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Develop Oxford brings DataScientists and Developers of all types together in the centre of Oxford. We've created our own meeting, project, co-working, training and collaboration space where Developers can share, create and learn together. And we're doing the same online, with help, connections, jobs and projects to build a powerful community of Developers.With data and web and software development underpinning modern organisations, there is a shortage of skills and skilled people. Develop Oxford hosts a number of programmes to solve this...Future Developer. Developer is not a recognised career at most Universities. FD aims to help people recognise the value of Developer as a career, with students and professionals working together to create a greater understanding of the possibilities and opportunities.Develop The DeveloperIt is hard to keep up as a developer. Develop Oxford will bring worldwide experts to Oxford and connect those already here with people who want to learn. Workshops, hackathons and collaborations will facilitate peer-to-peer learning. We aim to democratise development, moving it beyond full-time professionals. And to help developers training in out-of-date programmes to move to cutting edge tools.Developer StartupsMost startups have an idea, then need a Developer to make it reality. Our virtual CTO and CMO programmes provide help and ensures a strong technological foundation for new organisations. We also aim to help Developers create their own startups.Social DeveloperUse your 20% time to the full. Make a difference by working with charities, not for profits and social organisations to make their money go further, use data better and achieve social good.We hope to put Oxford on the map as the best place for DataScience and Development.We aim to use our Development and Datascience Skills for good too.NB: LinkedIn has decided to put the University of Oxford logo next to this listing. We are not affiliated to the University.

"Before you can accelerate, you have to build the engine".StartupMotor is a radical new way to start businesses, create products and build markets. Rather than start with the idea, it starts with the individual, building capability until any idea they care to adopt will be successful. We build an engine which will drive any business and give potential startups the skills to ensure success. Our Virtual C programme rounds out teams, with people with expertise in the areas the founder lacks, without soaking up all the equity. This reduces time to market, helps achieve success in funding and gives the contacts needed for success. We also free idea from inventor, allowing people to make money from ideas while staying their current employment and releasing ideas too small to make a complete startup. This is ideal for PhDs, Post-docs and Professors who have great ideas, but don't wish to leave their posts to develop them - we'll find them the expert team to make their idea happen.

"In the 20th century, you scaled a company by adding people. Managers made the difference - and took the top jobs. In the 21st century data is the differentiator and datascientists are the key people in every organisation" Erik Brynolfsson - MITWith over 1,000 members we're the largest Professional Meetup in Oxford and largest Datascience Meetup in the UK outside London.DataScience Oxford brings together DataScientists from all disciplines. We believe that Oxford has a unique capability here, bringing together academic, medical and corporate datascience to create an unequalled centre of excellence.DataScience Oxford aims to be a datascience accelerator and catalyst, helping people learn cross-discipline, connecting academic and business and pooling knowledge for the greater good. We also aim to attract the best minds to Oxford and give them the facilities to excel.

Intelligent Prospecting used growth hacking, rather than traditional sales and marketing, to transform revenue and relationships. Most companies don’t get the revenue they deserve. Something is wrong in their offer, customer understanding, focus, differentiation, engagement strategy or methodology.Divisions between sales and marketing are often false - an integrated prospecting department can create a single, integrated prospect to lifetime customer journey. For most B2B companies, a focus on relationships over short-term revenue, generating life-time customer advocates, referrals and word of mouth is more effective than following the latest buzz.

Intelligent Prospecting interim engagement for this BPM specialist (Business Process Management). Task: To set up a marketing department to move this IBM partner on from sales driven, “kitchen table” marketing (6 month project, extended to 1 year).I actually dismantled this company and rebuilt it. It was trying to sell BPM to the mid-market and also sell a better process mapping product (BlueworksLive). But there was no recognition of need - clients hadn't heard of BPM and what it could do for them and they didn't see what was wrong with Visio either.I totally changed strategy, aiming for the financial services market and the major banks - where BPM was a hot topic but T-Impact hadn't dared play. We improved our presentations and leveraged the IBM relationship so we were credible.We landed the deal of a lifetime for the company - a multi-million dollar programme of processes to roll out worldwide for a major International Bank.We also consolidated a major collaborative partnership with Avaya, based around two new products – FutureCommunicator and CommsBridge.T-Impact is now set to quadruple in size over the next year and build influence globally.How we did it:1: Professional Image: all of our collateral and presentations were made slick, coherent, obviously part of the same programme and more persuasive.2: Differentiation: Innovative programmes to help IBM salespeople generate interest in BPM and lead the buying process, through a powerful Discovery Workshop where we modelled a process live.3: Specialisation: We moved from an “everything to everyone” approach to focusing on the financial services sector where we had expertise, case studies and credibility in the market.4: Credibility: We turned our ad-hoc training into a comprehensive training programme with website, brochure etc. This gave us credibility as people who knew the methodologies well enough to teach and gained us introductions with targeted clients for major transformation projects.

I was in at the birth of Marketing Automation, with Intelligent Prospecting acting as the UK arm of one of the major emergent companies (now part of Callidus Cloud). My job included turning this new startup into a saleable proposition for the UK and European markets and educating marketers around the concepts and capabilities.Marketing Automation moved from automated email to a platform for all outbound marketing. Website Visitor Tracking then turned it into a valuable intelligence source for inbound and content marketing.I found, however, that most users employed it to push messages at prospects. The market became distorted by several venture capital backed companies who put revenue above marketing ethics and in many cases MA simply enabled automated spam. I moved on to relation and influence based marketing methodologies to influence and drive purchasing.

Exciting 18 month project to turn Zeag around using an innovative sales and marketing strategy.Zeag was trailing as the number 3 in the off-street parking market, stuck in the RFP trap, spending lots of time on complex proposals for individual projects on vanishingly small margins.We moved to Trusted Partner for Major corporations in Retail, Property and the Public Sector. We successfully repositioned the company as the innovator in the parking sector. Turnover and Profitability both increased by over 100%.How did we do it?1: Innovative Proposition: We moved from a features and benefits presentation to “We sell Revenue” focusing on the financial benefits we could achieve for customers. This got us into the boardroom, rather than talking to individual site managers. We then worked on a “Leave it to us” strategy – they simply gave us the car park and we maximised revenue from it, with guaranteed revenue results.2: Repositioning: We positioned ourselves as the innovators in parking. We recognised a new responsibility for councils to manage emissions in town centres and showed how intelligent off-street parking could help achieve this. We created easyJet style variable pricing for a key customer.3: Influence: We drove word of mouth, building a strong position in our chosen markets. This led to a ducks in a row effect, with people taking us on because organisations they respect had success.Transformed company profitability & perception and led to a successful sale to a larger group - HUB.

Business Software/ IT solutions company, specialist in Business Intelligence, Accounting CRM and Budgeting. Partnered with Cognos, Business Objects, Microsoft, Sage, iSoft and IBM.Business Solutions was a new software solutions division in what was a loss-making IT services company. I launched the company back into the Business Intelligence market, leveraging our strength in Health. I consolidated our position with Sage, especially in the non-accounting products and this led to the division being profitably sold only 18 months later to a Sage specialist.Successes:1: 34% increase in turnover.2: We became a major player in Business Intelligence in the Healthcare market, both with several hospitals and creating a product which was taken up and distributed by iSoft (the NHS IT provider).3: Sage created a suite concept (not just accounts). FMI leveraged this to become a leading provider.How did we do it?1: Partner Collaboration: Improved partner relations, working with them on multiple opportunities.2: Vertical market Focus: Moving from an unfocused sales strategy to a strong vertical market one3: Professional Image: Our collateral, web presence and presentations were made slick, coherent, obviously part of the same programme and more persuasive.4: Co-ordinated Sales Strategy: Using CRM & market intelligence to create focused sales pipeline.

ICON is UK distributor for KIRK wireless telephones and for TeleVantage, an innovative IP-PBX.Task was to set up a professional marketing function.I raised the profile of ICON dramatically, set up a partner channel and consolidated a disparate selection of products into an impressive product portfolio.How did we do it?1: Branding: Pulling disparate products and marketing initiatives into a coherent product range2: Professional Image: Creating clear imagery and branding for the company and backing this with on and offline collateral, email marketing and Show stands.3: Channel Marketing: Rolling out a comprehensive Reseller sales and support package4: Leveraging Partnerships: Building a stronger relationship with the brands we represented and leveraging their assistance

I ran the Belgravia Centre & helped set up the Frimley & St Albans Centres. I handled marketing for 12 London branches for the Head of UK operations.

I set up this design/advertising agency in Holland Park, London, with a 3 person studio. It became a marketing consultancy specialising in B2B technology and automotive clients, handling the total marketing task for several IT, telecoms and technical product companies. Jobs included:Contract publishing including Porsche and BMW club magazines and the bookstall glossy, GTi.Sales and marketing launch for three synthetic lubricant brands (Amsoil, Red Line and Motul)Handling classified advertisement design for several publicationsMerchandising and promotions for a computer and components supplierDesign of advertising, print and online material for a variety of companies.Organising sponsorship for a championship winning motorsport team.I wound down the Agency to take care of a disabled partner in 1999.

I handled marketing for this Volkswagen-Audi Dealership. I revitalised the company's advertising and direct marketing. I handled a promotion regarded as best in the UK by VW.

This London Ad Agency shaped my future. I brought in £1+ million in new business and did work for H&M, Booker, Premier Brands and British Gas.

Training Officer was a fast track for management trainees with a full blue chip management training programme. It led to managing a 100 strong, multi-cultural workforce.