LimerickEnterprise

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Graham Royce, LEAP Programme Manager

 

Limerick Institute of Technology has re-appointed Graham Royce as the LEAP Programme Manager for 2009. Mr. Royce has a fantastic track record in mentoring companies as a member of the Enterprise Ireland mentor panel for over ten years. In this time, he has mentored over 100 businesses including 10 High Potential Start-Ups. He brings a wealth of industry experience which includes establishing and running his own IT consultancy business from 1990 to 2002.

 

The EAC Manager will work closely with the LEAP manager in service delivery to LEAP participants in order to ensure that participants’ needs post LEAP can be meet where appropriate within the EAC.

 

Click here to view interview by Anna Nolan featured in Clare People in May 2008

 

 

A few words from Graham …

At first the LEAP manager’s job involves meeting and interviewing potential LEAP programme participants that would benefit from a fast track business programme and have the potential to evolve as sustainable businesses or move into the realms of High Potentials Start-ups (HPSUs) as defined by Enterprise Ireland as supported and the Enterprise Boards in Limerick, Tipperary and Clare.

 

I recognise that nobody is good at everything including me and no matter how strong one’s skill sets may be there are areas where they can be improved. The LEAP programme allows us to provide the assistance and training required by start up entrepreneurs.

The LEAP programme draws together resources from the Enterprise Acceleration Centre, Limerick Institute of Technology and Enterprise Ireland allied to private sector training providers. We facilitate access to a network of people with the skill sets and knowledge to assist programme participants over the 12 months of the programme. Over the last year we have also collated a library of books, methodologies and slides focused on the issues faced by start up entrepreneurs.

Specifically there is a need for start ups to have an Investor Ready Business Plan. This gives a road map for the new business to follow. The Business Plan will be required to access much needed funding from whatever source.

 

At a strategic level in a new young business or spin off has access to a senior-level sounding board to get quality feedback. The one to one sessions allow new business people to talk about anything which they could not do with Accountant Bank Manager etc. I have access to a wealth of talent and knowledge that the new business can call on, with no agenda other than to pass on the experience gained over many years and help them to the desired goals.

Secondly there is no doubt that first impressions count. The early stages of contact between LEAP manager and his/her Client are critical to the success of the relationship. Within this there is a whole range of skills that I apply. I have seven steps which I try to put in place ASAP.

These 7 steps are:

1. Agreeing the Ground Rules for the relationship
2. Building Rapport
3. Setting the vision and determining the extent of the Client’s Radar
4. Establishing Reality and where we are now
5. Establishing the Road Map to enable the Client to get there
6. Reviewing progress
7. Rounding off the assignment and moving on

The Ground Rules are the basis upon which the relationship between the LEAP manager and Client are agreed by both parties.

Building Rapport involves the generation of trust and communication between LEAP manager and Client.

A Client’s Radar is about the extent of the Client’s vision and ambition for his/her business – how far ahead are they looking and what do they want to achieve.

 

Reality is the agreement of what the Client’s current business situation is.

 

The Road Map is the agreed action plan for the Client to follow, to move from where they are now and to where they want to be.

During a year long programme, it is essential that LEAP manager and Client conduct the Reviewing of the new business process and how well they are working.

 

At the end of the assignment, there is a Rounding off step, which marks the withdrawal of the LEAP manager from the relationship. However the relationship can continue under rules agreed between parties involved.

 

As a general principle, as LEAP manager I ask questions and listen, giving participants the opportunity to discuss their situations and explore possibilities and options. If I am unable to offer suggestions to help the promoter and the team, this will be said towards the end of the dialogue of each meeting and we will find some one who can help.