Certification: Do You Really Need It?

 

Business Certification and Professional Credentials – Worth the Investment?

Not all certifications are created equal. Some, like food safety certificates or trade registrations, are essential to operate legally. Others, such as ISO certification, can boost credibility and open new opportunities but require careful consideration of the costs versus benefits. It is crucial for businesses to distinguish between these mandatory compliance certifications and those that are simply “nice to have.” At Josty, we help businesses decide which certifications are necessary and how to strategically leverage them for growth.

Why Certification Matters

In the business world, certification is often a mark of credibility and professionalism. For some businesses, it's not a choice. A café can't legally operate without a Food Safety Certificate, and an electrician can't work without a registration and practicing licence. These are non-negotiable requirements that form the foundation of compliance and consumer protection.

Beyond these mandatory certifications, there is a separate category of credentials that, while not legally required, are seen as pathways to growth. These include ISO certifications like ISO 9001 (quality management), ISO 14001 (environmental management), or ISO 45001 (occupational health and safety). They can make your business more competitive, especially when tendering for contracts, but they also come with significant financial and operational costs.

This raises a key question for many New Zealand businesses, particularly SMEs: is an optional certification worth the investment if it's not a legal or tendering requirement? Some companies invest heavily only to see little return, while others gain access to new contracts and strengthen customer trust. The real question is not simply “Do you need certification?” but rather, “Which certifications genuinely add value, and how can you leverage them effectively?” At Josty, we help business owners make these strategic decisions, ensuring that certification becomes a lever for growth, not just a tick-box exercise.

The Two Faces of Certification

Compliance-Based Certification – The Non-Negotiables

Certain certifications are absolute requirements for a business to operate legally and safely. These include:

• Food Safety and Hygiene Certificates: Essential for any business handling and serving food.

• Liquor Licences: Required for hospitality venues that serve alcohol.

• Trade Registrations and Practicing Licences: Mandatory for professionals like electricians, gas fitters, and builders.

Failing to maintain these exposes a business to legal risks, fines, and even shutdowns. Business owners have a non-negotiable responsibility to ensure their company and employees maintain these certifications.

Strategic Certification – Optional but Influential

Other certifications are not legally required but can provide a competitive edge. These include:

• ISO 9001, 14001, 45001: Certifications that validate a company's commitment to quality, environmental, or health and safety standards.

• Industry Association Accreditations: Credentials from professional bodies that boost credibility and trust.

These certifications serve as external validation of a company’s professionalism and can be a deciding factor when competing for contracts, especially with larger clients who prioritize suppliers who meet specific industry standards.

Case Studies: When Certification Works and When It Doesn’t

The Positive Example – ISO 9001 Opening Doors

In a previous role, I saw first-hand the tangible impact of ISO 9001 certification. While the upfront costs and implementation were significant, the certification was a prerequisite for tendering for certain contracts. Without it, we wouldn’t have even been considered. The certification didn’t guarantee a win, but it gave us a seat at the table where our expertise and competitive pricing could be evaluated. The return on investment was clear and substantial.

The Negative Example – Certification Without Return

Conversely, I’ve seen smaller businesses chase certifications without fully assessing the potential return on investment. They might pursue ISO certification because it’s listed in a tender document, hoping it will unlock lucrative contracts. However, without the scale or resources to compete effectively, they secure little or no work. They are left with an expensive certification that delivers little practical value.

Framework for Deciding if Certification Is Worth It

Josty recommends a structured approach to evaluating any certification:

1. Regulatory Check: Is this certification legally required to operate in your sector? If so, it’s a non-negotiable.

2. Customer Expectations: Do your clients expect you to have this certification? If it’s a key factor in their purchasing decisions, it becomes necessary.

3. Market Access: Does certification open the door to new markets, contracts, or partnerships?

4. ROI Assessment: What are the costs (time, money, resources) versus the potential gains (higher sales, reduced risk, improved efficiency)?

5. Long-Term Strategy: Does this certification align with your business model and growth strategy?

Weighing the Pros and Cons of Certification

Advantages:

• Builds credibility and trust with customers.

• Differentiates you from competitors.

• Creates access to new markets and tenders.

• Enhances internal systems and quality control.

• Shows commitment to industry standards.

Disadvantages:

• High upfront and ongoing costs.

• Time-consuming audits and compliance checks.

• Risk of investing without a tangible ROI.

• Can become a “tick-box” exercise rather than a driver of real business improvement.

Josty’s Role – Guiding and Advising on Certification

At Josty, we are more than just consultants. We act as strategic advisors, helping businesses answer crucial questions: Is this certification essential or optional? Does it align with your growth strategy? How can it be leveraged to win new business? Our approach ensures that these decisions are integrated into your broader business model.

The next time you consider certification, ask yourself: Do you really need it? If the answer is yes, make sure it’s for the right reasons, and that it strengthens your business in the ways that matter most.

Be Local, Think Global

"The work you do in your own backyard can ripple across the world."

That statement has been the constant thread running through my career. From the seas around New Zealand to global shipping lanes, from local energy infrastructure to international projects, I’ve seen first-hand how local actions can create a global impact.

My professional journey began in the Royal New Zealand Navy, a place where discipline, teamwork, and adaptability weren’t just encouraged they were essential for success. The Navy taught me to work under pressure, to adapt quickly to new challenges, and to understand the importance of every role in achieving a bigger mission. Whether it was navigating unpredictable seas or operating in challenging international waters, I learned that the decisions we made locally could have far-reaching consequences.

After my time in the Navy, I joined Wrights, servicing marine electronic equipment for merchant ships, naval vessels, and superyachts. This role took me into the heart of global trade, where reliability was everything. Ships needed to stay on their routes to keep goods, resources, and people moving. Whether docked in port or halfway across the world, I was tasked with repairing and maintaining systems that were critical to their operation. It was satisfying to know that my work helped keep trade flowing between countries and economies.

From there, I moved to Helios Power Solutions, where I designed and supplied power conversion and backup systems for critical infrastructure. This role expanded my scope beyond maritime work into industries and facilities that simply cannot afford downtime. In New Zealand, our solutions became integral to the critical infrastructure so much so that you can’t do much on the grid without them being used multiple times. Internationally, we delivered customised systems to industries where precision and reliability could mean the difference between success and failure.

Throughout my career, I’ve had the privilege of contributing to some significant moments:

• Being part of peacekeeping missions in the Solomon Islands, where operational readiness and technical reliability directly supported stability efforts.

• Repairing and maintaining systems to keep vessels moving on their global trade routes, ensuring goods reached their destinations on time.

• Designing tailored power solutions for industries worldwide, providing the assurance that even in challenging conditions, essential systems would keep running.

But the phrase “Be Local, Think Global” isn’t only about what I’ve achieved professionally. It also speaks to my commitment to making a difference in my own community. Over the years, I’ve volunteered as a coach and manager for local sports teams, investing in the development of our youth. These roles have reminded me that leadership, guidance, and teamwork aren’t skills reserved for the workplace they’re just as vital on the playing field. Helping young people grow in confidence, resilience, and cooperation is one of the most rewarding ways to contribute locally.

Now, through Josty, I’ve found a way to bring together all these experiences the discipline and adaptability from the Navy, the technical expertise from servicing marine electronics, and the systems-thinking from delivering critical power solutions. At Josty, we help businesses combine local commitment with global scalability from day one. That means working with clients to design business models that aren’t just effective in their home market, but are also ready to adapt, expand, and succeed internationally.

The reality is that in today’s world, very few businesses operate in isolation. Even if your customers are all in one country, your supply chain, technology, or competition is likely global. That’s why the mindset of “Be Local, Think Global” matters more than ever. It’s about understanding your immediate environment deeply knowing your market, your community, your customers while also recognising that you’re part of a much bigger picture.

For me, this mindset isn’t abstract theory. It’s a lived experience. I’ve seen how decisions made in a local workshop can affect the performance of a vessel thousands of miles away. I’ve seen how a power system designed in New Zealand can keep operations running in another hemisphere. And I’ve seen how coaching a local sports team can shape the values and potential of our future leaders.

As I look forward, my goal remains the same: to keep making an impact locally while ensuring that the solutions I deliver stand up to the demands of a global market. Because when you build with both perspectives in mind, you create something stronger, more resilient, and more valuable for everyone it touches.

So, I’ll leave you with a question one I often ask myself and my clients:
What does “Be Local, Think Global” mean in your world?

Entering a New Market: A Strategic Blueprint for Success

 

For businesses seeking growth, entering a new market, whether a new region or industry, is a rewarding but risky undertaking. While the promise of new customers and increased revenue is appealing, a poorly planned entry can lead to wasted resources, lost credibility, and lasting damage. A successful expansion requires building a sustainable foundation, which includes a deep understanding of local culture, competitive landscapes, and regulatory environments. At Josty, we've seen both flawless execution and costly failures, and this guide outlines 11 practical steps to improve your odds of success.

The 11-Step Framework

1. Conduct Comprehensive Market Research: Don't assume a "one-size-fits-all" approach. Gather detailed intelligence on market size, customer behavior, and cultural nuances. Use surveys and focus groups to uncover specific needs and tailor your value proposition to the local audience.

2. Understand the Competition: Go beyond listing rivals. Analyze their pricing, offerings, and marketing tactics to identify gaps. This deep dive is key to developing a unique value proposition that gives you a sustainable edge.

3. Identify Product-Market Fit: Your product may not succeed elsewhere without adjustments. Validate your offering by listening to potential customers in the new market. This might mean modifying features, packaging, or positioning to ensure your solution resonates with their specific problems.

4. Compliance, Tax, and Legal Checks: Proactively address legal and administrative hurdles. Consult local experts to navigate import/export rules, licensing, data privacy laws, and tax obligations. This is a crucial form of risk management, especially in international markets.

5. Strategic Planning: Your plan should be a dynamic blueprint, not a checklist. Define clear objectives, budgets, roles, and a timeline. Account for both short-term launch tactics and long-term positioning to ensure you have the resources for sustained activity.

6. Build a Market Entry Sales & Marketing Strategy: Localize your strategy. Adapt messaging to cultural preferences, use relevant marketing channels, and localize your sales processes. This ensures your outreach is both authentic and effective, helping you build trust and credibility faster.

7. Establish Local Partnerships: Leverage local distributors, agents, or industry bodies. They provide invaluable insider knowledge, existing customer relationships, and instant credibility, saving you years of effort.

8. Make Initial Contact & Secure Meetings: Proactive outreach is essential. Be prepared and professional in your first conversations. Focus on building a foundation of trust and showcasing your value proposition respectfully.

9. Collaborate Across the Business: Ensure internal alignment. All departments from sales to operations must be engaged in the market entry plan. This prevents miscommunication and ensures a unified, consistent customer experience.

10. Meetings & Follow-Ups: Convert initial interest into lasting relationships with consistent communication. Beyond a simple check-in, provide value and demonstrate a genuine interest in your partners' and customers' success.

11. Monitor, Evaluate, and Adapt: Market conditions are dynamic. Track KPIs, listen to feedback, and be ready to adjust your tactics. This post-launch phase is about continuous learning and iteration to ensure long-term relevance and success.

Case Studies: Best vs. Worst Examples

We've seen the difference a plan can make. In one case, a company entered a new market with almost no marketing, relying on cold calls and a fragmented approach. They had zero brand awareness, missed opportunities with existing clients, and ultimately wasted their budget.

In contrast, other businesses we've worked with approached market entry with precision. They invested in research, understood their competitors, and aligned all departments. By launching with credibility and a strong plan, they captured early wins and built a sustainable pipeline.

Why Josty’s Approach Works

Josty serves as both a strategic planning partner and a full-service execution consultant. We combine market intelligence, compliance awareness, and cross-departmental coordination to help businesses avoid common pitfalls. Our structured approach turns the uncertainty of expansion into a predictable, manageable process.

Conclusion: Entering a New Market Without the Guesswork 

Entering a new market is not a gamble when you have a structured approach. We provide a dynamic blueprint for success, helping you combine internal collaboration, external partnerships, and a strong sales and marketing strategy. Our blend of strategic guidance and hands-on execution empowers businesses to turn opportunity into a sustainable growth journey.

To learn more on this topic or to find out more about Josty, visit the link in our bio.

What Is the Best Type of Backup Solution for Your Critical Load?

When it comes to critical load backup solutions, the answer isn’t about choosing a trendy product or the most aggressively marketed system it’s about finding the one that will perform flawlessly when you need it most.

A true backup system must supply your load for the required backup time, even while everything else is failing around it. This means it must be sized and designed for your specific application, be robust enough to withstand environmental and operational stress, and have redundancy built in so there are no single points of failure.

Why “One-Size-Fits-All” Doesn’t Work

Recently, I saw a post promoting one type of backup solution over another. The problem? The arguments were technically flawed and clearly driven by a sales agenda rather than actual performance data. In backup power, such oversimplification can lead to costly mistakes and in worst-case scenarios, critical operational downtime.

Every site, application, and environment has its own demands:

• Load characteristics (voltage, current, inrush requirements)

• Backup duration (seconds, minutes, or hours)

• Environmental conditions (temperature, humidity, vibration)

• Operational priorities (safety systems, communications, process control)

Why Battery-Backed DC Systems Deserve Attention

For many applications, battery-backed DC systems offer a reliable and predictable way to protect critical loads. When properly designed:

• They eliminate conversion losses seen in AC-only backup setups.

• They respond instantly, there’s no switchover lag.

• They can be configured for n+1 redundancy to avoid single points of failure.

• They integrate well with renewable energy inputs and advanced monitoring systems.

However, the key word here is “properly designed.” An undersized battery bank or poorly specified charger can fail under stress, leaving your systems unprotected. That’s why it’s vital to work with an expert who understands both the theory and the field realities.

Redundancy Is Non-Negotiable

Even the best-built system can fail. That’s why redundancy should be a non-negotiable part of your backup design.

• Dual strings of batteries prevent total outage if one fails.

• Redundant chargers ensure batteries stay at optimal charge.

• Multiple feeds or paths avoid a single fault taking the system down.

Think of redundancy as insurance for your insurance.

The Cost of Getting It Wrong

Downtime from an inadequate backup system doesn’t just mean a temporary inconvenience—it can result in:

• Production losses worth thousands (or millions) of dollars.

• Safety risks to personnel.

• Compliance breaches that bring fines and reputational damage.

When weighed against these risks, investing in the right system from the start is not just a technical decision, it’s a strategic business decision.

Expert Guidance Is Critical

The best backup system is not necessarily the most expensive or the most heavily advertised it’s the one engineered for your exact needs. Avoid decisions based on:

• Outdated technical assumptions.

• Sales pitches without site-specific data.

• “It worked for them, so it will work for us” thinking.

Instead, bring in a specialist who can analyse your:

• Load profile.

• Redundancy requirements.

• Budget constraints.

• Compliance obligations.

The Josty Approach

At Josty, we believe in engineering solutions that empower growth and secure success. Our backup designs are tailored, tested, and backed by decades of hands-on industry experience. We understand the cost of failure and we make sure your systems are ready when it matters most.

Bottom line: The best type of backup solution is one that isn’t going to let you down when you need it most. It needs to be sized and designed for your application, be robust, and have redundancy to eliminate single points of failure. Don’t get caught out by clever marketing talk to an expert and make a decision based on facts, performance, and reliability.

Visit our website via the links in our bio to learn more about how we can help protect your business-critical systems.

Who’s the Face of Your Company? (Hint: It’s Not Who You Think)

 

When I ask business owners, “Who’s the face of your company?”, the answers are almost always the same
“Our sales team.”
“Our receptionists.”
“Our customer service reps.”

And yes, these people are obviously the first point of contact in many cases. They’re trained, polished, and ready to represent the brand. But here’s the thing: they are not the only face of your company.

If you think the only people representing your business are the ones sitting at the front desk or on the phones, you’re missing something huge.

The Overlooked Brand Ambassadors

Businesses often invest heavily in customer service training for people in roles such as:

• Sales teams

• Receptionists

• Customer Service Representatives

• Call Centre Agents

• Help Desk Technicians

• Client Services Managers

• Customer Success Managers

• Contact Centre Supervisors

… and that’s great. These people need the skills.

But here’s the blind spot: what about your technicians, tradespeople, delivery drivers, installers, and on-site service teams?

These are the people who show up in front of your customers more than anyone else in your organisation. They’re in the customer’s space, they’re talking directly to them, and they’re building (or breaking) trust in real time.

Why It Matters

It doesn’t matter how slick your branding is or how many five-star Google reviews you’ve got if a customer’s experience with your technician is poor, that’s the story they’ll tell others.

Your tech might be brilliant at their craft of fixing machinery, installing systems, or delivering products but if they’re dismissive, abrupt, or just seem uninterested, it reflects directly on your business.

I’ve seen companies with amazing marketing lose clients simply because the person doing the actual work didn’t have the same customer service skills as the office staff.

Customer Service Is a Company-Wide Skill

Customer service isn’t a department. It’s a mindset.

Every person in your business who interacts with a customer whether it’s face-to-face, over the phone, or via email is part of the customer experience.

And the reality is, your customers don’t make a mental distinction between “the office team” and “the trades team.”
They just see your company.

If one person drops the ball, the whole business looks bad.

Practical Tips for Getting This Right

1. Train everyone, not just the front line.
   Invest in customer service training for technicians, tradespeople, and delivery teams anyone who meets your customers.

2. Teach soft skills alongside technical skills.
   Things like tone of voice, active listening, empathy, and problem-solving go a long way in building trust.

3. Make it part of onboarding.
   Don’t just run one-off workshops, build customer service training into your culture from day one.

4. Model the behaviour at leadership level.
   If you want a customer-first culture, your management team needs to live it too.

The Real “Face” of Your Company

Your brand isn’t just your logo, your website, or your social media feed.
It’s every single interaction a customer has with your business.

That means your field teams, installers, and technicians are just as much the face of your company as your top salesperson or your friendly receptionist.

If they’re professional, helpful, and easy to deal with, customers will remember the experience for all the right reasons. If not… well, they’ll remember that too.

The Bottom Line

Customer service training is not an optional extra for “non-customer-facing” staff it’s essential for everyone.

Your customers are forming an opinion of your business every single time they meet someone from your team. Let’s make sure that impression is consistently great, no matter who they’re dealing with.

Empowering Growth, Securing Success - that’s what we do.

If you want to build a business where everyone represents your brand at the highest level, visit our website via the link in our bio.

Why Businesses Evolve: Adapting for Long-Term Success

Businesses rarely succeed by standing still. Evolving your business model in response to market trends, shifting customer needs, and competitive pressures is essential for sustainable growth and long-term success. This post explores why businesses evolve, provides real-world examples, and offers practical strategies to future-proof your own enterprise.

In business, change is not just inevitable it’s essential. The most successful companies are those that embrace evolution, anticipate market trends, and adapt quickly to new realities. Consider some of the biggest names in the world today. Amazon began as an online bookstore; Netflix mailed DVDs before becoming a streaming giant; Nokia was once a paper mill before dominating mobile phones. The question every business owner and leadership team should be asking is: Is your current business model the same as when you started? If it is, there’s a strong chance you’re missing opportunities or worse, falling behind.

At Josty, we work with businesses to empower growth and secure success by helping them recognise when and how to adapt. Sometimes evolution is about innovating products; other times, it’s about adjusting pricing models, diversifying revenue streams, or shifting operational focus. The bottom line? Adapting to change is no longer optional it’s a survival skill.

Why Businesses Evolve

Businesses evolve for many reasons, but they typically fall into a few major categories:

• Responding to Market Trends: Market conditions shift constantly. Businesses that pay attention to trends can position themselves ahead of the curve. A 2023 PwC survey found that 75% of global CEOs were actively adapting their business models to keep pace with changes.

• Customer Needs Drive Change: Your customers will tell you what they want. A small microbrewery I worked with, for example, noticed customers wanted a place to linger. They pivoted to add a restaurant section, which eventually became their primary revenue stream, demonstrating a powerful response to customer demand.

• External Pressures: Legislation, economic conditions, supply chain disruptions, and competitive pressures can force a business to change. A manufacturing facility I worked with had to adapt its entire workflow when supplier reliability dropped, pivoting to local sourcing to survive and thrive.

Examples of Business Evolution Across Industries

Evolution is not industry specific. Tech giants like Netflix and Apple continuously pivot, but so do other sectors. Fast-Moving Consumer Goods (FMCG) brands like Coca-Cola have expanded into healthier products to meet consumer demand. Even smaller businesses adapt I know of a restaurant that began bottling and selling its house-made sauces turning a feature of their meals into a significant new revenue stream.

How to Recognise It’s Time to Evolve

The Harvard Business Review notes that over 50% of Fortune 500 companies have merged, been acquired, or gone bankrupt since 2000, often because they failed to evolve. Key triggers for change include:

• Technological disruption (e.g., AI, automation)

• Shifting customer demographics and purchasing habits

• Declining sales or shrinking profit margins

• New competitors entering the market

• Rising operational costs or supply chain issues

Strategies for Evolving Your Business Model

The key is to anticipate change rather than just react to it.

• Embrace continuous market research.

• Test small before committing big.

• Invest in innovation.

• Diversify revenue streams.

• Engage with your customers regularly.

• Ensure any new direction is scalable.

Final Thoughts

The history of business is a story of evolution. From the corner store that expands into e-commerce to the multinational that pivots its entire product range, growth comes from recognising when to adapt. If there’s one lesson that stands out, it’s this: staying the same can be more dangerous than changing. The businesses that thrive in the long term are those that treat adapting as a core competency.

At Josty, we’ve help companies of all sizes implement strategic planning and innovation frameworks that not only respond to current market shifts but also future proof their business. The choice to evolve isn’t just about survival, it’s about seizing the opportunity for long-term success.

For insights on how to streamline your operations and build a more resilient business, visit our website via the link in our bio.

The Friday Afternoon Rhythm: Are You Rushing or Resting?

It’s Friday afternoon, and the office is buzzing with a unique kind of energy. But what does that rhythm look like for you and your team?

For some, it’s a mad dash to the finish line, frantically completing tasks and tying up loose ends before the week is over. Every email is urgent, every call a priority. The feeling of being behind is a common one as you race against the clock.

For others, the rhythm is entirely different. The pace slows down. It's a time for a late lunch, a casual debrief with the team, or a moment of reflection. The focus shifts from the urgent to the important planning for next week, setting strategic goals, or simply winding down and recharging.

Then there are those who have already checked out, mentally or physically. The laptop is closed, the notifications are silenced, and the weekend has officially begun.

For me, the Friday rhythm has a unique cadence. It involves heading to a local cafe for a couple of hours. Over a coffee and a burger, I shift gears. It's a focused period where I complete a few final tasks, review the week's wins and lessons, and map out the start of next week. It's not about escaping work; it's about creating a predictable and sustainable routine. This habit reflects a business that's not in a constant state of panic, but one where systems and planning create the space for both productivity and personal downtime.

The "mad dash" Friday isn't just about a stressful afternoon; it’s often a symptom of a deeper issue. It signals a business operating in a constant state of reaction, always fighting fires and never quite getting ahead. This kind of culture is a direct path to burnout, reduced morale, and poor decision-making. Your team learns that chaos is the norm, and they'll never feel truly secure or empowered. It's a cycle that prevents meaningful, long-term growth.

In contrast, the proactive close is an investment in your business and your people. Taking time to reflect on the week's performance, what worked and what didn't, allows you to apply those lessons immediately. Planning for the week ahead with a clear mind and a full stomach ensures you hit the ground running on Monday, avoiding that familiar start-of-week scramble. It's about building momentum, not just finishing a race.

As a leader, your Friday afternoon routine sets the tone for the entire team. By demonstrating a calm, focused, and organized approach, you give your team permission to do the same. You show them that success isn't about constant firefighting, but about thoughtful, deliberate action. This cultivates a culture of trust, confidence, and ultimately, sustainable success.

What does your Friday afternoon routine say about your business culture and your approach to leadership? Does it reflect a business that's always in crisis mode, or one that's planned, prepared, and ready for sustainable growth?

At Josty, we believe that a well-managed business allows for a relaxed and productive end to the week. It's about building processes and strategies that prevent the Friday panic and enable you to focus on what truly matters.

What does your Friday afternoon routine look like? Let us know in the comments!

For insights on how to streamline your operations and build a more resilient business, visit our website via the links in our bio.