Charles Rippin & Turner

A Message from Lord Pickles and Lord Blunkett, followed by Charles Rippin & Turner's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Charles Rippin & Turner is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

www.charlesrippin.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | CHARLES RIPPIN & TURNER
Managing Director
VijayAcharya, a business-
minded, financially astute
friend with a genuine
willingness to help
Charles Rippin and Turner have been providing expert
financial advice for over 60 years. Managing Director
Vijay Acharya has worked to ensure the firm is the first
of its kind to offer advice on medical practices developing apps
and the related intellectual property rights. Vijay notes the
importance of maintaining a relationship with his clients, in
addition to pursuing benefits from new technology.
When considering the importance of company values, it is difficult at times not
to seem trite. Indeed, for my own business, Charles Rippin and Turner, a cutting-
edge medical accountancy firm, our values have seen us become among the most
successful in the industry. We believe that our relationship with our clients has
been, and continues to be, fundamental to our success. Through developing and
maintaining a relationship with our clients that verges on the familial, we are able
to provide them with the most effective and productive service possible.
Our business acumen has served us well over the years, particularly in our recent
transition from working purely in the medical sphere to directing our efforts
elsewhere, tackling issues beyond our prior remit. Our current focus is encouraging
GPs to develop apps, including those which allow appointments to be booked on
smartphones. Projects such as these lend themselves to the practice of developing
a kind of intellectual property that was previously unseen, an asset that can help
make their transition to a business much easier. Here at Charles Rippin and Taylor,
we are proud to have been one of the first firms to advise on this.
Personal history, personal business
Having taken on directorship of CRT in 2010, I made the decision to change the
direction of the business. The courage I held in my convictions was vindicated,
as we have experienced a growth of over 70 per cent since then, with turnover
doubling in the past six months. Through understanding that local practices often
lack the required knowledge to make the transition into a business, we are able to
understand how we can be of best service.
We believe that what distinguishes us from conventional practices is our ability to offer
a range of advice. We have found that it is no longer the case that medical practices
can be supported by the state, and instead they must learn to support themselves. My
personal background, moving from the practice where I trained to the city and then
back again, means I know exactly what is required to create a successful practice.
The market share
In order to grow, one requires the greatest possible share of the market, and
this mandates that we keep up with local trends. We are far better equipped to
AT A GLANCE
CHARLES RIPPIN & TURNER
»Managing Director:
VijayAcharya
»Founded in 1948
»Located in Harrow
»Services: Specialist medical
accountants
»No. of employees: 80
Charles Rippin &
Turner
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
30 | CHARLES RIPPIN & TURNER
Managing Director
VijayAcharya, a business-
minded, financially astute
friend with a genuine
willingness to help
Charles Rippin and Turner have been providing expert
financial advice for over 60 years. Managing Director
Vijay Acharya has worked to ensure the firm is the first
of its kind to offer advice on medical practices developing apps
and the related intellectual property rights. Vijay notes the
importance of maintaining a relationship with his clients, in
addition to pursuing benefits from new technology.
When considering the importance of company values, it is difficult at times not
to seem trite. Indeed, for my own business, Charles Rippin and Turner, a cutting-
edge medical accountancy firm, our values have seen us become among the most
successful in the industry. We believe that our relationship with our clients has
been, and continues to be, fundamental to our success. Through developing and
maintaining a relationship with our clients that verges on the familial, we are able
to provide them with the most effective and productive service possible.
Our business acumen has served us well over the years, particularly in our recent
transition from working purely in the medical sphere to directing our efforts
elsewhere, tackling issues beyond our prior remit. Our current focus is encouraging
GPs to develop apps, including those which allow appointments to be booked on
smartphones. Projects such as these lend themselves to the practice of developing
a kind of intellectual property that was previously unseen, an asset that can help
make their transition to a business much easier. Here at Charles Rippin and Taylor,
we are proud to have been one of the first firms to advise on this.
Personal history, personal business
Having taken on directorship of CRT in 2010, I made the decision to change the
direction of the business. The courage I held in my convictions was vindicated,
as we have experienced a growth of over 70 per cent since then, with turnover
doubling in the past six months. Through understanding that local practices often
lack the required knowledge to make the transition into a business, we are able to
understand how we can be of best service.
We believe that what distinguishes us from conventional practices is our ability to offer
a range of advice. We have found that it is no longer the case that medical practices
can be supported by the state, and instead they must learn to support themselves. My
personal background, moving from the practice where I trained to the city and then
back again, means I know exactly what is required to create a successful practice.
The market share
In order to grow, one requires the greatest possible share of the market, and
this mandates that we keep up with local trends. We are far better equipped to
AT A GLANCE
CHARLES RIPPIN & TURNER
»Managing Director:
VijayAcharya
»Founded in 1948
»Located in Harrow
»Services: Specialist medical
accountants
»No. of employees: 80
Charles Rippin &
Turner
31CHARLES RIPPIN & TURNER |
FINANCIAL SERVICES
keep up with the market than our
competitors and find that our policy of
treating customers almost as friends
has allowed for this. In order to be
future-proof, we ensure we are always
searching for new opportunities.
I spend between two and three weeks
at each practice, in the belief that
I cannot offer the necessary advice
unless I know that specific practice
inside out. I believe it is essential to
be personable in order to convey the
importance of proper accountancy,
and always make time to talk to all
members of a general practice, from
receptionists to doctors. I even offer
my own surgery, where I look over the
accounts of individuals to ensure they
understand matters such as pensions.
I believe the extra care I put into the
service I provide is my own unique
selling point.
As a member of London-wide LMC
Associate I have spoken at their
seminars for the past five years. Many
GPs have spoken to me at the end,
saying that their own accountant had
said little about this to them.
Medically improbable
Work like this is not without its
challenges. Indeed, there are those
that specifically impact GPs, most
notably the fact that they are being
squeezed on all sides. GPs have
previously been looked after, and their
association with the BMA ensured they
were paid appropriately.
Austerity measures have impacted GPs
immensely, and this, coupled with a
huge age variance, has changed the
profession almost beyond recognition.
In years prior, GPs were able to spend
time with their patients, but this
has now been limited to a mere 10
minutes. On the one hand, practices
are told to stay open seven days a
week, while on the other they are
not being given appropriate resources
to do so. We hope to make this
transition from government-run
practices to businesses as smooth
aspossible.
In spite of our ability to operate well
in uncertain times, we value stability,
as it makes our own role easier. With
three elections in under five years,
it is clear the past decade has been
anything but. We look forward to a
more stablefuture.
’App-y about growth
We are growing at a substantial
rate and I hope to see this continue.
Maintaining the personal touch to my
practice is fundamental to our future.
Through having the knowledge
required to cross accounting spheres,
I have maintained a passion for my
work, and it allows me to work with
a wide range of people. My team
remain energetic and passionate
about their work and the companies
we interact with. We know they are
our most valuable asset.
I am currently working with NatWest
to create dedicated accounting
software called Freeagent, which I
believe will transform the way medical
institutions keep their accounts.
My current aim is to encourage
young medics to join British medical
practices, by showing them the
bigger picture that intellectual
property can allow for. The value
attached to these assets is beneficial
both to the company and to
prospective doctors.
I hope to continue to work in the
primary care industry and to maintain
the accessibility we have become
known for. Indeed, through being
personable, and well respected,
I have no doubt that our rate of
growth can be sustained, and we can
aid further transitions in the future.
We resemble
a business-
minded,
financially
astute friend
with a
genuine
willingness
tohelp
Vijay and his team
are developing a
dedicated accounting
software suite

www.charlesrippin.co.uk

This article was sponsored by Charles Rippin & Turner. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Elizabeth Truss.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.



Rt Hon Elizabeth Truss
Secretary of State for International Development