Those of you who know us will already be aware that we do lots of work with the apprenticeship scheme.  Simon sits on the Apprenticeship Ambassadors Network and Atlas has won two awards for its proactive involvement in apprenticeships.

We’ve also been sent a nice plaque to add to our collection, and this logo:

What we’re most proud of is the software developer apprenticeship framework we worked with Microsoft and e-Skills in order to design.  We were then one of the first handful of companies in the UK to take on an apprentice focused solely on the development of software. For us this was a huge win. We had identified a missing apprenticeship as an opportunity and rather than just moaning about it to our peers – we had the opportunity to fix it and we did!

We feel there is a lack of computer programmer talent here in the UK, and we’ve taken real steps to fix this. This will of course benefit not just us but 100′s of other companies across the UK and therefore the software industry as a whole. Put simply, we’re quite proud of the work we’re doing.

Anyway, that’s enough high fiving for now.  We have work to be getting on with and I won’t rest until apprenticeships are regarded as equal in authority to that of “traditional” education paths promoted by most colleges and universities.  We’ve lots of work left to do.

But why?  Nobody seems to question this.  This legal overhead is largely a western approach to doing business.  Businessmen in the Far East for example are much less likely to turn to their solicitor in times of legal conflict.  Rather in the event that you don’t do what you promised, your customer will simply never do business with you or anybody associated with you. The punishment being that the shame you will feel will far outweigh the punishment a legal battle would bring.

This results in an excessive focus on fulfilling the contract to the last word than on what it is that you set out to achieve. Anything that goes beyond what’s in the contract, however useful it may be to achieving the ultimate goal, is almost always never done.  This is especially true in the world of software development where three little words – “change of scope” – will strike fear in to even the most hardened project manager.

It also hinders creativity, as people are narrowly focused on what’s defined in the contract. Companies try to limit their scope to things they are confident of achieving. Contracts give little room to set ambitious targets or look at unconventional approaches to solving a problem.

Even lawyers see the risks of complete contracts.  If you read the Dean of Duke’s Law School’s honour code you would expect a detailed contract written by solicitors for solicitors.  Not so – instead you will find a simple statement of fact: “If a student does anything the faculty doesn’t approve of, the student won’t be allowed to take the bar exam.”  This is in essence a handshake agreement!

I look forward to the day when contracts are resigned to a thing of the past.  It’s clear that complete contracts are inevitably imperfect but I understand a handshake agreement is still too bold a step for most.  Therefore rather than attempting to create complete contracts that mutates goodwill into legal trickery how about we work to incomplete contracts that rest on the understanding we share of appropriate and inappropriate behaviour?

P.S. If you want to watch a really funny and insightful video about doing business while we’re still in this crazy agreement driven world – check out “F*ck you, pay me”, a http://vimeo.com/22053820 from Mike Monteiro of http://www.muledesign.com/ fame.

Twitter launched in 2006 and on the 21st March 2011 turned five years old.  In a relatively short span of four years has taken the world by storm. You would be hard pressed to find any celebrity or famous brand name that is not taking advantage of this service. While other social networking sites have been busy trying to get everything from chatting to online stores under their roof, Twitter has done the complete opposite.

At first glance the usefulness of Twitter might escape some people. Twitter allows you to broadcast 140 character messages to all the people that want to get your “tweets”. However if used properly those 140 characters can become one of the most powerful marketing tools in your arsenal.

But the big question remains, “How can I use Twitter for maximum effect?” Follow a few basic rules and over time you will find that by simply “tweeting” you can drum up demand or buzz in the market for your company or product.

• Keep a simple name: This is just plain common sense the simpler the name the more likely people are to remember it and in turn follow. Instead of being creative and replacing numbers with digits and using too many underscores differentiate words by using capital letters. So instead of Bobs_Gr3at_and_tasty_seaf00d_palace use BobsSeafoodPalace
• Keep a personal touch instead of developing a corporate identity. People feel more comfortable when they feel a message is coming from a real person and not some entity
• Use the direct message service on Twitter for your customers making them feel special and valued. Direct messages can only be seen by the recipient and can help promote special offers
• Use Twitter as a way to not only generate revenue but as a way to impart knowledge to your client base. “Tweet” about topics that you feel your customers will find interesting. This will help them look at you as a trusted advisor and not just a company. By providing valuable content you increase the chances of your customers “retweeting” what you said to their followers which exposes you to many more potential clients
• Start following your clients or people you know on Twitter. Many people will reciprocate and start to follow you which increases your potential client base.

There are a number of other applications which you can use to increase your effectiveness on Twitter. TweetDeck is an application which can speed up the Tweeting process. It’s a desktop application which allows you to easily manage your followers and tweet right from your desktop. TweetBeep allows you to setup keywords and be alerted when someone tweets about them.

Be warned, get too carried away and Twitter can start to hurt more than help.

• Don’t tweet a hundred times an hour, no one likes to be spammed
• Don’t only talk about your own company or products, show people value or they will feel like your tweets are more like ads and less like valuable pieces of information
• Don’t get stuck in a rut and keep tweeting the same thing.

Keep your content fresh and your followers engaged and you’re sure to find value in this pint-sized service!

People who work with software development on a daily basis know that the smallest error at the design stage or oversight during testing can lead to major problems. By employing a few simple checks and balances you can easily ensure your projects are delivered on time.

Management Leads, Developers Follow

Many times when a project fails or is not on schedule the blame automatically falls on the software development team. While the development team might be the reason for failure sometimes, more often than not the project fails due to poor management. After all the development team has its head down and coding, it is up to management to figure out if the project is heading towards any icebergs. Make sure you have people who know how to manage software development projects, look out for potential problems and can accurately gauge the time required for deliverables.

Good Team = Good Code

It’s a fairly simple concept, but easy enough to ignore. There might be the odd success story of a mediocre team making great code however the rule of thumb suggests that the better your team the better your end product. Work with your team to figure out the strengths and weaknesses of the players, see what they are capable of and how much they can push their limits. Once you know what your team is capable of you are able to plan your projects more effectively.

Look to the Future

With today’s fast paced lifestyles most people cannot look beyond the task they have to complete today, let alone plan and build a system for the next 10 years. Many development teams are also the same way, laboring away at their computers for days on end to meet the next milestone or finish the next deliverable. Whilst this method helps to keep you on track for the short run, it makes you oblivious to the needs of the long run. Hindsight is 20/20 and this applies to software as well. Ask any developer, and they will tell you that looking back they would have built the system a little differently, left in provisions for automatic testing or even used a completely different architecture. The next time you are writing line after line of code, take a step back and look at the bigger picture. Don’t think about what has to be compiled before 9AM, think about how the system will be used 9 years from now.

Problem Solving is not Reviewing

Many people will use the terms problem solving or bug fixing interchangeably with reviewing, yet they are not the same thing. Many times the development team will have a review meeting where potential problems or bugs are discussed. In most meetings while reviewing the bugs in-depth conversations can occur as to how to deal with the bug or problem. While the conversations are a crucial part of the development process, review meetings are not the place for them. They take up most of the meeting time and leave a number of issues un-discussed. Ensure that your review meetings stay on track and all issues are discussed or some might come back to haunt you. Schedule separate time with only the people concerned as to how to fix the bugs or problems.

Reviews Take Time

Many project plans will just state reviews as milestones, which essentially means they require no time. This is not the case in the real world. Make sure you plan enough time to review, and solve all the problems that come up in the review. If you fail to do this chances are that your project is going to get behind schedule.

Growing a company organically, as is the case with Atlas, left little room for mod-cons and nice-to-haves.  We started in a shed with Argos furniture (classy).  Our PCs and servers were hacked together from the remains of salvaged hardware, and an old 100MBit hub formed the backbone of our network.  From here we grew and moved into a real office but working on a shoestring budget we never had the cash to provide our team with a developer friendly working environment a la Joel on Software’s immortal words.

In others words we made do, this was a terrible idea and definitely stunted our growth and here’s why:

1) Developers frequently perform processor intensive tasks usually when building their projects.  While they’re waiting for their project to build they’re literally unable to do anything else and their minds will wander.  By the time the build is complete they have lost their train of thought.  Let’s say at a modest estimate they build 10 times a day and each build takes 3 minutes on crap hardware – that’s 130 hours lost each year.  Four weeks =  one month’s salary!  You don’t need to be an expert to work out that’s expensive on a developer’s average salary.

The fix: Pretty obvious really – buy new top of the range computers.  Currently this involves computers with 8Gb of Memory, core i7 processors, SSD hard drives (not just any old solid state drives I’ll have you know), dual widescreen monitors and gigabit ethernet throughout the building.

2)  Computer downtime is equally expensive.  Computers hacked together out of milk cartons and various left overs are not only slow but they often break.  When they do break you’re screwed.  Finding spare parts can take a day or two, then you’ve got to stop what you’re doing to fix the employee’s machine if they can’t do it.  All the time they’ve stopped writing code.

The fix: All of our computers are purchased with an extended warranty from our supplier.  The warranty covers accidental damage in addition to the usual wear and tear.  Crucially the warranty is next working day so the maximum amount of developer time we’ll lose is just one working day.  The warranty covers each new machine for two years, which ties in with the lifespan of each computer as we upgrade every two years.

In addition to all of the above we have also purchased a backup development machine which also stands in as a test machine when not in use.

3) In the last office the servers were in the development room.  Servers are noisy and hot and a constant distraction.  Furthermore to get to the toilets it was necessary to walk through both the developer and meeting room.  Meetings are often noisy and sometimes lengthy affairs as the guys and gals here are passionate about their ideas.  We couldn’t have customers attend our offices without interrupting the team for as long as the customers were there, it wasn’t ideal.

The fix: We built a custom board room completely separate from the rest of the office.  A meeting can take place in the new board room all day without impacting any other rooms.

4) Heat produced by computer equipment is a fact of life in IT.  However we hadn’t taken this into consideration when cramming the developers and equipment into one room.  The developer room was quite warm in the winter but come summer it was unbearable.

5) The overall quality of the environment in the previous office, both indoors and out, was poor to say the least.  I once described it to a friend as like working in your Nan’s front room.  The walls were clad in 1970′s woodchip wallpaper which had been painted over numerous times. The carpet was naff, the fixtures and fittings were dull and overall the place had what someone more spiritual than me would call a bad energy.  Being there sucked the energy out of me and the team. 

The fix: Decor makes all the difference and our new offices are light and spacious. We took the opportunity to specify absolutely everything about the environment we spend the majority of our waking time in and the results have been fantastic.  It also doesn’t hurt that the offices are located with parkland opposite and quiet neighbours  Our customised offices are a joy to work in and while it’s difficult to measure overall productivity and make a bold claim that it has increased, the vibe here at Atlas is much happier.  Happy developers = productive developers.

And now, for the photos…

In recent years inboxes have ballooned out of control, and as more and more collaboration and conversations go online, we have information flying in from all directions at a near non-stop pace. So how do we filter the important stuff and let the irrelevant slide by? How do we prioritize our inbox?

Here are some simple strategies for minimizing email clutter, ensuring the important messages get read and acted upon.

1. Stop living in your inbox

The first thing to realize is that for many people email is just a medium of communication and not the place of application where they need to take action. Set a time for yourself – 10 minutes, half an hour, an hour or whatever best fits your needs. Only check your email during this time, and don’t just check email but process it. That means give yourself a defined set of actions that must immediately be applied to the email.

By checking email at longer intervals you will be more likely to “process” it rather than just skim it; thereby completing the tasks required of that message. So go ahead, shut down your email application while you work on more important things, there’s no need for a distraction every few minutes!

2. Create your own ‘set of actions’ for email

These actions will depend on your job or in what context you are using email, but for most people all email actions can be narrowed down to a handful of choices. This makes it much easier to reduce information overload.

Your actions should be simple like: delete, respond, delegate or do. This will allow you to not only check but process your email much faster. Nothing will just linger on, everything will have a place and an action associated with it, and if it does not sit well then you can delete it. Take some time to make your own system or process. It might sound like a time consuming task at first but once you get used to it you will find yourself whizzing through email in a fraction of the time.

3. Use software to compartmentalise email

At first this may sound like a paradox. However, automating your email will save you time in the long run. There are many software packages that you can use to make your email management much simpler. Xobni is an excellent plug-in for Microsoft Outlook. It allows you to automatically build your address book and see recent conversations and files that you have shared with your contacts. This allows you to quickly and easily find the context sensitive information you are looking for without having to dig through a mountain of emails.

Another common habit is to use your inbox as a to-do list. Do yourself a big favor and find some other software or application for this, such as My Life Organized.  Personally I use a combination of Google Tasks on iGoogle and a plain text editor.

Another great tool to use is the flag option on popular email clients such as Lotus Notes or Microsoft Outlook. Emails can be flagged with different priorities and action items can be added to the flag. Each flag can also trigger alarms which ensure that you do not forget about the email.

Checking email is not actual work; but often a necessary part of work. So you may as well simplify, automate or delete it and set yourself free from the biggest technological distraction of today.

With the invention of the wiki this has all changed and collaboration is now a whole lot easier. Simply put a “Wiki” is a website where content and inter linked web pages can be changed or added to by multiple users at the same time. One of the biggest advantages of a wiki is that users do not have to know HTML as content authoring can in most cases be done directly from the browser or by using a simplified markup language.

Using the Wiki as a Knowledge Base

One of the most useful functions of a wiki can be to serve as a knowledge base for the entire company. Operating under the same wiki, multiple departments can maintain their own wikis that can be used internally or by the whole company.

Wikis are most useful to departments that have to share information with the rest of the company such as IT and Human Resources. Information that is commonly required by end users such as how to connect to an alternate database or how to change printers can simply be put on the wiki so that IT staff are not bogged down by mundane queries. They can also be quite handy to announce system outages or provide instruction manuals for new applications or software. Wikis can also be used to keep employees up to date with changes in standard operating procedures or policies. Departments like HR and accounts can use their wiki pages to post announcements or important notices instead of flooding people’s inboxes.

Wikis for Documentation

While everyone needs documentation and manuals, few actually want to write them, as it can be a time consuming and tedious process. By creating various templates on a ‘Documentation Wiki’ the pain can be taken out of the process. One of the greatest advantages is that since the wiki is a community based tool, users can keep adding best practices and tips to increase the productivity for the whole company.

Wiki as a Meeting Place

Meetings have traditionally been the business tool of choice if you want to share ideas or discuss updates and progress. However if the meeting becomes too large it becomes difficult to share and discuss ideas as everyone instead just presents information. On the other side of the scale if there are too few people sitting in on the meeting you run the chance of missing out on good ideas.

A wiki allows a larger number of people to effectively share ideas, often times after the initial conversation was started, something that is not likely to happen in a face to face encounter.

Where to get Started

Before you can build a wiki for your enterprise you have to decide on which type is the best suited for you. There are a number of wiki applications to choose from both open source and paid. Your best bet is to start off on a website such as WikiMatrix or SiteGround to find one that suits your needs.

While defining our plan for Atlas’ quest for world domination we decided it was time to bite the bullet and become Microsoft Gold Partners.  We love Microsoft, they form the backbone of our business and we enjoy using (most) of their products.  So we set off…

To become a Gold partner it was first necessary to obtain a Certified partner level, so that’s where we began and this is the story.  You would think that as Microsoft profits heavily and relies strongly on the marketing efforts of the partners involved with the Microsoft partnership programme, it would be in Microsoft’s interests to plaster details of how organisations can partner with them all over the Internet.  Alas this is not the case.  Step one of partnership enrolment involves opening the Pandora’s box of evil that is enrolment in the Microsoft Partner portal.  Like all of Microsoft’s portals this of course requires a valid Hotmail account, no OpenID authentication here I’m afraid.  One other point worthy of note, don’t try to use any browser other than Internet Explorer.

That’s right, fire up Internet Explorer, you’ll need it. And the fun doesn’t end there, even using Internet Explorer the Partner Portal is clunky, poorly laid out, crashes if you wave your cursor angrily at it and relies heavily on pop-up windows for navigation. How very nineties Microsoft.

So we got stuck in to the partner portal, and after staring blankly at the computer screen for an hour, the confusion started to lift and I found myself making sense of the process. According to Microsoft points mean prizes, or in this case, a Microsoft Certified Partnership. The programme is based on an elaborate points system. Performing various tasks, such as obtaining customer referrals, testing our bespoke software to ensure compatibility with Windows 7, and putting our employees through Microsoft’s MCTS exams would each earn us points. A customer referral was 3 points, Windows 7 accreditation was 30 points, and so on. 50 points were required to become a certified partner, and a whopping 120 points required for gold.

That’s easy I thought.  I’ll fire off 10 customer reference requests, test one of our Windows form applications for compatibility with Windows 7, and we’ll have 60 points.  I diligently started to fire off customer referral requests to our client base.  I then started the long process for Windows 7 accreditation, a process so boring, backwards and painfully crap that it’s almost worthy of a separate blog post.  Instead I’ll just leave a link to the Windows 7 qualification “portal” here and leave you to your own conclusions – http://winqual.microsoft.com/.  For good measure I put one of our team through an MCTS exam to bump our points well over the amount required.  I chose our CTO Dean for this task as he has the nickname “passmaster” due to his inability to fail exams.  He kept up with his namesake and passed the exam with ease.  Interestingly though, he spotted a chap enter the exam room, and in 10 minutes nail a Microsoft MCTS exam and make a quick exit.  Now Dean is good but even he took 50 minutes.  The reason he needed 50 minutes was due to the lengthly nature of the exam questions, one question can span the length of an A4 page and this takes time to read and digest properly.  After Dean passed his exam the examiner raised the subject of the man who had superhuman reading skills and pointed out rather nonchalantly that people regularly turn up and ace Microsoft exams in 15 minutes.  The exam hosts clearly know that people are cheating by memorising the answers but frankly they’re not paid enough to care.

Anyway I digress, we were finished!  Two weeks on and over 60 points finally notched up.  However our celebrations swiftly came to an end when we spotted something was amiss.  The Microsoft Partner Portal loudly proclaimed it was time for us to sign a Partner agreement and cross Microsoft’s palm with silver.  Unfortunately every time we clicked the Upgrade Now button an error appeared.  A quick call to Microsoft confirmed that we had unwittingly began the process of acquiring our partnership during a transitional phase  where the requirements for a Microsoft partnership were changing.  Not to worry though we were told, a week later the Upgrade Now button would begin working again and we could use our points to upgrade to the all new silver partnership programme.  Unfortunately this was a lie, after the switchover our points were deleted and replaced with a new completely unrelated system.  The certified partner level was now renamed to silver, and we required:

• Two members of staff with an MCP each (we only had one)
• One member of staff having passed the Microsoft Licensing Online Assessment (this was new)
• Three references for each of the Microsoft competencies we wanted to apply for (competencies are sub divisions of the overall silver accreditation and we could reuse what we already had)
• One Windows 7 compatible product

Victory had been snatched from us at the last moment but I was determined to continue given we had already invested so much time and money.  We stuck another one of our elite coding squad through the Microsoft exam (he spotted another person cheating during his exam) and I took the Microsoft Licensing Online Assessment.

Finally we could pay Microsoft the fee, which for those of you not in the know is £1,374 + VAT for silver certification, we still don’t know how much gold certification is but presume it is more.  We waited excitedly for an e-mail to be informed what we could expect to receive in return for our money but once again were left to find out for ourselves.  Hell, we didn’t even know where to obtain our Microsoft partner logo from (the answer in case you’re wondering is http://www.partnerlogobuilder.com/).  All the work we had put in had ended with an anti-climax.

Clearly there are a number of problems with the process, not least of which are:

• Without signing into the partner portal using Internet Explorer it’s simply not possible to locate a simple overview of what is required to become a silver partner.  Equally as important, our customers cannot see and understand what we have been through to become partners
• The pricing for the certification is also a well-kept secret
• Customer references that we have requested are not vetted by Microsoft in any way.  We could easily have created 10 e-mail addresses and falsified our references
• The exams Microsoft request their partners take are clearly being undermined by a number of people and of course the organisations that host the exams
• It is incredibly difficult to find out what it is exactly that Microsoft partners receive for their hard work and cash by signing up to the partner programme
• There is little to no support from Microsoft representatives during the process.  Most front line support reps don’t have the knowledge to assist with the most basic of enquiries.  Tweets and e mails to Microsoft are replied to up to a week later.  They also insist on responding to my Hotmail account even when I e-mail them from my work e-mail account
• Following successful completion of the programme and following payment no information is provided on what we can expect to receive as part of the Microsoft programme.  The benefits are ridiculously difficult to locate and understand

More important than all of the above, not a single one of our customers understands the hoops we have jumped through and what it means for them to be working with a Microsoft Silver partner.  There’s really little to no business value added for them as there’s simply no information on the Internet detailing why organisations should work with Microsoft partners over non-partners.  So I’m left wondering has the process been a waste of time, and the answer is a resounding yes.  All we’ve been given is this logo:

And this rather natty plaque

For now we’ll stick with the silver partner until Microsoft proves to us, and our customers, there’s a good enough reason to jump through more hoops and pay them more money for a gold certification.

So we’ve been quiet over the summer but for good reason, our new chairman has been driving us forward hard and as a result we have a number of amazing things to shout about.

Firstly we should tell you the five big goals we now have in place for the next two years, they’re ambitious but we think we can achieve at least two out of  five.  In fact, we have already achieved our first goal of opening office space in London:

1. Open office space in London – done!
2. Rebrand Atlas starting with our logo – done, we have a new website too
3. Hit the £2m per year turnover mark in the next two years – yes we know turnover is vanity but it’s a nice round target to aim for
4. Position ourselves as the Software as a Service (SaaS) development company in the UK, Europe and maybe the world
5. Get Atlas certified with Microsoft - done, see the blog post on our experience here

So we now have offices in London, the exact address you’ll find on our contact page.  Over the last couple of years we have been working on larger projects for bigger customers and we want to locate ourselves so that we’re easily accessible.  We’ll keep our offices in Essex as there’s no real benefit in relocating all of the staff to London.

To coincide with our new business aims it was decided that it is high time for a rebrand.  We’re already working on our new logo and can’t wait to show off the new website when that’s ready around December time.

So what’s with the turnover target I hear you ask?  Well KPIs as I’ve come to know them, or in other words numbers you can review every day/week/month to get a feel for your business, are in my opinion fun and exciting to watch.  The turnover is an obvious target, and I’m also monitoring our turnover in conjunction with our net profit, cost of sales, revenue per customer/industry and a few other internal metrics to ensure that we focus on the most profitable areas of the company.  On a more personal note, large goals such as the £2m turnover mark in two years are also incredibly important for me as CEO to keep me focused on the bigger picture.

Our final target is slightly less tangible but nonetheless still very important.  We genuinely feel that there is a lack of SaaS development taking place in the UK and Europe.  Yes we have a number of SaaS applications but there aren’t any software development companies out there saying  “If you want SaaS application development, come to us”.  So as nobody else has bothered to go for it, we’ve decided we’re going to fill that position.  We want the name Atlas to be synonymous with that of SaaS application development.

Finally, we’re now Microsoft Silver partners.  This Microsoft level of accreditation was formerly known as certified which this week they have scrapped.  Because of this we have to wait until November to retrieve our shiny new logo for our website.  We’re now working towards gold partnership, only 65 partner points to go!!

There I was singing the virtues of my organic methods for growing Atlas and little did I know I had it all wrong.  Sure we have plenty of delighted clients, a great development team and even a few awards to our name but I was drained and with little sign of an exit plan from the long hard slog it was obvious that I’d soon run out of steam.  The timing of the YesAndClub meeting was perfect and fortunately I knew exactly who I wanted to appoint chairman.  The very next day I drafted a short e-mail to Richard Harwood CFA, a hard working businessman based in Jersey who has been a long standing customer, advocate and friend of Atlas.

Three months later and following some serious due diligence Richard is now appointed as our first external shareholder and chairman.  Myself and the team are working harder than we’ve ever worked before but with a difference, we now have our direction and focus back.  Additionally we have implemented more infrastructure changes since Richard’s appointment than we have implemented in the last year.  Examples off the top of my head include:

• The appointment of a new office manager, to reduce my workload and manage Atlas’ HR, payroll, bookkeeping and reception.  My Mum has filled this role, which will be the subject of a blog post in the future
• New automated processes for generating quotes to our customers, ensuring that I am not a bottle neck when we have a large order pipeline
• A bonus scheme, rewarding staff on the basis of their individual performance and also that of the company
• An intelligent set of monthly management figures.  Our previous figures were not transparent enough
• Formal budgets.  Which has put the stop on expenditure just because I’m in a good mood.

You may say that all of this is fairly rudimentary.  I agree.  Our chairman hasn’t told me anything I didn’t already know but I’ve been so busy letting the business run me that I simply didn’t have the time to make such obvious changes.

I owe a big thank you to Robert Loch for introducing to me to his friends and associates via the YesAndClub and an even bigger thank you to our new chairman Richard Harwood.  I’m excited about the future again and look forward to what it has in store for myself and Atlas.

I’m interested in your feedback, what would you change about your business if you could find the time?