BIZCAP
Q. YOU JOINED BIZCAP IN ITS EARLY DAYS AND HAVE GROWN WITH IT INTO A GLOBAL OPERATION. WHAT’ S THE HARDEST THING TO PRESERVE ABOUT A COMPANY’ S CULTURE WHEN IT SCALES THAT FAST?
» The hardest thing to preserve is intentionality. When a company is small, culture happens naturally because everyone sits together, solves problems together and shares the same experiences.
As organisations grow across multiple markets and time zones, culture can quickly become something that’ s talked about rather than actively lived.
The challenge is making sure the behaviours, values and decision-making principles that helped create success remain visible at scale.
For us, that has required deliberate investment in leadership development, communication, employee engagement and feedback systems. Culture can’ t be delegated to HR. It has to be owned by leaders and reinforced through everyday decisions.
The greatest risk during rapid growth isn’ t losing performance. It’ s losing the behaviours that created the performance in the first place.
Q. WHEN A BUSINESS COMES TO BIZCAP WITH BAD CREDIT AND EXISTING DEBT, WHAT DOES YOUR ASSESSMENT ACTUALLY LOOK AT AND WHAT TELLS YOU IT’ S A YES WHEN A BANK WOULD SAY NO?
» We always look for context. A poor credit score tells us something happened in the past. It doesn’ t necessarily tell us what’ s happening in the business today.
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