iMS Technologies Launches The Oldham Trading Platform Pioneering Smart Towns and Cities Across the UK
iMS Technologies, alongside its dedicated team and partners, proudly unveils the Oldham Trading Platform, a transformative initiative designed to foster economic growth, collaboration, and innovation. By keeping the pound local and prioritising sustainability, this platform sets a benchmark for the future of smart towns and cities across the United Kingdom.
Left to right: Nuraz Zamal - CEO iMS Technologies, Anwar Ali - Co-Founder Upturn Enterprise, Arooj Shah – Oldham Council Leader, Simon Jordan – Principal & CEO Oldham Collage
Commenting on this groundbreaking milestone, Nuraz Zamal CEO of iMS Technologies, shared,
I am immensely proud of our team and partners for bringing the Oldham Trading Platform to market. This transformative initiative is a significant step forward in boosting the local economy, enhancing collaboration, and driving innovation through digital technology. We are certainly paving the way for a more sustainable, smart town with economic growth at its core. By being the first to bring this concept to the UK, we are laying the foundation for a future where sustainability and economic development go hand in hand. The impact of this initiative and the lasting foundations it will create make this achievement truly remarkable.
Nuraz Zamal
CEO of iMS Technologies
Councilor Arooj Shah , Leader of Oldham Council Added,
This is a great opportunity for Oldham businesses to work together and support each other. By keeping trade local, we can help our economy grow, create more jobs, and make it easier for businesses to find the services they need right on their doorstep.
Arooj Shah
Councilor, Leader of Oldham Council
The Oldham Trading Platform is more than just a technological advancement; it embodies a vision for towns and cities that champion sustainability while embracing economic prosperity. By connecting businesses and organisations through this innovative platform, iMS Technologies hopes to inspire similar initiatives across the UK, positioning Oldham as a leader in smart town development.
Why we questioned the rhythm
For years, our default was the two-week sprint. It felt safe, predictable, and aligned with industry playbooks. Teams knew the pattern: plan, build, review, repeat. Yet over time, cracks appeared. By the time feedback arrived, weeks had passed. Some experiments dragged longer than necessary. Important learnings were delayed, and the sense of momentum often faded halfway through the cycle. So we asked a simple question: what if the sprint itself was slowing us down? Instead of taking it for granted, we treated cadence like any other product feature—something to test, measure, and possibly redesign. That decision led to an experiment. We split teams in two. One group stayed with the two-week sprint. The other adopted “micro-sprints” lasting just four days. The idea wasn’t to increase pressure or demand speed, but to shorten the feedback loop between idea and learning.
What we observed
The results were striking. Teams running four-day sprints produced more prototypes and gathered insights faster. Work didn’t always translate directly into shippable features, but it created a richer pool of options to refine. Momentum felt sharper, as though progress was being re-ignited several times per week instead of just once every fortnight. One designer described the difference this way: Beyond output, morale shifted too. Many feared that shorter cycles would cause fatigue, but the opposite happened. Delivering results multiple times a week created a rhythm of accomplishment. Small wins accumulated quickly, reinforcing motivation. Instead of trudging through long stretches of uncertainty, teams felt progress was visible and constant. Of course, not everything was perfect. Planning overhead increased—writing goals and running retrospectives more often took extra time. Some initiatives simply didn’t fit neatly into four days and had to be broken up. That fragmentation could frustrate people who preferred continuity. But when weighed against the gains in clarity and learning, the trade-off felt acceptable.
