This summer at our AGM (Annual General Meeting), the management reports showed a true recovery from Covid-19. The graph below represents our turnover (and growth) from 2008 onwards. The early years reflect the financial crisis before a period of steady growth ensues. This is brutally disrupted in 2020 by the impact of Covid-19 stopping travel. It was challenging to get back on track in the last few years but, we finally have a solid recovery and are back to where we may have been without Covid-19.
Rebuilding the company after such a bizarre period was a real challenge. DrivenByQ effectively became a start-up company in the second half of 2021. We had few resources and money was tight. Thankfully though, we had plenty of experience. As the travel restrictions eased and business passengers returned to normal, DrivenByQ witnessed a strong recovery in sales. With most of our work being on account however, the biggest challenge was managing the cash-flow.
Keeping the lights on during Covid consumed most of our working capital. This meant we ran a deficit as we recovered. Onboarding new drivers and paying them monthly consumed the revenue we were creating. Paying sub-contract drivers before customers paid us was a strain on the bank account. The only solution was for the management team to get out on the road and bang in some driving hours. Working IN the business was the only option as we rebuilt DrivenByQ.
With DrivenByQ’s 2025 AGM reports showing a true recovery from Covid-19, it is now time to get back on track. This means returning to our plans from five years ago and engaging the BHAG – The Big Hairy Audacious Goals. For me personally, this is where things get exciting: After managing a crisis and then a demanding two-year recovery, I am looking forward to the next stage of development. This is the one I really enjoy most because we get to implement new ideas, innovate and have fun.