Corporate Vision May 2017

54 CORPORATE VISION / May 2017 , is a testament to the work the Downtown team has undertaken over many years now. As an Everton supporter, I haven’t had too many trophies to celebrate in recent times, so this one is definitely a bonus. “I think if you love what you do it is easy to stay motivated – and I love what I do. This will sound cliched, but I believe I have the best job in the world. When I set the business up I wanted it to be involved in all the things that interest me. Politics, business growth, communication, and events. We do all those things, and we do them well. I also wanted to create a twenty-first century business organisation that would make a difference. Downtown has made a huge contribution to debates and decisions around elected mayors, devolved government, business support initiatives and regeneration projects across the regions that we operate in. That is a great place to be in for me, and, as I say, against that backdrop, motivation isn’t a problem. “Nonetheless, like any business owner, there are times when you need support and encouragement. I am fortunate that I am able to talk through problems and issues with my wife, who has her own business too. She is a massive help and influence for me. The Downtown team is also a source of inspiration at times. They come up with ideas and projects that give me an extra spring in my step.” Key challenges and qualities for a CEO Staying on the subject of Frank’s role as a CEO, he tells us that he is a leader rather than a manager, so he has had to work hard at putting processes in place that allow his team to know what their targets and objectives are. He then explains the key challenges he has had to overcome as a CEO and his key attributes “I am good at strategy, but poor on detail, and that isn’t always a great thing in business. To overcome this, I have tried to employ people who have those skills, and I think over the past year or two I have managed to do that – but it has taken some time! I think we all have a tendency to do and attend to the things we are comfortable with. So, for me, that is the campaigns and projects I want Downtown to lead; marketing the company; and selling. Things like CRM systems, cash flow and HR management is what I struggle with, and as a result they have been the toughest things to get right in the business. We are just about there now – but, as I say, it took me longer than it should have to fix some of those things. “I hope I am open, honest, and transparent, with my team and with those we work with. I do have an ability to inspire, and I certainly lead from the front. I hope that I am fair when dealing with staff issues. I am able to put in place strategies that drive the business forward. I’d also say that I’m a good communicator, and I don’t panic when things, on the odd occasion, go wrong. I’ll admit if I’ve made a mistake – and I listen to people who have different ideas or suggestions to me. I also have a few key individuals who act as informal mentors. Trusted associates who I have known for many years, and who are happy to offer constructive criticism when required. Taking that criticism in a positive way is one of the things I have become much better at over the years, and it is something that all good CEOs should be able to do. In fact, it’s something anyone working at any level of business should be able to do. “In the main though, I recognise that the most important thing about any business is its people. So, I try to make the business a place where the team want to come into work and enjoy what they do. If people are happy in work, they will be more productive. I can never understand managers who think that by putting people under unnecessary pressure and making them miserable they will get more out of them. Of course, people need to work hard – but make sure you leave time and space for them to have some fun too.” Future plans The business is now in six locations and they have an ambition to expand. Frank wants Downtown to be in every major UK city by the end of 2020, and they have started to look at franchising as an option. That will be a new and exciting journey for Downtown. Frank then concludes the interview by sharing his vision about the future journey of Downtown “Outside of the franchising model, we are on course to launch the Downtown brand in at least three new cities this year. The business has earned a reputation for being a strong voice for business in the cities we operate in. I’d like Downtown to have a national voice and influence in the future. “If you consider the issues that are likely to face UK businesses over the forthcoming months and years – they are huge. Brexit will bring challenges, and opportunities. The political landscape is a moveable feast; and devolution will again offer opportunities to business. Downtown will be striving to give regional businesses the same sort of say and influence over decision makers that the London- based business organisations have had in the past. “At a more micro level I want Downtown to be able to offer chances to more young people. We have taken on a few apprentices; and some have earned full-time contracts with us, which is great. I’d be delighted if we could do more of that going forward. Being able to grow your own talent is a big advantage to any business in my view; and if you can do that through apprenticeship schemes that offer genuine opportunities to young people then that’s even better.”