Why finance teams should break the mould of company complexity

In an increasingly complex world, the idea of simplifying business is an appealing one. Partner this with the publication of the Global Simplicity Index (GSI) recently – which has estimated that the world’s largest 200 companies lost $237 billion dollars collectively over the past year as a result of business complexity – and a desire for simplicity becomes a necessity.

The GSI is a joint work between Simon Collinson, Professor of International Business and Innovation at Warwick Business School, and the Simplicity Partnership, a management consultancy committed to simplifying the way that companies operate.
 
Together, they have calculated that ‘bad complexity’ within companies reduces profits (EBITDA) on average by 10.2%. However, the stage at which companies begin to destroy value as a result of their overcomplicated methods can be difficult to identify. Essentially, when a company grows it naturally develops processes which initially enable the company to flourish, but they inevitably reach a ‘tipping point’ whereby the benefits of additional complexity are outweighed by costs. Add this to pressing issues such as economic volatility, and the detrimental impact of complexity becomes ever more apparent.

Nevertheless, for large (and sometimes even small) companies who have become almost acclimatised to the complications of working life, it is difficult to identify what quantifies negative complexity. In their study, the Simplicity Partnership identified five main internal drivers of complexity: Products & Services, Strategy, People, Organisation and Processes. It is important, therefore, that companies review complexity more holistically than before. Although many companies have explored ways to reduce complexity from their processes, Simplicity Partnership argue it is unproductive to tackle complexity in this area alone.

So who should take responsibility for company complexity? The natural route would appear to be the finance department – not simply because monitoring company profitability is one of their key roles, but also as a result of the fact that the finance function is one of the few departments that has the luxury of working across the business. With attempting to increase company profits as the consistent bottom line for finance teams, it makes sense for them to also consider the detrimental effect that complexity may be having throughout the business. Indeed, when analysing companies, it was noted that some finance directors were taking up to four months out of every year in planning as a result of over-complicated scenario forecasting. It is actions such as these that truly demonstrate the pitfalls of excessive business complexity.

By tackling business complexity, the benefits could go beyond simply increasing profit margins. The founder of Simplicity Partnership, Melvin Jay, observed that “people don’t enjoy working in highly complex systems, they want to see the impact of their work – complexity is sapping morale”. Therefore, by identifying potential areas for simplification with the ultimate aim of increasing profits, it can easily evolve into equally beneficial changes for the company as a whole.

Ultimately, it is rational to suggest that in order to strive towards growth and increased profits, companies – finance teams in particular – need to look beyond the standard and assumed and assess the company as a whole. The myth that complexity signifies a highly advanced and functional business needs to be reconsidered. Instead, finance departments need to lead a culture of simplicity in order to see companies thrive.



Megan Evans is a Researcher for Trace Recruitment. Trace delivers senior finance recruitment briefs in industry, financial services and the third sector across London, the South East and Europe.

Reaching the Top is all in the Maths

Finance is fast becoming the route to the top – that’s the clear message from the findings of our annual FTSE 100 CEO Tracker. Over the past 4 years, we have been looking at the career progression of serving Chief Executive Officers (CEOs) within the FTSE 100 Index. This year, the findings reveal that nearly half (49 per cent) have financial backgrounds, compared to 31 per cent in 2008, indicating a stronger focus on sound financial management post-recession. 

This trend for financial leaders looks set to grow. Over the past year, six of the nine (67 per cent) appointed FTSE 100 CEOs have financial backgrounds, including Andrew Harrison of Whitbread and Nicandro Durant of British American Tobacco.

These findings suggest that as the economy continues to improve, there is increasing demand for leaders who can navigate what remains a challenging operating environment.

But let’s take a closer look. To begin with, the downturn gave the number crunchers the opportunity to shine. During this time, many finance leaders held key roles at the decision-making table, helping organisations remain as efficient, effective and profitable as possible. This allowed many finance professionals to gain prominence and demonstrate their leadership skills to the wider business.

However, the downturn might not be the only driver behind this trend. The growth of the finance leader, as with accountants, may also be attributed to an increasingly stricter regulatory environment. No company likes surprises, so a greater part of a CEO’s remit is taking ultimate responsibility for regulatory issues, which were not as stringent a few years ago – a role much more suited to someone with past experience of technical accounting and finance. Furthermore, it can be reassuring, especially to shareholders, to have a leader with a core finance background who understands and can address these issues.

It is not only their fiscal skills that have made finance professionals more crucial to a company’s performance, but also their strategic insight and the communication of that to internal and external stakeholders. Commercial skills, including an understanding of how the wider business operates as well as its strategy and vision, are becoming increasingly important to a finance professional, with the finance function emerging from the backrooms and into the boardrooms.

Increasingly, CEO figures are taking a more collaborative approach and are first turning to the finance department – among others – before making any important, strategic decisions. Previously under-valued, traditionally back-office functions are becoming more important to the day-to-day running of an organisation. As a result, finance professionals have a new-found power in the business world; no longer is their role perceived as a matter of facts and figures or as the ‘go-to’ when things have already gone wrong. More and more organisations are realising how financial know-how can be a means to an end, rather than an end in itself.

Undoubtedly, a new voice is emerging from the finance function, one that has new governance and strategic responsibilities. It is more important than ever to have finance professionals capable of shouting louder about the numbers and offering real, strategic solutions to problems. For those looking to climb the career ladder, never before has the finance professional had such opportunity to stand out from the crowd.



Phil Sheridan is the managing director for Robert Half International’s UK operations where he is responsible for leading the organisation’s strategy and direction across more than 20 office locations. He is a member of numerous professional and accounting associations where he participates on steering committees and groups.

Why sustainability matters to accountants

Over the last few years, the issue of sustainability has become more prominent in our industry. Planning for the future is not just about ensuring financial stability – a business can’t grow when the resources it depends on are diminishing.

As professional accountants, we have a key role to play in helping organisations ensure their business is sustainable. We can do this by integrating key performance indicators into our standard systems and processes, and use our accounting skills to collate and analyse data to monitor, manage and maintain sustainable development.

This is just one of many reasons why AAT is involved in the Prince’s Accounting for Sustainability Project. Set up in 2004 by HRH Prince of Wales, the project aims to develop practical guidance and tools to embed sustainability into an organisation’s decision-making and reporting processes.

We are representing the voice of small business in developing this reporting process to ensure it is practical for all organisations regardless of size or turnover. In addition, we see our role as educating our membership and providing guidance to the wider SME community. We believe this process is so crucial and are fully committed to embedding sustainable development and integrated reporting into the qualification and educational process.

As an organisation, AAT is also playing its own part in the journey towards a sustainable business model. In 2010, AAT’s Council set up a working group to research the best way to achieve this and sustainable development is now a key part of our business plan. Over the last few years, more and more of our services have been moved online, resulting in not only a reduction in printing and postage, but also greater efficiencies for the membership. We also reduced our carbon footprint in late 2007 by moving from premises split over eight floors to one-and-a-half floors, decreasing our square footage by over 3,000ft.

Sustainable development is really about making the best use of what resources we have available, rather than wasting them now at the expense of future growth. Sustainable development should be at the heart of every organisation in order to secure its future.


Tom Kelman has been Director of Finance and Corporate Resources at AAT since July 2005. Tom has worked in finance for over twenty-eight years covering both accountancy practice and industry and commerce. He qualified as a CA with ICAS in 1986 and became an MAAT before joining the AAT. Tom is also a member of the Association of Corporate Treasurers and a professional Pension Scheme Trustee.

Is 2011 the Year of Eurozone Recovery?

Two years have passed since the world’s economic output reached its low-point. It was predicted by one of the UK’s largest banks at the height of the crunch that “it would not be until early 2011 that any sign of (economic) recovery would take place”. 

However, the former Prime Minister Gordon Brown commented this week: “I sense that in the first few months of 2011 we will have a major crisis in the Euro area”. With this growing pessimism, it appears that 2011 could still be a challenging year for the banking market.

The support of “Europe’s failing economies”  presents a potentially huge problem to the banking sector on several fronts. Eurozone banks have lent great financial support to ‘prop-up’ the financially weaker economies. This unsecured lending has once again greatly over-exposed many of the large European banks, at a time when there is a growing scramble to comply with stricter capital requirements.

We can only make a calculated guess, based on patterns that emerged from the global credit crunch, as to what effect the Eurozone crisis will have in recruitment terms. Considering the crunch was centred on the financial markets, it wasn’t by any stretch the financial sector that ultimately felt the hit the worst. The jobs lost in finance were around 8% – relatively low compared to jobs lost in construction and manufacturing, which were down 27% and 17% respectively.

Gordon Brown has recently supported this prediction by suggesting that a failing Eurozone would have a wider effect than just on the banks, predicting a long-term crisis could create “an unnecessary and avoidable period of low growth and high unemployment, and diminishing living standards”. 

There is also a question mark over the expansion plans of Eurozone banks, which now might be more reluctant to take any risks. The problem in particular is that “Europe has lost ground to both the US and Asia”. Therefore the risk, with stricter Visa requirements coming into force, is that Europe will no longer be the destination of choice for highly-skilled migrants, with the continent losing candidates to the US and Asia, whose economies, for now, look more stable.

The Nationalised Irish Banks have been the subject of immediate focus the last month, although from looking at the likes of RBS and Lloyds it cannot be said that nationalisation has caused a negative impact on the recruitment needs of some of the largest Nationalised European banks. Indeed, it may be the case that any nationalised Eurozone banks are forced to increase recruitment amid restructuring plans. However, with Lord Turner commenting that the FSA may claw back the pay of failed banks bosses, it creates a danger that there may be a reluctance to take roles at the highest level of financial organisations, or indeed create a culture of over cautious decision makers that weaken the long-term competitiveness of companies in fear of taking a risk too far.

For 2011 to remain the year of recovery ultimately relies on a speedy resolution of the Eurozone crisis.



Consultant Sam Price currently works on the Banking and Capital Markets Contract Team at Marks Sattin. He places both part qualified and qualified accountants in contract positions across financial services, working with major and mid-tier investment and retail banks.

Use Interim Effectively

Despite a slight decline of 17,000 in the UK’s unemployment figures this month, with the total unemployed currently at 2.48 million, unemployment levels are still at their highest since 1994. Predictions are (or are not, depending on whose line of thinking you follow) encouraging for the long term, with the OBR forecasting an employment increase of around 900,000 by 2015; bringing us back to pre-recession levels.

However, these forecasted levels are not going to be realised overnight, and there are people who still will find themselves unemployed due to one of many potential factors. So, if you do find yourself facing the predicament of unemployment, how do you maximise your chances of getting your career back on track?

One of the biggest concerns from a potential employer’s perspective is seeing long-term inactivity on a CV. Long periods of time spent unemployed, but more significantly doing nothing, leads to questions over the individual’s drive and determination to succeed. It does not present a particularly favourable image to prospective employers. 

You need to make sure you are doing something during this time. Interim work is preferable to that show you are keeping your hand in, and it also offers the added benefit of bringing in an income. My advice would be to firstly register with a reputable agency. Meet your dedicated consultant and explain to them what you are looking for on a permanent basis, but that you are also open to the possibility of interim positions in the meantime.

One of the things to take into account when looking at interim work is the danger of ending up jumping from short-term position to short-term position, which can create a cycle that is very difficult to break. If you are considering taking on interim roles, here are my top tips on managing the transition successfully:

1.  Try to take longer-term roles, rather than a couple of weeks here and there. Maternity covers are ideal, primarily around the six-to-nine month opportunities are the ones that you really want to take. They demonstrate commitment to prospective employers and provide you the opportunity to make an impact in the organisation that you can quantify on your CV.

2.  Specialist projects are the opportunities that will really add the most value to your CV in the long term. They provide the opportunity to add to your current skill set and further develop your expertise, attracting the eye of potential employers and helping you to stand out from the crowd.

3.  Don’t take any old role for the sake of it. You still need to spend a large proportion of your day there and if you can’t tolerate it for any length of time you will move on quickly, which can reflect poorly on your CV.

4.  Demonstrate commitment. If you take on an interim role, treat it in the same way that you would a permanent one. Show the same level of focus and commitment and you stand a greater chance of seeing your contract renewed or extended, or even a permanent opportunity offered.

5.  Many more organisations are offering the temp-to-perm option at the moment. It is a good way for both parties to obtain a thorough understanding of the other prior to entering into a commitment on a permanent basis, and ideal if you are seeking a permanent position in the long term.



Dan Jones is Manager of the Accountancy & Finance Division and Head of Interim Accountancy at Alexander Lloyd, part of the South East's leading recruitment consultancy for accountants.

 

Will the AWR turn life upside down for financial temps and contractors?

In my last blog post I discussed the impending Agency Workers Regulations (AWR) and what their impact could be for the UK’s interim and freelance accountancy professionals. We’ve now had the Department for Business Innovation and Skills (BIS) publish its guidance notes on the new legislation and the picture has become a lot clearer.

As experienced freelancers in the accountancy world will know, the temporary worker industry is one that has experienced a lot of legislative change over the last 10 years and correctly structured support service providers, i.e. specialist freelance accountants and umbrella companies, have adapted and thrived. Good service providers talk about working within new legislation, not around it, and the AWR will be no different; this is good news for the thousands of freelance accountancy and finance professionals that rely on them to ensure they are running their businesses compliantly.

In fact, most ‘good’ umbrella company business models are eight tenths of the way to being a compliant solution to the AWR already. These are the umbrellas that have a robust contract of employment in place with the freelancers who use their services and who demonstrably behave as a true employer should. The less scrupulous providers (that do exist out there) will really struggle with this as their contracts of employment have no basis in case law and their attitudes to compliance are ‘relaxed’, to say the least.

Freelance finance professionals who are paid via their agency’s PAYE are going to see some significant changes and it’s worthwhile looking at the alternative options open to them. Make sure you aren’t missing out on some of the additional benefits available to temps and freelancers as a result of the AWR.

All change?

The AWR is not as daunting as some commentators have alluded to and it does provide opportunities for freelancers to work with umbrella companies and benefit from additional perks.

For career freelancers, a model based on ‘full employment’ is the answer. This would involve the agency worker being employed by the umbrella company on a permanent basis with the umbrella company providing pay between assignments, holidays and pensions. The umbrella will also work with the recruitment agency partners to help you find your next assignment and you will still have your existing right to claim legitimate business expenses to boost your take-home pay – not something that will necessarily be offered by the alternatives.

What is the full employment model?

The full employment model takes elements from what has become known as the Swedish Derogation – a fancy-sounding name for a clause negotiated by the Swedish delegation when the Agency Workers Directive was debated at EU level. To put it simply, it means that the AWR rights to equal pay of an agency worker no longer exist when agency workers are employed on a permanent basis by their umbrella company or temporary work agency and receive pay in-between assignments. Under these circumstances, the protection afforded by the AWR becomes superfluous as the worker is already protected as a full employee.

However, there are conditions to this, with the first one being that the agency worker needs to be genuinely employed by the umbrella company or agency with a permanent contract of employment in place, and that the contract was entered into before the beginning of the worker’s first assignment.

There are some conditions to this though that you need to be aware of. Ask your agency or service provider if they will:

• Pay you during non-working periods when you are between assignments
• Take reasonable steps to help you find your next assignment
• Make sure that any suitable available work is offered to you
• Pay you a “minimum amount” for an aggregated period of not less than 4 calendar weeks (subject to national minimum wage)
• The “minimum amount” must be at least 50% of your pay from your previous assignment. However, it cannot be less than the national minimum wage

We are almost there

In recent years, correctly structured umbrella companies have transformed themselves into risk mitigation employment businesses, using robust over-arching contracts of employment with contractors to mitigate the risks faced by hirers and freelancers alike. It means that ‘good’ umbrella companies are taking full responsibility for freelancers’ employment rights and the associated risks, all of which have been polarised by the AWR.

From this position, for many umbrella companies, it’s become their responsibility to develop the solution to the AWR and as a result, the ‘true’ umbrella companies are not far off becoming a compliant post-AWR business model. This is where the ‘full employment’ model comes in.

As a result, ‘umbrella company’ is a phrase that is likely to become redundant, replaced by phrases such as ‘outsourced employment services provider’, for example, but for freelancers, recruiters and their end-clients this is good news. As long as the freelancer has a robust contract of employment in place with their umbrella that meets all of the above requirements, then all of the responsibilities regarding pay that come with the introduction of the AWR lie with the umbrella. Should a tribunal ever come about, it will be the umbrella that the tribunal is brought against.

Freelance accountancy and finance professionals will, however, need to conduct due diligence to ensure that the agencies and umbrella companies they are working with are applying the ‘full employment’ model correctly and have the financial strength to ensure they can pay you if you find yourself without an assignment. A good place to start is the membership of FCSA.


Rob Crossland is the Chief executive of the Parasol family of companies, which also includes ClearSky Accounting, and provides umbrella PAYE services to over 9,000 freelancers in the UK.

iXBRL

Avoiding tax is easier than avoiding hearing about it. During tough economic times, the headlines continue to be dominated by tax issues on a daily basis: the standard rate of VAT increasing to 20 per cent on 4 January 2011; Business Secretary, Vince Cable, choosing to float a graduate tax; £2.5bn a year levy on the banking industry in wide-ranging tax measures…to name a few.

However, there is an issue that rarely gains such front page press coverage and this is iXBRL. But is it really an issue for UK businesses?

What is iXBRL? 

XBRL (Extensible Business Reporting Language) has been in use for over 10 years and is a form of XML (Extensible Markup Language). A mark-up language is a dictionary of tags that allows a computer programme to describe the text and is a fantastic way for computers to share information. However, it is virtually illegible for humans and therefore it would be as impossible for HMRC to understand. 

The solution put in place is In-Line XBRL, which allows the production of a web page version of the financial data that both HMRC and humans are able to read and understand. Ideally, all submissions made after 31st March 2011 will be made in this format.   

Three taxonomies are applicable to XBRL:

1. CT Computation taxonomy-  1300 mandatory tags and over 4500 possible
2. IFRS taxonomy -  1600 mandatory tags and 3400 possible
3. UK GAAP accounts taxonomy – 1350 mandatory and 4375 possible

What are the implications on UK businesses?

On face value, iXBRL seems a total overhaul of the current HMRC submission process. However, in reality the effects have really seldom been felt. Most companies, particularly in the banking sector, have outsourced iXBRL tagging to accountancy firms and specialists. On the flip side, smaller tax departments have favoured sharing the workload between them in order to manage cost effectively. Realistically, iXBRL compliance will more than likely provide short-term pain in its first year of use; beyond that there will be potential for business gains to be made.

Recruitment

Initial expectations for a recruitment drive for candidates with particular skill sets in this area have not been realised. However, across the industry there continues to be a trend for more organisations bringing tax functions in-house, and coupled with the requirement for electronic tagging, the requirement for IT literacy has also increased. 

The necessity to manage costs and meet headcount quotas has given rise to broader tax positions whereby candidates are often gaining exposure to a range of tax issues. iXBRL compliance could well form a larger part of this so-called ‘ad-hoc’, which is often highlighted on job descriptions. Therefore candidates now need to be more flexible when considering new industry positions with regards to how the role will break down. Given the current position in the UK business cycle, and Chancellor George Osborne needing to decrease the budget deficit, the importance of the skillful and flexible tax professional will continue to increase. 


James Macdonald works as a Consultant in the Tax team at Marks Sattin, placing qualified accountants and qualified taxation professionals into permanent positions in the financial services sector.

Why does tax legislation matter?

In the UK, 99.9% of businesses sit under the SME umbrella. With the job market remaining unstable, it’s little surprise that even more people are opting to start their own business.

Many SMEs will not have time to absorb changes in tax legislation, not understanding the implications it has on their business or bottom line. In a competitive marketplace, those businesses that fail to pay attention to tax legislation put themselves at a serious disadvantage.

The UK tax system is complex and SMEs can feel at a loss against their bigger competitors who can employ specialists to keep on top of the constant changes in legislation. On top of that, many SMEs may be feeling disheartened, and think that the government should be doing more in order to stimulate small business growth.

The Chancellor has already announced changes to the personal tax and NIC bands from April of this year. Many business owners may find themselves paying 40% and even 50% income tax, with NICs on top of that. So knowing how to structure remuneration for any SME will be vital.

SMEs also need to think about the way in which they do business. SMEs that structure their businesses in the traditional sole trader or partnership will be paying more tax than those who run their businesses through limited companies. This is down to an anomaly in the law, and those wishing to change will need to properly understand the implications this will have on their business moving forward. 

Many SMEs may be aware that by not keeping up with tax legislation, they could be at a disadvantage – losing valuable tax breaks. Nonetheless, because the process is timely and administrative-heavy, it doesn’t and can’t always take priority.

SMEs must wise up. Tax legislation is always changing. A business that is aware of the implications of new legislation and how this affects their individual business needs will reap the benefits in the long run.


Michael Steed, MAAT, CTA (Fellow) from Kaplan Financial will be presenting the AAT (Association of Accounting Technicians) UK tax update series hosted around the country throughout April and May 2011. To find out more click here.

The Peaks and Troughs of Hiring Management Consultants

Management consulting is often defined as a profession that provides advice in a specific area of expertise. However, another well-established view is that management consultants are people who you pay lots of money to tell you what you already know. It is clear that as the economy changes, so do public opinions, and with them, the need for consulting.

This line of work is one of the first to react to changes in the economy and following the recent drop, the second quarter recruitment figures show a sharp increase in hiring.

According to various management consulting-focussed websites, the consulting industry is steadily accelerating and has been for the most part of the year. More specifically, financial services consulting is a huge industry in its own right and the main focus for many large firms is seeing a dramatic increase in hiring; this is a prime example of the ‘peaks and troughs’ of recruitment.

Financial services topped an consultant poll as the industry leading the way in expected acceleration of hires by consultancy firms. This view is backed up by the Big Four; according to KPMG, the biggest increase in 2010 has been in their advisory functions that “have ambitious growth targets over the next two years”, whilst PwC revealed that “consulting will be a big focus for recruitment again for 2011 with  ambitious growth targets in this area”. Keeping up with the trend, Deloitte announced that they would be recruiting “predominantly in the technology and consulting area”.

Another huge indicator of the current shape of the market are the figures being announced by a number of management consultancies themselves. One specialist financial services consultancy has made over 100 new hires since March, and is in place to continue this massive growth into next year with a further 250 planned, almost doubling in size.

The explanation behind a lot of the growth in the market is mainly a simple reflection of the financial services industry and the economy as a whole. When times are hard in a struggling economy, paying someone lots of money to tell you what you already know is the first thing cut in a bid to save capital, but hiring an experienced management consultant is often the first thing done when a business looks to recover. An MD of a city-based boutique supported this idea, stating that “there’s been so much change in financial services, a lot of it government enforced, that consultants have been having a field day”.

This can be seen as a very basic indicator of market opinion on the economy, which in turn can help to form an outlook for the rest of the recruitment industry.

So, while we are experiencing uncertain financial times at the moment, with not a day going by without another headline from Vince Cable or Mervyn King, perhaps it is not all doom and gloom. 

Often the first sign of a change in fortunes, the aggressive growth acceleration of management consultancies suggests businesses and the economy are also getting ready to grow again. As a result I would now expect the recruitment industry to follow, enjoying the ride to the next peak. 



Andrew Wilde is a Consultant in the Management Consultancy team at Marks Sattin, working across a range of industries. Andrew has a strong portfolio of clients within Financial Services, placing Principals and Senior Managers in high profile Banking, Payments and Capital Markets positions.

The Budget 2011: Breathing Life Back into Business

Another year, another Budget. As expected, George Osborne has painstakingly focused on the promotion of businesses and the economy whilst clamping down on tax avoidance and the banks.

Whether you’re an accountant, finance professional, jobseeker, first-time buyer or simply the man on the street, yesterday’s Budget will have some kind of impact on you.

Here are the points of note:

• A personal tax allowance increase of £630 (rising to £8,105) will come into effect from April 2012;
• A £2 billion tax on oil companies has resulted in an immediate cut to fuel duty by 1p, with the expected 4p rise discarded;
• First-time buyers will be offered a £250 million fund shared equity scheme to help them get on the property ladder;
• The forecast for the year’s economic growth has been downgraded, indicating that there is still some way to go;
• Twenty-one new ‘enterprise zones’ will be created, designed to rejuvinate Britain’s businesses;
• A charge on non-dom tax will raise more than £200 million;
• A cut to corporation tax will be offset by bank levy;
• The State Pension Age will rise to 66 by 2020;
• Alcohol duty will rise by 4p, 15p and 54p on a pint, bottle of wine and bottle of spirits respectively.

With cuts in fuel duty, increases to tax allowances, and help for first-time buyers, there is much for the general public – in particular, jobseekers – to appreciate.

The reaction to the 2011 Budget has generally been positive, with the public backing proposals that are designed to drive UK businesses forward. As the changes are implemented, financial leaders will be relied upon to help rebuild the economy.

Didn’t get a chance to catch the speech in full? Have a look at my Wordle below.