Marsworth Computing

A Message from Lord Pickles and Lord Blunkett, followed by Marsworth Computing'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 Marsworth Computing 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

Martin Simmons, MD
Infrastructure management –
our core business
Marsworth Computing Ltd (MCL), founded originally
as Marsworth Associates by Martin Simmons in
1989, aims to maintain and develop a niche business
designing and managing high-quality computer networks
for schools and commerce. To build long-term relationships
with clients, Martin believes MCL must aim to understand the
business needs and impacts made by their computer facilities
and advise the management about new trends and what the
associated benefits or dangers could be. Staff are educated
to degree level and must enjoy helping clients obtain the best
benefit from their systems. In return, Martin offers interesting
and demanding projects, a good working environment,
technical training and practical support to staff.
How the business has developed
I started the company as a sole trader to provide an outsourced IT management
service. With a career in computing now spanning over 50 years, I have managed
IT departments (at Campari and Grant Thornton), worked in consultancies (at
CMG Computer Management Group and Baker Tilly), developed software and
The transition from sole trader to MCL occurred due to winning a three-year contract
to project-manage the implementation of a time and billing system developed by
New Zealand-based software house, enSynergy. To retain my existing clientbase,
»Managing director:
»Established in 1989
»Based in Harrow, Middlesex
»Services: Network design and
»No. of employees: 14
»Customer base: 50/50 split of
schools and commerce
Marsworth Computing
Highlighting best practice
»Sponsor staff through university for undergraduate and master’s
»Host university students who need a “year in industry”
»Regularly host students from secondary school for work experience
»Mentor students at Brunel University in the “Women in
Engineering” programme
»Advise primary schools how to achieve the computing curriculum
Ibegan to employ a team of competent
technicians. The business expanded
as the technicians managed more
and more company networks while
I developed software for other niche
markets where packages were not
available, such as timber importing,
photo libraries and quote preparation.
In 2002, we implemented the same
New Zealand system into the Tenon
Group PLC, enabling us to count
three of the top ten accountancy
firms as major clients, while
providing support to Ernst Young in
Sweden and Guernsey for the New
In 2008, the financial crash inspired
our expansion into the education
market, which at the time was being
driven by the “Education Education
Education” initiative. This sector
now accounts for 50 per cent of our
In 2012, I was invited to talks with
the Conservative Party to discuss how
we could assist with the restructuring
of the systems used at the
Conservative Campaign Headquarters
(CCHQ). Several consultancy
projects later, we tendered for the
management of all CCHQ computer
facilities and are still there after five
years and two general elections. As
well as being managing director of
MCL, I also have the role as head of
IT operations for CCHQ.
Some staff work permanently at client
sites, others provide remote support
and network design consultancy.
We do not employ sales staff but
get more work than we can handle
Our culture
We ask for full commitment, loyalty
and absolute honesty. We are only
interested in staff who are technically
competent, have a service ethos, are
ambitious, good communicators and
self-starters. Our aim is to retain clients
over long periods and many have been
with us for over 15 years. We would
rather tell a client that their systems
are good for a few more years and
retain them long term than just “sell
them another box”.
The result from this approach is that:
»Cash flow is predictable due to
recurring revenue
»Clients provide referrals and boost
»We understand the impact of
computing in different industries
»Staff develop into consultants
»Staff turnover is very low
All staff must assist with the sales
effort and be prepared to tackle every
eventuality. Our offices are open-plan,
with a meeting room for quiet work,
and parking places are for whoever
arrives first.
Staff development
All staff must
assist with the
sales effort
and be
prepared to
tackle every
Much of our company culture is
based on my experience of the CMG
philosophy, as developed by one
of the CMG founders, Bryan Mills,
who attended the same school as I
did, albeit many years earlier. This
was Latymer Upper School, from
where we regularly take students for
Challenges to overcome
A perennial issue is finding suitable
staff for the tasks we require. Many
applicants with degrees in computer
networking have been taught
irrelevant subjects and are lacking vital
technical knowledge, to say nothing
of the lack of basic communication
skills in recent graduates, despite the
necessity of this in any business.
Even technically skilled staff encounter
problems. Valuable junior staff with
two to three years’ experience cannot
afford to live in London, which is
increasingly problematic. London is
pricing itself out of the market – we
cannot have staff working remotely
from home due to the poor quality of
broadband, and junior staff cannot
travel in from outside London where
housing is reasonably priced due to
the exorbitant costs of transport.
Moving to and living in London is not
a reasonable fix to this issue either, as
housing prices within London exceed
the budget afforded to junior staff,
without mentioning the costs of
parking facilities. The communications
infrastructure needs to change
to make pricing levels acceptable
for these invaluable members of
Other countries have improved
flexibility and productivity of staff by
ensuring fast and reliable internet and
mobile phone access at reasonable
prices – we need a similar provision
here too. Despite suppliers’ eye-
catching adverts offering fast internet,
our company in Harrow only had
the options of standard, slow ADSL
lines or expensive leased lines. Fibre
broadband was only being offered
to residential properties, not small
businesses – unbelievable in a
city like London. To make matters
worse, the mobile phone signal was
Until the broadband and mobile
phone signal problem is resolved, the
flexibility that staff and companies
need to relocate and relieve the
housing and transportation costs does
not exist.
Planning for the future
Once we have the right staff base we
will have all the tools necessary to
effectively expand. We will continue
to maintain our high standards and
demonstration of excellent services
with completion of our ISO 9001
certification. We will continue working
closely with schools, expanding
this division through work with the
academy groups, and construct our
own curriculum support service for
primary schools. We aim to expand our
cloud facilities and build a specialist
data security team. Technology is
a great tool – we aim to make it
Technology is
a great tool
– we aim to
make it a
Project planning

This article was sponsored by Marsworth Computing. 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