1. What have you found most challenging as a leader of a small or medium enterprise?

The most challenging aspect has been the overall organisation. From creating a website to lead generation, keeping content production for the company flowing steadily, and generally pivoting through this Covid period.

2. How did you become a leader of an SME? Can you please briefly tell the story?

I have had many roles, but around 10 years ago I decided that marketing and in particular b2b marketing was an area of interest. I enjoyed the variety that role afforded. Eventually, you evolve. I rose to managing director for an influencer agency and took the opportunity to go out on my own after realizing I had the knowledge, and only required the incentive. I value independence and enjoy being my own boss.

3. How do you structure your work days from waking up to going to sleep?

I have a loose but strict programme that I follow. If you will.

Wake.

Breakfast.

Meditation.

Emails.

Content creation for the business.

Client work.

Lead outreach.

Exercise.

Social Media and Influencer research.

4. What's the most recent significant leadership lesson you've learned?

It took a little while to learn this, but finally I took note that I needn't flog myself so hard to achieve more. I used to work all hours, in the hope of impressing clients and employers...now I only have to understand that I need to achieve what is expected and any more is the icing on the cake.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

N/A

6. How do you build leadership capacity in an SME?

It boils down to trusts and ability. I believe in the people I decide to work with, mainly because we've established an honourable relationship. If I entrust certain aspects of the business to a colleague, I have only done it because I know they have passion and ability to see the task through.

7. What is one meaningful story that comes to mind from your time as a leader of an SME so far?

I suppose this comes from decades of over striving, but knowing when to not take on a role, even a high paying one.

I was once offered a role within a Tobacco Business and turned it down. That was not easy. I had become a father fairly recently and the career trajectory that role would have taken quite likely would have set my family up for life. I couldn't do it. Health and morals and a family history of smoking related cancer...it simply wasn't worth it.

So, knowing when to take a stance, that's important.

Likewise, knowing when to not take a client. I recently ended a very short lived contract because it became clear, extremely quickly that the client was not aware of their obligations and was only looking out for themselves.

Having a sense of who your potential client is can be the difference between cutting losses and hemorrhaging money.