7y
Hi there and thank you for your feedback.
To provide some perspective…our decision to expand in the UK was based upon our desire to protect clients and jobs for people of a company that had been put into administration. To be clear, the company in administration was not BDA. We knew it was going to take time to turn things around and if successful, we’d retain client relationships, jobs, and eventually gain trust with the suppliers in EMEA.
We are now here a year later and have established strong trade credit, retained most of the former company’s employees and have hired new people in new positions as well. Many clients have renewed their agreements, new clients have joined on, but yes, during the transition, we lost clients unfortunately. I surely wouldn’t describe the situation as “failures across the board,” and I’m sure our associates in London, Manchester, and Paris wouldn’t either.
Is everything perfect? Of course not, but our intent is well meaning. Forcing good people to leave is not good business, so why would we do that? That doesn’t make sense. Ideas are listened to, but to be realistic, not every idea can be implemented. And lastly, please don’t mistake an entrepreneurial culture as “fly by the seat of your pants.”
Business decisions are always more complex than they appear to be on the surface or from the perspective of one individual. We will continue to invest in the region, partner with our colleagues, and grow with our clients. We are sorry things didn’t work out for you as an individual at BDA but we wish you success in your future endeavors.
