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


Chief Executive Officer
10 years in business
tecnologika’s decade of experience in IT infrastructure is,
alone, a testament to the quality of its service. As a provider
of IT solutions for a range of clients, the company has
anticipated the growing demand for leading-edge data centre
IT infrastructure. Allowing companies to “efficiently operate
and grow their businesses” is the company’s primary concern,
according to Joseph Castle, the company’s CEO. He discusses
how he and his team seek to empower customers.
At tecnologika we pride ourselves on providing organisations with the IT solutions
they need to efficiently operate and grow their businesses. My brother-in-law and I
founded the company in the global recession a decade ago. We began with endless
ambition but no investment, and we are proud to be self-funded to this day.
We both came from backgrounds in the IT industry, and, looking back, my
decision to start a career in IT at the age of 17 rather than going to university
afforded enough industry experience and know-how to make tecnologika a
success. Equally important was the luxury of having time on my side, which
allowed me to be fearless in the decisions I made without having the constraints
of student debt.
To say we started out with a niche focus is an understatement, as the initial vertical
market we focused on growing in was the volatile but burgeoning proprietary
trading and quantitative hedge-fund side of the capital market industry. Early on,
we saw an opportunity to be the go-to IT infrastructure provider for fintechs.
»Chief Executive Officer:
»Founded in 2009
»Located in London, Delaware
and Singapore
»Services: Global IT fulfilment,
cloud services and workspace
»No. of staff: 15
»Project office of 400
Highlighting best practice
We foresaw the growing demand
for leading-edge data centre IT
infrastructure among algorithmic
trading firms, especially given the fact
that larger and more cumbersome
investment banks were collapsing.
These were being replaced by
dynamic, technology-focused start-
ups, ultimately reshaping the financial
services industry in the process.
As we gained confidence from
our early successes and industry
experience, we scaled our vision not
just to resell other vendors’ solutions,
but to invest in innovation and develop
our own server solutions, such as the
RZ server range, which was launched
in 2015 and provided record-breaking
unrivalled performance for our high-
frequency trading clients.
The realisation that we could
outperform our competition by
providing the variety of new-to-
market, low-latency technologies
that the industry was demanding,
with efficiency and reliability across
geographical locations, paved the way
for tecnologika’s philosophy of being
disruptive leaders in IT fulfilment,
innovation and services across
every vertical market we ventured
Business without borders
Although we’ve refined our sales,
services and support processes working
with the finance sector, through
understanding the pain points and
problems of our clients, we have been
able to successfully diversify effectively
into many verticals, including retail, oil
and gas, broadcasting, media, and the
public sector.
Working with multinational customers
from day one has meant that our
business has been built from the
ground up, with a global reach in
mind. Today we have local companies
in Europe, the Americas and Asia
strategically positioned to supply locally
or to manage the import and export
process for our customers. We provide
complementary export and import
compliance, which includes export
licensing for controlled goods, custom
clearance services and delivery to the
end location, helping our customers to
focus on their business process, while
we focus on delivering their IT projects.
Clearing the cloud and seeing
through the fog
We are confident in our ability
to prosper and grow despite the
forecasted instability that Brexit
has brought on. Having started
our company in a global recession,
a time when liquidity was sparse
and confidence in general was at
a record low, we feel like we’re
perfectly positioned to continue to
scale our business. We don’t wish to
underestimate the risks in the macro-
economic landscape for the UK while
we renegotiate our way around the
globe, but one certainty in times of
economic restraint is that the world
doesn’t stop spinning.
Our existing and prospective clients
still need to ensure their IT estates
are managed, supported and
maintained efficiently and responsibly.
Sales team
We are
confident in
our ability to
prosper and
grow despite
the forecasted
instability that
Brexit has
brought on
In addition to their conventional
in-house IT infrastructure approach,
the widespread accessibility of the
public cloud has presented a wealth of
new IT opportunities for end users to
gain resiliency and scalability without
upfront capital investment.
Helping our customers to streamline
and optimise their workloads on
their own infrastructure, in the cloud
or often in a hybrid version of both
scenarios, has diversified our range of
services and enabled our professional
services division to flourish.
That’s why we have continued to
invest in our teams over the course
of 2019, and we have ambitious
recruitment targets for 2020
Back to the future
Although there are many encouraging
business success stories, and an
industry dedicated to motivating and
inspiring people in business, there isn’t
an instruction manual for start-ups, so
it’s vital to learn from one’s successes
and failures quickly and bring in
expertise to help mould and guide
the implementation of one’s strategy
where applicable.
This core value has been vital in
shaping our success, and as we move
forward into our second decade of
trading, our commitment to constantly
evolve our offerings while maintaining
the core values that have taken us this
far is critical to our plans.
To drive new meaningful
engagements, we have rebranded and
productised the five cornerstones or
pillars of our offering that we consider
fundamental to the success of our
clients’ IT strategies in the next decade.
These begin with our workspace
transformation pillar, which delivers
subscription-based and operational
expenditure services, such as DaaS,
and endpoint software licensing,
like Microsoft’s O365, as well as
providing global MPS (managed
Another core pillar is our LCS practice,
License Consulting Services, which
delivers pay-on-results consultancy
to help our customers renegotiate
bulky and expensive software licensing
contracts, saving typically 30 per cent
of the original contract value. For
example, by analysing our customer’s
usage of its licensing estate and,
critically, negotiating on its behalf at
the point of renewal, we reduced its
net spend with the vendor on a global
Microsoft Enterprise Agreement from
£45 million to £30 million.
Our remaining pillars are focused
around optimising public cloud
environments and being at the heart
of our customers’ global product
fulfilment needs.
It’s clear from the diversification of
tecnologika over the years that being
a one-stop shop is in our DNA, but our
story to date wouldn’t be of interest
if it wasn’t for our most important
stakeholders: our employees. We truly
believe it’s critical to empower our staff
in order to most effectively empower
our customers.
Our existing
clients still
need to
ensure their IT
estates are
supported and
efficiently and
Work and play


This article was sponsored by Tecnologika. The Parliamentary Review is wholly funded by the representatives who write for it.

Rt Hon Elizabeth Truss's Foreword For The Parliamentary Review

By Rt Hon Elizabeth Truss

Even by the standards of the day –this has been one of the most exciting and unpredictable years in British politics.

The leadership election we’ve just seen marks a huge moment in our country’s history. This government is taking a decisive new direction, embracing the opportunities of Brexit and preparing our country to flourish outside the EU.

As international trade secretary, I’ll be driving forward work on the free trade agreements that are going to be a priority for the government. Free trade isn’t just an abstract concept bandied around by technocrats. It is crucial for a strong economy and for the ability of families to make ends meet. Free trade benefits people in every part of our country, as British firms export to new markets and people doing the weekly shop have access to a wider choice of goods at lower prices.

The essence of free trade is in the title: freedom. It’s about giving people the power to exchange their goods without heavy government taxation or interference. Commerce and free exchange are the engine room of prosperity and social mobility. I’m determined to tackle the forces who want to hold that back.

One of my priorities is agreeing an exciting new free trade deal with the US, building on the great relationship between our two countries and the Prime Minister and US President. But I’ll also be talking to other partners including New Zealand, Australia and fast-growing Asian markets.

And with the EU too, we want a friendly and constructive relationship, as constitutional equals, and as friends and partners in facing the challenges that lie ahead – a relationship based on a deep free trade agreement. Our country produces some of the world’s most successful exports, and the opportunity to bring these to the rest of the world should make us all excited about the future. It is this excitement, optimism and ambition which I believe will come to define this government.

For too long now, we have been told Britain isn’t big or important enough to survive outside the EU – that we have to accept a deal that reflects our reduced circumstances. I say that’s rubbish. With the right policies in place, we can be the most competitive, free-thinking, prosperous nation on Earth exporting to the world and leading in new developments like AI. To do that, we’ll give the brilliant next generation of entrepreneurs the tools they need to succeed. Since 2015, there has been a staggering 85 per cent rise in the number of businesses set up by 18 to 24 year olds – twice the level set up by the same age group in France and Germany. We’ll help them flourish by championing enterprise, cutting taxes and making regulation flexible and responsive to their needs.

As we do that, we’ll level up and unite all parts of the UK with great transport links, fibre broadband in every home and proper school funding, so everyone shares in our country’s success.

2019 has been the year of brewing economic and political revolution. 2020 will be the year when a revitalised Conservative government turbo charges the economy, boosts prospects for people across the country, and catapults Britain back to the forefront of the world stage.

Rt Hon Elizabeth Truss
Secretary of State for International Development