M S R Group

A Message from Lord Pickles and Lord Blunkett, followed by M S R Group'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 M S R Group 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.msrgroup.org.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
32 | MSR GROUP
Owner and Founder
Mahadevan Ruban
To be an accountant can mean more than being financially
adept; indeed, it’s often accountants themselves who have
some of the greatest insights into business success, not least
because they themselves are running businesses. Mahadevan Ruban,
Founder and Director of east London-based MSR Group, is one of
those rare accountants who has indeed become a serial entrepreneur.
Although fundamentally an efficient tax and accounting practice, the
group has diversified considerably. In addition to their traditional role,
they now also function as an umbrella company, employing people
between different agencies, which has been a major source of growth
for the company. Mr Ruban says more about this diversification and
change in management strategy.
Our core offering
Since our founding in 2005, we have diversified in a number of interesting directions. Before
discussing the ways in which we have diversified, it’s first worth discussing something
that hasn’t changed, which is our core mission statement: We seek to use our accounting
expertise to meet the needs of our clients through timely, efficient and innovative support.
However much we change in the future, this core aspect of the business will go unaltered.
We specialise in accounting and tax planning, all the way up to HMRC queries. When our
clients come to us, they can expect no blind spots in our knowledge. Our tax investigation
specialists are highly professional with up-to-date technical knowledge. Our advisors’
skills are based on problem-solving and make reference to case law. This experience and
expertise enables the team to highlight clients’ problems and to negotiate with HMRC
towards quick agreement on the proposals. Our records show that we routinely win tax
cases and solve them within a maximum of three meetings with HMRC.
Along with our conventional accountancy and business consultation services, our tax
investigation help team also offers tax consultancy services throughout the UK. Such
services include:
»HMRC queries related to corporate or personal tax or VAT investigation
»Direct communication and control of tax investigation matters for the best interests of
the client
»Challenges to HMRC’s cases regarding the dues, refusals and penalties imposed on the
client
Our tax cases include corporation tax, self-assessment, capital gains, VAT, CIS and PAYE.
We’re also experienced in solving more complex cases, in particular the challenges of
COP9, COP8, Sec 9A, Sec 36 and VAT PN160.
We take matters beyond HMRC (if not resolved earlier) to independent or tribunal review.
We can intervene in any stage of an appeal, from submission of the appeal, through case
preparation, all the way to representation at the hearing.
MSR Property Consultancy Services
MSR Property provides a full estate agency service at a low cost. A one-off fee is payable when
a landlord instructs us and uses the conveyancing service, or only when the property sells.
AT A GLANCE
MSR GROUP
»Owner and Founder:
Mahadevan Ruban
»Established in 2005
»Located in east London
»Services: Tax services,
accountancy and umbrella
company
»No. of employees: 18
MSR Group
33MSR GROUP |
BEST PRACTICE REPRESENTATIVE 2019
If the property is not sold within six months,
we continue to market the property until it
does without asking for more money.
The landlord can track property sales online
every day of the week and visit our office
to discuss matters. We have experienced
valuers, negotiators and sales progressors
who help at every stage of the sales process,
from appointment through to completion.
Umbrella services
An umbrella company is a large company
with many employees. The people employed
in such companies are not the directors of
the company, nor are they shareholders
or partners. They are nevertheless entitled
to tax-free consumption, like any regular
employee. These costs are reimbursed by the
money produced by the companies.
Many contractors join umbrella companies,
who then manage their pay-related tax
concerns after performing a job. We
knew we had the expertise to perform a
service of this kind, which is why we set
up Platinum Umbrella, a branch of the
MSR Group. In this regard, we focus a
lot on, among others, IT consultants and
doctors or nurses. It didn’t take long to
realise this was a good idea, as we’ve
grown enormously since setting it up. Both
turnover and profits are very high.
It’s not just a matter of handling PAYE
concerns, though; we provide help at
juncture. We let contractors know exactly
what it is they are signing up to, and
we handle all the difficulties relating to
paperwork. Be it holiday pay or their right
to work, we ensure that the process of
gaining work is as seamless for contractors
as possible.
A steep learning curve
Starting umbrella services immediately
presented challenges for us. Despite
having the know-how to conduct such
business, we were not yet fully acquainted
with the standard model of operating
in this area. How to create contacts,
communicate with recruitment agencies,
understand the employers’ points of views
and administer such varied groups of
people – all of these required a great deal
of study and preparation.
Because the service we provided was
of such a high standard, we began
to connect with employers through
word of mouth. Within only a year of
setting the service up – from December
2017 to September 2018 – we grew
from managing roughly 100 people’s
employment to 1,000. Having achieved a
turnover of millions of pounds from doing
this, we have shown that hard work and
entrepreneurial zeal can pay off.
The outcome of this is that we now have
in-house professionals who have become
experts in this field. Not only have they
learned to do this proficiently, but they have
also managed to bring this business model
to scale, performing it at considerable speed
– a feat much appreciated by our clients.
Without this hardworking team, we could
not have achieved what we have over the
2017 to 2018 period.
Skill and expertise, however, are not enough
on their own. A strong ethos of honesty,
fairness and transparency has to underpin
this enterprise, as it’s only by doing this that
we can both attain customers and retain
them too. In this competitive industry,
honesty and transparency are particularly
important, as our dealings depend greatly
on long-term partnership and collaboration.
Lessons to learn
What has been said above should not
be mistaken for an exercise in bragging.
Our success testifies to the necessity for
businesses to change, adapt and advance.
By surveying the market and understanding
what expertise we could bring to it, we
managed to find a method that both
expanded our business and helped out a
considerable segment of the workforce,
most of whom are important contributors
to society. Best practice is not always about
the skills you possess; it’s about skills you
learn and apply from multidisciplinary
knowledge. This commitment to innovation
has served us well in the past, and it will be
the guiding principle as we move forward.
MSR Group staff
We managed to
find a method
that both
expanded our
business and
helped out a
considerable
segment of the
workforce

www.msrgroup.org.uk

This article was sponsored by M S R Group. 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