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Q&A with Resolve's Dan & Phil - Part 2

'We're doing this to do the right thing'.
'That extends the financial benefits as well. It’s a lot more than work. It’s about value. It’s not just about business'.

Continuing our Q&A with Dan and Phil, we dive deeper into the business model Resolve have created, the advantages and disadvantages of that model and a further look at why the model works.

You’ve shown that you can have a sustainable business model with the inclusion of ethical management and recycling. What are the advantages and disadvantages of employing that business model? What’s that like financially?

Phil: I suppose that you could say, in theory, on paper, financially it is more difficult because instead of a hundred percent of everything you make going in your bank, a percentage of that is being donated elsewhere. But the way we’re trying to work, it is added benefit to generate better business.

So that difference is balanced out by the better business that you do and your clients being happy to donate a level of the return to a good cause because it's a greater benefit than a small bit of finances back.

And then regarding environmentally, recycling wise. Again, that would have, in the old days, probably been a costly and zero benefits situation, but as more and more people are driving towards carbon neutral, that is only a better USP for us to be able to offer that service and potentially charge for it, you're ticking a box and doing something properly.

I think it definitely sets you out in terms of why somebody would come to you because it’s not just getting the job done. It’s getting the job done well and actually doing something other than the job, which is giving back.

Dan: I think one of the hardest things that we've got is getting the message across, for people to understand what it is we do.

It's beyond just, right, we buy this off you and we'll sell that to somebody. A lot of this stuff is just sold off by people and nobody really knows where it's going. So that has essentially black-market issues and also environmental issues as well. You don't know what's going to happen with it.

If say scrap or something was high and then things could be really bad, especially around refrigeration gases and things. So that one of the hardest things: to get the clients understand and then get them on board.

So, for us, we've got this great model. Now we're finding a way to actually speak to the right people who will become our customer. Because I found a lot of people stick with status quo: “This is what we do”. You need to get to the decision makers – “this is working for us” but they’re not thinking beyond what they were doing already.

We can achieve more 100% than their assets possibly, but invariably not a lot of them are using Optum platforms and things like that.

They get told what they’re worth, they don’t know. Even the cost of what they get back for it, it’s very distorted. We say: These are our costs; this is what we’ll do. It’s very streamlined.

People aren't always willing to jump on board. We just need to get to the decision makers at the top. They realise that they are impacted when they work with us, and the value of what we’re doing is beyond financial return. Though, we achieve a better financial outcome as well because it’s straight to market, direct route. Would you go with that, Phil?

Phil: Yeah, that all makes sense.

Clarity of consciousness. Adding so much value to what you’re doing. You talked about the Warren Kitchen, would you say that is one of your favourite projects, and is there a project you think best represents Resolve?

Dan: The Warren for me. It’s always going to be a personal favourite because it’s where the thought process, our strategy was inspired from. Essentially, it’s taken a lot of work, time and effort to do that. I’ve been a trustee there for five or six years.

It’s been a long journey. I think one of the nicest feelings was at Christmas. They had managed to get the kitchen up and running for Christmas; a Christmas dinner for everybody. I remember that feeling being one of the best feelings I had all year

It’s the little gems of the things you do. I find it really exiting.

We need to make businesses work. We have this thought of “We need to make finances work” and that’s so driving, with all the pressures of the bills and everything especially under these uncertain times for everyone.

We’re trying to steer and keep focus. We’ve got to stick to the core value of this ethical side of what we’re doing. For me, that’s one of the hardest things, getting the staff to believe in what we’re doing, and the people that work with us and the subcontractors.

And they have been really good with that, everybody's got a pressure point. But why aren’t they getting it? is a very complex reason.

We're doing this to do the right thing.

That extends the financial benefits as well. It’s a lot more than work. It’s about value. It’s not just about business.

Our business model isn’t just financial, it's ethical too. We are doing more than creating financial value; we want to create exiting and ethical projects that change the ways we manage assets.

Clarity of consciousness, asset visibility as well as the creation of incredible spaces such as the Warren Kitchen are just a small part of the model: We are continuing to develop and better our model to create a vision of a new world. We are beyond a service: we are helping people. We are Resolve.

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