 A keywords? So, just before we start, I shall hands how many agencies do we have in the room? I think about 70, 80%. It's quite a good就可以 to have, I suppose. From my perspective, I'm always interested to find out how other agencies grow, and what other agencies do about building their business, and how they sort themselves out, and set themselves out as a team. We've been fortunate enough to have been in manifesto for the last four years, dyna'r rhaid i'w gweld gan hynny. Rydyn ni'n rhaid i'n ei wneud i ddweud y gydag eu cyfnodau a'r prosesau bod yna'r cyd-dweud eich bod yn gweithio. Rydych chi'n gweithio angen i'w gweld i chi'n gweithio. Rydyn ni'n wneud i'n gweithio i ddweud y byddai i fynd. Mae rhai oedd judd. Rydyn ni'n mynd i'n gwneud y cruta. Rydyn ni'n gweithio i'r lleol. Rydyn ni i'n ddigital agentau agentau ar y cyflwr 2015. first employee manifesto to work exclusively in new business and partnership. So let me tell you that was quite a big step. Going from where you're basically reading words off of a CV, at people, and judging by their confidence to actually having to talk the talk, and walk the walk. And it was a very, very big learning cloud for me. I had an interesting journey into agency life and I think that's probably an entire presentation in itself. I will leave that there. For me it was a really, really exciting opportunity to join an agency that was small growing. I believed in it. They were one of my first clients as a recruiter and for me I really brought into the vision of the founders and what they were trying to achieve. Mae'r un angen i fy nghymru. Felly, sy'n ymdian yw'r 15 apryd yn syniad newydd ar gwaith cyllidau cyflym. A'r un angen i'w meddwl am dweud o 12 o'r cyfan yng Nghymru. Mae Gaby yn gweithio'n gwybod angen i ddweud. Felly, mae'r cyfan yn rhan o'r gwneud o'r cyfan. Felly, dwi'n ddim yn cael ei ddweud. Mwneud i'r gwneud i'r un angen i gwybod angen i gwybod angen i gwyddoedd, ..or y gwbl gwahanol, y gwbl cyllid y twertywyr. Rwyf wedi'i gweithio gyda Eistedd. Mae'r ddweudio. Rwyf wedi'i gweithio gyda'r ddweudio, ac rwyf wedi'i gweithio. Rwyf wedi'i gweithio gyda'r Drupal MPHP a nhw ddweudio yn 10 o 15 yna. Rwyf wedi'u gweithio gyda'r ddweudio'r ddweudio gwbl gwahanol. I've worked with this before before. I've been in the company Ward by, after this one very我跟你. That's it, that's it, that's all. So, we've both worked for Manifesto, we have described ourselves as an agency... ..of strategist creators and technologists who work with awesome organisations to change things for the better Sayyadwch, that's something that we really truly believe in. Ac ydy'r cyfrifiadau ar gyfer y cael ei hwn eraller ac ydy'r cyfrifiadau ar y cyfrifiadau, Ergoedden chi'n gwybod chi'n cael eu criladau i fynd y Ynglennu 2014-2015. Cydwch chi'n ei peth – fe'u charwch yn ei ffordd i yn ffathorol i acriadau arweinydd. Acriadau iawn i'r llhau yw'r brif, a nhw'n gallu ychydig i chi i eisiau cyfrifiadau. Beth yr hyn yn dda i'r ffordd o ddwypu hwnnw. We actually went through a selection process ourselves in turn to look at what sort of technology we wanted to work with. An Acreodroopel was the one that Sean Thurian. There was only about 12 of us. We had a really short small studio, actually just around the corner at Clarkburnwell of the X-Weth market. Just to give some context as to where we've come now, so we've got 20 consultants specialising in Drupal. Manifestor as a whole is now 80 people. Drupal's development accounts for 20% of our annual turnover. Roughly last year, I'd say about 50 opportunities came to us in the Drupal space, and we had about six major wins out of that. Some people win in agency land, make a question those figures and think, Drupal's development as 20% annual turnover seems quite a small work and potentially the same with those major wins, but there are reasons and I'll come onto that in a second. 2018 itself was quite a big reason for us, for a number of other reasons, so we won our first Engage Award with Acreodroopel. We floated on AIM as a founding member of a group of organisations called the Panavly. That's quite a big deal. We've got to go to the stock exchange and sign the piece of paper that they give you and it was a really, really good day out. Some of you may be familiar with Deeson, so Deeson joined the Manifestor family and we're all now happily playing together over in our studio in Shoreditch, and we won Development Team of the Year Award, so it was a big year, 20 years, 2080, and looking forward to seeing what 2019 brings. So I'm aware that we're kind of the ones standing between you and lunch, and we thought what better than to take a bit of a culinary report. To prepare people to a nice meal. So today we are going to cook something together. So we're going to show from our point of view what the ingredients are to make a nice total agency. When you do your pitches, when you present your product, when you do your thing that you do with clients, or with friends, or with colleagues. You prepare something, you serve something, and we see these as a full meal. So today we're going to present to you our four courses meal. The first one is going to be, the first section is going to be the starters, the pasties. I'm familiar with it by the way, so you know, I'm really, can I say confident about food? Yeah, I'm going to say confident about food. So the first one will be starters. What starters are in your meal? It's like the beginning of your food. It's not the main course. It's like preparing your tongue and your mouth and your throat and your body for what is going to come. Normally it's not related to your main course, but it's like, you know, it's a good base for what's going to come. And then the first dish, so it's the main course, which is what you sell. So this is, if it's wrong, your meal is wasted, this is gone. So this is like your champion is what makes you different from the other ones. Your second course, this is really popular in Italy, and what it is like is to complete your serving. Normally it has pasta as a primo, which is carbs. So the second is normally protein, like meat or fish. So it's not what you sell. It's not the main champion. By something that must be there to complete your meal to people leading and saying that was amazing. The last one is a dessert. So it's been scientifically proved that even if a person is completely full, there is always space for a dessert. This is not me saying, it's true. So what the dessert is, is after a wonderful meal, after a wonderful lunch, the dessert is like the fireworks at the end of the party. So it's something to say, it's not important, it's not required, people can skip it, it's not, you know, but if it's there it makes you really special. And I think that's it. So can we start cooking? I think so, Gabs. So I was a little bit unimpressed at having to be made to wear these, but I think we should probably put it off. Sorry, it is. You need it for hygiene and security. Okay, okay. Do you have to do it? I would hope so. Ready? Shall we cook? I think we're ready. So, as Gabs described, the antipasit sets up a good foundation for the meal. I mentioned when I joined Manifesto, one of the key things for me was about joining a company who really, really had values. Manifesto was formed on the basis of values, so our three co-founders got together and created a real Manifesto, it's a 12-point document that describes the way that we want to work and what we want to give back to the world. And so, that kind of stuck with it, but we realised very quickly as we grew that this isn't something that was owned and shared by the team. And really to enforce and to kind of push forward your values as an organisation, you really need to make sure that these are driven forward by the team. So, a little story, about three years ago we got together in a small space in Shoreditch, where else, and we played with Lego for a day. Some people may have heard of a facilitation technique called Lego Serious Play. It is Serious Play, but it's also a lot of fun. And effectively we sat down for a day and we started making models of what we felt our values really stood for. If you don't know Lego Serious Game, read about it and tell any coach that's close to your city. Please, get in touch with them because it's really powerful to encourage or to increase the value or anything they want to come up from your teams or your company. Yeah, absolutely. And I think what that did is that set the foundations for who we are. And so, when we were working through these, we kind of started with the first one. For us we were a collaborative agency, so internally for us this means collaborating on a shared vision for who we are, overcoming problems and successes together. And actually what we do every single year, four times a year in fact, is work together on our OKRs and understand about where business is going. This isn't driven from the very top, it's guided. And as was mentioned in the previous talk, coached, it's kind of guided. But actually we all come together with the vision of what that means to us. Externally that means working with clients in however way they see fit. So we're predominantly an agile agency, but we also recognise that organisations can't always be agile. And so being able to flex and create the spoke approaches is really, really important to us. And so one of the ways that we'll do that is working with organisations to create a shared, strategic roadmap at the beginning of a relationship. So that we know where we're trying to get to together. The second one, and I'll let Gabs cover a little bit more about what we do internally. But in our contract, baited into that, we've got 10% of time dedicated to a non-billable activity. So I myself was on the training course for the last couple of days, learning more about line management. And it was really interesting to see how much of the concepts that were brought out in the last talk actually were covered off in the last couple of sessions. But what that 10% time also means for us is that we get to work on internal hacks and come up with new ideas. We've got a community of practice that Gaby leaves from a group of perspective. And we get to come to events and do a lot around events. And externally what this means is that we can actually go to clients and almost create our own brief. So one of the things that we worked on last year was created a concept campaign for Parkinson's UK. They wanted to commemorate the 125th anniversary of discovering Parkinson's. And so we went away, looked ourselves away for a couple of days and came up with an idea around personalised video that we ended up delivering on Group 8. And that one won an Acroengage Award. But actually we wouldn't have had that project had we not all sat there in a room and come up with the idea in the first place. Because the reason Parkinson's decided that they wanted to go ahead with it was because we came to them with a great idea. And actually gave it to them for free apart from the implementation process. Thirdly, it's really important to us that we're consistently delivering excellence. One of the ways that we do this is that we have our leadership team involved in absolutely every single project. We love shouting about the work that we do. I've already mentioned a couple of projects now so that's hopefully plain to see. But externally what this means is delivering on some hero projects with organisations. So delivering projects that they can be proud about. And then using that network of people who are proud to help us shout about who manifest or are and get our name out there and further afield. And what that also means is co-owning this success with clients and upskilling those teams as we go. So we'll spend a lot of time working with people who are working for that organisation. Making sure that they have the tools to be able to progress once we've left and once we've finished what we're doing. And then finally, and this is probably one of the most important ones for us. We're agents of change. We love change. We love developing new ideas and coming up with new things. And we are an agile agency at our heart. We do our pension in an agile way. We've got our board meetings there running in an agile way. Everything that we do is agile. But what this does is this gives us internally a really strong sense of purpose. As a head of new business at Manifesto, I'm regularly seeing a lot of different things coming in. And the amount of times where someone will raise their hand and say, that doesn't sound like a project where we're changing things for the better. That sounds like a project that we don't want to be involved in. So we'll regularly turn down work that conflicts with our values. And so externally for us, this is about working with organisations who create positive change in the world. And changing things for the better. So the pre-move. This is more of the sales and marketing side, the marketing side. Some people have very different ways of doing sales and marketing. I know that some organisations don't even have a dedicated new business function. And this is all run by the team. But just to give you a bit of an idea about some of the things that we do. And kind of how this manifests itself for us. And how this has helped us grow. So we collaborate with partners. We won our first project that we were back in 2014, 2015. And for us, this has really been instrumental. When I started at Manifesto, it was very much a kind of one email here, one email there with Acre. And I think what we very quickly found as we progressed with this relationship is that you get out what you put in. And so we started focusing a lot more on that relationship and looking at how we could give back to them and they could give back to us. And since then we've been doing a lot of co-events, a lot of co-marketing and a lot of co-selling. And the last six months alone, I think we've won two very large projects in excess of 200, 300k. So for us that's a really, really big draw of new work. And I can't stress enough how it is exactly. You get out what you put in those sorts of situations. And we see that across the rest of the organisation as well. Making friendships at last. So I talked about how we want to share in that success of our clients. This is a picture of a very, very hazing picture of an inter-charity softball tournament where we became basically the training partner for UNICEF. We became the bashing horse. So we know them very well. They are some very good friends of ours. And we work very closely with them. And we work with them on a lot of different services and a lot of different products. And I think one of the key takeaways from these guys is that actually a lot of their senior team will go out there and will shout about the manager's name. For us that's really, really important to make sure that we're delivering the best sort of work to them so that they can go out and talk about how good we are. And ultimately that means that hand on heart in the last four years having a very, very dedicated friendship based approach with organisations. I've maybe done ten cold calls in the entire time that I've been at Manifesto. So it's been quite a nice comfortable position as well. We expanded on what we offered. So we initially were a very technical focus agency. We had a team probably eight techies and four in and around design and project management. And we recognised that in order to be able to grow we needed to be able to expand on the services that we offered to our clients. This is kind of faded image and the back is actually a bit of a timeline of where we've come from. Shortly after I joined we grew to about 20 and we found that it was quite difficult to grow any further. And I think everyone can probably nod their head in acknowledgement that going through those specific periods of growth were incredibly difficult. We found another agency who were happy and wanting and willing to join Manifesto who brought with them an incredible user experience and creative team that really allowed us to propel ourselves through that 20 person sort of black hole and grow a lot quicker and a lot faster. And that took us up to 30 people that had a whole new depth of skills, a whole new depth of products that really allowed us to strengthen those relationships that we already had. And so I kind of fast forward now with obviously brought decent on board and that's allowed us to go through that 50 person all the way up to 75, 80. So it's really really exciting times for us. This is one that I can't stress enough and this is bringing back to the kind of 50 leads coming in to Manifesto. So on the bottom line you probably can't see all of the numbers but the top amount of numbers there is 105 hours that we spent on a fairly recent new business pitch. So we qualify really really hard and for us that basically means turning down projects even when we think that they might be quite good fun. It's about making sure that the project is right for the agency and it's not going to put any undue stress on a team and create inefficiencies. And so just to give a bit of a snapshot so we won't look at a project that's much below 100k, we won't look at a project that's outside of our core area of expertise, we won't look at a project that we think is kind of ethically diverse and we won't look at a project where there is no budget stipulated. So we're really really hard on the way that we qualify and ultimately that means that we have quite a high win rate on the work that we do do. And then I suppose the last one is around using events to create a network. So we work a lot in the not-for-profit space. We have a series of events where we have regularly people coming in and giving thought leadership on and around the not-for-profit space. And what that's enabled us to do is to create a vast amount of people who are happy to talk about the work that we do and who we are. And this event that's in the background, which you can't see unfortunately, is a manifesto pub quiz that we do. Once a year we get to 16 of the biggest charities in the UK that's coming on and it's had a lot of fun with a lot of booze. And that's that, I suppose, from a marketing perspective. Is it me? It is you. Take it please. You can have it please. So using the starters and the primo, the hugest playing from the manifesto point of view because this is what you actually said. Now we're going to move about to the second and the third, which is probably something that I can share more with you because you can really personalize it because this is what we used to say. It's a completion of a petition of your meal. So if you are an organisation that is selling products on top of a product and this product is open source, the best thing that can complete your package is if you embrace the community of this product. If you are part of the community, so I'm not just a consumer, I'm a main actor in the product set, in the ecosystem of what I'm offering. Okay, let's open. I'll show you three ingredients, three and a half really. What I believe is really the way of completing your offering, of your serving, and then so embracing the community. The first one is events. The fact that you're all here in global events is a good step in the right direction. What we should do as organisations, as companies is encouraging our employees, encouraging our colleagues to attend events. If there are no events you organise once, organise events, if there are already some sponsored events, I mean if no one can come, or if you're from the other side of the world, thinking about sponsoring events is really important because you can friendship, you can create networks. One example that we did is three years ago, every year, I don't know if you know, if you don't, you know now and then you have to attend next time. Every year at the end of January, last weekend of January is a global event called Global Contribution Weekend, where across the whole global people, communities, teams, remotely or physically, they meet and they contribute back to Drupal. A couple of years ago, there was no global contribution weekend happening in London, which is a big community, Drupal contributes to work in London, they work in UK, but there was no event, so from the first time we said, let's make one, right? So we just give you the venue, we give you a bit of food and then we see what happens, and it's becoming really popular. So if there is an event at 10, if there isn't any create one, if there is a gap in the space of the knowledge, of the events or the community, step in and do your job, this is really important. It's a formidable ingredient. It's probably the first ingredient, it's the easiest one in our attending event, it's costless, you just go there and that's it. One more is probably contributing back to the project, to Drupal, to PHP, to WordPress, to whatever you are selling, contributing back is really important. For the Drupal point of view, how you contribute, there are four main ways you can contribute, is you can contribute to the code, writing a documentation, writing translations, or just to help the community groups. It's really easy, I mean the Drupal website has a lot of starting points where you can start contributing, the community itself is really friendly with new contributors, so what you should do, you, your agency, your colleagues, your friends, try to push, try to encourage, try to inspire people to go back and contribute because it's really important and I'll show you why. So the first ingredient is attending event, it's costless. The second one is contributing, probably a bit more costy because you need the time to sit down and do it. So a new week, you know, we have the 10% of our time where we use for curiosity. The presentation before was, I'm missing Michael Michal, curiosity creates, so give time to your, people to your colleagues to employ you to expand their curiosity. We have our 10%, other people they use the idle time in between projects, other companies that have departments like labs where people in that department just to, you know, just they have time to do something else. So this is really important, I'll show you why. The fourth ingredient is, don't hire developers, I mean you need to hire developers, but then train them to be kind mentors, which is really important. If you hire a developer just to be a machine, they consume tasks, then at some point, he or she, they're going to live. If you build mentors, right, so the mood, the way you're working of the agency of the company of the organisation is, you know, there is not just some training, they help me to become a better person, a better developer, so don't just hire developers, think about doing a more advanced kind of training. And the community really has a lot, there are a lot of tools that they can help you or your colleagues or your employees to become mentors. There are monthly meetups, there is a channel dedicated on this section of Drupal, there are a lot of pages inside the Drupal website, mainly on the big conferences, events they used to attend, that are normally on Fridays dedicated to the full day spring, and there is a section with mentors that help you becoming a mentor. Mentors is that they learn more by other people joining and sharing the knowledge. It is a training event contributing and mentors. And the question now is, that's fine, it's brilliant, but then I come back to my office and a child say, you know, I need billable time and you can't leave, I need a reason for you to go to the event, I need a reason for you to spend time on contributing rather than finishing the project. And these are just five examples, we do a manifesto, the first reason why this makes your better organisation, this completes your serving for your meal, the cooking, is the cold quality increase. I didn't mention the manifesto, I'm Drupal PHP practice leader, that means that I take care of the practice of the cold, that is clean, that is secure, from a moment when it is correct and it's really important in this attitude to the way you compare what is good and what is not good, we are a contribution, we kind of train our mentors so we understand what the community is saying around, so instead of fixing when we have a problem on our part, what we can do if the fix up stream may to leave, probably you are ready, but this is how I call it. When we have a problem with our cold, we call three modules instead of fixing or trying work arounds, if the problem is in the cold or in the module we fix it upstream, we create an issue on Drupal.org, we fix the problem, we don't fix it anyway locally, so why don't we share our fix with the community, so our client will be happy because the website is fixed, our department will be happy because there is no additional time that you spend sorry, our HR or the manager because there is additional time. The same things you have to do locally you push it upstream with a patch on Drupal.org and the whole community will be happy because everyone is going to benefit from your change. So that's really important, this one. A lot of times in the manifesto there is a problem with this module, it's really small, but this other module that does fix the problem. The first one is really popular, everyone is just new, it's a death release or bitter release, it's not even really popular. Why don't we fix the first one because it's really redundant code or duplicating code. The second part is the second reason why it makes you a better organisation is much better practices. If you do your code locally in your own space you will never understand how wide the world is, how other people do stuff, what's the best practices are, how the code quality should be measured against what index. So if you are attending events contributing and becoming a mentor, you understand what the community is pushing you to do so you become a better developer and then, I don't know if you know or you probably know if you don't, I'm telling you now there's a credit system on the Drupal.org website so the more you contribute and from this, well last year because it was in 2018 now even if you attend an event or you speak an event you can get credits on the Drupal.org website the credits give you a high rank on the market place so we go one or two deal in this trade last year. Free last year where they found us on the Drupal.org website so when someone says well most of you are CEO or CEO of the company so for the employees when you are going to ask the employees why spending time on contributing is good they can say because we are going to go up on the ranking on the Drupal.org page so we are going to get more lead or we are going to get more exposure to the market the last two points which are really important is by attending events, by doing contribution and by becoming mentors what you see the oven just spamming the food so what is really important is that you can become a mentor in your own, you can spend 10-15 years of becoming a master of Drupal by if you use the community as a trainer and as a dojo in the same time then you will speed up your path, your journey to become a mentor so you can really become a mentor in one two or three years by the help of the two Drupal.org in the community and when you have mentors inside your company the mentor is like a seed it's a seed that you having a company you bring a sword, you more see the beat and by itself it's going to grow, it's going to expand it's going to become more tree, apple tree so by having a single mentor inside your company makes you a much better company and you have much better visibility from the Drupal space, market and community as well as you will see more mentors coming soon so this is the second so we have our full meal the beginning and the start the values from the manifesto point of view at least the main and you can explain what our primo is then our meal is complete now what can be more than this so what is the dessert why in a pitch the organization will see the fireworks at the end of the pitch so my point of view is is investing in innovation so we can be a great developer or workplace developer but then if we don't stay up to speed with the progress of the technology then soon we will be updated or we will be late when other people are going ahead of you so what I suggest is a lot of time for exploring the curiosity as you said curiosity creates it's really important so even if it's a small issue like you know vegan doesn't work anymore and I heard about Docker somewhere can I spend time on playing with Docker if you say no then I'm going to start with a tool which is five or ten years old forever unless someone is going to say ok now it's time now we're too late now we have to do it give up 10% of the time a couple of hours a day go ahead encourage your team going over the comfort zone so I'm going to tell you a secret probably we will deal with developers they are lazy they don't want to change because it's scary there is the wonderful rule if it works don't touch it which is true please if it works don't touch it you have to encourage five people to go over the comfort zone if you see that you can do the search with the triple internal search but then you never work with the solar or elastic search try it give one day to your developers to say let's go ahead and try something new it doesn't mean if you are going to waste time you will learn a waste time you will learn a lot even if it's a complete failure and then how to fail and then you won't fail any more and then most important is I mean I don't think this has happened to a community but it's important to remove the not invented here way of thinking so we do our own stuff because I don't trust the model the model is in the beta version it's that version there is no stable version on my own don't do it move to how do we found that this is what Drupal is doing before Drupal was doing everything internally now with Drupal 8 we are using more and more and more packages from the symphony framework from libraries from other developers so try to think in this way don't be a producer anymore be a producer as well as a consumer of how many people libraries and then it's even more important when you when you do this innovation when you find new ways of doing stuff when you improve things share with other people publish things open source your project don't leave it inside they are great even if they are awful someone else is going to fix them for you they may be useful for someone so when you build it internally don't leave it inside expose it to the community this is months of manifesto and we spend on our innovation time so this is no buildable project this is something that we did for free for the community but that's what we did stop me so we had a website the website is doing events and then they were finding they were looking for new channels to how to share their events and they said look why don't we do a chat board and then there was Amazon Alexa I think it was years ago probably there was also Amazon Alexa we did this proper connection with Amazon Alexa and then they said Google Assistant went out and they said no but it's Google Assistant Google Assistant and then they said can we do a Facebook Messenger and we said but Alexa and Facebook Messenger they have different devices but it's a conversational interface this is the microphone and the speaker this is the web interface but you converse in every part so why can't we do it and we said that's the point and that's what we did for the API which is what it is it's a layer where you let to expose your content from the Drupal side to all of these conversational devices it's an API it doesn't do anything by itself you need to write your logic but by having a single country module in Drupal you can inform all your content across all the devices in the same way so you can have with one single piece of code your website talking with Google Assistant with Amazon Alexa with Facebook Messenger with Skype we would ever have a connection encryption so we have a client saying this is really interesting so we have web forms with people they send personal data on our website we need the data to be encrypted and there is a wonderful module called encryption but if you don't know I've done this competition before if you don't know what encryption is is a single encryption so the same key can encrypt the encrypt so your database data is encrypted but the key leaves in Drupal the key leaves in the running instance so if an attacker can run Drupal code they can decrypt your data so if Drupal can decrypt your data everyone can decrypt your data so as soon as you have a security what's the name I don't know the name of the security if they can run Drupal PHP code then they can see your data so we can work with this module this was complete innovation and it was brilliant and then this is basically encrypt your data in the database and then the only owner of the private key so the public key encrypt the only owner of the private key can decrypt the data and the private key is kept safely somewhere else not in the running Drupal's instance quickly backstop.js, pattern lab this is an investigation that we did you may know pattern lab, backstop.js is a vision regression tool a product impossible software is personalized video software that Hugh mentioned and we did an integration with Facebook Messenger for UNICEF completed for free we had worked with this, we did work with this we never worked together so let's do it and now it's brilliant and to be honest with you we can show this even if it's just perfect it's over, we have to fix it it's not working and again these three are country models that we feed for our innovation now they are in the two other org space you can go and download them SHOP10 is a platform and then we did an integration for them and now we have our good relationship with SHOP10 guys SHOP10 company and then with a bit of experiment with augmented reality and virtual reality everything was our innovation and this is really what the dessert is this is not your work this is not what your company is when you serve your meal to pitchers then this is the fireworks and this is really what basically why you are going to wait and that's it we have one minute