Page 155 - James Caan - The Real Deal
P. 155

14 · Having Fun



               Of course, the more they billed, the more they would earn, so
            this went down well. ‘I’m going to spend time with all of you
            making sure that my clients are taken care of, and together I
            believe we can build something to be proud of.’
               Everyone likes to feel that the company they’re working for is
            on the up, and the team responded brilliantly. It was now my job
            to look to the future, and mentally I sketched out a new job
            description for me as managing director. I wasn’t an accountant,
            I didn’t really understand balance sheets, but I knew that if I was
            going to build the business I had to learn: that was my job now.
               I started to look at new sectors: should we be in IT, for instance?
            Or should we offer in-house training programmes, or company
            cars, or BUPA cover, or pensions? I considered every aspect of the
            business and looked for ways I could turn it from a boutique into
            a corporation. I found it strange not always worrying about how
            my candidates were doing, but I was finding my new challenges
            very stimulating, which meant I was enjoying myself. I actually
            found dealing with the monthly management accounts really
            interesting, and seeing patterns in our billing, our costs and our
            margins was a revelation. Slowly, things that had always baffled
            me a bit were coming into focus simply because I had the time to
            concentrate on them.
               I was working out things such as how much it really cost me to
            hire someone. When I hired a new member of staff, it took them
            three months to place their first candidate, and it would be another
            six to eight weeks before the invoice was settled. That meant I had
            to know exactly how much money was coming in to be sure of
            expanding the team. This was stuff I had known instinctively, but
            now I had concrete figures and processes that would help me grow
            the business.
               I was also spending a lot of time walking the floor, moving from
            desk to desk, and checking in with the team to help them solve
            their problems. Fairly quickly, the company’s performance started




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