For Business Computer Solutions (BCS), technical excellence and a team-focused culture come first, strengthened by its employee ownership model
In business, the day-to-day running of technology is paramount; it ensures teams stay productive and secure. On hand to support those operations is Business Computer Solutions (BCS), a Ramsgate-based managed IT services partner for SMEs, established in 1996.
Martin Hynes is the managing director of BCS, stepping into the role in 2018 after joining the business in 2012. He was originally drawn to the firm by a simple idea that he says continues to guide him today: that good technology, delivered with genuine care, can transform how local organisations operate and grow.
For Martin, finding a team that puts integrity and service before sales felt like home. He shares: “What keeps me motivated is seeing customers thrive, helping colleagues develop their careers and shaping practical innovation that makes a real difference in our community.”
BCS’s services span proactive monitoring and responsive support, AI-driven solutions, cybersecurity and user-awareness training, as well as cloud platforms including Microsoft 365 and Azure. The company also manages data backup and recovery planning, and delivers connectivity across networks, Wi-Fi and telephony. Beyond this, BCS provides strategic guidance through technology roadmaps, project delivery and budgeting advice. This, Martin explains, is underpinned by a strong emphasis on user adoption and training, ensuring that organisations gain full value from the tools and systems they already have.
Proactive prevention powers the team’s approach. That means continuous attention to patching, security and performance, alongside regular strategic reviews. “We communicate in plain English so users feel confident rather than overwhelmed,” says Martin. “Our account management is hands-on, and our local presence means we build genuine relationships and can be on site when it matters. Quality of resolution and client satisfaction guide our work, not just the speed of closing tickets.”
People are at the heart of BCS. This is true not only of its people-focused approach to end-to-end IT support, but also of the employee ownership model it operates under. Employee ownership means the business is held in trust on behalf of all colleagues, giving everyone a genuine stake in its future and a voice in how it evolves. Benefits are shared fairly, and profits are reinvested for the long term, with a focus on training, tools and customer service. It is a structure that encourages stewardship and shared responsibility, rather than short-term thinking.
Becoming an employee-owned business in 2018, Martin notes, has deepened a mindset of accountability across the organisation. “People feel empowered to suggest improvements because they can see how their ideas shape outcomes for customers and colleagues,” he reflects. “We share key information about performance and plans, and we invite open conversation around major decisions. The result is a collaborative culture with strong continuity for customers and a clear sense of purpose across the team.”
Employee ownership, he believes, naturally sharpens the focus on people and long-term sustainability. “When you’re an owner, you think differently about the long term,” Martin considers. That mindset influences every recommendation BCS makes. Solutions are designed to be sustainable, secure and cost-effective rather than quick fixes. He goes on to say: “By reinvesting in skills and tooling, we strengthen security, resilience and user experience for our customers. It creates a healthy cycle where better service drives trusted relationships and steady, sustainable growth.”
This extends to the culture within BCS. Martin describes the team as open and inclusive, with an emphasis on shared learning and mutual support. “Colleagues have clear development pathways, active mentoring and the freedom to learn on real projects. We balance professionalism with a friendly atmosphere, and we make time to contribute to our local community. People join for the technology and stay for the culture.”
With technology moving faster than ever, BCS is observing the effects of that rapid evolution in its clients’ everyday operations. Martin explains that the move to cloud services now underpins how teams collaborate and scale, but it also demands stronger governance and identity controls. He adds that AI-driven automation is freeing people from repetitive tasks and improving service quality, while prompting fresh thinking about data security and responsible use.
On top of this, security models such as zero trust, supported by multi-factor authentication, are increasingly becoming standard practice. Martin also points to improvements in connectivity: “Faster connectivity through full fibre and 5G is enabling new ways of working and better access to cloud applications.” He highlights that sustainability is shaping decisions, with clients seeking efficient systems that reduce waste and energy use.
Across the region, many of the technology challenges businesses face share common themes. Cybersecurity pressure remains constant, and BCS continues to support organisations with layered protection, continuous 24-hour monitoring and tested recovery plans. Hybrid working is another area where clients seek clarity. “Many are refining hybrid working, so we secure remote access, strengthen device management and improve collaboration in the cloud,” states Martin.
And then there’s the concern of legacy systems, which, Martin warns, can hold organisations back. “At BCS, we plan modernisation in phases that align with budgets and minimise disruption.” He adds: “Compliance and data privacy requirements are growing too. We support with audits, policy development and ongoing governance. Where in-house capacity is stretched, our engineers and consultants supplement the team and leave clear documentation so knowledge stays in the business.”
For the IT services sector, challenges are paired with opportunities. Martin points out that demand for managed security and compliance is rising as threats evolve and regulations tighten. “AI and automation will continue to enhance service delivery and insight,” he says, enabling more proactive and efficient operations.
But the sector must also contend with the realities of talent shortages, especially in cyber and cloud disciplines, making investment in people and partnerships essential. Economic conditions will keep value under scrutiny too. Martin observes: “Transparency and measurable outcomes will matter more than ever.”
As for what’s next, Martin outlines a clear and purposeful direction for BCS. “We are focusing on deepening our security capabilities and exploring how a dedicated, locally based operations function can strengthen our response and prevention,” he explains. Talent development remains a priority, with plans to expand apprenticeships and structured upskilling to grow expertise within the region.
Customers can also expect more practical education around AI, security and sustainability, delivered through workshops and accessible resources. Continued investment in automation and self-service will reduce resolution times and enhance the support experience, and the firm is developing partnerships that broaden its cloud and communications expertise while keeping its service personal and rooted in Kent.
As BCS moves forward, its direction is shaped by the same principles that first drew Martin to the business: integrity, care and a belief in technology as a force for long-term progress. The firm is continuing to evolve its services and deepen its expertise, but its foundations remain rooted in people – the colleagues who drive continuous improvement, the clients who trust the team with their operations and the wider community the company is proud to support.
