SME Magazine Spring 2021

THE MAGA ZINE FOR SMALL BUSINESS ENTREPRENEURS A N A LY S I S

Spring 2021

Rescuing our retail

Regenerating the High Street

SME EXCLUSIVE

Fighting Spirit!

Three innovative SMEs and start-ups making the most of opportunities created by the Covid disruption S TA R T- U P S

How the pandemic inspired new ideas Next-generation thinking

TA L K I N G S H O P

The career lies that women tell And, yes, the truth hurts INDUSTRY NEWS

APPOINTMENTS

COMMENT

REPORTS

Inside Spring 2021

28 6 SME news

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The latest developments from all sectors and all markets in which SMEs are active . . . from innovations to developments to strategic thinking

14 Start-ups in 2020/21

EDITOR’S LETTER

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Ready, steady start . .

Last year was a boom time for startups. The funding was there and so were the ideas. We profile some of the most inspiring

18 Career Lies Revealed

Are women holding themselves back because of the things they tell themselves? Some of the most successsful say its time to face the truth

24 Mark Wright Interview

17 30 26

He used to say the only way was

Essex, now he’s doing it his way - in

business. The reality star gives his

five tips for success as an entrepreneur

24 How to save the High Street

Our redundant retail hubs need to be rethought if they are to survive in the age of online retail, says Ritchie Clapson

26 Interims

Is there value for small companies in short-term specialist knowledge?

Leigh Anderson thinks so

28 Appointments

his issue has something of a female focus. And for good reason.In January last year a UENI study into gender among small business leaders examined more than 22,000 SMES to find those launched by female entrepreneurs represented only 32.37 per cent.

I say, only, it was still a significant improvement on a similar one four years earlier when women accounted for 17 per cent.

Other studies backed this up. In 2019, the Rose Review reported that one in three such leaders were female, so a clear picture emerges of a gap closing, albeit slowly.

A few weeks ago that report’s author, NatWest CEO Alison Rose, noted: “Our economic recovery desperately needs the untapped potential that women-led businesses represent: equivalent to more than one million missing SME businesses and £250bn of additional value for the UK economy.”

She also noted how the pandemic had disproportionately compounded the difficulties women face, citing that 77 per cent of female business owners found managing their business in the pandemic stressful, compared to 55 per cent of men.

They’re the stats. The facts are even more intriguing which is why it’s worth examining the insights of ten female leaders on the so-called “career lies” women tell themselves that hold them back.

Not that it’s done them any harm – or the others we feature in this issue. All of which bodes well for when we look at the figures in 2022...

Moving and shaking - who’s going where and what they’ll be doing

editor, SME magazine

While every care has been taken in compiling this publication, and the statements contained herein are believed to be correct, the publishers and the promoters will not accept responsibility for any inaccuracies. Reproduction of any part of this publication without permission is strictly forbidden. ©Publications UK Limited 2021. The publishers make no recommendation in respect of any of the advertisers, and no recommendation may be implied by way of the presence of their advertisements.

www.smeweb.com

Managing Director: Stewart Lee Editor: Richard Burton Art Director: David Hicks Production: Angela Brown Sales Manager: Tony Little Advertising: sales@publicationsuk.co.uk Enquiries: +44 (0) 20 8238 5023 SME magazine

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news in brief SPRING 2021

Demand for City offices grows as Lockdown eases

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n office space provider has seen a significant increase in demand as businesses look to return to London with more flexible office arrangements.

The rapid growth of small businesses has seen WorkPad receive record numbers of enquiries for working spaces within its 35 buildings in prime London locations.

WorkPad reports that there are a number of reasons for this increase in demand: growing SMEs looking for impressive, central London offices, larger businesses downsizing as they adopt a hybrid approach and SMEs seeking

Workpad: private, unbranded spaces are popular, especially if offering London locations

increased flexibility in their contracts.

Unlike many shared offices, private unbranded spaces provide no distractions and tenants can enjoy privacy. This, coupled with the demand for attractive spaces in prime locations in which SMEs can claim a presence in London, has seen the business fill two properties to full capacity in the past month alone.

“WorkPad itself is an SME, so we know the importance of the perfect space in which to grow a business, said CEO, Edward Griffin. “We also understand the specific needs of small businesses, whether they’re in their earliest days, a few years old and making major strides in their field, or an established, small, but mighty business.”

Furloughed women shun tech jobs Men are more than twice as likely as women to embark on a new career in the tech industry if they can’t return to their existing jobs when furlough ends.

In fact, one recent survey of furloughed workers has suggested that the technology sector faces significant obstacles in attracting female talent. It found that 39 per cent of 6

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women admitted no interest in STEM - Science, Technology, Engineering and Maths - compared with 26 per cent of men.

Otherwise, the overall picture for UK tech is positive. The technology industry was the most popular destination for furloughed workers looking for a career change. Even before the pandemic, Tech

Nation estimated that the digital tech industry was growing six times faster than any other. The significant expansion of the digital economy over the past 12 months has only accelerated this trend.

However, as IT consultants NTT DATA UK’s research reveals, interest in moving into the industry is not consistent among all groups. www.smeweb.com

news in brief SPRING 2021

Directors say they have stopped EU trade

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early two in ten business leaders who trade with the EU stopped doing so at the end of the Brexit transition period in January, IoD research has found.

The number was discovered in a survey of 900 directors who were polled as the Office for National Statistics prepared to publish figures for the first month of 2021. The number was narrowly split between those who indicated they had stopped trading temporarily and those who reported it as permanent.

Directors selling both goods and services were most likely to have halted

EU trading overall, with those selling services being more likely to do so permanently relative to goods-only traders. Similarly, those in financial services were far more likely to be permanently stopping EU trade, and few reporting this in manufacturing, with more doing so temporarily.

“This should serve as a call to action for government. While still a minority, the hit to trade with our largest and nearest market needs to be addressed to ensure it does not become a permanent dent in our global ambitions,” said the IoD’s Head of Policy Roger Barker.

REMOTE WORK THE NEW NORMAL FOR LIVI The European leader in digital care, Livi, will allow employees to work fully remotely from now on, a move which affects more than 600 of them across five markets.

The company said that, as a digital first company, it believes in the power of technology to empower people to do their best work while giving them the flexibility they need.

Its purpose is to attract new talents without geographic limits and to be able to meet staff needs for greater www.smeweb.com

flexibility as an organisation committed to diversity.

Anna Fredrixon, Head of HR, said: “During the peak of the pandemic we managed to quadruple our healthcare provision output within a week, all done remotely. Great people are truly the foundation for success, and 2020 really proved that having trust and focus on empowering our employees is the way forward when creating a great place to work. It is the output that counts, not where the work is done.”

Ben and Daisy Wolfenden

WOLFENDEN APPOINTED TO ELEVATE ELDER’S BRAND AWARENESS

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igital marketing agency Wolfenden has been chosen to help increase the brand awareness and profile for live-in care company Elder.

The Leeds-based company will devise an organic-led strategy for Elder, which has seen a significant uplift in popularity in the past year, growing five times faster than in 2019. In 2020 it ranked 5th in Startups100, was awarded the ninth fastest-growing tech company in the UK by The Sunday Times Fast track and one of Top 50 Startups to work for.

It recently announced 1,500 new carer jobs across the UK.

Senior Brand Manager Kate Dunning said: “We were thoroughly impressed with Wolfenden’s fresh-thinking and approach during the pitch - this was no mean feat as it was a process that was conducted entirely remotely. Their strategy was completely aligned with how we want to grow and position the Elder brand and we were particularly pleased that they were offering an approach which would seamlessly integrate with our team here, working in partnership with us to maximise and elevate what we already have in place.”

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news in brief SPRING 2021

ONLINE RETAILERS FACING CARDBOARD PACKAGING ‘DOUBLE WHAMMY’

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growing number of internet retailers are struggling to fulfil orders because of a shortage of cardboard packaging brought about by the boom in online sales during the pandemic.

Jo Bradley, Business Development Manager for packaging solutions at Quadient, warns that with some paper and sheet board producers rationing supply to even their biggest customers, buyers are having to pay a significant premium to secure the

materials they need. The price of corrugated cardboard (OCC) has risen from around £60 a ton in December to about £75.50 a ton in late January.

Bradley says: “Quite simply the switch to online retailing has resulted in a substantial and sustained hike in the amount of cardboard that is needed throughout the retail supply chain so, in the short to medium term at least, packaging buyers will have to cope with the ‘double whammy’ of longer lead times and higher prices.”

Transatlantic deal sees data management consultancies join forces

WEST MIDLANDS FACES AI REVOLUTION

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Business leaders in the West Midlands are working with the region’s 12,500 leading tech and digital companies to see how they can integrate AI and advanced technology into their everyday activities.

SuperTech – the UK’s first professional services technology supercluster – is open to firms across the country and aims to increase technology-led productivity gains within business and professional services organisations.

The area generates £27.8 billion gross value added annually and employs more than 360,000 people, making it the UK’s largest centre for business, professional and financial services outside London.

Eight industry leaders from finance, law, property and technology have been chosen to head up SuperTech including David Stewart, Group Chief Operating Officer at Wesleyan, Tony Randle, Partner at Shoosmiths, Simon Davis CEO of Nimbus Maps along with Inez Brown, president of Birmingham Law Society.

Wesleyan boss David Stewart, said: “ProfTech, like FinTech, is an emerging sector with enormous potential to scale.

Having undertaken a number of studies into FinTech, which in just a few short years is now worth £411.7 million a year to the West Midlands economy, we’ve identified three ways in which we can facilitate growth – access to businesses, access to technology and access to talented people.

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Jo Bradley, Quadient

Wesleyan’s COO, David Stewart

“ The Supertech collaboration is unique in taking this integrated approach which reflects the group’s fundamental beliefs that there is much to be gained in sharing intelligence” Simon Davis, Nimbus Maps

“SuperTech combines all three, by connecting technology firms with the major professional services businesses we have across the region.”

Simon Davis, CEO of Nimbus Maps in Warwick, said: “The SuperTech collaboration is unique in taking this integrated approach which reflects the group’s fundamental beliefs that there is much to be gained in sharing intelligence and practice between professional silos.”

Amplifi, a management consultancy based in Dallas, has acquired Comma Group, consultancy exclusively focused on connecting people and data to improve commercial results. The acquisition enables both companies to expand their global reach, strengthen their services and digital transformations to clients worldwide.

The data industry has experienced explosive growth over the past year, a trend expected to continue. The growth is partly attributed to Covid-19, which has affected all industries but made a big impact on digital transformation and the important role of data.

“Today, more than ever, organisations need to use data to compete strategically or they will get left behind. Becoming part of Amplifi will allow us to accelerate our global vision and provide our current and future customers with a more comprehensive set of services to address today’s market needs,” said Leigh Wells, Comma Group’s CEO. “We are excited to join Amplifi because of market demand and fit, reflected in our shared philosophies, principles, and a strong culture of innovation and delivering excellence to customers.” www.smeweb.com

DIGITAL & CREATIVE AGENCY

DESIGN CREATIVE DEVELOPMENT MARKETING MAINTENANCE CONSULTING See how at info@alivedigital.co.uk

01233 226186

news in brief SPRING 2021

Marshall initiative targets growth

UK developers ‘among world’s most productive’ British software developers are among the most productive in the world – delivering code almost twice as fast as any other country, according to data released by CircleCI. The stats – taken from over 55 million data points from 44,000 organisations globally – measure each country’s throughput or, the median number of times software teams submit new code every day.

British average throughput sits at 1.26, more than 80 per cent higher than the global average of 0.7.

The data also shows UK developers are 19 per cent more efficient than their counterparts in France and 35 per cent more than those in Germany.

However, despite high productivity levels, the report also shows some signs of risk-aversion as UK

“ In software development, failure is a sign of innovation.

But in Britain, a 95 per cent success rate says that teams are not taking chances with their code.”

Nicholas Mills, CircleCI

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engineering teams are not innovating as much as the levels seen elsewhere.

A success rate measure, which assumes failures in testing to be a signal of innovative risk-taking, shows the UK delivering successful code 95 per cent of the time, compared to just 83 per cent in the US, and a global average of just 61 per cent.

Nicholas Mills, CircleCI EMEA GM, said: “In software development, failure is a sign of innovation. But in Britain, a 95 per cent success rate says that teams are not taking chances with their code.

“We would expect the figure to be much closer to the global median of 61 per cent. Why? Teams that are experimenting and trying new things will sometimes fail.

“The finance-heavy British tech ecosystem may be bogged down by legislation and unable to break the rules.

“But it could also be that in the US, ‘move fast and break things’ and growth at all costs is the norm; whereas in UK and Europe more widely, sustainable growth and reaching profitably sooner is often the aim for start-ups.”

Marshall Centre and Cranfield Executive Development have combined to create a 12-month programme that delivers the process, tools and support for companies looking to design, deploy and manage a successful growth strategy.

The Capture Future Growth initiative is set against a backdrop which has seen 36 per cent of SMEs halting all growth initiatives and 80 per cent reporting a decline in revenues since March last year.

Timothy Britt, Head of Strategic Services at Marshall Centre said: “We continually work to find new and better ways of addressing the challenges our customers and communities face.

We believe joining up with Cranfield Executive Development to deliver Capture Future Growth provides a powerful message of intent that will resonate with businesses looking to move from survive-to-thrive and, in so doing, play a role in helping kick-start economic and social recovery.”

Dr Stephanie Hussels, Director of the Bettany Centre for Entrepreneurship at Cranfield University said: “SMEs are the backbone of the economy and it is vital for industry and higher education to work hand-in-hand to support them on their journey.”

Dr Stephanie Hussels, Cranfield University

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news in brief SPRING 2021

BOOSTER PUTS AMCM ON THE LAUNCHPAD

£88M DEAL TAKES WOOD INTO HAINAN

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UK-based space launch company will be able to rapidly print rocket engines in-house after it commissioned the largest industrial 3D printer in Europe.

The bespoke 3D printer from the EOS Group company, AMCM, will allow Orbex to print over 35 largescale rocket engine and main stage turbopump systems annually as it scales up production capabilities for launches.

AMCM will deliver a complete printing suite with post-processing machinery and machine vision systems for automatic image-based inspection of printed components. Orbex said it will expand its factory floor space by 1,000 m² to accommodate the new machinery.

“Although our rocket engines and other critical systems are already quite mature after years of testing, a large-scale in-house 3D printing system like this gives us far greater speed and agility as we ramp up production,” said CEO Chris Larmour.

“It means we can continue to iterate and drive up performance even further.

Longer-term, as we get ready for multiple launches per year, it will give us greater control over our costs and supply chain.”

Planning permission was granted for Space Hub Sutherland, Orbex’s home spaceport, at the A’Mhoine peninsula in Sutherland in August last year.

The A’Mhoine site is currently the only UK spaceport to receive planning permission and construction is expected to begin in 2021 with the first orbital launch in 2022.

Swoop CEO, Andrea Reynolds

FUNDING PARTNERSHIP GIVES SMEs GRANT OPTIONS

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atWest has launched a grantfinder service in conjunction with the funding and savings platform, Swoop.

The bank wanted to give SMEs greater access to third-party funding which is not in the form of debt. This new service aims to connect them with grant providers such as local authorities, growth hubs, local enterprise partnerships and privately funded schemes.

The platform will allow businesses, not just NatWest customers, to access tailored grant options via a questionnaire which matches applicants with suitable options.

Swoop CEO Andrea Reynolds said: “Our mission is to empower entrepreneurs to make the right financial decisions every day by bringing all their finance options together in one place, personalised to their specific business circumstance.”

berdeen engineering firm Wood has won a contract worth more than £88.2 million to expand a Chinese refinery.

Wood will provide Chinese group Sinopec with engineering, procurement and construction services in Hainan.

Once completed, the ethylene renovation and expansion project will produce up to one million tons of ethylene derivatives and refined oil annually.

Pipework and cables for power, telecommunications and lighting will be delivered by Wood’s engineering and project management teams based in Shanghai and on site.

Wood’s executive president of projects, Mike Collins, said: “We are delighted to win this new contract with Sinopec which demonstrates the strength of our long-standing relationship with the client and their confidence in our extensive EPC expertise in the petrochemical sector.”

COVID ‘HAMPERING WORKPLACE RELATIONSHIPS’

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ovid-19 has had a significant impact on employer-employee relationships, and is hampering productivity, according to a new report from MetLife UK. Thirty-two per cent of employees told researchers the relationship been weakened and reduced their sense of belonging to the business. Almost half felt their relationship had worsened and agreed their productivity had diminished.

Logistics tech business sees record-breaking year A logistics provider to Bear Grylls’ ecommerce shop, is forecasting revenues of £12m this financial year, driven by the explosion of online retail over the past 12 months.

This represents a 58 per cent rise on the £7.6m achieved in 2019 – marking the best year to

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date for Chorley-based Fulfilmentcrowd.

Founded in 1984, the company provides tailored order fulfilment services and technology to more than 400 UK and international online retailers. With 102 staff across 11 UK and global centres,

including Germany, the Netherlands and the US, the firm manages more than 120,000 sq. ft. of warehouse space, processing more than 50,000 items per week.

Over the past 12 months, the firm has opened three new sites in Marton Fold, UK,

Bocholt, Germany and Sandston, Virginia, USA, strengthening its international network and increasing its worldwide delivery capabilities.

Vanessa Ashworth, Chief Marketing Officer, said: “We have seen extraordinary levels of demand.”

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Tribal instincts We take a look at three innovative SMEs and start-ups making the most of opportunities created by the Covid disruption...

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start-ups: the fightback

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hile some businesses have been able to innovate, job losses have steered many individuals into entrepreneurship.

A recent report, ‘The Coronavirus Pandemic: A Tinder Box for Creative and Disruptive SMEs and Start-Ups’, assessed the economic impact of the pandemic and demonstrated how SMEs and start-ups were finding new opportunities.

It was published by the Great British Entrepreneur Awards & Community and the business finance marketplace Funding Options.

Responding to pinch-points in UK supply chains, local providers have filled the gap to support vulnerable consumers, it suggested. Coronavirus is “catalysing businesses built on trends which have been accelerated by the outbreak”, indicating growth will continue post-pandemic.

Government support mechanisms, such as the furlough scheme and CBILS have brought “crucial support”; saving jobs and helping businesses navigate this tough economic period.

Francesca James, founder of The Great British Entrepreneur Awards & Community, said: “A positive is that this survey was done prior to the second Lockdown events in the UK. The fact that aJane Crane businesses overwhelmingly launched her ‘messy’ believed uncertainty would studio-based paint-throwing continue into next year therapy experience hopefully suggests preparation with a £20,000 loan and planning for uncertainty over the next 6-12 months.”

Simon Cureton, chief executive of Funding Options, said: “While we are likely to see retrospective reports on the impact of COVID-19 published by the dozen, this one is different because it tells the story from the perspectives of those most impacted by the pandemic – the businesses themselves.

“There is no denying that there has been considerable disruption and uncertainty imposed on SMEs this year, but the true message is one of optimism.”

The British Business Bank’s Start-Up Loans programme issued £100 million to more than 8,300 people across the UK between April and the end of the year, helping them to start or scale-up their businesses.

In fact, July hit a new peak as the busiest month since the scheme was founded in 2014, with many of those it supported identifying new trends or demand as a result of the pandemic and taking the opportunity to launch their first enterprise.

Others were forced to adapt to survive during the March and November lockdowns – whether it was moving online for the first time, ramping up a social media presence, or creating a new product altogether.

Jane Crane took out a loan of £20,000 to launch Your Tribe in 2019, a studio-based, paint-throwing therapy experience. As, what she describes as “a messy

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Britain’s spirit for new biz More new businesses were created in one month last year than at any time in the previous 13, according to private equity analysts.

September alone saw 29,008 new businesses registered in the UK, the highest number since October 2007 and the third-highest month since HMRC began keeping records in the late 1980s.

What’s more, new business creation increased month-onmonth throughout the first Lockdown period.

Private equity firm Growthdeck says many people decided to start their own businesses during the Covid period, seeing lockdowns as an opportunity to work on their own ventures that they may have put off previously.

Gary Robins, Growthdeck

Gary Robins, Head of Business Development, said: “British entrepreneurial spirit has been undeterred, despite the challenges presented by Coronavirus.

“Despite a difficult year, people remained optimistic about starting businesses even in a challenging economy.”

Research earlier this year by Growthdeck found that the e-commerce sector in particular boomed due to the pandemic.

An average of 4,613 online retail businesses were set up per month during the peak months of April, May and June, up 66 per cent from 2,783 on average per month in the previous year.

Growthdeck says that the sudden surge in new business creation is a reminder that the Government should do everything it can to ensure these businesses have access to the investment they need to scale up. n SME magazine

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start-ups: the fightback

aSusan Bonnar took out a £12,000 loan to launch the British Craft House, a marketplace for handmade goods which took advantage of her online presence

face-to-face experience business”, it wasn’t easy to translate what they do online.

“I developed a guided meditation and couple’s paint pour for people to get messy with at home,” she said. “Going virtual has allowed me to stay in touch with customers and bring a bit of colour to what could be a very gloomy January. Learning to accept the things that are outside my control helped me stay rational.”

Susan Bonnar took out a loan of £12,000 to set up the British Craft House in 2019 – an online marketplace for handmade British crafts. Whilst online stores have prospered during lockdown, there have been plenty of lessons to learn.

“I was fortunate to be fully set up online before the pandemic. However, I had to adapt my offerings slightly to ensure we were catering to the new lockdown trends. There was an increased demand for convenient gifts, which were easy to post as people could no longer exchange gifts in person.

“So, in January I launched the ‘Letterbox Gift’ section of the website, featuring a range of artisan items, no larger than an envelope. In the 12 hours following the January lockdown announcement, the website was busy with people buying pocket hugs and motivational gifts to send directly to friends and family.”

Anthony Quinn took out a loan of £10,000 in 2013 to open The Pudding A Anthony Quinn took a £10,000 loan to fund The Pudding Pantry in Nottingham. But Lockdown meant launching new products to suit the changing demands of customers

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Pantry, a bakery in Nottingham, which was forced to close temporarily during the first lockdown as cashflow dropped significantly.

“With revenue down, we had to get creative. We developed innovative takeaway menus for Valentine’s and Pancake Day, comprising sumptuous afternoon tea arrays,” he said.

“We had to create different services based on what our customers wanted during Lockdown, and we will be doing the same this time around. We have the fundamentals in place and we now sell more takeaway afternoon teas than we did when we were a dine-in business.”

Goji Hair was launched on the back of a £7,400 loan taken by Victoria Griffin of Cardiff. She launched the organic hair salon, during the first Lockdown, selling products usually bought in-store.

“I was surprised at just how busy we were after the first lockdown,” she said.

“We were fully booked for eight weeks, a clear indication of how highly clients value their hair.

“I am very grateful that the business is within a sector which seems to bounce back quickly, but the online site has been such a success that we’re likely to keep it running even after lockdown.” n

|YOUNG| |BUCKS| |BUCKING| |THE TREND| The pandemic appears to have caused a massive surge in young people starting their own businesses, according to a poll of 16-24-year-olds.

Many of them said that a lack of opportunities in the current climate had forced them to strike out alone with one in ten of a 2,502-strong sample actually starting their own business since February 2020.

Researchers say this suggests that, based on the latest ONS population estimates for this age group, more than 630,000 ventures were launched by this Covid Generation since the start of the pandemic.

A further one in five say they have a concrete business idea and are in the process of setting up their own company, indicating that the number of youthful start-ups is expected to increase even further this year.

These research findings suggest that the average age of a UK entrepreneur will drop well below the 40 that Companies House data suggests it was in 2019, according to the Censuswide poll for GoDaddy.

Creative and retail industries appear the most popular sectors for 16-24-year-olds, despite the challenges faced by both industries in the past year.

Nearly a fifth launched a creative business, specialising in art, music or design, which based on those ONS estimates, equates to around 108,000 new companies, closely followed by retail, at 15 per cent with an estimated 95,000.

Researchers believe this relates to the pandemic, which has disrupted the job market and forced many people to take professional opportunities into their own hands.

When asked what encouraged them to launch their own business, three quarters said there were not enough employment opportunities for them in the current climate. In fact, before pursing their own business ideas, almost one in five had tried and failed to find work in their chosen field.

Naturally for Generation Z start-ups, nine in ten placed great importance on www.smeweb.com

“Before lockdown, our revenue was split 50/50 between the corporate and at-home offerings.

Now we get 90 per cent of our sales from online orders for the at-home service and have actually been able to increase our revenue over the past year.” Cleo Morris, MyDine having an online presence and consider having a website, social media channels or e-commerce capabilities to be important for their business.

The research also revealed that they overwhelmingly favour e-commerce and derive 12 per cent more revenue from online sales than the average business owner.

GoDaddy Director Sakshi Anand said: “Young entrepreneurs have managed to make the most out of a difficult situation and have demonstrated the ability to flourish in a challenging economic environment. We’re excited to see what 2021 will bring.”

Ethan Maddison, 23, launched Branded Camera, a London-based content creation agency providing short videos for recruitment companies wanting to advertise online and on social media.

He said: “The past year has been pretty tough work-wise. I graduated from University with the hopes of becoming a sports journalist but, given how tough the job market is right now, I ended up taking a customer service role for a sportswear company.

“It wasn’t my dream job but it paid the bills. Sadly, as a result of the pandemic I was made redundant in September 2020. www.smeweb.com

CEthan Maddison, Branded Camera

“I considered applying for similar roles again, but after my difficult experience applying for jobs earlier in the year I decided to take the plunge and start my own business. I’ve always been creative, and passionate about media, so that’s where my idea came from.

“In all honestly, I hadn’t really considered the importance of having an online presence when I first came up with the idea. Now I realise how important it really is. With everyone working from home and

everyday life being so virtual, it’s crucial that I have a website to act as an online shop-window for potential clients – like an online scrapbook of my work for people to peruse.”

Cleo Morris launched MyDine, a Birmingham-based catering company and at-home meal delivery service, when she was just 23. She cites her adoption of e-commerce as being key to her success since the start of the pandemic.

“I’ve always been entrepreneurial, so when I left university I very quickly made the decision to take matters into my own hands and set up my own business.

“I love being my own boss but it comes with its challenges. When the UK went into Lockdown, the corporate catering side of the business took a serious hit.

Fortunately, we were soon inundated with online orders for the at-home delivery service and were able to cater to a nation of home-dwellers, thanks to being set up online.

“Before lockdown, our revenue was split 50/50 between the corporate and at-home offerings. Now we get 90 per cent of our sales from online orders for the at-home service and have actually been able to increase our revenue over the past year.” n SME magazine

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title here

Revealed!

The number of women on the boards of the UK’s top listed companies has risen by 50 per cent in the past five years. There has also been a surge in female SME business owners, a rise 31 per cent in the same period. So, in light of that, it appeared a good time to ask some of the country’s most inspirational leaders – managing everything from global heavyweights to fast-growth startups – what could be done to build on that. Here, ten of them reveal the career “lies” women tell themselves that could be holding them back to making it to the top...

The career lies that are holding women back 18

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careers

Kim Atkinson Job Title: VP of Communications Company: SmileDirectClub, an oral care company and creator of the first medtech platform for teeth straightening.

Company Website: smiledirectclub.co.uk Career lie 1: “Don’t challenge the status quo.”

“I’ve learned that companies that champion this sort of thinking are not open to new ideas, and it’s a sign that it may be time to look for a role where you can continue to grow and learn. We can thrive in an environment where we’re encouraged to dream up improvements and provide value as opposed to cultures that restrict thought out of fear of change.”

Career lie 2: “Don’t leave a job too early.”

“I once resigned from a new job after the first week because everything about the role felt wrong for me at the time. I struggled with the decision and leaving the employer in a bind - and they were lovely people and a great company. I approached them and transparently said the job was the wrong fit for me, and to my surprise, they completely understood and accepted my resignation. I don’t even include the role on my resume. Trust your instincts and be honest when a job isn’t the right fit – you may be able to transition into a different role at the company or give yourself time to find the next opportunity.”

Vivien Wong Job Title: Co founder Company: Little Moons, Europe’s leading mochi ice cream brand.

Company Website: littlemoons.co.uk Career lie 1: “I am inadequate, I don’t have what it takes” “Women tend to be more critical of their ability than men – however, usually they are more able and qualified for a role then the men who apply.” www.smeweb.com

Career lie 2: “Emotions are only for crazy women” “Emotional intelligence is a super power in the work place. Keep in touch with your emotions and of those around you.”

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careers

Career lie 1: “You need to tick every box on the job profile” This is most definitely not the case. A lot of learning is on the job and many people have transferrable skills, even if they are outside the industry or function of the role being applied to. It’s also important to shape a role into the way you see it optimal for the organisation, and therefore it’s actually benefit not to tick every box!

Nikki Vadera Job Title: Marketing Director UK & IRE Company: Henkel, Laundry and Home Care, a company which also operates in the adhesive technologies and beauty care sectors.

Company website: henkel.co.uk

Career lie 2: “You have to dull your personality for senior positions” What I have found in my career is that being myself has, in fact, helped me to stand out.

I’ve been in senior roles at quite a young age in comparison to my counterparts and the energy, positivity and outlook that I have brought has been deemed refreshing. Of course maintaining professionalism and delivering in your role is key, but you can’t forget to let your personality shine!

Lisa Krapinger Job Title: Chief Marketing Officer Company: breathe ilo, makers of a device for predicting women’s most fertile days.

Company website: breatheilo.com Career lie 1: “As a woman, you need to decide if you want to have a family or a career.“

Actually, you can have both. You just need to plan, organise and want it. There are plenty of good examples of mumpreneurs who show that it is possible to build a company and have kids. You need courage and to trust in yourself to make it possible.

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Career lie 2: “You can‘t start a business with your closest family and friends, because it will break through the challenges.“ Actually the best advice I can give to someone is to start the business with your husband/best friend, because you will grow through the challenges when there is no one else. Who will better understand why you are working 24/7 if you don’t share the same passion and goals? Some experiences cannot be shared in conversation if they have not been experienced together.

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careers

Katia Lang and Karina Vazirova Job titles: Co-founders Company: Fem Tech Lab, an independent technology accelerator.

Website: femtechlab.com Career lie 1: “We won’t be liked if we’re confident or if we sell ourselves.”

As a result, women tend to underplay their own achievements in fear of appearing arrogant. It is easier to do this and big up others’ achievements, than talk about yourself with the same high regard. But it is important for women to learn how to be champions of their own work and accomplish-ments – just like they would for a friend.

Career lie 2: “You’ll be happier once you’re successful” Yes, it is proven that success in both life and work has a positive impact on our mental health. But heavily relying on success to happen to improve your mental well-being can encourage continuous dissatisfaction and feelings of disappointment, putting an immense amount of pressure on yourself that eventually ripples into your team. We are taught that the road to success is a stressful one. Accept that failures are part of the ride. www.smeweb.com

Delphine RemyBoutang Job Title: CEO Company: JFD, an international movement improving the representation of female digital entrepreneurs.

Company Website: joinjfd.com Career lie 1: “You need to be good at maths to start a tech business.”

Art, music, design, and literature are all creative fields that are affected by digital. It is important to raise awareness of these issues. Computer programming is a language and it is a woman - Ada Lovelace, who created it in 1843.

Career lie 2: “Women have no leadership quality compared to men.”

An Icelander school teacher asked her students what they want to be when they grow up. A little girl answered: “President!” The teacher asks a little boy if he too sees himself as President.

He answers no, it’s a girl’s job. Vigdis Finnbogadottir was the first woman head of state in the world to be elected by universal suffrage, as the head of Iceland, in 1980. Representation is key!”

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careers

Geeta Sidhu-Robb Job Title: CEO Company: Nosh Detox, a home detoxification and weight-loss food and juice delivery service.

Website: noshdetox.com Career Lie 1: ‘I need to know how to do everything before I apply for a job.’

Study after study proves that men will apply for a job just because they ‘think they can do it’ and women don’t apply for a job unless they know they can do it. You are expected to learn on the job. As long as you have all the basic qualifications, you can stretch yourself when applying for jobs because that is how it’s meant to work.

Career Lie 2: The ‘work/life balance’ As a working single parent my whole adult life, allow me to assure you this is a total and utter myth. You will always not do enough. You will always feel a little guilty. You will always think you need to do more. Get over it. The only way to thrive – and not just get through every day surviving – is to accept this.

Then work out what your absolute priorities are and farm out or forget about the rest. Oh, and hire house help.

Christina Colmer McHugh Job Title: CEO Company: Moodbeam, the firm behind the first wearable device for mental health and emotional wellbeing.

Company Website: moodbeam.co.uk

Career lie 1: “You need to have worked in technology all your life to create a tech company” Technology is only ever created to solve a problem. Keep the end goal in sight at all times and remember your ‘why’. Just because it doesn’t exist, doesn’t mean it shouldn’t. Never be afraid to try. If you’re starting from zero, what have you got to lose?

Career lie 2: “Female, 40 and a mum will hold you back from making your mark” I’d like to think we have enough examples of why the opposite is in fact true - myself included. We need to take every opportunity to start telling our daughters at the breakfast table that for them, everything is possible. The conversations need to begin, What do you want to be when you grow up?

And, what do you want to be known f or when you’re older? www.smeweb.com

careers

Rebecca Oatley Job Title: Founder Company: Cherish PR, an independent agency operating at the heart of the digital economy.

Website: cherishpr.com Career lie 1: “I could never go it alone” Being on the payroll and working in a team is great but before I started my own agency, I struggled with truly understanding if I was good at my job. I often thought that I was just a reflection of other people around me and that I would fail if I ever went it alone. When I finally started Cherish, I didn’t think the agency would last because I wasn’t really good at my job and I would be found out! Eighteen years on, I know that’s not true!

Christina Rebel Job Title: Chief Innovation Officer Company: Wikifactory, a social platform promoting the design, prototype and producing real things by virtual teams.

Website:wikifactory.com Career lie 1: “You can’t excel as an entrepreneur and be a mother at the same time” Becoming a mother made me realise that an emphatic, adaptive and nurturing culture is what a start-up needs to get through the hard times.

Balance is everything, so I know the joy of spending quality time with my son, will in turn make me more productive when I work. I take greater ownership of my schedule and have forged an attitude that allows me to handle any situation or challenge, whether it’s at home or work.

Career lie 2: “You have to be an expert in your field” In software there is a term, “specialisation is for insects” and when I started working in the manufacturing space for Wikifactory, I struggled with imposter syndrome, but I remembered that life starts beyond the frontier of your comfort zone. Understanding all aspects of running a business and working in technology has helped me to bring my team together.

And empathising with them and communicating well is what helps me strive in my mastery as a generalist.

Career lie 2: “I don’t deserve that pay rise” I think women really struggle with their own self-worth and it’s potentially their biggest downfall. Men will pick the big number with noughts on the end, with the innate belief that they’re worth it, and yet women will struggle with feelings of guilt around whether they’re worth it. C’mon ladies, of course you are! Believe that you are great and that you deserve every penny. www.smeweb.com

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Interview

Towie Mark on the reality of business He was a budding footballer, who found fame on ITV’s the Only Way is Essex before going on to make a name for himself on other reality shows and marrying a soap star.

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interview

“The most important thing is knowing you’re ready to put in the long hours, learn more and take on the physical commitment of starting a business from the ground up.”

Mark Wright, TrainWright

A

nd, having tried his hand at modelling and hosted radio shows, he took on a new challenge and launched his own business, an online fitness company helping people get fit during the pandemic.

Now, nearly a year on the company, Train Wright, is thriving, having attracted an online customer base of over 63,000. So does he have any tips to impart? Well, here’s five to get you on the Wright lines . . .

1

Timing is key:

An idea alone doesn’t lead to a successful business, so it’s important to understand the market you’re entering into. Are there signs of growth and room for new players to enter it?

The freelance community has played a notable role in helping small businesses navigate the pandemic.

Many SMEs in particular were forced to fast-track their digital transformation, all whilst uprooting their operations to the remote working world. More businesses saw the value of freelance talent and business leaders looked to the freelance economy to fill their teams’ skills gap.

The shift to online in the past year has created fertile ground for many online businesses like mine to grow, but I also had to be sure that the Train Wright offering was unique enough to cut through the noise in the online fitness space.

But perhaps the most important thing is knowing you’re ready to put in the long hours, learn more and take on the physical commitment of starting a business from the ground up. www.smeweb.com

2

Feel it, do it:

As job security became more fragile and people had more free time, the art of the ‘side-hustle’ exploded in popularity. There’s been more demand for freelancing and people pivot their career to launch their own businesses, take on side projects and turn their hobbies into another stream of income.

If you’re passionate about something and are willing to put enough energy into it then why not go for it? Starting a business is scary but all it takes is some confidence to make the first steps.

You don’t always need to have that ‘lightbulb’ moment, sometimes it’s just about having the guts to explore an idea. It’s important to not put too much pressure on yourself, remember, Rome wasn’t built in a day - start small and go from there.

There’s so many resources out there that do a lot of the work for you and freelance marketplaces can be a good place to start. Platforms such as Fiverr are built to give entrepreneurs the space to launch their business.

They offer a global network of fellow freelance entrepreneurs and potential customers. There’s no harm in simply setting up your business profile and connecting with your target audience.

3

Don’t be shy on social media:

Entire businesses can be built on social media. The power that different platforms have to reach your audience is limitless and not to mention, free. All your social networks should be as strong as each other and should clearly reflect what your brand is from the moment someone clicks on

your profile. Spend time working on the visual, the content and all the back-end activity like SEO - it could make or break your brand, especially at launch. From Instagram to TikTok, social platforms can bring your brand to life by giving it a personality that your audience can interact and engage with.

4

Know your vision:

Define how you want people to view your brand.

Understanding what makes your business unique and aligning this with your ‘why’ is crucial. I’ve always been passionate about health and fitness and it’s something my brother and I love to do together. We wanted to share this passion with others and build a community of like minded people. We established what we wanted to focus on and refined it from there, now, a year on, we have a global community of over 63,000 people.

5 Embrace risks: Be bold in your decision-making and commit to it. Not everyone will agree with you but if you have the data and insight to back it then go for it. Make sure you have trusted advisors and mentors around you, who can help you see things from an outsider’s point of view. Being a risk-taker is unavoidable in launching a brand but that’s not to say you should jump without a parachute. Calculate the risk versus the reward, question your strategy from every angle but don’t talk yourself out of it - be confident in your actions!

For more information visit: thisistrainwright.com SME magazine

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Can new planning rule changes save the High Street? And what are the business opportunities?

WORDS: RITCHIE CLAPSON

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AT THE TURN of the 21st century, online retail arrived and removed the need for people to visit bricks-and-mortar shops. The likes of Amazon have changed the way we shop forever and there is no going back. We can now buy almost anything we want without leaving the house.

This increase in online retailing means that we’re left with are redundant retail hubs in our town centres that now need to be repurposed.

According to estate agents Savills, around 12.5 per cent of retail premises in the UK are vacant, with 40 per cent of empty stores lying vacant for three years or more. They predict that retail vacancy will rise to 25 per cent by

the end of the decade unless action is taken.

Yet, even though the majority of high street retail units are occupied, many now house charity shops, vape stores, and the like – far from the bustling retail hubs that our high streets once were.

How can we prevent further high street decline and what business opportunities will this change create?

To return to thriving hubs of activity, town centres need to become leisure destinations.

They need restaurants, pubs and cafes, boutiques and other specialist retailers, cinemas, theatres, sports and music venues, gift and craft stores.

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aOxford Street, London W1: thriving in normal times but such streets need to rethink their role going forward into the future

It will be down to small independent retailers serving up a huge range of products to create a browsers’ paradise where people want to go for a day out or an evening’s dining or entertainment.

And the secret to achieving this revitalisation of commerce? To make town centres more residential.

People like living in towns that have a vibrant high street on the doorstep. So, the more residential property there is, the more independent retail there is, encouraging more residential, and so on. This could create a virtuous cycle that leads to the wider regeneration of the high street.

How do we achieve this transformation? We need to repurpose the existing buildings in our town centres to create the right balance of homes, workspaces, retail, leisure and services operating side-by-side. But the starting point has to be residential.

Historically, this residential development has been difficult due to strict planning regulations. However, to speed up the redevelopment process, the government has created Permitted Development Rights (PDRs) which allow the use classes of certain types of building to change without the need for a full planning application. This makes the process much quicker and easier for developers to redevelop buildings.

In most cases, however, developers must still make an application, but the LPAs have far fewer criteria on which they can object and, in some cases, they have just 56 days in which to raise any objection.

Using the ‘Class G’ PDR, it’s possible to convert the floors above a shop to residential. Furthermore, ‘Class M’ PDR allows developers to convert the ground floor of shops up to 150m2 that

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are not deemed ‘prime retail’ into residential property.

Also in 2020, the government simplified the way buildings are classified by their use. Where previously, shops, offices, light industrial buildings, financial and professional services businesses, cafés or restaurants, clinics, health centres, day nurseries, and gyms each had their own individual use-classes, they are now lumped into one singleuse class: ‘Use Class E’. This means that it’s easy to change a shop into, say, a gym without explicit permission from the LPA. But what about new homes? In

“ We need to repurpose the existing buildings in our town centres to create the right balance of homes, workspaces, retail, leisure and services operating side-by-side.”

December, the government proposed that, from August 1, all buildings in Use Class E can be converted to residential using a new set of Permitted Development Rights. If approved, this will allow us to repurpose most buildings in our town centre without the need for planning permission.

To avoid our town centres becoming housing estates, there needs to be some joined-up thinking between the government and LPAs that ensures the vision is realised.

It will necessarily require LPAs to relinquish a level of control by embracing the new PDRs, but also to create both a vision and a framework that allows for regeneration to deliver the sort of town centre that works for everyone.

The key is to take a step back and focus on the bigger picture, then plot a path to achieving it. Compromise will undoubtedly need to play its part.

One final hurdle is that LPAs do not

keep an updated register of brownfield sites, so the scale of the development opportunity is not known and can be hard to ascertain.

According to a recent report by specialist regeneration developer U+I, poor brownfield land registers “hinder the development of new homes”. LPAs have been obliged to maintain such a register since April 2017, but it would appear they are far from up to date.

The rise of the indie developer One of the most interesting aspects of town centre redevelopment is that it will have to be led by small indie developers. For large housebuilders, converting individual retail and office units into residential property is too small scale to interest them.

Instead, we will see the rise of the indie developer who can take on one or two redevelopment projects at a time, creating unique, high-quality housing.

These small scale developers could be anyone looking to work on projects in their spare time, or create their own business.

In 2020, there was a huge surge in interest from people from all walks of life interested in small-scale property development, attracted by the opportunity to create sixfigure profits from relatively small development projects.

Property development isn’t easy or without risk. But, while it may be the first time these indie developers have taken on a redevelopment project, they will be mostly employing a team of local professionals to do much of the heavy lifting with a Project Manager overseeing things on their behalf.

And, with so many opportunities converging at one time, we are likely to see many more small-scale developers take advantage in 2021 and beyond, helping to build a diverse and interesting high street with a range of thriving businesses. n Ritchie Clapson CEng MIStructE is co-founder of propertyCEO

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Why SMEs should look to interim solutions for permanent change

WORDS: LEIGH ANDERSON

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DURING THE PANDEMIC many small and medium sized enterprises have necessarily paused, postponed or cancelled their plans for long-term logistics and supply chain development.

With lean workforces stripped to the bone through furloughs and redundancies, the emphasis has been on survival in a constantly changing business environment.

As the economy reopens, challenges old and new will have to be addressed. The move towards eCommerce, and the need to adapt to a post-Brexit environment, has demanded responses in both supply and fulfilment arrangements, and there are new tasks in converting ‘emergency’ improvisations into

sustainable and profitable business models.

Expansion out of a trade depression is often the riskiest time for smaller businesses, and much depends on achieving fast and effective change.

Even in the best of times, designing and implementing fundamental change initiatives within the supply chain, while maintaining or even ramping up‘day-to-day activities, often requires a temporary strengthening of the technical, professional and managerial ranks, bringing in new skills and expertise.

Larger corporations may have the necessary human resources elsewhere in the business, but smaller companies may need to look externally.

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aHome alone: interims come into their own when there are clearly defined objectives, results and timescales to focus their attention

That appointment often takes the form of an ‘interim’ – a professional with very specific skills and experience, working for a day rate as self-employed or as their own company. This is a proven way for SMEs to access the latest and most relevant knowledge, and of pushing through change while minimising disruption to normal business.

However, there is a widely held misconception that interim appointments are no longer appropriate, and that the ‘right’ way of meeting these short-term needs is through employment of staff on Fixed Term Contracts (FTC), rather than buying a service from an interim.

Largely, this is due to the postponed but now imminent, introduction by HM Revenue and Customs of the ‘IR35’ rules.

These aim, quite rightly, to combat “disguised employment” whereby long-term workers claim to be self-employed, thus reducing employer and employee National Insurance payments, and saving on sick pay, holiday pay and other benefits.

But this has led many businesses to believe that trying to make the case for a “genuine” interim appointment is just too difficult.

That is to confuse two different situations. Temporary cover, for example for maternity leave, or because someone has left unexpectedly and the firm wants to take its time in making a permanent appointment, is clearly employment and should be treated as such. But those aren’t the situations where a firm should be looking to an interim, and indeed are not the sort of assignments that many interims would be keen to take on.

The interim comes into his or her own where there are clearly defined

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objectives, results and timescales that require particular, sometimes unique, skills and knowledge.

These will have a strategic focus around change management, crisis management, project delivery, and business transformation. Common themes include restructuring, digital transformation, and the realignment of the cost base to reflect changed business models. Examples in the logistics and supply chain field might include re-orienting supply chains to achieve increased resilience; reconfiguring warehouse and distribution operations around a new emphasis on eCommerce, or, as has been suggested, setting up a European distribution operation to mitigate post-Brexit impediments to exports.

Even, or especially, in the sectors worst affected by Covid, short-term issues may be acute: how do firms in the aviation supply chain, for example,

“An interim will hit the ground running and see the project through, using experience they know is relevant to the task - their livelihood depends on demonstrable success.”

plan for a ramp-up that could go from near zero to full capacity literally overnight when travel restrictions are lifted?

Or how do suppliers to the hospitality sector resume “normal business” while still developing the alternative channels and markets that many of them have found? These all require particular sets of skills and experience that a business is unlikely to have, or indeed usually need, in house.

There are other advantages to taking the interim route. Although day-rates can look quite steep, they are less so when the full costs of employment (employer NI, holiday and sick pay, other employment benefits) of an FTC are taken into account. For this, the company is accessing very specific skills that may not be available in the “pool” of candidates for an FTC post.

Moreover, an interim will hit the ground running and see the project through, using experience that they know is relevant to the task – their reputation and livelihood depends on demonstrable success.

An FTC candidate, however well qualified in managing supply chains, may have relatively little experience in creating or remodelling them, or in the company’s paticular line of business. They may need a significant induction process before they can become fully effective. And they may not see the contract through – not because they are irresponsible but because, they are not ‘temporary’ by choice – they are looking for a permanent post and will, quite reasonably, take one if offered.

Both day-rate interims and FTC appointments can have their place in an SME’s recovery strategy, but the company needs to be clear about what it is trying to achieve. n Leigh Anderson is Managing Director at Bis Henderson Recruitment.

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sme: appointments SPRING 2021

Cabinet Office executive joins B-North board B-North, the Manchesterbased firm building an SME lending bank for the UK has appointed Nimisha Patel to its board.

She brings almost 20 years’ experience in technology, transformation and risk management for some of the biggest names in professional services.

Last year Computer Weekly named her as their Chief Information Officer of the year.

Patel is currently Chief Digital Information Officer at the Cabinet Office. Thus, this will be her only non-executive role.

Before joining the Cabinet Office, she was the UK and International Chief Information Officer at the FTSE 100-listed insurer RSA. She was tasked with shaping the region’s IT strategy and services necessary to run the firm’s £3.1 billion portfolio,

Nimisha Patel

managing a global team.

At PwC, she led the IT Internal Audit practice across Insurance and Investment Management after spending six years at KPMG as a Senior Manager, leading a number IT Risk and consulting

engagements in Financial Services.

She said:​ “B-North shares my passion for technology and the way that intelligent use of new solutions can bring significant benefits to customers. I look forward to working with the

company as they work to secure their banking licence and move towards delivering lending to the SMEs of the UK.” She joins as the firm accelerates towards securing its banking licence and completing its £20 million ‘Series A’ fundraise.

The firm aims to disrupt the UK’s £150 billion SME lending market by establishing the first truly regional lending bank in 150 years.

Chairman Ron Emerson said: ​“At the core of any successful business are its people and Nimisha is another excellent addition to the team, further deepening B-North’s rich pool of talent.

With Nimisha’s extensive expertise in technology, and its role in financial services, she brings a critical complementary set of skills.”

New management trio for Workhorse

Matthew Trimming

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Workhorse, the SaaS Order and inventory Management Company, has announced senior Board appointments to support its goal of becoming a leading provider of Order and Inventory Management software to ambitious businesses.

Matthew Trimming, formerly of SAP and Hg Capital, becomes Chair, to work alongside Founder Alastair Badman and Tom Morgan, current Non-Executive Director and investor in Workhorse.

He said he was arriving at an exciting time, adding: “Alastair

and the team have built a simple-to-implement, simple-touse, low-cost B2B SaaS solution that is proven across sectors and greatly valued by their customers, that use it to accelerate their own growth.”

Tom Morgan said: “Having spent the past 25 years assisting global, Fortune 500 companies leverage enterprise IT to accelerate growth, I instantly recognised the enormous power that Workhorse delivers to smaller businesses.

“SMEs power our economies,

but haven’t been served well

by IT. The tech giants offer complexity and eye-watering prices; off-the-shelf packages are too generic and disjointed.

“It’s incredibly exciting to hear clients’ extreme enthusiasm once they’ve discovered Workhorse: it’s simple, affordable, fast and tailored to their needs.”

Workhorse is embarking on a new seed funding round with the aim of leveraging its partnership with Xero and growing from 55 customers today to 200 by October 2022. www.smeweb.com

FFE role for Jeremy Meadowcroft

Jeremy Meadowcroft

Doncaster-based alternative lending provider Finance For Enterprise has strengthened its team of Investment Managers by appointing experienced banker and business support manager, Jeremy Meadowcroft.

He will be responsible for helping business owners across the region to access a range of tailored business lending support packages including access to the Government-backed Coronavirus Business Interruption Loan scheme, as well as nurturing new entrepreneurs through Start Up Loans.

Meadowcroft spent 30 years working in the banking sector, where he rose through the ranks to become a branch manager, developing a particular interest in helping ownermanaged businesses to prosper, before making the switch to commercial banking. In recent years he has also helped growing businesses secure business angel investments and hosted monthly ‘Dragons Den’ equity pitch day events which brought together business owners and investors from across the North of England.

Hulse to drive cyberresilience in Manchester The Cyber Resilience Centre for Greater Manchester has welcomed Grace Hulse as its new Head of Cyber and Innovation.

Hulse, who joins after 18 years with Greater Manchester Police, will work closely with the force and the North West Regional Organised Crime Unit, to help them provide support and training to organisations of all sizes.

She said: “My passion for digital investigations came when I worked in the major incident team as a digital media investigator. Working in cybercrime I have managed investigations and developed connections with forces across the UK. “I hope to see businesses across the region improve cyber awareness and grow their resilience to the latest online crimes.”

Previse duo to bolster team behind InstantPay

Ellen Bailey

Jack Nelson

Carrington Communications has expanded its team with the arrival of Ellen Bailey and Jack Nelson. Bailey will bolster Carrington’s PR team and Nelson will work with Carrington’s paid media team to lead PPC and paid social accounts.

Carrington founder Rob Tomkinson, said: “We’ve come through a challenging year in a good position, fortunately, and with the team we’ve got, I’m excited for the

year ahead.”

The appointments follow recent client wins for Carrington, including manufacturing supplier Bytronic construction firm MBMS and takeaway delivery site easyFood.

Nelson has worked in paid media at a London agency for a portfolio of international brands and Bailey studied journalism at the University of Lincoln before working in marketing and social media for BGU.

Carrington announces new hires

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AI Fintech Previse has announced additions to its London team. Niv Subramaniam joins as Commercial Lead and Steve Dempsey as Sales Director.

Previse is growing its team in response to increased demand for its InstantPay technology, which has been spurred by the need for SMEs to receive faster payments to be able to survive Covid-19.

Last year, Previse was awarded a £2.5 million grant by the Banking Competition Remedies’ Capability and Innovation Fund. The money is being used to fund further development of Previse’s industry leading InstantPay solution, making it accessible to more SMEs. Subramaniam has run functional teams across global organisations including HSBC, where she served as MD, Head of Global Lending Product; and Barclays, as Director of Global Debt Product. Dempsey joins from Tungsten Network, where he served as Enterprise Sales Manager.

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sme: appointments SPRING 2021

ERF names new MD and CEO Electrical wholesaler ERF has appointed Andy Laycock as its new Managing Director to drive the company’s next phase of digitalisation and growth.

The scheduled transition is part of a two-year plan, with Robin Combellack being appointed Chief Executive Officer. In his new role, Combellack will continue to play a crucial part in the business, despite handing over the day-to-day management of the company.

Laycock has been with the Nottingham-based, family-

owned company for 15 years, working as Sales Director. He said: “A new era, shaped by the ongoing pandemic is emerging, and it’s one in which we will drive growth and customer service levels forward through digitalisation, whilst at the same time continuing to embrace the importance of personal relationships throughout our entire supply chain.”

Combellack said: “Andy has the company’s interests ingrained in him. He played a major role in writing and

Daly joins Jigsaw24 in partner push

Rachel Daly

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embedding our core values into the business. Fifteen years of working together along with two years of planning mean we have every confidence Andy will expand the business and allow me to work on the group and our strategy.”

As part of the growth strategy to keep ERF at the forefront of the independent wholesaling market, the company will also launch ERF online – a full ecommerce platform which will allow customers to trade online 24/7.

IT solutions provider Jigsaw24 has hired Rachel Daly as Vendor Alliances Manager as part of its growth plans.

The company, an Avid Elite Partner, an Adobe Platinum Reseller and the UK’s largest EditShare Certified Partner, provides services to customers in media and entertainment.

Rachel joins from Avid, where she was Partner Account Manager and worked closely with the post-production community, having previously spent a decade at Microsoft.

In her new role, she will drive Jigsaw24’s growth plans, including its evolving partnership with her most recent employer to deliver Edit on Demand to the post sector, and will help drive collaboration with public cloud providers to power the move to cloud

Matthew Trimming

workflows.

She will assume responsibility for Jigsaw24’s relationships with Avid, Adobe, EditShare, Microsoft, AWS and Blackmagic Design, while also overseeing the development and management of the company’s media and broadcast vendor portfolio.

Tim Strand, Head of Vendor Alliances, said: “Rachel is a key addition to the team with a wealth of experience across media production that will support us as we grow to become a next-generation reseller and partner.

“The production, post-production and broadcast markets remain at the core of Jigsaw24’s go-to-market strategy, and this appointment underlines our ongoing investment in our work with these communities.”

www.smeweb.com

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