Alternative Networks was co-founded by James Murray in 1994 and based in a small serviced office in London with a personal loan of £10,000. Murray left school at 16 having struggled with dyslexia. He didn't gain many qualifications and initially found it difficult to get work, but managed to get a job in telecoms engineering before selling secondhand phones.

When the telecoms industry deregulated, Murray identified the many commercial opportunities and with his co-founder (Chris Wilson who left in 2005) he established Alternative Networks. He was awarded the title of Ernst & Young's Young Entrepreneur of the Year in 2005.

Since then, Alternative Networks has grown successfully, both organically and acquisitively and now offers SME and corporate businesses of 50-1000 users a wide range of products and services, including fixed line, mobile, data, systems, and most recently with the acquisition of AKJ, specialist software development. "The business has remained financially strong in a challenging market, and turnover for the past year ending September 2009 is likely to be £90.3 million," said Murray. "2010 turnover is targeted at £92.3 million."

Alternative Networks now employs 360 staff in its offices in London, Reading and Manchester, and the addition of AKJ employees will bring the company head count to over 400. "Alternative Networks has a broad spectrum of business sectors within its client base and is able to offer either individual, multiple and converged telecoms solutions," Murray noted. "The company has particular focus on vertical markets and has recently invested in developing its public sector and hospitality teams."

The coming five years will see Alternative Networks remaining focused on its target markets and sectors to grow organically and acquisitively, while nurturing the strong relationships it already has with its tier one suppliers, and building upon its product set. Murray stated that the company will also continue to develop its bespoke customer portal, which offers customers complete access, visibility and control of their telecoms products and services.

Alternative Networks floated on AIM in 2005 raising £12.7 million. As detailed above, turnover has grown from £40 million then to almost £100 million today. The listing has enabled the business to make strategic acquisitions, such as the recent AKJ deal. "Although AKJ will continue to be run as a separate entity with its own management team, the acquisition is strategically very important for Alternative Networks," noted Murray. "It will drive the development of customers' telecoms estates and further enhance relationships with existing suppliers."

Alternative Networks works with only tier one, best in breed brands as suppliers. "Alternative Networks recognises that each business is different, and therefore is able to tailor solutions to each individual type of client with their own unique requirements, either for singular communication products/services, or a more collective, converged solution," Murray added.

The company's financial strength, carefully strategised acquisition programme and its current and future developments in customer service will ensure that Alternative Networks has the edge in the marketplace, according to Murray. "Our billing platform, customer portal and growth of our data offering are all key to Alternative Network's immediate development pipeline," said Murray. "The business sets its self apart within a crowded marketplace by identifying precisely what clients' needs are and working with the best suppliers in the sector to offer excellent products and client service."

Murray observes that while there has been movement in the market over the past 20 years, it has perhaps not moved as quickly as some expected it might. "But there is a feeling now that the pace is gathering for much greater change, with product sets moving towards true convergence and market consolidation. This change will naturally bring many opportunities," he commented.

Most businesses have been affected by the economic downturn. "It is important in such circumstances to remember the fundamentals of what you do best - stick to the knitting," Murray said. "You will need to be patient as your plans for your business may take more time than you had hoped. Ultimately, it is people who make a business succeed and therefore it is vital that you continue to look after and motivate your workforce in challenging times."