Startup Edition - Issue 09 Black Business Magazine
Celebrating Black Excellence in Business, Entrepreneurship & Innovation
ELFRIED SAMBA
MICHAEL HEAVEN
Celebrating Black Excellence in Business, Entrepreneurship & Innovation
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009 Letter from the CEO 010 Editor’s Note
012 Contributors: Meet a few of this issue’s contributors.
Cover Feature
016 — 026 The Butterfly Effect: Purpose-led and built to resonate - we spotlight Elfried Samba and Michael Heaven, founders of game-changing agency The Butterfly Effect
Leadership Lens
034 — 036 Scaling Mentorship, Building Futures: From reality TV to social impact, André Spence now drives mentorship and opportunities for underrepresented talent through Global Purpose Enterprise and the PRGRSS app.
103 — 106 Redefining Leadership: Co-founder of Synkora Consulting, Louise Lyons-Appiah is building a new table for change with her youth-led consultancy.
073 — 077 Governance with Purpose: Bridgehouse Founder and CEO, Ibi Eso, has spent nearly two decades helping organisations enhance governance, transparency, and accountability.
093 — 096 Making Curiousity Loud: Merging inclusion and innovation, EY accountant Gabrielle Connell, talks on digital storytelling and inspiring the next generation of changemakers.
107 — 110 Leadership, Legacy & Creative Connection: Kweku Bimpong bridges pharmacy, consultancy, and creativity driving CSR at EY to founding CLEANGH which unites Christian creatives across Ghana and the UK.
117 — 120 Leading Change with Clarity: Keynote speaker, consultant, and star voice in people-centred change management, Lolu Olufemi talks change with Bayile Adeoti.
127 — 129 The Quiet Luxury of Intentional Outsourcing: Contributor Naomi Wachner explores where our time and genius best fit, reclaiming our role as visionaries.
137 — 139 Bridging Science, Tech & Culture: We meet new contributor Douglas Acheampong, an award-winning science communicator, founder of Science Go, and rising voice in the data and AI space.
141 — 144 Strong Start = Strong Brand: Contributor Anne-Sophie Martin-Kukah explores how to build a brand that commands attention from day one.
Rory D. Chambers — HEALTH AND WELLNESS p79
Andre Spence — LEADERSHIP LENS p33
Sarah Jane Crawford — BEAUTY p28
057 — 064 Wellness Reimagined: Co-Founder and CEO of everystate, Gemma Feare, is making wellness more inclusive and accessible with her innovative functional mushroom brand.
079 — 087 Homeless to High Performance: From sleeping in his car to launching a fitness app and leading a mentoring movement, Rory D. Chambers turned pain into purpose, building a coaching business that transforms men’s lives.
121 — 124 Beyond the Logo: Contributor Ella Louisa Romain believes that start-ups cannot afford to skip on branding.
Beauty
028 — 031 Curl Power: From TV screens to beauty shelves, SarahJane Crawford turned her personal journey into Clean Curls — a brand redefining care and standards for curly and textured hair.
043 — 050 The New Beauty Standard: Redefining beauty with Colorbox Cosmetics , we check in with Stephanie Adu-Mudikongo on Ghana’s fastest-growing accessible luxury brand.
Global Impact
131 — 134 Sharon Missah’s Bold Media Mission: We meet the force behind Let’s Talk DXB, a bold, community-driven platform that reflects her passion for authentic storytelling.
145 — 149 Take a B.I.T.E. out of Zanzibar: From debt to sevenfigure success, DJ The Money Coach empowers families through financial literacy and now turns luxury travel into a path for ownership and generational wealth.
Akokhia
Ella Louisa Romain — CREATIVE INDUSTRIES p121
Stephanie Mudikongo — BEAUTY p43
Gemma Feare — HEALTH AND WELLNESS p57
Events
065 — 072 From Brunch to Global Movement: What started as a £5 brunch in Peckham in 2016 has grown into Days Like This (DLT), a global cultural phenomenon.
125 — 126 From Birmingham to London: The Movement Continues: The Birmingham Black Business Show drew over 4,000 attendees to the NEC on June 14, 2025, for a day of connection, empowerment, and celebration of Black excellence.
151 —154 Lux Afrique Polo Day: The 7th Annual Lux Afrique Polo Day returned in full splendour on Saturday, July 26, 2025, bringing together elegance, culture, and sport in a spectacular celebration of African luxury.
155 — 156 2025 Black British Business Awards: 36 Black professionals and entrepreneurs breaking barriers and driving change across the UK and global economy.
Social Impact
051 — 056 Meet Mayor Princess Bright: Activist Princess Opeyemi Bright made history as the UK’s youngest female mayor at 29, leading Barking and Dagenham and proving how youth can reshape governance.
097 — 102 Rewriting Oxford’s Story: founder Pamela Roberts, historian, entrepreneur, and cultural strategist, is reclaiming Oxford’s overlooked Black scholars through Black Oxford Untold Stories
Food and Drink
037 — 042 Roots, Rhythm & Reinvention: Caribbean flair meets London once again as Chef Dom Taylor returns to his roots with Marvee’s Food Shop
089 — 092 Black in Business: Meet The Winners: From fashion to food, this year’s Lloyds and Channel 4 initiative winners will gain mentorship and publicity to elevate their businesses.
111 — 115 Captable Competition 2025: The 2025 Captable Pitch Competition, powered by the Forbes Family Group, gave underrepresented UK founders a platform to access funding, mentorship, and networks.
Chef Dom Taylor — FOOD AND DRINK p38
Mayor Princess Bright — SOCIAL IMPACT
DLT Founders — EVENTS p66
Letter from the CEO
“A
startup is about solving problems so big that they change how people live — not just making a product, but creating a possibility.”
I am thrilled to welcome you to this very special edition of Black Business Magazine, where we shine the spotlight on startups. The bold dreamers and determined doers who are shaping tomorrow’s economy today.
If you are new to the magazine, welcome. I hope you find inspiration in these pages. If you’re a returning reader, thank you for your continued support. As always, our mission remains the same: to celebrate, empower, champion, and uplift the voices and achievements of Black entrepreneurs and professionals.
Startups are the lifeblood of innovation.They remind us that every great business begins with a spark of an idea, a leap of faith, and the courage to keep going when the odds seem impossible. In this issue, you’ll read about founders who dared to start, who turned challenges into opportunities, and who are building legacies from the ground up. I believe their journeys will both empower and energise you.
I want to take a moment to thank our partners, particularly Lloyds Bank, for their unwavering commitment to this project. Thank you to EY for working with us to shine a light on some
of your great team members. Collaboration is key to helping entrepreneurs and professionals access the support they need to thrive, and we are proud to work together toward that vision.
To the incredible entrepreneurs and professionals featured in this issue, thank you.Your stories are not only inspiring but also vital. They show what’s possible when creativity meets resilience, and they will no doubt encourage the next wave of startup founders. If you’re reading this and wondering whether it’s your time to start, consider this your nudge: take the leap.
To our amazing team; writers, editors, designers, photographers, stylists and more, thank you for once again bringing this issue to life with passion and excellence. Every edition is a labour of love and each time we grow stronger together.
The startup journey is rarely easy, but it is always worth it and just like the founders we celebrate in this issue, we too continue to build, learn, and rise.
Yours sincerely,
Dr Tru Powell Co-Founder & CEO
Editor’s Note
“Every great business begins with a spark. An idea scribbled in the margins of a notebook. A conversation over coffee that turns into a plan. A dream that refuses to stay quiet.”
Every great business begins with a spark. An idea scribbled in the margins of a notebook. A conversation over coffee that turns into a plan. A dream that refuses to stay quiet.
This edition of Black Business Magazine is dedicated to those sparks, the founders who are daring to start. The ones who are building from kitchen tables, co-working spaces, and latenight brainstorming sessions after the children are asleep.The ones who are figuring it out step by step, often with limited resources, but unlimited determination.
We know the start-up journey is equal parts exhilarating and exhausting. It asks you to believe in yourself before the world sees the vision. It requires resilience, creativity, and the courage to keep going when the odds feel stacked against you.
In these pages, you’ll find stories of entrepreneurs who have
taken that leap, practical insights to help you lay strong foundations, and honest conversations about what it really takes to build a business in today’s world. From access to finance and finding your niche, to building your brand and navigating the highs and lows, this edition is both a guide and a companion for your journey.
As we step into the final stretch of 2025, we want you to remember this: You are not alone. You are part of a community of dreamers, doers, and innovators who are shaping the future of Black business.
Here’s to starting, to building, and to believing.
With purpose and power,
Justice Williams MBE Editor-in-Chief
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Contributors Issue 09
The Startup Edition
Issue 9 has come to life thanks to the dedication and hard work of our Black Business Community. Meet some of the talented writers who helped bring this issue to fruition.
Rory Chambers
Writer — HEALTH AND WELLNESS pg80
Rory D. Chambers is a personal trainer, nutrition coach, and CBT practitioner focused on men’s health. He helps clients build physical and mental resilience through integrated training, nutrition, and cognitive behavioural strategies.
Naomi Wachner
Writer — LEADERSHIP LENS pg127
Naomi Wachner is the founder of C alibr E V irT ual a ssis Tan T sErViCEs, a purpose-led business elevating the VA industry. With over a decade in legal and global experience, she was named 2024 Startup Businesswoman of theYear and is passionate about empowering professionals through flexible, meaningful work.
Bayile Adeoti
Writer — LEADERSHIP LENS pg117
Bayile Adeoti is CEO of DEChomai lTD, supporting entrepreneurship in ethnic minority communities. She is a mentor, Women’s Enterprise Scotland Ambassador, and sits on key Scottish Government boards. Recently appointed Entrepreneur in Residence at glasgow ClyDE CollEgE, Bayile champions inclusive leadership and social impact.
Ella Louisa Romain
Writer — PERSONAL BRANDING pg 121
Ella-Louisa Romain is a publishing and graphic design veteran with 17 years’ experience across leading glossies and independent titles. Now running her own studio, Elr ThE DEsign lab, she creates bold branding for major brands and emerging ventures alike.
Anne-Sophie Martin-Kukah
Writer — PERSONAL BRANDING pg141
Anne-Sophie Martin-Kukah is Founder and Managing Director of T h E asCEnTs group, with over 15 years of global marketing experience. She specialises in brand strategy and innovation for startups to FTSE 200 companies, and is an active board member and mentor across FMCG, Consumer Health, and Retail.
Douglas Acheampong
Writer — ENTREPRENEURSHIP pg137
Douglas Acheampong is an award-winning science communicator and founder of Science Go, with over a decade of experience in STEM education and public engagement. Currently pursuing an MSc in Data Science & AI, he blends science, innovation, and technology to create immersive tools that inspire curiosity and learning.
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In an industry often obsessed with the next viral moment, The Butterfly Effect isn’t chasing noise - it’s engineering movements. Founded by Elfried Samba (Elf) and Michael Heaven, this fast-rising agency has become the go-to partner for brands that want more than campaigns - they want cultural resonance, community, and lasting impact.
Between them, they’ve helped build some of the most talked-about brands of the last decade - Elf steering Gymshark’s global storytelling and community strategy, and Michael co-founding Social Chain before leading its US expansion and guiding Offbeat, a Mark Cuban-backed venture. Now, as co-founders of The Butterfly Effect, they’re proving a bold thesis: diversity isn’t a checkbox, it’s a competitive advantage; creativity isn’t just a service, it’s an operating system; and when community leads, growth multiplies.
In this exclusive cover story for Black Business Magazine, Elf and Michael open up about their origins, the discipline behind saying “no,” the power of community over audience, and why the next generation of Black founders must stop waiting for permission and start rewriting the rules. From bootstrapped beginnings to building one of the UK’s most culturedriven agencies, their journey is a playbook for founders who want to scale with purpose - and still win big.
ELFRIED SAMBA
MICHAEL HEAVEN
LEADERSHIP LENS
Business WRITER
Justice Williams MBE
You’ve both had standout careers before founding Butterfly Effect . What was the moment that made you say, “Let’s build something together”?
Elf: One late night, we traded war stories — the wins, the scars, the lessons. We realised the agency of tomorrow couldn’t look like the agency of today. It wouldn’t be bound by borders. Creativity would move freely across disciplines and cultures. It wouldn’t treat diversity as a checkbox. Diversity would be the superpower. It wouldn’t be a service provider. It would be an operating system.
That night gave us clarity. We didn’t want to add noise. We wanted to shift culture. Not another agency — a new model. Proof that communitydriven, values-led creativity could compete at the highest level.
That was the spark. We stopped talking. We started building.
Michael: Elf and I had been swapping notes since we met at university. We discussed everything from football to music, culture, campaigns, and where the industry was headed. When he left Gymshark, the timing clicked. The goal wasn’t to launch another agency; we were building the one we wished we could have hired.
How did your time at Social Chain (Michael) and Gymshark (Elfried) shape your approach to entrepreneurship? What lessons from those hyper-growth environments still influence how you operate today?
Elf: Gymshark taught me something simple: brand isn’t the surface. It’s not the logo, the ads, or the hype. It’s the system. It’s a community, a story, and the consistency to show up every single day until it becomes an identity.
When you’re in hyper-growth, you learn fast.You lean on instinct, move quickly, and cut anything that doesn’t serve the mission. But here’s the
truth - instinct will only get you so far. To really scale, you have to make space for difference. You have to bring in people sharper than you, people wired differently, and let them stretch what’s possible.
That’s the philosophy at Butterfly Effect. We don’t build echo chambers. We build ecosystems. We want operators, thinkers, and creatives who see things we don’t. Because self-awareness is the multiplier — know what you bring, and then create space for others to complete the picture.
Michael: I recently spent time with Steven Bartlett, which reminded me of the biggest lesson I learned at Social Chain. You have to find a way to win. We were playing an unimportant game, but as always, we turned it into a competition with group rankings.
In one of the games, I was winning with a clear lead. A few minutes later, Steve had won by a narrow margin.When we discussed it afterwards, he said he’d spent the first few minutes finding the overarching principle of the game, whilst I was expending effort and working hard, he understood the meta game, which enabled him to win.
Butterfly Effect has quickly emerged as a go-to for culture-led brands.Were there any pivotal moments or missteps that helped define your strategy in the early days?
Elf: We learned “no” the hard way. In the beginning, we wanted to do everything. And honestly, it made sense - we were a new business, operating from a place of scarcity, chasing cash flow just to keep things moving. So we said yes to shiny projects and opportunities that promised
quick wins. But every yes carried a cost. It stretched us thin, drained our energy, and pulled us further from the culturefirst vision we were trying to build.
The turning point came when we realised that saying no wasn’t about arrogance but discipline . No gave us focus, clarity, and growth. Everything shifted when we doubled down on that - partnering only with brands serious about community and cultural relevance. The work got sharper, our reputation grew, and the right opportunities started finding us.
We learned that growth doesn’t come from saying yes to everything. It comes from having the conviction to say noand the focus to go all in where it truly matters.
Michael: We learnt early that a great idea without execution is just theatre. At first, our pitches focused on our ideas and the insights that led to them. Now the majority of the pitch is spent building confidence in our client’s mind
because our proposals are fully costed, anchored to a timeline, with reasonable impact forecasts. We have talent, collaborators, and processes mapped out.That makes it much easier for them to say yes.
You’ve both come from scaling already-successful brands. What’s different about growing something from scratch, and how has that changed your approach to growth at Butterfly Effect?
Elf: Scaling? That’s efficiency. You’re taking something that already works and making it tighter - refining systems, protecting momentum, squeezing more out of a proven model.
Starting from zero, though, is a whole different game. It’s survival. There are no safety nets, no legacy to lean on — just raw belief that you can make it work.
And when you’re at zero, curiosity becomes everything. You’re testing, experimenting, asking questions other
people don’t bother with.You’re chasing little signals others miss. And those small wins? They matter way more than you think.They add up, compound, and eventually become the foundation you can scale from.
That’s the mindset we’ve carried at Butterfly Effect. Every experiment is a chance to learn fast, and every small win is fuel. This mindset keeps us scrappy but also disciplined about focusing on what really moves the needle.
Michael: The most notable difference is people. At an established scale-up, you’re getting 100s, if not thousands, of qualified applicants per job opening and dozens of unsolicited pitches with every solution under the sun. When building from scratch, you’re selling the dream before the brand is proven; people have to take a leap of faith to join the journey. Looking back, that credibility gap is where most founders stumble. They either don’t make it past three years or never scale beyond a certain point.
As co-founders, how do your leadership styles complement each other? What strengths do you each bring to the partnership?
Elf: Michael is the architect. He builds the machine - the systems, the structure, and the operational sharpness that keeps everything running and scaling. I’m the connector. I build the network - creating content, leveraging my LinkedIn audience, forming relationships through speaking and storytelling, pulling people and opportunities into our orbit.
On their own, those strengths are powerful. But together, they’re the Venn diagram. Two strategists with different
extremes that, when combined, make the whole stronger.That balance is what makes Butterfly Effect work. Structure and story. System and signal. The architect and the connector, pushing in different directions but always guided by the same compass: keep it human, keep it moving.
Michael: We’re a Venn diagram: same cultural DNA, different edges. I’m numbers and risk. Elf is reach, storytelling, and brand.
What’s one thing you wish more founders, especially Black founders, understood about building a thriving agency or servicebased business?
Elf: Talent isn’t enough. Visibility and network are non-negotiable.You can be the sharpest strategist in the room, but you’ll never get the call if nobody knows you exist. If you’re not seen, you’re not considered.
And you can’t wait for permission. The doors you think will magically open? They won’t. You’ve got to build your own tables - create your own platforms and spaces where your work and your perspective can’t be ignored.
That means putting yourself out there and creating content that shows your thinking - speaking, even when you’re still figuring it out and reaching out to people who don’t yet know your
name. Because visibility compounds - the more you show up, the more people connect the dots between who you are and the value you bring. Don’t be afraid to write new rules. The old playbooks weren’t written for us. You don’t have to replicate them to prove yourself. Build a model that feels true to your values and your visionthat’s what gives you staying power.
Talent will get you in the game, but visibility and network are what keep you there and eventually put you in a position to change it.
Michael: It simply boils down to thinking long-term. Stop hunting for the ‘big client win.’
Agencies don’t scale off jackpots. Success comes from great things repeated often. Agencies scale off long-term, win–win relationships, even if that means taking a short-term hit.
Elfried, you’ve built one of LinkedIn’s most engaged personal brands. How has that shaped Butterfly Effect’s growth, and what advice would you give founders about using their personal brand as a growth engine?
It was our first growth engine, and it still is. Before we had case studies, before we had a portfolio, we had a perspective. People don’t buy logos; they buy journeys. They buy into how you think, not just what you’ve done.
That’s been key for us: we don’t actually post much about our work.We focus on demonstrating our thinking, sharing how we see the world, the lessons we’ve learned, and the mistakes we’ve made. Transparency builds trust, and trust is what creates opportunity. Clients already know how we’ll approach their challenges long before we get in the room.
The advice I’d give to founders is simple: stop waiting for the “perfect” case study or the shiny announcement. People don’t connect with polish - they connect with perspective. Share your process, learnings, and point of view — consistency compounds. Over time, that visibility turns into gravity, pulling in opportunities, talent, and partnerships you couldn’t reach otherwise.
For us, LinkedIn hasn’t been a showcase of work. It’s been a showcase of thinking. And that’s what’s built the community around Butterfly Effect — the kind that sustains real growth.
Michael, between Offbeat and Social Chain, you’ve had a front-row seat to the evolution of platforms like TikTok and Instagram. How should startups be using these channels differently in 2025?
Instagram and TikTok are not billboards. People don’t open these platforms throughout the day to be advertised to. The brands that are winning on these platforms are not the loudest advertisers. Your audience is on the platform to be entertained. Brands earn attention on these platforms by creating entertaining content that is platform native (raw, lo-fi, authentic on TikTok, polished storytelling on Instagram) or by supporting creators that already reach and entertain the audience.
Once you feel comfortable with the platform’s culture and build an audience through entertainment, you earn the right to sell. To be clear, shopping can be entertaining if you lead with the story, an aha moment, or the laughs instead of the product.
There is a serious side to this, too. CPMs are continuously rising. If you’re only relying on ads, the cost of attention will eventually push you off the platform and out of business. That’s why we encourage brands to treat these platforms as stages and then use paid advertising as an accelerator.
You both champion community-led marketing.What’s the real difference between building an audience versus a community, and why is that distinction so crucial right now?
Elf: An audience watches. A community builds with you. That’s the core difference.
With an audience, the flow is one way - you speak, they listen. It’s attention. Valuable, but limited. A community, on the other hand, is two-way. It’s ownership. It’s when people don’t just consume what you
create, they contribute to it, shape it, and carry it forward.
That shift from audience to community is where the real power is. When people feel ownership, the relationship deepens.They’re not just following; they’re invested.That’s how moments turn into movements.
And right now, that distinction matters more than ever. People are overwhelmed with content, and attention alone doesn’t cut it anymore. Trust, belonging, and participation are the currency. Brands that understand this aren’t just building reach; they’re building resilience.
What are some of the biggest misconceptions early-stage founders have about branding and marketing?
Elf: The biggest misconception is thinking brand is a moment — a viral hit, a big launch, a single campaign. It’s not. Brand is repetition. Saying the same truth a hundred different ways until people believe it.
Gymshark did this with the community, and Nike has done it for decades with Just Do It: different executions, same truth. The job isn’t to go viral once. It’s to stand for something so clearly — and repeat it so relentlessly — that it becomes impossible to ignore.
Michael: Founders underestimate the power of repetition. If your team, audience, and customers cannot unaided repeat your story, you haven’t told it enough. We often encourage brands to keep the same effective messages but diversify the range of storytellers by tapping into diverse content creators and publishers.
If you had to start Butterfly Effect from scratch today, what would you do differently based on everything you’ve learned?
Elf: We’ve realised something important: our ideal customer isn’t defined by industry or category. It is defined by the person on the other side of the table.
A brand can look exciting from the outside - big budgets, big reputation - but if the person leading it doesn’t have a growth mindset, it becomes
uninspiring fast. Conversely, a so-called “unsexy” industry can become the most exciting place to build if the client is ambitious, open, and ready to move. Those industries are often overlooked, which makes them more lucrative. Inject creativity, community, and culture into a space that doesn’t expect it, and the impact multiplies.
That’s why we don’t chase categories or logos. We chase mindset. In our world, the true client isn’t the company — it’s the human making decisions. And with the right person, you can turn the ordinary into extraordinary.
Michael: As I’ve alluded to before, people will make or break your business. If I could do this again, I would build the processes myself before hiring team members. Hiring slower and parting ways quicker helps to get the right people in the key roles. We’ve been guilty of being overly optimistic about someone’s potential or learning curve.
Now, we focus on clarity of expectations throughout the hiring and onboarding process, and it leads to more positive outcomes on both sides.
The agency world can be fast-paced and reactive. How do you stay focused, grounded, and intentional?
Elf: The truth is, the pace of this industry can pull anyone off-course. We’re not immune to that. What keeps us steady are the guardrails we’ve put in place.
First, accountability in people. We’ve built a team and a circle that doesn’t just cheer us on - they challenge us. They’ll call us out when we drift, and honestly, that matters more than constant praise.
Second, reflection in practice. We force ourselves to pause monthly or quarterly and ask the hard question: Are we moving towards the mission, or are we just moving fast for the sake of it?
And third, one simple rule: it doesn’t
make the agenda if it doesn’t serve the mission. That line cuts through the noise, even if we don’t always get it perfect.
For us, intentionality isn’t about flawless execution. It’s about designing the environment so that when the industry tries to push us into reactive mode, we can course-correct and keep moving in the right direction.
Michael: Over time, we’ve come to realise that we can only be effective if we have two clear perspectives.We need a clear vision for where we want to be on a longer-term time horizon, such as sitting down to build our 3 -5 year plan. Then we break that plan into key milestones.
Each day, week, month, and quarter, we constantly assess whether our efforts and decisions bring us closer to the bigger picture. We’ve built systems that allow us to quickly find out if we are on course and if our progress is fast enough
to achieve the things we set out to do.
As two Black founders leading one of the UK’s most exciting new agencies, how do you think about representation not just in your leadership, but in the kind of work you take on and who you partner with?
Elf: Representation isn’t decoration - it’s design. It’s not charity, it’s a competitive advantage. Diversity isn’t a box you tick, it’s the ingredient that makes the work sharper, the culture stronger, and the impact deeper.
For us, every project starts with the same question: Who’s missing? If the room doesn’t reflect the reality of culture, then the work will always fall short. So we fix the room — not just the invite list.
We’re not saying we always get it perfect, but we’ve made it a practice. Diversity isn’t an afterthought at Butterfly Effect; it’s baked into how we think, how we hire, and how we build. When
your team reflects the people you’re trying to reach, you stop guessing and start connecting.
That’s the legacy we want to leave: proof that representation isn’t an accessory to creativity - it’s the engine that drives it forward.
Michael: We always tell our clients that diversity just makes commercial sense. History always plays out the same way. At first, it is radical or revolutionary, and then it becomes the norm.
It only takes looking at the popularity of the US Open, where the Women’s Singles tournament is a beneficiary of the Williams sisters’ trailblazing, to understand that you need diversity and representation to connect, inspire, and grow your business authentically. Visibility creates inspiration.
What legacy do you want Butterfly Effect to leave, not just in marketing but also in culture?
Elf: It’s in the name. We want to create a butterfly effect - a dramatic demonstration that when diversity and creativity merge with system and technology, when art meets science, the ripple can influence an entire industry.
Our legacy should be a launchpad and a proof point. Proof
that purpose and profit don’t compete, they multiply. Proof that culture, creativity, and community aren’t alternatives to growth, they are the new centre of it.
If we do this right, we won’t just shift how brands market. We’ll change how they think about growth: rooted in community, powered by diversity, and designed to shape culture at scale.
What excites you most about the next 12–18 months, for Butterfly Effect, and for founders building in this moment?
Elf: Our focus is clear: build with the right mindset. Across the UK, US, and Middle East, we’re growing teams and partnerships that share the same belief - culture and community drive growth, and profit and purpose multiply when they work together.
From that foundation, everything else follows: a happy team, happy clients, and a thriving business. When our people are energised and supported, the work gets sharper.When the work delivers impact, clients feel it. And when clients are happy, the business grows in a lasting way.
Michael: We’re doubling down in the US as the global spotlight shifts there with the World Cup and Olympics. We’ve always said that our goal is to engineer one of the most talkedabout brand moments of the decade. We aim to look at a roundup of the best campaigns and boldest brands and spot multiple Butterfly Effect clients on the list.
Best piece of business advice you’ve ever received: E: Focus is a form of intelligence that most overlook.
M: Greatness requires obsession. Details, vision, execution - don’t apologise for it.
Favourite podcast right now:
E: Founders.
M: The Diary of a CEO - loyalty aside, it’s still the best in the game and will be no.1 in the world soon.
One book every founder should read:
E: The Lean Startup — Eric Ries
M: Trillion Dollar Coach. It shaped how I built Butterfly Effect.
Top destination to recharge: E: Switzerland.
M: Anywhere there’s nature, it could be touching grass on a farm in southern Italy, Swiss Alps, or walking barefoot on a beach in the Caribbean.
Go-to social platform in 2025:
E: LinkedIn.
M: Still Instagram!
From television screens to the beauty shelves, Sarah-Jane Crawford has always been in the public eye, but her most powerful transformation happened off-camera. After years of chemically straightening her hair, navigating major health challenges, and becoming a mother, she launched Clean Curls: a haircare brand dedicated to safe, effective, and affordable products for curly and textured hair. In this interview, she shares how her personal journey inspired a movement that’s reshaping beauty standards for women of colour everywhere.
BEAUTY Business WRITER
Lizzie Griffiths
You’ve shared that your journey with relaxers, extensions, and later health challenges inspired you to launch Clean Curls. At what point did you know this wasn’t just a personal lifestyle shift, but the beginning of a brand?
After having children and once lockdown had lifted, I was back out shopping in real life and started using the product appraisal app YUKA. I was scanning to find out how clean the products I bought were. I was shocked that super clean products were costly, and the affordable ones were toxic. I noticed a gap in the market, and Clean Curls was born.
Clean Curls was born out of both self-love and a health journey. How did your personal experiences with endometriosis and fibroids shape your mission as a founder?
I had been chemically straightening my hair since I was a teenager, until around age 35. From 2014 to 2015, I underwent two major surgeries: a breast lumpectomy and a myomectomy for my fibroid.This inspired my cleaner lifestyle journey. Some years later, I also discovered that women of colour are not only disproportionately impacted by harmful toxins, but on top of that, research from the Sista Study showed that there’s an increased risk of reproductive cancers with regular relaxer use. So with this brand, its purpose is to serve women and in particular women of colour, providing cleaner, safer curl care with no hormone disrupters or phthalates.
As a media personality, you were often pressured to present yourself a certain way. How did stepping into entrepreneurship allow you to reclaim your authentic self and your natural curls?
I have been a broadcaster for the last 17 years, and for most of it so far, I had this limiting belief that I needed to wear straight and long hair on air. Yet despite conforming to a European beauty aesthetic, I still always felt on the fringes of where I wanted to be (excuse the pun). Fast forward to my natural hair journey over the last 8 years, and ironically, my success
as a businesswoman has been mainly due to me embracing my curls and being who I truly am.
You mentioned that most ‘clean’ products you tried during pregnancy were either ineffective or full of toxins.What made you confident that Clean Curls could bridge that gap in the market?
Firstly, I was very clear about the ingredients I didn’t want in the formula, things like endocrine disrupters that can affect women’s hormones. I also set out to avoid carcinogens that can
increase cancer risks. I then priced it much more affordably than its clean competitors.
In terms of its efficacy in the trial period, when I was testing the samples and all the revisions, when we got to the final signed-off version each time, I instinctively knew they were performing at an exceptional level. Then, when the Curl Custard won a Cosmopolitan award, I got more validation.
Becoming a mother to Summer and Bonnie has deeply influenced your purpose. How does being a parent shape how you build your brand and think about legacy?
First and foremost, I hope that their only ever knowing me as a businesswoman is inspiring and shows them that women, not just men, can go after what they want in a big way.
Secondly, they both copy me in their language when talking about what’s healthy or not, from food to personal care products, which is a testament
to how much dialogue we have about looking after your body and what you put into it.
What has been the steepest learning curve for you as a founder: product formulation, supply chain, funding, or something else entirely?
Knowing so many different things across different industries is a steep learning curve. One minute, I’m learning about chemistry, the next, it’s palletisation.
You’ve talked about changing the narrative around curly and textured hair. What role do you hope Clean Curls plays in shifting beauty standards, particularly for Black women?
I want the product’s efficacy and affordability to inspire more Black and Brown women to go natural more often. That in itself means more of us are showing the world what we’ve got, and in turn, the world falls in love with curly and Afro hair more than ever. But most importantly , we fall in love with ourselves.
“
Knowing so many different things across different industries is a steep learning cur ve. One minute, I’m learning about chemistry, the next, it’s palletisation
”
Many readers of Black Business Magazine are aspiring entrepreneurs. What’s the one piece of advice you’d share with someone ready to turn their personal story into a brand?
It’s so hard to find one single piece of advice. I hear people all the time saying things like “just start.” There’s definitely an element of truth in that, but I think before you spend loads of money, look for a genuine gap in the market and a problem that you feel you will be solving. Preferably, it has to be something that affects your life and that you know inside out.
Five years from now, how do you see Clean Curls evolving - in terms of product range and global reach, or even influencing the wider beauty industry?
More products, more stores, and more people’s lives being positively affected.
www.cleancurls.co.uk
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LEADERSHIP LENS
Business
WRITER
Lizzie Griffiths
From reality TV fame to the forefront of social impact, André Spence has built a career defined by purpose. With over 15 years in the entertainment industry, he is now a leading social entrepreneur, DEI consultant and author, whose work has supported more than 30,000 young talents worldwide. As the founder of Global Purpose Enterprise and creator of the PRGRSS app, André is reshaping access to mentorship, bridging the gap between underrepresented communities and global opportunities.
In this exclusive interview, he shares the lessons from building purposeled ventures, the challenges of Black founders, and his bold vision to impact 5 million lives in the next five years.
From entertainment to entrepreneurship, what inspired the transition and the launch of Global Purpose Enterprise?
I wanted fame, so I went on an MTV reality show called Sweet 16. Although I had some great opportunities - like presenting for MOBO and working with great brands - I was bouncing from industry to industry with no clear ‘why’. Mentors came in, steadied me, and helped me navigate this period of my life.
In 2017, I noticed something: Black creators and underrepresented entrepreneurs weren’t monetising their skills or networks. That’s when the mission clicked, to ensure our young people can access mentors, networks, and real opportunities.We began doing that through events and programmes that actually move people forward: learn the craft, price your value, meet the right people, and take the next step.
Global Purpose Enterprise grew out of that commitment. Later, we built the tech to scale it, PRGRSS: a mentorship platform that makes it simple to connect through quick, focused conversations, which would
then progress into internships and other roles with our partners.
You’ve supported over 30,000 young talents.What key challenges do underrepresented founders face, and how are you bridging the gaps?
There are three big gaps: mentorship, networks, and funding.
My journey changed when mentors showed me the legal, sales, branding, and mindset parts of a business. So we create rooms where those all collide: partner events, curated matching, and practical learning. We’ve worked with brands like Soho House, BBC, Virgin, O2, National Grid, EY, Zebra, Advertising Week, and the UK Black Business Show, and we’re deploying £100,000 in grants this year for underrepresented founders.
PRGRSS connects mentees and mentors through quick, impactful conversations. How is tech reshaping access to mentorship and careers?
We surveyed around 800 young people. Only about 14% had a mentor. PRGRSS
“
drives performance and profit. The biggest lesson is simple: every company benefits from diverse thought and talent.
” DEI
makes it simple thanks to short, focused video calls (think 15 minutes), intelligent matching, easy scheduling, quick feedback, and clear next steps. From there, we open pathways into internships and opportunities with our partners. It’s built for busy mentors and ambitious mentees to have honest conversations at scale. We’re growing beyond the UK too.
As a strategic advisor to organisations like Grayling UK, Connect Management, AdvertisingWeek, and the Gilini Foundation, what lessons have you learned about driving DEI in established industries?
DEI drives performance and profit. The biggest lesson is simple: every company benefits from diverse thought and talent.That mix creates better ideas, better products, and stronger decisions. In the UK, I’ve seen that many medium to large companies now accept this. Many genuinely want change; they just need the tools and a clear route that avoids tick-box theatre.
Although there has been a rollback in DEI and although I may have had to change my language, I haven’t changed my mission.They still want people, they still want ideas, and they still need to make money.
Many start-ups struggle to balance purpose with profit. How do you stay socially impactful and financially sustainable?
Purpose can’t pay by itself. We define our value clearly through Continuing Professional Development (CPD) for mentors, training, hiring pathways, tech that matches talent, events that connect to talent and through price outcomes. We run a social mission that builds community and a commercial arm that raises to scale the technology. Same mission, two engines; that’s how we remain financially sustainable. By the way, it took years to learn this. But if you have a very big ‘why’, like a wedding coming up, you will find a way to add value and collect your coins.
You’re involved with the UK Black Business Show. How important are these platforms for nurturing Black entrepreneurship and visibility in the UK?
These platforms are huge. We’ve
brought hundreds of young people through our STEM Day alone at the UK Black Business Show, and it has sparked relationships that led to real hires and long-term partnerships. National Grid is one example. These rooms concentrate mentors, buyers, media, and peers all in a day.
You’ve judged awards like Lloyds Bank’s “Purpose Before Profit.” What qualities signal that a start-up is driving meaningful change?
Purpose and proof. I look for real customer value, early traction (revenue or strong signals), a learning team, and unit economics that can work, or a credible runway to get there. Impact stories matter; pair them with numbers and a path to sustain them.
Your vision for PRGRSS is global impact. What’s your roadmap for scaling mentorship over the next five years?
We scale by focusing on four areas that make growth inevitable.
First is tech infrastructure. We’ve built a system that cuts onboarding from months to weeks, which means mentors and companies can get active fast. Our “career stack” also lets us track progress and CPD, whilst creating an opportunities board where young people can find jobs and internships. That’s how mentorship turns into careers.
Second is business development. We already have hundreds of warm introductions and live demand from Employee Resource Groups (ERGs) and enterprises. The plan is to keep converting that interest into long-term partners who see PRGRSS as a niceto-have and part of their talent pipeline. Third is brand building. HR teams, ERGs, and influencers are key to getting the message out. We’re leaning on events, earned media, and proofled content such as case studies and testimonials that show the real impact of mentorship.When people see results, they want in.
Finally, mentee attraction. Gen Z moves on TikTok, Instagram, and live activations. We’re meeting them there with real stories, real mentors, and authentic campaigns.
Having partnered with global
brands like EY and Soho House, what advice would you give start-ups seeking to build meaningful corporate partnerships?
For me, it’s never been about chasing corporates; it’s been about serving the community first. When you build something real, people take notice. Brands like EY, Soho House, or BBC came to us because they saw the energy and the results. So my first advice to any start-up is to focus on your people, build consistency, and let that speak louder than a pitch deck.
When corporates do show interest, it’s not about rushing to sell to them. It’s about building trust. Understand their problems, Key Performance Indicators (KPIs), and what they’re trying to achieve. Start small, run a pilot, show the impact, and then grow the relationship. That’s what turns a one-off event into a multi-year partnership.
And remember, corporates need you as much as you need them. They need fresh ideas, access to talent, and relevance with audiences they can’t always reach alone. If you can deliver that, you’re valuable.
Looking ahead, what excites you most about the next wave of Blackfounded start-ups, and where do you see the biggest opportunities for growth and innovation?
What excites me most is that the barriers to entry are lower than ever.You don’t need millions to get started. You can build a Minimum Viable Product (MVP) quickly, test it with your community, and show traction. That speed is powerful, especially for Black founders who’ve often been locked out of capital.
We’re full of ideas and creativity, but the difference now is our access to tools, networks, and platforms to turn those ideas into scalable businesses. The most significant opportunities I see are in careers, skills, tech, and the creator economy.
If Black founders can pair community with data and show real numbers behind the impact, that’s when the funding follows. For me, the next wave is about solutions built for us, by us, and that scale globally. That’s what I can’t wait to see.
@andrespence
FOOD AND DRINK
Entrepreneurship
Chef Dom Taylor is no stranger to bringing Caribbean flavour to London’s dining scene, but with Marvee’s Food Shop, he’s returned to his roots. Inspired by his mother, Marveline (aka Marvee) and the spirited energy of Caribbean takeaways he grew up with, Dom’s latest venture is a playful, nostalgic, and inventive twist on the food of his childhood.
Now based in the heart of West London’s UNDR space, Marvee’s brings bold, memory-rich dishes —like bammy and festival waffles with Jerk Chicken — into a relaxed setting full of colour, music, and family spirit. In this interview, Dom discusses food, culture, and why this new chapter matters just as much as his fine dining success.
WRITER
Lizzie Griffifths
PHOTOGRAPHY
Ian Walton
Marvee’s Food Shop is a beautiful tribute to your mother and Caribbean heritage. What made now the right time to bring this vision to life?
It’s been a journey. I’ve spent my life cooking in various contexts. My family teachings, classical training, travels, and industry experience are all in there. Marvee’s Food Shop feels like a mash-up of all that. After The Langham residency, I wanted to create something honouring where I came from - my mum, my upbringing, food, and joy. Marvee’s is named after my mum Marveline, and it’s full of her spirit. There’s a lot of talk about authenticity in food, but for me, this was about reclaiming and celebrating ours on our terms.
You’ve moved from the refined world of The Langham to something more nostalgic and playful with Marvee’s. What inspired that shift, and how has it changed the way you see yourself as both a chef and entrepreneur?
The Langham was beautiful - high-end, polished, precise - but I found myself craving something looser, more playful, more real. With Marvee’s, I wanted to bring the joy back, to let go of perfection and just celebrate flavour, storytelling, and culture. It’s made me braver. As a chef, I’m more experimental. As a business owner, I’m more intentional. This space is mine, so it had to reflect all parts of me, not just the polished surface.
You’ve reimagined traditional staples like bammy and festival as waffles.What’s your creative process for reinventing familiar dishes without losing their soul?
It always starts with memory. I remember my childhood kitchen - my mum frying festival, bammy soaking.Then I ask, how can I honour this feeling but present it in a way that excites today’s diner? I try to find that sweet spot between innovation and respect.Turning bammy into a waffle doesn’t erase the tradition; it reframes it. It invites curiosity while still tasting like home.
“ ” I try to find that sweet spot between innovation and respect.
Launching any new food concept is challenging, especially one rooted in identity and innovation. What were some of the biggest hurdles you faced getting Marvee’s off the ground?
Where do I start? Budget, staffing, timelines... It’s everything all at once. The biggest challenge was holding the line, protecting the vision. Everyone wants to dilute, tweak, or ‘make it more accessible.’ But I knew what I was building and I had to trust that if I stayed true, the right people would show up. And they have.
Marvee’s feels more than just a restaurant - it’s a cultural space. From the nostalgic design touches to Yvadney Davis’ artwork, storytelling is clearly woven throughout. Why was that so important to you?
Because we’re not just serving food. We’re serving memory, heritage, and pride. Growing up, I didn’t see Caribbean
culture centred in this way. The wallpaper, the colours, the art - it’s all part of the experience. Yvadney’s work captured that perfectly. I wanted people to walk into Marvee’s and feel like they were stepping into a familiar front room, even if they’d never been in one. It’s about giving weight to our stories.
How do you see Marvee’s shaping or contributing to London’s Black food scene and the wider hospitality industry?
Marvee’s is part of a bigger conversation about ownership, representation, and evolution. We show that Caribbean food can be innovative, stylish, and commercially successful without losing its roots. We’re also proving that Black chefs don’t have to choose between culture and credibility; we can do both. I hope it inspires more chefs to bet on themselves and tell their own stories, their way.
You’re also building a line of Caribbean condiments and
“
Find people who believe in you, challenge you, and remind you of who you are when things get hard. Because they will, but it’s worth it.
”
your own rum brand. How are you approaching that side of the business, and what’s your vision for where it could go?
It is an extension of the same mission - taking the flavours I grew up with and getting them into more homes, more hands. The sauces and the rum all carry a piece of that story. It’s also about ownership . Too many Caribbean flavours have been co-opted without credit. I want to change that. Longterm, I see it growing into a lifestyle brand: condiments, drinks, cookbooks, collaborations. All of it rooted in culture, done with integrity.
As a Black chef and business owner, what’s one piece of advice you’d give to others looking to build something meaningful from the ground up in this industry?
Know your why, and protect it. This industry will try to shake, shape, rush, and undervalue you. But if you’re clear on why you’re doing it, you can ride the waves. Also, build your tribe. Find people who believe in you, challenge you, and remind you of who you are when things get hard. Because they will, but it’s worth it.
Of all the dishes on the menu at Marvee’s, which one holds the most personal meaning for you, and why?
The jerk chicken with plantain jam. That plantain jam was something I came up with a few years back. It’s sweet and acidic, and it cuts through the heat of the jerk. It’s comforting and a little unexpected. Having that on the menu now and being enjoyed by so many feels good.
Looking to the future, what’s next for Marvee’s? More locations? New products? A cookbook, maybe?
All of the above. I’m taking it step by step, but the vision is big. There will be more locations, each with its own personality but grounded in the same ethos. I love to write, so a book in the future is definitely on the cards. Plus, we’re just getting started with the product line.Wherever it goes, it’ll stay true to the heart of Marvee’s - joy, culture, and delicious food.
Top 5 ingredients you couldn’t live without:
Pimento, plantain, scotch bonnet, ginger and thyme.
Best piece of advice you’ve ever received:
Don’t let someone else write your story. My Mum always told me to, “Focus on the things that are within your control.”
Desert island dish:
Curry chicken, green banana, steamed veg, fried plantain, hot pepper sauce on the side.
BEAUTY Business
WRITER
Lizzie Griffifths
MODEL PHOTOGRAPHY
Francis Atsuvi
Amanda Akokhia Photography
Ace Photography Gh
PRODUCT PHOTOGRAPHY
Blend Studios
Stephanie Adu-Mudikongo isn’t just changing the beauty game; she’s redefining it. As the founder and CEO of Colorbox Cosmetics, Ghana’s fastest-growing accessible luxury beauty brand, Stephanie has carved out a powerful space for women of colour in an industry long overdue for change.
From trading equities at Morgan Stanley to launching award-winning gloss collections and makeup tools, her journey is one of vision, strategy, and purpose. With a rallying cry that “You are the NEW Beauty Standard,” Stephanie has built a brand that empowers women while delivering world-class quality. We sat down with the beauty industry trailblazer to talk about entrepreneurship, inclusive innovation, and what’s next for Colorbox Cosmetics.
ou’ve launched Colorbox Cosmetics to fill a major gap in the African beauty market. What was the moment you knew there was a real business opportunity in accessible luxury for women of colour?
The moment came during my time in Ghana, when I had honest, often emotional conversations with beauty professionals, shop owners, and everyday women. These weren’t surface-level conversations; they were revealing and honest. As my research deepened, recurring themes emerged: the high cost of quality products, lack of inclusion, and a clear longing for a homegrown brand that didn’t compromise excellence.
Having grown up in the UK, I saw firsthand how women benefit from access to beauty options across all price points. I couldn’t ignore how limited the landscape felt for African women in comparison, and I knew we deserved better.
Before launching Colorbox, I explored the idea of importing established international brands.
But when that route stalled, I had a quiet realisation: maybe I wasn’t meant to import the solution, perhaps I was meant to create it. And so, Colorbox was born - to bring quality, joy, and representation to women who wanted to see themselves reflected in beauty. I genuinely believe African women deserve accessible luxury, without compromise.
Your career journey spans luxury retail to investment banking and beauty entrepreneurship. How did those early experiences shape how you built Colorbox as a brand and a business?
Those early career chapters were essential to everything I built with Colorbox. In investment banking, I developed resilience, professionalism, and a resultsdriven mindset - valuable traits I now rely on daily as a founder. Luxury retail gave me a frontrow seat to premium service and how brands earn long-term loyalty and community through details and care.
But the most significant gift
COLORBOX CB Essential Makeup Brush Set
those roles gave me was confidence! They showed me that I could thrive in any environment, no matter how challenging. So when I decided to enter the beauty space, I didn’t second-guess my ability to build something bold. I also discovered along the way that I had a strong instinct for branding and marketing, which honestly felt like finding a part of myself I never knew existed. All those early experiences shaped how I see Colorbox today: not just as a product business, but as a brand with heart, structure, and vision. I also encourage other budding entrepreneurs to get hands-on experience before starting, because every skill you learn eventually finds its place in the journey.
Colorbox has become known for redefining beauty standards in Ghana and beyond. What does the phrase “You are the NEW Beauty Standard” mean to you personally?
It’s a powerful affirmation, especially for melanated women often overlooked in global beauty conversations. It’s a bold reminder that we don’t need permission to be seen as beautiful, we already are!
For too long, the images we were fed didn’t reflect our skin tones, features, or stories. But with Colorbox, the message is that beauty doesn’t start in a product or a trend; it begins in how you see yourself, carry yourself, and affirm your worth.
It reminds me that the journey to self-acceptance is as important as the product in your makeup bag. Whether you’re a complete glam lover or just discovering makeup, you define what beauty looks like for you.
Building a beauty brand from scratch in West Africa has its unique challenges. What early hurdles did you face, and how did you overcome them?
One of the biggest lessons I learned early on was that succeeding in business in Ghana, and across much of West Africa, is as much about cultural intelligence as it is about product quality. Coming from a highly structured corporate environment in London, I had to unlearn the idea that systems alone drive success quickly. In Ghana, where infrastructure can be unpredictable and resources limited, relationship-building, adaptability, and local insight are just as
“I had a quiet realisation: maybe I wasn’t meant to import the solution, perhaps I was meant to create it”
important, if not more.
So, I chose to approach those early days with humility. I observed, listened, and spoke with vendors, customers, and other founders to better understand how the business truly worked here. Rather than imposing my systems, I learned to merge global expectations with local working methods.
That flexibility allowed us to build trust early, stay agile in an evolving market, and design a business rooted in the community and poised for global excellence.
You’ve won multiple awards, including ‘Beauty Brand of the Year’ and ‘Best Product’ at the 2024 Global Beauty EATOW Awards. What do those recognitions mean for you and your team?
As entrepreneurs, getting caught up in building and growing a business is easy, so we don’t often pause to reflect. But they’re deeply affirming when the awards come, especially unexpected ones. They remind us that our work matters and that others see the intention and excellence we bring.
Ultimately, these recognitions are shared wins. My team works incredibly hard behind the scenes, and our customers champion us constantly. It’s a beautiful reminder that we’re creating something people value, and honestly…we’re just getting started!
Community empowerment sits at the heart of Colorbox. How have you built and maintained a strong connection with your audience, especially young women?
Building our community has been an organic process rooted in genuine connection, consistency, and empathy. From the beginning, it became clear that empowerment wasn’t just a brand message; it would be the heartbeat of our Colorbox community - the ‘CB Family’. As women engaged with us, whether on campus tours, during TV product demos, or through conversations online, we saw how deeply they desired quality beauty products, inclusion, affirmation, and confidence.
Our community, especially Millennial and Gen Z women, wants more than beauty; they want belonging. So we paired our in-person moments with a strong digital presence rooted in transparency, beauty education, and representation, showcasing real women who looked like them. Everything we put out, from content to customer service, reflects one core truth: we’re not just here to sell to our audience; we’re here to build with them.
You’re also the founder of Bankable Brand Marketing. What made you want to branch out to help other businesses grow their brands?
My branding journey started unintentionally but quickly became one of the most rewarding parts of building Colorbox. I studied pharmacology and later worked in investment banking, two paths far removed from the creative world of branding and marketing. However, once I started building Colorbox, I discovered how much I loved crafting our brand identity and connecting emotionally with customers. I didn’t even realise it at first. Still, industry colleagues and fellow entrepreneurs kept coming to me for advice, and I found joy in helping them untangle their brand ideas and turn them into fundamental strategies.
Bankable Brand Marketing is now where I can share that passion, supporting businesses with practical, impactful tools
that help them grow confidently and authentically. I believe there’s room for all of us to win, and I’m proud to play a small part in other people’s business journeys.
What advice would you give to young Black entrepreneurs who want to enter the beauty space but don’t know where to start?
First off, welcome! We always need more Black brilliance in the beauty industry. My advice is to take some time and really study the space. Figure out how your vision will add value or something fresh to the industry. It’s tempting to dive in with passion alone, but preparation will save you time, money, and heartache.
Define your unique angle. Know who you’re serving. Then create something that speaks directly to them. Even if you start really small, make sure your product is something your customers need and that you are proud of. The internet has made the world your customer base, so start with what you have, learn quickly, and keep showing up. No one gets it perfect at first, but those who stay curious, consistent, and clear will break through.
Global expansion is on the horizon.What excites you most about taking Colorbox into new markets like Nigeria, the UK, and the U.S.?
Expanding into new markets feels like a full-circle moment. Born and raised in the UK, then returning to Ghana to build a beauty brand from the ground up, it’s incredibly meaningful to now witness growing demand for an African brand I created, one rooted in both heritage and purpose.
Western markets are spaces where beauty is big business, and yet there’s a clear appetite for a proudly African, homegrown brand built on quality, intention, and inclusivity. We’re proud to meet that demand and even more
“
No one gets it perfect at first, but those who stay curious, consistent, and clear will break through.
”
‘Beauty Brand of the Year’ and ‘Best Product’ at the 2024 Global Beauty EATOW Awards
excited to be adding new bold products to our range in a way that truly lives up to the name Colorbox Cosmetics.
On the other hand, Nigeria is a market we deeply respect - dynamic, trendsetting, and impossible to ignore as an African beauty brand. Expanding there feels both necessary and energising. Nigerian women are global beauty tastemakers, and we’re eager to serve them with the awardwinning products they deserve. This next phase is more than just growth; it’s about building a truly global Colorbox community that celebrates and connects melanated women everywhere.
Looking back, what would you tell the Stephanie who launched Colorbox with just three products and a bold vision?
I’d look back and say: “You’re about to embark on one of the most transformative journeys of
your life. Trust your gut, lean into your faith, and know that resilience will be your greatest asset. Keep showing up, no matter what. You won’t have all the answers, but you’ll find your rhythm, and in time, you’ll build something that doesn’t just sell productsit will help change how women see themselves.”
One beauty myth you wish would disappear?
The idea that you only need one or two brushes to do your whole face is a BIG myth - and it’s holding many people back from truly enjoying the joys of makeup! Mixing textures and formulas with the same brush usually leads to patchy results and muddy colours. You don’t need dozens, but you need a few key quality brushes that work with your regularly used products. Once you try this tip, your makeup routine (and confidence) will thank you!
Three words that describe the Colorbox woman?
Radiant Empowered Intentional
Finish this sentence. “Beauty is powerful because…”
When it’s rooted in community, it uplifts, not just individuals, but generations of women who never saw themselves as the standard.
WRITER
Afua Hagan PHOTOGRAPHY C5M
The UK political landscape witnessed history with Princess Opeyemi Bright becoming the nation’s youngest female mayor at age 29. This groundbreaking achievement in Barking and Dagenham challenges traditional political institutions and shows how youth can shape British governance. But Princess Bright is not new to this. Born in Hackney and a resident of Barking & Dagenham since 2009, Princess Bright was elected to the council in 2018 at the age of 22, becoming the borough’s youngest-ever Labour councillor. A year later, she was appointed Chair of the Audit & Standards Committee, applying her accounting expertise to ensure fiscal accountability for local service.
The new mayor brings fresh energy to one of the borough’s oldest civic positions. Her role carries deep historical significance and embodies the community’s heritage, values, and spirit. Princess Bright has set her sights on an inspiring goal. She wants to “break down barriers” and inspire more Black women to pursue leadership roles in politics. Her appointment represents both change and tradition in this historic London borough.
Princess Opeyemi Bright took her oath as the civic mayor of Barking and Dagenham at a ceremony on May 16, 2025. Her mayoral election victory in March made her the youngest female mayor in UK history. Bright has already proven herself a dedicated public servant in the last seven years. She champions youth empowerment, social inclusion, and economic opportunities. Her position stands as “a powerful statement about representation, progress and possibility”, as she often reminds people.
Bright sees herself as a bridge between young people and political institutions. She believes that ‘young people can be interested in politics, but it’s the leaders that they see and the individuals holding those positions that will excite them and encourage them to join.’ Her impact shows in the numbers. More than 100 people signed up to volunteer for her initiatives, with 80% between the ages of 16-30. Princess Bright stays true to her role as ‘that beacon of hope,’ showing that whatever your background, ‘you can definitely accomplish and thrive for greatness.’
Nigerian roots and family values have shaped the civic mayor of Barking and Dagenham’s approach to public service deeply. Princess Bright follows in her mother’s footsteps. Her mother, Dr. Afolasade Bright, served as Civic Mayor of Hackney from 2006 to 2007, while her father, Pastor Gbolahan Bright MBE, is a respected minister in the Redeemed Christian Church of God. Princess Bright considers her family’s emphasis on community responsibility the lifeblood of her political goals. “My parents always taught me that true leadership means serving others,” Princess Bright said, “They instilled in me the values of hard work,
2018
Elected Councillor
Princess Bright was elected as the youngest-ever Labour councillor for the London Borough of Barking & Dagenham, winning her seat at just 22 years old.
Appointed Chair, Audit & Standards Committee 2019
A year into her council role, she was selected to chair the borough’s Audit & Standards Committee, using her accounting background to strengthen financial governance and oversight.
2022
Councillor for Eastbrook & Rush Green Ward
Since the creation of the ward in 2022, Princess Bright continues to serve as a councillor representing Eastbrook & Rush Green.
At the council’s Annual General Meeting, she was confirmed as the next Civic Mayor of the borough, set to become the youngest female Mayor in the UK at just 29. Confirmed as Mayor-Elect
2025
Hosted Nigerian diaspora leader Abike Dabiri-Erewa, reaffirming her commitment to supporting Nigerians in the UK and fostering stronger diaspora ties. Advocacy and Diaspora Engagement
perseverance, and giving back to the community that has given us so much.”
Princess has woven her family’s cultural heritage into her governance style. “In Nigerian culture, there’s a strong tradition of community elders guiding younger generations,” she noted. “I’ve adapted this concept by creating mentorship programs connecting experienced community leaders with aspiring young politicians.” Her appointment is widely viewed as a generational and cultural milestone - representing the rise of British-Nigerian, Black, and young voices in local and national politics. Bright joins the ranks of other Nigerian-origin leaders making waves in politics. She’s received recognition such as the Universal Peace Federation’s Young Achiever Award and Young Politician of the Year at the Nigerian High Commission.
A graduate of the University of Westminster with a BA in Accounting & Business Management, Princess began her professional career in investment banking. She later became a chartered accountant and joined Uber UK as Senior Operations Manager, before stepping away to take up full-time mayoral duties. “Being Mayor is more than a title – it’s a promise to be present, visible, and to uplift every corner of our
Young people can be interested in politics, but it’s the leaders that they see and the individuals holding those positions that will excite them and encourage them to join
Borough,” she affirmed. Her schedule now has school visits, local business support, and high street walks that celebrate the community’s extraordinary spirit.
Her mayoral priorities highlight health advocacy through two organisations close to her heart. She champions Ab Phab Youth Club, which provides inclusive youth activities, and Crohn’s & Colitis UK. She chose the latter organisation because of her personal experience with Crohn’s disease since her diagnosis in 2011. The young mayor of Barking and Dagenham created a Mayor’s Community Committee after a competitive selection process. The process drew more than 100 applications, and young citizens showed remarkable interest. “I think for me, it has shown that young people can be interested in politics, but it’s the leaders they see that will excite them,” she explained. She looks beyond party politics and focuses on community-driven change. “Let’s get engaged on grassroots community campaigns that are going to support us all”.
Princess Opeyemi Bright stands at the intersection of tradition and change – a young, dynamic leader rooted in public service with corporate credentials, community empathy, and global ambition. In her mayoral year, she offers a compelling vision: to uplift her borough through visible leadership, inclusive action, and community-driven initiatives grounded in lived experience and integrity.
At the intersection of cultural heritage, innovation, and wellness, Gemma Feare is redefining what it means to feel good and who gets to feel that way. As the CoFounder and CEO of everystate, a groundbreaking functional mushroom brand she launched alongside Ellie Goulding, Gemma is on a mission to make wellness more inclusive, intuitive, and accessible.
Inspired by her Jamaican grandmother’s use of natural remedies and a childhood steeped in homegrown healing, Gemma has channelled her roots into a modern brand that simplifies the complex world of supplements. With everystate, she’s helping people choose how they want to feel (focused, calm, or energised) without the overwhelming task of decoding ingredient lists.
Backed by more than a decade leading high-growth food and drink brands like MOJU and Pollen + Grace, Gemma has scaled revenues into the millions and earned recognition as one of The Grocer’s Next Generation Leaders. Now, she’s bringing that same commercial firepower to a wellness space long dominated by exclusion, challenging the norms and holding the door open for others.
In this interview, Gemma discusses building a brand from lived experience, disrupting a £76 billion industry, and why she believes wellness should be a daily state, not a luxury.
HEALTH AND WELLNESS Entrepreneurship
WRITER
Lizzie Griffifths
Your background and heritage have clearly shaped your approach to wellness. Can you tell us about the moment everystate was born, and what inspired you to turn your personal beliefs into a business?
My grandmother raised me in a Jamaican household, where natural ingredients and herbal remedies weren’t trends; they were normal. We used food as medicine. It wasn’t called ‘wellness’, it was just how we lived. Growing
78% of Brits still don’t know what functional mushrooms are, let alone how to use them. That’s been our biggest challenge and biggest opportunity
Coffee Mushroom Superblend
up, I spent most of my time in the kitchen, learning about cooking, flavour, and food.
It’s funny that the ingredients I grew up with are now called functional, but they were just everyday ingredients for us.
This background helped me in a consultancy role at the beginning of my career, building the FMCG sector from scratch and reaching £1M in 18 months. I later worked across health scale-up brands like Pollen+Grace and MOJU, where I saw both the power of natural ingredients and the gap in access.
everystate came to life through a meeting of minds. Jonathan Relph, who spent 10 years building a personalised nutrition business, introduced me to Ellie Goulding, who had been passionate about health (and functional mushrooms) for years! I worked in the same space as Jon, so the fit felt natural. We saw the gap, knew we had something worth building, and got to work.
Ellie has the passion, consumer understanding, and voice to educate. Jon brings a strong business and investment background, and I’ve always been rooted in wellness, with years spent driving, building, and scaling brands. We each bring different skill sets but share the same mission: to create something that makes a real difference to people’s health and fits into real life.
The wellness space can often feel exclusive and overwhelming. How have you designed everystate to be more accessible, especially for women and communities typically left out of the conversation?
First and foremost, for a brand to resonate, people need to see themselves in it. I’ve done a lot of work in the beauty world as a former
Miss Jamaica UK. I know the industry well, and I wanted to create a brand that I felt was missing. One that was intentional and truly inclusive to our consumers. Representation shouldn’t be a campaign.
Our goal is to optimise people’s health and well-being without them even realising it. We saw how overwhelming wellness had become. With big claims, confusing ingredients, and inaccessible pricing, it can feel more exclusive than empowering. We wanted to remove the pressure with something designed to meet you where you are, not where you’re told to be.
We decided to build something grounded in real impact and backed by science that could fit into your everyday life. everystate is the brand I wish had existed when I first tried to figure out what actually worked.
Our female-led team is diverse and built to reflect the people we serve.
Starting a business in an emerging category like functional mushrooms is bold. What were some of the biggest hurdles you faced when bringing everystate to life, and how did you navigate them?
Functional mushrooms aren’t new, but they’re new to many people. The education gap is real, and 78% of Brits still don’t know what functional mushrooms are, let alone how to use them. That’s been our biggest challenge and biggest opportunity.
The supplement market is also incredibly crowded. There’s a lot of noise, bold promises, and a lack of trust.We knew that if we were to show up, we had to do so with transparency and quality ingredients.
There were also the usual startup hurdles: no big budgets, no big teams, and no time to waste. We had to move quickly while still doing things
Arabica
properly. That meant leaning hard into the community, having the right mentors, and staying focused.
And as a Black woman in wellness, there’s the added layer of needing to prove yourself twice. Every time I’m underestimated, I use it as fuel and use that energy to push harder and stay sharp.
We’re not just part of a trend. Functional mushrooms have been used for centuries, and the science is finally catching up. We’re building a brand that will define the category. That takes grit and belief, and we’ve got both.
everystate isn’t just a product; it’s a mission-driven brand. How do you ensure that your values of authenticity and intentionality are felt across the team, product, and customer experience?
Functional mushrooms aren’t new or driven by hype like CBD or other ingredients often labelled as functional. They’ve been used for centuries, and growing scientific evidence backs up what traditional medicine has always known. I’m constantly reading the latest studies and trials to stay close to the science and understand their benefits more deeply.
Inclusivity in everystate is nonnegotiable for me, and the company has been built to ensure everyone can see themselves in our brand. I feel grateful to have built a team that is so aligned to this vision. Our team is diverse, the perspectives are broad, and everyone’s voice matters. You feel it in the product, the tone, and the experience.
Internally, we’ve created a culture where people can show up fully. I’ve experienced burnout before, so I intentionally built something that felt good. Stepping into a CEO position,
this is the healthiest work-life balance I’ve ever had, and that’s because we put care into the company culture the same way we do the brand.
Our name says it all: every mind, every body, every state. It’s very intentional and serves as our daily reminder of why we’re doing this.
You’ve scaled brands from £400k to £16M in revenue and led through market turbulence. What lessons from your time at Pollen + Grace and MOJU helped you most when launching your own company?
I learned that speed means nothing without clarity. At MOJU and Pollen + Grace, we moved fast but with direction. I saw how powerful it is when a brand knows exactly what it stands for and communicates consistently, no matter how noisy the market gets.
The brands that win are the ones with intelligent systems, tight operations, and teams that can pivot under pressure. I helped scale both businesses during unpredictable times and took that mindset into everystate: expect turbulence, be agile, and stay close to your customer.
I also learned the importance of community. The best growth isn’t paid, it’s earned. It comes from real people using your product and talking about it because it works. That’s what I’m most proud of now. Our early adopters are our best marketers because of their belief and loyalty in the brand.
Finally, I’ve learnt the importance of brand building and storytelling to complement a great product. It gives you staying power. That’s why we took inspiration from the beauty and fashion world when building everystate - we want to bring functional mushrooms to the
“
The
best growth isn’t paid, it’s earned. It comes from real people using your product and talking about it because it works.
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Cacao Mushroom Superblend
Protect your first hour.
How you start sets the tone. Every morning, I follow the principle of ‘eating the frog’— getting the hardest thing done first. This helps me focus, be productive, and prioritise for the rest of the day.
Listen to what your body needs.
Hydration, functional ingredients, and movement. My day always starts with either our energy and focus blend or our calm blend, depending on what I need that day. You can’t build well from a burnt-out base.
Delegate early, not when it’s too late. Your time is the most expensive resource, so spend it wisely. Bring in people you have deep trust in or who have deep knowledge My co-founder Jon taught me this.
Surround yourself with people who support your mission. People who show up for you, who can be a trusted sounding board, and who check on your wellbeing. We need to be reminded more than we need to be taught.
Clarity comes from rest, not burnout. I used to think rest was something I earned once everything else was finished. But here’s the thing: Nothing ever finishes, and that leads to burnout. Burnout doesn’t build a legacy, but clarity and consistency do, which is why we need rest. “Rest Is Resistance: A Manifesto by Tricia Hersey” made me rethink rest as a daily act of care. We post weekly reminders about this @everystate on Instagram.
mainstream, which means doing it in a way that many people can connect with.
How have you dealt with the pressure as a young Black woman in a high-growth industry? What advice would you give to other women of colour building businesses in spaces that weren’t built with them in mind?
I’ve had moments where I felt I had to prove myself more than others in the room. I’ve had to sidestep stereotypes and navigate spaces that weren’t built for me. Every move is watched, every win is a case study, and you’ve got to be exceptional just to be taken seriously.
That pressure fuels me, keeps me going, and proves that it’s possible. It gives everystate a competitive edge because we know how to operate under it.
I’m grateful to have had some amazing mentors who have really supported me in kicking down some doors, staying grounded, and growing in confidence. I want to keep those doors open for as many people as possible now, so I mentor a lot of young people who are starting out in their careers. Representation isn’t just about being visible; it’s about being accessible.
My advice would be ‘know your why’. That’s what keeps you steady when the room gets quiet or the rejections come in. Build a network that backs you and don’t shrink to fit. Show up fully. You don’t need to play by someone else’s rules to win.
You’ve mentioned using AI to drive efficiency at everystate. How has technology played a role in helping you scale smarter, especially in the early stages?
Running a startup comes with its challenges and many external pressures. We don’t have big budgets or big data. We’re completely starting
everystate from scratch, writing our playbook as we go while learning from the best of what’s come before us. I’ve sometimes felt real decision paralysis, pulled in a million different directions. AI has played a crucial role in helping cut through the noise.
It’s helped turn that pressure into a competitive advantage rather than a disadvantage. We have to make decisions quickly to pivot with the ever-evolving market. It acts as an impartial advisor, presenting facts clearly to help us make the right call, fast.
AI helps everystate operate at the necessary pace as a startup. It allows the team to remain lean and frees them up to be more creative and focus on the community. However, we would never use it for anything that requires human touch, like branding and copy; it’s not worth the cost of authenticity.
Wellness trends can be fleeting, but your approach with everystate feels deeply rooted. How do you balance trend-awareness with longterm brand integrity and staying true to your mission?
The main aim is to improve and optimise people’s health easily and conveniently. That’s where the real impact happens. I’ve realised that people don’t need more options; they need better solutions.We have a subscription model that allows people not to overthink and be in control of what they need - they can just choose their desired state, and we take care of the rest.
We are confident that functional ingredients can deliver a real impact on people beyond the current trend. There’s a reason Vogue named them their one supplement to try in 2025.
The startup journey is filled with highs and lows. Can you share one joyful moment that affirmed you’re on the right path, and one tough moment that shaped you as a founder?
Reading customer reviewswe’ve had someone who hadn’t slept well in years until they tried our Cacao blend, and another who had quit coffee due to the jitters, but, after discovering our blend, has been able to bring back their beloved coffee ritual. These remind me why we built this: real people, real change.
Delays in funding meant delays in production early on, pushing back our launch date. We were ready. The market was ready. But it was frustrating and humbling to be presented with so many micro challenges, which presented so many unknown challenges. I had to remind myself that doing it right matters more than doing it fast. That’s stuck with me ever since.
Founding a brand is deeply personal. It tests you. But both the highs and the setbacks are what build your resilience. And they make the wins that much sweeter.
For those just starting out,especially Black founders entering the startup world, what’s one piece of hard-won advice you wish someone had given you at the beginning of your entrepreneurial journey?
Build your personal support system early. For me, it’s my mum who helps keep me grounded, my mentors who challenge my thinking, and my partner who reminds me to keep showing up for myself. My friends remind me what I’m capable of when imposter syndrome kicks in. Imposter syndrome is a funny one, as often, we’re already doing the thing that we doubt.
Also, my story and perspective are my superpowers - especially in spaces that weren’t designed with me in mind. The industry needs what you bring.
Finally, as I said earlier, stay close to your why. You’ll need it when things get tough, and they will. Your purpose is what keeps you going.
EVENTS Lifestyle
WRITER
Lizzie Griffiths
From a 200-person brunch in South London to a global brand, can you take us back to that first event and what made you believe this could become something much bigger?
The first event was just us trying to recreate what we experienced while studying in New York. The Black day and nightlife scene was amazing, we were never short of things to do on the weekend. We especially loved the brunches and day parties, so we thought, between us and the people we knew, we could throw something fun. That first party was £5 entry, and we didn’t think beyond that day. So, seeing where it’s grown to now is beyond what we imagined at the time. We just wanted to bring good vibes to our friends; that was it.
You’ve all come from finance and corporate backgrounds. When did you realise you were building more than just a side hustle, and how did you navigate that shift into full-time entrepreneurship?
The turning point was New Year’s Eve 2018, when we did an event at Proud Embankment that started as a big brunch, like a banquet hall vibe, and then turned into a day party.We’d pre-sold many tickets, but the number of people turning up at the door was overwhelming. We just couldn’t keep up with the demand, and that’s when it clicked that this was bigger than we thought. After that, we really started to level up from the branding and communication to the content and overall experience.
Even then, we kept working full-time in our corporate jobs until the first
DLT Malta in 2022. It wasn’t until that point that we realised we couldn’t grow DLT the way we wanted while still juggling our 9-to-5s, so we made the full leap into building it properly.
DLT is rooted in Black joy and cultural expression. Why was it important to create a space that centred Black people, and how do you preserve that intention as you grow globally?
From day one, it was about creating a space where we and people like us felt fully seen, celebrated, and comfortable. Many of us grew up navigating spaces that weren’t made with us in mind, so we wanted to flip that and build something that felt familiar, fun, and empowering for Black people.That sense of joy, pride, and cultural expression was never just a theme; it was the whole point.
As we’ve grown globally, we’ve consciously tried to keep that intention front and centre. Whether in London, Ghana, Malta, or the U.S., the core remains the same: platforming Black talent, hiring Black creatives, and ensuring our spaces reflect our culture. We’re not trying to water anything down; we’re scaling it with care and always keeping the community at the heart of it.
You’ve hosted events across the UK, Ghana, Nigeria, and Ibiza, with major artists and brands in the mix. What have been some of the biggest challenges in scaling DLT while keeping its authenticity intact?
One of the biggest challenges with growth is keeping the brand’s essence
Whether we’re local or international, we continue to platform Black talent, Black creatives, and Black culture.
intact. DLT has always been about breaking barriers and creating new experiences for our culture in an authentic, unapologetically Black way, and as you scale, that gets harder to hold onto.
But we’ve made it a priority. Whether we’re local or international, we continue to platform Black talent, Black creatives, and Black culture. When we go abroad, we take time to understand the local scene and blend what they’re doing with what we bring, so it’s not just about landing in a new place; it’s about creating real connections.
At home, we pay attention to who’s moving the culture and look to collaborate. This year in Malta, we partnered with rising brands like Sika Ents and 1Way, and in the past, we’ve worked with Ovmbr, Dankie Sounds, and Recess. It’s all about championing each other, staying rooted, and ensuring the people who
shaped the culture remain at the centre of it, no matter how big it gets.
As founders, what’s been the most surprising lesson about running a business in entertainment, and what’s been your proudest moment so far?
The most surprising thing was just how much goes into it. From booking venues to sorting insurance, PRS, security, and logistics, the list is endless. Large-scale events aren’t easy, and there are so many moving parts behind the scenes that people don’t always see. They can also take up a lot of your personal time, so one of the key lessons has been learning when to step away and create some balance.
As for proudest moments, there are a few.The first time we ever booked acts was in 2019, when The Compozers and Ms Banks performed at E1; that was huge for us then. Then there
was the first DLT Malta in 2022, seeing Wizkid perform, and thousands of people flew out with us to experience something we built from scratch. More recently, when Jazmine Sullivan headlined The Recipe, people had tears of joy. That day was special. Moments like that remind us why we do this.
The day party scene in the UK was practically non-existent when you started. How have you seen the landscape change since DLT launched, and what role do you think you’ve played in that shift?
When we started, only a handful of people were doing anything like what we were doing. It took a lot of time and effort to build, and we had to convince venues even to let us through the door. Day parties weren’t a thing back then, especially for our community, so we had to prove the concept from the ground up.
I genuinely feel like we helped cultivate the scene that exists now. People know they can buy a ticket and expect a proper
experience; most brands now deliver on that. I’d like to think we helped set that standard, and from there, other creatives have picked it up and gone on to build their own unique brands and identities.
Now, the scene is thriving. There are countless day and night events, and it’s rare to go a weekend without something happening. That’s precisely what we set out to do: create spaces by us, for us. So, seeing other brands pop up and push things forward in their own way is just more proof that the culture is growing, and we’ve played a big part in laying that foundation.
From the New Year’s Eve party that proved DLT’s impact to selling out festivals, how do you stay grounded and maintain the original energy of “that little party in Luxford”?
Honestly, in many ways, we still see ourselves as that party in Luxford. We probably carry a bit of imposter syndrome from time to time, which weirdly helps keep us grounded. But beyond that, we’ve always had a clear purpose. We’re not
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We’ve never been in a rush to be everywhere at once. We move with intention.
just throwing parties; we’re building something for our community and pushing the culture forward.
We take pride in what we do, but we also try to remove ourselves from it and remember who we’re doing it for. That mindset helps us stay focused, stay humble, and ensure that no matter how big it gets, the original energy and intention never fades.
With DLT Malta and plans to reach audiences from Sweden to the Seychelles, what can you share about your vision for the next phase of DLT, and how you plan to expand the brand without diluting the experience?
The vision is simple: keep building on what we’ve created and continue showing up in new places, but only in ways that make cultural sense. Whether it’s London, Malta, Dubai or somewhere completely new, we’re not just ticking off destinations. It has to feel right, and more importantly, it must feel like DLT.
We’ve never been in a rush to be everywhere at once. We move with intention. We take time to understand the local scene, learn from it, and figure out how to bring the DLT energy in an authentic way. It’s never been about throwing copy-and-paste events. It’s about real connection, platforming local talent, and delivering a consistent, quality experience every time.
The next phase is about anchoring a staple festival in London, building a new European destination, and establishing a permanent presence in the Middle East. From there, we’re looking to bring that same energy to key African
and Caribbean locations rich in culture, creativity, and community. We want to go global, but the heart of what we do will always stay rooted in community, culture, and celebration.
Giving back and community building are a core part of your mission. What does that look like for you in practice, and how do you hope to support the next generation of Black founders and creatives?
Giving back isn’t just something we say; it’s woven into everything we do.
For us, it means creating spaces where Black talent can shine and giving opportunities to creatives who might not otherwise get the platform.Whether through partnerships, collaborations, or mentoring, we want to ensure we lift as we climb.
We’re always looking for ways to support the next generation, whether by working with emerging brands, providing guidance, or creating opportunities to connect with industry insiders. It’s about building a community that’s not just about events but real growth and empowerment.
Ultimately, we want to create a ripple effect by helping others build their own legacies so that the culture keeps evolving and thriving long after we. That’s the real win.
Malta 2026 is the last DLT. What went into the decision to make it the final edition, and are you considering taking the concept somewhere new after that?
After five incredible years, we felt it was time to say “see you around” rather than goodbye to Malta. The island has given us some unforgettable memories and significantly put DLT on the map; we’re grateful for that. But like anything, growth means knowing when to evolve.
It’s about being bold enough to explore something new and finding the next destination that keeps things fresh and exciting for our community. We never want to become predictable; we want to keep pushing boundaries and creating moments that truly resonate.
Malta’s been amazing, and the journey isn’t over just yet. We’ve got one more year, and we plan to go out with a bang.
For young Black entrepreneurs inspired by your journey, what’s one piece of honest, unfiltered advice you’d offer to those dreaming of starting something from scratch?
Stay true to your vision, but also be flexible. There will be tough days, but don’t let them break you. There will be highs, but don’t let them get to your head either. It’s a journey, and challenges are part of the process. That’s where the growth happens.
Network like crazy. Find mentors who are where you want to be and work with people who share your drive. Put yourself in the right rooms because the opportunities are out there. It’s all about positioning yourself and being ready when they come.
Follow DLT on Instagram for the latest news and updates: @dltbrunch
LEADERSHIP LENS
Law
WRITER
Lizzie Griffifths
In the complex world of corporate governance, few names stand out like Ibi Eso. As the Founder and CEO of Bridgehouse, Ibi has spent nearly two decades helping organisations, from global corporations to member-led institutions, strengthen their governance frameworks and operate with greater transparency and accountability.
A trained lawyer and Chartered Secretary, Ibi launched Bridgehouse in 2005 with a clear vision: to offer flexible, expert company secretarial services that truly support boards and leadership teams. Today, her London-based firm is a go-to for high-impact governance support, powered by a growing international team driven by one purpose - to make a real difference to clients.
In 2023, Ibi’s impact was formally recognised when she was named Small Enterprise Award Winner at the Everywoman Entrepreneur Awards. This prestigious honour celebrates outstanding women leading successful businesses with fewer than 25 employees.
We had the opportunity to talk to Ibi about her journey from the legal world to entrepreneurship, what good governance really looks like in today’s climate, and how she’s building a business that’s as values-driven as it is commercially sharp.
Governance
You launched Bridgehouse in 2005 to fill a clear gap in governance support.What was the turning point that made you start your own company?
A combination of factors led me to start my own company. My eldest child was getting ready for secondary school, and I desperately wanted to be home when he returned from school. I had also worked in company secretarial roles within different sectors. My last role was Group Company Secretary of a large housing provider, where I was responsible for a major governance review. Given the experience I had gained, I felt I had the necessary skills and knowledge to offer governance as a service to different organisations.
As a trained lawyer and Chartered Secretary, how did your professional background shape your vision for Bridgehouse in those early years?
I’ve always understood that a legal background can open multiple doors, as there tends to be a legal element to almost every business decision or operational challenge. Combined with my practical experience and passion for governance, it created a powerful foundation for me. That combination gave me the confidence to package my skills into a distinctive service offering and build a business on my own terms, reflecting my expertise and values. Even though most of the company secretarial firms were focused on transactional/compliance services at that time, I was confident there was a market gap to offer various organisations flexible governance support services.
In 2023, you were named Small Enterprise Award Winner at the Everywoman Entrepreneur Awards, recognised for leading a profitable business with fewer than 25 employees. What did that milestone represent for you personally and professionally, and how has it shaped your vision for Bridgehouse moving forward?
Winning the Small Enterprise Award in 2023 was a true watershed moment. It was deeply validating after years of balancing running a small business and family. It felt like external recognition of the ethos I’d tried to instil at Bridgehouse from the beginning - integrity, resilience, and a commitment to excellence regardless of the size of our team. The award underscored for me that a business built with strong values and a bespoke approach to client service could thrive and be recognised. That milestone sharpened my vision to continue to ensure that Bridgehouse is not just seen as a service provider, but a catalyst for positive change in the industry.
Bridgehouse has grown into a multi-skilled international team.What’s been your biggest lesson in scaling a servicebased business while maintaining excellence?
When I started Bridgehouse, my initial goal was to create a company where people could work remotely and offer excellent service to our clients. Being a mum with young children, I wanted to provide an environment that catered to mums differently. As long as the job was done, I did not want to hold people to very rigid start and end times or strictly define how work should be done. Fast forward 20 years, and I’ve now learnt the importance of ensuring the necessary procedures are in place to state how we want things done at Bridgehouse to maintain our quality standards. A consistent service is delivered to clients. This includes methods to manage over-servicing, guaranteeing the service is adequately defined, having the right pricing strategies, and recruiting the right people who understand and support your vision.
Additionally, understanding the finances and ensuring that the basic business model is profitable is very important. In the early days, I would do a significant amount of client work and not take a salary to
“
with the tendency to deprioritise governance. It’s hard to focus on what doesn’t feel urgent when you’re managing day-today operations. But getting the foundations right early on saves time, money, and stress down the line
” I completely empathise
keep the company afloat, but what I had not realised was that it was important for the business to be profitable with all the costs, which includes the price of the business owner/ founder.
What common governance pitfalls do startups and small businesses overlook, and how can they avoid them?
Governance is often misunderstood among SMEs. Many assume it’s only relevant for large corporations, but any small business that’s serious about being sustainable, ethical, and profitable needs to be properly governed. Governance isn’t just about ticking boxes; it’s about having a clear vision and mission, having a defined strategy, understanding your finances, complying with relevant laws, making well-informed decisions, and protecting your intellectual property.
I completely empathise with the tendency to deprioritise governance. It’s hard to focus on what doesn’t feel urgent when you’re managing day-to-day operations. But getting the foundations right early on saves time, money, and stress down the line. Good governance
should be considered a strategic enabler, not an administrative burden.
You founded Bridgehouse nearly 20 years ago, long before governance and compliance became hot topics in business. How have you seen the space evolve, and where is it heading?
It’s been encouraging to witness the growing awareness and importance placed on governance, sustainability, and ethical business practices. More companies are now emerging with a clear commitment to doing business responsibly, a positive shift. I hope that governance continues to become deeply embedded into the fabric of companies and not seen as a tick-box exercise or a regulatory burden, but as a core part of running a successful, resilient, and trustworthy organisation. Ultimately, I’d like to see all organisations viewing governance as a ‘must-have’ rather than a ‘nice-to-have’.
As a Black woman leading in traditionally underrepresented legal and governance sectors, how have
you navigated challenges around representation and visibility?
The lack of visibility and representation in our sector stems mainly from legacy frameworks and systemic structures that continue to shape organisations’ operations. Navigating these challenges has required resilience and a commitment to shifting the narrative from within. I’ve learned that visibility is not just about being seen, it’s about being heard and creating space for others to be seen and heard.
I strongly believe that organisations thrive when they intentionally foster environments that welcome diverse voices and experiences at every level. Actual progress happens when diversity isn’t treated as a quota-filling exercise but as a strategic advantage that leads to better outcomes, stronger governance, and more innovative thinking. In my leadership, I strive to model inclusivity and advocate for structural change so that representation becomes the norm, not the exception.
Bridgehouse supports multinationals and membership organi -
sations. How do you tailor your approach to meet such a wide range of client needs?
I’ve always supported the generalist approach instead of the specialist one, so when setting up Bridgehouse, I was convinced that I did not want us to be pigeonholed into a particular sector or industry. I firmly believe that governance is the same regardless of sector or organisation. However, having a generalist mindset and offering comes with its issues, as each client has to be treated differently, and our approach has to be tailored to meet the many problems we get from our client base.
We always ensure we understand the particular issues that our clients want us to help with, apply the standard principles of good governance as developed by our in-house model, and work with the client to ensure we have an outcome that works for them. We don’t have a standard one-sizefits-all approach. Each client receives a bespoke and tailored service, and that
is our USP. At Bridgehouse, we strive to understand our clients’ business and to empower them with the tools and frameworks to maintain robust governance irrespective of size or sector.
What advice would you give to founders who don’t yet have a Company Secretary but want to build solid foundations for longterm growth?
Start by clearly understanding your business and what you want to achieve. Define your vision and ensure that every decision aligns with it. Understanding your finances and ensuring your business model is sustainable by having solid business plans is just as important. Recruit the right people for the right roles, as your team will drive your growth. Most importantly, don’t overlook compliance. Every company is subject to various forms of legislation, including tax laws, employment legislation, the Companies Act, the Health and Safety at Work Act, and the General Data Protection Regulation (GDPR), to
name a few. At a minimum, ensure you have the relevant policies and procedures to remain compliant. Also, identify the specific risks your business might face in these areas and develop policies and procedures to mitigate them. Laying these foundations early will support your growth and protect your business as it scales.
Looking ahead, what’s your vision for the next chapter of Bridgehouse - new markets, services, or tech integration in governance?
Looking to the future, my vision for Bridgehouse is to continue building on the experience and insights we’ve gained over the past twenty years.We’re excited about expanding our reach and evolving our services, particularly through integrating technology into our governance offering. We aim to make good governance more accessible, practical, and impactful for a wider audience and to continue championing its value across all types of businesses.
Best Piece of Advice You’ve Received in Business:
The best business advice I’ve received is to constantly challenge the status quo and focus on what drives results. At Bridgehouse, over the last six months, we have been working with a business strategist who drew my attention to the story of Ben HuntDavis and his crew, who set an ambitious goal to win Olympic gold and transformed their entire approach by asking, “Will it make the boat go faster?” That guiding question is a powerful reminder that progress comes from clarity, commitment, and a willingness to adapt.You can unlock remarkable achievements by consistently evaluating whether your actions are moving you closer to your goals. It’s a principle I strive to apply in my work and leadership.
5
Things You Could Not Live Without:
Family, Food, Faith, Phone and The Internet.
Favourite Book or Podcast:
Maya Angelou’s Autobiography: I Know Why the Caged Bird Sings. www.bridgehousecs.co.uk
AND SLEEPING IN MY CAR
BY RORY D. CHAMBERS
FITNESS ENTREPRENEUR, HIGH-PERFORMANCE COACH, STRESS, SLEEP & RECOVERY STRATEGIST AND FOUNDER OF THE HIGHERMAN MOVEMENT & BLACKPRINT MENTORING CIC
look at where you are, but they never ask where you started.
In 2014, I was broke, broken, and sleeping in my car. I had just come out of shoulder surgery. My only income was sick pay and benefits. I had no fixed address, no business, no mentor – just a heavy heart, a borrowed £50, and a dream bigger than my circumstances.
East London became my battleground. The local gym was my sanctuary. The chip shop was my kitchen. My car was my bedroom.
But deep down, I knew something the world didn’t: I wasn’t just surviving – I was building
HEALTH AND WELLNESS
Business
WRITER
Rory D. Chambers
Today, I run my own AI-powered coaching business. I’ve launched a fitness app, built a brand that supports busy professional men, and founded a mentoring organisation that’s changing the lives of fatherless Black boys. But none of that would exist without the pain, pressure, and failure that shaped me.
This is the real story of entrepreneurship. Not the filtered version. Not the highlight reel. The fight. The faith. The fire. The failures.
And the freedom.
The Origin Story
I never set out to become an entrepreneur. I set out to survive.
It was 2014. I was a full-time bus driver recovering from a shoulder operation after a car accident that happened in 2011, which ended my dream of becoming a professional dancer. While I was healing physically, emotionally and mentally, something deeper inside me was aching – my spirit. I felt stuck. My surroundings were stagnant. The same conversations. The same shift patterns. The same broken mindset of “just get by.” I knew if I stayed, I’d slowly die – mentally, emotionally, and spiritually.
So, while still recovering from surgery, I started applying for jobs… not in Birmingham, but in London. Why London ? Because I knew that
if I was ever going to rewrite my story, I had to remove myself from the environment that kept me boxed in. I needed new energy, new people, new challenges, and above all, a new vision.
A friend lent me £50. I took that money and travelled across East London for interviews—hoping for a chance, a break, a door to open.
I landed agency work with TFL. But I had nowhere to live. After overstaying at a hostel, I got kicked out and was forced to sleep in my car.
That became my new normal: car by night, gym by morning, chip shop for meals. But something was waking up inside me. This wasn’t just about relocation. This was the beginning of my entrepreneurial rebirth.
The Spark: Personal Growth & Development Before Profit
Sleeping in my car wasn’t just humbling – it was transformational. I didn’t know it yet, but I had just taken my first steps into entrepreneurship.
I was introduced to network marketing. Not for the business model – but for the mindset. It opened my eyes to personal development. I started reading books, listening to audios, attending workshops, and surrounding myself with high-level thinkers.
I was no longer just surviving. I was becoming a student of success.
The teachings of Jim Rohn, Les Brown, Zig Ziglar, Andy Harrington and Eric Thomas hit differently when you’re listening to them in your car at midnight, hungry and exhausted. But I was hungry for more than food. I was hungry for purpose.
I became coachable. I became obsessed with growth. And I discovered the greatest truth of all:
“Before you build a business, build yourself.”
Sleeping in my car wasn’t just humbling – it was transformational. I didn’t know it yet, but I had just taken my first steps into entrepreneurship
The Climb: 10 Years of Trial, Error, and Evolution
Entrepreneurship didn’t save me. It stripped me down and rebuilt me.Over the next decade, I tested almost every model I could find: Dropshipping, Print-on-demand, Amazon FBA, Kindlepreneurship, Photography, Artist management, Email marketing, Digital marketing and Freelancing.
Most failed. But each time I was failing forward, I added a new skill, a new mindset, a new layer of resilience. All
while I was still fighting family court battles, managing mental health, sleeping in my car, and working fulltime jobs.
Entrepreneurship taught me to execute without excuses. It taught me that failure isn’t fatal—it’s feedback. It taught me that movement matters more than motivation.
And slowly, all the chaos turned into clarity.
The Turning Point: From Hustle to Systems
The breakthrough came when I realised I couldn’t do it all alone.
I stopped being a one-man army and became a system-led entrepreneur. I hired two virtual assistants. I began using AI tools to speed up, clean up, and automate my workflows. ChatGPT, Canva, Make.com became my team.
I launched the ROARFiTT: Mind+Body App, a fitness coaching platform for busy male professionals. I launched The HigherMAN Movement, a coaching brand and community for high-performing men, fathers and male professionals ready to lead themselves first. And I laid the foundations for BlackPrint Mentoring CIC, a culturally grounded mentoring programme for fatherless, underrepresented and forgotten Black boys launching in August 2025.
My business today is powered by:
AI-First Approach, Smart systems, Soulful vision and a deep desire to serve.
This is what entrepreneurship looks like when it’s built with purpose, not pressure.
Key Lessons, Setbacks & Survival Tactics
Entrepreneurship will test everything you think you are.
I’ve faced legal battles, betrayal, homelessness, burnout, and months without income. But through it all, I’ve learned:
Growth comes before gain.
The right community is everything.
Pain becomes purpose when processed properly.
Discipline over motivation, every time.
You must be willing to fail loudly to learn deeply.
The Wins: Where I Am Today
It’s been a long road from sleeping in my car and hustling through heartbreak, but today, my life is anchored by purpose, structure, and legacy.
I live in a stable home with a supportive partner who believes in me and stands beside the mission. Stability isn’t just a living condition — it’s the foundation for expansion.
I run a coaching business rooted in clarity, structure, and soul — serving Black men, fathers, and busy professionals who are ready to transform from the inside out.
I train men both in-person and virtually through my custom-built ROARFiTT App — helping them reclaim their health, discipline, and energy for life, work, and fatherhood.
I’ve founded The HigherMAN Movement , a high-level coaching platform and community built to help men lead themselves first — in mind, body, and spirit.
I host transformational Fitness & Brunch experiences, where like-minded men gather to heal, grow, perform, and connect as a brotherhood.
I lead BlackPrint Mentoring CIC, a culturally grounded mentoring initiative dedicated to supporting Black boys from fatherless, broken, and overlooked communities — helping shape them into future leaders.
I’m currently developing a HighPerformance Cookbook to empower busy male professionals to eat for
energy, focus, and discipline — not just aesthetics.
On September 19th, 2025, I’ll be launching The Rise of The HigherMAN Podcast, giving voice to the journey, the healing, and the higher calling of modern manhood.
And to honour International Men’s Mental Health Month this November, I’ll be releasing the HigherMAN Journal & Planner — a daily performance, reflection, and spiritual growth tool for men committed to becoming their highest selves.
This isn’t a highlight reel. This is a healing reel.
And it’s just the beginning.
10 BUSINESS LESSONS FROM 10 YEARS OF
By Rory D. Chambers
“
setback was shaping
me.
Every ‘L’ was a lesson. And every failure was a forge for the man I’ve become.
” Every
If this story resonated, let’s connect. Whether you’re a man in transition, a father fighting for more, or a founder trying to make it work, you don’t have to do it alone.
Connect with me on Linkedin @roryd-chambers
“Because real freedom isn’t in what you have. It’s in who you become.”
From fashion to food, this year’s winners of the Lloyds and Channel 4 initiative can look forward to mentorship and publicity to take their enterprises to the next level. Content produced as part of a commercial partnership between Lloyds and Guardian Advertising
Sponsored by:
elieve in yourself is the mantra most often offered to entrepreneurs, but we rarely talk about the other piece of the puzzle: the need for someone else to believe in you, too.
Scan the code to visit the Lloyds Black Business Hub and find out more about the holistic support available for Black-owned businesses.
Black business owners have proven time and again that they have vision, yet they’re still having to work harder to get lenders and investors on board. Channel 4 research in 2023 found that 56% receive funding only once they’ve grown a successful brand (compared with 35% of white entrepreneurs), while a 2022 Lloyds report found that 67% of Black owners felt discriminated against.
These barriers can be dream killers, which is why Lloyds and Channel 4 joined up to help break them down. Now in its second year, the Black in Business initiative aims to elevate Black-owned businesses in Britain, giving founders the chance to pitch for £150,000 worth of TV advertising, a bespoke advert, and six months of mentorship to help them grow.
“Black in Business supports brilliant businesses as they look to scale. Last year’s winners have gone from strength to strength; this year’s
businesses are outstanding and I can’t wait to see what they achieve,” says Elyn Corfield, CEO, Lloyds Business & Commercial Banking.
Channel 4’s CCO Rik Patel says: “Channel 4 have always been firm in believing that better representation drives better business results for brands. This year’s winners of Black in Business are testament to our approach being the right one. They’re all tremendously talented individuals with fantastic business ideas, all of whom will unlock their potential thanks to the power of TV advertising.”
The four winners - selected for their creativity, resilience, and passionwill see their adverts air on Channel 4 throughout the summer, with their stories also featured on the Black Things UK Instagram account. From a Jamaican patty firm to a haircare brand with heart, meet this year’s Black in Business champions.
Gbemi Okunlola is having a full-circle moment. “Growing up watching Channel 4 with my siblings, I could never have imagined that one day I’d not only own a business, but lead it to the point where its adverts would air on the very channel that shaped so many childhood memories,” she says.
As a girl, Okunlola made dresses on her mother’s sewing machine, but it was years before she realised her natural flair could be spun into a brand.
“Entrepreneurs don’t always know how far they can go or what platforms they could be on, which can stop them from taking their first steps,” she says.
It’s why she sees Alonuko, her London-based bridal and eveningwear business launched in 2012, as a champion of representation. Her signature dresses made with skin-matching tulle fabrics are designed to “make people feel genuinely considered, as if it’s been made just for them”,
Last year’s winners have gone from strength to strength; this year’s businesses are outstanding and I can’t wait to see what they achieve
“ ”
Elyn Corfield, CEO, Lloyds Business & Commercial Banking.
and Okunlola hopes her win will help more Black women see themselves as leaders, too.
As her mentorship with Samantha Hicks, Head of Sales Strategy at Channel 4, gets underway, Okunlola wants to expand to Angola and launch pop-ups across the US.
Arriving from Jamaica in the 90s, Paul Williams started out in his uncle’s south London bakery and eventually opened his own. But it wasn’t until his son, Mike suggested they focus on Jamaican patties that Flake Bake was born.
Launched in 2012, Flake Bake started supplying Caribbean takeaways with handmade patties that tasted like home. During Notting Hill Carnival they’d sell 150,000, and they started to stock in
Birmingham-based textured haircare brand Flora & Curl is becoming renowned for its gentle, plant-powered ingredients. After years of straightening her hair with harsh chemicals, founder Rose Ovensehi wanted natural botanicals that would help her curls thrive. She mixed her own products in her mother’s kitchen, then went to cosmetics formulation school before launching in 2016.
“I aimed to create something that delivers results and builds a loyal following,” says Ovensehi. “Many of my customers juggle busy days, long hours, or multiple jobs, and I just wanted to make their haircare routine easier.”
She’s used to receiving positive feedback, but describes winning Black in Business this year as a welcome moment of validation.
“I feel so incredibly proud of myself,” she says. “I think many women are going to be happy to see themselves represented in Flora & Curl’s advert. The visibility
Aldi last year. Business was good, but Mike and Paul knew their products had more potential.
“Minority businesses don’t often get amplified in a way they should, even if they’re successful. The Black in Business initiative isn’t just recognising businesses because they’re minorityowned, it’s because they deserve to be seen by a wider audience,” says Mike.
“Caribbean people have been in the UK since the Windrush generation and
alone will be inspiring.”
She admits that entrepreneurship can be lonely, so mentoring is a gift she’ll pay forward. “When people start out with a business idea, they can have a fluffy view of reality. You want someone who can prepare you for the challenging times.”
there’s never been a TV advert for Jamaican patties before, so that’s the thing I’m going to be most proud of.”
Community is baked into Paul and Mike’s mission; they raised money for Jamaican schools hit by Hurricane Beryl in 2024 and provide free meals in Brixton every other week.With their name in lights this year, they hope to feed many more mouths.
When Kameese Davis’s daughter, Nylah, developed the skin condition seborrhoeic dermatitis, which often affects the scalp, it felt as if no treatment was working.
“I was desperate to make her more comfortable, so I went down a haircare rabbit hole. Ingredients in many products marketed to Black women have been linked to things like fibroids and carcinogenic endocrine disruptors,” she says. “When I was diagnosed with scarring alopecia, it just gave me another compelling reason to create a kinder solution.”
Davis, another winner from Birmingham, launched her daughter’s namesake brand in 2013, a range of nontoxic shampoos, sprays, and
serums – that attracted the attention of Dragons’ Den in 2021. There have been ups, downs, and moments when funding fell through, which is why being a Black in Business winner means so much.
“Given the disparities Black and female founders face in accessing capital, this is transformative,” she says. “It will amplify our voices and help us further our mission to promote hair wellness.”
Davis is keen to expand the Nylah brand into hair salons with this springboard beneath her.
“For too long, Black women haven’t been properly catered to by the mainstream cosmetic market,” she says. “I hope to use this exposure to reach more of the people who need us.”
Gabrielle’s Journey at the Intersection of Inclusion and Innovation
LEADERSHIP LENS
Business
Sponsored by EY
Gabrielle Connell is a keynote speaker, creator and workshop facilitator who uses digital storytelling to inspire, equip, and champion the next generation of changemakers. She joined EY as an Assurance Graduate, qualifying as a chartered accountant in 2024, but her work extends far beyond the corporate world.
Across platforms and panels, Gabrielle creates content that bridges purpose and practicalitywhether she’s sharing career tips for students navigating their first graduate job, spotlighting inclusion in financial services, or hosting powerful conversations for Christian organisations across the UK.
Her creative journey has led her to deliver keynote speeches, including one to over 5,000 students through a nationally recognised Internship Experience, empower more than 300 young people through bespoke workshops, and take part in international panels and roundtables alongside senior industry leaders.
Recently, she took a nine-month secondment with the EY Foundation, dedicating herself to social impact by leading employability programmes that support young people from low-income backgrounds to thrive in the world of work. For Gabrielle, content isn’t simply about posting online–it’s about building a brand rooted in impact, real talk and representation.
A Renaissance Woman with Many Lanes
“I’d call myself a renaissance woman–someone with multiple passions, all led by purpose,” Gabrielle reflects. “I’m an international award-winning podcast host, a speaker and a facilitator, but more than that, I’m committed to uncovering joy and helping others do the same.”
Creativity, for her, doesn’t belong to a single medium.Whether she’s writing, presenting, facilitating, or podcasting, each outlet brings something new to the surface. “I’ve never found one format that says everything I want to say. Each medium offers a different lens, a different audience, and a new way to connect. It’s never really been about the platform–it’s always been about the people I can reach.”
Corporate Meets Creative
Gabrielle brings her creative instincts into EY’s global organisation as the host of I’m Curious About..., the firm’s podcast. “Honestly, it started with a brilliant team. We were intentional from the very beginning–we knew the types of conversations we wanted to explore and the energy we wanted to bring into the space.”
Before every episode, Gabrielle would speak to each guest personally, sharing part of her own story first so they could feel comfortable sharing theirs. “That trust always showed up on the mic,” she recalls. “And yes–the lights and green screen in the studio felt a bit much at first! But the more honest we were, the more impact we made.”
Her workshops, which tackle deep topics like impostor syndrome, are equally intentional. “I’m big on making things interactive–I never want people to feel like they’re just sitting through another speech. I create spaces that are safe, not recorded, and often anonymous, so people can reflect and respond honestly. I tell my story, not as the only version, but as one perspective.That vulnerability gives others permission to open up, too.”
Even her early career in Audit revealed a creative side. “To misquote Hamilton, ‘The firm is wide enough for both analysis and me.’ Working here taught me that creativity doesn’t only belong to the arts. It gave me structure–and that structure became the frame that helped my free spirit land with more impact.”
The Art of Storytelling
Gabrielle’s LinkedIn posts are known for being thoughtful and poetic. But deciding when a story is ready to be told is a process. “Honestly? My partner is usually the one who says, ‘You need to share this.’ I have a habit of sitting on stories because I want them to be just right–but I’m learning that sometimes the raw moments are the ones people need most.” She knows a story is ready when she has moved from reaction to reflection. “When it feels less like a vent and more like an invitation–that’s when I know it’s time.”
Her writing often turns personal experiences into something universal. “One person’s story–for example, someone who’s neurodiverse–can hold emotions we all recognise: feeling unseen, needing space, learning to self-advocate.That’s where I start. My goal is to write stories that don’t just inform, but
welcome people in.”
One of her most surprising experiences came from a LinkedIn video during Neurodiversity November. “I reflected on being part of a panel, even though I was still processing my own ADHD diagnosis. I felt so nervous about it, but my partner reminded me: ‘You’ve already spoken powerfully. Why not share that moment again?’ So I did. And the response was overwhelming. People messaged me privately to share their own journeys. That’s when I learned that vulnerability gives voice depth–and that’s how we build bridges.”
Content with a Cause
As a visible face for inclusion at EY, Gabrielle’s approach is grounded in three principles: relatability, connection and relevance. “I don’t believe in speaking at people. I always ask: Who’s this for? What do they need from me? Whether I’m talking to students, senior leaders, or global colleagues, I want to meet people where they are without changing who I am.”
Her personal mission shapes every decision. “At the start, I said yes to everything-I just wanted a creative outlet. But now, I say yes with intention. Before I’m a host or a facilitator, I’m a Christian. That shapes everything. My mission is to make an impact, so I choose projects that align with who I am: a Black, Christian, neurodiverse woman of mixed heritage. I can’t control every opportunity that comes my way–but when I do have a choice, I want it to reflect my values.”
Protecting her creative energy is non-negotiable. “Support systems–always. My partner reminds me of my value when I forget it. I’ve found community through other creators, mentors and faith. Navigating corporate spaces isn’t always easy, but I’ve learned that I don’t have to fit in to belong. Now, I protect my peace. I choose joy. I’ve realised that standing out isn’t something to shrink from–it’s something to stand in.”
Looking Ahead
Two mediums have always been on Gabrielle’s heart: television and books. As a child, she dreamed of being on TV, drawn in by the energy, connection and reach. Over time, she also grew to appreciate the transformative power of books. “Some of the deepest truths I’ve absorbed have come from words on a page. I used to think I needed to know everything to write a book, but I’ve realised my lived experience is enough. It’s something I know deeply and unapologetically and no one can take that from me.”
A book on career readiness for young people is high on her list–a way to bring together the lessons she shares across panels, podcasts, and workshops into something lasting and accessible.
When she thinks about her creative legacy, Gabrielle doesn’t focus on her own name. “I don’t need people to remember me–I want them to remember the message. If something I shared helps someone make a brave decision or see themselves differently, that’s everything. I’ve been changed by stories where I don’t remember the speaker’s name, but I remember exactly how their words made me feel. That’s what I want to offer–stories that stick, that shift perspectives, that plant seeds people carry for years. If just one person makes a life-changing choice because of something I said, then I’ve done my job.”
“Some stories were never meant to be forgotten. Pamela is making sure they never are.”
Historian, entrepreneur and cultural strategist Pamela Roberts is challenging centuries of silence at one of the world’s most storied institutions. Through Black Oxford Untold Stories, she’s reclaiming the legacy of the university’s overlooked Black scholars and ensuring their contributions are seen, heard and honoured.
From plaques and portraits to heritage tours and film premieres at the Old Bailey, Pamela blends rigorous research with bold, creative action. This interview explores how she’s turning history into a platform for visibility, equity and lasting change.
SOCIAL IMPACT
History
WRITER
Lizzie Griffiths
Black Oxford Untold Stories has become a powerful platform for visibility and remembrance. What inspired you to begin uncovering and sharing these hidden narratives?
The inspiration for Black Oxford Untold Stories was driven by a determination to correct the historical imbalance surrounding Oxford University’s Black scholars’ contributions within Oxford’s celebrated narrative, after a crude insult where I was told Black people did not study at the famed university. Instead, we only came to work in the factories and drive the buses.
I started excavating the archives and what I unearthed were legacies absent from the mainstream story about Britain’s oldest university.
Figures like Christian Frederick Cole, Britain’s first Black scholar at the university and first Black barrister or Kofoworola Moore, Oxford’s first African woman graduate, who broke
barriers that helped shape British intellectual life.Yet their achievements were unacknowledged.
The remark was not only insulting but also a historical oversight with contemporary consequences. When people don’t see themselves reflected in institutions of power and prestige, they perpetuate a sense of exclusion.
I created Black Oxford Untold Stories as a platform that doesn’t just document history but animates it through lectures, symposiums, exhibitions, cultural partnerships, and innovative experiences. For example, the UK’s first guided Black heritage bus tour in collaboration with Oxford City Sightseeing and the iconic Randolph Hotel’s ‘Relax at the Randolph’ and themed afternoon tea and talk series.
Uncovering these narratives is as much about equity as it is about education It’s about challenging Oxford and other institutions to reckon with their histories and making space for future generations to see that they belong. These stories remind us that Black
excellence has always been integral to Britain’s intellectual heritage and it’s time we placed these legacies where they’ve always deserved to be: in the light.
Your approach to storytelling spans many media, from producing television documentaries to guiding heritage tours through Oxford. What drives your creative process across such different formats?
For me, storytelling is not about the medium but the message and the impact. My creative process is rooted in the belief that history should be lived and felt, not just read about.
Whether producing the first-ever documentary on Race and Disability, developing an award-winning international Black media festival, or curating Black Oxford Untold Stories, I am driven by a desire to connect audiences to narratives that matter, especially those that challenge dominant perspectives.
Every format offers a unique way to engage people. Television allows for mass reach and emotional connection. Guided heritage tours turn the streets of Oxford into an open-air classroom where history becomes tangible. Symposiums and lectures invite dialogue and critical thinking, while collaborations with cultural landmarks like the Randolph Hotel make history accessible and even celebratory.
My approach is entrepreneurial as much as it is historical. I constantly ask: how can this story reach further? How can it create a lasting impact? How can it bring communities and partners together? Securing sponsorships and partnerships from institutions like Linklaters to brands like John Lewis ensures these stories aren’t just told but are amplified with the resources they deserve.
You’ve helped secure permanent tributes to pioneers like Christian Frederick Cole and Kofoworola Moore. How do you navigate the existing institutional barriers when trying to reshape historical narratives?
Institutions like the University of Oxford are steeped in tradition, and while they value history, they often resist change, especially when that change requires acknowledging uncomfortable truths.
My approach begins with rigorous research and undeniable evidence. As a historian and Fellow of the Royal Historical Society, I ensure that every story I bring forward is meticulously documented. My credibility opens doors. Facts alone aren’t enough; building alliances within these institutions is essential.
With figures like Christian Frederick Cole, I worked closely with Sir Ivor Crewe, the former Master of University College, to present a case for recognition and a vision for how celebrating Cole would strengthen the college’s narrative as an inclusive and forward-looking institution.
In 2017, Sir Ivor Crewe and I unveiled a plaque at the college in Cole’s honour. Similarly, with Kofoworola Moore, I worked with Dame Elish Angiolini, Principal of St Hugh’s College, Oxford, to unveil Kofoworola’s portrait and establish the Kofoworola Moore Fund, an initiative to support young women from the African diaspora to attend the college.
Reshaping historical narratives isn’t about confrontation but collaboration and strategy. By demonstrating that these recognitions enhance, rather than threaten, institutional legacies, I have been able to break through barriers and ensure these pioneers are no longer footnotes, but fixtures in Oxford’s story.
Your film’s launch at the Old Bailey marked a poignant moment in British history. What was it like to bring that story to life in such an iconic space, and what impact has the film had so far?
Premiering the film, which documents Britain’s first Black student, Christian Frederick Cole, and its first Black barrister at the Old Bailey, was deeply symbolic. Historically, the Old Bailey, a bastion of British justice, has been a space from which Black stories have been excluded.
Working closely with Sir Nicholas Hilliard, then Recorder of London,
“Reshaping historical narratives isn’t about confrontation, but collaboration and strategy.”
and partners like The Inner Temple, Linklaters, and University College Oxford, I positioned the launch as more than a screening. It was an event that brought together legal, academic, and cultural leaders to witness a chapter of history that had long been overlooked. The impact has been profound. The film has been used as an educational tool in schools and universities, inspiring students who, for the first time, see their reflection in Britain’s legal and academic history. It has also become a catalyst for ongoing conversations
within legal and academic circles about equity, legacy, and representation.
As an entrepreneur and business coach, I see the film as a historical project and model of how cultural storytelling can be scaled for impact, attracting funding, fostering partnerships, and creating resources that live beyond a single event. It’s proof that when heritage is approached with strategic vision, it can educate, empower and drive institutional change.
You’re not only a historian but also
a coach and entrepreneur. How has your business mindset influenced your leadership of historical and cultural initiatives?
My business mindset is integral to how I approach cultural and historical work. History can easily be seen as static; something confined to libraries and archives. I have always believed it must be dynamic, sustainable, and accessible, requiring an entrepreneurial approach.
I also draw on my experience brokering partnerships with organisations like
John Lewis, Landsec and the British Library to ensure each initiative has the resources and reach to thrive. Business principles like stakeholder engagement, brand positioning and sustainable funding models are just as critical to a heritage project as to a startup.
My dual role as a historian and entrepreneur is complementary. History tells us where we’ve been; entrepreneurship ensures those lessons shape where we’re going. It’s how I turn cultural storytelling into a sustainable force for visibility, empowerment, and change.
Oxford is often seen as a symbol of tradition. How have you carved out space within such a historic institution to centre stories of Black excellence and belonging?
Carving out space within Oxford, an institution deeply rooted in tradition, has required more than historical knowledge; it has demanded strategic vision, an entrepreneurial mindset and a personal commitment to shifting the narrative. As a historian, a Fellow of the Royal Historical Society, and a published author, I bring recognised authority to this work. My academic credentials may open doors but the motivation behind them to ensure that Black presence and contribution are seen, valued, and embedded drives me.
Showing up consistently over the
years, I have delivered everything from public symposiums to largescale installations like Trailblazer, a month-long celebration at the Westgate Centre, where we premiered an original libretto I wrote alongside a new composition by contemporary Black Oxford scholar, Dr. Des Oliver, performed by Chineke!, Europe’s first majority Black and ethnically diverse orchestra.
However, institutional change doesn’t happen through authority alone; it requires strategic partnership. I have learnt to frame initiatives as a business case: a way for Oxford to modernise its image, diversify its narrative, and connect with new communities.
What do you believe is the role of business, particularly Blackowned or purpose-driven businesses, in preserving and amplifying cultural heritage?
Black-owned businesses play a vital role in preserving and amplifying cultural heritage because they do more than tell stories: they build sustainable platforms for those stories to thrive. For me, the purpose of Black businesses is to create an economic power base. It’s about being financially stable, generating income that affords freedom - the freedom to live and work authentically, uphold your values, honour your boundaries, and work at a pace that nurtures both growth and well-being.
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For me, success is multifaceted. It’s not just about visibility or legacy; it’s about creating a sustainable, measurable, and transformative ripple effect.
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www.pamelarobertsauthor.com
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Crucially, Black-owned businesses are rooted in lived experience, which brings unmatched authenticity to cultural work, not filtered through institutional lenses but grounded in truth. For me, business is not separate from heritage; it’s the infrastructure that ensures culture is remembered, resourced, respected, and carried forward.
You’ve forged partnerships with major institutions like the British Library, Linklaters, and John Lewis. What advice would you give entrepreneurs seeking to build strategic collaborations around cultural impact?
My first piece of advice is this: lead with value, not need. Partnerships thrive when you clearly articulate how your project enhances the partner’s brand, values, and goals, rather than solely focusing on your needs. When I have approached organisations like the British Library, Linklaters or John Lewis, I framed Black Oxford Untold Stories as a cultural initiative and an opportunity for them to align with innovation, diversity, and impact.
Secondly, do your homework. Institutions respond when they see that your work is credible, meticulously researched and professionally executed. My standing as a Fellow of the Royal Historical Society, Eccles Centre for American Studies, Visiting Fellow at the British Library, and a published author with Oxford University Press and BBC History has been instrumental in building trust and authority.
Third, think beyond funding. The most successful partnerships I have forged include co-creation, whether a film launch at the Old Bailey with The Inner Temple and Central Criminal Court or collaborative programming with the Bodleian Libraries and Oxford colleges. Shared ownership ensures long-term
Young people can be interested in politics, but it’s the leaders that they see and the individuals holding those positions that will excite them and encourage them to join.
engagement, not just one-off support. Finally, maintain clarity of vision. As an entrepreneur and coach, I know partnerships can sometimes dilute the original mission. Be willing to collaborate but hold firm to the integrity of your project’s purpose. Strategic collaborations work best when mutually beneficial, but the cultural impact, the reason the project exists, must always remain at the core. It is how I have built partnerships that are both sustainable and meaningful.
How do you measure success when your work blends scholarship, advocacy, and entrepreneurship? Is it legacy, impact, visibility, or something else entirely?
For me, success is multifaceted. It’s not just about visibility or legacy; it’s about creating a sustainable, measurable, and transformative ripple effect.
As a historian, success is when the contributions of Black scholars are acknowledged and embedded into Oxford’s official history, through permanent plaques, scholarships, and inclusion in resources like the Oxford University Press National Dictionary of Biography, to which I contribute. The permanence means their stories will inform generations to come.
As an entrepreneur, success is scalability and sustainability. It’s when projects like the guided Black heritage bus tour don’t just launch but become fixtures in Oxford’s tourism economy, generating revenue and employment while changing how people engage with the city.
As a coach, success is seeing others grow when my clients have the tools, confidence, and resources to thrive independently.
Ultimately, success is an impact that outlives me. If my work leads to a
cultural shift, where Black intellectual and artistic contributions are seen not as footnotes but as integral to Britain’s story, I have achieved my goal.Visibility matters, but lasting change, embedded in systems, is what truly defines success in this space.
Looking ahead, what legacy do you hope to leave, not just for Oxford, but for Black Britain as a whole?
My vision for legacy goes beyond monuments and plaques. I want my work to shift mindsets within institutions like Oxford and Britain. I hope Black history will not be treated as an addendum to the national narrative but as an essential, celebrated thread woven throughout it.
For Oxford specifically, I want every Black student who walks through its hallowed gates to know that they are not anomalies but inheritors of a rich legacy, one that includes scholars, activists, and trailblazers who paved the way. Through Black Oxford Untold Stories, the heritage tours, the Randolph Hotel series, and my published works, I aim to ensure that recognition of these scholars is no longer optional but embedded into the institution’s fabric.
For Black Britain, my legacy is twofold: cultural and entrepreneurial. I want to inspire others, particularly Black creatives and founders, to see heritage as both a space for storytelling and a viable economic sector. By demonstrating that cultural projects can attract investment, forge partnerships, and create employment, I hope to pave the way for more purpose-driven ventures.
I want to leave a legacy where history fuels empowerment, entrepreneurship and belonging. Where young people don’t just see themselves in Britain’s past but know they have the right to and the tools needed to shape its future.
Louise Lyons-Appiah isn’t waiting for her turn. She’s creating a new table entirely. As the co-founder of Synkora Consulting, a youth-led consultancy championing authenticity, wellbeing, and radical inclusion, Louise is helping organisations move from performative change to power-sharing culture.
Recently Highly Commended for the prestigious Rising Star Award, Louise is shaping national conversations on mental health, equity, and Gen Z leadership while staying unapologetically grounded in lived experience. Her influence cuts across generations and sectors, from major institutions like HSBC and the Foreign Office to grassroots charities and schools.
In this conversation, Louise gets candid about building a business from scratch, challenging tokenism, and why the future of leadership looks a lot more human.
LEADERSHIP LENS Business
WRITER
Lizzie Griffifths
You’ve been recognised as a Rising Star and have influenced national leadership and mental health conversations. What inspired you to co-found Synkora Consulting, and what gap were you aiming to fill?
I’ve worked with many organisations that discuss youth empowerment, but rarely have young people at the decision-making table. Synkora was born from a frustration with tokenism and a deep desire to do things differently. We wanted to create something fun, relevant, and rooted in lived experience.
The serious stuff: inclusion, mental health, and workplace culture doesn’t have to be dry. Gen Z grew up in a world of uncertainty and bold expression, and we bring that unapologetically into our work. We co-founded Synkora to bridge the gap between performative youth engagement and real power-
sharing. Our goal is to make inclusion not just an initiative, but a culture shift. Synkora is youth-led, which is still relatively rare in the consulting world. What unique perspectives do you and your team bring to shaping inclusive, futureready workplaces?
We’re not guessing what Gen Z needs; we are Gen Z! That gives us a direct understanding of what younger generations want from work: purpose, psychological safety, flexibility, and a space where we don’t have to mask or assimilate.
Our team blends lived experience with strategic thinking, which means we don’t just ‘consult,’ we co-create. We also challenge the myth that EDI is only for marginalised groups. We believe inclusion benefits everyone. It’s about transforming how organisations work, relate, and grow together.
You’ve worked with major organisations like HSBC and the Foreign Office, as well as with grassroots charities and schools. How do you adapt your approach across different audiences while staying true to your values?
Our style is playful and bold, with games and storytelling, and we apply that everywhere, from corporates to
grassroots charities. We might adjust our language or tools, but our energy stays the same: to bring out the inner child, spark curiosity, and build trust.
And to be honest, we’re selective. We only work with organisations that align with our values. That alignment allows us to show up fully and do our best work without compromising who we are.
Being ‘Highly Commended’ for the Rising Star Award in 2023 was a major recognition. What did that acknowledgement mean to you at this stage in your journey?
I didn’t win, and honestly, that’s okay. Being shortlisted in the top 15% of thousands of nominees for the Rising Star Award and then receiving a Highly Commended mention was a huge moment for me, especially because we launched Synkora just this year: no corporate backing, no blueprint, just two young women building something real from lived experience.
The event was one of the most empowering spaces I’ve ever been in. I left feeling full, connected, and truly seen. There was this beautiful moment when I screamed, “I FOLLOW YOU ON INSTAGRAM!” to a previous winner, a Black woman who spoke about adenomyosis, and she screamed back. That sense of mutual recognition? That’s what stayed with me.
This wasn’t just a personal milestone; it felt like a win for every young Black woman trying to lead with purpose in spaces where we’re often underrepresented. I’m grateful to Lauren Neal for nominating me, and to everyone who made me feel like Synkora belonged in that room.
You often speak on big stages and platforms like Sky News and Channel 4. What does it mean to you to represent young, Black voices in those national conversations?
It’s scary and empowering at the same time. Speaking on Sky News or Channel
Real Talks Workshop
4 with my Afro out, sharing personal stories around race and mental health, I carry these moments with care. There’s so much stigma around these conversations, especially in our communities. But I’ve learned that vulnerability is power. When people see someone like me owning their truth publicly, it permits others to do the same. That’s why I do it!
Your work centres on authenticity, wellbeing, and bold inclusion. In practical terms, what does it take for organisations to move from buzzwords to real impact?
First, listen, really listen, to the people you say you serve. That includes employees, young people, and marginalised voices. Second, get comfortable with discomfort. Real inclusion means facing hard truths and shifting power. Finally, put people over PR. Inclusion can’t just be a line in the strategy; it has to show up in policies, budgets, and how you treat your team when no one’s watching.
Mental health is often overlooked in conversations about leadership. How do you integrate well-being into your work, not just for clients but within Synkora itself?
It starts with my co-founder, Tanya, and me. We care for each other, check in constantly, and give each other permission to rest. That sets the tone.
We also use platforms like LinkedIn to challenge hustle culture and normalise conversations about mental health. Rest is resistance. We’re honest with our clients, set boundaries, and walk our talk, because if we’re burned out, we can’t create sustainable change.
What challenges have you faced as a young Black woman in a leadership and strategy space, and how have you used those experiences to drive change?
Imposter syndrome has been one of the biggest challenges, and it’s not just internal. It’s shaped by being in rooms where I’m the only Black woman, the
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At Synkora, we talk openly about imposter syndrome in our sessions, not as something to “fix” in individuals, but as a reflection of exclusionary systems
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youngest voice, or where people question why I’m there at all.
There have been moments when I’ve second-guessed myself before even opening my mouth. I’ve done the work, delivered the impact, but still felt like I needed to prove I belonged. That feeling is exhausting, and it’s one so many of us carry, not because we lack confidence, but because the structures around us weren’t built with us in mind.
I’ve also done (a lot) of unpaid work that should have been valued, because early on, I didn’t feel like I had the right to ask for more. That’s getting better now.
At Synkora, we talk openly about imposter syndrome in our sessions, not as something to “fix” in individuals, but as a reflection of exclusionary systems. I use my platform to challenge those systems and create spaces where people feel affirmed and respected, not just invited.
The more I’ve shared my story, the more I’ve realised it’s not just mine. And that’s why I keep going, to shift not just the narrative, but the culture.
What do you think Gen Z teaches the world about leadership that previous generations may have missed?
Leadership doesn’t require perfection. Gen Z is rewriting the script. We lead with honesty, emotion, and authenticity.We challenge hierarchy and believe everyone has something to offer, no matter their title.
The world doesn’t need more polished personas. It needs real people with vision and vulnerability, and that’s what we’re bringing to the table.
Looking forward, what’s next for Synkora - and for you personally - in shaping the future of work and leadership?
We’re leaning into intergenerational allyship and helping organisations move from surface-level change to deep culture work. I’d love to work with a company like Canva; they represent the kind of creativity and inclusivity we stand for. We’re helping organisations build workplaces where people can actually show up as themselves without fear of being too loud, too quiet, too emotional, or too different. That means moving beyond one-off training into co-created, lived-experience-led strategies that shift the system from the inside out.
Personally? I want to go global. I’ve spoken across the UK, but I know this message resonates far beyond. There’s something powerful about seeing a young, Black woman speak boldly about inclusion, mental health, and identity, especially when it’s rooted in lived experience, not just theory. I want to be in rooms in America, Africa, and Europe, sharing stories, sparking conversations, and connecting with people ready to build something better. I want to remind people that leadership doesn’t have one look or one accent. That being deeply you is powerful. This next chapter is about stepping even more into my voice, not waiting for permission. Not shrinking, but standing tall, in every room, and bringing others with me.
One thing every workplace should be doing right now:
Keeping DEI at the centre of policy, especially in light of the backlash we’re seeing globally.
Advice you would give to start-ups:
Start messy. Don’t wait to have it all figured out — learn as you go.
Favourite social media platform:
LinkedIn is where I build community and challenge narratives.
Kweku Bimpong’s career path is anything but linear. Starting out in pharmacy with academic publications in The BMJ and The Lancet, he has since built a multidimensional career rooted in service, strategy, and storytelling. Now a Senior Consultant at EY in London, Kweku coleads corporate social responsibility initiatives with the EY Black Community and plays an active role in EY Outreach, supporting young carers and youth offenders through creativity and connection.
Beyond the corporate world, he is the founder of CLEANGH, a platform uniting Christian creatives across Ghana and the UK to explore the intersections of faith, culture and the arts.
In this conversation with Black Business Magazine, Kweku reflects on leadership, legacy and the importance of creating spaces where people and purpose can thrive.
LEADERSHIP LENS
Business
Sponsored by EY
Let’s start with your journey. How did a qualified pharmacist with publications in The BMJ and The Lancet transition into consultancy and social impact at EY?
Well, it started before then. I was studying Pharmacy in the North East and noticed that peers in other disciplines – Physics, Psychology – were moving into industries like finance and retail. That made me realise I didn’t have to be limited to a traditional pharmacist role. I realised skills are transferable, but regardless, you
just need to do, and have a willingness to do.
As such, I didn’t feel afraid to try anything and everything. I leveraged opportunities that gave me the chance to get internships across a range of fields, from press release work and development think tanks to hospital placements, The Sunday Times and NME.
I had a heart for public health and initially aimed to become a Director of Public Health. I loved academia but wanted to learn how to implement change, which
led me to a role in government after my pharmacy training. That allowed me to stay close to research while engaging with policy.
Then the EY role appeared. I loved working in government, but took what felt like a risk – and I’m glad I did. I’ve met and worked with incredible people, including Yeshua Carter and the rest is…
You co-lead CSR initiatives with the EY Black Community.What does real impact look like to you in the context of corporate responsibility?
For context, there are a number of CSR initiatives I’ve taken part in. EY has a fantastic policy around this, allowing us to spend two days focused on such initiatives. On top of that, there are various ad hoc opportunities to get involved, whether through Ripples or the EY Foundation.
However, I was keen to make an impact by bringing people together and focusing on quick wins. In doing so, I’ve come to realise that real impact is ultimately borne from longevity. A large part of what I’ve tried to do is connect the right people to the right resources at the right time.
That’s the ethos passed down to me by Greg Okanlawon, Coleen Mensa-Bonsu and Goke Solanke. I pitched an idea; they gave me the keys, the support and the tools to run with it. In hindsight, I’ve tried to replicate that: listening, identifying who I’ve engaged with, and connecting them with others who can support or benefit.
Real impact is people engaging meaningfully with other people. Everything else is a by-product.
EY Outreach empowers young carers and youth offenders, groups that are often overlooked.What have you learned from working with these young people?
Opportunities. In some instances, opportunities weren’t provided, weren’t valued, or were intentionally withheld –sometimes for the young person’s perceived protection. But when the right opportunities and support are in place, there’s seldom a ceiling. That’s the greatest lesson.
Alongside that, I’ve learned the value of action-oriented gratitude – recognising what I’ve been given and using that surplus to serve others.The first initiative I worked on involved supporting a group of young carers from a London borough. There’s a strong case to say they taught me more than I taught them. They had lived through so much at such young ages, and with that came a quiet wisdom – one that just needed to be translated so others could interpret and appreciate it.
Equally, I’ve learned never to dismiss anyone. Wisdom can come from all directions.
Working with young offenders posed a different kind of conundrum: how we use our time and capabilities and to what end. There was no absence of skill; rather, it was the context in which those skills were channelled that raised questions. The potential role of opportunity, leadership, and guidance in shaping that context is something I believe we all need to reflect on.
How do you balance being a senior consultant
while championing diversity and inclusion in such tangible ways?
“Championing” suggests intentionality – and there certainly is – but for me, it’s also a natural outpouring. It’s hardwired. Much to the chagrin of wiser professional mentors, admittedly. Sometimes, the most effective way to serve and champion is simply by doing my job to the highest standard and making that my priority. In doing so, the skills I’m honing as a senior consultant become tools I can apply to support this cause.
“Balance”, on the other hand, implies there’s a separation between roles – but in reality, the drive to help is a constant. Many of the ways I contribute stem from doing, creating, or supporting the kinds of things I would have found helpful myself. A key part of how I champion is by championing others. I’ve always made an effort to get involved, to build meaningful relationships, and over time, I’ve connected with people who share that same ethos. When it comes to tangible impact, I’ve found that my ability to point people towards helpful contacts or resources has become central. I’m often seen as a connector and I try to be useful myself. Balance, for me, means leaning on others – and recognising that sometimes my primary role is simply to facilitate a connection to someone who can help in a more impactful way. When I do get handson, my hope is that the initiative proves helpful to others and to EY. Ultimately, that’s the goal: to add value in every sphere I touch.
In your role as a Senior Consultant at EY in London, how do you integrate purpose-driven work, like your involvement with the EY Black Community and EY Outreach, into the wider strategic goals of the organisation?
In answering this, I recognise the integration of my public health and academic background. Within public health, one of the core concepts is the theory of the wider or social determinants of health. To summarise crudely: health is directly impacted by non-health-related factors, such as environmental and economic variables. In essence, everything impacts health.
As a consultant, I quickly learned that this is fundamentally a people business. People are everything. And ultimately, when we talk about building a better working world, that better world isn’t separate from any other one. I say all this to emphasise that there isn’t a separation and EY has done a stellar job of recognising this.The EY Impact Reports clearly highlight the overlap between purpose and broader strategic goals.
I first contributed to the EY Impact Report in 2023, outlining the work of the EY Christian Community. The report uses a four-lens model to measure impact: people, society, clients and financials. My entry spotlighted how the EY Christian Community creates a social setting for Christian professionals – and others interested in Christianity – to support each other in their faith, work, and lives.
That contribution reflects what EY defines as impact. Elsewhere in the report, it’s made clear that supporting internal networks directly aligns with the strategic priority at EY. So, integrating purpose-driven work isn’t a side project –it’s a core part of building a better working world.
Tell us about CLEANGH. What inspired you to build a platform that connects Christian creatives across Ghana and the UK?
CLEANGH was born out of a need I observed – one that centred around several key questions: What is the relationship between Christianity and art in the Ghanaian context?
How do Christianity and African culture or tradition interact, particularly when navigating syncretism, pluralism and history?
How can Christian creatives be brought together meaningfully?
In consulting terms, these were my “exam questions”. From there, I followed a loose methodology – starting with research, identifying stakeholders, and then engaging them. CLEANGH emerged as an initiative designed to bring Christian creatives together to create, converse, and explore how Christianity, culture and creativity aren’t mutually exclusive. I wanted to gather people far more gifted than I to advance the cause. I saw passion for each area – Christianity, culture, creativity –but not often as a united front. CLEANGH exists to provide that platform. The goal was always to scale globally, and to do so from the ground up, guided by the ethos embedded in our name.
What began as a three-day festival in Accra in December 2024 has grown into a platform that includes events, a magazine, and more. If we’re using consulting lingo again, you could describe this stage as the “sell-on phase”.
How do you stay grounded while navigating high-pressure environments, whether at work or in community organising?
On at least two occasions, I’ve been given informal awards for my resilience. I once received one called the “Calmer of Storms” after an NHS project. I credit God for the calm demeanour He’s given me. Also, growing up involved in church organising meant community coordination became second nature early on.
In interviews, I often refer to my pharmacy training. While I wouldn’t say I was in life-or-death situations, the stakes were high and involved people’s wellbeing. That perspective stayed with me . Understanding how teammates function under pressure is crucial – being considerate, honest, thinking ahead and managing expectations. Something always happens. I’ve accepted that. What’s harder is navigating others’ reactions when things go wrong. Staying calm and offering solutions rather than just pointing out problems is key. From my policy days – and pharmacy – one principle always stuck: don’t just raise issues; bring solutions too.
What does leadership look like to you, and how do you hope to use your influence over the next 5 years?
For me, leadership is servant leadership. As a Christian, my model is Christ, who came to serve. That’s the foundation. I strive to lead with excellence while giving myself grace when I fall short, collaborating wherever I can, and using any
influence I’m given to empower others. Leading by example is essential. That includes acting on the very advice I’m offering here. I also try to be transparent, even in the middle of trials, not just once they’ve passed. At a Black development event, I once heard a metaphor that stuck with me: being like the bobsleigh in Cool Runnings – laying grooves in the track so the next person moves more smoothly and at pace. That’s what I hope to do: leave behind a smoother path.
If you could go back and speak to your younger self entering Durham University, what would you say to him?
A theme throughout my journey is the power of key statements. In my first week at Durham, someone said, “Your education is more than just your degree.” That stuck with me. I ran with it, and I’d double down on it now.
Back then, I was hungry. I’d advocate for maintaining that hunger – but in a smarter way. Some environments reward that curiosity, like EY and especially within consulting, where “putting in time” (e.g., coffee chats) is part of the culture. But in the NHS, I was reprimanded for the same behaviour. I didn’t know the rules of the game – and I’d say to my younger self: learn the rules, then play them smartly. I used to argue that innovation requires rule-breaking and there’s truth in that. But the more countercultural advice might be: learn the rules, play the long game, and take people with you. I was quite individualistic during my early transitions – from pharmacy to policy, for instance. Some people disagreed with my choices, only to later congratulate me. In hindsight, I should have brought more people along on the journey. Maybe I’m being harsh on my younger self. I needed to be headstrong. But I also see now how valuable community and collaboration are.
What legacy are you trying to build through your work, and what do you want young Black professionals to take away from your journey?
I left the healthcare frontline to take a broader view. I joined EY from the government because I wanted to grow by being uncomfortable.
Ironically, I now focus on making environments more comfortable for others. I want to do it because little things trigger domino effects. I don’t think of it as building a legacy – more as leaving a people-sized mark.
That requires intentional relationships, which I haven’t always been consistent with. I encourage others to learn from that. From a bird’s-eye view, something I did well when I was younger was to be fearless, to claim plausible deniability and to seek mentors audaciously. The real key? Active listening. Active reflection. Active implementation of advice. And just as importantly, checking in with those who’ve supported you. Updating them on your growth. Showing gratitude. I remember a church careers event organised by Zoe Mabo of Doceo, an organisation supporting young Black professionals. A speaker said, “Say thank you to those who’ve helped you.” That stayed with me.
So if I had to summarise the legacy I want to leave, service, gratitude and creating space for others to thrive.
ENTREPRENERSHIP Money and Finance
WRITER
“A place for aspiring entrepreneurs to network to the next level.”
That phrase perfectly captures the spirit of the 2025 Captable Pitch Competition, powered by the Forbes Family Group. More than just a pitch event, the Captable Competition has become a catalytic force for underrepresented founders in the UK, providing access to capital and credibility, connection, and community.
Now in its most ambitious year yet, the 2025 competition drew over 140 applications from across the country. It culminated in an electric final and awards night, during which £60,000 in funding was awarded to four outstanding businesses, a recordbreaking investment in the next generation of visionary entrepreneurs.
Lizzie Griffiths
What is the Captable Competition?
Launched by Dean Forbes , in partnership with Corten Capital and HSBC Innovation Banking , the Captable Pitch Competition exists to remove the structural barriers faced by underrepresented entrepreneurs, particularly Black founders, when accessing funding, mentorship, and the right networks.
The competition combines financial backing, strategic mentoring, and long-term relationship building to help early-stage founders transform bold ideas into scalable, fundable ventures.
The investment pot was £20,000 in 2023. This year, it’s grown to a powerful £60,000, reinforcing the Forbes Family Group’s commitment to accelerating overlooked talent and building an inclusive entrepreneurial ecosystem.
Allergen-free, gluten-free doughnuts created by a dad for his kids - now a national brand.
Founder Ryan Panchoo built Borough 22 from his kitchen in response to a personal challenge: finding sweet treats his children with dietary restrictions could safely enjoy. What began as a homemade solution has scaled into a thriving, high-demand brand stocked by national retailers and now backed by the Forbes Family Group.
“I entered the Captable Competition because it was a rare opportunity to put Borough 22 in front of people who understand business and barriers. As a Black founder, I have often struggled to access capital and networks, even with loyal customers and strong revenue.
“Winning means validation, not just of the numbers, but of the heart, the vision, and the grind behind the brand. I built this for my kids, but I’ve grown it for the thousands of people like them.This win gives me momentum, gives others hope, and proves that excellence doesn’t have to come from traditional paths. It can come from the kitchen table, love, and being underestimated.”
Borough 22
£20,000 Winner
High-performance skincare powered by African superfoods and science.
Julian Boaitey, founder of Yendy, has blended ancestral knowledge and modern innovation to create skincare that performs and resonates.With growing traction and a clear mission, Julian saw the Captable Competition as a chance to step into his next chapter with the backing he always hoped for.
“Dean Forbes is someone I’ve admired for years. I’ve watched his journey and always hoped I’d get to work with him one day.When the Captable Competition opened, I knew it was my moment.
My strategy was to keep it real, show the traction, tell the story, and stay clear on our mission. Winning is huge. It’s not just the money, it’s knowing that serious investors believe in what we’re building. That belief is powerful.
The process helped me sharpen how I communicate our vision, but more importantly, it created real relationships I know will last. Having Dean Forbes on our Captable is a serious milestone for me and Yendy. It’s one of those moments I’ll remember for the rest of my journey.”
£10,000 Runner Up
Black and brown Christmas decorations that bring representation and joy to every home.
March Muses , founded by Natalie Duvall and Alison Burton , continues to grow its impact in festive retail. Their product line fills a cultural void, offering Christmas decorations and gifts that reflect the beauty and diversity of Black and Brown families.
“We joined the Captable Competition not just for funding, but to connect with a network that understands what it means to build something with impact. The Forbes Family Group isn’t just handing out cheques. They’re building a legacy.
We’re not just in retail. We’re in the business of representation. That matters, especially when so many founders like us are routinely overlooked. The fact that they saw our potential and doubled the original investment speaks volumes.
Winning this recognition tells us that we belong at the table and are building something truly special. As Black female founders, this kind of belief means everything.”
March Muses
Awards night, during which £60,000 in funding was awarded to four outstanding businesses, a record-breaking investment in the next generation of visionary entrepreneurs.
Luxury biodegradable sneakers blending culture, design, and sustainability.
For Franklin Nnah, founder of Elvardi, fashion is storytelling. His brand is rooted in heritage and built for the future, offering high-end, biodegradable sneakers that speak to identity, history, and community. For Franklin, the Captable Competition was more than a pitch. It was a platform to be seen.
I entered Captable because it wasn’t just a funding opportunity - it was a statement. A space that says: ‘We see you. We back you.’
Elvardi is about soulful elegance, a reflection of London, of hustle, of heritage. We’re designing from experience, and for the culture.
This win means business leaders are listening to voices like mine - voices building from the ground up, with style and intention. The £10K sharpens our growth plans, but more than that, it tells me the world is ready for what we’re creating.”
Beyond the Pitch: Building Legacy
The Captable Competition isn’t about one night, one cheque, or one winner. It’s about long-term impact, and the ripple effects of trust, belief, and opportunity.
This year’s finalists demonstrated that innovation thrives when underrepresented talent is given access to the right rooms. Ideas take root. And businesses scale.
As the Forbes Family Group continues to grow and the competition deepens its investment in entrepreneurial equity, one thing is clear: the Captable isn’t just a competition. It’s a movement.
Applications for the 2026 Captable Competition open early next year. If you’re a founder with vision and grit, this could be your seat at the table.
For more information, visit: www.forbesfamilygroup.com/captable-competition
In a world where change is the only constant, leaders are often challenged to guide their teams through uncertainty with purpose and confidence. Few understand this better than Lolu Olufemi, a keynote speaker, consultant and leading voice in people-centred change management. Raised in Scotland, born in Nigeria and having lived in seven different cities, Lolu has experienced first-hand the complexities of personal and professional transitions. Her mission is simple yet powerful: to put people at the heart of change.
LEADERSHIP LENS
Change Management
WRITER
Bayile Adeoti
Lolu Olufemi is a keynote speaker and leading voice helping individuals and organisations navigate change with purpose and clarity.
Her journey from finance to change management consulting has taught her one crucial lesson: change is about people. With an MBA from Imperial College London and 18+ years of Big 4 consulting experience leading teams and working with multinational clients across finance, retail, government and media, Lolu brings strategic insight and handson expertise in people-centred change management.
She cuts out the jargon and offers practical, actionable tools that drive sustainable transformation. Lolu’s approach empowers teams and individuals to grow, adapt, and achieve their full potential, even when the path forward seems unclear.
As a keynote speaker, Lolu empowers:
Leaders and organisations to develop and implement effective, people-centred change strategies that resonate and engage.
Individuals to adopt a growth mindset, build resilience and become change makers.
Her popular Lolu Lessons, bite-sized learning shared on LinkedIn, TikTok, and Instagram, demonstrate her commitment to making change management accessible, engaging and human.
Why did you start your business and what gap did you identify in the market?
We’re in an era of fast-paced change. The ability to handle change well and lead people through it effectively is critical to the success of any leader. Yet, many senior leaders feel they lack the right skills or strategies, especially since change can trigger a rollercoaster of emotions in employees and leaders.
With my MBA from Imperial College London and after an 18+ year Big 4 consulting career, I launched Olufemi & Co.: a change management consultancy dedicated to helping leaders and organisations succeed by putting people at the heart of change.
My practical and jargon-free approach empowers leadership teams to grow, adapt and unlock their full potential, even when the path ahead is uncertain.
What’s your key advice for anyone starting up?
Build as you go. Don’t wait for everything to be perfect before you start. Once you begin, you’ll learn more about your client and what they truly need from you. Then, you can adapt and refine your approach.
I’ve had to fight perfectionism and ‘analysis paralysis’ to start this business. That means developing my coaching and consulting material as I go and launching with a basic version of my website before building it further. What matters is not perfection, it’s progress.
What role have mentors played?
Mentors have been invaluable along my journey. In my consulting career, a Big 4 Partner acted as both mentor and sponsor, championing my progression and providing guidance that shaped my growth.
As I transition into entrepreneurship, I’ve invested in learning from others, taking courses, joining networking communities and working with a business coach for accountability and focus.
The African proverb goes, “If you want to go fast, go alone; if you want to go far, go together.”
As a Christian, I also draw wisdom from the Bible and my faith. It’s incredible how many principles of change and leadership are rooted in scripture.
What are your aspirations and growth plans?
I aspire for Olufemi & Co. to become a globally recognised and trusted adviser to senior leaders across government and business.
I’ll complete my Big 4 role next month to focus full-time on the consultancy. This will give me more freedom to connect with leaders and teams directly. I’m excited to expand our impact through keynote speeches, leadership workshops, one-to-one coaching and large-scale change projects.
You can connect with me on LinkedIn, follow @lolulessons and explore www. olufemiandco.com for more about my services.
Why Startups Can’t Afford to Skip Branding
CREATIVE INDUSTRIES
Branding
WRITER
Ella-Louisa Romain
I recently attended a networking event where, when asked about my business, I was met with “What is branding?” As a graphic designer of nearly 18 years, I am used to people not fully understanding what I do, and then having to explain. However, having new and existing business owners ask what branding is in 2025 is interesting.
This got me thinking: In today’s digital world and social media awash with ‘graphic design influencers’, why are founders feeling confused about what branding is or isn’t?
So when the theme ‘Startups’ emerged for this issue, I recognised an opportunity to provide clarity. This article will demystify branding and brand identity, explain graphic design’s crucial role in business success, examine both pitfalls and advantages of AI tools, and guide you towards choosing the right design partner.
Understanding Branding vs Brand Identity
Branding is the strategic process of creating a distinctive personality and emotional connection that resonates with your target audience. It encompasses your company’s values, mission, voice, and how customers perceive every interaction with your business.
Brand Identity is the visual expression of that strategy. Your logo, colour palette, typography, imagery style, and packaging are the design elements that make your brand instantly recognisable. Think of branding as your business’s soul and personality, whilst brand identity is how that personality presents itself to the world. As Walter Landor stated, “Products are made in the factory, but brands are created in the mind.”
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When branding is fragmented, customers struggle to connect, recognition breaks down, and they’re likelier to take their loyalty elsewhere.
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Where Startups Go Wrong
The DIY Trap
At ELR THE DESIGN LAB , we regularly encounter startups launching with logos created on Canva, rushed colour selections, AIgenerated taglines, and zero design consistency across channels. The result is confusion, and in branding, confusion costs everything.
AI tools miss the emotional depth and cultural understanding that connect with real people through storytelling. When founders attempt DIY branding or rely solely on AI-generated content, they create disjointed visual elements that confuse rather than clarify their message, ultimately alienating the customers they’re trying
Lucidpress says 60% of companies see revenue grow by 10-20% when maintaining brand consistency. Inconsistent branding fragments your message and alienates potential customers before they experience your product.
AI can generate logos from prompts and templates. Still, it lacks the expressive creativity
needed to ensure your design truly resonates with your unique audience or meaningfully differentiates you from competitors. Why settle for a template hundreds, if not thousands, of businesses worldwide have already used? That generic branding damages your credibility and makes your business blend in, not stand out.
Treating Branding as One-Time Activity
Many startups view branding as a single task: commission a logo and move forward. However, branding is a living system requiring consistent application and evolution. A global study by RWS surveyed over 1,800 millennials and found that 60% of customers expect consistent brand messaging across every channel. Yet many startups fall short of this standard. When branding is fragmented, customers struggle to connect, recognition breaks down, and they’re likelier to take their loyalty elsewhere.
Lack of Strategic Alignment
Effective branding aligns with who you are, what you do, and how you deliver value. Trust erodes when startups make promises unsupported by operations, product quality, or customer experience. Your brand becomes a liability rather than an asset.
Choosing the Right Design Partner
Working with the appropriate designer can transform your business development. Consider these essential criteria:
Sector Experience:
Choose partners who understand your industry. For example, we specialise in fashion, beauty, lifestyle and culture brands because of my publishing background. I have immersed myself in the visual language and continually learn the business factors.
Portfolio Depth:
Strong portfolios demonstrate results, not just aesthetics. Enquire about the strategic thinking behind visual decisions.
Cultural Fluency:
Representation matters. Your brand should reflect the community it serves. We design with cultural awareness at our core.
Clear Process:
Professional studios operate with transparent, collaborative, structured methods focused on measurable outcomes.
Brand Before Marketing
Many startups attempt marketing before establishing brand foundations, which wastes resources. You cannot effectively promote what audiences don’t understand. Branding provides the signal; marketing amplifies it.
Invest in branding before launching ad campaigns, attending exhibitions, or rolling out new features. Founders who treat branding as a strategic investment, not an afterthought, build businesses with longevity.They attract the right audience, justify premium pricing, and foster lasting emotional loyalty.
As brand strategist Marty Neumeier observed: “The keys to brand success are self-definition, transparency, authenticity, and accountability.”
Developing Your Design Eye
You needn’t be a designer to recognise quality, but understanding what makes design effective is crucial:
Principles of Good Design:
Effective design serves a purpose beyond decoration. It communicates, functions efficiently, and maintains relevance over time. When evaluating design work, ask: Does it serve its intended function? Is the message clear? Does it feel appropriate for my target audience?
Quality Indicators:
Professional design demonstrates meticulous attention to detail, such as typography, spacing, colour pairings, and composition.Typography should be legible and appropriate for the brand’s personality. Colour palettes should be on-brand and purposeful, not merely trendy.
Red Flags:
Poor design reveals itself through inconsistent spacing, incorrect font choices, clashing colours, or confused layouts. If design feels amateurish, customers will transfer that perception to your business.
Study brands you admire within and beyond your industry. Analyse what makes their visual communication effective. This education becomes invaluable throughout your business journey.
Branding as Strategic Investment
Branding isn’t a luxury; it’s a strength. Your product, business model, operations, and team all matter, but none function effectively without clear, compelling value communication.
Strong branding allows for…
Attracting investment:
Investors support businesses they believe in, and belief begins with perception. Professional branding signals clarity, purpose, and competence.
Building trust:
People purchase from brands they recognise and relate to. Branding communicates values and creates familiarity, the foundation.
Supporting premium pricing:
Customers willingly pay more when your brand reflects quality and confidence. Weak branding forces price competition; strong branding enables value-based positioning.
Providing team identity:
Clear branding gives internal teams rallying points and defines their market presence, communication style, and priorities.
Ensuring consistency:
Every customer touchpoint should feel intentional and on-brand, from packaging to emails to phone interactions.
Attracting partners:
Excellent branding positions you as a professional and ready for collaboration.
The Path Forward
At ELR THE DESIGN LAB, we help founders create visual identities that transcend appearance to deliver measurable business impact. Your startup’s greatest asset isn’t your product, technology, or team. It’s your brand, and treating it as the powerful, revenue-driving asset it is will determine your business’s trajectory in an increasingly competitive marketplace.
So here’s your call to action: Stop treating branding as optional and see it for what it truly is: a powerful tool for driving revenue, unlocking opportunities, and building long-term value.
Contact Ella for more information: info@elrthedesignlab.com
The Birmingham Black Business Show returned to the NEC on Saturday, June 14, 2025, drawing over 4,000 attendees for a powerful day of connection, empowerment, and celebration of Black excellence.
Now in its fourth year, the event brought together a vibrant mix of Black professionals, entrepreneurs, creatives, students, and allies for a day of discovery and growth. Across two buzzing stages, 70+ influential speakers delivered honest, energising talks filled with insights on leadership, identity, innovation, and resilience.
On the show floor, 100+ exhibitors showcased incredible Black-owned brands, community organisations, and diversity-driven employers. From product launches to recruitment conversations, the atmosphere was electric, full of opportunity and shared purpose.
The energy and ambition of the West Midlands proved once again why this show is a vital part of the UK’s Black business ecosystem. Attendees left inspired, equipped with real tools, new connections, and a sense of what’s possible when we show up for each other.
The journey continues this October during UK Black Business Week, and we’re inviting your readers to two of our most anticipated events:
BlackWomen Business Talks
Black Men Business Talks
These sessions offer more than inspiration. They’re a space for truth, strategy, and transformation led by Black professionals who’ve built, rebuilt, and are still rising.
Expect honest conversations, practical insights, and a community ready to lift as they climb. Whether you’re in business, climbing the career ladder, or just getting started this is for you.
Naomi Wachner
As Black professionals and business leaders, we often carry more than a simple job title. We carry the weight of legacy, representation, and the drive to excel on our shoulders. We’re not just building businesses. We’re breaking barriers. But with that comes the pressure to ‘do it all’ and to remain ten steps ahead. And while we can, why should we?
After all, momentum without intention is not leadership. True leadership is about discerning where our time and genius best fit, reclaiming our role as visionaries. It is about stepping into a new rhythm that values strategy over intensity; stepping into a new luxury where clarity is our greatest currency. This is the quiet luxury of intentional outsourcing, an often overlooked tool that unlocks your most powerful lever for sustainable success.
If you’re anything like me, you know what it feels like to carry the business on your back. The wins are rewarding but usually accompanied by energy leaks that quietly chip away at our clarity and peace of mind. We don’t always talk about it, but the unspoken pressure to outperform, represent, and prove oneself can create a constant, often exhausting, undercurrent of vigilance; a wearying, continual hum in the background. Breaking ceilings, creating generational change, and attempting to do it all ourselves can cause us to operate from a place of survival, rather than strategy. However, deep down, survival does not build sustainable success.
Behind the polished exterior and packed calendars, we may find ourselves drowning in a tide of high-stakes decisionmaking, operational bottlenecks, and high-pressure habits that erode our capacity to lead effectively. It’s often these unspoken expectations and pressure-driven habits that show up in familiar, and costly, forms:
Waking up to an overflowing to-do list and jumping straight into firefighting mode, before even finishing a cup of coffee.
Spending hours formatting proposals or updating CRM systems feels easier than explaining it to someone else.
Micromanaging a team because delegation has failed in the past, while quietly thinking, “It would’ve been quicker if I’d just done it myself.”
Believing that busyness equals progress, whilst feeling chaotically disconnected from our own vision.
These high-functioning habits are, in fact, reactive energy leaks; they are both emotionally draining and financially costly. Every hour spent on these low-leverage tasks is an hour stolen from innovative-led activities like strategic planning, revenue generation, and business development. We are stuck in busy mode but not necessarily moving forward.
When we consistently are pulled away from our zone of genius, the space where our insight and decision-making hold the greatest value, momentum stalls, and our focus becomes fractured. But this isn’t just a workflow problem; it’s a mindset one. And it’s keeping too many of us in cycles of burnout and stagnation.
So, what do we do when our role as a founder becomes more about survival than elevation?
The Solution: Intentional Outsourcing as a Leadership Strategy
We often associate outsourcing with crisis management, a solution driven by urgency and overload. Intentional outsourcing, however, is rooted in foresight and alignment. It’s a strategic decision made from a place of clarity, not crisis, prioritising lasting results over quick wins. In this sense, intentional outsourcing is proactive, not reactive. When done well, it becomes profit-focused delegation, resulting in an operational layer of calm. It reduces friction, enhances output, and allows us to move forward with clarity and control, focusing our time where it makes the greatest impact.
Leaders who prioritise intentionality and clarity of focus consistently outperform their peers, not because they move faster but because they move with precision. They resist the seductive pull of constant busyness and understand how acting with intention strategically drives meaningful growth.
With intentional outsourcing, the results are tangible. A Harvard Business Review-backed study reported that 80% of high-performing leaders who intentionally emphasise high-value tasks over low-priority ones observe a 30% boost
in productivity and 25% higher team engagement. This is the new shape of support: quietly elite, deeply personalised, and strategically embedded into your business. It may not be loud or showy, but it’s the quiet luxury of having the right expert in the right place, doing the right work.
When aligned support handles the day-to-day operations, founders can focus on high-leverage activities: revenue generation, strategic partnerships, product development, and long-term planning. From personal experience, as soon as I implemented intentional outsourcing into my own strategy, I began to sharpen my focus and finally reap the rewards of working on the business, not just in it.
The Result:
The Quiet Luxury of Focus and the Rewards of a Clear Mind
When visionary leaders choose intentional outsourcing, the transformation is often immediate, not just in their work but also in their mindset. What begins as a practical business decision quickly becomes more powerful: the quiet luxury of clear focus.
No more context-switching between client delivery, team oversight, and administrative tasks that drain time and energy. In its place? Mental space. Strategic clarity. Operational confidence. Financial growth.These are the rewards of acting with intention.
Higher client retention and satisfaction due to increased leadership presence.
Increased revenue from new business development and faster execution on growth plans.
Reduced staff turnover and burnout, thanks to better dynamics and systems.
The confidence to say yes to high-value opportunities is needed because capacity is no longer questioned.
Choosing intentional outsourcing is an act of self-leadership. It gives us the mental clarity to innovate, the emotional bandwidth to lead powerfully, and the confidence to expand on our terms.
Remember:
When our Minds are Clear
Our vision expands, and so does our impact. True leadership isn’t about doing it all. It’s about knowing what we can do and building the systems, support, and space to do it at the highest level.
This is what building from a place of clarity looks like.
This is the new luxury.
Founders who embrace this level of intentionality often report gaining back 10 to 20+ hours per week, translating into more time for sales conversations, thought leadership, client strategy, and growth planning. These activities build revenue, deepen client relationships, and scale sustainably. In practical terms, that reclaimed time often yields measurable results, such as: www.calibrevaservices.com
8,000+ Attendees 200+ Exhibitors
It’s more than a stand it’s your space at the centre of a movement. The UK Black Business Show is the premier expo for Black-owned brands and diversity-forward companies looking to grow, connect, and be seen. Stands are selling fast...
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GLOBAL IMPACT
Media WRITER
Lizzie Griffiths
Meet Sharon Missah, the powerhouse behind DXB, a platform that’s as bold, honest, and communitydriven as she is. With 16 years of international marketing experience and a deep passion for authentic storytelling, Sharon is building a media movement that puts authentic voices and underrepresented stories at the centre. From digital conversations to live events, her work sparks necessary dialogue and resonates far beyond Dubai.
In this exclusive interview, Sharon discusses the personal turning point that inspired Let’s Talk DXB, what makes the platform thrive, and why she’s excited to contribute fresh, diverse stories from the UAE to Black Business Magazine as our new contributor.
You’ve got 16 years of global marketing experience. What made you pivot to launching Let’s Talk DXB, and what was the “aha” moment that kicked it all off?
My passion for content creation began quite early in my career. I was naturally interested in learning about other people’s experiences, backgrounds, and journeys. The real push came during a difficult season in my personal life - divorce and solo parenting. I took a step back to reflect on what I am passionate about and how I wanted to spend my time to fulfil my purpose and help others. That period of taking a leap of faith and challenging myself became a catalyst. It reminded me that sometimes the most challenging moments, personal or professional, open the door to growth and unexpected, yet meaningful new chapters.
What began as a necessary space for authentic, diverse, and educational conversations has evolved into a thriving, engaged community. It has allowed me to connect with a diverse range of people from different walks of life, and we share knowledge and experiences on a much deeper level.
Today, Let’s Talk DXB isn’t just about conversation but also community, representation, and providing insights that help others navigate their journeys.
It is really rewarding to combine my 16 years of international marketing experience and storytelling skills to create a diverse and valuable space for my community and beyond.
Let’s talk about Let’s Talk DXB’s success. What do people connect with most about the platform?
The connection comes from our authenticity. Having lived and worked in Dubai for 13 years, I have seen the growing need and appetite for content and conversations rooted in real experiences from diverse perspectives.
When I launched the first Let’s Talk DXB conversation, ‘Divorced in Dubai’, the positive feedback was overwhelming, and it quickly became apparent that there was a gap. At the time, few platforms in Dubai explored real-life experiences of people, particularly for my community, living and working in Dubai, and Let’s Talk DXB strips away the surface-level narrative.
Whether it’s a renowned entrepreneur sharing the realities and sacrifices they
have made, an individual who has had to rebuild and overcome a personal or professional challenge, or someone new to the city navigating loneliness and building authentic relationships, the human stories resonate.
You’ve made it your mission to create a space for underrepresented voices. What’s been most rewarding so far?
I have always been clear that one of the missions of Let’s Talk DXB is to bring more diverse perspectives and voices to the media industry. Early in my career, I experienced a lack of representation. Therefore, I am grateful to create a platform that aims to make a difference, and I know this from the feedback we receive. When people see themselves reflected positively and with nuance, it reshapes their mindset and their sense of possibility. It sends a powerful message: If they can do it, so can I.That ripple effect of empowerment fuels everything we do at Let’s Talk DXB.
Knowing that our platform contributes
to shifting narratives, building confidence, and opening doors for others makes it worthwhile, especially during challenging times.
You recently received the Women Who Thrive Inclusion and Diversity Award. What does that mean to you?
It’s incredibly affirming - not just personally, but for the broader mission that Let’s Talk DXB stands for. It signals that intentional inclusion and diversity work matters. I have found so much value in learning from other perspectives and allowing the less represented to be seen and heard equally.
It is not just about giving people a microphone; it is about listening respectfully, amplifying their stories, and ensuring they are told with dignity and depth.
On a personal level, it also felt like a celebration of resilience. As I mentioned, Let’s Talk DXB was born during a very challenging period. It is
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deeply, ask the right questions, and treat stories carefullyparticularly vulnerable conversations.
” I listen
humbling and motivating to see it now recognised as a force for good in the inclusion and diversity space.
In a city like Dubai, this work feels essential. Dubai is one of the most multicultural cities in the world, with people from over 200 nationalities living and working here.That incredible diversity allows platforms like Let’s Talk DXB to help ensure that the richness of these communities is not lost, but instead authentically brought to light.
This recognition reinforced that platforms like Let’s Talk DXB are not just a nice-to-have but necessary. It validated the hard work of building a community and reminded me that every conversation and story can contribute to a shift.
Your content balances education, honesty, and engagement so well. What’s your secret?
It starts with curiosity, respect, and intentionality.
I often get asked, “How can you meet someone for the first time and make them feel so comfortable, allowing them space to share and be open?” My answer is that I always go to the core. We are all human, and relatability and authenticity are key. I listen deeply, ask the right questions, and treat stories carefully - particularly vulnerable conversations. My approach is to create conversations that are honest, meaningful, and impactful for the Let’s Talk DXB community.
We foster genuine connection and learning by holding space for people to tell their stories in their own words.This balance between education, honesty, and engagement helps build a trusted community where voices are respected and uplifted.
Dubai often feels glossy and polished. How do you create space for raw, community-driven conversations?
Dubai is a great and unique city; I wouldn’t have stayed here for this long if I hadn’t thought so. But I appreciate that there is a hunger for connection and real community.This is why I called the platform Let’s Talk DXB. It was a call to the Dubai (DXB) community to talk about life, successes, challenges,
and the support needed. Let’s talk about the real things and various seasons that life brings our way, even when the sun is shining in Dubai.
The ‘how’ came naturally. I think my bravery in opening up about my journey in such a vulnerable and raw way gave others the space to want to share and be part of a safe and authentic community. As the interest in in-person connectivity grew, I recognised the need to take our digital platform to the next level through the Let’s Talk Live conversations and events. These have been so well received and valuable, in addition to the digital content.
As a contributor to Black Business Magazine, what stories are you most
excited to explore about Dubai?
I am a storyteller, so I am excited about the opportunity to spotlight Black creatives and professionals building innovative businesses. The AfroCaribbean community and ecosystem of entrepreneurs have grown a lot in Dubai, which is great to see. However, there is still limited representation, which is why this publication is essential.
As a marketer who has spent a large portion of my career in Dubai, sharing insights on the creative industry is a topic I am passionate about, particularly as the creator economy in Dubai is booming! The city continues to attract some of the leading talent, all with the ambition of exploring and accelerating
opportunities like never before.
Lastly, of course, there are stories of expats navigating life in Dubai, especially those who are new.Why? Having been in the same situation 13 years ago, which looked very different from now, I am eager to share others’ experiences and, where possible, pass on my years of knowledge.
What’s next for Let’s Talk DXB? Any upcoming plans or collaborations?
Yes, we will launch another edition of our live conversation series as we continue to expand our community offering by combining our digital content and in-person experiences. We have a number of great conversations in the pipeline, which will be valuable learning experiences.
Our key goal is to ensure we can meet the growing and increasingly international community. We are seeing engagement beyond Dubai, which is excellent, and we now need to explore how to meet the interest beyond Dubai.
Partnership has been my word for this year, and I look forward to working with companies and brands that align with Let’s Talk DXB’s objectives to amplify voices, grow the community, and the resources we provide.
At
Birmingham Hippodrome
, we’re on a mission to provide
that ‘goosebumps’ feeling through
memorable and extraordinary
experiences.
As one of the biggest providers of arts and culture in the city, the Hippodrome provides over a million people a year with those same ‘goosebumps’ moments through our on and off stage programmes, including musicals, dance, opera, comedy and free festivals across the city.
We believe in Birmingham and the West Midlands, and are committed to developing and amplifying the creative talent of the region to help more artists thrive and make careers from a base in Birmingham.
Coming to Birmingham Hippodrome...
Jon Gilchrist Artistic Director & Chief Executive Officer
Judi Love: All About the Love
LEADERSHIP LENS
Science
WRITER
Lizzie Griffiths
From pipettes to Python, Douglas Acheampong is a rare blend of scientist, storyteller, and systems thinker. As an award-winning science communicator, founder of Science Go, and a rising voice in the data and AI space, Douglas has spent over a decade breaking down the walls between science and society, one idea, classroom, and stage at a time.
With roots in biomedical science and a growing UX design and AI architecture toolkit, Douglas brings a future-facing lens to education, tech, and innovation, especially within African and diaspora contexts. Whether he’s designing immersive STEM experiences or decoding complex algorithms, his work is grounded in one mission: to make science more human, more accessible, and more transformative.
As a new contributor to Black Business Magazine, Douglas joins us to explore the intersections of ethics, emerging tech, and culture, with a unique voice that’s as curious as it is conscious. In this interview, we dive into his journey, the vision behind Science Go, and why the future of science must be rooted in data and wisdom.
Welcome to the convergence.
You’ve moved from lab work to science stages and now into data and AI. What’s been the common thread in your journey so far?
The common thread has always been curiosity and communication. Whether pipetting in a lab, breaking down complex ideas on stage, or exploring algorithms and AI systems, I’ve always been driven by a need to understand how things work and, just as importantly, how to explain them in ways that connect with people.
At the core, I’m a translator of data, science, and patterns, whether molecular, social, or digital. The shift into data and AI doesn’t feel like a departure but an expansion. Each stage of my journey has either deepened my
scientific practice and technical skills or sharpened my ability to convey complexity and connect with how others see, feel, and interpret science. It’s been about more than knowledge; it’s been about meaning.That thread continues to turn insight into impact and to explore science not just as a method but as a conversation.
Tell us about Science Go. What sparked the idea, and what do you hope it changes about people’s experiences of science?
So, Science Go was sparked throughout my education. I struggled with the conventional curriculum format. Many times, I’d sit outdoors in frustration and imagine scientific processes occurring around me. This helped me grasp the concepts more easily. One particular moment at college, I sat underneath a tree holding a leaf. I’d use my imagination to imagine processes like photosynthesis and the chloroplast within the leaf popping out, putting context to what I learnt in the classroom in real life! Many similar situations occurred. Many years later, I entered a particular coding competition. That idea won and sparked my journey. At this point, I had already been a STEM Ambassador and Science communicator for several years. I aim to help people see and interact with science hidden in the world around them, to create a more personal connection with Science, and provide them with scientific tools to explore their world.
You won the Cambridge FameLab back in 2019. What was that like, and how did it shift how you think about communicating complex ideas?
Personally, it was impressive to win and have the opportunity to represent Cambridge at the UK FameLab Finals. At that point, it was the largest audience I had spoken in front of, and the topic I shared was an essential subject to cover. I talked about robotics, AI, and the importance of humancentred design because, as biological ‘social’ creatures in an increasingly automated world, human connection is a fundamental aspect of our existence, and we must respect this when designing our technological environment. I experienced both a sense of excitement and anticipation.
The finals took place in Cheltenham, where we underwent a masterclass training in science communication. The instruction was invaluable; I then had the opportunity to meet many. It was truly invaluable to share the space with the science communicators I had watched on television as a child, learning from them and socialising at the event.
You’re deep into a Master’s in Data Science and AI right now. How’s that influencing how you see the future of education, tech, or even your work?
It’s reinforced my research and given me a deeper technical understanding of the processes I’ll use to deliver my work in
education and create digital tools.
You’ve worked with schools and innovators in both the UK and Ghana. What needs to happen next to boost African-led science and tech?
Looking at the infrastructure of innovation and science education as a whole, some areas need attention: the curriculum in Africa itself focuses heavily on rote learning. Education in Africa isn’t bad. Particularly in Ghana, which has students winning competitions globally, they often produce some excellent outcomes. However, the science curriculum is incomplete; there needs to be more of a focus on the 2nd part of science education, ‘inquiry-based’, which leads to new ideas and innovation.
This approach to teaching would foster more African scientific discoveries. Furthermore, with this foundation, it can give way to African-led industries. Funding pots and streams would be necessary to nurture these new ideas, start-ups, and research. Outreach programmes are essential because ideas and discoveries can emerge from anyone, anywhere, and I’ve been actively working on this through one of my recent projects.
You often talk about this idea of “convergence”combining data, biology, AI, and human experience. What does that mean to you in practical terms?
To me, convergence is where biology, data, AI, and human experience begin to merge, just like smartphones once fused separate tools into one. We’re seeing AI interpret genomes, co-author research, and transform how we learn. This acceleration points us toward the singularity, a future where AI could surpass human intelligence entirely.
In all this, wisdom becomes vital. It’s not just knowing, but knowing what matters. In a world overflowing with information, wisdom helps us choose wisely, design consciously, and lead ethically. Every culture is different, and how this technology is applied to one culture may not necessarily be able to be applied the same way in another, and here is where wisdom is needed.
Without wisdom, convergence becomes noise or maybe harmful. With it, we can build a future that’s not only smarter but also more humane.
As a new contributor to Black Business Magazine, what kinds of stories or topics are you excited to explore with readers?
I’m excited to explore topics on ethics, data, AI, science, tech and more, and uncover what they may mean and look like in context for different subcultures. I’d like to present thoughtprovoking pieces with great scientific communication for people to take away with them and hopefully spark new ideas and conversations in their communities and techniques to apply in their everyday lives and businesses.
STRONG
LEADERSHIP LENS
Branding
Start Strong
How to Build a BrandThat Commands Attention from Day One.
Bringing your startup to life is an exciting milestone. After months of refining your idea, developing your product, and staying rooted in your vision, it’s finally time to launch. However, nowadays, cutting through the noise from the outset is essential.
Whether you’re launching a direct-to-consumer brand or gearing up for retail entry, this guide outlines three golden keys to building a high-performing brand from the outset with:
Strong positioning
Impactful marketing
Early retail readiness
WRITER
Anne-Sophie Martin-Kukah
Branding & Positioning for Success
Build it right before you build it loud.
Your Unique Selling Proposition (USP) is more than a catchy phrase - it’s your brand’s heartbeat. It sets you apart and gives customers a reason to choose you over others.
How to get it right:
Audit the competitor offerings, messaging, and marketing strategies to find the whitespace your brand can own.
Identify the emotional or functional gaps your product fills in the market.
Use insights directly from your target customers. Be specific when building your brand positioning and messaging, not general.
Take The Vegan Patty Lady, a brand we work with. To support its retail entry, we strengthened its positioning by going beyond the “vegan” positioning and spotlighting nutritional value and exceptional taste. This addressed a common consumer concern: vegan options often compromise on flavour. The refined message? Nutritious vegan patties that don’t compromise on taste.
Harness the Power of Storytelling
Branding isn’t just about ‘look & feel’ - it’s about the founder’s story, the brand mission, and the transformation your product offers. When packaged into a compelling brand story, it helps customers emotionally connect with your ‘why.’
Use this framework to shape your story:
MISSION
Why now, and why you?
PURPOSE What are you here to change?
UNIQUENESS
What sets you apart from the competition?
TRANSFORMATION
What changes do you bring to your customer’s life?
ORIGIN
What inspired your brand?
REMEMBER
Your story should live everywhere; on your website, packaging, social media, and investor decks. A great story can build connections, entice purchases, and aid customer loyalty.
Marketing That Converts
Launch Loud: Build Early Momentum
Successful brands don’t just launch - they arrive with intention. Therefore, building hype and warming up your audience before launch is key.
Practical ways to create traction:
Run teaser campaigns, early-access waitlists, and behind-the-scenes content.
Partner with micro-influencers and social media platforms where your target audience is likely to be present.
Soft-launch your product to test messaging and gather early feedback.
Execution tips:
Use email and SMS marketing as early as possible to drive impact.
Establish a meaningful online presence through socials by remaining consistent.
Leverage authentic, founder-led content. Remember, people buy from people.
Explore brand collaborations that enhance your story and broaden your reach.
Turn Interest into Action. Attracting attention is one thing. Converting it into sales is another:
Build trust quickly with social proof. Consider social proofing widgets on direct-to-consumer sites, feature reviews, showcase testimonials, and remarketing with user-generated content.
Simplify the purchase journey. Enable guest checkout with minimal clicks to reduce friction, and optimise your site for mobile use.
Conversion boosters to try:
TIME SENSITIVE
offers tied to your brand’s purpose (e.g. “10% of proceeds support XYZ cause in October”).
REFERRAL PROGRAMMES
and ambassador schemes to amplify word-of-mouth recommendations, drive trust, and aid purchases.
PROOF THAT REFERRAL SCHEMES CAN WORK
A premium probiotic brand we supported saw an online conversion rise by +15% within its first month of launching its “Refer a Friend” program. The successful scheme enabled the brand to increase its relevance towards a new audience in need of probiotics, with minimal costs, through word-ofmouth recommendations from existing shoppers.
LOYALTY CARDS
and “save & subscribe” schemes to increase customer lifetime value
RETARGETING
campaigns that provide value to help the brand remain top of mind throughout this whole user journey.
Be retail-ready from day one…
…even if you’re not pitching to buyers yet.
Being “shelf-ready” isn’t just about packaging. It’s about positioning your brand for growth. Early on, thinking like a retail brand can help you make smarter strategic decisions.
Retail buyers look for:
Clear category positioning of your brand
Strong, benefit-led claims of your product against the competition
Proof of market demand (consistent demand, social traction, growing waitlists, media buzz)
Brand credibility (through multiple awards, press features, product certifications, and compliance with local regulations)
Packaging that is shelf-friendly - succinct and informative
“Retail readiness” also means having your operations and materials in place:
Robust brand financials that support both retailer margins and in-store promotional pricing
A professional pitch deck and one-pager tailored to retailer interests and the needs of the shopper your brand targets
Barcodes, shelf life assurance, and scalable production/logistics systems are either in place or in the process of being lined up
Getting listed is only the beginning. Staying listed requires consistency and performance. Key ways to ensure staying power:
Build a community that retailers can tap into through the power of your brand
Design packaging that grabs attention and communicates product benefits in under 3 seconds
Show up in person - buyers connect with passionate founders and compelling stories
Pro tip: Don’t wait for retail to validate your concept. Use your direct-to-consumer
channels to test, learn, and iterate. That way, your pitch will be stronger and embed real demand insights from your direct-toconsumer channels.
The best brands don’t just launch, they land with impact. They’re rooted in purpose, built with intention, and designed to last.
No matter your budget, your business can start strong with the proper foundation. Whether you’re opening your online store or crafting your first buyer pitch, remember this:
Your scroll-stopping, shelf-ready, community-loved brand starts now.
For more tips on retail success, download your FREE Retail-Ready Toolkit
Have a brand or retail question? Send it to info@ ascentsgroup.com, and AnneSophie may answer it in the next issue.
Follow her on LinkedIn: AnneSophie Martin-Kukah
Build a Brand That Stays on Shelf.
From six figures in debt to building multiple sevenfigure businesses, DJ The Money Coach embodies the power of financial literacy, faith, and purpose-driven entrepreneurship. This Certified Estate Advisor and Chartered Senior Financial Planner has helped Middle Class America achieve economic freedom through practical education for over two decades.
Today, through Deransburg International and the Take a B.I.T.E. Out of Zanzibar project, he’s turning luxury travel into a model for ownership, diaspora empowerment, and generational wealth on one of Africa’s most stunning islands.
GLOBAL IMPACT
Business WRITER
Lizzie Griffiths
Let’s start at the beginning. How did your journey from $60,000 in debt to building multiple 7-figure businesses shape the vision behind the Zanzibar project?
I accumulated $60,000 (£44,688.91) in debt while in college and didn’t even know it until I applied for my first mortgage in 1998. I made good money, had savings, and had a professional job, but I was denied due to a 525 credit score and personal debt. That rejection didn’t stop me. I later started my first business, White Glove Immaculate Services, and scaled it to six figures. When I returned to the same bank for a business loan, I was denied again, even with six figures in revenue and money in their bank. This time, I was angry. I realised my lack of credit knowledge was holding me back.
I remember watching Suze Orman on PBS, buying her book The Road to Wealth, and reading the chapter on credit.Within 12 months, I raised my score to 700.Within 24 months, I hit 800. I paid off all my debt and became completely debt-free by 2002. By 2008, I had a sevenfigure net worth and ran a seven-figure business.
The Zanzibar vision was shaped by my understanding that personal credit, business credit, and being debtfree as a consumer are key. That discipline allowed me to launch multiple businesses, ultimately leading to the Zanzibar project, a dream once deferred in Mexico, now fully realised through the principles I lived and taught.
In 2021, you landed in Zanzibar with a bold vision. What did you see in the island - economically, culturally, or spiritually - that sparked this movement?
In 2021, I landed in Zanzibar with a clear vision, but the spark began years earlier. In 2017, I stayed at a resort in Playa del Carmen that exceeded every expectation. I later tried to invest in that resort, but couldn’t complete the deal due to residency requirements. What felt like a missed opportunity was divine preparation for what I would eventually build in Zanzibar.
When I first visited, I saw it instantly: Zanzibar was the planet’s fastest-growing, most exotic, and welcoming island. Economically, my dollar stretched exponentially. Culturally, I met the kindest people in the African diaspora. Spiritually, I felt like I had come home.
It reminded me of Mauritius, Seychelles, and the resort I once tried to invest in, but only this time did I have the chance to build something from scratch. Inspired by a friend already buying real estate on the island, I pivoted my trip into purpose. That’s when Take a B.I.T.E. Out of Zanzibar was born.
“BITE” stands for:
Buy 100 acres in 5 years
Invest in 5 core industries (travel, transport, chef services, excursions, cleaning)
Train and employ local Zanzibaris
Empower them with businesses.
We’re already 3.5 years into the first phase: building hard assets. The following 5 years will scale our ecosystem into a $1.3B opportunity.
This isn’t just a business, it’s a movement. And it started with a vision God gave me long before I knew what it meant.
Tell us about the “Trips” pillar. What makes P.O.M.P.O.M. Vacation Club and Escape to Zanzibar more than just luxury travel experiences?
The “Trips” pillar of our movement is more than just travel; it’s the gateway into a larger ecosystem of ownership, legacy, and impact. Escape to Zanzibar and the P.O.M. - P.O.M. Vacation Club is intentionally designed to shift perceptions, create access, and spark long-term investment.
First, we start with the experience. These are not just vacations but curated, bucket-list trips to the Indian Ocean’s most beautiful island. Guests see firsthand that Africa is safe, welcoming, and luxurious. That alone is transformative.
But the real power begins after the trip. Travelers can purchase land and property in Zanzibar through our structured real estate system under Deransburg International. For many, this is their first step into international ownership.
From there, we help them explore how to launch businesses on the island through our vacation club model. Like Marriott Bonvoy, the P.O.M. - P.O.M. Vacation Club offers flexible travel plans,
from one week to six weeks, paid for monthly, without the burden of a timeshare. It’s a modern approach to lifestyle travel with built-in access to business ecosystems.
This three-part journey, travel, real estate, and business, positions every member to visit paradise and own a piece. The final step is equity and legacy. By participating in this model, our travelers move from tourists to stakeholders. No other travel programme offers this access, opportunity, and intention.
This is how we use trips to build long-term impact, for ourselves and the people of Zanzibar.
The Zanzibar project is guided by five core principles, ranging from cooperative economics to sustainable diaspora growth. How do these values manifest in daily operations or partnerships?
Number one, cooperative economics. We have to work together. That’s the first thing we’re doing on the island. We’re working with Zanzibarians. We’re working with people from Dar Salaam.
Number two, we’re leveraging our professional networks. So, I’m using my and your professional networks and working with high-end professionals to complete this.
Number three, I’m taking my existing successful 25-year ecosystem, the Seven Spheres of Money, and partnering up with other thriving ecosystems with 5 to 10 years of success. We are importing that onto the island.
How does that value manifest in daily operations or partnerships? It’s really simple: just from the construction company that we started, just from the people that we employ every day, we have drivers, restaurant partnerships, musical partnerships, transportation, and chefs we’ve hired. Every day, someone is working with us, for us, collectively, to ensure that these five core principles make the foundation the strongest part of our operation.
We invested in the community, including irrigation systems, a K–8 school, and healthcare every third Friday. We also want to bring a private university abroad programme through the University of Texas at Austin.
We’re partnering with the people of Zanzibar and bringing people from the diaspora to help us create cooperative economics, leverage professional networks, integrate two independent ecosystems into an interdependent relationship, and create equity and ownership for the entire enterprise inside the diaspora.
Legacy seems to be a major driver in your work. What generational impact do you hope this ecosystem will have on Black families worldwide?
First and foremost, we don’t need anyone outside of the diaspora for anything. That’s a level of confidence we all need to have: God is no respecter of persons.
Number two, we should now see that we are all the same. Whether you’re African, Caribbean, or a Black professional American, we all should understand that we
didn’t take a dream and a trip to Mexico by chance, jump off a ledge, and come to Zanzibar without doing my research
“ ” I
should work together. That is the most important part of the legacy, meaning we are one tribe worldwide.
The third part is that this ecosystem will create generational wealth by creating generational business opportunities that will create generational jobs for anybody and everybody in and outside the diaspora. And we, unlike nobody else, no different than the Chinese, the Germans, or the French, can create a hospitality industry on our continent, country, and island. We can serve the masses and live with the classes because this isn’t rocket science.
The legacy is that we will now empower ourselves with businesses and jobs, education, and opportunities that we never have to ask for from anybody else again. And we can all prosper with peace of mind and have the P.O.M.P.O.M. Lifestyle.
What would you say to a Black entrepreneur, investor, or family curious about Zanzibar but unsure where to start?
The first thing to do is to do your research. Read a book called Africa
Rising, a case study done at the University of Texas at Austin and published in 2012. It describes the four growth phases on the continent of Africa and then specifically describes the massive increase in East Africa.
I didn’t take a dream and a trip to Mexico by chance, jump off a ledge, and come to Zanzibar without doing my research. That’s the first thing.
The second thing is, now look at us as an institution. Kick the tires. Check out our website. Check out our IG. Check out my LinkedIn. I’ve been in business for 25 years. I’ve grown four 7-figure companies - in the cleaning, real estate, financial securities, and development and resort industries. So, I have a proven track record.
We invite influencers and investors to visit our business residential resort. Once you visit, research, and look at the stuff we show you, it’s real and tangible, and we own everything debt-free. The next thing you need to do is just get started.
How do you ensure that you are respectfully contributing to the island of Zanzibar?
Some might say that this project is reminiscent of past land grabs all over the continent of Africa.
That’s a great question. And it is very important.
Number 1, we are building irrigation systems for the indigenous people that nobody else on the island is doing.
Number 2, we’re providing an elementary school within a 2-mile radius of our resort that’s complimentary to the indigenous people.
Number 3, we’re providing them with healthcare. Every third Friday of the month, two physicians are on the compound, and the indigenous people can come and get a free medical checkup at no cost to them whatsoever. This gives them the complete power of education, healthcare, and clean water.
I’m also partnering with Zanzibarians on the construction side, employing 40 to 50 different Zanzibarians monthly to provide income so that they will not be displaced by the rapid growth of foreigners coming onto the island who don’t look like us.
We are purposely and intently creating
cooperative economics between professional Blacks in the diaspora for the benefit of Zanzibarians on the island so that they will have total autonomy over their land, their business, and their resources.
We have no desire to take pillage, anything whatsoever from these beautiful people. Our only desire is to prove to the world that we do not need help from anyone outside the diaspora.
1. Cooperative Economics
2. Giving them access to my professional network
3. Building ecosystems that will provide security and autonomy for the future.
We’re doing the complete opposite. The proof is in the pudding, as they say in America.
Zanzibar is rich in resources and people. How do you ensure that the resources aren’t depleted and that the people are given agency
over their land while also building your business?
Simple. Zanzibar is a rich and resourceful island, unique in its archipelago. So what we have done purposely, we’ve taken our hard-earned dollars and poured them into the land and empowered the people by working side by side with them, giving them access to our technology, our resources, our community, and bringing them sole autonomy over everything that we can provide for them in unison that we can grow together. And our business is their business.
We’re not bringing them onto the island and using them in menial roles so that we can take away from them. We’re giving them the capacity to be partners, managers, and directors.
You do not see that with the other foreign investors on the island. We’re doing the complete opposite, and we will continue to do that because we are here for the benefit and explosive growth to ensure
“
” We are not foreigners; we are of the diaspora, and we are one
that they are given the technology, resources, and community they do not have from the other foreigners.
We are not foreigners; we are of the diaspora, and we are one. We’re reversing that process by making sure that every time we buy land or start a business, we incorporate a Zanzibarian into our business model as our partners in every aspect of our business.
Through cooperative economics, leveraging our professional networks, building ecosystems side by side with one another, they will always have equity and ownership with DJ The Money Coach and the P.O.M.-P.O.M. Lifestyle Movement.
For more information, visit: www.escapetozanzibar.com or www.DJTheMoneyCoach.com.
Contact us at 866-395-3042 or on IG @ GoEscapeToZanzibar.
When you’re ready, come visit us - and let’s take it from there.
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Lux Afrique Polo Day
The 7th Annual Lux Afrique Polo Day returned in full splendour on Saturday, July 26, 2025, bringing together elegance, culture, and sport in a spectacular celebration of African luxury. Set against the backdrop of lush, picturesque grounds, the event welcomed an exclusive guest list of tastemakers, industry leaders, and style connoisseurs for an unforgettable day of glamour and connection.
Guests were treated to thrilling polo matches that showcased elite athleticism and precision. At the same time, the surrounding festivities offered a sensory journey through the finest in African fashion, music, and gourmet cuisine. From designer-clad crowds to curated luxury lounges, the atmosphere exuded sophistication and celebration.
More than just a sporting event, the Lux Afrique Polo Day was a powerful platform to highlight African excellence and creativity in the luxury space. With every curated detail, from champagne receptions to runway-worthy ensembles, the day reinforced its reputation as one of the summer’s most coveted social affairs.
Once again, Lux Afrique succeeded in showing what it means to fuse tradition with modern luxury, creating a space where culture and class meet on and off the field.
This year’s Black British Business Awards (BBBAwards) finalists have been revealed.
They spotlight 36 Black professionals and entrepreneurs breaking barriers and driving change across the UK and global economy. Now in its 12th year, the BBBAwards continues to be the UK’s premier platform honouring Black business excellence, showcasing industry-shaping talent and the companies that champion inclusion at the highest levels.
The 2025 BBBAwards ceremony will take place on October 17th, at InterContinental London, Park Lane. Winners across six industry categories will be announced before an audience of senior business leaders, entrepreneurs, and changemakers across Britain.
2025 Black British Business Awards Finalists Announced
This year’s finalists include:
Joelle Owusu-Sekyere , Editorial Director at Penguin Random House, is pioneering inclusive storytelling and creating space for new, diverse voices in British publishing.
Serufusa Sekidde , Chief of Staff to the CEO at ViiV Healthcare – GSK, is a medical doctor and entrepreneur championing health equity and access to medical innovation.
Landé Belo, Group Legal Director at Kantar, advocates for equity in the legal and data industries.
Ete Davies, EVP of Dentsu Creative for EMEA, leads a creative force of over 3,000 across 31 markets.
Shauna Roper, an award-winning leader at HSBC, is known for driving inclusive strategy and cultural transformation across global financial operations.
Joey Antwi-Kusi, a former financial executive turned multiunit McDonald’s franchisee, now employs over 300 and mentors the next generation of Black entrepreneurs.
Jennifer Dominic, a rising star in pharma and oncology at MSD UK, combines science, entrepreneurship, and STEM advocacy to transform cancer care.
Dr Sophie Chandauka MBE, BBBAwards Chair and Executive Founder, offered a powerful reflection on the significance of the awards:
“We applaud companies backing Black talent and taking meaningful action to ensure transparent and equitable distribution of capital, access to opportunity, and top jobs… We are stronger when we are brave enough to acknowledge and solve problems together.”
Backed by major sponsors such as JPMorganChase, Wells Fargo, Goldman Sachs, Bloomberg, Ralph Lauren, Barclays, and The Financial Times, the BBBAwards celebrate individual achievement and boldly declare the future of inclusive business in Britain.
Since its launch in 2014, the BBBAwards have recognised more than 400 Black professionals and entrepreneurs. The programme has become a cornerstone of progress, influencing corporate strategy, accelerating inclusive leadership, and shifting how Black excellence is recognised and invested across sectors.
From STEM to storytelling, and strategy to social impact, this year’s finalists represent a powerful spectrum of Black brilliance, and a future built with equity, innovation, and excellence at its core.
Celebrating Black Excellence in Business, Entrepreneurship & Innovation
