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The Sunday Business Post November 17 2013 Deloitte Fast 50 31 he Rising Stars in this year’s Deloitte Fast 50 awards have been named as Bel- ast’s Ka-Boom Post Production and Lucey ech- nology, which has bases in Dublin and London. he rising star category recognises younger compa- nies with the astest growth in turnover over three years. Ka-Boom provides a ull post production service or television and lm and, with strong growth in demand or its services, the company is planning to expand its acil- ities in the new year. “We entered the market three years ago just as the lm industry was experiencing a surge in growth in Northern Ireland,’’ said director Zach Willis, who established the business with co-director Will McConnell. “We started in audio post production and, as the indus- try grew and the demand or ull post production services grew, we moved into picture post production so we could oer the ull range o services. Being able to oer a ull range o post production services has led to our growth and suc- cess over the past three years.’’ Ka-Boom is responsible or the post-production work and nal mixes on eature lms, television programmes, doc- umentaries and advertise- ments. “We also oer ull services or ADR [automated dialogue replacement], with recent projects including Game o hrones, Made in Belast, Peaky Blinders, he Fall, MAMA and David Cronen - berg’s new lm, Maps to the Stars,” said Willis. “We work with a pool o highly-qualied reelancers including lm editors and sound designers.” Having established a solid reputation in lm and tele- vision, Ka-Boom is planning to expand. “Next year, we will be in- stalling additional edit suites and we will probably consider taking on a couple o ull-time employees,” said Willis. He attributed the compa- ny’s success to a consistently high level o service combined with fexibility. “As a small company, we are highly responsive and adaptable, so we’re able to move quickly and do things in a slightly dierent way. I think we’ve developed a way o working smarter and oer- ing something dierent. “We help production com- panies that are working under tight nancial pressures by becoming part o their over- all delivery process. We work very closely with producers and directors both nancially and technically.’’ Willis said establishing a start-up in the midst o re- cession had been a big step and that Ka-Boom’s success was dependent on developing close ties with clients. "Being able to grow the business over the past three years has been down to hard work, thinking dierently and building a strong team, but most importantly, build- ing that vital relationship and trust with our clients,’’ said Willis. Lucey Technology provides cloud solutions to the SMEs, partnering with local and multinational companies to oer online portals, payments, collaboration tools and mobile platorms. "Lucey has always been about making technol- ogy simple and accessible or business,’’ said chie executive Ian Lucey, who ounded the company in 2009 alongside chie inancial oicer Joe Healy. “Understanding our cus- tomers’ needs and providing in-depth technical and com- mercial expertise in a partner- ship model with our custom- ers is a dening characteristic o our oering,’’ said Lucey. He said the company’s growth had been down to a business model that adapted to the changing technologi- cal and business landscape, constantly evolving to antic- ipate and meet the needs o customers. “Since our launch in 2009, we have seen the business world rapidly move towards the realisation that online and mobile are not just about marketing. In act, they are key drivers or commercial growth and engagement with customers,” said Lucey. “We have been able to pro- vide the products and advice to enable our customer s to capitalise on the client take- up o mobile and online solu- tions.” Healy said the company was continuously adding core technological competencies, so that its customers could en- hance their online presence in the most meaningul way. “We are constantly evolv- ing. We have adapted our business model to meet the demand or businesses to cap- italise on their online presence by providing ully integrated bespoke solutions.” Recognising that mobile technology is a signicant driver or growth, Lucey ech- nology has acquired a Lon- don-based design agency to enhance its core capabilities and provide an end-to-end integrated solution or cus- tomers. "Our growth strategy has ocused on two key elements: evolving the depth and com- plexity o our oering and also expanding into the British and European markets, which are a key growth area or us now,’’ said Lucey. “Our advice to Irish tech- nology start-ups would be to look to international mar- kets, but also to challenge yourselves and your business model. “'I the business model re- quires adaptation do not be araid to do that and then ex- ecute it brilliantly. “It’s a great honour to win the Rising Star Award, but our ocus is to continue to accel- erate our growth so we can join the big boys in the Fast 50 next year and in the years thereater.’’ Pace o tech change is dictated by huge component leaps he core disruption in the tech space is the pace o change in the underlying components, ac- cording to Paul Lee, global head o research or tech- nology, media and telecoms, Deloitte. Lee was the keynote speaker at this year’s Deloitte echnology Fast 50 awards ceremony, which took place at the itanic Centre, Belast, on November 8. “Te act that, or example, processor speeds increase so ast on a year-on- year basis, is o itsel highly disruptive. It means that the phone that you have in your pocket will go out o date rapidly, with about two years beore high-end smart- phones start becoming hard to use,’’ said Lee. “What this also means that the handset vendors that make this year’s best phone based on current technology need to pull o the same trick again next year. Te pace o change also enables brand new product categories to emerge, such as smart glass- es, that were not possible a year ago.’’ Hype always surrounded emerging trends, Lee ac- knowledged. “Tere are nor- mally more hyped products or companies than there are substantial companies. How- ever, those that win through can win through very big,’’ he said. “Tose that come second may come a very distant second. Tere are plenty o examples o companies that have not lived up to the hype, and also many companies that have had variable degrees o success.’’ When it rst launched in the 1990s, Apple’s tablet was a fop, as the technologies it used were not yet mature enough mature, Lee said. “Nokia designed what would today resemble a small tab- let in 2005, but that did not succeed, even though that was based on a much surer technologica l ooting. Yet, when the iPad launched, it heralded the emergence o a major new device sector that should sell over 200 million units in 2013.’’ Te smartphone has ex- ceeded the hype, having evolved at a urious pace in the last decade. “Every year has seen amazing iteration. Teir capability has increased tre- mendously even i their most common usage remains mak- ing calls and sending messag- es,’’ said Lee. Additional smartphone eatures, such as the ability to take photos and play games, have evolved dramatically, Lee said. “And you can see their impact in declining sales o digital compact cameras and hand-held games consoles.’’ Key to the success o a technology company is an understanding o what is needed and which processes need improving. “It sounds very simple, but i you can make the existing better, or cheaper, or more enjoyable, then you are likely to have a product or service that is going to succeed,’’ said Lee. ech rms that ocus solely on the technology risk over- looking the needs o their cus- tomers – be they consumers or businesses. “What you have to do is to look at what are the processes that need improvement, what are the things that people want do be doing, and why it is they are using technology,’’ Lee said. “What technology can do or consumers is indulge ex- isting whims. It is all about changing behaviours. It is about exaggerating existing behaviours, or addressing them more. “So, i you are very good at being lucky, then you tend to do well, but it requires a lot o preparation to understand what the applications are that are emerging, and also to ignore the ones that are receding.’’ On the rise in flm and the cloud Keynote speaker Paul Lee says companies that make it through the hype can ‘win through very big’, writes Caroline Allen Paul Lee, head of global research for technology, media and telecoms, Deloitte Young companies with the fastest growth in turnover are singled out as Rising Stars by the Deloitte Fast 50, writes Ruth Wildgust Zach Willis and Will McConnell of Ka-boom with Symon Ross of Ulster Business. Right: Ian Lucey of Lucey Technology, Richard How ard of Deloitte and Joe Healy of Lucey Technology Commercial Prole: ezetop op o the list or ezetop International phone recharging company ocused on building brand awareness Irish people have been a - miliar with the concept o phone credit - and the lack thereo - since the irst ready-to-go phones were launched by Eircell in 1997. We may not be as amiliar with the concept o prepay- ing (or recharging) mobile phones in other countries or continents - though it is something that millions o migrant workers do or their riends and amilies back home every day. Tough this market may seem a world away, there is an Irish company which is arguably the leading glob- al player in international phone recharging - a eat which earned it the number one spot on Deloitte’s Fast 50 or the second consecutive year, which is unprecedent- ed in the 14-year history o the awards. Dublin-based ezetop pro- vides a vital service or tens o millions o people around the world, with access point in 450,000 retail stores in 20 countries, as well as direct access through www.ezetop. com or customers in North America, Europe, the Middle East and Australia/New Zea- land. Not bad or a young, Irish company operating in a market that most Irish people have never heard o, let alone experienced. "I you’re an Irish business and you want to become big, you need to be operating in- ternationally,’’ says ezetop chairman Mark Roden. "As we operate in emerging markets, we were always going to be international, but we are not as big today as we should be.’’ Perhaps not, but ezetop has experienced signicant growth since its inceptio n, with a compound revenue growth rate in the region o 250 per cent per annum over the past ve years. Accord- ing to Roden, sales tend to come rom established re- mittance corridors; though he continues to be surprised by the demand rom new corridors such as France to Senegal and New York to Guinea. Crucial to ezetop’s success have been its relationships with mobile operators , given their role in creating product awareness in their home markets - and ezetop currently connects with ev- ery one o the 300 operators in emerging markets around the world. However, Roden also points to ezetop’s robust inrastructure, and credits his sta with being able to deal with any problems - technical, legal or contrac- tual - as they arise in what is essentially a brand new market. Indeed, the very newness o its marketplace present- ed ezetop with one o its greatest challenges in the beginning; ater all, how do you go about building brand awareness when no- body even knows that your industry exists? "Since day one, we put all our eorts contacting the mobile operators and `sell- ing the benet’ o connect- ing to ezetop,’’ said Roden. "Ater we built relationships with a ew operator groups, we would use that as a test case to convince other oper- ators that it was worthwhile connecting to ezetop as they would generate big revenues rom abroad. Having surmounted the initial difculties, the chal- lenge or ezetop now re- volves around maintaining its impressive growth into the uture. Its work on its "world class’’ back end sys- tems is almost complete, it has relationships in place with all o the mobile oper- ators, and now it is planning on turning its ocus much more towards the consumer. "Te next phase is incredi- bly exciting as we now turn our emphasis to building our online relationships and launching our consumer brand DING!’’ says Roden. "While we have seen strong growth over the last ew years, I don’t be- lieve that we have reached anywhere near our po- tential.’’All o which must be worrying or whatever competition ezetop cur- rently aces. O course, to compound matters, ezetop again clinched the number one spot on the Deloitte Fast 50 list - urther evidence o the calibre and potential o this unique Irish company. "We’re able to use De- loitte’s name abroad and in meetings with operators who recognise it as another independently recognised brand, that gives them another reason why they should hear our pitch,’’says Roden. "But separately, it’s great or all the 200 people working here to see an or- ganisation like Deloitte give us their stamp o approval.'' Top Three! Pictured at the Deloitte Technology Fast 50 Awards which took place at Titanic Belfast are Andrew Murphy of third placed Sláinte Healthcare, Mark Roden of ezetop which took top spot, Richard Howard, Partner, Deloitte, and Colin Williams of second placed Sixteen South
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