IIP quality mark for telemarketing company Broadley Speaking

Thought Leadership

14th June 2008

Investors in People Case Study: Broadley Speaking


Telemarketing and telesales company, Broadley Speaking wins IIP quality mark


Size: 30 staff
Sector: service industry
Locations: Tavistock in Devon (HQ) and Stamford, Lincolnshire
Status: First recognised as an Investor in People, November 2004 and successfully reviewed in 2007

Overall impact
“We`ve always used Investors in People to drive our business forward. It is the core driver for everything we do – and we have so much evidence of how our commitment to our team is bearing fruit.”
Hilary Broadley, Director, Broadley Speaking

The organisation
After a 15-year career in the publishing and events industries, Hilary Broadley re-located to Devon with her husband David Conn in 1997.
In the same year, Hilary established Broadley Speaking, working from home in Tavistock to offer `business to business` telesales and telemarketing services. “Through networking, I met businesses in the locality who needed lead generation and telesales work, “ Hilary Broadley says.

“I took things to the point where I was working fairly full on – and then I started recruiting other like-minded people to work with me.” Early projects included the selling of sponsorship for the Southampton International Boat Show. Another was telemarketing for an exhibition design company based in Newton Abbot. A third project was selling training courses for a provider in Cornwall.Broadley Speaking quickly established its own Tavistock Office. In 2000, the business became incorporated, with David Conn bringing his financial expertise to the company as a partner.

“We quickly picked up an eclectic mix of businesses, selling different types of products and services. But lead generation is where we made our name and where the majority of our work lies,” Hilary Broadley says.

“Businesses may be fine at servicing existing clients. But they will not have an internal team that is able to pick up a phone and generate leads from cold. We`re at the coal face, mining for customers. It`s an analogy I use a lot – but we do it and we do it well.

“We will usually spend a day with the new client, de-constructing and re-constructing their sales propositions, so we can really get under the skin of the business and know what it has to offer customers. It`s a fast-track formula to enable our teams to hit the ground running.”

In 2006, Broadley Speaking saw an opportunity to open an office in Stamford, when team member Isobel Robson needed to re-locate to the town with her husband. “We thought there was a limit to our growth in Tavistock. So we thought we`d start Isobel off as I`d started, working on a couple of accounts. “Within a year, she`d generated enough business to build a team of eight staff.”

The challenge

By 2004, with 19 staff on board, the central issue for Broadley Speaking was putting the right systems into place for managing growth.  “We`d grown from being a very small company to a slightly bigger one,” Hilary Broadley recalls. “We had 19 people but we knew we were going to want to grow to more than 30. We also knew that the systems that had served us in the past were not going to help us move forward.

“In the early years I had managed most of our people myself. Now what I had to do was to `replace myself` with a middle line of managers and team leaders. So we needed to develop more sophisticated management structures to accommodate the growth. We also needed better systems for supporting our people in all areas of their working lives – from the right coaching to regular.”