Platinum Business Magazine Issue 137

SE Business

Confidence rises Managing Business Consultants

Top Ten start-up Countries

MOTORING

Audi RS

e-tron GT

Platinum sponsors places on the HTG programme

TRAVEL Natural Phenomena

THE BIG INTERVIEW

ROGER WADE

We’re relocating to the heart of Brighton

From our new central location, we’ll continue to support the region’s most dynamic businesses, charities, and individuals across creative media, property, retail, hospitality, and more.

From Monday 18 August our new location will be:

Kreston Reeves LLP

Nile House Nile Street

Brighton East Sussex BN1 1HW

We look forward to welcoming you into our new office space.

For more than accountancy, business and wealth advice.

Call: +44 (0)33 0124 1399

Email: enquiries@krestonreeves.com

Visit: www.krestonreeves.com

Alison Jones, Partner Jamie Servante, Director

BIG STORY

30 Roger Wade

As the founder of BOXPARK and now at the helm of BoxFund VC, Roger Wade has had a stellar career. But business success is not enough for Roger. He is also a strident campaigner and activist

NEWS

6 National news

A round up of important business stories from around the world

10 Local news

A look at the business news stories across the South East

EVENTS

14 Brighton & Hove Business Awards

The big day is getting close - do you have a ticket?

28 Surrey Business Awards

The entries are in, let the judging begin

44 Sussex Business Awards

Back for their 37th year, the Sussex Business Awards 2025 are open for entries

BUSINESS

38 MDHUB

Celebrating 25 years for Adventure Connections

40 Help to Grow

The 250th local business completes the University of Brighton programme

46 Cleankill

Preventing pests is better than eliminating them

LEGAL

18 DMH Stallard

Managing risks when working with consultants

22 Mayo Wynne Baxter

What to consider when you buy a franchise

PLATINUM MEDIA GROUP

24 DMH Stallard Commentary

The dangers of inadequate due diligence

FINANCE

16 Kreston Reeves

Will HMRC changes affect your succession plans?

TRAVEL

48 Natural Phenomena

From rainbow mountains to glowing seas, the world is full of wonders

MOTORING

52 AUDI RS e-tron GT

Guest editor Damien Burke is yet to be converted to EVs

CRICKET

42 See England Women play at Hove

The official ticket ballot for the international T20 against New Zealand is open

WELCOME

We are delighted to present the September issue of your favourite business magazine covering every inch of the South East, and bringing you all the news, views and opinion from many of the leading business figures across the region.

Lloyds Bank demonstrate that business confidence is rising at last, DMH Stallard discuss the dangers of inadequate due diligence in the M&A market and look at how to manage the risks when working with consultants. James O’Connell looks at the sinister evolution of franchising and Sussex Cricket open the ballot regarding a Women’s International T20.

The Big Story features Roger Wade of Boxfresh and our old mucker, Ian Trevett sat down with him a for chat.

MDHUB celebrate a quarter century of adventure with Adventure Connections whilst in the Motoring Section, our guest Motoring Editor, Damien Burke, takes on the Audi RS e-tron GT, courtesy of the Focus Foundation.

As we head into Autumn, confidence is rising, most markets are seeing a resilient return, and in many ways it is up to all the businesses in the region to defy the sceptics and surge forward - our future is in our own hands.

The PlatinumTeam

info@platinummediagroup.co.uk

CONTACTS

PUBLISHER/EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

TRAVEL EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

PLATINUM MOTORING EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk

DYNAMIC MOTORING EDITOR: Fiona Shafer fionas@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

NEW LOOK - NEW OWNER?

The owners of fashion retailer New Look, Alcentra and Brait, have hired advisers at Rothschild to explore a potential sale of the high street chain.

New Look operates more than 300 stores across the UK and has faced challenges in adapting to changing consumer habits and rising costs. While over 40% of its revenue now comes from online sales, physical store closures have accelerated.

The £30 million digital investment has strengthened its e-commerce position, but the company’s debt and squeezed margins make a sale an attractive option for investors.

IPOS GEARING UP FOR LONDON REVIVAL

After a prolonged slowdown, London’s IPO market may finally be on the verge of recovery.

The City saw just 17 initial public offerings in 2024, as political uncertainty and higher interest rates dampened investor appetite. But with regulatory reforms underway and improving investor sentiment, advisers say the pipeline for listings is strengthening.

Already in 2025, ten companies have floated, raising hopes of a busier autumn. Analysts argue that success stories in energy, tech, and biotech could set the tone for renewed confidence in London as a global financial centre.

NATIONAL NEWS

COUTTS CIO: UK CAN COMPETE BRITAIN’S

“MOST

HATED BOSS” QUITS

Peter Hebblethwaite, the embattled chief executive of P&O Ferries (dubbed “Britain’s most hated boss” after overseeing the abrupt sacking of nearly 800 seafarers in 2022) has announced his resignation to “dedicate more time to family matters.”

The 2022 mass dismissal, which replaced unionised staff with low-paid agency labour, sparked nationwide outrage, prompted legal scrutiny, and triggered reform of employment protections.

During his four-year tenure, Hebblethwaite led the company through pandemic turmoil and introduced hybrid ferries, but P&O continued to struggle financially and reputation-wise.

Fahad Kamal, chief investment officer at Coutts, says London remains an attractive place for companies to list despite the global trend of firms choosing the U.S. stock markets. Speaking after several high-profile flotations, Kamal said UK valuations and the performance of the FTSE 100 in

2025 suggest confidence is returning.

He also noted that companies such as Glencore had recently chosen to stay in London rather than shift to New York. However, others argue that the deeper pools of capital in the U.S. remain more attractive to technology giants.

❛❛ We don’t inherit the earth from our parents; we borrow it from our children ❜❜

Antoine de Saint-Exupery

TOP EXECS COIN IT IN

Executive pay at Britain’s largest listed companies has soared to a new record high, with analysis revealing more FTSE 100 firms paid top bosses at least £10 million.

Median CEO pay reached £4.58 million in 2024-2025, a 6.8% increase on the previous year. This unprecedented level of remuneration was highlighted

in the High Pay Centre’s latest report. It marks the fourth year in a row that chief executives have taken home a record amount. It also means that the average FTSE 100 chief executive is now paid 122 times the median UK fulltime worker, according to the research. demand.

GOVERNMENT TAKING A LIBERTY

Liberty Steel’s South Yorkshire operations have been placed under government oversight, with 1,450 jobs hanging in the balance. Production had been halted amid insolvency fears and ongoing Serious Fraud

Office inquiries into parent company GFG Alliance. Ministers say the intervention is designed to safeguard strategic steelmaking capacity, with talks ongoing about restarting furnaces. Workers in Rotherham and

Stocksbridge expressed relief at the move but remain anxious about the future. Industry leaders argue the UK must prioritise domestic steel as a cornerstone of economic and national security.

TAKEOVER BONUS FOR AVIVA STAFF

Nearly 32,000 staff at Aviva are to receive £500 of free shares each after the insurance giant completed its £3.7 billion takeover of rival Direct Line. The acquisition has created one of the largest general insurers in the UK market.

The deal, which received clearance from the Competition and Markets Authority and High Court earlier this year, was finalised on July1st 2025.

LOTUS TO CUT 550 UK JOBS AMID SALES SLUMP

British sports car maker Lotus, owned by China’s Geely, has announced plans to eliminate approximately 550 UK jobs, nearly 40% of its workforce, due to falling sales and global policy headwinds.

The factory has not built any cars since mid-May, having paused production to manage inventories and supply chain issues caused by the US tariffs on car imports from countries including the UK. A spokesperson for Lotus said that production was due to start again in early September.

Despite cost-cutting moves like exploring third-party manufacturing, the company affirmed its commitment to operations at its Norfolk assembly plant.

This development unfolds as part of a broader strategy to hedge against market uncertainties and global headwinds affecting automotive demand.

Direct Line’s long-time executive Owen Morris has been appointed as chief executive of the combined business.

The merger is expected to deliver cost savings, improved customer offerings, and a stronger competitive position against rivals such as Admiral and AXA. Analysts say integration will be closely watched.

❛❛ The first one gets the oyster, the second gets the shell. ❜❜

Andrew Carnegie

COSTA COSTS NOT A LOT

Coca-Cola is in talks to sell Costa Coffee in a deal that could value the chain at about £2 billion, barely half of the £3.9 billion the drinks giant paid in 2018.

Costa has grown rapidly in terms of sales, but intense competition and rising costs have weighed heavily on its profitability. In 2023, the company posted a pre-tax loss of £9.6 million, despite revenues topping £1.1 billion.

Analysts suggest Coca-Cola is refocusing on its core beverages business. A sale could reshape the UK coffee market, depending on who steps forward as a buyer.

TOP 10 BEST COUNTRIES

TO START A BUSINESS

To mark World Entrepreneurs Day on August 21st, insolvency practitioners, Liquidation Centre, sought to discover the best countries for launching new business ventures.

Their Key findings:

• Singapore is the best place for entrepreneurs to start their business, with a start up potential score of 9.72 out of 10

• The United Kingdom places second out of the top fifty countries, scoring 9.6 out of 10

• The United States leads globally in the number of verified start ups, with 3,525 new businesses registered on Startup Ranking

•The Netherlands rounds out the top ten, scoring 9.24.

The study reveals  that Singapore, with a final startup potential score of 9.72 out of 10, is the best place for entrepreneurs to start their business. Acclaimed for its culture of innovation, and with strong access to Asian markets, alongside a 17% corporate tax rate (the fourth lowest corporate tax rate in the top 10), Singapore is an attractive place for business owners to start.

The United Kingdom is the second best place for entrepreneurs to begin their business, with a final startup potential score of 9.6 out of 10. Despite having a higher corporate tax

rate of 25% (the second highest in the top 10), with a staggering 883 start ups, and around a fi ve week time frame to process a visa, the United Kingdom is a great place to begin your business journey.

Canada ranks as the joint third most attractive place for entrepreneurs to start a business, alongside Spain and Estonia, all securing a startup potential score of 9.54 out of 10. Among the three, Canada stands out with 417 verified startups, the highest total in this tier. While visa processing times remain lengthy at 124 weeks, the country’s strong and growing startup ecosystem continues to make it an appealing choice for business founders.

Also ranking joint third, Spain is a great place for entrepreneurs to start their business, with 273 verified startups, and a corporate tax rate of 14.5%.

Rounding out the top three, Estonia is an attractive location for startups, with 99 verified businesses and the second-lowest corporate tax rate in the top ten (11.33%), making it a compelling choice for entrepreneurs.

NEW MANAGING PARTNER AT KRESTON REEVES

Richard Spofforth has been elected as the firm’s Managing Partner. He succeeds Nigel Fright, who has served as Managing Partner for 12 years and who will take on the role of Chief Strategy Officer.

At the same time, Andrew Griggs has been re-elected as Senior Partner. Changes to the firm’s senior leadership team were effective from August 1st 2025.

Under Nigel and Andrew’s leadership, Kreston Reeves has grown its turnover from £19.7m to £53m and employee and partner numbers from 261 to over 550 with offices across London, Kent and Sussex.

Richard joined the firm as a Partner in 2016, having led Spofforths in its merger with Kreston Reeves.

DIRECTORS’ HUB EXPANDS ACROSS SUSSEX

The Directors’ Hub, founded by Sussex entrepreneur Sonny Cutting, has grown from two members eight years ago to over 60 across seven hubs, with plans to reach 150 directors by next year.

New hubs are set to open in Chichester, Uckfield, Hastings, Lewes and Rye, followed by Hampshire, Surrey and Kent. Cutting credits the Hub’s success to its peerto-peer support model, which he describes as “a mental health outreach centre as much as a business network.”

The Hubs provide a safe space for directors to share challenges, while partnerships with regional business shows help keep costs affordable and expansion sustainable.

LOCAL NEWS

❛❛Business is 20% strategy and 80% showing up when others don’t. ❜❜

UNI OF SUSSEX BUSINESS SCHOOL RANKS HIGHER

The University of Sussex Business School has achieved its best-ever position in the US News & World Report 2025/26 rankings, placing 14th nationally for Economics and Business.

Across all subjects, the university ranked 25th in the UK. Executive Dean Professor Ingrid Woolard said the results highlight the school’s global influence, strong academic reputation, and commitment to impactful research.

The Business School has invested in new facilities, student programmes, and partnerships to strengthen its standing both domestically and internationally, building on Sussex’s reputation as a centre for economic and policy research.

CHAPEL DOWN AIMS FOR 1% OF MARKET

Chapel Down, England’s largest sparkling wine producer based in Kent, has set out plans to capture 1% of the global champagne market by 2035.

Chief executive James Pennefather revealed ambitions to scale production to 3 million bottles a year by the early 2030s, underpinned by a planned new winery near Canterbury. Despite planning delays, the business is exploring alternative sites. Revenue rose 11% to £7.9 million, with supermarket sales up sharply. Chapel Down now farms over 1,000 acres of vineyards and is investing heavily to compete directly with France’s Champagne region.

CALLAWAYS REBRANDS AS WILBURY RESIDENTIAL

One of Brighton’s longestestablished estate agents has rebranded. Callaways, which marked its 90th anniversary this year, will now operate as Wilbury Residential.

The change reflects the company’s focus on the future while continuing its established property sales, lettings, and management services across Brighton & Hove.

Managing Director Heather Hilder said: “We’ve been a trusted part of the city’s property market for decades, and this rebrand signals our commitment to staying relevant and supportive for the next generation of clients.”

The team remains in place under the new name, ensuring continuity for existing landlords, tenants, and vendors.

GATWICK BUSINESS SHOW RETURNS

Following the success of its debut last year, the Gatwick Business Show returns on Thursday October 16th at The Elite Venue Selection Felbridge Gatwick.

Supported by Gatwick Diamond Business, the show attracts businesses from Sussex, Surrey, Kent, and beyond.

Visitors can expect a packed day

of exhibitors, keynote talks, and networking opportunities across sectors including finance, tech, HR, and professional services. Designed to spark connections and growth, the event is a key date for ambitious SMEs and entrepreneurs.

Organiser Mike Monk also runs business shows in Eastbourne and Brighton.

❛❛ You miss 100% of the shots you don’t take.”

Wayne Gretzky

GATWICK’S NORTHERN RUNWAY COULD BOOST SUSSEX VISITOR ECONOMY BY £275M

London Gatwick’s proposed activation of its northern runway could generate an extra £275 million annually for the Sussex visitor economy.

If approved, the £2.2 billion privatefunded project would bring in 1.6 million additional international passengers per year by 2038.

The move would support the region’s ambition to expand tourism from £5 billion to £7.5 billion by 2034, potentially creating 14,000 new jobs. Increased long-haul services (targeting markets like Singapore, Dubai, and Shanghai) are key to driving growth. While overseas tourists currently make up just 2% of the total visitor numbers to Sussex, they contribute around 20% of all spending.

London Gatwick already contributes 76,000 jobs and £5.5bn to the UK economy every year.

Richard Lennard, Economic Partnerships Manager at London Gatwick and a member of the Local Visitor Economy Partnership Advisory Board said: “The Northern Runway is about more than just increasing capacity. It’s about connecting the UK to the fastest-growing regions of the world and ensuring Sussex can share in the benefits of that reach.

“By unlocking an additional 1.6m international inbound passengers a year by 2038, we’re not just meeting growing demand, we’re bringing new opportunities directly into our region with tourism being a catalyst of economic growth.”

START-UP SURREY LAUNCHES

Surrey County Council has launched Start-Up Surrey, a fully funded pilot initiative designed to support new and early-stage ventures across the county.

Delivered in partnership with The IncuHive Group, the programme offers workshops, one-to-one mentoring, and practical advice on funding, marketing, finance, digital presence, and scaling strategies.

Open to founders and businesses within their first year of operation, the scheme aims to support around 120 businesses over the coming six months. Cabinet

Member Matt Furniss hailed it as a vital step in unlocking the county’s untapped entrepreneurial potential. He said, “Surrey has a wealth of untapped entrepreneurial talent, and this programme provides a much-needed platform to turn ideas into action.

SURREY SPACE INSTITUTE LAUNCHES

The University of Surrey has launched the Surrey Space Institute to tackle critical skills shortages in the UK’s fast-growing £19 billion space sector. Based in Guildford, the Institute will build on the university’s 45-year track record in small satellites, pioneered by Professor Sir Martin Sweeting and Surrey Satellite Technology Ltd.

Led by Professor Adam Amara, it aims to train 10% of the UK’s future space workforce through postgraduate courses, hands-on missions, and professional training. The Institute will also support small businesses, combining research, innovation, and skills development to boost the UK’s competitiveness in the global space economy.

CARPENTER BOX ANNOUNCES SECOND MERGER IN 2025

Sussex and South East accountancy firm Carpenter Box, part of the Sumer Group, has announced a merger with Hove-based Boormans Chartered Accountants & Business Advisers. The move follows its April merger with Clark Brownscombe in Lewes.

Boormans’ team will join Carpenter Box’s Brighton office, with Director Matt Virgo becoming Partner, Mike Herriott as Associate Director, and Sally Virgo in Operations and Compliance.

Specialising in media, construction, property, and retail, Boormans strengthens Carpenter Box’s SME and private client services. The deal also expands Sumer Group’s nationwide network, which now includes more than 2,300 staff across 50+ offices.

SOUTH EAST BUSINESS

CONFIDENCE RISES

q Business confidence in the South East rose seven points to 44% in July

q While firms’ optimism in their own trading prospects fell two points to 49%, their optimism in the economy climbed 17 points to 39%

q Overall UK business confidence increased one point in July to 52% – its highest level since 2015

While companies in the South East reported lower confidence in their own business prospects month-on-month, down two points at 49%, their optimism in the economy rose 17 points to 39%. Taken together, this gives a headline confidence reading of 44% (vs. 37% in June).

Looking ahead to the next six months, South East businesses identified their top target areas for growth as evolving their offering, for example by introducing new products or services (40%), investing in their team, for instance investing in training (40%), and entering new markets (37%).

The Business Barometer, which surveys 1,200 businesses monthly and which has been running since 2002, provides early signals about UK economic trends both regionally and nationwide.

National picture

Overall, UK business confidence increased one point in July to 52% – its highest level since 2015 and the third consecutive monthly increase.

Firms’ optimism in their own trading prospects rose one point to 58%, while their confidence in the wider economy increased two points to 47%

Wales was the most confident UK nation or region for the

second month in a row (76%), followed by the North East (73%).

Sector Insights

July saw the service sector’s confidence increase by 11 points to 61%, one of the main drivers behind this month’s overall increase in business confidence, indicating strong momentum in the sector.

This gain was partially offset by declines in other areas, with retail firms down eight points, manufacturers down four points and the construction sector down six points.

Amanda Dorel, regional director for the South East, said: “South East firms firmly focused on their ambitious growth plans.

“Whether these involve launching new products, running new training or investing in new technology, we’ll continue to be ready to help local firms take their next steps with our tailored, on-the-ground support.”

Hann-Ju Ho, Senior Economist, Lloyds Commercial Banking, said: “This continued upward trend reflects a growing sense of cautious optimism across the UK economy, underpinned by both improved trading prospects and broader economic sentiment. Despite ongoing cost pressures, firms are positioning for growth, particularly in services where hiring and investment plans are accelerating.

“Overall business confidence remains buoyant, with firms well placed to take advantage of opportunities such as new markets, adopting new technology and workforce expansion amid evolving market conditions.”

We help turn your spark into reality.

Expert financial advice to ensure your future shines bright

Whether you’re looking for ideas on growing your money, planning for retirement or leaving a financial legacy for your loved ones, we’ll guide you with personalised financial planning and investment management, so you can look to the future with confidence.

Speak to us to find out how our ideas can help make your ideas a reality.

Contact our Tunbridge Wells office to arrange an introductory meeting with Paul Cannons. Call 01892 739580 or email paul.cannons@brewin.co.uk brewin.co.uk/royal-tunbridge-wells

The value of investments can fall and you may get back less than you invested.

FINALISTS ANNOUNCED

The 2025 BAHBAS Judging Panel at the seven-hour Judges’ Meeting to decide the finalists and winners

The finalists for the highly anticipated Brighton and Hove Business Awards have been announced. Each entry was carefully evaluated through a thorough judging process which included a detailed scoring system, in-depth interviews and a final deliberation by the judging panel to select the most outstanding finalists. The panel comprised representatives from this year’s sponsors, along with prominent business leaders from across the city.

Fiona Graves, Events Director of Platinum Media Group and organiser of the event, commented: “We were genuinely blown away by the quality, creativity and ambition shown in this year’s entries. Selecting the finalists was incredibly tough for the judges - every entry had something to be proud of. Being shortlisted is a huge achievement and we can’t wait to celebrate these outstanding contributions to our city’s vibrant economy.”

This year’s awards will shine a spotlight on excellence across a diverse range of categories, including customer service, community impact, innovation, sustainability, tourism, and professional services. The winners will be revealed on September 17th at St Peter’s Church in Brighton, in what promises to be the city’s premier business event of the year.

THE BAHBAs 2025 ARE

TICKETS NOW ON SALE

AWARDS CEREMONY

SEPTEMBER 17TH 2025

ST PETER’S CHURCH

BRIGHTON, BN1 4GU

6PM START TILL LATE

TICKETS: £60 PER TICKET

TICKETS INCLUDE:

• EXCEPTIONAL FOOD

• LIVE ENTERTAINMENT & BAND

• LIVE STAGE WINNER REVEALS

• NETWORKING WITH THE CITY’S BUSINESS ELITE

FINANCE

By James Amico, Private Client Tax Senior Manager, Kreston Reeves

Pass it on WILL HMRC CHANGES YOUR SUCCESSION

As a business owner, safeguarding the future of your enterprise and ensuring a smooth transition to the next generation is likely a key priority.

Whether your assets include agricultural land, trading businesses, or investment portfolios, the structure of your estate and succession plans can have long-term implications for your family and the business itself. With this in mind, it’s crucial to stay informed about upcoming legislative changes that could impact how your assets are treated for inheritance tax purposes.

The changes to Agricultural Property Relief (APR) and Business Property Relief (BPR) could signifi cantly affect family succession plans.

It’s common for parents to leave different assets to children based on their involvement in the family business.

For example, Child A may inherit the business, while Child B receives assets of equivalent value. But how do the IHT changes affect this balance?

1. Additional IHT liability on inheriting the business

Due to the additional IHT liability incurred on death, the net value of the business Child A would be due to inherit will diminish. Child A may also need additional liquid resources to ensure the IHT liability can be settled without signifi cant detriment to the business.

This may require the parents to make additional provisions for Child A. This could be achieved by reviewing the terms of their Will and the division of the assets between their children to ensure that both are treated fairly.

2. Previous lifetime gifts

The parents could have made a number of lifetime gifts to Child B to compensate for the differing treatment arising on death. With the IHT changes, Child B may disproportionately benefi t from the utilisation of other IHT allowances, primarily the Nil Rate Band.

To ensure a fair treatment between the children the parents may need to make additional lifetime gifts or adopt life insurance policies to potentially compensate child A.

3. Previous structures introduced for IHT planning Trusts previously set up to benefit Child B may now need careful reconsideration.

If the changes to APR and BPR mean that the business interest inherited by Child A is no longer fully relieved from IHT, this could create an imbalance in how the estate is divided.

To address this, it may be necessary for Child A to also benefi t from the trust— particularly if the trust holds signifi cant value or liquidity. However, if the trust terms only allow changes during the parents’ lifetimes, it’s crucial that any amendments are made without delay to preserve flexibility and fairness in the overall succession plan.

When seeking advice about the proposed changes to APR and BPR it is imperative that the position beyond the headline IHT liability is considered.

Whilst there may have been a clear plan for the division of family assets this may no longer be appropriate. It is important that previous succession plans are reviewed and potentially flexed to accommodate the future uncertainties.

❛❛ It’s common for parents to leave different assets to children based on their involvement in the family business. ❜❜

CHANGES AFFECT PLANS?

Should you be concerned about the proposed IHT changes and the impact they will have on your business, it is recommended you seek advice as soon as possible.

Please contact James Amico, Private Client Tax Senior Manager:

Call: +44 (0)33 0124 1399

Email: enquiries@krestonreeves.com

Visit: www.krestonreeves.com

By David Bailey, Partner, Dispute Resolution and Commercial Litigation DMH Stallard

Managing risks when working with consultants

Businesses often engage consultants to bring change to an organistion when it faces challenges that require specialist knowledge and fresh perspectives. But it also brings specifi c risks that must be actively managed. Approached thoughtfully, properly planned and executed, the experience can be transformative and bring objectivity to a project.

On the other hand, the consequences of failure can leave the organisation feeling they have not received value or, worse, suffered financial loss with the consultant feeling they were expected to work miracles. This can sometimes lead to strained relationships or even litigation and damaged reputations.

The process of appointing a consultant requires careful planning, monitoring, and integration of the project to ensure a positive outcome.

IDENTIFYING THE NEED FOR CONSULTANTS

Further, the risks involved in such collaborations should be carefully considered.

COMMON RISKS IN ENGAGING CONSULTANTS

» Misaligned expectations: a lack of clarity regarding the project scope and unclear deliverables or success criteria can lead to dissatisfaction and disputes.

First, it is essential to understand what the organisation needs. Whether it is to streamline the business, install new technology, or create an AI strategy, being clear about the objective will assist in the due diligence and selection process of finding a suitable consultant for the project, and set the stage for a successful outcome.

» Confidentiality breaches: uncontrolled data access can lead to leaks of sensitive information or misuse.

» Cost overruns: poorly defined budgets or lack of contingencies for scope creep can lead to unanticipated expenses.

» Dependency risk: a failure to transfer the knowledge gained from the project can lead to the organisation being unable to sustain it post-engagement.

» Quality and suitability risk: lack of expertise, inadequate resources, or miscommunication can lead to recommendations that are not suitable for the organisation’s needs, or not feasible in practice.

» Legal and compliance risks: a failure to address regulatory requirements or contractual obligations can lead to compliance breaches and legal action.

CASE STUDIES

Poor practice

Measuring success or failure – A consultant was brought in to help with a business’s accounts to deliver to a bank to raise finance. He sorted out the accounts and made recommendations.

The accounts were questioned by the bank and the application was rejected. The company felt the consultant had failed to present the accounts in a way that would ensure the application was successful. The consultant considered s/he had not guaranteed such an outcome.

Defining deliverables - A consultant

tasked with turning around a failing business made recommendations to make the business more efficient.

However, the business failed, leaving the owners claiming the consultant had not delivered the promised value, and the consultant saying the owners had not implemented her/his recommendations.

Good practice

Avoiding scope creep and cost overruns - A consultant engaged to lead an AI strategy project was subject to a detailed project plan, linking payments to

consultants

❛❛ It is important that all the organisation’s key stakeholders are committed and aligned on the specific needs where external expertise is required. ❜❜

milestones, and regular update meetings, such that the project was delivered on time and within budget.

Avoiding over dependence – As part of the contract, a consultant engaged to streamline a business’s supply chain provided training workshops and detailed manuals to sustain improvements after the consultant had left.

NAVIGATING THESE RISKS TO SET UP THE PROJECT FOR SUCCESS

Each of these risks can have far reaching consequences. Analysing and understanding the impact of these risks is the first step to mitigating them to maximise the value of the consultant and safeguard the organisation’s business. To manage these risks effectively calls for a structured approach.

At the outset, it is important that all the organisation’s key-stakeholders are committed and aligned on the specifi c needs where external expertise is required. There is little point in embarking on a costly project if the senior management cannot agree on the objectives in the first place or are likely to disagree on the outcome.

A detailed scope and a robust contract are essential in ensuring objectives, timelines, and success metrics are clearly defined.

Thorough due diligence in the selection process is important in assessing a consultant’s credentials, track record, and soft skills to match the organisations values, not just technical expertise.

Confidentiality and data can be protected by limiting access to sensitive information on a need-to-know basis, data protection clauses, and non-disclosure agreements.

Financial controls must be put in place to monitor project spend against budget and milestones but, also, for approval of any additional work.

Performance monitoring and communication should be maintained through regular progress reviews and feedback sessions.

Knowledge transfer and capability building should be part of the deliverables to minimise dependency and ensure sustainability.

CONCLUSION

By adopting structured practices, the associated risks of engaging consultants can be managed through diligence and foresight to deliver a successful outcome, and be a force for organisational growth and transformation.

If you have any questions about the above, or would like to discuss the potential issues of selecting the wrong consultant, please contact DMH Stallard on enquiries@dmhstallard.com

By James O’Connell, Partner, Mayo Wynne Baxter

A most sinister evolution

In recognition of the hidden dangers lurking, Noel Coward in 1935 wrote a very popular song “Don’t Put Your Daughter On The Stage, Mrs Worthington”. If writing today, he might reasonably have entitled it “Don’t Let Your Daughter Buy A Franchise, Mrs Worthington.”

The core concept of franchising is brilliant: you have a great product/service, but limited cash and management time.

So how best to grow? Organic expan -

sion is slow, and borrowing to grow is both expensive and risky. Also, time may be against you: good ideas attract copycats (Dixieland Fried Chicken anyone?).

Franchising addresses these issues. You grow fast using other people’s money, with little risk (to you anyway) whilst benefiting from shared profit.

You hopefully co-opt erstwhile competitors: as U.S. President Lyndon B. Johnson said of notorious FBI Director J. Edgar Hoover, “It’s probably better to have him inside the tent pissing out, than outside the tent pissing in.”

So, as a lawyer handling franchise matters, why do I allude in the title to a sinister evolution?

Historically the best franchise operations (e.g. McDonald’s) had franchisor and franchisee working reasonably harmoniously to create an ongoing business dedicated to generating longterm income. There was a business model (e.g. making burgers) and the franchise was simply a way to grow it.

Today however, I see many operations where the franchise itself is the business model, and the concept (e.g. making burgers) is a secondary thing.

It’s sinister because many would-be franchisees think they are “partnering” with the franchisor, when in fact they are the customer (a fact rarely, if ever, revealed) - and that changes everything.

Don’t get me wrong, this bait-andswitch model can still work for both sides, but in my experience the worst of them echo the scheme immortalised in 1920’s Boston (no, not the Lincolnshire one) by Mr Charles Ponzi.

❛❛ Some franchisees are born cautious, some franchisees achieve caution, and some franchisees have caution thrust upon them. ❜❜

People want to buy into a franchise for many different reasons. For some, they lack confi dence to go it alone; others have a desire to hedge their bets by replicating an already proven business model.

To paraphrase Joseph Heller from Catch-22, “Some franchisees are born cautious, some franchisees achieve caution, and some franchisees have caution thrust upon them: with some franchisees it seems to be all three.”

With this new style of franchise, the franchisor seeks to make their profit from the franchisees in a variety of ways:

Buy in fees. There has always been an upfront “joining fee” but this used to primarily refl ect the cost of setting up and acted as a show of commitment. Profi t came from long term sales. But when the goal is pure profi t asap, such fees tend to rise signifi cantly.

Death by a thousand cuts. Like Ryanair’s charging separately for things that used to be included in the main price (allocated seats, luggage, etc.) so franchisees find themselves not only paying over a share of any profi t made, but separately for management advice, staff training, supplies/consumables, dedicated email/phone, signage, etc.).

Cost-cutting. If profit is derived from signing up franchisees, then inevitably the focus of the franchisor will be on finding the next investor, not servicing existing investors.

the goal is to sell as many franchises as possible.

Little security of tenure. If the goal is to sell franchises and to profi t from the buy in fees, then it makes sense to maximise and repeat those fees where possible. If franchisee #1 has over fi ve

franchisees is that they should be successful enough to be granted a term renewal, but not so successful that they become coveted.

Ruthless exit strategies. Traditional franchise operations were designed to grow a long-term business. The modern evolution usually has as its end goal building a network as fast as possible and then selling it.

❛❛ It’s sinister because many would-be franchisees think they are “partnering” with the franchisor, when in fact they are the customer. ❜❜

I increasingly find that service/support offered is by way of generic manuals and rulebooks - anything other than face-to-face time with the expert franchisors.

Smaller territories. It used to be common to see franchise areas described in terms of whole towns or segments of counties. Now it’s often down to postcodes. This is inevitable if

years built a successful business, then the franchisor will probably make more money selling it on to franchisee #2 than getting a renewal fee from franchisee #1. Or they may just want to take the business for themselves.

Either way, they need to be able to get franchisee #1 out cheaply, quickly and painlessly, and at a time of their choosing. The contracts I see increasingly reflect this. It seems that the message for such

Since the franchisor will get more money the more outlets they own (or the buyer can take inhouse easily) this is another incentive to ignore longer term network investment and to remove any vestige of security of tenure.

So, there you have it. By all means do become a franchisee, but please make sure that you are a true co-partner, not just a mark.

James O’Connell, Partner joconnell@mayowynnebaxter.co.uk

McDonald’s - a successful franchise model

FINANCE

Corporate Commentary

Mergers & Acquisitions can be transformative, creating new opportunities, expanding market share and driving strategic growth. Yet not every potential deal reaches the finish line.

This monthly series dives into the most common dealbreakers and dealmakers in the M&A Market. This month, we focus on the importance of due diligence.

M&A

Josie

Appleyard

Partner, Corporate, Surrey DMH Stallard

DEALMAKERS AND DEALBREAKERS

The dangers of inadequate due diligence

In any M&A transaction the due diligence process is critical for both the buyer and the seller. We outline why this process is important and the risks associated with failing to carry it out properly:

FOR THE BUYER:

If a buyer does not conduct a thorough due diligence process at an early stage, it could delay or even derail the entire deal and increase transactional costs due to the need to address unforeseen issues.

Hidden Liabilities. A buyer could inherit unknown debts, tax obligations, legal proceedings or compliance failures, reducing the target’s value. Had the buyer been aware of these issues, they could have made an informed decision on whether to proceed, and the sale and purchase agreement could include appropriate protections.

Unreliable Financials. It is crucial to assess all financial details in any M&A deal to ensure that the assumptions made in arriving at a purchase price are accurate and future value is not overestimated.

Legal or Compliance Issues. Pending litigation, contractual or regulatory breaches, or non-compliance with industry standards and regulations can stall a deal or create complications. Fines for compliance failures can be substantial, often linked to turnover and any reputational damage could have longlasting effects. A change of control could trigger termination clauses in contracts, risking the loss of key contracts or funding.

Consents. Some transactions require prior approval from the government. Proceeding without the necessary consent can result in severe penalties or even criminal charges.

Overpaying. Failing to fully evaluate the market, competition and growth opportunities can lead to overpayment. By identifying these issues early in the process, the buyer can be protected from paying too much.

Integration Challenges. Retaining key employees is often critical to success, and the buyer can understand business culture and address concerns during the due diligence process.

FOR THE SELLER:

It’s important for the seller to ensure that all of the target’s documents and procedures are in order. This helps minimise the risk of the buyer identifying issues that could lead to additional liabilities for the seller in the sale and purchase agreement.

Being prepared also helps the seller identify issues that should be addressed in the disclosure letter - a key document for the seller to limit liability under the sale and purchase agreement.

The seller should ensure the following documents are in order:

• statutory books and minutes, corporate records and any existing shareholder agreements

• accounts, financial records and tax documents

• trading contracts (both customer and supplier)

• employment contracts and pension details

• data protection policies and procedures

• IP and IT licences

• regulatory licences

• property information and documentation

• environmental and health & safety records

Our corporate team is here to assist with the due diligence process and to guide you through the M&A transaction.

For any queries or an early discussion, please contact Josie Appleyard on 01483 467407

Super

Printing

Access

30 minute keynotes with 10 minute intervals + Q&As

THOUGHT LEADERS

Emma Draper • Velvet • Founder

30 Minute Talk + 10 Min Q&A

Toby Moore • Possible • Co-Founder

30 Minute Talk + 10 Min Q&A

Reimagine How You Talk About Your Work.

From Barely Paying the Mortgage to a Multi-Million Pound Brand. How I built a business that brings joy — and profit.

Pippa Moyle • City Girl Network • Founder

30 Minute Talk + 10 Min Q&A

The Power of Community-Led Marketing.

Emma is an Entrepreneur, Founder and CEO of Award Winning Retail Store –Velvet Hove. Which is the hugely popular multi million pound retail business in Brighton.

Toby the TedX Brightonian who is Commercialising Earth & Space Missions | Developing pitches, talks, go-to-market plans with founders to reveal their work to the world.

Pippa is the Visionary Entrepreneur behind the City Girl Network, a social network that empowers and connects with over 160K+ women in 25 Communities in the UK.

Kyriakos Baxevanis • Nostos Hove • Co-Founder 12:20pm

30 Minute Talk + 10 Min Q&A

From Crisis to Community: Unlocking Business Success Through Collective Well-Being.

Kyriakos is an Entrepreneur, Founder of Nostos Restaurant, Nostos Catering UK, Be Well Live Well & Little Jasmine Therapies, and he’s an investor, mentor and lifelong learner. 10:20am 11:00am 11:40am

Honouring excellence, uniting professionals and celebrating success

FINALISTS ANNOUNCED

SEPTEMBER 24TH 2025

JUDGING BEGINS FOR THE COUNTY’S TOP BUSINESS AWARDS

The Surrey Business Awards, held in proud partnership with Surrey Chambers of Commerce, have once again attracted the very best of the region’s business community. As the most prestigious celebration of business excellence in the county, these awards shine a spotlight on innovation, resilience and outstanding achievement across every sector. The entry deadline has now officially closed and the competition is fierce. Dozens of remarkable businesses have put themselves forward. Now it’s over to the judges.

Our esteemed panel of industry experts and business leaders is currently reviewing each submission in detail, identifying those who stand out for their impact, creativity and success. With such a high calibre of entries, the task is no easy one.

SAVE THE DATE | NOVEMBER 12TH 2025

The winners will be revealed at a spectacular awards ceremony on November 12th at G Live in Guildford. This exclusive evening promises to be a true celebration of Surrey’s vibrant business community, bringing together the region’s most inspiring companies and leaders for a night of recognition, connection and celebration. Join the waiting list - surrey@platinummediagroup.co.uk

ROGER WADE THE ACTIVIST ENTREPRENEUR

Roger Wade has never been afraid to make speak up, whether in business, in politics, or at his beloved Brighton & Hove Albion. He is best known as the founder of BOXPARK, the business which launched hugely popular, pop-up hospitality spaces built from shipping containers. In fact, Roger has spent more than three decades reshaping British retail and consumer culture

His entrepreneurial journey began in 1989 with Boxfresh, one of the UK’s first streetwear brands. What started as a Camden market stall grew into a global label stocked in more than a dozen countries, before being sold to Pentland Brands in 2005. Never one to sit still, Roger went on to create BOXPARK in Shoreditch in 2011, later expanding to Croydon and Wembley. The venues, part shopping, part street food, part live entertainment, became cultural landmarks.

Today, Roger is focused on BoxFund VC, the venture capital firm he launched in 2023 to back early-stage UK consumer brands with a clear sense of purpose. He believes business should pursue a clear purpose as well as profit. It’s a philosophy that runs through his investments and his outspoken presence on LinkedIn and Instagram.

In this candid interview with Ian Trevett, Roger reflects on the highs and lows of building businesses, his frustrations with British politics, and why he refuses to stay silent on important issues such as Gaza.

You started young in business with Boxfresh. Why do you think you had such an entrepreneurial outlook?

I think I became an entrepreneur because I realised that if I didn’t employ myself, no one else was going to – I got fired from my first three jobs! I’d always been a bit entrepreneurial. At school, I ran the tuck shop. At university, I put on club nights.

But when I started Boxfresh, it all clicked. I took to entrepreneurship like a duck to water. I discovered I was good at something. And the rest, as they say, is history.

What was the original spark behind BOXPARK, and how has it evolved compared to your vision?

I’ve always believed in physical retail. To me, shopping online is like watching fireworks on TV — it just doesn’t give you the same experience. Even when everyone was talking about the “death”

❛❛ If we let physical retail die, we won’t just lose shops — we’ll lose community spaces, jobs, and culture❜❜

of the High Street, I never believed it. People still love to touch and feel products.

I’d always had this fascination with shipping containers. I love their industrial aesthetic. Back at Boxfresh, I even built a container shop as a concept. Then one night, I had the idea: if you can make one shop out of a container, why not a whole development?

I had a friend in the US running a retail development, so I thought, “If he can do it, why can’t I?” That’s how BOXPARK was born. As Steve Jobs said, I connected the dots of my life.

Did you ever imagine it would grow so big? What was the secret to its success?

Honestly? Yes, I did. I told my PA at the time, “I’m going to build BOXPARK — and it’s going to be huge.” Ten years later, we sold the business for £50 million.

I think that’s one of my strengths: I always know my destination before I start the journey. With Boxfresh, I built the business with the clear goal of eventually selling it — and that clarity helped drive every decision.

Why did you decide to sell, and how do you work with BOXPARK now as a non-executive?

The truth is, I received a fantastic offer of more money than I could ever spend in a lifetime. I’d been CEO of BOXPARK for over 10 years, and I was starting to feel burnt out. It felt like the right time.

Today, I’m the second-largest shareholder but no longer the majority owner. It’s sometimes frustrating because there are things I’d do differently, but I have to respect the fact that I’m no longer in charge day-to-day.

You launched BoxFund to support young businesses. What gaps are you trying to fill?

When I sold BOXPARK, my daughter said to me, “Dad, you’ve made loads of money, but what else have you really done with your life?” That hit me hard as she was right.

I came from humble beginnings. The first 25 years of my career were spent working to create security for my family. Now I want to spend the next 25 years, if I’m lucky, making the world a better place.

BoxFund invests in brands with purpose - companies that don’t just want to make money, but want to make a positive impact.

What do you look for in the founders you back?

Hunger, humility, and talent.

It’s tough because some entrepreneurs think they know everything, but business is unforgiving. One major mistake can take you out completely. I back founders I feel I can work with, trust my instincts, and look for people who are open to learning. It’s not so different from hiring employees.

How do you see the future of UK retail and hospitality, especially for independents?

I’ve been very vocal about the importance of saving our High Streets. Politicians have been short-termist when it comes to retail and hospitality, yet this

sector is the largest employer in the UK.

Right now, US tech giants like Amazon are wiping out British retail. We’re not asking for subsidies, just a level playing field. Amazon pays no corporation tax here and far less in business rates than High Street shops. That has to change.

Success in retail comes down to three things:

1. Product. If you don’t have a great product, you won’t survive. Physical retail is still the best environment to showcase products because customers can touch and feel them.

2. Traffic. You need customers. Online, brands are now paying a “sales tax” to Google, Meta, and Amazon just to be visible — it’s expensive and inefficient.

3. Conversion. Physical stores convert 1 in 10 visitors into customers, whereas online it’s closer to 1 in 100.

❛❛ We need more thoughtful, long-term policymaking not government by Twitter slogan ❜❜

Relaxing at BoxPark

❛❛ Despite everything, Britain remains one of the best places to start a busines ❜❜

If we let physical retail die, we won’t just lose shops — we’ll lose community spaces, jobs, and culture. I still believe in a bright future for UK retail and hospitality — but only if we act now to level the playing field.

POLITICS & ECONOMY

You’ve always been outspoken on politics as well as business. What drives your passion for politics?

Actually, I wasn’t always outspoken. I only really became politically engaged around the time of Brexit.

I’d spent nearly 15 years running Boxfresh, trading internationally, working with Europe, and I knew first-hand the benefits of being part of the EU the largest single trading market in the world. I felt Boris Johnson and his allies were selling the public a false bill of goods.

I wrote to the 2 million visitors and followers of BOXPARK saying, “Don’t believe what you’re being told, Brexit will be a disaster.” Sadly, I think I was right. It’s been catastrophic for the country.

That was the moment I started speaking out and I haven’t really stopped since. I mainly use LinkedIn (and more recently Instagram, after the Brighton ban situation), but the truth is I wish I didn’t have to speak up at all.

We should have great politicians with moral fibre who speak for us. But right now, too many of them are obsessed with polling numbers and getting re-elected rather than doing what’s right. I’ve been deeply disappointed with the Tory government of the last 14 years, and frankly disillusioned with Keir Starmer’s Labour too.

Starmer seems to be playing to Nigel Farage’s tune rather than challenging

him. What he should be saying is: “Nigel Farage is a joke he helped create many of the problems we’re now facing. We have bigger issues to deal with.”

When politicians fail to lead it leaves a vacuum that business leaders and journalists like James O’Brien, and campaigners end up filling. That’s why I speak out.

Aside from Gaza, what’s your opinion of the government’s approach to the economy and society? Are today’s problems inherited, or the result of current policy?

Let’s be clear: Labour is inheriting a £40 billion fiscal tax black hole. Analysts like Bloomberg and the OBR have shown that Brexit has cost the UK economy around £150 billion in lost trade which translates to roughly £40 billion in lost tax revenue.

So yes, most of the higher taxation and economic pain we’re feeling today is the direct result of Brexit and therefore the Tory government that pushed it through.

What frustrates me is that Labour has effectively “adopted”

Roger in a box - all his companies have ‘Box’ in the title

Brexit rather than saying what everyone knows it’s been a disaster. In business, if you make a mistake, you fix it and move on. Instead, Labour is doubling down, and I just don’t understand it.

Some critics say business leaders should stick to business and stay out of politics. How do you respond?

That’s rubbish. The problem is, politicians aren’t doing their jobs properly. They’re chasing votes, not leading with moral courage.

So, as business leaders, journalists, commentators we have to fill that void and speak up. Ideally, that should be the job of our prime minister and political class. But until they start doing what they were elected to do represent voters and make tough decisions others

will have to step in.

Do you think Britain still encourages entrepreneurship the way it should?

Yes despite everything, Britain remains one of the best places to start a business. We still have great support structures like SEIS and EIS that encourage early-stage investment with tax reliefs. Our financial sector remains worldclass. We’re still one of the biggest markets for private equity and VC deals.

But we’re in danger of losing that advantage. Without access to the EU single market, we risk becoming a small player. We need to reconnect to larger markets if we want to keep our entrepreneurial edge.

If you could redesign the economy to better serve entrepreneurs,

what political changes would you like to make?

I’d like to see less polarisation and more balanced, middle-ground decision-making. Social media has created an environment where extreme, clickbait positions get rewarded, and that’s dangerous.

We need more thoughtful, long-term policymaking not government by Twitter slogan. Our leaders talk about “stopping the boats” and other soundbites while ignoring the real, existential issue: the economic fallout from Brexit.

I’d also like to see politicians stop interfering for the sake of headlines and start focusing on building a stable, fair business environment and a level playing field for entrepreneurs.

Democracy shouldn’t be driven by algorithms or outrage. We need moral lead -

❛❛ I have serious questions for Brighton & Hove Albion and I’m not going to stop asking them.. ❜❜

ership, not moral grandstanding. Until we get that, I fear we’ll keep lurching from one crisis to another.

GAZA ACTIVISM

You’ve been very outspoken about the humanitarian crisis in Gaza. Why is this issue so personal to you?

I wouldn’t say it’s personal just to me it should be personal to all of us.

I find it unbelievable that, in this day and age, we are allowing a genocide to unfold in plain sight. I used to ask myself, “How did ordinary Germans allow the Holocaust to happen?” Well, now I know: it happens when the majority are silenced.

We are seeing governments including the UK, the US, and of course Israel work to suppress reporting and control the narrative while atrocities take place. The reality is that there is a genocide happening in Gaza. Conservative esti -

mates put the civilian death toll at over 50,000, some sources suggest over 150,000 the majority of them children.

Gaza is one of the most densely populated places in the world. Over a million people are now at risk of starvation. The United Nations has declared famine conditions. The International Court of Justice, the UN, and governments from Ireland to Spain have all accused Israel of committing genocide.

We must stop hiding from the truth: Israel is committing genocide. No one condones the actions of Hamas on October 7th but that does not give Israel a free pass to wage state-sponsored extermination.

For me, it comes down to something very simple: I will always stand up for people who are being persecuted regardless of their race, religion, gender, or sexuality. And there is nothing anti-Semitic about being anti-genocide. Suggesting otherwise is just a tactic to silence people. If you remain silent in the face of this, you are complicit.

What happened at Brighton & Hove Albion when you wore a Palestine shirt?

It’s largely public now, but here’s what happened.

At the opening home game of the season, I wore a Palestine football shirt. I’d checked the rules replica shirts are allowed where I sit and I’d seen UEFA display a banner that said “Stop killing children” in support of Palestine the previous week.

I was careful to cover the shirt while in the hospitality area. When I entered the stadium, I removed my jacket, took a quick photo of myself wearing the shirt, then sat down quietly. At half-time, I put my jacket back on and returned to hospitality.

That’s when I was approached by a steward, who was speaking into a bodycam microphone, saying, “We’ve found the gentleman; we’re escorting him outside.” I asked why several times — and they refused to explain. Eventually, they said it was “about what you did on the pitch.” Well, all I had done was take a photo wearing a Palestine shirt.

I refused to leave because I didn’t think

the request was reasonable. I covered my shirt for the second half, stayed for the game, and left peacefully afterwards.

Instead of an apology for what I saw as discriminatory treatment, I was given a five-match ban and asked to sign a “behaviour contract.” I won’t sign a behaviour contract for wearing a Palestine shirt and I’ve now publicly questioned the club’s actions in an open letter to CEO Paul Barber.

My question is simple: if Brighton’s players can wear yellow-and-blue kits in support of Ukraine, if they can take the knee against racism, if they can hold a minute’s silence for Diogo Jota, why can’t I quietly wear a Palestine shirt in solidarity with civilians being killed?

And there’s a bigger issue: last year, over 800 Brighton fans signed a petition asking why the club was still employing

Tomer Hemed, who had publicly posted that Palestinians were “animals” who “deserve to die.” To my knowledge, the club never addressed that. If you employ someone who spreads hate speech, what message does that send especially to young Muslim players in your academy?

I have serious questions for Brighton & Hove Albion and I’m not going to stop asking them.

Do you believe business leaders have a responsibility to speak out on human rights, even if it risks controversy?

Absolutely, but it’s not just business leaders. Everyone should speak out. Gary Lineker is a brilliant example he stood up and used his platform. Too many media outlets are too scared to upset lobby groups. That’s like worrying about the

The football shirt that displeased the Brighton & Hove Albion stewards

❛❛ Young people need to get political. They need to question authority and understand that democracy is fragile. ❜❜

feelings of a murderer instead of standing up for their victims.

Israel has killed over 20,000 children. Their snipers openly boast about killing children. Their soldiers film themselves looking for “babies to kill.” I have zero sympathy for those actions and silence only enables them.

Have you faced backlash for your views? How do you deal with it?

Yes, of course. Some of it has come from pro-Israel groups, which is unfortunate, because many Jewish people including friends of mine do not support Netanyahu’s government or its actions. Some of it has also come from far-right football fans online, who resort to abuse.

I’ve even had potential investors walk away. But you know what? I can take it. I’d rather stand for something than stay silent to protect my reputation.

What role do you think our younger generations should play in shaping

Britain’s future?

They need to get political. They need to question authority and understand that democracy is fragile.

My own kids were born as European citizens. That right was taken away from them because of Brexit. We are drifting toward a society where democracy is being replaced by authoritarianism.

And we need to be very clear: there is nothing good about Trump, Netanyahu, or Putin. These are not leaders to emulate.

REFLECTIONS & ADVICE

What’s the best piece of advice you could give to entrepreneurs starting out today?

Start now. Don’t wait. Decide whether you want to spend your life following someone else’s rules or living your own dream.

I love what my friend Simon Squibb is doing, encouraging people to follow their dreams. Read his book. Take the leap.

Are there mistakes you made that you’d warn others against repeating?

Yes but I see mistakes as opportunities.

Every problem is a chance to innovate. When we launched BOXPARK, we thought it would be about retail but it turned out the real success was street food. When we nearly lost our alcohol licence, we took over the bars and that became a major revenue stream.

So don’t fear problems. Lean into them. Some of my biggest successes have come from my biggest crises.

Looking back, what achievement are you proudest of?

Being a dad. And a husband. The businesses are great but my family will always be my proudest achievement.

Which independent brand excites you most right now?

I’m going to plug one of my own investments Nuud Gum.

99% of gum on the market is made of plastic, which litters our streets and, as we now know, ends up inside our bodies —even our brains. Nuud is plant-based, plastic-free, and fighting to change the industry. I love what they’re doing. ‘ Chew plants not plastic ! ‘

Favourite book or podcast recommendation?

Simon Squibb’s book is a must-read for anyone who wants to follow their entrepreneurial dream.

For podcasts, I love Empire for history, The Rest Is Politics for politics, and How I Built This for entrepreneurial inspiration.

If you weren’t in business, what would you be doing?

Honestly? I don’t know. Business gave me purpose. As a student I was underperforming I never really fulfilled my potential until I found entrepreneurship. Business gave me the chance to excel.

How would your friends describe you?

Tenacious!

You are invited to Alchemist’s Dead Man’s Ball - Brighton’s spookiest Halloween party.

Shiver your timbers with live performances, scary flash mobs and a deadly DJ set. Feast on a hog roast or vegetarian option, and swig your welcome drink.

Dress like a pirate (deceased!) or walk the plank.

Book fast - places are limited!

A quarter century of adventure

Millie Green chats with Justin Sayers about running Adventure Connections for over 25 years, and going from owning no computer to running “the Booking.com for Christmas parties”.

Justin Sayers first met Fi Shafer, MD at MDHUB, at Brighton Airport. His office at the time was somewhat rough and ready, so the airport proved a safer bet. Justin had just founded Adventure Connections, an events business tailored to stag and hen parties, group holidays and corporate trips. Justin shared that “I didn’t even have a computer: I literally had to go to a friend to search for company name and to register the business.”

He was warned early on by an advisor at the Sussex Business Advice Bureau that “you’ll be paid less, and it’s

going to take so much longer than you think,” but Justin was determined. 25 years later, Justin admitted “he was so right!” But he’s absolutely loved the journey to where he is today.

At the time, MDHUB was trading as the hub100, and it was perfectly placed to support Adventure Connections as it

❛❛ The rapid pace of the events industry requires constant collaboration, and hybrid working simply doesn’t move fast enough. ❜❜

grew. Justin has found his regular workgroups invaluable and he explained that “I really love the core values that both Fi and Phil endorse: a peer-to-peer opportunity to support one another.” Justin shared that MDHUB has also acted as “critical personnel we can parachute in if we’re in need”. For example during the 2007/2008 recession, which proved difficult to navigate for the company.

After several tricky periods, the company have introduced a risk register. From Justin’s perspective, “the big risk is mental health. It’s incredibly prevalent within

❛❛ The swans are gliding beautifully along the top; underneath, the legs are going ten to the dozen! ❜❜

business owners and directors and there’s a high risk of undiagnosed issues related to and contributing directly to the state of mind.”

To mitigate these risks, Justin has a bank of options including “turning off, taking a holiday, playing sport, healthy eating, and of course talking about problems in my MDHUB workgroups.”

At its core, Adventure Connections is the result of Justin’s bold approach and his desire to “get stuck in” with the running of the business. He encourages his team to do the same: “experiential learning is something I’m keen to promote. it’s super important to allow everyone to make acceptable mistakes and develop from this – and I have made more mistakes than anyone I know!”

Making mistakes is an accepted part of working life; it also reduces pressure on staff to get things perfect every time, and gives them the space to try new ideas without the fear of disciplinary action.

Another key part of the business’ success is that most of their team work full-time in the office. The rapid pace of the events industry requires constant collaboration, and hybrid working simply doesn’t move fast enough.

To encourage the team to come into the offi ce, Justin has invested in fantastic offices with breakout spaces for downtime, kitted out with a projector for watching films, an Xbox and table tennis. These features make it possible to truly switch off for a few minutes over lunch before returning to work.

These days, technology is integral to

Adventure Connections’ business model. Justin explained more: “Technology has always been the essential backbone along with experience.”

These days, the technology is so advanced that it’s essentially running itself: with integrations with different suppliers for different experiences throughout the website, far less admin is required to get an events package together.

Nikki Gatenby, one of MDHUB’s coaches and former MD at Propellernet, joined Adventure Connections’ Advisory Board in 2022. Her honesty and guidance has been instrumental, and encourages Justin to set bigger and braver goals for the future of the business.

One of Adventure Connections’ largest projects is The Office Christmas Party, an events service specifi cally tailored for festive corporate events.

With over 1.3 million partygoers already supported, Justin is excited to see how it continues to progress. From small teams of 10 with a sensitive budget up to companies with 1000s of employees and six-figure budgets, the team are continuing to expand their offering for business across the country.

Laughing, Justin shared that the swan analogy suits the Adventure Connections team: “the swans are gliding beautifully along the top; underneath, the legs are going ten to the dozen!” But for the guests on their trips, it’s plain sailing. Justin explained: “We support our guests just like MDHUB supports our business.”

https://www.mdhub.co.uk/

https://www.adventureconnections. co.uk/ https://officechristmas.co.uk/

TO GROW

250 & GROWING

University of Brighton marks a major milestone as the 250th local business leader completes its Help to Grow programme.

The achievement highlights the university’s crucial role in supporting the growth of Small and Medium-sized Enterprises (SMEs) across the region.

As SMEs account for 99.8% of the UK business population, their success is a national priority. Help to Grow, a government-funded initiative, is designed to provide senior leaders with the tools and knowledge needed to scale their companies.

Nationally, 91% of participants have

reported improved leadership and management skills and would recommend the programme to others.

The 12-week course, delivered through a blend of in-person and online sessions, equips leaders with the skills to develop a robust business growth plan with the support of university experts and a dedicated one-to-one mentor.

Adam Jones, Help to Grow Programme Director at the University of Brighton, said. “It is immensely satisfying seeing our 250th business leader complete Help to Grow with us.

“We understand how diffi cult it is for SMEs to survive and thrive locally. We are proud to continue this support with three new cohorts of our Help to Grow programme starting in September and October 2025.”

To mark the milestone, he has been catching up with the success stories of past participants.

One of these is Rebecca Smith of Pruden and Smith, a luxury jewellers in Ditchling.

“After 35 years as a bricks-and-mortar business, we made the bold decision to transition online and embrace digital transformation. Our goal was clear: leverage our rich history of design and craftsmanship to fuel growth in a digital-first world. I joined the Help to Grow programme to learn how to implement this.

“Central to our success was restructuring our organisation to support scaling efforts. We partnered with a mentor who specialised in both our sector and digital strategies, helping us

❛❛ As SMEs account for 99.8% of the UK business population, their success is a national priority.❜❜

build the tools to measure and optimise our ad spend across multiple platforms.

“This collaboration allowed us to increase our ad budget fourfold, with clear results in both campaign effectiveness and profi tability.

“To streamline operations, we simplifi ed our product offerings, which freed up resources for increased order volume. We also implemented auto-

mated tools for tracking breakeven points and profits across platforms, providing a holistic business overview.

“The results speak for themselves: in the year of completing the course, sales grew by over 20%, while online sales surged by 250% after launching on Shopify. This digital shift not only improved our bottom line but also positioned us for sustained growth in the future.”

We only have a few no cost places left on the Crawley course starting Oct 25. Platinum and Dynamic have sponsored a limited number of places so sign up now quoting ‘Platinum’.

https://www.brighton.ac.uk/business-services/ professional-development/help-togrow/index.aspx

England Women’s International T20 at Hove - Ballot Open!

Sussex Cricket Launches Ticket Ballot for England Women’s International T20 at Hove

Sussex Cricket is excited to announce the opening of the official ticket ballot for the England Women’s International T20 against New Zealand Women at The 1st Central County Ground, Hove, on Monday 25 May 2026.

The ballot opened on September 2nd, and will close at 11.59pm on September 30th. By entering the ballot, fans will have the chance to guarantee their place at this unmissable fixture – and secure tickets at the lowest possible price before general sale.

Taking place during the May half-term holiday, the match is the perfect opportunity for families to enjoy a night of world-class cricket together in a friendly, welcoming atmosphere.

England Women have a rich history at Hove – with two of the last three internationals at the ground selling out – making this one of the hottest tickets of the summer.

The 2026 clash promises another night of high-energy, world-class cricket in a family-friendly atmosphere.

How the ballot works:

• Fans can enter the ballot for free via the Sussex Cricket website from September 2nd.

• Successful entrants will be notified and given the exclusive opportunity to purchase tickets at the cheapest price available.

• Any remaining tickets will be released for general sale on October 15th.

Sussex Cricket Members and previous Women’s International purchasers will also be given an exclusive window to buy tickets before they go on general sale.

Pete Fitzboydon, CEO of Sussex Cricket, said: “It’s always special to welcome England Women to Hove, and we know how much these matches mean to our fans and the local community, who support Women’s sport so passionately.

“With two of the last three sell-outs, demand will be huge again in 2026, so the ballot is the best way to make sure you don’t miss out – and to get the best price.”

Head to www.sussexcricket.co. uk to enter the ballot for tickets

2025 CATEGORIES

Large Business of the Year (£5m+)

COMMUNITY HERO AWARD

Best Customer Service Award

BEST NEW BUSINESS AWARD

Business Growth Award

BUSINESSPERSON OF THE YEAR

CEO of the Year

COMPANY OF THE YEAR

ENTER

Employer of the Year

GAMECHANGER OF THE YEAR

International Business of the Year

MEDIUM BUSINESS OF THE YEAR (-£5M)

Professional Services Award

FUTURE TALENT OF THE YEAR

Property Law Firm of the Year

SMALL BUSINESS OF THE YEAR

Businesses may submit up to three entries and must have an office based in Sussex. A £25 entry administration fee applies per category and the entry deadline is September 17th 2025.

DOWNLOAD ENTRY FORMS ONLINE

By Paul Bates, Managing Director, Cleankill Pest Control

Pest control should be a top priority

Pest activity in any building can pose unacceptable risks to staff and visitors while undermining reputation and public confidence. That’s why pest control should always be a priority for any business.

While most healthy adults can usually cope with a sting from a wasp, bites from spiders and bedbugs or salmonella, the consequences for vulnerable staff or customers can be very serious.

Knowing your pest control services are in safe hands means your team can dedicate itself to running your business.

All pest control providers should focus on preventing pest problems from happening in the first place. Cleankill’s way of working is Exclusion, Restriction and Destruction (as a last resort).

‘Exclusion’ means that staff look at

where pests are entering a premises and make sure any entrance points are blocked. ‘Restriction’ means creating unfavourable conditions for pests and

contributes to a pest problem. For instance, if shrubs haven’t been cut back properly they can offer harbourage to rodents and pest birds. Or, if cleaning

❛❛ Cleankill’s way of working is Exclusion, Restriction and Destruction (as a last resort) ❜❜

‘Destruction’ means the chemical and physical elimination of pests.

It’s important to keep your pest control contract separate from other services such as landscaping and cleaning –sometimes called ‘bundling’ – because sometimes there can be a conflict if poor landscaping or cleaning work

staff have been leaving crumbs, forgetting to empty bins or not disposing of rubbish properly, their mistakes can lead to infestations.

If the pest control contract is separate, the pest control technician can raise any issues about landscaping or cleaning with the premises manager. If the technician works for the same company as the landscaping and cleaning staff, it would be difficult to criticise colleagues.

It’s far better to let pest controllers be your ‘critical friends’. They will sometimes become unpopular with other contractors, but it’s their job to solve pest infestations and these can sometimes require changes in working practises.

Cleankill Pest Control Technician Beth Pemberton-Hill looks after a number of historic properties.

KEY ADVICE

• Act promptly to prevent an infestation from spreading to other areas

• Check your proposed contractor belongs to a recognised trade association such as the British Pest Control Association

• Obtain RAMS documentation prior to treatment

• Ask the contractor to provide COSHH sheets for any chemicals used on site

• Obtain a copy of the contractor’s Public Liability Insurance.

CHOOSING A PEST CONTROL COMPANY

Don’t assume that the big brands offer the best value or service, it can be the opposite. With shareholders wanting better returns, the larger companies can put a lot of pressure on their salespeople who then become focused on their targets rather than the problem they are trying to solve for the customer. Some will take any opportunity to they can to sell extra items or services that you might not need.

Consider using smaller regional companies which are usually large enough to afford to invest in good training, accreditations and the latest products and services, but don’t have the huge overheads and marketing costs associated with national brands. They are normally privately owned.

With any pest control contract, you should carefully examine any hidden costs and extras that may be charged alongside the charges for regular site visits. Do compare the original contract with what you are actually being charged.

Evidence that staff are well trained is very important. Look for proof such as Investors in People. Also has the company won any awards? It’s a sign that the business has received external scrutiny and is proud of its service.

Insurance should include public liability insurance and employers’ liability - both up to at least £10 million for a regional company.

Cleankill was the first pest control company in England to attain the Gold Investors in People standard and was named ‘Company of the Year‘ in the British Pest Control Association Awards. Accreditations include: BPCA, CHAS Premium Plus; Avetta; SafeContractor; ConstructionLine; PICS; CEPA; ISO 9001, ISO 14001 and EN 16636 - the European quality standard for pest management services.

Award-winning Cleankill Pest Control specialises in providing commercial and residential pest control services across London, Surrey, Kent, Sussex, Hampshire, Bucks, Bristol and the rest of the country. For further information, go to www.cleankill. co.uk or call 0800 056 5477

NATURAL PHENOMENA TRAVEL

Vinicunca

Peru’s Rainbow Mountain

Tucked high in the Andes, Vinicunca looks like an artist has swept giant paintbrush strokes across its slopes. Stripes of red, ochre, turquoise and green ripple across the mountainside, the product of mineral rich rocks. This summit was covered by snow and ice up until 2015, when melt revealed the colours to us for the first time.’

The climb is challenging trek to above 5000 metres but the payoff is standing on a ridge as the Andes stretch before you, coloured in ways you can scarcely believe are real.

Best time to go: May to September, Peru’s dry season, for clear skies and the sharpest colours.

Travel than extraordinary. wonders

PHENOMENA TRAVEL

Travel with the intent to experience natural phenomena is on the rise. More than ever, we want moments that lift us out of the everyday and into the extraordinary. From rainbow mountains to glowing seas the world is full of wonders that appear for only a season, an evening, or even just a few minutes.

By Tess de Klerk

TRAVEL

Travel today is not just about places but about experience. The thrill of being in the right place at the right moment is the new luxury.

Resorts and predicable tours are being traded for the chance to watch mountains blaze with colour or waterfalls glow as if on fi re. Here are some of the most mesmerising spectacles on Earth and when to catch them at their best.

A World of Wonders

The magic of these phenomena lies in their rarity and impermanence. They cannot be bought or guaranteed. They demand patience, timing and sometimes luck.

That is exactly what makes them unforgettable. To stand beneath a sky rolling with vertical clouds or on a mountain striped like a rainbow is to be reminded that the Earth is endlessly magical. And these experiences will stay with you far longer than any souvenir.

Firefall - Yosemite’s Flaming Illusion

For a few short evenings each February, Yosemite’s Horsetail Fall appears to turn into falling flames. The setting sun hits the waterfall at just the right angle and for a short time the cascade glows as if it is burning.

The phenomenon lasts only minutes and requires perfect conditions; enough water in the fall, a clear sunset and you in the right spot. But when it all comes together, the sight must be spellbinding.

Best time to go: Mid to late February in Yosemite National Park, California.

Laguna Colorada - Bolivia’s Red Lagoon

High on the Bolivian Altiplano lies a lake that gleams crimson red against a backdrop of snowy peaks. Laguna Colorada’s hue is due to algae and minerals. The effect is clearly breathtaking - a palette of red, pink, blue and white spread across wilderness. Imagine the wind whistling across the plateau, the air is thin and depending on the season, bright pink flamingos bath and feed in its waters. Otherworldly.

Best time to go: May to November, during the dry season for the clearest views.

Bioluminescence

During some nights, the ocean becomes a canvas of light. Microscopic organisms turn every ripple into electric blue fire and with every paddle stroke or footstep the water comes alive.

In Puerto Rico’s Mosquito Bay you can kayak under starlit skies as the sea glows around your boat. In the Maldives, waves crash onto the beach in a spray of blue sparks.

It is one of the most magical natural encounters I have ever experienced - the sea itself glittering as if alive.

Best time to go: Year-round in Puerto Rico, July to February for glowing beaches in the Maldives.

Salar de Uyuni

Bolivia’s Infinite Mirror - Imagine standing where sky and ground become indistinguishable, where clouds float beneath your feet as well as above your head. During the rains, Bolivia’s Salar de Uyuni becomes a perfect mirror - the largest in the world. At sunrise and sunset the reflections are flawless. I can only imagine standing on a giant reflective surface when the sun sets - effectively above and below me.

During the dry season the flats are perfectly white salt polygons stretching into forever.

Best time to go: January to April for reflections May to November for the dry salt desert

For a few short evenings each February, Yosemite’s Horsetail Fall appears to turn into falling flames

Monarch Butterfly Migration Mexico’s Living Tapestry

Every year, millions of monarch butterflies travel thousands of kilometres from Canada and the United States to central Mexico.

Deep in the fi r forests of Michoacán and Estado de México, they cluster on branches in thick blankets of orange and black. When sunlight breaks through, the air explodes with colour as the butterflies take flight in great clouds. It is not just a sight, it is sound, a whispering of millions of wings.

Best time to go: Late November to March, within the Monarch Butterfl y Biosphere Reserve.

Morning Glory Clouds

One of the rarest atmospheric phenomena in the world, Morning Glory clouds appear in northern Australia as enormous rolling cylinders of cloud stretching for up to 1000 kilometres across the sky. They glide silently just above the horizon, creating the impression that the sky itself is in motion.

❛❛ To stand beneath a sky rolling with vertical clouds or on a mountain striped like a rainbow is to be reminded that the Earth is endlessly magical ❜❜

Burketown in Queensland is the best place to see them, where pilots and gliders chase the waves for a truly surreal aerial experience. For those on the ground, the sight of these huge cloud rolls drifting past at dawn is said to be nothing short of mesmerising.

Best time to go: Late September to early November, at the end of the dry season in the Gulf of Carpentaria.

AUDI RS e-tron

❛❛

OK, time to fire it up! An anticlimax of course. For all the power the Audi has, pressing the start button is a non event.

❜❜

Guest

review

by

Damien Burke

Introduction by Motoring Editor, Maarten Hoffmann.

Having edited this very well read motoring section for over 16 years and occasionally (very occasionally) l release the reins to a guest editor - and this is one of those rare events.

Damien Burke, courtesy of Chris Goodman of the Focus Foundation, took the keys (from my dead cold hands) of this month’s car and spent the week with it - and no run-of-the-

mill car at that, but the Audi RS e-tron GT - the company’s latest barnstorming EV. This is Damien’s review:

At home, we have a 1.6 hybrid and a 3.8 v8 so thus far have had no need for a home charger. So when Audi offered us the chance to test drive their new RS e-tron GT my first thought was ‘could we live with an electric car without a home charger?’ It’s a valid consideration given millions of homes don’t have access to off-street parking and therefore an accessible home charger.

When it arrived, I briefl y got distracted from the brief, the car is stunning and the ‘progressive red’ body work made a nice change from the greys and silver this often comes with. Interior is nicely done, if a little boring for a car that can go 0-60mph in 2.8 seconds (with launch control) but the real let down is the infotainment system. It failed to connect multiple times, via myAudi app and CarPlay. This could be user error but I’ve connected to dozens of cars over the years without this much trouble.

GT

OK, time to fire it up! An anticlimax of course. For all the power the Audi has, pressing the start button is a non event. I’m only popping to the shops but a bit of excitement doesn’t hurt. As I don’t have a home charger, I decide to park in the massive spaces at the supermarket designated for EVs and plug in. It’s kind of a flip in the way of thinking, lots of people go to fill up with petrol and then shop at the mini supermarket at the station but why not go shopping and fill up, with the added advantage you are less likely to get doored!

The following day I decide to take it for

a long spin on country roads. Here’s the excitement I was missing! The acceleration is incredible, the steering is very responsive and the combination of wide base and tyres makes for tons of mechanical grip, perfect for B roads. You will not get stuck behind a caravan or tractor!

Later in the week I had a couple of meetings in London, not a trip I would normally make by road but according to the satnav there were plenty of charging stations and parking and currently there is no congestion charge

for EVs, although this concession is being removed in January 2026. It was a fairly easy and stress free drive, adaptive cruise control made short work of the motorway and the 4 wheel steering made navigating around central London easy at slow speeds (apart from mini roundabouts that seem to make it squirmy).

The satnav was incorrect though, lack of parking and chargers at both locations and the one place I did find required your own lead which Audi didn’t provide. This meant an unscheduled

MOTORING

stop in Putney on the way back, again the satnav was incorrect, showed multiple chargers available but I arrived to find six of the eight occupied by EVs, one broken and one being used as a valet station as it also had a vacuum cleaner by it.

After 10 mins of waiting and 20 mins of charging I had added about 50% of charge for about £40. Some quick maths over the course of the week suggests a running cost of around 30p per mile using the fast chargers, for comparison, my V8 costs around 40p and home chargers should cost around 7p off the grid overnight.

So could I and many others switch to EVs now without home charging? Absolutely. Should I? No, without more investment in infrastructure, the grid would be overrun at rush hour, with

more demand than green energy can provide, potentially causing more harm than good from coal and gas. Would I? Again no, the cost difference isn’t enough to make me give up the V8 and the government is increasingly

❛❛ The acceleration is incredible, the steering is very responsive and the combination of wide base and tyres makes for tons of mechanical grip, perfect for B roads. ❜❜

lowering incentives to switch to EVs. It would take a large shift in carrot or stick to the consumer, aligned to large investment in green energy and nuclear power to make it really viable.

Maarten Hoffmann comments:

As often happens with EVs, the review often gets sidetracked by the issues with the charging network. As my loyal readers will know, l have banged on about this for years and still the network cannot keep up with the ever increasing number of EVs on the roads. I agree with Damien, l would not buy an EV until this is sorted out, charging time is greatly reduced and Zapmap information can be relied upon.

TECH STUFF

Model tested: RS e-tron GT

Power: 670 bhp

Speed: 0-62 2.8 secs

Top: 155 mph

Range: 362 miles

Price from: £150,511

As tested: £159,431

Thursday November 6

The Corn Exchange, Brighton Dome SCAN TO GET YOUR TICKET TODAY!

Now available to test drive at smart of Epsom.

Sometimes a trip is about the journey, sometimes the destination. Who you’re bringing, what you’re packing, where you’re headed: every day is different. So you need a car as flexible as you are.

With a maximum range of 273 miles for the #1 (WLTP)* and 283 miles for the #3 (WLTP)** and with a less-than-30-minute charging time^, you’ll always be quickly and confidently on your way back home, or off to your next adventure.

Alex Bailey What is Wisdom? Pippa Moyle September Resolutions

Laura Hearn The Cost of a Story

TRAVEL

Tottington Manor

INFLUENCERS FORUM

Ready, Steady, GROW

OCEAN RAMSEY

WHISPERER

WINE & DINE

Cecconi’s @ Soho House

News

4 Upfront: The top international news stories involving women in business

10 In the Right Direction: Good news stories from around the world

Regulars

8 The Alex Bailey Column Why Wisdom Is Hard to See in Ourselves

12 The Laura Hearn Column Why your personal story is your secret weapon

PLATINUM MEDIA GROUP

THE BIG STORY

OCEAN RAMSEY

Ocean Ramsey swims with some of the world’s most feared sharks. In doing so, she dispels many of the damaging myths surrounding these magnificent ocean creatures. She tells Maarten Hoff mann why she is also a campaigner who speaks out against the exploitation of sharks.

14 The City Girl Column

Forget January. September is when the new year starts!

Features

6 More than an office move

Alison Jones on why a new home for Kreston Reeves means so much

16 Proximity to Power

Mary Taylor emphasis the importance of direct access to leaders.

38 Spotlight

Focusing on two communityfocused women: Pip Rothwell and Rebecca Newman-Smith

40 The price of “free” childcare Will the government’s new initiative make a difference?

42 The rise of the side hustle For many, a second job is vital to make ends meet

44 The decline of the British passport

A global power shift is taking place

If people are doubting how far you can go, go so far that you can’t hear them anymore.”

– Michele Ruiz

Event

19 Future Female Leaders

i360 owner Sarah Willingham shares the secrets of her business journey. A DYNAMIC & Help to Grow event

Influencers Forum

28 Business growth for women

Eight leaders offer advice on how to overcome key challenges facing businesswomen

Wellbeing

46 How to de-stress

Learn to understand your personal stress cycle

48 Is your medicine draining you? A cure can come at a heavy price

Further Reading

50 Harnessing your ADHD

Sarah Templeton believes ADHD can be a superpower. Here she recommends four books for people with ADHD

Travel

54 Tess de Klerk visits a gem in the South Downs - Tottington Manor

Wine & Dine

58 Cecconi’s at Soho House

Brighton

What’s On & Art

52 Northern Sky - The artworks of Kate Wickham

60 A brief snapshot of what’s on

EDITOR’S NOTE

Welcome to September’s Dynamic.

Summer is at an end but, as Pippa says in her column, for many of us September has the feel of new beginnings. The summer often allows for shedding of what no longer serves us and the start of a new school year brings renewed focus to open doors we might not have noticed before. We just need to keep our minds open to all possibilities.

Ocean Ramsey, in this month’s Big Story, epitomises what can be overcome when we approach something that ordinarily stirs fear with an open mind and determination. Read what the remarkable ‘shark whisperer’ has to share on p18.

Laura Hearn reminds us of the importance of being able to convey our own stories with impact, and provides tips on how to do just that, while Alex focusses on articulating our wisdom.

If you are a woman already in business, or thinking of taking the plunge and starting your own enterprise, our Influencers Forum - Ready, Steady, Grow - is not to be missed. Thank you to our panelists for sharing their wisdom and expertise this month.

Of course, there’s plenty further reading for your pleasure - Spotlight, Art, Travel and so much more. We hope that you enjoy this month’s Dynamic.

CONTACTS

Editor, Dynamic Magazine tess@platinummediagroup.co.uk

PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk

EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

MOTORING EDITOR: Fiona Shafer fionaas@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

WWW.PLATINUMMEDIAGROUP.CO.UK

SALARY FLOOR INTRODUCED IN WSL

Minimum salaries are being introduced in the Women’s Super League and WSL2 this season and will stop second-tier players needing part-time jobs on the side, according to Holly Murdoch, the chief operating officer of WSL Football.

WSL2 has moved to fully professional criteria, and its minimum “salary floor” has been agreed in collaboration with the Professional Footballers’ Association, Murdoch said. Previously, average salaries were understood to be so low at some clubs that many second-tier players needed additional income from jobs such as teaching or physiotherapy. “I think we’ve come up with a floor that will have a meaningful impact for our players,” Murdoch said.

WOMEN UNDER-REPRESENTED AT TOP OF UK LAW FIRMS

Women still account for a small minority of senior dealmaking hires into UK law firms, according to new data, underlining how the most lucrative roles remain dominated by men despite an uptick in diversity across the sector. Men made up 80% of partners hired into corporate and finance practices (often the highestbilling departments in commercial law firms) between 2019 and 2024, according to data from legal recruiter Edwards Gibson. At most, women made up about a quarter of such hires in any single year in that period, and in 2021, they accounted for as few as 11%.

BRIGHTON HOSPITAL FEMALE STAFF EXPERIENCING MISOGYNY

Senior staff at an under-fire NHS trust experienced “misogyny” from male colleagues and felt “psychologically unsafe”, a report has found.

Women working at the University Hospitals Sussex NHS Foundation

Trust (UHSussex) reported “eyerolling”, “dismissiveness” and “pejorative references to sexuality” made by senior leaders. The report by healthcare consultancy firm Niche, published on July 31st, also found “significantly more focus” on

culture was needed. Dr Andy Heeps, acting chief executive of the trust, said fundamental issues “need to change, and change quickly”. Six senior members of staff used the term “misogyny” to describe colleagues’ behaviour.

UPFRONT

THE LATEST BULLETINS FROM AROUND THE WORLD

FORBES’ LIST OF WORLD’S RICHEST WOMEN

1. Alice Walton: $117 billion

Inherited her family share in Walmart and watched it balloon.

2. Francoise Bettencourt Meyers: $97.5 billion

Bettencourt Meyers is the heiress to the L’Oréal fortune.

3. Julia Flesher Koch and family: $79.6 billion

Julia inherited 42% of Koch Enterprises after the death of her husband, David Koch, in 2019.

4. Jacqueline Badger Mars: $48.3 billion

Jacqueline is one-third owner of Mars Inc.

When you learn, teach. When you get, give.”

- Maya Angelou

5. Abigail Johnson: $47.0 billion

The only self-made woman in the Top 10, Abigail is CEO and president of Fidelity Investments.

6. MacKenzie Scott: $42.6 billion

MacKenzie Scott achieved her wealth through a very public divorce from Amazon (AMZN) founder Jeff Bezos.

UK AND JAPAN COLLABORATE ON FEMALE BUSINESS MATTERS

On August 8th, the UK and Japan hosted an event at the UK Pavilion at Expo 2025 Osaka, Kansai, for women entrepreneurs in trade.

This event forms part of a continuing programme of collaboration under the Women’s Economic Empowerment chapter of the UK-Japan Comprehensive Economic Partnership Agreement (CEPA), reaffirming the UK’s

shared commitment to reducing systemic barriers for women seeking to trade internationally and promoting inclusive economic growth.

It was also an opportunity to demonstrate the two countries’ joint commitments for cooperation in support of small and mediumsized Enterprises (SMEs) seeking to trade.

SCOTLAND LEADS UK IN FEMALE REPRESENTATION

Figures from the government’s Small Business Survey have revealed that the percentage of women-led businesses within the UK and some countries is surging ahead of others when it comes to female representation in business leadership.

Geraldo’s compared data from the 2019 and 2023 surveys (the most recent data available) to see which countries in the UK had the highest percentage of women-led businesses, with Scotland leading the charge.

In businesses with no employees, both Scotland and Northern Ireland saw an increase of 10% between 2019 and 2023, with Northern Ireland moving from 17% to 27% and Scotland edging ahead moving from 19% to 29% overall.

GOVERNMENT FUNDS FOR UNDER-REPRESENTED INVESTORS

Underrepresented investors and fund managers will benefit from £500m of Government backing to help high-potential new entrants build the track record they need. Out of this, an additional £50 million is being made available for femaleled venture capital funds, doubling the British Business Bank’s commitment to £100 million and supporting the Invest in Women Taskforce.

Research shows just 2p of every £1 invested in venture capital funding in the UK goes to female-founded businesses, and only 13% of senior individuals on UK venture capital investment teams are women.

The initiative aims to reduce the significant gap in venture capital investment and will target at least 50% of investment going to female fund managers.

❛ ❛ I never dreamed about success. I worked for it.”

– Estée Lauder

MEN TRIPLE FEMALE ENTREPRENEUR’S EXIT FEES

Female entrepreneurs in the UK made £8.2bn from selling their businesses in the year ending April 2023, according to new data obtained by Bowmore Wealth Group. However, the money made by female entrepreneurs exiting their businesses is just 24% of the total value of UK business sales.

The sale of male-owned businesses generated £25.3bn over the same period – three times as much (based on HMRC data on sale proceeds from exits). Bowmore says that the disparity between the amounts made by male and female entrepreneurs suggests that female entrepreneurs face greater barriers to accessing venture capital and private equity backing than men.

FEMALE CFOS OUTPERFORMING MALE COUNTERPARTS

A new study from finance management platform OneStream showed that companies with a female CFO increased shareholder value by an average of 4.5% annually, 0.2% higher than their respective industries.

But even with this outpaced performance, the percentage of female CFOs has been stubbornly static.

Since 2011, the number of CFO seats at Global Fortune 500 and FTSE 100 companies held by women has remained stuck at 25%.

OneStream looked at the stock performance of US, Europe, and UK Global Fortune 500 and FTSE 100 companies, comparing those with female CFOs to industry averages.

By Alison Jones, Partner, Kreston Reeves

More than just an office move

Our Brighton office has relocated to Nile House

For us this is more than just a change of address, it’s a strategic step forward that aligns with our overall vision for innovation, collaboration and sustainable growth in the city. It will help to boost our visibility and deepen our connections with the local business

community. Nile House is a fantastic work place with much to offer and great spaces to bring people and ideas together.

Our team can choose whether to be based in one of our offices full time or hybrid working arrangements. At Nile House

there are lots of extra benefits to being located there. Th is includes wellness classes, a member only gym, on-site café, 4th floor rooftop bar with views across the city and facilities to encourage a greener commute with bike storage and showers. Sounds tempting?

Many entrepreneurs and business owners have decided that having access to work spaces like Nile House is the way to move their business forward. Have you considered if a change of location could benefit your business and help you meet your growth plans? It could also deliver tangible value to your bottom line as well as boost employee morale. It could also make it easier to solve problems by bringing ideas and opinions around the table. It can inspire you by seeing how others achieve success.

Work spaces have changed significantly in recent years as the way we work and interact has changed. Many people don’t just want to sit at a desk and work through their todo list, they also want spaces to hang out, to chat, collaborate, share ideas and to be creative. For me, Nile House feels much more like a home from home space but with a real community feel that allows you to surround yourself with like-minded people.

The last five years has taught us that flexibility and listening to our teams is vital. Many people have during this time reconsidered the value they place on their work and their free time and how they spend the interconnecting time.

It’s interesting now to speak to people, many of them running new businesses who want more opportunities to connect with others. They recognise that this will help their business to grow and succeed.

And for many younger people who are at the beginning of the career, it’s important to have access to colleagues and to learn from them and with them and make opinions heard. They may also want to escape childhood bedrooms or shared living spaces which make the process of working harder. No one wants to feel isolated especially at the beginning of their career. They want to feel a part of something, valued and that they are making a difference as they work towards their collective goals.

Earlier this year, 2025 was named the year of the return to the office, with many larger fi rms deciding to mandate staff to return either full time or for the majority of the week. In my opinion, it’s hard to see why that is necessary as technology enables us to work almost anywhere in the world.

But one thing that has changed over the period and is changing at pace is Artificial Intelligence and how this integrates with business processes and people is fascinating to watch. I do think people will naturally gravitate to working more closely together over the next few years to help integrate the use of AI into their business.

Whatever your business or business model, offering your team flexibility and having a place of work that is flexible and enjoyable to be in enables you to meet your goals and objectives is now a priority.

We look forward to working alongside our new neighbours at Nile House and seeing how their businesses grow. If you fancy popping over to see us, get in touch as there is much here that we would love to share.

Kreston Reeves works alongside clients to understand their goals and help them achieve their ambitions. Please contact Alison Jones, Partner:

Call: +44 (0)33 0124 1399

Email: alison.jones@krestonreeves.com Visit: www.krestonreeves.com

Photo credit: Emma Croman Website: www.emmacroman.com

Alex Bailey Column

WWe are delighted to have Alex Bailey contributing to Dynamic. Co-Founder, with 20+ years of expertise in HR leadership, organisational change. She specialises in cultural evolution, delivering impactful programmes globally while speaking

WHAT IS WISDOM?

By Alex Bailey

isdom transcends knowledge. It’s not just about what we know - it’s about how we apply it, how we connect it, and how we make it relevant to others.

My own definition is this: Wisdom is the validity of our unique human experience and the relevance of our story to the here and now. It’s the web of connections between what we’ve lived, what we’ve learned, and how we bring that into the present moment to help others move forward.

Why Wisdom Is Hard to See in Ourselves

One of the challenges in identifying our own wisdom is that it’s often what others value in us - making it difficult to recognise from within.

We tend to overlook the qualities that come naturally to us, especially when we’re focused on pleasing others or staying humble.

For leaders, especially those advancing quickly, feedback can become role-specific - focused on strategic outcomes rather than the deeper, human ways we lead. This can obscure the essence of our wisdom.

Listening deeply to feedback and identifying recurring themes takes time and emotional bandwidth, something many business owners and leaders struggle to find.

My Journey to Understanding My Wisdom

For years, I believed my wisdom lay in my deep knowledge of psychology and my ability to connect research to client challenges. And while that’s true, it’s not unique.

What is unique is how I’ve lived and worked across cultures, industries, and sectors - public and private. It’s how I’ve taken professional knowledge and illuminated it with universal human truths. It’s my ability to cut through complexity and see the simple human essence beneath it all.

I’ve learned to view challenges through individual, team, and organisational lenses, and distil insights into practical actions that make a real difference.

“One of the challenges in identifying our own wisdom is that it’s often

what others value in us”

Travel taught me to notice cultural differences. But in recent years, I’ve flipped that lens and I now focus on the commonalities. That shift has helped me see the universal threads that connect us all.

And ultimately, my wisdom is shaped by my unique combination of strengths and how I navigate the world. That’s what makes it inimitable.

Why Articulating Wisdom Matters

We often shy away from articulating our wisdom, fearing it may come across as boasting or self-promotion. We give credit to others, cite their data and stay quietly competent.

But confident articulation is just as important as knowing. People need to understand the value we bring - whether in interviews, mentoring, onboarding, or leadership.

Dynamic. She is a Global CEO and leadership, psychology, coaching, and evolution, leadership,and performance, at international events.

“We often shy away from articulating our wisdom, fearing it may come across as boasting or self-promotion.”

In today’s intergenerational workplaces, younger colleagues may trust Google over lived experience. This shift challenges traditional hierarchies and can make decades of wisdom feel invisible.

To foster positive culture and mutual respect, we must learn to articulate our wisdom clearly, so others can see it, value it, and learn from it.

How to Identify Your Wisdom

Here’s a practical framework to help you uncover and articulate your unique wisdom:

Step 1: Reflect on Your Assets

q Knowledge - What do I know deeply?

q Skills - What can I do well?

q Strengths - What do I naturally bring to situations?

Step 2: Explore Your Experience

q What life experiences have shaped me - especially those different from others?

q What have I come to understand about my place in the world through these experiences?

Step 3: Distil Your Wisdom

q How do I integrate knowledge, skills, strengths and experience into something meaningful and useful for others?

q What is the unique value I offer in my work, relationships, and contributions?

Step 4: Test and Refine

q Craft a simple statement that captures your wisdom.

q Share it with others, ask if it resonates with how they experience you.

q Keep refining it as your context and impact evolve.

Wisdom in a World of Instant Answers

In a world where AI can answer almost anything instantly, human wisdom becomes even more vital. It’s not just about information, it’s about connection, nuance and shared meaning. Wisdom builds bridges. It fosters trust. It helps us navigate complexity with clarity and compassion.

Let’s cherish it. Let’s articulate it. And let’s use it to create deeper, more human connections in our work and beyond.

Alex Bailey styled by Gresham Blake Email: Alex@baileyandfrench.com www.baileyandfrench.com Insta @alexbaileybackstage Follow me on LinkedIn: www.linkedin.com/in/ alex-bailey-26562b2/

“There is no limit to what we, as women, can accomplish.”

- Michelle Obama

COUNCILS GAIN £1.4BN RECYCLING BOOST

Local councils across the UK are set to share £1.4bn under a government scheme that makes packaging producers responsible for recycling costs. Until now, taxpayers have carried the burden, but the new Extended Producer Responsibility scheme will charge businesses depending on how recyclable their packaging is. Items that are easier to reuse or refill will incur lower fees. The changes, due in November, will fund improved recycling collections and infrastructure. Ministers hope the plan will encourage firms to cut waste and adopt more sustainable materials.

IN THE RIGHT DIRECTION

NEW TEST SPOTS OVARIAN CANCER EARLY

Scientists have developed a blood test that can detect ovarian cancer in its earliest stages, potentially saving thousands of lives. The test analyses blood samples for disease markers and uses machine learning to identify patterns linked to ovarian cancer. Trials in both the US and

UK showed accuracy above 90% across all stages of the disease. The test was created by diagnostics company AOA and is being hailed as a breakthrough for early diagnosis. Researchers say larger trials are planned to confirm results and improve patient outcomes.

TOY CHAIN SHIFTS TO STAFF OWNERSHIP

The Entertainer, the UK’s biggest toy retailer, has transferred ownership of the business to its employees. Founded in 1981 by Gary Grant and his wife, the chain has grown to 160 stores with nearly 2,000 staff. Now, 100% of the company has been moved into an employee trust, giving workers both a share of profits and a role in decision-making. The Employee Ownership Association praised the move as a model for high street renewal. Other retailers such as John Lewis and Richer Sounds already follow this model.

SCOTTISH TEEN WINS TIME AWARD

A 13-year-old Scottish inventor has been recognised by Time magazine as one of its Girls of the Year. Rebecca Young designed a solarpowered heated blanket, carried in a backpack, to help people experiencing homelessness. A prototype has already been produced and is being tested by a Glasgow charity working with rough sleepers. Rebecca, also a drummer in a heavy metal band, said she was proud to see her idea making a real difference. She hopes the invention will raise awareness of homelessness and inspire further innovation.

SCIENTISTS CREATE BEE SUPERFOOD

A team from Oxford University has designed a pollen-based food supplement that could help reverse the decline in honeybee populations.

The formula, made using precision fermentation, provides bees with the essential nutrients missing from standard supplements. Colonies given the new diet produced up to 15 times

more larvae in trials compared with those on conventional feeds.

Researchers believe the supplement could ease pressure on wild species by reducing competition for pollen. However, they stress it will not tackle wider threats such as habitat loss and pesticide use.

ENGLAND REVIEWS LGBTQ+ HEALTH INEQUALITY

SAINT LUCIA ENDS SAME-SEX BAN

Campaigners have welcomed a landmark decision in Saint Lucia, where the high court has struck down laws criminalising same-sex intimacy. Judges ruled the legislation was discriminatory and violated international human rights standards.

Although the laws were rarely enforced, activists said they stigmatised LGBTQ+ people and encouraged hostility. Human Rights Watch described the ruling as a major step forward for equality in the Caribbean.

Supporters argue the decision will strengthen democracy and justice, while offering greater protection and dignity for LGBTQ+ communities across the island nation.

EXAM RESULTS NARROW GENDER GAP

This year’s GCSE results in England, Wales and Northern Ireland revealed the closest performance gap between boys and girls in over two decades.

Nearly 20% of boys achieved top grades of 7 or above, compared with just under a quarter of girls. Historically, boys have trailed girls significantly, but the gap has

The government has launched a wideranging review into health inequalities affecting LGBTQ+ communities in England. Research has shown that LGBTQ+ people often experience poorer access to care and worse outcomes.

The review will examine evidence across cancer screening, mental health, drug and alcohol treatment, and perinatal services. Healthcare providers, academics and community groups are invited to submit data. The Patients Association welcomed the move, calling it a chance to listen to LGBTQ+ patients and work with them to improve services and tackle long-standing inequality in the health system.

narrowed since 2000 thanks to improved results among male pupils.

Girls’ grades have levelled off in recent years, with some experts suggesting rising mental health challenges, particularly linked to social media, may be affecting their performance.

Laura Hearn is a former BBC journalist, now storytelling consultant and founder of Flip It - a podcast and platform helping people and businesses use storytelling as a tool for clarity, connection and change. This month, for Dynamic, she explains why your personal story is your secret weapon.

“Your personal story is your secret weapon. What you leave in and leave out makes all the difference.”

LOST FOR WORDS You Can’t Tell

By Laura Hearn

Ayear or so ago, I was in the back of a Spanish taxi with two girlfriends. One I had known all my life, and the other only recently after spending a few days away on a surfing holiday.

My newly found friend who was sitting in the back with me turned to me and said, “we have chatted so much, but I still don’t know what you do. What is it that you do back home?”

Having recently left my 20-year BBC career, I was building Flip It but uncertain about my identity without that institutional backing. The words that tumbled out were waffly, unconfident, muddled, confusing. Neither clear nor compelling.

It was a valuable lesson. Despite being certain of my why, purpose, and offering, I wasn’t articulating it well. I’d become so caught up in my own story that I couldn’t convey my message to an outsider. Ironically, this is exactly what I’m hired to help others do.

THE UNIVERSAL STRUGGLE

You’ve poured years into building your business. You’ve weathered market shifts, sleepless nights, countless highs and lows - moments when quitting felt easier than carrying on.

Yet when someone asks “What do you do?” you lose your words. You either launch into lengthy explanations - watching them switch off, or deliver a polished one-liner that sounds as flat as it feels.

WHY FOUNDERS FAIL AT THEIR OWN STORY

In my work with leaders and entrepreneurs, I’ve seen and heard this repeatedly. The people who ought to be best placed to ‘sell their big idea’ - those who’ve built something from nothing and those with a compelling story on paper, often grapple to explain what it is they actually do and more importantly why they do it.

Only through conversation, asking questions and investing time in the relationship, do I discover that it is not simply because they have become blase, indifferent or even that they don’t care. The struggle occurs, because they care too much.

When you’ve lived every high and low, the story in your head is a tangled web of late nights, turning points, market stats, personal sacrifices and bold ideas. You’re so deep in

WORDS - The Cost of a Story (And How to Fix It)

the weeds that you can’t spot which details are vital and which ones are just superfluous.

TOO MUCH KNOWLEDGE

You’re the only person who knows everything about your business. Every moment you almost quit, every wrong move that became your best, you’re a walking library of stories that have become a storytelling obstacle.

“I couldn’t convey my message to an outsider. Ironically, this is exactly what I’m hired to help others do. ”

You want to explain full context because you don’t want to leave anything out. You include minutiae, technical details, crunched numbers, hoping to justify your approach. You tell your story in statistics because you think that impresses. But imagine listening to someone regurgitate a three-course meal of formulas, you’d lose your appetite quickly.

Put yourself in your audience’s shoes. They don’t need the full journey; they need the destination and why it matters to them. This is the art of editing, what you remove is as important as what you leave in. While you’re spewing minutiae, your competitor with the simpler, clearer message is winning the room.

THE EMOTIONAL DISCONNECT

There’s another crucial layer: the emotional distance you create from your own transformation. That original problem you set out to solve has become so familiar you’ve forgotten how powerful it was. The frustration that motivated you to build your solution feels obvious, to you. But your audience needs to understand that original spark. It’s the bridge between their current reality and your solution.

THE OUTSIDER’S LENS

This is where external perspective changes everything. As a ghostwriter and brand storytelling consultant, I step in as the curious outsider. I haven’t heard your story a hundred times. I can spot the emotional heartbeat, strip away jargon, and shape it into something that makes people listen, pay attention, and want more.

I ask questions your audience would ask: “Why did this matter enough to risk everything?” “What happens if this problem goes unsolved?” “What makes your approach different?” “How will you make my life better?”

THE STORY BENEATH THE STORY

Through forensic, journalistic lens, I discover either a

cleaner version of what you were saying or a completely different angle, one buried in the weeds.

Perhaps your real story isn’t about the technology you built, but the customer you refused to give up on. Maybe it’s not about the market gap you identified, but the assumption you challenged when everyone else accepted the status quo. These deeper narratives don’t just explain what you do, they reveal why you exist. That’s what transforms interest into investment, prospects into customers, conversations into commitments.

GETTING STARTED

If you’re struggling to articulate what makes your story different, start here:

1. What moment made me commit to building this business when odds were stacked against me?

2. What problem do I solve better than anyone else, and why does that matter?

3. If I had 30 seconds to make someone care, what’s the one thing I’d want them to remember?

FROM STUMBLING TO SHINING

Your personal story is your secret weapon. What you leave in and leave out makes all the difference. Good stories weave through emotional arcs that connect your vision to people you want to reach.

If you’re ready to stop stumbling and start telling your story in a way that wins hearts, minds, and business, sometimes you need someone else to reflect your brilliance back to you, just like I discovered in that Spanish taxi.

You can listen to Laura’s podcast, Flip It, wherever you get your podcasts, and you can connect with her at www.flipitglobal.com

Pippa Moyle is the CEO and founder of the City Girl Network, a mission-driven business dedicated to empowering and supporting women across the UK. Since launching in March 2016, the network has built a vibrant community of over 150,000 women, facilitating new friendships, business connections, job opportunities, housing solutions, and valuable life advice.

“My September Resolutions aren’t new, nor revolutionary. There’s no 5am starts or cold plunges before work.”

HAVE YOU MADE SEPTEMBER

By Pippa Moyle

Contrary to what HMRC, accountants and the calendar says, I view September as the start of a whole new year. This is partly influenced by 20 years of mainstream English education, and my 5 years as a lecturer; but also because our August culture allows us to truly slow down, rest and reflect in a way that the December festive chaos doesn’t.

September is where the real ‘new beginnings’ are at; January’s ‘New Year’s Resolutions’ are just a ploy to get us back to work, gyms and healthier kitchens.

This September is a big one for me. The City Girl Network went through a restructure over the summer, leading to a major change in our commercial planning, communication strategy and future direction of the business. The downside of which led to the redundancy of a truly amazing colleague, who left at the end of August.

It saddens me that my experience is not an anomaly, but a relatable one at the moment. UK business confidence has dropped sharply in 2025, with the FSB reporting that small business confidence is falling year-on-year amid rising costs and sluggish consumer demand.

A fellow business owner recently equated these shaky economic times to “holding onto a pole whilst a hurricane whirls them”. We know the chaos around us will settle and we’ll land somewhere; we just have to hold on to work out where that landing will be.

As we hold firm in the chaos, the only thing we can truly control is us: thus, September Resolutions.

My September Resolutions aren’t new, nor revolutionary. There’s no 5am starts or cold plunges before work. But they have influenced really positive discussions in my own business friend circles – as it happens, one has actually switched my third point for a daily cold plunge.

1. Inbox Zero Every Friday

Before my week’s holiday in the Isle of Wight, I spent numerous hours whittling my inbox down from over 5,000 to zero. I revived the techniques that I learned during my first marketing job with Think Productive, a Brighton-born productivity workshops company. Created by multi-book

RESOLUTION?

MADE A RESOLUTION?

author, Graham Allcott, I learned a whole series of techniques that have stuck with me throughout my whole career. Inbox Zero being the gold dust. It’s not about answering every single question, it’s about prioritising what’s important and giving yourself more clarity.

2. Meeting zero days

It’s not that I dislike meetings. I actually fi nd them useful for idea-sharing and decision-making. The problem is what happens afterwards. I often leave a meeting with a list of actions, strategies and next steps, but very little time to actually execute them before the next one begins.

I know I’m not alone in this: UK employees spend an average of 31 hours a month in unproductive meetings. For small business leaders like me, that means strategy discussions never translate into momentum if we don’t carve out the space to deliver. So, my resolution isn’t about having fewer meetings; it’s about protecting time to act on what’s been decided. Meeting-free days give me the space to move projects forward, instead of leaving good ideas stranded in a notebook.

“I know I’m not alone in this: UK employees spend an average of 31 hours a month in unproductive meetings.”

3. Invest in rest

It’s here I should take a moment to thank those of you who reached out about my ‘7 types of rest’ column that I wrote for Dynamic back in July. Your comments all followed the theme of how close to burnout you feel, and how a new perspective of what rest can be is genuinely helpful. I’ve found myself referring back to that column too over the last few months, as a fi rm reminder as to why investing time, energy and money into rest has to be a September resolution moving forwards.

4. Plan the whole month in advance

Time-blocking and advance planning aren’t new tricks, but the results are real. A 2023 LinkedIn survey showed that professionals who plan their month in advance report feeling 25% more productive and 31% less stressed than those who don’t. The best thing about what I do is how different my work is from one day to the next; I’m writing this on a train to Bristol, for example. But having a clear vision as to where I’ll be, when and what my priorities are helps to balance and focus that my business needs.

5. Friday afternoons off

Instead of pushing through to the last minute of the week, I’m committing to Fridays as a softer landing. My goal is to clear my inbox to zero in the morning, wrap up any loose ends, and then give myself permission to step back in the afternoon.

It’s less about cramming more hours in and more about fi nishing the week feeling refreshed, rather than frazzled. Research backs this up: studies show that taking time to mentally detach from work improves focus and productivity the following week. For me, it’s about creating space to reset so that Monday starts with energy, not exhaustion.

Pippa Moyle CEO + Founder citygirlnetwork.com

Our Communities: Brighton, London, Manchester, Bristol, Bath, Leeds, Edinburgh, Birmingham, Worthing, Liverpool, Newcastle, Chester, Milton Keynes, Oxford, York, Cardiff, Glasgow, Perth and Rural Sussex

By Mary Taylor, CEO at Mary Taylor and Associates

PROXIMITY TO POWER

The Big Results Created by a Small Personal Touch

For much of history most people lived and worked in stable, small-scale communities. Although fluctuating a little in size according to the task and individuals involved, these ‘teams’ rarely became sufficiently large that any individual was without access to the leaders of the group, unable to participate in decision-making or, in practical terms, became irrelevant.

Although sweeping societal changes, such as the industrial and technological revolutions, have transformed our daily lives almost beyond recognition from that which our ancestors experienced, evolution has not entirely managed to keep pace. Our natural instincts and ‘hard-wired’ cognitive processes remain in many significant ways similar to what they have been for hundreds of thousands of years.

It is also the case that in our modern, global society, life depends increasingly upon decisions over which we have no control, taken by people far removed from us and whom we cannot directly influence.

For example, our very survival depends on factors such as the emissions levels governments approve, aggressive actions by a distant dictator, and technological advances that are transforming social behaviour.

Whilst it was always the case that the actions of the few impacted the lives of the many, until recently this was usually without significant global impact and diminishing public

participation and influence.

While the political paradigm is seemingly insurmountable, it is less so in the corporate sphere. In the corporate world, it remains true that the best performing teams are usually those who are reasonably small, at least in relation to taskbased activities.

When a group is so large that each individual’s contribution is essentially insignificant, the consequences are seldom positive.

Whilst few become leaders, it remains the case that the majority still wants direct personal access to leaders, to participate to some extent in making decisions, and be able to wield influence.

Working under rigid orders handed down from above is anathema to the human need to feel part of an informed, decision-making community. In general, the more involvement people have, the more successful the outcomes.

Workplace dissatisfaction is also closely linked to how much of the work consists of simple obedience - the greater the level of compliance required the more dissatisfied and disengaged people become.

“The defining factor is how helpless people feel in relation to the people and processes surrounding them.”

What makes people feel secure and creates the optimum conditions for achievement is not so much objective security, but confidence in their ability to influence and impact - the defining factor is how helpless people feel in relation to the people and processes surrounding them.

In general, the more control and

autonomy people are given over their work the lower their stress and greater their performance and satisfaction.

Specifically, workforces respond well to being given greater responsibility and status. Corporate systems that have a less rigid hierarchy and allow different people to lead on different tasks according to their aptitudes tend to perform significantly better.

Whilst the pace of change is greater than anything we have seen before, it is not an alien concept for us. The biggest determinator of whether change has a positive or negative impact is usually whether or not people feel that the change is imposed upon them and largely outside of their control.

“The defining factor is how helpless people feel in relation to the people and processes surrounding them.”

A company wanting to increase both the working experience and results of its people can benefit by leveraging our natural preferences and processes. Keep teams small, give people maximum autonomy and control over their working environment, and allow at least some direct access to leaders.

In the pyramid-shaped structure of most organisations, the last recommendations may seem hard to achieve, given the significant time demands on those few at the top.

+ABOUT

MARY TAYLOR

Mary Taylor has worked with top executives in many globally recognised brands, including Apple, Cartier, Ferrari, Dior, Pfizer, Prada and Sony, and has a unique understanding of the challenges of corporate life at the top.

Mary’s extraordinary academic and professional background includes working in maximum-security prisons and as a corporate lawyer for a top global law firm. She is also a qualified psychologist.

That said, this is not an issue of providing significant quantities of time, simply a small shift in personal contact. A senior leader giving an employee, who normally has no direct contact, ten minutes once every few months provides astonishing results. Not only does the employee feel more ‘heard’ and significant to the organisation, but the leader gains invaluable insights and unique new perspectives.

Ultimately, we remain human beings, so it is no great surprise that we work and function best when we feel included, relevant, and at least to some degree in control.

By accepting and embracing these universal truths, a company can benefit from greater staff commitment and ultimately reap greater rewards.

FUTURE FEMALE LEADERS A 360 VIEW EVENT

You are invited to an exclusive event presented by DYNAMIC Magazine and the University of Brighton’s Help to Grow programme.

Hear an inspirational talk from Sarah Willingham, the new owner of the i360 and a former dragon on Dragons Den. Followed by a Q&A session with Sarah and then networking up in the pod.

The FREE event includes coffee and pastries and will be held at the i360 on November 13th from 8am to 10am

It is a tremendous networking opportunity and a fantastic chance to learn from a successful serial entrepreneur who has heavily invested in the city.

Register at info@platinummediagroup. co.uk

OCEAN RAMSEY THE BIG STORY

THE SHARK WHISPERER

By Maarten Hoffmann

“This

remarkable ocean conservationist is taking on the world in her attempt to save the sharks - and the oceans in general.”

Many of you will have heard of Ocean Ramsey and many more will likely have no idea who she is but that is something that needs to change.

Th is remarkable ocean conservationist is taking on the world in her attempt to save the sharks - and the oceans in general.

Let’s start with the why? Sharks are absolutely vital for the health of our oceans and therefore, the well-being of every single human on the planet. Th ink of all ocean creatures as a chain - remove one link and it is no longer a chain and the entire system crashes. Sharks are one of the most important creatures in the ocean as they are the cleaners - they dispose of dead creatures, eliminate the weak creatures and don’t over-predate on any one particular food source.

Yet humans kill between 100 million and 273 million per year - 73 million of these are slaughtered to feed the trade in shark fi n soup - a horrible dish that is only palatable with additional sauces and eaten as a status symbol. The death of 73 million sharks to help the Chinese feel better about themselves!

As the total equates to 274,000 dead sharks per day, any fool can see this is totally unsustainable and sharks will

disappear from our planet in the not too distant future. Remove sharks and what they prey on will over populate and devastate what they feed on and so on down then line until we have dead oceans which, in turn, will affect every human on the planet until we are all gone.

We need people like Ocean (and yes, that is really her name) to draw attention to this horror. She spends her entire life doing just that.

I have been diving for over forty years as a Master Instructor and have a very special interest in sharks, having been ‘asked’ to leave the country for taking action against their slaughter by disabling some of their fishing boats propellors in the dead of night - especially the five that were catching huge amounts of juvenile Hammerheads and destroying the future population.

In 1992, l saw over 1,000 giant scalloped Hammerheads daily cruising around an underwater sea mound in Mexico’s Sea of Cortez. A report last year from a friend who did twelves dives over five days - he saw NONE! They catch them, mince them up so as to be anonymous and you eat them in your tacos.

I have dived with most species and had a few Black Tips and Oceanic White Tips in the Red Sea only this year but 90% less than l saw 20 years ago.

“For the majority of my life, the saying most people have said is “the only good shark is a dead shark.”

I have dived with most species and know only too well that the two you try to avoid in open water are Great Whites and Tiger Sharks. Both are dangerous and slightly psychotic and are very difficult to trust.

Ocean has a highly unique affinity with sharks and can do things never seen before. She dives with Great Whites and Tiger Sharks up to six times a day with no scuba gear, she strokes them when there are several other huge specimen in the water and has never, I repeat, never been attacked. This is unique. We know that sharks sense humans through their electroreceptors - they sense fear and panic, which excites them and can lead to attack. Ocean is so calm that sharks accept her in their space and have no urge to attack. With Great Whites, this has never been seen before.

Ocean was born in 1987, is based in Hawaii and started life as a model. She operates One Ocean Diving LLC and was the subject of the 2025 Netflix documentary, The Shark Whisperer - a remarkable programme that documented her life and her non-stop efforts to save the sharks.

Her first success in stopping the slaughter was the passing of the Hawaii House Bill 553, that was passed into law in 2021, making Hawaii the first state to ban all killing of sharks - a major achievement that she wants to replicate around the globe.

I asked her why she has devoted her life to this worthy endeavour:

“My true goal is to educate and inspire enough people to join in the efforts to start taking action for sharks and marine life. The greatest threat to the conservation of our natural planet and wildlife is the belief that someone else will save it. This is a community effort, and the change we truly need to make can be better made with your help. I  hope you will be inspired to take action too.”

Ocean often suffers from critics of her work with many saying she is glamourising the touching of sharks; that she is increasing the stress felt by the sharks; that she is disrupting their feeding habits and migratory patterns; that by touching them she is removing their mucus film, making them vulnerable to disease and so on. The best one was that she is doing this for personal celebrity.

Most of this is professional jealousy and she has done more to raise awareness of sharks in a year than most conservationists do in a decade. Whatever has gone before has not worked, as the rate of slaughter has not slowed so if what she is doing is raising awareness, then leave her be to get on with it.

If more conservationists constantly thought of better schemes to protect sharks rather than spending years in labs compiling data, we would be in a far better position. The individual reputation of the scientists and conservationists is not important - the only thing that matters is whether their research is working to decrease the murder rate and the answer is no. So join her, applaud her and encourage her as what she is doing is really making a difference.

I asked Ocean where it all started and why she does what she does:

“Growing up, I was a pretty quiet kid who loved to play outside and care for all my pets. My parents were wonderful and also appreciated all species and loved being in nature, so we had every pet allowable. We even had bunnies and goats who would run through the house or flop up on the couch with us.

“I grew up that way from the time I could remember. Whether it was nature, nurture, or a combination of both, I was very attuned to the communicative behaviours and subtleties of other species, both domestic and wildlife, that I would observe and interact with around my home.

“Our home was full of pets and also a lot of SCUBA gear, relics, and natural “tokens from the sea” that my parents had collected over their lifetime.  One of my first memories was of my fathers dive fins.  They were stored in the hallway, they were all black (the old original US Navy kind) but he had marked his by spray painting a florescent orange dolphin and whale in a circular arching formation.

“That “logo” burned into my memory and was the first depiction of a dolphin and whale I had knowingly seen, this is the earliest clear memory of my life, so to no surprise when it came time to design the logo for OneOcean I recreated it from memory and added the shark at the centre (to represent my generation and kuleana.)

“My grandfather was a sailor and became a submarine captain and told me old stories from Tahiti, and how his work as a submarine commander meant he got to explore the ocean all the way up under the polar ice caps where he saw “black and white whales” (Orca.)  He and my grandmother met in Honolulu when my great grandmother had insisted that her daughter (my grandmother) attend a luncheon in downtown Waikiki.  He eventually proposed to her at the old pink Royal Hawaiian Hotel and they got married at Pearl Harbour.

“My great grandmother swam off the south shore of O’ahu every day until the day she died and my family has an even longer history of their shared love of the ocean and wildlife, and we all seem to have “spirit animals,” a species that we each seem to connect with and be drawn to more than others.

“I still remember my first time seeing underwater in the ocean. It was a green, murky day without much visibility. I had a mask on, but no snorkel—I didn’t use snorkels until I was older. Having only opened my eyes underwater before to a natural blur, having more clarity but nothing to see besides many green particles of seaweed and sand swirling near shore, was actually initially disorienting, but then a small school of fish with cute eyes and a little green stripe on their sides swam by and I forgot about the need to breathe and I was no longer disoriented. Instantly, everything felt so natural. I was so excited, joyful, and just wanted to follow them.

“As I followed them into slightly deeper water the near shore turbidity calmed and I could suddenly see the deeper reef and many other more brightly coloured fish. I wanted to see those fish up close so I took a deep breath and dove down. The rest is history and my fascination with watching and interacting with marine life just naturally flowed from there.

“The first shark I saw was very close to shore, it was a calm clear crisp morning and the water was very clear.  I was floating in maybe less than 10ft of water and this beautiful elegant shape glided along the bottom beneath me. It felt like time stood still as it was directly beneath me. I was mesmerised and intrigued.

“I remember hearing the calm sound of the waves on the shore nearby and thinking to myself that I wasn’t sure what to do as it passed me, simply continuing on its way, I thought to myself should I follow it? I indulged my curious nature and slowly and quietly followed it from a distance for a little while just watching and appreciating the gracefulness of its movement, its hydrodynamic shape, and its unique presence.

“I am so grateful to my younger curious and courageous self for exploring and wanting to learn more. Had I not been taught by my mother to be respectfully sensitive to other species and nature, and had I been previously brain washed into believing sharks are monsters maybe my reaction would have been different.

“Being a shy and quiet kid in general meant that I listened in and self-reflected on my observations of people—their behaviour, conversations, and body language toward one another. I did the same thing with my pets and the wildlife

around me. I found that I could “communicate” with my pets and some wildlife—just not in the way that you and I would communicate (the way you “communicate with your cat, dog, bird, horse, etc.). If you have pets and are sensitive to them you probably know what I mean. It was through body positioning, eye contact or lack thereof, sometimes sounds, sometimes physical contact, and or simply my presence and energy or lack thereof.

“I watched how they watched me, how they learned they could respond to something I did, and vice versa.  Fish can be very reactive to movements, and they can also become attuned to your presence and become comfortable enough to go about their day with enough of a calm and patient presence.

“I think growing up with horses helped. They are large, powerful animals who can bite, kick, trample and step on you. They are generally quiet but show subtle body movements (which become very overt to the trained eye, like shark body language) to express themselves and establish or maintain a social hierarchy. Being with horses helped me tremendously. Having to redirect their swinging heads or leverage off of their shoulders to maintain space and avoid my toes getting stepped on or kicked or trampled certainly helped me in developing my shark redirection technique.

“Combined with growing up and going to Tahiti, where we would hand-feed stingrays and gracefully move so that their powerful approaches actually helped us to flow together (while also staying aware of other rays and circling sharks to make sure not to get bit) helped me to develop my water skills as well.

“Stingrays can be surprisingly pushy, and also sweet if they

want to be and they can react and adapt to one individual to the next. They share the electroreceptive sensory system sharks have, the ampullae of Lorenzini.  Like horses, I’ve noticed how much sharks and rays also seem to be highly sensitive to my hearbeat, breathing, and tensed or relaxed muscles.

“There has never been a doubt in my mind about the individual consciousness of each animal I have met, or their ability to feel and react. The longer I spend with an individual of any species the more I become aware of their “personality” disposition or temperament in comparison to others. There has also never been a doubt in my mind that nature has a balance. I can see the interconnectivity, and science backs that up.

“So there has never been a doubt in my mind that sharks are important for nature’s balance.

“Learning about shark finning (for shark fin soup) when I was a little older, I was actually in disbelief. I thought it was some kind of made-up bad joke. How could something so ridiculous exist? How illogical! And why would anyone keep such a practice up? It seems pretty stupid, dangerous, expensive, and wasteful, not to mention full of toxins passed into the consumer.

“Humans are, after all, far more emotional, unreasonable, and dangerous than sharks.”

“So when it came to sharks, getting to see them up close while diving and even hand-feeding them when I was younger, and watching their social hierarchy and behaviours up close when they were excited, and eventually interacting with ones the size of horses (or larger), the interactions felt natural. I kept the same calm yet heightened awareness that I would with an excited horse, person, or other species, and that helped.

“Funny enough, I think some of the things I say to do (or not to do) to avoid enticing a shark would also probably be good advice to follow around an agitated human, lol. Humans are, after all, far more emotional, unreasonable, and dangerous than sharks.

“Sharks are in a way sort of like the “unicorns” of the ocean - you really don’t see too many outside of identified aggregation sites. Like a tiger in a jungle or a bear in a forest, you have to know where to go to have a higher chance of spotting them. They are apex predators so they are naturally slow to reproduce; their populations just cannot keep up with that kind of fishing pressure.

“Over 70,000,000 sharks are killed most, in the barbaric, cruel finning process, where their fins are sliced off while they are still alive, pulled out onto a fishing vessel deck where they suffocate and slowly bleed to death.

“All this led me to finding my voice to speak up for sharks. They really pulled me out of my natural tendency to be introverted. I certainly talk a LOT more now. I forced myself to be more social in general growing up, thinking that’s what I was supposed to do. I pushed myself out of my natural introvert tendencies enough that I know I can easily

“The sharks really pushed me to be my strongest most controlled self, to fi ne tune the way I move in the water and to be even more sensitive and aware than I already was.”

hold a conversation with anyone of any background in any situation and give valuable and impactful presentations very comfortably to huge diverse audiences of people.

“However at times, I still fi nd socialising personally exhausting to my core nature, especially if the conversation is about drama of some kind (I think I might be allergic to such conversations) So I have found that I am better off if I make time periodically to recharge by listening to nature, watching sharks in relative silence, and listening only to other non-human animals make noise.  If I swim, snorkel, or dive and listen to the fish on the reef, the dolphins, or the whales, or even just the waves, at the beach or while I surf, then I feel rejuvenated.  Spending time in silence on a hike, or with my horse, pups, cats, or birds and listening to the wind as it moves through tree’s and terrain really helps me to re-centre and recharge.

“Anytime I can be in the water with sharks I naturally recharge, they force me into the present moment commanding my full attention, my breathing takes up a different rhythm, and I am more alert yet calm and feel more connected, especially out in the infi nite blue. Really, I’d be happy to never speak a day again in my life, but I speak up for sharks and wildlife because they cannot speak up for themselves against human cruelty. Unfortunately, I am human, at least I look like one, even if I feel more akin to a wild animal on the inside. So fortunately for sharks and marine life, I do have a voice and probably an overly-analytical brain, as well as a gift for teaching. Thus I have an ability to articulate the things I’ve seen, experienced, and learned.

“So when it comes to sharks, it’s like you can’t get me to shut up. I could easily “bulldoze” someone in a conversation with my fiery passion about the subject of sharks and marine conservation. I have to actually be mindful to stop and listen, which, really, I’ve always known is the best default, because I learned from a young age that you learn a lot more from listening and observing, and a good argument or conversation truly considers and tries to factor in the perspective and information and needs of the “other side.”

“So here I am, having personally witnessed sharks, a species I’ve now had a lifetime of incredible encounters with, yet I know they are being killed for such wasteful reasons as casual fishing, targeted sport fishing, fi nning, and even just for spite. Probably a lot of this is derived from fear stemming from ignorance or the blinding mis-portrayal of them in fi lms like Jaws.

“I think by speaking up and doing what I do, I can inspire others to feel more comfortable taking up a cause, speaking up for those without a voice—speaking up for sharks. And working together, we can get them the protection that has already been afforded to dolphins, sea turtles, and whales in many areas of the world.

“For the majority of my life, the saying most people have said is “the only good shark is a dead shark.” At some point, I realised that no one I knew (and there were fewer than five people I had heard of) had said or written nice things about sharks, or was going to speak up for them. No one was going to teach others about the truth (which contrasts

fi lms like Jaws immensely in that they are not just swimming around trying to eat everything). Th is was more than 20 years ago.

“Then I met my husband, @JuanSharks while taking friends out on a boat he was working on, to swim with sharks— literally trying to get them to overcome their fear and believe me when I would say: they are not monsters. They are usually really cautious and calculated, and you can actually swim around with them and they usually won’t bother you if you give all of them constant acknowledgement and stay quiet, etc.

“I didn’t know it at the time but he had broken his back and so he had to workout daily to keep his core muscles strong so he was a lot of muscles which of course caught my eyes— but what actually drew me to him was he caught my ears— when I would surface every few minutes to breathe during my breath-up. I would actually hear him saying nice things about sharks! WOW! Someone else who is speaking up for sharks, sharing facts, not hyping sensationalism or trying to boost fear and adrenaline. He was respectful of them as apex predators, not monsters- that caught my heart.

“A note on safety: it really was earlier in my life that I developed the methods to redirect - fi rst with horses, then stingrays and smaller animals and with so much time in the water before ever opening One Ocean Diving. I had already learned the things to do, and not to do, to avoid catching the attention of a shark and how to respond to an assertive approach. I never would’ve started One Ocean or guided people in the water purposefully with sharks had I not had a lifetime of experiences on my own interacting with them and fi ne tuning my own advanced water skills.

“To have “oh shit” moments when being rushed by a juvenile tiger shark without having to worry about another person in the water was crucial to my development. The sharks really pushed me to be my strongest most controlled self, to fi ne tune the way I move in the water and to be even more sensitive and aware than I already was.  I didn’t have a translator, I learned “the hard way,” and it is a testament to the sharks patience and perhaps my water skills and natural animal behaviour senses that I was able to retain all my appendages through my younger learning curve.

“It was sometime later that I had another look-around moment, and I realised: no one else was spending 7 days a week all day everyday in the water with sharks, no one else had been diving sans cage with great white sharks, bulls, tigers, oceanic whitetips and 30+ species around the world in interactions that required redirections. I knew I needed to share more information with others and that no one else was currently in a position with as much experience to be able to share such information that I knew could help others stay safer. I knew that helping people learn methods to be able to more safely coexist with sharks could translate to more people being in support of protection for sharks.

“So for more than four years, on top of working seven days a week, I would sacrifice the little sleep I was getting already to pour all the information that the sharks had taught me into a manuscript. The revisions of the manuscript were painful and took another year and a half, but eventually, when it was split into two books, I was fi nally able to get out the information I feel most people could benefit from, in a way that would be very easy to read and comprehend. My fi rst book I titled “What You Should Know About Sharks” was an Amazon best-seller in its category within the fi rst two weeks of being released.

“We have fewer than 10% of the remaining populations in comparison to even just 3-4 decades ago when the demand for #SharkFinSoup really spiked following China’s modern industrial boom (1970-2000). The practice of shark fi nning and demand for shark fi n soup originates from China, which has the 2nd largest population on the planet. However, almost every coastal country is guilty of killing sharks to sell their fi ns to China except a few countries that have now banned the cruel and wasteful practice.

“Join me and let’s save the sharks - and the humans. Surely when they go, we will not be far behind.”

www.oceanramsey.org

OneOceanDiving@gmail.com

66-437 Kamehameha Hwy Ste 102. PO BOX 940. US Post Office Box 940. Haleiwa, Hawaii 96712, United States

The Shark Whisperer can be seen on Netfl ix.

INFLUENCERS FORUM THE

Welcome to this Influencers Forum on the subject

of Business Growth for Women

We will explore how to overcome funding barriers without compromising vision, how to balance growth with resilience, and explore the value of networks and mentors. Scaling a business requires the right funding, financial tools and network of support.

The top five problems for women starting their own business are recognised as:

• Awareness of and access to funding

• Greater risk awareness.

• A perceived gap in skills and experience

• Disproportionate primary care responsibilities

• A lack of relatable mentors, role models and support network.

LEAH BOXELL

Founder Enablists

Leah helps CEOs and leaders unlock growth, reduce costs, and drive lasting change. With hands-on experience in complex, highpressure environments, she bridges strategy and execution, delivering real results. Enablists focuses on fast, impactful outcomes, without the fluff, ensuring businesses scale effectively and efficiently.

https://enablists.co.uk

EMER GILLESPIE

Founder Spark & Bell

Spark & Bell, is a purpose-driven B Corp™ lighting design studio in Brighton. Emer sits on the steering group for Interior Design Declares, is a member of Making Design Circular, a net zero champion for Brighton Chamber of Commerce, and a signatory of the Better Business Act.

www.sparkandbell.com

ALISON JONES

Partner Kreston Reeves

Brighton-based Alison, advises clients from startups to multinationals on accounts, audit, tax, and profitability. She mentors businesswomen, leads a local women’s networking club, and serves on the Dynamic Magazine steering committee. Alison tailors her expert advice to each client, offering practical, experience-based solutions across sectors.

www.krestonreeves.com

SAMANTHA KAYE

Chartered Financial Planner Wellesley

Samantha has over 20 years’ experience in financial services and helped create Her Wealth, a bespoke, female-led financial advice service. She empowers women to navigate challenges like career interruptions and caregiving, offering education and confidence to help achieve financial independence and secure brighter futures.

www.wellesleywa.co.uk

INFLUENCERS

❛❛ Unless you go in hard and assert yourself, fi nancing for women will never be easy. ❜❜

Maarten Hoff mann: Kate, do you recognise any of those as issues?

Kate Lester: All of them are challenging. Funding, in particular, is a major hurdle. Women-led businesses frequently face competition from male counterparts who often succeed in securing financing, while women—especially in the technology sector—struggle to access funding at all. We were fortunate to capitalise on debt funding to develop our technology platform, but typically women get as little as 1–2% of all private equity or venture capital investments. I know other men in my field with lower EBITDA who have managed to access opportunities that remain out of reach for many women founders.

When I met someone who was offering me debt financing, the first thing he said was, ”Are you Kate Lester? And I believe you’ve got some balls.” And I said, “I think you’ll find it’s a vagina, which is a lot tougher.” And I had to set the tone. Unless you go in hard and assert yourself, financing for women will never be easy.

MH: Naomi, when you set your business up, did you recognise some or all of those reasons why it could be a problem?

Naomi Roberts: The lack of relatable mentors was the one I struggled with the most. Fortunately, we found MDHUB, which

KATE LESTER CEO

Diamond Logistics

Kate is the multiple awardwinning founder and CEO of the Diamond Logistics and Technology Group. Kate has worked in many sectors of the transport and logistics industry for the last 33 years and is a passionate advocate and promoter of equality, diversity and inclusion in her sector.  https://diamondlogistics.co.uk

KATE

PARTRIDGE Partner

DMH Stallard

Kate advises companies and individuals on share and assets transfers, re-organisations such as demergers and shareholder agreements. DMH Stallard is a full-service, award-winning law firm focused on building long term relationships with clients. Its teams take the time to get to know you, your business, and your objectives. www.dmstallard.com

is brilliant. However, in the early years of Flare, we kept ourselves to ourselves and didn’t really seek support while we were busy inventing our audio technology. Finding that support system at MDHUB has been really valuable. Looking back, I probably didn’t consider getting support because I didn’t feel worthy of it and I felt I needed to focus on the business. I initially struggled with the idea of support, but now, finding a mentor I can trust has been a huge thing.

MH: It’s that scenario that inspired Fiona and Phil to set up MDHUB to answer that kind of problem.

NR: They have helped so much. I can’t sing their praises highly enough. It changed an awful lot for us, and we suddenly didn’t feel alone any more.

Leah Boxell: I agree with all five issues you mentioned. My husband has his own business, and we’ve been completely self-funded with my business, which is a big thing; I’m taking all of that risk. However, many people aren’t willing to take that risk with me, which presents its own challenge. Regarding mentoring, I dedicate a significant amount of personal time to mentoring other females. As female founders, I believe we have a responsibility to support, encourage, and lift each other up. That’s why I dedicate a significant amount of my personal time to mentoring other women in business. To me, it’s not just about sharing knowledge it’s about building a community where we all rise together.

NAOMI ROBERTS

Co-Founder and Co-CEO Flare Audio

Flare Audio is a pioneering audio technology company based in West Sussex. This year, it received the King’s Award for Innovation. From its base, the company creates everything from high-definition earphones to calming in-ear devices that help improve relationships with sound. www.flareaudio.com

BETH WARNER

Senior Manager, Corporate Finance FRP Adivsory

Beth is a Senior Manager at FRP Corporate Finance, based in the South East. A passionate advocate for women in business, she focuses on supporting owner-managed companies through capital raises, strategic planning, and exit journeys—guiding founders through succession planning, deal preparation and execution, and ultimately maximising value.

www.frpadvisory.com

My husband is often asked by other parents why I’m not the one picking up the kids, or why he’s doing some of the school runs and early finishes, especially given that he has his own business as well. Thankfully, because he’s not accountable to anyone else, he can be flexible, and I feel very fortunate that he always responds by saying that my business is also a priority for our family. Still, those questions highlight that there’s a lingering stigma around how responsibilities are shared.

At home, there are expectations too. My children naturally want me to be present, and my daughter, who struggles with school, would love me to be available all the time. I explain that while I can’t always be there on demand because of my business, I do my best to balance everything. Like many families, we’re finding our own way. There’s also peer pressure from other children, with comments such as, “Your mum doesn’t do this, doesn’t do that.” In those moments, I remind her and myself that while I may not always fit the traditional role, there’s so much more I am doing for her, for our family, and for others through my work.

MH: I worry as to why that attitude hasn’t changed. With so many more women in business, why do kids struggle to relate to the fact that it’s someone other than their mother picking them up?

LB: COVID and flexible working have helped with that. There are a lot of people who can juggle, and I do. It’s the wider society’s perceptions that dictate where you’re expected to be more involved. Additionally, I have my own business. It’s about finding that right balance. Of course, I’m driven to make a difference in my business. However my children are at the very heart of everything I do. In many ways, they’re my greatest motivation.

MH: Emer, do you identify with a lot of those things?

Emer Gillespie: I’ve grown my business very slowly and organically, so I haven’t had to seek funding yet, although we are looking at it for the first time now. Spark & Bell has been running for ten years. My husband quit his job over a year ago and joined my company, so he’s now by my side to apply for funding and try to secure some support.

It was different when I had my daughter; I was a single mum for years. I just got on with it and accepted that I was there all the time. I didn’t have anyone else to turn to for support.

Now, though, we have a really balanced relationship. My husband did most of the picking up until he quit his job and joined us. Since he worked from home a lot, he was available to do the pickups and drop-offs. I didn’t get to know the other school parents as much, so I missed out on that side of it.

In terms of mentorship, I did the Help To Grow programme a couple of years ago. I often refer to myself as an ‘accidental business owner’. I was a creative person who started making things, and then all of a sudden, I had a business to run, which

was quite a shock. So, the Help to Grow programme was the first time I ever had a mentor, and I thought, ‘Oh, I’m not just in my little bubble making and getting things out the door.’ That was a fantastic experience, having a point of calm contact with someone to voice concerns and bounce ideas off, and for them to bounce back with really good suggestions.

Ensuring I spend quality time with the kids and that our household runs smoothly, my husband is now right there with me, doing it as well, and he understands it. He gets the no-sleep part of it and gets the laptop out in the evening. He now gets my stress points that he’s witnessed in me.

MH: In 2023, for every pound of venture capital investment in the UK, businesses with all-female founders got one penny. Mixed-gender founding teams received 10p, and all-male founders received 89p. Sam, you have a product called ‘Her Wealth’. Have we made headway since the Review was published?

Samantha Kaye: We are making slow progress, but we are also decades away from it being anywhere near equal. This is because events like COVID-19 occurred at a time when we were making significant progress. However, the situation reversed for mums, who were more likely to undertake flexible working. At this point, the pressure always seems to still be on Mum to pick up the pieces.

In terms of the gender pay gap and the gender pensions gap, those numbers are starting to equalise and improve. When I began Her Wealth, the average pension pot for a woman at 65 was £42,000. It’s now £54,000. It’s still nowhere near enough to retire on, and it’s still a third of that of men’s, but we are gaining some traction with different government ventures such as auto-enrolment and greater awareness.

I passionately believe that part of the awareness should start at school. There should be financial education for young girls and boys as they come through the ranks, so they understand what their pay slip means, the amount of their pension deduction, and the importance of having a pension deducted. If we had a better education for those young adults who are going through the school system, or at the end of the secondary school system, it would give women and young girls more of an impetus to say, “I can do this. I can start my own business.”

By addressing imposter syndrome throughout our careers, we can improve the early years of education, knowledge, and mentoring. This, in turn, would attract more young women to the ranks, thereby helping to address the entrepreneurial disparity, pensions, and gender pay gap.

❛❛ By addressing imposter syndrome throughout our careers, we can improve the early years of education knowledge and mentoring ❜❜

❛❛ There is an assumption that you’re going to fail because you’re a woman – and yet, women are more likely to succeed as we don’t over-estimate the forecasts ❜❜

MH: It’s frustrating that the Rose Review identifies so many issues, yet so few are implemented. Alison, one problem I didn’t realise was that all-female VCs are even less likely to invest in female companies…

Alison Jones: Absolutely. My daughter works in the VC fund economy in London. The firm where she works helps recruit CFOs for startups seeking VC funding. And I know someone else who’s looking for some VC funding. She’s a female investor, and she mentioned that only five in London are willing to invest in female funders. Five - in the entire City of London. That’s pretty appalling. Since the COVID pandemic, she has noticed a difference in investments when it comes to women seeking funding; where the percentages were higher before COVID, they’re now lower. And sadly, she said, it’s actually the women who are giving the funds out who are harder on the women entrepreneurs than the men. That’s quite shocking.

KL: This is down to a patriarchal bias. We’ve been conditioned over the years, and the VC funders operate within a very male-dominated banking society, and they tend to believe the spiel that they’re given.

AJ: There is an assumption that you’re going to fail because you’re a woman…

KL: … and yet, women are more likely to succeed as we don’t overestimate the forecasts.

MH: Aren’t VC women letting themselves down by the inference that, in refusing funding, they’re feeding into the idea that women are not as good as men?

AJ: It’s that presumption — that you’re not going to do as well — that means they won’t lend you the money. So their requirements are tighter. If you’re a woman seeking funding, even from all-women VCs funding all-women companies, it’s going to be harder.

Beth Warner: Do you think that’s because women are less good at ‘bigging themselves up’?

LB: Imposter syndrome certainly plays a part. I only launched my business at 38, and in hindsight, I wish I had taken that step much earlier. But I was one of those who thought I’ll never be good enough and assumed my role would always be to support the CEO rather than become one myself. What’s needed is a shift in mindset, recognising that entrepreneurship is about having the courage to risk everything in order to step into that position.

AJ: HSBC recently surveyed 320 midlife female entrepreneurs. 85% of entrepreneurs started their businesses after the age of 40, with only 2% having access to VC funding. Most of them did it through savings loans or remortgaging. That’s terrible.

SK: That’s not untypical of many of my clients. They’re mostly back-to-work moms, who are through that first cohort of Calpol and emergency pickups from the nursery, and they’re ready for their next chapter. They’re done with corporate life, and they’ve always wanted to do something else. They know what they don’t want to do, although they are unsure of what they do want to do. Once in their 40s, I’ve seen some really successful women launch careers which are precisely what they want to do, not what they felt they had to do.

KL: It’s the capital available in those funds. When you look at some of the bigger global VC funds, they’re talking about having £6 billion in equity to be employed. If you want to build a multi-million pound company, you’re going to need millions, not hundreds of thousands. That’s the limitations in terms of women’s aspirations and ambitions.

MH: Someone I know set up her own business at 28, applied for £5m VC funding and was universally rejected, with one response stating that it was because she was of child-bearing age. How common is this bias?

AJ: The bias seems to be at any age. I have a client in her 50s who runs an incredibly successful business. She had an idea for something else and went to look for VC funding. Despite her company’s turnover of millions, she cannot secure VC funding for her new business. And the comment is, well, you’re a female, what do you expect? The fact that she’s got a track record of being a successful businesswoman seems to be irrelevant.

BW: I am surprised by this. I see that Private Equity are under more pressure to be more diverse and I really see that reflected when they are looking at opportunities, they are considering diversity and other factors, such as ESG.

KL: How many women are actually working for these PE companies? Funnily enough, the company who invested in us is led by women, has two women on the board including the CEO, and one of our investment managers is female.

MH: Kate, you started your own business. But how much was it a relief when you joined DMH, leaving someone else to take care of the bills?

KP: It was a huge relief. However, during the growth discussions, with various parties we could have partnered with, there were some surprising responses. I thought it was a level playing field. But then you’d get their responses. I sent one of them to my brother, who’s a Finance Director, and he said, It’s like they patted you on the head and said, ‘Well done, little girl. We’ll take it from here.” It was so frustrating, reading the between-the-lines sexism. It’s so patronising.

AJ: We have noticed that many women start their businesses while on maternity leave. It’s amazing how many women start new businesses. It’s unclear whether it’s due to the freedom or some internal change, but it’s remarkable how many new businesses emerge.

MH: There is evidence that many women started their own businesses, primarily to achieve the lifestyle and balance they needed in their lives. Is that why you did it?

EG: I was a teacher, which is a very hard career to dedicate your life to, running photography departments, so I had a very creative job. Then, when I got pregnant and went through my maternity leave, I realised there’s nothing like a newborn to make you work your arse off, and that created a kind of pressure, but in a good, creative way. As a creative outlet, I had many things that motivated me to work hard.

It also offers that flexibility. You are working harder, but you do get to control your own diary. It was an enticement to start my own business, but then again, I’ve never been one to shy away from hard work.

I have more creative freedom to run my life, and now that my husband has joined, we’re in it together, and we can plan our summers. We’re planning to get into our camper van this summer, but we both agreed we’ll be getting the laptops out every morning to clear the emails and make sure everything’s running smoothly.

MH: Kate, why did you start your own business?

KL: I was 20, and the company I worked for wasn’t doing well. They wouldn’t pay us our wages before Christmas, so we approached them to see about their client list. Unfortunately, the controller who was working for the company took half of it. So I started my company on what was left with some financial support from a business partner. Then, coincidentally, I conceived my daughter in the same week. So I had my daughter nine months after I started the business. I exited my partner four months into our business journey together, and it’s been mine ever since.

MH: You say that’s part of the women’s role. A lot is being said about the primary care responsibilities that fall on women. If you’re married, why are they landing on women?

KP: Sometimes it’s financial, so it’s usually whoever is earning the most money, though not always. At the moment, I’m the main breadwinner, and we’ve entirely flipped roles. My husband is doing a lot of the childcare and taking care of the house, which is pretty much the case.

LB: My husband usually does the school drop-offs and since I’ll be out every day this week, he’ll also be handling the kids’ pickups. He mentioned wanting to fit in a game of golf, and I

reminded him that, as with everything, it’s about balance. Some weeks I take on more, and other weeks he does it’s a partnership. We both know there are trade-offs, but we also know we’re working as a team, supporting each other so that both our businesses and our family life can thrive.

EG: I’ve felt I’ve had to train my husband. He will know if I walk in and find that something isn’t done that he’s meant to have done. I grew up in a household full of women where equality was part of our DNA. I find it incredibly unsettling if something’s not been done.

My daughter’s father didn’t improve. We were only 21, but we only lasted 10 months after she was born, because I could see the disaster that he was. So, I walked away, and I felt much more empowered to be myself. Back then, I was a stubborn single mum for 10 years.

LB: Timing is important here. For many years, my husband was the primary breadwinner. Later, when I built a successful corporate career, our roles naturally shifted, and when I was away, he stepped in and managed things at home. Now, with our business still only two years old, I think part of this stage is simply him finding his rhythm. He’s beginning to come on board more and I’m realising that I don’t have to do everything on my own, we’re stronger when we share the load together.

MH: It can be a double-edged sword, bringing your partner in, because it can work brilliantly – or it can be an absolute disaster. Naomi, you’re with your husband in the business, aren’t you?

NR: It works really well, but we both know our own roles. However, in the early days, it took us a while to find our feet and determine who was best suited for each department. As it turns out, I was a reluctant businesswoman; I’d never had any inclination to run a business. When we started Flare together, it became very clear that Dave is the inventor, whereas I find it easier to socialise and network, possibly because I’d been an art teacher. So he has his own office space, and I’m in the open-plan office, keeping an eye on everything. It therefore makes it quite clear whose role is whose. But we do also enjoy talking about the business,

We’re both really passionate about Flare. It’s opened up a lot of opportunities. We’ve formed some great collaborations with artists, musicians, and producers who are now friends. It’s added to our lives. And so, because we’re passionate about it, I enjoy talking about it. It doesn’t feel like we’re talking about business; it just feels like we’re discussing something we love. That said, it definitely invades every aspect of our lives. I’ve just learned to accept it.

❛❛ I was told I’d never be anything by my father. So I’ve done it, in part, to prove him wrong. ❜❜

MH: I do get bothered when I hear about women carrying the can for having to look after the kids, provide primary care, their respective parents, the house; everything. Is it a regional thing?

KL: It’s more generational. We were the first generation whose mothers went out to work. There was more balance in terms of who did what after school. My dad worked from home, while my mum had her own boutique. Then my kids have seen me go out to work all day, every day.

Having said that, we did have a young father visit us the other day who had just had a new baby. He said, “I have to go home, and I have to babysit my daughter.” That’s a generational phrase, as fathers do not babysit their children. Any woman will tell him that’s not babysitting.

LB: Schools must share some responsibility, as not all of them have got past outdated thinking. They’re still pushing girls into care roles, such as child minding or hairdressing, whereas we’re not saying to them, ‘don’t do that.’ What we are saying is that you can pursue a business career and do whatever you want.

For instance, in our youth programme that I’m running, money management is one of the key lessons. We have to teach them that it is a level playing field, because, at the moment, it is certainly not in schools.

KL: Interestingly, I’m writing a book called The Manicured Fist, and it talks about women punching through the glass ceiling. There are women whom I have interviewed regarding why they have become successful, primarily in industries traditionally dominated by men, and their success is often based on the relationship they had with their father, a person who enabled them. For example, my dad worked in real estate, and he has three daughters who work in logistics, IT, and telecoms. If you’ve grown up with it, why wouldn’t you follow that path?

LB: You go two ways. I was told I’d never be anything by my father. So I’ve done it, in part, to prove him wrong.

KL: That can be very motivating.

LB: I was made to be a carer because we went to a refuge at 14. If my mum wasn’t working, I was either babysitting all the kids or out working. That responsibility was always placed on me. I was never told the whole ‘you can do what you want’ by anyone except one of my aunts. I was asked on stage at International Women’s Day what my turning point was. The answer is that I hadn’t realised until recently that it was my aunt. She gave me that belief. And that’s what we need to give to the kids at school: the understanding that you’re not limited by care and responsibilities.

KL: I had a teacher once who told me, when I was 16, not to be restrained by the boundaries of convention. And I’ve lived my life like that ever since.

LB: We need more teachers like that.

KP: My mum was told at the end of school that she could be a nurse or a teacher. So when I used to ask her, ‘Why did you give me this opportunity?’ She said it was because it had happened to her, and she never wanted it to happen to me.

AJ: The concept of imposter syndrome originates from the education system, though it also comes from home. When career guidance says ‘be a nurse’, not that there’s anything wrong with being a nurse or cabin crew, a lot of it is unhelpful.

MH: I really hope you’re right, that it’s a generational thing. In terms of role models, we were discussing certain individuals – your aunt, for example, or that particular teacher. Is there a lack of mentors or role models for women?

AJ: It’s getting better. Looking back 10 years, I couldn’t name a single woman in our client portfolio who was running a business with more than one person. Now I can think of a handful, and some of them are really great mentors.

MH: But for anyone looking for a female mentor, where do they find them?

BW: There are lots of networks, but they don’t necessarily have mentors.

SK: I believe I am already. You don’t need to have an official title of ‘mentor’. In my everyday work, I personally help many women connect with other women or professionals who need a service or assistance. You don’t need to be a traditional mentor, where you need to come into the office and sit down to plan for an hour. There’s so much more to mentoring than that.

Women need to ask for help whenever they need it. I reached out to another business owner and said, ‘Have you had this? Have you dealt with this? How did you do it?’ From there, you learn from others’ experiences. It means we are all mentors in our own unique ways. There doesn’t need to be a structured, ‘mentor shop’ where you go in and pick one off the shelf.

MH: Let’s say, there’s a young woman who wants to start her own business, and she isn’t part of your network; she doesn’t know anyone. How does she find a mentor?

SK: Women need to be much braver. So, when you’re 22 and have all these great ideas about running your own business, you need to be brave enough to put yourself out there and say, “I need some help” – and people will come. Men would often ask questions in the pub or at the golf course. That’s how they would network. Women need to ask for more help.

NR: I’d like to see a portal or online network where people like us can list the skill sets we feel we’d be particularly helpful with. This would be a one-stop shop for aspiring young businesswomen. Even if everyone committed to dedicating an hour a week, we could offer transparency about what we do. Sometimes, you may be apprehensive about things like mentorship because you’re unsure how much time it might require from an already hectic day.

It’s also quite daunting. I’ve made mistakes, and sometimes I’ve made great things happen, but I’ve always attributed it to luck or fate, rather than my skills.

AJ: I did some mentoring for the Cherie Blair Foundation. And that’s precisely what it was; a portal. You could apply to be a mentor. You had to prove that you’re capable of it. As a business owner, look for someone who specialises in marketing, or if you need an accountant, I’m here to help.

I had to apply, and then that mentor had to agree to give an hour a month for 12 months. It was fantastic, but it seems to have died a death. You need a portal where women can find the help they need, as many don’t know where to turn.

MH: If there was a portal, would you register?

KL: Probably not. I’m concentrating on scaling my business. And, for me, if you want to see more women succeeding, we’ve got to stop being asked to do the school run and mentor the startup entrepreneur. We’ve got to be able to fulfil our own function.

Help for young women doesn’t have to come from women. That’s the point. It can come from general business networking groups that are incredibly supportive, or Chamber of Commerce events. Many people can offer advice and support. Defaulting to female service provision as the solution isn’t the answer. We’ve got to stop imposing on ourselves.

AJ: They don’t just have to be women. This portal offered advice from both males and females.

KP: Right now, I’ve got a very full plate. So, what I try to champion are the women I come across, either at work or through networking, and do my bit, which is not that hard. It’s not like I can jump into the car and mentor everyone across Sussex, though when I retire, that may be something I will do.

MH: One of the things that VCs came up with about why they don’t invest in women is that they are more risk-averse. Is this true?

BW: VCs generally want to see a return on their investment within a specific timeframe, often requiring a demand for fast, aggressive growth. Typically, women are more likely to run their business focussing on long-term, sustainable growth, perhaps not taking those massive risks. Although this may not be what VCs are looking for, it may be why companies led by women are statistically less likely to fail.

LB: My sense of risk-aversion is about the responsibility I feel I have. I’m at a point where my role involves delivering services to companies. I need people to get the sales, but I need the sales to get the people. I’ve found it hard because I have just taken a punt on taking on employing two people who start next month, but I need that contract to arrive this week. So I have taken that risk because I felt my mindset has been holding me

❛❛ My sense of risk-aversion is about the responsibility I feel I have. ❜❜

back. I’m trying something different, but what has stopped me is the fear of responsibility. It’s a risk, yet I can’t fail; I can’t let my family down.

BW: I do not agree that the solution is for women to act more like a man or take more risks just because men do. VC markets should understand that success doesn’t always come from high-risk, high-growth strategies—there are other ways to run successful businesses.

SK: That’s about understanding the balance of risk and reward. My day job is teaching people how to realise that if you invest there, that’s akin to the 3.30 at Ascot; in other words, do you put all your savings on one horse, or do you take a longer-term view?

I explain the importance of ISAs and pensions, long-term savings, and having emergency savings in cash for unexpected expenses, such as a boiler breakdown. You don’t need all of your emergency savings sitting in one little cash account. Stocks and shares ISAs can provide long-term growth. Meanwhile, many women tell me that they’re cautious about investment, to which I suggest that they put their money under the mattress and acknowledge that it will be their lot.

The same applies to business risk. When setting up a business and understanding the level of risk you’re taking, it’s essential to know what your desired outcome is. Do you want this business to last 50 years so that my family can take it on board? Or are you in it for 10 years with the intention of selling up?

MH: Is this perceived gap in skill and experience just that - a perception? Or is there a real gap?

AJ: I can only repeat that VC funders are not taking a punt on a female CFO, unless she’s got some experience already. While the same VCs will take a chance on a male, they won’t offer women the same opportunities that they give men.

KL: People want to recruit people who are just like themselves. I’d look at the patriarchal bias because they’ve been educated in that system. We need to be better, louder, and more forceful. I still have fears for my business, even after 33 years. But then, I take stock and realise we’re doing OK. I’ve been trying to scale up from one million to 10 million, and that is a horrible journey, way worse than the journey to your first million. But once you hit 10 million, it’s a game-changer, because all of a sudden you’ve got systems, processes, scale and volume, and people now want to have big conversations with you.

MH: Do you think, say, new suppliers are surprised when they find your company, in what is a very male-dominated sector, is run by a woman?

KL: That just makes me laugh. The number of times I’m treated like the office manager is hilarious. But that’s logistics, though —a very male-dominated industry.

MH: Were you ever tempted to come in one day and act like a man or dress like a man?

KL: In terms of being forthright, of being a leader rather than a ‘bossy one’, or being ambitious or aggressive? Is that what you mean by ‘being a man’? I think that’s just being an assertive female. Different, sure, but equally impactful. It is a myth that women have to act like men to be ambitious and successful.

MH: Why is that not being translated into young female entrepreneurs?

KL: It’s got to do with education at home, their home atmosphere, and upbringing. My children grew up in a feminist household, and they’ve taken on board the values. I have a vast network of business relationships with men in the logistics industry, and none of them think I’m any less of a businessperson than they are. In fact, some find me mildly terrifying, which is fine by me.

EG: We’re at a point now where we’re in danger of going backwards. News and social media are providing a toxic narrative about - in this instance - women in business. It needs to be tackled at its root.

When I was growing up, I had a very supportive family. My mum and dad were incredibly encouraging, and I was surrounded by women; there was nothing that we couldn’t do. I have that mindset, and I haven’t encountered many barriers. I’ve been quite lucky. However, when considering the challenges faced by young people now, we may not immediately see the effects, but it’s something we really need to look at.

LB: Despite all this progress, there are still lots of companies where white, middle-aged men are in charge, so we are still in that space. It still happens that, despite a company owner having sons and daughters, it’s only the boys who are nurtured into the succession planning. It’s their choice, but it’s a problem we can’t shift. Education is as much at home as anywhere else, and there is still a lot of the discriminatory mindset.

KP: If you see it, you have to call it out, no matter how big or small it is. For example, male banter. I have had to intervene and shut the odd “joke” down. The women were grateful for my intervention, and the men realise it is not acceptable. But it is not just at work, you have to call out issues everywhere. For example, in school, questioning why the girls haven’t been taught football or rugby. Call it out, wherever you see it.

❛❛ News and social media are providing a toxic narrative about women in business. ❜❜

AJ: We’ve been talking about women needing better role models, but I think men need better role models, too. All these toxic role models, who are gaining traction, really don’t help anyone. Men need better role models and better education.

MH: It was just 120 years ago that the Suffragette movement was a force to be reckoned with. Emmeline Pankhurst went to prison for her beliefs. Emily Davison committed the ultimate sacrifice at the 1913 Derby. Are we getting to that point again?

KL: It’s not bad enough for there to be a revolution, but while it has improved significantly, it’s also still not good enough. In other words, it has improved sufficiently that men have had a little bit of a pat on the head in terms of their EDI policies. However, it’s not so much better that people are no longer discriminated against. A revolution only happens when things are dire. And it’s not dire, it’s just difficult.

MH: There is a huge pressure to scale up your business. Do you have to scale up your business? Or can you be content with the company in its current size?

EG: I’m at that point now. As a team, we’ve gone from 11 down to eight in the last couple of years. We’re shrinking slightly, but that’s OK. I love my team, and we’re a really close, tight and skilled group.

With my husband coming in from a larger business, he has had to change his mindset about scaling up. I remind him that we don’t have to go from one million to ten million. I’m happy where we’re at. We have changes coming up, and we’re looking for funding, as we can offer more, but still want to maintain a handmade feel, with B Corp status, and ensure safety and sustainability.

AJ: When someone wants to grow their business in a sustainable, organic manner, a VC fund will look at that, and they won’t be interested, especially if you don’t want to scale your lifestyle as well. That said, people are obsessed with scaling. There’s a lot of pressure people place on themselves, thinking they have to achieve massive growth.

NR: We still need to scale to some extent, but our mindset has shifted slightly. While scaling remains important, our main focus now is on selling our technology whilst keeping the team size consistent. We don’t necessarily want to build a large team, but we do want to stay competitive with others in the industry.

AJ: Investors aren’t always a good thing. We’ve had a client who used a couple of investors, and now she can’t get rid of them; as a result, she’s effectively lost control of her company.

LB: I don’t have to scale, but I want to. I firmly believe that my business is dedicated to challenging the male-dominated, ego-driven consultancy firms. I’m on a mission to challenge that and help enterprises to do so cost-effectively, while getting things done. Unlike many consultancies that focus on advising clients on what to do and then stepping back,

BW: When someone’s buying a business, there’s more due diligence being undertaken on things like ESG and diversity.

we stay engaged, we roll up our sleeves and deliver alongside our customers. That hands-on approach is what I truly believe in.

KL: I’ve had two different phases. For the first 20 years, it was a lifestyle business. I turned over a million a year, and it stayed that way until about 2011. Once the children had flown the nest, I thought it was time to kick on. I looked at the business and what it was doing, but I also realised it wouldn’t have attracted much interest if I wanted to sell it. So I put a whole host of things in place to scale up, but did so within my core beliefs and values.

I started scaling up in about 2013, and now we’ve gone from one site to 34 sites. My goal is to achieve 80 through something akin to licensing. It is now a far more attractive proposition should I choose to sell. I’ve never taken a huge salary, I’ve never taken a huge amount of pension. It’s all been about building this vision.

BW: Every business should have a plan for what they want to do at their exit, whether it’s a lifestyle business or a scaling business; you’ve got to decide what you want to do.

MH: Do you find that there is pressure to scale?

BW: “If people want to sell their company, buyers are typically interested in a scalable company. They don’t want to buy a company that has peaked, with no room for growth. With funding opportunities for women led business, I’d like to think it’s getting better. I know there are plenty of anecdotes. For instance, I was recently speaking to a founder of a startup who realised their team consisted entirely of white men, which they found was a barrier to securing funding. Funders are looking at more diversity-led companies that embrace ESG. It feels like its changing, despite the figures saying otherwise.

MH: In a recent Influencers Forum, the narrative was that VCs wanted to invest in ethical and sustainable companies, but only if they offered the same return as everyone else; otherwise, they shied away. It still is about the money, not necessarily the company.

EG: I’m finding more business coming my way because we’re B Corp certified, and as a female-led company, it presents a stronger business model if a VC is looking at the figures and seeing the positives of running an ethical company.

❛❛ More business is coming my way because we’re B Corp certified and, as a female-led company, it represents a stronger business model. ❜❜

MH: How important is networking? Is it useful to network only with women?

EG: I network with everyone. You become more selective about your time. Previously, I was only ever making; now I put my energy more selectively into other things.

AJ: You need a mix of both. Having an all-female network can give someone confidence if they’ve never networked before. They’ll go out, realise the world is made up of both men and women, and then network with everyone.

SK: I’ve recently set up a networking group called Elevate Her. I’ve networked extensively over the years and know exactly who and what I’m looking for. I want women new to industries to have a safe space where they can come, talk, and learn.

We’ve now had four Elevate Her sessions. We reached bumper numbers at our most recent event, and the raison d’être behind Elevate Her was for attendees to come away having learned something. We’re only four sessions in, but the feedback from the women who have attended has been phenomenal. And that’s happened quite naturally,

MH: Does the time of day help?

SK: I think so. It’s 10.30am on a Friday. There’s no requirement that everyone come to each event. We know that not everyone can commit to that. Our goal is to create an environment where everyone learns something and doesn’t feel pressured into exchanging business cards. That’s really important.

AJ: A lot of networking is very sales-oriented. I’ve pulled back from pretty much all of them. I’ll do roundtable events where you share insights.

KP: I go to one in London that’s been phenomenal for me. They do it at different times of day so that you can fit it in depending on your schedule. There’s no pressure to attend; it’s very much about supporting and mentoring each other. However, there is now a real growth in supporting each other’s businesses through referrals, but you refer within the network first, if that person is a valid opportunity. That’s been brilliant because walking into a room in London as a woman is not always easy.

MH: As it feels like men have created the world for their own purposes, so AI has been bent to men’s will. The entire tech sector is clamouring for women, but they’re not coming forward. That may be education or parenting, but it’s still not happening.

KL: The working atmosphere in tech is extraordinarily misogynistic. So why would a woman want to work there?

AJ: The next couple of years are going to be interesting because of the impact of AI. There are probably many companies that are no longer recruiting, or if someone’s

leaving, they’re letting those people go without replacing them. I know there’s a whole generation that cannot get jobs. I know that many lawyers and accountants are cutting back. It will be very interesting to see what that generation does. The likely outcome is that they will start a business.

There is a tech company I know who are amazing. They’ll take school leavers and career changers alike, and they put them through a degree equivalent. As a business looking to work with them, you fund, say, 20 places, and then offer two people a role at the end of it. So, you put all these women through the courses to enable them to do it, and they can then go into product management. They can go into proper development coding. So when you say, ‘What can we do?’ We all need to call this misogyny out a bit more in life and on social media as well. Many fear a backlash, but if companies like this one were braver, we could celebrate these scenarios a bit better.

MH: It’s all the never-ending obstacles for women, isn’t it?

AJ: My daughter wants to set up her business, and she’s got an idea she’s developing. However, there’s definitely a fear of taking the risk, not being able to pay the mortgage, and not knowing where she can get funding from.

KL: Women will be judged considerably harsher. Of course, women fail in business, but when you hear about a female tech failure, it’s news, but you don’t hear about the 100 male-led tech failures. They’re just going to focus on the women who are failing. You have to be prepared if you’re going to put your head above the parapet, then also be prepared to be shot at. Even now, 33 years in, if I get it wrong now, I’ll still get the jibes about not being able to handle running a business.

BW: Look at the media commentary on Rachel Reeves. The language they use about her is so derogatory.

KL: Women must be allowed to be women. We need to be able to be authentic, and if that means to cry then so be it. Sometimes that’s just the way we express ourselves and show passion, especially if these are our personality traits.

MH: Final subject - pregnancy. Is it fair that a woman taking maternity leave has to have her career stalled or put on hold?

KL: Women get maternity pay. The simple answer is to stop taking two years off. How can you expect to be in the same place in terms of your business or career if you’re taking two years off? I took two weeks off for my daughter and a week for my son. That’s it. You’ve got your own business. You work.

KP: I got pregnant with twins within a year of starting my own business, and took three months off. Then I worked when I needed to, with young twins. I stepped away from the traditional model of being a lawyer, working in-house in the City, because I knew I couldn’t commit to the expected hours and still care for my twins, so I prioritised my family.

The issue is that you’re most likely to make Partner while at

childbearing age, so actually having children at that time is seen as not committing yourself to the business, which is a real mark against your name. Men who are taking the paternity leave that they are now increasingly entitled to are also potentially judged in the same way, so they’re not taking it.

MH: One final time around the table. What’s the best advice for budding female entrepreneurs?

EG: Do what you love and have belief in what you do. Because I loved what I did, the journey became a lot easier. If you’re trying to do it purely to make money, that’s where you’ll run into issues. So I say, do what you love,

AJ: Be brave, be passionate, because there’s no point doing anything unless you’re really passionate about it. As an accountant, you need to develop a business plan and thoroughly understand your product. You can determine your pricing, but ensure you have a solid financial plan in place. Just don’t go into something without thinking about it.

SK: Be brave. Be bold. Be different. Have a plan. Don’t be afraid to ask for help. Help comes in all different guises, whether it’s a glass of wine in the pub on Friday or it’s a case of ‘let’s run through your financial forecast.’ Never be afraid to ask for help.

NR: Mine’s a quote, actually. ‘Find out who you are and do it on purpose.’ So it’s leaning in quite a bit. That’s what makes everyone different. And lean into your difference.

KP: Just go for it. Don’t be afraid to fail, because if you make mistakes along the way, that’s often how you really learn and grow, and can quite often make a difference with your business – when you pivot in some way. And have a good support network around you.

BW: It’s reframing the narrative away from the idea that women need to change, emulate male behaviour, take more risks or be braver. When I have visited companies during the Dynamic Awards judging process, you can see the difference when a woman runs a business. They’re nurtured, they’re looked after, and you can really feel it. And I don’t think that you need to ask women to take anything away from that.

If you have a great, scalable business and everything is in order, don’t be afraid to seek funding. With the right people around you and the proper support, I believe anyone can secure funding. Don’t let the stats put you off.

KL: Be you. Empower yourself with education. Speak up and ask for the things that you need, and think big. You are more capable than you think you are. And remember that everybody has imposter syndrome, so fake it until you make it. And then that little nervous feeling you know we have in our stomach when we feel like we’re living life on the edge, that’s actually where performance lies. So just get used to it.

MH: Great way to finish. Thank you, everyone.

In our exclusive Spotlight feature, we highlight women who are doing good things in their community. They’re not always seen but we think they should be.

SP OTLIGH T

Pip Rothwell

Pip Rothwell is the Founder and Managing Director of Technology Triumphs Ltd, an online learning provider and exam centre that uses innovative approaches to support young people towards gaining formal qualifications in creative subjects.

Pip spent over a decade as a Design & Technology teacher and head of department in mainstream schools, giving her a deep understanding of both curriculum and learner needs. Prior to her teaching career, she held roles in Communications and Human Resources, including work with Kent Police and within the NHS.

The company began around Pip’s dining room table whilst on maternity leave from her teaching role, with just 5 students. Now, with 750 active learners at any one time, from around the UK and overseas, the company offers 18 different qualifications.

Just like the company, Pip’s beginnings were humble – raised in a working class family she quickly learned the importance of a strong work ethic. As an A-Level student, she held down 3 different jobs and when at university she worked night shifts as a cleaner before lectures in order to self-fund her education.

SME BUSINESS OF THE YEAR AWARD

educational system or for those for whom the methods and approaches used in a school based setting simply aren’t appropriate. For many, the provisions offer a route to further education that was otherwise denied to them.

“The company began around Pip’s dining room table whilst on maternity leave from her teaching role, with just 5 students.”

Pip knew first hand some of the obstacles that young people can face in order to secure an appropriate education for themselves and endeavoured to become a part of the solution to this issue.

Community and inclusivity have always been at the heart of the business from its very inception; working to provide opportunities to those who have been forgotten by the

In May of this year, Pip was invited as a finalist at the Dynamic Awards, something that she felt extremely proud and honoured to be a part of.

In being announced as the winner of the SME Business of the Year Award, Pip took to the stage to thank her small but mighty team of just three other women, highlighting that even a small team of people can drive huge change.

Pip is a visionary educator and business leader whose work has broadened educational access and empowered many learners. Whether through her pedagogical expertise, learner-centred approach, or business achievements, she consistently demonstrates innovation, empathy, and integrity.

When I officially took over Ashton Care in 2023, it marked both the culmination of years of involvement and the start of an entirely new chapter. My journey with the company began in 2020, working closely with my mother, who founded the business more than 40 years ago.

From the beginning, I was deeply influenced by her ethos: see the communication, not the behaviour, and ensure services are accessible to all. That philosophy has been the heartbeat of Ashton Care for decades and it remains central to everything we do today.

Coming from a corporate and business-focused background, I had a steep learning curve ahead of me. I quickly came to appreciate the emotional, logistical, and regulatory complexities of the care sector.

Rebecca Newman-Smith

Newman-Smith is the Managing Director of Ashton Care, and won the Dynamic Employer of the Year Award

EMPLOYER OF THE YEAR AWARD

inspiring, but humbling. It demanded that any growth or innovation I introduced stayed true to her mission.

To deliver on that promise, I restructured key parts of our leadership team, promoting experienced care professionals into strategic roles. Their knowledge, paired with my background in business development, has created a balanced and resilient foundation for our future.

Despite ongoing economic pressures and the long shadow of the pandemic, we’ve grown. Today, Ashton Care offers a full spectrum of services from light in-home support to complex, end-of-life dementia nursing care - ensuring continuity, dignity, and trust throughout each individual’s care journey.

“One of my proudest achievements has been not just expanding our services to support more individuals, but beginning the important work of sharing with people their rights and how to choose the right care path from the outset.”

The early months were intense: learning how to meet the diverse needs of our service users, understanding the weight of responsibility we carry for individuals and their families, and adapting to the demands of running a care business that must operate with both compassion and precision.

The biggest underlying difficulty I faced was not just maintaining but building on the exceptional reputation established by my mother.

Her work gave a voice and quality of life to some of the most vulnerable people - those often overlooked or failed by other providers and the wider system. That legacy is not just

One of my proudest achievements has been not just expanding our services to support more individuals, but beginning the important work of sharing with people their rights and how to choose the right care path from the outset.

Too often, families navigate the care system confused, overwhelmed, and without the information they need to make informed decisions. By offering guidance and resources, not only to those who use our services but also to those seeking help elsewhere, we aim to give people the clarity, confidence and voice they deserve.

It’s a natural extension of the values my mother built this company on: compassion, dignity, and ensuring high quality care is accessible to all so no one falls through the cracks.

Rebecca

The Price of “Free” Childcare

Working

parents in

England

can now access 30 hours of funded childcare for under-fives, but there’s a long way to go

From September 1st, working parents in England with children aged between nine months and four years became entitled to 30 hours of funded childcare per week during term time.

The Government has promoted the scheme as “free childcare” yet many families and providers argue it does not live up to the description. Despite the subsidy, parents are still being presented with large nursery bills.

Although the policy has lowered costs in England, families are still likely to spend more of their earnings on childcare than those in comparable nations such as Germany or France.

How costly is childcare in England?

The 2025 Childcare Survey by children’s charity Coram reports that the average full-time nursery place for a child under two in England (50 hours a week) now costs £12,425 a year. That figure is 22% lower than in 2024, showing the effect of expanded Government-funded hours since April last year.

For two-year-olds, average full-time costs in England have fallen by 23% to £11,736. These changes mean Wales has become the

priciest nation in Great Britain for children under two and for two-year-olds, with Scotland second and England third. However, England remains the most expensive place for three and four-year-olds. A full-time nursery spot for this age group has climbed by 10% to £6,600. In comparison, costs have risen by 6% in Wales to £6,199 and by 4% in Scotland to £5,505.

At present, all three and four-year-olds in England are entitled to 15 hours of funded childcare per week regardless of parental income. Since April 2024, eligible parents have been able to access up to 15 hours for two-year-olds. This was extended to nine-month-olds in September 2024, with the full 30 hours for all children under five due from September 2025. To qualify, most parents must earn between £9,518 and £100,000 annually.

International comparisons

Even after the September expansion, British parents are expected to pay a higher share of their income for childcare than families in countries such as France and Germany.

“Given the UK’s high baseline costs, experts believe the current reforms will not significantly change Britain’s position compared with other OECD nations.”

The most recent figures from the Organisation for Economic Co-operation and Development (OECD), collected in 2023, cannot be directly compared to the new

UK offer but they highlight the wider picture.

The UK was one of the most expensive childcare systems among OECD members, second only to the United States. Based on a model household with two young children, where one parent earns 67% of the average wage and the other is on minimum wage, British families were spending about 23% of their income on childcare.

Ireland followed at 19%.

In contrast, German parents were paying just 1%, Canadians 6% and French parents 7%. Germany’s extremely low costs come from significant public subsidies and a well-established state childcare system. Canada has introduced reforms to drive down fees, while France combines high levels of public funding with means-tested contributions and strong parental leave policies.

Yet many parents and nursery leaders challenge the “free childcare” label. The subsidy only applies to 30 hours a week in term time, which still leaves families paying for extra hours and covering long holiday periods.

The Early Years Alliance previously warned that nurseries would need to raise fees by 15 to 20% this year to meet the costs of the expanded scheme.

“The subsidy only applies to 30 hours a week in term time, which still leaves families paying for extra hours and covering long holiday periods.”

Given the UK’s high baseline costs, experts believe the current reforms will not significantly change Britain’s position compared with other OECD nations.

Is childcare truly ‘free’?

The Department for Education has stated that parents could save as much as £7,500 per child each year.

Providers argue that the funding falls short, especially once tax increases and rising staff wages are factored in.

On top of hourly rates, nurseries are raising charges for meals, nappies, outings and other extras, often by 10% or more.

This means that while the scheme reduces the headline cost, families still face substantial bills. The Government’s childcare reforms have eased some of the pressure on families in England but critics argue the system remains among the costliest in the developed world.

With restrictions on hours and growing additional fees, the reality for many parents is far from the promise of “free childcare”.

THE RISE OF THE SIDE HUSTLE

57% of Gen Z and 71% of Millennials are exploring side hustles to cope with cost-of-living crisis

More than half of Gen Z workers in the UK are considering taking on a second job to help cover basic living costs, according to new research that highlights the growing financial pressure on younger employees.

The study, based on responses from over 5,600 working adults, found that financial pressure is the biggest motivator for all generations for driving the uptake of side hustles (71% of Millennials, 69% Gen X, 59% Baby Boomers and 57% of Gen Z) to make ends meet. The findings, published by Boostworks, suggest the cost-of-living crisis is reshaping how the younger workforce engages with work, rest, and their primary employers.

The research revealed that 19% of Gen Z and 11% of Millennials are already working a second job, with many others weighing up the impact on their time, energy and wellbeing. Nearly half of Millennials (49%) and 44% of Gen Z said that financial stress was directly affecting their ability to concentrate at work.

Jo Werker, CEO at Boostworks, said: “The vast majority of young workers are taking on second jobs because they simply can’t make ends meet. It’s draining - mentally, physically and financially. When people are stretched this thin, it’s hard to stay focused or engaged. Employers may want to consider whether their current packages are keeping pace with what

employees are really facing day to day.”

“The findings highlight a workforce under real pressure and suggest a potential gap between existing support and the realities of rising living costs. Proactively addressing this could help businesses safeguard long-term engagement, wellbeing and retention.”

Time for employers to reflect

Boostworks is encouraging employers to look beyond the assumption that side hustles are simply a sign of ambition or creativity. While these attributes can certainly play a role, the research suggests they may also reflect deeper financial pressures, highlighting an opportunity for employers to reassess how well their current reward strategies are supporting their people.

“If more employees are turning to second incomes, it could be a sign that existing pay and benefits aren’t fully meeting their needs,” said Werker. “This is a chance for employers to evolve their strategies to better support people in their primary roles, helping them stay focused, motivated and well.”

What employees really need: benefits that work

“Nearly half of Millennials and 44% of Gen Z said that financial stress was directly affecting their ability to concentrate at work.”

As financial pressures continue and more employees turn to side hustles, it has never been more critical for employers to provide meaningful support. While every generation places a

“Among Gen Z, 74% wanted access to financial education and planning toolshighlighting a clear desire for employer-led guidance.”

high value on performance-related bonuses, other priorities differ across the age ranges of those surveyed. Interestingly, the findings highlight a clear appetite for practical, non-salary-based financial benefits - particularly among younger generations.

Among Gen Z, 74% wanted access to financial education and planning tools - highlighting a clear desire for employer-led guidance. For Millennials and Gen X employees, shopping discounts, cashback and reward points to spend on items were important, as they juggle rising living costs and family responsibilities. Baby Boomers continued to value traditional benefits, with 40% respectively focused on performance-based bonuses, underscoring that even later-career employees are looking for tangible financial recognition.

A call for employer responsibility

The findings not only demonstrate varied needs across generations but also reinforce the importance of personalised benefits strategies that cater for the different stages of people’s lives. What feels like a marginal perk to one employee may represent a crucial financial lifeline to another. For

employers, tuning in to these needs is a key step toward fostering a resilient, engaged and productive workforce.

Werker was keen to stress that financial pressure isn’t limited to younger workers, but that they are likely to be feeling it most intensely and they’re responding by overextending themselves. It’s a strategy that she says isn’t sustainable.

“We recognise that side hustles can offer fulfilment and entrepreneurial opportunity, particularly for Gen Z, but it’s important to understand why so many are turning to them out of financial necessity,” Werker concluded. “By opening up conversations around fairness, support and wellbeing, employers have a real opportunity to strengthen loyalty and help their teams stay focused, energised and engaged.”

Research Methodology

The research was conducted by Boostworks across 5,609 people employed either full time of part time in the UK between 09.06.2025 – 13.06.2025.

The Generation Z element of this research was conducted amongst 1,200 employed people ages 18-28. Of these, 501 were polled by Censuswide between 02.06.2025 - 05.06.2025.

Censuswide abide by and employ members of the Market Research Society which is based on the ESOMAR principles and are members of The British Polling Council. The remaining 699 were polled by Boostworks between 09.06.2025 – 13.06.2025 as part of a wider survey, reaching 5,609 people employed either full time or part time in the UK.

Britain slips as passport power shifts East

Once a golden ticket to the world, the British passport no longer carries quite the same weight.

In the latest Henley Passport Index, the UK has slipped again to 6th place, with holders able to travel visa-free to 186 destinations. Still strong, but a long way from its 2015 peak, when it was ranked No.1.

The decline is part of a broader shift. While the world has become more open overall, with most passports gaining strength, legacy powers like the UK and US have quietly slid down the rankings.

The causes are clear: Brexit meant the loss of automatic access to EU freedom of movement; tougher immigration rhetoric has discouraged reciprocal agreements and in an increasingly multipolar world, diplomatic engagement is everything.

Meanwhile, Asia is setting the pace. Singapore tops the 2025 index with visa-free access to 193 destinations. Japan and South Korea are joint 2nd, while Europe still dominates much of the Top 5 - Denmark, Finland, France, Germany, Ireland, Italy, and Spain share 3rd.

Another European group - Austria, Belgium, Luxembourg, Netherlands, Norway, Portugal, and Sweden - sits in 4th. New Zealand is the only non-European nation besides Singapore to break into the Top 5, tying with Greece and Switzerland.

At the other end, Afghanistan remains bottom, with access to just 25 destinations. That leaves a staggering mobility gap of 168 destinations between the world’s strongest and weakest passports.

Britain’s slide

The UK is not alone in losing ground. The US has fallen to 10th and risks exiting the Top 10 for the fi rst time in the index’s 20-year history. Both once led the world - the UK in 2015, the US in 2014 - but are now slipping behind more dynamic players.

For Britons, the impact is increasingly visible: more paperwork, higher entry fees and longer queues. Rivals like Singapore and the United Arab Emirates (UAE) are busy expanding their reach. The UAE has risen an extraordinary 34 places in just a decade, climbing from 42nd to 8th.

Risers and fallers

India has made the biggest leap in the past six months, jumping 8 places from 85th to 77th. Its visa-free tally has increased by only two, now at 59, but the tightly packed middle of the table means even small gains make a big difference.

Saudi Arabia added four destinations since January, lifting it 4 places to 54th. Looking longer term, only 16 passports have fallen over the past decade. Venezuela is the biggest faller (- 15 places, from 30th to 45th), followed by the US (- 8), Vanuatu (- 6), the UK (- 5), and Canada (- 4).

Travel demand mirrors the trend

“For Britons, the impact is increasingly visible: more paperwork, higher entry fees and longer queues.”

The message is clear: mobility today depends on sustained diplomacy. Nations that negotiate visa waivers and maintain reciprocal ties rise steadily, while those that turn inward lose influence.

China and the UAE drive change

China’s rise is perhaps the most striking. In 2015 it ranked 94th but has now climbed 34 places to 60th. This is despite lacking visa-free access to the Schengen Area. The key has been openness. Five years ago China admitted fewer than 20 countries visa-free. Today the figure is 75.

New additions in 2025 include all six Gulf Cooperation Council states - Bahrain, Kuwait, Oman, Qatar, Saudi Arabia, and the UAE - as well as South American countries such as Argentina, Brazil, Chile, Peru, and Uruguay. Several European nations have also gained access, reinforcing Europe’s strength at the top of the index.

The numbers are reflected in travel demand. According to IATA, global passenger traffic grew 5.8% in the first five months of 2025. Asia-Pacific airlines led with 9.5% growth.

In contrast, North America saw international demand rise 1.8% but domestic traffic contract by 1%, leaving the market flat. China’s liberalisation, together with Singapore’s strength and the reach of other Asia-Pacific powers, has made the region the driving force of global travel.

A multipolar future

For Britain, the decline is more than symbolic. A passport is a reflection of diplomatic influence and international standing. Dr Juerg Steffen, CEO of Henley & Partners, notes: “A passport is no longer just a travel document. It reflects your country’s diplomatic influence and international relationships. In today’s world of inequality and uncertainty, strategic mobility planning is more important than ever.”

The wider picture is clear. More than 80 passports have climbed at least 10 places in the past decade, while only a handful have slipped. Emerging economies are opening their doors, striking deals, and climbing the table. Legacy powers like the UK and US are looking inward and losing ground.

For now, the British passport still carries plenty of weight. But the days when it guaranteed unrivalled access are gone. Unless Britain re-engages, it risks falling further behind in the global race for mobility.

How to De-stress by Understanding the Stress Cycle

By Tess de Klerk

Stress is something we all know too well. It creeps in when the workload piles up, when we’re overstretched or even when traffic turns into a nightmare. While many of us accept stress as part of modern life, it is important to realise that stress is not just a passing feeling. It is a physiological cycle that the body goes through and if we do not complete the cycle, the tension can linger long after the trigger has gone. Learning how this cycle works can be the key to truly destressing and feeling restored.

WHAT IS THE STRESS CYCLE?

The stress cycle is the body’s natural response to perceived

threats (inc thoughts). It begins when the brain senses danger, whether that danger is real or imagined. Hormones such as adrenaline and cortisol flood the body, preparing it for action.

Your heart beats faster, your muscles tense, and your breathing becomes quicker. This is the well-known fight or flight response, an ancient survival mechanism.

In the past, the cycle ended when the threat had been dealt with. If our ancestors faced a wild animal, their bodies geared up for escape or confrontation. Once they were safe, their systems calmed down. The cycle was complete and the body returned to balance.

Today, however, many of our stressors are ongoing. An

Understanding

overflowing inbox, financial worries, or caring for others rarely allow for the physical release our bodies expect. As a result, we can get stuck in the middle of the stress cycle, carrying the tension without ever fully closing the loop.

WHY DOES IT MATTER?

When the stress cycle remains unfinished, the body stays on high alert. Even if you have technically “solved” the problem, you may feel wound up, irritable or drained. Over time, this unrelieved stress contributes to anxiety, poor sleep, digestive problems, and even weakened immunity. Simply telling yourself to relax does little if your body has not been shown that the threat has passed.

Understanding the stress cycle means recognising that stress is not just in the mind. It is a whole body event. To destress, you need to give your body the chance to complete its natural process.

HOW TO COMPLETE THE CYCLE

The good news is that you do not need to eliminate every stressful situation in your life to feel better. What matters is teaching your body how to finish the cycle. There are several proven ways to do this:

Physical activity : Movement is one of the most effective ways to signal safety to the body. It does not need to be an intense gym session. A brisk walk, dancing around the kitchen or a gentle yoga flow can all help. The key is that the body feels it has ‘acted out’ the stress response and can now return to calm.

time with people who make you laugh is not a luxury but a physiological necessity.

Affection and connection: Warm social contact is another powerful signal of safety. A hug that lasts more than twenty seconds, a heartfelt conversation or even stroking a pet can all reassure the nervous system that you are no longer under threat.

Orgasm: This one is self-explanatory.

Creative expression: Creativity allows emotions to move through you by channeling the energy built up by stress and letting it exit in a constructive way.

MAKING IT PART OF DAILY LIFE

“To de-stress, you need to give your body the chance to complete its natural process.”

The trick is not to wait until you are at breaking point. Think of finishing the stress cycle as a daily practice, much like brushing your teeth. Small, regular actions keep the system in balance. If you know you are heading into a stressful period, plan ahead. Schedule in a walk after work, keep a playlist of songs that make you laugh or dance or set aside five minutes to breathe deeply before bed.

Deep breathing: Controlled breathing directly affects the nervous system. Slow, steady breaths, especially when the exhale is longer than the inhale, activate the part of the body responsible for rest and recovery. Just a few minutes of this can move you closer to balance.

Laughter: It may sound simple, but laughter is a genuine stress cycle finisher. It releases endorphins and helps the body recognise that danger is over. Watching a funny film or spending

It is also important to notice your body’s signals. Do you feel restless, tense or unusually snappy? That is often your system asking to complete the cycle. Respond with movement, breath, or connection, and you will feel the shift.

Stress itself is not the enemy. It is the body’s way of protecting you. The problem arises when we ignore the need to finish what our bodies start. By understanding the stress cycle, we gain the power to meet life’s demands without staying trapped in them. The next time you feel the weight of stress, remember: your body is waiting for closure. Give it the movement, the laughter, the breath, or the connection it needs, and you will find the calm that so often feels out of reach.

Is Your Medicine Secretly

By Jasmin Jetchev

Feeling sluggish, achy or just “off ” despite eating well and moving enough? You might be surprised to learn the culprit could be sitting in your bathroom cabinet.

Many everyday medicines - the ones millions of people take without a second thought - can quietly rob the body of nutrients. Not in an obvious, overnight way but slowly, month by month, leaving you with fatigue, restless nights or nagging aches you can’t quite explain.

The truth is, pills don’t just interact with symptoms. They also interact with food, vitamins and minerals. And while they do important jobs like protecting the heart and balancing hormones, they sometimes leave you running on empty in the background.

The solution isn’t to throw away your prescription. It’s about knowing what your body might be missing and making sure that you mitigate the effects

The “can’t sleep” effect of beta-blockers

Beta-blockers keep the heart steady but they also suppress melatonin, the hormone that tells your body it’s time for bed. Cue tossing, turning and daytime exhaustion.

Boost it: Protect your evenings - dim lights, avoid caffeine after lunch and talk to your GP if sleep is still elusive. In some cases melatonin supplements are an option.

Heartburn relief… but at a cost

Proton pump inhibitors (pills for reflux) switch off stomach acid. Great for the burn, but less great for nutrient absorption. Over time, levels of B12, vitamin C and minerals like magnesium and calcium can fall. Th ink brittle bones, low energy and possibly more colds.

Boost it: Keep courses short where possible. Explore whether spicy, fatty or acidic foods are your real trigger and limit them. If you’re on long-term PPIs, get your levels checked.

The diabetes staple that drains B12

Metformin is a lifesaver for type 2 diabetes, but it can strip away vitamin B12. The signs aren’t always obvious at fi rst - headaches, dizziness, pins and needles, creeping fatigue.

Boost it: Ask for a regular blood test and don’t be shy about supplements. They’re safe, inexpensive and can make a huge difference.

Painkillers that quietly steal your iron

“The truth just interact with They also interact vitamins and

Draining Your Energy?

NSAIDs such as ibuprofen and aspirin are helpful but heavy use can irritate the stomach lining and cause tiny bleeds you don’t notice. Slowly but surely, iron runs low and anaemia creeps in.

Boost it: Load your plate with beans, lentils, leafy greens and lean meat. If you’re feeling unusually tired or breathless, it’s worth asking your GP for a check.

“Water pills” and the mineral washout

Diuretics are prescribed for high blood pressure and heart problems, but they flush away more than fluid. Potassium and magnesium, two electrolytes your body needs for energy and steady heartbeats, can plummet.

Boost it: Think bananas, avocados, spinach and nuts. Your GP may also suggest supplements or regular monitoring.

Hormones and hidden depletions

The contraceptive pill and HRT are often prescribed for decades of a woman’s life. Yet they’re known to reduce B12, vitamin E, zinc and magnesium. The results? Feeling flat, breakouts, sluggish immunity.

Boost it: A colourful, nutrient-rich diet plus a decent multivitamin can help bridge the gap. Fermented foods also support gut health, which makes nutrients easier to absorb.

Statins and the missing spark

Statins protect against heart disease, but they also lower coenzyme Q10 (CoQ10), a molecule that fuels your cells’ energy engines. Low CoQ10 may be behind the muscle aches and “blah” feeling some users report.

Boost it: Fatty fish, organ meats and wholegrains naturally contain CoQ10. Supplements exist, though the jury’s still out on how effective they are.

Antidepressants and fragile bones

SSRIs, the most commonly prescribed antidepressants, have been tied to lower vitamin D and weaker bones. Considering vitamin D is also key for mood, amongst others, the deficiency is particularly problematic.

Boost it: A daily vitamin D supplement (10mcg is the NHS’s go-to) plus calcium-rich foods like dairy, tofu, broccoli and sardines with bones.

is, pills don’t with symptoms. interact with food, and minerals.”

Medicines are powerful allies - they save lives every single day. But they can also leave your body running on fewer nutrients than it needs. If you’re on long-term treatment, ask your GP about nutrient checks. In the meantime, fill your plate with colour, prioritise whole foods and keep an eye on your energy. Because staying well isn’t just about managing conditions - it’s about feeling good while you do it.

FURTHER READING…

WHY FEMALE ENTREPRENEURS WITH ADHD ARE

Sarah Templeton is Managing Director of Headstuff ADHD Therapy and CEO of ADHD Liberty, a charity dedicated keeping people with ADHD free from addiction and out of prison. Her new memoir, The Prison Counsellor: Her Crime Was Caring, shares the stories of her work behind bars.

Women with ADHD are discovering that the traits that make them often feel different are in fact the traits that set them up for success in business. Far from being a barrier, ADHD can be a superpower when it comes to entrepreneurship.

I didn’t discover I had ADHD until just before my 52nd birthday. By then, I had already built two successful careers, and looking back, I can now see how much my ADHD shaped that success.

THE ADHD WOMEN’S WELLBEING TOOLKIT: EMBRACE YOUR AUTHENTIC SELF AND HARNESS YOUR TRUE POTENTIAL

by Kate Moryoussef DK RED (2025)

This empowering guide helps women understand their ADHD, manage and improve symptoms, advocate for themselves, and ultimately thrive alongside their neurodivergence. With insights from leading experts including psychiatrist Dr. Ned Hallowell and neuroscientist Nicole Vignola, Kate Moryoussef equips you with practical tools that will help you:

• Cope with emotional sensitivity

• Regulate your nervous system

• Live in sync with your hormones

• Embrace a calmer, more balanced life

• And so much more

ADHD brains are wired to think differently. They spot opportunities where others don’t, challenge the status quo and bring tremendous energy to business environments which are all powerful drivers for business success.

Creativity and problem-solving are among the greatest gifts. Many entrepreneurs with ADHD can generate fresh ideas quickly, often seeing connections and solutions others miss.

Another key strength is hyperfocus. While ADHD is often associated with distractibility, the flip side is the ability to

ADHD 2.0: NEW SCIENCE AND ESSENTIAL STRATEGIES FOR THRIVING WITH DISTRACTION - FROM CHILDHOOD THROUGH ADULTHOOD KINDLE EDITION]

by

Edward M. Hallowell, John J. Ratey Sheldon Press (2025)

Most people have heard of ADHD and know someone who may have it. But lost in the discussion of both childhood and adult diagnosis of ADHD is the potential upside: many hugely successful entrepreneurs and highly creative people attribute their achievements to ADHD. Also unknown to most are the recent research developments, including innovations that give a clearer understanding of the ADHD brain in action.

ARE WIRED FOR SUCCESS

focus with extraordinary intensity on something that excites us. When passion is engaged, women with ADHD can outwork and outperform others, turning vision into reality with an unstoppable drive.

Then there’s resilience. Living with undiagnosed ADHD often means years of being misunderstood or underestimated. For many women, this builds an inner strength and self-reliance which are qualities that every entrepreneur needs when inevitable setbacks strike.

Also, empathy and a need for justice play a huge role. In

YOUR ADHD PARENTING BREAKTHROUGH: WHAT NO ONE TELLS YOU, BUT YOU DESPERATELY NEED TO HEAR (WORKBOOK EDITION)

by CARE Publication (2025)

Do you wake up already tiredemotionally drained before the chaos begins? Do you blame yourself every time your child melts down or acts out? Do you feel like no one, not even professionals, truly understands what you’re dealing with? If any of this feels familiar, you’re not just tired - you’re carrying the full emotional weight of a child whose brain works differently. And it’s exhausting.

Here’s what no one tells you: You’re not a bad mom. You’re parenting a child with ADHD in a world that isn’t built for them. That invisible fight for structure, for calm, for hope is real.

my own businesses, from recruitment to counselling, I’ve seen how ADHD has amplified my ability to connect deeply with people, understand their needs, and build loyalty through genuine care. Many women with ADHD excel at creating authentic, people-centered companies.

Essentially, entrepreneurship rewards creativity, risk-taking and persistence which are all qualities that women with ADHD naturally have. Rather than viewing ADHD as a limitation, we should recognise it as an entrepreneurial advantage. For many women like me, ADHD doesn’t hold us back. It’s the very reason we succeed.

HOW TO THRIVE WITH ADULT ADHD: 7 PILLARS FOR FOCUS, PRODUCTIVITY AND BALANCE

by Dr James Kustow Vermillion (2024)

As a leading adult ADHD psychiatrist, who himself has ADHD, Dr James Kustow passionately believes that the goal should not be to just ‘manage’ ADHD, but to thrive with it. This ground-breaking book will allow you to assess if and how the condition affects you, mapping your unique ‘ADHD signature’, before leading you through a seven-pillar plan of small but powerful habit changes.

Northern Sky The artworks of Kate Wickham

By Kellie Miller

Harbour

Kate Wickham’s paintings gravitate to the North, where she was born. Her work examines the industrial history of Yorkshire, highlighting its notable contributions to Britain’s industrial success in steel, coal, and textiles.

“My paintings start in quite a loose way, but through over-drawing, layering, and attention to detail, the paintings eventually develop more structured forms. The paintings are thoughtful and can take time to evolve and resolve.”

An apparent affinity with industrial landscapes and textiles is evident in her paintings. There are echoes of the industrial landscape pioneers, such as David Watson’s paintings inspired by his native Teesside, L.S. Lowry, and Prunella Clough. They all lauded the solemn beauty of human-built spaces. Equally, Kate’s paintings are rooted in exploring landscape through abstraction.

Layering in her works serves as a meditation - it is not just a physical process but also a source of inspiration. Her pieces are built up in many tiers, in a mixture of mediums - paint, oil stick, ink, pencil, and crayon. Colour, texture and drawing/mark-making all contribute to the completed piece. Her palette is a juxtaposed combination of warm and cool, as well as soft and vibrant colours.

There is also an element of witnessing and documenting,

be it geological or social strata. Geological in terms of the vertical cross sections, where each zone has varying compositions of colours, textures and structures.

At the same time, social, referring to the layers of society, based on wealth, occupation and social status. Depicting the industrial qualities through lines and structures in her works could be a nod to the North and its significant history to Britain’s global success, or simply an acknowledgement of her heritage.

Having worked in art academia, alongside her 40-year art practice, she also had a successful career in ceramics. In 2010, she transitioned to her current, more painterly practice. Between 1993 and 2003, Kate took time out to care for her severely disabled son, who was diagnosed with quadriplegic cerebral palsy at the age of one. She has a strong message about discrimination against disabled people within society.

She says: “Bringing up a severely disabled child has taught me resilience, empathy, and the true meaning of unconditional love.”

She wants to recognise all those people who have been and are in a similar position. Accrediting her artistic practice to finding a balance in her life while having a creative outlet has been essential for her well-being.

Kate Wickham is an exceptional artist, trained at Camberwell School of Art and the Royal College of Art.

Her works are in public and private collections and can be viewed and appreciated at Kellie Miller Arts, 3 Church Street, Brighton, BN1 1UJ Brighton. kelliemillerarts.com

Northern Sky Strata

Review by Tess de Klerk

A SERENE SOJOURN Tottington

SOJOURN AT Manor

By Tess de Klerk

The drive to Tottington Manor sets the mood. Choose the scenic route and you’ll find yourself winding along country roads that seem to roll out just for you, hedgerows giving way to open fields and the beauty of the South Downs. By the time we pulled into the gravel drive, I already felt the pace of the city slipping away.

Set at the foot of the Downs and within easy reach of Brighton, Horsham and Haywards Heath, this 12-room country manor hotel has the kind of quiet that seeps into your shoulders. Birdsong, the occasional sheep, and if you’re lucky, sunlight spilling across the grounds make it feel like a natural retreat. On grey days, I imagine the drizzle adds its own soft appeal.

Tottington has a long and varied history, said to date back to 1066 when the estate was owned by King Harold himself! Over centuries it passed through noble families and during the war it even served as regional headquarters for the Auxiliary Units in Sussex. Those old bunkers and tunnels remain underground, though hidden from today’s guests.

Since 2021 the manor underwent a full renovation, done with sensitivity and care, keeping its rustic character while creating a hotel that feels authentic and welcoming. This is not a super slick luxury affair, but something better: a place where you feel looked after, where the staff clearly enjoy being there and where Sussex wines and an accomplished kitchen complete the experience.

Sweet Slumber

We stayed in the Duplex Suite, which felt more like a little hideaway than a hotel room. Downstairs, a spacious lounge gave us room to spread out, while upstairs, the bedroom was simple, cosy, and restful. The bath fitted with jacuzzi jets was a thoughtful extra and the Sony Playstation a clever addition.

Across the manor, rooms range from smaller “comfort” rooms to superior suites, three of which also feature in-room jacuzzis. Each is styled individually, striking a balance between homely and refined. With only 12 in total, the scale here feels personal - you’re never one of a crowd.

“For a countryside escape, or a place to mark a special occasion, it’s hard to imagine a better fit.”

Wine & Dine

The heart of Tottington is Terra, its restaurant that draws food-lovers from across Sussex. I had reviewed it last month and couldn’t resist returning to try dinner with my partner. We chose the à la carte menu and were treated to some of the best dishes I’ve had this year. The pistachio-encrusted lamb cutlets were perfectly cooked, tender with just the right crunch from the nutty coating. The baked cod, lifted by a nduja shellfish bisque, was deeply satisfying - flavoursome without being heavy. Both plates were so well judged that we asked our server to pass our compliments to Chef Chris Hilton.

For those after something more adventurous, Terra also offers a seven-course tasting menu, and for daytime indulgence there’s Afternoon Tea in the Olive Lounge. We didn’t try either on this occasion, but judging by the skill in the kitchen, I’d happily return for both.

Meetings and Celebrations

Tottington Manor also lends itself beautifully to gatherings, whether for work or play. There are four meeting rooms, with space for anything from two to a hundred delegates. The set-up allows you to make the most of Wi-Fi and AV indoors, then step out into the countryside to clear your head, stretch your legs, or simply take in the air before returning refreshed.

The setting is equally suited to weddings and celebrations. The manor’s size makes it ideal for small to medium weddings, where the focus is on intimacy and character. With the Downs as backdrop and good food and wine flowing, it’s not difficult to picture a summer celebration spilling out onto the lawns, or a cosy winter wedding indoors with everyone gathered close.

As we left the next morning, after a hearty breakfast, I found myself already planning a return. Tottington Manor doesn’t try to be flashy - it doesn’t need to. It has history, charm, a kitchen that knows exactly what it’s doing, and a location that makes you slow down and look around. For a countryside escape, or a place to mark a special occasion, it’s hard to imagine a better fit.

You’ll often find live music at Terra as well as events such as Game Week starting on 29 Sept, when a special menu showcasing local game runs alongside the a la carte menu. Check the website for bookings and fantastic events.

tottingtonmanor.co.uk

Cecconi’s at Soho House Brighton

By Charlin Thompson

Brighton has never been short on places to eat with a view, but Cecconi’s, part of Soho House Brighton Beach House, is right in the midst of it. Recently opened to non-members, the restaurant is tucked away on the first floor of the private members’ club and can boast a superb position overlooking the sea and the Palace Pier.

With a terrace that practically begs for sunny afternoons, Cecconi’s combines its enviable location with a menu of northern Italian classics, served with a distinctly Soho House flair.

The space itself leans into understated elegance. Inside, the dining room is smart and cosmopolitan, with muted tones and an elegant atmosphere. Step outside onto the terrace, however, and it’s all about the Brighton seafront; gulls

overhead, waves in the distance, and the buzz of the promenade below. On a warm day, it’s hard to imagine a better perch for lunch or an early evening dinner.

The menu is as you’d expect from Cecconi’s, offering a run of cicchetti, handmade pastas, pizza and mains that nod to Italian comfort. Plus, a drinks list likely to please even the most fussy.

We started with truffle arancini, which were as indulgent as they sound with just the right hit of earthy truffle. Alongside that came fontina, rich and satisfying. Followed by dressed crab with aioli. The crab was light, fresh and brightened by the garlicky punch of the aioli.

For my main course, I opted for the chalk stream trout with Castelvetrano olives and broccolini. The trout itself was

handled with care, the flesh flaking delicately and the olives giving a salty kick that played well against the fish. The only misstep came with the broccolini, which was a shade undercooked, yet, over charred.

My partner, meanwhile, began with calamari fritti. This was a highlight: the batter crisp but not heavy, the calamari tender, and the accompanying aioli providing just the right balance. Her main course, the veal Milanese with lemon salt, was perfectly adequate - golden, crisp, and competently executed but at £38, it felt difficult to justify when compared with other options on the menu.

“

The crowd when we visited leaned into the Soho House vibe: chatty, some stylish, some wanting

And that brings us to one of the key points about Cecconi’s Brighton: value. While some dishes are priced with restraint, others feel decidedly steep. The pizzas, for instance, appeared to be a popular choice, looking tasty and priced as good value. In contrast, the veal Milanese didn’t quite deliver the wow factor that its price tag suggested. That said, this is very much a place where atmosphere and setting are part of what you’re paying for and on that front, Cecconi’s delivers.

to be stylish and, in some cases, clearly eager to be seen.”

The crowd when we visited leaned into the Soho House vibe: chatty, some stylish, some wanting to be stylish and, in some

cases, clearly eager to be seen. There was a bit of theatre in people-watching there, and it added a playful layer to the experience.

If you like a restaurant where the diners are as much part of the scenery as the food or the décor, Cecconi’s ticks that box.

Service felt ever so slightly unique, though I can’t really put my finger on why. Our server brought warmth and personality, attentive yet so laid back that it felt as if it could all go wrong at any moment, but it didn’t and I’ll have to give them the benefit of the doubt.

VERDICT

Cecconi’s Brighton is less about culinary fireworks and more about the overall experience: the view, the people-watching, the relaxed buzz of seaside dining elevated with an Italian accent. For an easy-going meal on a sunny day, it’s a lovely option - just choose your dishes wisely if you want the best balance of flavour and value.

Cecconi’s Brighton, Marine Parade, Brighton BN2 1AY, 01273 949800 cecconisrestaurants.com/brighton/

BRIGHTON WOMEN’S RUGBY WORLD CUP MATCHES

Two Women’s Rugby World Cup matches bringing top international teams to Sussex to compete in world-class women’s rugby. England vs Australia and New Zealand vs Ireland

Brighton & Hove Albion Stadium, Falmer, Bri September 6th–7th rugbyworldcup.com/2025/en/cities-and-venues/ brighton-and-hove

EPSOM

EPSOM COMEDY CLUB – FOUR TOP TV COMEDIANS

A fast-paced showcase of four TV-regular comedians (incl. Kevin McCarthy, Funmbi Omatayo, Josh James, Laura Lexx) delivering laughs across multiple styles - sharp, topical, and guaranteed to leave you smiling.

Epsom Playhouse, Surrey September 27th epsomplayhouse.co.uk/shows/comedy-club-september-2025

WHAT’S ON...

A brief snapshot of art and culture in the region

LEONARDSLEE BOTANICAL ILLUSTRATION WORKSHOP

A guided drawing workshop capturing the autumnal beauty of Leonardslee Gardens with expert-led botanical illustration. Learn and create amid nature’s rich seasonal palette.

Leonardslee Lakes & Gardens, West Sussex September 27th leonardsleegardens.co.uk/all-events

GOODWOOD GOODWOOD REVIVAL

A glamorous motorsport festival featuring 1940s–1960s classic racing, vintage fashion, fairground rides, live music and nostalgia. Family-friendly and filled with style, it’s a three-day immersion in retro racing culture.

Goodwood Motor Circuit, West Sussex September 12th–14th goodwood.com/motorsport/goodwood-revival

MAYFIELD MAYFIELD BONFIRE TORCHLIT PROCESSION

A dramatic torchlit carnival procession commemorating Protestant martyrs of 1556, with burning crosses and traditional bonfire, among the largest of Sussex’s bonfire season spectacles.

Mayfield, East Sussex September 20th mayfieldbonfire.co.uk

RYE RYE HARVEST WINE AND FOOD FAIR

A gourmet weekend fair showcasing local wines, gourmet food stalls, tastings and family entertainment in a celebratory harvest setting.

Rye, East Sussex September 13th–14th visitsoutheastengland.com/events/whats-on-in-sussex

A vibrant, inclusive park festival with live music, food stalls, makers’ market, funfair, charity booths and chill-out zones, topped off with a relaxed VIP area for adults and pay-whatyou-can entry—perfect for a summer’s end celebration of community and fun.

Stoke Park, Guildford September 6th outsavvy.com/event/24805/pride-in-surrey-2025

BRIGHTON MOODY DISCO X BOUNDARY BRIGHTON FESTIVAL

Two-days of house, techno, bass, and grime in Stanmer Park. With world-class DJs like Gorgon City and Andy C, VIP lounges, immersive stages, and afterparties—this is the South’s answer to a dance music pilgrimage.

Stanmer Park, Brighton September 26th–27th boundarybrighton.com

GUILDFORD PRIDE IN SURREY