WITH the outlook for the economy uncertain we hear from an entrepreneur who reckons authorities at national and local level still need to do more to help the small and medium sized enterprises that play a vital part in supporting employment.

Name: Fiona Macdiarmid.

Age: 54.

What is your business called?

Cellfield Reading Matters UK.

Where is it based?

The Stirling University Innovation Park. We also have a licenced centre in Edinburgh and four in England.

What services does it offer?

Our team helps people overcome dyslexia and similar language processing issues.

Cellfield offers what’s called a brain plasticity-based programme, which directly addresses inefficient neural wiring in the brain and develops and strengthens left hemisphere brain activity, as this is the area good readers use. In addition to improvements in reading and language, Cellfield impacts positively on overall self-belief and confidence as language skills grow.

To whom does it sell?

We have helped over 200 people with dyslexia and other reading and language processing issues here in Stirling alone, aged from eight years up to 45 years.

What is its turnover?

£57,000.

How many employees?

Four.

When was it formed?

We set up in November 2008, began trading in January 2009 and started working with our first clients in April 2009.

Cellfield Reading Matters UK is a business that is licenced to offer the Cellfield programme, which was pioneered in Australia. It is not a franchise. I have invested heavily in establishing Cellfield as a business – in Stirling originally – and now, I’m pleased to say, we are continuing to expand throughout the UK by awarding licences to centres.

What were you doing before you took the plunge?

I was a head teacher at a Glasgow primary school for five years and a deputy head before that. Being a Head Teacher meant I had responsibility for budgeting, staff management and recruitment, in addition to developing the curriculum and working with the pupils and their families.

I was awarded the Investor in People award during that time, which was a reflection of my management skills and the importance I place on creating a strong team to deliver a quality service. The skills I developed during that time have been invaluable to me as a business person.

As a head teacher I was always keen to establish the school in the community as a place of quality learning with a good reputation. Having a good reputation is even more important when building and maintaining a business.

How did you raise the start up funding?

Personal savings plus a business bank loan.

What was your biggest break?

When I went for Cellfield training and got the chance to go to New Zealand to be trained by the programme inventor himself, Dimitri Caplygin. I had been running a tuition education centre but wanted to offer Cellfield in the UK. On a shoestring, no frills whatsoever budget, I went to New Zealand and the training was simply wonderful. It reinforced my efforts to establish my own business.

What do you most enjoy about running the business?

I thrive on developing my own expertise to help people who, despite their best efforts, are not able to achieve their potential due to a variety of barriers to learning. The heartfelt feedback from children and adults who have undertaken the programme is very moving for us.

What do you least enjoy?

Doing paperwork when I could be doing something else such as business planning.

What are your ambitions for the firm?

To make what we offer the best it can be to help more and more clients. This will mean Cellfield UK extending its network of licenced centres.

What could the Westminster and/or the Scottish Government do that would most help?

As SMEs contribute a significant amount to the economy I feel this should be acknowledged more by Government at both local and national levels. I think it would be helpful if SMEs had easier and quicker access to expert help with, for example, marketing or help with raising finance. Smaller businesses have tighter budgets and fewer resources.

What was the most valuable lesson that you learned?

To trust my gut instincts. The only time I didn’t, I made a decision that I regretted, which I won’t go into. Luckily, the problem was short-lived.

It’s also important not to be complacent, to value what you have, including clients and staff.

How do you relax?

I like curling, swimming, walking and Pilates. When I can find the time, I also love to travel.