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Sean Price Posts

Gartner Report Recognises Velez

What a wonderful end to August, a. month of holidays, new business deals, new staff members joining the Velez team.

Velez Managed Services have been recognised in the latest Third Party Maintenance report by Gartner by Christine Tenneson. 

In addition to other European TPMs from NICSA funded fortitude global the Derby based broker to recently announced 3i purchase Evernex in France.

Along side other Service Industry Association (SIA) members we are incredibly proud to be on this list and demonstrates the hard work and effort our team has gone through to get here. 

Check out this article for more info

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Third Party Maintenance in Canada

When it comes to providing global hardware third party maintenance in Canada there are few solid choices around. We recently visited Toronto for the Service Industry Association event hosted by Keltech.

Keltech 2019 hosting the Toronto Service Industry Association Round Table Networking Event

Some of the Velez senior executive team attended the Toronto event this week to meet up with our Canadian friends at Keltech as well as other partners, clients and new members of the SIA.

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Punish the competition

A phrase I heard a business contact of mine iterate on recently. 

“Our competitors are terrible people, so we are going to punish the competition and show the world what they are really like”

Are they really terrible people, or are you just out to crush your competition? Are they really bad at customer service? Or do you just not like them?

Returning from a recent trip I received a phone call from a prospect we have been engaged with for a few weeks now who had existing business with one of our own competitors. 

“Sean – we are currently wrapping up a project with competitor X, as soon as it’s finished we are more than happy to move all future business to Velez”

Now why did this conversation happen in the first place? I wasn’t out to punish our competition. In fact I don’t really pay attention to what they are doing except to know that they exist and we receive regular negative feedback about them. 

The conversation happened as the competitor in question boasts a growing headcount, whilst the reality is they are losing staff, the business focuses on paying its directors to live a lifestyle it’s business model cannot support and as a result suppliers are neglected and often unpaid for months if they get paid at all. 

Being aggressive in business is often seen in movies as the only way to survive. Aggression and passion are two different things, you have to be passionate and driven to be successful. 

What you cannot be is physically aggressive, verbally abusive to employees, clients and suppliers. That’s a sure fire way to fail. 

Business is difficult, there’s no doubt about it – but there is only so much that is acceptable in this environment. 

To anyone struggling in business, sit back and understand why – chances are it can be narrowed down to one or two actions that stem from the top.

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Putting Kosovo on the map

It shouldn’t be such a difficult task, the region is filled with wonderful people, great food and incredible sights to explore. Not to mention the growing economy and location in Europe that Kosovo has means for business its a great opportunity for growth.

When I first visited Kosovo and I heard the comment from startups over and over again “we are putting Kosovo on the map” and in their own way they are doing.

Much of what we are doing at Velez with our new office in Kosovo and soon to be very busy centre of excellence is to do just that. We have interviewed, hired and recruited so many staff already that I’m proud to have met some of the brightest people in the region.

Our mission is not just to put Kosovo on the map – but to help individuals play their part too in this.

Whether you are a local startup taking part in the activities and opportunities in the Innovation Centre of Kosovo (ICK) or you are working for a company in the region, please reach out and let me know how you are helping to put Kosovo on the map!

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Modern Day CEO

I remember reading an article titled “A Chief Executive Whose Office Is Wherever She Happens to Be” and it was touted almost as something to be impressed by. But in reality, whether you are a CEO or many other position in modern day business are we not all ‘somewhat’ remote workers now?

A smartphone, a laptop and other devices allow Deborah Schwarz of the LAC Group to get her work done while she’s on the move.

NYTimes Article

Whether we like it or not in this digital world we live in – many of us are remote workers or at least in part. Between iPhones with email, Whatsapp group texting and Slack we can be “on” 24/7 almost.

Whilst this may not be great for our mental or physical health and should be self-regulated to an extent. It did cause me to sit back and think for a few minutes on what exactly does a modern day CEO ‘office’ look like.

Perhaps gone are the days of the corner office in the build shiny glass buildings – but certainly I would suggest any CEO who has an actual office will have a dedicated setup perhaps – a set space where they can spend most of their work time.

In my case for example I’ve always liked to have an identical setup in my home office as to my ‘real’ office. Whether that is a full desktop (iMac) setup at each location or a docking situation to setup a laptop in – either works.

Being paperless helps – greatly – as a tech company ourselves we do our best to be as much ‘in the cloud’ and paperless as we can get away with. Relying on cloud technology shouldn’t be thought of as the only solution out there but certainly works for us and as a CEO who travels a lot – having devices that sync effortlessly to the cloud is crucial for ongoing productivity.

Having those systems and processes in place – and I refer to not only cloud systems but those processes that having great people in the business creates. Knowing who does what, how and where with ease and transparency means that every person in the business from the engineer to the CEO can operate at their best capacity at all times.

At Velez – our aim is to provide incredible customer service through our service delivery excellence methodologies and something that we continue to invest in consistently. Focusing on our customers as much as we focus on ourselves internally.

As with any organisation that have multiple offices globally, I don’t believe a video call once a week/month will suffice. You cannot expect employees in another office to feel as integrated with the company culture as those who are in the same office as you daily. So whilst we do regular video calls, I also spend a lot of time on flights visiting teams in various locations but also visiting our clients and having regular face to face meetings around the world.

The modern day CEO spends a lot of time not only in meetings, but writing, communication after all is key and with offices around the globe both the vision and mission of the company needs to be kept on a larger scale. We almost celebrate ‘remote working’ now a days as if it never happened before – but many of the worlds organisations have been remote working for years we just never classed it as such.

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