AND Digital: Insight into community engagement and scaling success

John Talbot, Audit Partner, and Pippa James, Tax Manager at Bishop Fleming, recently discussed various aspects of AND Digital's operations and successes with Jonathan Postans, Managing Director (Club Exec). 

Notably, AND Digital is shortlisted in four categories at The SPARKies 2024 awards: "Best Place to Work in Tech" and "Scaleup of the Year", whilst the company’s Technology Volunteers app is up for “The Good Award” and Zara Powell (Delivery Director), has been shortlisted for the “Awesome Human” award.
 

Tell us a bit about AND Digital

AND Digital is on a mission to close the world's digital skills gap. Our award-winning approach to talent development positions us as the go-to digital partner for some of the world's most renowned organisations. We build high-performing teams at speed and prepare them for future challenges.

We operate cross-functional teams across the UK, the Netherlands, and the US East Coast, with demand driving our growth. Our unique, city-based Club model allows us to offer the agility and personalised service of a small local company while providing the security and resources of a global organisation. Our distinctive model enables us to 'Guide, Build, and Equip' industry leaders such as British Airways, Nike, Sky, and Subway, equipping them with the critical skills needed for a successful future.
 

Can you describe the coaching and formal training provided to achieve your goals?

We offer various coaching sessions, one-to-one meetings, and formal training as needed. We also engage with the local community through our offices, which we call clubs. For example, I oversee the Bristol club, supporting local causes and partnering with different charities. Our focus is only sometimes on tech, but we often incorporate a tech angle.

How has this community involvement impacted team engagement?

It enhances engagement. Having a purpose beyond just business operations opens up exciting conversations and partnerships. For example, I advise school career departments to help demystify tech career pathways for students. This involvement provides more meaningful work and helps close the digital skills gap.

Do you have any examples of local schools working with your organisation?
While we haven't taken on any students yet, we are partnering with the University of the West of England (UWE) for their Unlock Cyber event, which is aimed at secondary school students. This event focuses on problem-solving and exposing students to various tech careers beyond coding.
 

You have a strong focus on diversity. Can you elaborate on that?

Yes, diverse teams build the best software. Our higher-than-average percentage of female coders and many employees from neurodiverse backgrounds enhance our team's capabilities and innovation.

How do you support employees with neurodiverse conditions?

We maintain an open dialogue about neurodiversity, respecting privacy while encouraging openness. Many senior leaders at AND have neurodiverse conditions, which helps foster an inclusive environment.

What do you think contributed to your nomination for Scaleup of the Year?

Despite the challenges of opening a new office in turbulent times, we built a strong client base. We secured significant contracts, like a two-year framework with the Office for National Statistics and a 12-month contract with a holiday lettings company in Devon. Our success is attributed to bringing in talented people, maintaining high client engagement, and achieving strong team engagement and low attrition rates.

How many people are in your Bristol office now?

We currently have 50 employees. Our model caps each club at 90 to maintain a community vibe and ensure everyone knows each other.

What makes your organisation a great place to work?

High engagement, progressive working methods, and a focus on building relationships contribute to a positive work environment. We have open decision-making frameworks, encourage diverse perspectives, and organise regular social and community activities.
 

How do you handle the challenges of getting people into the office?

We don't have strict mandates except monthly in-person all-hands meetings and squad socials. We encourage coming in for project kick-offs and when needed, but we also support blended working policies. Many employees choose to come in regularly, and we are seeing a healthy balance of working in club, on client site and from home which helps to build strong relationships whilst allowing all ANDis the flexibility of a modern workforce.

What key challenges have you faced in the past few years?

Last year was tough; we had to reduce our workforce by about 200 company-wide, including 11 in our office. However, we focused on resilience, streamlined our propositions, and ensured everyone who left had a job lined up. This period allowed us to refine our core offerings and bounce back stronger.

How do you build trust and confidence with your clients?

We get to know our clients and understand their goals and constraints. Our collaborative approach involves working closely to develop proposals and solutions that meet their needs. We also focus on hiring talented individuals who excel both technically and in client interactions.