Member Magazine: Spring 2021

SPRING 2021

YEAR OF THE ENTREPRENEUR HOW WE’RE MAKING 2021 THE YEAR OF THE ENTREPRENEUR, YOUR PREDICTIONS FOR 2021 AND THE FUTURE OF BUSINESS IN THE NORTH EAST

WELCOME FROM JAMES

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Welcome back to the latest Entrepreneurs’ Forum member magazine - it’s been a little while.

We published our last members magazine in January 2020 and have been patiently waiting for the right time to publish another. And what better time than now, with the end of social distancing now in sight and we can look forward to bringing members together again in the coming months.

We don’t often assign themes to our member magazines but this time we made the exception. We knew that our chosen theme had to accurately reflect the determination and optimism our members have shared with us over a challenging 2020.

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The theme is ‘Year of the Entrepreneur’ which is not our wish for 2021 but rather a shared goal for the months ahead.

The last 12 months have proved that, by working together, we’re capable of achieving fantastic things within our region - and you’ll find plenty of examples of this throughout this magazine and every day on our website, www.entrepreneursforum.net The region is becoming a hotbed of innovation, with businesses from the Tweed to the Tees developing products and services that solve the challenges of the future. Some have been recognised at our 2020 North East Entrepreneurial Awards (page 6), while others have been the focus of our podcast, Talking Future (page 24).

To accommodate these businesses, the region has secured millions of pounds worth of investment to build new exhibition spaces and science and manufacturing parks, attracting more businesses to the region and firmly putting the North East on the map. More details about some of these projects are available on page 34.

These stories show that there are many exciting developments happening here in the region. Opportunities to build and scale businesses are emerging all across the North East - and the Forum is here to help you grasp them. If you know of a business owner who could benefit from support from the Forum please get in touch.

James Robson MBE Chairman of the Entrepreneurs’ Forum

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CONTENTS 04.

WELCOME TO OUR NEW MEMBERS

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CLASS OF 2021

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THE 2020 NORTH EAST ENTREPRENEURIAL AWARDS

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THE BIG QUESTION

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THE FUTURE IS DIGITAL

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RECOMMENDED READS

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MEET OUR NEWEST BOARD MEMBERS

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INTERVIEW WITH ALISON MCGEE

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ENTREPRENEWS

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AT THE HELM

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RIDING THE WAVE OF CHANGE

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TALKING FUTURE

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REHEARSING YOUR FUTURE

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A CHANGING WORKPLACE

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ADAPTING TO CHANGE

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R&D IN THE NORTH EAST

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RINGTONS: A YEAR IN REVIEW

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BUILDING RESILIENCE

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IN DEVELOPMENT

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A LIFETIME OF ACHIEVEMENT

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HERE TO HELP

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WELCOME TO OUR NEW MEMBERS

Dave Bennison DJB Consulting

Andrew Wilson The Projects Studio

Paul Kiss K Construction and Maintenance

James Griffiths Industrial & Marine Hydraulics

Jennifer Freeman Be Found Be Chosen

Danny Wade Wade Construction Management

Ken Sturdy Canon Business Centre North

Mark Barlow Logic Architecture

Joe Clarkson CW Executive Search

Paul Jenkins North IT

Tan Ellahi Out of This World

Jessica Tucker Social Allies

Dianne Sharp DKS Straightforward

Phil Teasdale Enterprise Made Simple

Robert Brown JUMP

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CLASS OF 2021

Seven business leaders are gearing up for growth after joining our 2021 Scale-up Leader’s Academy.

Chloe Clover of Wander Films, Claire Rutherford of Definition IP, Emma Gaudern of EMG Solicitors, James Allen of Guerilla, Joel Marks of Cheviot Insured, Mark Barlow of Logic Architecture and Paul Kiss of K Construction and Maintenance have completed their first coached session with scale-up expert Ian Kinnery and make up the Academy’s fifth cohort.

Delivered over six months, the entrepreneurs on the programme will learn about key topics linked to sustainable business growth based on the four Critical Decisions: people, strategy, execution and cash.

The Academy’s scale-up coach, Ian Kinnery of business coaching firm Kinnery, commented, “On the previous cohorts we have witnessed quite exceptional growth in turnover and profit. I am excited to see how this year’s cohort can scale despite the current challenges”.

Since its launch, the Scale-up Leader’s Academy has supported almost 50 business leaders in their growth journeys.

Andrew Mackay of Newcastle-based Coleman James was part of the third cohort of the Scale-up Leader’s Academy. He said: “It was an invaluable experience. Coleman James began life in 2016 with just me and a laptop. Today the business boasts a national client base, working in partnership with many high-growth companies in the built environment and rail sectors, and we have plans to open a second office. We delivered a multi-million turnover in 2020, which we’ll double in 2021.

“We were already on a significant growth trajectory, but the Academy placed a focus on actionable insight delivered by industry experts – in particular around the key areas of ‘people, strategy, execution and cash’.”

Due to demand, we may run an additional Scale-up Leader’s Academy in September. Please contact Michael Dixon (michael@entrepreneursforum.net) to express your interest.

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THE 2020 NORTH EAST ENTREPRENEURIAL AWARDS And the winners are…

Delivered online, in a week-long social media campaign, our 2020 North East Entrepreneurial Awards honoured North East business leaders who had demonstrated strong leadership, standing out from their peers during these challenging and unprecedented times.

EMERGING TALENT Rez Gachcar, Mud Daddy Our Emerging Talent Award was won by Rez Gachcar, CEO of Mud Daddy, which he founded in 2017 after spotting a gap in the market for a portable, gentle, and silent pet washer. Since then, the Newcastle company has dominated the UK pet care market, generating a revenue of £10m in its third year.

SCALE-UP ENTREPRENEUR Dan Foskett, Connection Retail Dan Foskett, who founded Connection Retail in 2012, which has 27 stores across the UK – was named Scale-up Entrepreneur. The business has three flooring brands (Flooring Superstore, Direct Wood Flooring and Grass Direct), is creating its own in-house delivery network and plans to open a further 24 stores this year.

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What we do is made possible by the support of our partners and this year, our Awards were delivered in collaboration with Brewin Dolphin, Diamond Group, Encore Group, Narrative and Ward Hadaway.

MENTOR OF THE YEAR Lianne Walker MBE The Mentor of the Year award was presented to Lianne Walker MBE. Former Group Managing Director of Washington-based Walker Filtration, Lianne was praised for her ‘inspiration, warmth and passion’ and for being a ‘fantastic mentor’ to other North East business owners.

ENTREPRENEUR OF THE YEAR Glen Hall, Talent Insight Group Glen Hall, of Talent Insight Group, was named Entrepreneur of the Year. Glen is a serial entrepreneur and best-selling author whose book royalties go to charities which help give disadvantaged children the opportunity of a first-class education’. He founded Talent Insight Group with a mission “to give something back” and a percentage of their annual profits goes to charity.

LIFETIME ACHIEVEMENT Dame Margaret Barbour We recognised Dame Margaret Barbour’s huge contribution to the North East by presenting her with our 2020 Lifetime Achievement Award. Under her leadership, South Shields-based Barbour has been transformed, growing from 100 to more than 1,000 staff, while The Barbour Foundation has awarded more than £20m to charities and good causes across the North East.

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THE BIG QUESTION What business trends do you think will

Johnny Woods, Thrive

Karen Weir, Weir Insurance

One of the big trends I feel will continue to develop this year is flexible working. This was something I was always intrigued by but reluctant to embrace. As an office-based, service business, being forced to work from home has been a revelation. The typical 9-5 has been replaced with staggered hours providing team members with the opportunity to work through the day at a time that suits. This has resulted in a win-win scenario with a boost to employee happiness and improved team productivity.

With big brands like Google and Microsoft leading the charge, I can only see more companies embracing this working style in 2021.

I think we have progressed 10 years in tech terms in the last eight months. Certainly more remote working and less commuting will mean that people will spend more locally, and opportunity for less centrally located businesses to connect to a new customer pool. Consumers expectations have also changed, with contactless delivery and shipping becoming the norm – there is certainly space for more really good logistics companies! E-learning will be a game changer in 2021 in my opinion. Companies engaging enough and prepared to make the effort with good content and the right technology will do very well.

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emerge this year?

Sarah Thackray, BeaconHouse Events

Chloe Clover, Wander Films

2021 should see the return of in person events, with a difference. We cannot simply expect a switch back to offline events as quickly as we were forced into the virtual world.

It will take time; perceptions, behaviours and budgets have changed.

In 2021, I think businesses will continue to adapt and innovate more than ever. With the help of video and social media, the world is a lot smaller and businesses are open to being more relatable and accessible, too! We’ve seen a huge increase in businesses wanting to stand out online and using social media content as a way to connect with people that they can’t physically connect with.

Enter the year of ‘hybrid’. An event where some attendees are physically in a venue space, while others are somewhere else in cyber space, logging on. Despite our environment, we all want to absorb the same content, engage in the same discussions and meet the same people. The opportunity of hybrid events is vast, and hugely flexible.

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THE FUTURE IS DIGITAL

Except for Jeff Bezos and perhaps a few lucky others, when the dust settles, and the virus is in retreat, I doubt many entrepreneurs will look back fondly on 2020.

I expect many of us will emerge a little bruised, surveying the wreckage of a pre-pandemic world that no longer exists, our businesses more fragile, possibly in debt, and with our people traumatised by what just happened.

Some of us will insist “things will soon go back to the way they were”.

They won’t.

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The last decade or so has been tumultuous for entrepreneurs in the UK. First came unprecedented disruption caused by the 2008 financial crash. Then, after the Brexit vote in 2016, we had to deal with four years of uncertainty about the disruptive impacts of economic, political and regulatory change caused by the UK’s departure from the European Union.

Throughout the decade leading up to the pandemic, businesses were also dealing with the most disruptive technological revolution in human history.

The confluence of cloud computing, big data, AI, and the Internet of Things - and now the roll-out of 5G - was, and still is, driving an accelerating wave of societal change that will ultimately impact every business, without exception.

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As we look forward into 2021, the pandemic has layered a seismic, global disruption event on top of that wave of technological disruption, creating an extinction-level event for businesses that fail or refuse to adapt.

But we entrepreneurs are resilient creatures.

We won’t sit back and refuse or fail to adapt.

We’ll be in the vanguard as our businesses lead the way out of the pandemic. We’ll react quickly to the new world we find ourselves in, and we’ll adapt because that’s the entrepreneur’s superpower - resilience and adaptability are the very things we do!

And as we move forward into 2021 vaccines in our arms - entrepreneurs everywhere will have new and exciting opportunities to embrace technology’s disruptive impacts and reinvent how we run our businesses for a post-Covid world.

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Some of us will need to fundamentally rethink how we create value for our customers and reimagine how we capture some of that value with innovative business and operating models that utilise technology in entirely different ways.

We’ll examine every aspect of our businesses as we look for new ways to improve our customer experience and capitalise on technology’s potential to accelerate growth and enhance productivity and profitability.

We’ll restructure our businesses to break down the traditional organisational hierarchies, operational silos and inflexible management models that stifle creativity, slow down decision making, kill innovation and disenfranchise our brightest team

members. Our willingness to give up a degree of control and delegate decision-making to agile teams will become pivotal in this endeavour - as will our talent for creating and leading an authentic and nurturing culture in which mentoring and learning from failure replace outdated performance management methods.

2021 might take a few months to get going, but it will be a better year. When we, the pandemic entrepreneurs reflect on our careers, I suspect we’ll look at 2021 as the year when entrepreneurs, and the people we work with, faced the worst disruption society has ever seen outside of a global conflict and won!

Nick Salloway is a Co-Founder and Managing Director of Digital Consulting and Experience Design Studio, Qrious.

Nick has 20 years of experience helping businesses to capitalise on technology’s potential to accelerate growth, productivity and profitability.

Nick is also a passionate advocate of the power of culture and agile working to inspire and motivate people to build high-performing teams, businesses and organisations.

By Nick Salloway, Qrious

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RECOMMENDED READS

SOLVE FOR HAPPY

WHAT YOU SEE IS WHAT YOU GET

by Mo Gawdat

by Alan Sugar

HOW TO WIN FRIENDS AND INFLUENCE PEOPLE

Recommended by Jen Freeman (Be Found Be Chosen)

Recommended by Malcolm Humble (Arian EMS)

Recommended by Dianne Sharp (DKS)

Solve for Happy is my most read book to date (I have to correct and say, most listened to books on Audible). I have listened to Solve for Happy about 30+ times. For two years, I played it on every car journey and it has been instrumental in making me happy pretty much all of the time – which in this day and age is a rare claim.

I had been successful working in senior roles for multinational companies, helped improve and grow companies even owned my own company for eight years before I was given Alan Sugar’s autobiography ‘What you see is what you get’ as a present.

First published in 1936, it was one of the first self-help books. It now has a somewhat over used title, and has undergone some major revisions, including the deletion of the section ‘improving marital satisfaction’! But get past the title and the language and it, and attending a Dale Carnegie course, changed my whole approach to working with people.

Mo Gawdat was the Chief Engineer at Google X – which is Google’s moon-shot company. In this book, Mo explains the way the mind works and how we can navigate its evolutionary protection systems which were designed for a simpler way of life.

(Jen has 5 copies of this book to give away to Forum members. To claim yours, email Jen at jennifer@befoundbechosen.co.uk) 12

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The book was bought for me because the title is a saying that I have used for as long as I can remember. It defines the requirements to be successful. Hardwork, persistence, and keeping it real. No jargon, no buzzwords, no bull.

The ultimate evidence that success and enjoying that success should be earned and not a given.

by Dale Carnegie

‘Don’t criticise, condemn, or complain’, ‘give honest and sincere appreciation’, and ‘arouse in the other person an eager want’ remain as valid today as they were in 1936.

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MEET OUR NEWEST BOARD MEMBERS Three experienced business leaders have been appointed to our Board, joining James Robson MBE (chairman); Gill Courtney MBE; Pamela Petty; Yvonne Bell; Dean Benson; Brendon Hayward and John Waterworth. Meet them below!

Aman Chahal, TaperedPlus

Brian Palmer, Tharsus

Kari Owers, O Communications

Since Aman Chahal established Teesside-based TaperedPlus in 2014 with business partner Robert Vass, the business has become a national leader in flat roof design and building services.

Engineer and entrepreneur Brian Palmer has grown Northumberland-based Tharsus from a small, back street metal bashing shop to one of Europe’s most advanced robotics companies.

It now sets the standard in technical quality, innovation and customer service - placing significant focus on research and development, creating and releasing its own roof planning app.

Today its strategic machines provide complex automation solutions that enable businesses to create new opportunities.

Winner of NE Woman Entrepreneur of the Year, Kari has been a strategic communications consultant for over 20 years. She founded O in 2005 and has grown the ideas-based integrated agency to become one of the UK’s most awarded creative teams.

Aman commented, “In business there are no good or bad experiences – just learning experiences! It is imperative for us to support North East businesses and represent the construction sector and continue to create jobs, drive growth and strengthen our local and national economy.

Commenting on his appointment, Brian said, “The Entrepreneurs’ Forum helped me on my entrepreneurial journey, providing inspiration, insight and camaraderie, so I feel that it is only right to accept the invitation to join the Forum’s Board.”

Kari commented, “Joining the Forum was the first thing I did when I started my business and over the last fifteen years I have benefitted from advice and mentoring from many of its members, whilst hearing top entrepreneurs telling their stories and building new relationships at their events.

I have gained invaluable knowledge and made new friendships that have lasted over the years, so now I’m happy to give back.”

By building communities we can work together and start providing real tangible value.”

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LET IT SHINE The appearance of Take That star Gary Barlow on our TV screens last December evoked a real sense of pride in the watching McGee household.

For husband-and-wife team John and Alison knew something the singer-songwriter, along with his star-studded line-up of Michael Bublé, Alesha Dixon and Ronan Keating, were all blissfully unaware of.

And that was should the iconic venue – London’s Natural History Museum – suffer a power failure, then the TV special would continue without interruption.

The world-famous museum is just one of the high-profile organisations and businesses across the UK to seek that guarantee from Teesside-based critical infrastructure specialists, Durata.

It specialises in installing, monitoring, and testing uninterruptable power supplies and cooling systems for data-led industries, including banks, hospitals, government, and Ministry of Defence (MOD) sites.

John, who is Durata’s Managing Director, commented, “It’s all about providing peace of mind and protection – knowing that, in the event of an outage, there is an immediate and seamless supply of power.

In the intervening years, Durata has worked on highly prestigious projects throughout the UK, Europe, and Middle East, many of which are covered by confidentiality agreements.

Clients include the National Archives, several MOD sites, the British Museum, Royal Academy of Arts, together with a range of businesses and data centres.

The company is a preferred partner for integrated services specialists CBRE, as well as installation partners to the world’s largest UPS manufacturers, and recently signed an agreement with one of the world’s largest technology infrastructure companies.

From humble beginnings, Durata has grown from a team of two to employing 23 staff and last year moved into new headquarters on Tees Advanced Manufacturing Park (Tees AMP) in Middlesbrough, where it is surrounded by key suppliers, including Cleveland Cables.

Classed as a critical supplier, its services have been in demand during the pandemic, which has succeeded in underlining the importance of data security.

“Even a brief loss of power may have potentially disastrous consequences, and could affect a business’ ability to trade or, in the case of a hospital or bank, delay access to crucial data.”

Several new projects are due to start in the coming months, and as a result, Durata is looking to recruit up to eight electrical and mechanical engineers as part of its long-term expansion plans.

Company Secretary Alison added, “We happened to be watching the Gary Barlow TV special and were full of pride knowing that Durata was playing its part in ensuring it could be broadcast without a hitch!”

Some of the additional work it has been involved with over the past 11 months has included logistics centres and testing facilities following last spring’s lockdown.

The business was founded by time-served electrician John in 2013, with ex-colleague Andy Mullen, after spotting a gap in the niche critical power market.

Alison, previously the regional manager of a tooling company, said, “Many of the sites we have worked on are now being used as mass vaccination centres so it’s great to know that we are contributing in a small way to the fight against Covid-19.

“We have also worked to guarantee power supplies to hospitals and a range of businesses, such as banks and data centres.

We are also expanding our offer to include green to green technology to embody the EV world we will soon be living in” “Because many businesses introduced home working arrangements, our experienced engineers have been able to go into their offices and carry out the work without disruption.”

Durata, which operates sales teams in the South East and South West, is also seeking to expand its work in the North of England.

John added, “We’ve always been based in the North East and our roots are here, so we want to expand the business here in the North.

“The majority of our work is in the south of England, where I think businesses and organisations seem to be more aware of the need for critical back up and they view the cost as necessary expenditure.

“In the North, while the attitude is changing, it is very much the case that the benefits are only recognised once a disruption has occurred.”

Alison commented, “Durata has become a leader in critical power infrastructure because of its high standards.

“For a company from the North East to be involved in such prestigious projects and long-term contracts is a real success story for the region, and we look forward to growing the business further in the coming months and years ahead.”

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ENTREPRENEWS

The latest news from the North East entrepreneurial community.

HUDSON WELCOMES THEIR 13TH EMPLOYEE IN 8 MONTHS John Hudson, Hudson Group With clients in 18 different countries, Hudson is reaching businesses on a much larger scale. To maintain and expand their capabilities, they are growing their internal teams and have welcomed thirteen new hires in eight months.

The recruitment drive comes following a successful year for Hudson, after welcoming hundreds of new clients and increasing their turnover by 70% in 2020.

On appointing their new Executive Assistant, Wendy Brown, their thirteenth new hire, Hudson’s Managing Director, Jill Hudson said: “I am delighted to welcome Wendy to our growing team at Hudson. With an ever-increasing demand for new solutions, I needed to ensure smooth daily operations remained in place. Wendy’s wealth of experience will help to navigate the logistics of maintaining and growing our current divisions whilst developing new offerings.”

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DURHAMLANE ACHIEVES RECORD GROWTH AND UNVEILS NEW IDENTITY Richard Lane, durhamlane Revenue acceleration specialists durhamlane have reported a record-breaking quarter for Q4 of 2020. The company won over £1.5 million in new orders and created 15 new jobs.

The news coincides with the announcement of the company’s new messaging, brand and website.

Richard Lane, Co-Founder and Chief Executive Officer, said: “As we approach our tenth year in business, the services and the value we deliver for our clients have transformed. As such, we felt we needed a fresh identity. We’re really excited for the future and hope the new brand will help build on our recent success.”

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NORTHUMBRIA POLICE CONTRACT IS ADDED TO IMPRESSIVE ORDER BOOK AS HLA COMES OF AGE Neil Henry, HLA Services South Tyneside-based HLA Services starts 2021 with a strong order book, including an impressive three-year maintenance contract with Northumbria Police.

Following a successful tender process, the company will supply air conditioning to 23 police stations.

Neil Henry said: “We have started the year on a positive note and with strong levels of activity. Over the last 18 years we have weathered numerous storms, the financial crash, BREXIT and the ongoing COVID-19 pandemic. However, we have remained focused and resilient and have created opportunities by introducing innovative new services.

2021 also marks the company’s 18th anniversary since being formed by directors Neil Henry and Paul Smith. During that time, it has grown to become one of the North’s leading mechanical, air conditioning, climate systems and temperature control specialists.

“In the last 12 months, we have seen growth in our mechanical and service and maintenance divisions by recruiting additional specialists in areas such as ventilation, which has enabled us to tender for more work.”

NEW APPOINTMENTS AND OVER £500K NEW BUSINESS WINS FOR AWARD-WINNING MARKETING AGENCY Kieron Goldsborough, Narrative Award-winning marketing agency, Narrative, is celebrating a string of new business wins, worth over £500k, whilst simultaneously growing its team to further strengthen its creative prowess and PR capabilities with the appointment of a new head of service and manager role.

The north east-based full-service agency, has welcomed numerous new clients, including: Reed in Partnership, Health Call, Dalton Park, Proxismart, Hello Future, Corporate & Commercial Business Solutions and Sunderland City Council to grow its existing client base over recent months.

Kieron Goldsborough, managing director at Narrative, said: “These unprecedented times have had a knock-on effect across all industries, and businesses have faced challenges like never before.

“We have continued to service the needs of our clients, adapting with them as they explored new avenues and strategies. Our new clients are the result of some successful competitive tenders and several recommendations stemming from our reputation as champions of professional marketing, an ethos which remains unfaltering in our own strategy.”

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ROBSON LAIDLER RAISES OVER £170,000 FOR CHARITIES TO MARK ITS CENTENARY YEAR Graham Purvis, Robson Laidler North East financial firm Robson Laidler has raised over £170,000 for local and national charities to mark its centenary year in business.

The firm set itself an ambitious target back in 2016 to raise £100,000 for charity by the end of 2020 to celebrate its 100th year in business.

The firm, which employs 90 staff across two offices in Newcastle and Durham, also set out to support 100 different charities by doing 100 different activities. To help its staff achieve the target Robson Laidler gave everyone a paid ‘volunteering day’ to work in the community.

MALHOTRA GROUP PLC UNVEILS MULTI-MILLION-POUND INDIA PROJECT Meenu Malhotra, Malhotra Group Meenu Malhotra, chair and founder of the North Eastbased Malhotra Group PLC, has unveiled plans to create a £150m development in his home town in India – one of the largest investments in the company’s 40-year history.

The ambitious “one stop shop” plan– which will create around 2000 jobs – will include the creation of 11 towers which will house 1100 two and three bedroomed apartments, a 550,000 sq ft shopping mall with national and international retail outlets and restaurants, a hotel plus a multiplex cinema.

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“I have always referred to Newcastle as my adopted home and am very grateful to the people of the North East for their continued support but at the same time I have always been a patriotic Indian, proud Punjabi and my home town of Ludhiana remains very close to my heart,” said Meenu.

“I believe this is a fantastic opportunity for the area and I have been delighted by the encouragement and support we’ve had from the Punjab Government who have welcomed the project and the mega investment we are making.”

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MOODY LOGISTICS UNVEILS ‘GEORDIE HOPE’ AS PART OF £350,000 FLEET INVESTMENT Caroline Moody, Moody Logistics and Storage Moody Logistics and Storage has christened one of its new tractor units ‘Geordie Hope’ in anticipation of a more positive 2021. The Iveco Stralis is part of a £350,000 investment the Northumberland-based company is making in its fleet.

It is one of three new Iveco artic tractor units bought by the family-run firm, together with a Citroen Berlingo van that will be used for deliveries across the North of England and Scotland. In addition, it has also bought two quality used

Iveco 18 tonne trucks. Managing director Caroline Moody said staff had named the Iveco Stralis tractor unit ‘Geordie Hope’ as it arrived at the Cramlington site shortly before the first COVID-19 vaccine was approved for use in in the UK. She said: “2020 was a very tough year for so many people, so we decided to christen the truck ‘Geordie Hope’ in anticipation of better times ahead.”

ONYX HEALTH CELEBRATES ITS 10TH ANNIVERSARY WITH FIVE NEW HIRES Karen Winterhalter, Onyx Health Healthcare marketing communications specialists Onyx Health have strengthened their growing team with five new appointments, as part of double-digit growth plans for the agency over the coming year.

The agency has grown across all parts of the business in the past year, increasing its fees incomes and winning multiple new clients.

Managing Director Karen Winterhalter said: “When the COVID-19 crisis broke in March of last year, I was

determined we were going to thrive and not just survive, and we’ve done exactly that. Our new appointments will be crucial to driving forward the agency’s continued growth and expansion in 2021 and strengthening our integrated multi-service offer to clients.

“Our whole ethos as a business is about growing in line with our clients. The sky’s the limit as far as our future growth is concerned and we’re going to make 2021 a year to remember”.

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“ WE ARE MORE THAN FOOD AND DRINK; OUR ETHOS IS BASED UPON CREATING GREAT MEMORIES AND MAKING OUR CUSTOMERS SMILE.”

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AT THE HELM You’ll struggle to find someone more optimistic than Sally Marshall, founder of the Marshall Robertson Group, a hospitality group representing four individual restaurants and bistros - and undeniably one of the hardest hit industries during the pandemic.

By living and doing business by the mottos “one team, one family” and “kindness over everything”, Sally has powered through the challenges presented by the pandemic. She will even shortly be taking on a new venture on Yarm High Street – a restaurant-bistro which will create a further 15 to 20 jobs – and involved the purchase of a hot air balloon.

It’s an attitude to business which she developed when she started in the industry, eight years ago with her son Toby.

Creativity is central to The Marshall Robertson Group – in fact, Sally credits their creativity as their USP.

“I was drawn into the hospitality industry when my then-teenage son Toby, who had trained as a chef, decided to launch his own street food business, The Asian Project.”

“Creating stories behind our menus, together with a warm, welcoming atmosphere, is what differentiates us from the large chains,” Sally explains.

And, thanks to a property developer based in the North East, Sally’s business is also planning to expand to a brand-new retail outlet, due to be built near to the historic town of Bishop Auckland.

Between The Asian Project’s market stall - a bright orange gazebo, measuring three metres by three metres – and Sally’s home kitchen, she learned how to run a successful business.

“We have carved a niche for ourselves based on Teesside’s traditional dish, the Parmo. At our Prickly Pear Bistro in Middlesbrough, we have developed a global take on the beloved Parmo, with 35 different versions available on the menu.

Reflecting on the last year and the Group’s response to the national and local lockdowns, she says, “Every business faces difficult moments and whenever we have been confronted by a challenge we have not only been able to produce a solution, but one that has improved the business and made it more resilient.

“I am proud of the fact that we can still identify opportunity even when things don’t always go to plan.’’

“A recent example occurred when we reduced the number of diners able to be seated at The Ship at Redmarshall to maintain social distancing and create a COVID-safe environment. This freed up extra capacity in the kitchen that enabled us to launch a takeaway service for restaurant-quality food, which has proved extremely popular.”

While Sally has innovated and changed her business during the lockdown, it’s been her “take one step at a time” approach which has empowered her and the team to design and plan to open two additional restaurants during the pandemic.

“The Asian Project was a real learning curve.

Toby was 18 at the time and I was able to support him on the legal side of the business and through networking, identifying and connecting with those who could help move the business forward.’’

“He may have been a teenager, but from an early age Toby possessed a strong entrepreneurial spirit – something that runs through the family – and we both have a natural ability to identify potential and develop opportunities that will drive the business forward.”

For Sally and Toby this meant building the business one step at a time or, as Sally puts it, in “bite-sized chunks”.

“We built slowly, first taking over the kitchen of a reputable restaurant on Teesside, which gave us a foothold into the hospitality industry.

This arrangement was perfect as, at the time, we had no experience of running front-ofhouse and the bar.

“We are more than food and drink; our ethos is based upon creating great memories and making our customers smile.”

From their humble orange gazebo and food markets to their three venues today, the Marshall Robertson Group have grown substantially and now employ over 50 people.

In fact, it’s by recruiting the right team that has allowed them to continue their growth journey.

“An important part of our success rests with our staff and we are fortunate that, due to our excellent reputation and robust recruitment policies, we are able to attract a very highcalibre of staff – which has definitely helped us grow our customer base.”

For Sally, the future is bright – and busy. After opening two new restaurants, plans are now in place to continue building efficiencies in the business allowing them to seek the next exciting opportunity.

“Once we got a handle on how to run a successful business, it was a matter of looking for the next opportunity, something that was both exciting and allowed us to develop our creativity.”

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RIDING THE WAVE OF CHANGE The need to effectively manage and adapt to change has never been more prevalent 2020 showcased the agile abilities of many business owners who aligned the direction of their business to the rapidly changing needs of the nation. Now, in 2021, our ability to continuously adapt will be tested again. For me, two key turning points stand out: an ability to recognise and act upon changing behaviours, and the maintenance of digital momentum.

RECOGNISING CHANGING BEHAVIOURS

MAINTAINING DIGITAL MOMENTUM

Evolving to meet the needs of 2021, the pandemic has switched global markets’ focus to an extended range of sectors.

Those who adapted the quickest, meeting new demands swiftly and efficiently, did so by rapidly changing or upscaling their actions and processes. Accelerated adoption of technology and embracing all it could offer from cloud-based technology to communications channels, booking systems, virtual events and many more - saw these forward-thinking businesses trial, roll out and lead the way with effective working practices that will offer further benefits as we progress through 2021 and beyond.

Aside from the obvious need to underpin healthcare and education, we’ve seen demand for distribution, food manufacturing and digital expertise soar.

Whilst the markets and opportunities around us continue to change, so too do the behaviours of those closest to us: l New client needs

Our customers’ wants and needs have diversified to encompass new expectations driven by new circumstances.

Aligning products, services and platforms to manage their new outlook is critical to engaging effectively with these evolved audiences and satisfying their needs.

l A new team culture l Remote working quickly changed from

an interim fix to a cultural shift, transforming people and project management with immediate effect.

Investing in technology to diversify product lines, to communicate more effectively and to reach a more widespread base of stakeholders will pay dividends - not just because it enables businesses to compete beyond local boundaries, but more so because it empowers organisations to engage quickly and effectively to improve the experience of both their customers and their employees.

Those who think differently whilst remaining mindful and true to the needs of their stakeholders, will gain a competitive advantage, not just this year but well into the future.

by KIeron Goldsborough, Narrative

This change in professional habitat created a tangible gap into which company culture could easily fall. Aligning decision making with the new cultural needs of dispersed teams, as well as sustaining business objectives, is no easy task, but it is an essential one.

Kieron Goldsborough is an entrepreneurial leader with over 20 years’ experience in marketing communications. In 2011, Kieron became Creative Director at Press Ahead, where the Narrative story began, and since then has worked with a number of large blue-chip clients as well as a series of dynamic start-ups. Having moved into position as Managing Director at Narrative, Kieron continues to work in a hands on fashion across all of Narrative’s accounts.

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TALKING FUTURE

By Yvonne Bell

There is so much innovation going on in the North East and making the podcasts has given me the chance to hear about some of the ways that local entrepreneurs have adapted along their way to find solutions to problems. That seems to be what they are really good at. They are also determined, will never give up and don’t take no for an answer.

Forum board member Yvonne Bell hosts the Forum’s podcast, Talking Future. Launched in July 2020, Talking Future focuses on the lives and work of North East entrepreneurs, their views of the future and how they are innovating as they plan ahead.

With 11 published episodes and more coming in 2021, Yvonne shares what she’s learned so far.

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If you get the chance to ‘tune in’ to the Talking Future podcasts, you’ll uncover established and emerging entrepreneurs brimming with creativity and the hunger to innovate and drive their business forward.

In some of our earlier episodes, we touched upon the world of eCommerce with CEO of Visualsoft Dean Benson, explored the world of electric vehicles and EV charging with Elmtronics’ Dan Martin and spoke to Karen Winterhalter of Onyx Health about the world of healthcare communications.

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We’ve revealed how to run a trendforecasting company with Joanna Feeley, CEO of TrendBible, spoke about leadership in uncertain times with Laura Weaving of DUO Global Consulting and delved deeper into the topic of sustainable energy with Hyperdrive Innovation’s Commercial Director Stephen Irish.

Near the end of 2020, Isabella West of Hirestreet spoke to us about sustainable fashion and her rental clothes company, Natasha Boulding taught us about the world’s sand shortage and how her company – Plastech Innovation – are combating it and Pete Lillie of Presca Sportswear revealed how they make sustainable athletic clothing from plastic waste.

This year, we’ve spoken to the CEO of Graphene Composites, Sandy Chen, who uses graphene and other nanomaterials to create life-changing products including armour, and Dr Nichola Conlon of NUCHIDO who has stormed the anti-aging market with her TIME+ supplement.

Search for ‘Talking Future’ on Spotify, Apple and Google Podcasts and YouTube. With a new episode released every 3 weeks, if you like what you hear, help us spread the word by subscribing and sharing!

More episodes are currently in development and show fascinating entrepreneurs and Forum members brimming with ideas.

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REHEARSING YOUR FUTURE You may occasionally think about a potential ‘exit’ from your business but not know what this really looks like for you and your family.

For all but the most extreme serial entrepreneur, there will likely be an end goal; a point at which you can get away from the coal face and do the things that truly motivate and excite you.

As Chris Black of Brewin Dolphin explains, running a business is an exhilarating and often exhausting undertaking, and when the landscape you operate within is constantly changing, envisioning your future and setting long-term goals can be difficult.

“You influence not only your own destiny, but that of your staff too, as well as possibly the sector you operate within. We find that many business owners would like to get to a point where, if they’re working at all, they’re doing so out of choice rather than necessity.”

“ YOU INFLUENCE NOT ONLY YOUR OWN DESTINY, BUT THAT OF YOUR STAFF TOO.”

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Chris is the Divisional Director (Financial Planning Team) at Brewin Dolphin, a team dedicated to helping individuals set clear financial priorities, structure their finances and bring financial reassurance. They’re the team who can help answer the difficult questions that come when planning your exit strategy, some of which include: How do you know when you’ve made enough to live your dream life? What are you not doing by staying involved in the business? What are you missing out on whilst still young enough to enjoy it? If you’ve unwittingly already reached the point where you can live your dream life, why are you ploughing on?

Chris acknowledges that taking your foot off the gas may not come naturally, “To get to where you are today, you’ll have taken risks and no doubt have suffered sleepless nights. Your self-reliance, determination

and resilience is likely what has led to your success. Thinking about exiting your business is understandably a difficult topic.

“Our job at Brewin Dolphin is to help you work out what you dream life looks like, how much that dream life costs, when you can live that dream life and ultimately, if that dream life is already within your grasp.

If not, we’ll help you build the strategy needed to get you there.”

By understanding your drivers and goals, Chris and the Financial Planning Team can offer clarity on when you can confidently step away from the business. In conjunction with other professional advisors, Chris and the team can help implement an exit strategy that maximises your chance of living life on your terms.

“We’ve worked with thousands of business owners who have benefitted from the clarity we can bring to the conundrum of ‘how much is enough?’” Chris comments, finally adding, “We do so without bamboozling you with jargon and often, we end up showing you that your ‘magic number’ for your dream life is often much smaller than you think it needs to be.”

Chris Black is the Divisional Director (Financial Planning Team) at Brewin Dolphin, one of the UK’s leading wealth managers. They manage over £2 billion of money for over 4000 clients from their Newcastle office and dedicate their success to the individual and personal service which is central to everything they do. Whether you are looking to kick start your financial plan or to make the most of the opportunity’s wealth brings – they can support you at every stage of the journey.

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A CHANGING WORKPLACE While many companies are already working remotely, the lockdown has meant many more companies are now having to work from home.

Businesses must utilise technology to continue to drive their business forward, adopting videoconferencing software for business communications and cloud computing for accounting, customer relationship and data management.

These platforms and tools make tasks easier and more efficient, allowing us to connect and collaborate regardless of location.

John Burns, Managing Director of Diamond Group, believes the future of the workplace has changed forever, and technology plays a major part in it.

“ONE OF THE KEY THINGS WE’VE LEARNED FROM THE INITIAL LOCKDOWN, AND IN THE UNFAMILIAR TERRITORY OF REMOTE WORKING, IS THE IMPORTANCE OF COMMUNICATION.”

“One of the key things we’ve learned from the initial lockdown, and in the unfamiliar territory of remote working, is the importance of communication.

“Platforms like Zoom, Microsoft Teams and Circuit have made it easy to connect and catch up with your team and are proving to be an efficient communication tool for all aspects of business”.

He also acknowledges that one of the main challenges is keeping productivity up and resisting the urge to stay in your pyjamas and put on the TV while checking up on emails.

But just because your desk is now your dining table, it doesn’t mean the tools we use to stay on track in the office are completely redundant.

“With staff spread all over the region (if not the country) and all trying to access, view and edit documents, now is the time to invest in an efficient file sharing tool,” states John.

“Whether it’s via a cloud-based server or software like Google Drive, having everything your team needs in one place will make working from home smoother for everyone.”

Regardless of the software or platform, John reminds us that these emerging products are a symbol of the future workplace to come.

John Burns is the founder of Diamond Group, a hassle-free IT, Communications, Photocopier and Financial Services provider. Diamond Group pride themselves on the excellent service they provide to their customers and want to reassure everyone that they are still able to provide their firstclass service during the current uncertainty.

“While we may not shift completely to remote working yet, still holding onto a few smaller offices instead of the large open-plan space, much of the future of work will be distributed.

It’s a trend that’s not going away and those who recognise the importance of these tools and products will thrive.”

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ADAPTING TO CHANGE When your business is part of the ‘critical supply chain’, supplying key industries such as food and pharmaceutical during a pandemic, learning how to manage risk and disruption becomes part of the day-to-day.

The pandemic has tested the resilience and flexibility of supply chains around the world - and no one knows it better than Russell Croisdale, Managing Director of The Encore Group.

Russell explains that demand increased significantly during the first lockdown when the government, NHS and other major companies turned back to the traditional and trusted method of printed communication to deliver critical messages.

“When the lockdown was announced, it was important for us to be open and clear with all our employees and clients. We have found that the majority of people want to talk because they want to know what is happening within the business.”

Russell explains that by prioritising early and effective communication with stakeholders can create “stronger and better relationships” overall and that as Managing Director, he felt it was important to spend time communicating with all clients, large or small: “you will be pleasantly surprised by what opportunities this will uncover.”

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For most businesses, including The Encore Group, understanding cashflow was key.

Russell comments that “cash was going to be critical to most of us coming through this situation in the best possible shape” and advises everyone to make contact early with debtors to ensure there are no issues with statements.

“It is all about communication right across the business and I believe if we manage our communication correctly for all our employees, clients and suppliers we stand a good chance of coming through this unprecedented time in the best possible shape.”

In addition, Russell found speaking to his peers – particularly other entrepreneurs within the Forum – for advice and support, helped tremendously.

“As far as I know there are no text books written or courses available on how to run your business through a global pandemic, but I am sure someone will write one after we all return to some normality!

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“We have great resources within all our members of the Entrepreneurs’ Forum, please don’t be afraid to ask other members for advice or just to use as a sounding board.”

Russell Croisdale is the Managing Director of The Encore Group, a corporate partner of the Entrepreneurs’ Forum.

Based in Washington, Peterlee and most recently Dewsbury, The Encore Group employ over 300 people across their packaging and printed envelope businesses.

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R&D IN THE NORTH EAST

While it’s advised that an R&D expert such as Lumo is engaged at the very early stage of innovation, helping companies predict precisely what they can claim and helping them budget, they understand that their expertise may be required further down the pipeline.

“The good news is that if we arrive when a project is well and truly underway, we can actually work retrospectively and go back as far as two financial years,” added Joanne.

“We can then figure out whether the company has been missing out on any claims. The Government is very supportive of any R&D work at companies and are trying to help. Taxation is very complex and it easy for benefits to be overlooked which is where we come in.”

The North East has a proud history of ingenuity, creativity and innovation – from the birth of steam to the lightbulb. But the region still has the lowest research and development (R&D) rate in England. What can we do to change it?

“A lot of firms in this region are involved in R&D relating to the food and drink industry, technology, engineering, chemicals, virtual and augmented reality, oil and gas, etc, but they are not maximising their potential claims”, says Joanne Warren, Managing Director at Lumo Tax. “We work alongside firms and analyse precisely what is going on, who is contributing to the project, and how we can help the company claim exactly what they are due. In some of the cases we work on, this can amount to tens of thousands of pounds in tax credits that the company was unaware they were entitled to.

While Lumo has worked at a variety of companies and seen precisely what goes on, they’re also fully aware of the expense that R&D requires and how it can be a gamble.

“This includes salaries too - if you or any of your staff are involved in research and development (R&D), then a chunk of their salary becomes tax deductible.”

“Companies need help; they need to be able to have the confidence to take a gamble and put time and effort – and money – into R&D.

With an aim to ‘shed some light’ on your business, Lumo’s focus is on helping businesses understand and capitalise on R&D credits to find and fund their futures.

“It’s why it is so important that they make full use of any benefits which are available to them. We make sure that they get value for money.”

On average, businesses can claim 33p of every £1 spent on ‘innovation’, i.e. any investment into new processes or products you make, or any effort you make in enhancing your existing processes or products.

“The Government see any form of research and development as being critical for any firm – small or large – and will eventually benefit the country as a whole. They understand that for every £1 that the HMRC pays out in R&D tax credits they see a return of approximately £2.50 from future R&D projects.

Joanne Warren is the Managing Director of Lumo, specialist R&D tax advisors.

Joanne is a qualified accountant and tax advisor who specialises in innovative tax relief for UK businesses. Lumo works in close partnership with businesses, helping them improve their cash flow through innovation funding, primarily capitalising on R&D tax credits and Patent Box to both find and fund their futures.

“In other words, the Government sees a clear return on their investment with a scheme that helps create innovation and ultimately jobs in the UK market.”

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RINGTONS YEAR IN REVIEW RINGTONS YEAR IN REVIEW

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2020 was an unpredictable challenge that forced us all to change the way we lived and worked and no one knows this better than Ringtons, a family business founded in 1907.

Known for their doorstep delivery service, their iconic black-and-gold vans are a familiar sight to many, but when the national lockdown was enforced in March 2020, they quickly shifted all business online, cementing their eCommerce site as their main sales channel.

For them, 2020 was a year of innovation, as they quickly adapted and responded to the changing external landscape.

Daniel Smith, 5th generation of the founding Smith family, explains what 2020 looked like for the business.

January – June 2020 Our doorstep delivery service offering ‘Tea and More to Your Door’ has been delivering since 1907. We’ve only had two breaks of service in those 114 years for the world wars, but in March, we took the decision to suspend our service for the third time.

We have over 230,000 customers, delivered to on a fortnightly or monthly basis, serviced by our dedicated and passionate team of over 300. Suspending our service was a very difficult decision, but we believed it was the right decision for the health and safety of our team, our customers and their families.

The suspension left our customers without their usual supply of tea and biscuits and resulted in dramatically increased demand on our e-commerce site. In order to cope with this demand and continue supplying our ‘tea and more’ offer to both regular and new customers we took several steps.

First, we launched ‘The Monty’. It’s a single box product that contains plenty of tea and biscuits, plus a jar of coffee. Delivery is free and we guarantee next day despatch. The products are fixed so it’s quick to pack and despatch compared to standard orders.

Secondly, we revisited delivery chargers.

Our customers are used to our free delivery service so the online postage charges didn’t seem right to us. We reduced the order threshold for free delivery to £15 from £40 and those who contacted us directly, who didn’t have access to the internet, were offered free delivery whatever their order value.

With order volumes 10 times higher than the same time the previous year, we increased capacity. The team pulled out all the stops and with help from third parties we were able to despatch 10 times our previous capacity.

We also decided to shift our focus and reduce the range on offer. While our website previously contained exclusive items not available via our doorstep service, we removed all these products to focus on our core range and to help doorstep customers with the transition to the website, reduce the complexity of orders and improve our efficiency.

We found it increasingly important to keep our customers up to date with all our activity via our website and social media. The key for us is being clear, concise and transparent.

Tea is the national beverage and with lockdowns, isolation, loneliness and stress, we think it’s playing its part in helping the nation get through these tough times. It’s back on trend with sales in the tea market growing, which hasn’t been the case for decades. For us our biscuits have also proved particularly popular.

We saw an increase in the number of people signing up to become customers via the internet and phoning us, our business model of truly direct to consumer visits looks less ‘old fashioned’ by the day.

Our Tea Packing Division which supplies several retailers and supermarkets were facing a different set of tough challenges.

There were limitations in the number of people allowed in the facility and shifts had to be segregated to reduce risks, all increasing downtime and mounting pressure on our output to fulfil our customers requirements.

We have been able to maintain a level of production throughout and although it has hardly been plain sailing, we have strong procedures and a well drilled team in place to reduce the risk.

July – December 2020

By July 2020 all of our 230 vans were back on the roads visiting our customers again. We spent a long time planning and thinking about safety before our return and introduced a set of comprehensive safety protocols, PPE and the right cleaning products for each person, van and office. As with the decision in March, the safety of the customers and the team remains paramount.

We’ve had several touching letters of heartfelt thanks from customers for our service since we resumed, this isn’t unusual but the specific nature of these letters has great meaning at times when isolation is more extreme and our service is more important to them than ever.

Each visit comes with a smile and a chat, the importance of which can’t be overstated.

All of our team whether out visiting customers, in the factory or at home, have done a tremendous job and we’re immensely proud of their actions and attitude throughout 2020.

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BUILDING RESILIENCE It’ll never happen to me! Everyone remembers where they were the day that JFK was shot, when the Twin Towers came down, when the country voted for Brexit and when the country went into lockdown for COVID-19. We all thought that this would never happen, but it did.

Walking away from my office in March I wondered how on earth I could continue our business through lockdown. As a leader, what do you do with that? How do you plan for a future that’s blurry? It’s all in the attitude of a leader, its ‘how’ do I deal with it not ‘if’. I gathered my thoughts and turned to our own resilience planning, looking at the risks as well as the opportunities presented by a pandemic – the same principles can be applied to your business too.

1. IDENTIFY AND UNDERSTAND YOUR INFLUENCES

3. DEVELOP PROACTIVE ACTION PLANNING

Identify and understand the influences on the business and what risks and opportunities that they all present. There will always be constant changes in the economic environment disrupting business and this uncertainty leaves no room for complacency for any business model, product or service.

Once you’ve identified and understood the influences on your business, and reviewed the risks and opportunities available to you, it’s time to develop proactive (not reactive) action planning. This means creating a step-by-step practical guide to enable you to achieve your revised objectives. This will vary business-to-business but may include, for example, reviewing in staff training and development or investing in activities that will strengthen your culture. For us, our priority was on pivoting the business from on-site delivery to operating virtually just as successfully, if not better than before, and ensuring we have the resources needed to achieve our plan.

Whether it’s because of new trade rules, changing regulations, changing technology or an out-of-nowhere disruptive global event—your business or industry might look radically different one year from now.

2. DEVELOP AND APPLY RISK-BASED THINKING Once you’ve identified the influences within your business, focus on how to manage the risks and opportunities to be more resilient during the ever-changing business environment. Start by identifying situations or events (including threats or opportunities) that could affect your organisation, before investigating causes and consequences of these events and assessing the likelihood of potential risks.

4. MONITOR AND EVALUATE Once you’ve implemented your action plan within your business, continually review and improve it. Prioritise and action plan frequently and logically, making it a regular process. By doing so, you’ll create a stronger and more adaptable business.

Helen Short is Managing Director of Absolute Quality Consultancy & Training. Founded in 2001, Absolute Quality facilitate simple, logical, easy to use company management systems that strengthen businesses, helping leaders to build resilience, and meet the requirements of quality, environmental and health and safety certification.

By Helen Short, Absolute Quality Consultancy & Training

Risk assessment and risk management does take time, effort and money, but by adopting risk-based thinking, it’s an investment you won’t regret as you’ll be more prepared to make more cost effective and valuable business decisions.

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IN DEVELOPMENT

From a £2.6bn Gigafactory to science and manufacturing parks, read all about the current development projects shaping the North East.

GIGAFACTORY

Britishvolt, the start-up battery manufacturer, has selected Blyth as location to build the UK’s first battery Gigafactory. Built on the same land as the Blyth Power Station in Northumberland, the firm will invest a total of £2.6 billion in the project, which makes it the largest industrial investment in the North East since Nissan’s arrival in 1984. The £2.6bn Gigafactory will provide 3,000 jobs for the region, as well as 5,000 more across the plant’s supply chain and is due to be completed by 2023.

RIVERSIDE SUNDERLAND More than 0.5billion investment is pouring into Sunderland city centre, creating a new climate of confidence and optimism among the general public and investors alike. Riverside Sunderland is the focal point of that charge.

SUNDERLAND INTERNATIONAL ADVANCED MANUFACTURING PARK (IAMP) With up to 150 hectares of development land to the north of Nissan UK and adjacent to the A19 trunk road, IAMP is designated a ‘Nationally Significant Infrastructure Project’ (NSIP) by the UK Government, and is a partnership between Sunderland and South Tyneside.

IAMP is a hub for automotive, advanced manufacturing and technology businesses, accelerating economic growth and generating the conditions for private sector investment of over £400 million. With superb infrastructure and transport links, it is predicted to deliver circa 371,000sqm of developable floorspace and over 7,000 new jobs over the next ten to 15 years.

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It will provide jobs and homes for the people of Sunderland, and attract skilled workers, students and visitors. The development will comprise three main parts: an employment zone, civic and cultural buildings and homes and community life.

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NEWCASTLE HELIX Newcastle Helix is the only city-centre innovation district of its kind in the UK. With a committed long-term investment from three partners (Newcastle University, Legal & General and Newcastle City Council), the vision is to create a vibrant ecosystem that will enable the commercialisation of products within Urban, Life and Data Science sectors. On completion, it will boast 500,000 sqft of office and research space, as well as 450 homes and even a hotel. With some buildings already finished, it is bringing together a community of academics, industry leaders, businesses and world-class researchers.

TEES ADVANCED MANUFACTURING PARK Set in a prime location in Middlesbrough, the Tees Advanced Manufacturing Park – TeesAMP – is a cluster of like-minded businesses from a variety of industrial sectors. The state-of-the-art facilities are designed to support innovation, helping businesses to transform technologies and drive business growth.

Businesses at TeesAMP have easy access to a diverse supply chain, a skilled workforce and excellent connectivity to global markets.

TEESWORKS Teesworks is the new name of the former South Tees Development Corporation, the first Mayoral Development Corporation outside of London.

Teesworks is the UK’s largest and most connected industrial zone and has been set up to promote the economic growth and commercial development of the Tees Valley by converting assets in the South Tees area into opportunities for business investment and economic growth.

The Teesworks area covers approximately 4,500 acres of land to the south of the River Tees, in the Borough of Redcar and Cleveland, and includes former SSI steelworks site as well as other industrial assets. The area benefits from river access and includes the deep-water port of Teesport, England’s largest exporting port.

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A LIFETIME OF ACHIEVEMENT Barbour has become an iconic British brand, known throughout the world for their durable and timeless waxed cotton jackets. For many, it’s one of fashion’s best legacies—a truly generational product that has stood the test of time.

Founded in South Shields by John Barbour in 1894, the company originally outfitted fishermen and mariners in oilskins to protect them from harsh weather at sea.

At the time, oilskin outerwear was crafted from leftover scraps of sails that had been treated with fish oil to make them water-resistant.

The pair decided to move back up north, where they married in 1964, before welcoming their daughter Helen in 1966. But while on holiday in Mallorca in 1968, John died suddenly of a brain haemorrhage. Only 29 years old, John left behind Margaret, 2-year old daughter Helen and the family business.

Among the award recipients is Newcastle University, which the Foundation has supported since 2012 with several programmes, including the development of the Wolfson Childhood Cancer Research Centre, PHD studentships on the Cancer Prevention Programme and over 35 PhD studentship posts across the University’s Faculty of Medical Sciences.

With two options – sell the business or join it – Dame Margaret decided to join, determined to continue her husband’s legacy. She was appointed to the Board of Directors before becoming Chair of the organisation in 1973.

Their newest education facility is named in her honour.

In 2000, she established the Nancy Barbour Award with her daughter Helen, an annual programme within the Women’s Fund to recognise organisations helping women to play a more active part in the community, particularly those who work with a disability.

Dame Margaret established the award in memory of her late mother-in-law, Nancy Barbour, who, in addition to leading Barbour while her husband served in the Second World War, also championed women’s causes and encouraged women to fulfil their potential.

Applying her interest and knowledge of textiles, style and trend forecasting, Dame Margaret led on the development and launch of three new waxed jackets, applying design principles that she had seen in trade and fashion shows across the world.

Because of the fish oil and bad odour, John set out to design an alternative and achieved the same results by treating cotton fabric with flax oil.

His long silhouettes were sold under the J Barbour & Sons brand and quickly became a hit with mariners and shipbuilders, protecting them from the harsh British weather.

From there, Barbour went on to kit out motorcycling enthusiasts as well as submarine commanders in the Second World War before transforming into the global lifestyle brand it is today.

Their iconic wax jackets are still handmade in their factory at South Shields, where they make around 120,000- 130,000 per year.

The company’s continued success is testament to its chair, Dame Margaret Barbour. Born in the North East, Dame Margaret moved to London in the 1960s to work as a school teacher – and it was here, after a Twickenham rugby match, that she met John, fourth-generation Barbour.

This, combined with the introduction of new colours to the range, officially marked the company’s departure from its ‘country-green’ ethos and it’s shift towards becoming a highstreet brand.

A year after establishing the Nancy Barbour Award, Dame Margaret received the honour of Dame Commander of the Order of the British Empire for services to industry in the North East.

In the early 1990s, she oversaw the opening of their first concession, when the company ventured beyond its retail store in South Shields to Harrods in London. Today, it has over 21 standalone stores worldwide and around 1,500 wholesale stockists.

Her attention to style and colour, combined with her passion for the brand and her drive to innovate, have transformed a family business into a global fashion phenomenon with three Royal Warrants.

She’s led the company to strength, growing it from 100 staff to more than 1,000, all while making a huge contribution to the region and helping charitable causes and cultural and community projects in the North East.

In 1988, Dame Margaret launched The Barbour Trust (now called The Barbour Foundation) with her daughter Helen and since then, has awarded more than £20m to charities and good causes across the region.

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In April 2020, Dame Margaret turned over the factory in South Shields to make PPE garments to support local NHS Trusts in the fight against COVID and helping combat the national PPE shortage.

Dame Margaret continues to display outstanding innovation and generosity and has given a tremendous amount of support to the region, making her a worthy winner of our 2020 Lifetime Achievement award.

When approached for a comment on the accolade, Dame Margaret said, “My daughter Helen and I are so proud of everything Barbour has achieved. When I first took over in 1968 in the saddest of circumstances, I don’t think I would ever have believed I would be accepting an Award like this.

“I believe the key to our success has been that we have always stuck to our founding principles and family values and practiced good housekeeping, leaving money in the business both for the bad times and the good; this has never been more important than today with the current challenges we all face.

“From the very beginning, I knew that I could not do it all by myself, so this Award is a testament to the hard work and dedication of all of my staff from my MD Steve Buck, my senior management team and all of our employees worldwide.”

While the Barbour we know today has changed in some ways from its start in 1894 – much has stayed the same.

At its heart is family, and with Dame Margaret’s grandchildren now showing interest in the business (sixth generation of Barbours) we’re sure that its legacy will long continue.

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