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30 Years of The Hilditch Group – The Premiere Medical Auctioneer in Britain


The Hilditch Group celebrate its 30th anniversary this Summer, making it the longest running medical equipment auctioneer in Britain. Established in June 1990 by Mike and Nicky Hilditch, it has grown to be the largest auctioneer of healthcare equipment in Europe and a key partner to the majority of NHS trusts in the UK, working as a sales agent on their behalf to maximise asset value for the sale and removal of all medical assets.

Working as a freelance auctioneer in the UK and South Africa, Mike was struck that the standards of professionalism varied considerably across auction houses. In essence anyone can call themselves an auctioneer with no formal training and no qualifications, leading to a disparity between companies and the level of service that they offered. Mike and Nicky made it their aim to establish the most professionally managed commercial auction house in the UK. An accomplishment that they have undoubtably achieved, with professionalism being very much at the heart of the company’s ethos today. The organisation was originally set up as a general and commercial salesroom; offering sales in plant and machinery, general household and antiques and commercial catering equipment. In the early days the organisation even held sales in horses, a throwback from Mike’s days working in livestock auctions. Starting with a modest 5 staff members, this quickly grew to 8 in the first year and now employs almost 50.

It was during the second year whilst clearing a kitchen for a local hospital that Mike noticed whilst the hospital was happy to sell the catering equipment, they would, however, not permit the sale of redundant surgical trolleys, instead these were simply thrown into a skip. From that moment the seed of an idea was planted and the Hilditch Group started researching the medical market. At that time the majority of hospitals disposed of all their medical equipment, regardless of condition, due to a general fear of liability. It took several years for Hilditch as an organisation to persuade a handful of hospitals to consider the resale of their redundant medical equipment as an option. The equipment was sold to a large number of overseas buyers, who normally would not have been able to afford new equipment. Most of these buyers are still trusted customers today. As a result, huge quantities of equipment were given an extended life, landfill and recycling was reduced. These days the reasons for resale of medical equipment have taken on even more pertinence as we are all much more aware of the waste in our society. The expansion of the company was initially slow as NHS trusts took a long time to consider the implications of resale. The introduction of the WEEE (Waste Electrical and Electronic Equipment) legislation sped the process up, as hospitals considered how they could reduce waste and fulfil their obligations.

Many new hospitals were built over subsequent years as part of the PFI initiative, which resulted in large numbers of redundant assets being surplus to requirements. The Hilditch Group was invited to work with the Department of Health to promote the re-use of equipment as part of the NHS’ waste management strategy. As the Hilditch Group offers a complete site clearance service they manage the sale and disposal of the entire contents of old hospital sites and with a fleet of their own vehicles and experienced drivers, the Hilditch Group can clear medical equipment from a site of any size.

Innovation has always been key to the company’s success, they were one of the first auction houses to offer Timed Online Auctions, developing their own bidding system years before any other auctioneers. Mike also was involved in establishing the National Association of Auctioneers and Valuers (NAVA), an organisation dedicated to improving the professional status of auctioneers and upholding the highest standards of service delivery. Now a Fellow of the Association, he is very keen that his valuers take the NAVA exams and carry out regular CPD courses to improve their skills.

The Hilditch Group have continued to innovate and add customer value over the decades including the addition of the in-house medical engineering department around 20 years ago. The qualified and accredited medical engineering staff have extensive experience and provide a wide range medical engineering services and support for both on and off-site requirements, including: long term maintenance of medical equipment, with planned preventative maintenance contracts (PPMC’s), equipment testing and condition reporting, inventories and assessments, and medical decontamination.

In the past 10 years the company has grown exponentially, expanding its customer base to include, not only most of the public and hospitals, but also manufacturers, banks and lease companies. The organisation has expanded into western Europe with offices in Spain (Hilditch Iberia), France and Germany. This growth does not seem to be slowing down either as the Hilditch Group now has over 20,000 registered buyers from 182 different countries, and can guarantee the largest number of buyers for your redundant medical equipment. With around 30 individual auctions and over 2,000 lots of high-quality used and ex-demonstration items per month. the Hilditch Group is the foremost authority in the market for the re-sale of bio-medical devices, helping clients generate revenue and release equity from old equipment.

The Hilditch Group has also created a medical asset valuation tool in a software-as-a-service solution for those managing end of life values for a large number of medical assets, such as lease companies and large private hospitals.

No other medical device asset manager has such and extensive range of services for your health care establishment; the Hilditch Group remains the premiere medical equipment auctioneer in the United Kingdom. To find out more about our services or to discover how the Hilditch Group can facilitate the resale of your used medical equipment, visit our website to find out more: www.hilditchgroup.com

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Staying Power: 30 Years in Construction Recruitment

Sarah Harvey has thrived for 30 years in construction recruitment. Find out how she achieved this feat and how the industry has changed over the decades.

When I took my first construction recruitment job in 1989, I would never have imagined I would still be in the industry 30 years later. Thriving for three decades in this role is rare, as it’s such a tough, competitive environment to work in.

My time in construction recruitment has given me a unique insight on the industry as a whole, and I wanted to discuss the evolution I’ve seen and the changes I still want to see.

As we approach the end of an uncertain year, we’re hoping 2020 will be reinvigorated through political clarity. For construction talent, be it permanent or temporary staff, if you do a good job and add value, you win through.

Construction

An Improved Landscape

The industry has undergone a major image transformation over the last 30 years and has emerged as more professional and respectable. The industry we know today is process-led, policy-driven and digitalised. The culture of the late 1980s has been largely overhauled, and as a result, we all work in a more positive sector.

Whilst policy is a must in order to mitigate risk, there is a feeling that policy can be more of a tick-box exercise with the clear exception of health and safety. We have seen a complete behavioural overhaul of health and safety, and rightly so. The standards have skyrocketed, meaning workers are happier, more productive and significantly safer in their roles.

Equally, 30 years ago, there was no such thing as having records and plans stored digitally. Advancements in technology have enabled plans to be viewed in 3D, making it more efficient to plan and develop construction projects.

The concept of construction management software has also revolutionised the industry. It allows different parties to collaborate on projects with more ease, which means they can make necessary changes much faster.

We also talk about equality, diversity and inclusion, and wanting to attract more women into construction. Fortunately, how the industry treats its stakeholders is worlds apart from where we were in the late 80s.

Industry leaders who are stuck in their old ways still exist, but thankfully, they are now few and far between. They need to be as they actively deter females from the industry and cause good staff members to look for better prospects elsewhere.

Where We Need to Build a Better Industry

Culturally, the industry has improved, but there are issues that still need to be resolved. I think the way parties interact with each other has remained largely unchanged with confrontation still rife. Because of this, the industry loses talent that doesn’t cope well in harsh cultures.

Being overly tough just isn’t the right approach for today’s talent. The industry has been very slow to adjust here, despite claiming otherwise. Staff retention hasn’t improved massively over the years, but if we adapted the same zero tolerance approach to poor management as we do to health and safety, workers will be more inclined to stay in their roles.

People often tell us they feel like they’re in a straight-jacket, unable to offer ideas or honest feedback for fear of it putting a black mark against their name. Similarly, there are widespread comments that people feel like their appraisals are rushed and merely part of box-ticking process.

Whilst policy is key to compliance and risk mitigation, there needs to be a greater level of sincerity around policies. We have to take them more seriously instead of using them to simply satisfy legislative criteria.

I can still remember how fondly professionals spoke about their careers in the late 80s and 90s. Despite how far the construction industry has advanced, it doesn’t feel like workers these days have the same sense of team spirit and respect for each other.

There seems to be a worrying sense of disillusionment with how they’re treated, with company politics and what many consider to be overkill on process. Talented professionals feel stifled and that their roles are now less skilled with the growth of automation processes.

I knew many site engineers, site managers, quantity surveyors and the like who are now senior industry leaders. It seems the generation of yesteryear had a real appetite to progress, but these workers are now within a few years of retirement. As a general observation, I think those who have come through the industry in the last ten to fifteen years don’t have the same desires.

This is concerning as it poses a potential problem for sourcing future leaders and begs the question as to why people don’t want these roles. It’s highly unlikely they don’t want an increase in salary, bonuses and kudos. It’s more than likely they don’t want to deal with the complicated processes, backstage politics and blame culture that many perceive comes with career progression.

Towards the end of the 80s, late payment was rife. We still hear about poor payment issues today, which is leading to the same business failures we saw three decades ago. Payment has improved on the whole, but I feel it may have regressed in 2019. We talk about fair treatment and timely payment, but there are still behaviours that fly in the face of these principles.

Recruitment: The Success and Failures of the Industry

The recruitment industry has also evolved a great deal during my three decades in the business. When I first started out, recruitment was completely paper-based, and sales offices were smoke-filled dens of relentless, high-pressure sales activity. The role was purely phone–based and job boards were unheard of.

The way in which jobseekers look for new roles now has certainly changed. Over the last few years, I have witnessed the rise of job boards, applicant tracking systems, portals and social media — LinkedIn in particular. Previously, advertising was mostly confined to industry magazines, and anyone looking for a different job would need to look at adverts while on their tea-break.

In this digital age, I feel as though the sector has lost its perspective of what it means to be good at recruitment. I was taught recruitment from first principles, which means building up a profile of a person’s experience and aspirations through detailed face-to-face discussions.

We built trust with clients this way, as they knew we were doing our due diligence rather than just lifting profiles from social media or job boards. Today, this latter approach has sadly become all too common, and I feel it has created an inherent distrust of clients towards agencies.

There is no denying that technology is very much part of modern recruitment. I talk to many clients who are frustrated that they haven’t filled their roles when all they’ve done is placed an advert online. You don’t achieve the right results working like that, which is why we need more credible, connected recruiters who understand the industry and the people they are looking to find roles for.

Relationships are still key; they always have been and always will be. However, the skill of being able to make good judgement decisions based on knowledge and due diligence has been hugely diminished.

Technology should improve efficiency and enhance recruitment outcomes, but I think, unlike in construction, it has had an adverse effect, leading to a poorer service in general.

30 Years On — Achievements and Lessons

I’m proud to have survived 30 years in construction recruitment, and that I have stuck it out through three recessions. I’m also proud to have led two start-up recruitment businesses, one for a major player and one being my own, which has been a success for the last 18 years and counting.

I have retained many of my clients throughout my working life, and Harvey Lawrence’s repeat business levels with clients is currently running at 83%. You can only achieve results like that through hard work and adapting to an evolving industry.

Honesty has set my business apart, which goes a long way in explaining how we have formed so many lasting relationships with clients. In 18 years, we have only had one legal dispute, and we believe that our transparency is the reason why our clients put their trust in us.

Experience has taught me to keep my feet on the ground as I have seen first-hand how quickly things can change. This is partly why we are totally self-funded with a strong credit rating. My industry longevity has taught me to be prudent and cautious.

I underestimated how difficult managing a business could be at times. I didn’t factor in economic or legislative changes well enough, but I managed to get my head around the learning curve, which has led to my company thriving.

Both the construction and recruitment industries have seen positive changes over the 30 years, and I’m sure it will continue to improve. It will be interesting to see how culture and collaboration between parties will make strides towards ending conflict in the workplace.

It seems that the industry still has some work to do in creating a more conciliatory culture, one which is motivational for staff and the supply chain. However, the future looks bright, and as long as the industry is willing to adapt, we should achieve better results for all stakeholders involved.

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East meets West: 22 years old blends Asian herbs and matcha into zero sugar energy drink


The story began like this – a young college student who suffers from mild dyslexia and struggles to spell created an one-of-a-kind tea soda made with organic Japanese matcha and several natural energy-boosting herbs to challenge Redbull’s traditional energy drinks.

The new in town HISE soda is a magical combination to power up your brain functions, especially on concentration and memory, and battle enervation and fatigue by strengthening your physical ability.

“I used to rely on energy drinks to deal with my concentration issue as I hate pills. Sure thing they do hype you up for three hours but the side-effects are just too much – blushing my skins, crazy heart pounding and energy crash” the young innovator explained. “So I turned to Chinese herbal and mint tea instead that worked like magic. Inspired by the natural drinks, I founded HISE, the powerful future energy soda that come with clean ingredients and zero sugar that are suitable for everyone, even the diabetes and persons on diet!”

To the remedy of many who want to stay energised but also value health, HISE’s new future soda comes with no side-effect but only side-benefits. With the recent super-food trend, matcha has been brought to the spotlight for its rich antioxidants content and free radical fighting properties. For more, matcha is high in dietary fiber and fosters metabolism which assist you in weight control and keeping fit. On top of that, the energy soda features three types of top-notch Asian herbs that improve your heart health and help fight age-associated and long-term diseases. One of the three, Rhodiola Rosea helps in improving mood and easing stress by correcting the chemical imbalances.

“Born in a family that is enthusiastic about teas and herbs, I am always amazed by their nutrition benefits. But we are aware that tea soda is also a soda that needs to taste good. So we studied the popular Western beverages’ taste and came up with this delightful tea lemonade recipe which is actually refreshing and sweet!” The Hong Kong based team pointed out that the sweet taste is from a new innovative natural sweetener extracted from the Eastern traditional favorite sweetener – Monk Fruit.

Excited for the future energy soda? HISE is now available as crowdfunding on kickstarter https://www.kickstarter.com/projects/hisedrink/hise-organic-matcha-lemonade-soda-zero-sugar and check them out at www.hisedrink.com

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Andreas Polycarpou: “Algorithmic trading market scales significantly by +11% in the next years.”


Algorithm Trading Service is now an integral part of all industries across different sectors. It is a strategy for executing a large request through computerized exchanging directions. These represent critical factors, for example, time, cost, and volume, to communicate little cuts of the request out to the market after some time. The pre-modified exchanging directions were designed to enable brokers the chances of not having to watch a stock over and over and to avoid sending cuts out physically. Andreas Polycarpou, alongside other experts, has projected the market to have a CAGR of approximately +11% amid an estimated time span 2019-2025.

Will the enormous growth include top key players?
Andreas Polycarpou says, “The huge growth in the algorithmic trading market will include top key players like Citadel, KCG, Optiver US, DRW Trading, Flow Traders. And Hudson River Trading, Jump Trading, RSJ Algorithmic trading service, Spot Trading, Sun Trading, Tradebot Systems, Virtu Financial, and Tower Research Capital. More so, the report on the Global Algorithmic Trading Service stated that regions such as North America, Asia-Pacific, Europe, Latin America, and the Middle East & Africa are making great decisions in businesses with a great balance between the existing and upcoming industries.”

How has the Global Algorithmic Trading Service Market scaled in recent years?

“The Global Algorithmic Trading Service Market has scaled over the years with different business sectors, popular frameworks, industry drivers, and manacles. One of the most veritable innovations in recent times is that of Porter’s five force model analysis and advanced profiles of elite industry participants. And in terms of the upcoming years, the Algorithmic Trading Service Market will experience a systematic value chain exploration and huge market growth greater than the one currently experienced across industries.” – Explains Andreas Polycarpou.

How is the Algorithmic Trading Market segmented?
Andreas Polycarpou says, “Algorithmic Trading Market Segmentation is categorized with different parameters. And this includes Algorithmic Trading Market by component, deployment model, application, and key regions.”

“When the Algorithmic Trading Service Segmentation is carried out by component, the subdivisions include – Software, Services, Managed Services, Professional Services (Maintenance, Integration & Consulting). When the deployment model classifies it, the subdivisions include- On-premise, Cloud, Private Cloud, and Public Cloud. When it is categorized in terms of application, the subdivisions include- Equities, Forex, Commodities, and Funds.”

Andreas Polycarpou, concludes “When the Algorithmic Trading Market Segmentation is based on Key Regions, the subdivisions are classified into- Asian-Pacific Countries (APAC), Europe, Latin American, Middle East & Africa (MEA), North America, and India.”

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