Insights from the CEO
We asked Rob Turner, Group CEO to give us some key insights into Kinetic and the wider group.
Briefly describe Kinetic’s journey for the past 3-5 years
Since joining Volaris Group in 2015 we went through a short integration period before focussing on growing the business both organically and acquisitively, creating a variety of new job opportunities for individuals and offering amazing development opportunities around the world.
Along the way we’ve doubled the size of the existing education software business (Kinetic) whilst bridging into adjacent markets (Property, Healthcare, Events) through 5 acquisitions. Up until Sept-2020 the group management in addition to the day-to-day management of Kinetic was covered by me with the assistance of Volaris, but as a I looked to the future and with further growth aspirations it was clear a new group level structure was required to a) deliver our CSI/Volaris brand promise for to help newly acquired businesses achieve their goals as part of a family of software business experts, and b) expand our M&A capabilities to search for more and acquire other vertical market software businesses.
What might the business look like in 3-5 years’ time?
The goal is to sustainably grow both organically and acquisitively. Today we’re 350 people across 4 businesses each leading their respective markets and championing their industries. Over the coming 3-5 years we aspire to be closer to 1500 people across 6 or 7 core industries.
What are the 2-3 stand out points that make being part of Constellation/Volaris so different to most other investor owned businesses?
- Given CSI/Volaris’s buy-and-hold approach we always look to make try and encourage our leaders to make the right decision that can bring the largest long-term value to customers. Subsequently the typical short-termism mindset associated with PE/VC must take a back-seat.
- We appreciate how lonely it can be for leaders and their teams, so we foster a culture of sharing information with the aim of helping one another to sustainably grow.
- There’s a huge amount of trust placed in leaders to run their groups or businesses autonomously without daily/weekly check-ups or haranguing from management.
81% of the leaders in Volaris are from the original businesses at the point of acquisition, which should bring comfort that we create an environment that people want to be a part of rather than needing to be a part of.
How would you describe the culture at Kinetic Group and how do you see this being lived by the people?
We’re still finding our feet as a new group, so it has a blend of start-up/new (small team, everyone helping one another, thinking differently, trying new things) with the reality of experienced operators supporting a £30M group of software companies (leading by example, setting new standards, pacesetting, compliance, and governance). An analogy would be like a newly funded sports team of talented players put together and placed straight in the highest league; trying to work out how best to work together, excitement and fun of what the future can hold, and big expectations from the investors/fans etc. How this shows up every day is we communicate a lot, move fast, rarely miss targets or let each other down, always find time to enjoy it, and are super flexible to appreciate not everyone operates at their best at the same time of day or in the same location or even with the same methods (i.e. we’re humans).
What are the key qualities you are looking for in your new Group HR Director?
Beyond the standard expectations of qualities in this type of role (high integrity and discretion, commercially minded, a team player etc.) anyone joining the group should be ready to move fast, think critically and enjoy building rapport and managing relationships to help influence others. A core component of the CSI/Volaris model is the decentralised nature of businesses running themselves (vs. big bureaucratic corporate culture), meaning you can rarely force something upon a business, and instead need to find ways to get them to follow you. It is a real test of leadership, coaching and influencing skills.
