David Stonehouse, Chief Executive
Career So Far
After training in London as a chartered accountant with 'Big 4 firm' Arthur Young, I moved back to my native North East and later joined Price Waterhouse where I spent most of my time working with their small and medium business clients.
After six years as a partner, I moved out of the world of professional consulting and took on the role of FD with Quality Care Homes. Working for such a ‘challenging’ entrepreneurial owner was a bit of an eye-opener and taught me a lot about the way I would want to run a business.
I joined Sunderland AFC in 1996 and in December of that year we listed on the Stock Exchange which was exceptionally valuable experience, although contrary to perceptions, football clubs effectively operate as small businesses. Four years later, I took on the role of Chief Executive at Newcastle United – another interesting role.
Leaving the world of football behind (other than as a season ticket holder!), I went on to juggle a portfolio of roles, most notably helping Parkdean Holidays list on AIM and as Chair of innovative Newcastle based accountancy firm UNW.
It was at this time that Graham Wylie approached me and the result was that we developed a blueprint for TSG, the business that he’d decided he wanted to set up after his exit from software giants Sage.
After helping with the first two acquisitions (the running total is now 28) and relinquishing a number of other positions I was appointed full time CEO in 2004.
Twelve years on from launch and I’m immensely proud that we’ve glued together our acquisitions into a single business with a clear vision, never losing sight of our two most important assets – our people and our customers.
Our industry is undergoing a radical transformation as the full impact of cloud computing is felt and our customers evaluate how and what they want to consume by way of IT. We’re very much on the front foot and perfectly placed to deliver an integrated product and service offering whether on premise, cloud or hybrid, focusing on the customer needs as opposed to what gives us most margin.
What would you recommend as the most fundamental part of technology in a business?
For me the most fundamental part of technology in a business is connectivity, but I’d refine that slightly and say secure connectivity. The world of IT is changing – the capabilities of the Web and Cloud computing means we expect to be able to access business data/information readily and quickly from anywhere on any type of device. Therefore connectivity – whether broadband, Ethernet Leased Line or Wi Fi– availability and resilience is critical.
However, connectivity cannot stand alone, it needs to be coupled – like hand in glove – with the right security and protection around it; whether that be products covering access, firewalls or anti-virus etc or structures, procedures, policies or training. Data/information is part of the lifeblood of a business – along with physical assets such as stock and cash it needs the appropriate, rigorous but sensible protection around it. No sensible business would leave cash or stock lying around an open office – warehouses, safes etc would be in place with appropriate processes and controls around access. A business needs to operate, so not everything can or should be locked away and needs to apply controls and processes to protect at the right level allowing only those that need access at the right times. A safe may be right to store cash or certain other valuables, but leaving the key in the safe, in an open shared reception provides no real security – and nobody would do that. However, sadly, sometimes businesses may put in the appropriate products to secure their data and information and then forget to apply the sensible controls and disciplines to ensure their effectiveness. Sorry for a long answer to a short question, but the risks of poorly secured connectivity are real.
If you could be anyone else for a week, who would you be and why?
It would probably be Eric Clapton, a man with an incredible life to look back on and talent that has made him the only ever three-time inductee to the Rock and Roll Hall of Fame.
He’s coped with the challenges life’s thrown at him and I suspect that he’s not too famous to blend in at the pub with his pals. I could also fancy a drive in his custom made Ferrari SP12 EC – or any of his collection of Ferraris for that matter.
What will next year’s most overhyped industry buzzword be?
I struggle with terminology that doesn’t really mean anything like ‘unified comms’. ‘Cloud’ and ‘apps’ are the same – they’re thrown around by too many people who don’t understand them.
Has 2015 been a good, bad or ugly year? (slightly more than one word answer pls!)
Overall good, albeit could always be better! We had a tough time in the business early in the year, but have addressed that and we're in better shape. Most importantly I feel the team get that we must continue to make it easier for our customers to deal with TSG.
What would you have as your last meal?
Sausage, egg, beans and chips.
Washed down with a bottle of Stag’s Leap Artemis cabernet sauvignon. No need to overcomplicate, it’s a meal that’s elegant in its quality and simplicity!
What keeps you awake at night?
Nothing; unless, I’ve got an early flight to visit one of our 9 regional offices because I never set an alarm. Although I do suffer from troublesome age-related issues that wake me through the night!
I’m very fortunate that I can compartmentalise to shut things away, and I never worry about anything I can’t influence.
What piece of technology could you not be without?
I have reverted to an iPhone and iPad after testing out life with a Microsoft Nokia Lumia 925 and Surface Pro. You can read my blog post about my experience when 'iSwitched'.
Apple always had the style and brand but now they offer the business apps - in particular One Drive and the Microsoft suite means it's now a tool for both business and personal use.
Have any of your predictions come true this year?
Yes Newcastle United didn't get relegated - but only just.
From a business perspective I knew we could improve our service to managed customers.
What do you see as the channel’s biggest challenge in 2016?
The settling down of the movement to cloud computing and the channel realising it needs to offer value and service for its fees!