Benefits of digital job cards (+ free field service job card template)

Job cards play an essential role in day-to-day field service management, covering all the essential job information. 


Because without a job sheet to hand, work orders might be delayed, essential information is missed, and miscommunication between engineers and back office staff is rife. 

This is where digitising your job sheets comes in. 

By using digital solutions like job management software, you can create digital job cards at the click of a button, and ultimately improve the productivity of the whole team. 

But what is a digital job card? What are the benefits? We’ll cover this below. Plus, you’ll get a free copy of a best practice field service job card template.

Let’s get into it. 👇

What is a digital job card? (For field services)

Traditionally, job cards are paper-based. But like with any paper-based process, it’s prone to issues and human-error. On the other hand, a digital job card can be viewed, edited, and updated in real-time by any team member – including engineers and back-office staff. And you can even send a copy, instantly, to the customer too. 

What’s more, you can access them on a mobile device. Mobile job sheets are game changers for your field based team. Engineers can quickly take photos, take signatures, provide documents to customers and more. 

How do digital job sheets work?

Essentially, digital job sheets replace your paper-based job cards with a digital version – usually stored in the cloud via a job management software platform. 

It ensures all work is completed without any missing sheets or unreadable handwriting. It also means that any errors or problems in work can be acted on straight away. 

A system (like BigChange) would take your existing job sheet/cards and turn them into documents that are created and accessed online. And as the job is being completed, back office workers and customers are able to see real-time updates.

❌You might think sticking to paper-based job sheets is fine for now, but be wary of these key challenges. 

Challenges of using paper-based job cards

To put it bluntly, paper-based job cards are an accident waiting to happen. Notorious for sporting scribbled-out writing, oil marks, and spelling mistakes, they can be widely inconsistent and miss vital information. 

Key job details might be misread due to poor handwriting. Not to mention presenting an unprofessional look and feel for customers 

All of this adds up to a lot of headaches for back office workers. 

🔖Related: Going paperless: What does it really mean for field service management?

With this in mind, what does a good job card look like? 

What does a good digital job card template look like?

A good job sheet process gathers all the information (in one place) accurately, consistently, and in real-time. 

A typical digital or mobile job sheet includes: 

  • Name of the job
  • Company logo
  • Date 
  • Customer details
  • Location of the job 
  • Details of the job (images, description, notes, serial numbers)
  • Quote/estimate for the job
  • Paid/unpaid job 
  • Cost of materials used
  • Attachments such as images and documents 
  • Engineer and client sign-off

In fact, it might look a little something like this job sheet template:

🔽You can download a job card PDF version of our job sheet template here.

Now that you know what one looks like, let’s get into the key benefits of digital job cards. 

Benefits of digitising job cards

Digital job cards have plenty of benefits. Here are a few of the most important:

  • Real-time information: Job information is sent to the back-office in real-time, so they have true visibility of progress against the plan.
  • Cloud-based: Create new jobs in the field, enabling you to respond quickly to customer requirements as they arise. You can even see on-site information in real-time. 
  • Photo and signature capture: Easily capture proof of work, and capture signatures before, during, and after work.
  • Documents on demand: Mobile workers can access documents, images, and diagrams in the field. 
  • Win back more time: Save a huge chunk of admin time by entering information digitally rather than writing it all up.
  • Reduce risk: Having a digital job card system limits risks, such as losing handwritten notes, and ensures all information is captured first time. 
  • Mobile app: App users can view the history of jobs against any customer, with valuable insight at the tap of a screen. You can also take photos, scan barcodes, and more.
  • Reduce waste: Automating manual processes like job cards has a positive impact on reducing waste and saving on paper.
  • Maintain high standards: Ensure consistent service standards and protect your brand image with branded job cards. Plus, you can bill customers within minutes. 

In short, digital job cards are immediately available to the customer and act as a single source of truth if there are any queries regarding the job. And because they are permanently held on your CRM, they are always available as a key source of information you can search through any time. You can even attach an invoice to it before issuing it to the customer. 

In fact, one thing our clients love about digital job cards is that they help ensure engineers have all the information they need for each and every job:

“The engineers know in advance what their day looks like and they know they have the information they need to deal with each and every job. With BigChange, even the back-office staff know they have the tools they need to get the job done from scheduling to keeping the customers informed and managing cash flow.”

Adam Redgwick, Sales Director, Warmaway

Digitise job cards with BigChange

We hope this blog has convinced you of all the ways digital job cards will benefit your business. 

You can do all this and more with BigChange. The BigChange system automatically generates standard job cards, featuring data captured in the field. 

You can choose the information that will be displayed on the job cards and even personalise with your company logo, custom fields and branding. 

And even if you have an existing job card template, you can simply import it directly into BigChange’s job sheet software. Alternatively, BigChange offers a custom design service. 

Replace your traditional paper job sheets with digital versions

King Charles: the new monarch and entrepreneurship

Last week, Queen Elizabeth II died, ending an illustrious 70-year reign. The whole nation is now in mourning – as am I. I posted just recently about how I viewed the Queen as an entrepreneurial icon, both because of her support of business owners through the Queen’s Award for Enterprise, and in the way she ran her own estate. 

Following her death, the British Chamber of Commerce, the business membership organisation of which the Queen was patron, said: “She was a great supporter of business throughout her reign.”

Indeed, when BigChange won a Queen’s Award, it was a game-changer for the company, bringing global recognition and acclaim. I will never forget the impact that award had on the team’s morale, how it delighted our customers, and supported our ambitions to win market share across the world.

King Charles III will now take up the Queen’s mantle. I believe he not only shares his mother’s desire to support the doers and triers of this nation, he has a passion for entrepreneurs that even surpasses hers.

I have met him a few times over the years – I’m a board member for the charity Business in the Community, which he created – and I have found him a humble, understated man who prefers to talk up the achievements of others and uses his status and privilege to help those in need. 

The greatest charitable entrepreneur

His former private secretary Sir Michael Peat once called him the “greatest charitable entrepreneur in the world” because of his ability to identify a need and then set up a charity to meet that need.

This may be why our new king is currently the president of 17 charities through The Prince’s Charities, focusing on: the built environment, responsible business and enterprise, young people and education, and international sustainability. The Prince’s Trust alone has helped over one million young people since he founded it in 1976. 

All of these causes are close to my heart and BigChange has supported organisations across most of these core areas in recent years. It is heartening to see our interests so aligned with the King’s, especially with challenging times ahead because of climate change, the cost of living crisis and rising inflation.

The UK may no longer be ruled by its kings and queens but they still have ample opportunity to make a difference, highlight important causes, and direct funding where it best serves the nation.

For these reasons, I am heartened by King Charles’ ascension to the throne and I believe all business owners can be confident that he will champion trade and enterprise. I look forward to his coronation early next year. 

Running a business that’s growing 75% a year is like trying to hold onto a kite on a windy day

“Running a business that’s growing 75% a year is like trying to hold onto a kite on a windy day. BigChange removes all the noise and hassle so we can focus on the growth.” 

I’m always impressed by how quickly and effectively entrepreneurs find solutions to all sorts of problems and challenges. They don’t think: “I’ll wait for someone else to sort that out.” They roll up their sleeves and crack on.

Steve Morris, the founder and managing director of Legionella and Fire Safe Services, is one of these skillful problem solvers. He used to be a sales director and worked for Rentokil for nearly 20 years but when his division was acquired by Interserve in 2014, problems began to arise.

“That was the first time in my career that I looked around and thought, ‘I can do better than this’,” he tells me. “At Interserve, all the staff were seen as numbers on a spreadsheet, and shareholder profits were the one and only priority.’”

In 2017, Steve took the plunge and started his own business. He wanted to create an organisation that truly valued its staff. “I wanted to reward the hard-working people in the business,” he explains. “Financially, yes, but also to show that the organisation cared about them in other ways, such as days off on birthdays and care packages for people who were going through a hard time.”

Steve sees himself as an accidental entrepreneur. “I never chose to go into business,” he says. “The opportunity found me.” He started Legionella Safe Services in partnership with Steve Broughton, founder of SafeGroup Services. The business helped organisations of all sorts – from local authorities to hotels and restaurants – to prevent and remove this harmful bacterium from their water supply.

“Steve took a bet on me, and I launched the business in January,” he says. “By December, we’d repaid the entire start-up investment and we haven’t made a loss in any month since.”

Another problem plaguing his industry was a lack of transparency. Steve faced that barrier head on. “We are the Ronseal of our sector,” he says. “Even our name says exactly what we do. And we tend to retain our customers because our prices are competitive, and our standard of service cannot be beaten. We’re known as the client pleasers!”

Lessons from the Grenfell tragedy

Steve’s business evolved after the Grenfell tragedy in 2018. He saw a new problem that needed to be solved and added a fire safety services division to his business. Today, Legionella and Fire Safe Services is a one-stop shop for these two vital areas of compliance for the likes of Birmingham City Council, the biggest local authority in Europe.

Steve has been using BigChange since his first year in business. “Steve Broughton was already a customer and introduced me to BigChange,” he explains. “It’s been a godsend, driving efficiencies across the company. Running a business that’s growing 75% a year is like trying to hold onto a kite on a windy day. BigChange removes all the noise and hassle so we can focus on the growth.”

Legionella and Fire Safe Services now employs 51 people and turnover has soared from £800,000 in its first year to £5m today. The business environment has been challenging in recent years and, right now, the biggest barrier to growth is people.

“Quality of labour and the cost of labour are my biggest worry,” Steve says. “But my commitment to being a great employer has really helped us to attract and retain the best people in a tricky trading environment. And everyone who works here loves using BigChange.”

The next big problem that Steve is setting out to solve relates to rising energy bills and the green agenda; he’s working with local authorities to install hot water cylinders that can reduce bills by a minimum of 37%.

“There’s always another opportunity out there, another problem to solve, another way to help people,” he says. “We want to become a market leader in all the sectors we serve, and we’re well on the way there.”

We are living in a leadership vacuum

Leadership vacuum

What good are politicians if they do nothing while this country struggles? 

I look around me and I see many anxious people, worried about the financial hardships winter will bring, with no support in sight. 

The papers are full of terrifying news and predictions: the UK is heading for the worst financial crisis since 2008; interest rate hikes are the highest they have been for 27 years; inflation is estimated to hit 18% next year; energy bills could soar to more than £3,600 a year; half of UK households will be in fuel poverty by January.

Where is our Prime Minister? Why isn’t he using these last days in the office to help people? To support the vulnerable? Instead, he has said that it’s a job for the future Prime Minister. In our time of need, he is washing his hands of us all. 

At a local level, many organisations are doing their bit. While I was in Ipswich this week visiting a More Life Weight Management class taking place at the Castle Hill Community Centre I noticed they have launched the “warm bank” – a place in the centre where people who can’t afford to heat their homes can come and keep warm.

At BigChange, we implemented a cost of living increase in March to help colleagues who were at risk of financial pressure. 

Why can’t today’s political leaders use some common sense?

Why can’t Boris Johnson and his two potential successors, Liz Truss and Rishi Sunak, all meet to thrash out a plan right now? Surely they can come to an agreement on how to best serve the people – it all seems so obvious to me.

Energy bills this winter should be means tested. People like me, who can afford it, will pay full whack to help support those who would otherwise freeze all winter long. Or they could introduce a windfall tax on the exceptional profits that these energy companies are set to make.

All it takes is a quick Cobra meeting and all these individuals could show the British public that they have our best interests at heart, that they are willing to put aside their political differences for the greater good. We have had to put up with all manner of slights – dare I say, Partygate?

It’s time for the ruling elite to show us they can use the power they wield for good.

I guess that’s too much to hope for?

Here’s why you need a Chief Customer Officer

Chief Customer Officer

Customer service. That’s been my number one focus throughout my career. My ability to listen to customers and help them overcome challenges is the ultimate secret to my success.

If you had asked me 10 years ago whether I needed a chief customer officer, I would have said: “Absolutely not. That’s my job.” Actually, I probably would have asked: “What’s a chief customer officer?”

A chief customer officer’s job is to understand the customer. They are responsible for managing a company’s relationship with all its clients, working out what’s going well and what’s not working. The position is relatively new: in 2010, there were only 450 CCOs worldwide.

But the CCO has fast become a vital part of the modern C-Suite. We are living in the ‘age of the customer’ and understanding our interactions with customers is as important as, say, understanding our balance sheet.

Who better to take on the role of CCO than the founder? Well, I have learned a lot over the years and understand that there are people out there who are just as capable as I am – dare I say it, a few may even be better.

When I moved to become chairman of BigChange, I knew I could no longer be the point person for colleagues and customers looking to solve problems or request changes. I had to pass that responsibility – and privilege – to someone else.

That’s when I met Ian.

Ian Burgess has spent 20 years navigating the complex world of customer service and corporate communications within the technology space. He’s a people person; everyone he works with likes and respects him. When he joined BigChange as Chief Customer Officer, I noticed that 350 people left well wishes on his LinkedIn, with almost 450 hitting the ‘Like’ button. 

He shared some of his plans for BigChange here a few months ago.

What I liked most about Ian was his approach to customer service. In a world where most software providers rely on bots and endless ticketing systems, leaving customers desperate to interact with a human being, he wanted to keep things personal. “I don’t believe in hiding behind technology,” he says. “I never want BigChange to become some faceless corporation. The human touch has never been more important.”

I may be a dab hand at customer service but he’s a true specialist. I’d like to talk about two approaches he has introduced at BigChange and their impact on the business.

1. No more kneejerk solutions

When a customer comes to you with a request or a problem, the temptation is to come up with a solution as quickly as possible. The issue with that approach is that you often fail to address the root cause of the problem, and the fix you build is unlikely to be scalable. Ian explains it better than I can:

“My role as CCO is to understand my customers’ customers and walk in their shoes. That’s the only way to ensure that we are building the right tech. If a customer wants a change, I first understand the problem statement, which means that I can not only solve the immediate challenge but perhaps prevent any need for future changes, and ensure the development is useful for as many customers as possible.

2. Transparency and openness

“No company is perfect and the only way to keep improving is to create a vehicle to channel feedback,” Ian explains.

“We do that via two means: our Net Promoter Score (NPS) and our Customer Satisfaction (CSAT) ratings. The NPS relationship survey goes out twice a year. I introduced that so that we had a pulse check of what all our customers are thinking. It’s the single most important measure of customer experience. Then our CSAT surveys go out every time a transaction is completed across Sales, Onboarding and our RoadCrew support desk.

“Those are five-star ratings and show how happy our customers are at every stage of the customer journey and enable us to make sure we are reacting in real time when changes need to be made.

“Most importantly, we take all that feedback, digest it, and create measurable action plans, which we can share with all our customers. We then actually deliver on that plan. There’s no point in receiving feedback if you don’t close the loop and take action.”

It can be hard to an entrepreneur to delegate responsibilities, especially when like me – you love talking to your customers. But making way for Ian has been a revelation. He’s just as obsessed with customer service as I am – and takes it personally. I’m not the only one who is impressed with Ian. We have received so many messages from happy customers praising his empathy, his accessibility, and his ability to find great solutions.

So, if you have a question, or an issue, Ian’s your man. He’s at the end of the phone – or on email:

Ian Burgess

Chief Customer Officer

Mobile. 0787 969 8697

Email. [email protected]

Turning 60: the beginning of a new chapter

Martin Port turns 60

I usually post about business milestones but this week I’d like to talk about a personal one: Today, I turned 60.

There’s something about a landmark birthday. They make you think about the past and make plans for the future.

I’m not very good at looking back but it feels good to be hitting the big six-oh knowing that, over the years, I have managed to build several businesses – three right here in Leeds. During my professional career, I have created more than 1,000 jobs. I feel extremely proud to have been such a significant employer as that was always one of my priorities as an entrepreneur.

Between the ages of 20 and 40, I feel that I was learning all I could about business, building my network, and seizing every growth opportunity I could. Then, between 40 and 60, I began building successful businesses on those firm foundations, and becoming a more considered and strategic entrepreneur. Eighteen months ago, when we raised investment from Great Hill Partners, I really felt like I had reached a new career milestone. The deal showed that people outside the business recognised and valued all we had achieved – it was a great moment for all of us here at BigChange.

I believe that the next 20 years will be about sharing my experience and insight with other entrepreneurs, becoming an active investor, and, of course, building on BigChange’s success.

On my birthday a year ago, I announced that Richard Warley was coming on board as CEO and he has done a stellar job over the past 12 months. When I look at BigChange today, the DNA and culture remain the same, but Richard has had a profound impact on growth and has really helped the business to reach its full potential. I remain committed to helping Richard and the rest of the team to turn BigChange into a unicorn, worth £1bn.

Looking to the future, I honestly can’t see myself slowing down. I still have bags of ambition and I’ve learned the value of working smarter, rather than simply working every hour of the day. Often, it’s the small changes, the little ideas, the smart partnerships, that help you reach your goals, rather than going at 120 miles an hour all the time.

Now that I’m 60, I have a few words of wisdom to share. I hope some of you younger entrepreneurs out there might find them useful. I learned these things by doing – often, I learned them the hard way. I hope to save you time, money and energy!

The three most important things to remember when building businesses are:

If it doesn’t work out, try again

I’m so glad that I didn’t give up when my first business failed to scale. It would have been easy to get a job and abandon my dreams of running my own business. If I had done that, I would have always wondered what might have been. Instead, I kept learning, kept trying, and that’s what has brought me to this point in my career today. I’m so thankful for that stubborn streak in me that insisted I have another go. Don’t give up – just learn from your mistakes.

Cash is king

You hear this a lot when you’re building a business. Just because it’s a cliché, doesn’t mean it’s not true. Always make sure you have enough cash in the business to support your growth. Stay on top of all your numbers all the time. If you suddenly run out of working capital, that could be the end of your business.

Take care of people

As you get older, you appreciate the value of great people in the business more and more. When you’re young and building a business, there are so many things to worry about – so many distractions. As an older founder, you know that every moment you spend investing in your best people is repaid tenfold during the lifetime of your company.  

Top entrepreneurs know when to ask for help

Top entrepreneurs know when to ask for help

Entrepreneurs are good at a lot of things. They have incredible ideas that can revolutionise industries and change the world. They know how to sell their dream and win customers. They understand how to grow their ventures and inspire other people to come along for the ride. Very few entrepreneurs are good at one thing, however. And that thing is process.

Over the years I have seen many talented entrepreneurs struggle to establish reliable, scalable processes within their organisations. For these individuals and their businesses, it’s often the one thing that holds them back, slows their growth, and generates operational risk.

The truth is that most people who run great businesses need operational help. Even companies that are pretty hot on process can always find ways to improve. It’s the number one thing that entrepreneurs tend to approach me about these days. There are sticking points within their businesses that they cannot seem to resolve. I like to do shop floor days with these business owners, some of whom are customers, to help identify operational wins. It’s amazing how powerful an outside perspective can be.

When it comes to operational excellence, you need two things: great advice and great tech. The advice is crucial: you need to know what to change and which processes to prioritise. That’s when technology comes into play. I built BigChange because I passionately believe in the power of technology to streamline processes and save countless man hours (and a lot of money too).

The software we created eliminates inefficient paper processes and allows these founders and their teams to focus on what they’re good at: serving their customers. Whether it’s automated invoicing, recurring contracts, or seamless synchronisation with accounting software, we’ve made life easier for almost 2,000 organisations worldwide.

I’m obsessive about process but I too have help with the fine-tuning. I’m so lucky to have both Diane Fenney, our head of commercial, and Tansy Sheehy, our customer service director, who both bring unique insights and experience to bear. Every single action within our business is rigorously analysed and stress-tested, from how our colleagues in sales approach new customers to how departments share learnings.

As a business owner, you should never be afraid to ask for help. Never shy away from seeking new perspectives. After all, we don’t know what we don’t know. It’s only by asking open-ended questions and constantly seeking feedback that we can learn new ways of working and find those improvements, however small, that will contribute to our future success. A recent study by entrepreneur support organisation Endeavour found that companies whose founders were mentored by a top-performing entrepreneur were three times more likely to go on to become top performers themselves. So, don’t delay, ask for help today. 

BigChange: even more inclusive and successful in 2022

Even more inclusive and successful in 2022

Our government may be falling apart but at least the UK tech scene is thriving. I read that the UK recently overtook China in terms of technology investment, raising £12.4bn in the first five months of 2022, which is amazing news. It is a privilege to be part of the nation’s technology sector and I’m delighted to report that BigChange continues to beat its growth targets while also meeting its ambitious goals around people and corporate responsibility. Here’s a little look at what we’ve achieved so far this year.

Maintaining momentum

We continue to excel in customer acquisition, winning almost 200 new customers over the past six months. That represents around £14m in new contract wins, across a diverse range of sectors.

In building services and property maintenance, we were delighted to welcome both RGE Services and First in Service into the fold. Motivair Compressors bolsters our pumps and compressors division. In plumbing and heating, we have welcomed Boiler Plan UK and Sun Realm Heating. Reflecting the changing world around us, we have seen continued success in the EV charging sector, and are delighted that Muller EV is now a valued customer. Internet provider, FibreNest Utilities, a subsidiary of Persimmon Homes, also joined the client roster this year, and we are still performing strongly in cleaning services, winning JM2 Services. 

Our international business is also thriving. BigChange Canada recently won its first customer with more to follow in the second half of 2022. We now have 200 customers in France, Cyprus and Australia. Our continued success against a backdrop of economic uncertainty proves that our software does exactly what we promise, giving customers the edge they need to navigate difficult trading environments.

We believe that customer wins will only accelerate over the coming months. We have attended eight events across the UK and overseas so far in 2022, where we have demonstrated the power of our technology. We have a further seven planned and it is such a delight to be able to meet prospective customers in the real world again. We have seen really fantastic results from these interactions.

All about customer success

Once a customer joins BigChange, we make it our mission to help them achieve their goals. This is why we have established a 15-person strong customer success team. All customers are automatically assigned a go-to person to help them grow during their BigChange journey.

Customers can leverage the insights from the BigChange University to help them get the most out of our software. BigChange University is now digital, which means our busy customers can access bitesize content at times that are convenient for them. We are also incentivising customers to keep building on their knowledge of BigChange through a new certification system which recognises Core, Advanced & Expert users.

Our BigChange Network exists to help customers to collaborate and support one another on their growth journeys. Over 200 customers have joined the Network over the past six months. 

Our commitment to supporting existing customers is reflected in our renewal rate, which beats industry figures by a significant margin. One of our biggest customer success stories, Sheffield City Council, just renewed its long-term 1,500 licences for tracking and JobWatch, and this is typical of customers’ commitment to BigChange.

People first and foremost

I’m delighted that BigChange has retained its two-star rating from Best Companies, reflecting our strong culture and outstanding levels of engagement. We are not resting on our laurels, however. We always review the Best Companies feedback to look for ways to improve our people strategy.

Growing the team

We are still hiring! The company continues to grow and attract international talent. In the last quarter, we hit 250 people. Our new tech internship, which has just launched and complements our existing internship scheme, will help maintain our talent pipeline and allow us to actively grow the UK’s tech talent pool.

An equal opportunity employer

BigChange is home to a diverse and passionate workforce, and we want to keep on breaking down barriers and providing opportunities for people with different skills. This is why we are actively encouraging people with disabilities and special needs to apply for our opportunities.

A new starter with autism recently joined our customer service team. We have the tools and neurodiversity training in place to help them to thrive here. We have partnered with Lighthouse, a school for autistic young people, and have committed to supporting three young people on supported internships from October 2022 for eight months.

Investing for the future

2022 has been a huge year for development. We have invested heavily in new features and functionality. From improvements in job finance, and updated search functions, to new SMS and alerts features for stock replenishment and expenses, we are listening to our customers and giving them the tools they need to be even more efficient.

We believe that the future of BigChange lies in empowering customers to make our software their own. This is why we are investing heavily in “self-serve” technologies. Our software is becoming more and more intuitive by the day. I’m really proud of everything our technology team has achieved and look forward to bringing you more updates soon!

BigChange shines on industry awards shortlists

BigChange shines on industry awards shortlists

In recent months, expert awards panels across our key industries have been recognising what customers are already telling us: trades businesses grow stronger with BigChange.

We’ve been shortlisted for a number of exciting awards, as listed below.

Best use of technology

Leading security industry body, the British Security Industry Association, has shortlisted BigChange for its Best Use of Technology award.

Our customer Securitay told the panel how it was transformed by BigChange.

“When we were looking for a digital solution, we needed something that was robust and rugged,” said Securitay’s Richard Jennings. “We manage some sites out in the sticks and we’re no strangers to inclement weather. Neither was BigChange.”

“We’ve empowered every team member. Now they can do what they’re employed to do, rather than spending time on paper forms and reports, says Richard. “Because everything is automated, there are fewer mistakes and fewer omissions.”

Construction News has recognised BigChange’s major impact on firms in that sector, shortlisting us in its own Best Use of Technology category.

Our entry highlighted how our customer NServ grew turnover from £1.2 million in 2019 to £5 million in 2021, using BigChange to “transform our business and our prospects.”

Sustainability and growth

And the Heating Installer Awards have shortlisted BigChange and Celsius Plumbing and Heating in their Most Sustainable Installer category.

Celsius Director Michael Cairns told the panel: “We used to average six jobs a day but now we are doing seven or eight. Our engineers are often 30 percent more productive and operating in a much more sustainable manner.”

We’ve also been placed on the Northern Tech Top 100. Organised by GP Bullhound, this list of the fastest-growing Tech Companies shines a light upon the leading technology businesses headquartered in the North of England and Scotland.

We’ve featured on the list before and we were delighted to take 26th place in this year’s ranking, after achieving 51% growth over the past year.

Our mission is simple: to make our customers successful. And we couldn’t be happier that key bodies in the sectors we work in think we’re succeeding.

Find out how BigChange can help your businessbook a free consultation today. You can also get helpful guides and tips delivered to your inbox by subscribing to our newsletter below.

Keep up to date with BigChange on LinkedInTwitterFacebookInstagram and YouTube.

Why I’m giving back to UK businesses

Martin Port giving back

Martin Port explains why he’s looking to invest in, and support, other UK businesses.

Last year I took the major step of selling a majority stake in BigChange, the workforce management platform I founded a decade ago to revolutionise the way businesses operate.

I’m still involved in BigChange through my role as chairman – I love the company and hope to take it to the unicorn $1bn status in the next three years.

However, alongside my BigChange work I am looking to invest in other fast-growing technology businesses.

Throughout the course of my career, I have been extraordinarily lucky to have worked with some amazing people and to have received investment and guidance that helped me build three successful businesses.

Now I want to back the next generation of entrepreneurs.

Exciting growth potential

I’m looking for companies with exciting growth potential. This is why I recently decided to invest a seven-figure sum in RatedPeople, a fast-growing online tradesperson marketplace.

It was my first-ever angel investment, and I’m looking for more companies to work with. 

You can tell a lot about a business by who is running the company. I am looking for entrepreneurs or company directors who understand the importance of exceptional customer service and who are also fantastic leaders when it comes to managing their employees.

I will do all I can to help bright businesspeople and entrepreneurs bring their ideas to life and build extraordinary businesses.

Got an exciting opportunity for me? Get in touch….