Thank you to all of our clients, collaborators, advisors and team members this year. You make our work possible and mean so much.
(PS if you like our illustrations and need an illustrator, get in touch with Beatrix, she’s awesome).
This is our 2020 story, including some secret numbers, the things we built, team achievements, and our plans for charitable donations this year. If you don’t have time to read it all, here are the highlights:
Last week we bought some antibacterial, eco baby wipes from a company called Mum & You. They describe themselves on their homepage as follows:
After we made the purchase we took the time to write to them to say we found their messaging around reinforcing a stereotype that explicitly and exclusively attaches women to baby care problematic. They wrote back saying:
“We completely support Dads and equal parenting, but we have to recognise that in the majority of cases it’s the Mum that most often takes parenting leave to care for a baby. Because of that, we believe that supporting…
I’m definitely someone who has on many occasions argued something to death just to be right and one of the joys I’ve discovered over the past few years is that of being wrong.
This is probably obvious to most people but I had to figure it out so I thought I’d share it in case it’s helpful for anyone else.
If I am right all of the time then I can not learn anything because I already have all of the answers. Whereas every time I am wrong I learn something new.
The thing that has got in the way…
This post was originally part of a longer post called Managing anxiety in times of uncertainty and decreasing revenue but it felt like a deviation from the point of that article so I decided to pull it out to a separate post.
George, our head of growth, said the other day that working through C19 is like living through an MBA exam question. We have just come out of our Q2 planning and with so much uncertainty, and our largest ever team size it is so important that we are aligned, and the planning went remarkably well (in my opinion)…
At Ticket Tailor, a service that provides ticketing to event organisers, we are of course feeling the damaging effects of the global pandemic on our business in the form of (1) decreasing revenue, and (2) complete uncertainty of what’s to come next. You don’t need an MBA to know that this is not a comfortable scenario for running a business, especially as we’ve grown accustomed to nurturing slow and steady growth over the past eight years. In fact, it’s the perfect recipe for creating a lot of anxiety.
Here’s a look at what happened to ticket sales for us at…
I’ve been really fortunate to get a couple of public speaking opportunities lately. In June I spoke at Indie London about the journey of growing Ticket Tailor, and last night I was on an expert panel hosted by FEInternational on the topic of growing a tech business.
Like everyone, I get anxious about the idea of public speaking and am my own worst critic. I particularly struggle with thinking on the spot. In fact in the Q&A at Indie London I was asked “What was the biggest mistakes you made along the way?”. …
Today we put a huge update live on Ticket Tailor that I’m really excited about. It has been in the planning for months and today we did a smooth, quiet rollout of our new pricing! That doesn’t sound too radical but for a company that’s tagline used to be No ticket fees. No fuss. it feels pretty radical to introduce a ticket fee option.
I’m so excited about this because it is a huge step forward in our mission to make life easier for event organisers and become a mainstream ticketing company.
When you are running your own business there’s an expectation that you want to grow it to be as big as possible. The media portrays getting funding, hiring staff, and moving into bigger offices as big milestones you should be aiming for. Go big or go home seems to be the mantra of most business writing and it’s a pressure that’s hard not to get sucked into.
I used to read Wired magazine and see successful international businesses run by people younger, smarter and better dressed than me that had fancy offices with hundreds of employees. …