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Driving forward a high-growth company in the technology sector takes more common sense than computer know-how, Marina Wyatt tells Gemma Townley
The technology sector is having a turbulent ride at the moment. There is potential for huge success, and every investor wants a piece of it. But as soon as one technological revolution is announced, another supersedes it. Today's star product is out of date before consumers get their hands on it.
Psion understands this situation all too well. Until the middle of 1999, Psion Computers, the arm that actually makes the devices that take advantage of all the technological wizardry, was having problems. Then it launched the Revo, the Series 7 and an upgrade of the Series 5 and suddenly things were looking up. But unless Psion can launch another successful product next year, it will be back in the doldrums.
The prospect does not panic Marina Wyatt, Psion's finance director -she's seen it all before. While working for Arthur Andersen, she specialised in small, fast-growing, venture-backed firms, in the technological sector. She knows what works andwhat doesn't She also enjoys the ride.
"Arthur Andersen was a great place to work and a really good company, but I knew it was time to join a smaller, dynamic company," she explains. "I joined Psion because I could identify with the products and I liked the people who ran it - I thought they were good quality, and had a good chance of success."
Psion thought the same about her, and she joined as the number two in the finance department in 1994. "I was given a remit to sort out the finance function," she says. "Psion had grown very rapidly from 1992 to 1996 - I joined in the middle ofthat and it needed new direction:' In 1996 Wyatt,...