The Technology Partnership in Melbourn is not in the mood to deviate from the strategy that has made it one of Europeâ€™s leading technology consultancies, with the exception of one key area â€“ the â€œaggressive internationalisation of its activities.â€
And critically for the Cambridge technology cluster, that growth will continue to be driven from the companyâ€™s Cambridge base, according to business development director, Chas Sims.
Sims told Business Weekly: â€œIn recent times, we have aggressively internationalised our business, increasing our exports from the low 50â€™s to 71 per cent because it is the only place we can find the real growth. But that does not mean moving our operations offshore; itâ€™s not about setting up laboratories and the like overseas.â€
According to Sims, the three territories the consultancy is targeting are the US, China and Japan.
â€œOur group MD spending two weeks in Asia illustrates the importance of those markets to the group. I spend about every fifth week in the US, as do a number of key TTP employees. We have to â€“ technology is a global industry, but you still have to make the face to face contact.
â€œThere is a tendency within the Cambridge cluster to be slightly inward looking, but I wholeheartedly agree with the findings of the technopole report. There is a definite need for the cluster to expand its horizons. Weâ€™ve done it and will continue to do it; we feel it is integral to the continued growth of the business.â€
While TTP is blazing a trail internationally, it does not plan to stray from the well-trodden path in terms of its business creation activities. Sims concedes that the companyâ€™s next spin-out, when it does emerge, will have been a long time in the incubation, but will be all the better for it, he says.
The fact that the company has directly created upwards of 1,000 employment opportunities in the Cambridge technopole speaks volumes for the approach.
â€œIn terms of value creation within the cluster, we havenâ€™t been a major source of quantity; we build things with quality. Almost everything thatâ€™s left TTP has been a profitable company before itâ€™s spun out.
â€œWe didnâ€™t set out to say that TTP Com should be floated at a particular time, we developed a profitable company; we recognised the need to have more capital, and the market was buoyant so we floated it!â€
â€œThere canâ€™t be anything wrong with building profitable, stable businesses rather than ventures based on pure hype. At the same time we work very hard to ensure that TTP is a sustainable entity.â€
Having created the mobile technology powerhouse TTPCom (subsequently acquired, and downsized, by US giant Motorola), TTP Venture Managers and TTP LabTech among others, when TTP does lift the lid on a new venture, the technology takes notice.
â€œTone jet is very much a business weâ€™re focused on at the moment, but we havenâ€™t got any set plans to say what will happen. Itâ€™s really a question of we will do what is necessary when it is necessary.â€
Written by News Desk, BUSINESSWEEKLY, UK.