Tuesday, March 14, 2017

Roofing contractor makes key appointments



A new roofing contractor manager, Andrew Atkinson who lives in Middlesbrough, brings with him 51 years’ experience in the industry.  He will be responsible for driving business expansion and acting as client interface on Roofclad’s contracts.

Tony Graham, of Greenside, Ryton, takes up the role of contracts manager, responsible for ordering materials and overseeing all projects on site.  He is no stranger to the industry, having spent 20 years working for Roofclad’s owner, David Tilley, in his former business where he began work in the industry as an operative. He is currently working on a number of projects, one being a re-roofing project at Robson & Cowan in Scots Gap.

Commenting on the appointments, director, Alex Tilley said:

“I am delighted to welcome Andrew and Tony to the team.  Both are highly skilled and well known in the industry and their experience will be invaluable as we expand Roofclad’s client base throughout the North of England.  We are also actively seeking additional staff to support our expansion plans including a graduate in a construction-related discipline as we seek to reinforce our position as one of the region’s leading specialists in the design and installation of roofing and cladding systems.”

Monday, March 6, 2017

Can I Claim That? The Business Owner’s Guide to Unexpected Write-Offs

The tax world is complex, and when it comes to write-offs there are a number of ways that smart businesses (with the help of their tax advisors) can make the tax law work in their favour.

We’ve rounded up 5 unexpected tax deductions we’ve seen pass with the Tax Courts in the past. Your business is unique, however, so be sure to work with your tax consultant to discuss what can work for you, and where you can save on your taxes this year.

1) Pet Expenses

Maybe.


There’s no denying that the cost of maintaining a pet can be expensive. While typically these costs are considered to be personal expenses, there have been cases where businesses have proven how vital their pets were to the business, and were able to have those expenses deducted from their taxes.
For example, a couple who owned a junkyard was allowed to write off the cost of cat food they set out to attract wild cats. The cats came for the food, but they also kept the property free of rats and snakes, making it safer for the customers.

As with any claim, be prepared to back it up with documentation and facts. Simply claiming Fido as your office guard dog is not likely to get you far.

Thursday, February 16, 2017

Talent Mindset: The Business Owner’s Guide to Building Bench Strength



WHEN I WAS WORKING at my first ‘real’ job my manager talked a lot about talent acquisition. I had very little insight into what that meant back then, but often wondered why there was such a sense of competition among managers when there were vacancies to fill in the organization. Thirty-plus years later I no longer wonder, because I know that the hiring and firing process can be a precarious walk across a tightrope, not a synchronized ballet. I think this is what attracted me to this book, Talent Mindset: The Business Owner’s Guide to Building Bench Strength by Stacy Feiner. If you’re a business owner, or if you are a leader with the responsibility for hiring talented individuals to work for you, this book is for you. Stacy’s book is about what it means to get into the talent mindset and really own it; she calls it Strategic Talent Management and refers to Bench Strength. .

Strategic Talent Management [STM] gives you agility to recruit, train, and develop top talent. When you make Strategic Talent Management a priority and build Bench Strength you will also be developing a high-performing team. STM is a system, but doesn’t require a specific sequence. There are nuggets of wisdom and practical application in every chapter so as you read, you can jump around focusing on the sections that speaks to the situation you want to tackle at that time. Think of this book as a field guide to overcoming barriers where you are right now, be it Talent Acquisition, Talent Development, or Talent Deployment. Which of those scenarios are your ‘pain points’? Start there.
Strategic Talent Management is your process — you own it. Once you implement STM, you will be hiring people who contribute their talents to your organization and as they develop and improve in competencies, they become your competitive edge.