INTERVIEW: Scott Knowles – the vision thing

Scott Knowles talks to TheBusinessDesk.com about his first six months at the head of the East Midlands Chamber of Commerce – the second largest body of its kind in the UK. Devolution, following George Cowcher, the EU referendum – it’s all here.

Can you give me a brief overview of your career, and how you became involved in the Chamber?

I was involved in the technology sector until joining the Chamber in 1999, initially to provide a support mechanism to businesses preparing for Y2K.

At the time, the Government was providing significant funding to support business in regard to adopting the ecommerce ladder and providing practical support to businesses about why they should have a website, why they should trade electronically, etcetera.

Although it was only 17 years ago, it feels like a different world when considering the leaps businesses have taken forward in employing technology to grow locally and overseas.

I’ve been with the Chamber for about 17 years now and in that time, have managed multiple projects to support businesses including capital infrastructure projects, programmes to support the creation of new businesses and access to finance initiatives.

My two roles prior to becoming chief executive were as director of operations and deputy chief executive.

It means I’ve seen at first-hand how the Chamber works from all angles, so I have a broad understanding of what makes the organisation tick… vital knowledge and experience which I’ve been able to put to good use in my first six-or-so months as chief executive.

How difficult a job is it following someone like George Cowcher?

George was an influential figure in the local business community and he did a lot of good work to showcase the fantastic mix of businesses we have in Derbyshire, Nottinghamshire and Leicestershire.

My intention has been to continue to build and enhance relationships with our members, with partners and key stakeholders across the patch and, most importantly, to ensure that the voice of our members is heard, so we can continue to have real influence over issues which affect local businesses and the economy.

This has never been more important due to the swell of major developments that will shape the future business landscape, such as the EU referendum, devolution, the emergence of combined authorities to name a few.

What kind of mark do you want to make on the Chamber?

We have ambitious targets for membership growth at the Chamber.

My key aim is to grow our membership base significantly over the next two years, to be not only the largest Chamber of Commerce in the UK, but one which has value for its members at the heart of everything it does.

The bigger we are, the stronger we are, which means we can add more value to local business and the greater the influence we can have locally, regionally, nationally and internationally.

One of the first things I did, with the Chamber’s Leadership Team, when I took on the role of chief executive last year was to really examine and refine what the Chamber stands for and what it means to be a member. We rebuilt the Chamber’s vision, its values and corporate goals and we now have a key vision in place which all staff have bought into, which really simplifies what it is that we strive to achieve.

My goal is the Chamber’s goal – to enhance East Midlands businesses.

Does the size of the Chamber make it easier or more difficult for the organisation to be flexible?

We’re currently the second-largest Chamber in the UK, with a growing membership base of more than 3,850 businesses, and that scale gives us the influence, scope and capacity to be fleet of foot in our ability to meet the needs of business at all levels.

Our opinion is regularly sought by Government departments, ministers, local authorities, the Bank of England and other key policymakers across the UK, which means we can represent the views of our members at the very highest levels.

That’s what businesses buy into when they become a member of the Chamber, they are becoming part of a network that can influence real change to the business policy landscape, which is a big thing for many businesses, to have their voice heard.

The big challenge we face with that is to remain as relevant to the Rolls-Royces and Toyotas of this world as we are to businesses at the smaller end of the spectrum, and we are constantly striving to ensure we can meet the needs of every business, whatever size, sector or location they are in.

It’s a nice conundrum to have though. The East Midlands’ economy is a complex ecosystem in which businesses of all shapes and sizes trade. We see our role very much as trying to add value to each individual member, whatever their size, sector, location or ambition.

What are the biggest challenges facing East Midlands companies at the moment?

The East Midlands has led the way over the past 18 months in terms of driving economic growth and job creation in the UK and although we saw a slowdown in the pace of growth here in the latter part of last year, we are still in a really good place, economically.

However, while there is still growth in the economy, it is becoming increasingly service sector led, which bodes poorly for the longer-term ambition to create an economy which is both balanced and sustainable.

Firms that do business solely in the UK have so far been relatively insulated from the international slowdown, but the longer key overseas markets continue to suffer malaise, the greater the likelihood that we may start to see that impacting on the UK’s economic environment.

There are also ongoing uncertainties around things like interest rates, the looming referendum on the UK’s membership of the EU, delays in securing a devolution deal for Derbyshire and Nottinghamshire, and the forthcoming introduction of a new National Living Wage. We can’t yet fully appreciate what impact these might have on business.

But, regardless of how these issues develop, this doesn’t change what the approach closer to home needs to be.

Business policy needs to reduce barriers to growth and provide the right support and environment to facilitate growth. More must be done to support the businesses that fuel the Midlands Engine and, in turn, the UK economy.

Supposing the North Midlands gets the devolution deal it wants, how should it work with Leicester and Leicestershire?

Derbyshire and Nottinghamshire are currently pushing for a North Midlands Devolution Deal, while Leicester and Leicestershire have submitted a bid to Government to create a combined authority to oversee investment in things like transport, skills and housing. Although no formal talks have taken place about joining forces at some point in the future, from a Chamber perspective at least, the door is always open.

Regardless of whether or not the two areas come together to create an East Midlands super devolution deal, there will be common issues – regional transport links, for example – where collaboration will be key and we will work in partnership towards the best solution, as we have done in the past.

It’s important to remember that it’s not just about Derbyshire and Nottinghamshire working with Leicester and Leicestershire, though. We have the Sheffield City Region at the northern boundary and we will also need to collaborate with the West Midlands, Manchester and the North East on issues such as HS2, where there is a mutual interest.

This is why initiatives such as Midlands Connect, which aims to boost transport links between the East and West Midlands, are so important, because they facilitate that collaboration between regions.

If you could sum up the strengths of the East Midlands in one sentence, what would it be?

The East Midlands has two great strengths, we make stuff and we move things, which are enjoyed around the world… simply put, it’s a fantastic place to do business.