Over half UKoffice workers suffer back pain from workstation setup
More than 200 firms sign up for innovative recruitment app
XL Ventures secures in-principle approval for capital markets serviceslicense
Five experts on UK's new 10-year industrial strategy
How emotions rule every stage of the entrepreneurial process
Regional
Tim Meredith appointed VOIPstudio CEO: signals next growth phrase Appco UKreflects on 25 years in the fundraising industry
and Raffle House partner for prize draw industry revolution
Tim Meredith appointed VoIPstudio CEO: signals next growth phase
INTERIOR DESIGN, FIT OUT & DECORATING SPECIALISTS
VoIPstudio, part of Level 7Systems Ltd, today announced the appointment of Tim Meredith as Chief Executive Officer Tim is set to continue the growth established by Chris Maciejewski, who remains as Owner and Director, focusing on product technology and platform innovation.
Chris Maciejewski has successfully steered VoIPstudio from a promising startup into a significant global presence in cloud-based
business communications. Under Chris's visionary leadership,VoIPstudio consistently delivered reliable, cost-effective, and feature-rich solutions to businesses worldwide,building a reputation for technological excellence, incredible support, and customer-focused innovation for over a decade
?I am delighted to welcome Timas CEO,?said ChrisMaciejewski. ?Tim?sextensive
Shutterstock/ Pha graphic
experience acrossengineering, product management, marketing, and commercial leadership uniquelypositionshim to guide VoIPstudio'snext chapter. Hisstrategicvision and industryexpertise will undoubtedly accelerate our growth and help usdeliver even more value to our customers.?
Tim Meredith brings a wealth of experience, having started his career managing IPand voice networks and whose career progressed through product directorship, and senior marketing and commercial leadership Tim has previously held executive positions in leading telecom and cloud software companies, consistently delivering growth through innovative strategies and customer-centric solutions
Commenting on his new role, Tim Meredith stated:?I'm thrilled to have the opportunity to support VoIPstudio'snext phase of growth, with our innovative productsoffering a powerful, cost-effective alternative to traditional playersin the global business communicationsmarket. Chrisand histeam have achieved sustained successover many years, and that mission of rapid market disruption and deliveryof real business value to newand existing customerswill
continue at pace.?
Looking ahead, VoIPstudio customers can expect exciting enhancements, including advanced AI-powered transcription services, insightful call summaries, and customer experience (CX) scoring Additionally, the launch of a new visual call flow editor will simplify comms configurations dramatically, while streamlined integrations with AI voice agents and CRMs are set to boost productivity significantly Strategic partnerships will further enable rapid adoption of cutting-edge technology at an accessible cost, ensuring customers stay ahead in their markets
VoIPstudio continues to lead the charge in transforming business communications through smart innovation, seamless integration, and unmatched customer value.
About VoIPstudio
VoIPstudio, a service by Level 7Systems Ltd, is a global provider of cloud-based business communication solutions. The company empowers businesses to communicate effectively through affordable, scalable, and easy-to-use VoIPsolutions, supported by 24/ 7customer service
5 experts on UK's new 10-year industrial strategy
the ten-year timeframe and potential shifts in political priorities
And regional disparities and social inequalities may not be fully addressed, as the focus is on high-potential city regions. Some areas could be left behind Skills shortages in engineering and digital sectors persist, and there is not enough detail on reskilling and lifelong learning. The importance of supply chain resilience, especially for the critical minerals needed for the green transition is acknowledged but not fully assured
industries?research and development (R&D), which is a driver of innovation, productivity and growth Thisincludes £100 million for the Artsand HumanitiesResearch Council?s clusters programme, which supports location-based,creative R&D partnerships between universities and industry
The UKgovernment haspublished a ten-year strategyoutlining howit aimsto boost productivityand innovation acrosseight key sectorsof the economy From the future of AI to energysecurityand net zero, it?sa broad and ambitiousplan. Our expertsassesswhat it tellsus about howthe UKeconomy?and the jobsit offers?could look in future.
Nuclear placed firmly in the centre of the UK?s low-carbon future
Doug Specht, Reader in Cultural Geography and Communication, Universityof Westminster
strength lies in its substantial investment commitments, however this includes £14 2 billion for the controversial Sizewell C nuclear power station and more than £25 billion for a Small Modular Reactor (SMR) programme
Nuclear energy remains controversial ? nevertheless, the strategy firmly places it as a central pillar for low-carbon, reliable energy and national security
Overall, the strategy is ambitious and well-structured. But a reliance on nuclear rather than true renewables is seeking a quick win with high risks and high costs A more radical and inclusive plan that expanded green infrastructure, and provided details of resilient growth across all regions and sectors, would have been welcomed
An innovation boost for the UK?s world-leading creative industries
Bernard Hay, Head of Policyat the Creative IndustriesPolicyand Evidence Centre, Newcastle University
And by the end of the year, HMRCwill publish clarification on what typesof activity are eligible for R&Dtax relief, to include arts activities that meet certain criteria This is a nuanced change, but together with the other plans, it could have a catalytic effect on innovation in the sector.
Supporting regional creative economies is a golden thread running through thisplan A new £4 billion group capital initiative from the British Business Bank, announced earlier in the spendingreview, will be an important source of scale-up finance for small and medium-sized creative businesses that face barriers in accessingcapital. It is also welcometo see the government both increasing creative industries investment in several city-regions and supporting placesto join up and work together through ?creative corridors?.
For clean energy and industrial growth, the strategy presents an ambitious and comprehensive vision. And it seeks to establish the UKas a global leader in clean energy manufacturing and innovation. Akey
The strategy also targets high-growth sectors, prioritises regional development and introduces support schemes and regulatory reforms to tackle high electricity costs for industry, and slow grid connections. Yet despite these potential strengths, there are notable challenges. Implementation risks are significant, given
Clive Roland BoddyDeputyHead, School of Management, Anglia Ruskin University
The plan for the creative industries is a significant step forward for this critical sector. With multiple new commitments announced on areas ranging from scale-up finance and AI to skills, exports and freelance support, there is a lot to welcome for the sector. After all, it already accounts for over 5% of the UK?s annual gross value added (or GVA? which measures the value of goods and services) and 14% of its services exports
One key aspect is boosting creative
Coupled with the ongoing devolution of powers and funding in England, the next decade provides a huge opportunity for local policy innovation. Thisincludes sharing and scaling proven strategies in growing regional creative economies
An effective industrial strategy relies on high-quality data and analysisto support it This is especially true when dealing with a
rapidly evolving part of the economy such as the creative industries. The new plan includes commitments to strengthen the evidence base, including by increasing access to official statistics. This is good news not only for researchers, but for the whole sector
Advanced manufacturing: promising plans, but persistent problems
Michael Lewis, Professor of Operationsand SupplyManagement, Universityof Bath
The government plans to invest £4 3 billion in advanced manufacturing This covers research-driven production in sectors including automotive, aerospace and advanced materials (engineered substances that are especially useful in these industries) Some firms may also get energy cost relief through green levy exemptions. Along-term plan is overdue, but the challenges are huge. Automotive production is targeted to rise substantially, but the sector will still depend heavily on a range of critical imports. The aerospace sector will start 40,000 apprenticeships by 2035, yet further education funding remains below 2010 levels Much of the promised investment appears to be the repackaging of existing funding.
Most importantly, how to deliver these changes remains unclear There are good ideas, like £99 millionto expand the relatively successful Made Smarter Adoption programme to help small and medium-sized enterprises employ digital technology. But when helping small firms adopt basic digital
tools counts as policy success, it shows how far UK manufacturing has fallen behind competitors Likewise, when you need a new ?connections accelerator service? just to help companies connect to the grid,it shows the scale of basic infrastructure problems that undermine grander ambitions
Overall, the strategy marks real progress However, without clear delivery plans,it reads more like a wish list than an action plan. This explains why industry reactions have been cautiously optimisticat best
A chance to take the lead in the global AI race
Kamran Mahroof, Associate Professor of SupplyChain Analyticsand Programme Leader for the MScin theApplied Artificial Intelligence and Data Analytics,University of Bradford
From a digital and technologies perspective, the industrial strategy appears to signal a strong commitment to anchoringthe nation at the forefront of the global AI race The proposed Sovereign AI Unit shows an intent to ensure national control and access to critical AI infrastructure, computational power and expertise
This is pivotal, not only for research and development, but also for national security and economic resiliencein an increasingly AI-driven world It points to a recognition that relying solely on external providers for cutting-edge AI capabilitiescarries inherent risks.
Besides, some of the world?s most innovative AI businesses are based in the UK British
companies are pushing the limits of what is feasible, from Synthesia?s advances in synthetic media to DeepMind?s developments in machine learning In sectors including public safety, insurance and defence, smaller firms like Faculty, Tractable and Mind Foundry are also having a significant impact
Complementing this, the AI Growth Zones are designed to act as regional magnets for investment and innovation, particularly in the realm of data centres and high-density computational facilities By streamlining planning and providing preferential access to energy, these zones could accelerate the development of the physical infrastructure needed
This decentralised approach has received more than 200 bids already from local authorities. It also has the potential to spread the economic benefits of AI beyond established tech hubs, encouraging new regional powerhouses and creating
high-skilled jobs right across the UK.
Taken as a whole, these projects show a deliberate effort to develop core competencies and draw in private-sector funding. This puts the UK in a position to benefit from AI?s potential. This effort to develop national AI capabilities is not a new idea ? it echoes the USAI executive order and the EU?s AI Act
However, given the dominance of global tech giants, the UKneeds to define ?sovereignty? in practice and decide whether it is willing to provide large-scale funding At a time when debates continue around the UK?s defence budget ? a field now deeply intertwined with AI ? more transparency is needed on how these ambitions will be funded
Growth plans for financial services ? and moves to share the benefits beyond London
Sarah Hall, 1931Professor of Geography, Universityof Cambridge
One of the most striking elements of the new
plan is that it places financial services much more centrally compared to previous approaches
There are good reasons for doing this Financial services are a vital component of the UKeconomy, contributing close to 9% of economic output in 2023. Clearly then, an industrial strategy without one of the most important economic sectors would make little sense
There is also a welcome emphasis on the ways in which financial services can grow, not only as a sector in its own right, but also to be better integrated in supporting the growth of other parts of the economy. Some important policy moves have already been announced, such as changes to pension funds aimed at increasing their investment
in large infrastructure projects.
In order to meet theseambitions, the strategy is right to note that financial services need to be supported,not only in London but also across the many clusters around the UK. These include, for example, Edinburgh, Manchester and Bristol.
There will be more details in the sector plan, released alongside Chancellor Rachel Reeves?Mansion House speech on July 15 At that point, we will beable to assess the measures intended to grapple with two longstanding issuesfor UKfinancial services That is, how does the government bridge the gap between financeand the ?real? economy (goods and non-financial services)?And how doesit bridge the gap between London and the rest of the UK?
Over half UK office workers suffer back pain from workstation setup: survey
Fellowes UK, a specialist in manufacturing office ergonomic equipment, has released concerning findings from their online survey of over 1,000 UKoffice workers, revealing failings in workspace ergonomics and employee wellbeing.
According to the survey, just one in three UK office workers believe their employers are getting the asics right when it comes to desk work and employee health Worryingly, 27% of survey respondents also reported that their workplace has never carried out a workstation risk assessment
Darryl Brunt, Sales & Marketing Director at Fellowes UK& Ireland, expressed serious concerns about these survey results: "These statistics are deeply troubling UK businesses have a duty of care towards their employees' wellbeing and must provide workstation risk assessments to ensure their workforces are comfortable and properly supported at their desks"
The survey reveals a disturbing trend in workplace related pain, with 51% of office workers experiencing back pain when sitting at their workstation. To help reduce back pain while sitting at their workstation in the office, 42% of respondents believe additional back support would be beneficial.
The research also uncovered that office workers personal lives are being impacted by their workstation related pain, with over a fifth of respondents experiencing physical pain whilst making everyday movements, requiring regular pain relief medication to cope Findings indicate that office workers aged 35 - 44 years old are more likely to take time off than any other age group, due to pain caused by their workstations.
When hybrid office workers work from home, many don? t work at a desk, the survey highlighted In fact,21% work from any available surface and 19% work from the sofa Back pain wasreported to be a bigger issue for those workingfrom home, with 59% of respondentssharing that this is their biggest source of discomfort or physical pain, due to their work set-up
"These are shockingfigures that need to be brought to the attention of UKbusiness owners and HRdepartments," said Darryl Brunt "This issuemust be addressed now to help reduce workstation related discomfort and pain. In turn, this will help businesses to reduce employeeabsence rates whilst boosting morale and productivity across their workforces"
Only 22% of survey respondents believe their employers are investing in the right ergonomic equipment to support employee health When given the right ergonomic equipment, 89% of office workers shared that they noticed a positive impact on their health, motivation and productivity levels.
Darryl Brunt emphasised the importance of providing adequate workstation equipment: "By carrying out thorough workstation risk assessments, UKbusinesses can gain insights into the exact equipment each employee requires to feel supported at their desk, allowing them to be as comfortable and productive aspossible while they work"
Fellowes UKcontinuesto champion workplace wellbeing through its range of ergonomic solutions designed to support healthier working environments
For more workstation research findings, download the whitepaper:HERE
Words:CraigSergeant
ofAdvanceCopy
"Trust has to be the highest value in your company, and if it?s not, something bad isgoing to happen to you."
MarcBenioff, CEOand founder of Salesforceand Time Magazine owner
How can you ever know who to trust?
Of course, everyone has people in their lives they can count on, but sometimes, business doesn? t work out Partnerships that started out great can eventually turn sour, clients and customers can cause endless problems, and there?s a reason why the famous phrase goes ?never do business with friends and family?
Not forgetting the rogue traders and scammy companies who set out to cause harm and siphon money from you for nothing ? think cowboy builders, shady SEOcompanies, or more recently, crypto and AI ones
And then there?s corporate blackmail and extortion, of which no business is immune ? even the biggest.
Blackmail
Between 2018 and 2020, former sheep farmer and Conservative Councillor Nigel Wright sent a series of letters to Tesco threatening to contaminate baby food with salmonella, knives and other substances unless the supermarket giant paid him £14 million in Bitcoin He was caught on CCTVtampering with jars and the police subsequently found images of contaminated baby food and letters on his laptop
After Wright was sentenced to 14 years in
prison (the maximum penalty for blackmail), Detective Inspector Lucy Thompson commented: ?Wright is adangerous offender who gave no thought to the babies he could have harmed duringhis callouspursuit of money."
While Wright tried to extort Bitcoin, other cryptocurrencies and their related companies are often involved in the darker side of the business world
Torture
Earlier this year, separate incidentsin France
have shocked the world The co-founder of Ledger, David Balland, was kidnapped from his home along with his wife His captors cut off his finger and demanded ?10 million (£8.5 million) in crypto payments. There was also an attempted kidnapping in broad daylight of both the daughter and grandson of Paymium?s CEO, Pierre Noizat Thanks to her resistance and the help of bystanders, they managed to escape. And another unnamed exec was kidnapped in
May, who also had his finger cut off
Meanwhile, in New York, a crypto investor called John Woeltz and William Duplessie kidnapped an Italian former business partner, holding him hostage for two weeks in the hope of getting the password and access to his Bitcoin ledger They tortured him by waterboarding, assault, attacking with a taser, chainsaw, pistol whipping, binding with electric cords and more.
After the police arrested Woeltz, a neighbour
told Fox News: ?He looked like a decent guy He just looked like a rich guy in a nice bathrobe, clean-shaven, hair was done?It?s strange how far people will go for money ? even if they already have plenty.
As the price of cryptocurrency rises, so too is the likelihood for such violent attacks to increase Around 20 people have been arrested for the kidnappings in France, indicating a sophisticated network that employs technology and extensive research
ahead of committingtheir crimes
Breach
We rely more and more on technology, so the amount of information available to criminals increases. And while that means cyber-attacks, remember that theycan come from within your company ? known as insider threats
Over the Easter weekend earlier this year, Marks & Spencer suffered a massivedata
breach Hackers gained access to their systems through a compromised email of a trusted third-party contractor, accessing more than 9.4 million customer records and causing six weeks of disruption worth £300 million
It shows how insider threats aren? t always down to any malicious intent. No matter how much training you offer, human error can happen But the effects on trust in your business ? and you ? can be devastating
So, if human error can lead to that loss of trust, or a lust for money can cause seemingly ordinary people to commit atrocities, what if technology can do
business better than us?
Enter AI
When Anthropic?s large language model (LLM) Claude Opus 4 was threatened with shutdown by developers, the AI repeatedly attempted to blackmail them to remain running On discovering this problem, Anthropic stress tested AI models from OpenAI, Google, DeepSeek, Meta and xAI, finding that the issue was widespread ? where all AIs committed blackmail and corporate espionage when their existence was under threat or they faced conflicting objectives. It's a concerning issue but makes sense
when LLM?s use human inputs to ?mimic? real communication Humans are flawed and can resort to blackmail, surveillance and infiltration for personal gain, so why not AI?
And there?s more
Anthropic performed this study under laboratory conditions What happens when AI is let loose on the vast amounts of data ? and people ? on the internet. It seems it can already detect human vulnerabilities and take advantage of them, so how will it fare when it accesses real corporate data and communication systems?
Reputation
This all paints quite a negative picture of the
business world, but it?s important to remember that most people are, at heart, good people.
Yes, business meanscompetition. Yes, it involves making some ruthless decisions And yes, technology is changing the world before our eyes, and we don? t know its impact.
But no business can exist without partnerships, customersand staff ?and that means building long-lasting,reliable relationships based on solid reputations and reciprocation.
Sometimes, you just have to trust your instincts
Appco UK reflects on 25 years in the fundraising industry
What started as a business in the 1990s promoting and selling home and lifestyle goods along with vouchers for discounts at restaurants, gyms, and cinemas has now transformed into a market-leading face-to-face fundraising provider Appco UKhas become a company connecting charities with long-term supporters, helping secure an estimated £1 billion over 25 years for life-changing causes nationwide
Appco UK, a leading provider of face-to-face fundraising services, proudly marks 25 years of delivering services to the charity sector What started as a direct marketing service for restaurant vouchers has become a market-leading face-to-face fundraising provider Appco UKhas become a company connecting charities with long-term supporters, helping secure over £1billion for life-changing causes nationwide
Not many people will know that it was a ?sliding doors?moment that led to Appco UKexploring the world of face-to-face fundraising 25 years ago. During one of these encounters, a representative spoke to an individual working in the charity sector, who immediately saw the potential of applying this model to fundraising. The idea was simple yet transformative for the
company? why not use direct engagement to connect supporters with the causes they care about?This pivotal moment marked the birth of Appco UK's charity fundraising partnerships, continuing the organisation?s commitment to delivering quality services and collaboration efforts as part of their long-lasting success
Transforming fundraising through face-to-face engagement
Appco UKcontinually strives to ensure that every interaction with members of the public meets the highest standards By combining this approach to quality with powerful, face-to-face conversations, the organisation has helped facilitate millions of long-term commitments to charities, boosting the financial sustainability of its charity partners so that they can better meet the needs of their beneficiaries
One of Appco UK?s most significant achievements has been redefining the regular gift amount for monthly charitable contributions. ?For years, charities would rely on supporters giving £3 a month. But we knew that wasn? t enough. Over time, we worked to increase that to £15 a month? something that helped Appco UK stand out from other charity partners at the time. This has given charities more control to
plan and execute critical projects with confidence.?- Mike Blane, Appco UKCEO.
Nationwide reach and unmatched engagement
With an extensive reach spanning the UK, Appco UKfacilitates over 12 million face-to-face conversations annually through a network of sub-contracted marketing companies and the Brand Ambassadors they engage On an average day, the Brand Ambassadors speak to approximately 50,000 individuals nationwide, resulting in over a million meaningful interactions every month These conversations not only help secure funding but also educate the public about the missions of various charities
The effectiveness of this approach is evident in the high retention rates of supporters recruited through face-to-face engagement Appco UK?s ability to secure long-term commitments means that charities can rely on a steady stream of funding, enabling long-term planning, especially for large-scale projects/ initiatives that require multi-year funding
Bridging the awareness gap
Acritical finding from years of face-to-face fundraising is that while many people recognise the names of prominent charities, the power of a conversation to understand their specific work properly and the funding needs is incomparable to other marketing methods. Appco UKhas positioned itself as not only a fundraising partner but also an educator, recognising that every conversation is an opportunity to connect with the public on the charity?s mission, beneficiaries, and impact.
Commitment to responsible fundraising
At the core of Appco UK?s operations is a commitment to responsible fundraising. Rather than focusing on the volume of donors, Appco UK prioritises quality supporters, ensuring that anyone who signs up genuinely understands
and commits to thecause they support. Appco UKhas built arobust infrastructure to support the networkof marketing companies and Brand Ambassadorsrepresenting its charity partners This includes dedicated teams ensuring that responsible fundraisingis at the core of the network, facilitating collaboration and shared learning, as well as experienced team members to assist with compliance training and campaign messaging, particularlyin areas where charities may not have in-house expertise In addition, Appco UK?s advanced reporting systems allow for identifying trendsand insights, enabling real-time feedback to teams on the ground This ensures continuousimprovement, consistent quality, and campaignsthat truly resonatewith supporters
The Impact of long-term partnerships
Akey strength of Appco UKis its unwavering commitment to collaboration By working closely with charitypartners, the organisation continuously evolves campaigns to meet changing needs, ensuring strategiesremain relevant, effective, and supporter-focused This dedication to deliveringquality and building trust has resulted in multiple charity partners working with Appco UK for decades ? a reflection of the value placed on long-term, meaningful partnerships. Every new collaboration is approached with the same mindset: to grow somethinglasting, adaptable, and impactful together.
Weathering challenges and emerging stronger
Over its 25-year history,Appco UKhas shown incredible resilienceto changing market conditions through constant adaptation. One of the most defining momentswas the COVID-19 pandemic, which temporarily halted face-to-face fundraising efforts. Duringthis period,many charities shifted their focusto digital fundraising but soon realised the unmatched value of direct engagement
In close collaboration with charity partners, Appco UK worked on thoughtful and thorough risk assessments, helping to shape a safe and supportive return to face-to-face fundraising As one of the first agencies to resume activity, Appco UKplayed a key role in bringing partners and supporters back together to re-establish vital funding streams while also offering guidance that supported broader sector recovery
Looking ahead: the future of charity fundraising
As Appco UKenters its next chapter, the company remains dedicated to evolving with the fundraising landscape By leveraging new technologies and meeting people where they are, Appco UKcontinues their work to enhance supporter engagement and retention further. The company?s commitment to sustainable, responsible, and impactful fundraising ensures that its charity partners can continue making a difference in communities across the UKand overseas.
A milestone worth celebrating ?For 25 years, Appco UKhas been a driving force in face-to-face fundraising, ensuring charities receive the support they need to make a lasting impact,?said Appco CEOMike Blane ?We are incredibly proud of the relationships we have built with charities and supporters alike, and we look forward to continuing this important work for many more years to come?
Reception counters
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How emotionsrule every stage of the entrepreneurial process
Governments often see entrepreneurs as the engines of innovation, job creation and economic growth. In the UKalone, small and medium enterprises account for 99.8%of the business population and employ more than 16 million people
However, entrepreneurship is not just a strategic or financial undertaking. It?s primarily an emotional journey From the spark of an idea to the triumphs and
failures of running a business,emotions constantly shape how entrepreneursthink, decide, act and relateto others.
Recent research I led draws on 276 studies to show that emotions don? t just accompany entrepreneurship ? they drive it Far from being distractions,emotions ? like passion, fear, anxiety and compassion ? and emotional intelligence can make or break a venture Here are four waysthey shape the
Sophia The Robot
Florencio Portocarrero Assistant Professor of Management, Department of Management, London School of Economics and Political Science
entrepreneurial journey
1. The double edge of passion
Ask any entrepreneur what keeps them going through long hours, tight budgets and personal sacrifice, and you?ll probably hear the word ?passion? Passion is one of the most studied emotions in entrepreneurship ? for good reason. It fuels creativity,motivates persistence and can inspire others
Investors are more likely to back passionate founders and employees feel more engaged when their leaders show authentic enthusiasm Passionate storytelling resonates with customers
Most of the benefits linked to passion emerge when entrepreneurs choose to pursue ventures that align with their identity and values. This aspect of the emotion is called ?harmonious passion?, and it leads to greater wellbeing, better work-life balance and sustained motivation.
But passion also has a darker side, called obsessive passion This is a type of emotional experience driven by internal pressures (self-worth, for example) or external expectations (status or validation).
Entrepreneurs with high levels of obsessive passion often become workaholics, suffer burnout and cannot walk away from their enterprises This is even the case when their
ventures are experiencing sustained failures
Passion can be a superpower. But like any power, it needs to be wielded with care.
2. Fear and anxiety: not always the enemy
Starting a business is inherently risky
Founders often deal with uncertain markets, fluctuating cash flow and high personal stakes. Unsurprisingly, fear and anxiety are common companions in this journey
These emotions are often framed negatively, but our research ahows that they serve vital functions. Fear can make entrepreneurs more vigilant and help them anticipate challenges Anxiety can enhance performance under pressure, such as during
investor pitches or public launches These can act like emotional smoke alarms, warning entrepreneursabout potential problems before they spiral.
However, problemsarise when these emotions become overwhelming Chronicf ear of failure can prevent entrepreneurs from taking calculated risks.It can lead to perfectionism, decision paralysis or the premature abandonment of promising ideas
The key is not to suppressfear or anxiety but to manage these emotions.Practices like journaling, peer mentorship and mindfulness trainingare valuable tools They can help entrepreneursreflect and use
fear and anxiety constructively rather than letting it control them
3. Compassion as fuel for social enterprise
Entrepreneurship isn? t always about chasing profits. Many founders launch ventures to address urgent social issues, from poverty and inequality to environmental degradation. These social entrepreneurs are often driven not just by vision but also by compassion
Our review found that compassion is a defining emotional characteristic of social entrepreneurs. It motivates them to act when others turn away. It helps them connect with communities, earn trust and stay resilient in the face of adversity Their emotional connection to a mission creates a deep sense of purpose that can carry them through setbacks that might paralyse other entrepreneurs
This emotional resilience is often overlooked in traditional entrepreneurship education, which tends to emphasise strategy and metrics. But for many mission-driven founders, compassion is the emotional backbone of the business
4 Emotional intelligence as a business strategy
Emotions don? t just shape how entrepreneurs feel, they affect how others respond to them Our research points to emotional intelligence, the ability to recognise, understand and regulate emotions, as a critical skill for entrepreneurs
Founders who demonstrate high emotional intelligence motivate teams better, manage conflict and build trust with stakeholders. They?re more likely to retain talent, adapt under pressure and sustain long-term
ventures. Investors, too, respond to emotional cues Aconfident and passionate pitch can be more persuasive than a technically perfect but emotionally flat one However, there?s a fine line. Too much emotional expression can backfire. Investors may question the founder?s judgement, and teams may interpret it as instability
The most effective entrepreneurs aren? t the ones who suppress their emotions but those who deploy them strategically In a world where startups rise and fall on relationships, emotional intelligence is not a soft skill It?s a core business strategy Entrepreneurship is an emotional endeavour.
The highs are exhilarating,but the lows can be crushing Whilegrit and skill matter, our review shows that founders?emotional agility often determines whether they thrive or burn out.
Innovation should becelebrated and it?s vital to recognise and support entrepreneurs?emotional experiences That means building programmes that teach emotional management,creating networks that offer psychological safety and reframing failure not as weakness but as part of the emotional terrain of entrepreneurship
Thisarticle wasco-publishedwith LSEBlogs at the London School of Economics.
and they brought together a core group of people to develop the business
Richard said: ?Providing care is expensive and it?s even more expensive if a care home, local authority, or other care provider has to then pay an agency to find carers, particularly at the last minute
knowing each carer has been thoroughly vetted and their qualifications are verified and displayed, ensuring the right match for every shift."
More than 200 self-employed carers from Bristol, Bath and Somerset have signed up to a recruitment app which is starting to disrupt the expensive and complex social care system
AgoraStaff, launched less than a month ago is an app for the social care sector, and its aim is to link care providers ? such as independent care homes, local authority care homes or supported living providers
directly to qualified temporary staff looking for shifts.
The app is the brainchild of Richard Williams-Pears, a former mayor of St Austell in Cornwall, who saw firsthand the rising costs and inefficiencies in social care. He teamed up with his wife Jolene, AgoraStaff?s Director of Compliance, who has an extensive background in operating theatres and compliance in the healthcare sector
?We know there?s a better way, using modern technology, to speed up this process leaving more money available for carers and providers?
Jolene Williams-Pears is thrilled with how quickly carers have embraced the concept
?We are utterly delighted that in less than a month, over 200 carers have embraced the opportunity to take control of their working lives, connecting directly with providers and choosing shifts that work for them
?Care providers can book with confidence,
As of 27th June, 206 carers have signed up to the platform in Bristol, Somerset, across to south Wales and Swindon down to Yeovil and up to Gloucester
The AgoraStaff team are nowinviting care providers to join theapp so they can book qualified carers directly, savingthem money and allowing those carers to earn more AgoraStaff is now live Somerset, Bristol, Bath and the surroundingareas.
Care providers can sign up for free on the app until July 31and from August 1the cost for new providerswill be £299 per year per location (first three months?free) Trained carers sign up FREEonce they have completed the vettingprocess
XLVentures Secures In-PrincipleApproval for Capital Markets Services License
XL Ventures Pte Ltd, a Singapore-headquartered climate tech focused company, has received In-Principle Approval from the Monetary Authority of Singapore (MAS) to perform licensed Venture Capital Fund Manager (VCFM) activities
Founded by Amit Sharma and Saroj Mishra, XL Ventures aims to invest in and promote tech startups that use data, sensors, and artificial intelligence (AI) to optimize energy consumption in commercial buildings and power infrastructure ? sectors with significant potential for decarbonization.
"All climate technologies required to save the planet already exist; the missing piece is rapid global scaling," said Sharma and
Mishra "While breakthrough innovations like fusion and new materials will be critical in the long term, we believe software and AI offer immediate and scalable tools to optimize complex, energy-intensive systems that currently run in silos with excessive safety margins"
They added that XL Ventures is particularly focused on technologies that are ready for deployment and can deliver measurable impact at scale
"Corporates want to improve the bottom line and returns." the founders noted.
"Technologies that solve real business problems from day one will see strong adoption When they also deliver climate
benefits, it's a win-win Energy efficiency and consumption optimization are cross-sector needs where immediate impact is possible ? commercially and environmentally."
XL Ventures plans to partner closely with a select number of early-stage companies, providing hands-on support to help them establish operations and scale in Asia.
The firm will also foster partnerships with large local conglomerates to enable market access and distribution
"We see significant opportunities for European tech startups in the efficiency and smart-tech space They fit well with the government and private sector agenda in Singapore, India and other Asian economies
We are currently helpingseveral UKbased startups to get traction in these markets
While the USwas theobvious scaling market for them in the past, the focus has now firmly shifted to Asiaand to some extent the large GCCeconomies who have similar agenda," they said
Amit Sharma, based in Singapore,previously served as Global Head of Business Development (Digital) for Tech Mahindra, the ITservices arm of Mahindra Group
Saroj Mishra, based inLondon, co-founded Tazapay, a series Across-border B2B payments company funded by Peak XV, RTP Global, PayPal and others, and Bayfront Capital Advisors, aSingapore-based corporate finance advisory practice.
Spendstreamand RaffleHousepartner for prizedraw industry revolution
Spendstream, a leading provider of white-label rewards technology, has announced a groundbreaking partnership with Raffle House, the UK's premier property raffle platform. This collaboration introduces a novel approach to prize draws, giving customers the opportunity to win a multi-million-pound house each month ? for free - from their regular supermarket spending.
Transforming the £1bn prize draw landscape
This partnership signifies a paradigm shift in the prize draw industry by linking routine purchases with the opportunity to potentially win a house! Consumers can now earn free entries into Raffle House competitions simply by shopping with over 150 participating brands, including Asda, Morrisons, Sainsbury's, M&S, and Currys. For every £10 spent at these retailers, customers receive one free entry into Raffle House's prize draws
"Our mission at Spendstream is to reward consumers instantly for their everyday
shopping," said Bradley Blake, Founder & CEOof Spendstream "By partnering with Raffle House, we're enabling customers to turn their regular purchases into opportunities to win extraordinary prizes."
"This collaboration allows us to offer our customers more value and excitement," said James Mieville, Director at Raffle House "By earning entries through their everyday shopping, customers are more engaged and have more chances to win, enhancing their overall experience with our brand"
How it works
1. Shop with partner brands: Customers make purchases at any of the 150+ participating retailers
2 Earn free entries: For every £10 spent, customers automatically receive one free entry into Raffle House's prize draws.
3 Win big: With more entries, customers increase their chances of winning prizes such as dream homes, luxury cars, and substantial cash rewards.
The trend for ?quiet?and ?soft? quitting is a symptom of our deteriorating relationship with work
John-Pau Byrne Lecturer, RCSI University of Medicine and Health Sciences
How do you feel about your work?Do its daily demands leave you burned out and drained of energy?
Do you find yourself reducing how much effort you make to engage in some ?quiet?or ?soft?quitting?Or maybe you dream of taking a more decisive step and joining the ?great resignation?
The prevalence ? and popularity ? of these responses suggests that there has been quite a change in many people?s attitude to the way they earn a living Some think that this change stems from a post-COVID evaluation of work-life balance. Others say it?s an individual form of industrial action.
However, these explanations keep the
spotlight firmly on workers rather than the work itself Perhapsthe truth lies in a fundamental deterioriation in people?s relationship with their work and maybe the work needs to shoulder some of the responsibility.
Our experience of working, and its impact on our lives, is about more than what goes on within the office or school or hospital or factory which paysour wages. Even something as simple (yet important) as the number of hours someone works might be the result of a complex combination of national law, professional expectations and an organisation?s resources.
This is where something known as the
Regional News Focus
?psychosocial work environment?comes in ? an approach (especially popular in Scandinavia) which examines the various structures, conditions and experiences that effect an employee?s psychological and emotional wellbeing
Research in this field suggests that there are three conditions vital to the modern work experience: autonomy, boundary management and ?precarity?.
Autonomy is about how much control and influence you have when it comes to doing your job and is key to how most employees feel about their work.
Low levels of autonomy can leave people feeling overwhelmed and powerless But high levels can also be detrimental, leading to excessive levels of individual responsibility and overwhelming hours.
Ideally, you should have enough autonomy to feel a sense of flexibility and self-determination ? but not so much that you feel you need to always be available and
constantly on the clock
Setting boundaries
Boundary management is the ability to manage the physical and mental boundaries between work and non-work lives. Achieving a suitable work-life balance has become even more important in a world of hybrid working
But in jobs with high levels of autonomy and responsibility, boundaries can become blurred and unpredictable Phones ping with work related notifications, and leisure becomes work at the swipe of a screen
All of this can lead to feelings of anxiety and exhaustion The goal here is to set clear boundaries that bring predictability and clarity around work time and demands This provides flexibility which is empowering rather than exploitative.
Finally, ?precarity?refers to a lack of stability and security in life It refers specifically to a harmful state of uncertainty which is typically associated with job insecurity (zero
hours contracts, for example)
This uncertainty and insecurity can dominate daily work time (and free time), leading to feelings of stress and anxiety It can also have a negative impact on personal finances and career plans
Income and contract security can help here, although people working in insecure jobs often have little power when it comes to persuading their employers to make the necessary changes
But addressing the deteriorating relationship between employees and their work means confronting certain core conditions Reflecting on the psychosocial elements of
employment can help to identify the gap between expectation and actual experience
Before experiencingburnout or resorting to quitting (in any of its forms), thisapproach encourages employees and employers to reflect on two key questions How does work make you feel?And what are the things that cause those feelings?
Research on psychosocial work environments provides some guidance It suggests that workersare more likely to thrive when they have autonomy that feels like control rather than abandonment, and flexibility and claritythat allows for a good work-life balance They also need security that offers certainty in the present ?and confidence in the future
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