BiziNet Magazine Issue #80 - July/August 2016

SYDNEY - ISSUE 80 | JULY - AUGUST 2016

LEGAL STRUCTURING. IT IS ALL IN THE FOUNDATIONS Page 22

PSYCHOLOGICAL ‘SECRETS’ TO SPOT GEM EMPLOYEES AND SIFT OUT THE REST!

The Concept of Outsourcing Page 28

Page 26

Niels Marquardt American Chamber of Commerce

Goes West BiziNet Magazine

#80 July/Augt’16

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Editor and Publisher: Dmitry Greku Cover Story A. Charles Smith Contributing Writers: Bekir Kilic Steven Brown Bruce Gleeson Rebecca Cushway Steve Sebbes Matthew Jones Cher Campbell George Mavros

Art Director: Svetlana Greku Cover Design Elvira Cherry Executive Officer: Daniel Moisyeyev Associate Editor: Craig Hingston Printing: Blue Star Group BiziNet Magazine is published by GWP Media® ABN: 82 096 352 064 www.bizinet.com.au

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The opinions expressed in this journal do not necessarily reflect and are not to be regarded as the official opinion of the editor, publisher or their agents. All information contained within this journal is provided for general information purposes only and on the understanding that none of the content herein constitutes professional advice. The editor, publisher or their agents accept no responsibility for any claim, loss or damages arising out of or in connection with any materials contained in this journal.

Readers should not rely on the publications in the journal and seek appropriate professional advice in respect of their own circumstances.

Contents Cover Story

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Niels Marquardt American Chamber of Commerce Goes West A. Charles Smith

Regulars

08

EDITOR’S LETTER

AmCham GWS is Your Chance to Play Big… Not just Dream Big...

30

BUSINESS ADVICE EOFY – Now What?

Cher Campbell

Dmitry Greku

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BUSINESS SNAPSHOTS

24

Craig Hingston

BUSINESS PRODUCT

Is Your Internet Ready for Today’s Online Demands Matthew Jones

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BUSINESS ADVICE Drive Thru Bankruptcies Coming Soon to Australia Bruce Gleeson

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Big Data

22

Legal Structuring. It is All in the Foundations

Features

32

Blockchain Smart Cities and You? George Mavros

Bekir Kilic

Steven Brown

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Psychological ‘Secrets’ to Spot Gem Employees and Sift out the Rest!

Rebecca Cushway Watch More @ bizinettv.com.au

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The Concept of Outsourcing Steve Sebbes

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Introducing Our Contributors

Bekir Kilic

Bruce Gleeson

Steven Brown

Cher Campbell

Bekir Kilicis a Managing Director of PRO IT. Founded in 1999, PRO IT’s objective was to provide an alternative to the conventional IT support and outsource services model for banking, finance and the media industries by focusing and understanding the clients core needs, can do attitude and close client/vendor relationship.

Bruce Gleeson is a Registered Liquidator and Registered Bankruptcy Trustee with approximately 20 years experience in assisting SMEs and individuals in financial crisis. He is a Director of Jones Partners Chartered Accountants. As an Insolvency Practitioner he believes it is vital that stakeholders (particularly directors and individuals) get the right advice from qualified professionals on the options available to them. Bruce is passionate to ensure that directors / individuals throughout the Greater Western Sydney area have access to quality advice and solutions.

Steven Brown founded Etienne Lawyers in 2003. They are best described as having an ‘International Reach with Small Firm Personal Service’.

Cher Campbell commenced her recruitment career in 1999 and has worked across an extensive array of positions and industries.

IT support and outsource services is delivered throughout all major cities located in Australia and New Zealand.

Today PRO IT provides data centre “smart & remote hands” for many multinational organisations.

proit.bizinet.com.au

PRO IT Pty Limited p | 1300 727 553 www.proit.com.au

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With qualifications from Sydney and Macquarie Universities, Steven has gone on to have over 30 years in the law. With his own practice and a passion to help others succeed, Steven is a total professional, informing and educating along the way.

Steven specialises in all aspects of helping businesses to stay out of trouble and grow. He enjoys the cut and thrust of litigation and is a balanced negotiator for all alternative dispute resolution methods.

jonespartners.bizinet.com.au

etiennelawyers.bizinet.com.au

Bruce Gleeson p | 02 9894 9966 www.jonespartners.net.au

Steven Brown p | 02 8845 2400 www.etiennelawyers.com

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“I’m really proud of the fact that our business has been built entirely on referrals and repeat opportunities which is exactly what we had in mind when we started iPlace Recruitment.

Having been in the industry for over 15 years I have seen enormous change and I have also witnessed how wrong it can go if you don’t spend the time getting to know what our client is looking for and what the motivators are for our candidates.”

iplacerecruitment.bizinet.com.au

Cher Campbell m | 02 02 8865 9200 p | cher@iplacerecruitment.com.au www.iplacerecruitment.com.au

Bella Vista Business Alliance BAF When:

6 July 2016

5:30 - 7:30pm Where:

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BVBA Coffee Morning

When:

19 July 2016

10:00 - 11:30am Where:

Telstra Business

Blockchain – Smart Cities and You

When:

20 July 2016

7:00 - 11:00am Where:

University of New

Castle Hill

Centre - Bella Vista

England, Level 1, 232 Church

Cost: $50

Cost: Free for first visit

Street, Parramatta

Contact: 1300 889 132

Contact: 1300 889 132

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Ryde Forum Business After Hours When:

8 August 2016

5:30 - 7:00pm Where:

TBA

BVBA Coffee Morning

When:

16 August 2016

10:00 - 11:30am Where:

Telstra Business

AmCham GWS Launch

When:

23 August 2016

12:00 - 2:00pm Where:

WatervieW in

Cost: $40

Centre - Bella Vista

Bicentennial Park

Contact: 02 9952 8498

Cost: Free for first visit

Cost: $149

www.rydebusiness.com.au

Contact: 1300 889 132

Contact: 02 8031 9000

bellavistabusinessalliance.com.au

amcham.com.au

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EDITOR’S LETTER

AmCham GWS is Your Chance to Play Big...

Not just Dream Big...

Dmitry Greku, M. Sc., Editor and Publisher - BiziNet Magazine

Two months ago we, GWP Media and Bella Vista Business Alliance, were invited to start and operate the Greater Western Sydney Chapter of the American Chamber of Commerce in Australia - AmCham GWS. AmCham is the largest and most influential business chamber in Australia. It has diverse membership consisting of huge corporations from the United States and Australia as well as the everyday entities with which we are all familiar. AmCham is the place where Australian and American SMEs are associated, share networking opportunities and do business with the World’s biggest companies.

Networking is a crucial part of any business.

Presidents and Prime Ministers visit their counterparts – networking; leaders of the world economy attend world summits – networking; you coming to our events and meeting leaders of the biggest brands on this planet – the AmCham Networking. It’s an opportunity to get to know your fellow business operator, their needs as well as aspects of their life and become someone who can make a difference

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for them and their business. I’ve no inclination to consider networking as a business card exchange exercise. This is entirely misconceived. For a start, it’s disrespectful to your counterparts and their businesses and also ineffective.

Networking AmCham style is something which has never been done before in the Greater West. The calibre of speakers is second-to-non.

Robbert Rietbroek , CEO of PepsiCo Australia & New Zealand will be the first guest speaker at the AmCham GWS launch event at the end of August. Robbert has vast experience in running companies and building brands for such global companies as Kimberly-Clark and Procter & Gamble. We can only imagine the level of his skills in the fields of marketing and business development. AmCham is an opportunity to learn from people like Robert direct.

Another reason for the AmCham seal of success becomes quite clear when you get to know their executives. Positive energy, excitement and trust in the brand exude from CEO, Niels Marquardt, and GM, Robert Hossary. Every AmCham Member is treated with the same respect and professionalism. Their attitude and that of their staff is exhilarating.

We all need to spend money wisely in our businesses and I would like to ask you to stop for a moment and think if you currently place your resources into the right place. Common sense told me a long time ago that it’s better pay a bit extra for that which is more valuable and brings a long-lasting healthy return on my investment. Often we are prone to stick

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to something that seems more comfortable because of familiarity. Comfort zones can lull us to sleep and like the casual ship’s Captain, we don’t see the reef until it gouges the hull.

We’re all excited here in the AmCham and Bella Vista Business Alliance. Fascinating guest speakers, outstanding achievers all, are coming our way and will help facilitate unique networking opportunities to the Greater Western Sydney. I urge you to register for the AmCham GWS events, test us and, arguably, make the best decision for your business.

Joining makes you part of the most effective, responsive and productive Chamber of Commerce you can find.

I recommend that you visit the AmCham website and have a quick look at people and organisations with whom your business has a chance to be associated.

If you’re planning big, you’ve got to play big...

Have a great day and take care of yourselves and your clients. G

e | editor@gwpmedia.com.au

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Niels Marquardt American Chamber of Commerce “Go West, young man, go West and grow up with the country.”

Goes West

Horace Greeley

by A. Charles Smith

Proof that Greater Western Sydney is emerging as the engine room for economic growth in New South Wales has been borne out by the decision of the American Chamber of Commerce to re-establish a Chapter in this buoyant region. The chamber, known as AmCham, was established in the Sydney CBD, fifty-five years ago. From August 2016, evincing a demonstrative show of confidence by AmCham in the future of the region, the group will commence operations.

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Niels Marquardt , CEO , American Chamber of Commerce in Australia

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BUILDING INTERNATIONAL CONNECTIONS

AmCham Business Briefing, Shangri-la Hotel, March 2015. On stage: (l-r) John Borghetti, CEO, Virgin Australia and Edward Bastian, CEO, Delta Airlines interviewed by Ticky Fullerton, ABC

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AmCham is Australia’s largest international business Chamber. The Board of Directors is headed by the well-credentialled Chairman Ms Maureen Dougherty, President of Boeing Australia, New Zealand the South Pacific.

The composition of the board reads like a ‘who’s who of Australian business and includes Geoff Culbert, President General Electric Australia and New Zealand; Deborah Chew, Partner Hall and Wilcox Lawyers; Tony Clemens, Partner Price Waterhouse; Page Maxson, CEO Australia Pacific LNG; Richard Owen, Chairman ExxonMobil Australia; Robbert Reitbroek, CEO PepsiCo, Australia and New Zealand; Bill Townsend, General Manager of Inpex Operations and Jim Whalley, CEO and Chairman of Nova Systems.

And, on top of that impressive array of business talent, a Council of Governors exists in every Mainland State. The Council, at the request of the Board, offers advice to the Board of Directors on specific matters and issues. Individual governors are senior active members of AmCham.

In New South Wales, there are fifty-eight such Governors from across the business spectrum, small, medium and large, including insurance, banking, electronics, law, accountancy, the tourism industry and airlines. It is no accident that these appointees understand small to large business operations, the interplay with government and together with the Board, seek to make the voice of business heard and understood throughout the State, nationally and internationally.

AmCham’s CEO and also board member in Australia is Niels Marquardt, a highlyexperienced former diplomat. Mr Marquardt has superintended missions all over the world, his last posting being the United States Consul-General in Sydney for three years. He’s the driving force behind this strong pro-business initiative.

ister of bull as Min AmCham rn u T lm o ing Malc ation open e Communic commemorating th -US e a c li n a tr re s u fe Con the A A) ersar y of 10th Anniv Agreement (AUSFT e d ra T e Fre

Articulate, busy and friendly, Marquardt is the type of man to whom listening is easy, a ‘userfriendly sort of guy’, being a fitting epithet.

Thirty-three years in the foreign service of his country carries with it an inclusive, knowledgeable pedigree yet there is nothing ostentatious about him. Stepping from the Department of State into the leadership role at AmCham in Australia in 2013 was a natural transition.

Discussing AmCham’s determined commitment to Western Sydney, he is consummately persuasive rather than manifesting speculative vacuity. When he reflects upon the limitless opportunities that Greater Sydney West offers, his antenna is engaged and definitively pointed towards the region as a dynamo of opportunity.

“For too long, AmCham has missed the action on the sunny side of Pyrmont,” he says drily.

“There are huge opportunities out here in the west. We intend to access them and expand our commitment to foster business growth and development.”

The initiative reflects a keen eye for furthering business endeavour that has followed him wherever he was posted. Marquardt always

Architects of Australia-US Trade Agreement: (l-r) Michael Thawley OM, The Secretary of the Department of Prime Minister and Cabinet, John Howard OM AC, Former Prime Minister of Australia and Bob Zoellick, Former US Trade Representative and Former World Bank President

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BUILDING INTERNATIONAL CONNECTIONS made it his mission to nurture existing AmChams and encourage their development.

“As a diplomat, I liaised with the local AmCham and if there was none, sought to establish one.”

He had considerable success in doing so, pointing to Cameroon, Madagascar and Equatorial Guinea as examples of AmCham’s spread on the African continent and nearby.

So what is it about this prestigious organisation of which everyone’s heard but most know so very little about? AmCham has had impressive growth and boasts 150 chamber affiliates in 108 countries. The largest outside of the USA is located in China containing more than 2,600 individual members and over 1,200 companies. The Philippines enjoys its status as the world’s oldest foreign chamber.

Apart from the prestige that the brand of itself affords to membership, joining AmCham provides immediate practical advantages including networking on a B2B basis, access to a range of benefits, information to members, visibility and persuasiveness.

It has been founded on strong precepts of fearless advocacy, the acquisition of knowledge to empower its members and pursues a principled role in nurturing business endeavour.

Any thought that AmCham is an exclusive club in which the mega-rich luxuriate in long lunches is quickly debunked. Rather this is a buoyant advocacy mechanism, helping, guiding and facilitating no matter how small or how big the member enterprise.

“Its global brand means that doors are opened,” he states matter-of-factly.

With a federal election looming, there has been debate about the taxation of transnational companies and foreign investment.

AmCham is wholly committed to support the free market system.

John Roskam, head of the think-tank IPA recently observed that between 1990 and 2010 the number of people living in extreme poverty in the world fell by one billion. In China alone in the three decades to 2010, 680 million people escaped extreme poverty.

Those are huge numbers and, Roskam argues, are the result of the expansion of capitalism and free markets. Of the seven billion people on the planet, one billion still live in poverty. Roskam says, “The way to get those one billion out of poverty is by using the methods that have been proved to have worked in the past.”

(l-r) John ss event: stralia, Maureen e c c a e iv a, gin Au Exclus CEO, Vir t, Boeing Australi , i, tt e h rg n n a e Bo ti id s s a e B r ard ty, P Dougher Pacific and Edw th NZ & Sou a Airlines lt CEO, De cott Admiral S Swift, er Command e of th US Pacific Fleet

AmCham endorses this philosophy and is keen to dispel misconceptions about foreign investment.

“It’s essential to a healthy economy. You may be surprised to know that the greatest capital investments by far in Australia are made by U.S. companies. They rank many times higher than China,” observes Marquardt.

Noting Boeing’s presence in Australia for ninety years, he lauds the Australia/ USA comity of language, culture, good attitudes, business ethics and simple currency exchanges that makes Australia a pre-eminent place to invest. But he adds

Julia Bishop , Australian Foreign Min ister

“We at AmCham are endowed with an awareness of history that intones a sense of proportion and the capacity for development through visionary expansion. After all, Hewlett Packard started in a backyard shed seventy years ago.”

Recognising that effective representation on behalf of businesses to government both here and overseas must be buttressed by knowledge and up-to-date information, AmCham has established standing committees and working groups on human capital, energy and resources, innovation, food and beverage, defence and security, health and taxation.

Delegations are frequently organised to Canberra to confer with government leaders and senior public servants, where the credibility and track record of AmCham for speaking its mind at these forums has gained much respect.

(l-r) John Borghetti, CEO, Virgin Australia and Edward Bastian, CEO, Delta Airlines interviewed by Ticky Fullerton, ABC

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Annual AmC ha US Ambassa m Directors Lunch, T he Hon John dor to Aust ralia Berr y,

and nator for NSW nan, Former Se al er (l-r) Helen Coo Gen NSW Attorney Gabriel Upton,

that it works both ways too for Australian companies like Westfield, BHP Billiton and Invetech have made massive successful investments in the United States.

In his time as a diplomat, Marquardt never saw two countries more closely aligned than Australia and the United States.

“Tens of thousands of jobs have been created by U.S. investment in Australia. The tyranny of distance is no longer a barrier to that relationship with seven flights a week to the US.” Speaking of its reach, Mr Marquarndt describes the not-for-profit AmCham as apolitical and fiercely independent but sharing a universal ethos.

“We operate within a strong, principled compass and have a sense of social corporate responsibility, honesty and transparency.”

Functioning under such philosophies engenders trust amongst its members and affiliates.

Recently, founder of PayPal Peter Thiel gave a talk at Hamilton College in the United States arguing that when Einstein supposedly said that compound interest was the most powerful force in the universe, he was looking at personal ethics in business and in life.

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“This isn’t just about finance or money, but it’s about the idea that you’ll get the best returns in life from investing your time in building durable friendships and long-lasting relationships,” said Thiel.

These are sentiments are supported by AmCham not merely through paying lip service to them but in a practical sense.

AmCham’s members can join the yearly visit to the United States where the connectivity of the organisation leads to doors being opened with other businesses as well as affording an entrée to government. Alternatively, if members so choose, they can undertake trips as individuals and still enjoy all that AmCham’s back-up can provide.

“If you want to visit some of the powerhouse cities say, New York, Washington, Chicago, San Francisco, Houston, AmCham will assist and open doors.”

Overcoming common pitfalls in doing business in the States is something AmCham is conscious of facilitating. Unlike Australia, at a corporate level, there are three levels of taxation to consider, Municipal, State and Federal.

“Dealing with hurdles is AmCham’s forte.

There are incentives too and we can refer Aussie businesses to those with expertise to assist in navigating these waters. This also includes acquainting entrepreneurs with the E3 visas, only available to Australians.”

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AmCham also identifies worthwhile conventions and conferences. Last year Mr Marquardt led a group of Australian business people to the Innovation Mission that took in San Diego and Silicon Valley. They visited General Electric in San Ramone and met CEO Meg Whitman of Hewlett Packard.

“American CEOs love taking time-out to meet their Australian counterparts, both small and large. We have had these guys flying thousands of miles to catch up with Aussie business people in order to make connections and to understand their industries and operations.”

This coming October another trip is planned.

It will include a visit to Seattle to include corporations like Hoover and Johnson & Johnson. At Stanford University delegates will explore the synergies between business and scientific advances. In February 2017, another visit to Silicon Valley is planned with a focus on the vital importance of cyber security.

Marquardt says that Australia has always been a very attractive destination for investment.

“We’re against any regulatory or tax measures that might discourage this trend. AmCham is about demonstrating in a practical sense that capitalism and the free market ideas are neither selfish nor self-centred. After all,

BUILDING INTERNATIONAL CONNECTIONS a market needs two people to trade as one can’t trade with oneself. A free exchange in a free market produces a win-win situation.”

In 2009 in an essay entitled ‘The Education of a Libertarian’, consistent with these sentiments, it’s worth visiting Thiel again when he wrote - ‘I remain committed to the faith of my teenage years, to authentic human freedom as a precondition for the highest good. I stand against confiscatory taxes, totalitarian collectives, and the ideology of the inevitability of the death of every individual. For all these reasons, I still call myself ‘libertarian’.”

With its Greater Western Sydney Chapter ready to commence activities, at a local level, experience has shown that wellorganised functions with energetic speakers provide the opportunity for B2B contacts and networking.

“It’s a subtle thing at these AmCham luncheons. We don’t just draw a lottery and plonk people anywhere but seat them where they are likely to connect. Our aim is to grease the skids of commerce. When we place people in a room, things happen.”

August will mark AmCham’s inaugural function with a business luncheon. AmCham Board member and PepsiCo’s Managing Director for Australia and New Zealand, Robert Reitbroek, (formerly CEO from

Kimberly Clark) will be the guest speaker.

There will be a Q and A session following his talk.

“This fellow has one of the smartest marketing minds I’ve ever encountered and we anticipate drawing up to five hundred for this fantastic event,” says Marquardt.

The success of the Greater Western Sydney AmCham initiative depends on the response.

Marquardt is optimistic about there being an enthusiastic one and has grounds for that belief.

“North, south and east of Sydney is constrained by geography. Opportunities in the Greater West are limitless. We intend to get to know the community out here so come along and give us a go. You won’t be disappointed.” G

Delegation for 2015 of the AmCham Innovation Mission to the USA in front of the GE Global Software Centre

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Business Snapshots with Craig Hingston, Associate Editor

Australian economy grew by 1.1% in the first quarter of this year. In the 10 months to April it increased by 3.1% helped by a surge in exports.

U.S. company has announced the world’s first electric prime mover – its six electric motors can pull a 36 tonne load up to 2000 kilometres before needing a recharge.

According to Trading Economics the inflation rate will continue to rise in 2016… hitting 1.5% in Q3 and moving up to 1.9% by Q1 of 2017.

Westpac Melbourne Institute Consumer Sentiment Index jumped 8.5% in May to 103.2 points – the highest since January 2014.

An employee who tested positive for drugs at his work place but then manipulated the results has been fined $18,000 by the Fair Work Commission.

Australian manufacturing has recorded 10 consecutive months of growth which is the longest period of expansion since 2006.

The world’s first PVC material for 3D printing – called 3D Vinyl – has been developed in Australia.

The NSW Government has announced a 10 cent refund on drink containers.

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BUSINESS ADVICE

Bruce Gleeson, FCA, RITP Principal, Jones Partners Insolvency & Business Recovery

Drive Thru Bankruptcies - Coming Soon to Australia I hope this headline has got your interest! Yes, Drive Thru Bankruptcies or more correctly put one year bankruptcy terms were announced as part of the (1) Productivity Commission’s Report to the Federal Government on 7 December 2015 that looked at key drivers of business set-ups, transfers and closures. This proposal and other changes were reforms announced as part of the National Science and Innovation Agenda by the Prime Minister and then the subject of a (2) Proposal Paper in April 2016.

It has been expressed that Australia’s bankruptcy laws are overly punitive (when compared to other overseas jurisdictions) and that by reducing the current bankruptcy term from three years to one year that this will likely encourage greater risk taking and promote entrepreneurial activity. However when one analyses the Australian bankruptcy statistics, only about 25% of bankruptcies appear to be business related. So on this point alone, it does not make a great deal of sense that by reducing the bankruptcy period, it is going to necessarily spur on entrepreneurial activity.

There is no doubt whatsoever that we need a bankruptcy regime that adequately protects and facilitates the opportunity for a recovery for creditors, but equally provides a mechanism for the individual to re-establish themselves.

However, getting the balance right is paramount for all stakeholders and one wonders whether the proposed changes will achieve these aims.

Additionally what is important, particularly for the individual is that they fully understand the options available to them when dealing with financial difficulty and they get advice from a suitably qualified professional.

In my experience, when an individual makes the decision to enter into bankruptcy voluntarily (or this occurs via a Court process), I would suggest the real issue that is the limiting factor in them advancing their financial position post being discharged from bankruptcy is the impact of bankruptcy (ie the event itself) on a person’s credit file, not necessarily the bankruptcy time period.

Given the proposed change in bankruptcy term and before some readers choke on their tea or coffee, what should be noted is that the proposed reduction will not change the law regarding the current “vesting of property”

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and “income contribution regime” provisions.

However, the later provision will become more problematic because whilst a bankruptcy trustee will still be required to assess an individual’s income in years two and three, adequately getting the discharged bankrupt to comply with information provisions and also pay contributions will be difficult unless the anti-avoidance provisions are sufficiently drafted. Let’s hope the drafting provides an adequate level of protection!

At Jones Partners we take the time to listen and fully explain the options to people in financial difficulty so that an informed decision can be made. G (1) http://www.pc.gov.au/inquiries/completed/ business/report (2) http://www.treasury.gov.au/ ConsultationsandReviews/Consultations/2016/ Improving-bankruptcy-and-insolvency-laws

As mentioned, access to credit postbankruptcy is I believe the more constraining issue presently, as a record of an individual’s bankruptcy presently remains on a commercial credit record for generally five years after the date of bankruptcy. The proposed changes reduce such period to one year. I think this period is potentially a bit skinny, but as the bankruptcy will still remain on the National Personal Insolvency Index, I suspect providers of credit will modify their application searches and act accordingly. So let’s let see if it does genuinely improve access to credit!

Whilst it can be argued that in certain bankruptcies reducing the term to one year will have little or no impact on creditors, I can see in other more complex bankruptcies the bankruptcy period being extended for a range of reasons. So I am not sure it is necessarily going to have the effect that the Federal Government and Legislators want. I think we need to see what is contained in the draft legislation before making further assessments, but one thing to be wary of is that there will undoubtedly be some parties that seize the moment and heavily market the new reduced bankruptcy term to individuals who are already in an emotionally vulnerable condition and therefore need the right advice to make an informed decision.

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jonespartners.bizinet.com.au

Jones Partners Insolvency & Business Recovery p | 02 9894 9966 e | bgleeson@jonespartners.net.au b | www.brucegleeson.com.au www.jonespartners.net.au

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BUSINESS ADVICE

Bekir Kilic, Managing Director, PRO IT Pty Limited

Big Data What is Big Data. The term Big Data is being increasingly used almost everywhere both online and offline. Big Data isn’t new. Forbes traces the origins back to the “information explosion” concept first identified in 1941.

The Big Data is a collection of digital trace (or data) of what we do every day which we (and others) can use and analyse. Big Data therefore refers to that data being collected and our ability to make use of it.

Some experts say that the Big Data Concepts consist of the three Vs: Volume, Velocity and Variety. Below is a further explanation for each.

Volume. A typical PC might have had 10 gigabytes of storage in 2000. Today, Facebook ingests 500 terabytes of new data every day; a Boeing 737 will generate 240 terabytes of flight data during a single flight across the US; the proliferation of smart phones, the data they create and consume; sensors embedded into everyday objects will soon result in billions of new, constantly-updated data feeds containing environmental, location and other information including video.

Velocity. Clickstreams and ad impressions capture user behavior at millions of events per second; high-frequency stock trading algorithms reflect market changes within microseconds; machine to machine processes exchange data between billions of devices; infrastructure and sensors generate massive log data in real-time; on-line gaming systems support millions of concurrent users, each producing multiple inputs per second.

Variety. Big Data isn’t just numbers, dates, and strings. Big Data is also geospatial data, 3D data, audio and video and unstructured text including log files and social media. Traditional database systems were designed to address smaller volumes of structured data, fewer updates or a predictable, consistent data structure. Traditional database systems are also designed to operate on a single server making increased capacity expensive and finite. As applications have evolved to serve large volumes of users, and as application development practices have become agile, the traditional use of the relational database has

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become a liability for many companies rather than an enabling factor in their business.

Furthermore, Big Data and its implications will affect every single business — from global enterprises to small and medium business— and ultimately change how we do business.

It doesn’t matter what field you operate in or the size of your business; as data collection, analysis and interpretation become more readily accessible, they will have an impact on every business in several important ways.

Data will become an asset to every business.

If a business has a website, a social media presence, accepts credit cards etc., even a one-person shop has data it can collect on its customers, its user experience, web traffic and more. This means companies of all sizes need a strategy for Big Data and a plan of how to collect, use, and protect it. This also means that savvy businesses will start to offer data services to even very small companies. It also means that businesses and industries that never thought Big Data would be “for them” might be scrambling to catch up. For example, if you own or operate a business, and you have questions about how to improve that business, you have data, your data is an asset, and it can be used to improve your business.

Data will enable companies to collect better market and customer intelligence.

It is possible that the companies you do business with already know a lot about you — and the quantity and diversity of what they know about you is increasing every year. Every company (from car manufactures who will monitor our driving to golf ball manufacturers that know how often and how well we play) will get much better insights into what customers want, what they will use, what channels they use to buy and so on.

It is important that companies will need to be proactive about creating and maintaining

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their privacy policies and all the systems and security needed to protect that user data. As we’ve seen with the recent backlash against Spotify and to a lesser extent Microsoft 10, most people will allow companies to gather this data, but they want transparency around what’s being collected and why and they want the ability to opt-out.

Improving internal efficiency and operations From using sensors to track machine performance, to optimising delivery routes, to better tracking employee performance and even recruiting top talent, Big Data has the potential to improve internal efficiency and operations for almost any type of business and in many different departments.

Companies can use sensors to track shipments and machine performance, but also employee performance. Companies have started using sensors to track employee movements, stress, health and even who they converse with and the tone of voice they use.

In addition, if data can successfully be used to quantify what makes a good CEO, it can be used to improve the HR and hiring process at any level.

Data is breaking away from just the IT department and becoming an integral part of every aspect in a company.

In the best of all possible worlds Big Data will allow companies to improve the customer experience and their product offering. G PRO IT Pty Limited p | 1300 727 553 f | 02 872 4 3311 www.proit.com.au

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21

BUSINESS ADVICE

Steven Brown, Etienne Lawyers

Legal Structuring. It is All in the Foundations Recently I have been asked by clients who have faced problems with people they thought were independent contractors. People whom they thought were not their responsibility. While the questions have come from the guttering and landscaping industries, the issues apply to all those in business.

So what is the issue. Let’s look at the issues with contractors being prosecuted for performing building work without meeting their legal requirements.

Example 1 – Head Contract Scenario A Landscaper contracts to design a pool area and install a pool. The total costs of the project are $50,000.

The Landscaper has a contract with the client for the entire project for $50,000.00.

The payment for the work of the Landscaper was $4999.00. As such he thought no license was required to do the work. The Landscaper undertook the work. The landscaper thought wrong!

Wrong, because the contract for the entire work was for $50,000. It was the Landscaper who at law was being paid $50,000 by the client. The legal structure of the arrangement is as in figure 1.

The Landscaper will need to be licensed and obtain insurance from the Home Building Compensation Fund.

The landscaper had the contract for the entire job. As the entire contracted works exceeded $5000 a licensed tradesperson had to be the head contractor.

The Landscaper thought that by subcontracting out parts of works, all for amounts under $20,000, so that no one person received more than $20,000 he would not need to be licensed. The relevance of this is, that as from 15th January 2015, the threshold for requiring a licence for building and general trade work has been increased from $1000 to $5000 (including labour and materials).

Example 2 - Separate contracts for individual parts of the Work If the Landscaper had of arranged with the client for there to be a separate contract with each of the various tradespeople, then under this structure the situation for some of the tradespeople to not fall foul of the licensing requirements could have been overcome.

For this to be effective, it is necessary for the

The difference at law is that in the first example, the Landscaper took on the role as head contractor. At law the client could hold the landscaper liable and responsible for all of the other tradespersons work, and the quality of their work. Under Example 2, each tradesperson is responsible directly to the client. None has any contractual responsibility to the others. figure 2

A similar situation arose with the manufacturer of guttering. The manufacturer makes and sells guttering. The manufacturer at the time of sale, to help the home owner recommends licensed plumbers to do the work for them. On a job a the plumber fell and was severely injured. The manufacturer may now face charges from Workcover. Workcover have commenced an investigation on the relationship between the manufacturer and the injured tradesperon, to see whether the person was a deemed employee or subcontractor of the manufacturer.

If the person is a deemed employee or subcontractor of the manufacturer then the manufacturer should have him covered under his workers compensation insurance. But if the person is an independent, separate and distinct contracting entity to the client and not the manufacturer, the manufacturer has no

figure 1

22

client to have separate contracts with each tradesperson. None of the tradespersons involved would have a supervisory role over any of the others.

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responsibility over him. The only relationship between the manufacturer and tradesperson being that the manufacturer knows that the person does a professional job and refers clients to him. However, the manufacturer, did not have any documentation to reflect this arms length situation. The manufacturer 18 months ago obtained advice on what structure was needed to avoid such allegations arising. The manufacturer thought the cost of the structuring too much. He did not proceed. Now the manufacturer is facing those costs, plus defence and assistance costs.

Getting your structuring right does come at a cost. The value to you is that the cost is less than the costs of not having the right structure to avoid claims of bad workmanship, negligence, work health and safety and or product liability. G To spend a little to save a lot contact me, Steve Brown at Etienne Lawyers.

Etienne Lawyers p | 02 8845 2400 www.etiennelawyers.com

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23

BUSINESS PRODUCT

Matthew Jones, Business Development Manager, SprintNET

Is Your Internet Ready for Today’s Online Demands With an ever increasing number of businesses switching to cloud-based solutions to streamline operations, improve mobility, and outsource infrastructure, the quality and capacity of your internet plays a crucial role in the effectiveness of this change.

Today’s cloud offerings allow businesses of all sizes to benefit from the latest software innovations, with far more cost effectiveness than ever before. Whether it’s VoIP, video conferencing, accounting software, CRMs, time tracking, project management, or just switching to Google Apps or Office365, modern small to medium sized businesses are choosing from a smorgasbord of online applications to assist with improving their organisation’s productivity.

Streamlining communications, operations, management and the customer experience through the use of cloud-based applications makes perfect business and financial sense, but with the increase in internet usage for more day-to-day tasks, is your network and internet capacity ready for the job?

Out with the Old Pre-2010, the majority of a businesses used software, servers, and other infrastructure maintained within a local network environment to manage their daily tasks. While the internet had become an important component of processes, available internet connectivity was primarily used for smaller tasks such as web browsing, basic electronic communications, voice, and other low data consumption online services.

In with the New As we moved into 2016, however, the use of cloud-based applications and infrastructure has risen considerably, and will continue to grow. Process and operational efficiency, mobility, improved communications, and business analytics are all well-seated components of the successful modern day business. Cloud-based software is being used to replace ageing local applications, as well as integrating additional services and application types that were previously out of reach due to expensive, enterprise-focused pricing. Online communications such as VoIP, Virtual PBX technologies, video conferencing, and social media marketing have become more widely adopted by businesses of all sizes trying to keep up with the competitive online landscape.

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The cost savings achievable by incorporating software-as-a-service applications and remote cloud infrastructure are pretty convincing. But with the increase in the use of online solutions, so too comes a need for businesses to upgrade their internet capacity to accommodate the change in operational dynamics.

The Issue The problem faced by many Businesses when it comes time to perform the necessary upgrades is, as you probably guessed, cost and service availability.

For many, good quality Fibre and Cable solutions are still out of reach, whether due to cost or availability. ADSL2+ is available pretty much everywhere but has significant speed limitations, including poor upload speeds. An NBN connection would solve these problems; however, this technology is currently only available in limited locations and the roll out still has years to go before it can benefit everyone.

The Remedy Thankfully, headway has been made in other areas to address these caveats, even if it is only until a viable Fibre or Cable alternative is available at a reasonable price. There are avenues that organisations can go down to increase internet capacity(without hefty corporate pricing), optimise their data flow, and improve the overall effectiveness of their cloud integrations.

The two standout options in these scenarios are Next-Gen Bonded ADSL2+ and Dynamic Bandwidth Optimisation.

Bonded ADSL2+ Businesses that currently have access to ADSL2+ connectivity can now benefit from the next generation of bonding technology.

These services combine two or more ADSL2+ connections that are seamlessly aggregated to deliver a single high-speed connection to the internet.

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Unlike previous bonding methods that just split data down multiple internet lines(introducing a myriad of other issues), the new generation uses special aggregate software to combine all lines into a single, high-speed virtual connection.

Dynamic Bandwidth Optimisation With limited internet capacity and higher internet usage, managing and prioritising different data types becomes crucial. Maintaining the smooth delivery of elements such as VoIP, streaming media, and video conferencing, while allowing other activity to continue unhindered in the background, is an essential requirement for many modern businesses.

A Dynamic Bandwidth Optimisation appliance situated at the Internet gateway of a network is the ideal solution to controlling this. It also provides the ability to monitor the usage of individual devices within a network, allowing potential issues to be spotted before they become a major problem. The other significant benefit with Dynamic Bandwidth Optimisation is that the available capacity of the internet connection is adjusted based on actual usage, not on predefined reserves used by previous generations of bandwidth optimisation tools. G About SprintNET SprintNET is a subsidiary of VoiPMonster Pty Ltd, who have been operating in Australia since 2008. SprintNET delivers next generation bonded broadband solutions, network optimisation tools, along with quality VoIP and virtual PBX services. Our goal is simple; provide solutions that address an obvious problem at prices that are within reach of all businesses. p | 1300 857 456 www.sprintnet.com.au

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BUSINESS ADVICE

Rebecca Cushway, Organisational Psychologist and Managing Director of Careers Excelled

Psychological ‘Secrets’ to Spot Gem Employees and Sift out the Rest!

Recruitment accounts for about 30% of the success of any employee in a business. Another 30% is down to our leadership, while 40% is based on the business itself. Getting recruitment right is a large and costly piece of the puzzle. Even though it is not rocket science, many small business owners tend to make the same mistakes. Making the most of recruitment without too much investment is well worth the success it delivers!

1. Target the Role the Culture and the Future Many small business owners use themselves as the model of what they need in employees.

Having a ‘mini-me’ is risky. If the role is not exactly the same, operating in the same space at the same level, the ‘mini-me’ strategy is likely to be counterproductive.

• Start off by looking at the strengths, gaps and risks in your business as a whole to identify capability and skills needed.

• Structure roles into meaningful parts so that each role has a clear purpose, responsibility and autonomy to make decisions within clear limits.

• Are you recruiting for an immediate need?

Then skills will be your priority. Do you need someone who can grow with the business?

Recruit for strengths and capability.

Capability is less obvious sometimes but can provide better outcomes for the longer term. Target staff who can change and grow. Prioritise these requirements as one person may not have everything on your list. Ask yourself what are you willing to train and what can you not live without?

• Team and cultural fit are critical.

Understanding how staff demonstrate values in your business, how your team communicate and unwritten or unspoken expectations, helps to target employees that fit in.

• Ask yourself what are the behaviours in this role that lead to success and failure. Start listing these.

2. Identify Real Motivation When it comes to asking people what motivates them, they will consistently tell you what you hope to hear. Candidates want to impress you, and direct questioning on motivation is not a reliable tactic. Without the right motivation, skills and capability become irrelevant because the person will not be able to sustain performance

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over time. Understanding motivation is about matching what the role offers with candidate’s career and psychological needs.

• Ask the person to rank the different aspects of past roles based on what they liked most.

Then ask how much opportunity they had to do the things at the top of the list and how much time they spend doing things at the bottom. Does this line up with their reason for leaving?

• Listen for activities they tend to avoid and activities they tend to throw themselves into.

• Listen for the reasons they give for failures or disappointments. Are they taking responsibility for these? Did they apply what they learned? Or is there a continual pattern of blame and expectation for others to make things right.

3. When is a duck not a duck?

People do lie and exaggerate, sometimes without knowing it! They may even believe the lie themselves. Go to great lengths to relax them. People spill the beans when they are relaxed! Look for: • Did they answer the question you asked?

Don’t get carried away with their story, check that they actually answered the question and ask again if you need to.

• Do they say consistent things across different situations?

• Does their facial and emotional expression match what they are saying?

• Do they answer with a specific example or can they break it down when you ask for further detail?

• Body language is not a great predictor of lying, however facial symmetry is. Answers are more likely to be authentic when the expressions in the eyes reflect the lower part of the face. Try smiling when you are angry; you will notice that your eyes find it harder to smile.

• Has their pace of speech, volume or pitch

#80 July/Aug’16

suddenly increased from what was normal for them over the interview? This is a sign of stress and an indicator to probe further.

• People will tend to use a lower pitch when they want to avoid a question and lots of pausing.

• Use of statements like ‘you might not believe this’ can indicate an exaggeration or a lie.

4. Use Multiple Methods to Assess Candidates Some people are good at telling a story but when it comes to showing you what they can do in a real or simulated situation they cannot deliver. Make your recruitment more robust by introducing appropriate work samples or team tasks, even psychometric testing can dramatically increase the success of the process in finding the right candidate.

5. Check Referees and References George Costanza in Seinfeld used his friend Jerry to act as a fake employer Vandalay Industries. Of course this unravelled very quickly but in business, it is surprising how many people do not check the validity of referees and take their feedback as gospel.

• Verify with candidates who their referees are, the nature of their relationship and whether the referees are still at that organisation.

• Insist on referees from former managers.

With current organisations this can be difficult.

• Prepare questions for referees that require them to give you specific details while keeping it conversational. G Careers Excelled p | 02 9899 9674 e | Rebecca@CareersExcelled.com.au www.CareersExcelled.com.au

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27

BUSINESS ADVICE

Steve Sebbes, Director, PBO Global

The Concept of Outsourcing The world is changing rapidly and in order for businesses to survive they must change with it. The most recent change is the emergence of global outsourcing as a genuine and economically viable option for businesses.

The concept of outsourcing is not a new one.

Prior to the Industrial Revolution, companies handled all their business processes by themselves. They did all the design, production, packaging, marketing, sales, distribution, accounting, tax, audit, and legal activities inhouse. However, with the Industrial Revolution came the realisation that this was not the most efficient way of operating.

The emergence of external service providers paved the way for companies to outsource roles that were not a part of their core business.

The result? Improved productivity and consequently, increased profit.

The face of outsourcing has changed in recent times. Because the world today has fewer boundaries between nations, businesses are now branching out globally in a bid to create strategic partnerships with foreign economies.

The era of holding onto core activities has all but died.

Big businesses are now more profit-driven than ever. They no longer mind outsourcing their core activities overseas if it yields more profit for their company. It is now standard practice for big businesses to outsource to companies situated in countries outside of Australia with the Philippines quickly becoming one of the most popular outsourcing destinations.

PBO Global know that with the ability to access skilled and professional staff through overseas outsourcing, companies are no longer restricted to the local job market for recruitment. In addition, with the speed of innovation in technology and business processes, there is an increased need for companies to latch onto the latest processes in order to remain relevant and stay ahead of competition. It is often not possible to satisfy this need with local candidates. Therefore, global outsourcing provides the avenue for companies to hire highly experienced personnel quickly to fill these new roles.

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More companies are looking towards overseas outsourcing for custom skill sets that may not be readily available in their localities. Business demands keep rising and so does the need to fill these demands. Outsourcing has spread to virtually all areas of business needs. Initially, outsourcing was mainly used for data entry and helpdesk functions, but today, the demand for professionals with advanced experience and qualifications in creative and technical functions, has been on the rise. These professionals include software engineers, web programmers, coders, graphic designers, user interface and user experience designers etc.

The development and growth in remote technology applications has also contributed to the growth of outsourcing. For some business functions, the need to establish physical structures to accommodate innovations is no longer necessary. Cloud computing and remote storage affords businesses the opportunity to fulfill these needs with less cost, and this costeffective element of outsourcing has become a huge attraction to companies worldwide.

The need for outsourcing of custom roles will continue to grow with the expansion and diversification of efficient remote technologies.

The availability of experienced professionals will also be a key to sustaining the outsourcing trend by businesses.

The world is changing. Businesses must change too. Global outsourcing is an economically smart way to do just that.

Where does a company start when wanting to outsource? What should they look for in an outsourcing company?

• The outsourcing company should deliver tailored solutions that create a customer- centric experience. Your organisation should benefit from the creativity and passion of the team.

• Whether it’s just a seat or an entire centre,

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the company should provide a turnkey solution with clear guidelines of how to operate. By providing these details they can ensure a smooth transition into your new outsourcing community.

• The outsourcing organisation should have an IT solutions manager to work with you on your business setup. They should recognise that many small to medium businesses may not necessarily be ready for an outsourcing solution. The team should ensure that they provide clear and concise instructions and step you through the process, with timelines and expectations.

• Experience and skilled planning ensures the outsourcing organisation understands the need to deliver more to your customers, faster. An organisation should have an understanding of the capability of teams in the Philippines and should help you balance the load to deliver all your expectations.

• The security and network should provide you with a solution with limited downtime and maximum efficiencies.

If this article has created more questions than it provided answers. Great, I have done my job.

Outsourcing into the future will be necessary to maintain the growth and competitive nature of your business. It should not be entered into lightly and you should seek out a trusted partner to support your enquiries. G Contact PBO Global for your customised outsourcing solution.

PBO Global p | 02 8765 5980 e | steve.sebbes@pboglobal.com.au www.pboglobal.com.au

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29

BUSINESS ADVICE

Cher Campbell, Director, iPlace Recruitment

EOFY – Now What?

Let’s start with a question straight up – no mucking about. Now that end of financial year has passed and staff bonuses have been paid, what are you doing to ensure your staff don’t start looking for new opportunities?

Having been in this industry for seventeen years there’s one thing that happens like clockwork every year. Response to our advertising drops off around a month before June 30 as people decide to stop looking for a new position while they wait for their annual bonus.

There’s a few things that happen after this.

1. Cha ching! Bonus has been paid and it’s a good one. I’m reinvigorated and start feeling the love again for what I do each day.

My search for greener pastures goes on the back burner.

2. The bonus is minimal – I’ve worked all year for this? Logging onto employment websites in tee minus 10 seconds.

3. No bonus. Enough said. I may not return tomorrow. Team moral hits an all-time low by close of business.

What can be done?

As a Manager or owner of a business that employs staff it’s so easy to forget that keeping your team happy doesn’t always have to be about the money. Most of the time people just want to feel valued. There are a tonne of ways this can be done and here at iPlace Recruitment we are always chatting to our candidates in regards to what keeps them motivated.

Here are the top 5 reoccurring issues that consistently come up.

1. There’s no budget for a bonus this year but that’s not my fault. I’ve worked hard. It’s not fair.

2. The team just isn’t a team anymore. There’s no comradery and it never used to be that way. We used to always have team lunches but the boss doesn’t do it anymore. Cut backs.

3. When I took this role I was promised the opportunity to cross train with pathways towards a promotion and it still hasn’t happened.

4. There’s always talk about flexible working arrangements but that just means they

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want me to work more. It doesn’t work both ways.

5. My salary increase is hardly worth mentioning.

a great job but the business was not in the position to pay any bonuses; “...hang in there.

Next year will be a different year. You’re doing a great job”

What do they want?

It’s simple – most people just want to feel valued and although sometimes it can come as an expense to a business, the expense of replacing and retraining new employees can be tenfold.

He did get that talk and along with that talk he was given the keys to the CEO’s beachfront holiday home with a selection of dates to pick for him and his family to enjoy 4 nights away.

A simple gift card, tickets to the movies, knock off early one afternoon or come in late. Monthly team lunches (order a few pizzas and have a laugh), an afternoon of team building. These things might seem glaringly obvious but you would be surprised at how easy it is to overlook the obvious.

I think back to a candidate I was working with this time last year. He was managing a team and the feedback was that he was fantastic at what he did – there just wasn’t any reward or recognition. He made a rookie mistake of not defining his bonus objectives in his contract as he felt really comfortable when he went through the interview process with this business. They assured him they would set out his KPIs once he started which had never happened. He really liked his job, respected his employers and worked like it was his own business he was running. He came to realise there was unlikely any financial reward at the end of June.

We kept in touch as he wanted to see out end of financial year and would then start actively looking for a new role.

When I got the call from him in late July to let me know he was no longer looking I was genuinely surprised as he had been so disheartened only a month earlier.

Why the sudden change of heart?

He had been asked to meet with the CEO one afternoon. He assumed he would be given the same old spiel about how he has been doing

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This blew him away. His opinion was that he was “just the Call Centre Manager” not one of the Executives who would normally enjoy such a luxury. The CEO thanked him for his efforts and told him to go and have a great time.

Now I know not everyone has a holiday home to offer their employees but this was a classic example of how not everything has to revolve around a financial reward. People in general love doing something they haven’t had to pay for.

This is a great time of year to take stock and reflect on your most valuable assets and remind them of the important part they all play in the success of your business. G

iplacerecruitment.bizinet.com.au

iPlace Recruitment p | 02 02 8865 9200 e | cher@iplacerecruitment.com.au www.iplacerecruitment.com.au

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31

George Mavros, ETSI Consulting

FEATURE

Blockchain Smart Cities and You? I fell into Smart Cities as a consequence of my involvement with Sales Marketing and Business Development advisory and coaching services and more specifically through my Patent Commercialisation services. I had a number of inventors approach me to say the same sort of thing “this will be part of the Smart City revolution.” So I decided I should find out more about it that was around 2007.for the 2016 event.

I then heard and got excited about, by the then Lord Mayor of Parramatta - Paul Garrard’s vision, “let’s make Parramatta Australia’s first true Smart City.”

Back in 2012 I started to hear about Blockchain, firstly from all the negative and often disinformation put out by those that either didn’t understand it or were scared of the Digital currency possibilities. But more and more over the past few years we are starting to see and hear about the true benefits of this revolutionary, some say more disruptive than the internet, technology.

The interesting thing for me has been that for both of these phenomena, you can find a similar pattern, naysayer- cautionary acceptance excited jubilance and everyone wants in - oops lets stop and think this through a bit more - OK lets get the real stuff happening and forget about the fringe dwellers on both sides of the debate.

My take has always been and is simply this “what’s in it for the people?” if there is not a true benefit for people if there is not an advantage then why do it? Surely not just because it’s new?

Event Host

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I believe in two main things for these areas.

1. Those that truly understand these two semi new Buzzes, will develop and will deliver true benefits to people and a wide range of us. They will actually benefit and gain for themselves, their families, their businesses and the community.

2. If you don’t know about them and/or you don’t understand the ramifications that their growth will mean to you, good or bad - you will suffer in some way, in most areas of your life.

Be it through loss of business or opportunities, not getting as good a deal as you could have for you, your family or your business. Worse still if our supposed leaders and politicians at all levels don’t understand and have realistic strategies, we will all miss out. It could just be through missing out on easily gained, better service levels in our private life - all the way through to our personal health care - simply because you didn’t know it was there or they didn’t take advantage of the opportunities.

Blockchain and Smart Cities are to me the platform or base technology, each of us needs to design our advantageous use of them, just like electricity is there we decide how we use it for our advantage.

Event Partner

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These two like all other advancements will bring victory to some and loss to others.

So, question for you, where are you with Blockchain and Smart Cities and you? G

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$95+gst

$115+gst

$149+gst

500 DL flyers

1000 DL flyers

2000 DL flyers

150gsm, 1-side satin or gloss

150gsm, 1-side satin or gloss

150gsm, 1-side satin or gloss

$79+gst

$99+gst

$129+gst

$ave $ave $ave

Order online or call us www.gwpprinting.com.au

1300 889 132 BiziNet Magazine

#80 July/Augt’16

33

BiziNetwork FURNITURE

AUTOMOTIVE Lander Toyota 02 8884 4888 112 Sunnyholt Road Blacktown NSW landertoyota.com.au

Bowermans Office Furniture 02 9630 9756 591 Church Street North Parramatta NSW 2151 bowermans.com.au

BUSINESS SUPPORT

GRAPHIC DESIGN

All My Admin 02 9894 8682 Suite 2, 29-31 Windsor Road, Kellyville, NSW 2155 allmyadmin.com.au

GWP Media 1300 889 132 F78B 24-32 Lexington Drive Bella Vista NSW 2153 gwpmedia.com.au

PBO Global 02 8765 5980 Professional Business Outsourcing www.pboglobal.com.au Prime Focus Growth 1300 202 117 PO Box 515 Stanhope Gardens, NSW primefocusgrowth.com CHARITY Norwest Sunrise Rotary 0418 298 274 PO Box 7039 Baulkham Hills NSW CHILDCARE Cubbyhouse Childcare Australia 0412 615 728 3 Columbia Court Baulkham Hills NSW 2153 cubbycc.com.au CLEANING Just Clean Australia Pty Ltd 0433 159 796 50 Greenhill Dr Glenwod NSW 2768 justcleanaustralia.com.au COMPUTER SOFTWARE Sydney Idroid Developer 0452197801 sididapps.com.au DESIGN & FITOUT

HEALTH Clinic Francaise 1800 193 820 Level 5, 4 Columbia Crt Baulkham Hills NSW 2153 clinicfrancaise.com HR Careers Excelled 02 9899 9674 Suite 420, 4 Columbia Court Bella Vista NSW careersexcelled.com.au

GET Technologies Pty Ltd 1300 00 GETT (4388) Level 5, 4 Columbia Court Baulkham Hills NSW gettechnologies.com.au Pro IT Pty Limited 1300 727 553 12-18 Fairfield Street, Fairfield East NSW 2165 proit.com.au IMMIGRATION Teleo Immigration Specialists 02 8080 3840 Suite 214, 25 Solent Circuit Baulham Hills NSW 2153 teleo.com.a LAW

Nova Employment 02 8818 7700 Suite 105, The Cutaway RHTC, Rouse Hill NSW novaemployment.com.au

MANUFACTURING

People Co 0409 044 657 Suite 508, 2-8 Brookhollow Ave Baulkham Hills NSW 2153 peopleco.com.au INDUSTRIAL SERVICES Beralon Pty Ltd 02 9624 8011 Unit 1, 4 Bearing Rd Seven Hills, NSW 2147 beralon.com INFLATABLES

Manufacturing and Design Solutions 02 9614 7068 PO Box 213 Northmead NSW 2152

manufacturinganddesignsolutions.com.au

PRINTING GWP Media 1300 889 132 F78B 24-32 Lexington Drive Bella Vista NSW 2153 gwpmedia.com.au REAL ESTATE Coutts - Castlecorp 02 8883 4000 F126/24-32 Lexington Dr, Bella Vista, NSW 2153 coutts.com.au LJ Hooker Commercial North West 02 8814 1588 Suite 1:08, 29-31 Lexington Drive Bella Vista, NSW 2153 ljhc.com.au

TAFE WSI 02 9208 9304 2-10 O’Connell St Kingswood NSW 2747 tafensw.edu.au

TRAVEL Pure Travel 02 9407 8400 Suite 202, 10 Century Circuit Baulkham Hills NSW 2153 puretravel.com.au

FINANCE

BiziNet Magazine

IT

Etienne Lawyers 02 8845 2400 Level 57 MLC Centre, 19-29 Martin Place Sydney NSW etiennelawyers.com

EDUCATION

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Jones Partners Insolvency & Business Recovery 02 9894 9966 Suite 301, Level 3, 4 Columbia Ct, Baulkham Hills NSW 2153 jonespartners.net.au

iPlace Recruitment 02 8865 9200 PO Box 7915 Baulkham Hills NSW 2153 iplacerecruitment.com.au

Apex Executive Interiors 02 9635 9100 Unit 17, 12 Kendall Street Parramatta, Sydney NSW 2150 apexei.com.au

Mortgage Choice Norwest 0439 081 118 C68, 24-32 Lexington Drive Bella Vista NSW 2153 mortgagechoice.com.au

INSOLVENCY

INSURANCE Action Insurance Brokers 02 8935 1500 301/20 Lexington Dr, Bella Vista NSW 2153 #80 actioninsurance.com.au

July/Aug’16

List Your Business in BiziNet Magazine 1300 889 132 www.bizinet.com.au

Lindus Dry Cleaners Norwest B44, 24-32 Lexington Drive, Lexington Corporate

8824 8385

BiziNet Magazine

Lindus Dry Cleaners Baulkham Hills Shop 39, 375-383 Windsor Road Stockland Baulkham Hills

9639 1553

#80 July/Augt’16

35

LAND A BETTER DEAL AT LANDER TOYOTA The Lander Toyota better buying experience starts from the moment you enter our stunning showroom. Our professional consultants will discuss your needs and present all the options available to you from the exceptional Toyota range.

3 Flexible finance options. Expert business managers on site

3 Service centre equipped with the latest Toyota technology

3 Large stocks of cars, SUVs, 4WDs and commercial vehicles

3 Fully trained service technicians 3 Accessory and parts department There’s a lot more on offer at Lander Toyota.

3 Over 100 quality checked used vehicles

WESTERN SYDNEY’S NO.1 DEALER Lander Toyota

112 Sunnyholt Road, Blacktown T 02 8884 4888 landertoyota.com.au

36

BiziNet Magazine

#80 July/Aug’16

Toyota Finance Australia Limited ABN 48 002 435 181, AFSL and Australian Credit Licence 392536. Highland Autos Pty Ltd trading as Lander Toyota dealer license MD20304.

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