Founded in 2019, NCG is an internet service provider and master systems integrator. The company provides holistic tech solutions for the built environment, servicing real estate, urban logistics and enterprise customers across the UK and Europe, as well as managing end-to-end energy transformation projects to enable organisations to transition to renewable energies. Thomas Proctor, CEO of NCG, tells us more about the most challenging part of building a company.
Describe what the past year has been like for your company?
Despite hitting double-digit recurring revenue growth, the funding world around us has changed – so NCG naturally had to change with it. Like many businesses, there were some very difficult decisions to be made, even when we were growing. Some might have viewed them as counterproductive, but the reality is that we could see danger looming. So, we recently underwent a company-wide reorganisation and restructuring. That has been key to ensuring we remain adaptable and resilient in the face of shifting landscapes.
What has been the most challenging part of building a company?
Carving out a space for ourselves – deciding who we are and what we do – hasn’t always been easy. Something I’m sure many start-ups can relate to is that we’ve (sometimes) found ourselves guilty of chasing our tails or pursuing opportunities that lead nowhere. But over time, we’ve evolved – we’ve learnt how not to spread ourselves too thin, which has been crucial for maintaining focus and effectiveness as a business.
How has the changing climate around fundraising impacted your business?
What we’re really seeing at present is a renewed focus on demonstrating long-term stable growth rather than pursuing rapid, unsustainable expansion. Naturally, this shift has influenced our strategies, so we’re putting an emphasis on sustainable growth over short-term gains and altering our approach to securing investment.
With both a global pandemic and an uncertain government, start-up survival has been harder than ever. What has been your experience running a start-up over this time?
Running a start-up during times of global uncertainty can sometimes feel like a shot in the dark. So, resilience and persistence have been critical above all else.
Having the right team on board has also been a godsend. Our team never fails to boost each other up, and weathering the storm together has been truly instrumental to carrying NCG through tough times.
Describe your current job role.
As CEO, the current status of my role involves both streamlining our processes for efficiency and envisioning the company’s long-term trajectory. Naturally, this includes things like overseeing board reporting, strategy development, investor relations and key partnerships. And while much of our day-to-day people management is delegated to our fantastic CCO and COO, I still try to remain as hands-on as possible with the NCG team.
What would you describe as your most memorable achievement?
One thing that springs to mind is being invited to the IKEA launch party in Stockholm after launching a one-of-a-kind project for them and getting to be there to see the successful opening. Truly a pinch-me moment.
What style of management philosophy do you employ with your current position?
I perform the best when I have the best people around me. Of course, it can take a while to find those people, but once you’re there, you realise you can give people space and time to do amazing things – no micromanagement needed.
Giving people lots of rope and breadth to work as they need to get the job done has been my management modus operandi.
What do you currently identify as the major areas of investment in your industry?
NCG specialises in tech and digital infrastructure for real estate, which is undergoing significant, and very exciting, change globally. We’re seeing a lot of investment in new use cases for real estate; after all, the built environment isn’t going anywhere, but it’s important that we start to use it differently.
That is to say, we’ve got to adapt our tech and infrastructure to support the permanently switched-on and connected world we’re all living in, focusing on digital infrastructure that can support AI and future ‘always-on’ generations. In my view, that’s the key to future-proofing real estate – and, therefore, where the most lucrative opportunities lie.
What advice would you offer somebody aspiring to obtain a C-level position in your industry?
A few critical points: respect everyone but remain decisive; be good with people at all levels; ask for and listen to advice; remain flexible and know your customers, partners and business model inside out. And remain laser-focused on your end goal. The ability to think long-term and spot opportunities without getting sidetracked or distracted is vital.
What behaviour or personality trait do you most attribute your success to and why?
Survival in the start-up world in today’s business climate is no picnic, so being perseverant has been beyond crucial. When talking about start-ups, there are times when you have to give it everything and more, putting the company above everything else. It gets tough but sticking it out is usually worth it.
What’s your go-to productivity trick?
Ironic for the CEO of a tech company, but my number one tip is switching off. I find turning off email notifications on my phone a rather soothing experience, and it never fails to help me focus on the task at hand.
Engaging in whiteboard sessions to concentrate and work out ideas effectively – or even just getting down my thoughts on paper – is another important part of my working process.
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