Robert Dagge of Dynistics

Robert Dagge of Dynistics

Meet the MD: Robert Dagge of Dynistics

Robert Dagge of Solihull software firm Dynistics gives us an insight into his career so far, why he joined the company and what his pet hates are in the workplace

What is it the company does?

Dynistics provides cost-effective and easy-to-use business intelligence dashboard software to commercial and public sector organisations of all sizes. Our solution supports organisations that are poorly served by existing reporting tools that are costly, time-consuming and limiting. Our Active Dashboards make business reporting and analysis fast and simple with visual charts and graphs, helping organisations improve how they use data and produce engaging reports that instantly inform.

What does your role involve?

I joined Dynistics as managing director in June 2016 following a successful period of transformation where the company made significant investments with new hires and product developments. My role was created to help drive the company’s significant growth strategy.

I spearhead and manage both technology and commercial growth in new markets and new geographies, forging relationships with customers and partners and recruiting and developing our people.


Give us a brief timeline of your career so far – where did you start, how did you move on?

I have spent over 15 years working as a sales, business development and marketing professional in the technology sector, with a significant focus on high growth organisations. Before working at Dynistics I led the EMEA consulting practice at Phaidon International, where I was responsible for global clients including the likes of IBM and GSK. I have also supported venture capital backed technology organisations with service-driven roles at Gartner and as the Founder and current Advisor for Global Sales Outsourcing (GSO). 


What do you believe makes a great leader?

Confidence, tenacity and humour are all key attributes for a great leader. I admire people that can demonstrate an understanding of what is going on in the business and the wider market, yet are able to remain grounded and talk to anyone regardless of their position or ability. Great leaders don’t believe their own hype, but rather enable and support others to succeed. Being able to communicate and be open to new things is key too.


What has been your biggest challenge in your current position?

Instilling strong communication and belief into our employees has been a challenge. We have a really talented group at individuals who do a good job at Dynistics, but we can be more than what we are. This means talking and listening to people all the time, and realising there are ways to overcome hurdles. For example, we found a way to close deals 60% more quickly and we have introduced new technology features. We are getting there. I have seen a positive change in attitude across the organisation, and a belief that anything can be done. 


How do you alleviate the stress that comes with your job?

I am fortunate enough to have great friends and family – so spending time with them keeps me very grounded. I love being outdoors in the country and I enjoy diving in the crystal-clear waters of the Cayman Islands. I also have a five year old who doesn’t care what daddy does. She just wants her human climbing frame and face painting muse to be fun.


When you were little, what did you want to be when you grew up?

I remember as a child being very proud of my father and what he’d achieved as he was in the Household Cavalry Life Guards, with all of the pomp and ceremony. I think that all little boys want to ideally emulate their parents; I was no different and I wanted to follow my father’s footsteps and work in the forces. In fact, when I moved house recently, I found a book I had written in at primary school which spoke about I wanted to be when I was older and it said exactly that.


Any pet hates in the workplace? What do you do about them?

My biggest pet hate is when people take a negative attitude or show resistance to change. Adaptability in business is fundamental. People should always be looking at new ways of doing things, adopting new practices, and demonstrating a hard working ethic. We can all improve.

I try to overcome it by empowering people to be successful – in the workplace but also for their own personal gains. This goes back to my earlier point about instilling communication and belief. It’s about encouraging them to have a get up and go attitude.

Where do you see the company in five years’ time?

Dynistics will be completely different. With strong VC investors, we have a comprehensive plan in place to significantly grow the company and expand into Europe, Asia and the Americas within   the next four years. I am very driven to grow the business. Dynistics is currently a small, perfectly formed organisation and we are making significant changes and on the right growth track.

What advice would you give to an aspiring business leader?

Have exemplary peer-to-peer communication skills, from the top-down, and the self-belief that you can do good. Lastly, be comfortable in delegating work. This is something I often battle with, yet is so important. Empower your staff to take ownership and make decisions. It’s ok if they make mistakes, so long as they try new things and learn from their experiences. Constantly challenge and support your staff.


What do you wish someone had told you when you started out?

I wish I was told how hard it could be at times, but also how rewarding it could be. Going back to my earlier point about negativity and resistance to change in the workplace, it is fantastic seeing people say ‘yes’ to trying new things when they have been saying ‘no’ for a long time. Finally, I was lucky that both of my parents instilled a sense of drive and self-belief in me; you definitely need it.  You can succeed in anything that you truly believe in. It will take a lot of hard work and don’t be too proud to take support when it is given, along with a liberal dose of good luck at times!