There’s no point in exhausting energy on something we can’t change, I’d much prefer to channel that energy into something I can make successful. Being negative is an emotional drain on you and your team, and taking the ‘glass half full’ approach can be a game changer for business leaders. Create a positive space where your influence creates change for the better.
Companies simply need to reanalyse how to enter markets a little differently than before. The world of commerce has changed immeasurably in the past decade, we’ve peeled away from traditional distribution to form a whole new ballpark of trading. This is simply going to shape the next decade, so you might as well jump aboard and find the positive opportunity. Companies are finding a much nimbler way of working and seeking how to gain momentum for a new market.
We acted nimbley through crowd funding and alternative means to avoid incurring large costs of recruitment, we dipped our toes into the water for alternates when helping companies incubate, and are still successfully scaling businesses even since the referendum caused controversy in 2016.
Kerri L Watt: That’s a refreshing mindset. Are there any pitfalls or common errors you see on the road to launching products?
Paul McIntosh: That’s one big question! There’s a plethora, i could send quite the extensive list. Firstly an appropriate budget needs to be assigned for scaling up and out into a new market, that’s critical. Secondly it’s creating a team both internally and externally with delivery standards and ability to offer a return on investment. Third, we find that working with locals in their home market pays immeasurable dividends. Operating remotely or an office far away is relatively invaluable.
Kerri L Watt: What is the biggest piece of advice you’d give to others to avoid those mistakes?
Paul McIntosh: Create an extensive plan and evaluate perspective and risk. It’s all in that planning and preparation stage. Research isn’t always just about the market, but who will be working with you in line with your plans. My advice is to consistently act on change, as the market shifts hour on hour. You need to act nimbly to beat competition and access your end consumer.
I have vast experience with high profile companies such as BBC, Lego, Cisco- it offered me a huge taste for scaling business from a young professional age. Helping companies cross the chasm is why I’m in this business. They taught the value of constantly adapting and appropriate development planning.
Kerri L Watt: Where did the name The Mustard Concept come from?
Paul McIntosh: It’s London slang for saying something a concept is really cool, which is what I wanted the business to be: pushing endearingly cool concepts into reality here in Europe. The name often caused confusion though, which is why we felt it an organically natural time to rebrand the business as Bridgehead. It is literally defined as aligning yourself in an advantageous position for future gain.
Kerri L Watt: Are there any books, films or people who in particularly inspired you?
Paul McIntosh: My mother inspired me throughout my whole life, she was an incredibly kind soul and very charitable. In literature I found Napoleon Hill enjoyable, he sparked an interest in learning about our thought processes and psychology. I’m a huge Alfred Hitchcock fan too, and admire what he did for the cinematic world.
Kerri L Watt: What is a lesson you learnt early on which still impacts the way you do business today?
Paul McIntosh: Probably the art of acting with professional respect. I had some hard lessons back in my early twenties as a tie wearing London professional which shaped who I am today. I always act with transparency and honesty, and apply that to Bridgehead too.
Being creative and dynamic doesn’t automatically mean transparent and honest. We all want to celebrate the positive and forget the negative, especially in business results, but that doesn’t toughen us up or teach us valuable lessons. We deliver on equal measure as required, and it’s stood me in good stead to this day. I’ve always been open and transparent, as I continue to see others who aren’t fail or hit hard times they could have avoided through honesty.
Kerri L Watt: What is the most important question that companies should ask themselves when considering entering a new international market?
Paul McIntosh: Do I have the desire to see this through? Those first 90 days of the journey are critical, and that’s when the laser focused approach happens. Results can- and will- be achieved in 90 days. That full transformational journey may have a twelve month plan for example, but 90 days are enough to see a significant return on investment.
You have to show a new market that you mean business, you want to stay, you have to earn your merit all over again. Showing investment usually means commitment, and people like that. It shows willing and sincerity.
Kerri L Watt: And finally, tell us more about the name change to Bridgehead.
Paul McIntosh: I loved the meaning behind The Mustard Concept, but it was truly a term lost in translation to many. It confused clients and affected new business leads so we were waiting for the correct timing to shape it into something new altogether. That’s why now we’re relaunching as Bridgehead, bringing together an even wider and expert team based globally. Bridgehead means strategically placing yourself in an advantageous position for future impact: and that’s exactly what we do for businesses.
