Never give up

So some comfort to those of us who are job hunters of a certain age, we may have started companies, raised investment, patents issued and given people careers and a way of life, but you still keep getting rejected at the last hurdle of the job hunt steeplechase, well as Jack said here below never give up. If anyone is looking to start a company with some good ideas, get in touch, maybe we can help each other out or not, but at least you will have made a connection that knows what it is all about, and have a great week, or if anyone needs an operations or supply chain executive please feel free to get in touch with me

Laughter will help your companies bottom line

Laughter positively affects all aspects of being. Studies show that it is a legitimate and powerful form of preventive medicine, and a complementary option to other established therapeutic strategies for physiological, mental, and emotional health, and more. Physiological benefits: laughter is a therapeutic ally in healing and a valuable form of preventive and complementary medicine. It provides important natural defences against illness. 

Mental benefits: laughter diffuses bad stress, enhances problem-solving skills, and creates a new perspective. 
Emotional benefits: laughter elevates moods, counteracts depression symptoms. Social benefits: laughter fosters better communication, and improves cooperation and empathy between people. It is a significant lubricant of human communication and relationships. 
Spiritual well-being: choosing to laugh and be positive teaches us to choose to live and be at peace with others, with our self and with our environment in our current situation. It helps us build resilience to stress and find meaning in life. 

The essence is summarized in the following question: “What can I do now to improve my life/work/situation/company with a positive attitude?”



 

How committed are you to your success ?

The Chicken and the Pig: 


The business fable of The Chicken and the Pig is about commitment to a project or cause, as business leaders starting or growing a company a lot of our success comes from commitment, it does not mean you will succeed, but your level of commitment is a force multiplier when trying to achieve, motivate and empower your team.  I was a senior production manager for a photonics startup, I remember working with the engineering manager at 3 am on an E-Beam Evaporator in the darkness with a torch, we needed it running in a few hours, on another occasion we had moved the manufacturing line to a new cleanroom, and one process was not working again, we had all the senior staff and engineering working on the system until early morning birdsong. These actions became legends in the company and shaped the culture ongoing, and the engineering sub-culture took those actions as the norm.  The company was successful, and we made sure all were well compensated in hard cash and other rewards, it was a good place to work. This company defined Work Hard -Play Hard, had its ups and downs but it never lost the passion and energy.  Choose where you stand and build your business, don't expect your level of commitment, but you will be surprised by the core staffs response.


 

Lies, more lies and down right lying:-

Lies, more lies and downright lying:- 


 The phone rings you are up against a deadline, you tell the receptionist to tell the caller you are out the office, you lied, ok no problem it was a small "white" lie, we all tell them. I ask you but where does it stop, have you ever been caught out, I am sure you have some time, that has damaged the trust you had with that person. Actually, you made two lies, one you perpetrated yourself and one you asked the receptionist to make. It is effortless to start on the road of half-truths and lies, you have already convinced yourself that it was okay to lie, you have rationalized the first lie, the next is easier. Once you rationalize that first lie, It makes it more likely that you will say, “I’m sure I sent that email,” when you know you did not send that email. If you say it often enough, you will come to remember and believe you sent that email. Is it any wonder that workplaces can become filled with gossipy, cynical, judgmental people exaggerating their own contributions and minimizing those of others? But it is only a small white lie. Don't lie and don't tolerate it in your organization or from others. 

Culture, Passion and Coffee:-

 Culture, Passion and Coffee:-

When I was living in the US, I was "addicted" too good coffee and comfortable seat, a coffee house. Fundraising in the valley was hard work, meeting after meeting and sorting pitches and decks to adjust, but I always looked forward to a black coffee and comfortable seat in the coffee house, just absorbing the atmosphere. I had a few discussions about the relaxed atmosphere and how things just seemed to get done, it makes me think as leaders, what makes you go to work, try the "5 whys" and I hope the money is below the third why and ask yourself do you have a passion for what you do ? and what flavour of culture do you set for the company. The big key to a profitable and growing business is the culture and the passion that the employees have, not the plastic smile and platitudes, as a leader do you provide a culture that allows the employees to thrive, grow and perform and is it a comfortable culture for all, not too comfortable, do the staff want to come to work not just for the money, I suggest that you read   Yvon Chouinard's book "Let My People Go Surfing"  and drink some coffee, we all like the salary but there is more to it than that  

Gordon Whyte - WhiteStar Solar Ltd.-Resume

I thought I would do a bit of self advertising on my Blog today.

Over the last two and a half years I have been involved in spinning out a solar cell manufacturing business from a technology incubator center, this has been an interesting but difficult gig, the stuff I have been involved with this gig is as below:

• Feasibility study of Solar Technologies as they are applied in the field, understanding the ultimate cost of energy for a variety of technologies.
• In depth review of the concentrated solar industry, system build, operations and manufacturing challenges and variety of technologies.
• Feasibility study of setting up a low to medium concentrator facility in the UK, Madrid, Asia.
• Developed financial models for all scenarios, modeling cost of product , cash flow, capex and running costs.
• Worked with the turnkey suppliers of solar cell manufacturing lines to develop project plans for the deployment of 20/40MW manufacturing lines , these are companies like Centrotherm, Rena, Oerlikon.
  
• Led on the acquisition of an existing solar cell manufacturing line in central Europe, and developed a plan to run insitu at it's present location.
  
• Led on the acquisition of the equipment only of the above solar cell manufacturing line, while finding a location in the UK to support the operation.
• Developed the supply chain for the operation, working with chemical and wafer suppliers, contract negotiated with the major wafer suppliers, like REC, LDK,NORSUN and other up and coming Asian suppliers.
• Led Business development and helped secure with the team over 20 new customers.
  
• Developed business plans and engaged with the Investment community to raise funding
  
• Helped promote the business at trade shows and conferences around the world
• Help to manage the research and manufacturing business unit that would have been the technology provider.
• Travelled over 200k miles economy, taken every form of transport available, eaten nearly every kind of food known.

• In my spare time researched and performed due diligence on Wind, Waste to energy projects in different regions of the world.
• The team was on average 1.5 to 2 people with the help of the odd friend and consultant
  

Why do I tell you all of this, this the minimum you will need to be prepared to do to get your business started, the hard part/fun part is when you actually see the money and start to build your company, have fun, feel free to catch up with me if you need any help, paid would be good, I have a lot of free custom already.

feel free to peruse my CV below:

Gordon Whyte

E-mail: gordonw63 at yahoo dot com

Executive Profile

Operations Management · Business development · System Implementation

I am a technically aware, dynamic, results-driven executive with a proven record of successfully developing and leading operations in cleantech and high-technology environments. Demonstrated accomplishments in early stage business development and new product introduction across a variety of markets. Change manager adept in startup, reengineering, and high-growth technology environments, Visionary planner and analytical problem solver with a “big picture” mentality. Strong leader adept at managing and motivating cross-functional teams. Excellent communication and relationship building skills. Experienced with developing outsourced manufacturing partners and strategic suppliers. Has over 15 years experience working with venture capital supported companies, both in Europe and North America, he has helped raise private equity funding for five early stage companies.

· Operations Management · Quality Control · Continuous Improvement

· Process Reengineering · Lean Manufacturing · Systems Implementation

· Project Management · Project Outsourcing · Business Development

Core Competencies include:

====================================================================================

Professional Experience

Whitestar Solar Ltd – Blyth, UK 09/07 to present

Chief Operating Officer / General Manager

Responsible for the management of the research center, cell and module manufacturing, research and development, product engineering, evaluating solar technologies and analyzing there impact on the market with regards to cost of product sold, cell performance. Leading the commercialization of the research centers photovoltaic solar cell technology. Prepared the business plan for £20m investment and is engaging with the investment community. Working with various turnkey photovoltaic equipment suppliers to develop a new factory build project, worked with local authorities on selection of suitable manufacturing sites across the UK and explored available grant options.

Ø Preparing business plan for technology spin out, and presented to investors

Ø Establishing supply chain, negotiating key supply agreements.

Ø Leading sales and marketing function, developing customer base to 20 customers

Ø Evaluation and selection of production technologies for large scale manufacturing sites.

Ø Developed technology road map to develop next generation solar cell manufacturing.

Ø Improved production efficiencies by 25% and reduced product cost by 35%

Forth Dimension displays –Dunfermline, UK 10/2004 – 08/2007 www.forthdd.com

Director of Micro display operations

Responsible for manufacturing operations of micro-displays and sub-systems for helmet mounted and projection television applications. Restarted closed micro-display fabrication manufacturing foundry and established robust supply chain. Recruited management team and supporting operations team. Worked within a fabless semiconductor model to supply, develop new silicon backplane and asic driver devices for new products. Reduce customer returns by 40% and improved delivery performance by 50%. This role had extensive travel in China and Taiwan. Help to implement a reorganization of the business to increase the possibility of long term success.

Key Achievements:

Ø Restarted the pilot manufacturing line

Ø Established high volume manufacturing partners for the microdisplay and drive electronics

Ø Implemented ISO 9001 and NPI strategy throughout the company wide.

Ø Negotiated supply agreements with major component suppliers

Ø Implemented SAP 1 for financial modeling and supply chain management.

Ø Restructured the operations to focused on head mounted display core business

Ø Secured funding from venture capital partners of £3m to support restructuring of business

Ø Responsible for continuous increased revenue for 15 months.

Ø Implemented ISO 9001 and NPI strategy, company wide.

rosebank technologies –Edinburgh, UK 06/2003 – 10/2004

Chief Operation Officer

This was a short term project to set up an advanced semiconductor process development organization, using spin-on-glass based thick films and deliver a solution to a tier 1 semiconductor process equipment supplier. Responsible for operations, engineering and development functions. This was an opportunity to recover IP from the liquidated Terahertz Photonics an early stage photonic start-up.

Key Achievements:

Ø Developed business plan for organization and executed

Ø Secured access to business premises and negotiated low start overheads

Ø Led business development with Applied materials for process development project

Ø Secured SMART funding from Scottish Executive for proof of concept project

Ø Co-Authored a Patent on SOG for DTI / STI next generation semiconductors

LITTLE OPTICS, INC. – Annapolis, MD, 02/2002 – 10/2003 www.littleoptics.com

Vice President of Operations

Direct day-to-day operations for this manufacturer of integrated optical ASIC’s for a diverse market covering biotechnology, communications, and the military. Define, develop, and execute manufacturing and outsourcing strategies leading towards a fabless manufacturing model. Oversee administration, human resources, facilities, and quality management. Develop and administer budgets. Monitor company wide projects. Manage and orchestrate wafer fabrication engineering and advanced process development teams. Manage all facets of product delivery. Serve as expert consultant for advanced packaging team. Developed and implemented company wide and outsourcing partner ISO 9001 quality programs. Managed senior operations management team and coached the founding staff. Present program progress to Board of Directors. I helped to raise $7 million in venture capital funding this allowed the organization to position it’s self to be acquired by Nomadics Plc and secure the future for the employees and return shared holders value. I could see my role disappearing as part off the acquisition, so I planned my return to the Scotland and take up the project with Rosebank Technologies.

Key Achievements:

Ø Developed and implemented process improvements to reduce operating costs 35%

Ø Established strategic outsourcing partnerships with a range of manufacturing companies

Ø Aggressively managed supply chain reducing consumable and raw material costs 30%

Ø Instituted and implemented low-cost manufacturing strategy, reducing design cycle time 25%

Ø Directly developed and implemented company wide budget control and planning policies.

Ø Developed an outsource manufacturing base for Wafer fabrication and Packaging services

Ø Secured venture capital funding of $7m

MICRO PHOTONIX INT. CORP. – Phoenix, AZ, 06/2000 – 02/2002

Director of Manufacturing

Managed organization wide operations across three manufacturing divisions for this producer of telecommunication sub systems of this venture capital funded buisness. Established and implemented world-class manufacturing facilities supporting production of lithium niobate integrated optical components and hybrid RF amplifiers and integrated modules. Oversaw implementation of Telcordia and ISO9001 quality programs. Recruited, hired, and managed operations, manufacturing, logistics, and engineering staff. MicroPhotonix was raising capital from the venture capital community just prior to the 9/11 terrorist attack in the USA, the attack caused the VC community to stop there investment activities until they could this impacted our ability negatively to secure adequate funding and the company closed down. I then left to join Little optics.

Key Achievements:

Ø Led design and implementation of four new products in 2001

Ø Successfully negotiated manufacturing licenses for advanced optical components.

Ø Secured manufacturing licenses worth $3m plus in revenues

Ø Supported funding activities raised $13m

Ø Brokered sale of assets and IP to overseas corporation

JDSU – Essex, England, 1995 – 2000

Senior Manufacturing Manager

Oversaw a wide range of manufacturing initiatives for this $24 million venture capital funded opto-electronic component company. Developed and executed production facility from R&D pilot line. Devised and executed process and production control systems. Recruited and developed wafer fabrication and component assembly teams. Led development for future generation of products supporting OC192 applications. I left this role to develop my career with experience of working in the USA in a new start up organization.

Key Achievements:

Ø Assembled teams and established processes to develop world-class manufacturing facility

Ø Led project to develop an efficient process capability, this included new process and equipment introduction, resulting in line yield improvement of 35%

Ø Led project team charged with wide-scale facility expansion/enhancement initiative; increased throughput 200% and component assembly 100%

Ø Supported IPO on the Alternative Investment Market

Ø Supported acquisition of company from IOC to SDL/ JDSU

THE TOWER – Montrose, Scotland, 1993 – 1995

Manufacturing Consultant

Established, developed and managed consultant firm. Developed and executed management and personal development programs. Led reengineering and change management projects supporting small- to medium- sized high-tech companies. Orchestrated and conducted team development courses.

SEAGATE MICROELECTRONICS- Shift Production Manager, 1993-1994

NEC SEMICONDUCTORS (UK) Ltd.-Livingstone, Scotland, 1981-1993

Served as key member of pre-production team charged with establishing innovative six-inch wafer fabrication facility in Europe. Facilitated multiple projects throughout three-year foreign assignment.

Are you a leader?

Following on from the post yesterday on Leadership, here is a post that we can call do with reading, and do a 360, how much can you see in yourself and how much can you see in the leaders around you, and my advice is align with the leader you see performing the bulk of these actions.




10 Essential Business Leadership Skills
by Ben Yoskovitz
Are you a leader?
Truth be told, not everyone is a leader. It’s just not meant for everyone. And that’s OK.
But more people are leaders than they realize. Leadership takes on many different faces; it’s just a question of understanding how you lead and why.



Here are 10 key business leadership skills you’ll need to succeed as a leader:



Lead By Example. You can’t be an aloof leader, someone that’s never around and incapable of getting your hands dirty. One of the best ways to lead is by example - pitching in where needed, lending a helping hand, and making sure that the work you do is clearly understood by your team.
Passion. A leader without passion isn’t a leader. He’s a paper pusher. Or a taskmaster. Or a government employee… Passion drives a lot, and you can inspire so much in others through your own passion and enthusiasm. That doesn’t mean you have to be constantly cheery, it means you’ve got to believe in what you’re doing and what your company is doing.



Be Organized. A disorganized leader isn’t leading, he’s chasing his own tail. Disorganization breeds nothing but more disorganization. If you’re frazzled and messy, your team will be too. When you’re organized you’ll be much more productive and so will everyone else.



Delegate. You can’t do everything. A great leader needs to be able to delegate effectively. The key to delegating successfully is giving employees ownership of the work you assign them. They can’t just feel like they own the work, they really have to.



Take Ownership and Responsibility. Although you’ve just delegated work and truly given your team ownership, you also have to take ownership and responsibility at all times. Your team has to know you’ll be there for them through the good and the bad times. That doesn’t mean you absolve people from making mistakes or ignore crappy work/effort, but it does mean you take responsibility for the big picture.



Communicate Effectively. Duh. Everyone knows great leaders have to be great communicators. But there are certain points of communication that many people forget. For example, it’s critical that you communicate to employees how their work matters in the bigger picture. Are they a cog, or does their work truly make a difference?
Communicating success is also something leaders forget to do. People need affirmation. They want to know they did a good job. You just have to tell them. And be precise. Insecure leaders will often ramble; uninterested leaders cut things off to quickly. Whether you’re giving praise, providing constructive criticism, or defining goals and to-dos, you have to figure out how much to say and in what order. Be precise, specific and concise. Get to the point.



Be Brave and Honest. Cowardly leaders will shy away from any number of situations that crop up regularly when running a team. The project your team has worked on for 6 months just got shelved. Now what? Or you have to talk to someone about their lack of effort recently. Do you ignore the problem? Or maybe it’s time to take your product into a new market. Do you hobble forward, scared and nervous, or do you grab the market by the throat?
Leaders are brave.
And honest. Tell it like it is. Don’t sugarcoat, don’t obfuscate. Don’t be a jerk either. You have to learn how to present things to your team in an honest but balanced manner.



Great Listener. A huge part of being a great communicator is being a great listener. If all you want to do is talk, you’re not a leader. Keeping people motivated means listening to them, asking them questions, understanding their issues. When you listen more, you can respond more effectively and get to the heart of things much faster.



Know Your People. You have to know your people. You don’t have to be best friends or even socialize outside work, but you do have to know what makes them tick. You need to know something about their personal lives because their lives outside work matter. Their lives outside work drive a great deal of their success (or lack of) at work. Keep track of simple things: birthdays, marriages, children, etc. The more you know your people the more common ground you’re likely to find, the more you’ll be able to connect.



Be a Follower. Benjamin Disraeli said, “I must follow the people. Am I not their leader?” That sums up many of the other points so beautifully. Great leaders are followers too. If you’re a leader without following, you’re a dictator. And as fun as that sounds… Being a leader-follower means finding value in your team, getting inspired by your team, encouraging your team to communicate, brainstorm and be open.






Very few people are great leaders overnight. It takes time and practice. As long as you’re open about learning along the way and working with your team on leadership versus dictating to them, most people will be happy to go on the journey with you.



And without getting too mushy, here are some great quotes on leadership:



“Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” - George S. Patton



“Delegating work works, provided the one delegating works, too.” - Robert Half



“The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.” - Theodore M. Hesburgh






Slainte

Gordon