day management of the company as Managing Director.
Watkins is supported by Commercial Director Michelle Dymond, Software Director Tao Ball and Paul Rowe, who was recently recruited to fill the newly created position of Sales Director.
Commenting on the changes, Durgan Cooper said: “I’m embarking on a new journey, passing the baton of leadership to the capable hands of Alan Watkins, Michelle Dymond,Tao Ball and Paul Rowe
Their vision and drive assure me that CETSAT’s future is brighter than ever.”
Alan Watkins added: “Taking on the role of Managing Director is an exciting challenge, especially with CETSAT so tantalisingly poised to continue its impressive growth. We’re expanding into new industries, with new services, so it’s a real pleasure for me to be able to help guide this positive development. We are blessed with an incredibly capable team who are delivering an evolving portfolio of ever-improving services for our clients. From cyber security to software development, digital transformation to support services, CETSAT’s unique offering is one that will continue to grow.”
Here Watkins gives his view from the channel.
Technology Reseller (TR): How’s business? Better or worse than 12 months ago? And how confident are you about the future?
Alan Watkins (AW): In one word, better. The previous 12 months have seen an encouraging period of growth, so overall we are happy with progress. Naturally, we are aiming higher, but we can look back with pride at what we have achieved so far. Recent changes in the leadership of the business mean we have a clear vision of increased profitability over the next two years. Good measurement and flexibility will provide proof we are still heading in the right direction.
TR: In what areas are you experiencing strongest demand?
AW: Without doubt, in our Managed Service Provider (MSP) offering. Too often in the past, there’s been a race to the bottom, but increasingly customers are placing effectiveness and delivery over the bottom line. More and more customers are willing to change things up in search of a better service, and that’s something we have benefited from. This is an area of focus for us, particularly with the introduction of our new Sales Director Paul Rowe. In the past, we have tended to let our work do the talking, with good results. However, we are now taking a more proactive approach to lead generation and reaching out to potential clients, with encouraging results across the first six weeks of the year.
TR: What recent wins are you most proud of?
AW: Developing software for bespoke applications has always been something we take great pride in. For a customer to come to us with a clear vision of what they want to achieve, and for us to turn that into a reality is an immensely satisfying part of what we do.
We have deployed efficient applications that save the customer time, money and effort across a number of industries, including electrical contracting and manufacturing. It can be a painstaking process at times, but the final product speaks for itself.
To turn an idea into a bespoke and workable application is something more businesses should explore. Often, an ‘off-the-shelf’ solution, although cheaper and more accessible to start with, will not provide exactly what the business needs. It’s better to make that initial investment and then reap the rewards for years to come.
We have several ongoing projects, with potentially more lined up. This is a key growth area for CETSAT and one which we are looking to build on.
TR: Where is business proving most difficult?
AW: As with many industries, the skills shortage is biting. A lack of experienced and well skilled people has acted as a drag on our growth. We are working hard to navigate this challenge, particularly through our commitment to apprenticeships on the basis that if we can’t find good people in the labour market, then let’s train them ourselves. The number of apprentices we have is at a record high, and we will be looking to add to that.
This includes mature apprentices, an area in which we have had a lot of success. When considering apprentices, don’t always look to younger applicants; mature men and women looking for a change of career have a huge amount to add to any business. I would fully recommend exploring that avenue.
TR: How have you changed/are you changing business operations to exploit new opportunities?
AW: In previous years, we have relied on word of mouth and exceptional delivery to find new clients. With our new Sales Director, we are actively exploring new ways to expand the business that we have not tried before. This includes wading through hundreds of newly released products and helping customers to understand their needs before directing them towards the right solution.
In addition, we are being more proactive on social media. This has become the primary way companies communicate with their stakeholders, and it’s essential we shout about about the good work we are doing. Previously, we have been too humble and modest. CETSAT teams are completing fantastic work on a daily basis – let’s tell people about it!
TR: What do you see as the biggest challenges facing channel businesses today?
AW: With a vast array of products delivering similar results, the best solutions are often the most expensive. This is sometimes a difficult truth to explain to clients. To service our growing range of customers and continue to provide best practice solutions, channel portfolios need to be flexible.
TR: Could vendors and distributors do more to help you overcome these challenges? And if so, what?
AW: We’ve all seen different approaches to demos and trial products/services – some useful, some not so useful. My advice to vendors and distributors would be to avoid the hard sales approach and to let people get on and test the product. Let the service speak for itself. The customer’s choice is vast, so win them over by giving back some of their most valuable asset – time. If you can show that what you’re selling can save time/energy, then you’re onto a winner!
TR: Are customers becoming more demanding, and if so, in what ways?
AW: The demand for instant results is a challenge, especially with the likes of Amazon driving customer expectations even higher. Often, a task will take time and investment, or it is simply not worth the money. Cost controls are pushing hard on value, especially with the volatile global situation and rising prices. This is understandable. We’re all under pressure, but often the best value for money comes from a more expensive product/service. A balanced approach is required.
TR: If you could change one aspect of your job, what would it be and why?
AW: I love my new role as Managing Director of CETSAT. It’s been a busy start, with no two days the same, and I wouldn’t change that. If I could improve one part of what I do, it would be to engage even more with those working at the coal face who make a real difference in our processes. We’re aiming to hold a coffee morning with every single CETSAT employee over the next few months, to have an honest conversation about what’s going well and what they think could be improved upon. These have already started, with valuable feedback coming in. Understanding areas of weakness is a vital part of any growth strategy. Progress made, but more to do.
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