Neil Ward is company secretary of Buckshaw Bunnies Childcare, based in Buckshaw Village.
Founded in 2013, Buckshaw Bunnies has developed a reputation for being the ‘Outdoor Nursery’ with its greenbelt farmland and three acres of woodland. It has expanded its footprint as part of its growth on several occasions over the past 10 years, including acquiring the freehold of local Gelston Manor Day Nursery in 2018.
The company has taken part in Two Zero’s Scaleup Leaders Network to support this growth. Here Neil shares his advice for businesses looking to scale
Persistence. If there’s one thing I am, it’s persistent. When I get an idea, I run with it and I don’t stop until I’m satisfied.
There are a lot of intelligent people out there with much stronger business IQ than me, but without the drive and persistence, it’s wasted. My persistence is what drove the deal for our first site and what gave us the springboard for future growth.
My intensity has always been my biggest attribute, but at the same time my biggest downfall. I’ve done some amazing things within the business, but I believe you need to draw the line. For years, my laptop would stay open on the kitchen table and I would work into the evening, in spite of the fact I’d already worked all day!
Over recent months, I’ve come to realise that the business is just business and it doesn’t define who you are. Yes, I’m so proud of the business and everything we’ve achieved, but just like any other job you need to learn when to clock in and clock out. Family and friends are what really matter.
There are many ways to inspire and empower people, but for me it’s about giving people opportunities. Whether you’re an apprentice or an experienced member of the team, we want everyone to feel empowered to make progress.
If someone shows the right attitude and willingness to learn, opportunities will come.
‘People make your business’.
I truly believe that if you look after your people, they’ll look after you. Our people are an extension to our family and we do everything we possibly can to make them feel part of the team. To put it simply, without the people, there’s no business.
To know when to draw the line.
For years, I obsessed over the business and found it difficult to know when to switch off. TheThe resultant feeling of being burnt out simply isn’t worth it.
Although I’d be lying if I said I’ve overcome this issue, I’m definitely getting better and I’m learning that my time has a value.
We use a software management system to track the progress of the business and a self-developed web-based application to manage most internal processes. Keeping a regularly updated cashflow forecast is also key.
To put it simply, I just want to provide the best life possible for me and my family.
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