Courtney Jordan Knows How To Grow A Business







Having assumed great responsibility early in his technology-based career, CEO of Courtney Jordan Holdings, Courtney Jordan is implementing his strategic prowess in the exciting era of digitisation..

Jordan has always been interested in seeing ideas come to life. As a young student, he recalls penning a university thesis on implementation, and still lights up as he explains his philosophy that strategies are better instigated than spoken about. With such passion for actively pursuing ideas, it comes as no surprise that the Young CEO has had a successful career, comprising several interesting appointments and a wealth of experience.

Courtney Jordan knows how to grow a business

Reflecting on his start in the industry, Jordan shares that he began as his career wanting to become a lawyer. But in a situation where he had no food, and no means to live. Jordan said he needed to do something. From there he learned how to code, programmed and sold it. He would then establish Courtney Jordan Holdings, and Venture Beyond (VENBEYCAP). Which acquired a multitude of companies around the world.  “My fear was loosing it all, knowing that, I decided to put it towards things that would always generate a positive cash flow." " I thought of the stock market, but being the control freak that i am. I knew I needed to have a say", then Just 23, Jordan alongside friend and business partner, Mary Bassey. Would commit nearly 98% of the profit from the sale to buying small business, and partnership stakes in the hospitality industry. A Huge gamble that would ultimately pay off big time. Taking $50 Million turning it into a portfolio worth nearly $250 Million to date. During the time where liquidity was an issue. Jordan and Bassey would start their global consulting agency, and web development firm.
.

The Power of Vision and People

" It takes Vision and People." "Taking over a new business is difficult". "As your dealing with an established work culture and mindset"."It can be even harder when on foreign soil, which most of our portfolio companies are" "This is why most people do a changing the guard when coming in". "I however, am stubborn and push through the assimilation process, as i find it to important to grow loyalty" "For example our factory in Bangladesh, where the culture in itself is extremely different, and . the management who were third generation owners, and felt the business was doing well based on their standards. The conflicts that would arise were exponential" "esp. when it came to naming a new GM"  

Jordan notes that leading the business through turbulent periods strengthened both the company's and himself as a CEO.

In nurturing these thriving businesses, Jordan has put an emphasis on increasing autonomy and encouraging an ownership mindset.  VENBEYCAP companies, which include the domain provider, host rite. Are run according to Unit Management, where each unit is run by an individual unit manager, or ‘mini CEO’, who provides in-depth service at a local level. “This approach inspires our people to be strong leaders with creative, action-oriented mindsets, while also allowing for timely decisions to be made on the ground.” Jordan realised that most of his businesses had a unique opportunity to drive diversity and inclusion by increasing local representation in the c-suite across its own workforce, as well as that of its clients.
“Over the past 18 months, we have been committed to improving the socio-economic circumstances of  people in many of our companies that are in developing nations through education, employment and training,” Jordan explains. “I am proud to say that all of the executive and management level employees within the portfolio come from the workforce or the local communities, of their company, and we have assisted many more indirectly into employment in other industries within the portfolio.”

A winning culture.

VENBEYCAP has distilled its culture into four core principles that form the foundation of every decision it makes – empowerment, respect, ownership and doing the right thing. “Culture is something you can’t force people to change overnight, but it’s something you can build and foster steadily. It’s the sum of people’s day-to-day experiences in a working environment and a perception of the company’s direction,” says Jordan. “Even as our business grows and changes, our core principles remain unchanged and are proudly displayed on every office wall to give new and existing employees, clients, and candidates a sense of who we are.
“Even as our business grows and changes, our core principles remain unchanged and are proudly displayed on every office wall.” 
“While some people might leave the business, they often return as a more experienced asset. We make it clear that even if you decide to move on, for whatever reason, you are always welcome back. This philosophy is unique to a small number of organisations and I’ve been blessed to witness it in action many times.”
“To keep up with Industry changes, we need to continually evolve in this age of digital connectivity. Over the years, I’ve witnessed the introduction of online job boards, the advancement of Applicant Tracking Systems and professional online networks, and the growing importance of employer branding. Disruption and consolidation is inevitable, and while the process will remain the same, it’ll be faster and better.”
 To lead this change, Jordan believes in having a simple vision and giving clear direction. “Too often, leaders create a strategy with so many twists and turns that the complexity causes confusion. If you ask your people to do 100 things to make a big change – a decision that might be based on ego rather than adding value to the organisation – it will kill the natural creativity of your people. You have to refine the process and let your people do their best work.

Society is becoming connected, and we help you be a part of that.
“We are at the very core of mobile transformation. Very few people know about us and the operating systems at the centre of the products held by some portfolio companies we have. The long- or medium-term strategy for the next five years is to capitalise on the position we have and to be part of the huge transformation I see happening in the telecommunication structure or networking side of the business,” he says.

While Courtney Jordan Holdings', biggest industry sectors are telecom, or ‘networking’ as the company refers to it, Jordan says it’s also involved in financial, consumer and medical solutions and services. “Our operating systems were developed in an industry where solid, real-time connection is everything. Now that’s being moved into different industries,” he explains.

 just finalised the sell of VENBEYCAP’s biggest acquisition to date – a South African company called CellCom Mobile – Jordans’ plans for the profits from the sell are set to involve further acquisitions, a focus on existing products and service capabilities, as well as an increase in efficiencies.
“We have a portfolio of existing products, which is clearly the focus. Training people in their different roles and trying not to confuse people with too many different roles is also important. We have offices from London to Raleigh, so making that work requires discipline and operational efficiency.”
Jordan continues to be excited by VENBEYCAP's provision of access and connection to the internet. “We have significant expertise to help people ‘cloudify’ their business or connect through a business. We’ve been doing this for a long time. It’s what we do. Society is becoming connected, and we help you be a part of that.”