unLTD MARCH 26 Connecting business across Sheffield City Region #96

BOOKNOWFOR MOTHER’SDAY

WHEN DINING IN A PARTY OF 4 OR MORE ON MOTHER’S DAY.

Contents

Hello, and welcome to the latest issue of unLTD Business Mag – and after an unbelievably wet and dismal start to the year, I’m glad to say it’s our first magazine of spring! I hope all our readers are feeling a seasonal sense of renewed momentum in their pursuits – or, if not, that the weather at least decides to perk up for us all.

Across the publications we produce from our little office in Kelham, interviewing people and writing up their stories is a big part of my job description. It’s one of the reasons I love what I do –but it is nice sometimes to sit back and have that side of things covered.

You’re in particularly good hands this month. Russ Thompson speaks to Victoria Clarke Brown about her journey from pulling pints to multiple boardrooms and a run for Master Cutler; Phil Turner chats to Luke and Stacey at Joro about their recent Michelin star win – and hears how close they came to admitting defeat; and our podcast host James Marriott chairs an insightful debate with founders on what a good exit strategy really looks like.

That said, I did manage to squeeze in a few good natters myself. One particularly enjoyable morning was spent at Moor workshop, where I spoke to some of the artists creating lions for the Pride of Yorkshire sculpture trail. We’re all in for a treat when it launches this summer – you might even spot an unLTD big cat prowling around.

Elsewhere, we’ve got business stories ranging from coffee roasters to crime scene cleaners – all part of your usual snapshot of the bustling South Yorkshire scene. Enjoy flicking through, and we’ll catch up next month.

Joseph Food, Editor.

CONTENTS

30: READY TO ROAR

Pride of Yorkshire will see 150 lion sculptures appear across South Yorkshire this summer, raising funds for Sheffield Children’s Hospital Charity. We visited the artists’ workshop to see the colourful creations taking shape and meet the creatives bringing this ambitious public art trail to life.

24: INSIDE TRACK

Victoria Clarke Brown never planned to become an accountant, yet her career has since spanned global manufacturing, private equity deals and civic leadership. Russ Thompson sat down with the Sheffield finance director to discuss accidental beginnings, leadership lessons and her path towards becoming Master Cutler.

44: SUITS YOU

Sheffield charity The Suit Works is helping people overcome barriers to employment by providing interview clothing, confidence coaching and practical support. Director Faye Mellors outlines the charity’s growing impact and how businesses can help change lives across the region.

48: EXIT STRATEGY

At our latest unLTD Business Breakfast, business owners and advisers shared candid insights on one of the toughest decisions founders face – how and when to exit. Here are some key insights from the panel discussion, from employee ownership to trade sales.

EDITORIAL

EDITOR

Joe Food

Joe@unltdbusiness.com

ONLINE EDITOR

Ash Birch

Ash@unltdbusiness.com

VIDEO CONTENT CREATOR

Lizzy Capps

lizzy@unltdbusiness.com

DESIGN

Marc Barker

ADVERTISING

Phil Turner

phil@unltdbusiness.com

07979 498 034

Nick Hallam

nick@exposedmagazine.co.uk 07843 483536

FINANCE

Lis Ellis accounts@ exposedmagazine.co.uk

CONTRIBUTORS

Dan Bumby

Steve Brown

Wendy Ward

Jill White

Keira Manning

Max Hayward

The views contained herein are not necessarily those of Blind Mice Media Ltd and while every effort is made to ensure information throughout unLTD is correct, changes prior to distribution may take place which can affect the accuracy of copy, therefore Blind Mice Media Ltd cannot take responsibility for contributors’ views or specific listings.

Cut through the AI noise:

There is a lot of noise around AI today, but beneath it all, AI is delivering real, measurable benefits. From saving time on routine tasks to unlocking new insights and improving decision-making, AI is no longer just a future concept – it’s a practical tool that’s reshaping business operations today.

But many organisations face

• Uncertainty about where to start with AI adoption and integration.

• Concerns over data security, compliance, and sensitive information.

• Misconceptions that AI is costly and only for large enterprises.

• Fear of disruption and unclear impact on workflows and team adoption.

THREE WAYS TO GET INVOLVED Agenda

JOIN THE CLUB

The unLTD Business Club is thriving – with a whole raft of new offers from our partners now included for 2026!

At unLTD Business Magazine, our mission has always been clear – to connect, support and celebrate the South Yorkshire business community. Now, we’ve taken that commitment even further with the launch of the unLTD Business Club – an exciting new membership initiative designed to give local businesses of all sizes more opportunities to grow, collaborate and thrive.

And this month we have unveiled four new benefits for all our members:

⚫ 20% off your bill at all True North venues (Monday to Friday) with a True North Business Card

⚫ 1 hour free photoshoot with Marc Barker Photography

⚫ 1 branded polo shirt from We Do Workwear (any size/colour)

⚫ 25% discount on the day delegate package and room hire from PJ Taste

… with much more to come!

So whether you’re a growing SME looking for meaningful networking opportunities, an entrepreneur wanting to stay ahead of the curve, or a larger organisation seeking strategic

brand exposure, unLTD Business Club offers a range of benefits tailored to meet your goals.

We’re open for signups now – with immediate access to a host of benefits depending on your subscription tier.

Why Join?

It's about more than just perks – it’s about being part of a community. Members will benefit from the power of local connections, increased visibility through South Yorkshire’s leading business publication and insider access to some of the region’s most anticipated networking events.

Whether you’re looking to raise your profile, grow your network, or simply stay up to speed with the region’s dynamic business landscape, this is a platform to support your ambitions.

Get Started Today

Visit unltdbusiness.com/ businessclub to sign up or email phil@unltdbusiness. com for more information on Business Partner opportunities. Let’s grow together – join the unLTD Business Club today.

BUSINESS CLUB MEMBER

£10/month or £99/year (plus VAT)

Designed for professionals who want to network and engage more actively:

⚫ Priority access to all unLTD Business Breakfasts, Socials and other events – free of charge

⚫ Monthly e-newsletter

⚫ A guaranteed print copy of unLTD Business magazine

⚫ 10% discount on exhibition stands at the unLTD Business Expo

⚫ 20% off your bill at all True North venues (Monday to Friday) with a True North Business Card

⚫ 20% off your bill at all True North venues (Monday to Friday) with a True North Business Card

⚫ 1 hour free photoshoot with Marc Marker photography

⚫ 1 branded polo from We Do Workwear (any size/ colour)

⚫ 25% discount on the day delegate package and room hire from PJ Taste

BUSINESS PARTNER

Tailored packages available

Benefit from all the benefits of a Business Club Member as well as promoting your brand through our digital platforms and print magazines… our premium tier for businesses looking for strategic exposure and deeper engagement:

⚫ Monthly print advertising and editorial features in unLTD Business magazine and on unLTDbusiness. com

⚫ Social media promotion via LinkedIn

⚫ Opportunity to co-host networking events with the unLTD team

⚫ PLUS… All Business Club member benefits

BUSINESS SUBSCRIBER

£2.50/month (plus VAT)

⚫ Ideal for readers who want to stay informed, this entry-level tier ensures you receive:

⚫ A guaranteed copy of unLTD Business magazine each month

⚫ Monthly e-newsletter featuring news, insights and upcoming events

Agenda

Sheffield’s latest wave of regeneration

Across Sheffield, a series of development projects are reshaping former industrial land, revitalising historic buildings and rethinking how people move around the city. From Neepsend to Attercliffe and the city centre to Gleadless Valley, new housing, transport upgrades and public spaces are taking shape as part of a broader plan to support growth and create more connected neighbourhoods.

One of the most eye-catching proposals centres on the former Cannon Brewery site in Neepsend.

Social impact developer Capital & Centric has submitted detailed plans to Sheffield City Council to transform the historic location –once home to the UK’s best-selling Stones Bitter – into a mixed-use neighbourhood.

Phase one would deliver 252 apartments, forming part of around 500 homes proposed for the wider scheme. The plans combine restoration of existing industrial buildings with contemporary new blocks, alongside a range of shared amenities including a gym, coworking spaces, a residents’ lounge, a mini-cinema and a new urban park. Space for independent cafés and bars is also included.

The former brew house would be retained and converted into office space with food and drink operators

on the ground floor, while the site’s distinctive water tower would be restored as a focal point within the green space.

Tom Wilmot, joint managing director at Capital & Centric, said: “We’re not building somewhere people sleep and leave. The cinema, the co-working, the lounge, and bags of green space – all that stuff is what turns a site into a community… Add in cafés and workspace on the doorstep and you’ve got a neighbourhood Neepsend can be proud of.”

The project has received £11.67m from the South Yorkshire Mayoral Combined Authority’s Brownfield Housing Fund. Demolition and remediation work is nearing completion, with construction expected to begin soon.

A few miles away, another part of Sheffield’s industrial heritage is preparing for change. Attercliffe,

once a powerhouse of the city’s manufacturing economy, is at the centre of a major regeneration effort that could deliver up to 3,000 new homes and around 1,500 jobs over the next decade to 15 years.

As part of that transformation, work has begun on transport and public realm improvements designed to support the arrival of new residents and businesses. The Connecting Sheffield: Attercliffe –Darnall – City Centre project aims to make travel between communities easier and safer while supporting local economic activity.

Plans include a more attractive and pedestrian-friendly Attercliffe High Street, new crossing points –particularly around nearby schools – and improvements to bus routes to make journeys more reliable. Dedicated cycle routes linking Attercliffe and Darnall to the city centre will also be introduced,

alongside measures to tackle congestion and improve parking management as part of Sheffield’s first Red Route.

Private sector investment is also playing a key role. Citu is leading the Attercliffe Waterside development, which will introduce new homes and neighbourhood spaces designed around sustainable living and active travel.

Jonathan Wilson, managing director at Citu, said: “Attercliffe Waterside is about ambition through intentional regeneration, it’s about creating a new neighbourhood which feel connected and built for everyday life.”

Meanwhile, in Sheffield city centre, further work is under way to improve accessibility and public space around Leopold Street. The scheme aims to make it easier for people to move around while introducing new greenery and a small pocket park.

Under the plans, Leopold Street will become one-way, with traffic travelling towards the junction of Townhead Street, West Street and Church Street. The free Sheffield Connect SC1 bus will be able to turn left from Leopold Street to shorten journey times, while the existing bus shelter will be upgraded.

Blue badge parking, taxi ranks and loading facilities serving

Orchard Square will remain, and new planting and outdoor seating areas will create more space for cafés and restaurants during warmer months. A new cycle crossing and relocated pedestrian crossing at the nearby tram junction are also intended to improve safety.

On the edge of the city centre, another major scheme is progressing at Furnace Hill. Capital & Centric and Great Places Housing Group have been appointed as development partners to transform the brownfield site into a new residential neighbourhood and gateway into the city.

The joint venture plans to deliver around 750 homes, with a mix designed to broaden housing choice. One third of the homes will be affordable, one third available for home ownership and one third offered through build-to-rent.

Kate Josephs, chief executive of Sheffield City Council, said the schemes demonstrate the impact of strong collaboration between the public and private sectors.

“These developments show what is possible when strong local and national partnerships come together with a shared ambition for our city. Sheffield aims to set the standard in creating the kind of vibrant, connected places where people want to live, work and invest.”

Further south of the city centre, regeneration is also gathering pace in Gleadless Valley. Earlier this month, Alex Krachai was appointed independent chair of the Gleadless Valley Regeneration Board, which provides strategic oversight for the long-term programme.

The “Vision for the Valley” plan, published at the end of 2025, outlines 12 major projects to be delivered over the next decade. Proposals include around 1,100 new homes alongside upgrades to hundreds of existing properties, new and improved community hubs, four enhanced parks and better public transport and walking and cycling connections.

Early progress is already visible. Contractors have begun work on a new pocket park at Spotswood, due to open this summer, while demolition of the former John O’Gaunt pub is under way to create a new community space. Residents are currently being consulted on its future use, with options including a supervised youth area, playground, community garden or open green space.

Together, the projects illustrate a city in transition – and we’ll be keeping a keen eye on their progress in future issues. All public consultations can be found online at sheffield.gov.uk.

VIRAL DJ SET SHOWCASES LOCAL TALENT

Earlier this month, the top of Fargate turned into an open-air stage as DJ AG brought his viral livestream DJ sets back to Sheffield, drawing crowds to celebrate the city’s music scene and the launch of a new opportunity for emerging talent.

The event marked the launch of a fully funded scholarship from WaterBear College of Music, created in partnership with DJ AG, which will offer one artist a place on the college’s BA Honours Professional Music degree in 2026.

The scholarship covers full tuition fees for the three-year course at WaterBear’s Sheffield campus and includes mentoring support. It is open to artists working across performance, production, electronic music, music business and songwriting.

The well-attended livestream became a celebration of Sheffield’s musical community. Lord Mayor Safiya Saeed joined the action, while Reverend and the Makers, Steve Bracknall and Royal Oak FC led the crowd in a rousing rendition of Silence Is Talking.

Students from WaterBear and the Slambarz programme also took to the mic and decks, highlighting the next generation of the regional music industry.

One of the standout moments came when local MC Forca joined vocalist Steve Edwards on stage for a performance of World, Hold On, bringing together two generations and genres of the city’s music scene.

Applications for the DJ AG WaterBear scholarship open on 1 April and close on 30 June 2026. Full details and eligibility criteria will be available through WaterBear’s website.

The initiative aims to support emerging talent and strengthen Sheffield’s reputation as a city where new music continues to grow, collaborate and reach audiences far beyond South Yorkshire and across the UK. waterbear.org.uk/Sheffield

NIBS

CONSULTATION OPEN ON LOCAL PLAN

Sheffield City Council is inviting residents and businesses to comment on key changes to the city’s Local Plan, the long-term blueprint guiding development to 2039. The consultation focuses on “Main Modifications” proposed by independent inspectors. Open from 2 March to 14 April, feedback at HaveYourSay.Sheffield.gov.uk will help determine whether the plan can proceed to Full Council for adoption this summer.

LAW FIRM TAKE UP PRIME SPOT

Historic Sheffield law firm Irwin Mitchell has agreed to move into Elshaw House at the Heart of the City development, the city centre’s first zero carbon ready office building. Founded in 1912, the firm employs more than 1,000 colleagues in Sheffield. The deal means around 98% of the scheme’s office space is now let.

NEW MAKERS HUB ARRIVES

Independent makers collective 7th Magpie have opened a new storefront and makers hub on York Street. The space showcases work from local artists while offering opportunities for creators to make and sell their own products. Plans also include a community makerspace with equipment such as laser engravers and 3D printers, alongside workshops and events.

BARNSLEY TECH INCUBATOR HITS

MILESTONE

Barnsley’s Digital Media Centre (DMC) this month celebrated two years of The Furnace Incubator, Enterprising Barnsley’s six-month programme supporting early-stage tech and digital startups. Based at the DMC, the fully funded initiative has helped more than 20 entrepreneurs develop their businesses, offering co-working space, specialist mentoring and access to MakerLab and CreatorLab facilities.

LOCAL FUND APPROVED TO TACKLE POVERTY

Sheffield City Council has approved a new Crisis and Resilience Fund to support residents facing financial hardship. Launching next month, the scheme will provide £10m a year for three years, replacing the Household Support Fund. The programme aims to deliver faster, simpler support through cash-first payments, improved advice services, income maximisation support and closer collaboration with community organisations across the city.

Agenda

Sheffield City Council has invested £1m from Clean Air Zone income into a series of projects aimed at improving air quality across the city, with a strong focus on protecting children’s health.

Eight initiatives will benefit from the funding, with more than £900,000 directed towards schemes designed to improve air quality around schools and encourage greener travel choices.

The investment supports programmes that promote walking, wheeling, cycling and public transport among young people. Through Bikeability North, more than 400 school-aged children will receive cycle training to build skills and confidence when travelling by bike.

Road safety measures are also being introduced outside schools across the city.

Twenty-two schools now have 20mph speed restrictions on nearby roads to help reduce traffic speeds and improve safety during busy periods.

In addition, 19 schools are benefiting from the School Streets initiative, which temporarily closes roads outside school gates during

pick-up and drop-off times. The scheme aims to cut congestion and pollution while creating safer environments for pupils and families.

Funding has also supported the installation of 10 new cycle storage units at schools and will extend the work of the Modeshift STARS

WORLD’S OLDEST CLUB ANNOUNCE NEW CHAIRMAN CLEAN AIR PROJECTS RECEIVE BIG FUNDING

Sheffield FC has announced a new ownership structure and long-term stewardship strategy, confirming musician Jon McClure as the club’s new chairman.

The announcement was made during a press launch at the Home of Football Stadium in Dronfield on 9 March, attended by media and representatives from across the football and cultural sectors.

Founded in 1857, Sheffield FC is widely recognised as the world’s oldest football club. It is also one of only two clubs – alongside Real Madrid – to receive the FIFA Order of Merit, recognising its historic contribution to the global game.

The club’s new leadership structure aims to preserve Sheffield FC’s historic significance while establishing sustainable foundations for future growth. The strategy is rooted in Sheffield but framed with international ambition, reflecting the club’s unique place in football history.

McClure, best known as the frontman of Sheffield band Reverend and the

Makers, steps into the role as part of the new stewardship plan. Alongside his music career, he has worked as a founder, operator and cultural entrepreneur, bringing experience from the creative and business sectors.

Speaking at the event, McClure said: “We invented the game of football, and it’s loved around the world by millions. In typical Sheffield fashion, we don’t shout about that as much as we should do. Our aim is to change that. It gives me great pleasure to become the chairman of Sheffield FC – and there are some exciting things coming.”

The launch event also featured remarks from first-team manager Vill Powell, Sheffield FC Women’s captain Louisa Anderson, and Various Artists Management co-founder David Bianchi.

The club said the new leadership will focus on protecting its heritage while building a sustainable future for the world’s oldest football club. sheffieldfc.com

Sheffield FC, founded in 1857 by Nathaniel Creswick and William Prest, is officially recognised as the world’s oldest football club. The club created the original Sheffield Rules – an early version of football that helped shape the modern game – and played the first inter-club match in 1860 against Hallam FC.

School Engagement Team for another year. The team will work with 70 schools to deliver projects that raise awareness of clean air and sustainable travel.

Elsewhere, more than £81,000 has been allocated to maintain 40 cycle storage facilities across Sheffield for the next decade, helping residents store bikes securely near their homes.

New drivers will also be able to take part in a free 90-minute electric vehicle driving experience, designed to give people the chance to try an EV before deciding whether to buy one.

Councillor Ben Miskell, chair of the transport, regeneration and climate policy committee, claims the investment would help create healthier environments while encouraging long-term behaviour change across the city.

Stripping back the biggest business stories – what happened, who’s involved and why it matters to our region.

HEART OF THE CITY PROJECT DELIVERS STRONG RESULT

What’s happening?

Sheffield City Council has confirmed strong financial performance from its flagship Heart of the City regeneration programme as the development phase of the project comes to an end.

The scheme has transformed a significant area of the city centre into a mixed-use district combining office space, retail, hospitality and public spaces. Around 500,000 sq ft of office accommodation has been delivered, attracting global firms including HSBC, DLA Piper and CMS.

The development also includes flexible workspace for SMEs and start-ups at Leah’s Yard and Cubo, a revitalised retail offering, and the Radisson Blu hotel.

Why it matters

Heart of the City was designed to draw people back into Sheffield city centre, creating a place where people can work, shop, socialise and spend time.

New attractions such as Cambridge Street Collective – Europe’s largest purpose-built food hall – alongside public spaces including Pounds Park have helped create a more vibrant destination for residents, visitors and businesses.

The project has also supported independent operators alongside national brands, contributing to the city centre’s wider regeneration.

The latest figures

In 2025 the development recorded 11 new lettings, adding around 85,000 sq ft of occupied space and taking office occupancy to 98%.

Net operating income increased by 44% to £2.7m. Forecasts suggest this could reach £7.5m in 2025–26 and rise further to £11.9m by 2029–30, with full occupancy across the estate expected by April 2028.

New openings this year include thermal wellness venue Gus, with Lucy & Yak, Weekend Offender and Maria restaurant also preparing to open.

What’s been said

Councillor Ben Miskell said: “From the very beginning our ambition was to create a mixed-use, vibrant space, offering something for everyone with the aim of attracting people into the city centre to shop, work, relax, live and enjoy and our Heart of the City project has done just that.”

Agenda

REGION’S LARGEST STEM EVENT RETURNS

South Yorkshire’s wide-ranging STEM careers showcase, Get up to Speed with STEM, will return to Magna Science Adventure Centre on 18 and 19 March, with more exhibitors than ever before.

The two-day event brings together businesses, educators and young people to explore opportunities across science, technology, engineering and maths. Day one is aimed at secondary school students aged 11–18, while day two welcomes primary pupils aged 8–11 and young people with special educational needs and disabilities.

More than 55 exhibitors and around a dozen interactive attractions have already been confirmed. Many of the organisations involved are local employers from sectors including manufacturing, engineering, technology and construction, offering hands-on demonstrations and insight into potential career paths, apprenticeships and graduate programmes.

Peter Edwards, CEO of the Work-wise Foundation, which organises the event, said he is looking forward to building on its success following the retirement of long-time figurehead John Barber.

“We’ve seen great demand from schools across the region and we’re delighted to welcome many new exhibitors this year,” he said. “Get up to Speed continues to offer a fantastic range of hands-on STEM activities designed to inspire young people and showcase the opportunities available within local industries.”

Exhibits this year include a virtual reality welder from the AMRC Training Centre, robotic football with Accu, casting demonstrations from United Cast Bar and a Guinness World Record attempt with Kids Invent Stuff.

Since launching 15 years ago, Get up to Speed with STEM has introduced more than 55,000 young people, parents and teachers to STEM careers.

With Jill White of Andy Hanselman Consulting

INSPIRATION, INNOVATION AND A BERRY BASH!

We’ll start with inspiration – the Artworks Together International Festival 2026, held at the Mercure St Paul’s Hotel and the Millennium Gallery.

A wonderful showcase of work from more than 20 countries, the festival brought together over 150 delegates and featured 70 pieces of artwork – a true celebration of artists with a learning disability, autism or in some cases both.

Another highlight was the Changemakers event, hosted by Hannah Duraid and the Sheffield Business Runners, and held at the gorgeous Victoria venue. It was inspiring, it was innovative and it raised awareness – and funds – for Weston Park Cancer Charity’s Scanner Appeal. What a panel. What a night.

Innovation was also in full force at the Octagon for the Sheffield Lunar Chinese New Year Festival. It truly was a spectacle, with the Year of the Horse welcomed in style. It was great to see new chamber president Jerry Cheung taking a central role in the celebrations too. A wonderfully inclusive and welcoming evening. ‘Xie Xie’.

From Chinese celebrations to French feasting, it was great to be part of Example Marketing’s launch event at the fabulous new French restaurant Aux Bon Vivant. It really was ‘très bien’ and we will definitely be back for more. Thank you to Elliott and Charley for the invite and merci to Pierre for making us all so welcome.

It was then time for the second edition of the Sheffield Cocktail Festival, beautifully created and styled by Dani Hill and the team at Dandelion Events. A true collaboration of the city’s finest cocktail makers and shakers, all under one roof at Steamworks.

Huge respect to Andrew Lofthouse – aka the Northern Wine Guy – whose task was to sample the cocktails and pick a winner. When we saw him he was on number 17.

Our Berry Bash was courtesy of Lewis Bowen and the team at Babco, who collaborated with Over the Yardarm. We think you are all winners. Cheers everyone.

And last but by no means least, Leadership Unlimited was another Sheffield Chamber triumph. Sixteen short, sharp and inspirational insights celebrating International Women’s Day 2026. Here’s to all of us continuing to inspire, innovate and share cocktails.

Follow Jill at uk.linkedin.com/in/jilltywhite or find Andy Hanselman Consulting at andyhanselman.com.

Agenda

Following last month’s Michelin triumph, Phil Turner speaks to JÖRO co-owners Luke French and Stacey Sherwood-French about bringing Sheffield its first star in ten years and proving the doubters wrong.

There was a point when JÖRO felt like a mistake.

The restaurant that last month was deservedly awarded South Yorkshire’s first Michelin star began with empty tables, blunt criticism from sceptical diners and two owners wondering whether they had gambled everything for nothing.

“We were dead,” Luke French recalls. “Some weeks I could count the guests on two hands.”

Those early months were defined by risk and resilience.

Stacey Sherwood-French didn’t take a wage for two years. Luke went without a salary for one. They had left the relative security of a successful business to create something different in Sheffield: modern, ingredient-led, globally influenced cooking in a city that, at the time, leaned heavily towards pubs and price-conscious dining.

“People told us it wouldn’t work,” Stacey says. “We had guests come in, look at the menu and tell us straight it was too much for Sheffield. But we knew we had more to give.”

For Luke, that belief had formed decades earlier. As a teenager he read Humble Pie by Gordon Ramsay and quietly set himself a goal: one day he would become a Michelinstarred chef. At the time, that ambition felt distant and abstract. When JÖRO first opened, the aim was not stars or national headlines. It was creative freedom. The chance to build something personal.

The concept drew from the couple’s travels, their experiences

eating around the world, and a desire to bring that energy back to Sheffield. It was bold, stripped-back and different. Too different, some thought.

The turning point came in the form of a review by food critic Tom Parker Bowles. Before that, bookings were managed on pen and paper. After it, the phone would not stop ringing. Industry figures started visiting. Word spread beyond the city. What had felt precarious suddenly felt possible.

Momentum gathered steadily. Over the years JÖRO appeared on countless best restaurant lists (they’re currently number 43 in the National Restaurant Awards Top 100) and built a loyal following. Yet the physical constraints of the original site began to weigh heavily.

“In the old space, the walls were closing in,” Luke says. “Physically

and mentally. If the kitchen’s cluttered, my head’s cluttered. Creativity needs space.”

The move to their new site marked a statement of intent. Designed entirely by Luke and Stacey, the restaurant is expansive, calm and adaptable. The kitchen itself is modular, built so it can evolve as the menu evolves. It is not just a new backdrop, but a structure designed for growth.

When the Michelin ceremony arrived, confidence was tempered with realism. “You never know,” Stacey explains. “People get invited and go home with nothing.”

They had seen it happen before. Friends in the industry had endured the heartbreak. Even with encouraging signals – glowing inspections, dish accolades, increasing national attention –nothing is guaranteed.

As the ceremony unfolded, stars were announced one by one. Their name had not yet been called. Then, after a moment of confusion on stage, it appeared on screen.

“I nearly passed out,” Luke admits. The aftermath was immediate. Website traffic spiked. Booking systems faltered under demand. Messages poured in from peers, guests and long-time supporters who had followed the journey from day one.

What surprised them most was how many people had been quietly rooting for them. “We underestimated how many people were watching,” Stacey says.

“People came up to us and said they’d followed the story for years.”

For Sheffield, the achievement

carries weight. While neighbouring regions have long boasted starred restaurants, South Yorkshire had been waiting. JÖRO’s win feels collective as much as personal.

“It’s massive for Sheffield,” Stacey says. “We feel that responsibility.”

But celebration exists alongside hard reality. The hospitality industry remains under immense pressure. Rising costs, energy bills and VAT create a landscape where headline revenue does not always translate into healthy margins.

“Revenue’s the highest it’s ever been,” Luke says. “Profit’s the lowest. We spent £70,000 on electricity last year. Nearly £20,000 of that in two months. It’s brutal.”

Every penny earned has been reinvested. The couple could have chosen to stay in their original, more profitable site. They could have banked stability. Instead, they doubled down.

“That place enabled us to do this,” Stacey says. “We didn’t just take the money and run. We’ve put everything back into building something bigger.”

The star will bring new guests and heightened expectation. It may also bring pressure. Yet the ethos remains unchanged. JÖRO’s service is deliberately warm and unpretentious. Chefs deliver dishes themselves. The atmosphere is Yorkshire-friendly, grounded and human.

The ambition now is not simply to retain the accolade, but to continue evolving. The trajectory, as Luke describes it, is still upward. The kitchen team is strong. The foundations are solid.

JÖRO’s story is not solely about fine dining or industry recognition. It is about resilience in the face of doubt. About reinvention when creativity stalls. About betting on yourself when logic suggests caution.

There was a moment when closure felt like a real possibility. When the dining room was quiet and the future uncertain.

A decade later, that same restaurant stands at the forefront of South Yorkshire’s culinary scene, and if the past ten years prove anything, it is this: sometimes the brink of closure is exactly where greatness begins. jororestaurant.co.uk

LET’S GET DOWN TO BUSINESS

The unLTD Business Expo is back on Wednesday 14 October – and it’s shaping up to be a key date in the South Yorkshire business calendar.

Held again at Magna, this year’s event promises even more reasons to get involved – whether you’re looking to exhibit, network or simply explore the region’s vibrant business community.

Following the success of the last two expos, this year's event is set to scale up in every sense. With expanded workshops, curated talks and a host of new entertainment zones, attendees can expect a full day of insight, connection and inspiration.

“We’ve always focused on making the expo a useful and enjoyable experience,” says unLTD director Phil Turner. “This year, we’re doubling down on that –creating more things to do, more opportunities to connect and ensuring visitors are engaged from start to finish.”

Exhibitors will benefit from face-to-face access to hundreds of

potential customers, collaborators and decision-makers from across South Yorkshire. With over 60,000 businesses in the region, the Expo is the perfect place to showcase your products and services – or discover what others have to offer.

And for attendees, it’s completely free to visit. Alongside the exhibition stands, there’ll be expert-led workshops, insightful panel sessions and plenty of extras designed to keep energy high throughout the day. The popular speed networking is back too – free for unLTD Business Club members, with a small charge for non-members.

As ever, spaces are limited and stands are booking up fast. Exhibitor slots are allocated on a first-come, first-served basis – so early booking is strongly advised to avoid missing out.

So, whether you’re a start-up, SME or established brand, this is an unmatched platform to raise your profile, meet new contacts and be part of something that celebrates and champions the region’s thriving business scene.

IN A NUTSHELL:

Date: Wednesday 14 October 2026

Venue: Magna

Time: 9.30am – 3pm

Entry: Free to attend

WHAT’S ON:

• Over 75 local exhibitors

• Expert talks and practical workshops

• Speed networking sessions

• New entertainment zones

• A full day of insight, ideas and connections

WHY EXHIBIT?

• Get your brand in front of key decisionmakers

• Showcase your products and services

• Make meaningful business connections

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COLE BROTHERS REVIVAL MOVES FORWARD

The developers behind the regeneration of Park Hill have been given the green light to transform Sheffield’s former John Lewis building into a mixed-use destination.

Developers Urban Splash have this month secured planning approval for the iconic department store site in the heart of the city. According to an online update, plans will see the lower floors transformed into ‘vibrant leisure, entertainment, food, drink and retail space’, while the upper levels become ‘highquality, flexible workspace’.

The proposal also includes a rooftop terrace, with the existing plant room repurposed as ‘a

DID YOU KNOW?

restaurant or bar with an external terrace’, accessible from ground level via the building’s main lift core. Urban Splash say they are now talking to businesses looking to secure their future in the space. This isn’t their first rodeo, though. Urban Splash are primarily known for their multi-phase regeneration of Park Hill, which is still ongoing, as they continue to build a modern neighbourhood around the brutalist icon consisting of residential

Coles Corner got its name from the original Cole Brothers store on the corner of Fargate and Church Street – but it also became known as one of Sheffield’s most romantic meeting spots. For decades, couples would arrange to meet there, whether for a first date or a tenth.

The famous location later inspired Richard Hawley’s fourth studio album, Coles Corner, which became his first UK Top 40 record.

WHAT THEY SAID

“[Last year was] all about bringing the people of Sheffield back into an iconic space and showing what’s possible when we combine culture, creativity and community

RACHEL THOMAS, HEAD OF BRAND AT URBAN SPLASH

apartments, businesses and student accommodation.

The story of Cole Brothers began in 1847 when brothers John and Thomas Cole opened a silk and hosiery shop on Fargate. The business quickly expanded to become one of Sheffield’s most prominent retailers, with its original site at Fargate and Church Street becoming the famous meeting spot known as Coles Corner.

In 1963, the store moved to its modernist building at Barker’s Pool, designed by architects Yorke Rosenberg Mardall. It operated there for decades before being rebranded as John Lewis in 2002.

The department store closed in 2021, leaving the landmark building empty in the city centre. In 2023, regeneration company Urban Splash was selected to redevelop the site. The building was also granted Grade II listed status, recognising its architectural significance and protecting it from demolition.

SEE IT BE IT: SHEFFIELD’S MODEL FOR THE FUTURE

WORKFORCE

See It Be It in Sheffield has been highlighted as a national exemplar and is now being rolled out across other parts of the country. Recently, the Sheffield team delivered a spotlight session for senior leaders from the Gatsby Foundation and Business in the Community.

When the visitors arrived in Sheffield, they expected a well-organised visit. What they experienced instead was a powerful reminder of what happens when a business community unites behind the future of its young people.

The day began with employers from a range of businesses, including AESSEAL, Aviva, China Red and Bravand, stepping into classrooms at Newfield and Hinde House schools. Mock interviews quickly transformed into moments of real connection. One student captured it perfectly:

“It felt like a real interview, but they actually wanted to help me do better… Events like this help me feel confident that I can talk to employers and achieve.”

The purpose of the visit was to witness change in action. Cheryl Plant, who heads up the See It Be It in Sheffield campaign, said: “The day wasn’t just an opportunity to showcase our partnerships with purpose; it was a chance to do what we do best –help young people develop their understanding and confidence in their career journeys.”

For the visitors, the impact was immediate. Gatsby representatives described the experience as “inspiring and thought provoking… You could see that ‘making it meaningful’ ran through the activities.”

With 638 business volunteers already contributing more than 2,000 hours to the programme, See It Be It in Sheffield has demonstrated what’s possible when employers don’t simply wait for talent — they help grow it.

As the model scales to other areas across the UK, South Yorkshire businesses have a unique opportunity to shape the future workforce, one meaningful encounter at a time.

If you would like to volunteer, email seeitbeit@ sheffield.gov.uk.

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BY STEVE BROWN, MD, FLUIDONE BUSINESS IT - SHEFFIELD

GAIN MORE VALUE FROM THE LICENCES YOU ALREADY OWN

For many SMBs, Microsoft 365 has become the backbone of day-to-day work. Email, collaboration, file storage, security and remote working all sit within the same environment.

However, most Microsoft environments do not start with a clear long-term plan. They tend to evolve gradually as the business grows.

Licences are added as new employees join. Different plans are introduced to suit different roles. Additional tools are layered on to support security, collaboration or compliance requirements. Each decision makes sense at the time. Over the years, though, the result is often a Microsoft environment that works perfectly well but has rarely been reviewed as a whole.

The question is not value – it is alignment

Microsoft 365 is widely recognised as a valuable platform. For most

organisations, the challenge is not whether the tools are useful. The more important question is whether current licensing still reflects how the business operates today.

Roles evolve, teams adopt new ways of working and security expectations increase. At the same time, Microsoft regularly introduces new capabilities within existing plans.

Over time, licensing can simply fall out of step with reality.

What licence reviews often uncover

When SMB Microsoft environments are reviewed, a few common patterns tend to appear.

Organisations may be paying for licences that no longer match certain roles. In other cases, users already have access to valuable features but are unaware they are included in their plan.

It is also common to see overlapping licences or addons that were introduced for

specific needs but remain in place long after those needs have changed.

None of these situations are unusual. They are simply the natural result of technology environments growing organically over time.

A growing focus on affordable productivity

Across the SMB market, businesses are under increasing pressure to manage technology spending while improving efficiency.

Affordable productivity is not about removing tools that teams rely on. Instead, it focuses on getting more value from what is already in place and reducing complexity that adds little benefit.

In many cases, reviewing Microsoft 365 licensing is one of the most practical ways to achieve this.

A practical exercise worth revisiting

A licence review often reveals simple improvements. It can highlight unnecessary

spending, identify features that are already available and ensure users have the tools best suited to their roles.

Many organisations have not revisited their licensing for several years. Taking the time to review it can provide useful clarity and uncover opportunities to improve productivity without increasing cost.

For most businesses, it is simply sensible housekeeping that helps ensure their Microsoft environment continues to support the way they work today.

For more information on reviewing and optimising your Microsoft 365 setup, scan the QR code to get in touch with the FluidOne team.

The Inside Track: Victoria Clarke Brown

REAL INSIGHTS FROM THOSE WHO MAKE THINGS HAPPEN

She never planned to become an accountant. But more than 30 years on, Victoria Clarke Brown has built a career across global manufacturing, boardrooms and civic leadership – and is now on course to become Master Cutler. For the latest Inside Track interview, Russ and Victoria spoke about accidental beginnings, Sheffield’s business community and why leaders should spend time at the coalface. Interview: Russ Thompson

VICTORIA CLARKE BROWN

Victoria Clarke Brown didn’t set out to work in finance. In fact, the career she has built over the past three decades – spanning global manufacturing, acquisitions, private equity exits and a number of civic roles – began almost entirely by chance.

“My degree is in geology and geography,” she says. “So I suppose you’d say I’m an accidental accountant.”

After graduating from the University of Birmingham, she assumed the next step would arrive quickly. Instead, she spent a year pulling pints at her local pub while working out what to do next.

“I genuinely thought there’d be a queue of employers waiting for me at the end of my degree,” she says. “Unfortunately that wasn’t the case.”

It turned out to be a valuable year. The work was demanding, but it also taught her something she still relies on today.

“I loved it. It was great for people skills. It was hard work though – split shifts are not fun.”

The change in direction came thanks to one of the regulars, who offered her a role in data analysis at Group 4 Court Services (later G4S). The work quickly proved manageable, and within weeks she was completing most of her tasks by midweek. Because she was based at head office,

she found herself surrounded by senior leadership, including the finance director. Conversations began, first casually and then more regularly, and before long she was helping him with project work for the rest of the week.

A few months later he asked a question that would change the course of her career.

“Would you like to be an accountant?”

Her answer, she admits, was instinctive.

“As only a 21-year-old can say – ‘God, no.’”

But when the offer included funded training, it suddenly became a much more attractive proposition. Victoria chose to study CIMA, knowing she wanted to remain in industry rather than move into practice. From that moment on, things started to fall into place.

“I never looked back.”

In the early years of her career she moved between roles to gain experience across different parts of the business before securing her first post-qualified role at engineering firm AES. She stayed there for nine years, working with leaders who left a lasting impression.

“I loved it,” she says. “I worked with some amazing people. It’s a fantastic company.”

But after nearly a decade she began

I KNOW WHAT MY STRENGTHS ARE – SO I SURROUND MYSELF WITH PEOPLE WHO ARE STRONG WHERE I’M NOT.”

to feel ready for something new. Large organisations can sometimes offer stability at the expense of progression.

“Once you’re in, you’re in,” she says. “Progression wasn’t as quick as I needed it to be.”

Her next move was to multinational ingredients group Kerry, which offered a much larger global environment and the chance to broaden her experience. By that point she had already developed a particular skill set around acquisitions. During her time at AES she had worked on the purchase of around a dozen subsidiaries, and that experience began to define her role.

Working within a major multinational also made her realise something important about how she prefers to operate.

“What that taught me was that being a small cog in a massive multinational doesn’t suit my personality at all.”

When the company’s head office relocation threatened to take her to Ireland, she made a decision that would shape the rest of her career. Sheffield, she realised, was where she wanted to be.

Returning to South Yorkshire, Victoria stepped into her first finance director role. It was a baptism of fire. Within three months the company was navigating a management buyout, an experience that immediately tested her commercial and leadership skills.

She remained there for six years, helping guide the business through two of the most disruptive events modern companies have faced: Brexit and the Covid-19 pandemic. During the early months of Covid, much of the workforce had been furloughed, leaving a very small leadership team to keep the organisation running.

“It was basically me and our HR director managing the business,” she explains. “I was focused on protecting cash flow and protecting the supply chain.”

When the immediate crisis eventually passed, she found herself reflecting on what came next. Looking at the company’s long-term plans, she realised she had reached a natural point of transition.

“We were looking at the five-year plan and I realised I’d learned everything I could there.”

It wasn’t an easy decision. She was also a shareholder, which made walking away more significant. But she chose to take several months out to think carefully about the next phase of her career.

The Inside Track: Victoria Clarke Brown

That reflection led her to Custom Solar, a fast-growing renewable energy business in Chesterfield where she joined as employee number 10. It was a very different environment from the large corporates she had worked in before, and one she immediately enjoyed.

Her role included refinancing the company to support its growth. As the business expanded, acquisition offers soon followed, and the company was eventually sold to Mitie. Victoria had already made it clear that she would move on once the transaction was completed.

“I didn’t want to go back into a large corporation where I’d be running a small subsidiary.”

Her next role took her to Special Melted Products, where she was brought in by private equity investors to prepare the business for sale. It was an intense period of work, but one that ultimately delivered results.

“It was hard work,” she reflects. “But we knuckled down and got everything in place.”

The company was later sold to a Taiwanese group at a significant multiplier.

Today she is finance director at Sheffield sportswear brand Kitlocker,

SHEFFIELD’S A GOOD PLACE TO DO BUSINESS. IF I EVER HAVE A PROBLEM I NEED HELP WITH, THERE ARE ALWAYS PEOPLE I CAN CALL WHO WILL GIVE REALLY GOOD ADVICE.”

a move driven less by strategy than by culture.

“I moved there because of the people. Mike and Tom, who own the business, are phenomenal. They really care about their team.”

Alongside her executive roles, Victoria has developed a wide portfolio of civic and non-executive positions. She is an ambassador for the Institute of Directors, independent chair of the HLM Architects Employee Ownership Trust, a trustee of the South Yorkshire Community Foundation and a Guardian of the Sheffield Assay Office. She also recently joined the board of IntelliAM, a Sheffieldbased digital manufacturing company working with global industrial clients.

“I wear a lot of hats,” she admits with a smile. “But I love each of them because they all bring something different.”

Much of that activity reflects her deep connection to the city itself.

“Sheffield’s a good place to do business,” she says. “If I ever have a problem I need help with, there are always people I can call who will give really good advice.”

One of the people who had a significant influence on her was the late

The Inside Track: Victoria Clarke Brown

Julie Kenny CBE, the widely respected South Yorkshire business leader who championed women in industry.

“Julie was an amazing woman – an absolute powerhouse,” Victoria says.

Julie was instrumental in encouraging the creation of Women of the Cutlers’, a network designed to support women working across manufacturing and business in the region.

The group now includes more than 80 members and provides a supportive space for women across the region to connect and share advice.

Victoria herself is also part of the leadership structure of the Company of Cutlers in Hallamshire. Currently serving as Junior Warden, she is progressing towards becoming Master Cutler – subject to election – in 2027. For someone who grew up in Stocksbridge, the role carries deep personal meaning.

“My dad worked at Stocksbridge steelworks all his life,” she says. “Steel is in my blood.”

To represent the region’s manufacturing heritage, she says, would be a tremendous privilege.

“To be the voice of manufacturing for the region would be a huge honour.”

Leadership, in her view, starts with understanding your own strengths and limitations. Rather than trying to master every aspect of a business, she prefers to build teams that complement each other.

“I know what my strengths are and what my weaknesses are – so I surround myself with people who are strong where I’m not.”

That philosophy also shapes the boards she sits on. The strongest organisations, she believes, are those where different perspectives are actively encouraged rather than suppressed.

Transparency is equally important when organisations are facing change.

“If people understand why change is

WHAT IS INSIDE TRACK?

In an age of curated success and quiet comparison, Inside Track is about flipping the script. These conversations focus on honesty over hype, and people who turn setbacks into stepping stones. The aim is simple – to source inspiration, not envy.

To find out more about Russ’s work and how you can join the conversation, visit director-on-demand.co.uk

happening and where you’re heading, they’re much more comfortable with it. You have to take people on the journey.”

Victoria is optimistic about the future of business, particularly when she looks at the generation now entering the workforce.

“They’re far more accepting of different lifestyles and different mindsets – and they’re much more willing to question the balance between work and life.”

For Victoria, leadership now also means making the path easier for those who follow.

“I hope I can make other people’s journeys a bit easier than mine was,” she says. “That’s part of leadership when you get to this stage.”

Before we finish, I ask the same question I ask everyone in this series: if she could introduce one rule that every leader had to follow, what would it be?

“Every leader has to spend a week a year at the coalface of their business to really understand what they are asking of their team” is the quick response.

It’s a simple idea. But it says a great deal about how Victoria approaches leadership – practical, grounded and always focused on people.

READY TO ROAR

Head up the escalators at Moor Walk and, on your right, you’ll spot what looks like a nondescript, vacated industrial unit. But peer through the window and a very different scene unfolds. Inside, some of South Yorkshire’s best-known artists are bringing an eclectic pride of big cat sculptures to life – a sneak peek at the Pride of Yorkshire, a public art trail that will see 150 lions installed across the region this summer to raise money for Sheffield Children’s Hospital Charity.

WORDS: JOSEPH FOOD PHOTOGRAPHY: MARC BARKER

Beyond the spectacle of brightly painted lions dotted across the region, the project also carries a serious goal: raising £2.8 million for the charity. Previous sculpture trails – including the much-loved Herd of Sheffield and Bears of Sheffield – have already raised more than £1.4 million, and organisers hope Pride of Yorkshire will build on that success. At the end of the trail, the sculptures will be auctioned, giving businesses and collectors the opportunity to take home a unique piece of public art while helping fund world-class paediatric care and research at the hospital that turned 150 this year.

For Sheffield Children’s Hospital Charity, the sculpture trails have become a powerful way of connecting the hospital with the communities it serves.

“I think it captures people’s imagination because it’s something different,” says corporate partnerships officer Holly Newton-Steele. “That’s how we try and run as a charity. It’s not just about people donating money to us – we want to do something innovative where people get a bit of value for the money and everyone can get involved.”

That approach has helped turn the trails into genuine regional events. This year’s lions will be spread across Sheffield, Barnsley, Doncaster and Rotherham – a reflection of the hospital’s wider reach.

“A third of the children we see come from outside of Sheffield,” Holly explains. “So it’s really important to us that we’re in communities right across the region.”

Alongside the 150 large lions designed by professional artists, another 150 cub sculptures will be decorated by schools and community groups across the region. For many schools, it builds on a tradition started with previous trails and they will soon have a third for the collection.

Back inside the Moor workshop, that wider community effort is beginning to take shape as artists transform blank fibreglass forms into colourful centrepieces.

Sheffield’s Pete McKee is one of many household names involved in the project, contributing two sculptures of his own. Like many of the artists in the room, he relishes the creative challenge that comes with each new animal.

“The first challenge is what you’re going to do with the sculpture,” he says. “And how you can theme that – using the animal as the starting point or using the charity’s objectives. It’s that fine balance between creating a nice piece of art but also having a sympathetic message.”

One of McKee’s lions leans directly into that balance. The design ties into the British Transplant Games – which are coming to Sheffield this summer –and uses humour to highlight organ donation and transplant awareness. Drawing inspiration from the classic board game Operation, it features a playful twist on the familiar imagery.

His second sculpture takes a very different direction, leaning fully into the lighter side of the project. The lioness will be decorated with tattoo-style illustrations of plump domestic cats – a tongue-in-cheek nod to their shared ancestry with the mighty lion.

Elsewhere in the studio, Zoe Genders is working on a lion inspired by the compassion of NHS staff. Known for her bold, graphic style, she has adapted her approach slightly for the project. “It does have my usual colours and style,” she says, “but it’s a lot more child-friendly… lots of love hearts and cheerful things.”

The design aims to reflect the warmth and positivity that families encounter when they pass through the hospital.

For street artist Bubba 2000, the process has been deliberately playful and intuitive. Much of his work evolves as he responds to the surface provided rather than following a plan.

“You’re feeding the inner child,” he says. “You’re trying to keep that inner child going.” Bubba's sculpture also incorporates hidden details designed to reward closer inspection, turning the finished piece into something of a visual treasure hunt.

Lisa O’Hara has taken inspiration from Sheffield’s sporting heritage, producing a design themed around snooker – a nod to the city’s global reputation as the home of the World Championship. Her initial proposal leaned heavily into psychedelic music imagery before evolving into something more focused on the game itself.

“I did an application and it was

quite busy and psychedelic,” she explains. “Then they said: could you focus it more towards snooker?” The result retains her colourful, energetic style while celebrating one of the city’s most recognisable exports.

For many of the artists involved, the shared workshop space has been an unexpected highlight.

Creatives are often used to working alone, so the opportunity to create alongside others – even briefly –has brought a new dynamic to the process. McKee notes that seeing how others tackle their work can be inspiring: “You can be on your own little island at times, so it’s interesting and reassuring that you can see fellow artists and see how they approach things.”

Zoe Genders agrees, describing the experience as a welcome break from solitary practice. “You spend probably 90% of the time in your studio, so it’s really nice to be around other people and have that sense of community.” As they work, conversations drift easily between technique and storytelling while

Meetings @ Kenwood Hall

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We are located one mile away from Sheffield City Centre and close to all major transport links with complimentary on-site parking

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COVER: PRIDE OF

IT’S REALLY ALL ABOUT SHOWCASING THE INCREDIBLE BUSINESSES AND THE INCREDIBLE ARTISTS THAT THE REGION HAS TO OFFER.”

comparing progress and swapping ideas.

For Bubba, the atmosphere even echoes his art school days. “It’s like being back at Norton College in the 90s,” he laughs, pointing to the sociable environment that has developed. “Everyone’s super supportive of everyone else.”

That sense of collaboration is something Holly believes will resonate with the public once the trail officially launches on 12 June. The workshop itself has already become a small attraction, with curious passers-by stopping to peer through the windows as the sculptures gradually take shape.

“It’s really vibrant and colourful,” she says. “The artists are always smiling and chatting – it’s just really lovely seeing it come to life.”

If the earlier trails are anything to go by, the finished sculptures will quickly become part of South Yorkshire’s landscape – appearing in family photos, social feeds and weekend itineraries as people set out with trail maps in hand.

For McKee, that sense of discovery is at the heart of the project’s appeal. “To be able to create a trail of these beautifully decorated animals and families can go around discovering them together… each one’s a new experience,” he says. “It’s something that’s a little out of the ordinary and perfect for summer holidays.”

Bubba believes those moments can leave a lasting impression, particularly for younger visitors encountering art outside a gallery setting. “It’s hopefully something

that will stick with them,” he says. “They’ll remember going out trying to find them all. Public art is for everyone, no snobbery involved. That’s really important to me.”

By the time the Pride of Yorkshire lions appear across South Yorkshire this summer, they will represent far more than public sculptures. They will be markers of creativity, community and generosity – each one carrying a story from the artist who created it, the business that supported it and the charity it ultimately helps.

As Holly puts it: “It’s something fun that people can do for free during the summer holidays, and it’s all about showcasing the incredible businesses and artists that the region has to offer at the same time.”

For more information, head to prideofyorkshire.org.

INTERESTED IN SPONSORING A LION? SCAN THE QR CODE

DATES FOR THE DIARY 31 MARCH

Painting finishes 7 MAY

Sponsor preview event bringing all sculptures together for the first time 7 JUNE

Sculptures installed across South Yorkshire

EARLY JUNE

Official Pride of Yorkshire launch JUNE – SEPTEMBER

13-week sculpture trail across Sheffield, Barnsley, Rotherham and Doncaster is up and running

EARLY OCTOBER

Farewell event at Meadowhall MID OCTOBER

Charity auction of the sculptures in Sheffield

day delegate packages:

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Room Hire

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Stationery box & notepads with pens

Still water and sweets for the tables.

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Chef selected lunch

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A two course buffet to include selection of sandwiches, salads, chips and mezze starters, with a dessert option

A three course buffet to include a selection of mezze starters, salads, hot dishes and desserts

THIS MONTH WE TALK TO FRAZER HABERSHON, MANAGING DIRECTOR OF FRAZER’S COFFEE ROASTERS

IF YOU WANT THRIVING COMMUNITIES WITH GOOD CAFÉS, PUBS AND PLACES PEOPLE ACTUALLY WANT TO SPEND TIME, THE SYSTEM HAS TO SUPPORT THAT.”

Running an independent hospitality business has never been easy, especially in the current climate. But for Frazer Habershon, founder of Sheffield’s Frazer’s Coffee Roasters, the closure of his second venue was not the result of falling demand, poor planning or a lack of local support. Instead, he says, it came down to a system of business rates that left them facing an impossible financial shock.

“It takes a lot to really wind me up,” he tells unLTD. “I’m generally a glass-half-full kind of person. The journey is the fun bit in hospitality – there are always going to be challenges.”

Yet the situation that ultimately forced the venue to close still leaves him deeply frustrated – not only for his own business, but for the wider hospitality sector.

Their Ecclesfield site opened as a natural next step for the growing Sheffield coffee brand. With the city centre caferoastery and manufacturing side of the business performing well, Frazer began looking for a second retail location that wouldn’t conflict with places he already supplied with coffee. A vacant unit in north Sheffield was the perfect fit.

The building itself – a former bank – offered an interesting opportunity. With multiple windows across the frontage, he realised the layout could be adapted into a drive-thru concept. After a full refurbishment and a structured training programme for a newly recruited local team, they opened with ten staff and strong early momentum.

“The response was fantastic and trade was really positive. Everything was going swimmingly.”

At the time of opening, the property had a rateable value of around £15,000 – a figure the business had accounted for when planning the site. However, while reviewing the details of the valuation, Frazer noticed something that did not quite add up. Parts of the building included in the assessment – including the old bank vault – were spaces the business simply could not use.

Seeking clarity rather than confrontation, he eventually submitted a request to the Valuation Office Agency (VOA) for the property to be reassessed.

“We were only using about half of the internal space,” he

explains. “You can’t put people in a vault. The idea was simply to make sure the property was being charged correctly.”

Inspectors visited the site, measured the building, took photographs, and the process appeared quite routine. There was a confidence the reassessment would result in a small reduction in the rateable value.

Instead, several months later, he received an email informing him that the valuation had been increased dramatically – to £49,250 – and that the change would be backdated to when the business first moved into the premises.

“There was no explanation, just an email saying the rateable value had gone up and it was being backdated.”

Because local authorities collect business rates based on VOA valuations, Sheffield City Council was required to pursue payment based on the revised figure. The backdating meant the drivethru suddenly faced a bill of around £27,000 that needed to be paid within two months.

“If you don’t pay it, it goes to court and a bailiff order follows,” he explains. “That’s just how the system works. The council has to collect it.”

An appeal process was launched immediately, supported by local councillors, the area’s MP and the building’s landlord. But the system requires businesses to pay the disputed amount while the challenge is ongoing – something that placed the business under immediate financial pressure.

By that point, the site had been trading successfully for around ten months. Yet the sudden financial demand left Frazer facing a decision that many independent operators will recognise: whether to continue fighting a costly battle, or cut losses and protect the wider business.

In December, he made the difficult decision to begin closing the site.

“You’ve got staff who have put blood, sweat and tears into the business every day,” he says, clearly still emotionally affected by the ordeal. “And it’s not because trade isn’t there. It’s because something lands out of nowhere and suddenly the numbers don’t work.”

The closure also brought wider financial implications. The business had signed a five-year lease, invested heavily in renovating the property and fitted it out specifically for the drive-thru concept.

“The hardest part is the knock-on effect. You’ve got the lease, the investment in the building, the equipment. There’s a lot tied up in making something like that work.”

Despite the setback, the core business and original site remains strong. The roastery continues to supply cafés across the region and the brand retains a loyal following.

“We’re not going anywhere,” he assures. “We’re a functioning business. We employ people, we pay our taxes and we’ve always had incredible support from Sheffield.”

His frustration lies less with local authorities –

which he says have been supportive throughout – and more with the structure of the national business rates system. Because valuations can be reassessed and backdated by up to three years, businesses can suddenly face liabilities they never anticipated when planning their operations.

“If you’re running a business properly, you forecast everything. Rent, wages, overheads –you build your plan around those numbers. Then someone can come along and say actually it’s three times that, and you’ve got two months to find the money.”

For him, one relatively simple safeguard could help prevent similar situations happening elsewhere. If rateable values increase beyond a certain threshold – for example 15% – he believes there should be an automatic internal review before the change is enforced.

“The damage it can do to a business is huge. There should be a trigger point where someone double-checks that decision before it lands.”

More broadly, Frazer worries about the long-term impact on high streets and local communities. Hospitality businesses, he argues,

IF PEOPLE WANT THRIVING HIGH STREETS, THEY NEED TO RAISE ISSUES WITH THEIR MPS. WITHOUT POLICY CHANGE, MORE INDEPENDENTS WILL DISAPPEAR.”

provide far more than just food and drink. They create employment, bring people into town centres and help shape the character of neighbourhoods.

“If you want communities with good cafés, pubs and places people actually want to spend time, the system has to support that,” he argues.

And while supporting local businesses will always matter, Frazer believes the conversation now needs to move beyond simply encouraging people to spend money.

“This isn’t a call for people to come and buy a coffee. That’s never been the problem. Sheffield has always supported us.”

Instead, he believes meaningful change will only come through pressure at a national level.

“If people want thriving high streets, they need to raise these issues with their MPs. Without significant policy change, more independents will disappear – and that won’t be because people didn’t care. It’ll be because the system made it impossible.”

Highlighting the vision, adaptability and grit behind South Yorkshire’s longeststanding success stories.

CLEAN N BRIGHT

For more than three decades, Wayne and Lisa Barlow have built a reputation in Doncaster for tackling jobs many businesses would rather avoid. Through their company, Clean N Bright, the couple have grown from a small window cleaning operation into a specialist commercial and biohazard cleaning firm dealing with everything from hoarder properties to trauma scenes and drug dens

It is not glamorous work. At times, it can be emotionally demanding and physically challenging. But it is also work that requires discretion, trust and resilience – qualities that have helped the business remain strong in a changing industry.

From those early days, things grew organically. While carrying out window cleaning for commercial clients, customers began asking if Wayne could help with other tasks.

“When you were doing the window cleaning, then occasionally on the commercial work, people used to start asking for, can you find an office cleaner? So we took on a couple of services and that’s how the office cleaning started really – it was just generally people asking,” Lisa tells unLTD.

At the time, she was working part-time in the NHS while supporting the business behind the scenes. As demand increased, the couple began to realise there was an opportunity to build something more substantial. Commercial cleaning, however, is a crowded marketplace, so they began looking for ways to stand out.

“We really just thought we needed a unique selling point,” Lisa says. “A lot of companies offern commercial cleaning, so we were looking for a niche.”

That moment of inspiration arrived unexpectedly during a family holiday in Wales, where the couple met someone running a

crime scene cleaning academy.

“I remember thinking, I reckon I can do that,” Wayne says. “And when we realised nobody around Doncaster was really doing it, we thought we’d give it a go and see what happens.”

After completing specialist training, Wayne began taking on trauma and biohazard cleaning jobs – a niche area that requires not only technical knowledge but also a strong stomach and a calm mindset.

“You can’t think about it as what it actually is,” he explains. “You look

at it and think – there’s something there, I need to clean it and make it safe. Then you move on to the next bit.”

“It’s not for everybody,” Lisa adds. “But someone has to do it and it’s an important service. Some people would really struggle, but Wayne just gets on with it.”

The work can involve anything from hazardous waste to deeply sensitive situations following deaths or serious incidents.

“It can cover anything from bodily waste to sewerage waste to pigeon guano,” Lisa explains.

“We’ve also done asbestos training now so the team can manoeuvre that safely as well.”

Today, Clean N Bright employs more than 20 staff and operates across two main areas: commercial cleaning contracts and a specialist operations team that handles trauma, hoarder and hazardous cleaning jobs.

Much of the specialist work comes through housing associations and local authorities, although sometimes the calls come directly from families facing difficult circumstances.

One case in particular has stayed with Wayne.

“There was a man who’d passed away at home,” he recalls. “His mum rang us and she was obviously very upset. We cleaned everything up but she still couldn’t go into the flat for a good while afterwards. I said, take your time – we’ll walk round together. She rang later to thank me for that.”

Moments like that reinforce the importance of the service they provide.

“You can’t make a situation like that easy,” he says. “But you can take at least some of the trauma away.”

Not every job involves trauma, but many still present complex human situations. Hoarder cleans, for example, are often tied to mental health issues and can require careful handling.

“We did one recently where the fridge freezer hadn’t been plugged in for years,” Wayne says. “You can imagine the smell. But the householder still didn’t want it throwing away – she said she’d clean it. Trying to explain that it wasn’t safe anymore was really difficult, but you’ve got to be patient and professional.”

The work can also occasionally involve unexpected risks. Clean N Bright appeared in a Channel 4 documentary about crime scene cleaning after agreeing to film a drug den clearance.

“We had to film most of it ourselves,” Wayne explains. “Channel 4 only came for one day and we had cameras on us the rest of the time.”

He explains how things nearly escalated when someone mistook the team for police.

“A guy came charging at us

because we were in white suits and he thought we were the police. When he realised we weren’t, he completely changed and started apologising.”

For Wayne, situations like that are handled with calm conversation rather than confrontation.

“If you meet people like that, you just talk to them like a normal person. You’re not there to judge them – you’re just there to do your job.”

Despite the unusual jobs, the majority of the company’s work remains traditional commercial cleaning. Like many in the industry, however, the Barlows have faced rising costs and increasing competition in recent years.

“Cleaning still gets looked at as a low-level service sometimes,” Wayne says. “But during Covid

cleaners were classed as essential workers. Places wouldn’t open without them.”

He adds that operating a responsible business – with proper wages, pensions and training –can make pricing difficult when competing with self-employed operators.

“We’re all for people having a better living standard,” he says. “But when you’re competing against someone who doesn’t have to pay holiday pay or pensions, it can be tough.”

As with many industries, rising supply costs have had an impact.

“We had a contract where we didn’t realise how much the price of toilet paper had gone up,” Wayne says. “By the time we looked at it properly we were actually losing money on the job.”

Despite the challenges, the couple believe their longevity comes down to a straightforward philosophy.

“We’re friendly and approachable,” Wayne says. “We’re not here to rip people off – we’re here to give a service and build relationships with clients and staff.”

Looking ahead, their focus is on ensuring the business can continue to grow beyond them.

“We’d like to leave something well established within the community,” Lisa says. “A business that people respect – something that lasts.”

clean-n-bright.co

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what our customers say

Simoda have been brilliant for us. They’re not like the usual IT support companies - really approachable, easy to talk to, and their support is never a hassle to use. Everything just feels smoother with them. Would happily recommend to anyone.” “

THE SUIT WORKS

Sheffield charity The Suit Works is helping people step into employment with confidence. Director Faye Mellors shares how the organisation is changing lives across the region

Could you tell us a bit about The Suit Works and what you do?

The Suit Works is a Sheffield-based charity that provides smartwear for unemployed individuals who are attending interviews or have secured a new job role. We are ‘more than a suit’, and our service goes beyond clothing provision. We believe that everyone has the potential to make a great first impression, regardless of their socioeconomic circumstances, disadvantage or challenges in their past.

We provide confidencebuilding sessions and practical support to enable our clients to feel valued, capable and ready to take their next step. A lack of suitable clothing and a dip in confidence can be a huge barrier to employment. Our unique service ensures we are giving people the greatest opportunity for success.

What originally drew you to the organisation?

Making a positive social impact has been a consistent thread throughout my career. When I met the founder, Vanda Kewley, seven years ago, I immediately felt a strong connection to what she had created and knew I wanted to be part of it. The idea of using fashion as a tool to help people rebuild confidence and access employment really resonated with me.

With a background in fashion, governance and the charity sector, the role felt like a natural fit. It brought together my professional

experience and my personal motivation to support people facing barriers to work.

The Suit Works goes beyond providing clothing – it offers confidence and dignity at a pivotal moment in someone’s life. How do you measure the impact of that support?

We go far beyond providing clothing. Referrers and supporters who visit our HQ are often pleasantly surprised by the space we have created. It is bright and welcoming, which instantly helps our clients relax. We do not want to be seen as another ‘service’ that people simply access and tick off a list.

When someone is referred to us, we want them to see our online presence and our reviews and feel positive about taking that step. It is also important to say that we do not dictate what someone has to wear. We get to know their personalities and show them how they can be themselves in a professional environment. We adapt their style to ensure it is appropriate for the interview ahead, and that is where confidence ultimately comes from.

We measure our impact in a variety of ways. One obvious measure is how many people are successful at their job interviews. Around 68% of our clients are successful at their first interview after visiting us, which is a fantastic statistic.

However, we also look at improvements in confidence.

If someone is not successful at their first interview, does that make them a failure? Absolutely not. We look at the impact that growing confidence levels have. Some clients go on to succeed at another interview, pursue further education or training, or decide to take on a volunteer role to build their experience. All of these outcomes are signs that our clients are gaining confidence and moving closer to financial independence.

What changes do you typically see in clients between walking through the door and leaving for their interview?

This is our favourite part. When clients arrive, they can often be unsure about what to expect, or unaware of how impactful their appointment with us will be. Many arrive with low confidence or a sense of doubt about whether the service can benefit them.

After a cup of tea, an hour with us in our styling rooms and the chance to see themselves in a different light, we often see a change in confidence levels. Sometimes we even notice a difference in how they walk and communicate with us compared with when they first arrived.

Exploring the ideas reshaping society for the better – and meeting the South Yorkshire innovators leading the charge.

We recently received feedback from a client who had been on a long personal journey over several years. Even though she had secured an interview, she still was not sure how to navigate this new world or whether she was ready. The feedback she left was: “You turned me from a something to a somebody.” That really captures what we are about.

Have you noticed any shifts in demand over the past few years, particularly in light of the cost-ofliving crisis?

Yes, absolutely. Over the past four years we have seen a 25% increase

in referrals year on year. While we are not a frontline service, we are part of the infrastructure that helps rebuild lives and supports individuals towards renewed financial independence.

We see people from a wide variety of backgrounds. No two clients are the same. Since the cost-of-living crisis, we have seen an even more diverse client base. We are extremely grateful to play a small part in helping people rebuild their lives.

How can local businesses in Sheffield and the wider South Yorkshire region get involved in a meaningful way?

WE ARE PART OF THE INFRASTRUCTURE THAT HELPS REBUILD LIVES AND SUPPORTS INDIVIDUALS TOWARDS RENEWED

Local businesses across Sheffield and the wider region can make a powerful difference to the people we support. Many already get involved by running clothing drives, donating high-quality workwear or organising team volunteering days, and these contributions are incredibly valuable.

However, to continue operating and grow our impact, financial support and corporate sponsorship are absolutely vital. Like many charities, our day-to-day running costs – from premises and staffing to outreach and service delivery –

are largely met through donations and partnerships. When local businesses support The Suit Works, they are not only supporting a charity. They are helping people across the region move into work, build confidence and achieve longterm independence. Meaningful involvement can take many forms, but sustainable funding is what enables us to be there for the people who need us most.

Looking ahead, what would success for The Suit Works look like five years from now?

Success for The Suit Works would mean continuing to thrive and reaching every individual who could benefit from our service. I have always said I never want to hear the words: “I wish TSW was still around – wasn’t that a great service?”

To make sure that never happens, we must continue responding to the needs of our clients while adapting to a changing world. And in five years’ time, we may well have revisited our expansion plans – watch this space.

thesuitworks.co.uk

GREEN SHIELD GROUP

ADAM ELDER GREEN SHIELD GROUP

WHY GLOBAL CONFLICT SHOULD PROMPT SOUTH YORKSHIRE BUSINESSES TO RETHINK ENERGY

At first glance, conflict in the Middle East might feel a long way from the day-to-day reality of running a business in South Yorkshire.

Whether you’re running a manufacturing site in Rotherham, managing a logistics operation in Doncaster or operating a hospitality venue in Sheffield, geopolitics probably isn’t top of your weekly agenda. And with the UK not directly reliant on Iranian oil or gas imports, it’s easy to assume events in the region won’t affect us here.

In reality, the global energy market works very differently.

Energy prices aren’t determined purely by where fuel comes from. They’re shaped by global supply, market expectations and risk perception. So when tensions rise in one of the world’s most important energy corridors, the effects can be felt quickly across international markets –including here in the UK.

The Middle East remains a crucial hub for global energy supply. A significant proportion of the world’s oil and liquefied natural gas (LNG) exports pass through the Strait of Hormuz, a narrow shipping corridor that carries around 20% of global oil shipments.

When security concerns increase in this area, even the risk of disruption can trigger price volatility. Tanker traffic may slow, insurance costs rise and traders react by pushing benchmark prices upward.

Because UK energy markets are linked to global pricing benchmarks, these movements inevitably influence the cost of energy contracts for British businesses.

Gas prices are particularly

important. In the UK electricity market, gas-fired power stations set the marginal price of electricity. When wholesale gas prices rise, electricity prices follow.

For many South Yorkshire businesses – especially those in manufacturing, food production and other energyintensive sectors – that can translate into significant cost pressure.

Rising oil prices can also push up diesel and petrol costs, affecting logistics, delivery operations and supply chains. Those increases often ripple through the wider economy as suppliers adjust their pricing to reflect higher transport and production costs.

We saw how disruptive energy volatility could be during the past few years, when many businesses faced dramatic increases at contract renewal. Unfortunately,

geopolitical tensions have the potential to create similar instability again.

While businesses can’t control world events, they can control how exposed they are to them.

That’s where renewable energy is increasingly becoming part of a sensible business strategy, not just an environmental one.

On-site generation such as solar panels can reduce reliance on grid electricity and provide a degree of protection from sudden wholesale price swings. Longer-term renewable supply agreements can also help businesses lock in more predictable pricing.

Across South Yorkshire, many commercial buildings – particularly warehouses, manufacturing facilities and large retail units – have significant roof space that can be used for solar generation.

Combined with modern energy management systems and battery storage, this can deliver both cost savings and greater energy resilience.

Even for businesses not ready to invest immediately, reviewing energy strategy early is essential. If contracts are due to expire within the next year, planning ahead allows companies to explore procurement options, compare suppliers and consider efficiency improvements.

Global events will always influence energy markets. But businesses that plan ahead, reduce demand and explore renewable solutions will be far better placed to manage the uncertainty that comes with them.

At February’s unLTD Business Breakfast held at Grimm & Co, the latest episode of our regular podcast tackled one of the most important – and often daunting – questions any owner will face: how and when to exit a business.

Hosted by James Marriott, the panel brought together a group with first-hand experience of different exit routes. Lisa Pogson, MD of Rotherham-based mechanical services firm Airmaster, shared the journey to becoming an Employee Ownership Trust (EOT). Andy Holliday reflected on selling Sheffield company FindAUniversity to a Norwegian competitor. Finance director and EOT chair Victoria Clarke Brown discussed the pros and cons of several models, while Hannah Welch of Baxendale Employee Ownership offered a strategic adviser’s perspective.

Across the conversation, several themes emerged –from preparation and culture to leadership succession and the realities of life after a sale.

THERE IS NO SINGLE ‘RIGHT’ EXIT

One of the clearest messages from the panel was that exit strategy is rarely one-sizefits-all.

Victoria Clarke Brown, who has experienced trade sales, private equity, management buyouts and employee ownership, summed it up succinctly: “It’s very much horses for courses.”

Each route brings its own advantages and trade-offs.

A trade sale may offer the quickest exit, but founders should expect ongoing commitments. “Prepare for that,” she said. “Be comfortable with the amount that’s on the table in the first instance, because there will be a portion that’s earned out.”

In other words, founders may only receive part of the agreed value immediately, with further payments dependent on hitting performance targets.

Employee ownership, meanwhile, offers a very different dynamic – one centred on continuity and culture. But that also comes with its own challenges, including giving up control and accepting that the payout typically happens over a longer period.

CULTURE MATTERS MORE THAN YOU THINK

For businesses considering employee ownership in particular, culture is critical.

Victoria noted that EOTs work best in organisations where transparency and engagement already exist. Employees must understand not only the concept of ownership but also their responsibility as stakeholders.

“You need to have open and honest communication

so that you can really explain that to them,” she said.

Even then, the message can take time to land. In one business she worked with, some employees only fully grasped the benefits years later when the company was sold.

The panel also discussed a common misconception – that employee ownership means simply dividing profits between staff. Instead, Victoria explained how employees must learn to think like owners.

“You are now the company, so let’s talk about what’s best for the company.”

Once that mindset takes hold, the results can be powerful. Employees often generate ideas that improve efficiency, strengthen customer relationships or boost profitability.

PREPARATION STARTS LONG BEFORE THE SALE

Another recurring theme was the importance of getting the fundamentals right well before any exit discussions begin.

For Andy Holliday, whose company FindAUniversity was sold after two decades of growth, preparation came in the form of clean financials, simple structures and strong internal systems.

“Keep it really simple, keep

it easy to understand,” he advised. “Prepare more in advance than you think you need.”

That includes accurate accounts, organised contracts and a clear business structure. Potential buyers will scrutinise everything during due diligence – often looking for reasons to reduce the valuation.

The benefit of this housekeeping extends beyond an exit. It also makes fundraising easier, as lenders and investors gain confidence when they see well-managed systems and clear records.

PROTECTING PEOPLE DURING THE PROCESS

Selling a business inevitably raises concerns among staff, customers and partners. Managing communication therefore becomes a delicate balancing act.

Lisa Pogson described how Airmaster navigated this during its transition to employee ownership. Discussions took place privately among shareholders and advisers before staff were informed.

“If people around –especially staff – know that you’re thinking of selling, everybody starts panicking,” she explained.

Yet once the transition was confirmed, transparency became essential. Airmaster held an all-staff meeting to explain the move to employee ownership and answer questions about what it meant for the team.

The outcome has been largely positive. Employees have been encouraged to identify efficiencies and improvements across the business – even small gains that collectively boost performance.

LEADERSHIP SUCCESSION IS THE CRITICAL FACTOR

From an adviser’s viewpoint, Hannah Welch highlighted one factor that can make or break an employee ownership transition –leadership succession.

An EOT may allow founders to step back gradually, but the longterm success of the model depends on the next generation of leaders.

“If you haven’t got a senior team that have got the aptitude and the desire to want to be the future directors of the business,” she warned, “your exit becomes much harder.”

Developing and incentivising that leadership pipeline is therefore essential. Without it, founders risk reaching the end of their earn-out period only to find the business is not ready to move forward independently.

TREAT YOUR BUSINESS LIKE A HOUSE FOR SALE

When asked for one piece of advice for founders considering an exit, Lisa offered a simple but effective analogy.

“Just treat your business as a house. Make the house look as good as you can. If you’re selling your house, that’s what you do.”

From tidy finances to strong teams and a healthy culture, the goal is to ensure that anyone walking through the door – whether a buyer, investor or employee trust – can immediately see the value.

As the panel discussion made clear, exit strategies can take many forms. But the principles behind a successful transition remain consistent: prepare early, understand your objectives and build a business that can thrive long after its founder steps away.

THIS IS AN EDITED VERSION OF THE UNLTD BUSINESS PODCAST INTERVIEW. SCAN THE QR CODE TO LISTEN IN FULL. ARE YOU A ROTHERHAM-BASED BUSINESS INTERESTED IN EOT OWNERSHIP? CONTACT IZZY ANDREWES ON IZZY.ANDREWES@ ROTHERHAM.GOV.UK

KEEPING UP WITH THE BANNER JONESES

JAKE COY

Periodically, we hear stories from the people providing legal services at 145-year-old, South Yorkshire-based law firm, Banner Jones. Most recently, we spoke to Jake Coy, Probate Executive, about falling into law, finding home in Sheffield and why helping bereaved families still drives him every single day.

What does your role involve?

I specialise in probate – the management of estates when someone passes away, and I’ve been in private client for 10 years. “Private Client” is the term we give to matters involving Wills, Lasting Powers of Attorney, Trusts and Probate.

I completely fell into law. When I was at college, I wanted to go into film and media. I’m a creative person. I love doing creative things. At the time I was working front of house in a pub and I loved the interaction with people. I had this big dream that I’d own a pub one day. I managed a couple and they were successful, but I got fed up with the late hours and not having much of a social life.

My mum worked at a law firm in Somerset and said there was a job going in the business recovery department. That was my inroad into law.

From there I moved into private client as a paralegal supporting the trusts and tax team, then began working more in wills and probate. I got a real taste for it and I loved it. Eventually I moved into an estate administration role with a large financial services group. I just fell in love with the work.

You’re with families for around a year, sometimes longer. You really get to know them. They’re bereaved and often don’t know where to turn. Being able to guide them through that process is incredibly rewarding.

You don’t have a traditional law degree. Has that ever felt like a barrier?

People do assume you need to be a qualified solicitor to do this type of work but there are many recognised pathways to becoming a legal advisor I feel as though I was given a lucky break earlier in my career. People saw something in me beyond qualifications. I’m like a sponge – I soak everything up. That’s how I’ve built my knowledge

base.

I have started the STEP qualification – the Society of Trust and Estate Practitioners. It’s considered the pinnacle for private client lawyers and it’s globally recognised. I have completed the certificate level and plan to pick it back up soon.

You’re open about being autistic. How does that shape the way you work?

I’ve never seen it as a barrier. If anything, it helps. Probate can be very number heavy – accounts, tax reporting, estate calculations – and numbers just click for me. It’s like a little superpower and It probably even gives me a level of confidence I might not otherwise have.

How did moving to Sheffield – and joining Banner Jones – impact your confidence?

When I first moved north, I worked elsewhere and my confidence took a hit.

Joining Banner Jones rebuilt my passion completely. From the interview I knew it was right. It felt like a conversation, not an interrogation. I accepted the job without even knowing the salary. I just knew it was where I was meant to be.

Now I’m mentoring my own paralegal, who’s just starting out in her career. I’m proud that I can guide her in the way others guided me. Without people taking time to teach me, I wouldn’t be where I am.

I’m also proud of how my role has expanded. I don’t just do probate now. I handle wills, powers of attorney, Court of Protection matters and trust work. I’m proud of my resilience and my willingness to keep learning.

What keeps you passionate about probate after all this time?

Every single day I help someone. It might be a colleague, it might be a client, but I’m impacting someone’s life in a positive way.

Families come in at one of the

hardest points in their lives. They’re overwhelmed by deadlines, paperwork and legal processes. Then they leave feeling supported, sometimes even smiling, because they know they’re not facing it alone.

A client said to me recently they’d been so worried about how everything would be managed. After our meeting, they said, “This is going to be easy.”

That’s the biggest compliment.

How did Sheffield become home?

I was born and bred in Taunton. I’d never lived anywhere else Then I met Marcus – he’s from Doncaster – and we’d always planned that, long term, we’d move up to Sheffield. When the time came, we packed up and did it.

It was the best thing I ever did.

When you come up the M1, see the Sheffield signs and come down the Parkway, it feels like the arms of the city are wrapping around you. Everyone says it’s the world’s biggest village, and it really is. I’ve made some of the best friends of my life here.

It feels more like home than anywhere I’ve lived.

What’s next along that path – in work and in life?

Marcus and I are just enjoying life as it is. We’d love to adopt one day, but only when the time is right.

Career-wise, I want to keep progressing. I’ll likely continue with STEP and potentially explore qualifying as a solicitor through the newer experience-based routes. I am lucky that Banner Jones actively supports it’s staff through ongoing training and encourages them to pursue professional qualifications, helping them reach their full potential.

Right now, I’m happy. I get to do work that matters, in a city that feels like home, surrounded by people I’ve chosen as family. That’s not a bad place to be.

bannerjones.co.uk

POWERED BY SIMODA

As the GB3 season approaches, Simoda is proud to once again partner with Sheffieldborn racing talent Rowan Campbell Pilling for the 2026 season with Xcel Motorsport, competing across Europe.

At Simoda, we believe performance comes from the intelligent use of technology, precision in execution and the ability to accelerate at the right moments. Whether in elite motorsport or modern business, success depends on simplifying complexity, modernising foundations and using data, AI and automation to move faster with confidence.

That belief sits at the heart of our continued partnership with Rowan and underpins the launch of Rowan Campbell Pilling: Powered by Simoda as we enter another year of transformation alongside our customers and partners.

Our partnership with Rowan began in 2025 during his British F4 campaign. It quickly became clear that his strengths extend beyond raw speed. Rowan is composed under pressure, analytical and relentlessly focused on improvement – qualities we consistently see in high-performing teams and organisations.

These behaviours mirror the mindset we value at Simoda and encourage in the businesses we support. High performance isn’t accidental; it’s built on clarity, insight and confident decision-making in fast-moving environments.

As Rowan prepares for his debut season in GB3, we’re proud to continue supporting him under the Powered by Simoda initiative.

Rowan said: “I'm really excited to be working with Simoda as we step up from British F4 to the UK’s GB3 Championship.

“Like last year, it’s amazing to have the support of the city and the Yorkshire region with me on this incredible journey. I look forward to making each of my partners

PARTNERING

WITH ROWAN HAS BEEN A NO BRAINER. HE’S SHARP, DETERMINED AND NOT AFRAID TO TAKE CALCULATED RISKS – THE SAME MINDSET WE BRING TO HELPING ORGANISATIONS TRANSFORM THROUGH IT AND TECHNOLOGY” DANIEL BUMBY

proud, on and off the track, as the season gets underway.”

The partnership has grown into more than sponsorship. It’s a shared journey rooted in performance and mindset – and the belief that when complexity is removed and technology is applied intelligently, acceleration follows.

Rowan represents the very best of Sheffield: talent, humility and determination. Supporting someone from our local community is something we’re proud of – but geography alone has never driven this partnership.

As Simoda Managing Director Daniel Bumby explains: “Partnering with Rowan has been a no brainer. He’s sharp, determined and not afraid to take calculated risks – the same mindset we bring to helping organisations transform through IT and technology. We’re proud to

back a local lad with serious talent for the second year running.”

The launch of Powered by Simoda reflects our commitment to helping organisations navigate rapid technological change by simplifying complexity, modernising IT environments and accelerating outcomes through data-driven insight and automation.

Elite motorsport mirrors this perfectly. Performance on track depends on clean data, precision engineering and the ability to interpret information and act in real time. The same is increasingly true for successful organisations.

Our Commercial Director, Kate Hill, captures this alignment clearly: “This partnership reflects exactly what Simoda stands for. With the launch of Powered by Simoda, we’re focused on accelerating

business outcomes through technology, data and AI. The parallels with elite motorsport are undeniable – success is driven by precision, insight and the ability to make the right decisions at speed.”

GB3 represents a major step forward for Rowan. Faster cars, tougher competition and more demanding circuits will test both performance and resilience while creating new opportunities to excel.

Throughout the season we’ll share updates and behind-the-scenes insights that bring people closer to the journey on and off the track. We’re proud to be part of Rowan’s next chapter and excited to see where the season takes him.

TO LEARN MORE ABOUT ROWAN CAMPBELL PILLING: POWERED BY SIMODA

full supply and install of a new high efficiency Mitsubishi Hybrid system which targets the client’s energy efficiency-conscious operations, and further reduces their impact on global warming

“The installation of the first-floor hybrid system was completed with the utmost professionalism, integrity and care. The support from Airmaster in the office was outstanding, along with the support the engineers showed, which was brilliant! I have had grateful feedback from those within the office saying how they can tell the difference with the new system.” Billie Clark Facilities Maintenance & Project Co-ordinator AESSEAL

IN THE FRAME

For over 30 years, Sheffield-based double glazing company Global Windows has been at the forefront of the industry in our region. But rather than just tell you about the quality of their workmanship, we’ve asked Managing Director Liam Hulme to talk us through a recent project in Sheffield, alongside some great shots of the installation.

This installation took place in Hollinsend, where the homeowners were looking to open up the back of the property and bring more natural light into their living space.

We installed a four-pane aluminium sliding patio door on Ridgeway Road, finished in dark metallic silver (RAL 9007). Aluminium systems are becoming increasingly popular with homeowners thanks to their clean, contemporary look and impressive strength, which allows for slimmer frames and larger expanses of glass.

In this case, the system features a 77mm interlock — the vertical section where the doors meet when closed. A slimmer interlock means narrower sightlines, which maximises the glazed area and allows more light to flood into the room.

The doors are also fitted with a stainless steel bar handle, giving the whole installation a modern, high-end feel while remaining practical and durable for everyday use.

The finished result is a bright, open connection between the home and garden, with the dark metallic silver frame adding a subtle architectural edge to the rear of the property.

It’s a great example of how the right glazing system can completely transform a space — improving both the look of a home and the way it’s used day to day.

Why not visit our showroom and have a chat with us about how we could help you.

CLICKS MEET BRICKS:

Giorgio Cassella, Managing Director at Evoluted, explains that the future of retail isn’t online or offline. It’s both.

Let’s be honest: the high street has been having a rough time of it.

And despite it being at odds with running an ecommerce marketing agency, I don’t subscribe to the idea that physical retail is dead. We’re just not giving people a reason to care about it.

When we talk about the future of retail, we’re not talking about infrastructure, warehousing or who can ship fastest. We’re talking about experiences. Inspiration. Discovery.

The parts of retail that make people feel something.

The retailers who will thrive over the coming years are those who stop thinking in terms of comparison to the frictionless purchasing of online retail and start thinking about why people used to enjoy walking into them in the first place.

Some of the best retail experiences in the world don’t feel like shops at all. Think about brands like Nike or IKEA. You go to explore, to try, to learn, to imagine. Purchasing almost comes secondary.

What if more stores became showrooms and demo spaces first? What

if they hosted workshops, community events and product masterclasses that positioned them as experts rather than salespeople? What if “brand theatre” wasn’t reserved for big activations or temporary pop-ups but was happening on your doorstep?

The more I talk with retailers and customers, the more I believe in-store experience should be about discovery and immersion in a way that a website product grid never could.

In turn, ecommerce should complement the experience and do what it does best: remove barriers.

Buy in-store, deliver to home. Trial products instore, purchase online later. Scan a product on your phone and access detailed buying guides, reviews and comparison tools. Let people move between physical and digital touchpoints without even noticing the transition, treating online and offline as one seamless ecosystem with different functions in buyers journeys.

Because technology in retail shouldn’t feel like a gimmick. It should create better experiences.

We’re starting to see

some brilliant examples of this. Take brands like Wren Kitchens, where customers can step into immersive environments through VR and visualise exactly how their new kitchen will look and feel before committing. Or car dealerships empowering customers to explore models, finishes and configurations in first-person that might not be physically available to show due to all the different permutations.

None of this is flashy tech just for the sake of it – it removes uncertainty for customers to make more confident decisions in what they’re buying – and the tech to support these grand visions has

GIORGIO CASSELLA MANAGING DIRECTOR, EVOLUTED

never been more accessible. When used properly, connected technology can turn physical retail into something ecommerce can’t replicate: immersive, sensory, and memorable.

For retail businesses reading this the key question isn’t “Should we invest in digital?” It’s not even “Are we adapting quickly enough?”

Retail is evolving. Attention spans are shorter. Expectations are higher.

But at the core, every purchase made by every single one of us all starts with a little bit of discovery and inspiration. And I think we need to be asking ourselves how we bring that spark back.

At Evoluted, we work with ambitious businesses across Sheffield and beyond who recognise that digital isn’t a bolt-on marketing channel; it’s an essential component for business growth. Whether it’s bespoke ecommerce platforms, digital transformation projects or performancedriven marketing campaigns, our role is to help businesses think bigger and execute faster.

Saving our high streets doesn’t happen by fighting against online retail. It happens through connecting the two together. And for the businesses willing to embrace that shift, the opportunity is enormous.

Anna Maher explains the key trends shaping hiring in 2026 and what businesses need to do to attract and retain the best talent.

The recruitment landscape is evolving rapidly. At Anna Maher Recruitment, we work closely with businesses and candidates across the region, giving us a front-row seat to the shifts shaping hiring in 2026.

Employers are navigating changing candidate expectations, rapid advances in AI technology and a renewed focus on retention, culture and long-term workforce planning. The result is a hiring market that looks very different from even a few years ago.

Here are six key recruitment trends businesses should be aware of this year.

SKILLS-BASED HIRING IS GAINING MOMENTUM

One of the most significant changes in recruitment is the shift away from rigid job descriptions and towards skills-based hiring.

Employers are increasingly looking beyond qualifications or traditional job titles and focusing on the capabilities candidates can bring to a role. This reflects the growing need for adaptable employees who can evolve alongside the business.

Instead of simply matching CVs to job descriptions, hiring managers are prioritising:

• Transferable skills

• Adaptability

• Problem-solving ability

• Cultural contribution

This approach expands talent pools and allows businesses to hire people with long-term potential rather than only short-term experience.

Key takeaway: Successful recruitment strategies now require deeper conversations with candidates and a stronger focus on assessing capability, not just CV alignment.

CANDIDATE EXPERIENCE IS NOW A

BUSINESS PRIORITY

In a competitive hiring market, candidate experience has become a critical differentiator.

Today’s job seekers have more access to opportunities than ever before, with roles appearing directly in their inbox or via platforms such as Indeed, Reed and Totaljobs. Yet despite this abundance of opportunities, many candidates still report frustrations with slow processes, poor communication and disorganised interview schedules.

Increasingly, candidates expect recruitment to feel like a partnership rather than a one-sided process.

That means employers should prioritise:

• Clear communication throughout the process

• Faster decision-making

• Transparency around salary and progression

• A respectful and professional experience

Businesses that fail to deliver this risk losing strong candidates to more responsive employers.

Key takeaway:

The recruitment journey often reflects company culture. How organisations communicate with candidates matters just as much as how candidates present themselves.

AI IS SUPPORTING RECRUITERS –NOT REPLACING THEM

Artificial intelligence continues to shape many areas of business, and recruitment is no exception. However, the most effective use of AI in hiring is augmentation rather than automation. Recruiters are increasingly using AIpowered tools to support areas such as:

• Initial candidate sourcing

• Screening support

• Job advert optimisation

• Market insights and salary benchmarking

These tools can streamline processes and help identify suitable candidates more efficiently. However, successful placements still rely heavily on the human elements of recruitment.

Building trust, understanding motivations and assessing cultural fit remain areas where experience and intuition matter.

At Anna Maher Recruitment, technology is viewed as a valuable tool –but people remain at the centre of every successful placement.

Key takeaway:

The recruiters who will thrive in 2026 are those who combine efficient technology with meaningful human connection.

FLEXIBILITY REMAINS A MAJOR DRIVER FOR TALENT

Flexible working first accelerated during the pandemic, but in 2026 it has become a core expectation for many candidates. Today’s professionals are evaluating opportunities not only by salary and role responsibilities, but by how well a position fits into their wider lives. Candidates increasingly prioritise:

• Work-life balance

• Hybrid working options

• Location flexibility

• Support for wellbeing

• Accommodation of caring responsibilities

While traditional working models still suit some organisations, businesses offering no flexibility often find it harder to attract high-quality candidates.

Employers reviewing job descriptions or role structures may benefit from considering where flexibility can be realistically introduced.

Key takeaway:

Flexibility has become one of the strongest differentiators in employer branding.

RECRUITMENT IS BECOMING MORE RETENTION-FOCUSED

Another important shift is the move

towards retention-focused hiring. Rather than prioritising speed alone, many organisations are thinking more carefully about long-term fit. Both employers and employees are increasingly interested in stability, development and meaningful career progression.

Hiring managers are asking more strategic questions, including:

• Will this person grow with the business?

• How does this role contribute to longterm company goals?

• Are we hiring for culture as well as capability?

Recruiters are playing a larger role in supporting these conversations, helping businesses shape roles that support sustainable growth rather than shortterm fixes.

Key takeaway:

The best recruitment outcomes happen when hiring decisions align with longterm business strategy.

EMPLOYER BRANDING IS MORE INFLUENTIAL THAN EVER

Candidates today research employers more thoroughly than at any point before. Company reputation, workplace

culture and leadership visibility can all influence whether someone chooses to apply for a role.

A strong employer brand often includes:

• Authentic company values

• Visible and engaged leadership

• Employee stories and testimonials

• A clear employee value proposition

For many businesses, recruitment success now starts long before a job advert is written.

THE ORGANISATIONS THAT SUCCEED WILL BE THOSE THAT APPROACH HIRING STRATEGICALLY”

Recruiters are increasingly supporting clients not only with hiring but also with positioning their organisation as an attractive place to work.

Key takeaway:

Recruitment success begins well before the hiring process starts.

IN A NUTSHELL

Across all of these trends, one theme stands out: recruitment is becoming more relationship-driven.

The organisations that succeed will be those that approach hiring strategically – focusing on skills, culture and longterm growth while delivering a positive experience for candidates.

In 2026, recruitment is increasingly:

• Skills-focused

• Candidate-centred

• Technology-supported

• Values-driven

• Built on long-term partnerships

At Anna Maher Recruitment, we remain committed to helping businesses and candidates navigate this evolving landscape with insight, integrity and a personalised approach.

To find out more, contact the team on 07715 454545 or visit www.amrl.co.uk

Five reasons workplace events are moving beyond alcohol-based socialising – and why that matters for modern businesses

By Nathan Angus, Wildfire Agency

From creative workshops and team challenges to wellbeing-focused activities, employers are recognising that traditional drinks-based socials do not work for everyone.

Instead, many organisations are designing experiences that encourage collaboration, learning and genuine connection. The shift reflects wider changes in workplace culture, including greater awareness of wellbeing and inclusivity, as well as evolving expectations about what people want from their working lives.

This shift is prompting businesses to rethink how workplace events are designed. Here are some thoughts on why ‘post-workies’ are giving way to something more purposeful.

1. INCLUSIVITY MATTERS MORE THAN EVER

Right now, around 15% to 20% of the global population is neurodivergent. In practical terms, if you are hosting a 500-person conference, roughly 100 people in that room may process sensory information, social interaction and physical environments very differently from neurotypical colleagues.

Recent industry research suggests that 85% of neurodivergent individuals actively avoid events because of sensory overload or anxiety. At the same time, only around 15% feel comfortable asking organisers for support.

For businesses, that raises an important question. When planning an event, do you want to risk alienating a significant proportion of attendees?

If only a small number of people feel able to ask for help, many others may simply choose not to attend or may leave with a negative experience. That is why organisers increasingly need to strike the right balance, ensuring events work for a wide range of participants rather than catering only for the loudest voices or long-standing traditions.

2. WELLBEING IS NOW CENTRAL TO WORKPLACE CULTURE

Employee wellbeing has moved from a desirable benefit to a core expectation.

Research suggests that 75% of Gen Z workers now prioritise mental health support when choosing an employer. At the same time, many younger professionals describe this period of their careers as a time for growth and development.

That mindset is shaping expectations around workplace events. Many employees are less interested in drinking with senior colleagues and more interested in learning from them. They want opportunities for career development, networking and personal growth.

As a result, the value of an event is no longer measured by how much is spent behind the bar. Instead, organisations are focusing on what participants gain from attending. Health, wellbeing and a more holistic approach to workplace culture are increasingly viewed as essential rather than optional.

3. YOUNGER WORKFORCES EXPECT DIFFERENT EXPERIENCES

If your idea of team building is still an open bar at 5pm, you may not be building a team at all. You may simply be hosting a liability.

Workplace culture is undergoing a shift in what might be called its social currency. For many Gen X employees and older millennials, the pub acted as a “third space” where colleagues could relax and connect. For Gen Z, however, the issue is not letting their guard down. It is avoiding burnout.

Gen Z is not being difficult when they skip the pub. Many are simply being protective of their wellbeing. Around 70% say mental health support is a deciding factor when choosing an employer. They have also grown up during a period defined by major disruption, including the pandemic, climate concerns and economic uncertainty. As a result, many are less interested in escaping problems and more interested in addressing them.

At Wildfire, we are seeing 2026 emerge as the year of the sober social. Organisations are experimenting with formats that focus on psychological safety rather than physical stamina. That might include sensory-guided workshops, collaborative strategy sessions or wellbeingfocused retreats.

4. HYBRID WORKING HAS INCREASED THE VALUE OF MEANINGFUL IN-PERSON TIME

Businesses that thrive in the coming decade will treat their offices less like holding pens and more like spaces for shared experiences. When people come together, the time needs to matter.

Tasks can easily be managed through digital tools such as Slack or Teams. What technology cannot easily replicate is the sense of connection that comes from shared experiences.

Culture develops through trust, psychological safety and collective moments that people remember. Meaningful in-person interaction helps prevent remote teams from drifting into isolation.

Research reflects this. Around 88% of professionals say in-person events are essential for building lasting business relationships. Meanwhile, 91% say they would be more willing to attend gatherings that offer meaningful experiences and purposeful activities.

The commercial impact is also significant. Companies with highly engaged teams are around 21% more profitable, while organisations with strong cultures can see retention rates rise by as much as 40%.

5. IN AN AI-DRIVEN WORKPLACE, HUMAN CONNECTION BECOMES MORE VALUABLE

In an AI-driven world, human connection is not a soft skill. It is a competitive advantage.

Research from Workday in 2025 found that 82% of employees believe the need for human connection will intensify as AI becomes more widely used. However, only 65% of leaders share that view.

Deloitte’s 2026 research also found that high-performing teams are actually more likely to adopt AI tools. The difference is that their real strength lies in how people work together. Members of these teams are more than twice as likely to feel trusted and respected by colleagues.

In practice, they use AI to handle routine tasks so that people can focus on collaboration, creativity and trust.

Public attitudes reflect this balance. A recent Ipsos study found that 59% of people do not see AI as a viable substitute for genuine human interaction.

For businesses, the lesson is clear. Technology can streamline work, but it cannot replace human relationships.

If AI is used only to cut costs while employees remain isolated behind screens, organisations risk weakening their culture. Used well, however, it can free up time and resources to invest in meaningful, human-centred experiences.

And increasingly, those experiences are becoming the events that bring people together.

Interested in designing a corporate team-building event? Head to spreadlikewildfire.co.uk for more information.

CHARITY CITY CHANGEMAKERS RALLY BEHIND LIFE-SAVING CANCER TECH

Sheffield’s business community came together at The Mowbray for the latest Changemakers of Sheffield event, raising awareness and support for the see it. treat it. appeal for Weston Park Cancer Charity.

Held on 12 February, the event welcomed more than 170 business leaders, entrepreneurs and professionals from across the region for an evening of networking, inspiring talks and fundraising.

Delivered in partnership with Sheffield Business Runners and Walkers, the event celebrated individuals and organisations driving positive change across the city while supporting the campaign to bring advanced MRI-guided radiotherapy technology to Weston Park Hospital.

Guests heard from representatives of the see it. treat it. appeal, including Dr Kash Purohit, board chair, and Hannah Duraid, appeal board member, who outlined how the campaign aims to fund a state-of-the-art MRI simulator that will significantly improve cancer treatment planning and outcomes for patients. Dr Alice Dewdney, consultant clinical oncologist at Weston Park Hospital, explained how improved imaging technology allows clinicians to identify tumours more accurately, reduce treatment volumes and minimise side effects for patients undergoing radiotherapy.

The evening also highlighted the efforts of a team of local business leaders who shared tales from the mountain following a Kilimanjaro charity trek raising funds for the appeal. Members of the team include David Grey (trustee at Weston Park Cancer Charity), Martin and Jack from COOPS Group, Tom Janion (CEO of Trek Group), Justine Dignam (partner at Claritas Tax), Garry Colley (director at Sidcol),

Emma Conroy (partner at Inclusive Consulting), Paul Milligan (co-founder of OxyHealthcare) and Dr Emma Ferriman (consultant obstetrician and fetal medicine specialist). Together, the team has already raised more than £137,000 towards the appeal.

The evening also featured an inspiring talk from Ruta Lendraitiene, European and World Masters weightlifting champion and strength and mindset coach, who shared her story of resilience and rebuilding identity after adversity.

Guests also heard a moving story from Mick Allsop, patron of Weston Park Cancer Charity, and took part in a special Q&A with Sheffield United manager Chris Wilder, who reflected on leadership, resilience and the power of community.

Throughout the evening, attendees took part in

fundraising activities including a raffle, with prizes donated by several local businesses including Gravitate Accounting, Just Telecoms, The Great Escape, Game Show Allstars, FindAMasters and Anchor & Dash.

The event raised more than £3,000 on the night for the see it. treat it. Appeal, with further donations continuing to come in to support the introduction of next-generation radiotherapy technology that could transform cancer treatment in the region.

An event organiser said of the event:

“Changemakers of Sheffield brings together people who care deeply

about this city and the difference we can make together. The support in the room for the see it. treat it. Appeal was incredible.”

Attendees echoed the positive sentiment, describing the evening as “a fantastic networking and fundraising event for an important cause” and “a powerful reminder of what the Sheffield business community can achieve together”.

Many highlighted the event’s unique combination of purpose-driven networking, inspirational speakers and community impact.

Find out more about the see it. treat it. appeal at westonpark.org.uk

The Changemakers of Sheffield series aims to celebrate individuals and organisations making a meaningful difference in the city while supporting causes that improve lives across South Yorkshire.

SYGN

A SPOTLIGHT ON SKILLS STREET

Business leaders from across South Yorkshire gathered at Skills Street to see how innovative careers education can help deliver meaningful social value for young people and employers.

The event was organised by South Yorkshire’s Giving Network (SYGN), part of South Yorkshire’s Community Foundation, bringing together businesses committed to creating positive social impact across the region.

Hosted at the immersive Skills Street facility next to Gulliver’s Valley at Rother Valley, attendees explored how hands-on learning environments are helping tackle regional skills gaps while supporting companies to meet their own social value ambitions.

Since opening in 2025, more than 4,000 young people have taken part in sessions at the site. Students rotate through four themed zones – including aviation, healthcare, construction and leisure – gaining practical insight into a wide range of careers. skills-street.co.uk

ARCHER PROJECT LAUNCHES £2M APPEAL TO REBUILD CENTRE

Sheffield homelessness charity The Archer Project has launched a £2m appeal to rebuild its centre on Campo Lane.

Based at Sheffield Cathedral since 1990, the charity has supported thousands of individuals and assisted around 1,200 people in 2025 alone. Demand for its services has increased sharply, with the number of meals served rising from 13,607 in 2022 to 23,426 in 2025 – a 72% increase.

The current building, which suffered significant fire damage following an arson attack, is now considered unsuitable for the charity’s growing needs.

Joe Logan, chief operating officer at The Archer Project, said: “The quality of support The Archer Project delivers is not replicated by our facilities. The current building is not fit for purpose. This rebuild is not just about repairing physical damage – it is about creating a space that truly enhances the wellbeing of people experiencing homelessness.”

The appeal is aimed largely at Sheffield’s business community, with companies encouraged to contribute through financial donations or by providing materials, labour or expertise.

So far, over £400,000 has been pledged by local firms and grant-giving trusts.

The charity says the new centre will help it meet rising demand while strengthening the support it can offer in the years ahead.

I love bid writing for clients, but my favourite thing to do is helping social entrepreneurs set up a Community Interest Company (CIC).

It is incredibly rewarding. Their passion for the social issues they want to tackle is infectious, and seeing the excitement when their CIC is registered in a fundable way with HMRC is a real joy. Why do people set up a CIC?

• People choose to start a CIC for many different reasons:

• Many are passionate about a social issue that has affected them personally.

• Some recognise a vulnerable client group that cannot access support because of cost or accessibility barriers.

• Others simply want to give something back to their local community.

Whatever the motivation, getting established can feel confusing. There is often a huge amount of information online, which can quickly become overwhelming, and the process can be timeconsuming.

Once it is set up – what happens next?

There is still plenty to do. Directors may need to be recruited, organisations need to become bid-ready so they can apply for funding as soon as possible, and important foundations must be put in place. This includes policies and procedures, setting up the correct bank account, arranging insurance and addressing health and safety requirements. Risk assessments and clear project outlines are also essential but are often overlooked.

Supporting new CIC directors through this process means ensuring the organisation is compliant, legally established and ready to apply for funding.

It is always encouraging to see a director submit their first funding application, understand the financial structure of their organisation and develop a clear marketing strategy. Building a mix of funding options is often key to supporting long-term sustainability.

If you’d like support with bid writing, business planning or funding strategy, get in touch: Wendy Ward, Let’s Save Consultancy Services 0772 948 1010 / wendy@letssave.biz

SHINES

DR LAURA CARTWRIGHT ANCHOR & DASH

Tell us about your business – sell yourself!

Anchor & Dash is a Sheffield-based marketing advisory practice built around a simple idea: business growth works best when success is clearly defined, thoughtfully designed and then deliberately driven.

I’ve spent much of my career leading marketing inside growing businesses – building teams from the ground up, shaping strategy and helping organisations move from reactive marketing to something far more intentional. Over time, I noticed the same challenge appearing again and again: plenty of activity, but very little clarity around what was actually driving growth.

Anchor & Dash was created to change that.

I work mainly with founder-led and scaling businesses that want senior marketing leadership and a clear plan for growth. That might involve defining strategy, building the systems behind marketing – such as CRM and reporting – or guiding how marketing evolves as the business grows.

I’m supported by a specialist network of associates, and our focus remains consistent: thoughtful strategy, strong foundations and marketing that genuinely supports a business’s commercial goals.

What distinguishes your approach from the competition?

There are many talented agencies and specialists doing excellent work across different areas of marketing.

Where my approach differs slightly is that I tend to start with

the structure behind the marketing rather than the activity itself.

Before looking at campaigns or channels, I spend time understanding how the business actually grows –where demand comes from, how leads are managed and what senior leadership needs visibility of. From there we build the strategy and systems that allow marketing to be measured and managed properly.

Once those foundations are in place, the marketing itself tends to become far more effective because decisions are based on real insight rather than guesswork.

It’s a collaborative process that gives leadership teams greater clarity about where to focus their time and investment.

What is the key ethos underpinning what you do?

At its heart, the ethos is that marketing should be treated as part of a company’s infrastructure, not just a collection of activities.

When the strategy is clear and the right systems are in place – things like CRM structure, reporting and internal processes – marketing becomes much easier to manage and scale.

At the same time, I strongly believe marketing should still feel human and creative. Structure provides the foundation, but personality, storytelling and understanding your audience are what bring it to life.

The most effective marketing balances both: commercially

grounded but still engaging and creative.

A large part of my role is helping businesses step back from the noise, find that balance and build a marketing approach that genuinely supports long-term growth.

What are some common challenges you face in your line of work, and how do you address them?

Many businesses come to me after trying several different marketing approaches over the years.

They may have worked with agencies, freelancers or internal hires, often producing good work individually, but the overall picture has become fragmented. Leadership teams then find it difficult to see what’s really driving results and where to focus next.

The first step is usually bringing clarity to that landscape: understanding what exists, what’s working well and where the gaps are. From there we can shape a clear strategy and introduce the systems that give the business proper visibility over its marketing.

Once that structure is in place, decision-making becomes much easier and scalable growth tends to follow more naturally.

How can people get involved with what you do?

Most engagements begin with a conversation and an audit.

Businesses usually reach out when they feel their marketing needs more structure. Perhaps they are growing quickly, building a team or simply want clearer visibility of how marketing supports the wider business.

From there we explore what support would be most valuable –whether that’s strategic direction, building the systems behind marketing, training and developing teams, or guiding how marketing evolves as the company grows.

We work closely with a small number of businesses at a time, which keeps the work collaborative and hands-on.

anchoranddash.com

@anchoranddash

SYIP is a £3 million programme supporting organisations across the region to innovate and grow; develop new ideas, improve processes, access new markets, and launch new products.

You can access funding and support tailored to your organisation’s needs, and the stage you are at in your innovation journey:

DISCOVER DEPLOY DEVELOP

“I want to innovate, but I don’t know what’s out there”

“I know what I want and it’s available ‘off-the-shelf’”

“I know what I want, but there’s no solution on the market”

Experiment in the Digital Media Centre MakerLab and CreatorLab. Learn how to innovate at funded workshops.

Access funding to implement an innovative business solution.

Work with sector specialist academics to develop a bespoke innovative solution tailored to your unique needs. Find out more: shu.ac.uk/syip innovation@shu.ac.uk

A prime central location in the heart of Sheffield, Pennine Five is just minutes from the city’s best amenities and transport connections, and benefits from over 390 secure car parking spaces.

Comprising five distinctive blocks arranged around a unique central plaza, Pennine Five offers highly flexible accommodation ranging from 3,229 sq ft (300 sq m) to over 100,000 sq ft (9,290 sq m).

With flexible leases and versatile floor plates, Pennine Five is designed to adapt to your business. Speak to our team to find the right solution for you.

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