Vizst Technology is poised to build on its status as a full-service technology partner in the market, anticipating the closure of the financial year with an estimated revenue of £12 million, according to CEO Richard Betts (pictured).
Betts, renowned for his 30-year career in transforming B2B software and tech companies into profitable enterprises, said Vizst's growth has been largely organic.
"Our business is primarily based around organic growth as opposed to acquisitions," says Betts. “Having grown significantly year on year, we are aiming to continue this trend.”
The past year has been monumental for Vizst. The company earned prestigious accolades, including ISO accreditations and a spot on the Sunday Times 100 Fastest Growing Business Awards. “These achievements in the last year have set a tone for us this year and are accolades we plan to continue to achieve as a business.” Betts proudly states.
Vizst's success stems from its deep understanding of evolving market requirements. "The market needs are changing, with customers wanting a partner that can take full accountability across their entire estate, in lieu of multiple suppliers – and our approach encapsulates this,” explains Betts.
Although organic growth is a cornerstone of Vizst's strategy, the company's journey includes strategic mergers that enhance its offerings. Born from the merger of a Microsoft Gold Partner, a Cyber Security & Networking MSP, and an Audio-Visual integrator, Vizst stands out as a full-service technology partner. This unique blend of expertise allows Vizst to offer a full scope of services, meeting diverse client needs under one roof.
“Our board of investors are highly skilled in the area of uniting forces of complimentary companies and providing a better professional service for clients,” he says.
A focus on people
At the heart of Vizst's strategy is an unwavering focus on its workforce. "Each brand is known for a reputation carved by the people that work for it," Betts asserts. “Most people think it is all turnover, stock or client value but they forget about this key part – the difference between customer retention or not is just as weighted by the personell as well as the kit and contracts.”
The shift towards a hybrid working model has played to Vizst's strengths. The company thrives in connecting staff, uniting cultures, and providing comprehensive security solutions on a global scale. "With the new normal of a hybrid world, we are really in our element," Betts notes, highlighting Vizst's adaptability and foresight in meeting contemporary business challenges.
“As we can connect staff, unite culture and provide security, as well as device lifecycle peace of mind etc on a global enterprise scale – not many other technology providers can say they can do all of this to our perfectionist standards.”
When acquisitions do occur, Vizst employs strategies to ensure seamless integration. The company champions a hybrid workforce and scalable cloud solutions, facilitating the integration of new teams and technologies.
“We gather in our Poole HQ on Wednesdays for a free team lunch and so employees know each other & build relationships screen-free,” he says. “There are also no set desks at any of our offices regardless of hierarchy, which removes any cliques or territories.
“Spearheaded by our in-house Culture Committee, we are focused on the overall business culture, running regular employee surveys to review and continuously improve. We are also a certified Great Place to Work, which is based on the feedback from our employees – so it’s working!”
Acquisition challenges
Looking forward, Vizst's prior acquisition activities are closely aligned with its long-term strategic goals. Betts explains, "We are customer-led, and with large enterprises becoming our bread and butter, we are looking to ensure our company direction aligns with their needs.
“We will constantly loop to close the gap on any services which our customers would prefer we manage for them and embed this into our portfolio. We also consider growth in areas which may require expansion as we go.”
The path to success is not without its challenges, however. Vizst has faced difficulties in market positioning, team integration, and system integrations during its acquisitions. Addressing these challenges head-on, the company focuses on strong branding, value alignment, and ensuring technology compatibility to maintain its momentum.
“Consolidating the brands and positioning of the company’s is tough. We needed to ensure that customers understand the value proposition of the new business and we launched a strong brand image,” he says. “Misalignment in values, work styles, and communication approaches can lead to friction among employees and affect productivity and morale – so we had a to work hard to merge the teams seamlessly.
“Combining the technologies, processes and systems across the different businesses was also tough. We needed to ensuring compatibility and seamless integration without disrupting operations and our customer’s overall experience was crucial.”
Advice for others
For other companies seeking growth through acquisitions, Betts advises focusing on team dynamics and talent retention.
“Merging teams is always going to be tricky, especially if the business has dramatically changed during the acquisition process,” he notes. “Retaining key talent is essential for the success of the acquisition.
“Be prepared for resistance or uncertainty among employees about their roles and the future direction of the company, leading to talent retention challenges.”
