Entrepreneur United Kingdom - March 2025

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EXPLORING THE LATEST TRENDS AND CHALLENGES SHAPING THE ENTREPRENEURIAL LANDSCAPE, WITH FRESH INSIGHTS FOR THE INNOVATORS OF TODAY AND TOMORROW

Entrepreneur United Kingdom

As spring arrives, it’s a reminder of how quickly the entrepreneurial landscape shifts - like the seasons, it’s always changing, always adapting. Both nature and innovation continuously evolve, face challenges and find new paths for growth. This month, we explore the latest trends transforming the entrepreneurial landscape and consider what they mean for the future of business.

One of the highlights in this issue is a fascinating interview with Boris Johnson, former UK Prime Minister. Even though he’s been out of office for almost three years now, he’s still very much in the conversation, particularly when it comes to global entrepreneurship. Speaking at a gala in Dubai, Johnson shared his thoughts on the

booming entrepreneurial scene in the US, calling it a “forest of 500 million redwood trees.” He had nothing but praise for American entrepreneurs like Jeff Bezos, Elon Musk, and Mark Zuckerberg, who have reshaped industries and changed the way we live.

But Johnson also had some tough words for the UK, pointing out what he sees as a brain drain - many of the brightest minds leaving the country for places like Dubai. Johnson’s frustration is clear – yet it serves as a reminder of the untapped potential for the UK’s entrepreneurial energy to rise again. He believes that if the UK wants to stay competitive globally, it’s time to put more effort into nurturing homegrown talent and innovation.

This EntrepreneurUK March issue also addresses a big question that’s on the minds of many: is the unicorn dream in the UK over? With more startups fighting for fewer resources and funding, we explore whether the dream of reaching billion-dollar valuations is slipping away - or if we’re just entering a new chapter of sustainable growth for startups.

In addition to these big-picture discussions, we’ve also got some exciting features on businesses that are disrupting industries. Take Grind Coffee, for example. In a crowded coffee market, this brand is shaking things up with a fresh approach that’s all about sustainability and quality. And then there’s Africa’s luxury marketsomething that’s been flying under the radar for a while but is now set for huge growth, with entrepreneurs taking the lead in fashion, fine dining, and beyond.

So, whether you’re thinking about recalibrating your own business, exploring new markets, or just staying ahead of the latest trends, this issue is packed with inspiration. As always, we’re here to provide the insights and stories that keep you on the cutting edge of entrepreneurship.

Hope you enjoy the read!

Patricia Cullen

Features Editor, Entrepreneur United Kingdom

The voice of entrepreneurship around the world

A SEASON OF RENEWAL

As spring arrives, Britain’s entrepreneurs are adjusting strategies and seizing new opportunities. In a climate demanding adaptability and innovation, those who can navigate uncertainty will succeed. Will your business be one of them?

by ENTREPRENEUR UK STAFF

As the days get longer and winter fades, businesses are tapping into the season’s natural energy to hit refresh. Spring, always a time for renewal, offers entrepreneurs the perfect moment to reflect on the lessons learned over the winter and set their sights on growth. Across industries - from healthcare to techleaders are rethinking strategies, putting resilience and agility at the forefront to stay ahead of the game.

SHIFTING SEASONS, SHIFTING STRATEGIES

For Oliver Bruce, co-founder of House of Unicorns—a platform designed to help businesses reach unicorn status, with a unique feature that allows public participation in investment decisions—and CEO of PinPoint Media, the message of the new season is clear. “Focus, focus, focus.” Preparation is vital and Bruce reveals its key to ensure that people, processes, and plans are in place as far in advance as possible. “If your target is sales, knowing your win ratio is essential to ensure sufficient pipelining. Don’t

get distracted - over the winter period, ideas germinate, and it’s important to stick to the vision, mission, and plan of the business, no matter how big or small.”

For Bruce, staying focused and prepared through the winter months sets the stage for the year ahead. This sentiment is echoed by Erin Lee, CEO of Flow Neuroscience. Flow Neuroscience is the UK’s only medically approved brain stimulation headset and therapy app for home treatment of Major Depressive Disorder (MDD). For Lee, seasonal

shifts are a key factor in business planning, especially as mental health takes priority in the new year.

“At Flow, our focus is on treating depression, and like many healthcare businesses, winter is a peak season for us,” she explains. “As we enter a new year, people tend to be particularly focused on addressing their health - both physical and

mental. Additionally, many struggle with their mental health in the early months of the year due to weather, seasonality, and post-holiday letdown.”

While some businesses view spring as a time to rebound from winter slowdowns, Flow Neuroscience maintains a different perspective. “As we head into spring, it’s less about rebounding and more about

→ ERIN LEE, CEO of Flow Neuroscience, leading the charge in mental health innovation

maintaining the momentum we have from the early part of the year,” says Lee. “Our focus is on helping to support users to preserve the improvements in their mental health and prevent relapse as we head into the warmer months.”

However, for Simon Phillips, an internationally recognised leadership expert and creator of the revolutionary LACE Framework (Listening, Accountability, Collaboration, Empathy), spring is all about transformation. “Building on my recent Great British Entrepreneur Awards recognition as a Purpose Entrepreneur, I will be focusing on expanding my LACE Framework into businesses across the UK and US markets, helping organisations transform their leadership approach from fear-based to love-based,” he says. Phillips urges entrepreneurs to use the new season as a springboard to sharpen their visibility. “The winter months reinforced the power of structured goal achievement. It is easy to get carried away with the goal-setting process and then find two months later, you’re off-track and a miserable year lies ahead.” The challenge, he argues, is not just setting goals but ensuring their

“

The winter months reinforced the power of structured goal achievement. It is easy to get carried away with the goal-setting process and then find two months later, you’re off-track and a miserable year lies ahead”

→OLIVER BRUCE, co-founder of House of Unicorns, pioneering the next wave of innovative startup

TURNING INSIGHTS INTO ACTION

Many entrepreneurs use the changing season as a trigger for strategic refinement. Winter often exposes vulnerabilities in supply chains, customer behavior, and operational efficiencies - insights that can now be leveraged to drive business performance.

Bruce observes that people tend to feel

sustainability.

To that end, he points to the Change In 8 process - a structured goalachievement system designed to embed transformation as a lasting habit. “It enables leaders and their teams to break down ambitious goals into manageable, actionable steps that align with their long-term vision. This ensures that progress becomes consistent and momentum builds naturally over time,” he explains. As spring arrives - a season synonymous with growth, renewal, and energyPhillips sees an opportunity for leaders to reset with clarity and build on a strong foundation.

For Eamonn Turley, CEO of Multi Quote Time, a fast-growing UK comparison site, spring is an opportunity to enhance technologydriven growth. “With over 50% of UK businesses planning to increase their investment in technology in 2025, I’m ensuring that Multi Quote Time stays ahead of the curve by automating processes and improving customer experience.” Turley is also doubling down on seasonal marketing. “Spring is the ideal season for a new marketing campaign. We are running focused campaigns to reach customers who are planning to renew or change their insurance policies before summer. This seasonal strategy has helped us increase our conversion rates by 20% in similar periods in the past, so we are doubling down on it this year.”

more positive in the spring, as it marks the arrival of warmer weather here in the UK. “Make sure you double-click on what works, but don’t get too overzealous”, he warns. Entrepreneurs should keep their eyes on the long-term, thinking about where they want to be down the road, not just what’s right in front of them. “Look ahead as far as possible. Make hay while the sun shines, but don’t become overly egotistical or complacent with any growth you may experience.”

For Phillips, the winter months reinforced the importance of structured goal achievement, and this spring, he is focused on helping leaders make meaningful progress to ensure their aspirations for 2025 are firmly on track.

For Turley, the lesson of winter was agility. “Winter has taught me that agility is everything. Consumers can change fast, and the management style has helped us stay agile on our road to success. For example, when things slowed down during the winter, we saw a slowdown in insurance product demand in certain areas but picked up travel insurance demand as people

← Eamonn Turley, CEO of Multi Quote Time, driving innovation in the insurance tech space

In the Loop /

→ Yinka Ewuola, Business Strategist and Cashflow

Acceleration Specialist, empowering entrepreneurs to unlock financial growth

began to make their spring vacations. Shifting our resources quickly, we capitalised on that demand, and the steady growth hasn’t slowed.”

He also emphasises sustainability as a key factor moving forward. “Another big takeaway is the importance of sustainability. Consumers are increasingly drawn to businesses that prioritise green practices - a recent survey found that 70% of UK shoppers are willing to pay more for sustainable products or services. This spring, I’m integrating more eco-friendly initiatives into our operations, such as reducing paper use and encouraging digital-first solutions for our customers.”

A SPRINGBOARD FOR GROWTH

With spring’s arrival comes more than just a fresh start; it brings tangible business prospects. As consumers shake off the winter blues and industries prepare for peak seasons, those who plan ahead stand to benefit

most. Entrepreneurs who can capitalize on seasonal trends, sustain momentum, and apply lessons from recent months will be in the strongest position to succeed in the months ahead. For business leaders like Lee, Phillips, and Turley, the transition is not merely about adjusting to external conditions but about ensuring long-term, sustained progress. “Spring is a season of renewal, but success lies in continuitysupporting customers beyond their initial journey and ensuring lasting impact,” says Lee. As Phillips puts it, “Applying lessons learned in winter, such as the importance of consistent reflection and disciplined execution, leaders can embrace spring with focus and purpose.” Turley echoes this sentiment. “Spring is all about renewal and opportunity, and I’m excited to implement these changes while building on the lessons learned from winter. It’s not just about bouncing back; it’s about growing stronger and smarter with every season.”

Yinka Ewuola, Business strategist and Cashflow acceleration specialist, offers a refreshing perspective on spring’s potential. “Spring brings better weather and more opportunities for in-person connection,” she says. “I am planning

ensuring you create a buffer within your business and keep cash flowing through a balance of high-ticket offers and more targeted, lowerticket options.”

Looking ahead, she advises, “With spring on its way… and summer not far behind,

opportunities to connect with both my existing and former clients, as well as meet new potential customers. I create opportunities to connect in person, tapping into the season’s shift from the intensity of the start of the year to the mindset of renewal and rejuvenation.”

Ewuola’s strategy also includes a pivot in how she frames her offerings: “I shift how I speak about my offers to really lean into an opportunity focus, highlighting the acquisition of opportunity - not just avoiding pain or loss.” She emphasises the importance of preparing for future growth: “Winter reminds me of the power of the Cashflow Approach, especially in

now is the time to ensure that you are prepared for what you want to experience in those warmer months- a fuller bank account and a more flexible calendar.”

As spring arrives, entrepreneurs face a crucial test: adapt or fall behind. This season is not just about weathering change - it’s about capitalising on it.

Spring offers more than just a fresh start; for businesses, it’s a launchpad to drive resilience and growth, and those who innovate and redefine their strategies will be the ones to lead. In an environment of increasing uncertainty, success belongs to those bold enough to seize the moment and set a new course.

→ Simon Phillips, founder of Change Maker Group and host of The Change Show podcast

From Investment Banking to Entrepreneurship

Chris Fraser, former managing director of Citigroup and senior executive at KPMG , now CEO of Dutch Barn Vodka , opens up about his bold transition from investment banking to entrepreneurship, offering insights on leadership, innovation, and tackling tough challenges head-on. by

PATRICIA CULLEN

IIn an era where career transformations are becoming increasingly common, few stories capture the complexity and depth of such a shift like that of Chris Fraser. His journey from the high-powered corridors of investment banking to becoming the CEO and entrepreneur behind Dutch Barn Vodka is not only a reflection of his personal evolution but also a roadmap for others contemplating a major career change.

A reluctant banker

For Fraser, career change was never about escaping one field for another, but rather a pursuit of continuous growth and new challenges. Reflecting on his time in investment banking, particularly in mergers and acquisitions, he describes his career mantra as “I don’t know what I want to do when I grow up!” This phrase, emblematic of his unyielding curiosity and thirst for personal and professional growth, encapsulates his path. “It reflects my obsession with learning and growing as a person, but also keeping anchored as the young boy dreaming of possible futures.”

Fraser’s banking career at Citigroup provided him with accelerated learning experiences and the rare opportunity to work alongside some of the world’s most successful entrepreneurs. “I was very lucky in my investment banking career to have the opportunity of working with some incredibly successful entrepre-

}}

→ From investment banking to vodka: Chris Fraser, CEO of Dutch Barn

In the Loop /

neurs and business leaders like Andrew Forrest and Gina Rinehart,” Fraser explains. His role as an adviser during the financing of Fortescue Metals Group in 2006 proved to be the catalyst for his leap into entrepreneurship. Working closely with Forrest and his team, Fraser played a key part in turning an idea into the world’s fourth-largest iron ore producer. “Standing on the deck of a massive iron ore ship being loaded as a result of my work really lit the fire in my belly of wanting to build businesses myself.”

This transformative experience was a pivotal moment that would propel Fraser from the world of finance into uncharted entrepreneurial waters.

The leap of faith

In 2009, after 15 years in corporate finance and having recently been promoted to Managing Director at Citigroup, Fraser made the bold decision to quit. “Taking the leap was a scary experience but one I am so happy I made,” Fraser admits. He recalls the freedom he felt the day after resigning—“sitting on my doorstep with a coffee in my hand after walking my daughter to school with only the future in front of me was so liberating and energising.”

It was this moment that marked the beginning of his journey as an entrepreneur. But leaving the corporate world, particularly a prestigious firm like Citigroup, was never going to be easy. “To step from a traditional corporate role

→ Chris Fraser and Ricky Gervais, a British comedian, actor, writer, and producer

into starting your own business is a difficult one. Getting out of a relatively cosy environment of a corporate role to the raw exposure of a start-up can be a hard transition for some,” Fraser acknowledges. The advice he offers to others considering such a career pivot is simple but crucial: “Develop a greater understanding of risk and reward...you cannot go forward without risk but you need to ensure you can quickly assess risk and reward to ensure you are taking balanced risks.” He stresses that many entrepreneurs fall into the trap of overthinking risk to the point of paralysis. “Risk

must always be balanced with reward,” he adds.

Lessons in culture and thinking differently

Fraser’s career took another defining turn when he became involved with Sirius Minerals, a company developing a massive natural multi-nutrient resource in the North York Moors National Park. It was here that he learned two key lessons that would guide him through future entrepreneurial ventures. “The two most critical learnings from Sirius were the importance of culture and team and also the value of thinking differently,” Fraser explains. The

challenge of turning an idea into a reality, particularly one as ambitious as Sirius’, can be an isolating experience, but Fraser soon realised that success would be defined by his ability to build a strong, committed team. “Turning an idea into reality can be a very lonely experience at times, but one of the important determinants of success is your ability to build a high performing team and culture around you.”

This revelation solidified the importance of aligning a team with a shared vision. “A team that is as determined and committed to your idea is so powerful and makes the impossible seem possible,” he notes. The cultural values of the team were just as critical. “A team that passionately aligns on your purpose and operates within similar successorientated values set is vital.”

Another major lesson from Fraser’s time with Sirius was the value of unconventional thinking. Confronted with skepticism about the project, Fraser repeatedly heard the phrase, “but this is how it’s done.” A phrase he despises, as it stifles innovation. “Thinking differently and embracing people from different industries with different perspectives is so powerful to problem solving.”

This mindset of challenging the status quo would become a cornerstone of Fraser’s later entrepreneurial pursuits.

Mining finance to distillery: Strategic lateral thinking Fraser’s ability to think

strategically, honed during his years in mining finance, became invaluable as he moved into entirely new industries. His ventures, including co-owning Ellers Farm Distillery and Dutch Barn Vodka, were driven by the same intellectual rigour that he applied to corporate finance, but with a more flexible approach. “What investment banking taught me was the value of strategic lateral thinking. Being able to see a problem in multiple ways and thinking through all of the possible solutions,” Fraser explains.

This thinking allowed him to approach challenges with a broader perspective, constantly questioning and testing assumptions. His application of this skill to the beverage industry has been instrumental in shaping Dutch Barn Vodka’s growth and potential. But Fraser’s experiences in business have also been influenced by a key principle in Chinese philosophy, as shared with him by his friend Paul Glasson. “Take a step – look a step,” Fraser says, summarising the philosophy’s lesson that in business, as in life, sometimes the best course of action is to take one step at a time and reassess the situation.

Disrupting the beverage industry

Fraser’s latest entrepreneurial venture, Dutch Barn Vodka, reflects his ambition to disrupt an established industry. The vodka sector, he argues, is ripe for innovation. “The vodka category

has been pretty stagnant for a while and stuck in some old paradigms,” Fraser notes. “I believe there is an opportunity for a highquality premium vodka done differently.” And Dutch Barn is precisely that: vodka made from British apples with a touch of potato spirit, distilled over 70 times and bottled in a brown bottle, a unique feature that sets it apart in a saturated market.

Fraser is not only focused on creating a product that stands out but also on positioning Dutch Barn as a global leader in its category.

“We are on a mission to make Dutch Barn a Top 20 global vodka,” he declares. But success in this competitive space is not merely about product differentiation—it’s about tapping into broader industry trends such as sustainability, traceability, and premiumisation. “The mega trends of sustainability, traceability and premiumisation sweeping across a lot of consumer sectors will continue to drive innovation and growth in the broader beverage sector.”

Dutch Barn has positioned itself as a company that is not only making high-quality spirits but doing so with a conscience. As a Certified B Corp that has been carbon neutral since day one, Fraser’s company has a strong commitment to sustainability, based on a farm in North Yorkshire. “We are building Dutch Barn to be a global brand for the future that people will grow to love,” he says.

As someone who has navigated multiple

industries - from investment banking to mining finance to distilling - Fraser has become adept at identifying new opportunities in the face of uncertainty. His method for finding success in new ventures is simple yet profound: “Finding something that truly excites you. You have to be obsessively passionate about it to get you out of bed and into the fight on a daily basis.”

For Fraser, the most rewarding challenges are the hardest ones. “I like difficult challenges and so I am drawn to finding spaces where people say it’s really hard or really tough. That tends to change the dynamic. Where people don’t feel that, probably means there are hundreds of people trying to do the same thing.”

It is this appetite for difficult challenges that fuels Fraser’s entrepreneurial drive, and it is also the source of his confidence when pursuing new opportunities. “I would sooner take on a big hard challenge and try to make it work. I find that way more fulfilling and enjoyable.”

The horizon looks bright

As Fraser looks ahead, he remains deeply committed to his entrepreneurial pursuits. His experience has proven that successful career transitions require more than just couragethey require a continual focus on learning, adapting, and growing. Whether it’s building a new business, redefining an industry, or staying true to his passion

“To step from a traditional corporate role into starting your own business is a difficult one. Getting out of a relatively cosy environment of a corporate role to the raw exposure of a start-up can be a hard transition for some. ”

for difficult challenges, Fraser has made it clear that his journey is far from over. With Dutch Barn Vodka poised for global growth and the wider beverage sector on the brink of transformation, one can be certain that Fraser will continue to shape industries, disrupt norms, and inspire future generations of entrepreneurs.

For those contemplating a similar leap, Fraser’s final piece of advice is clear: “Act. Some people can get paralysed by risk analysis and focusing only on that half of the equation. Risk must always be balanced with reward.” In a world of relentless change, Fraser’s career trajectory highlights the importance of adaptability and calculated risk-taking - traits that will define the next generation of entrepreneurs and unlock new avenues for growth in an uncertain landscape.

THE END OF THE UNICORN DREAM

AS UNICORN VALUATIONS LOSE THEIR SHINE, UK STARTUPS FACE A NEW REALITY—ONE FOCUSED ON SUSTAINABILITY, PROFITABILITY, AND LONG-TERM IMPACT. IS THIS THE END OF THE BILLION-DOLLAR DREAM, OR THE START OF A SMARTER ERA FOR ENTREPRENEURSHIP?

by PATRICIA CULLEN

For more than a decade, the term ‘unicorn’ has symbolized the pinnacle of startup success: a privately-held company soaring to a billion-dollar valuation. These rare, fast-growing startups, which are typically backed by aggressive funding rounds, have become the standard by which entrepreneurial success is measured. The idea of achieving unicorn status has been embedded in the global entrepreneurial psyche, from tech hubs in Silicon Valley to burgeoning ecosystems in cities across Europe, Africa, and Asia. To build a unicorn company has been seen as the ultimate goal, the crowning achievement for an ambitious entrepreneur. But as economic uncertainty deepens, funding becomes more elusive, and investor expectations shift, the future of these once-elusive startups is in question. Are we witnessing the twilight of the unicorn era?

The unicorn model has been celebrated for its ability to generate vast wealth and disrupt entire industries. However, the challenges that have emerged in recent years are proving that the road to unicorn status is no longer as smooth or as straightforward as it once seemed. Investors are becoming more cautious, placing a greater emphasis on sustainable growth and long-term profitability. In the UK, this shift is particularly noticeable, as market conditions change, cultural attitudes evolve, and government policy begins to adapt. As the landscape shifts beneath the feet of entrepreneurs, many are asking whether the unicorn dream will persist or whether a new, more sustainable model will emerge. There are countless factors to consider when tackling this

↓ David Belle, a UK market analyst and founder of Fink

question, but according to David Belle—UK market analyst and founder of Fink, a research platform covering stocks, the economy, currencies, fixed income, commodities, and crypto - one factor stands above all in shaping UK policy: its culture. Belle believes that the UK’s entrepreneurial culture has a major influence on its ability to foster unicorns, particularly in comparison to the United States.

“We aren’t known for being the biggest risk-takers; for many, the ultimate goal is simply to get on the property ladder. From that perspective, this mindset leads to a less dynamic and productive society at all levels,” Belle states. He goes on to compare the US’s more developed capital markets and their willingness to embrace risk, which contrasts with the UK’s more cautious approach. “In the UK, the typical response in the entrepreneurial world is ‘No, we can’t do that,’ whereas in the US, it’s more like ‘OK, how do we make that happen?’ That difference in mindset is why the US is home to the biggest businesses in the world.”

The entrepreneurial spirit in the UK, according to Belle, often feels constrained by tradition and an aversion to failure. “The UK is more traditionalist, less willing to embrace new ways of thinking, which creates a cultural resistance to bold entrepreneurship.” He contrasts this with the US’s dynamic environment, where failure is not viewed as the end of the road but rather as a learning opportunity. In the US, the willingness to take risks is rewarded, and the idea of building a monopoly or achieving world dominance is celebrated. “In the UK, there’s hesitation,” he says. “People don’t embrace the idea of becoming a dominant global player; instead, there’s a focus on maintaining stability, which, while important, doesn’t breed the same level of innovation or ambition.”

Another key factor Belle points out is that the US tends to be less traditionalist than the UK. “There is less reliance on history; the US is still forging its history.” He also mentions that the US, still in its “infant state” as an empire, has less room for failure. He attributes their success to both their size and their willingness to take bold actions. “They really love to have a monopoly on everything.” Belle further explains that the UK is hesitant to embrace the same entrepreneurial spirit, as the incentives are not aligned to encourage such risk-taking.

THE BROADER CULTURAL DIVIDE

The differences in cultural attitudes towards entrepreneurship go beyond simple economic policies and investor preferences. In the UK, there is a general aversion to failure, which can stifle innovation and discourage risk-taking. Entrepreneurs who fail are often seen as reckless or incompetent, whereas in the US, failure is seen as a necessary stepping stone to eventual success. Silicon Valley, the global epicenter of technological innovation, thrives on the philosophy that failures are lessons leading to eventual breakthroughs, not dead ends.

Moreover, the education system in the US fosters a more

entrepreneurial mindset. Universities in the US are known for encouraging students to take risks and often provide extensive resources to support student-led startups. In contrast, the UK’s university system, while strong in academic achievement and research, does not always promote the same level of business innovation. The UK’s universities may provide top-notch education in fields like science, engineering, and business, but they tend to be more risk-averse in terms of startup culture. Initiatives such as the British Business Bank aim to change this by offering more access to funding for early-stage companies, but cultural inertia remains a significant challenge.

Despite these cultural differences, the UK still holds potential for the growth of high-impact startups. The country has a vibrant tech ecosystem, world-class universities, and a highly skilled workforce. Yet, the overarching }}

Mike Whitmire, CEO and co-founder of tech unicorn FloQast, emphasises the importance of innovation

“In the UK, the typical response in the entrepreneurial world is ‘No, we can’t do that,’ whereas in the US, it’s more like ‘OK, how do we make that happen?’ That difference in mindset is why the US is home to the biggest businesses in the world

→

culture of risk aversion and the reluctance to embrace failure at a broader societal level are obstacles that need to be overcome if the UK wants to maintain its place as a global startup leader.

A SHIFTING INVESTMENT LANDSCAPE

While the cultural divide plays a significant role, the shifting investment landscape is another critical factor influencing the future of UK startups. As investment in highgrowth startups slows down, many entrepreneurs are finding that the path to growth is becoming more challenging. For a long time, the unicorn model was driven by large funding rounds and skyrocketing valuations, with investors seeking quick returns. However, this model is increasingly under scrutiny as market conditions evolve.

Andy Fishburn, managing director at Virgin StartUp, takes a more optimistic stance on the future of UK startups. “I think the future looks surprisingly bright for UK start-ups that are looking to scale in 2025,” he says. Citing recent governmental initiatives, he highlights how “upcoming changes to the British Business Bank and the significant pension reform announced at the Budget aim to unlock billions in pension contributions for investment in high-growth private companies, and this signals a strong outlook for the UK’s start-up landscape.”

Fishburn believes that these changes represent an opportunity for UK startups to adapt to the evolving market and build sustainable growth strategies. “The landscape is changing, but that doesn’t mean there isn’t opportunity,” Fishburn says. “It’s about making sure that companies are ready for the next stage, that they are financially prepared, and that they can prove their sustainability in a more challenging market.”

Certainly, the UK has long punched above its weight in the startup arena. “The fact that the UK has established itself as a world leader in producing unicorns, trailing only behind the United States and China, is a remarkable achievement, especially when considering the UK’s comparatively smaller population,” Fishburn notes. He attributes this success to the country’s strong entrepreneurial ecosystem, which has been built on a foundation of “world-leading universities, cutting-edge advancements in technology, scientific research, and thriving sectors like life sciences.” These strengths continue to position the UK as an attractive location for startups, even in the face of economic uncertainty.

Despite these strengths, the unicorn model is increasingly coming under scrutiny. Many high-profile startups have struggled to turn impressive valuations on paper into sustainable, profitable businesses. In

→ Andy Fishburn, managing director at Virgin StartUp, shares his optimistic outlook for UK startups in 2025

the wake of underperforming IPOs and valuation corrections, investors are growing more cautious, shifting their focus toward solid fundamentals rather than rapid expansion. This marks a shift away from the singular focus on billion-dollar valuations.

Fishburn recognizes this shift and emphasizes that the definition of a successful startup is evolving. “That said, it is important to acknowledge the evolving definition of a ‘successful start-up.’ While unicorn valuations remain an important benchmark, there is a growing recognition of the need to celebrate businesses of all shapes and sizes – something we very much champion at Virgin StartUp.” The conversation about what constitutes success in the startup world is

beginning to shift, with greater focus on long-term sustainability and impact.

THE EVOLVING ROLE OF GOVERNMENT IN STARTUP GROWTH

Government intervention has also played a crucial role in shaping the startup ecosystem, particularly in the UK. The UK government has introduced numerous initiatives aimed at fostering high-growth startups, including tax incentives, grants, and funding programs. However, critics argue that these initiatives are still not enough to compete with the more established venture capital ecosystem in the US. The UK’s tax burden on small businesses, coupled with regulatory red tape, has made it challenging for startups to thrive.

At the same time, there is a growing push for the government to rethink its policies regarding digital innovation, AI, and other emerging technologies. With the rise of AI startups, the UK has a unique opportunity to establish itself as a leader in the sector. The government’s AI Opportunities Action Plan seeks to ensure the country remains competitive in these transformative areas. However, execution remains a challenge, and many entrepreneurs feel that there is more that could be done to support innovation in the tech space. The UK’s response to these changes will ultimately determine how competitive the nation remains on the global stage.

NEW PRIORITIES FOR ENTREPRENEURS

Entrepreneurs are also rethinking their priorities. “In our community, we are seeing founders increasingly focusing on building sustainable, impactful businesses rather than solely chasing valuations or funding milestones,” Fishburn observes. “This shift reflects a more holistic approach to entrepreneurship and one that values purpose and profit, something that I think should be rightly welcomed and celebrated.” Entrepreneurs, particularly those in the UK, are beginning to see the value of focusing on long-term impact rather than short-term growth.

Yet, despite this shift in priorities, startups continue

“WITH FUNDING FOR UK STARTUPS RECENTLY DECLARED AT A SIX-YEAR LOW, THE PATH TO GROWTH IS BECOMING MORE CHALLENGING. IT’S HERE THAT INNOVATION REMAINS KEY – NOT JUST IN CREATING SOMETHING NEW, BUT PUSHING BOUNDARIES, AND BEING THE BEST IN CLASS”

to grapple with significant obstacles in the current economic landscape. Mike Whitmire, CEO and co-founder of tech unicorn FloQast, acknowledges the pressures startups face in today’s climate. “With funding for UK start-ups recently declared at a six-year low, the path to growth is becoming more challenging. It’s here that innovation remains key – not just in creating something new, but pushing boundaries, and being the best in class,” he says.

Whitmire highlights the importance of financial preparedness in securing investment: “One way start-ups can meet increased investor scrutiny and maintain their growth trajectory is by ensuring their financial reporting and forecasting is spot on. Accuracy and transparency will be even more important if organisations are to attract funding and drive rapid growth strategies—it may be more challenging, but with the right approach, it’s still possible.”

Whitmire also observes a transition in investor sentiment. “There’s been a noticeable shift in investor sentiment toward valuing long-term growth over quick profits. Societal expectations and compliance, such as ESG in the UK, have shifted the focus toward more sustainable, long-term growth. Investors want to know compliance initiatives are appropriately scaled alongside the company’s stage of growth.”

THE FUTURE OF UK STARTUPS IN A GLOBAL ECONOMY

With global competition intensifying, the UK must adapt quickly to remain relevant in the startup ecosystem. The exodus of companies to the US stock markets signals the need for urgent reforms in the UK’s financial sector. If the UK wants to continue being a global leader in innovation, it must address structural barriers that prevent startups from scaling effectively. The government’s ability to respond to the changing landscape will be critical in determining whether the UK can retain its position as a top destination for entrepreneurs.

Given these changes, does this mark the end of the unicorn dream? Some believe so. Belle suggests that the list of things that need to be done is simply too vast to tackle and that the UK is too far behind to catch up. However, with the rise of artificial intelligence (AI) and other transformative technologies, new opportunities are emerging for breakthrough companies. Some believe these changes could mark the start of a new era for startups, one where the unicorn dream evolves rather than ends. In this new era, the focus may shift toward companies that prioritise sustainability, long-term growth, and social impact - rather than the singular goal of reaching a billion-dollar valuation.

BORIS BACK IS

The former UK Prime Minister is out of office, but has more to say than ever before.

by ANIL BHOYRUL

← Former UK Prime Minister Boris Johnson appeared as the keynote speaker at the Legends of Entrepreneurship gala dinner by Entrepreneur Middle East in Dubai.

→

the number of people in work rose by 20% in the capital.

When Boris Johnson was Mayor of London,

Boris Johnson looks happy. His smile is wider than usual, the trademark grin in full swing, and the legendary hair in full flow.

“I’m enjoying life. A lot,” he says.

Johnson has a lot to be happy about. Since stepping down as UK Prime Minister just under three years ago, the legendary politician looks and sounds like a man reborn. A big draw on the international speaking circuit, a best-selling

SOMEHOW, WE ARE NOT PRODUCING THE SAME KIND OF ENTREPRENEURS AS IN US. THEY ARE PRODUCING GIANTS OF CAPITALISM.” “

autobiography, and his views on the Ukraine crisis still of great value to all the parties involved. Wherever you look on the global business and political stage, chances are you will see Johnson.

We meet at the Sofitel Hotel in Dubai’s Palm Jumeirah, where Johnson is the guest of honour at the Legends of Entrepreneurship gala dinner. Having crisscrossed the globe several times in recent months, Johnson has been given a front row seat to the latest global developments. And he is in zero doubt where the serious action lies right now.

THIS (DUBAI) IS FAST BECOMING THE NUMBER ONE HAVEN FOR BRILLIANT PEOPLE FROM ALL AROUND THE WORLD.”

“One word. America,” he says. But before explaining, he is quick to point out that the UAE is one of the many beneficiaries of the current UK brain drain.

“This (Dubai) is fast becoming the number one haven for brilliant people from all around the world. Especially British people. The sad truth is they are

fleeing my country in the kind of brain drain we have not seen since the 1970s. They are fleeing the great terror of a Labor government. They are getting to Heathrow and boarding Emirates flights to Dubai with the first-class cabin and jacuzzi and showers. Dubai is now officially the 20th biggest British

→ As a Mayor of London, Johnson delivered over 100,000 affordable homes.

WHAT IS IT ABOUT AMERICA THAT GIVES BIRTH TO SUCH PEOPLE? ALL THESE GUYS THEY SIMPLY WANTED TO SATISFY SOME SORT OF CONSUMER DESIRE, AND THEY ENDED UP EACH OF THEM, BEING SO BOLD AND SO ORIGINAL THAT THEY CHANGED THE WAY WE SHOP, MOVE AROUND, COMMUNICATE, THINK, THE WAY WE EXIST. AND THEY DID BY TRIAL AND ERROR, AND THEY DID IT BY PRIVATE ENTERPRISE.”

city in the world. There are 245,000 Brits here – that’s more than in Wolverhampton, where I used to live,” he says. Johnson is particularly unhappy with the UK’s decline given his role in building it, especially London where he was elected mayor for eight years from 2008. He is quick to point out that during that time, the murder rate fell by over 30% in London. He cut crime by over one quarter. He cut tax by 10%, keeping money in

people’s pockets.

When Johnson was Mayor of London, the number of people in work rose by 20% in the capital. When he left office, employment in London had never been higher – at 4.481 million in May 2016, up from 3.835 million in May 2008 .

By the time he left office, the unemployment rate had reached its lowest since records began. In May 2016, the unemployment rate was 5.7% which, at the time,

was the lowest rate of unemployment in London since records began in 1992.

There were 303,100 apprenticeship starts under Boris Johnson’s time as Mayor of London.

His other big, often understated achievement was in housing: He delivered over 100,000 affordable homes, designated 31 new Housing Zones, creating 77,000 homes, 34% of which will be affordable.

“That is why I led an enormous programme of

regeneration with my 31 housing zones that will transform communities across London, creating nearly 80,000 new homes, plus new transport hubs and schools,” he says.

Also under his leadership, the London 2012 Olympics were delivered on time and under budget. The cost of the London Olympics and Paralympics was £528 million less than expected. He secured a lasting legacy from London 2012, meaning all

Londoners benefited from the games. In just 18 months, the Olympic Park was transformed into the Queen Elizabeth Olympic Park, a vibrant hub in east London where millions of people now live, work and visit every year.

Thanks to his legacy planning, the Olympic stadium re-opened a year earlier than planned and now plays host to major international events.

But if the glory days bring back the fire in his eyes, so does the current state of play – and Johnson’s anger that the US is now leading the way.

“Somehow, we are not producing the same kind of entrepreneurs as in the US. They are producing giants of capitalism. When you look at the US it’s like looking at a forest of 500 million redwood trees. At Trump’s inauguration event I saw a guy called Tim Cook, Mark Zuckerberg,

Jeff Bezos and Elon Musk. What is it about America? It’s a very important question for the whole world,” he says, adding: “What is it about America that gives birth to such people? All these guys simply wanted to satisfy some sort of consumer desire, and they ended up each of them, being so bold and so original that they changed the way we shop, move around, communicate, think, the way we exist. And they did by trial and error, and they did it by private enterprise,” he says. Johnson then cites a story about Jeff Bezos and how he showed incredible resilience to come back from adversity and defeat.

“When I was there, I asked Jeff about his early days at Amazon. He told me he was sitting on the floor packing the cardboard boxes himself with books. The book shops would

not do single deliveries and so he came up with a brilliant idea. He placed the order for the book the customer wanted then bulked it out with titles that were out of print. So, what would happen is the bookstores would get this order for 5 books but the others were not available, so they would send the only one they had. Genius. Jeff never looked back.”

He adds: “We have to marvel at what these Americans do and how they come up with these ideas and pursue them and turn them into world changing businesses. You inhale optimism as soon as you arrive there and absolute refusal to give up and be defeated.”

Given Johnson’s own roller coaster ride on the global political stage in the past two decades, it’s fair to say the same about him.

→ Under Johnson's leadership, the London 2012 Olympics were delivered on time and under budget.

75 Years On: MKG Foods’ Enduring Innovation

An Entrepreneur UK interview with Philip Mayling , CEO of MKG Foods by PATRICIA CULLEN

MAYLING, CEO of MKG Foods

Celebrating its 75th year in business in February 2025, family-run food distribution company, MKG Foods has remained strong in the face of competition, not to mention significant challenges from recessions and Brexit to the COVID-19 pandemic. Entrepreneur UK spoke to CEO, Philip Mayling – grandson of MKG’s original founder – to find out just how the company continues to survive and thrive.

So, Philip. MKG has been running successfully for three quarters of a century now, which is no mean feat. What’s your philosophy when it

comes to building company resilience? Can you give us an example of this in action?

We’re incredibly proud to have reached the 75-year mark – and I genuinely believe we’ve come so far thanks to our willingness to adapt and tackle challenges head on. It’s all about responding proactively to whatever stands before you, rather than allowing yourself to be held back by doing things a certain way, just for the sake of tradition. You can’t just sit back and watch things happen to you – because that’s how companies disappear. For instance, when the March 2020 lockdown hit and closed down 90% of our competitors overnight, it would have been easy for us to throw our arms up and wallow in helplessness. But rather than waiting

for things outside our control to get better – waiting for our usual customers to come back – we decided to do something about the things we could control, keenly aware that we needed to pivot fast if we were going to remain afloat. Partnering with local authorities, we switched from large-scale distribution to providing food parcels for vulnerable people. Yes, this business model was completely new and out of the box – but it allowed us to keep going and survive. Plus, we were able to support the community at a difficult time, cementing our people-first reputation.

The UK food industry is now seeing high levels of consolidation, which has left many smaller businesses struggling. How do you see MKG Foods thriving within its market over the next decade in the midst of this particular challenge?

One of the biggest mistakes an SME can make is forgetting what makes it special. We are a family-run business – and that’s our competitive edge, allowing us to establish much deeper, more longevous relationships with our customer base. Try as they might, larger, more established corporations will never have that – so naturally, we do our utmost to protect and market these qualities, prioritising relationships that are built for the long term. \Rather than trying to blend in with the big players and mimic their strategies, SMEs like us need to focus on their own uniqueness – of course, whilst remaining agile. And this is precisely what MKG Foods will do, continuing to do what we do best by treating our customers like family –but also remaining flexible enough to

→ PHILIP

balance out that established identity with brand-aligned progress.

As an entrepreneur, you’ve also been flexible in how you’ve embraced technology, using everything from CRMs to event management platforms to support your business. How has technology influenced your approach to operations? And how has it affected customer relationship management and MKG Foods?

Technology has come to play a huge part in what we do. But it’s a tool, rather than a replacement. For instance, our CRM helps us to manage customer relationships better – supporting our efforts to connect with those we serve, rather than making things impersonal. The insights gained from the system tell us more about the people we work with, enabling us to anticipate their needs and provided a more personalised service, supported by our human touch. Technology has also made things like tracking orders, responding to queries and monitoring market trends much faster, not only allowing us to adapt on time – but also maintain the strong relationships we’ve already built. And for us, that’s what technology is all about. There has to be a balance, where you’re not investing in things for the sake following trends, but integrating tools that you know will bring tangible benefit, in terms of both operations and values. There’s no point spending money on systems that won’t support what you’re

trying to do.

Beyond the support of tech, do you feel the government is doing enough to support business? Lord Bilimoria, the new head of the International Chambers of Commerce, has said that tax rises are stifling enterprise and ministers are refusing to listen to entrepreneurs. Do you agree? Is the government doing enough to support entrepreneurship in the UK or does it need to do more to create conditions needed for growth and investment?

In short, no. I had high hopes for Labour, especially as the change of party after a decade of Conservative government promised much-needed democratic renewal. But the reality has come as a disappointment. The tax increase bombshell has hit both businesses and their employees hard, with additional employers’ legislation only making things more complex and cutting off growth. If we continue to allow the economy to fall, waving goodbye to hundreds of entrepreneurs who are fleeing the country due to a lack of support, let’s just say it won’t come as a surprise when things inevitably come to a halt. The government needs to commit to a proper pro-growth strategy, implementing measures that encourage investment, if we are to fix this.

Many businesses have also fallen through because they adhere to an “it it ain’t broke, don’t fix it” mentality – failing to keep up with the times. How have you found

introducing new ideas and ways of working in a well-established business like MKG Foods?

Progress will always be important, as long as there’s a reason behind it. Like I said earlier, change for the sake of change isn’t helpful. So, the first step of introducing any new idea is to make sure you actually need it and understand what it can bring to the table. Then, you need to communicate these benefits immediately to each and every stakeholder –making sure they feel included and involved. Explain what exactly this change means for them and how it will help them in their roles. Presenting the “why” early on is the only way to ensure people get on board, eliminating the risk of culture rejection that ultimately locks you into outdated processes, allowing the business to stagnate.

As the third generation of your family to run the business, you must seen a lot of changes – and that can’t have been easy, especially when working with family. What words of advice would you give to others in your position, at the head of a family-owned business?

It’s simple, really. It’s all about trust. Everyone will have been given their roles and responsibilities – and it’s your job to make sure they’re clear on what they need to do. Beyond that, you have to let them get on with it. Don’t hover! Trust is more important than ever in a family-owned business, where you’ve got to make a concerted effort to avoid

stepping on each other’s toes!

Clear boundaries are, of course, a must, separating personal from business life to the necessary extent. You have to learn to see each person as the recognised expert that they are, rather than just your family member, trusting them to get things right. Constant oversight will only lead to conflicts that could potentially prevent the business from ticking over and moving on.

Finally, are you able to share your long-term plans and objectives for MKG Foods? How will you ensure the company remains strong as it approaches its centenary?

Like any company, we have plenty of long-term objectives, planning ahead for large purchases like vehicles, property and plant – because that’s what you need to do. But, for everything else, I tend to avoid looking too far ahead. In my experience, five-, ten- and even twenty-fiveyear plans are centred around buzzwords – profitability, culture building and revenue growth – which mean very little when they’re not put into an everyday context. So, whilst we naturally will have larger goals in place, these are movable and the most important thing is to look to the next year, to the next week and to what’s going on today. That gives you much greater flexibility when you come across an unexpected bump in the road – and this agility is precisely what keeps our business afloat.

In The Loop/ Tech Show London 2025:

The Must-Attend Event for Tech Innovators and Entrepreneurs

As technology continues to reshape industries at an unprecedented pace, the spotlight turns to Tech Show London 2025 - a major gathering of innovators, entrepreneurs, and business leaders. Held at Excel London on 12-13 March, this year’s event promises to be a powerhouse of insight, debate, and cutting-edge developments.

A Gathering of Visionaries

More than just a conference, Tech Show London is an intersection of five key technology expos, each dedicated to a critical aspect of the digital economy:

} Cloud & AI Infrastructure

– Exploring the evolving role of artificial intelligence and cloud computing, including sustainable cloud solutions and AI regulation.

} DevOps Live – A deep dive into modern software development, automation, and the cultural shifts required for effective DevOps.

} Cloud & Cyber Security

Expo – Tackling the latest threats and innovations in cybersecurity, from AI-powered risk management to data protection strategies.

} Big Data & AI World

– Examining how businesses can harness the power of data, with a focus on AI ethics and generative AI’s transformative potential.

} Data Centre World – Investigating the future of data storage, edge computing, and AI-driven efficiencies in data centres. With a programme that

spans over 400 speakers and 200 hours of content, the event is set to deliver a wealth of insight into the future of technology.

The Entrepreneurial Edge

For entrepreneurs, particularly those in tech-driven sectors, the event offers an invaluable opportunity to understand where the industry is headed. With over 17,500 attendees expected, including investors and business leaders, the networking potential is vast. Emerging startups can gain visibility, while established players can explore new partnerships and ideas.

Moreover, the exhibition

floor will host more than 500 solution providers showcasing the latest in software, cybersecurity, data analytics, and AI-driven business tools. For any entrepreneur looking to refine their tech strategy, this is an unmissable opportunity.

Chris Barton: A Keynote to Watch

Among the standout sessions is a keynote address by Chris Barton, the founder of Shazam, the music recognition app that changed the way people interact with technology. Barton’s journey - from startup founder to selling Shazam to Apple - is a case study in ingenuity,

innovation, and the undeniable momentum of a well-timed idea. His presence is a reminder that groundbreaking businesses often emerge at the intersection of necessity and creative problem-solving - an ethos that Tech Show London seeks to champion.

The Bigger Picture Tech Show London is more than just a conference; it is a reflection of the tech industry’s most pressing questions. From AI’s role in reshaping employment to the ongoing challenges of data sovereignty, the event is set to grapple with issues that extend beyond boardrooms and into society at large. For those in the technology and entrepreneurial space, attending is not merely an option but a necessity. With free registration available for non-vendor attendees, there is little reason to miss what promises to be one of the most significant tech gatherings of the year. Tech Show London 2025 runs from 12-13 March at Excel London. Registration is now open. www.techshowlondon.co.uk/ EntrepreneurUK

→ Founder David Abrahamovitch at the Grind factory. PHOTO BY MIKE PALMER.

How Did David Abrahamovitch Turn a Shoreditch Café Into a Global Coffee Revolution?

David Abrahamovitch didn’t just build a coffee shop - he transformed a Shoreditch café into a global powerhouse. Entrepreneurs, take note: this is how you brew a legacy. by

David Abrahamovitch founded Grind in 2011 with no clear blueprint, armed only with a sharp entrepreneurial instinct and a deep passion for coffee. He was a Shoreditch resident with no formal experience in the café world, yet he quickly recognized an opportunity to combine the artistry of coffee with a unique customer experience. What started as a humble café built in his late father’s mobile phone shop has evolved into a global brand beloved by coffee lovers and influencers alike. But from the outset, Abrahamovitch was intent on shaking up the coffee industry - and it wasn’t just about serving better coffee.

Grind is much more than a coffee company—it’s a movement. From its humble beginnings, Grind has grown into a lifestyle brand that blends craft coffee, creative vision, and an unshakable commitment to sustainability. It is a company that defies traditional coffee shop norms. “I founded Grind in Shoreditch in 2011 after inheriting my late father’s mobile phone shop,” Abrahamovitch reflects. “While I didn’t have a background in the café business, I saw an opportunity to create something fresh and different.” The energy of East London’s ever-creative

PATRICIA CULLEN

IF I COULD GO BACK TO THE BEGINNING, I’D TELL MYSELF THAT IT’S ALL GOING TO BE OK! JUST BE PATIENT, KEEP GOING AND REMEMBER THAT BUILDING A BUSINESS FROM SCRATCH TAKES TIME”

atmosphere was the perfect backdrop for his new venture - a coffee shop with personality.

Back in 2011, coffee culture was highly polarized. On one hand, there were expensive artisan cafés tucked away on side streets, serving niche brews to the discerning few. On the other hand, mass-produced chains focused more on convenience than quality. Abrahamovitch saw the opportunity to bridge this divide, creating a place where coffee was more than just a quick pick-me-up-it was an experience, something to be savoured. “I saw an opportunity to combine great coffee with a place where people could work, socialise, and enjoy coffee as a ritual, not just a means to get through the day.”

From day one, Shoreditch Grind stood out not only because of its great coffee, but also because of its novel approach. It wasn’t just a café by day -it was a cocktail bar by night. This marriage of the utilitarian and the indulgent captured the imagination

of locals, who embraced the concept of a multi-functional space. It was a café where people could start their day with a freshly brewed coffee, and return in the evening to unwind with a cocktail. Upstairs, a recording studio added yet another creative layer, placing Grind at the intersection of East London’s vibrant creative community. It was a smart business move that tapped into the area’s cultural energy and provided a unique space for the city’s artists and creators to collaborate.

This fusion of coffee and creativity is what made Grind stand apart from its competition. It became more than just a café—it became a gathering spot for creatives, an incubator for ideas, and a launchpad for cultural connection. From the early days, the DNA of the brand was rooted in community. Today, this focus on community continues to permeate every decision made at Grind.

Equally important to Abrahamovitch was Grind’s commitment to

Coffee Foundation, a project aimed at undoing the damage caused by the global coffee industry. The foundation focuses on rescuing ocean-bound plastic, using the sale of every coffee pod, iced coffee can, and cup of coffee to fund environmental initiatives. For every product sold, Grind rescues the equivalent weight of ocean-bound plastic. This was more than just a feel-good marketing tactic—it was a reflection of Grind’s larger sustainability ethos. “Sustainability isn’t a trend—it’s a commitment,” says Abrahamovitch. “We aim to be part of the solution, and while the journey is ongoing, we’re constantly looking for ways to innovate in ways that benefit the environment.”

IN THE BEGINNING, I WAS VERY FOCUSED ON GETTING THE PRODUCT RIGHT, BUT OVER TIME, I REALISED THAT THE CULTURE WE BUILT, AND THE PEOPLE WE BROUGHT ON BOARD, WERE JUST AS IMPORTANT AS THE COFFEE ITSELF. YOU CAN’T BUILD A BUSINESS ALONE”

sustainability. At a time when coffee culture was only just beginning to embrace eco-conscious choices, Grind took an early lead. “One of our biggest eco-conscious moves has been the introduction of the UK’s first home-compostable coffee pods,” he says. The environmental impact of traditional coffee pods was becoming undeniable, and Abrahamovitch saw this as

an opportunity to step up. Grind made the bold decision to introduce a product that was both sustainable and practical, helping to address the growing concerns about single-use plastics. This commitment to sustainability didn’t end with the products; Grind also aimed to take leadership in the industry by giving back. In 2023, Grind launched the Better

Along with its environmental initiatives, Grind’s commitment to sustainability is also reflected in its business practices. The company quickly earned B Corp certification, positioning itself as a business that balances profit with purpose. Being B Corp certified is no small feat—it’s a rigorous standard that reflects a company’s commitment to

social and environmental performance, accountability, and transparency. For Abrahamovitch, this was more than just a certification; it was an ongoing commitment to doing the right thing for the environment, for people, and for the community.

Reflecting on his journey, Abrahamovitch admits that building a brand wasn’t easy, and in hindsight, he might have benefitted from a little more patience during the early days. “If I could go back to the beginning, I’d tell myself that it’s all going to be ok! Just be patient, keep going and remember that building a business from scratch takes time,” he says. The financial pressures and sleepless nights were real—at times, it seemed like the dream might not survive the tough grind of building a business from the ground up. “The reality is that success doesn’t happen overnight,” he reflects. “The tough periods are where the real growth happens. Without those struggles, we wouldn’t have learned the lessons that allowed us to thrive.”

Perhaps one of the most valuable lessons Abrahamovitch learned was the importance of building a great team. “In the beginning, I was very focused on getting the product right,” he recalls. “But over time, I realized that the culture we built, and the people we brought on board, were just as

→ Founder David Abrahamovitch savoring a perfect cup of Grind coffee

important as the coffee itself. You can’t build a business alone.” Today, Grind is as much about the people behind it as it is about the product they serve. “The team we’ve built is integral to our success. They elevate the vision and ensure that Grind continues to evolve. I’ve learned that the people you surround yourself with can make all the difference in whether or not you succeed.”

Grind’s ability to remain ahead of emerging trends is key to its continued success. One of the shifts Abrahamovitch has observed in recent years is the growing demand for more personalized coffee experiences. “One of the biggest trends we’ve seen in the last year is the diversification of coffee menus,” he says. It’s no longer just about espresso or lattes; customers are looking for a broader range of options, from iced coffee and cold brews to flavoured syrups and decaf varieties. This shift in consumer demand has been embraced by Grind, which has been quick to innovate and offer a diverse range of options. One of the brand’s most popular drinks is the Spanish Latte—a sweet and creamy take on the traditional espresso-based beverage.

Another major trend that Grind has capitalized on is the rise of high-quality coffee at home. Thanks to advancements in brewing technology, more and more people are interested in recreating the coffee shop experience in their own kitchens. “We’ve seen that people want to recreate the coffee shop experience at home,” Abrahamovitch says. “They want the same quality of coffee, the same high standards, and the same craft coffee they get in our cafés.”

This growing demand for at-home coffee products has prompted Grind to expand its range of premium at-home coffee solutions, including coffee pods, beans, and brewing equipment. By offering these products, Grind is allowing coffee lovers to indulge in the café experience no matter where they are.

THE REALITY IS THAT SUCCESS DOESN’T HAPPEN OVERNIGHT... THE TOUGH PERIODS ARE WHERE THE REAL GROWTH HAPPENS”

The key to Grind’s longevity is its ability to stay fresh and relevant in a competitive market. For Abrahamovitch, staying inspired is essential to keeping the brand on track. “For me, staying inspired means staying curious,” he says. “Travel plays a big part in this. I’m always looking at how coffee is approached in different parts of the world.”

Whether he’s in a bustling metropolis or a quiet corner of the world, Abrahamovitch continually draws inspiration from the diverse ways coffee is experienced globally. This ongoing curiosity allows him to keep Grind innovative and connected to its customers.

Looking ahead, Grind’s ambitions remain bold. While the company continues to expand across the UK, it is now carefully strategizing its global expansion. But for Abrahamovitch, scaling the brand doesn’t mean sacrificing quality or customer experience. “We’re definitely focused on scaling Grind beyond just the UK,” he says. “But we’re being very strategic about how we do it.” The goal is to bring Grind’s unique coffee culture and experience to new markets, without compromising on the essence of what makes the brand special.

As Grind continues to grow, it will focus on further enhancing its at-home product range, ensuring that coffee lovers around the world have access to high-quality craft coffee, no matter where they are. “Our vision is to continue expanding, but always with the same commitment to quality, sustainability, and community,” says Abrahamovitch. “We want to create a global brand that doesn’t just sell coffee, but that embodies everything we believe in - connection, creativity, and sustainability.”

In a world where coffee has evolved from a simple drink to a global cultural phenomenon, Grind is redefining what it means to brew success. With its commitment to innovation, sustainability, and community, Grind has not only changed the way we think about coffee - it’s changing the way we experience it. From Shoreditch to the world, David Abrahamovitch has crafted something truly special, proving that great coffee can bring people together in ways that go far beyond the cup.

→ Grind's CEO and founder David Abrahamovitch.

PHOTO BY MIKE PALMER.

Unlocking the Potential of Africa’s Luxury Market

As Africa emerges as one of the fastest-growing markets for luxury goods, UK brands must navigate its vast cultural diversity and evolving consumer trends to succeed. Alexander Amosu, founder of Lux Afrique Boutique, shares insights on the need for localized strategies, the importance of cultural understanding, and the opportunities for UK luxury brands in Africa’s expanding market. by PATRICIA CULLEN

Alexander Amosu, founder of Lux Afrique Boutique, which is Africa's first online luxury retail platform

Africa, often overlooked in the global luxury strategy conversation, is quickly emerging as one of the fastest-growing markets for high-end goods and services. Yet, for luxury brands based in the UK and beyond, cracking the African market requires more than just introducing their products. It demands a deep understanding of the continent’s vast cultural diversity, rapidly evolving economic landscape, and the unique demands of African consumers. According to

behaviors, and economic dynamics. Success requires localized strategies, relationship-building, and understanding the purchasing power of different markets.”

He points out that countries like Nigeria, South Africa, and Kenya, for example, all have distinct luxury consumption patterns, with differing tastes, preferences, and economic conditions. What works in one region may not work in another, making it essential for luxury brands to adapt accordingly.

“A one-size-fits-all approach won’t work,” he cautions, adding that

CULTURAL UNDERSTANDING IS

fast-growing population of ultra-high-net-worth individuals (UHNWIs), people who are not just wealthy but seeking exclusivity and personalized experiences. Amosu notes that these consumers are looking for luxury products that align with their aspirational lifestyles, and they value a bespoke approach to both products and services.

} Digital & E-commerce Growth: While many African consumers remain passionate about high-end retail experiences, the digital landscape is rapidly evolving. “Many African luxury consumers buy online due to limited local

NON-NEGOTIABLE. IT’S THE DIFFERENCE BETWEEN BEING EMBRACED OR BEING SEEN AS ANOTHER FOREIGN BRAND THAT DOESN’T RESPECT THE MARKET”

Alexander Amosu, founder of Lux Afrique Boutique, UK luxury brands must adapt their strategies and think beyond traditional methods if they want to succeed.

AFRICA IS NOT ONE MARKET: THE NEED FOR LOCALIZED STRATEGIES

Amosu, who has been at the forefront of bridging the gap between African luxury consumers and international brands, emphasizes the importance of understanding the continent’s diversity.

“Africa is not a monolith,” he explains. “It’s a vast, diverse continent with 54 countries, each with unique cultures, consumer

affluent consumers in Africa are increasingly discerning, seeking more than just material wealth. For many, luxury is deeply tied to heritage, exclusivity, and experiences—factors that luxury brands must take into account if they are to thrive in this space.

KEY TRENDS FOR UK LUXURY BRANDS TO UNDERSTAND

For UK brands eyeing Africa’s luxury market, Amosu highlights several emerging trends that they need to understand in order to build a successful foothold.

} Rise of High-Net-Worth Individuals (HNWIs): Africa is home to a

retail options,” Amosu shares. “UK brands should embrace digital-first strategies with localized payment options.” He notes that his own company, Lux Afrique Boutique, has been instrumental in providing African consumers with access to luxury goods from around the world via digital platforms.

} Brand Consciousness & Status Symbol Appeal: African luxury consumers place a high value on brand authenticity, heritage, and craftsmanship. They are drawn to brands that tell a compelling story, emphasizing the quality of their products and the legacy they represent. For these

consumers, owning a luxury item is often about more than just the product—it is a reflection of their own status and social position.

} Demand for Personalized Luxury: African consumers expect a high level of service when they shop for luxury goods, a preference that mirrors the demands of global luxury shoppers. Amosu notes that his clientele, many of whom are part of Africa’s growing affluent demographic, expect white-glove service, concierge-level experiences, and direct access to luxury brands, much like they would experience when shopping abroad.

} The Younger Affluent Demographic: Another key trend that UK luxury brands should understand is the increasing prominence of younger, digitally savvy entrepreneurs in Africa. These individuals, many of whom are in their 30s and 40s, prefer brands that align with their global lifestyles and entrepreneurial ambitions.

THE GAPS IN AFRICA’S LUXURY SECTOR: UK BRANDS’ UNIQUE OPPORTUNITIES

While Africa’s luxury sector is growing rapidly, there remain significant gaps that UK brands are uniquely positioned to fill.

} Luxury Retail Presence: Many of the top-tier global luxury brands still lack a direct retail presence in Africa. According to Amosu, this presents an opportunity for UK brands to fill the void by either partnering with established luxury platforms like

‘T/Strategies

Lux Afrique Boutique or opening their own pop-up stores and flagship locations.

} Experiential Luxury: There is a burgeoning demand for luxury experiences in Africa, from bespoke private member clubs to luxury hospitality and tailored lifestyle experiences.

“There’s a huge market for experiential luxury that goes beyond just buying products,” Amosu explains. “Luxury consumers in Africa want an entire lifestyle experience that speaks to their aspirations, culture, and identity.”

} Sustainable & Ethical Luxury: African consumers, particularly among the younger demographic, are increasingly drawn to brands that integrate sustainability and ethical practices into their operations. “UK luxury brands that integrate fair-trade practices, responsible sourcing, and collaborations with African craftsmanship will resonate well,” Amosu advises. The importance of ethical consumption is growing, and consumers are beginning to scrutinize brands’ environmental impact and sourcing practices.

} Luxury Resale & Secondary Market: Amosu also points to the emerging trend of luxury resale in Africa. As the market matures, more consumers are turning to pre-owned luxury items as a means of both accessing high-end goods and creating more sustainable consumption patterns. “The concept of pre-owned luxury is gaining traction in Africa, and there’s growing demand for authenticated resale

platforms,” he says. UK brands could seize this opportunity by developing certified pre-owned programs tailored specifically for the African market.

To resonate with African luxury consumers, UK brands must also incorporate elements of African culture into their strategies. Amosu stresses that successful brands are those that understand the significance of cultural nuances in the African market.

} Storytelling and Heritage: “African consumers appreciate brands that embrace their legacy, craftsmanship, and authenticity,” Amosu explains. “UK brands should highlight their own heritage while also showing respect for African traditions and craftsmanship.” This respect for authenticity can help brands establish deeper emotional connections with their African clientele.

} Colour, Texture and Symbolism: Luxury consumers in Africa are highly attuned to the aesthetic qualities of products. They appreciate bold colours, rich textures, and symbolic designs that reflect their culture and heritage. Amosu advises brands to be mindful of how their products are designed, emphasizing the need to incorporate African influences without falling into the trap of cultural appropriation.

} Community and Prestige: In Africa, luxury is as much about belonging to an exclusive community as it is about

Alexander Amosu, sharing expert advice with UK-based entrepreneurs on how to successfully enter the African market

individual status. “Luxury in Africa is aspirational yet communal,” Amosu says. “It’s about prestige, but also about a sense of belonging to a select group.” UK brands should focus on creating exclusive communities and personalized experiences for their clients, offering them access to events, experiences, and services that reinforce their status and exclusivity.

} Celebrity and Influencer Culture: African luxury consumers are strongly influenced by local celebrities, business moguls, and international tastemakers. Strategic partnerships with African influencers can help build brand trust and credibility. “Strategic collaborations with African celebrities can help brands gain traction and authenticity,” Amosu notes. “It’s crucial for UK brands to build relationships with African influencers who align with their values and aesthetics.”

THE CHALLENGES: NAVIGATING AFRICA’S COMPLEX LUXURY LANDSCAPE

While the African luxury market presents immense potential, it is not without its challenges. Amosu identifies several key hurdles that UK luxury brands must overcome to succeed in the region.

} Logistics & Distribution: “Delivering luxury goods across Africa remains a challenge due to customs, duties, and last-mile logistics,” Amosu explains. “Partnering with established platforms like Lux Afrique Boutique is essentially a solution to this.” He notes that logistics in Africa can be complex, with many countries imposing strict customs regulations and delivery challenges. However, working with established luxury distributors can streamline the process.

} Payment & Currency Fluctuations: Many African countries face foreign exchange restrictions and high import duties, making pricing unpredictable. “UK brands should consider localized payment solutions, including mobile money, fintech apps, and even cryptocurrencies,” says Amosu. “We also have local bank accounts in most regions across Africa to mitigate these challenges.”

} Brand Protection & Counterfeits: The luxury goods market in Africa is plagued by counterfeit products, making brand authenticity crucial. “UK brands need to be vigilant in protecting their intellectual property and ensure that they maintain control over their brand image,” Amosu advises.

} Cultural Sensitivity: “Many global brands have failed due to tone-deaf marketing or cultural insensitivity,” he warns. “Brands must work with local consultants to ensure that their messaging aligns with African values.” Without a nuanced understanding of African culture, UK luxury brands may risk alienating potential customers.

} Regulatory Barriers: Amosu also notes that Africa’s regulatory environment is complex, with each country having its own set of import/export laws and retail regulations. “Expansion into Africa requires the right local

partners who understand the intricacies of each country’s regulations,” he says.

THE ROLE OF CULTURAL UNDERSTANDING IN SUCCESS

Amosu concludes by emphasizing the crucial role cultural understanding plays in the success of UK luxury brands in Africa. “Cultural understanding is non-negotiable,” he stresses. “It’s the difference between being embraced or being seen as another foreign brand that doesn’t respect the market.” He recommends that brands engage with local platforms like Lux Afrique Boutique to help bridge the cultural gap and connect with African consumers in a meaningful way.

To succeed in Africa, UK luxury brands must not only respect local cultures but also understand the evolving economic and social dynamics. With the right strategy, partnerships, and cultural sensitivity, Africa’s luxury market presents a wealth of opportunities for those willing to invest in long-term relationships and brand-building.

Africa is undoubtedly the next frontier for luxury. As the continent’s wealth grows, so does the demand for high-end products and personalized experiences. UK luxury brands that are willing to take the time to understand African culture, local consumer behavior, and market nuances will reap the rewards of a rapidly expanding and dynamic market. By embracing these insights and building authentic, lasting connections with African consumers, luxury brands can thrive in a region poised for unprecedented growth.

“

AFRICA IS NOT A MONOLITH. IT’S A VAST, DIVERSE CONTINENT WITH 54 COUNTRIES, EACH WITH UNIQUE CULTURES, CONSUMER BEHAVIORS, AND ECONOMIC DYNAMICS. SUCCESS REQUIRES LOCALIZED STRATEGIES, RELATIONSHIP-BUILDING, AND UNDERSTANDING THE PURCHASING POWER OF DIFFERENT MARKETS”

→ Richard Taylor, founder & CEO of Brandon, on the power of brand evolution beyond redesign

Old brands, new tricks:

Why heritage brands need to stop being so scared

of

change

What do entrepreneurs and leaders of long-standing brands tend to do when they feel their relevance waning? They reach for the rebrand. by RICHARD

TAYLOR

We’ve lost our relevance, time to freshen up our branding” is something we hear a lot from clients. This attitude is fine. Fair enough if there is a job to do to change perceptions. Yet too many marketers think of brand as just an opportunity to change into more fashionable clothes. By all means, explore the redesign route as a base. But to introduce real change you first need to implicitly understand what your brand is about, the role it plays in people’s lives today and what it could mean tomorrow. It’s about knowing why people buy you today and ensuring that remains relevant, creating and leveraging equities that deliver commercial impact. Only then can you deliver distinctive relevance to stave off the noisy competitor neighbour next door.

Look back to look forward

Brands are like humans; they must constantly evolve with the cultural times that surround them. All too often we hear it’s time for a redesign as the brand is starting to flatline or reach a juncture in its life where the product or service is no longer as relevant as it once was. Business leaders often focus on tangibles that they can see and change; for example, streamlining productions for stronger efficiencies. Brand is that weird thing that everybody knows they need to invest their time in, but too few know where to start so move on to the easier tangibles.

Start with exploring and understanding what your brand equity is and how you can stretch it. What made you relevant in people’s lives in the first place? What makes you

UNDERSTANDING THE ROLE YOU PLAY IN PEOPLE’S LIVES AND THE EQUITY YOU OWN ALSO ALLOWS YOU TO SPOT OPPORTUNITIES BEYOND YOUR CORE PRODUCT OR SERVICE. VIRGIN EVOLVING FROM RECORD LABEL TO A BRAND THAT SPANS AIRLINES AND TELECOMS AND MORE IS A GREAT EXAMPLE”

relatable now? Just what makes you distinctive. Think KitKat and its ownership of the well-deserved break, or ice-cream brand Magnum and its delivery of luxury sensory indulgence. Once you’ve identified and re-established those brand equities, you can stretch them with confidence to grow your audience and grow your brand. According to Harvard Business School’s Clayton Christensen, 95% of new products fail. At the same time, the most successful new product development nearly always comes from extensions close to the heartland of a brand’s equities. KitKat moved from thin 2 and 4-finger variants into KitKat Chunky targeting those looking for a bigger bite. More recently, it has dipped its toes into seasonal gifting. Many entrepreneurs are reluctant to move away from their founding product but if that has reached a strong market position you need to explore ways in which to bring a new tribe of buyers into your brand. That bravery to explore growth has to define what makes an entrepreneur. I’m drawn to Tom Peters quote: “Test fast, fail fast, adjust fast.” As an entrepreneur you have the license to move at speed, an agility that many multinationals can’t compete with given their slow-moving business models.

Pip Murray, founder of Pip & Nut spotted a gap for nut butters that didn’t contain palm oil. She built her peanut butter brand on that basis. Most recently the brand has stretched into oat bars. A natural extension that makes sense for people that love peanut butter but want that flavour on the run. Heinz equally has such strong equity in tomatoes that the business has successfully launched into the pasta sauce category with a

premium price point, further adding value to a commoditised category.

Exploit new services or partnerships

Understanding the role you play in people’s lives and the equity you own also allows you to spot opportunities beyond your core product or service. Virgin evolving from record label to a brand that spans airlines and telecoms and more is a great example. Its evolution is underpinned by its core ‘challenger brand’ values of curiosity, disruption and service –giving its leader the bravery and confidence to strike out into new sectors.

Others use brand to form partnerships that allow them to leverage and reinforce their equity while speaking to new audiences. Crocs has mastered this with its approach to collaborations. Drawing on the fact that its product has always courted divided opinion, it embraces partnerships that veer toward the controversial. Other examples include sustainable clothing brand Pangaia and meditation and wellbeing app Headspace coming together in a partnership that prioritises wellbeing. Or Coca-Cola bringing its universal appeal to a collaboration with streetwear brand Kith. All of these partnerships work hard at driving relevance to the brands, ensuring that they stay relevant in the world.

Leverage your distinctive brand assets

A critical element of such extensions are your distinctive brand assets (DBAs). Most businesses know that their brand’s DBAs are crucial, but they often neglect to use them in the right way. In fact, a recent study revealed that less than one in five of brand assets are “truly distinctive”,

suggesting brand codes are not being exploited to their full potential. This leads to often underwhelming use of those assets – brands underusing the one thing that resonates most with potential new audiences. Again, the fix here isn’t necessarily a redesign, but the realisation that brands can be braver, trust their assets and empower them in a way that delivers commercial impact.

Kellogg’s is a great recent example. In its latest campaign, ‘See You in the Morning’, the cereal brand maximises its instantly recognisable logotype through an extreme super graphic crop and is finally making the most of its mascot cockerel, Cornelius. Other brands doing this well include McDonald’s, which knows how to use its arches to great effect, British Airways with its ‘A British Original’ campaign, and again Heinz ditching its logo but banking on its distinctive type and copy lock-up in its ‘It Has to Be’ outdoor campaign.

So, before you reach for the drawing board and a wholescale rebrand, delve into your equity and assets to understand the baseline of your brand and what it means to people. Then muster the bravery to use identity in a way that makes you more relevant, more relatable, more distinctive. You will be surprised at how leveraging a brand can unlock growth and truly awaken the potential within.

Richard Brandon Taylor is founder and CEO of UK-based brand consultancy Brandon. With almost 30 years of experience in the branding space, Richard is an expert in awakening brand potential to enable business growth for clients including Pizza Express, Wagamama and Coca-Cola. www.brandon-consultants.com

/Reinvention

Recalibrating UK-US Business Relations in the Era of Donald Trump 2.0

How is the task of recalibrating UK-US business relations in the era of Donald Trump 2.0 best approached? by

JAMES DISNEY-MAY

Navigating an “America First” trade landscape

Donald Trump’s “America First” agenda has returned, and UK businesses must prepare for another shift in transatlantic trade relations. The agenda that defined Trump’s first term is likely to return with an intensified emphasis on domestic manufacturing, protectionist trade policies, and sector-specific deregulation. For UK companies operating in or exporting to the US, this shift presents both challenges and opportunities for strategic growth.

The UK remains America’s largest single trading partner outside the EU, accounting for 17.6% of total UK trade as of Q2 2024. However, navigating the evolving political and economic landscape means UK firms must reassess their US strategy, focusing on resilience, market diversification, and proactive engagement.

SHIFTS IN US TRADE POLICY

During his first term, Trump withdrew from multilateral trade agreements, imposed wide-ranging

tariffs, and renegotiated NAFTA into USMCA. The UK-US free trade agreement (FTA) was discussed post-Brexit, but it stagnated and failed to materialise under Biden’s administration. The prospects for a deal remain uncertain under Trump’s leadership. A Trump-led trade agenda is likely to prioritise bilateral agreements that strongly favour US interests. This could mean a renewed emphasis on “Buy American” policies, potential tariff increases, and regulatory shifts that make market access more complex for foreign firms.

A STRONG UK-US

TRADE

FOUNDATION – DESPITE UNCERTAINTY

Despite policy uncertainty, the UK’s economic ties with the US remain deeply embedded, particularly in high-growth sectors such as artificial intelligence, green energy, and cybersecurity. The UK’s AI sector is projected to contribute £232 billion to the economy by 2030, aligning with US priorities on technological innovation. The US has invested heavily in clean energy infrastructure, presenting opportunities for UK firms specialising in offshore wind and carbon capture. Meanwhile, the rising emphasis on digital security in both public and private sectors could drive increased demand for UK firms with expertise in cloud security, AI-driven risk management, and encryption technologies.

At the same time, UK exporters must

monitor currency fluctuations. A stronger US dollar will make British goods more competitive. There are four key priorities that UK businesses must focus on to mitigate risks and capitalise on opportunities in a second Trump presidency:

1/Diversification of markets

While the US will remain a key trading partner, UK businesses should diversify their market exposure to reduce reliance on a single economy. Expanding trade relationships with Europe, the Middle East, and other high-growth regions could create new opportunities and enhance economic resilience. Participation in agreements such as the Comprehensive and Progressive Agreement for TransPacific Partnership (CPTPP) opens doors to fast-growing markets and strengthens the UK’s position in global trade. This strategy not only mitigates risks from shifting US policies but also enables UK firms to capitalise on the region’s expanding economic opportunities.

2/State-level engagement

As federal policies become more protectionist, direct engagement with individual US states could provide an alternative route for UK businesses seeking market access. Many states have distinct economic priorities, creating opportunities for sectorspecific partnerships.

For example, California remains a global hub for technology, AI, and renewable energy, while Texas leads in advanced manufacturing, energy, and logistics. New York continues to dominate financial services and fintech innovation, and Florida is emerging as a fintech hub and gateway to Latin American trade. By aligning with statelevel economic initiatives, UK firms can navigate federal trade barriers and position themselves within highgrowth industries.

3/Establishing a physical presence in the US

For industries vulnerable to tariffs and regulatory restrictions, establishing a

US-based presence could be a key strategic advantage. Companies in pharmaceuticals, manufacturing, and fintech could benefit from localised production hubs, ensuring smoother market access while aligning with Trump’s protectionist economic policies and “Buy American” incentives.

4/Embracing digital transformation

Digital trade presents a major strategic advantage for businesses seeking to bypass traditional trade barriers. UK firms in e-commerce, SaaS, and fintech should focus on scaling their US presence by investing in online platforms, digital payment solutions, and AI-driven services. Strengthening capabilities in cybersecurity, cloud infrastructure, and regulatory compliance will further enhance competitiveness in an increasingly digitalised economy.

In conclusion, the evolving trade

THE

UK HAS A

UNIQUE

resilience and open new pathways to growth. Engaging directly with US states, where economic interests can vary widely, may also prove beneficial. States like California, Texas, and New York continue to drive innovation in their respective fields, offering opportunities for UK businesses to establish themselves within specific, fast-growing sectors.

Moreover, establishing a physical presence in the US and embracing digital transformation could enable UK firms to tap into the market in ways that bypass traditional trade barriers, capitalizing on the digital economy’s explosive growth. By committing to innovation, digital transformation, and strategic partnerships, UK companies can position themselves as leaders in the global market while adapting to the unique challenges of the Trump administration’s economic policies. Ultimately, a recalibrated partnership

OPPORTUNITY TO REDEFINE ITS RELATIONSHIP WITH THE US THROUGH INNOVATION, DIVERSIFICATION, AND COLLABORATION. A RECALIBRATED PARTNERSHIP COULD SEE THE UK LEADING IN HIGH-GROWTH SECTORS WHILE SIMULTANEOUSLY SPEARHEADING GLOBAL ECONOMIC GROWTH”

landscape under a second Trump presidency offers both challenges and significant opportunities for UK businesses. As the US returns to an “America First” agenda, UK companies will need to adapt to shifting policies and leverage new strategies to stay competitive. Although protectionist measures, tariffs, and a focus on domestic manufacturing may complicate market access, these very shifts present chances for innovation and growth in sectors that align with both UK strengths and US priorities.

The UK’s emphasis on high-growth sectors like AI, green energy, and cybersecurity positions it to play a key role in the US market, provided it can navigate the changing regulatory environment. By diversifying markets and reducing reliance on the US alone, UK businesses can build greater

between the UK and the US, one grounded in agility and forwardthinking collaboration, could enable the UK to play a pivotal role in shaping global economic growth, even in the face of trade uncertainty.

James Disney-May is an entrepreneur, business owner, investor, and strategic advisor, managing a diverse portfolio of technology investments and wholly owned companies. He specialises in UK and US business relations, providing capital, strategic insight, and hands-on operational support to innovative technology companies across the UK, Europe, and the US. His focus is on partnering with driven entrepreneurs and dynamic management teams, helping them scale their businesses and unlock new growth opportunities.

Women Redefining Tech

In a fast-evolving global landscape—marked by economic uncertainties, climate pressures, and seismic technological shifts—“Tech for Good” has never been more vital. by MARGA HOEK

I’ve long advocated harnessing innovation in ways that drive both profitability and societal impact. Yet, beyond the numbers and frameworks, it’s crucial to highlight the individuals on the ground making this vision real. Increasingly, women lead the charge, steering technology toward inclusive, sustainable solutions. Female-led tech start-ups have surged by 24% since late 2024, reflecting a powerful movement toward progress driven by ethical innovation and empathy.

We need to celebrate stories of personal leadership, showcasing how ordinary people catalyse extraordinary change. These stories span beyond traditional tech and include conservation and education, reshaping communities. I’ve observed that women founders often blend profit and purpose seamlessly, with data showing female entrepreneurs tend to design ventures with social goals at the forefront.

My own experience reveals that “Tech for Good” flourishes when individuals bridge strategy and local engagement. Take, for example, Dr. Fei-Fei Li at Stanford’s Institute for Human-Centered AI. Her algorithms improve early disease detection in underserved areas, showing that AI can reflect diverse perspectives. Lucy Hughes in the UK transforms waste into wealth with MarinaTex, a biodegradable bioplastic made from fish offcuts, which has caught the attention of European packaging firms. In East Africa, Dorothy Oyugi’s AgroData Connect app provides smallholder farmers with weather forecasts and soil metrics, increasing yields by 25% and empowering women in farming.

On another continent, India’s “Rocket Woman,” Ritu Karidhal, applies her expertise from the Indian Space Research Organisation to her private aerospace start-up. The New York Times documented her launch of nanosatellites for pollution monitoring, democratizing space data to inform environmental policy. Meanwhile, Dr. Adriana Marais in South Africa uses off-grid living experiments to refine water recycling and solar power systems, initially designed for Mars colonization, but now benefiting drought-prone regions on Earth. These women span distinct geographies yet share a unifying drive: leveraging technology to serve human dignity, ecological balance, and long-term prosperity. They demonstrate how one individual, with the help of advanced technologies, can transform the world.

From girls’ education to Tech for Good: A holistic vision

The work of these innovators dovetails with broader insights on how investing in women’s education and leadership pays dividends. Christina Muli, CEO of One Girl charity, said, “It’s 50% of the world who are missing out.” Educated girls contribute to lower birth rates, improved health outcomes, and stronger economic growth. These co-benefits ripple outward, enabling communities to adopt advanced tech solutions. When women are fully

INCREASINGLY, WOMEN LEAD THE CHARGE, STEERING TECHNOLOGY TOWARD INCLUSIVE, SUSTAINABLE SOLUTIONS. FEMALE-LED TECH START-UPS HAVE SURGED BY 24% SINCE LATE 2024, REFLECTING A POWERFUL MOVEMENT TOWARD PROGRESS GUIDED BY ETHICAL INNOVATION AND DEEP EMPATHY”

integrated into technology - whether in AI, biotechnology, or space programs - the entire ecosystem becomes more inclusive and capable of addressing 21st-century challenges. The principle of co-benefits extends across scales, from local to global. Dr. Li’s ethical AI frameworks ripple through medical diagnostics, while Hughes’ bioplastics strategy supports circular supply chains. Oyugi’s platform cultivates climate resilience among farmers. This synergy between local empowerment and global technology is what drives “Tech for Good.” By championing equality and innovation, we can address deeper issues such as poverty, energy insecurity, and environmental degradation.

Uniting tech, purpose, and community

What sets these women apart is their commitment to inclusive, transparent processes. Dr. Li’s mentorship broadens AI research to reflect real-world diversity, while Hughes partners with local fisheries to source biodegradable feedstock. Oyugi’s digital literacy circles help women interpret agricultural data, bridging the digital divide. Karidhal’s open-source satellite data reveals

environmental stress points, enabling targeted interventions. Dr. Marais’ off-grid experiments refine processes vital for climatestricken communities - those most vulnerable to global crises. None of these accomplishments appear in isolation; each represents a piece of a larger puzzle that links technology to sustainable development. “Tech for Good” flourishes when entrepreneurs align business strategies with societal outcomes - embracing collaboration, ethical governance, and transparent impact measurement.

Reshaping the future together

As global supply chains are under strain and climate extremes intensify, the women featured here present a hopeful counterbalance. Their work inspires confidence that we can reshape systems for collective well-being, not just short-term profit. By embedding social and environmental objectives into the core of innovation, they illustrate how “Tech for Good” transforms from a buzzword into a proven model for resilience. Their stories reveal the power of synergy between local empowerment, global technology, and inclusive leadership. This synergy

fuels progress, whether through AI-assisted healthcare, biodegradable plastics, or off-grid living systems. In a world where challenges feel overwhelming, these women remind us that solutions are within reach - if we invest in them with courage, empathy, and vision.

Ultimately, fostering more opportunities for girls and women in science, technology, engineering, and mathematics is pivotal to amplifying these successes. The greatest leaps in sustainability emerge when diverse talents converge around shared goals. While significant barriers to equity remain, the momentum behind inclusive, tech-driven change continues to grow. If we collectively support leaders like Dr. Li, Hughes, Oyugi, Karidhal, and Marais, we stand a better chance of building a tomorrow where technology uplifts humanity at scale.

Marga Hoek is a global voice at environmental impact platform Imagine5, she is the author of Tech for Good, and The Trillion Dollar Shift. She is an internationally recognized thought leader, three-time CEO and multiaward-winning author. imagine5.com/global-voices/

How to Start a Subscription Business

by ALICE WAINWRIGHT

In2020, I launched my coffee subscription business, RISE Coffee Box, from my living room with minimal funds (raised from a Kickstarter campaign), a £50 logo, and a simple idea: to revolutionise how people enjoyed coffee at home through a multi-roaster coffee discovery club. At the time, it felt like the subscription boom had already peaked, but the lockdowns proved otherwise. Once the idea and brand were in place, the subscription part seemed straightforward - people wanted coffee delivered regularly. But as the business grew, so did the complexity, with varying product types, delivery addresses, and schedules. Fast forward to today, and we’ve built a six-figure, B Corp certified business with a deeper understanding of what makes a subscription business thrive.

Step 1/ Solve a real consumer problem

Before launching, it’s crucial to understand your target audience and the problem you’re solving. For us, people loved café-quality coffee but were stuck with stale, over-roasted beans from supermarkets. Our solution: a coffee discovery club offering baristaquality coffee at home. Consider the pain points your business can address, and how the subscription model fits. In our case, there were already other coffee subscriptions out there, but none of the brands felt modern and exciting, or offered the variety of coffee we were looking for.

Step 2/ Test your idea and understand your audience Research your audience thoroughly but don’t get bogged down in theoryget out there and test the idea with real life people. When we launched on Kickstarter, it wasn’t just about raising funds - it was also a great way to test our idea. Did people want this product? Yes! Were they willing to pay for it? Yes! So…Who were they? What did they look like? Where can we find them? You can easily conduct surveys and interviews to gain valuable insights, something we continue to do with customers regularly. Understanding your audience’s habits, preferences, and pain points will shape your subscription

consistently underpin our marketing and help set us apart from the competition.

Step 4/ Design your subscription model (and choose the right tech)

When designing your subscription business, think carefully about how your subscription model will work, considering frequency, pricing and flexibility. Choosing the right technology to underpin the above is critical. Research the tech depending on your needs, and speak to other founders with similar businesses.

Step 5/ Build a strong marketing strategy

Effective marketing

channels include social media, influencer partnerships, referral programmes, and content marketing. Engaging content that resonates with your audience and amplifying it through ads can drive growth. Microinfluencers often provide the most engaged followers.

Step 6/ Prioritise customer retention

Acquiring customers is just the start - retaining them is key. Successful subscription brands like Netflix or Gousto deliver reliable services with minimal friction. So make sure you have the basics right. Do you deliver when you say you will? Can your customers manage their

STARTING A SUBSCRIPTION BUSINESS IS AN EXCITING VENTURE, BUT SUCCESS DEPENDS ON THOROUGH PLANNING, DELIVERING ON A CLEAR VALUE PROPOSITION, AND A RELENTLESS FOCUS ON CUSTOMER EXPERIENCE”

offering and help you market effectively.

Step 3/ Develop a compelling value proposition

A strong value proposition

A strong value proposition is the backbone of any business. Our value proposition is clear: freshly roasted, specialty-grade coffee sourced from the UK’s best independent roasters, ethically and sustainably produced. We also give back 1% of our sales to tackle issues on coffee farms, like child labour. These messages

account effectively? Can they easily get in touch with you? But retention isn’t just about functionality; it’s also about creating an emotional connection. At RISE, we focus on “surprise and delight” marketing activity, such as inviting our subscribers to exclusive coffee tastings, or offering excellent (human) customer service.

Step 7/ Monitor key metrics

Once your business is up and running, track key performance indicators like churn rate, customer acquisition cost (CAC) and customer lifetime value (CLV). These help forecast growth and scale your business effectively. The beauty of subscriptions is the predictability of revenue, enabling confident growth forecasts. Starting a subscription business is an exciting venture, but success depends on thorough planning, delivering on a clear value proposition, and a relentless focus on customer experience. By identifying a niche, building a strong brand, and prioritising retention, you can create a subscription model that not only thrives, but builds long-lasting relationships with your customers.

Alice is a co-founder at RISE, an award-winning coffee discovery club. She is also a mentor, speaker and proud member of the Buy Women Built community, as well as Natwest and Virgin business accelerators. www. risecoffeebox.co.uk

5 Strategies to Win the Market Race

by ANNA HAMILL

For founders and entrepreneurs, speed can make or break your path to market dominance. Miss your moment, and someone else will beat you to the punch. The business landscape, especially in fast-moving industries like beverages, shifts constantly. Trends ebb and flow - health and wellness giving way to neo-hedonism, sustainability rising and falling in consumer priority - all within the last 18 months. Moving fast today means lightning speed: we recently went from a white piece of paper to a testable prototype in just 90 days. But speed isn’t just about fighting the clock; successful execution requires balancing speed with strategic, impactful decisionmaking. Below are five proven steps for bringing your idea to market with agility and integrity.

Step 1/ Understand the terrain

Launching a product requires more than just an idea. It hinges on preparation. The most brilliant, bold ideas succeed only when the groundwork is laid correctly. Start by immersing yourself in the essential homework. Securing internal alignment is a significant first hurdle for those working within established companies. Investment approval, stakeholder meetings, and in-depth discussions often happen long before a brief is handed off to an agency. Next, determine what’s driving this opportunity. Identify “the why” behind your idea. What sparked this concept? Did you spot a gap in the market or notice competitor vulnerabilities? Is there genuine consumer demand, and, more importantly, how big is the opportunity? Doing your homework ensures you aren’t just sprinting toward goals that don’t exist. Instead, it aligns creativity with the grounded practicality essential for long-term success.

Step 2/ Curate a dream team for decision-making

Building momentum starts with assembling the right people in the room. This is non-negotiable. The more

aligned and empowered your decision-making team, the faster (and smarter) you’ll execute. A winning formula brings together specialists who live and breathe your sector alongside generalists who can zoom out, ask tough questions, and provide fresh insights. This dynamic fosters creativity while avoiding groupthink.

Whether you’re in food and beverages, tech, or fashion, align every critical stakeholder in the chain - R&D, sales, branding, and marketing. This ensures you aren’t innovating in silos, but working as a cross-functional team toward a cohesive strategy with brand at the centre. Remember, your product isn’t for the decision-makers in the room, it’s for your customers. Always include someone who can champion the consumer’s perspective in meetings. Finally, balancing big-picture dreamers with detail-driven pragmatists will keep ideas grounded while ensuring creativity can flourish.

Step 3/ Identify insights and act decisively

Speed requires laser focus, and focus comes from clarity. At the core of any successful product is a powerful insight, often consumer- or trend-driven. The goal here is to identify what your market truly needs, or what it’s missing, and act swiftly. Competitor-driven insights spot where competitors are executing

poorly on a trend. Could your brand execute better? Identify their weaknesses and make your product shine where they falter. In beverages, occasion-driven insights could involve identifying shifts in where and how consumers celebrate moments, then stepping in, say with spritz-style cocktails or low-ABV alternatives.

Understanding those occasions can unlock market adoption. By identifying emerging trends and reacting with conviction, you give your idea the competitive edge it needs to outpace similar concepts.

Step 4/ Prototype, test, and iterate in real-time

A solid strategy without execution is as fruitless as a great recipe no one cooks. Prototyping is where great ideas get tested against real-world practicality, to accelerate

while keeping quality intact. Even basic prototypes get an idea off the page and into tangible territory, making it easier to secure buy-in. There’s still a place for consumer panels, and advances in technology and connectivity speed things up and enable useful live feedback. Often, valuable insights come from industry insiders. Asking trade journalists, retailers, or influencers for feedback on your concept can mean you skip weeks of pondering and internal meetings.

Step 5/ Play the long game and stay resilient Speed may define your product launch, but brand-building demands staying power. Too often, entrepreneurs expect meteoric success within two to three years. The truth? Many breakthrough brands, those that feel like

instant favourites are “ten-year overnight successes”. Entrepreneurial mindset matters, so it’s important to stay resilient. Brand launches are marathons disguised as sprints. Whether it’s pounding the pavement to pitch to retailers, refining digital marketing strategies, or hosting events, part of entrepreneurial spirit is acting as a relentless brand advocate.

Turning momentum into long-term success

The thrill of launching quickly can feel like a race against time, but when combined with effective strategy and decisionmaking, it sets the stage for enduring success. Entrepreneurship isn’t just about taking risks, it’s about managing them with clarity and precision. By doing your homework, building an aligned team, crafting a sharp insight, testing in real-time, and thinking long-term, you transform fleeting market opportunities into enduring brands.

Anna Hamill is London Managing Director of Denomination.

She formerly worked client-side (SAB Miller) to agency-side at Design Bridge, where she worked on Mars, RBS and Hiscox, before specialising in drinks.. She is a strong advocate for design in the drinks industry, with the belief that design offers a huge opportunity for drinks brands. www.denomination.com/

Empowerement

What’s Next in Fashion Search?

As International Women’s Day approaches this March, we are reminded of the incredible strides women are making in every industry, including technology. by

PATRICIA CULLEN

In 2024, Hey Savi, a UK-based fashion search engine, made headlines as the second-ever fully femalefounded tech company in the country to raise over £2 million at the pre-seed stage. The team behind this achievement consists of three visionary women: Sarah Daniel, Angela Vinci, and Victoria Peppiatt. They’re not just reshaping fashion e-commerce; they’re changing the way we search for fashion online.

Entrepreneur UK sat down with the founders to discuss how their platform challenges, the status quo of fashion search, what it means to be a female-led tech company, and their vision for the future of online fashion discovery.

When asked why fashion search has remained outdated, Daniel, co-founder and CEO, explained: “The search market has been monopolized for so long that people have become used to accepting sub-par results as the norm. As consumers, we’re overwhelmed with so much information, and it’s often difficult to find what you’re looking for without being served paid results that benefit the search engine, not the customer.”

For Daniel and her team, this issue was a key driver behind the creation of Hey Savi. “While building Hey Savi, we conducted extensive research to understand the pain points consumers face when shopping online. The advancements of AI allow us to use data to give customers

→ GRAHAM

GOODWIN’S extensive

HEY SAVI founders

Victoria Peppiatt, Angela Vinci, and Sarah Daniel

a personalized experience,” she added. Daniel highlighted a significant flaw in fashion search: many search engines are not designed with the fashion consumer in mind. “Large language models are generalist and not specific to fashion aesthetics. Fashion and identity are personal and unique to each individual. Shopping should be fun, not frustrating,” she explained.

Hey Savi’s Challenge to Fashion Search

How does Hey Savi plan to compete with platforms like Google? Vinci, the company’s Chief Product Officer, critiqued the current search environment: “Google is more of an advertising platform than a search engine. With their pay-for-play system, customers have to wade through paid ads, making it hard to find what they want.”

Hey Savi stands apart due to its independence from advertising. “One of our competitive advantages is that Hey Savi is an independent platform. We connect every customer with every retailer without relying on advertising or paid placements,” Vinci said. “We like to call ourselves a fashion matchmaker because we find customers the exact product they’re looking for and connect them directly with retailers who have it in stock, in their size, at the best price.” This focus on consumer satisfaction gives Hey Savi a distinct edge. Vinci continued, “Because we understand what our customer wants, we can provide the most relevant results every time. We are taking the time, effort, and frustration out of search, giving our customers control, satisfaction, and making online shopping as fun and exploratory as in-store shopping.”

The power of a female-led team

As a fully female-founded company, Hey Savi is breaking barriers in both tech and fashion industries. Peppiatt, the company’s Chief Operations Officer, emphasised the importance of creating a product that resonates with women: “It was imperative for us to create a product for women that’s built by women. Not only is Hey Savi female-founded, but we’re also proud to have an all-female leadership team, which is almost unheard of in tech.”

The team’s gender-based perspective extends to their mission of promoting female entrepreneurship. “Female founders get less than 2% of VC funding, which is shockingly low, even though research shows £250 billion could be added to the UK economy if women started businesses at the same rate as men,” Peppiatt said. “When we founded Hey Savi, we knew fundraising would be tough, but we’ve had incredible support. In July 2024, we closed our first round of funding, raising £2.2 million, making us only the 2nd fully female-founded UK tech company to raise over £2m at pre-seed stage.”

Peppiatt credits invaluable communities like Boardwave, WITSEND, and Founders Capital for their support in navigating this journey. “So much of the support has come from the fact that we’re not afraid to ask for help,” she said. “People are willing to go the extra mile to help if you lead with openness and transparency.”

IT WAS IMPERATIVE FOR US TO CREATE A PRODUCT FOR WOMEN THAT’S BUILT BY WOMEN. NOT ONLY IS HEY SAVI FULLY FEMALE-FOUNDED, BUT WE’RE SUPER PROUD TO HAVE AN ALL-FEMALE LEADERSHIP TEAM TOO, WHICH IS ALMOST UNHEARD OF IN THE TECH INDUSTRY” “

As Hey Savi looks to drive adoption among consumers and retailers, Daniel emphasised the importance of building a community. “Community and creating fandoms will be key for us. For Hey Savi to become the most trusted fashion search engine in the world, we need to create an environment that becomes part of our customers’ daily activities.” She added, “As a research-led tech company, our customer insights have given us a detailed view of their needs. We ensure we build a product that customers love and adore. We are creating a space for women to find their confidence, take the pain out of shopping, and have fun.” Retailers will also benefit from Hey Savi’s approach, as the traffic they receive will be pre-qualified and more likely to convert. “Retailers will benefit massively from Hey Savi. The traffic we send them will be pre-qualified, so it naturally converts at a much higher rate than traditional search channels,” Daniel explained.

Looking to the future

Looking ahead, the founders see opportunities in the evolving landscape of online fashion discovery. Vinci sees AI as a driving force in this transformation. “Generative AI is in a rush, but few real-world use cases solve specific customer problems,” she said. “Hey Savi is leading the category by using AI to do the time-consuming search for customers, ensuring they find the exact item they’re looking for, in stock, at the best price.”

The team envisions a future with more personalization and exciting tech, including virtual try-ons. “Our vision for the product is much bigger than search,” Vinci said. “Imagine a world where you’re constantly inspired and can discover new styles and brands that make you look and feel incredible. We see a future with virtual try-on technology, allowing customers to try on from multiple retailers and brands in one environment, giving confidence to women, no matter their body size or shape.” Peppiatt wrapped up the conversation by expressing the team’s drive for success: “Never have you seen three more determined women on a mission to change the way people search and shop online.”

Evolution

Framing a New Vision

Paving the way for a new era of opportunity and equity in creative industries

by KATRINA ALEKSA

For many years, the narrative in the art world has been that you need to be from money to succeed. This idea has left the art ecosystem deeply divided between creators and patrons. While it’s idealistic to believe that art shouldn’t be about money, both artists and museums constantly apply for funding, revealing a system that is financially unsustainable, segregated, and resistant to change.

The financial structure of the art world has long favoured the privileged, leaving many talented artists struggling to gain visibility and financial stability. The market is dominated by powerful collectors, institutions, and gatekeepers, making it difficult for new talent to break in. The art world remains insular and exclusive, lacking the dynamism necessary for true innovation. For women, in particular, it often feels inaccessible.

Breaking through in art needs more than just talent

Despite the art market being valued at over $67 billion globally, art education programs fail to equip artists with the necessary business skills. Many young creatives graduate with exceptional technical skills but little understanding of the financial realities of the industry. Success today requires business acumen, financial literacy, and strategic thinking. A recent study revealed that

IN THEIR SIMPLEST FORM, ARTISTS ARE ENTREPRENEURS. THEY ARE SMALL BUSINESS OWNERS WHO MUST BALANCE THE ROLES OF CREATOR, MARKETER, NEGOTIATOR AND HOLD THE FINANCES TOO. YET, MANY ARTISTS ARE LEFT TO LEARN THESE SKILLS THROUGH TRIAL AND ERROR, OFTEN AT THE COST OF FINANCIAL SECURITY”

75% of artists earn less than $10,000 annually from their art, underscoring the financial challenges they face. Artists must learn how to price their work, negotiate contracts, market themselves, and create multiple revenue streams to stay afloat.

Artists, in essence, are entrepreneurs. They must balance being creators, marketers, and negotiators while managing finances. However, many learn these skills through trial and error, often risking financial security. Art schools must integrate business education to ensure artists are self-sustaining professionals, not just creators.

Art needs to break down barriers

Art has historically been concentrated in cultural hubs like New York, London, and Paris, creating barriers for artists from less prominent regions. To become more inclusive, the art world must address these financial barriers. Artists should not have to rely on grants and sporadic sales to sustain their careers. The industry needs innovative financial models that provide long-term sustainability, lifting artists rather than making it harder for them to climb.

Women in art need more support

Women, though comprising nearly 70% of the workforce in museums and galleries, remain underrepresented in leadership positions and high-value markets. The art world has celebrated women’s contributions but failed to provide equal opportunities for career advancement. This imbalance extends to curators, art dealers, and decision-makers, where men disproportionately hold positions of power. The challenges are also felt by mothers in the art world, who often struggle to balance their careers with family responsibilities. Unlike corporate industries with parental leave policies and flexible work structures, the art world operates in an unstructured, high-pressure environment where taking time off can mean losing critical opportunities. Until systemic changes are made to support working mothers, the playing field will remain uneven.

The art world needs to change

The art world has long been a space of creativity, innovation and cultural significance, yet it remains bound by limitations. By dismantling these barriers and reimagining the art industry, we can ensure that art

remains not just a luxury, but a vital and dynamic part of society. The shift to make it inclusive is still a ‘work in progress,’ but it’s one that needs power and drive. By amplifying the voices of female artists, investing in mentorship, opening up accessibility, we can open the door to the arts. The future of art lies in its ability to adapt, to embrace new models of success, and to create an environment where artists can thrive - not just creatively, but economically. Talent may open doors, but financial and strategic empowerment keeps them open.

Katrina is an Art Advisor, Collector, Investor and founder of concierge gifting service, RoxyWraps www.roxywraps.com

S Engagement/

Does employee engagement even matter?

How changing one thing in your business could lead to a 23% increase in profitability

by DOMINIC AND LAURA ASHLEY-TIMMS

The work landscape is in turmoil. Recent Gallup data suggests that in 2024, employee engagement plummeted to an 11-year low, with just 23% of employees engaged globally. Employee satisfaction also returned to a record low, and people are now seeking new jobs at the highest level since 2015.

This is bad news for productivity and profitability, as employee engagement is crucial for business success. Research from Gallup again shows that companies in the top quartile of employee engagement achieve 23% higher profitability than those in the bottom quartile. This is because they’re better at retaining

→ Laura AshleyTimms is the executive coach, co-founder of Notion, and co-creator of the STAR Manager program, empowering leaders through coaching-driven performance transformation

top talent, serving customers, achieving higher-quality output and accomplishing numerous other outcomes that lead to profit. Simply put, investing in tackling employee disengagement is imperative if you want your business to survive and thrive in 2025. So, what’s the one thing you can change in your business to help with this? The

answer lies in front-line management capabilities.

}Why current management styles don’t work Managers are key to a business, but many people in management roles have been promoted due to their high performance elsewhere. Worse still, a study from the Chartered Management Institute shows that 82% of these accidental managers received no formal training for their role. In the absence of a mental model for how they’re supposed to perform their new role, they default to doing what they know best—fixing problems. What this means in practice is that they inadvertently favour more of a commandand-control approach towards their team, directing and telling them what to do. However, making themselves accountable for the decision-making and problem-solving can be disastrous for employee

engagement. When a manager constantly directs, employees are robbed of the opportunity to think for themselves, engage appropriately with tasks and develop independence within a role, ultimately leading to demotivation and disengagement. This management style is bad for both employees and managers. Being relied upon by the team for everything can also quickly lead to managers becoming overwhelmed and burned out. Continually stepping in to solve other people’s problems means that managers have less time to focus on the higher-value aspects of their role, which affects their growth and advancement prospects and has a knock-on effect on organisational performance.

}The answer is a question

So, what can managers do to better engage employees? The answer is to learn to adopt an Operational Coaching® style of management, an enquiry-led solution with a measurable impact on productivity. By incorpo-

→ Dominic Ashley-Timms is the founder and CEO of Notion, a performance improvement consultancy specializing in leadership and management transformation.

rating the coachingrelated behaviours of situational awareness, active listening, and

WHEN A MANAGER CONSTANTLY DIRECTS, EMPLOYEES ARE ROBBED OF THE OPPORTUNITY TO THINK FOR THEMSELVES, ENGAGE APPROPRIATELY WITH TASKS AND DEVELOP INDEPENDENCE WITHIN A ROLE, ULTIMATELY LEADING TO DEMOTIVATION AND DISENGAGEMENT”

purposeful enquiry into their everyday management style, managers and leaders quickly become alert to the potential of situations where asking team members questions that invite them to think for themselves drives better outcomes.

Asking powerful questions is a management and leadership superpower – and one that’s under-utilised mainly because managers have never been taught how to use purposeful enquiry as a skill. It requires managers to let go of the idea that they must hold all of the answers, provide constant direction and advice, and instead ask questions that stimulate the other person’s thinking to find solutions. This opens employees up to a wealth of skills

development, helps them prioritise their tasks more efficiently, and builds their confidence in decisionmaking, fostering a more profound sense of purpose in their work.

}Why using an enquiry-led approach improves engagement

The sustained use of this enquiry-led approach effectively taps into the team’s talents, improves collaboration, and boosts productivity and engagement. By asking questions that invite others to think and signal that their contribution to a situation is valued, managers pull team members towards them rather than pushing them away by micromanaging. Ultimately, the whole organisation benefits, as employees are enabled, greater trust is built, and managers win back valuable time from not taking on their team’s work.

More importantly, this style of management has been shown to really work. The London School of Economics recently conducted a large-scale randomised control trial to measure the impact of this Operational Coaching® approach in 62 organisations across 14 sectors. The statistically significant results proved that managers 1) improved their capabilities across all nine competencies

measured, 2) spent, on average, 70% more time coaching team members in the flow of work, and 3) generated a sixfold improvement in employee retention compared to control group organisations. Almost half (48%) of the reported successes were related to increased engagement and productivity, generating an average 74x return on investment per manager. With Gen Z expected to make up a quarter of the workforce by 2025, urgent investment in improving management quality is needed if organisations want to reap the rewards of increased employee engagement and the financial and operational improvements it generates. Companies that ignore the benefits of investing in their managers’ development might just find that it truly is the difference between success and failure.

Dominic and Laura Ashley-Timms are the CEO and COO of performance consultancy Notion, creators of the multi-award-winning STAR® Manager programme, and authors of the management bestseller The Answer is a Question: The Missing Superpower that Changes Everything and Will Transform Your Impact as a Manager and Leader. www.businesscoaching. co.uk

Branding in a Crowded Market

by LEWIS ALLISON

You’ve shelled out hundreds of pounds for a smartwatch, relying on its tech bells and whistles, only for it to break. Then you face an expensive repair bill or the need to buy a replacement. This happened to my wife, who bought an Apple Watch, only for the screen to break after two days. She was faced with either a £300 repair bill or an expensive paperweight.

It was that dilemma that prompted me to come up with a sustainable solution. The $2 billion sector is dominated by Garmin along with Apple. Millions of people use their devices each day for health and fitness tracking, performance monitoring, productivity, and connectivity. Sometimes to even tell the time.

With the market growing by 5.6% annually, more people than ever are reliant on their smartwatch. But the more we rely on them, the more frustrating it becomes when they break. A cracked screen, a worn-out battery, or sensor failure usually means a pricey repair or a new watch. Typically, smartwatches are designed to be replaced, not repaired. That’s where UNA Watch, the world’s first repairable modular GPS sports watch, comes in. Here’s how we’re building a brand that can stand the test of time.

1/ Identify the problem – then solve it better than anyone else

When my wife’s smartwatch broke, I thought, as an engineer, there had to be a way to fix it. But smartwatches aren’t designed for self-repair. That’s the crux of the issue: they aren’t made to last. Our solution is a modular, repairable, and upgradeable alternative. Consumers don’t

want to discard a perfectly good watch because one part fails, and with sustainability increasingly important, they don’t want to dispose of something that could be fixed. In fact, 60 million tonnes of consumer electronics are discarded annually. Yet, big brands make repairs expensive or impossible, forcing customers into an endless upgrade cycle. The same problem exists in smartphones, where companies like Fairphone have disrupted the market by offering

“

CONSUMERS DON’T WANT TO THROW AWAY A PERFECTLY GOOD WATCH JUST BECAUSE ONE PART FAILS. AND, WITH SUSTAINABILITY INCREASINGLY FRONT OF MIND, THEY ARE NOT KEEN ON THE IDEA OF DISPOSING OF SOMETHING OVER ONE SMALL FAULT THAT COULD HAVE BEEN REPAIRED”

devices that last. We aim to find the pain point the big players ignore and design a solution that improves customers’ lives.

2/ Listen to customers and build a community

Too many companies build products in isolation, only engaging with customers once they launch. We did things differently. Before developing UNA Watch, we spoke to thousands of runners and other smartwatch users

- everyone from “weekend warriors” to serious athletes. We certainly had a gut feel for what was wrong with the existing offering on the market, and what people wanted through our own network. However, we unlocked so much more when we began to build that data at scale, unlocking insights we’d never have uncovered on our own.

Not only did their insights shape the product, but they’ve also become our biggest advocates – rallying behind our Kickstarter crowdfunding campaign, which launches next month.

3/ Find the “Blue Ocean” of opportunity

We looked for a ‘blue ocean’ – a space where we could differentiate ourselves rather than competing. In the book Blue Ocean Strategy, W. Chan Kim and Renée Mauborgne argue that true innovation comes from creating new market space, rather than battling competitors over existing demand. Garmin and Apple dominate traditional smartwatches, but don’t prioritise sustainability or repairability. By positioning UNA Watch as the world’s first repairable sports watch, we shifted the basis of competition, much like Tesla did in the automotive industry.

To succeed in a competitive market, you have to redefine the game. What unique value can you offer that incumbents have overlooked? What new demand can you unlock? Finding your blue ocean means stepping away from price wars and feature battles and instead creating something so different that competitors feel irrelevant.

4/ Learn from other sectors

Smartwatches aren’t the only industry dealing with planned obsolescence. We studied companies that disrupted their spaces by offering long-lasting, repairable technology. Fairphone changed the way people think about smartphones by giving users control over their devices. Framework did the same for laptops, offering fully repairable, upgradeable computers.

These companies proved there’s a market for ethical, sustainable tech. By applying these principles to wearables, we weren’t reinventing the wheel; we were bringing a proven concept to a new sector.

5/ Build trust and tell a story that matters

Customers today don’t just buy products – they buy into stories. Our story isn’t just about selling watches; it’s about challenging an industry to do better. From day one, we’ve been transparent about our mission: to create a smartwatch that lasts. That means not just selling a product, but providing spare parts, repair guides, optional upgrades, and customer support enabling users to keep their devices running for years. This is about customer empowerment as much as the tech.

By standing for something bigger, we’ll build trust, and trust is the foundation of any great brand. Breaking into a crowded market isn’t easy, but it’s far from impossible. By identifying a real problem, engaging with customers, finding a unique position, learning from other industries, and building trust, any company can carve out its place -even in industries dominated by giants. That’s exactly what we’re aiming for with our Kickstarter launch next month, which aims to sell 5,000 units in the UK and the US markets – equating to £1 million in revenue. We’ve already secured more than £300,000 investment from SFC Capital, the backer of some of the UK’s most exciting consumer brands. We believe we can shake up a billion-dollar market -and reassure my wife that having a smartwatch doesn’t have to come with a huge repair bill, along with huge tech capabilities.

Lewis Allison is the CEO and founder of Una Watch, a brand focused on building repairable GPS watches. www.unawatch.com

Evolve or Become Obsolete

Leadership in 2025 requires agility, adaptability, and a shift from control — or risk becoming irrelevant.

by JONATHAN EVANS

The business landscape in 2025 is marked by turbulence and transformation. Economic uncertainties, geopolitical shifts, misinformation, and rapid AI advancements are reshaping leadership. The challenge isn’t just survival - it’s thriving in a world where risk is the new normal. Whether running a growing business or leading a global corporation, leadership now requires adaptability, resilience, and human-centric decisionmaking. The final quarter of 2024 highlights the volatility influencing leadership in 2025. The UK and US government transitions—one driven by economic priorities, the other by ideological conflict—have disrupted global markets and corporate strategies. Leaders now face unpredictable regulatory environments, geopolitical shifts, and fluctuating investor confidence. Decision-making today involves balancing agility with caution, as leaders must anticipate, not just react to, external shocks. In this environment, leaders must build organisations that excel in uncertainty, empower teams to adapt, and use resilience as a competitive advantage.

THE REALITY LEADERS FACE

The latest WEF Global Risks Report 2025 highlights rising geopolitical tensions, supply chain disruptions, economic downturns, and a shifting labour market. Traditional leadership models, based on predictability and linear growth, are no longer enough. Leaders must think in scenarios, not forecasts. Flexibility is now a survival strategy. Amidst these shifts, leaders must not lose sight of their greatest asset: people. Employees seek clarity, security, and inspiration. They need to feel safe, valued, and heard. Engagement is about emotional commitment, not just efficiency. If leaders fail to engage their workforce, performance and retention will suffer..

→

MARK CUDDIGAN, CEO at THIS, drives remarkable growth in the plant-based food sector,

“

TRADITIONAL

LEADERSHIP

MODELS - ROOTED IN PREDICTABILITY AND LINEAR GROWTH- ARE PROVING INSUFFICIENT. LEADERS MUST NOW THINK IN SCENARIOS, NOT FORECASTS. FLEXIBILITY ISN’T JUST A BUZZWORD; IT’S A SURVIVAL STRATEGY”

Leadership must evolve from control to agile empowerment. The most successful businesses in 2025 will invest in their managers, equipping them with resilience, emotional intelligence, and adaptability. Sustainable success comes from aligning talent with purpose, embedding agility into decisionmaking, and fostering cultures where people thrive. Businesses that prioritise their people will set the benchmark for leadership. So, what does this mean? CEOs, business owners, and executives must ensure their teams are prepared for this

new landscape. A misaligned leadership team can create bottlenecks and erode profitability. The key challenge is: how do you ensure your managers are ready?

REDEFINING DECISIONMAKING: FROM CONTROL TO ADAPTABILITY

For decades, leadership has been about control - tight strategies, rigid processes, and top-down decision-making. In 2025, that approach is obsolete. Economic and geopolitical shocks demand real-time adaptation. Leaders must empower managers with decision-making

autonomy, comfort with ambiguity, and the ability to pivot quickly when circumstances change. This means breaking down traditional hierarchies and giving managers the freedom to test, learn, and adjust. Trust is key. Equip them with scenario-planning tools so they can assess risks proactively. Organisations that foster adaptive leadership outperform those clinging to outdated commandand-control models. Empowering managers with the right frameworks and autonomy is key to long-term resilience.

THE BALANCE BETWEEN AI AND HUMAN LEADERSHIP

AI is reshaping business operations, influencing decision-making, customer engagement, and even employee management. The challenge for leaders is ensuring that AI augments human performance rather than replacing critical thinking and emotional intelligence. Managers must be trained to use AI ethically and strategically. They need to understand its limitations, and know when human judgement must override algorithmic recommendations. Invest in AI literacy training across your leadership teams to bridge this gap. AI

should be a tool for better decision-making, not a substitute for human leadership. The organisations that will succeed will blend AI’s analytical power with the intuition and empathy of skilled managers.

SAFEGUARDING EMPLOYEE WELLBEING IN AN UNSTABLE WORLD

From misinformation to workplace stress, employee wellbeing has never been more at risk. The WEF report highlights the growing impact of social fragmentation and digital misinformation, which can create distrust and disengagement. Leaders must ensure their teams feel psychologically safe. In practice, this means building a culture of transparency and emotional resilience. Encourage open conversations, provide mental health support, and offer flexible work arrangements. Managers must be trained in empathetic leadership, able to spot burnout and foster a sense of belonging, especially in remote teams. Mental health is not just an HR issue - it’s a core leadership responsibility for engagement and performance.

DEVELOPING A MULTIGENERATIONAL WORKFORCE STRATEGY

For the first time in history, we have five generations in the

workforce. Younger employees prioritise flexibility, purpose, and ethical business practices. Older employees bring deep industry knowledge but may struggle with rapid technological shifts. The key for leaders is to bridge this gap by creating mentorship structures where knowledge flows both ways. Your managers should be equipped to handle this dynamic.

career development pathways to accommodate different generational needs, ensuring everyone feels valued and included.

EMBEDDING SUSTAINABILITY AND ESG INTO BUSINESS DNA

Regulations are tightening, and consumers are demanding more accountability from businesses. Leaders must embed ESG (Environmental, Social,

attracting talent, securing investment, and building brand loyalty. Businesses that fail to integrate sustainability into their strategy will find themselves left behind - not just by regulators, but by their customers and employees.

THE ROAD AHEAD: LEADERSHIP AS A COMPETITIVE ADVANTAGE

What separates businesses

Encourage reverse mentoring, where younger employees share insights on digital trends while senior employees provide strategic guidance. Tailor

Governance) principles into their business models beyond compliance. Companies that lead in sustainability will have a competitive edge in

that will survive from those that will thrive in 2025? Leadership. Those who invest in agility, human-centric decisionmaking, and future-

proofing their managers will create resilient, high-performing organisations.

If you’re leading a company today, ask yourself:

}Are your managers empowered to make agile decisions?

}Are you investing in AI literacy while maintaining human oversight?

}Are you prioritising employee wellbeing and psychological safety?

}Are you bridging generational divides to create an inclusive workforce?

}Are you embedding sustainability into your business model as a competitive advantage? The leaders who answer “yes” to these questions will not just navigate the risks of 2025—they will define the future of business.

Jonathan Evans is the founder and CEO of the Discovery ADR Group an award-winning pioneering consultancy specialising in strategic talent management, sales transformation, and leadership development. Over the past 25 years, the company has built a strong reputation for delivering innovative recruitment, transformation and training solutions to an extensive global client base across sectors, including engineering, manufacturing, logistics and distribution, food production and waste and recycling. discovery-adr.com

Why Gender Equality Efforts Fail – And How to Turn Things Around

by SIRI CHILAZI

Aglobal consulting firm sought to equalize gender representation in its senior ranks, where women made up only around 10% of partners. Initially, they focused on helping women rise to the top.

However, after conducting research, they learned that the firm’s culture of extreme work hours and constant availability stressed both women and men equally, leading to high turnover. This finding highlighted the need for more impactful solutions in gender equality.

Gender equality efforts often fail when they focus on performative actions rather than measurable results. Symbolic gestures, like International Women’s Day posts or vague pledges, do not address the root causes of inequality. Additionally, gender equality efforts are often treated as peripheral, rather than integrated into core operations. Unconscious bias training, for example, doesn’t change how work is done, and women’s networks are often cut when budgets are slashed. Special events, like speaker series, are easily skipped. Furthermore, many startups treat gender

equality as an afterthought, addressing it only once the business is “up and running,” leading to biased decisions.

The real problem is investing in ineffective solutions. However, research has shown what works—embedding fairness into organizational practices. Hiring, onboarding, performance evaluations, promotions, policies on compensation, flexible work, and parental leave need to be adjusted to promote fairness. Startups are in an ideal position to do this from the beginning, making it easier than changing existing processes.

GENDER EQUALITY EFFORTS FAIL TO DRIVE REAL PROGRESS WHEN THEY FOCUS ON PERFORMATIVE ACTIONS RATHER THAN MEASURABLE RESULTS.

SYMBOLIC STATEMENTS AND SPLASHY SOCIAL MEDIA POSTS AROUND INTERNATIONAL WOMEN’S DAY OR VAGUE PUBLIC PLEDGES

TO “BE BETTER” DO NOTHING TO ADDRESS

THE UNDERLYING REASONS WHY WOMEN ENCOUNTER AN UNEVEN PLAYING FIELD”

For the consulting firm, the culprit driving gender inequality was a culture of overwork, which both men and women disliked but impacted women more, as they were more likely to use flexible working options like reduced hours and leave. Because flexibility wasn’t part of the culture, women were penalized for these choices. Some companies, however, have successfully created

gender-inclusive flexibility. Investment company Abrdn offers 40 weeks of paid parental leave for UK employees, while Aviva offers equal parental leave for mothers and fathers. Two UK banks saw increased adoption of flexible work among men once they learned most of their peers used it.

Changing systems goes beyond formal processes. For example, Phoenix Group created an environment where everyone could perform their best by assigning an executive sponsor to guide employees through presentations. Ericsson set leadership goals for women, and sharing those goals, along with financial incentives for leaders to meet them, boosted female leadership aspirations. The BBC’s 50:50 Equality Project promoted equal

representation in its newsroom. These examples show that creating gender-equal workplaces isn’t about splashy events or proclamations. It involves small, often low-cost changes that redesign systems to move beyond performative gestures toward real progress. Structural solutions like these are proven to drive gender equality and create fairer, more enjoyable workplaces for all.

Redesigning our systems goes beyond formal processes as my coauthor, Iris Bohnet, and I document in our book, Make Work Fair: Data-Driven Design for Real Results.

Siri Chilazi is the co-author of Make Work Fair, written with Iris Bohnet and published by Harper Business. sirichilazi.com

S Preparation/

Cornwall’s Hidden Gold Rush

Cornwall’s underground treasure is fueling the green revolution, and it’s not gold—it’s lithium. Here’s how one entrepreneur is digging into the future of energy.

by PATRICIA CULLEN

Jeremy Wrathall is not just a businessman; he’s a visionary determined to bring Cornwall into the global spotlight, thanks to a littleknown natural resource beneath its soil—lithium. Through his company, Cornish Lithium, which he founded in 2016, Wrathall is paving the way for the UK’s green energy future. But his journey wasn’t easy. With deep ties to Cornwall and a passion for sustainability, Wrathall has faced his share of challenges, learned countless lessons along the way, and is now driving innovation that’s helping power the electric vehicle revolution.

Wrathall’s story doesn’t begin with lithium—it starts with Cornwall. “I have always had a longstanding connection to Cornwall, stemming back to when I attended the Camborne School of Mines in 1982,” he says. After studying at Camborne, Wrathall moved to London, where he worked as an investment banker. Yet, his roots in Cornwall never let go, and he couldn’t shake the idea of what he could do to make a real difference there. It was during this time that he saw the global shift towards electric vehicles and recognized a golden opportunity for a sustainable future.

“I recognised the huge impact electric vehicles were going to have in both the UK and the wider world. I saw an opportunity to set up a futurethinking, sustainable business which harnessed the drive to electrification in the UK.”

The idea for Cornish Lithium came unexpectedly, but the opportunity was right under his feet. “I remembered someone had once mentioned to me about lithium being present beneath our feet in Cornwall, and the rest is history!” Wrathall’s vision took shape, and in 2016, Cornish Lithium was born—a company that would not only drive the green revolution but also put Cornwall on the map as a hub for sustainable mining.

When it comes to scaling, no entrepreneur can escape the challenges of financing. Wrathall was no different. “Financing has always been one of the biggest challenges, as it is for lots of entrepreneurs,” he shares. For him, it’s been about timing and balance, making sure that Cornish Lithium had enough funding at the right moments to move forward.

In 2023, Wrathall’s persistence paid off when Cornish Lithium secured US$67 million from the UK Infrastructure Bank, The Energy & Minerals Group, and TechMet. This funding was pivotal in helping accelerate the company’s growth toward lithium production. But Wrathall stresses an important lesson he’s learned from his own experiences: fear of dilution can hold entrepreneurs back.

“A common mistake entrepreneurs make is that they fear dilution through selling more shares. I like to think about it in terms of pizza—it’s better to have a small slice of a big pizza than a big slice of no pizza!” Wrathall’s view is refreshing. Sometimes, it’s not about trying to own everything; it’s about securing the right partnerships to grow the business to its full potential. Sustainability isn’t just a buzzword for Wrathall—it’s the core of Cornish Lithium’s mission. As an entrepreneur in the green tech

space, he’s seen the challenges firsthand. “There is a danger of a hiatus in driving forward sustainability following recent political changes, but thankfully, we are seeing a lot of companies ignore this and continue to strive for greener ways of doing things—as we are doing at Cornish Lithium.”

Wrathall believes strongly in the role electrification plays in the UK’s green transition. “I strongly believe electrification is a key opportunity in the UK and is one that entrepreneurs can harness across the country. There is no doubt that electrification will be essential to help drive the Green Industrial Revolution and meet the UK’s Net Zero by 2050 goals.” For him, sustainability is more than just an opportunity— it’s an imperative for the future. But he’s quick to warn that many startups in the green tech space make one critical mistake: assuming that customers will automatically pay a premium for something simply because it’s sustainable. “I believe that one of the biggest mistakes entrepreneurs make in any startup is assuming that other people share the same values when they often don’t. I have seen some entrepreneurs assume people will pay a premium for a product or service just because it is sustainable—unfortunately, they often won’t. Be mindful to listen twice as much as you talk to understand what is important to your customer.”

One of the things that’s really fueled Cornish Lithium’s success has been the rapid growth of electric vehicles (EVs). Wrathall reflects on how this sector has given the company a significant boost. “The rapid growth of electric vehicles has been a key trend which has boosted Cornish Lithium since I founded the business in 2016. Electric vehicle

A COMMON MISTAKE ENTREPRENEURS MAKE IS THAT THEY FEAR DILUTION THROUGH SELLING MORE SHARES. I LIKE TO THINK ABOUT IT IN TERMS OF PIZZA—IT’S BETTER TO HAVE A SMALL SLICE OF A BIG PIZZA THAN A BIG SLICE OF NO PIZZA!”

sales have increased as the green revolution has become more of a focus across the world. More electric vehicles means a greater need for lithium!” By 2030, the UK is projected to require 80,000 tonnes of lithium carbonate for electric car batteries. Cornish Lithium aims to supply 25,000 tonnes per annum (tpa) of lithium carbonate equivalent (LCE) from its projects across Cornwall, contributing 30% of the UK’s projected lithium demand. This success isn’t just about profit for Wrathall—it’s about making a tangible impact on the environment and the economy.

“We have also found that there is an increasing expectation from stakeholders (including investors and the government) for companies to monitor Environmental, Social and Governance factors. I am very proud of the fact we focused on these three central factors right from the start.”

Wrathall’s journey has taught him many hard-earned lessons, particularly for other entrepreneurs looking to make their mark in the green tech space. One of the most important takeaways? Don’t assume that securing funding will be easy, no matter how great your idea is. “I have learnt never to assume that finance is going to be easy, just because you have a good idea—there are likely going to be challenges along the way to secure funding for your venture.”

But resilience is key. “Remember to stick to your goals, even if it is going to be a bumpy ride,” he says, emphasizing the importance of perseverance in the face of setbacks.

For those entering the green energy sector, Wrathall’s advice is simple but powerful: “Keep it simple, source advice from as many people as possible and remember people have a limited attention span.” In a fast-paced, competitive industry, clarity and simplicity are vital for success.

For Wrathall, the work isn’t over. There’s still a long road ahead for Cornish Lithium as it continues to scale, innovate, and revolutionize the lithium mining industry in Cornwall. “We’ve only just begun,” he admits. “There’s still a lot of work to be done, but I’m excited about the role Cornish Lithium will play in shaping a sustainable future for the UK and beyond.”

As the global push for electrification and sustainability continues, Cornish Lithium’s story serves as a reminder of the power of visionary thinking, resilience, and embracing opportunities for positive change. Wrathall’s journey is one of turning local resources into a global impact, all while staying grounded in his values of sustainability, community, and progress.

As he puts it, “There’s a lot of work ahead, but I truly believe the future is bright for Cornwall, for lithium, and for the green energy revolution.”

29th May 2025, QEII Centre, London, UK

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