When it comes to success in business, they say that knowledge is power – but knowledge of what, exactly? Often, that is never truly clarified. Can you really run a successful IT support company without knowing the intricacies of the cyber world and the threats orbiting it?

This notion is one that particularly rings true for the managing director of Lancashire-based IT support provider Q2Q, Lorna Stellakis, who is convinced that her minimal knowledge of the complex IT world is not only contributing to making her business highly successful, but is what sets it aside from the raging wave of competition. Here, Lorna explains why in greater depth…

At this point in the Digital Age, IT has been evolving at a rapid rate.

And with all modern-day businesses relying upon the power of the internet and computer-driven systems to efficiently carry out their day-to-day operations, it’s crucial that the expert teams behind the scenes are able to deliver solutions that keep everything in working order. But the truth is, there’s so much more to the successful IT equation than just the technical industry knowledge. Understanding people and business objectives plays a huge part in solving the puzzle, and this how the management team at Q2Q identified an opportunity to take IT support to the next level.

Looking at the headlines from the past twelve months, we can clearly see a pattern – the focus on IT and GDPR-related news has augmented, and the tempest of data breach stories shows no sign of relenting. With household brands such as British Airways, Google and Marriott International all falling victim to cyber-criminals’ attempts to access and compromise data, for smaller companies it can sometimes feel like they don’t stand a chance, when it comes to implementing effective and impenetrable digital defense measures. But how wrong this mentality is.

For many SME’s, dealing with IT can be daunting – it’s not their area of expertise, and they are often concerned that they could be persuaded to pay for solutions that aren’t needed. We find that a surprising amount of the time, employees who have no IT-related qualification – or indeed any prior dealings with this side of operations – are tasked with championing the internal strategy and expected to know how to fix issues when they arise. But the shocking element is not the fact that these people have no experience in this field, it is that they haven’t been asked the necessary questions from neither their internal IT staff members nor their outsourced support team – and that’s a recipe for digital disaster.

Q2Q was created in 2004 by a small team, armed with years of specialist experience, who had grown increasingly frustrated by the lack of plain-speaking, honest and affordable support services available to small and medium sized organisations. This then acted as a stimulus, as they set out to change the way IT assistance was offered to SMEs – omitting the baffling jargon and making it about what companies need. And that’s where my knowledge deficiency renders an advantage.

Two years ago when I first became involved with Q2Q, it was predominantly to look at some of the internal processes and the people-development side of the business. One could argue that because I didn’t possess the background knowledge of the sector, I wouldn’t be able to deliver on the outcomes, but having started my career working for a clothing retailer – where I was a small cog in the wheel that planned, designed, sourced, manufactured and delivered clothing – I knew this to be different. I was officially responsible for only a small portion of the process, but because I felt compelled to understand how everyone else’s role contributed to the lifecycle of the garments, I could make more informed decisions in my own area, that consequently benefitted the company. This broadening-your-view type of approach is therefore how you can skip the technical knowledge part and get under the skin of the system, or business, at hand.

Businesses tend to focus on weak-points and try to find a quick-win solution.

How we work is to look at the strengths and try to work out how they can be applied to an area of weakness, as this can often render the weakness irrelevant. Of course, our technical experts are there to deal with complex issues as well as constantly on the lookout for emerging technologies or solutions that will help organisations reduce costs, work smarter and grow, but what use is a team of cyber professionals that cannot effectively communicate with our customers? That’s why our recruitment is not centered around technical ability alone – attitude and experience are also key.

So, how is this relevant to IT support? Well, it’s all about getting to know a business – including broader challenges not within the systems and IT category. By understanding what companies’ challenges are, unearthing their preferred ways of working, and most notably what’s important to them, our tech team can then work on what solutions will help achieve their overall business goals.  Now, I may not have the IT knowledge, but that is certainly not to say that Q2Q is run by non-techies, on the contrary – we have a team of dedicated digital-savvy professionals.

The harmony of technology, economics and psychology is not only what makes our approach to IT very different to the norm, but it’s what makes my not-knowing-anything-about-IT statement justified.

In reality, the fact that I know nothing, or very little, about IT is actually an added strength for our business and our clients, by asking questions that a typical techie wouldn’t necessarily think of, we can deliver far better technical solutions and services.

Lorna Stellakis, MD of Q2Q ITAbout the author

Lorna Stellakis


My role is to provide the overall direction and “eye on the compass” as to where we, as a team are heading, setting the overall business strategy and financial budgeting. Whilst always having been involved with systems implementation throughout my career, I have an operational background and no specific IT experience. However, if anything, I believe this makes me more qualified to ensure the team deliver great service, drawing from my operations experience, and having been on the wrong side of poor IT support in the past. I can relate to how crippling this can be to a business, making it paramount that we ensure that IT issues are as invisible as possible, leaving the customers to get on with running their businesses smoothly.