'Don't look to grow margin by stealth' - Hillarys' IT boss on what he seeks from suppliers
Head of ICT Julian Bond discusses his supplier preferences
What does your company do, and what is your role there?
Hillarys is the UK's market leader in made-to-measure window coverings - blinds, curtains, shutters and awnings.
I am the head of information, communications and technology (ICT), heading the IT function.
What traits do you seek in your IT suppliers?
Regardless of whether a supplier is small or large and supplying commodities or niche products and services, I'm looking for traits such as:
- Honesty - be upfront if something is outside your ‘sweet spot' of capability
- Reliability - there needs to be a reasonably efficient back-end process that works without needing the account manager to drive it
- Value - if you want to build a partnership, don't ‘buy' my business and then look to grow margin by stealth
- Candour - when you mess up, let me know and let's work on how to fix it
How can IT suppliers best influence you early in the sales cycle?
With difficulty. I make it very hard for the unsolicited approach to find me. Usually, I'd prefer to work with existing partners with whom I've built a relationship and understanding. When people ask "how do I get on your PSL (preferred supplier list)?" my usual answer is "how lucky are you in picking lottery numbers?".
Can you give us an example of a project where an IT supplier has really impressed you? What did they get right?
The projects where an IT supplier has really impressed are often the ones that didn't go to plan but where a company went out of its way to help compensate for things that had gone wrong. We have a recent infrastructure project which suffered a manner of unanticipated setbacks, but the partner really dug in to help us bring it through. Honesty, candour, commitment (and seeing the bigger picture) make a big difference.
How much of your time is spent helping business leaders drive business outcomes, versus running the IT department?
There's a natural ebb and flow, but I generally spend a bigger proportion of my time helping the business drive change rather than solely keeping the IT department running.
Do MDs see you as part of their digital journey, or are you still just viewed as a massive cost that everyone wants to bring down?
I'm in the fortunate position of having an MD who fully appreciates that technology plays a critical part in the operation and growth of our business. That's not to say that the cost of new technology doesn't sometimes surprise him, but we have a good track record of delivering value as a result of investment.