Inspiration and self-belief have oiled the wheels of Kelly Bolderson's fast moving career. Here, the Managing Director of Glamorgan Telecom recalls how she spread her wings as a fledgling new starter and soared.
Bolderson started her career with Glamorgan Telecom at the age of 17 and diligently worked her way up through the company ranks into the position of Managing Director. Her first task on joining the firm was to put in place processes that allowed Glamorgan Telecom to scale its operations in telesales and telemarketing, customer support and project management. "Having experience in all areas of the company has allowed me to better manage the organisation in my current position," she explained. "I've streamlined each department and created a flatter, more dynamic business."
Glamorgan Telecom has been providing telephony solutions to the south Wales and south west business marketplace since 1993. The company was established by Neal Pughe, but after a recent MBO Glamorgan Telecom is now owned by majority shareholder Bolderson and fellow Director Mathew Evans. Glamorgan Telecom was established to supply, install and maintain comms systems for SMEs in its target regions of operation, and is now one of the main providers and installers of business telecom lines and network services in the area. Glamorgan Telecom has also achieved the Platinum Enterprise Network Partner status from Samsung and is part of its 'team of empowered partners'.
Last year's MBO enabled Glamorgan Telecom to implement an ambitious growth strategy and diversify by offering customers a wider portfolio services. The company currently employees 40 people, and with a three-year expansion strategy under way Bolderson is looking to recruit an additional six employees in 2016, and is forecasting yearly growth of 35 per cent, increasing revenue by over £1 million year-on-year until 2018.
"Since 2010 our client base has grown by 22 per cent," she explained. "This has been achieved by a constant focus on customer services, a reduction in churn and a widening of our geographic territories. We have implemented a more personal and tailored approach for each of our clients, with improved customer support and better technology solutions to choose from, and we have made it easier for customers to contact us for support. Businesses now expect faster troubleshooting support and we have made a number of changes to our processes to address these requirements."
Examples of Bolderson's improved approach to managing customers include the introduction of an online help service for 24 hour support and an emergency engineering team that deals with serious technical issues outside of normal office opening hours. "But critically, it is about our staff," she emphasised. "Each member has a clear understanding of our values and is empowered to make the right decision to support the customer. We believe that our success is in our people, and we nurture each employee to enable them to give their best."
The company's primary market focus is the SME to mid-market space, along with schools, healthcare, leisure, charity and institutional customers. "In the medium term we have targeted additional services that will enhance our position as a go-to regional business support group," commented Bolderson. "We constantly scour the market for innovation and listen to what our customers have to say. Their markets are continually evolving and our agility allows us to react to those changes and deliver creative solutions.
"Glamorgan Telecom's culture is built around being open to new ideas. We listen closely to the feedback we get from clients and employees because it allows us to find better ways to deliver our services and products, and that process drives the company forward. The biggest opportunity facing any player in this market is to listen, watch, learn and take action to anticipate what the customer needs. Selling boxes is not the answer. Providing a long-term service tailored to our customers' requirements will ensure a closer customer bond."
Bolderson's current pain point is plugging the professional skills gap in the south Wales region. "We have overcome this by ensuring that we grow our own," she commented. "Through having clear development opportunities in place we are able to make each and every employee feel valued. This approach is supported by our employee turnover figures, with the average duration of stay being in excess of 10 years."
Not surprisingly, Bolderson rates her journey from a seventeen-year-old new starter to company Managing Director as her greatest career achievement to date. "If my 17-year-old self had the chance to rate my performance so far I might get an 8 out of 10," she stated. "There is always room to learn and grow. Important lessons learnt along the way include getting the facts right first time and understanding the detail, as well as listening to others and always trusting my judgement."•