Answer? Build an MVP (Minimum Viable Product)

First thing to say about an MVP is it means something different to everyone. People struggle with the terminology, because it’s subjective. Different businesses will have different thresholds for an MVP. 

But it always comes down to this: what functions do you NEED the software to perform and what are your priorities? 

Firstly: who are your target market? Have you defined that? 

Build a character profile, and go find them. Speak to them to really get to the root of their pain points. You want to conceptualise a product which allows them to solve their challenges and unlock opportunities. What’s the minimum level of functionality you need to alleviate their pain points?

Talking to your audience is a massively undervalued part of software development. And yet it is a vital step many scaling businesses miss out. You might have designed an app around a feature which your audience aren’t bothered about. 

Viability is multi-facetted. It comes down to three main areas: 

·        The quality and completeness of interface and the benefit it offers

·        Robustness, security, and integrity.  

Consider the points above in relation to your audience, and weight your effort according to what’s important to them. 

Sense check what is the minimum required to include in your product to attract your target audience to use it. For example: if your business is in a safety critical industry, security (and an element of robustness) is a requirement for an MVP. If you’re a start-up bringing a new product to market that doesn’t have those kind of implications, MVP will mean different things for you. It can be a bit scrappy and buggy, because there aren’t dangerous repercussions.

Remember that if your MVP addresses a legitimate pain point, your audience might be willing overlook issues of functionality of the product, and the aesthetic of the interface etc.

We will work with you to list the features and benefits of your MVP and make sure it’s a problem worth solving. We often work with the 80/20 rule. When we’re evaluating any feature, if 20% of the requirements require 80% of the effort, then you need to think about whether or not it’s essential. It might be a rogue criterion. 

This avoids tech debt. Building features that aren’t essential cause harm; it’s more work for the developers, more cost for you, and if it goes t*ts up, you’ll have to pay to remove them.

We build features that align to benefits. These features and benefits are then split into phases (or sprints). We then build a clickable prototype. It’s the step we use to demonstrate how the MVP will look and work.

An MVP allows you to get a product out far earlier for less money: 

1)        Because the product goes to market faster, you receive custom feedback more quickly, and this can generate revenue.

2)        Reduces risk- you’re testing the concept, and the less you build, the less risk. It’s much more appropriate to build something that isn’t enough and customers demand it, rather than over build 

3)        The more focused your MVP, the more focused the delivery partner is on building high quality functionality 

Build an MVP to gain valuable feedback from your audience, get your product to market faster, and reduce investment risk

How to Kickstart Your Software Project for Maximum ROI

This month, it will be one year since our Business Analyst Vincent Odinakachukwu Onyeabor joined the team. He's written some of his insights from this time with us. It's fantastic to have Vincent with us, as Mark Renney says:

"Vincent has had a huge influence on the business, and is a force recognised by clients and the team alike – Vincent is a source of boundary pushing, continuous learning and eternal empathy, and a total hustler when it comes to axe throwing. We’re lucky to have Vincent in the team!"

How has your role evolved since you began a year ago?

Since I joined a year ago as an associate business analyst, my role has evolved substantially in multiple ways. Initially, much of my time was dedicated to understanding the intricacies of our projects and aligning myself with the company's methodologies and processes. However, as I settled in, I quickly found myself diving deeper into the complexities of the software development consulting. My responsibilities spanned diverse areas, including stakeholder/account management, requirement gathering, software testing, and strategic deliberations. Each of these roles converged towards a singular goal - fostering collaboration between our clients and internal teams to ensure seamless project delivery and clarification of ambiguities.

Furthermore, completing my master’s while simultaneously working, allowed me to bring fresh insights to the team, which not only deepened my expertise but also bolstered my capacity to contribute to projects in more profound ways.

Lastly, being exposed to diverse projects, each with its unique challenges and requirements, has refined my skills, making me a more versatile and effective business analyst. My journey over the past year has been marked by continuous learning, adaptation, and an expansion of responsibilities, positioning me for even greater contributions in the future.

What has been your biggest achievement this year?

This year, in addition to executing my duties as a business analyst, I completed my Masters in Information Science (Data Analytics), and was honoured to achieve a distinction. Balancing the rigorous demands of both my professional role and academic pursuit was no small feat. The challenge required me to develop and hone skills in time management, effective prioritisation, and multitasking.

Undertaking my academic programme while working at WUBBLEYOU LIMITED provided me with a unique vantage point. I could immediately apply theoretical knowledge from my studies to real-world scenarios at work, enhancing the depth and quality of my work. This synergistic relationship between my studies and work not only facilitated my academic success but also enriched my contributions to the company.

I am immensely proud of this achievement. It was made possible not just through personal perseverance, but also with the unwavering support of my teammates at Wubbleyou. Their understanding and encouragement played a pivotal role in my journey, and I am deeply grateful for the collaborative and supportive work environment we share.

One of the biggest challenges I faced this year was balancing my professional responsibilities at Wubbleyou with my academic commitments as I concluded my Masters degree. Managing the simultaneous demands of a fast-paced role and a rigorous academic programme required meticulous planning, adaptability, and resilience.

At work, ensuring that I am consistently at my best and delivering solutions for our clients while dedicating ample time to my academic research was a continuous juggle. However, this challenge also became an avenue for immense personal and professional growth. It instilled in me a heightened sense of discipline and honed my multitasking abilities. Reflecting on this journey, I recognise the invaluable skills and insights I have gained from navigating this challenge, and it has been a testament to my determination and ability to thrive under pressure.

How has the business changed since you began? What would you like to see in future?

In the rapidly evolving landscape of our industry, change is not only constant but also swift. New advancements in technology, coupled with the continuous quest for optimised processes, underscore the dynamic environment we operate in. Since joining Wubbleyou, the company has embraced this dynamism wholeheartedly. We have undergone significant transformations, from process overhauls to the creation of new roles, and even shifts in our strategic direction.

What is commendable about Wubbleyou is our proactive approach to change. We are always on the lookout for avenues to improve, innovate, and adapt. These not only ensures that we remain at the forefront of industry advancements but also opens a plethora of opportunities. For those of us already within the business, it offers avenues for growth, learning, and taking on exciting new projects. Simultaneously, for prospective employees, it promises a vibrant and forward-thinking environment.

Looking ahead, I excited about the many growth opportunities that the future holds, as we continue in this growth trajectory and providing innovative solutions to our current and future clients.

Has there been any particular project/aspect of your job that you have enjoyed?

Each project I have been a part of at Wubbleyou has always offered unique and enriching experience. However, what I particularly relish is the valuable impact of my contributions. I have had the privilege of contributing to delivering solutions that meet clients’ expectations.

Stakeholder management stands out as one of the most fulfilling aspects of my role. The process of understanding diverse perspectives, aligning various interests, and ensuring that the final solution resonates with all involved parties is both challenging and rewarding. It is gratifying to see a project come to fruition, knowing that I have played a pivotal role in bridging the gap between our clients' visions and the technical prowess of our development teams.

In essence, the satisfaction derived from knowing that our clients genuinely benefit from the solutions I have been a part of is unparalleled. It underscores the essence of my role and keeps me passionate about what I do.

What is the best thing about working for Wubbleyou?

The best thing about working for Wubbleyou is the people, the fact that we are encouraged to bring my authentic self to work, and the culture of continuous learning. The emphasis on professional growth is further augmented by the exciting and varied projects we undertake, which provide a platform to apply new knowledge and challenge oneself.

Also, the synergy and mutual respect shared among my teammates significantly enhance our work environment. Activities ranging from routine social gatherings to badminton games – a commendable initiative spearheaded by Divya vani Behera – keep our interactions lively and engaging. Beyond mere relaxation, these interactions play a pivotal role in team bonding, ensuring our collective efforts on projects are harmonious and productive.

Above all, there is genuine concern for the well-being of employees. This ethos translates into tangible actions and initiatives that prioritise our mental and physical health, reinforcing the sense that we are truly valued.

In essence, working for Wubbleyou is a combination of professional growth, personal wellbeing, exciting challenges, and a sense of community. And that is just the tip of the iceberg!

Recently we celebrated that our Business Analyst Vincent Odinakachukwu Onyeabor has been on the team for a year. He's written some of his insights from this time with us.

You have a fantastic idea for an app that you’re sure will do well. Your colleagues think it’s brilliant and so does your partner. You approach a software partner to develop your app. Their response?

❌‘Great. We estimate that to cost £XX-£XXXk. We’ll present the product in Y.’

✅‘Have you researched this product? Who is your audience? What are their needs? What does success look like for you? How are you commercialising it? How have you validated the idea?.’

Getting your product to market is a three-stage process:

1.        Validate your idea: do some market research, understand your audience, can you manually deliver your product to a small audience and get them to pay for it? Common examples- if you want to develop a service, can you deliver it completely manually to one person?

2.        Develop a clickable prototype. It’s likely to be scrappy and clumsy, but this gives you an opportunity to test your idea.

3.        MVP (Minimum Viable Product): An MVP is the minimum required to get a high-quality production-ready product to market that people will pay for and achieve the objective.

Someone wants to develop a tool to analyse a blog, then find related content to ensure that the idea hasn’t been written before.

Step one: Define your product. Find one customer who would be an example of your target market, and deliver the product to them manually.

In the blog example, this would involve taking a blog, then finding related blogs through google trawls. It would take ages. But it would give you an example to present to your customer and you can get their opinion.

The first phase of validation probably won’t be scalable- and that’s fine. The minimum will look different to everyone. An engineer might build something in Excel for example. A tech company might build something with No Code. But it doesn’t matter how scrappy your first iteration is- as long as it allows you to test your concept.

Once you’ve proved that your product has value to your target audience, then you’re much better placed to speak with a development partner – sure, some situations dictate software is the first iteration, but there is typically always step before.

Step two: Development of a clickable design prototype.

We work with our clients to understand your target audience and how they feel in the customer journey. The product must be built around the customer using emotional intelligence. At this point we want to be designing a high-quality product which is the minimum they need to get the product to market. The plan would be to intensely research and create this prototype over approximately 6 weeks.

Step 3: Look at the minimum you need to build to take this product to market (MVP).

At this point, we focus on the core purpose of the product. We focus on creating a high-quality MVP, rather than the number of features. MVPs with too many features are victims of dilution of purpose, the focus can become quantity over quality . They are risky for two reasons- you risk the quality, but you can also cloud the core concept and distract the user. In addition, if you need to pull those features out, it’s expensive.

You’re excited about your product and you’re impatient to launch it. But don’t do it quick: do it right.

How to get your product to market? You're going to need an MVP for that. Read the steps on how to get to it.

Because there is a high barrier to entry, software development has traditionally been a realm for developers only. It’s also worth mentioning the tech skills shortage in the UK at the moment.. but that’s a subject for another time.

No Code (and Lo Code) e.g. Bubble or Glide- with a drag and drop system enabling the user to populate sites with functions- empowers individuals of all technical backgrounds to build apps and workflows. This can only be a good thing, right? Read on…

No Code enables people without coding experience to dip their toe into software development. These programmes allow you to drag and drop onto a screen to build an app. For example, if you were hosting an event, you could create an app with a registration form, which would allow you to issue tickets. You could then add an email option, which would update the user of the event via email. This would be straightforward to do.

No Code is a great, fast way to test a product in its first iteration. Traditional coding often needs a developer to write complex lines of code, which needs an intensive testing period. However, no-code apps allow individuals with very little technical background to design applications rapidly. With a drag-and-drop format, the development process is remarkably quick.

Lo-Code gives you a little more flexibility- you can customise a product a little further. You would still need involvement from a developer, but it would be on a much smaller scale.

We have used Lo Code in our business. We were tracking weekly status reports in PowerPoint. We had been using Excel, but we had PowerPoint presentations all over the place. So we prototyped our own PSR dashboard in Zoho Creator. Every week a project manager could go into the app and update the status reports, the budget, what the projected finances were. Then at the touch of a button, the app would generate a graph illustrating the health of our business, how the project was performing, but also a projected revenue. We prototyped that in a week, and it solved a huge problem in the business. It’s only now- two years later- that we’re starting to outgrow it, and we’re looking at custom building something.

However, we need to talk about challenges. Why? Because the ability to write good software isn’t just about code.

A developer will understand what a good user journey looks like. Developers are used to taking concepts and translating them into a positive experience for a user. Software ultimately needs to solve a problem. But a developer can tell you whether that problem is worth solving and validate your idea.

If you want to build something simple, you can do it very quickly. The challenge comes where there is nuance. Looking at the events example again: if you want to do something relatively straight-forward, you can probably manage that in No Code. However, if you wanted the app to suggest future events to the customer on the basis of their previous purchases, No Code would not be able to handle that.

If you’re using Lo Code, then- as we said- developers would be involved on a small scale. But you have to ask yourself whether it’s worth using something that requires developers anyway?

As always: if you’re handling data and you’re using a third party provider, there is always a security risk. You don’t ultimately have control of the data and its handling.

Lo-Code and No Code have their place. And the technology is improving all the time. By recognizing the strengths and limitations of No Code and Lo Code, you can make informed decisions about the most appropriate approach to app development based on your needs. But for now... complexity still requires custom software.

No Code (and Lo Code) e.g. Bubble or Glide- with a drag and drop system enabling the user to populate sites with functions- empowers individuals of all technical backgrounds to build apps and workflows. This can only be a good thing, right? Read on…

No Code: Complementary, Not Competing with Custom Software

Welcome back Emily! How has your role changed since you returned from maternity leave?

Before I went on leave, I was working as Project Manager, but there was always the plan that I would progress to an Operations Manager on my return. I’ve had Keeping In Touch Days throughout my maternity leave to support this progression.

At the moment, I’m straddling both roles. I’m doing training with Divya, with the aim to be fully on the operations side of the business next month. But I’m also looking at a lot more on a strategic level. I’m taking a step back and looking at business as a whole, rather than the day-to-day challenges. I’m trying to make incremental changes in the business at a macro level than granular level.

I have more responsibility for accountability over the business. But because the team has grown, there is more support.

Have there been any changes to the business?

As I just mentioned, the business has grown: we have more clients. But the staff footprint has also got bigger. The management structure has changed; before I left, it was just Mark and I and the developers. Now we have more operational support. This means the communications flow has changed a lot.

What does having an Ops Manager mean for the business?

It means that we’re growing in the right way. The fact that we have the opportunity to put someone in the role is a luxury that we’re now in the position to have. I hope it’ll take a little pressure off Mark too.

It’s the first time I’ve been in an Operations role, so there’s been a lot to get to know. It’s vital that mine and Mark’s expectations are aligned, and that requires good communication.

I have to make the team work in a coherent way, and there are more communication flows. But I also need to keep an eye on bigger picture. Profitability, billability, velocity are now at the forefront of my mind.

We have always reflected on lessons learnt after a project, but we didn’t have the capacity to do much with them. The intention was there… but I can now do something with it.

What do you hope to see for the business in future?

I want maintain a happy workforce! We can achieve this with the team all communicating in the right way. I obviously want to see growth too.

How can employers support working mothers, in your opinion?

I work 4 days, which makes a difference to my childcare arrangements and gives me balance. I also think businesses need to appreciate that we have to be flexible; if my child is unwell and needs picking up from nursery, I don’t have a choice over it. But it makes it less stressful if leaders are prepared to be flexible and let parents make up their time, rather than take sick days.

Mark Renney, our Director is delighted with the promotion:

“Wubbleyou is scaling, and I am a sole director – it has been a challenge keeping one eye on operations and another on the commercials. I think the businesses are healthier with they have dedicated people for each, and businesses should do this as soon as they can.  Emily challenged us in all the right ways as a project manager, and that focus and challenge in ops will undoubtedly make us a better and stronger business. It was great to see Emily enjoy 12 months of Mat leave with her daughter, but also come back into this role!”

Emily has recently returned to Wubbleyou after maternity leave, taking on a promotion from Project Manager to Operations Manager. We caught up with her about her new role....

Interview with Emily: her new role as Ops Manager

Many tech start-ups make a huge mistake developing software, here is why.

We get many enquiries at Wubbleyou which begin like this:

🚀 Startup: We would like to develop a product which does X, Y, Z to solve {Insert very hard problem here}

🧙 Wubbleyou: Great, that certainly sounds like our type of partnership. Bear with us while we ask some questions. What have you done to test {Insert very hard problem here} so far? How do you know it can be solved? Is there the demand?

🚀 Startup: We anticipate testing that once we've built the MVP- it's the only way to test it

🧙 Wubbleyou: It sounds like a hard problem. We agree it would be easier with bespoke software. But have you tried delivering it manually and testing demand? Have you tried cobbling something together in Excel or No Code?

🚀 Startup: No, because we don't want to put potential customers off with something poor

🧙 Wubbleyou: What if you invested time and money to build something amazing and they still don't want it? Does your business have the runway to invest in multiple iterations at this stage?

🚀 Startup: Yea, that would be an issue..

🧙 Wubbleyou: Can you think of any early adopters who would overlook issues in your prototype because they see genuine value in your idea?

🚀 Startup: Yea, now that you mention it!

The reality is unless you can write code, building software without testing the core concepts is wasteful. It can be life threatening for your business. The first version should be scrappy and a bit embarrassing. But by using early adopters, you can test that the idea is commercially/technologically viable. What can be achieved in your team with 40-80 hours of time to test core assumptions?

I don't want clients:

❌ To go insolvent
❌ To whom we can't deliver value
❌ With whom we won't build a long-term relationship

If we build software for clients with critical assumptions, the risk of one of these occurring is high.

The best approaches from customers who succeed have built something scrappy to test it. They have then exhausted its lifespan before building a software product. They know it sells. They have customers crying out for changes they want to see. These started as:

💡 Excel spreadsheets which make your eyes bleed
💡 WordPress websites so overburdened with plugins, it's a miracle it even loads
💡 Extremely manual process which works but doesn't scale
💡 Using a no-code platform to make a prototype (We do this as a service!)

What do they all have in common? They're cheap to execute and can be improved rapidly until they reach their natural limitation.

When their first iteration is generating revenue, and their customers require changes which are undeliverable in its current state? Then talk to us.
We can create a custom platform with clear need/confidence to unlock the next level of scalability.


Do the absolute minimum to validate that {Insert very hard problem here} is worth solving before doing anything else. Your chance of success will be much higher.

Many tech start-ups make a huge mistake developing software. Here is why.

Many tech startups would be making a huge mistake developing software, here is why

What is your current position and what lead you to working for Wubbleyou? 

I recently started working at Wubbleyou as an associate project manager and I am very excited about this opportunity. I firmly believe that essential leadership skills, communication, and team building are particularly important in simplifying the work. Because of my skills and passion for it, I believe I have the knowledge to succeed in this role and at the company. 

I am the kind of person who likes to see how the complex problems can be solved using technology and that is what exactly Wubbleyou does and I really like the work culture and support I receive from my team and these are the driving factors for me to join Wubbleyou.

I basically start my day at 9am and will check all the emails or slack channel and attend the stand up call at 10:15am with the team. Then I directly jump onto the tasks I need to finish. I attend few client meetings (maybe like 3-4) with the Business analyst and make notes on them. Then I focus back on the tasks that I was dealing with and if unsure about anything, would ask for help to the managing director and business analyst. 

I am looking forward to be a part of every amazing project that Wubbleyou has. In fact i'm looking forward to successful completion of project within timescale, meeting requirements and budget, collaborating with clients as well as colleagues.

What is your favourite thing about your job? 

My most favourite thing about the job is the opportunity to work alongside my colleagues who are really being sweet, helpful and cheerful at each phase even though they're dealing with hell lot of things. Secondly, the flexibility it provides, which maintains the work-life balance. And lastly, meeting in person that creates work environment to focus on qualitative output and have some chit-chats in between and planning for some outdoor activities once in a while.

Something people might be surprised to hear about your job? 

As an Associate Project Manager, I do have to manage the timescale, budget and the project to get better outcomes for client and our company. I also need to be a tech head to understand the process of developing, testing and delivering the project.

Hopefully numerous projects to work with the lovely team and learning new skills/ certifications for improving teamwork and trying to adapt to new upcoming challenges.

This month, we have welcomed Divya to the team as our Associate Project Manager. We had a chat with her about joining us!

Employee Insight: Associate Project Manager 

“We haven’t got an IT Manager. But Victoria was getting really frustrated by our process and software, so she took ownership of it. She runs our software now.”

When speaking with head honchos of successful scaling businesses in the 50-100 people range, it’s not uncommon to hear about a Victoria (in this example, there actually was Victoria! She was a junior staff member in a business of 10 people, which has grown into the 50-100 range).

We want to tell you why every business needs a Victoria. A Victoria will challenge the status quo, and recognise when a process or software isn't effective. She will decide that there must be a better way of doing it, then take it upon herself to look for a better solution. She will find a better way of executing a process, and then bring that to the team.

The first time they do this, the option they pitch might receive a varied response. But it doesn’t matter: it’s the action they have taken which counts.

Victoria has struck the flint over the kindling, and if that ignition is fostered, if the team feed it with oxygen, it has the potential to ignite positive change through the rest of the business.

Victoria has recognised things could be better. There is a vision for the future which trumps the here and now. They have the motivation to enact that change within your business.

The typical challenge is that a person recommending improvement for process/tech likely does not have a technical background, so whilst they are motivated, they are more likely to fail than someone who has a technical/business analyst background. This can create a troublesome scenario. You have someone who is aligned with the business and wants to create improvement. However, they may not have the ability to undertake  your digital transformation. So the question should now be: how do we empower them?

You may be familiar with the following graphic:

The ideal route would be to create space, protect time and empower and encourage your Victoria. Ideally, she would move from the bottom right into the top right quadrant. Over time, you might then create a role for Victoria which is solely related to digital adoption and empowering growth through technology. If they don’t receive that support, they continue to be frustrated by the issues, with the added resentment of not having being empowered to make the changes.

Businesses, by the volition of one digitally minded employee, have achieved amazing tech transformations. What businesses achieve without an IT manager is incredible. If you have a Victoria, do everything you can to support them in their role: you can’t afford to neglect tech, and if someone is interested in it, they are worth their weight in gold. Who is your Victoria?

A Digital Champion will challenge the status quo, and recognise when a process or software is ineffective. They will decide that there must be a better way of doing it, then take it upon themselves to look for a better solution. They will find a better way of executing a process, and then bring that to the team.

You have a challenge within your business, and you want to tackle it with tech. You have an idea for a software project; it might be a new platform, it might be automation, or it might be something completely bespoke. You write a spec, you get some quotes and your big idea is executed. All sounding ok? We just want to stop you there a second.

Because new software implementation takes a lot of time and investment, sometimes we recommend testing first. Imagine meeting a friend for a drink. They’ve been stressed at work for a while and they’re a bit down. You’ve not even taken a sip, and they tell you they’ve decided to pack it all in and move to Mauritius. Mauritius is obviously a beautiful destination, you venture. But mate: you’ve never even been there on holiday?

Your new software idea like moving to Mauritius; it’ll probably be amazing, and relieve some of the stress you’re experiencing. But it wouldn’t it be safer to go on holiday there first, before committing to emigrating? See what the opportunities are, scope out job prospects and consider if you can see yourself living there?

There’s a few routes you can take with this, but we’re fans of lean methodology. Lean methodology dictates that we must invest the least amount of resource possible to test a hypothesis. It allows you to make an informed decision. Much like going on holiday, there are platforms to help you visualize your new project. With no Code technology for example, you can test your idea before making a bigger investment. There are two apps we can recommend:

Glide: This is a drag and drop feature-rich No Code platform, which allows you to build a shopfront. If you’re selling a product and you want to test the market, this program is perfect. You don’t need to invest a huge amount of time or money into your site, and you can see how things go. There are plenty of features in the store front and user profile creation. The format is drag and drop, which allows easy set-up. 

Proto: We use this program a lot. It allows you to prototype what a product looks like and how it will function, without writing any code. This won’t function as a web platform, but it allows you to visualise and understand user journeys, which is vital at the ideation stage. You can customize lots of features, including buttons and headers. Once you’re happy, then we go into custom code.

Both of these programs are a good precursor to building custom software:

It’s cheaper to fix issues at this stage than after we’ve written code for something bespoke - Some problems and challenges simple don’t need custom software, and the ROI isn’t there to justify it.  If the problem can be solved using no code, then great,: we’re happy to use it. 

Speed - No Code is great for smaller challenges; we can solve it in days/weeks, rather than a 3 month software project. 

Visualisation - We want to do the right thing for our clients, and having tools to demonstrate the functionality and the aesthetic of a produce before coding means we’re singing from the same hymn sheet.

If you’ve got a big idea, consider testing it first. It will likely save you time and money in the long-run. 

How can you use Lean Methodology in software projects, and how will it benefit you?

How using Lean Methodology saves you time and money

Introduce yourself and tell us how you got into tech...

I'm Vincent, and I recently joined Wubbleyou as Associate Business Analyst. I transitioned into analytics due to my passion for tech and a desire to be part of the tech revolution. With my knowledge of business and processes, business analytics is a path I am fascinated about and aligns with my career aspirations.  

Can you describe what your journey has been like so far?

My career so far has been really diverse, from working in Real Estate to Tech Sales, Customer Service and now Tech Consulting. All of them have contributed to the knowledge and experience I have today. As varied and diverse as it has been, one thing remains constant- my desire to improve and develop.

I'm also learning to enjoy the journey and trust the process as I advance and progress. 

My role requires that I have a good understanding of business objectives. I also have to think critically to prioritise business requirements, and I have to have the ability to negotiate. These are skills I am hoping to develop further to help the team to continue to deliver great value to our clients and stakeholders. 

What's the best thing about working at Wubbleyou?

These diverse range of projects we work on is amazing. We always work at our very best to deliver solutions and ensure return on investment for our clients. 

There are also many personal development opportunities available, so we can always learn and improve. This includes mentoring, coaching and support from the team.

What might people be surprised to hear about your job?

Even though we're a team of Techies, we regularly have time blocked off for fun activities- both virtually and in-person. 

I've got some client projects that I'm really looking forward to. I'm also preparing to take some certification exams. 

Vincent has recently joined the team as Associate Business Analyst: let's hear from him!

Employee Insight: Associate Business Analyst

We work with a broad range of clients. But we have noticed that there are tech mistakes which keep coming up. These are easy fixes, that will make scaling easier… and save you money!
 
Mistake 1: Building business processes in Excel. 

It's easy at the beginning. But it results in a disjointed hellscape costing the business 4-5-6 figures through unproductive time.
 
 🚀 Solution: Ditch Excel.

Find off-the-shelf software to replace it. If none is available, go to market with your challenges in a brief and work with a tech partner to build a solution. As a part of your brief, make sure you work with your team to understand the cost of continuing with your current tech (time, direct costs, opportunity costs etc)- replacing Excel will likely generate ROI but it needs to stack up for you.
 
Mistake 2: Tech becoming the objective: "What's the best software which does X?"

Implementing tech shouldn't be the objective. Solving a challenge or achieving a given business objective should be the focus. 


🚀 Solution: Tech must do something to empower your strategy or it will fail. In this example, 'Replace our Excel sheet' shouldn't be the objective. You need to list all the challenges around using it, then look at what you need to do to address those.
 
 Mistake 3: Not including tech in your strategy

 90% of scale-ups have no tech expertise in the leadership team. This means that no one is there to ask "how will tech empower us to meet our financial/business objectives?" 
 
 🚀 Solution: When business objectives are set at board/leadership level, you need to have someone in the room who has a professional background in tech, whose remit is to understand "How will tech be used to empower these objectives?". If that person doesn't exist in the business, hire/outsource them.
 
 🚫 Treating product development as finite 

38% of tech start-ups run out of money. If you want to change the world with a product, or do something that's never been done before, budgeting for one iteration will be painful.
 
 🚀 Solution: Change your mindset. Product development is a constant journey of learning and iteration to balance commercial viability and what customers will pay for. Understand how many 'iterations' you have before running out of cash. Product development never ends (just look at Google; they are always developing their products).
 
 🚫 Perfect a product without customer feedback

35% of tech start-ups fail because there is no market need for their product. Perfecting a product without user feedback can be fatal. You’re potentially wasting time/money building a shiny product that no-one wants to use.
 
 🚀 Solution: Make the first version for an innovation low effort. Demonstrate it to people who understand the vision and potential. If they provide positive feedback and want to use it, you can develop it further. This doesn't mean purposefully make something shoddy- it means getting feedback at the smallest step before investing significant resources.
 
 7-figure businesses who are not adopting these approaches probably have 5-6 figures per year of undiscovered efficiency. This is also holding back growth.  

But… as a tech partner, we can help businesses achieve all these things! Get in touch if you need some guidance.

We work with a broad range of clients. But we have noticed that there are tech mistakes which keep coming up. The good news is, these are easy fixes. And they will make scaling easier… and save you money!

Common tech mistakes that you can't afford to make

We hear from Phil, who has recently been promote to a Senior Software Developer with us.

What is your current position and how long have you worked at Wubbleyou?

I have worked for the company since March 30th, 2020, so just over 2 and a half years now. I started as a mid-level developer and as of this month, I have been promoted to be a senior developer.

I usually start my working day early around 8am. In the two hours before our first stand-up, I usually check my emails and look at my priority list from the project manager and start working on my tasks. I try to pick a task that I can achieve within those two hours, so I have something to show by stand-up. Or one that’s going to take the whole day so I can start early. At 10am I have my first stand-up with the developers, followed by a second stand-up at 10:15am with the wider team. After stand-up usually I jump on with another developer to either code review, QA or just assist them with any issues. Then I focus back on my task which can be anything really; we have so many great projects here. I then go out for a walk around 2pm to clear my head before finishing my day up.

What has been your favourite project to work on?

I think for me my favourite project was the first one we did for CPP. I really led the project and found that exciting. I had to overcome some interesting challenges with the project and came up with a solution that has been implemented for other clients since. 

Also, it was the first project that the company hosted on Microsoft Azure, this lead to some interesting challenges that I overcame and created a template for any future projects that might be undertaken on Azure.

The best thing about working for Wubbleyou?

Wubbleyou listens. In the time I’ve been here I have been vocal about aspects of the business or things I would like to see improved. I have a space where the I feel comfortable to express what I like and dislike. It really is listened to. 

I must mention flexibility too, I’ve been able to work on so many amazing projects and I’ve been able to work remotely which for me is amazing. It's opened up so many opportunities.

Something people might be surprised to hear about your job?

I guess it depends, if you are within the tech space it might be the way we manage infrastructure through code which is really cool and has so much potential.

If you aren’t a techy, I think it would be the fact that you can create some amazing, wonderful software projects with not a lot of experience. Anyone who is thinking about a job in software should go for it.

I’m about to start a project using some technologies i've never used before and languages that I haven’t used since university. I’m excited but also nervous. It's already a project that I talk to my friends about and I hope once it's finished I will be able to talk about its success!

Phil has just been promoted to Senior Software Developer, so we're getting an update from him...

Employee Insight: Senior Software Developer

At Wubbleyou, we empower scaling businesses to scale quicker. We empower growth and solve challenges through technology. We do that largely through software development and technical consultancy. 

We’ve realised that a lot of businesses have the same challenges. Businesses understand that tech can help, but they don't really understand how. For that reason, we've built a Business Automation Roadmap. After answering a quick set of questions, the tool will generate a business automation report specific to you and your business. The report will contain a raft of recommendations, orientated around reducing stress in the business and generating return on investment. This might even be through increased profits or increasing revenue.

There are 34 questions to answer. You select the answer to the question and the stress level associated with the activity. An example of a question might relate to budgeting. Do you use spreadsheets? Or are you not forecasting at all? How stressful is it? The process takes about 10 minutes. 

Once this a complete, you will receive a summary of the situation in the business. This will include the things which are going well and a list of things which could be improved. With every question you've answered there will be a recommendation on what to do next. The idea is to gain an understanding of the following:

· The pain points of your business, and how they are affecting your business profile

· The easy wins that will improve your business

· What you don't know and give you some recommendations to carry those things forward

· Some actions to take over a 12 to 24 month period. 

For example, the report might highlight eight easy wins to carry forward. It will show how these easy wins would affect the profile of the business. Crucially, it will also detail how does the stress profile of the business change if we implement the easy wins.

Not everyone is going to have the skills and the resources within the business to carry this forward. We see that a lot with our clients. We work with our clients to deliver a plan like this in partnership. We act as a technical director to support you at a director level. This means we can inject tactical support, to push that plan forward. The tool enables us to pull recommendations from the report, and work with you to complete in the next quarter to improve your business!

In scaling businesses, adapting to inefficient and inadequate software can seem easier than changing it. But it isn't.

We've created a Business Automation Roadmap Tool to begin to address the issues. The tool maps out your pain points, allowing you to make small changes, and plan for the bigger ones.

Excel is great. It's hyperflexible. It allows us to create forms, processes and to-do lists. We can use it to model and forecast. Scaling businesses manage complicated and multi-step processes using one excel spreadsheet. For a time this works....

It starts when an Excel limitation prevents you from doing something at a critical point. You work around it, but it's a little bit annoying. Then it happens again. And again. These issues compound, leaving you with an irritating spreadsheet management process. 

If you have a spreadsheet with several contributors, the limits to Excel become clear.  Let's say you manage the core delivery process of the business in one spreadsheet. Many people interact with this document everyday.  People begin to over-write each other. Key information starts to disappear. There isn't a way to limit what people are seeing. 

With every update, there is a new sheet, or a new column. For example, each row needs comment or a weekly update. You end up either with a column with tonnes of text in it, or you start a new column each week.  Another example would be a report which needs to be done weekly. This results in one Excel document with a million sheets in it. And this duplicates every week to generate the new report.  The result is masses of data, with duplication, inaccuracy... and because it's Excel, a million more sheets.

Reporting with Excel is a nightmare, namely because it doesn’t connect with other software. A business director with two bits of software or two reports gets confused. This is even more the case if the reports are painting different pictures. The director wastes time trying to figure out which is correct (if either are!). If you have two figures for gross profit- one from an Excel spreadsheet and one from accounting software- which do you believe?

What once was there great innovation for the business becomes a burden. It causes business pain. With this in mind, is it a good idea to produce reports in Excel? 

To start with, absolutely. Tools like Excel are a great way to test or prototype a solution, using the skills available to you. When working with straightforward, small amounts of data, Excel does the job. But there are better tools to achieve the same thing. Software like Smartsheets or Airtable offer largely the same benefits, but they remove the headaches at the same time. A lot of this software can integrate with other tools, so you can connect up your CRM to your delivery process for example. Or automate your project kick-off process when you win a deal. Or automatically generate invoices.

We’ve worked with several businesses this way. Businesses are turning over between £2-10 million a year, yet they manage their delivery process via excel. It's not uncommon to see businesses of this size wasting a 5-6 figure sum over a three-year period by managing a process inefficiently. Their businesses were transformed by using better software, both in efficiency and value. It's typical to observe return on investment of somewhere between 325% and 800%, using a mixture of off-the-shelf and custom software. This reduces business pain at every level. People spend less time fixing the things that are going wrong, or wondering why the data is bad. The management team gets better data. This enables them to make data-driven decisions with information they can trust.

There is a life beyond Excel, and we’re telling you it’s a happy one.

Excel is great. It's hyperflexible. It allows us to create forms, processes and to-do lists. We can use it to model and forecast. Scaling businesses manage complicated and multi-step processes using one excel spreadsheet. For a time this works... until it doesn't.

In business it's common to be fire-fighting, especially when you're scaling. It’s easy to neglect the problems when the business is growing quickly. But more and more problems occur. If you leave this unchecked, fire-fighting might become all you do. You're making no progress: all you are doing is running around with a fire extinguisher putting out smouldering fires.

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