Media Street

A Message from Lord Pickles and Lord Blunkett, followed by Media Street'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 Media Street 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.media-street.co.uk

THE PARLIAMENTARY REVIEW
Highlighting best practice
56 | MEDIA STREET
Founder and Director
CharlieStreet
Media Street nurtures an environment
where designers, developers and
marketing experts collaborate every day
Like many famous digital start-ups, Media Street was founded
in a bedroom; entrepreneur Charlie Street has taken the
business from strength to strength, enabling companies
worldwide to succeed online through a range of innovative digital
services. Since first developing payment gateways for PayPoint Net
and SagePay, the organisation has built over 500 websites since
2009 and currently manages more than 300 domains. Charlie,
the founder and director, tells
TheParliamentaryReview
more.
I have always had a strong entrepreneurial spirit, and by the age of 11, I had
developed my own popular magazine at school. By 16, my very own record label
was born and by 19 a small network of companies were asking for my help online.
At the time I was a hot air balloon pilot, so it was only right to employ my best
friend to work from my bedroom while I continued to fly. To date, every member
of the Media Street team has been able to experience a hot air balloon flight here
in Devon.
Within three years, Media Street had grown substantially. The decision to put
the ballooning to one side and focus purely on the business, on a full-time basis,
wasn’t a hard one to take. Soon after, I started hiring out of my parents’ garden
shed and ran the company from there. We continued to grow and three years later
we moved into a dedicated office and then into a two-room hot-desking office
inBristol.
Today, nine years after Media Street was established, the company is run from a
custom-built 2,300 square foot workspace near Exeter Airport. We have a vast
FACTS ABOUT
MEDIA STREET
»Founder and Director:
CharlieStreet
»Founded in 2009
»Located in Exeter, Devon
»Services: Digital marketing,
hosting and domain names,
website and printed design
»No. of employees: 8
Media Street
57MEDIA STREET |
BEST PRACTICE REPRESENTATIVE 2019
array of international clients, which
spans many industries, such as African
charities, Alpine chalet owners and
local roofers and builders, in sectors
including education, technology,
ecommerce, accommodation,
wellbeing, catering, printing, dentistry,
security andweddings.
Comprehensive solutions
Media Street currently has around 50
marketing clients, many of which are
on long-term marketing campaigns.
In addition to this, we conduct a lot
of
ad hoc
marketing for a variety
ofcompanies.
We are now a full-service digital
agency and while most of our
customers come to us wanting a new
website built, within a year they often
also conduct marketing, hosting and
graphic design with us. Supporting
companies to enhance the delivery
in every aspect of their marketing
campaigns is important to us; working
in synergy helps everyone to be on
the same page. The same goes for
digital businesses – we are a lot more
effective when we can control and
work on every element of a company’s
digital strategy.
In order to achieve such success,
it’s important that the team can
communicate effectively and
efficiently on a daily basis. That’s
why we have been placing a strong
focus on AI and automation within
our digital communication platforms.
For example, an “office AI bot” has
been introduced to give advice and
enhance staff knowledge – anything
from HR queries to marketing and
design help. Staff also have access to
an application that gives them real-
time information on sudden spikes in
website traffic for marketing clients.
Full transparency with our clients is
hugely important. We use interactive,
online project boards, which clients
have full access to, so they are
able to keep up to date with their
marketing campaigns and web design
projects,24/7. In-house training is
conducted in a custom-
built 2,300 square foot
work space
Supporting
companies to
enhance the
delivery in every
aspect of their
marketing
campaigns is
important to us;
working in
synergy helps
everyone to be
on the same
page
THE PARLIAMENTARY REVIEW
Highlighting best practice
58 | MEDIA STREET
Nurturing a unique company
culture
Creating an atmosphere in which our
staff can thrive is important to us.
As part of this effort, we are keen
for all of our staff to go through
our internal training, which takes
around a month, as well as gaining
Google qualifications on a broad
range of platforms. In addition, staff
are encouraged to attend third-
party events around the country. In
2017, we were offered the chance
to be included on Google’s Elevator
programme and we are a certified
GooglePartner to maximise our
client’s marketing potential.
In 2018, the company purchased three
electric bikes for staff to take to and
from work and we have four staff that
live within a two-mile radius. We are a
fair opportunities employer and have
one member of staff that is trained to
Level 2 in Dignity and Safeguarding
and another member of staff trained
in Equality and Diversity. Last year we
took the staff to Dublin for a Christmas
party and our work always offers staff
the opportunity to travel. We believe
that the workplace should be a place
where staff can be creative in their
approach to work and we encourage
this on a daily basis.
As a business, we strive to be as
economical as possible, and as
“technology-friendly” as the 21st
century allows us to be! The internal
lights are controlled by motion sensors
and staff have the ability to turn on
the TVs, kettles and air-fresheners by
voice activation. We are passionate
about technology not only in our work,
but in our surroundings also. Many
of the office electrics save energy –
for example, our water coolers turn
off automatically at five-thirty each
afternoon and turn back on at eight-
thirty in the morning. We want to be
as green as possible and we highlight
this within our brand.
Exciting times ahead
Needless to say, and like many start-up
companies, at times there have been
bumps in the road which have halted
our success, but the Media Street brand
is so important and we are very proud
of how far we have come. In order to
resolve any issues, we trademarked the
term Media Street so it was cemented
with us. Our staff have been incredible
in supporting the company journey and
without them, Media Street wouldn’t
be in the position it is now.
We are highly rated by our clients, and
we are now working with multiple
award-winning companies, but we
will always continue to have a passion
and drive for improvement. We now
have partnerships with SagePay and
PayPoint.Net, which help us grow in
the ecommerce sector and we sell
solutions to SMBs all over the UK
who use either of these payment
providers. Over the coming year, we
have aggressive plans for growth and
we are looking to hopefully double our
workforce in our new offices. We are
excited about the future and cannot
wait to see what comes next.
As a business,
we strive to be
as economical
as possible,
and as
“technology-
friendly” as
the 21st
century allows
us to be
Media Street supports
hundreds of companies
in the UK and further
afield

www.media-street.co.uk

This article was sponsored by Media Street. 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