Jigsaw Cloud

A Message from Lord Pickles and Lord Blunkett, followed by Jigsaw Cloud'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 Jigsaw Cloud 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.jigsaw-cloud.com

THE PARLIAMENTARY REVIEW
Highlighting best practice
40 | JIGSAW CLOUD
Paul Rae, founder and CEO
70 per cent of Jigsaw’s technology
consultants are women
Founded in Windsor just four years ago, Jigsaw Cloud is
a company dedicated to the transformation of business
strategies by simplifying HR with specialist, industry-leading
software solutions. Doing so, moreover, has measurable success
rates – this latter quality being particularly enticing for business
owners. What’s more, Jigsaw Cloud has managed to take tier 1
software and deliver it to, and implement for, small and medium
enterprises, for whom this kind of software is usually unavailable.
The utility of this solution is reflected in the company’s enormous
growth rate – something on which their founder and chief
executive, Paul Rae, expands in the following article.
Our offering
Here at Jigsaw Cloud, the goal is quite simple: we want to empower small and
medium enterprises with the sort of software solutions from which they are normally
excluded (for reasons of scale), with a view to increasing these businesses’ efficiency
and profitability.
The software in question is the latest and most sophisticated in terms of HR
management, namely, SuccessFactors. In short, this is an all-encompassing, cloud-
based solution to managing problems relating to (for example) pay, holidays,
hiring, firing and on-boarding, among many other things. Time and resources can
be scarce resources for SMEs – the software we sell can massively free up business
owners’ time to do other, more pressing tasks that actually grow thebusiness.
FACTS ABOUT
JIGSAW CLOUD
»Founder and CEO: Paul Rae
»Established in 2014
»Based in Windsor, Berkshire
»Services: Software-as-a-service
provider
»No. of employees: 30
»70 per cent of the company’s
workforce are women
Jigsaw Cloud
41JIGSAW CLOUD |
BEST PRACTICE REPRESENTATIVE 2018
We feel that there is often insufficient
recognition of how important human
resource management is to smaller
companies. Many assume that HR is
a domain solely for the large multi-
nationals, but this is not so. Within
the area of SMEs, many acquisitions,
mergers and market consolidations
occur, meaning that integration and
merging workforces is often necessary.
Without software like SuccessFactors,
this can be a messy ordeal.
How we win clients
To win clients, though, we have to
win trust. All kinds of companies offer
solutions of one kind or another –
not all of whom make it sufficiently
clear how it will actually benefit the
company in question. We, by contrast,
do our utmost not just to convince,
but to demonstrate the utility of the
product we’re offering. To do this, we
first of all lead them to our website,
such that they can get a broad
overview of what it is we’re selling. We
then afford them a full opportunity
to demo the software. By allowing
them this opportunity, we show our
clients that we not only talk the talk,
but walk the walk – a claim, it’s worth
emphasising, that not all companies
can truthfully make. At this point, it’s
up to the client whether or not they
make the fullpurchase.
What also helps in this regard is the
fact that the software we are selling
is recognisable and trusted. As far as
the HR community is concerned, SAP
SuccessFactors is foremost among
software solutions. It doesn’t take
much convincing for our clients to
realise that we are offering something
of genuine value to their company.
Down to earth
However, it’s not just SuccessFactors
itself that we’re offering. We’re also
offering an easy, affordable means
by which to pay for it. Rather than
having imposed on them a vast
array of expenses to keep on top of,
the prospective client is offered a
simple, compressed monthly payment
package. The end result of this is that
the price per employee is analogous
to a cup of coffee per week – that
is, £2.50. Renewing the package,
too, is a simple matter. This is what
fundamentally makes us stand out:
our ability to make the package
intelligible, both in terms of payment
plans and in terms of the utility of
theproduct.
Jigsaw has grown over
tenfold since 2014
To win clients,
we have to
win trust
THE PARLIAMENTARY REVIEW
Highlighting best practice
42 | JIGSAW CLOUD
To establish a presence, though,
we also have to engage in outreach
measures. SMEs in particular will not
always be aware of products like
ours, so attending industry events and
running social media campaigns is
still a necessity, no matter how good
the product. When we do receive
enquiries, we ensure our response
rate is as immediate as circumstances
permit. It’s difficult to overestimate the
importance of response velocity in this
industry – interest can be a surprisingly
fickle thing.
And this responsiveness doesn’t drop
off a cliff the moment we achieve
a sale; it’s with our clients for the
duration of their use of the product.
Any issue or enquiry in need of a
solution is quickly met by us with a
response. Indeed, this is a central part
of our business model.
Realising potential
One of the reasons we believe so
fervently in our product is because of
our fervent belief in the importance
of HR and its attendant focus on
people. A company is not just a series
of transactions; it’s the systematic
organisation of people. For a company
to succeed, then, it’s necessary for
business owners to lead well, motivate,
inspire and forge a positive culture.
We want to be at the forefront of this
all-important aspect of business – and
it’s something we believe is done much
more effectively through the use of
modern HR systems. Getting this right
can mean that, instead of employees
working out of necessity, they work
out of discretion.
Indeed, this holds for our company
as much as it does for any other. Our
workforce is young, dynamic, diverse
and genuinely happy to go the extra
mile for its clients. In fact, so inviting
are we as a company that 70 per cent
of our workforce are women; roughly
one third are BAME; and another
third are foreign nationals. I myself
feel proud to be on this journey with
my company – a company, that is,
which started off its first year with
a turnover of £300,000, and is now
enjoying a turnover of £5 million. This
growth has not always been easy, but
with determination, a willingness to
borrow and good partnerships within
the industry, we’ve managed it. Our
operations now span the globe, and
this is a direction in which we want to
head even further.
As HR increases in importance, we
will be there at the forefront, offering
a world-class service for our clients.
Exciting times lie ahead.
As HR increases
in importance,
we will be
there at the
forefront,
offering a
world-class
service for our
clients
Our operations now
span the globe, and
we’re forever looking
forwards

www.jigsaw-cloud.com

The Parliamentary Review 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