North East Times Magazine Issue 458

Chris Kamara

Giselle Stewart Creative Assembly North

Alison Gwynn North East Screen

Rhiannon Bearne The Chamber

Andy Haddon Big River Bakery

Bob Makin Behaviour UK - North

Editor

Steven Hugill steven@netimesmagazine.co.uk

Business journalist

Colin Young

T: 07808 974 533 colin@netimesmagazine.co.uk

Business development director

John Duns

T: 07920 152 523 john@netimesmagazine.co.uk

Creative & managing director

Peter Mallon

T: 07590 064 800 pete@netimesmagazine.co.uk

Partnership & marketing manager

Chloe Holmes T: 07493 555 509 chloe@netimesmagazine.co.uk

Accounts

Jill Brown jill@netimesmagazine.co.uk

Filmography

Andrew Lowe andrew@netimesmagazine.co.uk

Contributors:

Alison Gwynn Rhiannon Bearne

Bob Makin

Photography: Ben Benoliel www.benbenoliel.com

Lee Scullion www.leescullion.com

Christopher Owens www.christopherjamesowens.co.uk

Mike Sreenan www.michaelsreenan.com

Angela Carrington www.thisisthebiggerpicture.co.uk

Jamie Haslam www.roamwithus.co.uk

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editor’s WORD

4 Hello and welcome to the latest edition of North East Times Magazine.

Whether its natural introversion, an associated fear of appearing pretentious or simply a lack of time, we’ve never – as a region – truly yet cracked the art of celebrating our successes.

Hairy Biker Si King précised it very well last year, telling this publication the region still carries a ‘steady on, let’s just gan canny’ attitude.

But we are getting better. Much better, in fact.

The whole raison d'être of this publication is to champion the fine achievements of the region’s many and varied individuals and organisations, and the sense of celebration is echoing increasingly loudly from corridors, laboratories, lecture halls and factory floors to the region’s streets and beyond.

However, every now and again, it still sometimes takes an outsider’s view to make us fully appreciate our standing.

Take Creative Assembly, for example.

The UK’s largest video games developer – which is part of SEGA Europe – recently announced its expansion into Newcastle (under the moniker Creative Assembly North) complete with a promise of around 100 jobs.

Led by well-known industry figure Giselle Stewart, the venture builds on an already potent digital sector (look out for the evolution of Middlesbrough's SockMonkey Studios in this issue too).

Creative Assembly, in theory, could have gone anywhere.

But the fact it chose the North East to complement existing Sussex and Bulgarian bases, because of the technological strengths and deep talent pool here, makes for a fantastic appraisal.

It was the same in our latest VISION 2031 roundtable discussion, which focused on the measures needed to deliver fresh growth and

prosperity.

Now, it should be said (and you can read the full piece on pages 63 to 70) that panellists were, in the main, complimentary in their assessments of the region.

But it was very interesting to listen to the takes of two speakers hailing from outside the area.

We know this region, like all, has areas marked for improvement, be they across investment, transport or skills, for example.

And we know a more unified ‘North East’ voice wouldn’t do any harm either, certainly in terms of catching external eyes.

So it was refreshing to hear Aviva’s Mark Bousfield tell delegates the region is well set to make sustained progress thanks to its proposed devolution deal, which – prior to the Spring Budget reboots of Manchester and the West Midlands – “was the best in the country”.

And he was backed by Northstar Ventures’ Dominic Endicott, who spoke of the Tyne and Wear Metro rail system as a “jewel” and a ready-made “nervous system” capable of co-ordinating population and economic growth.

The celebratory tone continues in the first of a new series of articles alongside independent law firm Ward Hadaway, where we highlight its latest North East Fastest 50 list through debutant Cleveland Group.

And it endures in our feature with cover star Chris Kamara, where the boy from the Boro looks back –with trademark smile – on the highs of a career on and off the pitch and how, after being diagnosed with apraxia of speech, he is using his experiences as a force for good to help others with the condition.

I hope you enjoy this issue.

Steven

As a region, we’re increasingly getting better at celebrating our accomplishments. But, as Steven Hugill writes, it can still sometimes take an outside influence to help us truly appreciate our status…

Five minutes with...

Championed by Hairy Biker Si King and known the country over for mixing stotties with strong social commitments, Newcastle’s Big River Bakery is an organisation firmly on the rise. Founder Andy Haddon tells Colin Young about its progress, the importance of inclusivity and his ambition to extend the venture across future years.

The region’s top footballing talent was celebrated at a starstudded ceremony. The North East Football Writers’ Association Awards championed the individuals and teams – from Premier League to grassroots level – that have lit up the soccer scene over the last 12 months.

Building for the futureIn the latest instalment of VISION 2031, panellists discuss the changing landscape of the North East, and the importance of maintaining the momentum through fresh investment, skills drives and infrastructure improvements.

Feature Giselle Stewart

Adding to Wynyard Hall’s already exclusive offer, The Glass House restaurant is home to plot-to-plate dishes that truly delight. North East Times Magazine looks at the endeavour’s unique offer, which has more than caught the attention of guests’ palates.

BEHIND THE COVER

Ben Benoliel and Holly Galloway visited Chris Kamara at his home in North Yorkshire on a grey afternoon. They spent an hour capturing Kammy, one of the nation’s favourite faces off the telly, on his farm.

‘I wanted to flip the narrative, using the brave juxtaposition of a megaphone to make a statement. Kammy is struggling with his speech but at the same time is speaking louder than ever. He is a 'voice' for his condition and his strength and courage will be inspiring people all over the UK and beyond. He isn't afraid to stand up and speak up.’

Ben Benoliel,

photographer

Feature Chris Kamara Closing this month’s issue of North East Times Magazine, Bob Makin, co-founder and chief executive of Middlesbrough-based games developer Behaviour UK - North, talks about the firm’s future following its recent takeover by Canada’s Behaviour Interactive.

Business spotlight

North East Times Magazine throws a spotlight on the latest news, views, trends and technologies shaping the region’s economic and business landscape

A subsea robotics engineer has unveiled major expansion plans aimed at smashing a £100 million target.

Soil Machine Dynamics (SMD) is opening a research and development base and sister customer service centre.

Bosses at the Wallsend-headquartered company say the additions, which will create engineering and software development jobs, will help push turnover beyond £100 million while reiterating the business’ place as a “pioneer in its field”.

Known for subsea apparatus such as ploughs, trenchers and remotely-operated vehicles for use on telecoms, oil and gas and renewable energy projects, the company counts Dutch offshore wind operator Van Oord – which recently expanded to Port of Tyne –among its client portfolio.

Mike Jones, SMD chair, said: “We have been

around for over 50 years and have weathered many storms, including the dotcom crash and the pandemic.

“Last year, our turnover was £58 million, inclusive of our Shanghai operation, and we have confidence we can double that by 2025.

“We are proud to be based in the North East, and especially on the Tyne, and that won’t change.”

As well as its bricks and mortar expansion, Mike revealed the firm is pressing on with product growth, with its first electric remotely-operated vehicle due to enter the market this year.

He added: “The electric revolution is something we are working hard on, and we have great concepts for more electric vehicles and applications in the pipeline.

“It’s a very exciting time, and we are determined to achieve our goals and continue to be pioneers in our field.”

Robotics firm looks to hit £100 million mark in expansion Engineering

Simon Graham, SMD senior engineer, left, with project manager Jack McCusker and an example of the firm’s machinery

Mike Jones, SMD chair

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New Teesside industrial park ‘will deliver more than 1000 jobs’ Development

A property firm has revealed a 1000-plus job blueprint after completing a land deal.

Wilton Developments has bought the 33-acre Dynamo Park site, in Stockton.

It says the plot has potential to create at least 1070 posts across distribution and storage operators and “many more” in the supply chain.

Officials say the ribbon of land, which skirts the A19, has capacity for around 600,000sq ft of factory space.

Jason Stowe, Wilton Developments’ managing director, said the space, for which the company has paid an

Quintet bolsters North Shields firm’s ranks Engineering

An engineering company has strengthened its team after securing a £3 million-plus order boost.

Northern Engineering Solutions has welcomed engineering manager Gary Pendleton, mechanical engineer Hammed Shittu and financial controller Trudi Harrison.

Foreman Michael Anderson and pipefitter Christopher Rutherford have also joined the North Shields-based mechanical, electrical and process

undisclosed sum, will fill an important market void.

He added: “The scheme will deliver high quality employment space, job opportunities, inward investment and economic growth in the area, capitalising on the lack of available opportunities in the wider North East for businesses wanting to upgrade their facilities to new levels of design and ESG credentials.

“It provides a great opportunity to deliver a variety of industrial, storage and warehouse space.”

The Stockton scheme adds to Wilton Developments’ North East portfolio, with the business already known in the region for Turbine Business Park, which sits close to Nissan’s sprawling Sunderland car making plant.

Green operator targets growth with cash backing Environment

engineering operator.

Bosses say the quintet will support a programme of work recently extended by contract wins with organisations including the RAF.

Mark Davey, founder and managing director, said: “To continue supporting organisations at the forefront of innovation, we recognised the need to augment our existing team by adding new staff who bring complementary skills.

“This is an exciting period of growth.”

In addition to its external appointments, the company has moved James Nicholson to a permanent pipefitting role after he completed a four-year apprenticeship.

An environmental business is creating jobs following £10,000 support.

Sustainable Business Services says it will hire consultants and build its UK-wide client base after backing from the North East Small Loan Fund.

The Newcastle-headquartered company works with public and private sector operators, including Middlesbrough distribution firm AV Dawson, to bolster their green credentials.

And founder James Staniforth says the cash boost will drive its progress yet further.

He said: “With the climate emergency becoming more of a priority, we’re seeing interest in our services growing from businesses and organisations of all sizes.”

The company secured its financial backing through NEL Fund Managers.

Jonathan Armitage, investment executive at the Team Valleybased organisation, added: “James and his team are applying their specialist knowledge to find practical solutions to clients’ specific needs, and demand is clearly only going to keep increasing.”

An aerial shot of Wilton Developments’ Stockton site, marked in yellow, which sits between the A19 and existing industrial and retail units

Jonathan Armitage, NEL Fund Managers’ investment executive, left, with Sustainable Business Services’ James Staniforth

Building society buoyant as results hit all-time high Finance

A mutual has hailed its resilience in “volatile” times after achieving the best results in its 167-year history.

Darlington Building Society delivered record pre-tax profit of £5 million in 2022, with total assets rising to an all-time high of £833 million.

The figures were catalysed by record mortgage lending growth of £97 million and a rise in savings balances of £69 million.

And bosses say they will build on the success, vowing technological investments will be rolled out alongside an “absolute commitment” to traditional over-thecounter branch services.

They have also pledged to maintain staff and community support, having paid employees £1000 to cover the cost of living crisis and donated grants worth £268,000 to charities across County Durham, Teesside and North Yorkshire.

Andrew Craddock, chief executive, said: “International supply chain disruption and the war in Ukraine resulted in rising inflation, followed by the Bank of England increasing interest rates.

“And 2022 also witnessed considerable political upheaval in the UK and the death of the Queen.”

Posts saved as buyer found for Wearside firm Technology

Jobs have been saved after an audio-visual firm was rescued from administration.

CTBO has been bought by CCC Technologies.

The deal for the Sunderland-based operator has retained ten posts.

Formed in 2015, CTBO supported firms across the UK and Europe, providing network and electrical engineering services.

However, it fell into financial difficulties in 2019 and entered a company voluntary agreement a year later after being hit by the pandemic.

Homebuilder lays foundations for growth with £14 million backing Construction

A father and son housebuilder has set its sights on growth after securing £14 million support.

Cussins is pressing ahead with expansion plans across Northumberland and County Durham following backing from Lloyds Bank.

The company, run by Peter and Jabin Cussins, dates back to the 1920s, and builds around 130 properties a year, with existing schemes including the Summerson Place estate, based on Darlington’s wider West Park Garden Village development.

Its portfolio also features a £30 million joint venture with South Tyneside Council and Keepmoat

Graphene company sold in £1 million deal Technology

A company behind the development of a so-called wonder substance has been sold in a £1 million deal.

Applied Graphene Materials (AGM), based at the Wilton Centre, near Redcar, is now part of Universal Matter UK. AGM is known for its work with graphene – a form of carbon and a

Homes to regenerate former South Shields docklands.

Peter, the Alnwick-headquartered firm’s chair, said: “Our relationship with Lloyds Bank dates back 50 years, and our continued collaboration is enabling us to grow at a time that is constantly posing challenges for businesses of all sizes.

“We are proud of how the business is expanding to new heights, but still has the same family driving the business forward at its core – four generations after the first Cussins home was built.”

Adam Cackett, Lloyds Bank’s relationship director for the North East, added: “We are proud to be continuing our support for Cussins.

“The business has strong growth ambitions and, alongside a great existing portfolio, an exciting pipeline of future developments.”

single layer of graphite arranged in a honeycomb lattice – which is acclaimed for being ultra-lightweight and capable of conducting electricity, and officials say the sale “provides an outstanding opportunity for accelerating growth of novel graphene-based solutions”.

Universal Matter UK is a wholly owned subsidiary of Canadian corporation Universal Matter Inc, which says the deal also delivers “an important European footprint for strengthening our growth potential.”

Housebuilder Cussins is pressing ahead with Lloyds Bank support. Note: homes shown representative of housebuilding sector and not Cussins’ properties

In Brief

A selected round-up of stories from across the region

4Newcastle-headquartered baker Greggs plans to open 150 shops this year to build on increasing demand. The company says it is “extremely well placed” to continue its growth after total sales rose 23 per cent to £1.5 billion in 2022.

4A testing firm ensuring lighting columns’ safe running is creating eight apprenticeships and investing in machinery after receiving six-figure support. Stockton’s Southern Asset Management is expanding following backing from NPIF –FW Capital Debt Finance.

4An accountancy firm plans to create jobs after an office expansion. Mullen Stoker has opened a second base in South Shields. The hub – in One Trinity Green – complements the company’s Mandale Business Park headquarters, in Belmont, County Durham.

4A furniture firm says it has “opened a new chapter” in its near 80-year history after cutting the ribbon on a £5 million shop. Barker and Stonehouse is now operating from a base on Gateshead’s Metrocentre Retail Park.

4A vinyl record maker is pushing on with job plans after smashing a headline financial target. Middlesbrough’s Press On Vinyl wants staff after reaching £1 million turnover in its first year.

For more news and views across the North East, visit our website @ www.netimesmagazine.co.uk/news

Kromek Group in good health with medical agreements Technology

A technology firm is working with a health operator to improve diagnosis of heart disease and cancer.

Kromek Group has signed a seven-year deal with an unnamed operator to develop detectors for medical scanners.

It says the agreement “will pave the way to future innovations that may enable the next-generation of imaging-based precision diagnosis and therapy”.

The partnership builds on healthcare deals worth more than £850,000, which will see it send imaging apparatus to three customers.

The NETPark-based company is also

known for wearable nuclear radiation detector equipment, with its D3S-branded suite used by first responders, armed forces and border security services to identify threats such as ‘dirty bombs’.

‘Real privilege’ as RWO secures work on £8 million care home project Construction

An engineer has won a six-figure contract to help deliver an £8 million care home and assisted living development.

RWO is working with Countryside Partnership North East on a Housing 21 scheme in Guisborough, east Cleveland. Seaton Burn-based RWO will provide civil and structural engineering services on the project, which includes 12 bungalows and 70 apartments, as well as a café/bistro, hair salon and communal

lounge and gardens.

Ross Oakley, RWO’s managing director, said: “Demand for care homes and assisted living accommodation is strong.

“It’s a real privilege to work with Countryside Partnerships and Housing 21 on this latest scheme to deliver on their vision for the highest quality living spaces for residents.”

He added the business has two further care home projects in its pipeline.

RWO also recently secured a geotechnical services contract with an unnamed housebuilder in the region, to provide ground investigation and laboratory testing services across an 11-hectare site.

An artist’s drawing of the Guisborough-based care home and assisted living development being supported by RWO

Dr Arnab Basu, Kromek Group chief executive

Getting Leamside on track is key to region’s growth goals

With a campaign to revive the 21-mile Leamside Line gathering steam, hopes are high of a wider regional rail renaissance. Here, Steven Hugill looks at the economic potential of the cross-County Durham and Gateshead route’s second coming and its broader significance in the ‘levelling-up’ world.

4Among the avalanche of parliamentary platitudes, there’s one phrase that always sticks out pointedly from the slide.

I’m talking about ‘political football’.

It’s an expression that will never not conjure images of MPs, hopelessly incongruous in Commons finery, engaging in corridor keepy-uppies and penalty shootouts beneath Westminster’s intricate archways.

The reality, alas, has never been quite so fun.

Amid the many awkward football-based photocalls down the years, we’ve had David Cameron forgetting his loyalties and switching allegiance from Aston Villa to West Ham United.

We’ve had Tony Blair and Kevin Keegan, bedecked like twins in matching black trousers and white shirts, playing head tennis in a school playground (which Blair lost).

We’ve had Jeremy Corbyn mirroring his sieve-like polling popularity with an equally porous goalkeeping performance when facing youngsters’ shots on Hackney Marshes.

And, perhaps most excruciatingly, we’ve had Boris Johnson, way before his Prime Ministerial period ended in a pile, leaving an opponent in a similarly crumpled heap following a rugby-style tackle during a live TV charity kickabout.

I thought of the expression recently, when it was whipped off the shelf by Conservative MP

Paul Howell – he of the Sedgefield constituency seat once held by Blair – in reference to the Leamside Line.

Having fallen victim to the sharp edges of Dr Richard Beeching’s famous axe in the 1960s, the mothballed 21-mile stretch of rail track between Tursdale, in County Durham, and Pelaw, in Gateshead, is undergoing something of a renaissance.

Where once abandoned, the line has been given new life and meaning, a campaign for its comeback turning it into shorthand for economic revitalisation in the ‘levelling-up’ world.

Labour told a recent Transport for the North conference it would revive the route – which stopped serving passengers in 1964 and carried its last coal delivery in the early 1990s – if handed the keys to Downing Street at the next general election.

And that’s when the old cliché made its latest return.

Arguing the red rose party’s pledge represents an unashamed vote-grabbing ploy, Sedgefield’s MP also warned of little, if any, financial detail, which he said ran risk of damaging an ongoing business case for the track, adding “the last thing” he wants “is the Leamside Line to become a political football”.

Of course, such back and forth is standard

Words by Steven Hugill

fare in the political landscape.

But as a region, we haven’t the time, nor the economic buffer, to let our rail connections be kicked about.

Restoring the Leamside Line would revive passenger links across the east of Newcastle, while helping ease congestion on the East Coast Main Line by diverting a chunk of freight services away from the flagship London-to-Edinburgh connection.

And in an environment where the North East has been shunted out of HS2, it would make for some meaningful progress.

Because the Leamside Line isn’t just about the 120,000-plus people living along its corridor.

It’s about the 70,000 residents of Washington, who would benefit from a Metro extension to create a so-called Wearside loop as part of its wider reopening.

And it’s about the connectivity the line would bring to the entire North East, thanks to the route’s links into existing tracks from Northumberland to Teesside,

the latter particularly significant given its freeport status.

We need positive change, and with the Government having handed the region two investment zone deals in its Spring Budget – which it says will help entice firms to the region in newly created business clusters – ensuring we have a rail network capable of matching companies’ expectations is therefore even more imperative.

We’re due to see the Northumberland Line – another passenger route cut in the 1960s – reintroduced next year, restoring links between Newcastle and Ashington.

And Darlington, Middlesbrough and Sunderland stations are undergoing huge transformations, at no little cost, which bosses say will significantly bolster capacity.

But if the UK is serious about boosting the economies of places within the so-called ‘levelling-up’ geographies, it needs to ensure further connections are fashioned to make it happen.

And bringing back the Leamside Line represents a key stop on that journey.

Rewriting the script

Media

Words by Alison Gwynn Chief executive at North East Screen

A new programme of prosperity

The region’s screen sector stands on the verge of huge growth thanks to the commitment of the area’s local and combined authorities, broadcaster partnerships and infrastructure. Here, Alison Gwynn, chief executive at North East Screen, which supports skills and talent development, business growth and helps attract large scale TV and film productions to the area, highlights the potential of the region’s changing landscape.

Lights, camera… investment.

When The Northern Studios officially opened in Hartlepool earlier this year, just days after FulwellCain Studios unveiled plans for an 8450-job, Wearside-based “global production destination”, it added yet further momentum to the region’s increasingly burgeoning broadcast landscape.

From the gangster grit of Get Carter to the more recent magic of Harry Potter and the captivation of television favourites such as Vera, George Gently and fly-on-the-wall documentary Ambulance, the area has long provided an eye-catching backdrop for gripping drama.

But now, thanks to the headlinegrabbing evolution of its production scene, the region stands ready to enjoy a new episode of prosperity, one that will not only provide a welcome economic boost but deliver employment opportunities for the talent of today – and tomorrow –across numerous sectors.

4Up until two years ago, although the screen industry in the UK was in boom, only one per cent of content was made in the North East.

What that meant was that anyone who wanted to work in the sector – and who couldn’t get a job on the few productions filming in the region – had to leave the area.

As a result, we had a huge, missed opportunity with talent disappearing to work in the sector elsewhere, or giving up on their dreams and finding an alternative career.

This, thankfully, is changing.

A year-and-a-half ago, all 12 of the region’s local authorities created an ambitious collaboration – the North East Screen Industries Partnership (NESIP).

And what it means is, for the very first time, all local and combined authorities across the North East are working together, co-funding the infrastructure and support we need for the industry to survive and flourish.

Following this, a partnership with the BBC was confirmed and it made a commitment to spend at least £25 million on programmes over the next five years.

In the first year, that has resulted in 13 productions coming out of the region, from ‘Scarlett’s Driving School’ and ‘24/7

Pet Hospital’ to ‘James Arthur’s: Out of our Minds’ and ‘Robson Green’s Weekend Escapes’.

Nobody is doing us a favour by working with our region; we’ve got the talent, we’ve got the ideas and we’ve got brilliant people, so we are more than capable of making more and more programmes here.

Training is at the heart of it all, and the support of our local colleges and universities is key.

We are here to provide the next step, a bridge to industry, helping to attract people early as they choose their careers and letting them know this is now a viable industry.

We also want to support people crossing over from other industries and help them identify transferable skills.

The opportunity is now real for all those who have the desire, whether they are carpenters, joiners, electricians, accountants, make-up artists or just people who have a spark of a brilliant idea.

The opportunity to work in the creative sector in the North East has never been greater.

We’ve been brave with our ambition so far.

Now we need to make it happen.

Investing for the future Regeneration

Given her shattered reputation, to be seen anywhere near a Liz Truss policy is to encourage potential political peril.

But that’s what Chancellor Jeremy Hunt did in his Spring Budget, reviving the former Prime Minister’s plans for UK-wide investment zones.

Crucially, the former Health Secretary’s blueprint was a watereddown version of the ex-Conservative leader’s draft, saving the economy and

its people any further Truss-invoked tremors.

Pledging investment zone status to both the Tees Valley Mayoral Combined Authority and the new North East Mayoral Combined Authority, the Chancellor says the title – which promises access to £80 million across five years, including tax reliefs and grant funding – will “address local productivity barriers” by “driving growth in key future sectors”.

combined authorities, relevant local authorities and universities is welcome, as is the need to evidence strong business engagement.

A commitment to plans being codeveloped through an iterative process with the Government is also positive.

The focus on five priority sectors from digital and tech through to advanced manufacturing is good for the UK, but particularly good for the North East and its established strengths.

As the employer representative body leading the delivery of two local skills improvement plans for the combined authority areas, we were also pleased to see the employer voice featuring strongly in the programme.

Words by Rhiannon Bearne

director

A fresh opportunity to unlock growth

Promising to “catalyse high-potential, knowledge-intensive growth clusters”, Chancellor Jeremy Hunt used his recent Spring Budget to afford the region double investment zone status. Here, Rhiannon Bearne, North East England Chamber of Commerce executive director – policy and representation, assesses the plans’ potential.

powers and freedoms to attract or accelerate high-growth business activity –is not new.

There are, however, some limits; £80 million split between a mix of capital and revenue over a five-year timeframe is naturally constrained, especially when eligible tax reliefs are deducted from the total funding available.

The policy outline is clear that “stability and longevity of commitment are key to maximising investment”, whether Government or private sector, and that plans should therefore maximise “alignment and leverage of existing policy”.

However, this is easier said than done in an environment where policy change occurs with much greater frequency than the programme itself seems to envisage.

Originally part of the short-lived Truss administration, the new announcement identified eight areas outside the South East and South West eligible for £80 million funding over five years, to drive 'levelling-up' and boost productivity.

Both the Tees Valley Mayoral Combined Authority and the new North East Mayoral Combined Authority were selected, in what was a very strong showing for the region.

The basic idea of an investment zone – a geographic area with enhanced funding,

Consequently, there is an established body of work looking at the strengths and weaknesses of the model, not least the fact that similar zones in the past have often displaced economic activity within an area, rather than generating new GVA.

However, the new model does present a fresh opportunity to look at growth and innovation from a place-based perspective.

With this in mind, there are some strengths to the new programme.

A requirement for strong partnerships underpinning bids to involve mayoral

Will the new investment zones solve the UK’s productivity puzzle?

Not on their own.

But do they represent a step forward in helping local places level up?

By being built on strong partnerships and backed by strong institutions, there’s a real opportunity to unlock talent, entrepreneurship and innovation with a North East flair.

And, as the voice of business across the region, we look forward to being part of the conversation.

4 Much was made of the resurrected investment zones programme in the Spring Budget.

Executive

– policy and representation at the North East England Chamber of Commerce

No containing the momentum

With an investment deal spurring expansion in an already buoyant market and a maiden appearance on independent law firm Ward Hadaway’s esteemed North East Fastest 50 list, Cleveland Group is very much a company on the move. Here, Steven Hugill speaks to Andrew Thompson, the Stockton-headquartered firm’s recently appointed chief executive, to learn more about its successes and plans for the future.

www.wardhadaway.com

@WardHadaway

www.clevelandcontainers.co.uk

@CleveContainers

Andrew Thompson sets a black and yellow mug on an equally decorative square coaster, before sitting himself in a boardroom chair.

Through a window over his right shoulder, pleasant early summertime sunshine looks down on Preston Farm Industrial Estate, light bouncing off its buildings’

two-storey glazed frontages.

Over his other shoulder, it’s not the weather that catches the eye but something nevertheless similarly cheerful.

Walking a trapeze wire, a smiling cartoon character, taking the form of a shipping container, dominates a white wall, its black outlines accompanied by

a caption celebrating its ability and agility.

Appearing slightly incongruous to its surrounds at first glance, the artwork is, in fact, a very appropriate addition.

For business is, after all, a balancing act, a continually lived lesson of when to match stability with purposeful forward motion.

And it’s a skill Cleveland Group has more than mastered.

Having been established by Johnathan and Jane Bulmer in 2011 with just one shipping container, the Stockton-headquartered firm is now the UK’s sales leader, typically matching 20,000 units with customers every year.

And just like its surefooted animated office mascot, it is moving ahead with great focus.

Having transformed Cleveland Containers – formerly the business’ overarching name – into a standalone sales division, it also recently launched Cleveland Modular and Cleveland Hire as accompanying ventures.

Building on burgeoning market demand, which previously saw Cleveland Group supply tailored units for the STACK-branded food and drink hubs in Newcastle and Seaburn, the firm has just completed work on a £1.5 million, 200-unit modular scheme for a global company in Colchester, with

two further contracts in its order book.

The clamour is replicated across the hire sector, where Cleveland Group is providing compound operators with steel anti-vandal site and accommodation units, plus support apparatus such as fencing, lighting and temporary power through a network of cross-hire partners.

And with plans to spend £40 million on its product portfolio this year matched by a blueprint to continue adding to its 80-strong team and 15 nationwide depots, as well as a potential shift to a larger head office, the momentum is palpable.

So too is its impact across the North East commercial landscape, with its progress earning a maiden appearance on independent law firm Ward Hadaway’s revered North East

“Our North East roots are fundamental to who we are – despite our national scale, we will always be here. So to be recognised in the Fastest 50 list is fantastic. And it really builds on the mood of the business"

Pictured left: Andrew Thompson, Cleveland Group chief executive

Photography by Jamie Haslam

Fastest 50 list for 2022, which celebrates privately-owned organisations with the largest average annual turnover growth rates.

With its turnover rising 40 per cent, Cleveland Group ranked 16th on the ladder, a feat chief executive Andrew describes as “phenomenal”.

He says: “To place where we did was testament to the way Johnathan and Jane drove the business from its foundation.

“Our North East roots are fundamental to who we are – despite our national scale, we will always be here.

“So to be recognised in the Fastest 50 list is fantastic.

“And it really builds on the mood of the business.

“It would be easy to be cautious, but we’re confident,” continues Andrew of Cleveland Group, which also includes the BOX+ self-storage division that provides new market entrants with container, CAD design and software support.

He adds: “Demand is very strong, and our spending plans on containers, anti-vandal accommodation and modular buildings reflects that.

“Things continue to evolve; there is a real inner-city drive for urban, industrial cafes and bars – they’re popping up all over the country. You only need to look at STACK, and the announcements it is making, to see that.

“And we’ve positioned ourselves very well to service such change.

“We are one of the biggest container modification companies in the UK, and are partnering with Europe’s largest modular building manufacturer to continue our growth,” says Andrew, revealing all unit adaptations are carried out at the company’s Middlesbrough depot.

He adds: “STACK is a great example, but we’ve also worked with the likes of Saracens Rugby Club and national confined space training centres, and the Gulliver’s Kingdom theme park, in Derbyshire, is built from Cleveland Group containers too.

“On the hire side, we’re providing things

like site offices, canteens, drying rooms and toilets.

“These are a basic set-up for any compound, and they really complement our traditional container business.

“And we’re right at the centre of the market’s environmental shift too.

“Our units come with door closers, LED lighting and heaters that switch off when a door or window opens – our specification is everyone else’s upsell, and that is very exciting.”

A key facet in the company’s growth was the minority investment deal struck last summer with Lloyds Banking Group’s private equity arm LDC, which saw Andrew initially appointed chief operating officer and supported a number of further senior changes.

He says: “The whole premise of the agreement was to evolve the business, and it has really allowed us to leverage our scale in the marketplace.

“There’s a statistic that says 90 per cent of modular projects use containers, for things like initial groundworks and storage of plant, and the LDC deal has helped us tap into some very prevalent synergies.

“Similarly, it has allowed us to

“We are one of the biggest container modification companies in the UK, and are partnering with Europe’s largest modular building manufacturer to continue our growth”

strengthen an already fantastic offer with new faces,” says Andrew, who reveals the business is working with Middlesbrough College Group to secure future talent, having recently recruited an apprentice via the training provider.

He adds: “Johnathan and Jane have stepped back into non-executive roles, with LDC’s North East head Gareth Marshall and investment manager Naomi McDiarmid joining the board, Jon Hurford arriving as chief financial officer and Richard Tredwin adding a wealth of experience as chair.”

And with national demand mirrored by parallel clamour in the North East, most notably across the Teesworks development, where Redcar’s former sprawling SSI UK steel site is being redeveloped into a green energy hub, Andrew says Cleveland Group is primed to take further steps forward.

He adds: “There are lots of great things going on, from Middlesbrough’s place as a hub for technology to the Tees Valley freeport and the Government moving Treasury jobs to Darlington.

“We’ve already got a lot of products on site at Teesworks, and are proud to be helping the regeneration work.

“And that project, plus the others we’re supporting, makes for a very exciting time and many opportunities moving forward.”

Shining a spotlight on inspiring growth stories

With investment fuelling significant market expansion, a growing workforce and an order book listing a number of high profile projects, Cleveland Group epitomises perfectly our North East Fastest 50 list, writes Damien Charlton.

Having started as a traditional container sales business, the company has evolved into a multidivisional operation.

Using the support of Lloyds Banking Group’s private equity arm LDC, it has seized the initiative, rolling out new ventures that are perfectly tailored to clients’ shifting needs.

It also stands at the forefront of environmental change, with the market-leading sustainability measures fitted across its unit range demonstrating a business not only aware of its impact on the landscape, but one that is committed to positive change.

And it is doing so all while retaining its founders’ passion for the North East and their peoplecentric ethos, facets which are being further augmented by Andrew Thompson and his fellow recent arrivals, who are each adding considerable industry experience and insight.

The innovation, agility and downright hard work shown by the team at Cleveland Group is exactly what we at Ward Hadaway celebrate each year in the Fastest 50, which is now in its 24th year.

We work day in, day out with such brilliant SME businesses, and so it gives us great satisfaction to be able to give something back by shining a spotlight on these inspiring growth stories each year.

That Cleveland Group placed 16th in its first appearance on the North East Fastest 50 list is a tremendous achievement, and one from which the team should take immense pride.

Damien Charlton is a partner and head of the commercial department at Ward Hadaway. He also leads the firm’s Fastest 50 programme. A highly experienced lawyer, he has been advising clients across sectors including manufacturing, engineering and healthcare on company and commercial matters for more than 20 years.

Damien Charlton

Partnership provides route to ‘never ending career ladder’

Access to the next generation of talent is crucial for business progression, and thanks to a longstanding partnership with apprenticeship provider Northern Skills, Elliott McCarthy Dental and Implant Clinic continues to move at pace. Here, Steven Hugill speaks to former dental nursing apprentice turned assistant practice manager Libby Palmer, to learn more about the relationship and the impact it has had on her career to date.

www.northernskills.co.uk

@northernskills_

Northern Skills

For information on dental apprenticeships with Northern Skills, contact info@ northernskills. co.uk or call 03453 40 40 40.

Pictured below: Libby Palmer, right, with practice manager Kellie Joyce, outside Elliott McCarthy Dental and Implant Clinic’s Hartlepool base

“The great thing about an apprenticeship is that as soon as you’ve got your qualification, you can begin to move in so many different directions – the career ladder is never ending.”

Libby Palmer stands by a green dental chair, her hand instinctively reaching to adjust the position of its large overhead light.

Old habits die hard.

She may be dressed in the navy and white office attire of Elliott McCarthy Dental and Implant Clinic, but it wasn’t too long ago the 22-year-old was togged in its purple scrubs.

Learning alongside lead clinician Dr Helen Elliott, Libby complemented time in the Hartlepool organisation’s treatment rooms with studies at Northern Skills – the dedicated apprenticeship and training arm of Middlesbrough College Group – gaining a level three NVQ dental nursing certificate.

But rather than remaining in surgery, Libby, like the

illuminative instrument to her side, shifted position, taking on the role of assistant practice manager.

And she puts her progress, in no small part, down to the scope of opportunity afforded by her qualification.

“Apprenticeships let you move onto various things,” says Libby, who was appointed to her post in October.

She says: “With mine, options included continuing to do therapy, going into treatment co-ordination – where you liaise with patients on their journeys – or going into management.

“And having always been interested in the business side of things, and how a practice works, I decided to focus on the latter,” says Libby, whose responsibilities include supporting revenue improvement and social media output.

She adds: “I hope to become a practice manager, and because of my apprenticeship, my potential routes to achieving that goal are amazing.”

Equally significant to her development, says Libby, are the people skills gained from her 18-month learning programme.

“My time at the practice and in college really coordinated well,” says Libby, whose course matched four days of dental work with a day in Northern Skills’ Darlington-based Imperial Business Centre classrooms.

She says: “I had a great dental tutor and assessor, in Northern Skills’ Miranda Welsh, whose support was always there if I needed it.

“We did a lot of case studies, were taught about treatments and materials, and I learned about simulations, first aid and oral hygiene instructions too.

“Not only did this provide me with understanding, but because I knew what I was talking about, I could use my knowledge for the benefit of patients on a day-to-day basis.”

“The course really helped with my communication skills too,” adds Hartlepudlian Libby, who had already begun working at Elliott McCarthy Dental and Implant Clinic – which recently became part of Portman Dental Care – when her studies started in January 2021.

She says: “I was such a quiet person, but I’ve grown so much since.

“Getting out there and meeting and working with new people really helped increase my confidence and my life skills.

“And because I’d gone down the apprenticeship route, it meant that when my course ended, rather than beginning the process of looking for a job, I was already in a really strong position.

“You can get just as good a qualification from an apprenticeship as you can from university.

“And the opportunities they provide mean there are no dead ends when it comes to your career path.”

The progression Libby highlights is evidenced in the dental practice’s relationship with Northern Skills.

The partnership had already helped introduce a number of nurses to the sector prior to Libby and, as North East Times Magazine went to print, a further two trainees were due to finish courses as another duo began their studies.

And lead clinician Dr Pauline McCarthy is unequivocal about the impact of the alliance.

She says: “We love our apprentices, and we’ve had some great people come through the business, a number of which have gone on to be therapists.

“Libby was no different; she sparkled from the moment she arrived, both as a brilliant nurse and a people person.

“To watch apprentices like Libby develop and grow is one of my favourite parts of the job.”

Practice manager Kellie Joyce is equally positive, praising Northern Skills’ understanding of the business’ staffing needs.

She adds: “Our working relationship is second-tonone.

“I will always need to back fill nursing positions as

“Having an apprentice as part of your workforce is a productive and effective way to grow your own talent. “Apprentices learn new skills on the job, as well as gaining a recognised qualification.

“As an employer, you benefit from enthusiastic individuals who become valuable members of your team and help your business grow.”

Dawn Longmore, Northern Skills’ regional manager –professional skills

people progress, and that is where Northern Skills’ support is so valuable.

“The team knows the standard of dental nurses we require.

“It has provided us with some fantastic staff including Libby, who I know will be a practice manager very soon.

“And because we have such a good relationship, we’re able to have two-way conversations that continue to strengthen our work together.”

For more information on how Aon’s Newcastle and Stockton teams can help your business with areas including commercial risk, workplace health, reinsurance and wealth solutions, contact 0191 220 3333 or 01642 659300.

Alternatively, visit www.aon.com/ unitedkingdom

Making the multinational local

Preparing for the future in business can mean making big decisions and key investments, all of which balance risk and reward. Providing a wealth of expertise is global professional services firm Aon, which, from its two North East offices, provides tailored support to businesses of all shapes and sizes. Here, Christine Wood, the company’s recently appointed head of North East and Cumbria, speaks to North East Times Magazine, revealing how expanding her networks helped prepare her for the role and why being part of a multinational has enhanced localised knowledge and support for clients.

www.aon.com

@Aon_UK

In times of uncertainty and seemingly constant shifts in the status quo, support from a trusted expert can be invaluable.

No matter how large a business, no matter the sector or the experience of its management team, having a third-party provide fresh insight and specialist advice can provide firmer foundations for the future.

Offering commercial risk, workplace health, reinsurance and wealth solutions, global professional services firm Aon is well placed to help clients grow, protect their business and be prepared for anything they may face.

With dedicated offices on Newcastle’s Quayside and a newly opened base in Stockton, Aon’s

40-strong North East team is committed to providing customised support and local knowledge to clients.

And nobody represents the strength of local knowledge better than Christine Wood, the new head of office for Aon North East and Cumbria.

She says: “Aon is such a large organisation, and sometimes the smaller businesses believe we are too big for them.

“But that couldn’t be further from the truth.

“We work with multinationals right through to sole traders; my team is passionate about making sure the quality of service and cover is the same for every single client, regardless of size.

“We use Aon’s size and strength to support every client in as many different ways as they need, while keeping things very local with our team based in the North East.”

Born, bred and educated in the region, Christine started as a trainee at John Lewis – working her way to a senior management position – before further career development with Newcastle International Airport and a role with the Entrepreneurs' Forum.

It was through the latter she met senior figures from Aon, leading to her joining the company ten years ago in a development role that saw her work as a conduit between Aon and the region’s business scene.

In recent years, her role as regional director saw her spearheading sales strategy for nine offices and widening her networks across the UK and internally too, working more closely with some of Aon’s specialist teams.

She says: “It’s an exciting time with significant opportunity to now share my national experiences

within a region I love.

“My previous position expanded my network of connections within Aon, broadening my knowledge and awareness of all the speciality areas that we cover.

“More importantly, it gave me the opportunity to work with a large number of colleagues across most offices throughout the UK and overseas.

“Those links have become invaluable within my new role, in supporting and assisting our client base within the area.”

Christine’s new role coincides with two new office sites for the regional branches – the Newcastle team moving to larger space within its existing Quayside House building and the Stockton team switching to a modern office in Fast Track House.

Opened by Tees Valley Mayor Ben Houchen, the latter will provide flexible hybrid working and offer space for collaborative work between team members and clients.

Christine says: “Both facilities will prove incredibly beneficial as businesses continue to navigate a landscape that shows little sign of settling following a

Aon UK Limited is authorised and regulated by the Financial Conduct Authority. Aon UK Limited Registered in England and Wales. Registered number: 00210725. Registered Office: The Aon Centre, The Leadenhall Building, 122 Leadenhall Street, London EC3V 4AN. FP.ADV.567. SEC

number of challenging years.

“When times change, risks change.

“Our aim is always to be a step, or even two, ahead of our clients.

“We think of ourselves as an extension of their teams, and so must know them inside out to be ahead of changes that are coming.

“We make sure their risk programmes are the optimum, whether that’s commercial insurance, employee benefits or investments.”

While the support offered has a local flavour, Aon’s size and reach means it can offer support across a vast range of sectors and specialisms – something Christine is keen to share with clients in her new position.

She adds: “Aon has afforded me a wide range of experiences and enabled me to meet many influential people in business.

“The culture at Aon is so positive and it allows people to grow and prosper.

“I am excited to lead a talented and passionate team that will continue to help our clients grow and prosper too.”

The Big Question

The study warned governments globally must take greater ownership of the situation, with industry also called upon to reduce emissions while increasing awareness of overconsumption. How do you assess the present landscape? Where is positive action being taken, and where do improvements still need to be made?

DR GARI HARRIS Director

Teesside University’s Net Zero Industry Innovation Centre

The most positive aspect of the net-zero agenda is that there is now a broad consensus of people, businesses and organisations who not only recognise that something needs to be done and are prepared to act accordingly, but also see the inherent opportunities and benefits that net-zero offers.

Our experience as a region, built upon traditional, heavy industry, means we have the skills and infrastructure to take a leading role in the green industrial revolution.

Already, the East Coast Cluster is developing first in-pipe technology around carbon capture and storage, as well as green and blue hydrogen production, and we have the largest hydrogen storage capabilities in the country.

And as a university operating in the nexus between the public and private sectors, helping to put policy into practice, we established the Net Zero Industry Innovation Centre to tackle these challenges and develop an industryfocused approach to place the region at the forefront of the clean energy agenda.

Ultimately, the big challenge is ensuring nobody is left behind in the transition to a netzero economy, and to foster a regional network

of collaboration and co-operation, so future generations are equipped with the skills and expertise to maximise the opportunities offered by the green economy.

STEWART DICKSON Chief executive Weardale Lithium

Tackling climate change must be a truly and equitable process, with collaboration across every level of government and industry.

There is definitely an ambition to deliver netzero, which is more than just rhetoric, but action isn’t at the pace that’s needed.

The private sector is a hotbed for innovation and has the keys to unlocking a low climate future.

The Government has recognised this in its Powering Up Britain plan to protect our energy security with programmes such as Great British Nuclear and the Floating Offshore Wind Manufacturing Investment Scheme, which will require creative, technology-led firms to step up and deliver effective solutions.

The Government also needs to go further in the field of critical minerals, with its strategy needing the scale of ambition and investment of the US Inflation Reduction Act or the EU Critical Raw Minerals Act.

A recent report from the Intergovernmental Panel on Climate Change (IPCC) warned urgent action is needed if the world is to “secure a liveable, sustainable future for all”.

We are seeking to recover lithium for electric vehicle batteries from naturally occurring brines beneath County Durham, which will contribute to the decarbonisation of transport.

With almost a third of the UK’s emissions coming from transport, this is an essential challenge to overcome, which requires considerable public and private investment in a supply chain that can generate and sustain green transport.

The North East is well positioned as a hub for electrification, with the potential to create an integrated ‘borehole to battery’ supply chain, which can make a significant contribution to our environmental ambitions.

educating, motivating and inspiring organisations to take a leadership position in addressing the climate emergency, by providing a range of courses, consultancy support and carbon calculator tools and resources to take on the most important issue of our time.

The latest IPCC report follows a long string of ever-increasing calls to arms from the world’s leading body of climate experts.

As yet, the world has not shifted off its trajectory of escalating emissions and it looks increasingly unlikely we will cap warming at the 1.5-degree threshold.

This is the limit scientists say gives us the best chance to avoid passing tipping points that are predicted to set off irreversible feedback loops and runaway climate change, leading to a climate, ecological and human catastrophe of unimaginable scale.

There is no question governments are not doing enough and are still failing to meet old promises made in the 2015 Paris Agreement, to pursue efforts to limit warming to 1.5 degrees.

In the meantime, I take some inspiration from the business sector, where a relatively small number of organisations are turning ambition into meaningful action.

I am encouraged to see organisations set targets to reduce their footprint, in line with science, and especially those that include emissions from their supply chain and measure, monitor and report progress against a robust carbon reduction plan.

At SmartCarbon, we focus our efforts on

MARTIN CRAMMOND Director Carney Consultancy

From a construction sector perspective, I believe both individual companies and the industry as a whole are looking to improve carbon footprints, while also looking at the design phase and where projects can reduce energy use and material overconsumption.

My concern is that there are very limited resources as to where new methods of construction work can be placed to reduce emissions and energy usage on a greater scale.

We have been erecting buildings in a similar way for the past 100 years, and trying to change the mould is proving to be a difficult transition for many clients, yet alone construction companies.

Modern methods of construction (MMC) have not only increased productivity, but brought some significant environmental benefits, including a reduction in waste, due to precision cutting and measuring, further opportunities for recycling, maximising the use of space in vehicle deliveries to reduce carbon emissions, and reducing other elements of environmental nuisance such as noise and dust.

On large projects, which have greater resource available, MMC is considered.

However, when smaller builders, who make up a substantial percentage of construction companies, are involved, they actively do not monitor or consider their environmental output and are currently not held accountable.

And until the monitoring effect takes account of all construction companies, the feeling is there will not be a huge improvement within the sector.

ANNA-LISA MILLS Managing director SmartCarbon

The North East Football Writers’ Association Awards

The region’s top footballing talent was celebrated at a star-studded awards ceremony at Ramside Hall. The North East Football Writers’ Association Awards championed the individuals and teams – from Premier League to grassroots level – that have lit up the soccer scene over the last 12 months.

The night’s top accolade went to Newcastle United midfielder Bruno Guimarães, who was named mens' player of the year.

The Brazilian, watched by a packed audience featuring Magpies’ manager Eddie Howe and the club’s record goal scorer Alan Shearer, spoke of his delight at the honour, and drew cheers when proclaiming the team’s League Cup final appearance would be the first of many following last year’s Saudi-led takeover.

Sunderland AFC goalkeeper Anthony Patterson was crowned young player of the year, with Durham Women FC and Northern Ireland international Sarah Robson picking up the women’s player of the year accolade for a second successive season.

Former Sunderland and Manchester City midfielder – and recent North East Times Magazine cover star – Jill Scott was named Sir Bobby Robson Personality of the Year, in recognition of a 12-month period headlined by Euro 2022 success with England and subsequent victory on ITV’s ‘I’m a Celebrity, Get Me Out of Here…!’

Elsewhere, former Middlesbrough FC manager Lennie Lawrence, who steered the club into the inaugural Premier League in the early 1990s and is now a non-executive director at Hartlepool United, received the John Fotheringham Award,

which recognises outstanding service to the region’s football scene.

A further award in the same category went to veteran journalist Doug Weatherall.

Having been previously postponed due to the COVID-19 pandemic, Doug was finally able to pick up his trophy and give audience members – who watched archive footage of his verbal jousts with Brian Clough and Lawrie McMenemy – a taste of his tremendous passion for the region’s game.

Derek Wright, who served as Newcastle United’s head physiotherapist for nearly 40 years, was honoured with the Bob Cass Award, which celebrates outstanding contribution to the North East game.

And special recognition honours went to non-league teams Gateshead and Marske United for their successes in winning the National League North and gaining promotion to the Northern Premier League and reaching the final qualifying round of the FA Cup, respectively.

The event was compered by Ian Dennis, BBC Radio Five Live commentator and senior football reporter, and organised and led by Colin Young, North East Football Writers’ Association chair.

North East Football Writers' Association Awards

Armstrong Watson -

Established in 1867, top 30 accountancy firm Armstrong Watson has a strong presence in the North. With more than 500 team members and 19 regional offices across Yorkshire, Northumberland, Cumbria and Scotland, the business’ advisers offer a full remit of tax and audit and accountancy services, alongside payroll, restructuring, recovery and insolvency, corporate finance, forensic accounting, strategic business advice, client technology and financial planning and wealth management.

Contact the Newcastle team on 0191 434 0830.

New home for Armstrong Watson following sustained North East growth

When Armstrong Watson first opened an office in Newcastle’s Quayside, it housed four colleagues, with the business a relative newcomer to the city. In little more than five years, however, the firm has had to relocate twice to larger premises following sustained organic growth and the acquisition of two North East accountancy practices. Its latest home, in One Strawberry Lane, shows much promise, and it’s hoped it will be the firm’s city centre base for many years to come.

www.armstrongwatson.co.uk

@ArmstrongWatson

Armstrong Watson’s growth across the North East has been rapid.

In 2018, the accountancy, business and financial advisory firm launched its first office in Newcastle and since then it has seen major expansion across the region, growth across services and sectors, and the welcoming of many new colleagues.

Following the acquisition of the long-standing accountancy practice Joseph Miller in January, the firm has operated two locations in the city – at the City

Quadrant, in Waterloo Square, and from Joseph Miller’s offices in Milburn House, Dean Street.

Its move to the new multi-million-pound smart office in One Strawberry Lane will bring the 45-strong Newcastle team together under one roof.

The new office – housed within a £30 million, sixstorey building in the Gallowgate area of the city next to St James’ Park – has been designed by housing association Home Group, which has moved its head office there.

Recognising the economic importance of the region, Armstrong Watson initially launched a small, serviced office at the Regus Business Centre, expanding on longestablished offices in Hexham and Northallerton, just across the Yorkshire border.

Senior tax partner Jim Meakin joined as Newcastle office lead, and was also head of tax consultancy at the time.

He shared the vision of the huge opportunities for North East-based businesses and how the firm could help drive them forward.

Managing partner and chief executive Paul Dickson explains: “Our aim is to be recognised as the ‘go-to’ firm for family-owned businesses throughout the North.

“It had been an ambition for Armstrong Watson for as long as I can remember to have a presence in Newcastle upon Tyne as part of our growth strategy in the North East of England.

“We knew there was space for Armstrong Watson with our depth and breadth of offering, and since 2018 we have continued to build on the expertise we offer across all our service lines and sectors.”

Within two years, Armstrong Watson had outgrown its original Quayside base and moved to larger premises in the City Quadrant.

This was followed by the acquisition of Eura Audit Northallerton in February 2020.

Since then, the 155-year-old firm has continued to grow across the North East, and made two of its largest acquisitions – Patricia J Arnold & Co, in Hexham, in 2021 and, most recently, Joseph Miller, which saw the Newcastle team double in size, welcoming 20 new colleagues including partners David Gold, Chris Reah and Edith Chapman.

The Newcastle team is now led by tax partner Hydeam Sulton, who joined Armstrong Watson in May last year, and who also leads the firm’s VAT and indirect tax practice nationally.

Hydeam says: “The opening of our new office is a key element of our future growth and delivery plans in Newcastle and the North East.

“One Strawberry Lane is a landmark development and reflects our ambitions in the region.

“With the recent acquisition and now a state-of-theart new office, this is a really exciting time.

“I’m really looking forward to the benefits this will bring to colleagues and clients.”

The last 12 months have also seen the creation of a payroll team hub in Newcastle, alongside a recruitment drive across the wide breadth of the firm’s service lines.

The move to One Strawberry Lane continues extensive investment in Armstrong Watson’s northern

stronghold and comes just months before the relocation of the firm’s head office in the centre of Carlisle to a new purpose-built site on the outskirts of the city.

Paul says: “We acknowledge the importance of investing in our teams, and of equal priority is the need to invest in the right environment for them to work in and provide our clients with the best possible service.

“We now have a full-service proposition in Newcastle, with strong accounting, payroll and tax teams.

“This gives us an incredibly robust foundation to build on our ambitions to grow further in the North East and to continue to support businesses in the region to maximise their opportunities to grow and prosper.”

David adds: “Apart from benefiting from a superb modern working environment, the move to the new office enables us to pool our resources more effectively, bringing our teams together to offer a comprehensive range of services to clients.”

Finance_ Advertising feature_Armstrong Watson

Why the internet matters more than ever

With more than five billion people accessing the internet every day, the online world represents fertile ground for business growth. Here, Mark Harrison, RTC North scaleup director, uses his vast telecoms and software sector experience to highlight the importance of cyberspace to SMEs.

www.rtcnorth.co.uk

@RTCNorth

My 40-year career has moved somewhat fluidly between software, telecoms and satellites.

From the European and German space agencies to roles in global telecoms providers, infrastructure builders, software and content delivery, major consultancies, start-ups and bootstrapped enterprises, my vocation has been as enjoyable as it has been broad. Now, you might think a career spanning both telecoms and developing applications is a common path. It isn’t. Most people stay in one or the other. Boxes, though, were never my thing – I see an opportunity and I take it.

Traditionally, developers had to work within the constraints of networks and the computing power and storage available to them.

Adoption was limited to those with networked devices, predominately Windows PCs with Intel Processors, known as the ‘Wintel’ platform.

Historically, the legacy telcos were either national or regional monopolies, who acted as gatekeepers and charged tolls to reach end users.

Moving data around was subsequently very expensive and dominated by point-to-point technologies. Each packet was transmitted with an address and a confirmation was sent upon its arrival.

This, and the high price of leased lines, meant software – if it was distributed at all – was stored in an on-premise server and shared on the LAN inside that building.

Only big corporations could afford to connect their

global locations and create the first wide area networks. Mobile networks at this time were built for voice. Any data was an afterthought.

Indeed, mobile data was slow and expensive, with SMS originally used by engineers to message each other.

Yet this world of such unthinkably bad service and dial-up modems was only 20 years ago.

The internet has transformed the telecoms and software industries immeasurably.

The average price per bit, which is how telecoms companies measure their revenues, has fallen at a compounded rate of 23 per cent, per year, for 25 years.

That will continue to do so, as long as the internet continues to dominate the telecoms industry.

The internet itself isn’t a single network, it is an amalgamation of networks that have peering connections, and sits on top of other networks to form its global footprint.

It has four primary delivery mechanisms: wireless (4G/5G), twisted pair, coax and fibre optics.

Figures show 5.3 billion people have regular access to the internet, and this ability is driving great empowerment of business models.

Over the last 25 years, one per cent of GDP growth per year in the developed world has come from innovations brought about by the internet.

Being connected now means everyone can have multiple locations in multiple jurisdictions, not just major corporates.

We are seeing faster growth in markets that have historically suffered from low tele density but are now, with wireless data networks, offering application providers to a huge new customer base.

Internet traffic growth is largely driven by three things: the number of people connected, the minutes they spend using it every day and the bit intensity of the application they are using.

The pandemic brought a huge challenge to global networks, and only the internet of today, and the applications it enables, allowed the world to keep working.

If the pandemic had happened ten years ago, the effect on global productivity would have probably been catastrophic.

We are much further away from hitting the limits of what is possible in network access and speed than we are at hitting the limits of processor power and storage.

Moore’s Law isn’t so much a law than an observation

RTC NorthFormerly the Regional Technology Centre for the North East and Cumbria, RTC North was founded in 1987 by computer programmer Gordon Ollivere MBE. He started the business after seeing how desktop computing had the power to transform his client’s businesses by boosting productivity, driving innovation and creating new business models. Today, RTC delivers advisory services across the North of England, and each year its advisors work with more than 2000 small businesses.

To find out more, visit www. rtcnorth.co.uk

Gordon Moore, the Intel founder and chief executive referenced in this article, died on March 25. He was 94.

by Intel founder and chief executive Gordon Moore, which says the number of transistors on an integrated circuit doubles every two years.

This truism has resulted in 53 years of compounded 55 per cent price performance improvement in MIPS (millions of instructions per second).

That improvement, however, is starting to hit up against the limits of technology.

The other way to speed up computing is to increase clock speeds, but as that happens, we generate ever more heat, and we’re already seeing limitations in the ability to cool chips.

The other factor is where data resides; 25 years ago, 90 per cent of MIPS in the world were produced on a ‘Wintel’ platform.

Today, 90 per cent are produced on a mobile device.

The ability to move computing to the edge has reduced cost.

Growth and innovation will come from the mobile phone and the vast array of distributed devices on the edge of networks.

Ultimately, the internet allows small business to think global.

And if you haven’t started thinking about how you can leverage the internet and technology to increase the reach of your business, get on it.

Because there are 5.3 billion potential entrepreneurs out there – and one of them might just eat your lunch.

Technology_ Advertising feature_RTC North

Plan. Protect. Prosper: Futureproofing your business

Want to know more about structuring your business? Thinking about succession planning? Keen to learn how shareholder protection could work for you? If so, a high-level panel event, featuring experts from some of the region’s leading advisory firms, promises great guidance and support to help you secure your organisation’s long-term future.

www.pfgl.co.uk

@perspectivefgl

Calling all business founders, owner managers, directors and entrepreneurs – this event is for you!

Leading advisory firms Perspective (North East) Ltd, Weightmans and RMT Accountants & Business Advisers – in association with North East Times Magazine – are delighted to invite you to a panel discussion that will help you secure your organisation’s long-term success.

Join us on Thursday, June 22, at PROTO in Gateshead, for a free, thought-provoking conversation, which will look at planning for the unexpected, protecting the value of your business and building a team of trusted advisors – all while striving for growth and prosperity.

The event will bring together a room of like-minded owners and directors, who have nurtured their businesses from seedlings to high-growth endeavours, and now want to gain a deeper understanding of how to protect their ventures across future decades.

Expert panellists will cover topical themes around the futureproofing of your business, across the short and long-term, with focus on areas such as structuring your business, succession planning, personal estate and wealth planning, shareholder protection, dealing with shareholdings in the case of critical illness or death, managing relationship breakdown and key employee incentives.

Speakers will include Ian Wilkinson, managing director of Perspective (North East) Ltd, who will provide essential background information on shareholder protection and provide case study examples.

Duncan Reid, partner in Weightmans LLP’s corporate team, and Louise Miller, partner in the firm’s wills, trusts and estates team, will talk about company and personal documentation.

And Rachel Warriner, associate director in RMT Accountants & Business Advisers’ corporate tax team, will address delegates on employee incentivisation, with Michael Cantwell, head of corporate finance at RMT, providing insight on preparing an organisation for sale and company valuations.

Perspective Financial Group

Operating from more than 20 bases across the UK, including Newcastle and Darlington, Perspective’s local offices provide financial planning advice on matters including retirement, later life and long-term care planning, inheritance tax, investments and protection and corporate planning.

If you would like to speak to a member of the Perspective team, call 0191 217 3340 or 01325 298400.

The panel will also feature Ben Quigley, executive chair at Newcastle integrated marketing agency Different Narrative, as a guest speaker.

A former England and Wales chair of the Institute of Practitioners in Advertising, Ben has great experience across brand, integrated marketing and effectiveness for B2B, B2C and public sector/third way clients across the UK and Europe.

A second guest speaker will be announced at a later date.

Regional business owners will be welcome to share their experiences during the event, and provide honest insights into knowledge gaps.

There will also be an opportunity to connect with other attendees throughout the morning’s schedule, across areas including routes to building your network, sharing perspectives and fostering relationships with contemporaries, with the event brought to a close by a question and answer session.

The event will be covered across print, in North East Times Magazine, and digital channels, the latter at www. netimesmagazine.co.uk

For further information, and to sign up for your FREE place, visit North East Times’ Eventbrite page, or email charles.penn@pfgl.co.uk

GAME ON

Feature Giselle Stewart

Giselle Stewart looks out from the top floor of the Catalyst building on Newcastle’s Helix science park, observing the rows of office and residential rooftops that disappear into the distance. She also sees a new window

of opportunity, one in which she is primed to play a key role. Giselle is back in the North East with a plan to further strengthen the region’s reputation in the gaming industry. Heading Creative Assembly North’s recently

unveiled Newcastle development studio, which will create around 100 jobs, the former NHS manager is working on plans set to quicken the area’s digital’s pulse. And the venture hasn’t gone unnoticed, with industry influencers and

commentators wasting little time in celebrating its potential. Here, Giselle tells Colin Young why the endeavour represents her dream job, and provides an insight into the ideas and ideology she’s looking to deliver.

www.creative-assembly.com

@CAGames @blinkingflip13

Words by Colin Young

Photography by Lee Scullion

Giselle Stewart wasn’t a huge gamer growing up.

And despite being awarded an OBE for services to gaming, she’s not always very good at it.

“I quite like simple games, or even Pac-Man,” she says.

“I play things I’m rubbish at, like the squid game Octodad; I’ve been known to tweet my friends and ask, 'how do I get out of being stuck on the stairs!?'

"I've got a 15-year-old daughter, Alea, and Toby, who’s 13, and they both love games, especially Toby.

“Alea plays The Sims, and I quite like watching that, and my son's a real Minecraft fan, and you do get drawn in.

“I think they quite like their mum working in gaming."

Giselle’s career in gaming dates back to an arcade above a baked potato shop in Newcastle, frequented with her mates from Eastcliffe Grammar School on their Saturday sorties from Gosforth.

"I played Pong – didn’t we all?”, she says.

“I played Pac-Man too and occasionally went to a place called The Spud, in Ridley Palace.

“We played on arcade machines in there, but I didn’t go into gaming because I was a gamer.

“It was the challenge of growing a company; I love recruiting and meeting people.

“I think my superpower is recruiting and building a team.”

Giselle has just been hired by Creative Assembly, part of SEGA Europe, to use those very superpowers and expand one of the oldest and largest UK game development studios to Newcastle.

Creative Assembly, the maker of titles such as Total War and Hyenas, is expanding its Sussex and Sofia operations, with Giselle in the North East assembling a new continuous improvement team, and developers working with the wider studio on an

"unannounced project".

Currently "squatting in Opencast Software's offices" (a very kind gesture from a champion of North East tech Charlie Hoult, says Giselle), she has already started recruiting staff and, over the coming years, the hope is to build a talented team across a range of roles, which will firmly stamp the North East's footprint on the gaming world. She is also looking for a permanent home and, as she looks out towards the Tyne Bridge and beyond, from the top of Newcastle’s Catalyst building, on the city’s Helix science park, she admits she is spoilt for choice.

She says: “We plan to be in the city centre, though where that will be, I'm not sure.

“There are a lot of exciting new developments going on; Newcastle is having a bit of a moment.

"There are a lot of tech companies landing, in artificial intelligence, defence, data – all things we're really

interested in.

“We're sitting (for this interview) in the National Innovation Centre for Data, and are exploring a project with them.

“It is a very attractive site. We've got the university’s school of computing next door, and I'd love to be next to the students and academics there.

“But there are other interesting offices popping up, places like Pilgrim Street and Portland House.

“I can't get over the amount of quality offices available right now.

“When I looked in previous years, there wasn’t a lot. Now, though, the scene is incredible.”

Before gaming, Giselle spent nine years in the NHS, starting her career in the mid-1980s at Shotley Bridge Hospital on a management trainee scheme, during which she was entrenched a week-ata-time within every hospital department.

After a spell at Newcastle’s Freeman Hospital, she became an assistant general manager at Hexham General Hospital before returning to Tyneside to work at the Royal Victoria Infirmary in medical specialties, combining her employment with MBA studies at Durham University.

And it was during the latter that Giselle’s life changed forever, when she was offered an opportunity by friend Martin Edmondson.

His company Reflections was about to launch the stock car-based Destruction Derby game, and he needed a general manager to oversee and nurture a business he knew was about to take off.

“It might have been about glass ceilings and wanting to go further and do more,” says Giselle, “but I felt I needed something else to give me a wider perspective.

“When Martin asked me to become involved with the company, he had goals in mind.

"It was about what he wanted to achieve with a big workforce, and how he would exit the business and sell it.

“I suppose he just wanted somebody who could do everything the people and company required, who wasn't on the creative side, and that’s where I came in.”

Giselle adds: “There were about 14 games companies around us I knew of, working on various titles and platforms.

“They were all small, but there was an energy in the region, and it is something the North East was known for.

"Reflections actually put out

one of the first launch titles for the PlayStation.

"It launched with four, and our game was one of them - the only external developer to do so.

"I remember going to the Sony shop, in Eldon Gardens, walking through and seeing this very new machine.

“They were demonstrating Destruction Derby, and there was quite a sense of pride to see the box, the logo and people playing it.

“Nobody really knew where it was going.

“It was the first time a big company like Sony had stepped into the market; a big entertainment name and a very exciting time.

“We developed a sequel and a new game called Driver, which came before things like Grand Theft Auto.

“Destruction Derby and Driver really put us on the map.”

Giselle spent nearly 20 years in a senior role at Ubisoft's Reflections studio before being named director of UK corporate affairs, which was a very different, outward-facing role and part of Ubisoft's international team.

She has also sat on the board of industry bodies Ukie and TIGA, and is a visiting professor of practice at Newcastle University.

For the last seven years at Ubisoft, she worked with the Government on many of the challenges facing the gaming industry.

Her list included the implications of Brexit and the new immigration system on

the workforce, age appropriate design codes to ensure products are not tracking children's data, and dealing with the huge implications and challenges of online safety.

She says: “I worked on a very interesting project with Northumbria Police about how we make that world as safe as possible, so we are tracking concerning behaviour within live games and have an alert system in place with the police.

“For example, if you have somebody in another country doing something they shouldn't be, how would we alert police to that and get them involved and take it seriously?

"Northumbria Police's response was great; they provided expert advice on it and put in all sorts of training to spot those things.

“It’s not just identifying the problems, though, it is also about how we address them and how we encourage our peers in the industry to work with us.”

Ready for a new challenge – and perhaps a fresher perspective – Giselle was approached last year by colleague Gareth Edmondson, studio director at Creative Assembly, to head its new studio, with the lure of making it all happen in her beloved Newcastle.

She says: "I was really excited when I got that call.

“To start from scratch and build something from the ground upwards is more interesting than a start-up, because you've got the security and support of a big company infrastructure.

“It’s not just identifying the problems, though, it is also about how we address them and how we encourage our peers in the industry to work with us”

"They've got a very strong product line-up; they know where they're going.

“So you know exactly what your strategy is, what you're hiring for, what it is you're trying to achieve.

"We’re already like a new little family, and it has been such a lovely kind of reawakening.

“They’re quite adventurous and have bold visions, but my confidence in going to work with Gareth was largely about how we worked together and the decisions I knew he made about his people.

"There aren’t a lot of women who forge a career in the industry and, when I had my children, Gareth very much worked with me to see what I needed so I could be a new mum and stay with the business.

”The second time around, I had quite a difficult pregnancy with a very premature baby.

“I was still working, finalising the salaries sitting in my hospital bed, with my PA sitting next to me – as you do! – and my son was born a couple of months early.

"I took as much time as I practically could, and they eased me back to work slowly and gradually, with as much support as possible.

"It was phenomenal and forward-thinking at the time.

"It's this kind of peoplecentred approach now running through Creative

Assembly that made this move an easy one for me."

Giselle reveals there are many boxes to tick on her new blank sheet of paper, which, she admits, go far deeper than keeping the gaming community happy with tweaks and developments, as well as new titles.

She adds: "There's a big issue about women in the games industry – why are there not more of them? Why is it perceived as a difficult place to pursue a career?

"I don't think it has to be. It’s more about how leaders choose to manage and look on their workforce as a resource, no matter what shape and size.

“We're a very modern industry, very forward thinking.

"We know as many girls play games as boys, and we need to make sure that continues by ensuring those women who come into the industry have a really positive experience.

"Across tech generally, we can't replicate what doesn't come out of university.

“If young people aren't inspired to do it, and there's ten per cent of women on a computer science course, that's going to be replicated in the workplace, isn't it?

"If they're not encouraged to do computer science at A level, they're not going to university to study it, and if they're not doing it at GCSE maths and computer science

level, then we're not going to see it at A level or university.

“We need to inspire young people, at 13 and 14, that these are really exciting careers to come into, and it's a diverse and welcoming place to be, and I think we're changing those perceptions.

“But it's been a bit of a long burn.”

Building on the North East’s foundations and existing talent, luring new players here – not least the exiles – is at the core of Giselle’s plans.

Within days of Creative Assembly’s announcement, it was inundated with inquiries – Newcastle should not be a hard sell.

The city’s welcoming arms and charms are all very well, but Giselle wants to welcome the North East’s future talent to the industry too.

And the return to her roots gives her the opportunity to plant her own gaming seeds.

She says: “Universities have responded over time and put in courses to support the industry.

“We’ve got Newcastle University footsteps away, with one of the best master's degrees in games engineering, which puts out an awful lot of highly talented postgrads every year; Creative Assembly has scooped a number of them up over the years.

"Northumbria University is putting in a games computing course in September.

'It used to have one of the

best undergraduate courses a few years ago, and it is now bringing a new one back because it has realised the industry is continuing to grow.

“Teesside University is a big centre for programming, art, games, design and animation.

“The region is strongly supported by our universities.

“It has been a passion of mine over many years to make sure education was fit for purpose.

“I saw so many courses that weren't, but I also saw universities that really wanted to connect with industry and find out what they should be teaching.”

“Developing apprenticeships is something we are starting to grapple with.

“It's still embryonic in our industry, but there are definitely green shoots coming through, with a number of attractive areas to focus on, such as data science.”

Giselle adds: "I wouldn't be surprised if another big name comes in.

“The community of gamers, developers and the universities have received Creative Assembly North really well, and are very keen to be involved with us and extend what they do.

“And there will be time to do that.

“We're not planning to move quickly and be enormous very quickly.

“We'll do it slowly and carefully.”

Professor Ian Whitfield, programme director for Durham University Business School’s Senior Leader Apprenticeship, highlights the qualification’s importance to organisations’ growth, as well as the region’s participation in the Government’s ‘levelling-up’ agenda.

www.durham.ac.uk/business/ @DUBusSchool

Businesses in the North East could be doing more to utilise training support schemes, such as the Apprenticeship Levy, to upskill staff and grow operations, say School academics.

And Durham University Business School’s Senior Leader Apprenticeship (SLA), which is set to run again in June 2023, is a shining example of how organisations can benefit from the Government’s scheme.

The School has harnessed the levy to enhance its portfolio of executive education programmes, says Professor Ian Whitfield, SLA programme director, to make senior level education more accessible to aspiring managers, helping businesses remain competitive both domestically and internationally in increasingly turbulent economic times.

“The Senior Leader Apprenticeship is an important initiative that facilitates the continuous development of leadership skills and abilities for participants both

Durham University Business School

The next cohort will start the programme in June 2023. If you are interested in learning more, visit www.durham. ac.uk/business/ for-business/ executiveeducation/ apprenticeship

regionally and nationally,” says Prof Whitfield.

“At Durham, the apprenticeship is delivered at a triple-accredited business school located in a university renowned as an outstanding centre of teaching and research excellence.

“Furthermore, the programme provides an excellent opportunity for organisations to take advantage of the Apprenticeship Levy.

“Many more companies could benefit from making good use of the levy for executive education and, in doing so, contribute towards ‘levelling-up’ in the North East and other regions of England.

“In the current challenging economic climate and rapidly evolving ways of working, there is clear value in using the Apprenticeship Levy as a tool to invest in lifelong learning and professional development.

“Importantly, a Senior Leader Apprenticeship adds significant value to participants at many stages of their journey to senior leadership roles.”

The SLA has been specifically designed for highly motivated middle to senior managers that are aspiring to become more responsible, innovative leaders.

Delivered part-time over 18 months, the programme provides participants with a future-focused curriculum, specifically tailored to meet participants’ and employers’ needs.

Students will have the opportunity to enhance core leadership skills through subject areas covering strategic management, international marketing and finance, and organisational behaviour, as well as developing a firm grounding in contemporary and increasingly vital disciplines, such as technology management, sustainability and business ethics.

Why the Apprenticeship Levy and executive education provide a route to a stronger North East

Learning is led by the Business School’s expert faculty, with contributions from respected industry leaders, and delivered in a classroom-based setting, as well as through utilisation of the School’s reputable online learning capabilities to provide additional materials, virtual activities and assessments.

Apprenticeships are paid for by employers, not apprentices.

The support from the Apprenticeship Levy scheme means participants entering Durham’s SLA under a levy-paying employer will be able to have the study costs covered in their entirety, while non-levy paying employers could claim up to 95 per cent of costs back from the Government.

Upon graduation, participants will not only be awarded a level seven Senior Leader Apprenticeship qualification, but also a postgraduate certificate in senior leadership development by Durham University.

To develop their management skills, participants will be offered the opportunity to build their qualification further by joining Durham’s prestigious Online MBA

programme, which is ranked 3rd in the UK and 8th globally by the Financial Times.

What Durham SLA apprentices say Chris Riding, a portfolio director at Sage Group and SLA programme student, believes the programme has provided him with a means to develop capabilities and new ideas, and apply them practically.

He says: “The Senior Leader Apprenticeship has been a real development opportunity for me, stretching my learning and helping me contextualise what I have been taught into my business environment.

“The course has allowed me to step outside of my day-to-day activities and test my understanding of the subjects taught in both an academic and practical way.

“These experiences have given me the confidence to take ideas back into my workplace and apply themes and practice to work I am undertaking.

“This has brought value to the teams I lead and wider business, as I continue to grow and nurture the skills shared.”

Jackson Hogg -

To find out more about Future Leader Peer Groups, how the venture could benefit you or your business, and details on accessing a taster session, visit www. jacksonhogg. com/for-clients/ flpg/, email info@ jacksonhogg.com or call 0191 580 0495.

Leading from the front

A robust management framework is fundamental to business success, and a joint venture launched by specialist recruitment and outsourced talent services partner Jackson Hogg, alongside The Experience Bank Group founder and director Peter Neal, is helping firms achieve just that. The venture, known as Future Leader Peer Groups, is bolstering existing bosses’ insight while laying the foundations to create more dynamic senior figures. Here, Steven Hugill finds out more.

www.jacksonhogg.com

@JacksonHoggRec

Leadership is many things, not least a word whose ten letters belie its multifariousness.

From the plethora of books on the subject, to the abundance of management courses and online selfhelp guides, long has been the journey to sculpt bosses into all-round leaders.

But in a business world where great challenge springs eternal, such touchpoints – and their chapters, buzz-phrases and generic case studies – provide only limited benefit.

Step forward then, Future Leader Peer Groups.

Aimed primarily at managers within SMEs, and launched as a joint venture by specialist recruitment and outsourced talent services partner Jackson Hogg, alongside The Experience Bank Group founder and director Peter Neal, the endeavour cuts through the formulaic with a newfound freshness.

Through knowledge sharing and collaboration across real-world, multi-sector situations with like-minded managers in monthly meetings, participants – guided

by expert coaches – find solutions to problems that lay foundations for watershed workplace evolution.

Inspired by his previous conception of a peer group to support non-executive directors and board advisors, and past involvement in classes delivered by global coaching organisation Vistage, Peter says the alliance marks a step-change in leadership development.

He says: “By bringing people together, who have no formal accountability to, or interactions with, each other, it is possible to create deep learnings that wouldn’t otherwise be attainable.

“Working with fellow leaders and managers is an effective way to share knowledge, find solutions to common challenges and explore ideas you may never have considered.”

And such is the breadth of industries, and therefore sectoral tribulations, represented by participants, Peter says those involved glean a wealth of advantages.

He says: “There are a number of growth areas, from emotional intelligence to personality and perception, culture and diversity, imposter syndrome and defence mechanisms.

“It’s the same with business topics; from strategic thinking to innovation tools and techniques, managing change, cultural and employee engagement, corporate storytelling and project management.

“The whole gamut comes into play over the course of a year.

“A group member or the meeting chair will raise an issue, and another member will think, ‘that’s exactly what I’ve been trying to deal with – I just didn’t think of it in that way!’

“And that creates a real ripple effect because a managers’ growth undoubtedly drives the growth of those – and the wider business – around them.”

A key facet of the venture, which is endorsed by Newcastle-based education qualifications body NCFE, is its structured, yet completely flexible, curriculum.

And this malleability, says Fern Couchman, Jackson Hogg recruitment director, allied to the open-ended nature of its delivery, provides a real draw, with participants able to work on unique situations, rather than contrived, textbook-based scenarios.

She says: “To be able to unpack day-to-day issues alongside people who have different perspectives, from different industries and backgrounds, is a real USP.

“A lot of training is pre-set and straight from a box, but what we’re doing is active learning in the moment.

“Our consultants are meeting clients in the marketplace every day, and because we have such good relationships with them, they’re comfortable in telling us about the difficulties they’re facing.

“And from that, there has been real hunger for what we’re doing with Future Leader Peer Groups.

“It is great to be able to tell clients we’ve got a fantastic new offering that allows them to invest in their people in a different way, all while gaining

tangible results.”

Peter too says the venture, which begins with a free, three-hour taster session in Jackson Hogg’s Wallsendbased Cobalt Business Exchange offices, holds much value for firms in their ever-increasing battle to find and retain staff.

He says: “The peer groups are very important in accelerating the development of middle managers, who companies see as having potential to become senior leadership team members.

“And it’s the same with what I call ‘accidental managers’, those who are promoted for being very good at their job, but who haven’t been taught the skills to be a good team leader.

“By placing these individuals within peer groups, it drives engagement and, importantly too, loyalty.”

Peter adds: “Ultimately, it is all about making people the best versions of themselves, who are living life deliberately and fulfilling their potential.

“By investing in your managers, you turn them from good into brilliant.

“And by doing that, businesses continue to grow.”

Pictured above: Jackson Hogg recruitment director Fern Couchman and Experience Bank founder Peter Neal

Five minutes with…

Championed by Hairy

4The business that became Big River Bakery was set up as a purpose-led organisation a little more than ten years ago. Tell us a little about yours and the business’ background.

It has been a convoluted journey of more than 40 years that has brought me to this point, where I am much more comfortable with myself and my purpose.

It has been quite a challenging journey, wherein I seem to have increased the temperature over the years.

Coming out of university in 1984, I did not know what I wanted to do and, in the recession-hit 1980s, the options were quite limited.

I somehow found a graduate trainee role in a cold store, in Bracknell, full of frozen food for Marks and Spencer.

I progressed to a chill store in Rugby and then, reaching ambient temperature in a warehouse, I moved to TNT’s head office and got an air-conditioned seat, designing and implementing logistics solutions across the UK and then in Germany and finally across China.

Over time, I felt less able to recognise myself. It felt like I was changing and the values I grew up with were too, so I decided I needed to change direction.

I resigned from TNT in China and came back to undertake a full-time MBA in my

Andy Haddon

Biker Si King and known the country over for mixing stotties with strong social commitments, Newcastle’s Big River Bakery is an organisation firmly on the rise. Here, founder Andy Haddon tells Colin Young about its progress, the importance of inclusivity and his ambition to extend the venture across future years.

Andy Haddon, Big River Bakery founder, left, says the venture is primed to expand over coming years, with additional sites set to be matched by growth across its training school. He is pictured with Jonathan Armitage, an investment executive at NEL Fund Managers, which previously helped Big River Bakery secure £25,000 from the North East Small Loan Fund.

www.bigriverbakery.myshopify.com

native North East at Durham University.

The next ten years were spent in universities and start-ups, including launching the first gin in the North for more than 200 years.

I had become more and more interested in acting on climate change, and even went to the Earth Summit, in Johannesburg, in 2002, as a global activist.

So, in 2013 I managed to persuade several others to become directors and created Earth Doctors Ltd, with the vision that the North of England will become a region that is globally recognised for creating a sustainable, healthy and affordable local food system at scale.

Having set that vision, I then needed to find a grounded route to action and thought for a long time how to start.

In the end, we decided a community bakery was the best starting point and not just because it would be warmer.

I wanted to prove the concept of a sustainable, healthy and affordable food business.

I have done five degrees along my journey but never one in baking, so I volunteered with a co-operative bakery on Fridays to learn enough to get started.

The bakery would make on a Friday and sell breads on a Saturday morning in my local library in Wylam.

It stayed a small volunteer project for more than five years and then, in 2019, we found our first permanent home in Shieldfield, Newcastle.

You work with the wider community and have set up a number of projects which are unique to Big River Bakery. Can you talk us through some of those and how they have impacted on the community?

We didn’t want to put a bakery in an area which would only serve the more affluent.

We wanted to demonstrate a more inclusive approach to good local food, and I think we have stayed true to that in Shieldfield.

Our bakery is more than the baked goods we make;

it is demonstrating an innovative business that is more inclusive.

Making sure some of our products are affordable, or free to people in need, is fundamental for us.

We have run lots of community projects, including baking themed employability projects for long-term unemployed from the least affluent areas in Newcastle.

We have been operating as a warm hub for the local community through the winter, and run baking sessions for local schoolchildren too.

We have even had two resident artists running weaving sessions for locals, which have been a big hit.

Many of these activities allow people to be creative and learn a new skill, but the real power of the activity is in the coming together and therapeutic impact.

Our business has been recognised as showing leadership in terms of a more inclusive economy, and we have done this through innovation, trading at scale and being creative.

We have not built this business on a grant dependent model, rather most of our income comes from trading, including our Adventures of Scottie the Stottie book and cuddly toy.

You previously secured £25,000 from the North East Small Loan Fund, supported by the European Regional Development Fund. How did this help the bakery’s progress? And what are your plans for the future? The funding allowed us to buy our super eco baking oven.

However, most of our funding to grow is due to our loyal following, which really took off after we appeared on The Hairy Bikers Go North show, on BBC Two.

Plans for the future are rising well too.

With a following wind, we plan to open additional sites and expand our training school over the next few years.

I believe we have a business model which can scale out much more widely.

And with the right partners, we can make it happen.

Putting our people at the heart of the EMG business

EMG Solicitors is a law firm moving forward at pace, with recent office openings bolstering an already strong market offer. Central to its progress too, though, is a values-based culture and programme of people investment, which is helping its employees thrive. Here, Ian Burke, the firm’s head of people and culture, explains more.

www.emgsolicitors.com @EMGSolicitors

Award-winning law firm EMG Solicitors is no stranger to success, having grown turnover to £4.6 million, recruited 124 colleagues and opened four – soon to be five – offices.

Led by managing director Emma Gaudern, the business – which has bases in Durham, Newcastle, Darlington and Penrith – provides a range of legal services including Court of Protection (COP), Wills, trusts and probate, family, dispute resolution, residential conveyancing and commercial property.

And with the addition of its Darlington team further consolidating its specialism for Court of Protection clients, EMG is now the largest independent COP team in the North East with 36 practitioners.

A culture based on values

While much of EMG’s success lies in its strong client relationships and commitment to delivering an exceptional range of legal services, the firm’s achievements also owe largely to its values-based culture and investment in people.

It has built a great place to work, where colleagues feel valued and encouraged to be the best they can be, in an environment inspired by Emma’s vision to create a place of ‘joyful employment’.

Rather than mere words on a wall, living and breathing such values is important to EMG and its ongoing success, and is why they are fully embedded across the business.

They weave through the firm as a common thread, and act as a heartbeat of the organisation, integrated into the recruitment process, where candidates are employed for their skills, as well as their cultural fit.

The principles are also adopted across the firm’s appraisal and promotional processes, helping create a culture of belonging and a friendly, modern and awardwinning law firm, with its people and the ‘why’ of doing business firmly at its core.

It also enables colleagues to protect and care for clients, their communities and each other.

It’s a focus that has helped EMG attract and retain some of the best legal talent in the market, and win several prestigious regional and national awards.

In fact, so central is it to EMG’s values, the business has its very own head of people and culture – Ian Burke.

Ian Burke, head of people & culture at EMG

He says: “We really are one big family at EMG, with our values of co-operation, courage, excellence, integrity and kindness being central to how we relate to both our colleagues and clients.

“We believe if you get your culture and engagement right, you can achieve excellence.

“We are proud to have an environment where people enjoy coming to work and gain satisfaction from being part of a team which supports each other while providing the best possible service for clients.

“Quality service is our number one objective, and we achieve this through training, investing in, listening to and providing an inclusive culture where everyone can be themselves.

“The very nature of our specialism in Court of Protection also aligns closely with our values and philanthropic approach.

“For us, it is important to put something back into our communities; in 2019 we set up our own charitable fund, and we have since donated five per cent of our annual profits to many community groups and organisations.

EMG Solicitors

For more information on opportunities at EMG Solicitors, contact www. emgsolicitors.com, email enquiry@ emgsolicitors.com or call 0191 500 6989.

“Investment in our colleagues will continue to be an ongoing priority at EMG, with excellent benefits packages, colleague events, wellbeing initiatives, personal development and career progression all being integral to our colleague offering.

“This has led to us gaining recognition in the market, high colleague satisfaction scores and being awarded the prestigious UK Employer of the Year: Silver at the Investors in People Awards 2022.”

Regular colleague events and training opportunities are available right across the firm, including wellbeing days and personal development initiatives in resilience, mental health and leadership.

Ian adds: “We know, in order for our colleagues to be their best, it’s important we support them as much as we can both personally and professionally and, of course, have some fun along the way.

“To realise the potential of the business means realising that of our colleagues too. With our ongoing recruitment and growth, we will continue to invest in new and innovative development programmes, creating opportunities for all our colleagues.”

Better understanding your business to secure fresh growth

The auditing process has, for too long, carried too many misconceptions. But search beyond the stereotypes and an altogether different meaning emerges. Offering a deep dive into a company’s inner-workings, the auditing procedure is a pivotal factor in any firm’s pursuit of growth. Here, Steven Hugill speaks to Nicola Scarr, audit partner at accountancy and business advisory firm Haines Watts, to learn more about the many benefits organisations gain from truly engaging with their annual financial review.

www.haineswatts.co.uk @haineswatts

“There is the assumption of a tick-box exercise, a necessary evil.”

“But it’s much, much more than that.”

Nicola Scarr knows all about the auditing process and its many misconceptions.

Crucially, though, she knows too the procedure’s value when it comes to scoping out business opportunity.

From allowing bosses to understand their businesses better to providing valuable reassurance, meaningful

insights and the roll out of more robust strategies and systems, the benefits, she says, are tremendous.

And in a landscape of considerable fluctuation, headlined principally by the legacy of the COVID-19 pandemic and Russia’s ongoing invasion of Ukraine – and their respective knock-on impacts – such understanding has arguably never been more important.

“The world has changed, and there are a lot of live issues and risks to address,” says Nicola, an audit partner at accountancy and business advisory firm Haines Watts.

“And it means attitudes around the auditing process are evolving.

“Clients are increasingly seeing an audit as a positive and value-added proposition, particularly in light of unprecedented inflation and higher interest rates, which are placing greater demands on businesses.

“They are also really valuing conversations on futureproofing, around things like their ability to deliver budgets and the practical challenges they face.

“It is much more a two-way discussion now; auditors are well versed on risk management, and clients are engaging much more with their recommendations.”

And key to ensuring companies navigate the landscape’s many challenges, says Nicola, is Haines Watts’ tailored audit services, which account for

companies’ unique operational frameworks, as well as sectoral and marketplace nuances.

She says: “It is vital to understand each client, industry sector and the very specific risks attached, because a construction business accounts for things and makes judgements in a very different way to a manufacturer or service provider, for example.

“So, as well as challenging forecasts and enquiring about budgets, for instance, we use knowledge gained in different sectors and introduce potential new ways of working and thinking.”

Such close support extends to Haines Watts’ overall service offer, says Nicola, with companies able to tap into more expertise via the auditing process.

She says: “For a lot of clients, who are SMEs or owner managers with small finance teams, we’re a sounding board that helps them plot their progress, all while maintaining our independence.

“And such is the closeness of our relationships that if a business has a tax or VAT query, we’re able to introduce it to specialists across our wider team.

“There are a lot of touchpoints across a year that allow for that kind of support, and which help us to add value and build relationships.”

And Nicola says such level of provision means Haines Watts is suitably positioned to continue delivering for clients in an auditing environment where planned

Government changes promise greater accountability and an end to the traditional ‘Big Four’ firms’ monopoly.

She adds: “The reforms mean awareness of auditors, and the overall process, is very much in the spotlight.

“And because there is more and more scrutiny on the profession, it is vitally important for a client to choose the right auditor.

“And, with our level of service, we are very well placed to support clients through such change.

“We maintain our independence, but we challenge clients as a critical friend, helping them deal with risk and find opportunities for success.”

Haines Watts -

For more information on how Haines Watts’ expert support could help your business with the auditing process, contact Nicola on 0191 269 9960 or email nscarr@ hwca.com

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Putting the blocks in place for growth

Welcome to the latest instalment of VISION 2031, the campaign led by North East Times Magazine that sets a blueprint for how our region can stand at the vanguard of global industrial and economic progress across the next ten years.

Here, in the third high-level roundtable event of the series, individuals from a number of leading organisations, as well as those from partner Northstar Ventures and sponsors Northern Accelerator, EY, Jackson Hogg, Lloyds Banking Group and Weightmans, discuss the changing landscape of the North East, and the importance of maintaining the momentum through fresh investment, skills drives and infrastructure improvements.

Words by Steven Hugill

Photography by Dan Alecks

THE PANEL INCLUDED:

SPONSORED BY: Dominic EndicottDirector, Northstar Ventures

Alan FergusonExecutive chair, Fergusons Transport

Sandra MansonSenior director, Pegasus Group Chair, Developing Consensus

Paul WighamPartner, Weightmans

John SeagerDirector, Broadoak Asset Management

Robin CordyManaging director, NBS

Richard HoggChief executive, Jackson Hogg

Dr Tim HammondDirector of commercialisation and economic development, Durham University Project lead, Northern Accelerator

John Duns (chair)Director, North East Times Magazine

Mark BousfieldSector lead – cities and government, Aviva Capital Partners

Ellen ThinnesenChief executive, Education Partnership North East

Aidan BakerSenior director, BNP Paribas Real Estate

Mark StamperPrincipal innovation and economy manager, North of Tyne Combined Authority

Gary ChapmanHead of North East region and director - industrials and infrastructure, Lloyds Banking Group

Mark SmithTax director, EY Private

4Things are changing in the North East.

A £4.2 billion north of the region devolution deal pledging seismic social and economic change, £80 million Government investment zones and a broadcast media renaissance promising thousands of jobs point to an area very much in the throes of transformation.

Add in the continued arrival of digital firms to an already pulsing technology ecosystem, the resurgence of Wearside’s commercial and cultural landscape, the decamping of more than 1000 civil servants from London to Darlington, the conversion of Tees Valley steelworks into a global green energy hub and the revival of a Northumberland passenger rail line left dormant since the 1960s, and the positivity is even more overt.

But for all the progress, the North East mustn’t – and cannot afford to – become in any way complacent.

Because for all the potential of Westminster’s flagship geographical equalising strategy, and the catalysing qualities of significant recent private investment, it remains incumbent on the North East – its people, its businesses and its multifarious organisations – to maintain the momentum.

To do so means opening new avenues towards growth.

But to create such routes, discussed members of the latest VISION 2031 roundtable, requires awareness of –and proactive moves to tackle – numerous challenges, with advances in areas such as skills, transport and housing integral to the region maximising its potential.

WHAT IS THE MOOD ACROSS THE NORTH EAST? HAVE RECENT DEVELOPMENTS AND INVESTMENTS BROUGHT NEWFOUND CONFIDENCE?

For a region that helped build the world, the North East, by the very nature of its unassuming populace, was never one to truly acknowledge, let alone extol, its successes.

However, in a world where political plates are shifting increasingly towards demonstrative devolved change, and where hothouses of digital talent are complementing traditional industrial heritage, there’s an altogether new sureness about the place.

Companies are delivering firsts; organisations are filling new commercial spaces – a good number backed by private investment – and the region’s university and further education cluster is increasingly nurturing the next generation to suit ever-evolving industry needs.

And Gary Chapman, head of North East region and director – industrials and infrastructure – at Lloyds Banking Group, was quick to highlight the buoyancy.

Citing findings from the lender’s latest business confidence barometer, he said: “It feels like we’re on a tipping edge of something very exciting.

“There were just under 6000 posts created here last year, which was second only to London.

“And we know there is £60 billion investment going into the North Sea over the next ten years to generate more energy capacity, with huge opportunity to build off that.

“Furthermore, the North East has one of the fastest growing digital markets in the country; its entrepreneurial spirit is very much alive.”

Gary was backed by Mark Bousfield, cities and government sector lead at Aviva Capital Partners, who eulogised the potential of the proposed £4.2 billion north of the region devolution deal, which promises funding for areas such as housing, skills and transport.

He said: “The deal was the best in the country until the recent Manchester and West Midlands 2.0 announcements in the Budget.

“And it didn’t come from nowhere; it came from excellent civic leadership and the region’s universities, and it means the North East is perceived very strongly in the City.”

The pair found support from Paul Wigham, partner at Newcastle-based law firm Weightmans, who pinpointed the ever-growing constellation of legal and financial operations carrying a North East postcode.

Citing the growth of global law companies counting Newcastle in their portfolio, such as Norton Rose Fulbright and Clifford Chance, he said: “You can often judge the health of an economy by the professional services around it.

“A lot of organisations have set up in the North East over the last ten to 15 years, and they are employing

“We need to have a strong, unified voice that can talk to the Government, can talk to the City, bang the table in London and say, ‘come and support us’” –

Dr Tim Hammond

hundreds of people and creating a pipeline for other firms across the region.

“And it hasn’t happened on thin air; it has happened because there are a lot of things going on.”

The increased activity – and associated confidence – was referenced too by Alan Ferguson, co-founder of the £16 million Ad Gefrin Anglo-Saxon museum and whisky distillery in Wooler, Northumberland, which is primed to deliver great economic impetus to the region’s northernmost county.

And Alan, who is also executive chair at Cramlingtonheadquartered family haulage firm Fergusons Transport, said the development – backed financially by the Borderlands Inclusive Growth Deal, North East Local Enterprise Partnership and Northumberland County Council – intends to maintain the region’s feel-good factor.

He said: “It is creating 50 full-time equivalent jobs, and will create too a sense of hope for youngsters coming through.

“That is one of our big aims with Ad Gefrin – we want to empower young people.”

TO MAINTAIN SUCH CONFIDENCE, THE REGION NEEDS A CONTINUED PIPELINE OF TALENT. IS ENOUGH BEING DONE, HOWEVER, TO ENSURE ORGANISATIONS HAVE ACCESS TO THE WORKERS OF TOMORROW?

Where once the region’s employment landscape was chaptered by images of cradle-to-grave pitmen and generations of shipbuilders, today the story is altogether different.

With regression of heavy industry having run parallel to digital, technological and healthcare proliferation, the area now demands a wider spectrum of talent.

And in a world of increased sustainability, it also needs staff sufficiently cognisant of the climate change emergency.

One endeavour promising to provide such, said Ellen Thinnesen, chief executive at Education Partnership North East (EPNE), is the organisation’s new Ashington campus.

Designed alongside the Department for Education and primed to open on Wansbeck Business Park in 2025, Ellen said the technical and academic training college will tailor students to specific industry requirements across a raft of disciplines.

She also revealed it will function in a ‘gen-zero’ manner, with its focus on carbon neutrality throughout construction and operation set to act as a blueprint for future such buildings nationally.

“This region has a structural strength around energy and electrification.

“And if you fast forward 30 years, then the culmination of electric vehicles made in this region, electricity produced offshore and existing abilities in areas like powertrains will lead to longterm structural strength” –Mark

Bousfield

“This will be the first pathfinder college in England,” said Ellen, revealing the campus will also include a centre to provide young people with mental, emotional and social support.

She added: “It will be manufactured and operated as close to net-zero as possible and will integrate some really exciting innovations around bio and human connectivity while delivering teaching across areas such as engineering and manufacturing, green transport and healthcare, the latter through a simulated hospital ward.”

Ellen spotlighted further work by EPNE to boost the region’s skills pool, this time as part of the Riverside Sunderland scheme, which includes the Legal & Generalbacked Maker and Faber offices, as well as homes and cultural hubs on land once used by beer maker Vaux.

Having again worked with the Government and local authority bosses, EPNE is spearheading creation of the £15 million Housing Innovation and Construction Skills Academy (HICSA).

Operated by Sunderland College, Ellen said it will play a crucial role in future developments across the city, by acting as a training gateway for modern methods of construction and retrofitting.

Below: Sandra Manson, right, chats to Hekla Goodman, investment manager at Northstar Ventures. Pictured behind are Northstar Ventures' investment director Alex Buchan and Ellen Thinnesen

She said: “HICSA highlights a desire to better reconfigure the infrastructure, systems and strategies that need to co-exist to solve problems, both economically and in terms of skills.

“The academy is recognition that construction is very much an enabling sector to everything else that needs to happen as part of prosperous communities.

“We’ve worked the pipeline of skills and apprenticeships into the city’s economic masterplan, so as the city invests in housing or other facilities, there will be manufacture of materials in the academy that will go out to the surrounding area.

“It’s that kind of strategic reconfiguration of development that is a powerful solution to accelerating growth and increasing productivity.”

Away from sustainable bricks and mortar, John Seager, director at Broadoak Asset Management, pointed to the cultural sector.

Citing Broadoak’s support for Newcastle-based charity New Writing North – a centre of excellence for creative writing and reading alongside Northumbria University –to expand to a larger city base, John said culture was a significant piece in the region’s growth jigsaw.

He said: “New Writing North does a lot of work with youths and schoolchildren to encourage communication and enhance literacy levels.

“That is really important because it increases people’s life chances.”

Touching on the region’s professional services industry, Mark Smith, a tax director at Newcastle-based EY

“The region’s educational system has got a really difficult challenge if people are arriving from relatively unstable backgrounds or broken families.

“We need to intervene at the earliest point" –Mark Stamper

saying the area must use the power shift to end a training “mismatch”.

She said: “Any society that is going to grow productivity needs to be inclusive.

“And as we progress into devolution, we must take a bold approach.

“We cannot continue doing the same thing; it isn’t appropriate for seven colleges (the institutions based across Durham, Gateshead, Newcastle, Northumberland, Sunderland and North and South Tyneside, which will be covered by the planned devolved mayoral combined authority) to continue to deliver identical curriculum.

“We’ve got to be surgical about how we’re going to step up our game.

Ellen added: “Presently, a mismatch exists between a historical education system, driven by fixed qualifications, and a new economy around digitisation, demographics and decarbonisation.

“But a prosperous economy needs skills to make the transition to the world we live in.”

Mark Stamper, principal innovation and economy manager at the North of Tyne Combined Authority (NTCA), said inclusivity also meant businesses looking out for staff.

Highlighting NTCA’s Good Work Pledge, which acts as a kitemark for participating firms around areas such as flexible working and routes to progress, he also pointed to youngsters’ aspirations.

He said: “There is widespread recognition now that trickle-down economics doesn’t really work, and that there is a need for some degree of culture and philosophy change, in terms of employment standards, as well as aspiration.

“The region’s educational system has got a really difficult challenge if people are arriving from relatively unstable backgrounds or broken families.

“We need to intervene at the earliest point.”

Private, reiterated the ongoing growth of the sector, but suggested leaders could be more vocal about its opportunities.

He added: “As a company, we now have around 1250 people in the North East, but we perhaps don’t shout about it as much as we should.”

A SKILLED WORKFORCE IS IMPORTANT TO GROWTH, BUT SO TOO IS THE CREATION OF AN INCLUSIVE ENVIRONMENT. IS THE REGION DOING ENOUGH ON THIS, OR IS IT STILL WORK IN PROGRESS?

Ellen told the roundtable the north of the region’s proposed devolution deal – which officials say could help deliver as many as 70,000 extra training courses annually – would be critical to increasing inclusivity,

Above: Audience members watch on as roundtable members discuss the region's future

HOW IMPORTANT TO THE REGION’S GROWTH IS RETAINING GRADUATES AND ATTRACTING WORKERS FROM OUTSIDE THE NORTH EAST?

Talk of a ‘brain drain’ across the North East talent pool is nothing new.

For a good while now, various papers have painted pictures of graduates and young professionals swirling in a metaphorical plughole before disappearing to the City or the feted medical sector innovation ‘golden triangle’ of Cambridge, London and Oxford.

It was a focus too of Boris Johnson’s ‘levelling-up’ programme, with the former Prime Minister convinced his strategy was as good a panacea as any in resolving the problem.

Roundtable members agreed the issue remains stark, and said it was imperative – particularly in the postpandemic era – the region acts proactively, to both anchor and attract talent.

Dr Tim Hammond, director of commercialisation and economic development at Durham University, said: “Making the North East ‘sticky’ is very important, in terms of how we retain graduates, grow the economy and build for the future.

“You only have to look in County Durham, for example, where developments like NETPark have grown on the back of a flow of graduates, and where

Richard Hogg, founder and chief executive of Newcastle and Teesside-based recruitment and outsourced talent services partner Jackson Hogg, agreed.

Highlighting Tees Valley’s elevated commercial status, thanks in no small part to the Redcar-based Teesworks scheme and arrival of the Treasury – among other Government departments – to Darlington, he said the moves have created a powerful narrative to convey to wider audiences.

He said: “When I completed my university course, I was told I needed to leave the North East because there was nothing here for me.

“But I stayed and founded a business that now has 125 staff.

“And the Tees Valley, with its Government money and private investment, is a case study in action and one we can really use to promote this region.

“Plus, we can talk about firms like defence company Leonardo and technology consultancy Thoughtworks, which have recently expanded into Newcastle, and the clusters of industry at Wallsend’s Cobalt Business Exchange and NETPark, for example.

“They wouldn’t be here if it wasn’t for the critical mass of skills in this region; it’s a really exciting story to showcase the area.”

HOW SIGNIFICANT TO THE REGION’S EXPANSION IS CREATING A WORKING LANDSCAPE FOR THE POST-PANDEMIC HYBRID GENERATION?

Atom bank has been very successful too,” added Dr Hammond, who is also lead of the Northern Accelerator programme, which helps turns research into real-world applications.

Robin Cordy, managing director at international built environment technology provider NBS, extended Dr Hammond’s latter point, saying it was crucial employers emphasise the area’s many commercial facets and how they intertwine with global change.

He said: “Construction is one of the least digitised of all the major industries and is responsible for 30 per cent of all carbon emissions.

“As a company, we have a big role to play in supporting customers to design better and more sustainable buildings using our software.

“And that represents a great story.

“And – along with the many other success stories across the region – it is one we need to keep telling the talent pool, at both graduate and more experienced levels, to retain them and attract people into the region too.”

COVID-19 did many things, not least leave an indelible mark on the world of work.

And with hybrid labour now truly entrenched in everyday lives, Aidan Baker, senior director at commercial property consultancy BNP Paribas Real Estate, told the roundtable that channelling workers’ desire to complement office time with remote days will be crucial to the area’s future growth.

Highlighting some of the measures operators have already rolled out, he said: “Office take-up has really turned on its head over the last two-and-a-half years.

“There has been a huge flight to quality; occupiers want to get staff back into the office, so we’re seeing things like increased collaboration and break-out space, and showers and locker rooms, so people can cycle or run to work.”

And Aidan told delegates the change of philosophy is having a marked effect, using the examples of Newcastle’s Helix science park, the city’s Bank House scheme, which provides more than 750,000sq ft of Grade A office space, and HM Revenue and Customs’ (HMRC) impending switch from Longbenton and

Roundtable chair John Duns, centre, addresses VISION 2031 panellists. He is watched, from left to right, by Mark Stamper, Gary Chapman, Mark Smith and Richard Hogg

Washington to a 9000-job hub.

He said: “HMRC’s move is absolutely fantastic for Newcastle.

“And we’ve also seen a migration of technology businesses into the city, like Version1, Arctic Wolf and, most recently, Creative Assembly North.

“These organisations didn’t exist in Newcastle two years ago, but they’re all now proposing to employ between 100 and 200 staff.”

However, Aidan issued some caution, warning the region’s development catalogue must remain both busy and conversant of legislative demands.

He added: “After Bank House is let, there will be no new Grade A space available in Newcastle, and once the Faber and Maker buildings are let at Riverside Sunderland, where do we go from there?

“We’ve always had a ‘build it and they will come’ mantra. But they won’t if we’re not building.

“The other key issue is energy performance certificates (EPCs).

“By 2027, we need all our buildings to be graded C or above, but 80 per cent of Newcastle space is presently graded C or below.

“So we need to start investing in our buildings because if we don’t, we’re not going to get occupiers.”

WHAT ABOUT RESIDENTIAL BUILDING? HOW IMPORTANT IS HOUSING TO THE REGION’S GROWTH OBJECTIVES?

Extremely, said Dominic Endicott, director at Newcastlebased investment house Northstar Ventures, adding developments must go beyond suburban sprawl and include city centre schemes.

He also called on the region to “get ahead of the curve” with housebuilding plans, to mitigate any potential market overheating.

He said: “In London, Oxford and many other places in the south, the ratio of housing price to income is ten to eleven times.

“That isn’t the case here, but you can see things beginning to happen in places like York.

“So it’s crucial we anticipate the problem and lock in enough housing supply.”

Sandra Manson, senior director of planning at Newcastle-based development consultancy Pegasus Group, agreed.

Citing Government changes which could offer local authorities greater flexibility on avoiding meeting housing targets, she spotlighted the significance of the proposed north of the region devolution deal.

She said: “If we don’t have housing choice, we won’t be able to sustain the amount of economic growth we need.

“And that is why the devolution deal is so important.

“We need a regional strategy to come swiftly from the new combined authority and be fed into the market.

“We need to get fleet of foot and have oven-ready sites and access to projects,” added Sandra, who is also chair of property and development membership organisation Developing Consensus.

“ The Northumberland Line is absolutely integral to the area’s growth corridor and the regeneration of former coal mining settlements”

–Sandra Manson

Gary agreed on the importance of a strong residential environment, highlighting Lloyds Banking Group’s commitment to the industry, which includes its £300 billion mortgage book and place as the leading financier to the UK social housing sector, having delivered more than £15 billion funding across the last five years alone.

He added: “We support in excess of 200 housing associations, comprising of more than two million homes, with more than £13 billion of lending exposure.

“And we provide in excess of £600 million funding across six of the region’s largest housing associations, with our Housing Growth Partnership, which provides financing to smaller housebuilders, active on 13 North East sites that are building more than 800 homes.”

ANOTHER KEY FACET IN ENSURING GROWTH IS A ROBUST TRANSPORT SECTOR. BUT IS THE NORTH EAST’S NETWORK SUFFICIENTLY STRONG?

Not since the height of Beatlemania have some of the region’s rail lines been in such sharp focus.

But with passenger trains primed to re-enter service on the Northumberland Line next year, and momentum building to revive a similarly mothballed 21-mile stretch between Tursdale, in County Durham, and Pelaw, in Gateshead – complete with a planned Metro extension at Washington – the sense of change is palpable.

With the Government promising the former will halve journey times between Newcastle and Ashington to 35 minutes, and supporters of the latter claiming it would provide newfound connectivity for 120,000-plus people skirting its tracks, and a good deal more elsewhere in the region, roundtable members were particularly effusive.

Capturing the mood, Sandra said: “The Northumberland Line is absolutely integral to the area’s growth corridor and the regeneration of former coal mining settlements.”

However, while celebrating the rail renaissance, panellists acknowledged the need for further transport investment.

Citing the “amazing asset” of the Metro network, which carries millions of passengers across Tyne and Wear each year, Dominic suggested the addition of an adjoining development company would help it – and the North East – grow.

He said: “The Metro is a jewel.

“If you want to think big, and double the size of a population, you need a nervous system.

“And that system could be the Metro; there is a huge amount of opportunity.”

Paul urged some caution, however, saying both the region’s rail and bus networks require significant improvement.

He added: “The way people now live their lives, they want connectivity, and that should be a massive strength of the North East.

“But it’s a bit of a weakness.

“We have wider connectivity problems when it comes to trains, and we are also better at putting a Lidl next to houses on a new development than we are at putting in a bus network, which means everyone is relying on cars.

“We need to fix that.”

John provided a potential solution to Paul’s point, using work spearheaded by University of Leeds Professor Mark Davis on how crowdfunding could fill public sector funding holes.

He added: “At the moment, funding mechanisms provide things like Lidls and student housing.

“But we need to evolve that and revisit the approach to attracting investment, to make sure citizens are involved.”

WHAT OTHER STEPS ARE NEEDED TO CULTIVATE SUCCESS, AND WHAT MUST THE REGION DO TO ATTRACT FURTHER INVESTMENT?

Mention One North East to anyone of certain age and business experience, and chances are you’ll draw – at the very least – an acknowledging nod.

Because despite being abolished more than a decade ago, the regional development agency remains a cherished icon in North East regeneration circles.

Set against the existing landscape, where North of Tyne and Tees Valley mayoral authorities (presently) bookend the region’s so-called LA7 councils, One North East bestowed to both natives and outsiders a unifying clarity across geography and message.

And Dr Hammond told the roundtable it was imperative the area channels such togetherness if it is serious about attracting new investment.

He said: “The devolution deal is great, but it needs to be integrated.

“There is a lot of ambition right across the region, and we must maximise what we can do.

“We need to have a strong, unified voice that can talk to the Government, can talk to the City, bang the table in London and say, ‘come and support us’.”

Mark Bousfield agreed, linking the newfound possibilities of the region’s Westminster power grab with the area’s pioneering industry, such as Nissan’s new Wearside vehicle battery factory alongside Envision AESC, and the renewables sector, which includes Port of Tyne-based Dogger Bank wind farm company Equinor.

He said: “This region has a structural strength around energy and electrification.

“And if you fast forward 30 years, when we’ll essentially be an electrified economy, then the culmination of electric vehicles made in this region, electricity produced offshore and existing abilities in areas like powertrains will lead to long-term structural strength.”

Mark Stamper concurred, saying developments such as the planned Britishvolt battery making site (now under Recharge Industries ownership) in Cambois, Northumberland, pave the way for new chapters, and therefore a fresh growth story, to be written.

He added: “The North East coast is ready to play an important part in the new economy of offshore wind and renewables.

“We were the top region for inward investment in the UK last year and are seeing continued growth in the technology sector too.

“Individually, these things would be significant, but when you put them together, it gives us massive opportunity to move forward.

“If we tried to tell that story five years ago, we’d have probably struggled.

“But we’re now in a very different place.”

Wynyard Hall

The Glass House is open Wednesday to Sunday for brunch, lunch and dinner.

For bookings or information on The Glass House restaurant, cottages or any other aspect of the Wynyard Hall estate, visit www. wynyardhall.co.uk or contact reception on 01740 644811.

Delivering a taste sensation at Wynyard Hall

Adding to Wynyard Hall’s already exclusive offer, The Glass House restaurant is home to plot-to-plate dishes that truly delight. Here, North East Times Magazine looks at the endeavour’s unique offer, which has more than caught the attention of guests’ palates.

www.wynyardhall.co.uk

@WynyardHall

Synonymous for years with wedding and events luxury, Wynyard Hall’s latest venture is providing guests with a fresh indulgence to savour.

Taking inspiration from the venue’s exalted history –which once saw it host royalty, aristocrats, politicians, diplomats, artists and writers at the invitation of the esteemed Londonderry family – The Glass House restaurant is a plot-to-plate dining pioneer.

Complementing estate-grown produce with the finest locally sourced fruits and vegetables, The Glass House offers fresh, seasonal and authentic taste sensations across delights such as sustainable cod, slow cooked beef cheek and caramelised cauliflower. Guests can enjoy panoramic views over the kitchen garden, or sit by the fire with an English wine – paired perfectly with seasonal small plates – while observing

where the produce they are consuming, from carrots and beetroot to herbs and less well-known ingredients such as oxalis and micro kale, has been cultivated. While wedding and other function guests can enjoy the opulence of the main hall, The Glass House, which stands within the venue’s walled garden area, has a relaxed ambience and is aimed at everyone, from dog walkers, who can enjoy a drink in the bar and a

'puppaccino’ for the pooches, to families out for lunch. The restaurant also boasts something a little more intimate.

An eight-seater private dining area is ideal for those extra special occasions, such as birthdays and anniversaries, and also provides the perfect spot for an exclusive meeting.

Marc Lomas, executive head chef, says: “It’s important for us to mention the history when we curate dishes.

“While it's great we source all our produce locally, it's important we highlight too the origins and feel and embrace the culture and history of why we have a plotto-plate restaurant.

“The grounds in which the ingredients are grown tell a story of their own, having once already been a kitchen garden to the Londonderry family.

“And it is a great privilege to continue that story into the menu we offer today.

“It allows you to appreciate the food you are eating a little more.”

And guests now have the option to enhance their experience further with a stay at one of four luxurious, self-catering cottages housed within the Wynyard estate, which inspire and enchant, and come with flawless interiors to match.

Combined with their breathtaking surroundings in 120 acres of historic parkland and rolling countryside, the cottages, which can sleep up to 12 guests, are the perfect setting for a quintessential staycation for friends, families and loved ones.

With easy driving access to The Glass House, it makes it the perfect spot for a wonderful midweek or weekend treat.

Fabric AcademyFabric is reinventing the marketing education landscape and transforming marketers of the future. It supports businesses to reduce wasted marketing spend, make their teams more effective and helps attract and retain talent.

Why your marketing strategy is the secret to supercharging business growth

A powerful marketing strategy will help supercharge your business. Here, using her 20 years’ marketing industry experience, Lisa Eaton provides a guide to upskilling your team and developing a strategy that delivers results and growth.

www.fabric-academy.com

@fabricacademy

Why a strategy is fundamental to marketing success

Enterprise businesses in the UK and US spend a staggering £332 billion each year on marketing.

But how much of that is driving real return?

Results from research by Gartner’s ‘The State of Marketing Budget and Strategy’ shows 37 per cent of marketing budget is wasted every year on ineffective marketing efforts.

Getting strategy right isn’t always easy.

With marketing education stuck in the past, marketers are learning to solve yesterday’s problems, rather than being equipped for those of today.

A staggering 61 per cent of chief marketing officers say they fail to deliver their strategy due to lack of inhouse strategic talent.

This disconnect between marketing education and real-world application means businesses are suffering – from wasting budget to damaging reputation and causing marketing teams to become dissatisfied – to the point where individuals decide to leave.

As a founder, I understand the increasing pressures businesses are under.

Dividing time and budget across a business is challenging, and marketing is no exception.

That said, if you’re going to invest in marketing, it's crucial you ensure your team is equipped with the right skills and knowledge to be able to build a strategy and execute it effectively.

The best way to ensure your marketing team and efforts are effective is by giving them the knowledge and time to focus on developing a clear, detailed plan that aligns with your business objectives.

Defining a strategy will allow your team to communicate your proposition in a compelling way

and attract and nurture your ideal customers, all while building your visibility and reputation.

Overall, you’ll make better use of your budget and maximise returns on marketing investments.

With the right foundations in place, marketers are able to make a huge impact on a business’ growth ambitions by making informed decisions which focus their efforts in the right places, resulting in a happy and fulfilled team.

Here are some steps you can take to get your strategy in place and ensure your marketing is performing.

How to develop a marketing strategy that works for your business

As a first step, ensure your team has the knowledge, skills and confidence to develop a strategy. This is a specialist skill and many marketers, even experienced ones, have had no formal training in creating an effective strategy from scratch.

Don’t be afraid to support their development by training them in this area; it will pay huge dividends in the long run.

Then, start by sharing the business’ objectives.

Your business goals should underpin the marketing strategy and be fully understood by the marketing team in order for them to build a strategy that will activate growth and move the dial on these goals.

When developing your marketing strategy, remember collaboration between the senior team and marketing team is key; powerful marketing is aligned with overall business visions, targets and expectations, so make sure this information is accessible to your team.

It is then over to your marketing department to put the strategy in place and begin delivering it.

The three main components of an effective marketing strategy

Data and insight

Every successful strategy starts with data and insight, and is centred around business and marketing objectives. This allows you to determine your success measures, tactics, resources and budgets required.

As part of the initial work, you’ll need detailed customer personas to define who you’re trying to reach and what makes them tick, along with a clear understanding of the competitive landscape you're operating in.

Communication and delivery

A value proposition, which communicates your company’s purpose, values and narrative, is the foundation of your communication strategy.

This will lead to a detailed content and channel strategy, so you’re able to communicate to your ideal customers in the right way and at the right time, expanding reach, engaging with them and nurturing them to acquisition.

Delivery and measurement

Finally, you’ll want your marketing team to be able to demonstrate the impact of their efforts. A measurement framework will allow everyone involved to see exactly what’s working (and what isn’t) in order to ensure your marketing efforts are having the right impact.

You can also help your team craft the perfect reporting structure, so they are able to share this data with you in a way that works.

Empower your team

The most impactful way to enhance your marketing efforts is by empowering your team with the necessary skills and knowledge to build a comprehensive strategy, through professional training programmes and frameworks.

Even with a marketing degree or years of experience, the ability to create and execute a tailor-made, successful marketing strategy needs specialist training.

By investing in your team's development, you can ensure your marketing strategy is effective, and your team is empowered.

Seeing the benefits

Building a marketing strategy means your budget is

Fabric’s cohorts are filled with thousands of ambitious learners from across the world ready to catapult their careers, and businesses looking to strengthen their teams.

To upskill your marketers and develop an effective marketing strategy, visit www.fabricacademy.com

To connect with Lisa, visit www. linkedin.com/in/ lisamaryeaton/ or search @ lisamaryeaton on Twitter.

spent effectively to supercharge your business; 77 per cent of businesses are more profitable when they can successfully execute new growth strategies, which includes marketing planning.

By advocating industry applicable training that enables your marketers to build and implement a strategy, you will both upskill your team and scale your business.

To drive positive change in marketing education, I founded Fabric Academy.

Fabric is the world’s first dedicated CPD accredited B2B learning platform for marketers of all levels.

Our hands-on, practical training is more relevant for marketers working in today’s ever-changing and challenging environment, to deliver positive change into businesses.

We empower marketers by teaching skills they can apply time and time again, while also building a live, fit for purpose marketing strategy as they learn –something tangible they can implement directly into your organisation.

Citizens Advice

Gateshead -

For free, impartial, valuable advice you can trust, phone Citizens Advice Gateshead on 0808 278 7902.

If your business wants to provide a bespoke service to meet the needs of your employees or customers, reach out to Citizens Advice Gateshead to see how it can support.

Citizens Advice Gateshead: A lifeline in the cost of living crisis

For more than six decades, Citizens Advice Gateshead has helped tens of thousands of people move forward at times of upheaval and uncertainty. After being awarded the North East Charity of the Year honour in 2022, now more than ever its services are proving vital for people across the North East. Here, Alison Dunn, chief executive at Citizens Advice Gateshead, shares how it is helping the community face the challenge of the cost of living crisis.

citizensadvicegateshead.org.uk

@AdviceGateshead alisond@citizensadvicegateshead.org.uk

At Citizens Advice Gateshead, we strive to achieve great things and have a significant impact on the community.

In addition to the ongoing challenges faced by individuals, families and businesses in the North East, the cost of living crisis has astronomically heightened the need for our services.

To put everything into context, we’ve had more enquiries in the last year from people seeking help with prepayment energy meters than we’ve had across the whole of the last ten years.

It’s not just lower-income families or those who are not working that are finding times tough; 50 per cent of everyone who comes to see us is in paid employment.

With interest rates and mortgage payments rising, energy prices seemly on an unstoppable incline and food costs mounting in line with inflation at ten per cent, essential living costs are more for everyone.

Look closer still, and it’s clear things are very challenging for us in the North:

• 38 per cent of children in the North East are now living in poverty, surpassing London for the first time since records began

• The employment rate in the North East is 71.8 per cent, which is the lowest for all regions in England

• One per cent of households in the North East are classed as being in destitution, with the UK average standing at 0.71 per cent

We are facing more pronounced poverty challenges in our region compared to the South.

Government policy is still very London-centric, infrastructure in the South is stronger and trends show

businesses are still choosing to invest in the South of England over the North.

At Citizens Advice Gateshead, we’ve seen three main increases in need for support this year: access to emergency food through food banks; charitable support for essential costs or emergencies that can’t be covered; and fuel poverty support.

More and more people find themselves in a deficit budget, with no disposable income and hence no funds to respond to unexpected costs.

So, they turn to help from third parties like us.

Creating a fairer society for all

Our vision at Citizens Advice Gateshead is a fair society for all, with lives well lived.

As an advice agency, we’ll always be there as practical problem solvers to help people move forward.

However, we understand advice alone is not sufficient.

So, we’re working on multiple projects and initiatives to expand our reach and impact.

Firstly, we are working with employers in the North of Tyne area, supporting them to understand how their policies, processes and cultures may be creating or worsening in-work poverty, and helping them make the changes needed to avoid that for employees.

We are also working with large employers, including Newcastle Building Society and Newcastle Hospitals NHS Foundation Trust, to provide a bespoke service with direct access advice for their employees and customers.

Michael Conville, interim chief customer officer at Newcastle Building Society, says: “Citizens Advice

Gateshead does an incredible job supporting people in our communities, so we’re very happy to be working together to deliver a dedicated service for customers of Newcastle Building Society and our colleagues.

“Being able to provide easy access to direct and meaningful help from their team of experts at a time of considerable need is already proving valuable to our customers.

“With such challenging times set to continue, we’ll continue to work in partnership while aiming to make a positive difference in our communities.”

To tackle the increased range of challenges, we’re developing a broader range of services in Citizens Advice Gateshead than most other advice agencies.

For example, we have established specialised teams for housing and discrimination-related issues.

Another initiative is developing employability programmes to help those who are out of work get into paid employment.

This includes encouraging thinking about routes into employment and advice on how to build networks and develop resilience.

It’s important to us to recognise that everyone’s circumstances are different.

In line with this, a focus is to make our services more accessible.

We’re an agile organisation.

We have outlets in more places than ever, we’re

“In a time of crisis and uncertainty, you became a beacon and huge support… a lifeline in fact”

moving towards a seven-day service with extended opening hours in 2023, and our goal is to create a network of '20-minute neighbourhoods’, where we’ll have a Citizens Advice outlet within a mile of everybody’s home, so nobody has to walk more than 20 minutes to get the help they need.

This innovation is made possible by the support of Gateshead Council.

At a time when many local authorities are reducing their investment in their local Citizens Advice, we’re grateful ours has increased their investment in us significantly, recognising that income maximisation and problem solving are key to improving the health outcomes of people in the community.

As part of this locality strategy, we have placed our advisers within third-party organisations across the borough, meaning people could, for example, go to their local community centre and get the support they need.

With community outreach, such as energy roadshows, we’re getting out and about across the borough and making sure everyone is aware of the support we offer for all circumstances.

With all the initiatives we offer at Citizens Advice Gateshead, my biggest piece of advice for anyone is don’t wait until a point of crisis to seek help.

If you’re struggling, reach out now for advice and guidance.

We’re here to support you.

- Citizens Advice Gateshead client

Muckle LLP

Further information about how your organisation can reduce its administrative costs and time is available via the Government’s website at www. gov.uk

For more information on how the Data Reform Bill may affect your organisation’s data protection practices, or for support with general advice, contact Rhiannon Hastings at rhiannon. hastings@mucklellp.com or call 0191 211 7891.

How businesses could save money via the UK’s GDPR equivalent

As the proposed Data Protection and Digital Information Bill – which ministers say will save the economy billions of pounds – undergoes its second House of Commons reading, Rhiannon Hastings, data protection paralegal in the commercial and data protection teams at leading independent law firm for business Muckle LLP, looks at the planned legislation in greater detail.

www.muckle-llp.com

@MuckleLLP

The UK GDPR replacement continues to develop following Brexit, with the Government promising a new pro-business equivalent to the EU regime, which will “clampdown on bureaucracy, red tape and pointless paperwork” and ultimately save organisations money.

Now into its second reading in the House of Commons, the Government anticipates the new Data Protection and Digital Information Bill (the Data Reform Bill), will save the UK economy more than £4.7 billion across the next ten years.

And Michelle Donelan, Secretary of State for Science, Innovation and Technology, says the new bill has been “co-designed with business from the start.”

But how will this translate on the ground?

Reducing ‘pointless’ paperwork

The Data Reform Bill will reduce the amount of paperwork organisations need to complete to demonstrate their compliance with UK data protection legislation.

An administrative burden for many businesses, it is anticipated the change might genuinely save them time and costs.

Reducing paperwork and subsequent legal costs will enable organisations to reuse personal data for research purposes without being limited by current UK data protection legislation.

This will also allow organisations to focus on managing internal data protection practices without having to demonstrate compliance regularly.

Organisations will still be required to identify and manage risks, as well as maintaining a ‘personal data inventory’ that describes what and where personal data is held, why it has been collected and how sensitive it is.

Supporting international data sharing

The bill will introduce a new data protection test to be carried out prior to international transfers.

Businesses can continue using their existing international data transfer mechanisms to share personal data overseas if they are compliant with current UK laws.

Fewer website cookie pop-ups

UK data protection legislation requires organisations to obtain and maintain ‘valid consent’.

However, where cookies collect information for statistical purposes (making improvements to the website and services), it won’t be required if the website user has clear and comprehensive information about the cookies’ purpose (such as providing a cookie policy).

Personal data collected using cookies must not be shared with other organisations, except to assist that organisation with making improvements to its website or service.

Growth and innovation

John Edwards, UK information commissioner, says: “I welcome the reintroduction of the Data Protection and Digital Information Bill, and support its ambition to enable organisations to grow and innovate while maintaining high standards of data protection rights.

“Data protection law needs to give people confidence to share their information to use the products and services that power our economy and society.”

CANDID

Feature Chris Kamara

KAMARA

Chris Kamara is writing a book. Due for release at the end of the year, 'Kammy, My Unbelievable Life', promises to be a searingly honest and fascinating account, highlighting his journey from the streets of Middlesbrough to hardtackling, much-travelled footballer and broadcasting national treasure. TV presenter, commentator, (sometimes masked) singer, footballer, manager and campaigner, Kammy's action-packed career has made him a bona fide British hero. But it hasn't always been plain sailing. Kammy, as he's affectionately known, had a tough upbringing, fought racism on the terraces during his playing career and has, in recent years, dealt with a rare neurological condition – apraxia of speech – which has affected his voice and delivery, and forced him to quit Sky Sports after nearly 25 years. Despite this, Kammy’s star has only risen as he’s met every challenge with courage, determination and his infectious smile and laugh. And, as he puts the finishing touches to his autobiography, he tells Colin Young what to expect.

Words by Colin Young Photography by Ben Benoliel

A year ago, Chris Kamara was ready to step away from the public eye for good.

But 2023 had different ideas for him.

If only there was a catchphrase to express how good this year has been already for Middlesbrough-born Kammy and his family.

It got off to a flying start when he was awarded an MBE in the King’s first New Year’s Honours List, in recognition of his services to football, charity and antiracism.

Nominated by Marie Curie and Show Racism The Red Card, he travelled to Windsor Castle in March to collect his award with wife Anne and sons Ben and Jack.

The Duke of Cambridge, presidentdesignate of the Football Association, was on duty to hand out the medals and gongs on that sunny day.

And it was no surprise to discover the heir to the throne was a huge Kammy fan.

It turns out the prince was an avid and regular viewer of Sky Sports’ Soccer Saturday in his University of St Andrews days and, it's highly likely, was a participant in the drinking game so popular among his generation.

The rules were simple; every time Kamara said ‘Unbelievable Jeff’ – which was quite often – players in student union bars across the country had to down their pints.

No wonder Kamara's so popular.

It might also explain why the Duke’s official Twitter account put out a unique tribute to him after he had been presented with his gong.

‘We’re off to Windsor Castle, where there’s been an MBE – but for who @chris_kammy?’

The tweet summed up a surreal day for Chris.

“It was an amazing occasion from start to finish,” he says.

“We travelled down the night before; the four of us stayed in a beautiful hotel next to Windsor Castle, had a meal and reminisced about some of the amazing things that have happened over the years.

“I just kept thinking, ‘how has this scruffy kid from the Boro ended up here, receiving an MBE in the King’s first honours?’

“It was such an incredible occasion; we met James Milner and Richard Bevan, the head of the League Managers' Association, beforehand, and we were all so nervous and excited.

“And to be able to share it with Anne, Ben and Jack, and see them at the investiture, was perfect.

“The prince is a huge football fan; I know he's an Aston Villa supporter, so we chatted about that. He’s very knowledgeable on the game.

“He'd sent me a letter of congratulations when the MBE was announced, so I was able to thank him for that, and he said it was well-deserved and long-overdue, which was amazing to hear.

"And then he asked how I was, which was overwhelming and totally unexpected.”

The accolades have not stopped there.

In the last month, he's been presented with the Contribution to League Football Award, at the EFL’s end-of-season honours night at London’s Grosvenor House Hotel, which he received from long-time Sky colleague, and well-known Hartlepudlian, Jeff Stelling.

His family and close friends were in the audience to see Chris pick up an award to recognise his long career as a player, manager and pundit, which helped maintain the profile of the Football League for nearly 40 years.

But best of all so far this year? His appearance on The Masked Singer...

Dressed as a ghost and singing with a Scottish accent, Kamara was unveiled by the panel on the hit ITV show at the turn of the year, just days after his MBE was announced.

In a sweet clip posted on social media, among those screaming ‘take it off’ at home were the Kamaras’ four grandchildren.

It's been viewed more than ten million times, although Chris admits most of those clicks are his.

He says: “It's just the best video, and I still watch it.

“It was the whole reason I did the programme; I'd have paid a million pounds to see that reaction from the kids.

“I'm so proud I did it.

“The reaction from the public was amazing too; it was a brilliant start to the year.

“I spent most of last year thinking I was going to pack it in, that I wasn't going to do any more TV, charity work or whatever. Nothing.

“I was just going to disappear off the face of the earth, like people do.

“I often think and wonder about people I played with, or players from the England team of 20 years ago, for example.

“Where are these people now? You don’t hear from them.

“I was just going to disappear into obscurity.

Feature Chris Kamara

Feature Chris Kamara

“I was just going to disappear off the face of the earth, like people do. I often think and wonder about people I played with, or players from the England team of 20 years ago, for example.

“Where are these people now?”

“Thankfully, people around me helped me get back, either by me being open or telling my story.”

And telling his story is exactly what he has been doing for the last four months, penning his autobiography, ‘Kammy, My Unbelievable Life’, which will be published by Pan MacMillan in October.

“It has been really enjoyable,” he says.

“Looking back on some of the clips, shows and madness from the last 20odd years has been a lot of fun. There have been some great laughs.

“I’d forgotten about some of the shows and things I’ve got up to over

the years.

“I was never a big fan of watching myself back, and I don’t want to watch myself now, but it's been a laugh seeing some of the programmes.

“I was allowed to be myself, and I feel very fortunate.”

The book charts his remarkable rise from the streets of Park End estate, in Middlesbrough, where he grew up and went to primary and secondary school with Steve Gibson, who had his own path in football to follow.

The pair remain close friends.

“My brother from another mother,” says Chris.

Feature Chris Kamara

Gibson was set to become the chairman who would save their club and take them to the Premier League, Europe and silverware, and build a new, modern stadium to replace Ayresome Park – where they had sneaked in as kids to see their heroes John Hickton and Eric McMordie.

Kamara was the player.

Although forced to leave the town by his father to join the Royal Navy, he was offered an escape route by Portsmouth after impressing in a friendly, and he signed for the club in 1974.

The manager Ian St John paid £200.

“The worst deal in the club’s history,” he jokes to this day.

He went on to make more than 600 appearances in 18 years, including a short loan spell towards the end of his career, which allowed him to fulfil an ambition of playing for his hometown team at Ayresome Park.

By that stage, Kamara had already lived out his boyhood dream – to play for Leeds United, where he enjoyed his most successful period as a player.

He had brief spells as a manager with Bradford City and Stoke City before he joined Sky Sports permanently, securing a place in the hearts of the nation’s football fans as a pundit, co-commentator or programme host with his very unique style.

Walk a few steps in his company on the streets and you will hear his catchphrase ‘Unbelievable Jeff’ an awful lot.

“I don’t think there has been a single day when I haven’t heard it,” he says.

“But I love it. I honestly don’t mind it.

“Can you imagine having a job where people walk up to you smiling, say ‘Unbelievable Jeff’ and then ask for a selfie!?”

Soccer Saturday was to earn cult status, mainly thanks to the Kamara and Stelling double act.

Despite being forged in Teesside, however, the pair never met until a couple of days before they were due to appear on screen together.

They would work alongside each other for more than 20 years, Kamara as the roving reporter who was first to use the invision cameras which are now the staple of any Saturday afternoon results service.

He says: “It was called Kamara-cam back then.

“Ian Condron, the producer of Soccer Saturday, said he had a new role for me and wanted me to report from games with a cameraman, but not show any of the match.

“I wasn't the only one who wasn't convinced it would work.

@chris_kammy

“Jeff thought it was unnecessary in his fast-flowing results service, and nobody could see the benefit of watching a reporter talking with the crowd behind him when the viewers couldn't see the action.

“Thankfully, though, Condo persevered.

“We worked hard to get it right, but the first time we went live it was a disaster.

"I ended up getting into a scrap on screen with a local cameraman because we were in his spot, and I was certain the feature would be pulled the next week.

“Thankfully, Tim Lovejoy and Helen Chamberlain watched the clip and loved it.

“They featured it on Sky’s Soccer AM programme the following week and had a laugh about it.

“It really took off from there.”

Chris was to appear regularly on Saturday afternoons, and as a co-presenter on the relaxed and informative Goals On Sunday, where he built an on-screen bond and off-screen friendship with Ben Shephard.

Happy to laugh at himself, Kamara’s career took an unexpected turn thanks to a mistake during a routine match report on April 3, 2010.

Just as his football career had started at Fratton Park, so his TV career was about to take another path, thanks to a genuine mistake in the downpour at the same ground.

‘We’re off to Fratton Park, where there’s been a red card – but for who Chris Kamara?’, asked Stelling.

What followed was a career-changing moment – described by comedian Lee Mack as perfect comic timing – which was to eventually elevate him into the TV mainstream.

“I don’t know, Jeff? Has there? I must have missed that… is it a red card?”

It remains one of the funniest and most iconic moments of Soccer Saturday’s coverage in Kammy’s 24 years on the show.

There are very few mainstream entertainment programmes he has not appeared on across the last decade, and he has earned serious and long-term roles which have further endeared him to a wider audience.

Recognising his close relationship with Good Morning Britain presenter Shephard on their Goals On Sunday show, ITV execs put the pair together for Saturday night primetime production Ninja Warrior UK.

They have now recorded six series, and since the first one, Chris has hosted Cash In The Attic, The Games and UK’s Strongest Man too.

There have also been plenty of magical moments for Kammy, which are certain to feature in the new book – such as the time he appeared on an Alan Carr Christmas special with Channing Tatum and failed to recognise the Hollywood A-lister, resulting in a serious phone/internet search nightmare.

Or the time he met Sunderland’s then manager Roy Keane in a hotel lift.

The Irishman’s young team were struggling in the Premier League at the time, and he was on the brink of quitting Wearside.

Keane and Kammy got in together on the top floor. ‘Going down,’ said the lift announcer.

“I think she’s talking to you, Roy,” said Chris. They both laughed. Just.

His work has been severely hindered over the last two years by his illness, which became public knowledge in March when he was forced to quit his Sky role.

And he’s had numerous important appointments in his battle against apraxia of speech since.

GPs, neurosurgeons, MRI and DAT scans, hyperbaric oxygen therapy, voice therapy, dietician – the list is endless.

One appointment he is looking forward to, though, is a September meeting at the House of Commons with MP Saqib Bhatti, who is signed up to raise more awareness of apraxia and similar conditions.

Saqib is the local MP of 21-year-old Mikey Akers, who has had verbal dyspraxia since the age of two, and has campaigned tirelessly to improve services, education and support for people affected by speech conditions.

Services and support for children and adults who have speech and similar neurological conditions is severely underfunded.

The MP has already brought the issue up in the House and, after a question to former Deputy Prime Minister Dominic Raab, has arranged meetings with the relevant ministers.

Kamara and Mikey met during the filming of his documentary into his condition and his battle to recover.

One poignant moment between the pair proved the inspiration for his tome – and ignited his determination to do more for others, while facing his personal battles.

Chris says: “A lot of people had approached me about doing a programme about apraxia after the diagnosis; Shep asked me, I trust him implicitly, so could never say no to him.

“He told me I was in a unique position to help raise the profile of this little known condition for kids and people who suffer from it, and this could be the most important match of my life because I would be helping people who don’t have the platform, opportunity or the voice to get help.

“Mikey said to me I can’t quit because I have given people like him a voice now, and that is one of the main reasons for writing the book.

“If this can raise awareness and give one person the support they need, that is fantastic.

“I knew of the condition when I was diagnosed, but I didn’t really know a great deal about apraxia or dyspraxia.

“It affects five per cent of not just adults, but children, so it is more common than you think, and yet not many people know about it.

“My voice might not sound like my voice anymore to me, but if it is a voice which can still help people like Mikey, then I am happy to carry on.”

Feature Chris Kamara

“Can you imagine having a job where people walk up to you smiling, say ‘Unbelievable Jeff’ and then ask for a selfie!?”

Bob Makin

4Having founded SockMonkey Studios in early 2013, sealing the Behaviour Interactive deal – in the process becoming known as Behaviour UKNorth – was quite the way to celebrate your tenth anniversary. How will the business benefit and grow from being part of the Behaviour stable?

We were already an ambitious management team, but becoming part of Behaviour Interactive means we now have the people power, knowledge and financial backup to complete what we first set out to do.

We’ve always wanted to create a ‘superstudio’ in Teesside, and bring household gaming names and IPs to the area, and not only now do we have the opportunity to do that, but we are already making huge strides towards this.

We’ve already begun hiring, improving our current offering to staff and looking at the future. Not only are we bringing more jobs to the area, but we’re now part of a global talent pool who can bring their knowledge and ideas to anyone who works within the Behaviour UK – North studio.

Your venture is one of several Teesside-based video game developers that carry international acclaim. Why is the region such a hotbed for digital success? The UK as a whole has an incredible games industry, which can be tracked back to the ‘bedroom coders’ of the 1980s – a phenomenon of young men, usually brothers, who started making games for fun and accidentally birthed a cottage industry that turned into the biggest entertainment market across the globe.

For Teesside, this was the Falcus brothers, Darren and Jason, who pretty much started our local industry while still attending Egglescliffe School.

They had huge success in the 1990s, creating games like NBA Jam and Megaman in Teesside.

I’ve been lucky enough to work with Darren over much of the past 15 years, and he continues to play

a key role as business development director at Behaviour UK – North.

Pair this with Teesside University, which saw the potential of the games industry and introduced quality game development courses in the 1990s, and you can see why we have a hub in the region.

The university’s reach is literally global – we’ve talked to, worked with and hired people from massive studios across the world, who are either from Teesside or who studied there.

With its freeport status and flagship redevelopment projects such as the transformation of Redcar steelworks land into manufacturing and engineering space, Teesside is riding a great wave of momentum, which is creating ever more global focus on the area. To what extent do you believe this impetus will help your business continue to flourish?

Any positive focus on Teesside is going to be fantastic for the area.

Being born and raised here, I’ve seen a dramatic positive change in Teesside, especially in the last few years.

To be able to play a part in that by bringing one of the biggest independent game developers in the world here is one of my proudest achievements.

This, in hand with the momentum, should go a long way to bringing more jobs, people and opportunities to the area.

What we now need to do is get our council and government leaders to build on the great work being done by Teesside businesses, and continue developing the area into a fantastic place to live and work.

We need to increase the attractiveness for families to move here from elsewhere in the UK, and maintain the talented youngsters we have.

We’re too shy on Teesside (me included!) but we need to break down this taboo and shout from the rooftops about this amazing area and its people.

Closing this month’s issue of North East Times Magazine, Bob Makin, co-founder and chief executive of Middlesbrough-based games developer Behaviour UK - North (formerly known as SockMonkey Studios) talks about the firm’s future following its recent takeover by Canada’s Behaviour Interactive, Teesside’s status as a digital sector powerhouse and why the area’s flagship regeneration projects are laying the foundations for further success.