Entrepreneur United Kingdom - April 2025

EMMA

JONES:

What's her formula for entrepreneurial Success?

UNDERDOGS

BOLD FOR THE BOLD

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FEATURES EDITOR Patricia Cullen patricia.cullen@bncb2b.com

CEO Wissam Younane wissam@bncpublishing.net

MANAGING DIRECTOR Rabih Najm rabih@bncpublishing.net

ART DIRECTOR Simona El Khoury

EDITORIAL TEAM Tamara Pupic, Aalia Mehreen Ahmed

MEDIA SALES MANAGER Olha Kovalova olha.kovalova@bncb2b.com

GENERAL MANAGER Daniel Malins daniel@bncb2b.com

REGIONAL DIRECTOR Andy B. andy@bncb2b.com

CONTRIBUTING WRITERS Jack Latus, Richard Robinson, Edward Lewis and Aaron Surtees

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REVEALING THE JOURNEYS OF TRAILBLAZING ENTREPRENEURS

UNCOVERING

THE TRUTH

BEHIND THE UK STARTUP SCENE, AND SHARING ACTIONABLE INSIGHTS TO HELP YOU CHALLENGE THE STATUS QUO AND ELEVATE YOUR BUSINESS.

Entrepreneur United Kingdom

Welcome to the April issue - no pranks, just purpose. As always, Entrepreneur UK is focused on uncovering the truth behind the UK startup scene, celebrating bold moves, and inspiring you to think differently about the future of business. This month, we’re excited to bring you an inspiring conversation with Emma Jones, the founder of Enterprise Nation. For years, Emma has been a driving force behind supporting small businesses in the UK, and in our chat, she opens up about her journey, her passion for helping entrepreneurs, and what she sees for the future. Whether you’re just starting out or looking to scale, her insights are a must-read for anyone in business. We also speak with Damian Routley, COO of Founders Factory, a London based accelerator and venture studio, about the realities of the UK startup ecosystem. Damian’s perspective on what it takes to succeed in this fast-paced and competitive environment is eye-opening, and his insights into driving innovation at the heart of London’s startup scene are both practical and inspiring. For anyone

interested in scaling their business, Damian’s experience with supporting startups is worth paying attention to. We’re also sharing powerful insights from SeedLegals founder Anthony Rose, former head of BBC iPlayer, on transforming the UK funding landscape and paving a clear path for UK businesses to break into the US market.

But that’s just the beginning – our Rewriting The Rules feature highlights the journeys of entrepreneurs who dared to break from tradition, challenge the status quo, and create businesses that are making waves. Take Ari Last, CEO and co-founder of Bubble, for example. He revolutionised the childcare industry by launching a flexible, accessible platform that addresses the needs of both parents and childcare providers. Similarly, we hear from Pip Murray, founder of Pip & Nut, who has redefined nut butter with her range of sustainable, healthy, and delicious products. Her journey really shows how passion, purpose, and a clear mission can take a business to the next level. And there is so much more….

As always, we’ve also packed this Entrepreneur UK issue with practical advice to help you elevate your business. Whether you’re looking for tips on how to build your board-level confidence or wanting to learn how to promote intrapreneurship within your organisation through resources like The Open University, we’ve got you covered. And of course, we continue to bring you the latest on new innovations, trends, and strategies that are shaping the future. From tech disruptions to creative business models, we’re keeping a pulse on what’s next and how you can leverage it to stay competitive and grow your business.

Whether you’re just starting out or scaling up, this April issue is packed with stories that will help you push boundaries and think outside the box. Thank you for being part of our community – as we enter into our fourth month of 2025 we’re excited to continue this journey with you.

And just to keep things interesting... we’ve actually been running a startup that teaches plants how to code. But don’t worry – it’s still in its seed stage. Happy April Fools!

Patricia Cullen Features Editor, Entrepreneur United Kingdom

EMPOWERING THE VISIONARIES OF THE UNITED KINGDOM

UNITED KINGDOM

Cash is Queen

Female entrepreneurship is booming, with women leading the charge in business and wealth management. As they continue to break barriers and seize new opportunities, the game is changing - fast. by

ENTREPRENEUR UK STAFF

Female entrepreneurs are driving major change, yet they still face tough challenges in money management and business growth. While women-owned businesses are growing 94% faster than those run by men, they continue to battle societal biases and limited access to funding. So, why aren’t we doing more to support them?

Alan Hooks, Head of Private Clients at Julius Baer International, the UK based global private banking group, and Sam Smith, entrepreneur, NED, and former Chief Executive of finnCap Group Plc, offer insights into the hurdles women face in managing their wealth and scaling their businesses. When it comes to managing wealth, both male and female entrepreneurs face some similar challenges, but Hooks

highlights key differences in how women approach their finances. “Both men and women face some universal challenges that all entrepreneurs encounter in managing their wealth: they can lack confidence, feel they have a shortfall of knowledge, or do not have sufficient time,” Hooks explains. However, he stresses that these are manageable hurdles. “None of these are insurmountable, particularly with the right advisor to attend to their personal financial affairs,” he adds. The unique challenge that many female entrepreneurs face, according to Hooks, is a lack of financial confidence. Historically, women have not been exposed to investing or financial education in the same way men have, which often leads to a feeling of insecurity in managing their wealth. “As women increasingly generate and hold more wealth, a lack of financial confidence is one of the principal hurdles they face. They

→ Alan Hooks, Head of Private Clients at Julius Baer International, on how empowering women entrepreneurs is key to shaping the future

haven’t benefitted from the same education in, or exposure to, the world of investing as it hasn’t traditionally been geared towards them,” Hooks explains. This lack of exposure often means that women can feel less self-assured in their financial decisionmaking, which can have significant implications for their long-term financial goals.

The issue of time is also an important factor for female entrepreneurs. “Time is also a factor here as entrepreneurs’ lives are wholly interwoven with their businesses, which often means their personal finances are not their first priority,” says Hooks. Balancing the demands of running a business while managing personal finances can be overwhelming, and it’s not uncommon for female entrepreneurs to neglect their financial well-being due to competing demands.

Smith expands on some of the systemic challenges female entrepreneurs face, pointing out that the financial system was never designed with women in mind. “The system in which entrepreneurs operate was not built for women, it was built by men with connections and education, so as a female entrepreneur you do not know

where to go, what to do, who to ask for advice, you’re on the outside,” Smith reflects. This lack of access to established networks and financial communities can present a significant barrier for women looking to navigate the world of wealth management.

One trend that has emerged among successful female entrepreneurs is their desire to give back to their communities, and this is an area where wealth managers can play an important role. Hooks explains, “Research suggests that female entrepreneurs show a strong interest in giving back to their communities.” He further highlights how wealth managers can help bring these philanthropic goals to life by aligning them with the client’s financial strategy.

“An advisor will help bring them to life through opportunities such charitable or philanthropic endeavors, often concerning female equality,”he says.

For women who want to support causes close to their hearts, such as gender equality or women’s empowerment, the role of the wealth manager is crucial in structuring their finances to achieve both business growth and philanthropic success. “However, they must have a suitably constructed investment portfolio giving sufficient

“Both men and women face some universal challenges that all entrepreneurs encounter in managing their wealth: they can lack confidence, feel they have a shortfall of knowledge, or do not have sufficient time”

returns to maintain their financial backing of these ventures,” Hooks notes. This dual focus on business success and social impact is something that requires careful financial planning and strategic advice, and wealth managers are in a unique position to provide this support.

Smith agrees with the importance of giving back, but she also underscores the significance of building a lasting legacy. “There is not one female superscaler who doesn’t want to give back, to try and ensure no other women goes through what they had to, or still lacking in confidence even though they have built a £100m turnover business,” Smith shares. Despite their success, many female entrepreneurs still face the challenge of finding purpose in their wealth and desire to create an impact beyond their personal gain.

For many, the focus shifts from securing financial stability to creating a legacy that supports other underrepresented groups. “Achieving financial security is one thing, but building a legacy is very important to these women – to be able to support

→ Sam Smith, Entrepreneur and former CEO of finnCap, on shattering barriers and driving gender equality in business

other underrepresented segments, not just women, to succeed,” says Smith. This desire to support and uplift others is often a driving force for female entrepreneurs, influencing their business and wealth management strategies.

Hooks and Smith both agree that when it comes to wealth management, there is no one-size-fits-all strategy. According to Hooks, the approach to managing an entrepreneur’s wealth should be as unique as the individual. “The strategy we would recommend for a successful entrepreneur would not look fundamentally different whether they are male or female, as we cater solely to the needs and objectives of each individual,” he says. It’s all about understanding the specific needs and goals of the client, both professionally and personally. “Giving the right advice and building the most appropriate

adjusted when necessary,” says Hooks. This adaptable approach ensures that both personal and business-related goals are met, allowing entrepreneurs to focus on scaling their businesses without losing sight of their financial well-being. Smith also emphasises the

available, the key to success will be understanding the factors that contribute to women’s success in business, which are often different from those in male-dominated spaces. While there isn’t a particular sector that female entrepreneurs are dominat-

THE SYSTEM IN WHICH ENTREPRENEURS OPERATE WAS NOT BUILT FOR WOMEN, IT WAS BUILT BY MEN WITH CONNECTIONS AND EDUCATION, SO AS A FEMALE ENTREPRENEUR YOU DO NOT KNOW WHERE TO GO, WHAT TO DO, WHO TO ASK FOR ADVICE, YOU’RE ON THE OUTSIDE”

strategy for a client means understanding each part of their life, from their family, their lifestyle, and their own goals, to their business plans and ambitions.”

For female entrepreneurs, a holistic approach to wealth management is essential. “Their assets can then be structured appropriately to provide enough for each requirement and

importance of personalised strategies, particularly for women who are scaling their businesses in a world that was not traditionally designed for them. “We are only just starting to get statistics on how female entrepreneurs grow their businesses to superscale. The trends emerging in this space are really new.” As more data becomes

ing, Smith points out that many of these businesses “provide a different take or approach or serve a customer group that wasn’t previously catered to.”

Smith also highlights the importance of building a supportive ecosystem for female entrepreneurs. “There is really strong work being done on growing the ecosystem for female-led

businesses, which helps to encourage women to start and scale businesses, as well as share their experience and expertise,” she explains. This ecosystem is crucial for fostering a sense of community and support among women entrepreneurs, and it’s helping to reshape the future of female entrepreneurship.

Both Hooks and Smith emphasise the importance of financial education and community support. For Hooks, the increased representation of female advisors in wealth management is a positive step forward. “Ever-increasing numbers of female relationship managers, wealth planners, and investment advisors mean that wealthy women are more readily seeking advice and benefitting from expertise regarding their personal finances,” he says. This change is helping to build confidence and knowledge among women, allowing them to take more control of their financial futures. Smith agrees that financial literacy is key to empowering women to manage their wealth. “We need to be educating women as a group in financial literacy from a young age and talking about it in a relatable way,” Smith says. Financial education, she believes, will empower women to make informed decisions about their businesses and wealth. “Only then will female founders become more confident, more represented, and likely to inspire others to do the same,” she adds.

Investing in Change

A new wave of entrepreneurs is emerging, focused not just on profitability but on creating social impact. While these businesses face unique challenges in securing investment, founders are boldly and creatively striving to balance financial success with societal change.

Jem Stein, founder of Daring Capital, a London-based investment firm championing social impact businesses, is leading the charge in helping these ventures navigate the delicate balance between profit and purpose. As an investor, advocate, and passionate entrepreneur himself, Stein has seen firsthand the hurdles that social entrepreneurs face and the resilience they demonstrate to overcome them. Entrepreneur UK sat down with him to discuss what makes these businesses unique, the misconceptions investors hold, and how entrepreneurs can better position themselves to secure the capital they need to grow their social ventures.

Impact business barriers

When asked about the main issues social impact businesses deal with, Stein explained, “Social impact businesses face unique challenges that conventional businesses don’t because they’re working to deliver on two fronts: financial returns and meaningful social impact.” Striking the right balance between these two }}

→ Jem Stein, founder, Daring Capital

missions is no small feat. Social impact founders are constantly juggling their need for funding with their desire to do good. Investors, on the other hand, often prioritise one over the other - either looking for high returns or prioritising a genuine mission. The difficulty lies in the fact that while there are many investors who focus on social impact, not all of them are willing to take the risks that come with backing businesses that may not fit the traditional financial models. As Stein points out, “It’s hard to find investors who will back these types of businesses (even though there are a lot out there) so getting initial financing can be challenging.”

Assessing social impact businesses without traditional scalability

Social impact businesses often don’t follow the same growth trajectory as traditional startups. They might not have the same scalability potential or be able to attract the kind of rapid growth that venture capitalists often look for. So how does Stein assess the potential of these businesses when scalability is not the primary driver? “There are huge opportunities for social impact businesses tackling critical challenges that may not offer venture-scale potential,” he shares. While these businesses may not meet the traditional venture capital model, they still hold immense potential to dominate niche markets, addressing underappreciated problems with innovative solutions that require lower capital investments.

Stein argues that success in this field hinges more on strong leadership than on protected technology or fast growth. “Ultimately, success in this space is less about having defensible technology and more about the founders: their deep expertise, genuine passion for the problem, and ability to execute against the odds. It’s this leadership and commitment that turns a focused mission into a sustainable, impactful business.”

Misconceptions about social impact businesses

One of the most common misconceptions that investors have about businesses focused on social impact is that they are somehow less capable or more risky than traditional ventures. “The biggest misconception is that purpose-driven founders are somehow less capable, more amateurish, or higher risk than conventional founders. In my experience, that couldn’t be further from the truth,” Stein explains. According to him, purpose-driven founders often bring an extra layer of determination and dedication to the table. “If anything, these

founders are often more committed and resilient because their connection to the mission isn’t just strategic - it’s deeply personal.” For these entrepreneurs, their work goes beyond generating financial returns; it’s about having a positive, lasting impact on the world. This deeper motivation often makes them more likely to weather challenges and continue pushing forward to realise their vision.

The right way to pitch a social impact business

Pitching a business focused on social impact to investors accustomed to high-growth, profit-driven models can be a daunting task. Social impact founders may struggle to compete with startups that offer enormous financial returns and high scalability. But Stein believes that social entrepreneurs should not try to fit into a model that doesn’t suit their business.

“The key for social impact founders is to find investors who genuinely align with their values and mission,” Stein says. “Trying to compete directly with high-growth, profit-driven startups on purely financial returns is a tough game to win.” Instead, social impact founders should be upfront about their dual focus on returns and societal impact. By aligning themselves with investors who truly understand and value their mission, they can form stronger, more meaningful partnerships.

“Investors who appreciate that will be the right partners,” Stein adds.

Alternative funding models

For social impact businesses that don’t fit neatly into the traditional venture capital model, Stein has found that alternative funding sources tend to be more flexible and better aligned with their needs.

“For social impact businesses that don’t fit the traditional VC mould, angels, syndicates, foundations, and family offices tend to be the best funding sources,” Stein explains. These funding sources offer more flexibility in terms of expectations and timelines, allowing for a more collaborative relationship between investors and entrepreneurs. “They offer more flexibility in their approach and, crucially, allow founders to build real relationships with investors who believe in their vision,” Stein says. Building a relationship with investors who understand the long-term nature of social impact work is often more productive than working with funds that prioritise short-term financial returns.

Schemes like SEIS (Seed Enterprise Investment Scheme) can also be a valuable tool in de-risking investments for social impact businesses. “Traditional funds can be more challenging because they’re managing other people’s money and often have stricter return

“The biggest misconception is that purpose-driven founders are somehow less capable, more amateurish, or higher risk than conventional founders. In my experience, that couldn’t be further from the truth ”

expectations, making it harder for non-traditional models to fit their thesis,” Stein adds.

Advice for entrepreneurs struggling to raise capital For social impact entrepreneurs who are struggling to raise capital and feel excluded from traditional funding routes, Stein has some grounded advice: “The first thing I’d say is: get as far as you can without raising.” Too often, early-stage founders expect to secure large sums of money before they even have a product or customers. However, in today’s world, there is much that can be accomplished with minimal resources.

Stein encourages founders to focus on building traction first.

“Instead of following the VC playbook, which often doesn’t fit social impact businesses, focus on proving traction first. Get

as far as you can, raise a small amount (£50k), make progress, then raise again if needed. Rinse and repeat.” He also advises that founders shouldn’t quit their day jobs too soon. “If you can build a business with paying users and solid revenue on a small budget, you will find the funding to grow. Investors will always back businesses that demonstrate real market demand.”

Stein’s insights into social impact investing highlight the challenges these businesses face and how they can overcome them. When founders and investors align on shared values, social impact ventures can thrive, even in a profit-driven market. The key is choosing the right partners and staying true to the mission - because the world needs businesses that create lasting, positive change.

The Sky’s the Limit:

Redefining the Rules of Play

A fresh approach to i-Gaming has taken flight, challenging conventions and reshaping the industry. In an arena long dominated by tradition, one company’s bold strategy is proving that innovation, not imitation, is the true path to success by

ENTREPRENEUR UK STAFF

In an industry often characterised by incremental change and entrenched conventions, Spribe has broken the mould. Founded by David Natroshvili, the company blends cutting-edge technologies with an innovative approach to game design, reshaping the gaming landscape. Their flagship creation, Aviator, reflects this forward-thinking approach and has become a benchmark in the world of gaming innovation.

When traditional slots dominated the market, Natroshvili and his team spotted an opportunity to engage a younger, more interactive audience. Their flagship game, Aviator,propelled Spribe to the forefront of the industry. But, as Natroshvili explains, the real challenge wasn’t just spotting a trend - it was reshaping the industry’s approach to gaming and delivering something that both defied norms and introduced something entirely new.

“This insight led us to develop next-generation games, starting with Aviator, that combine elements of skill, excitement, and social interaction. Our goal was to bring innovation into an industry that had become somewhat stagnant,” he says.

TURNING GAPS INTO GAMECHANGING OPPORTUNITIES

The iGaming industry is notorious for its reliance on timeworn formats, and traditional slot machines had long reigned supreme. Yet, Natroshvili saw a market ready for disruption. “From the very beginning, we saw an opportunity in the iGaming market that was largely overlooked - an audience that craved fresh, interactive, and highly engaging gameplay,” he says. The market, dominated by static slot games, had grown stale. There was little

room for players to interact with one another or engage with the game in a meaningful, dynamic way. As younger, more tech-savvy generations entered the fold, their demand for deeper engagement was undeniable. The question for Natroshvili was not whether the industry needed disruption, but how to provide it.

In this landscape,Aviator was born. The game combined the simplicity of classic arcade mechanics with the complexity of real-time decision-making and social interaction. Players could watch their bets rise on a multiplier, deciding when to cash out or risk more. It was a format that allowed for both skill and luck, giving players a greater sense of agency than passive slot machines. The game’s rapid success demonstrated a clear demand for gameplay that blended excitement with interaction.

FROM START-UP TO INDUSTRY LEADER

When Spribe first launched, the company was determined to break new ground in game design. However, as Aviator quickly gained traction, Natroshvili's vision for the company expanded. What started as an effort to introduce innovative game mechanics soon expanded into a broader mission to redefine the entire gaming experience using AI and smart technology “Our vision expanded from merely offering unique games to pioneering an entirely new category of ‘Smart’ games that prioritise social engagement, fair play, and real-time excitement,” Natroshvili explains. The company's commitment to AI-driven innovation has propelled Spribe to the forefront of gaming technology. Today, it is synonymous with what Natroshvili calls “Smart games” - games that offer players not just an experience, but a chance to be part of a larger social context. “Our mission is to stay

ahead of trends, continuously push the boundaries of game design, and maintain our leadership in the crash game segment,” Natroshvili asserts. Spribe’s ability to stay at the cutting edge of game development has enabled it to lead the charge in this new category of i-Games, solidifying its position at the forefront of the industry.

TURNING CHALLENGES INTO OPPORTUNITIES

Despite the allure of innovation, the path to success was not without significant hurdles. One of the key challenges Spribe faced was convincing operators to adopt its new i-Gaming format. Traditional slots were deeply entrenched, and convincing operators to move away from a familiar and profitable format to something radically different was no easy task. “One of the biggest challenges we faced was convincing operators to adopt a completely new type of game,” Natroshvili acknowledges.

saw the game’s success in action, the adoption rate skyrocketed. “Once the first wave of operators saw its success, adoption quickly gained momentum,” says Natroshvili. This ability to pivot and educate in the face of market resistance is a hallmark of Spribe’s approach.

AI, INNOVATION, AND THE SECRET SAUCE

What is it about Aviator that has made it so successful? According to Natroshvili, it’s a combination of several key factors: simplicity, social interaction, real-time decision-making, and fairness. “Aviator’s success can be attributed to several key factors: simplicity, high engagement, social elements, and a fair, provably fair algorithm,” he explains. The game appeals to a broad audience by offering a mix of risk, strategy, and excitement, and it’s this combination that has made it a hit across player demographics.

In addition, Spribe has worked diligently to keep the game fresh. Regular updates, new features, and strategic partnerships with operators ensure that Aviator remains at the forefront of the market. “To sustain its momentum, we continuously enhance the game with new features, maintain close partnerships with operators, and

Instead of viewing this resistance as a setback, Spribe embraced the challenge as an opportunity to educate the market. They armed themselves with data, case studies, and trial opportunities, offering operators a chance to experience the potential of Aviator firsthand. The results spoke for themselves: once operators }}

OUR VISION EXPANDED FROM MERELY OFFERING UNIQUE GAMES TO PIONEERING AN ENTIRELY NEW CATEGORY OF ‘SMART’ GAMES THAT PRIORITISE SOCIAL ENGAGEMENT, FAIR PLAY, AND REAL-TIME

invest in marketing strategies that keep Aviator at the forefront of players’ minds,” Natroshvili says.

STAYING AHEAD OF THE CURVE

The success of Aviator has spurred a wave of imitation, with competitors seeking to replicate its success. However, Natroshvili is confident that Spribe's firstmover advantage, coupled with ongoing innovation, will keep Aviator ahead of the competition. “Aviator remains the market leader because we prioritise quality, innovation, and player experience,” he asserts. By continually improving the game and expanding its accessibility,

Spribe ensures that it stays ahead of the curve.

Despite the growing number of crash-inspired games, Aviator remains the benchmark for quality and innovation, proving that being the first to market with a truly novel concept provides significant long-term advantages.

A ROADMAP FOR FUTURE INNOVATION

Looking to the future, Spribe is far from resting on its laurels. Natroshvili remains focused on expanding Spribe’s portfolio of games and leveraging emerging technologies to enhance the gaming experience. “We are always looking at what’s next. Our focus is on expanding our portfolio of innovative games while leveraging new technologies like AI, blockchain, and Web3 elements,” he reveals. These technologies hold significant promise in shaping the next wave of iGaming, and Spribe is positioning itself to be at the forefront of these developments.

Mobile-first gaming and social betting experiences are also high on Spribe’s agenda, as the company continues to innovate in ways that better align with the evolving demands of today’s players. “As the industry evolves, Spribe will remain at the forefront, ensuring we continue to shape the future of iGaming with cutting-edge innovations,” says Natroshvili. True disruption comes from more than just identifying opportunities - it’s about having the vision and tenacity to reshape an entire industry.

“Innovation is key, but execution is everything,” he concludes. It’s the ability to deliver on bold ideas, powered by AI and technology, that will shape the future across industries.

The voice of entrepreneurship around the world

THE TRUTH BEHIND UK STARTUPS

WHEN IT COMES TO THE UK’S ENTREPRENEURIAL SCENE, THE CONVERSATION OFTEN REVOLVES AROUND TWO MAJOR POINTS: IS THE UK A REAL COMPETITOR TO SILICON VALLEY, AND IS IT TRULY A STARTUP HUB OF THE FUTURE?

Amidst skepticism about the UK’s startup ecosystem, Damian Routley, Chief Operating Officer of London based Founders Factory, a global startup accelerator and venture studio, argues that the country’s entrepreneurial landscape is thriving. But with rising challenges and fierce global competition, can the UK truly become Europe’s Silicon Valley?

Critics argue that the UK startup ecosystem still faces deep systemic challenges, like a lack of early-stage capital or the ongoing brain drain of talent to Silicon Valley. But according to Routley, the narrative is more nuanced and filled with opportunity. In this Entrepreneur UK interview, Routley unpacks the strengths and weaknesses of the UK’s startup scene, offering valuable insights on the country’s potential to become a global leader in tech and innovation.

The UK’s startup ecosystem: Myths vs. reality “Criticism of the UK startup ecosystem often overlooks the facts,” he says. While it’s true that the UK faces its share of challenges, Routley firmly believes that many critics fail to acknowledge the significant achievements of the country’s tech scene. In his view, the UK remains Europe’s premier startup hub, and there’s little evidence to suggest that this position will falter anytime soon.

He points out that in 2024, UK startups accounted for 25% of all new ventures in Europe and raised 40% of the total capital, making it a dominant force in the region. “The UK attracts more venture capital than any other European country, with investment levels double that of the next closest competitor,” Routley explains. “UK funds are also outperforming their European and even some US counterparts.”

Despite concerns over talent leaving for Silicon Valley, Routley sees a different trend. “We’ve seen the opposite - international founders flocking to the UK,” he says. “In our own portfolio, we’ve seen the likes of ShopCircle, founded by two stellar Italian entrepreneurs, come to the UK to launch and scale their company, raising funding from major UK and US investors.” This influx of international talent is a testament to the UK’s growing reputation as a launchpad for high-growth companies. “The UK is a global crossroads - a first stepping stone for serious capital from Asia and the Middle East, and a springboard to the US,” he adds.

Moreover, the regulatory framework in the UK plays a significant role in supporting startups. “You can set up companies in a fraction of the time compared to Europe,” Routley highlights. “And unshackling our regulatory environment from the rest of Europe has made us far more open to international business. The UK’s lack of AI regulation, for example, has made it attractive compared to Europe, which faces challenges with the EU AI Act.”

However, Routley acknowledges that while the UK has made tremendous progress, it’s not without its hurdles. “It would be naive to ignore the challenges we still face,” he says. “The UK has a long way to go to sit shoulder to shoulder with Silicon Valley. But its foundations are solid, and its outlook is promising.”

What more can the government do for UK startups?

The UK government has set ambitious goals to foster the next wave of innovation and entrepreneurship. But according to Routley, there are a few critical steps that can further strengthen the ecosystem.

He points out that successful startups rely on three things: money, talent, and a market. The government can play a significant role in ensuring these elements are in place.

“First and foremost, we need to incentivize people to take the risk of building a business, and for investors to back these businesses,” he says. He advocates for protecting investment incentives like the Enterprise Investment }}

→ The team behind Founders Factory: shaping the future of startups

Scheme (EIS) and the Seed Enterprise Investment Scheme (SEIS), which are vital for early-stage investors who take on higher risks. “We should also look at expanding R&D credits for critical industries such as deep tech, climate, and life sciences, where the UK can continue to build on its global reputation.”

Another area Routley feels is crucial to the UK’s future success is talent retention and attraction. “We need to ensure the UK is the first choice for international skilled talent,” he emphasises. One

way to achieve this is by improving access to visas, including creating more opportunities for families of entrepreneurs. He also stresses the importance of strengthening entry points to the UK’s talent ecosystem, like partnerships between industry and academic institutions, as well as programs like Erasmus and Horizon, which can help attract top-tier talent from across Europe.

Additionally, Routley underscores the importance of a thriving market for startups to grow. He believes the UK has a huge opportunity to transform the public sector through technology, AI, and data, creating new avenues for innovation. “Getting this right could be pivotal,” he adds. Finally, Routley believes the UK must

double down on its efforts to support scaleups, not just startups. “We need to ensure that businesses don’t leave the UK as they grow,” he stresses. This includes focusing on regions outside of London and investing in new clusters where startups can scale effectively.

Challenges facing UK tech entrepreneurs

While the UK startup scene is thriving, it’s not without its challenges. According to Routley, access to talent, capital, and customers remains a consistent hurdle for entrepreneurs across the board.

One issue he highlights is the diminishing financial incentives for entrepreneurs. “Tax reliefs for entrepreneurs and investors have been reduced, and it’s crucial

that we build on these rather than throw them out,” he explains. “The danger, if we neglect this, will be a failure to produce any UK-grown breakout successes. This, on top of a worrying trend of high net worth individuals leaving the UK for tax reasons, means the government ought to think deeply about how it is ensuring the funding well doesn’t dry up for businesses.”

There’s also the broader issue of global economic trends. The COVID-19 pandemic led to an initial surge in funding, but that was followed by a market correction in 2022. “Capital has become scarcer, and it’s falling into the hands of fewer companies,” Routley says. As a result, only exceptional businesses are receiving funding, and many consumer-focused

→ Damian Routley, COO of Founders Factory, driving innovation at the heart of London's startup ecosystem

companies are struggling. However, this shift has led to growing interest in industries such as deep tech, climate, and health, where specialised funds are emerging to support those sectors.

But it’s not just capital that’s a concern. The rapid proliferation of AI also brings both opportunities and challenges. “The current pace of innovation means that founders are under great pressure to make decisions and execute faster than ever,” Routley notes. “On the other hand, the availability of AI to entrepreneurs has created a much lower barrier to entry to building a business. This makes the market much more competitive, making it harder to raise, thus ushering a new paradigm of resource allocation.”

Securing follow-on funding

A common concern among UK entrepreneurs is securing follow-on funding after their initial investment. While this remains a challenge for some, Routley is optimistic about the state of the funding ecosystem in the UK.

“I’d actually say that all the evidence suggests that our funding raising ecosystem is firmly back on track,” he explains. While there are no “urgent fixes” required, Routley stresses that the UK must continue to realign incentives for early-stage investors.

“One of the things we’re seeing is the deployment

of pension funds into high-growth businesses, which is a positive trend,” he says. This shift is vital for creating more sustainable and diverse funding sources, which can help foster innovation and ensure that emerging companies have access to the capital they need to scale. As this trend grows, it will be important to keep refining the framework to maximize its long-term impact.

Addressing the talent gap in tech

The UK has seen substantial investment in tech startups, but one area that still requires attention is talent retention and the widening skills gap in tech fields. Routley believes that addressing this issue comes down to two main factors: education and migration. Education, particularly in STEM subjects, is crucial to equipping the next generation of tech talent.

“Cyber security is a great example of an industry that’s thriving in the UK - but where there are as many unfilled roles as there are people in the workforce,” he notes.

“Education starts at a very early stage, underlining the importance of both STEM subjects but also creative pursuits, the right balance to foster innovation and the startup mindset. I’d also like us to reconfigure the way academia and industry come together to make further education even more relevant - from

practical degree programs to apprenticeships and placements.”

Routley also emphasises the need to continue attracting top international talent to the UK. “Visa programs for skilled workers are critical,” he says. We can achieve this by strengthening the entry points to these ecosystems, not just through universities, but also by supporting industry hubs, non-profits, and research institutes. “We need to make the right landing programmes for each industry to ensure that the UK is top of the list.”

Strengthening the UK’s global position

As the UK aims to solidify its position as Europe’s Silicon Valley, Routley sees a promising future for the country’s startup ecosystem. Founders Factory, plans to continue supporting UK startups and global entrepreneurs solving real, pressing problems.

“The UK has a growing network of industry and government partners who are ambitious to drive innovation and transform categories and geographies they’re operating in,” he explains. “Nowhere else can founders engage with this range of global players, from Aviva and Rio Tinto, to governments in Australia, Singapore, and beyond. To the ordinary founder, these types of organisations are not only hard to access, they’re hard to know how

to approach, and I believe one of the best things we do is offer access to these organisations that might take years to procure.”

Routley also points to the growing importance of building ties with regions like Asia and the Middle East. “Building deeper in-roads with global partners is key to sustaining UK innovation. Many critical industries, such as deep tech, climate, and health, require significant infrastructure and capital that often reside in Asia and the Middle East. Strengthening ties between UK startups and these regions will help retain innovation and protect intellectual property while ensuring UK companies scale on a global stage.” In the end, Routley believes the UK has a generational opportunity to cement its place as a global tech leader, but this won’t happen by accident. “This won’t happen by defaultwe must continue to invest in our founders, refine our policies, and build a global ecosystem that ensures UK tech remains world-class” he concludes.

The UK’s startup scene has all the right ingredients for continued success, but to maintain its edge as Europe’s innovation hub, it will need more than just momentum - it will need bold moves and unwavering commitment. Will it rise to the challenge or risk losing its lead? Only time will tell.

In a world where every small business owner is one new app or breakthrough technology away from skyrocketingor stumbling - Emma Jones is here to make sure they don’t miss the memo.

by PATRICIA CULLEN

EMPOWERING THE UNDERDOGS

Emma Jones, the visionary CEO behind Enterprise Nation, a UKbased business support network that provides resources, advice, and networking opportunities for entrepreneurs, has spent years championing small businesses in the UK. Under her leadership, the business support network has become a vital resource, offering entrepreneurs the tools, guidance, and connections they need to navigate an increasingly unpredictable and digital-first economy. Let’s meet the woman behind the mission.

With a background that spans both corporate and entrepreneurial realms, Jones’ journey to founding Enterprise Nation was driven by her own experiences as a business owner during the dot-com boom. Since 2005, she has built a formidable platform that supports small and medium-sized enterprises (SMEs) across the UK, empowering them to scale and innovate in a digital-first world. In a conversation with Entrepreneur UK, Jones discusses how her vision has evolved, particularly in response to the rapid acceleration of digital transformation, and what it will take for SMEs to succeed in the coming years.

← EMMA JONES, founder of Enterprise Nation, making it easier for entrepreneurs to grow, thrive, and make their mark

“ RESEARCH WE DID AT THE BEGINNING OF THE YEAR FOUND 47% OF UK ADULTS ARE NOW THINKING ABOUT STARTING A BUSINESS OVER THE NEXT 12 MONTHS. THAT’S 12% MORE THAN IN 2024”

FROM DOT-COM TO DIGITAL TRANSFORMATION

“I started my career at Arthur Andersen and left to launch a business during the dot-com boom that I successfully exited within a couple of years,” Jones recalls. “The experience of starting, growing, and selling a business gave me the idea for Enterprise Nation, which was launched in 2005 to support the flourishing number of start-ups and SMEs.”

Jones’ early entrepreneurial experience was pivotal, shaping her understanding of the challenges small businesses face when navigating the complexities of growth. But it was the explosive increase in the number of people starting businesses that spurred Jones on to turn her vision into a reality. “Fast forward to today, and the number of people starting up or planning to start has taken off. Research we did at the beginning of the year found 47% of UK adults are now thinking about starting a business over the next 12 months. That’s 12% more than in 2024,” she notes. The surge in entrepreneurial ambition is not only a reflection of the economic climate but also the rise of younger generations, with Gen Z and millennials spearheading the charge. “Gen Z and millennials are leading the }}

“

trend, so expect this trend to keep on expanding,” Jones adds. With this influx of new businesses, Enterprise Nation has adapted its offerings to meet the specific needs of this new generation of entrepreneurs. In response to the demand for digital expertise and flexibility, the platform now offers services that cater to the modern way of working. “Today’s start-ups are often started as a side hustle, so people need access to

business support that’s easy to dip in and out of 24/7,” she explains. “For example, we now offer 30-minute daily Lunch & Learns, delivering expert tips people can tune into in their lunch hour.”

With digital transformation being one of the defining features of today’s business landscape, Jones believes the role of technology cannot be overstated. “Technology undoubtedly has the power to transform our economy,”

Technology undoubtedly has the power to transform our economy. The 5.5 million SMEs we have in the UK now represent 99.8% of all businesses and will play an incredibly important role in creating growth”

she says. “The 5.5 million SMEs we have in the UK now represent 99.8% of all businesses and will play an incredibly important role in creating growth.” Small businesses, as the backbone of the UK economy, have an immense opportunity to drive productivity and innovation - if they can harness the power of digital tools. Enterprise Nation has already taken a leadership role in helping SMEs embrace technology through initiatives like Tech Hub, a partnership with Google, Sage, and Vodafone Business. “Since its launch in October 2023, Tech Hub has supported more than 50,000 founders,” Jones reports, emphasising the tangible impact of these collaborations. The platform is also closely involved in government initiatives, with Jones sitting on the Government’s SME Digital Adoption Taskforce. “We must collectively deliver a bold, high-aspiration public-private sector strategy that delivers results,” she urges. “There’s a window of opportunity, and we must act fast if we’re going to achieve the Government’s aspirations to be the fastest-growing economy in the G7.”

→ The Enterprise Nation founder with Nicola Mendelsohn at #SheMeansBusiness

”THE COMPANIES THAT WILL SUCCEED AND DELIVER THE MOST BENEFIT ARE THE ONES THAT ACTIVELY SHAPE AND LEVERAGE AI TO CREATE VALUE AND REDEFINE THE MARKET. THEY WILL LEVERAGE ENHANCED DATA

PROCESSING TO BETTER PREDICT CAPABILITIES THAT WILL HELP THEM NAVIGATE WHAT’S TO COME”

However, despite the progress, significant gaps remain. “Our recent research for Tech Hub found that with the right support, business leaders could get three and a half weeks back by adopting technology. It found that, despite making progress, worrying gaps in knowledge and uptake remain,” she explains. The path to digital adoption, while critical, is not always straightforward, and Jones believes that a collaborative effort from both the public and private sectors is essential to closing these gaps.

INTERNATIONAL LESSONS: A GLOBAL PERSPECTIVE

Looking beyond the UK, Jones is keen to explore international best practices in digital adoption. “There are some incredible international examples like Singapore’s SMEs Go Digital, which supports SMEs to adopt advanced digital solutions,” she notes. Singapore’s initiative offers sector-specific digital plans that are integrated into its Industrial Strategy, recognising that digital solutions can not only increase productivity but also enhance resilience.

↑ Enterprise Nation’s Ask Ema, Personal Business Assistant }}

→ Emma Jones talking part in the FSB

Similarly, New Zealand’s Digital Boost program offers a model that closely mirrors what Jones and Enterprise Nation have worked towards in the UK. “New Zealand’s Digital Boost has been very effective and is almost identical to the approach we have built over many iterations at Enterprise Nation in the UK and Ireland,” she explains. The programme’s diagnostic tools provide businesses with personalised action plans to fast-track digital adoption, offering a mixture of e-learning, events, and access to curated advisors.

Looking ahead, Jones is particularly enthusiastic about the growing role of artificial intelligence (AI) in shaping the future of SMEs. “We’ll certainly see more businesses consciously adopting AI to increase efficiencies,” she predicts. “At the moment, AI is built into many digital applications that small businesses already use, but in the future, we will see them building it into their own systems while anticipating and adapting to technological and market changes.” The next wave of innovation will see AI not just as a tool but as a key driver of competitive advantage.

AI will also play a significant role in employee development. “We’ll also see AI doing the heavy lifting in personalised staff training, helping businesses to deliver individualised progression and personal growth coaching that can adapt to diverse needs,” Jones explains. As businesses increasingly rely on technology to streamline operations and enhance productivity, they will need to invest in digital skills training to stay ahead.

In order to help businesses navigate these changes, Jones outlines five crucial steps for any SME looking to embrace

digital transformation:

1/Start small: Assess your digital readiness by understanding the existing digital expertise and experience within your business.

2/Get the right level of support: Seek help to optimise digital transformation and identify key issues.

3/Work out the tools that will make an impact: Whether it’s CRM suites, workflow management tools like Trello, or accounting software like Sage, SMEs should identify the digital tools that will best suit their needs.

4/Implementation: Focus on improvement rather than perfection, and fine-tune your strategy as you go.

5/Be open to help along the way: Continually upskill yourself and your team to stay ahead in a rapidly changing environment.

ENTERPRISE NATION’S ROLE IN DRIVING DIGITAL TRANSFORMATION

As part of its mission to accelerate the digital journey for small businesses, Enterprise Nation’s Tech Hub offers a range of tools designed to make digital adoption as accessible as possible. “The Digital Starter Kit for small business is a really good place to start because it helps you plan how you approach digital adoption and tackle the e-learning elements of the hub,” Jones explains. The platform’s regular webinars and personalised action plans allow businesses to progress at their own pace, providing them with the resources they need

Small Business Debate

that the key to long-term success lies in embracing change and leveraging technology. “The companies that will succeed and deliver the most benefit are the ones that actively shape and leverage AI to create value and redefine the market. They will leverage enhanced data processing to better predict capabilities that

to stay competitive in an increasingly digital world.

Looking to the future, Enterprise Nation is also exploring the potential of AI in its own offerings.

“We are building with AI ourselves and beta-testing a ‘Personal Business Assistant’ that fetches information, support, and guidance that small businesses need,” Jones reveals. The vision for this tool is ambitious: to provide every small

business in the UK with a Personal Business Assistant that helps them on their journey, from identifying contracts they are eligible to bid for to connecting them with finance options at the right stage of growth.

NAVIGATING ECONOMIC UNCERTAINTY WITH TECHNOLOGY

As small businesses face an uncertain economic climate, Jones believes

will help them navigate what’s to come. We’ll also see AI doing the heavy lifting in personalised staff training, helping businesses to deliver individualised progression and personal growth coaching that can adapt to diverse needs,” she asserts. The digital transformation that SMEs are undertaking today will not only help them weather economic storms but also position

them for success in an increasingly tech-driven global economy.

Jones’ vision for Enterprise Nation has evolved with the changing tides of small business needs. What began as a simple start-up support network has morphed into a vibrant hub, helping entrepreneurs tackle the complexities of the digital age. With cutting-edge programs like the Tech Hub and powerhouse partnerships, Enterprise Nation is redefining the future of UK entrepreneurship.

For Jones, the road ahead is clear: by embracing digital tools, fostering a culture of continuous learning, and providing the right support, UK businesses can thrive, no matter what challenges lie ahead. As she sees it, “Businesses that invest in digital tools and upskilling their staff and are open to technological change will be the winners in the next decade.” In the face of ongoing political and economic upheaval, these businesses will flourish, gaining access to flexible supply chains and enjoying reduced tech costs that drive profits.

“What seems like an investment now, will pay dividends further down the line and lead to more innovative product and service generation and offer a strategic foresight that will help them to sidestep future shocks.”

↓ Emma Jones at the Enterprise Nation Tech Hub Event, connecting innovators and entrepreneurs to shape the future of business:

Bethany Lavin Photography

↓ Enterprise Nation StartUp Show 2025

From Seedling to Scaling

Anthony Rose is a name that resonates with innovation. by

PATRICIA CULLEN

→ Anthony Rose, co-founder of SeedLegals, revolutionising startup fundraising with innovative solutions

Aformer head of BBC iPlayer, Rose has spent much of his career working on technologydriven solutions that challenge the status quo. However, in his latest venture, he’s set his sights on a different challenge: making the process of startup fundraising more accessible, efficient, and less stressful.

Alongside angel investor Laurent Laffy, Rose co-founded SeedLegals, a platform designed to eliminate the inefficiencies and frustrations that often accompany legal paperwork during the fundraising process. The idea for SeedLegals sparked one night in Rome, when Rose and Laffy realised just how much time and money was wasted on legal complexities during funding rounds – and knew they had to fix it.

AN INNOVATIVE SOLUTION TO A COMMON PROBLEM

The inspiration for SeedLegals came from Rose’s own experiences in the startup world. After leaving the BBC, he built and sold several startups, which gave him firsthand insight into the legal challenges faced by founders. During this time, he became acutely aware of the issues that plagued startup funding rounds, specifically the inefficiencies and costs of legal documentation.

YOU

WANT TO

doing that,” Rose explains. In doing so, they’ve transformed a cumbersome, outdated system into a sleek, accessible solution, empowering founders to focus more on building their businesses and less on the paperwork.

RELENTLESSLY

AND

RUTHLESSLY

“The biggest mistake that founders make is not creating founder agreements,” he says emphatically. “Founders get together, they have an idea, they think it’s going to be a party building it, and then things don’t work out, and

LOOK TO ELIMINATE EACH OF

THE REASONS WHY PEOPLE ARE SAYING NO, WHICH OFTEN IS THEY SIMPLY DON’T UNDERSTAND WHAT YOU’RE DOING. AND THEN YOU HONE THE MESSAGE, AND YOU WANT TO GET THE LOOP TIME AS SHORT AS POSSIBLE”

The entrepreneur’s solution? A modern technology platform that simplifies and automates the process of creating legal documents that are usually exchanged back and forth between founders and lawyers during funding rounds. By digitizing and streamlining these processes, SeedLegals offers an affordable and faster alternative to the traditional, lawyer-heavy model.

“We got together and then fell in love with the idea of taking the Word documents that lawyers send backwards and forwards and charge a fortune for, and make a modern technology platform a better way of

COMMON PITFALLS FOUNDERS FACE DURING FUNDRAISING

Having experienced the highs and lows of the startup world firsthand, Rose offers invaluable insights for fellow entrepreneurs. One of the biggest mistakes he sees founders make during fundraising? Failing to establish solid legal agreements from the very beginning.

they can’t get funding, someone has to still pay their rent, they split up, and then unless they have a founder agreement, one of the founders leaves and keeps all their shares, and then the business is uninvestable.”

For Rose, the lack of a founder agreement is not just a small oversight - it’s a major risk. Without a clear legal understanding of how

shares are distributed and what happens if a co-founder leaves, the business can face significant challenges down the road. “When starting a business you have to have a founder agreement that says if you leave or your co-founder leaves, they have to give back some of their shares,” Rose advises.

Beyond legal agreements, Rose also stresses that founders often make the mistake of focusing too much on technology and not enough on customer demand. “Founders think that the problem to solve is to build technology, but the real problem to solve is to have people want what you’ve built,” he points out. Many founders, he notes, start hiring teams, building products, and raising money without first validating that there’s a demand for what they are offering. Rose recommends that entrepreneurs test their product ideas with a simple prototype before diving into the fundraising process.

THE SECRET SAUCE:

Having built successful startups in the past, Rose’s approach to scaling SeedLegals and solving tech problems is rooted in what he calls “customer-driven development.” For him, the key to building scalable products lies in being as close to customers as possible. This means engaging directly with users, talking to them about their pain points, and iterating based on their feedback.

“Be as close to your customers as possible, engage with them, talk to

→ The SeedLegals team

FOUNDERS THINK THAT THE PROBLEM TO SOLVE IS TO BUILD TECHNOLOGY, BUT THE REAL PROBLEM TO SOLVE IS TO HAVE PEOPLE WANT WHAT YOU’VE BUILT”

them, and in the early stages, focus on building exactly what they need,” Rose explains. “If the CEO or the founders can be engaging directly with the customer, they can then see if people aren’t buying the product, why they’re not buying, what they are saying about the competitors.”

Early-stage development is often messy and not scalable, but according to Rose, it’s important to stay hands-on during these stages. For instance, when SeedLegals first started, Rose would personally sit on a beanbag and do customer calls, even marking up Word documents or setting up cap tables himself when the platform didn’t yet have the functionality to do so. While this hands-on approach isn’t scalable, it allowed Rose and his team to fine-tune the platform based on real-time customer feedback.

“You want to relentlessly and ruthlessly look to eliminate each of the reasons why people are saying no, which often is they simply don’t understand what you’re doing,” he explains. “And then you hone the message, and you want to get the loop time as short as possible.”

One of the most significant ways that SeedLegals is disrupting the startup ecosystem is by democratising access to legal documents and fundraising tools. Traditionally, legal documents and the process of raising money have been the domain of those with access to expensive lawyers or VCs. SeedLegals, on the other hand, has made these resources available to all founders, regardless of their financial background or technical expertise. When asked about the value proposi-

tion of SeedLegals, Rose shares his belief that many entrepreneurs don’t wake up in the morning thinking about shareholder agreements or investment consents. “What they’re looking for is money in the bank,” he says, adding that what sets SeedLegals apart is not just its legal documents but also its holistic approach to supporting founders through the fundraising process. “What they want from the provider is going to include help and advice, a billing system that isn’t billing by the hours, unlimited help and support, and a platform that’s on 24-7,” Rose explains.

Through SeedLegals, Rose and his team aim to provide a solution that offers not just legal documents, but a comprehensive platform for startup fundraising that includes guidance, customer support, and real-time web chat for founders.

A REVOLUTIONARY APPROACH TO FUNDRAISING

Another game-changing product from SeedLegals is SeedFast, a new way for founders to raise funds quickly and efficiently. Rose likens the traditional funding round process to a slow bus ride, where everyone has to get on board before the journey can begin. SeedFast, on the other hand, is akin to taking an Uber for each individual investor, allowing founders to raise smaller amounts of money from multiple investors at different times.

“If you think about a funding round like a bus trip, you’re taking people on a holiday,” Rose begins, explaining the old model. “You have to round up everyone to go on the bus. The bus can

only leave when the last straggler arrives. And it’s a slow process. What if instead you could get an Uber for each person as they come along?”

With SeedFast, investors don’t have to wait for the entire funding round to be finalised before contributing their funds. Instead, founders can take money from investors as it becomes available and issue shares at a later date. This flexibility allows founders to access the capital they need when they need it, without the stress and uncertainty of waiting for a full funding round to come together.

“Fundraising transforms from ‘I’m going to get all these people interested and then have to wait months to get them all on board’ to ‘every time I find somebody, I’m going to talk to them and see if I can take some money from them and then use that money to grow my business,’” Rose explains. “And now 70% of all fundraising is no longer in a funding round, in early stage rounds. It’s now before the round with SeedFast or topping up the previous round.”

This new model has transformed the way UK startups approach fundraising, making the process faster, less stressful, and more accessible for a wider range of founders.

BEYOND THE UK

As SeedLegals gains momentum in the UK, Rose and his team are setting their sights on new horizons. “We’ve launched in the US, which is very exciting,” Rose shares. “The US is enormous, eight times the size of the UK.”

Rose’s vision for SeedLegals goes beyond transforming the UK startup landscape; it’s about creating a seamless pathway for UK businesses looking to expand into the US. “For any UK company looking to move to the US, SeedLegals is now the perfect bridge,” he concludes. This bold move not only positions SeedLegals as a game-changer in the legal tech space but also as a crucial tool for UK entrepreneurs aiming to scale globally.

29th May 2025, QEII Centre, London, UK

Grow Your Global Business Network

Build your global business network at Global Britain Trade Expo 2025. Now in its seventh year, GBTE continues to promote the UK as a global trade and business destination and welcomes delegates from 36 countries. The event is designed for those businesses looking grow internationally, be it setting up overseas, sourcing new suppliers or exporting to new markets.

Global Britain Trade Expo 2025:

Trade Up, Go Global!

As an entrepreneur, you know that expanding your business beyond your home market is a powerful step toward long-term success. But entering international markets can feel overwhelming. Whether you’re looking to export, secure new suppliers, or build a global brand, the opportunities are endless - but you need the right guidance to navigate them. The Global Britain Trade Expo (GBTE) 2025 is the perfect opportunity to unlock those global doors.

Scheduled for May 29th, 2025, at the prestigious Queen Elizabeth II Centre (QEII) in London, GBTE 2025 will bring together entrepreneurs, business leaders, and global industry

experts in one place. In its seventh year, the event promises to be a pivotal moment for anyone serious about taking their business global.

Why should you attend GBTE 2025?

In a world where market dynamics shift quickly, entrepreneurs need to stay ahead of the curve. GBTE 2025 is designed to give you access to essential insights, strategies, and people that will help you scale your business internationally. The event caters to both seasoned exporters and newcomers looking to take the first steps into global markets.

At GBTE 2025, you will have the chance to:

} Gain actionable insights from over 33 expert

speakers with deep experience in international trade, investment, and global business expansion.

} Network with 75+ exhibitors showcasing the latest solutions, products, and services to support your international growth.

} Discover trends and technologies shaping global markets, and learn how to tap into those opportunities.

} Expand your reach by engaging with business leaders, industry experts, and entrepreneurs from over 36 countries, all united by a shared goal: to make international trade more accessible and successful.

Whether you’re looking for the latest market trends or simply want to broaden your professional connections, GBTE 2025 is designed to support your journey to global success.

Keynote speakers you can’t miss

GBTE 2025 will feature a stellar lineup of keynote speakers, each offering unique expertise to help you navigate the world of international trade. Some of the leading voices include:

} Marco Forgione, Director General of the Chartered Institute of Export & International Trade: Marco will share invaluable insights on export strategies and navigating the complexities of international trade regulations.

} Dr. Craig Brown, Director of Investment at the UK Space Agency: Dr. Brown will explore how the space industry is reshaping global commerce and how your business can capitalise on emerging opportunities.

} Julie Holt-Jones, Founder of Space4Sight: Julie will offer perspectives on the growing influence of the space sector in global trade and how entrepreneurs can position their businesses in this innovative field.

} Tajinder Kaur Rai, Notary Public: Tajinder will discuss the legal considerations in international trade, focusing on the importance of documentation and compliance to ensure your global transactions are seamless.

} Martin Warner, Founder

of warpSpeed will share where AI is today, where it is heading and how it will affect us all.

These experts, alongside many others, will provide you with actionable strategies you can implement right away to expand your business internationally.

Networking with global leaders

Networking is at the heart of GBTE 2025. Whether you are looking to enter new markets, source suppliers, or form strategic partnerships, this event provides the perfect platform to build meaningful relationships. With delegates and exhibitors from across the world, GBTE 2025 offers a rare chance to connect with potential clients, partners, and investors from over 36 countries.

The event is also supported by influential organisations such as the London Chamber of Commerce, Made in Britain, UK Space Agency, and Entrepreneur UK, ensuring that you have access to top-tier networking opportunities. These collaborations create an environment that is ideal for those looking to make valuable business connections and expand internationally.

What’s included with the VIP delegate package?

The VIP delegate package offers exclusive access to a comprehensive event experience that maximises your opportunity to learn, engage, and connect. With the VIP package, you’ll

receive:

} Full access to all 24 conference sessions, which cover crucial topics in international trade, investment, and business expansion.

} Admission to the exhibition zone, where you can meet with over 75 exhibitors and explore a range of solutions to support your global growth.

} Networking lunch and coffee breaks, giving you time to interact with like-minded entrepreneurs and industry leaders.

} Access to video replays of all conference sessions for 30 days after the event, so you can revisit key content at your convenience.

Whether you’re an emerging entrepreneur or an established business owner, the VIP package ensures that you get the most out of GBTE 2025, providing both the learning and networking opportunities needed to help you grow your business globally.

Special Offer: Save 30% with Code EM30

If you’re considering

attending GBTE 2025, now is the perfect time to secure your spot. As a special offer for entrepreneurs like you, we’re offering a 30% discount on your ticket purchase when you use the code EM30 at checkout.

To take advantage of this limited-time offer, simply visit the Global Britain Trade Expo Delegate Pass page and apply the code EM30 during registration.

Event Details

} Date and Time: 9:30 AM, May 29th, 2025

} Location: Queen Elizabeth II Centre, Broad Sanctuary, London SW1P 3EE

} Event Booking URL: https://www.globalbritaintradeexpo.com/delegatepass

Exhibiting at GBTE 2025

For those looking to showcase their products and services to a global audience, GBTE 2025 provides a unique opportunity to position your business in front of key decision-makers, buyers, and potential

investors. Exhibiting at the event will allow you to gain visibility and connect with international trade professionals who can help take your business to the next level.

For more information on exhibiting, please contact Craig Kelly at craig. kelly@iconicmediasolutions.co.uk.

Don’t miss out on this game-changing opportunity The world of international trade is full of potential—if you know where to look. With expert speakers, exclusive networking, and cutting-edge strategies to fuel your international growth, GBTE 2025 is the launchpad every entrepreneur needs to elevate their business globally. This isn’t just another event - it’s your gateway to new markets, powerful connections, and the global success you’ve been aiming for. Don’t wait for the future - create it. We look forward to seeing you on May 29th, 2025 at the Queen Elizabeth II Centre in London. Let’s make global trade work for you!

Can Grief Spark Innovation?

Vicky Wilson’s journey to becoming a successful entrepreneur began with personal tragedy.

by PATRICIA CULLEN /

In late 2019, Vicky Wilson faced the loss of her grandmother, an event that triggered a cascade of frustrations that would ultimately lead to the creation of Settld, a bereavement notification service designed to ease the administrative burden placed on families after the death of a loved one. The concept behind Settld grew out of Wilson’s own painful experience navigating a labyrinth of service providers during a time of grief.

“The idea for Settld came about because my grandma died, late in 2019. Whilst we were grieving the loss, my mum and I found ourselves contacting the banks, pension providers, insurers, utilities. Sitting on call queues, sending the same information, then spending months chasing delays. It was a miserable experience,” Wilson recalls. The frustration of dealing with the bureaucracy during a time of personal loss led Wilson and her mother to take action. They launched a petition calling on service providers to simplify the process of closing and transferring accounts after the death of a loved one. In just under two months, over 93,000 families signed the petition, each sharing their own stories of similar struggles. That groundswell of support gave Wilson the confidence to leave her job and commit fully to the idea of Settld. “That proof point was enough to prompt me to quit my day job and pursue the goal of using technology to remove all unnecessary admin around death. Giving people back

the time and space to focus on what matters most,” she explains.

The challenge of an unregulated industry

While the emotional motivations behind Settld were clear, the practical realities of launching a business in an industry with no formal regulations for bereavement processes posed significant hurdles. In the UK, service providers such as banks, utilities, and insurers are free to create their own internal processes for handling the death of a customer, which results in a fragmented and often frustrating experience for grieving families.

“Formal regulation for bereavement processes does not yet exist in the UK. Meaning that all enterprise companies—banks, utilities etc.—can run with their own internal structures and processes,” says Wilson.

When Settld first launched, Wilson and her team were forced to create a system that could navigate the different notification channels and processes used by each service provider. Building the trust

↑ Vicky Wilson, founder of bereavement notification service Settld

of these companies and bringing them into partnership was slow and arduous work. But, as Wilson explains, the perseverance paid off: “The hard work paid off, and four years later, Settld now notifies over 1,500 of the biggest companies in the UK—from high street banks to social media providers.”

Settld’s platform now allows users to notify multiple service providers at once, streamlining the process of closing accounts, transferring pensions, and handling other post-death logistics. The service has proved invaluable, not just for its ease of use but also for the emotional relief it offers to families at one of life’s most difficult times.

Government support in a challenging economy

Wilson’s path was not without financial challenges. The UK’s economic environment, particularly during the early stages of the pandemic, presented both obstacles and opportunities. However, Settld was fortunate enough to receive significant government support through grant funding. “We benefited greatly from winning £283k in non-dilutive grant funding from the UK government in 2020/21. This allowed us to form a small MVP team and create an early product ahead of securing seed funding,” says Wilson. This financial boost gave Settld the breathing room it needed to build its initial product and prepare for

A COUPLE OF YEARS AFTER LAUNCHING SETTLD, A SUCCESSFUL ENTREPRENEUR AND FRIEND, ALICIA NAVARRO, SAID TO ME, ‘FIRST-TIME FOUNDERS FOCUS ON THE PRODUCT. SECOND-TIME FOUNDERS FOCUS ON DISTRIBUTION.’ I NOW UNDERSTAND AND AGREE”

future investment. It also proved to be a vital lifeline during a period of uncertainty when many businesses struggled to find footing. “Without that support, we would not have been able to build the product as quickly or as effectively as we did. It helped us stay agile and move quickly,” she adds.

Evolving views on product and distribution

In the early days, Wilson was focused almost entirely on the product itself. Like many first-time founders, she believed that having a great product was the key to business success. But over time, her perspective evolved. A conversation with fellow entrepreneur Alicia Navarro helped her see things in a new light. “A couple of years after launching Settld, a successful entrepreneur and friend, Alicia Navarro, said to me, ‘First-time founders focus on the product. Second-time founders focus on distribution.’ I now understand and agree,” Wilson reflects.

As Settld grew, Wilson came to appreciate the importance of ensuring that the product reached users and that they knew how to use it. “For a startup to succeed, it’s critical to immediately address where the product shows up to users, and how it shows up.

This is just as important as building the product itself,” she says. This shift in thinking helped Settld refine its marketing and outreach efforts, allowing it to scale more quickly and reach more families who could benefit from the service. Another crucial lesson for Wilson came early in her entrepreneurial journey, courtesy of Tim Creswick, CEO of Vorboss and an angel investor in Settld. Creswick gave Wilson advice that would shape her approach to business for years to come:

“Never sacrifice your integrity for the easy road or quick wins.”

Wilson admits that adhering to this advice often made the startup journey more difficult. “That advice made our startup journey harder at times, but it won us the trust and loyalty of our team, advisors, sharehold-

ers, clients, users, and industry,” she says.

The importance of trust became clear to Wilson as Settld grew. She credits the loyalty and dedication of her network—built on integrity—with helping the company overcome challenges and thrive.

“When people trust you, they protect and carry the business forwards in rocky moments, and will amplify the celebration of all highs,” she explains. This ethos of trust and integrity has been fundamental to Settld’s success, particularly as the company navigated the complexities of an unregulated industry and sought to partner with major service providers. Looking back on her entrepreneurial journey, Wilson offers a simple but powerful piece of advice for aspiring female founders: “You’ve got this - go for it.”

Adopting an Elite Sports Mentality to Entrepreneurship

In elite sport, success isn’t just down to the number of goals or tries or points scored. It’s about everything which happens behind the scenes. by JACK

LATUS

The preparation, the expertise and teamwork of those in the background all play a huge part in creating a winning squad or even in the making of an individual athlete. Healthcare is built into daily routines, where nutritional advice, fitness training, performance monitoring and recovery strategies keep players healthy, resilient and in peak condition.

The best teams don’t just focus on fixing injuries; ongoing assessments actively prevent them before they happen, issues are identified at the slightest twinge and the necessary boundaries are put in place so that health concerns can be tracked, monitored and picked up before they become a wider problem. It’s this proactive approach to creating an environment where physical and mental health is prioritised that keeps a team winning without injury or illness, so that

when it comes to lifting the trophies, it’s not just the athlete standing on the podium but the training staff, fitness managers, physios and nutritionists too.

This strategy is natural and embedded in the culture of sport because it delivers results. So why don’t businesses operate the same way? Despite the evidence that healthier employees drive better business outcomes, productivity and financial performance, many organisations still treat health as a secondary concern, addressed only when problems arise, rather than a fundamental pillar of success. Employees are often expected to push through mounting stress, fatigue and illness until they reach a breaking point or burn out completely (this is especially true of entrepreneurs and founders running their own businesses, where ‘hustle culture’ has become synonymous on social media with

corporate success and happiness), yet this reactive strategy isn’t just ineffective and disruptive, it’s actually unsustainable.

The reality is that hustle and success isn’t down to the number of hours worked, but the strength of the leader and team, both physically and mentally. As a former athlete, I know full well that performance is a reflection of preparation and to me, ignoring employee wellbeing is like sending a team onto the pitch exhausted and still expecting them to win. If, as entrepreneurs, we look after the health of our squad in the same way that high-performance sports teams do - with early intervention, proactive support and a culture of resilience - we’re already on the trajectory for success.

This means providing employees with routine health check-ins and the resources to stay well rather than waiting for problems to arise. Innovations including biometric health screenings and ergonomic assessments are providing huge benefits, but it’s about the smaller actions too. Ensuring teams get out from their desks, have adequate breaks, and, in the era of working from home, socialising, are all crucial, especially for mental health. There are lessons to be learnt around this latter topic too. At the Paris 2024 Olympics, Team USA took a dedicated psychological services provider with them. As the former team psychologist for the NBA’s Milwaukee Bucks, Kweku Smith PhD, was on call 24/7 throughout the games to tend to athletes’ mental health whether they were in crisis or just needed to talk.

This is just one example, but sports teams at the highest levels across all disciplines, are all now investing heavily in psychology, resilience training and mental conditioning to ensure their players can handle pressure, maintain focus and recover from setbacks. It’s therefore obvious

AS A FORMER ATHLETE, I KNOW FULL WELL THAT PERFORMANCE IS A REFLECTION OF PREPARATION AND TO ME, IGNORING EMPLOYEE WELLBEING IS LIKE SENDING A TEAM ONTO THE PITCH EXHAUSTED AND STILL EXPECTING THEM TO WIN”

that businesses should be taking the same approach, embedding mental resilience as a standard. This means, like Team USA, normalising conversations about stress and anxiety, providing mental health resources and creating environments where employees feel supported in maintaining a work-life balance, while also feeling motivated to reach higher. Echoing Smith, “When we talk about mental health, people think of it from an illness standpoint but they don’t think about it from a wellness standpoint.”

Statistics already show that businesses which prioritise employee health create an environment where people feel valued and happier which then leads to stronger teams, better communication and improved performance. A study by Oxford University even found that wellbeing improvements in a workplace boosted output by up to 21 per cent, reflecting the notion that employees who are well are more engaged, more creative and more motivated to contribute, resulting in fewer sick days and higher engagement.

Importantly for the C-Suite, the financial case is also undeniable. With statistics showing that proactive health strategies can reduce absenteeism by 20 to 30 per cent, companies are saving five to six figure annual cost outlays purely from performing health evaluations as standard practice, rather than emergency measures. The World Economic Forum and McKinsey Health Institute also found that companies that invest in health see up to 55 per cent higher economic returns, and perhaps even more

compelling, a hypothetical “Wellbeing 100” stock portfolio of the healthiest workplaces has outperformed major indices like the S&P 500 and Nasdaq since 2021, making it clear that wellbeing is not just a perk, it’s a strategic advantage.

Furthermore, on a broader economic level, the figures show that for every £1 the government invests in employer health incentives, the return could be £4 to £5 in reduced public health pressures and higher tax revenues from a healthier, working population. With these results, it’s clear that investing in workplace health shouldn’t be an afterthought, but a necessity for long-term success. Healthier employees create a self-sustaining model where businesses thrive, and in turn reduce strain on public healthcare services, contribute more to the economy and create a more resilient workforce overall. With 2.8 million people out of work in the UK due to ill health, a thriving workforce is not just good for business; it’s good for the economy.

So it’s time for entrepreneurs to start thinking like elite sports managers. A winning team isn’t just about talent, it’s about being in the best possible position to succeed. The companies that recognise this will be the ones that build stronger, healthier, and more successful organisations in the years to come.

Jack Latus is CEO of Latus Group and a former professional rugby player for Hull KR and Harlequins.

www.latusgroup.co.uk

Diversity in Entrepreneurship

Ever wonder how diversity really impacts business?

by ENTREPRENEUR UK STAFF

Samantha Addy, the founder of the Female Advisory Board (FAB), the UK’s first all-female peer advisory board, is here to give us some insight. FAB is all about bringing together women in business to support one another, share experiences, and push through the barriers that often hold them back.

In this conversation with Entrepreneur UK, Samantha talks about why it’s so important for businesses to think beyond just ticking boxes when it comes to diversity. It’s not just about numbers — it’s about creating an environment where everyone feels supported and can thrive. From offering flexible hours to making simple changes like providing period products, she explains how small tweaks can make a big difference.

While the steps needed may be small, the reality is far from smooth - overcoming deep-rooted habits and resistance presents some of the toughest challenges. Still, as Samantha points out, businesses that embrace diversity see huge benefits- better decision-making, happier teams, and ultimately, more success. So, how can we make diversity a real priority in business? Samantha has some ideas, and trust us, it’s not as hard as it might seem. Let’s dive in and see how we can all be part of the change.

How can businesses ensure diversity is woven into every part of their business?

To be truly inclusive, businesses must recognise that one shoe does not fit everyone comfortably. By understanding the unique challenges faced by different employee groups and adapting accordingly is key. Women, for example, have different needs than men, so an

environment that only supports one group alienates the other. Women often shoulder more caregiving responsibilities for children and elderly parents. Their bodies are also different, and re-entering the workforce after having children can be challenging. Additionally, with one in four women experiencing domestic violence, there will be many employees dealing with these personal issues at work.

Creating a more diverse and inclusive workforce happens naturally when you listen to employees’ needs. Simple measures like scheduling board meetings around school drop-off times, providing period products in restrooms, offering flexible work options, and implementing wellbeing policies can make a significant impact. Research shows that diverse management teams see 19% higher revenue, as varied perspectives enhance decision-making and better connect with a broader customer base. Without diversity, businesses struggle to understand and cater to diverse audiences.

What challenges do businesses face when creating a more inclusive business model?

One of the biggest challenges businesses face when creating a more inclusive business model is changing deeply ingrained traditional practices, especially in more established organisations. Unpicking these practices and shifting the entire culture can be difficult,

particularly when there is resistance to change. The debate around remote working post-Covid also complicates the issue, as some companies struggle with trust and managing employees outside of traditional office environments. Resistance to change can be exacerbated by unconscious biases, communication barriers, and concerns about tokenism.

Additionally, businesses often struggle with inequitable career advancement, especially for women who may not feel they meet every qualification on a job listing, unlike men who tend to apply with fewer qualifications; resulting in limited opportunities for underrepresented groups. Cultural integration and the balancing of diverse perspectives within a workplace can be a challenging process, especially if businesses fail to provide proper support or foster an inclusive environment.

Despite these challenges, businesses that embrace diversity from the top down ultimately benefit from higher employee satisfaction, better retention, and greater interest from top talent. A commitment to inclusivity creates a healthier workplace and positively impacts the bottom line.

What can be done to facilitate more diversity in business in the UK?

To facilitate more diversity in business in the UK, change needs to begin within organisations

“BUSINESSES THAT EMBRACE DIVERSITY FROM THE TOP DOWN ULTIMATELY BENEFIT FROM HIGHER EMPLOYEE SATISFACTION, BETTER RETENTION, AND GREATER INTEREST FROM TOP TALENT. A COMMITMENT TO INCLUSIVITY CREATES A HEALTHIER WORKPLACE AND POSITIVELY IMPACTS THE BOTTOM LINE ”

themselves. Businesses must first understand the barriers that prevent diversity and take meaningful steps to address them. This includes implementing inclusive hiring practices, offering equitable career advancement opportunities, and ensuring that workplace cultures are supportive of all employees, regardless of background. By identifying and addressing these obstacles, businesses can create a more inclusive environment that welcomes a diverse range of talent. However, progress towards diversity cannot rely solely on individual businesses. A wider societal shift is also necessary to foster greater diversity across all sectors. There is currently a growing issue of DEI fatigue, with many feeling overwhelmed by the magnitude of the challenge and discouraged by negative rhetoric from high-profile figures. Discouragement often leads to apathy, with some

asking, “Why should I care if it doesn’t directly affect me?” In reality, diversity impacts everyone, including men who want to see change for their partners, family, and friends. Without collective action, the gap in gender equality will continue to widen.

Although the scale of change may seem daunting, businesses, investors, and governments must not be deterred. The rhetoric surrounding diversity can be discouraging, but that should not stop businesses from making impactful changes within their reach. It is critical for these stakeholders to hold themselves accountable and actively work toward meaningful DEI outcomes. In doing so, they can help drive systemic change and inspire others to take action. While wider societal change is important, it is the responsibility of businesses to take tangible steps toward creating a more inclusive and diverse workforce.

Regulation Whiplash is Breaking Businesses

Here’s how they can keep up

by RICHARD ROBINSON

Regulation has always been a moving target, but in 2025, businesses are experiencing something far more chaotic: regulation whiplash. One moment, companies are scrambling to comply with new AI laws; the next, they’re blindsided by shifting trade sanctions, White House executive orders, or a fresh wave of financial oversight. Just as they get a handle on one set of rules, the goalposts move again. Rapid regulatory churn is expensive, time-consuming, and actively damaging businesses’ ability to innovate. Instead of focusing on growth, leadership teams are constantly firefighting compliance crises. Since ignoring regulation isn’t an option, reducing the burden is now a critical need.

THE AI GOVERNANCE ROLLERCOASTER

Before the EU AI Act is even fully implemented, President Trump has signaled a sharp rejection of risk-based rules, rescinding existing U.S. policy on Day 1 in office. The U.K. will end up taking a third way, while U.S. states and mid-sized markets from Australia to Asia will follow their own approaches, creating a fragmented, unpredictable legal landscape. For businesses operating across multiple jurisdictions, this is a nightmare. Do they design AI systems that meet the EU’s strict compliance requirements, only to be outpaced by more lightly regulated competitors in the US? Do they create different models for different markets? And what happens when (inevitably) one country tightens its rules again? Regulated industries in the firing line

Beyond AI, firms in regulated industries are facing a perfect storm of scrutiny. Compliance teams at financial firms are scrambling to interpret the latest rulings and requirements from the SEC. Everyone who receives grant funding or holds contracts with the U.S. Federal Government is finding their diversity and sustainability policies under attack. But in many other countries new supply chain due diligence laws are making companies responsible for ethical sourcing and limiting emissions. In the EU, the Corporate Sustainability Reporting Directive (CSRD) is dramatically increasing the level of detail required for ESG disclosures. When it

→ Richard Robinson, CEO of Robin AI

comes to tech firms, the US is taking an increasingly interventionist approach to antitrust, and the EU’s Digital Markets Act is forcing major changes in how digital platforms operate.

At the same time, the rules around data privacy continue to evolve. The patchwork of global data protection laws – from GDPR in the EU to state-level laws in the US and new frameworks emerging in Asia – means businesses must navigate a legal minefield to avoid hefty fines and reputational damage.

THE RISE OF DIGITAL RESILIENCE MANDATES

In January, the EU’s Digital Operational Resilience Act (DORA) came into force, introducing strict cybersecurity and operational resilience requirements for financial institutions and their third-party service providers. The problem is, many companies are still unclear on what compliance actually requires. DORA is designed to protect against systemic cyber risks, ensuring financial firms can withstand digital disruptions. But with such broad requirements, businesses are left with the bill of determining what does ‘good’ actually look like?

WHY EARLY-STAGE BUSINESSES NEED TO EMBED COMPLIANCE FROM DAY ONE

For startups and scaleups, building compliance into the business model from the beginning can future-proof against legal pitfalls that could derail growth. Last year’s SEC fines handed down to four vendors over the Sunburst cyberattack disclosures are a stark reminder of the high stakes for companies navigating cybersecurity incidents.

The technical fixes for a data breach are merely the first of many legal and reputational steps that need to be taken. Regulators and customers are typically owed information about what occurred: and they need that information delivered with speed and accuracy. Imagine being able to check

legal obligations across thousands or millions of contracts and dozens of regulatory frameworks within minutes — allowing you to prioritize same-day responses to those who need them. That’s the sort of compliance advantage that AI use can confer to companies of any size.

THE FINANCIAL COST OF NON-COMPLIANCE

For early-stage businesses especially, missing a key regulatory shift can be catastrophic. Unlike established enterprises with deep legal teams and crisis management budgets, startups can’t afford massive fines or reputational damage. Take the ICO’s (Information Commissioner’s Office) multimillion-pound fines against businesses that mishandled customer data — they’re a stark reminder that even small compliance missteps can have severe financial consequences. Beyond fines, startups that fail to comply with regulations risk losing the trust of customers, investors, and partners. Publicly traded companies may have greater financial buffers, but risk seeing their stock prices plummet when regulatory breaches are exposed. Just look at the EU’s record-breaking fines against major tech firms for GDPR violations: these penalties not only cost billions but also led to long-term reputational harm and operational restrictions.

HOW BUSINESSES CAN FIGHT BACK

So, how do businesses escape this cycle of regulatory chaos? They need to stop firefighting and start future-proofing.

1/Embrace automation and AI for compliance: AI-powered compliance tools can help businesses dynamically manage evolving regulations, and respond efficiently when risks are flagged, or breaches occur. Legal teams are increasingly using AI to monitor legislative changes, flag risks, and streamline reporting obligations. AI can even help you prioritise notification and reputation repair plans in the event of data breaches. For example at Robin AI, we recently helped an American biotech company to

complete a data breach response. Humans working alone would have taken a month to get the job done, but humans amplified by AI got it done in 3 days, saving the company over $2 million.

2/Build flexible compliance systems: Companies need adaptive frameworks that allow them to respond quickly to new regulations without overhauling entire operations. This means modular compliance strategies that can be adjusted as laws change, rather than rigid policies that become outdated overnight.

3/Take a proactive approach: Too many businesses wait until regulation lands before reacting. Large organisations can afford to lobby before rules are set in stone, but smaller organizations which don’t have those resources can use AI to demonstrate compliance in advance of regulatory deadlines. Case in point: you need a tool that can extract unstructured data from hundreds of documents, and turn it into structured data that demonstrates compliance.

4/Collaborate: No business can navigate this alone. Industry-wide collaboration can help companies share insights, pool resources, and create best practices that keep them ahead of the curve.

Regulation whiplash isn’t going away. If anything, it’s only going to accelerate as geopolitical tensions, political turnover, and technological disruption continue to shape new laws at a breakneck pace. The businesses that succeed won’t be the ones scrambling to react every time the rules change. They’ll be the ones that build resilience into their systems, anticipate change before it happens, and leverage technology to stay ahead.

Richard Robinson is the CEO of Robin AI, a company specialising in AI-driven solutions for legal and compliance industries. With a background in technology and business leadership, Richard is passionate about transforming how businesses leverage AI to streamline operations and improve efficiency.

https://www.robinai.com/

Lead, Learn, Scale

Insights from Julian Hall, founder of Ultra Education and entrepreneur in residence at The Open University.

by ENTREPRENEUR UK STAFF

Julian Hall, founder of Ultra Education and entrepreneur in residence at The Open University, is a passionate advocate for empowering young entrepreneurs and supporting small businesses. As part of The Open University’s Intrapreneurship Series of webinars, Julian joined a

panel of experts, including thought leaders from Grant Thornton, Barclays, and Capgemini, to discuss how to drive innovation within organisations. During the session, Hall shared his insights on how businesses can foster a culture of intrapreneurship, which enables internal innovation and empowers employees to

act like entrepreneurs. “Intrapreneurship is about empowering individuals within an organisation to think and act like entrepreneurs,” he explained, emphasising the value of giving employees the tools, support, and freedom to innovate.

Building on this idea, Hall highlighted initiatives like the Open Business Creators and the Business Export Exchange Programme, which are crucial resources for businesses looking to scale and introduce intrapreneurialism. These programmes offer support, education, mentorship, and funding, helping businesses reach their potential. For small businesses starting out, these initiatives can serve as catalysts for growth, offering the necessary resources to elevate their ventures. “These programmes provide not just the tools for growth, but also the opportunity to connect with experts who can help shape your journey,” Hall notes. By making this kind of support accessible to more people, businesses are empowered to take the next step in their development.

Open Business Creators, a growing entrepreneurial learning community, is designed specifically to support those aspiring to start or expand their business. “It

provides support and funding for young entrepreneurs who’ve got an idea, but they’re not sure what to do next,” Hall explains. By providing guidance and access to a strong support network, this programme helps entrepreneurs move their ideas forward. The programme’s integration with The Open University ensures entrepreneurs receive a wealth of practical knowledge and academic expertise, crucial for building a successful business.

“Because it’s connected with The Open University, there’s a tonne of support that comes with it,” Hall notes, highlighting the value of continuous learning in entrepreneurship. Open Business Creators nurtures a dynamic approach to entrepreneurship that emphasises both formal education and practical experience. This approach, Hall believes, helps create more resilient and adaptable entrepreneurs, better equipped to navigate the challenges they will face as they grow their businesses.

In addition, the Business Export Exchange Programme offers invaluable support for businesses looking to expand internationally.

“I think part of surviving is looking further as a way to stay above the curve and to look around those corners,”

↓ Julian Hall, founder of Ultra Education and entrepreneur in residence at The Open University

Hall says, stressing the importance of strategic foresight in staying competitive. For small businesses, breaking into international markets can seem intimidating. However, this programme, in partnership with TIN Ventures and underpinned by an Open University MBA, equips entrepreneurs with the tools, resources, and networks needed to navigate global markets. “The Business Export Exchange Programme offers a hands-on experience that prepares businesses for long-term growth,”Hall points out. It gives them the confidence to bring their ideas, products, and services to international customers, enhancing their competitiveness in a rapidly evolving global economy. For small businesses with limited resources, access to international markets can be a game-changer, allowing them to expand and diversify their operations. “You can see how competition is heating up,” Hall says. “It’s not just about competition in your industry; it’s also about competition for funding, competition for consumer attention, competition for market share.” In a rapidly changing global economy, staying relevant means constantly innovating and expanding. The Business Export Exchange Programme offers small businesses a chance to scale beyond their domestic market, preparing them for long-term growth. “There’s always going to be a competitor in

your industry that is improving,” he warns, “businesses that remain hesitant to innovate could quickly find themselves left behind.”

Hall also highlights the need for businesses to foster innovation through intrapreneurship. “When we look at what’s happening with AI and automation, even though the technology is different, the disruption is the same. The employees, the people who work for the company, are often in touch with these technological changes,” he explains. By empowering employees to think like entrepreneurs, businesses can tap into the creativity and technological awareness that exist within their teams. “Some of them are early adopters themselves, and they can see how these new ideas and technologies can be implemented into the business that they work for,” Hall adds. This, he argues, is crucial for small businesses, where innovation often comes from within rather than top-down management. Encouraging employees to contribute ideas and create an environment where innovation is part of the company culture is a key factor for success. “The most valuable employees are often those who are already thinking ahead,” Hall says, “and by giving them the space to innovate, you can create new opportunities for growth.”

Intrapreneurship is not just about creating new products or services; it’s about fostering a culture where employees feel

encouraged to innovate and contribute ideas. “If you create a job description for an employee today, that job isn’t going to stay the same,” Hall warns. “Things are moving too quickly. You need to invest in your staff and in their learning.”

Education, Julian insists, plays a critical role in fostering intrapreneurialism. Small businesses, even with limited budgets, can adopt this mindset by creating an environment where continuous learning and improvement are valued. “Investing in education is investing in the future of your business,” he says, encouraging business owners to think long-term about their workforce’s development. Hall also points out that The Open University offers various opportunities for businesses to upskill their workforce, including online courses that enable employees to stay ahead of industry trends. “Being able to work online and study remotely is a real practical option,” he says, highlighting the flexibility and accessibility of education. Encouraging employees to think creatively and providing them with the tools to experiment are essential to building an innovative, intrapreneurial culture.

“It’s not just about getting a degree; it’s about continuous learning and adapting to change,” Hall adds.

“Education for your employees, for the organisation, is super important to stay relevant. It is a lifelong pursuit,” Hall stresses. For small

businesses, adopting this mindset and investing in people is key to navigating the challenges ahead. Through programmes like Open Business Creators and the Business Export Exchange Programme, businesses gain access to valuable resources, funding, and networks that can help them thrive in an increasingly competitive world. “These programmes give businesses the tools they need to innovate, grow, and scale,” Hall concludes.

Ultimately, Hall’s message to business owners is clear: invest in your people and empower them to innovate. “Fostering a culture of continuous learning, embracing intrapreneurship, and investing in your team can better prepare businesses for the challenges ahead,” he concludes. By embracing this approach, businesses can stay ahead of the curve, adapt to change, and continue to grow. As Jeff Bezos puts it, it’s about “seeing around corners” – anticipating the future and positioning your business for long-term success.

The Open University works with over 2,700 employers to provide work-based education through a variety of programmes, including undergraduate and postgraduate degrees, apprenticeships, short courses, and free learning through OpenLearn. These collaborations offer businesses access to a wealth of educational resources that can support their growth and development.

The Startup Sitters

→

Childcare is an issue many parents struggle with, but for Ari Last, the experience became a personal mission. The CEO and co-founder of Bubble, the UK’s largest childcare app, Last’s journey to solving this widespread issue began in the chaos of family life.

Ihave three young kids, and it wasn’t long after my first that I realised how childcare was the bane of my life, and of most other parents I knew,” says Last. “In a world of consumer apps where booking anything on demand was becoming easy and ubiquitous, I felt aggrieved at how little was out there when it came to solving what was without a doubt our biggest daily problem. It’s as if parents had been left behind by tech.”

Indeed, Last’s frustration is a sentiment that resonates with millions of parents around the world. With a system often reliant on personal recommendations, finding reliable and flexible childcare had long been a challenge that left parents with few solutions. But what was a personal struggle for Last would eventually fuel his entrepreneurial drive.

The idea for Bubble was sparked one evening when Last and his wife, while abroad, faced a common dilemma: they didn’t have a sitter and were about to cancel their plans. “My sister-in-law said she knew someone locally - a sister of someone at her work - who might be able to help. Within half an hour, this lady was at our door. We

knew nothing about her other than that she had come recommended by other parents we trusted,” Last recalls.

The experience intrigued him. “I found it really interesting how personal recommendation in this space was almost entirely driving our decision-making - and that’s something you can digitize.”

Thus, the concept for Bubble was born: an app that connects parents with trusted sitters based on social networks, allowing them to find childcare through friends, family, and colleagues. “We built Bubble’s app on top of a social network, connecting parents to the sitters trusted by their friends, family, and colleagues,” explains Last. “We were approaching this problem and the issue of ‘trust’ in a completely different way than the traditional sector had done before, and it was giving parents the validation and trust markers they ultimately needed when choosing their childcare.”

With more than 350,000 users and 5 million hours of childcare processed, Bubble’s rapid growth is a testament to its appeal. “From the get-go, we’ve been really obsessive about our product and ensuring it delivers for our customers: both parents and sitters. In our business, the customer experience is binary: it’s either exceptional or not good enough,” Last notes. “That forces us to be laser-focused on building a service that truly delivers value. Our growth has been largely organic to date, which is testament to this.”

The timing was right for a flexible childcare solution. As the nature of work continues to

Ari Last, CEO and co-founder of Bubble, the UK's largest childcare app

evolve, Bubble found itself uniquely positioned to help families manage their childcare needs, especially with the rise of hybrid work and unpredictable schedules. “The way parents use childcare has definitely shifted with the rise of flexible work,” Last says. “With hybrid working now the new normal, we’ve seen changes in how and when childcare is needed. In particular, on-demand childcare has grown in popularity, and we do more daytime bookings now than evenings.”

For parents working from home or dealing with the unexpected, flexibility has become a priority. “It’s not unusual for parents to book a sitter for a specific window to cover an

services. “We’ve also expanded our services in response to the needs we see from families, whether that’s offering nannies for longer-term support or access to backup childcare to working parents through partnerships with their employers,” Last shares. The company has even launched pet care to cater to busy families, an example of how Bubble continues to listen to its users and adapt to their needs.

Maintaining trust is key for a platform that revolves around childcare. Ensuring the safety of the children and peace of mind for parents is paramount. Bubble’s vetting process is stringent, with multiple layers

families and connect with those who’ve used a sitter before. “Parents can read reviews of each sitter, chat to the parents who’ve used them before and see the sitters their friends know, use and trust,” Last explains.

But what truly sets Bubble apart from traditional childcare services is the level of control it offers parents. Unlike on-demand services like Uber, where customers push a button and hope for the best, Bubble allows parents to choose their sitters by seeing a range of options and making an informed decision. “You don’t push a button on Bubble and get a sitter. You get to see great options, engage with them

WE WERE APPROACHING THIS PROBLEM AND THE ISSUE OF ‘TRUST’ IN A COMPLETELY DIFFERENT WAY THAN THE TRADITIONAL SECTOR HAD DONE BEFORE, AND IT WAS GIVING PARENTS THE VALIDATION AND TRUST MARKERS THEY ULTIMATELY NEEDED WHEN CHOOSING THEIR CHILDCARE”

important meeting they’re taking from home,” Last explains. “Or, when they get the dreaded call from their child’s nursery that they’re sick and need to be picked up, they might quickly arrange same-day care so they can focus while working from home.” For these moments, Bubble offers the ability to book care in as little as 30 minutes, an essential feature for modern parents navigating their daily lives. As the demand for flexible childcare grows, Bubble has expanded to offer a wider range of

of verification. “Thousands of sitters sign up to Bubble every month, with only one in four getting approved on the platform,” says Last. “Our verification process has multiple steps, including identity checks, background checks, and references too. We also allow sitters to bolster their verifications with things like enhanced DBS verification, interviews, and video profiles.”

In addition to these checks, the app’s social network-based validation ensures that parents can see reviews from other

and make an informed choice about who you want to book,” says Last. “Parents want that control because, as mums and dads, we are always best placed to decide who is right to look after our kids.”

Looking ahead, Last sees massive potential for Bubble to scale globally, particularly as the childcare crisis continues to worsen. “Childcare is a massive and growing problem, not just in the UK but the world over. Recruitment in the sector is on its knees, and costs

are becoming increasingly unaffordable for families,” he says. “We can help here and are just scratching the surface in terms of what we can do. Needless to say, we’re hugely motivated to solve a problem that, as parents ourselves, is so close to our hearts.”

Already, Bubble has garnered impressive partnerships with companies like Uber and attracted a celebrity fan base, but for Last, it’s the product that speaks for itself. “Ultimately it’s testament to the product we’ve built: trusted, brilliant childcare that’s genuinely on demand and really works,” he says. “You need a great service to sign up these great partners, and you also need a brand that’s committed to decency, quality, and doing the right thing.”

Bubble’s journey from an app born out of necessity to a rapidly growing solution in the childcare space highlights the power of understanding consumer pain points and leveraging technology to offer real value. With flexible work becoming the norm and childcare needs growing more complex, Bubble’s approach is both timely and essential.

For Last, however, it’s not just about business success - it’s about solving a problem close to his heart. “We’ve got such a long way to go in terms of awareness of what we do, but also in terms of the value our product can deliver,” he says. “We’re just scratching the surface, and we’re hugely motivated to solve a problem that affects so many parents around the world.”

Confidence is a key trait of any effective CEO and, indeed, at any level of leadership. CEOs who exhibit confidence instil trust among their team members and, when employees see that their leader is self-assured, they are more likely to follow their guidance and believe in the decisions made. Leaders with high levels of confidence are more willing to make bold, well-informed decisions. Confident leaders are also more likely to encourage creative solutions to problems, knowing that even if mistakes are made, they can learn from them. This open-minded approach to problem-solving promotes innovation within the team.

Confidence can be contagious. When leaders are confident, their team is more likely to feel motivated and optimistic about their own abilities, improving overall team performance. Also, CEOs who are confident in their actions, speech, and decisions tend to have a stronger leadership presence. This not only helps them stand out but also positions them as authority figures who others naturally look to for direction. In short, achieving boardroom-level confidence as a CEO is crucial for effective leadership and decision-making.

Let’s take a closer look at five tips to help to build that confidence, rooted in the science of hypnotherapy and tapping into the power of the subconscious mind. Hypnotherapy has been scientifically proven to help boost confidence, as well as to reduce adrenaline and cortisol levels in a way that focuses and channels energies productively rather than destructively.

1/Visualise Success - It is crucial to take time to visualise positive outcomes for your meetings and presentations, with the power of visualisation used to great effect by business leaders, athletes and top performers the world over.

Master Boardroom Confidence

by AARON SURTEES

Repeatedly listening to positive affirmations, suggestions and visualisation anchors can add depth to your visualisations, boost your self-belief and reduce anxiety, aligning your mindset for success.

2/Practice Emotional Intelligence - Be aware of your own emotions and those of others. Cultivating emotional intelligence will enhance your interpersonal skills, allowing you to connect better with your board and stakeholders, leading to greater confidence in interactions.

3/Know Your Facts and Prepare Thoroughly - Familiarise yourself with key performance indicators (KPIs), market trends, and industry insights. Having a deep understanding of your company’s financials and operational metrics enables you to make informed decisions and present compelling arguments in board meetings. Knowledge is power. Invest time in understanding your industry, market trends, and your company’s operations.

4/Embrace a Growth Mindset - Understand that challenges and setbacks are opportunities for growth. I always suggest treating failures as learning experiences, which will help you build resilience and confidence in your decisions.

5/Leverage Your Team - Focus on surrounding yourself with a skilled and diverse team. Confidence grows when you know you have the support and expertise of others. Actively seek input and foster collaborative problem-solving. Remember, a confident CEO contributes to a positive work environment by setting the tone for open communication, collaboration, and mutual respect. This helps to foster a culture where employees feel empowered to contribute their ideas and feed back to those in management positions. By internalising these tips, CEOs can enhance their confidence and overall effectiveness both in and outside the workplace. Repeating these actions and thoughts until they become habit will establish new, hard-wired patterns that become the new norm. As a result, neural pathways are reset and new, powerful levels of confidence are unlocked.

Aaron Surtees is a mindset specialist, clinical hypnotherapist and author of Subconsciously: Powerful Stories of Lives Changed through Hypnotherapy and How You Can Do the Same, out now. subconsciously.com

The Secret Ingredient to Reinventing a Classic

In a world where the food industry is dominated by heavily processed options, Pip Murray, the founder of Pip & Nut, saw an opportunity to offer something real, something natural. by

PATRICIA CULLEN

Amarathon runner herself, Pip’s journey from a frustrated consumer to a successful entrepreneur is one that showcases the power of passion, persistence, and a genuine commitment to quality.

“I started Pip & Nut

because the nut butters available at the time simply didn’t meet my standards,” Pip says. As someone who regularly ran marathons, she relied on nut butter as her go-to post-run fuel. However, when she went to buy it, she was disappointed by what she found. “Every product I found was packed with palm

oil and heavily processed ingredients. I knew people deserved something better.”

Being a self-professed foodie, Pip saw an opportunity to change the game.

For her, the mission was clear: create a brand built on real, natural ingredients— nothing fake, nothing unnecessary—and make sure

it tasted amazing. What began as a personal quest for a healthier, more wholesome product soon evolved into a business idea that would go on to disrupt the nut butter market.

Turning a dream into reality

While the idea was there, translating it into a business wasn’t without its challenges.

“Having the idea was one thing, but turning it into reality was another,” Pip admits.

“The beauty of the food and drink industry is that you can start small, which makes the leap feel less daunting.” With that in mind, Pip bought a blender, gathered some nuts, and began developing her recipes.

→ Pip Murray, founder of Pip & Nut, on a mission to redefine nut butter

S Breakthrough/

The next step involved getting the recipes out into the world. “I took those recipes to markets, and the more I put myself out there, the easier the next step became.” This hands-on approach was crucial in not only perfecting the product but also learning what customers wanted. As the feedback rolled in, Pip found herself refining her branding and scouting factories, taking one step at a time as the business grew organically.

What made this journey even more exciting for Pip was the timing. “One thing that gave me the confidence to pursue this venture was the wave of emerging brands, many started by people without traditional food and drink backgrounds,” she says. This surge in wholesome, healthconscious offerings gaining traction in supermarkets signaled a movement Pip could be a part of. “The rise of natural, healthier products in supermarkets signaled an exciting movement, and I realised

THE RISE OF NATURAL, HEALTHIER PRODUCTS IN SUPERMARKETS SIGNALED AN EXCITING MOVEMENT, AND I REALIZED THE PATH AHEAD WAS ALREADY BEING PAVED, WHICH GAVE ME THE REASSURANCE TO MOVE FORWARD WITH PIP & NUT”

the path ahead was already being paved, which gave me the reassurance to move forward with Pip & Nut.”

No entrepreneurial journey is without its hurdles, and for Pip, one early mistake stands out. “Looking back on some of our past failed innovations, such as the almond milk we launched in 2017, I’ve learned a valuable lesson: never rush the innovation process.” While this misstep could have been disheartening, it was, in fact, a critical learning experience for her and her team. “It’s crucial to gather as much consumer feedback as possible throughout the journey to ensure the product truly resonates

with your target audience and is truly consumer-driven. It’s the only way we now develop products!”

This lesson on the importance of slowing down and focusing on what the consumer truly needs shaped the way Pip & Nut developed products going forward. It wasn’t just about creating something that looked good on paper—it had to be something that customers genuinely wanted and would use regularly.

Balancing sustainability and profitability

As a startup with big dreams, Pip & Nut knew it was crucial to balance profitability with sustainability. “Ensuring sustainability is a core priority in your business plan, not just an afterthought, is essential,” Pip says. At Pip & Nut, sustainability isn’t just a buzzword; it’s one of the company’s guiding principles. “We’ve made it a central focus by dedicating one of the four pillars of our strategic plan to sustainability.”

For Pip, sustainability goes beyond just meeting certain environmental standards—it’s about embedding it into every aspect of the business. “Every team member is incentivized with bonuses tied to our sustainability goals, which reinforces to both our team and investors how crucial sustainability is to our mission.” Pip adds, “Sustainability isn’t just a checkbox for us—it’s embedded into the very design of our products and projects. From the earliest stages of development, we integrate sustainability alongside other key objectives.” This focus ensures that when a product is developed, it meets both sustainability and profitability targets. If it doesn’t, it simply won’t launch.

SUSTAINABILITY

ISN’T JUST A CHECKBOX FOR US—IT’S EMBEDDED INTO THE VERY DESIGN OF OUR PRODUCTS AND PROJECTS. FROM THE EARLIEST STAGES OF DEVELOPMENT, WE INTEGRATE SUSTAINABILITY ALONGSIDE OTHER KEY OBJECTIVES”

Marketing strategies that matter

Building a brand is no easy feat, but Pip & Nut quickly gained traction thanks to some smart marketing strategies. “In the early years, our brand partnerships and event activations with lifestyle giants like Nike, Lululemon, and Sweaty Betty were key to reaching our target audience,” Pip reflects. These partnerships helped introduce the brand to an engaged audience and provided the perfect setting for in-person brand activations.

“We brought our iconic toast bar to everything from runs to yoga events, serving up the perfect slice of sourdough topped with our nut butter,” she continues. These events didn’t just introduce Pip & Nut at the ideal time— post-workout—they were also highly Instagrammable, amplifying the brand’s reach as attendees shared their experiences on social media.

As the company scaled, Pip & Nut continued to find new ways to connect with a broader audience.

“As we’ve scaled, we’ve struck a balance between smaller marketing tactics and larger brand initiatives like national advertising.” One of the company’s most playful campaigns, for example, featured giant squirrels flying across billboards

toward jars of Pip & Nut. “It was a disruptive campaign that was impossible to miss,” she says, highlighting the importance of standing out in a crowded marketplace. Pip’s advice for entrepreneurs looking to scale sustainably is simple but powerful: consistency is key. “When it comes to brand building, remember that even if you’re tired of the creative and messaging you’ve put out, your consumers have barely seen it.” This highlights the importance of persistence and repetition in marketing. “Don’t hesitate to repeat campaigns to fully maximize your investment and ensure your message resonates,” she adds.

Looking to the future:

As for the future, Pip has a clear vision for where she

wants Pip & Nut to be in five years. “Our mission is simple: to put the nut back into nutrition,” she says. The company wants to make nuts a staple in every household, highlighting their nutritional benefits.

“Nuts are often underrated, yet they’re an incredible natural source of protein, fiber, and healthy fats—essential for a balanced diet.”

Pip & Nut’s strategy moving forward is to continue creating natural, delicious products that make it easy to incorporate nuts into daily routines.

“Whether that’s spreading our nut butter on toast at breakfast or grabbing one of our peanut butterstuffed oat bars as a snack,” Pip says, “we want people to share our obsession with nuts and make them a key part of their everyday diets.”

From a passion for natural food to the creation of a marketleading brand, Pip Murray’s journey with Pip & Nut is a testament to the power of perseverance, innovation, and staying true to your values. As she continues to grow her brand, Pip remains focused on creating products that not only taste great but also contribute to a healthier, more sustainable future for consumers everywhere. For aspiring entrepreneurs, Pip’s story serves as a powerful reminder: start small, stay true to your mission, and always listen to your customers. The rest will follow.

↑ A selection of Pip & Nut products, showcasing their range of natural nut butters and snacks startup.

Is Competition Blinding Us to Bigger Opportunities?

by EDWARD LEWIS

It’s hard being an entrepreneur. One day you’re wearing the marketing hat. The next, you’re handling sales, customer service, business administration, and dozens of other roles all at once.

There’s a reason that around half of all businesses fail within the first five years – it’s tough, particularly in the current economic environment, and with a range of legislation, technologies and changing consumer habits to keep on top of. But what if we’re making it even harder on ourselves?

In business, we’re taught that if you work hard, you will reap the rewards.

From the very moment we begin working, there is a focus on individual contributions. Think back to your first performance review – how did you measure up to your peers? What were your wins, and standout moments? These appraisals shape us early on, reinforcing the idea that success is personal, and rivalry is necessary.

It’s hard to shake that mindset, and so when it comes to taking the entrepreneurial leap, the fixation on competition continues, extending outwards. Instead of other employees, it’s other firms and freelancers that you must usurp.

This is ultimately how competition manifests itself in many industries. We’re taught that we have to outshine, outperform, and win, so rivalries run deep. But over time, I have come to question whether this culture serves or limits us.

Consider the sheer complexity of modern challenges: sustainability, supply chain resilience and tech advancements; cybersecurity breaches, cross-border disputes and rapidly evolving regulations. Each of these require not just the right skills, but also the right blend of perspectives, expertise and resources that one individual or business may not always have.

It’s natural to feel protective about our own achievements in these key areas, but rivalry limits our potential in so many ways.

Think about it. We see another company in our sector – a competitor. We see that they face the same challenge as us. But we each go about navigating tiresome hurdles individually, shut away from others in the fear that sharing our approaches, experiences and knowledge will be a self-defeating ritual, allowing the competition to get a head start.

By prioritising competition above all else, we drive wedges and create silos, hindering our ability to address difficult challenges in the best possible way. We also limit our own access to fresh ideas and alternative perspectives, allowing stagnation and stifled innovation to creep in.

All too often, businesses that refuse to collaborate often restrict their access to new audiences, markets and distribution channels. Partnerships can offer exposure to untapped customer bases. And those

customers themselves want to see businesses working together with others.

Indeed, In today’s economy, consumers and stakeholders value collaboration, ethical partnerships, and a sense of community. A brand that isolates itself may appear outdated, overly aggressive or out of touch with modern business values.

True innovation comes from sharing the stage, not dominating it These outcomes are good for nobody. We need to change our mindset. Imagine if we could set rivalry aside? What if we could reach out to a “competitor” to tackle a problem together, knowing that both of us – and all our clients – would benefit?

Many companies in highly competitive industries have found ways to strike a healthy balance between competition and meaningful collaboration.

In healthcare, we now see partnerships like Pfizer and BioNTech’s collaboration on the COVID-19 vaccine – a joint effort that pushed the limits of what was possible in record time. This wasn’t just a business strategy; it was a recognition that tackling complex, urgent challenges sometimes means setting rivalry aside.

In tech, look at IBM, Google, and Microsoft – all historically fierce competitors. They’ve come together to develop open-source frameworks,

INDEED, IN TODAY’S ECONOMY, CONSUMERS AND STAKEHOLDERS VALUE COLLABORATION, ETHICAL PARTNERSHIPS, AND A SENSE OF COMMUNITY.

like Kubernetes, which now powers much of the internet. They understood that by creating a shared infrastructure, they could all build better, more reliable solutions for their clients while still competing in other areas. Even in finance, where risk and competition define the field, firms have aligned on anti-fraud standards, sharing information to generate intelligence which collectively reduces financial crime. No single institution could achieve this on its own; collaboration became essential to tackling an industry-wide challenge.

Personally, I’ve seen the value in collaborating with competitors firsthand.

Just a few years back, I found myself working on a high-stakes cybercrime case alongside a team from another firm. Traditionally, we would’ve been rivals. But the case’s complexity required specialised expertise in multiple areas, and neither firm had it all.

By trading insights, sharing resources, and aligning on strategy, we achieved a result that neither of us could’ve delivered alone. The client was thrilled, and both firms walked away stronger, having gained more from the partnership than we would have in isolation.

Thinking differently, from “what’s mine” to “what’s possible”

If collaboration allows us to open the door to results that exceed anything we could have achieved alone, should we really be consistently slamming them shut without a second thought?

2025 will be a year in which many businesses really think about change and focus on new opportunities. As entrepreneurs, maybe it’s time to consider whether this culture of competition is helping us or holding us back. Are insights really the competitive secrets that we think they are, or could instead sharing them in a strategic manner open new doors that we previously hadn’t thought about approaching?

This doesn’t mean abandoning competition. Far from it. Healthy competition is still vital – it pushes us to innovate and deliver excellence. Instead, it’s about recognising that the best outcomes often come from pooling our strengths rather than protecting them.

This requires a major mindset shift, from “what’s mine” to “what’s possible”. A colleague of mine once described this as “competing without fear”. By that, he meant knowing your strengths so well that you don’t see collaboration as a threat. Instead, it becomes an amplifier.

This is not an easy step to take. Entrepreneurs work hard, the habits of rivalry are ingrained, and those habits have rewarded us in many ways. But the world is changing, and our approach needs to evolve with it.

Today, true breakthroughs happen when companies, startups and individuals work together. By collaborating, we facilitate knowledge-sharing, cross-industry creativity, and new product development. The real challenge is not just changing how we work. It’s rethinking how we see ourselves and what success looks like. So, are we ready for that?

Edward Lewis co-founded and leads CyXcel as CEO, bringing over 20 years of hands-on experience at the intersection of law and cybersecurity. Beyond CyXcel, Edward serves as Director of the Cyber Monitoring Centre, a non-profit focused on improving national resilience against the impacts of systemic cyber risk.

Recognised by Legal 500 as “brilliant, commercial, and a tough negotiator,” Edward’s influence extends beyond the boardroom as he works to shape a safer, more secure digital future for all. www.cyxcel.com

Rewriting the Rules

Three entrepreneurs share how they broke away from traditional paths, challenged the status quo, and built successful businesses by forging their own way. by

PATRICIA CULLEN

Kunal Trehan, Auria Heanley, and Karl Neale each have their own unique story, but what ties them together is their ability to break away from the usual path and create something truly their own. They didn’t follow the traditional route to success. Instead, they questioned the norm, took risks, and forged their own paths. Their journeys show that success isn’t about sticking to the rules—it’s about rewriting them and doing things your own way.

KUNAL TREHAN: FROM REDUNDANCY TO RENOWNED INTERIOR

DESIGNER

Kunal Trehan’s journey into the world of luxury interior design wasn’t born from a traditional path or a lifelong dream to create opulent spaces. Instead, it was the result of a pivotal moment in his life - a moment that many entrepreneurs face, where adversity turns into opportunity. After being made redundant during the 2008 financial crisis, Trehan found himself at a crossroads, but failure was simply not an option.

“The short answer? I needed to earn an income, and failure was not an option,” Trehan admits. “Being made redundant during the 2008 financial crisis forced me to reassess everything. I knew I had to make this work, and I was determined not to let circumstances define my future.”

Trehanl’s background in recruitment-specifically, his work in launching a healthcare division within an engineering firm - taught him the resilience and adaptability needed to thrive in saturated markets. This experience laid the groundwork for his transition into the interior design world, where he knew he had to stand out. “I pushed boundaries to offer my prospective clients something unique, something that wasn’t readily available. My market share may have been smaller, but that exclusivity became the key to my success.”

Today, as the founder of Touched Interiors, Trehanl’s work is synonymous with luxury, functionality, and cutting-edge design. His designs are featured in high-end residential and commercial spaces across the UK, and his use of technology, like virtual reality, has made him a forward-thinking leader in the field.

REINVENTION AT 50

For Auria Heanley, her entrepreneurial journey began at a life-defining moment when she was turning 50. At that time, she felt that her career had plateaued. Yet, a new opportunity came into her life that would change everything - an opportunity to co-found Oriel Partners with Olivia, her future business partner.

“I was turning 50, and it was a real turning point for me,” Heanley reflects.

“I wasn’t challenged where I was working and could see myself drifting into semi-retirement. However, an opportunity presented itself, and life took a very different turn!”

Having already built an extensive career in recruitment, moving from corporate giants to boutique firms, Heanley brought with her a wealth of knowledge and a clear vision of what it would take to succeed in the world of business. “My whole career has shaped my approach to entrepreneurship,” she explains. “I was lucky to have an extensive and successful recruitment career behind me. Starting in a big corporate and then moving to smaller boutique businesses, working across all areas of the business from consultant to senior management, this gave me a real depth of experience.”

Heanley’s advice to aspiring entrepreneurs is practical yet profound.

“Pick a business in which you know well and have experience in, make sure you have enough financial investment behind you for all your business start-up costs and salaries for 6+ months, have a clear vision and viable business plan, and if you are going into business with someone, make sure that their values and vision align with yours.” Her approach to business is shaped by her deep passion for what she does, her resilience in the face of challenges, and

her ability to make quick, informed decisions. “Being extremely passionate about what I do and resilient has been invaluable, as well as being a quick decision-maker and happy to take calculated risks,” she adds.

ENGINEERING THE FRAGRANCE REVOLUTION

Karl Neale’s story is an

example of how challenging conventional industries can lead to major breakthroughs. An engineer by training and a personal fragrance expert by passion, Neale saw an opportunity to revolutionise the perfume industry, which he felt was overly reliant on marketing and branding to justify high prices for

low-cost products. Rather than follow the traditional route of becoming a trained perfumer, Neale applied his engineering mindset to fragrance development, focusing on efficiency, formulation, and cutting unnecessary costs while still delivering a premium product.

“I’ve always been someone who questions why things

→ Kunal Trehan is an interior designer and founder of Touched Interiors

→ Auria Heanley, co-founder of Oriel Partners

EXPERTISE ISN’T JUST ABOUT WHERE YOU STUDIED OR HOW LONG YOU’VE BEEN IN AN INDUSTRY—IT’S ABOUT HOW YOU THINK AND THE SKILLS YOU BRING TO THE TABLE. IF YOU HAVE A DIFFERENT WAY OF APPROACHING A PROBLEM, THAT’S AN ADVANTAGE, NOT A DISADVANTAGE”

are done a certain way,” Neale says. “When I started looking into the fragrance industry, I noticed how heavily marketing and branding dictated pricing. A bottle of perfume that costs pennies to produce was being sold for hundreds, purely because of the name on the label. That realisation pushed me to explore how I could apply my engineering mindset to fragrance - focusing on efficiency, formulation, and cutting out unnecessary costs while still delivering a premium product.”

Neale’s engineering background trained him to approach problems analytically and creatively. “Engineering trained me to work within strict parameters while still finding creative solutions. Aircraft

maintenance isn’t just about following manuals - it’s about diagnosing problems, understanding systems, and making things work under pressure. That ability to troubleshoot and adapt directly translates into business.”

By approaching fragrance formulation scientifically, Neale created Rebel Aromas, a company focused on producing high-quality perfumes at a fraction of the typical cost. “Instead of relying on the same expensive bottling and distribution methods, I looked for alternative solutions that kept costs down without compromising on quality,”he explains. “I built Rebel Aromas from the ground up, applying the precision of engineering to an industry that often relies on perception rather than performance.”

Neale’s advice to other entrepreneurs challenges them to think outside the box and embrace their unique perspectives. “Don’t assume you need to follow the same route as everyone else to succeed. Expertise isn’t just about where you studied or how long you’ve been in an industry - it’s about how you think and the skills you bring to the table. If you have a different way of approaching a problem, that’s an advantage, not a disadvantage.”

Neale’s approach to disrupting the fragrance industry is rooted in experimentation and a focus on solving real problems. “Learn everything you can about the industry you want to disrupt, but don’t feel confined by how things have

always been done. Some of the biggest breakthroughs come from people outside the industry who bring fresh perspectives. Be willing to experiment, fail, and adapt. Most importantly, stay focused on solving a real problem rather than just fitting into an existing system. If your idea challenges the norm, you’re probably onto something worth pursuing.”

COMMON THREADS

What unites Trehan, Heanley and Neale is their ability to think beyond traditional frameworks, innovate, and take calculated risks. Each of them, in their own way, has questioned how things

“

BEING EXTREMELY PASSIONATE ABOUT WHAT I DO AND RESILIENT HAS BEEN INVALUABLE, AS WELL AS BEING A QUICK DECISION-MAKER AND HAPPY TO TAKE CALCULATED RISKS”

are done in their respective industries and used their unique skill sets to disrupt the status quo.

For Trehan, his background in law and recruitment gave him the foundation to build a brand that thrives on exclusivity and personalised design. For Heanley, her extensive experience in recruitment and her willingness to reinvent herself at 50 helped her co-found a business that emphasises

integrity and a personal approach. For Neale, his engineering background gave him the tools to challenge an industry that often prioritised brand over quality, leading to the creation of a more efficient and cost-effective approach to perfume production.

All three entrepreneurs offer valuable lessons to anyone looking to break free from traditional career paths: Stay grounded in your values,

don’t be afraid to experiment, and always be ready to adapt to new challenges. As the entrepreneurs look toward the future, they are all committed to growing their businesses and making an impact in their respective industries. Trehan continues to push the boundaries of design, embracing new technology to create innovative, immersive spaces. Heanley remains focused on growing Oriel Partners, always adapting to new challenges in the recruitment industry. Neale, meanwhile, is dedicated to further revolutionising the fragrance industry with Rebel Aromas by refining his formulas and expanding his market. Their journeys prove that entrepreneurial success doesn’t follow a prescribed path. Instead, it’s about reinvention, leveraging your unique background and skills, and having the resilience to continue evolving. As they each move forward, they continue to defy expectations and pave the way for future entrepreneurs to do the same.

→ Karl Neale is an engineer, personal fragrance expert and developer, and the Founder of Rebel Aromas

One Year On! What I’ve Learnt Taking The Reins and Scaling My Business for Growth!

↑ John Wegman, CEO of Customs Support

When John Wegman took over as CEO of Customs Support Group, they were already the largest independent customs broker in Europe – with 1,700 specialists working across 100 offices in 14 countries to support clients looking to efficiently export and import goods, while achieving compliance, mitigating risks and saving costs through tailored customs strategies.

Yet having made more than 40 acquisitions in less than three years, there was a need to fully integrate the businesses around a shared mission, focusing on culture and innovation to create a unified customs offer while continuing their growth trajectory. It may have been a daunting task for some, but seasoned organic growth and digitalisation expert John was felt more than qualified for the job, having a wealth of experience in international trade and logistics. Before joining Customs Support, held executive positions with various companies, including serving as VP & Managing Director CEE at Iron Mountain, as well as recently completing a technology degree at ETH in Zürich.

To mark a year in the role, John reflects on the three biggest pieces of advice he’d share with leaders in similar positions: establish a company-wide culture; use artificial intelligence to add value to the ‘real intelligence’ of your team; and encourage staff to sing their own praises.

Commonality and culture

“It was a challenging time to take over the business” John reflects. “Because we had the after effects of Brexit and Covid, as well as the war in Ukraine and the Red sea crisis. At the same time, the company had grown substantially, so we wanted to get a great structure in place to be able to continue the momentum of growing the business organically, alongside the M&A work which had been done.”

“The challenge was figuring out the commonalities across almost 100 sites in Europe, all of which had different histories, cultures and workloads. We wanted to take all of the pieces and make the sum greater than the parts, identifying common threads and building upon those – rather than just putting up a poster on the wall and saying ‘this is who we are and these are our values’.”

So how did John go about taking on this task?

“Like any big task, you break it down into parts. I think the most important thing is to listen, so I made a deal with myself that I would spend the first three or four months doing exactly that. I made sure I was asking the right questions, and if you do this and listen carefully then you can start taking steps towards a unified culture, and bring everyone along on that journey.

Blended knowledge

“Customers have responded really positively to the steps we’ve taken to integrate and consolidate – and appreci-

ate that we are large enough to work at scale while retaining our independence and agility, which allows us to make investments in areas like digitalisation,”

John explains.

“We have more than 50 customs digitalisation specialists, who have a mix of IT expertise and knowledge about customs.

And we’ve also implemented artificial intelligence which collates all the documentation a customs delegate receives – effec-

automatically. This is the kind of area where an AI layer can add a lot of value to the incredible amount of knowledge our team has.”

Singing their praises

John has also encouraged a culture of congratulating themselves on their success stories, and recognising the importance of the work they do – which can see them, for example, enabling customers to transport kidney dialysis machines to patients in need.

I think the most important thing is to listen, so I made a deal with myself that I would spend the first three or four months doing exactly that. I made sure I was asking the right questions, and if you do this and listen carefully then you can start taking steps towards a unified culture, and bring everyone along on that journey” “

tively crunching down the two hours of admin time which was previously spent copying and pasting that information into a useable format, into a minute or two. The declarant can then check that there are no issues, and proceed with their value-added work.

“That’s how we are combining real intelligence with artificial intelligence; the team are really excited about it, and our customers like it too because it frees up the brain power of our teams to really help them address the issues they have, as well as flagging up any compliance issues

“So many times over the past year, I’ve sat and talked to team members and they’ve told me about something amazing they’ve done. When I ask them if they realise how important it is, they simply say ‘it’s my job’. So, my mission has been to get people talking with more pride about what they are doing, sharing important and exciting news both internally and with our customers.

“The customers I have visited have told me how awesome the teams are, solving ridiculously complex problems without even breaking a sweat, but

they often don’t know the full extent of what we are able to deliver.”

John continues: “If something goes wrong for customers there are so many risks – from massive fines to reputational damage – so we want to elevate customs from an unnoticed piece of compliance work, to being recognised for the value it has for customers across the entire supply chain. We want to make sure people keep their heads up, to look around and see all of the fantastic things we are doing! We are market leaders but we need to behave like leaders.”

Final thoughts

And does John have any advice specifically for UK businesses looking to begin importing or exporting?

“Talk to somebody who is knowledgeable in customs, whether that’s us or one of our competitors! It can take up to three years for a problem to be flagged up by authorities, and in the meantime the company may unknowingly continue doing the same thing incorrectly, which compounds the issue.

“There have been lots of legislation changes and the UK market has become so complex that sometimes companies would rather not trade, than do so and make a mistake. But if you talk to an expert, then they can normally provide solutions for any issues you foresee, and also forewarn you of any other problems you may not have even considered.”

www.customssupport.co.uk

From £5k to £1.5m

ENTREPRENEUR

Billy Finnie’s approach to building Mobility Scotland has been anything but conventional. Instead of focusing on aggressive sales tactics, Finnie built his business around one central principle: customer care. Starting with just £5,000 in revenue, Mobility Scotland is now on track to hit £1.5 million in revenue - a remarkable feat in an industry often criticised for pushy sales tactics and inflated pricing. For Finnie, success began with a focus on the customer. “Above all else, it has been our unwavering commitment to customer-first service,” he says. “From day one, we focused on providing mobility solutions that genuinely meet people’s

needs rather than chasing aggressive sales targets.” This shift in focus has helped the company build a reputation based on trust, which is vital in an industry serving vulnerable people.

With a background in sales and business development, Finnie noticed a gap in the mobility retail market.

“There was a real lack of transparency, a lack of customer care in mobility retail,” he says. This observation led him to partner with reputable global manufacturers, such as Handicare, Recliners, and Alpine, in order to offer solutions tailored to individual needs. The emphasis on service, not sales, became the bedrock of Mobility Scotland’s success. One of the key differences in Mobility Scotland’s approach is its consultative sales model. “We will never sell a

product unless it genuinely meets our customers’ needs,” Finnie explains. Rather than pushing customers to purchase, the company begins every interaction with a thorough needs analysis, ensuring that the solutions provided are a true fit. For Finnie, it’s not about volume; it’s about doing what’s right for the customer. These principles have led to customer loyalty and word-of-mouth recommendations, but Mobility Scotland is not without its challenges. The mobility sector is often criticised for aggressive sales tactics and products that don’t always meet the customer’s needs.

“The mobility industry has a reputation for pushy sales techniques, over-inflated pricing, and mis-sold products,” Finnie admits. His company, however, has remained committed to doing things differently. Another key aspect of Mobility Scotland’s ethos is its partnership with MND Scotland. Since 2021, the company has been providing mobility solutions to people living with motor neurone disease (MND), helping them maintain independence and comfort. “Knowing we’re playing a small part in allowing people to maintain their independence is hugely rewarding,” Finnie reflects. This partnership further illustrates the company’s

commitment to its values of care and integrity.

Looking ahead, Finnie is focused on sustainable growth as Mobility Scotland expands into the East and North of Scotland. “There is a lack of trusted providers, and that’s where we see potential,” he says. But expansion, for Finnie, isn’t just about revenue — it’s about making sure the company’s core values remain intact. As the business grows, so does the team, with plans to increase its size from 10 to 15 people in order to maintain high levels of personalised service. Finnie is clear that success is not about growth at any cost. “Growth isn’t just about increasing revenue,” he says. “It’s about making sure we have the right team and infrastructure to maintain our high standards.” As the company targets £3 million in turnover, Finnie is focused on ensuring that Mobility Scotland continues to grow ethically, without compromising its customer-first ethos. For entrepreneurs, Finnie’s journey offers some key takeaways: challenge the norms, put people before profits, and build a business on trust and integrity. Mobility Scotland’s success isn’t just about the products it sells; it’s about creating meaningful, customerfocused solutions that build long-term relationships.

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