NEST Management

A Message from Lord Pickles and Lord Blunkett, followed by NEST Management'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 NEST Management 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.nestmanagement.co.uk

21NEST MANAGEMENT |
BEST PRACTICE REPRESENTATIVE 2018
Gerard Turvey, managing
director
We always engage with clients
NEST Management is a specialist supplier to martial arts
clubs in the UK. Established in 2000, they currently offer
cash-flow and membership solutions to over 700 clubs,
and have recently expanded their offerings to provide online
services, attendance management solutions and business
development guidance. Managing director Gerard Turvey
combined his martial arts hobby with his experience as a
director of a high street opticians chain, where his IT team had
developed a direct debit payment solution.
In the UK, there are over 14,000 martial arts businesses with a combined turnover
in excess of £500 million. These clubs attract more than 800,000 students on a
regular basis. NEST Management is now the business growth partner for some
of the most successful clubs and academies in the UK, providing them with
membership, marketing and management support.
We initially set out to help clubs with short-term cash-flow fluctuations, while
offering online monthly membership fee infrastructure. This removed the need for
students to pay in cash at each session, which would lead to clubs losing money.
Since our inception, NEST has become FCA approved and we now work with over
700 clubs and academies. We are the market leaders in the provision of business
development and payment services to this sector in the UK.
While the business is structured around transactional fees, we have now
incorporated added value services to our offerings including school management,
online membership and attendance management, marketing, website and sales
support, lead generation and financial planning.
FACTS ABOUT
NEST MANAGEMENT
»Managing director:
GerardTurvey
»Established in 2000
»Based in Nottingham, with a
remote office in Dublin
»Services: Specialist business
growth partner for martial arts
clubs
»No. of employees: 28
»Market worth: £500 million
NEST Management
THE PARLIAMENTARY REVIEW
Highlighting best practice
22 | NEST MANAGEMENT
NEST customers
Our clients come from across the
martial arts disciplines, and their
business structures often vary. We
work with experts in martial arts
disciplines from across the world
including Japan, China, Korea,
Thailand, Israel and France. These
arts take form in self-defence, fitness,
strength, katas and forms, sporting
competition, mental strength and
discipline. For children in particular,
a strong focus of client teachings is a
combination of respect, confidence,
focus, determination and life skills.
These are important attributes to
develop as a child and can contribute
to success in all areas of life as a result.
Our clients include part-time instructors
supplementing a full-time job and full-
time instructor entrepreneurs, so we
tailor our services to the needs of the
instructor, regardless of their level. Their
businesses can take the form of sole
trader, LLP, limited company, franchisor
or franchisee and licensor or licensee.
We also work with National Governing
Bodies (NGBs) and associations. NEST
recognises the role of martial arts
instructors as self-defence teachers,
physical trainers and life coaches.
Inturn, we understand that our role is
to professionally support, develop and
enhance our clients’ business in a way
that provides the most beneficial impact
to their communities.
As a business growth partner to a
range of clients, the delivery of high-
quality martial arts products and
services is of paramount importance
when helping them reach their goals.
We are committed to helping in any
way we can to provide the highest
level of client care, consultancy,
administrative support and online
support. We recognise that striving
for the highest standards is a process
of continuous improvement, and this
principle is embedded throughout
NEST through our statements, policies
and processes.
Martial arts as a whole do not have
an overarching regulatory body, so an
aspect of NEST’s goal is to promote
the professionalism of the industry.
We have been working with Sport
England and the NSPCC along with
a number of associations and NGBs,
to define and implement a code of
conduct which has the safeguarding
of children and adults at risk at
itsheart.
We provide a specialist,
personal service
We recognise
that striving
for the highest
standards is a
process of
continuous
improvement,
and this
principle is
embedded
throughout
NEST
23NEST MANAGEMENT |
BEST PRACTICE REPRESENTATIVE 2018
Recent developments
In the last 18 months, we became FCA
approved. This gave us access to the
international market, and allowed us
to develop the capacity to collect direct
debits from around Europe in euros.
Since then we have begun working
with several clients in the Republic
of Ireland and our client base there
is beginning to grow alongside our
continuous growth in the UK. We have
also implemented support services for
a significant number of franchisees in
Australia, which we plan to expand in
2019.
We have also implemented credit and
debit card transaction systems for
payments for which direct debit is not
appropriate. Recently, we introduced
an event management solution for the
creation, invitation and attendance
management of events outside of the
normal training programmes, such
as seminars, grading ceremonies and
birthday parties.
Future
NEST has solely concentrated on the
martial arts sector to date, although
several clients also run dance schools.
The similarities in software and
financial service requirements have
focused our attention on creating
a package offering for the dance
tuition industry, and 2019 will see
our concentrated expansion in this
direction. Our European project’s
success will also enable us to offer
coverage for additional countries.
Brexit still poses a great number
of questions and challenges, so
enhancing our European Virtual Office
to become a fully operational office
will provide us with further options.
Continued development in credit and
debit card payments will lead to the
further expansion of our services, and
should provide our clients with more
sophisticated online shop services. We
are currently negotiating with acquirers
to ensure we offer our clients the best
possible transaction rates in both the
UK and Europe. In 2019, we also aim to
integrate our systems with third party
accounts systems such as QuickBooks,
which should further reduce our
clients’ administration and improve
their financial reporting. We have
continued to focus our business model
on enabling martial arts teachers to be
the best they can be. We have helped
them build successful businesses that
provide continual benefits to all their
students including fitness, life skills,
health and wellbeing. We strive to
increase our market share and make
an even greater contribution to the
communities served by our clients.
We have
begun
working with
several clients
in the Republic
of Ireland and
our client base
is beginning
to grow. We
have also
implemented
support
services for a
significant
number of
franchisees in
Australia
Teamwork is crucial

www.nestmanagement.co.uk

This article was sponsored by NEST Management. 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