Tony Parsonage
Managing Director
After leaving University I went to work for a company selling fax, copiers and computers. Within 12 months I decided to setup my own business, Apex Business Systems, doing the same thing.
To begin with it was very hard work and I had a lot to learn, in the early years working 12 hour days, 6 days a week. Whatever the business made went back into purchasing equipment, stock or paying staff.
As we began to develop, the business moved from selling fax/copiers and concentrated on computer software. At this point it was the dawn of the Amstrad PC and Sage software. In the early days the market was all about Pegasus software and Sage was the new kid on the block. We sold and supported Novell networking products, Sage software and other products like Telemagic CRM. The products we decided to sell, Sage just seemed to buy up, so we ended up a Sage house. The business grew with Sage.
At the time we had some big established Sage resellers to beat in the North-West and it took 6 years of determination to become the undisputed No.1 Sage Reseller in the UK. A position which we enjoyed for over 10 years. We had over 5000 Sage 50 users and over 1000 Sage 100/MMS users.
I became expert in accounting, stock, order processing, procedures, setting company standards, building PCs/Servers, installing network software, cabling, training and implementing customers, specing software amendments etc. and my main job was sales. So as the business grew from a handful of people to over 45 people I could implement standards on how others should operate as I had done the job myself. I took on high quality people who added value to the business and made each department their own.
As time went on we knew customers with Sage 50 wanted better features like stock, order processing, integrated CRM, a more scalable product, to run it from home or at other branches over the internet, etc. but they would not pay for mid-market products like Sage 200/100 et al.
We had developed over 100 add ons for Sage making it a much better product than the standard offering. We even sold one of these called Navigator a management information system to Sage themselves. I owned and managed that business for 16 years.
I was offered a significant amount for the business which I decided to take. The business was doing well but I needed a new challenge. I knew we could develop software as we had already done it successfully and I wanted to create a much better product and value for money.
In the UK to develop an ERP application like Sage 200, SAP B1 et al would cost over £10mil so this was not an option. I needed to look at offshore resource. In my search I was introduced to the Philippines. This was a big step when the UK government said don’t travel there but I found excellent developers, with excellent English skills and good value for money at the time.
The original goal was for a global product but it became clear to come to market we needed to focus on the UK and Ireland accounting and legislation requirements. I knew the market was big enough anyway. Software development always takes a lot longer than you think it will even for professionals like us who know the industry. It is easy to get over optimistic about timescale.
I knew what the market wanted. A lot of software companies grow up one user at a time being led by that users requirements which is probably not what 80% of the market wants. So the software ends up inconsistent in areas and constantly under development. I had a blue print for the 80% and was able to develop to that blue print without customers initially. This meant we could add a lot of features quickly. It takes time to iron out the bugs and have the depth of functionality required to compete in the mid-market.
We have produced a mid-market product that is as good or better in areas than other mid-market products. It shows the level of skill, experience, commitment, determination and enthusiasm in our management team. Interprise has been a major team effort.