This has been a busy year for Daisy: July saw the company floated on the Stock Exchange's Alternative Investment Market, a move that was quickly followed by three acquisitions in as many weeks. And 35-year-old Chief Executive Officer Matthew Riley, who has been at the company's helm since its inception in 2001, says that it doesn't stop here.

Entrepreneur Riley set up Daisy Communications after spotting a niche in the telecoms market for SME and mid-market customers, who were all too often overlooked by the larger carriers. Now, in its ninth year of trading, the company, which was set up in a garage, has become one of the biggest champions for SMEs in the communications industry and its onslaught on BT is getting ever closer. At the time of flotation, Riley announced the Group would pursue a strategy to consolidate the fragmented reseller market through acquisitions. True to his word, Riley soon announced the takeover of Eurotel, AT Communications and the telecommunications division of Redstone PLC.

Riley commented: "The three latest acquisitions have given us significant market share compared to other channel alternatives, and enable us to cross-sell and up-sell a broader range of products into our customer base. It also gives us an opportunity to attract larger business customers looking to consolidate their telecoms needs with one supplier via our reseller partners.

Daisy's go-to-market strategy came as a direct result of the recession when it found banks were cautious about lending. Riley added: "We realised at the start of the year that the banking situation wasn't going to end any time soon and therefore, as part of our ‘build and buy' strategy, we needed to look for alternative sources of funding. We knew that some of our competitors were over-ledgering and that they could be good potential acquisition targets if we had enough sums of cash to do quick deals. Having reviewed our strategic options we believed this was the right solution at the right time and it enabled us to acquire three of our main competitors in the summer months in quick succession."

Commonly known for its expertise in all things voice, Daisy's recent acquisitions have provided the company with a strong data arm, which is vital for the continued success of any telecoms provider in a converged world. Riley noted: "Daisy has always been a champion for the business customer and it is our intention to bring the latest developments in communications and technology and make them available to UK businesses. Our key future growth will rely heavily on our ability to cross-sell and up-sell our broad range of products into our customer base. To enjoy continued success we have to be able to offer a wider range of differing products to meet customer needs. Already, with the new businesses onboard, we are able to expand our portfolio to include data products such as hosting, virtualisation, security and protection."

Riley expects further consolidation in the coming months, noting the merger of the larger carriers Orange and T-Mobile as a sure sign of future activity. It is these predictions for the future, as well as having a keen eye for spotting an opportunity, that have been Daisy's strengths.

Riley added: "We not only spot opportunities, we deliver. The recent flotation and company expansion proves that Daisy is a financially stable and knowledgeable partner for any business partner or reseller. We are able to offer best of breed products from big names such as Vodafone, O2 and Cable&Wireless, all available on one single bill. Much of our success boils down to a proven track record of delivery, 100 per cent channel-focus, and always keeping our partners in mind when any business decision is made."

Another factor contributing to Daisy's success is its focus on the SME customer. "Our key target market has always been small to medium sized enterprises, which we consider to be between five and 250 employees," said Riley. "Traditionally, this section of the market has been under-served by the larger suppliers and Daisy was founded on the promise to bring a business-quality service to even the smallest of enterprises. We started as a small company ourselves, so we know what our customer needs are and can offer solutions to those needs."

Riley is quick to admit that despite recent successes, Daisy still has a long way to go to become the natural alternative to BT for SME businesses, but is confident that this mantel is in the company's sight. He said: "The BT brand is so well established in the UK it is difficult to persuade people in favour of an alternative solution. We know we have a real job on our hands to be seen as the natural alternative to BT for SME business customers, but you have to have a goal, and I think we have gone some way in achieving it in our nine years to date. No one else has managed to achieve it since BT's deregulation and neither have they been willing to place their head above the parapet like I have."

Riley's confidence and willingness to take a risk has seen him enjoy much national press. His entrepreneurial spirit has seen him win national awards and afforded a mentorship beneath business mogul Sir Philip Green, yet his loyalty still remains with channel. "The channel has always been at the core of Daisy's growth, without it we wouldn't have managed to grow so successfully. It will continue to be the main thrust of business as Daisy continues on its journey of acquisitions and organic growth. And there is no doubt that the channel will see us very active in 2010."

Who is the man behind Daisy's successes?
Many entrepreneurs are driven by life experience or a way out of a frustrating and unfulfilling job or career, but how much of this was true of Riley when he set up Daisy at age 27? "I suppose I didn't have much life experience in my 20s, but I had a lot of sales experience under my belt and I was always hungry for that next big deal," Riley commented. "I was a successful corporate sales manager for a multi-national company and life was good, but somehow it wasn't enough. I wanted more."

Riley sensed that he could do better if freed from the shackles of an organisation that drove him to go it alone and embark on a one-man mission against the telecoms industry. He said: "People thought I was either brave or stupid for leaving a secure and well paid job to start again from scratch, but I didn't go into it without a lot of thought or forward planning. It is often said that an entrepreneur is a person willing to take risk, but that risk is always a calculated one. I had all the facts and figures under my belt and I knew that I was onto a winner right from the start."

Riley's passion and drive to make Daisy a success proved addictive and saw him attract a team of loyal management and staff, many of who have remained true to Daisy since its humble beginnings. He said: "Many people see entrepreneurs as cut-throat individuals whose desire to succeed comes above anything else, but that is not true. A good entrepreneur realises that they cannot succeed without the people around them, and I would like to think that every member of staff feels a sense of pride about the company and its successes to date."

While Riley is clear about the company's main goal, he stated that he is always ready to take on board the advice of fellow communications professionals and his mentor Sir Philip Green, who has big hopes for his young protégé. "It is arrogant to think that you know everything, when clearly you don't. If you're not willing to learn from the wealth of experience around you, you cannot expect to enjoy continued growth and success," he added.

Riley is a man willing to put his head on the block and announce with confidence that Daisy will one day become a natural alternative to BT for SME business users. His self-confidence is such, that many believe that one man's dream will one day come true.