A Message from Lord Pickles and Lord Blunkett, followed by Techsimulater'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 Techsimulater 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

Highlighting best practice
Khurram Asif, CEO
The launch of Heelo, TechSimulater’s
flagship product
In 2011, 11-year-old Khurram Asif started a YouTube channel
which compared and examined various pieces of consumer
technology, while breaking down the hardware specifications
into easily digestible and valuable information. After concerns
about the growth of this model, he turned his eye to a new
pursuit: the manufacture, assembly and shipping of custom-
built computers. In his first year, he shipped 37,000 units and
generated the capital to once more change the immediate
future of the company. Since 2014, TechSimulater has focused
primarily on software, app and web development, having been
contracted by the likes of Rovio and Qatar Airways thanks to its
specialised yet malleable skillset and outlook.
Our journey over the last seven years has been spectacular. The inspiration and
drive to develop apps on such a scale has been a thing of the past two or three
years; in 2016, we stopped selling custom computers to really concentrate on
what we considered to be more important. We now have nine full-time employees
operating from an office in Milton Keynes, and an astounding network of contacts
considering our size and age. Contracts with Rovio and Qatar Airways in particular
have been unreal accolades over the past four years, and the development of Heelo
has been our most successful project to date.
A two-channel operation
Custom-made software and website development, though something we are
undoubtedly interested in, has taken a back seat for us behind apps. We have two
»CEO: Khurram Asif
»Established in 2011
»Based in Milton Keynes
»Services: App, web and
software development
»No. of employees: 11
»Clients include Qatar Airways
and Rovio
»Heelo is one of the only
platforms of its kind that can
be used in every country in the
channels we mainly work through:
contract work and our own projects.
For clients, we develop high-quality
custom apps to support their
business, tailored to incredibly high
specifications. TechSimulater projects,
however, divert almost entirely from
that methodology; we typically take
existing models and improve on them.
For example, with Heelo, we took
WhatsApp and identified flaws and
issues consumers had expressed with
the model, resolved them and then
marketed it directly towards the
corporate sector. This is one of two key
demographics we focus on, the other
being teenagers and young adults
between 13 and 25, which can be seen
in another project,
While Silicon Valley seems to be
where most of this new software and
app development originates, we at
TechSimulater, and I personally, want
to change things. There is not a lot of
new, original British technology; with
London as a global hub for finance and
business and with many British young
people working in our industry, there
is a chance that we could see similar
expansion here in the future. All of our
apps and software are put together on
British soil, and it is something we are
incredibly passionate about.
Beyond that, we all share and believe in
one philosophy when it comes to our
actual working process: looking at the
simplicity of things. As new technology
develops, we naturally see greater
complexity. Inspired by figures in the
sector like Steve Jobs, we work tirelessly
to ensure all TechSimulater projects
are as straightforward and streamlined
as possible. It’s the second major
sentiment that contributes to our three-
part ethos: connect the world, keep
things simple and create British tech.
Heelo and
Heelo is the first social network platform
that focuses almost entirely around
video calling. Where platforms like
Skype and WhatsApp offer somewhat
limited services in this capacity, Heelo is
aimed at the corporate sector, provides
higher-resolution video and allows up
to 16 people on a single call in full HD.
It is by no means an overly complex
app; it functions in a manner similar to
other instant messaging platforms and
has an aesthetic not too different from
both WhatsApp and Viber. Much like
Skype, however, Heelo requires you
to create a username and add other
contacts for audio call, video call and
instant message services. While already
available on the App Store, Heelo
will be released in full for Android in
November. We offer continual support
for Heelo and see that it uses 234
kilobytes of data fewer per second
than WhatsApp. Finally, whereas a lot
of VOIP programs are banned in places
such as Dubai, Heelo can be used in
every single country around the world., however, is
a massively different venture. We
established the website to offer truly
alcohol-free beverages for the growing
number of teenagers moving away
from drinking. Most typical products
advertised as free-from alternatives
do typically still possess a minute
percentage of alcohol. The platform
enables those who want to try these
Heelo in action at the
event in March
For clients, we
develop high-
quality custom
apps to
support their
tailored to
incredibly high
Highlighting best practice
drinks for the taste to do exactly that,
while also accommodating ethnic and
religious groups, such as Muslims,
who cannot drink. It’s a way to try
these products for the experience
and culture without compromising
Expansion, difficulties and
new frontiers
Over the past few years, we have
established partnerships with a lot
of companies, in spite of whether or
not they have previously developed
apps, websites or software with us.
Generally, we like to expand and grow
through word of mouth, and let our
products and service speak for us.
Client referral has been a massive help
in this regard. We do also operate
targeted marketing campaigns online
to get suitable clients for whom we
know we can deliver – our excellence
and flexibility has been a key factor.
For a large portion of TechSimulater’s
early history, I worked more or less
alone. Having only turned 18 this year,
I have found that sometimes there
has been a negative response to my
age and the fact that our company is
small, new and young. We do always,
however, relish the opportunity to
show clients our quality by undertaking
important contracts and delivering
everything they want.
The biggest struggle for TechSimulater,
however, has undoubtedly been
funding. Every day on the news, we
see billions of dollars flying around
in the tech industry; acquiring even a
minuscule percentage of that, though,
or similar investment, is beyond
difficult. Establishing a solid network
and creating convincing pitches has
been a tough element of this, and,
often, funding from previous contracts
did not prove to be enough for
expansion at a desired rate.
The future, however, is bright. In the
next five years, we want to be seriously
researching and developing three new
frontiers: robotics, artificial intelligence
and virtual reality. We do want to
continue delivering excellent software
and service for clients, as we do now,
but diversification and expansion into
cutting-edge and exciting industry
areas are processes that we are all
passionate about at TechSimulater.
and expansion
into cutting-
edge and
industry areas
are processes
that we are all
about at
Part of the team at
Heelo’s launch event

The Parliamentary Review Publication, in which this article originally appeared, contained the following foreword from the prime minister.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

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