Paul thinks potential danger of businesses is______. [br] In order to make sure

Many businesses get in a mess when they are setting up because they buy in a whole load of computers and fancy gadgets, get on the Internet and then start to panic. I believe that the biggest threat to businesses today is net having a clue about information technology and what it Can and can’t do for them. The company I have set up has one aim which is to solve your ’hidden’ problem. We cover everything from complex cable infrastructures to setting up work- stations and servers.
     Sometimes they see how much we charge and step back saying they are too small to need this sort of help. Yes, we are expensive and no, we haven’t been in this business for hundreds of years. Nobody has and that’s the point. This is a relatively new area and we can’t show them a list of prestigious clients who have used our services, at least, not yet.
     Of course lots of companies will offer you advice and expensive consultancy but they don’t stay around to see you through the difficult bit.
     Once we have agreed terms my team goes in, looks at the technology requirements, advises them on it and then, crucially, goes ahead and implements those needs. We’re a bit like a management consultancy, but we do the whole thing—we give them a total business solution, We don’t have a stock of products we sell. What we give the customer is more of a business expertise package.
     I learnt the hard way. My first attempt to set up my own computer research company was a spectacular disaster, after I fell out with my business part- nor. Unfortunately I gave him 50% of the shares, we had a major argument about how much to invest to expand the business and then despite the success of the company it all fell apart. The saddest thing was having to sack a very enthusiastic bunch of staff.
     So this time I think I’ve learnt my lesson. I started the company in my garage. In three years it has built up to 20 staff and a ￡ 4 million turnover with projected profits this year of ￡ 300,000. There’s only me taking the risks but my staff are behind me and we’ve moved out of the garage! I think it’s clear to everybody who works for me that lam not just letting the company potter along, We are dynamic and look ahead: I think that inspires people who join us and also they know that I discuss things with them even though I make the decisions.
     The most satisfying thing right now is that I have a company with a clear mission. It’s relatively successful and fast-growing. Although I was a skilled finance person, I’ve had to develop a lot of technical and sales skills so I’m a bit of an all-rounder now. I have to be honest and say that in five years’ time I don’t want to be doing this. It’s not that I want to give up work and live in the country, but my plan is to move on and do something different. Not another business but another lifestyle. I could do that. This should be worth up to ￡ 25 million by then.