Invicta IT

A Message from Lord Pickles and Lord Blunkett, followed by Invicta IT'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 Invicta IT 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.invictait.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
52 | INVICTA IT
Michael Jacobs, CEO
We have provided solutions to the
blood-testing industry since 2012
Established in 2002 and located in Old Beaconsfield,
Buckinghamshire, Invicta IT is a managed service provider
specialising in data security, particularly for critical
environments like hospitals. Over a quarter of their business
today comes from hospital-based blood testing. Invicta installs,
modifies and maintains systems that specifically focus on
haematology. Key to success in this industry is trust, uniquely
so given what’s at stake if things go wrong. Fully aware of this,
Invicta IT has a long history of success, having provided solutions
to the blood-testing industry since 2012. More recently, they’ve
had to assimilate to the new conditions brought about by
GDPR legislation. The article that follows is an exposition of
the company’s way of operating in this sphere, by none other
than their CEO, Michael Jacobs, under whose ownership the
company has grown to a turnover of over £8 million.
What Invicta does
Because of how vertical the market we operate in is, it’s worth elaborating on
what exactly it is that we do. When, for example, you get your blood tested, it gets
sent off to a laboratory in the hospital. It is in this phase that we play a crucial role
by installing, modifying and maintaining the hardware that screens blood, both
through hardware and software. Doing so requires especially high attention to
detail because of the critical nature of the test result – this means 24/7 functionality
and a constant readiness to resolve any issues that arise on-site. Moreover, we
FACTS ABOUT
INVICTA IT
»CEO: Michael Jacobs
»Established in 2002
»Based in Old Beaconsfield,
Buckinghamshire
»Services: IT managed service
provider
»No. of employees: 17
»Turnover: £8 million
Invicta IT
53INVICTA IT |
BEST PRACTICE REPRESENTATIVE 2018
provide these services for hundreds
of hospitals across the country, from
Plymouth to the edges of Scotland.
Being a company that helps companies
secure data, we are naturally inclined
towards supporting legislation
like GDPR. Many organisations
hold sensitive personal data and
have done so for a long time
without proper justification. The
government addressing this issue
more fundamentally is a welcome
development as far as we’re
concerned. Indeed, our commitment
in this area can be considered one of
ourvalues.
Helping clients achieve compliance
with GDPR is an area of particular
expertise at Invicta and has been a big
area of grants in recent years. Demand
in this sector has increased greatly
because of the recent legislation, and
we’ve expanded accordingly. To this
end, we’ve utilised software called
Varonis which helps in structuring
clients’ data, thereby bringing them
into compliance with the new data
protection regulations.
Part of the challenge of GDPR is
educating clients on what it entails
and how their company policies can
be brought into conformity with it.
Our services also allow companies
to monitor user activity, so that any
potentially malicious activity regarding
improper data usage can be caught.
More concretely, we allow companies
to see which data files have global
access and to efficiently create reports
summarising the level of access
to data across their organisation.
Ultimately, most employees should
not be allowed open access to
these files, and part of our job is to
block this kind of access to as many
employees as possible. Companies
getting this wrong can receive heavy
fines, so they’re particularly keen to
achievecompliance.
While on the topic of expansion,
it’s also worth noting our increasing
presence in Europe and our desire
to win clients over the next two to
three years in Latin America and the
Pacific region. How Brexit will affect
this – either positively or negatively – is
unknown as of yet. All we can do in
this arena is simply keep an eye on
Trust and security are
integral to our industry
Being a
company that
helps companies
secure data, we
are naturally
inclined towards
supporting
legislation like
GDPR
THE PARLIAMENTARY REVIEW
Highlighting best practice
54 | INVICTA IT
the political developments. As things
stand, it’s business as usual. We’ll
continue talking with global clients,
both inside Europe and outside.
Commitment to best practice
Beyond helping our clients, I believe
Invicta should have a broader set of
values and goals. We have an ethical
commitment to doing good in the
world, which is why we treat our work
in hospitals with utmost seriousness.
The potential to cause harm with faulty
infrastructure in these environments
is enormous. This isn’t just a risk of
losing clients, but of losing lives. The
gravity of the responsibility is always at
the front of our minds. Knowing that
we play a modest part in saving lives is
humbling and profoundlymotivating.
It’s worth mentioning, too, that as
part of “Invicta Giving” we engage
in charity events, the most recent of
which was the London to Paris cycle
for the charity Child Bereavement
UK. Raid Alpine, one of the toughest
road-cycling challenges across the
peaks of the Alps, was also chosen
by a dedicated team from Invicta to
raise money for SSNAP: Support for
the Sick Newborn and their Parents.
This unique and extraordinary charity
provides services to the Newborn
Intensive Care Unit at the John
Radcliffe Hospital Oxford. These are
feats of which we are deeplyproud.
Still, there is the business reality of
winning and retaining clients to
contend with. Business development
for us typically occurs via word of
mouth and by means of reputational
momentum. In terms of hospitals,
many of them have to run in a way
that’s analogous to the private sector;
that is to say, only the funding is
public, and everything else in a hospital
is run in a business-like manner. We
therefore treat hospitals like any
other business and compete for their
customaccordingly.
In terms of difficulties, we find that
many organisations are unsure about
how to go about implementing GDPR,
so we’re often passed around within
organisations by our clients due to
confusion. In board meetings, too,
we’d find that the leadership did not
know how the implementation stage
would happen within their company’s
structure. To surmount this, we had
to be proactive and educate them on
how we would do it, both in terms
of software and in terms of company
structure. All in all, though, GDPR
has presented our sector with growth
and revenue opportunities. In the
future we expect that companies will
become acclimatised to this regulatory
environment and no longer require as
much consultancy of this kind.
Our hope for the future is to carry
on spotting market opportunities
both in healthcare and more broadly
and to drive forward with our global
expansion plans. We will also continue
to provide unerringly the best possible
service for our clients. By committing
to these in tandem, we at Invicta will
experience yet more success.
Our hope for
the future is to
carry on
spotting
marketing
opportunities
both in
healthcare and
more broadly
We are continually
innovating for further
success

www.invictait.com

This article was sponsored by Invicta IT. 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 The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister