{"id":1975,"date":"2024-04-09T13:21:00","date_gmt":"2024-04-09T13:21:00","guid":{"rendered":"https:\/\/staging.mintcreative.com\/ideal-test\/?p=1975"},"modified":"2025-07-14T13:58:12","modified_gmt":"2025-07-14T13:58:12","slug":"15-years-15-lessons","status":"publish","type":"post","link":"https:\/\/staging.mintcreative.com\/ideal-test\/15-years-15-lessons\/","title":{"rendered":"15 Years, 15 Lessons"},"content":{"rendered":"\n
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It\u2019s 15 years since Moto Shakoori, Founder and CEO, set-up Ideal. From where he began renting a desk to helping to deliver some of the smartest buildings in Europe today, these are the 15 lessons he says he has learnt over those 15 years.<\/p>\n

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\n Lesson 1\/15: People <\/h2>\n
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Over the 15 years, I\u2019ve grown to really appreciate the power that good people bring. Not just skills and experience. Positivity. Enthusiasm. Drive. Today I think of business as a battle; you want to look around and think yes, these are the people I can rely on when things get tough. We\u2019ve got 57 people today and I can confidently say they\u2019re all right there with me.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 2\/15: Trust <\/h2>\n
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When I look back at the Twickenham contract, which shaped who Ideal is today, I now know we were seconds away from losing that opportunity. We\u2019d made it to the final tender interview, and were as prepared as we could be, practising over and over. What we hadn\u2019t factored in was waking up to storms and flash flooding. Motorway closures meant we had to take slow country roads. It was a race to get to the customer on time and we only made it with seconds to spare, running into the reception, trying to not look flustered. The client later confirmed that had we been late, he would have awarded the contract to a better known, bigger competitor. He said he would\u2019ve felt that we had let him down, even though the circumstances were out of our control. It was all about trust. And it still is today.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 3\/15: Acceptance <\/h2>\n
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When I started in business, I worried that being called Moto Shakoori would confuse people and maybe create a barrier. So I became Mo Merrick. (Yes, that guy is me!) It was only about two years ago that I got rid of that pseudonym and reverted to my real name, Moto Shakoori. I\u2019m not sure if that reflects a growing acceptance of myself or a more accepting world, but either way I\u2019m just relieved to be me.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 4\/15: Bullets before cannonballs <\/h2>\n
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There\u2019s a business book by Jim Collins called \u2018Great by Choice\u2019. In it, he says: \u201c\u2026fire bullets, then cannonballs.\u201d We learnt that the hard way by making some wrong decisions that cost us a lot of time and money. For example, why did we take two vast floors of a new office development in Brighton \u2018to grow into\u2019? We could have kept our egos in check, taken one floor and saved ourselves a fortune. Today we favour innovating on three, four or even five targeted fronts (bullets) and ride the ones that show real potential. It\u2019s less risky, more agile and ultimately more rewarding.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 5\/15: Sales for start-ups <\/h2>\n
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Sales for start-ups. I\u2019m a sales person through and through. When I started, back in 2009, there was a very competent two-person company who started a similar business at almost the same time. They had far more technical capability than me. I had the sales passion to find new business. After two years, they ended up coming to work with us here at Ideal. When companies get established, it\u2019s fine for the finance, engineering or production people to run the business. When you\u2019re in start-up mode, sales is king.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 6\/15:\u00a0 Hiring <\/h2>\n
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If it\u2019s a yes, it\u2019s a yes; if it\u2019s a maybe, it\u2019s a no. Sometimes we shoehorn people into a position because we see the good in them and we\u2019re under pressure to fill a gap and get things done. \u2018Shoehorn\u2019 is the key word here. Uncomfortable shoes rarely become your go-to footwear. Best to walk away and look elsewhere.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 7\/15: Going the extra mile (and miles) <\/h2>\n
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In the early days I was trying to win a well-known retail client when they casually mentioned they had some aging tech they needed to get rid of. Even though it meant putting all my personal savings on the line, I offered to buy it, as it had value. The problem was it was distributed in large stores all around the UK. \u201cNo problem\u201d, I say, \u201cwe\u2019ll pick it up.\u201d Which we did, using a friend with a van on an epic road trip. They were so impressed with our can-do attitude, they asked us what else we could for them. We were soon helping them to implement a whole range of technical solutions and they\u2019re still an important client today.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 8\/15: Working with my wife <\/h2>\n
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About eighteen months in, I was struggling to manage the business and also keep up with sales demand, so Claire, my wife, agreed to come in as MD. (Did I ask, or did she offer? We can\u2019t remember.) Claire had no technology experience, but she\u2019s smart, a quick learner, and unbelievably capable. It was a brilliant decision for the business, which grew 100%, year on year, for the next five years. However, it was a challenge for us as a couple, and we no longer run the business together. Looking back, would we do it again? No chance! But thankfully we\u2019re still happily married, and the business is thriving.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 9\/15: Fresh perspectives <\/h2>\n
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As MD, Claire was attending lots of tech events in the UK and abroad. Wow what an eye-opener! Having been part of the industry for 25 years I had been na\u00efve to the overt sexism and blokey tone we all quietly accepted. I think things have shifted over the last decade or more, but it taught me some valuable lessons. Take time to look at things from other people\u2019s perspectives, be that customers, employees, friends or relatives. Stand-up for what\u2019s right. If it\u2019s not OK, call it out.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 10\/15: Curiosity <\/h2>\n
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When someone buys a drill it\u2019s not because they want a shiny new tool. It\u2019s because they need to make a hole. Why? What\u2019s the hole for? Where will it be? Wherever you work, asking more questions is generally a good idea. Unless you understand the real problem, you can\u2019t provide a comprehensive solution. It\u2019s something we instil with everyone at Ideal today.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 11\/15: Taking time out <\/h2>\n
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The rapid growth in the business coupled with work taking over family life eventually took its toll. My wife Claire and I both felt we needed some time away from the business, so we decided to appoint a management team that would allow us to step back. It was really valuable for me. Life slowed down. I spent as much time as I could in the great outdoors. And I took on projects using my hands, developing skills that I always wanted to learn, such as carpentry and construction. Eventually though, I found that life just wasn\u2019t fulfilling enough for me. I missed working with our team and our customers at Ideal. I needed that purpose. Now I\u2019m loving being back at the helm, but I leave work in the office. Work-life-balance lesson learned.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 12\/15: Surround yourself with experts <\/h2>\n
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Steven Bartlett, famous for his \u2018Diary of a CEO\u2019 podcast, said: \u201cHaving access to people smarter than you is a blessing rather than a threat.\u201d I\u2019ve been a big believer in that from the start. I look back to the early days and recall the pride I felt at delivering a telephony and core networking solution across all of IKEA\u2019s UK & Ireland stores; a smooth deployment only made possible by assembling a fantastic team of people. That\u2019s where I cemented the lesson: always look for amazing people who are going to make a difference to your business.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 13\/15: Make the hard decisions faster <\/h2>\n
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We all know that any big decision you make could affect people, relationships, harmony, culture, bottom line \u2013 and sometimes that causes you to naturally delay a decision. At the start, I would ruminate on these things, and it would take my mind off the ball, whilst potentially creating uncertainty in the business. I\u2019ve learnt that holding off doesn\u2019t help the company, yourself, or anyone who might be affected. It\u2019s the right thing to make hard decisions early.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 14\/15: Sustainability <\/h2>\n
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Sustainability comes into virtually every discussion we have with customers today as part of their smart building conversation. Organisations want to reduce their carbon footprint, energy consumption and costs. One piece of advice I\u2019d give to anyone is that the \u2018smarts\u2019 need to be factored in at building design stage and constantly fought for. There\u2019s a tendency to remove some of these features to save money, but it\u2019s a false economy. Design for the future and don\u2019t cut corners, otherwise your building will never be as smart as it could be. Tenants won\u2019t be as excited to move into it. And the sustainability benefits for the building and the planet will be compromised.<\/p>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>\n\n\n\n

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\n Lesson 15\/15: And for the next 15 years? <\/h2>\n
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Middle age! Actually, for the next 15 years, my focus will be on enjoying work. I\u2019m also going to be super careful about looking after myself \u2013 what I eat; how much I drink; how many hours I work; going to the gym. If you don\u2019t look after yourself, you won\u2019t be able to look after or help others. I think the basis of a good company is one where everyone looks out for each other. If you don\u2019t have happy people, you\u2019ll never have happy customers.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/article>\n<\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n <\/div>\n<\/section>","protected":false},"excerpt":{"rendered":"

It\u2019s 15 years since Moto Shakoori, Founder and CEO, set-up Ideal. From where he began renting a desk to helping to deliver some of the smartest buildings in Europe today, these are the 15 lessons he says he has learnt over those 15 years.<\/p>\n","protected":false},"author":5,"featured_media":2068,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[24],"tags":[],"class_list":["post-1975","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-company_community"],"acf":[],"yoast_head":"\n15 Years, 15 Lessons - Ideal<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/staging.mintcreative.com\/ideal-test\/15-years-15-lessons\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"15 Years, 15 Lessons\" \/>\n<meta property=\"og:description\" content=\"It\u2019s 15 years since Moto Shakoori, Founder and CEO, set-up Ideal. 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