Fire in the Belly – CEO of the Year


Philip Bartey, CEO of Autism Plus, is passionate about his work and tells us more about the firm, its initiatives and the secrets to its success, and his own CEO of the year success.

Autism Plus was founded in 1986 by a small group of parents of Autistic children. The founders were concerned regarding the dearth of available provision to support their children so they created a small local service to meet their needs in South Yorkshire. In the early days, Autism Plus provided limited residential services and later developed day care facilities.

Philip Bartey was appointed CEO in 2005 and increased the size of the organisation from £2m to £10m annually. The service broke out from its limited South Yorkshire base and expanded across Yorkshire and Humber. Today, Autism Plus works from 29 service locations across Yorkshire and Humber employing 450 staff and supporting 300 adults primarily diagnosed with autism.

Philip tells us more about the firm, the work it does and its ongoing strategy to ensure continued success. “Our core business is social care where we provide residential and supported living services on a 24/7 basis each week of the year,” he begins. “Our adult service customers range in age terms from 18 to elderly and each and every one is very different in terms of their condition that we describe as the ‘Autism Spectrum’. At the far end of the spectrum the customers are more able and are often diagnosed with Asperger’s syndrome.

This client group mostly display tremendous aptitude for complex work with numbers, complex detail with remarkable levels of memory recall. Recently a person with Asperger’s syndrome was flown over New York in a helicopter and later drew a detailed accurate drawing from memory recalling precisely the shape, number and layout of every building across the city. Some of the windows in the drawing were darkened with his pencil.

When asked about this he responded that the drawing reflected precisely the number of dirty windows he observed in each building. This is an example of the latent talent each autistic person displays. However autistic people are often excluded from employment because they have communication difficulties.

“At the opposite end of the spectrum we have autistic people with severe and complex conditions and this group requires 24/7 support often within a residential or supported living environment although a good number still live with their parents and families but require outreach or community support.”

“Our strategy includes spreading our service risk more widely in recognition that commissioners vary across the region in terms of their capacity to respond. We are focussing on the five key city regions within Yorkshire and Humber to take advantage of increased devolution of powers and funding from central government to the regions.”

Philip explains that Autism Plus has positioned itself to create unique selling points in order to differentiate from the competition. “We have worked hard to improve the quality of our provision and all our core service areas have achieved a ‘Good’ rating from the Care Quality Commission.

We also receive many compliments from parents, families and commissioners regarding our work. In 2011 I was not satisfied with simply conducting internal audits of our business and hoping the next CQC inspection would go well. The gap between inspections could often be a year or more so my staff would not be used to the inspection process and despite their dedication and experience they would sometimes find the inspectors intimidating.

I therefore commissioned an external auditing and mock inspection company to provide more support for front line staff. External validation of quality and standards adds independent value to management and board audits. We were able to identify and rectify fault lines in advance of the real inspection but importantly the confidence and capability of my team improved enormously. I commissioned further staff training in understanding how and when to challenge inspectors (who sometimes get it wrong). This key move improved the quality of our business and ratings enormously. I do not know of any other provider that has adopted this comprehensive approach.”

At the core of Autism Plus’s strategy it has developed person-centred approaches in recognition that every customer is different. This has proven essential to understand the differences between each individual and it is important to discover what their personal attributes and aspirations are.

“Beyond support within a caring environment most customers want to work, to feel valued and to gain more independence. In 2010 we engaged in the New Deal Programme and successfully placed 1800 autistic people into employment. With a change of government the New Deal was scrapped and the coalition launched the Work Programme.

The work programme was unhelpful for disabled people as the government wanted quick results and engaged with large national companies who were incentivised according to the number of people they placed into work. This led to the ‘parking’ of disabled people and we disengaged from the programme.”

More recently Philip and the company launched a range of social enterprises across the region including a working chocolate factory at Ampleforth in North Yorkshire. The factory produces high-quality handmade chocolates and involves disabled co-workers in the process. The site has only been operational for 18 months but is proving to be a great success already. On the same site Austism Plus has also launched a horticultural service and provides vegetables to the local colleges and communities. He also purchased a musical instrument manufacturing business with an established UK customer base. Within the first year of acquiring the business, it broke into the global export market for the first time.

“We are planning more micro enterprises at Ampleforth including a vintage Morris Minor car hire business and woodland management,” says Philip. “At the heart of our social enterprises the primary aim is to upskill disabled adults, to get them a foot on the employment ladder and to assist them in progressing to open employment. Our secondary aim is to open up new income streams as dependence on state income is diminishing.

“The social enterprises we have created offer a unique selling point for our customers and commissioners. Providing such an exciting range of enterprises is increasingly leading to Autism Plus being the preferred provider because we offer powerful progression routes that have not been replicated by our competitors.”

When Philip first joined Autism Plus in 2005 his main aim was to focus on the staff. At the time motivation was low, there was a bullying and blame culture and the attrition rate was in excess of 30%.

“I spent my first year focussing on changing the culture and this led to the attrition rate falling to 2%,” embellishes Philip. “It has since grown to around 8% but remains well below the industry average. My approach was simplistic. I could not accept inheriting an unhappy workforce. If they are demotivated, dreading to come to work, not feeling valued then this must impact on the vulnerable people we are there to support so for me it was a crucial starting point. Building trust and confidence with staff led to better communication, understanding, engagement of staff and we could embark upon the journey of growth and diversification as a team.

I introduced CEO Cup of Tea meetings held across the service locations four times per annum. The meetings were in accordance with Chatham house rules –open and informal- an opportunity to chat with the CEO, to present ideas, to explain what works well and what does not work so well.

“At the same time I launched ‘Parents Question Time’ events. Engaging with parents and families is crucial to our business and it is important for me to hear first-hand how they feel about our work and the changes to the lives of their offspring.

“Having laid the above foundations or prerequisite approaches to embarking upon our strategic journey I engaged with my senior team, staff and the board to develop the strategy. I have a strong interest in military history because that is where strategy was born. Men and women thrown together in conflict and crisis were forced to develop strategies to keep them alive! Strategy can be quite boring a subject for some people so I introduced military examples and analogies that we could translate into our own approaches.

I wanted my board and team to feel passionate about our business, to understand the challenges and opportunities and to develop that corporate ‘fire in the belly’ motivation.”
As a highly successful CEO Philip clearly has outstanding attributes which have helped him climb the ladder in his career, but humbly, he doesn’t comment on these, and instead tells us how his early career in business prepared him well for the career change in the social care arena.

“Undoubtedly my early career in business helped me in understanding the importance of meeting customer needs, getting the product or service right, motivating the team, why inspirational leadership matters and in constantly seeking continuous improvement. I seek out ways of identifying and creating the USP or advantage over the competition that makes a real difference to service users and I have never lost that ‘fire’ in my belly that drives me onwards and upwards.”

With regards to the future, Autism Plus aspires to be the service of choice for autistic and disabled people and wants to roll out this unique service nationally. “We strive for continuous improvement – there is no ceiling when it comes to meeting customer needs and driving up quality of service and products,” Philip says.

Autism Plus has ambition to extend its work nationwide and is finalising its strategy to achieve this in recognition that the autistic population is growing and demand for services and support is increasing substantially. With the state withdrawing support, providers need to adapt the way they work without compromising quality.

“I think it will take us five years to achieve the national step change but Autism Plus is up for the challenge as ever.

“Where will I be in five years’ time? Still alive and kicking I hope and still seeking excellence through change and growth. These are challenging but exciting times. I want the best possible outcomes that can be achieved for disabled and vulnerable people.”

Name: Philip Bartey MinstD, Group Chief Executive
Company: Autism Plus
Address: The Exchange Brewery, 2 Bridge Street, Sheffield, S3 8NS
Email: [email protected]
Telephone: 0114 384 0284

All Encompassing


Encompass Corporation is a leading RegTech company which utilises technology to automate Know Your Customer (KYC) policies, enabling companies to adhere to Anti-Money Laundering (AML) and Counter Terrorism Financing (CTF) regulations in financial, legal and accounting businesses. Founded in Australia in 2012 the company launched in the UK in 2015 with offices in Glasgow and London.

Johnson tells us more about the software behind the firm. “With a recent report showing that KYC and customer due diligence are costing financial firms an average of £47 million, the demand for more comprehensive and easier-to-use solutions is growing, and that’s where we come in. One analyst group specialising in RegTech, JWG Group, estimate that between £10 billion and £20 billion a year is being spent in the UK on meeting regulatory obligations. This is equivalent to 0.7% of UK GDP – more than the UK agricultural sector – so it’s a significant issue.

“Our software enables KYC checks and initial client screening of corporate customers to be completed up to 10 times faster and with significantly lower costs. Through our use of web-based technology we also provide an audit trail that is not only regulator ready, but drastically reduces the risk of human oversight that is too often part of a traditional manual process.

“Using real time data from more than 12 different information provider partners including World-Check, Experian, C6i, BvD and Companies House, we currently serve over 200 firms globally.”

Encompass’ vision is a world where business people can truly know their customer at the click of a button. “We’re constantly evolving to meet new regulatory demands and the ever-increasing complexity of understanding company structures and beneficial ownership across borders,” states Johnson.

“We continually add new domestic and international data providers so that our customers have confidence that when they are building a client profile on our platform that they will receive all the pertinent information in an easy-to-understand format, enabling them to make informed and timely business decisions.”

Given the digital transformation taking place in financial and professional services it is important for Encompass to stay one step ahead of the curve in order to differentiate itself from the competition. They do this by automating the KYC process, which saves customers both time and money, and through their unique unified data model, which combines AML data from a range of different information providers, so that it can be used to build a picture of a client’s risk profile.

“Being data agnostic means we don’t favour or promote any one information provider partner over another,” Johnson explains. “Our customers can run reports using a number of different providers simultaneously depending on their needs and instantly overlay credit, AML, identity, PEPs and sanctions information within the one client profile. They can also refresh KYC policy checks in bulk, again saving time as they no longer have to manually input their search criteria or manually analyse the results – this is particularly useful when there is a ‘book’ of clients to be remediated. In 2014 KPMG estimated that global spending on Anti-Money Laundering (AML) compliance alone amounted to $10 billion, so there is much to be gained through streamlining these processes.

“The audit trail that results from our automated process assists customers to stay compliant, and critically – prove due diligence has occurred.”

With compliance and regulation being constantly updated and becoming increasingly stringent, a key challenge for risk and compliance professionals is to stay ahead of legislation passed at a governmental and intergovernmental level. According to the 2016 Future Financial Crime Risks report from LexisNexis & BBA, AML Compliance costs have increased by 50% in the past two years and are rising.

“We deal with this by ensuring our products are agile enough to continually adapt to policy changes. Having an agile product also means it can be updated according to our customer’s policy requirements, which in turn makes operationalising a policy change at scale much more achievable.”
Of course, it’s not all about the products and Johnson tells us that the company was initially founded with his business partner Roger Carson, following the pair being defrauded in a property investment.

Reflecting on the fact that had they had access to the full picture, they never would have proceeded with that property deal; “Roger and I are acutely aware of what can happen should customers not have access to timely and relevant information. With this at the heart of our culture, our Customer Success team works closely with all our customers, ensuring they get maximum value from Encompass’ products, accessing information that not only enables them to be compliant, but fully informed with regard to their customers.”

Last year Emcompass secured £3.6million in investment funding which helped it transition from a company offering support to accountancy professionals, to supporting those in the legal and finance and banking sector. Johnson foresees 2017 being an equally exciting year.

“During the next 12 months we plan to consolidate and grow this market both in the UK and globally. Having been selected for the UK government’s RegTech mission to New York in April 2017, we are moving along a trajectory toward expanding into the North American market.

“With regards to the wider industry, we forecast that regulations around Anti-Money Laundering and Counter Terrorism Financing will continue to be a focus for governments across Europe and globally. To date, these regulations have been getting stricter on those who are found to be in breach of these rules. This trend will continue with both AMLD4 and AMLD5 both coming down the line. To date, we have seen some serious fines and sanctions passed to banks and financial institutions for being in breach of these rules. Moving into 2017 and beyond, we expect that regulators of professional service will also being paying closer attention than ever before, as evidenced by the recent ‘flag it up’ campaign – a joint initiative involving the Accountancy Affinity Group, the Home Office and National Crime Agency (NCA) to tackle the serious threat of money laundering.

Company: Encompass Corporation
Name: Wayne Johnson, CEO
Web Address:
Address: Encompass, Level 3, 39 St Vincent Place, Glasgow Scotland G1 2ER
Telephone: +44(0)141 406 7761

Embracing Change


Ensurance was started as a General Insurance Brokerage in 1990 in Perth, Western Australia. Maturing, the company set up national headquarters in Sydney in 2003. Listing on the ASX (Australian Stock Exchange) in 2015 and opening its first international office in London in 2016. It is now the parent company to a number of entities in the following sections; brokers (retail), underwriting agencies (wholesale) and an IT company that develops all of our innovated bespoke IT solutions.

The company has been designed, and built infrastructure to manage future strategies in the areas of; • To capitalize on the digital disruption and flux of change in the short to medium term within insurance industry, • Increase distribution, by providing non-industry companies to sell insurance, fast and easy without the need of investing in costly infrastructure. • To provide the consumer with an insurance purchase model that meets their needs and demands. Including but not limited to, user experience satisfaction, online robo advice, decision making sensitivity, and new bespoke products. • Increasing margins by focusing on cost of acquisition and cost of maintenance. This includes increasing revenue but more importantly decreasing costs, particularly compliance costs.

The company is now experiencing an exciting and challenging phase of exporting
and expanding globally its significant disrupting capabilities.

Stefan Hicks goes into further detail about the work the firm undertakes and the type of clients it serves.

“Ensurance through its subsidiaries has been operating for over 25 years,” he begins. “As founder of the business over this period the role has literally encompassed everything from janitor to IT manager to international board meetings. Now as head of an organisation I have the ultimate responsibility to all stakeholders and shareholders. It could be the weight and complexity of these responsibilities that prohibit a majority of people even attempting a job as CEO. The types of people I work with on a daily basis is varied and the associated range of issues being dealt with, is dispersed.

“The clients that I now speak and liaise with have changed dramatically over the years as the business matures. In the initial years my clients were small direct consumers of general insurance who required policies. Today my role involves managing; Internal heads of departments for results and strategy; Company Boards for governance and compliance; Insurers and Whitelablers (Clients) for products and new business; and Stockbrokers and Capital Markets for market support.”

Stefan explains in detail the key principles behind his tried-andtested approach which has led him to develop the company so successfully.

“I find employing complementary people that bring different and
required skills to the team enables problems to be solved faster and more comprehensively should and when they arise.

“I encourage internal robust discussions. It is extremely healthy for the business. If the team has passion for the company/industry/ or strategy it needs to be harnessed into positive vigorous discussions. Too many people and businesses can take alternative thoughts or ideas personally as an affront to their leadership. Kept professional, connecting the team’s differences in thoughts, processes and decision making can only be a good outcome for the business.

“I embrace change. The most constant aspect in the mechanics of business is change. It occurs with or without your participation. You will need to go through periods of reinventing yourself and the business to remain a competitor. As a successful CEO, you need to remain open, dynamic, fluid, flexible and embrace change.

“Concentration is important. The role of CEO demands that one of the key attributes that is essential is concentration. Not just for long periods of time, but more importantly you need to ignore the noise. The information that requires processing is becoming louder by the day. A successful CEO can sift the noise from the vital information in order to make timely and correct decisions.

“I place robust infrastructure in place for standards, quality, compliance, and trust in the people to execute their roles. This will enable you to focus more on the market/game and where profit can be made.

“I also think like a customer and not a supplier. What exactly do your customers want, how, when, where and lastly why. By fully understanding what it is to be a customer of your company, can only lead to improvement.”

Stefan states that, in his experience as a CEO there are a number of key attributes that considerably assist in performing successfully.

“I believe the following are essential to performing this role over a long period of time; • Expect delays, headwinds, dead ends, split decisions and obstacles. These issues are a constant over the long term. In order to successfully problem solve all issues that arise requires the ability to look at problems from a multitude of angles, however above all it requires patience. When fires pop up in the business, or something arises that threatens existing or future operations, and it will, you need to address the issues with patience and a level head.

Don’t dance around the issue, however address and solve it straight on. Recognition of problems is a great place to start improving your business, and in itself can be 50% of the solution. • As mentioned earlier, high competence in sifting the noise from the relevant data/ information. As CEO you need precise, condensed and above all accurate information in order to make correct decisions. Currently due to digital expansion, we are being constantly bombarded with information and data. Sifting through of what’s relevant and accurate is essential.

Company: Ensurance Ltd Name: Stefan Hicks
Email: [email protected]
Web Address:
Address: PO Box 523, Milsons Point, Sydney NSW 1565 Australia
Telephone: +61 414 310 044

The 2017 Canadian Business Awards Press Release


Corporate Vision Unveils the 2017 Canadian Business Awards Winners

United Kingdom, 2017- Corporate Vision Magazine has announced the winners of the 2017 Canadian Business Awards.

The success of Canadian businesses derives from commitment, determination and the passion to ensure a firm is able to achieve the very best of its ability.

As such, the 2017 Canadian Business Awards acknowledges the accomplishments of business from a wide range of sectors. From Consumer Goods to Financial Services, or Legal to Technology & Science, and so many more, these awards celebrate and recognise the achievements by companies.

Discussing the awards, Awards Co-ordinator Amy Gower, commented: “It has been a genuine pleasure to showcase the hard work of these talented, hardworking and experienced firms and the individuals behind them who are driving the Canadian corporate landscape forward. I would like to express my pride in my winners and wish them the best of luck going forward.”

To learn more about these illustrious winners, and to find out the secrets behind their success, please visit



About Corporate Vision Magazine

Created by a highly experienced and passionate team of business experts, advisors and insiders, Corporate Vision provides discerning readers worldwide with a wealth of news, features and comment on the corporate issues of the day.

Winners Directory – March


Investment Awards 2017 Finest in Fund Management – Managing Director Winner Company: Pacific Equity Partners Name: Tim Sims Email: [email protected]   Web Address: Address: Level 31, 126 Phillip Street, Sydney, NSW 2000 Australia Telephone: 61 2 8238 2600

Deal Maker of the Year 2017 – United States Company: QA Mentor, Inc. Name: Ruslan Desyatnikov Email: [email protected] or [email protected] Web Address: Address: 1441 Broadway, 3rd Floor, New York, NY 10018 Telephone: 1 800 622 2602  or 1 212 960 3812

Finest in Fund Management – Colombia Founding Partner & CEO Winner Company: Tribeca Asset Management Name: Luc Gerard Email: [email protected] Web Address: Address: Av. Calle 82 No. 12 – 18 Office 804 Telephone: 57 1 490 0040

Finest in Fund Management – Cambodia Chief Marketing & Investor Relations Officer Winner Company: Leopard Capital Name: Mohamed Ahmed Email: [email protected] Web Address: Address:  33 Sothearos Blvd (Corner St. 178) P.O. Box 1141 Phnom Penh, Cambodia Telephone: 855 23 212 801

CFO of the Year 2017 – USA Company: The Procter & Gamble Company (P&G) Name: Donna Rose Email: [email protected] Web Address: Address:  The Procter & Gamble Company (P&G), One Procter & Gamble Plaza, C-11 Cincinnati Ohio OH 45202 USA Telephone: 1 513 983 1127

Offshore and International Trade Awards Best for Customer Care and Service in the UAE Company: Inter Ocean Ship Repairs L.L.C Name: Mary Braganza Email: [email protected] Web Address: Address: P.O. BOX: 3322, Jadaf, Dubai UAE Telephone: 971 4 324 1166

The Invisible Man


Hyperstealth Biotechnology Corp is a world leader in Camouflage, Concealment and Deception (CCD). Hyperstealth has developed over 14,000 camouflage patterns and over 5,000,000 military issued uniforms use Hyperstealth camouflage including: The Kingdom of Jordan, USA, Canada, New Zealand, Mexico, Jamaica, Afghanistan and the Philippines.

Hyperstealth also designed the Optifade hunting line camouflage for WL Gore (Goretex) for their Sitka products which is also used by Beretta, and the firm has developed patterns for Vans Shoes OTW (Off The Wall) Collection, Columbia Sportswear PFG (Performance Fishing Gear) and LBX Tactical (a division of London Bridge Trading Inc.).
Guy Cramer is President and CEO of Hyperstealth. He tells us more about the company and its business strategy.

“Given that Hyperstealth is primarily about camouflage design I don’t require much staff and thus I can keep our overhead to a minimum so revenues are being built up and not being offset by huge wage requirements,” he explains. “I have been called an expert disruptor; someone who is innovating the industry of camouflage and not only staying ahead of the competition but changing the way business is done in the industry.

“We can print on demand any one of our 14,000 patterns in a matter of hours, not days
or months as the large print factories require. One would think that this would upset the large print factories but our quick turnaround actually saves them time and money as the process of development no longer pulls their machines out of production for the many days it would often take to get patterns developed and colored correctly.

Their large print machines are often running three shifts a day for most of the week so any downtime for them to carry out development is lost production and lost revenue. We save our clients time and money by rapid development and short run production. We can print 1 yard or 100 yards at the same cost per yard but the large printers typically require 10,000 yard minimums, so we don’t even compete with their business and we’ve changed their business by being able to provide them a final product that they just need to match to, which can save them 80-90% of the time it used to take them to do this.”

The motto of the company is ‘Making The Best Better’ and Guy strives to do this constantly. “My job as a CEO is to run the company on behalf of the shareholders. We have about 130 and each of them put faith in Hyperstealth so my focus must be on behalf of each shareholder to provide the best products, the best science and the best representation, which in turn will create the best value for the company and thus the benefit the shareholders.”

When undertaking a new project, Guy has a very set process that he follows in order to quickly and accurately assess the client’s needs, but Guy won’t take on just anybody.
“We used to take anything that came our way but I now carefully pick and choose based on past experience, for example I ask myself ‘How long do I anticipate this will take?’ ‘Will it interfere with our core business?’ ‘What is the current focus and will this distract me from that?’ Once I have determined that it meets our criteria I have to determine what the client’s expectations are: do they want to have me develop something unseen before or do they want to pick from my library of 14,000 camouflage patterns? Where will the camouflage be expected to operate in? Are there surrounding countries that use our patterns and if they do I need to make something that won’t be confused with those?

“Most country programs take 2-3 years before the uniforms start being issued so it can take a lot of patience and the term “loose lips sink ships” is something we practice, you won’t hear me speak of a new country until uniforms are being issued, so what is happening now will only be revealed between tomorrow and three years from now. Even when I travel I don’t post on social media where I’m going or take photos when I’m there unless there is no requirement from that country for a new camouflage pattern, in which case I am there for other reasons that don’t show up on any radar.”

Recently, Guy was voted Aerospace and Defence CEO of the Month – an accolade awarded to him by readers of Corporate Vision magazine.

How does it feel to have won this award in your jurisdiction? “It is an honor to be recognized in this industry, which has so many intellects and top-quality people in it that while our business is in the area of concealment and hiding (camouflage), our company ironically has become quite well known around the world,” he laughs.

“I have been involved in this Aerospace and Defense part of the business for 14 years now and, while my focus is on survivability and effectiveness, I also understand that you need to listen to your mentors and advisors and I have the best possible people in that area to allow me to make the best decisions I can.”
Guy has faced many challenges in his life as CEO of Hyperstealth. Initially it was his age and inexperience.

“We formed the company in 1999 right when the dot com craze was happening and being a young President and CEO was considered the new and improved way of taking on the business world. Many people discovered that these 30-year old CEO’s were making huge mistakes, they had the drive but not the experience and the years of dealing with people and companies.”
Guy was fortunate in his upbringing and he tells us of the mentors and life coaches who had a huge influence on him and have helped to make him the success he is today.

“My first mentor was my Grandfather, Donald L. Hings CM MBE, inventor of the Walkie-Talkie and more than 56 other patents. He received the Member of the British Empire award after World War II and the Order of Canada in 2001. I worked with him for six years as his assistant and he taught me how to innovate. I absorbed his stories and his life experiences which provided me with a huge advantage at a young age.

“In 2003, I meet another mentor, Lt. Col. Timothy R. O’Neill, Ph.D. (US Army, Retired), the world expert on camouflage. We discovered early on that his research and guidance, along with my advancements in the field, would allow us to make better, more effective patterns than both of us working independently. Again I listened and relied on his teaching and this has happened numerous times to me with other very experienced people in their areas of expertise. It is these relationships that have allowed me to gain so much understanding that without them I would not be the success that I’ve become. It really is the sum of all parts (mentors and advisors) that makes this work.

“I get so tired of the comment ‘If you just put your mind to it you can do anything you want!’ This comment routinely comes from the .0001% of the population that just had the right opportunity at the right time or knew the right person that elevated them to that stunning achievement. In their minds, if they could do it, anyone can do it. The reality is
that most people that attempt this will only be disappointed. We are not all radio quality singers or actors or authors, often success comes from a lot of persistence and hard work but the formula is much more difficult to pin down. More often than not, it is who you know, not what you know that puts you on that road.

“Success is also fleeting, how many award winning actors continue to always have similar performances in the future? Because of the award they are offered better roles but this doesn’t always translate into a cookie cutter performance. It is one thing to be successful at some point and another thing entirely to be described in the same way two or five years down the road. My motivation is not the success but doing the best job I can with the talents I have and in the end that may be why I’ve become successful.”

Guy claims that he is constantly problem-solving and he loves a challenges, this is one of the attributes he possesses which have helped to make him the successful CEO he is today.
“I enjoy coming up with new solutions that have not been tried before, which makes me a disruptor in this industry!” he states. “You can model other company business models or technology but that usually doesn’t put you at the top. You must do the extraordinary, the unexpected, the impossible, in order to stand out from the crowd.

“I capitalize on new ways of developing, designing, interacting with technology and finding hybrid solutions that don’t require huge investments. I utilize those developments quietly before anyone realizes change is coming and by the time I release something that looks new to the world, I’m already busy working on the next generation, always staying at least one step ahead of any other company.

“It is not the one game that creates a championship team but a whole season of games that makes them the best. In business, one good contract should not reflect on the CEO but all the contracts, programs and projects together over the years reveal the attributes which truly separate the average from the above average success rate.
“I can say that Hyperstealth is associated with many hugely successful outcomes and many more are in the works.”

With regards to the current industry, Guy has seen many new companies starting up in the last ten years, with only a limited number of them in the military market enjoying any success. Indeed, most of these new companies are now struggling to survive as countries are deciding to develop on their own, or simply to do what everyone else is doing.

“The problem with wearing the same thing as everyone else is ‘operational security’,” explains Guy. “Can someone easily infiltrate your defenses wearing something that almost anyone can acquire? One of the biggest complaints from the public about Hyperstealth is that they can’t seem to acquire our patterns, even on Ebay, whereas our competitors are easily obtained. The reason is that most countries we work with get an exclusive pattern to provide them with the operational security they need and should have.

In the hunting industry there are a few companies that have recently made a name for themselves – WL Gore is one of those companies that recognized that hunting patterns were,for the most part, a mimicry of natural settings and that there didn’t seem to be any science behind them. W.L. Gore tasked Guy, Lt Col Timothy R O’Neill and brought in Dr Jay Neitz (an Animal Vision Expert) to work together to come up with a camouflage based on the science of how animals see and not how humans see. It took us some time but in the end, we came up with a number of patterns under the Optifade camouflage clothing line.

“These patterns have been proven to be very effective in the industry and hunters swear by the Optifade brand as the animals or birds that they are hunting do not see them the same way the other hunting brands allowed them to. You have to do something very different to break into this well established market and WL Gore did just that.”
It is clear that in Guy’s line of work, technology is of critical importance and provides him with the innovation he requires to continue succeeding. He tells us in more detail about some of his greatest creations.

“In 2010 I developed a color-changing cloth, called Smartcamo, which I didn’t realize at the time, far surpassed anything the US Military was developing.

“In 2011 I developed Quantum Stealth (Light Bending Technology) and discovered a way to completely hide a target by bending the entire visual light spectrum around the target. This technology also works in the near ultraviolet, near infrared and thermal spectrum. Many physicists claim what I’ve done is impossible, which is actually beneficial to me as it provides more time to develop and improve it to the next generation (version 2) before they have even figured out what version 1 is. I’ve done numerous demonstrations of the technology to a number of highlevel military and government groups and it is progressing, but that is all I can say without giving something away.

“I can, however, tell you that this technology makes many aspects of traditional camouflage obsolete and providing it to everyone would create a host of problems for our own forces where they utilize technology as an advantage over their adversaries. Our Quantum Stealth would render many of these advantages useless, so it has to be controlled, which is why it is still not something I can show to the general public after all these years. I don’t mind the skeptics, I would be one of them myself if I was on the outside.

“In 2012, CNN ran a story on me describing the Quantum Stealth applications and the story went viral around the world with more than 5,000 news organizations picking the story up. That was overwhelming and I can only imagine what would happen if I was ever allowed to show it to the public.”

Guy tells us of current trends emerging and where he believes the camouflage industry may be heading within the next five years.

“I see the trend moving to the science side: objective testing, vision science, color science human behavior studies – we are that trend and we are very much ahead of that trend as typical bureaucracy delays many of these advancements. This has allowed many of the competitors freedom to promote their products without any testing or minimal testing at best. Even military testing is often subjective and flawed and the sad part is the soldier is the one who is put in harm’s way with an inferior product due to politics, poor testing, lobbying or naive policies. I would hope for the sake of the soldier that whoever gets the next contract can provide an optimal solution with the best pattern or technology available to give them an unfair advantage against their enemies.”

With regards to his own business, Guy coyly tells us that he is working on several ‘big’ projects, however he cannot share them for security purposes! Nevertheless, the future is looking very bright for Hyperstealth

Safety First


IDEM Safety Switches based in Wigan in the North West of England are the UK’s largest manufacturer of machine safety switches. Since the formation of the company in 2003 they have grown rapidly by continually investing in technology and utilising the experience of their talented workforce. This philosophy has resulted in IDEM now being proud to also manufacture the world’s largest range of stainless steel 316 safety switches. These are used throughout the world in areas where hygiene is uppermost such as food manufacture and processing, pharmaceuticals and petro-chemical industries.

The owner of the business, Medi , was originally employed by EJA/Guardmaster where he set up the Research and Development department and managed the engineering team. Following a buyout he subsequently became Technical Director of Rockwell Automation. The decision by Rockwell Automation to move Guardmaster production away from the UK prompted Medi to resign his position and establish IDEM Safety Switches and continue the tradition of UK manufacturing with the design and development of the Next Generation of Safety Switches here in the UK.

From day one initially working from a small unit in Leigh, Lancashire the company has
gone from strength to strength and is now one of the foremost companies in machine safety switch manufacture in the world. Today, from their modern 47,000 sq. foot production facility IDEM currently export over 95% of the goods they manufacture to all four corners of the world. Over 60% of the current workforce were former employees of Rockwell Automation.
In addition to selling under the IDEM brand via a network of international distributors their ingenuity and quality is also evident in many products that they “brand label” for some of the biggest companies in machine safety in the world.

From their manufacturing and design base in Wigan, IDEM develop and manufacture their extensive product range and through innovation and engineering design and excellence continue to bring to the market new products each and every year. The range continues to grow along with their customer base that is expanding at the same time.

As a technology company IDEM’s Research and Development efforts are focussed on producing the finest products by fostering innovation and ingenuity whilst maintaining compliance with the latest standards and approvals. This expertise within this market has resulted in numerous inventions

– providing ideal solutions for the human-machine environment protecting both individuals and machinery.

IDEM’s product portfolio confirms them as the leading developer of machine safety interlocks by employing the best minds in the business and extensive investment in R&D to provide the “Next Generation” of safety switches and devices.

IDEM are extremely proud to manufacture in the UK and our policy is to ensure World Class Products to support all industry sector customers. Our belief is that “Made in the UK” is still a byword for quality and is respected throughout the industrialised world.

Company: IDEM Safety Switches Limited Email: [email protected] Website: Address: 2 Ormside Close, Hindley Industrial Estate, Hindley Green, Wigan WN2 4HR, United Kingdom Telephone: 01942 257070



Welcome to the March edition of Corporate Vision Magazine, which features a stunning array of expert opinion, analysis, corporate case studies, emerging trends and the challenges facing our country’s foremost business leaders,

New research out this month reveals that four out of five (78%) of small business owners believe that physical and emotional wellbeing is directly linked to business performance, prioritising it to aid productivity.

In other research, the value of employee loyalty has been valued at almost a quarter of the average UK worker’s annual salary, according to new research.

In a welcome return, we caught up with Sintetica SA’s Corporate CEO, Augusto Mitidieri who has been with the company since 2000. In 2003, Mitidieri became General Manager and then finally Corporate CEO. More recently, he achieved the impressive accolade of European CEO of the Year 2016 award.

I hope you enjoy reading this edition.

Jonathan Miles, Editor

Canadian CEO of the Month


On winning the Canadian CEO of the Month award, Perry M. Anderson said he is “completely honoured and it is nice to be recognized for something that you are passionate about.” We caught up with him to find out more about Quadra Global Capital Corp™ and his individual style of leadership.

In a world where you are only as good as your last deal, Canadian investor Perry Anderson seems to have found a formula. With the last technology company he backed achieving 70,000% in revenue growth since his investment, we tend to agree!

“Playing a lot of chess growing up has always taught me to think several moves ahead and that has translated into the world of business,” say Perry Anderson, the CEO of Quadra Global Capital, a private equity and investment firm headquartered in Vancouver with offices in Mayfair in London.

With an MBA from Oxford, Anderson founded Quadra in 2002 in Vancouver and has been quietly snapping up some of Canada’s most prolific residential assets on both sides of the country from the Shangri-La Toronto, Shaw Tower, Shangri-La Vancouver and the uber-exclusive Fairmont Pacific Rim.  “We saw where the proverbial puck was going,” says Anderson. “Geo-politically and economically, Canada is deemed to be stable, the currency is favourable and capital is moving in. We raised a lot of capital and backed the right developers,” concludes Anderson.

Quadra has parlayed its real estate success into corporate stakes in North America and UK based companies in technology, oil and gas, manufacturing, media.  In 2008, Anderson backed Avigilon (AVO: TSE), a Vancouver based security surveillance company through to IPO and realized a 31x return on invested capital. The company was ranked by Deloitte as one of the fastest growing technology companies in North America. “Our investors did very well,” Anderson said with a smile. 

Understanding the global demand for security, Anderson, in 2014, acquired the patent and IP rights to cyber-security technology from Oxford University which was built for and invested into by the Ministry of Defence and the US Navy. He has since launched OxCEPT, an authentication and encryption company which is set to commercialize this technology. He is also the first MBA student from Oxford to ever launch a technology company spun out of Oxford University. 

“We have a patented solution to a problem that has yet to be solved ubiquitously. The market is very fragmented and we are well positioned to capitalize on this,” say Anderson confidently.

If past performance is any indicator, we wouldn’t bet against him!  

‘Anderson on CEO qualities, leadership style and career decisions’

On the essential qualities for a CEO, Anderson says this comes down to four factors. “The physiological ability to operate with very little sleep,” Anderson said with a chuckle. “The second is the ability to absorb risk. The third is an ardent belief in your team and their ability to execute. The fourth is be contrarian and take a left when everyone else is going right.”

‘In terms of leadership style Anderson says, “I believe today’s CEO’s should play the role of an ‘enabler’ give his team the tools they need to do their job properly.” I feel it is important to explore the team I serve and to understand what motivates them, inspires them and drives them.”

In terms of the career decisions Anderson might made differently if he was starting out again today, he reveals that he is not sure he would have taken a different route. “Completing an MBA from Oxford has provided a solid foundation for business” he explains. “I have been fortunate to have travelled the world extensively and have friends and close contacts across the globe. There were certainly missed opportunities along the way, but those were also times that provided for growth and experience gained to chart the course that I did” he adds.

In closing, Anderson reveals what motivates him in his current leadership position, he remarks, “I suppose I just like to be curious and I read widely. A lot of what people call intelligence boils down to curiosity.”

Company: Quadra Global Capital Corp™

Name: Perry M. Anderson

C.E.O. – Managing Director

Email: [email protected]

Web Address:

Address: 5th Floor – Park Place, 666 Burrard Street, Vancouver, BC, Canada, V6C-2X8

Telephone: 1 604 601 3445