At just 26, Doménique Wissink is redefining what luxury travel looks like. As founder of Extra Ibiza, he has built a fast-growing, high-end travel company that goes far beyond villas and yachts—using psychological insight to curate deeply personalised experiences for discerning clients.

What started as a teenage side hustle has evolved into a business delivering 5,100% growth in just four years, all without external funding. Driven by instinct, creativity, and a refusal to follow the traditional path, Wissink represents a new generation of entrepreneur, one that blends lifestyle, data, and human connection to create something entirely different in the luxury travel space.

What do you currently do at Extra Ibiza?

At Extra Ibiza I focus on building and growing the ecosystem around the company while protecting it’s human and creative soul. On one side that means developing partnerships with yacht owners, villa owners and other asset partners so we can offer a strong portfolio of experiences that are curated and fit our clients desires. On the other side I spend a lot of time on strategy, marketing and brand development, making sure Extra keeps evolving as a platform for curated holidays and experiences in Ibiza and beyond.

A big part of my role is connecting the different pieces of the business. I work with partners, oversee new collaborations, guide the direction of the brand with the team and help shape the long term vision of the company. At the same time I stay close to the day to day reality of the business, whether that is developing new products, improving the sales process or expanding our network, and from time to time hopping back on a client request which still brings me the joy it did when we just started.

Ultimately my job is to keep pushing Extra forward, building the relationships, structure and ideas that allow the company to grow while continuing to work with our excellent team to create memorable experiences for the people who come to Ibiza.

What was the inspiration behind your business?

The inspiration came from a contrast I experienced while living in Switzerland. From the outside everything looked extremely polished and luxurious, but very often it felt a bit hollow. It made me realize that what is presented as luxury is sometimes just a facade. That experience pushed me to rethink what luxury actually means.

For me, real luxury is not about status or appearances. It is about time, curation and the people you share moments with. It is the ability to bring people together, create environments where they can disconnect from the noise and simply enjoy being present with the people they care about. In the end, no matter how successful someone becomes, we all sit around the same table playing Monopoly with family or friends. Those moments are the real luxury.

A big part of the inspiration also came from my girlfriend and partner, Jiel Dassen. Many of the ideas behind Extra grew from conversations between us about creating something of our own. We wanted to build a brand and a company that reflects the way we see the world and allows us to design the kind of life and experiences we believe in. Ibiza gave us the space to turn that vision into reality.

Who do you admire?

I’ve always admired people who build something with their bare hands and refuse to let go of it, no matter how hard it gets. The first people that come to mind are my grandparents. They were incredible business people who gave everything they had to what they were building. 

No shortcuts, no illusions, just work, risk and persistence. Hearing those stories growing up left a deep mark on how I think about business.

Beyond that, I’m drawn to people who step completely outside the box and follow their own path, even when it makes others uncomfortable. The people who change industries or create new ones rarely fit neatly into expectations. They tend to be a little stubborn, a ‘little’ rebellious and very convinced of their own vision.

Those kinds of people interest me far more than anyone who simply follows the script. The world moves forward because of the ones who ignore the script altogether. 

Looking back, is there anything you would have done differently?

Looking back, I would have invested earlier in the right people and in better structure around the team. When you build something from scratch you tend to focus on the idea, the deals and the growth, but the real strength of a company always comes down to the people and how well they are guided. Better onboarding, clearer management and stronger internal systems are things I would prioritize sooner if I could start again.

I would probably also listen more to my partner, Jiel. Having someone close to you who can challenge your thinking and bring a different perspective is incredibly valuable, especially when you are moving fast.

And on a more personal level, I would remind myself more often to be aware of the beautiful moments along the way. When you are building a company it’s easy to always look at the next step and forget to enjoy the journey itself. That said, I’m still only 26, so I like to think I still have plenty of time to make mistakes, learn from them and do things differently many more times.

What defines your way of doing business?

I tend to do business like a rocket. Fast, instinctive and always moving. I like connecting dots, meeting people, spotting opportunities and turning ideas into something real before most people have even finished talking about it.

I’ve never been very good at sitting still or waiting for the “perfect” moment. A lot of my approach is built around momentum. If there’s an opportunity, I’d rather move on it, learn along the way and adjust while flying.

At the core of it all is people. Almost everything in business comes down to relationships, trust and energy. The right conversation at the right moment can open doors you didn’t even know existed. My role is often just to keep that momentum going and keep connecting the right people, ideas and opportunities together.

What advice would you give to someone starting out?

Find the right partners. Business is rarely a solo journey (Even though we sometimes feel like it), and the people you build with will shape both the outcome and the experience along the way. Surround yourself with people who complement you, challenge you and genuinely enjoy building something together. It has to work both ways, be smart on who you work with and why!

Don’t be afraid to take risks either. Most people wait for certainty, but certainty almost never comes, and when it comes you can be certain it’s too late. If you believe in something, move on it, learn as you go and adjust along the way.

And keep some perspective. We’re literally floating on a rock through space, so the idea that everything has to be perfectly controlled is a bit of an illusion. Take things seriously, but not so seriously that you stop yourself from trying. The biggest regret for most people is usually not the things they did, but the things they never dared to do.

Read more:
Getting To Know You: Doménique Wissink, founder of Extra Ibiza

Stepping away from a long and successful career in Big Four and national accountancy firms is no small decision, yet that is exactly what Greg McNally did when he founded VITA.

Today, he leads one of the UK’s largest independent VAT and indirect tax advisory businesses, built on a simple but powerful principle: understanding clients first, then delivering real value. With more than two decades of experience, McNally has seen the profession evolve dramatically, and set out to challenge the status quo with a consultancy that prioritises relationships, authenticity, and commercially focused advice in an increasingly complex tax landscape.

McNally is Managing Partner and founder of VITA, a Glasgow-headquartered specialist firm of VAT and indirect tax advisors. With a combined 85+ years of experience across the team, VITA is now the largest independent VAT and indirect tax consultancy in Scotland and one of the largest in the UK.

Rather than focusing purely on compliance, VITA specialises in high-value advisory work, helping businesses navigate complex tax strategy, transactions, and commercial decision-making. The firm works closely with clients at the earliest possible stage of projects, ensuring tax is considered proactively rather than retrospectively.

That said, the team is equally adept at stepping in when challenges arise, whether that’s limited options late in a deal cycle or managing HMRC enquiries. Known for its pragmatic, commercially minded approach, VITA combines deep technical expertise with a problem-solving mindset to deliver clarity, confidence, and value.

What was the inspiration behind VITA?

I founded VITA in 2019 after a 20-year career with Big Four and a national accountancy firm, where I reached partner level.

Over that time, I saw the profession change significantly. Accountancy services have increasingly become commoditised, and in many cases, the depth of client relationships has diminished. Earlier in my career, accountants were often trusted advisers, people who genuinely understood their clients’ businesses and were part of their wider journey.

VITA was created in response to that shift. The goal was to build a firm that prioritises understanding—understanding our clients’ motivations, challenges, and ambitions—and then adding value through insight, not just process. That ethos still underpins everything we do today.

Who do you admire?

The clients I’ve worked with over the past 25 years.

Particularly those who’ve built something from nothin, who identified a gap in the market, challenged convention, and had the belief to bring their vision to life. I’ve always found their origin stories fascinating. There’s something incredibly powerful about that combination of resilience, creativity, and determination.

Looking back, is there anything you would have done differently?

No. Every mistake is a learning point, and I wouldn’t wish any of them away.

Life is a process of joining the dots, you can always look back and understand how you got to where you are. Looking forward is a different story. Plans rarely unfold exactly as expected, so the real skill lies in being agile, adapting quickly, and responding to what’s in front of you.

What defines your way of doing business?

Traditional values in a modern, fast-paced environment.

At its core, business is quite simple: listen to your clients, understand what they actually need, not what you want to sell them—and then deliver exactly what you promised, on time and on budget.

The challenge lies in scoping work properly and communicating clearly throughout the process. Don’t overpromise. Don’t overcommit. Be honest, be authentic, and do the right thing.

At VITA, we live by two mantras:
“Say what you do and do what you say” and “Do the right thing.”

What advice would you give to someone starting out?

You can’t learn experience—you have to live through it.

Early in my career, I focused heavily on learning—building knowledge, developing skills, and growing my network. That phase takes time, and there are no shortcuts. But the rewards come later.

Put the work in early, stay curious, and be patient. The return on that investment will follow.

Read more:
Getting To Know You: Greg McNally, managing partner, Vita

We sit down with James Doyle, Managing Director of Endeavour Group, a building safety consultancy and training provider supporting duty holders responsible for some of the UK’s most complex and high-risk buildings.

Based in the North West and operating nationally, Endeavour Group brings an evidence-led, engineering discipline to the built environment as regulatory scrutiny continues to increase.

With more than two decades of experience spanning offshore oil and gas, process safety and fire engineering, Doyle applies high-hazard industry methodologies to residential and commercial settings, helping organisations work through the requirements of the Building Safety Act with a clearer understanding of their responsibilities.

His team works with clients to strengthen building safety through intrusive assessments, safety case support and accredited training. As an approved ProQual training centre since 2018, the business delivers nationally recognised qualifications across fire safety, passive fire protection and health and safety, and is currently launching three new Fire Risk Assessment qualifications at Levels 3, 4 and 5.

Alongside its UK work, Endeavour has delivered UK-standard training internationally through remote delivery for several years. More recently, this has developed into direct conversations with overseas organisations, including engagement in Dubai, who are seeking to better understand how competence, evidence and decision making translate into live, occupied buildings.

In this interview, Doyle discusses the challenges duty holders face under the Building Safety Act, why evidential rigour matters, and the principles guiding decision making in a sector where the stakes are high.

What is the main problem you solve for your customers?

The single biggest issue our clients face is a lack of reliable information at a time when the expectations placed on duty holders have never been higher.

The Building Safety Act has transformed the regulatory landscape, yet many assessments across the UK are still carried out through visual surveys or templated reports that do not meet the level of evidence the legislation requires. That gap creates legal, financial and operational risk.

At Endeavour Group, our role is to give clients a clear picture. We carry out intrusive compartmentation surveys, fire risk assessments, building risk reviews, safety case reports, resident engagement support, remedial action planning and ongoing compliance management, all underpinned by photographic evidence, technical justification and structured reasoning. Every finding is linked back to fire strategy intent and the statutory definition of a relevant defect so there is no ambiguity about what the issue is or why it matters.

Through our partnership with Riskflag, we also support clients with a digital golden thread that organises their evidence, actions and decision making in an auditable way. When people work with us, they gain confidence and a route to compliance.

What made you start your business?

Endeavour Group began in 2018 after I moved from more than two decades working in offshore oil and gas, process safety and fire engineering. In high-hazard environments, assessment quality, intrusiveness and evidential strength are not optional. You learn very quickly that reassurance means nothing if it is not supported by facts.

When I stepped further into the built environment, I could see an increasing gap between what the legislation would ultimately demand and what was being delivered on the ground. Many reports were non-intrusive. Many conclusions were based on assumptions rather than evidence. Organisations responsible for buildings were making important decisions without the technical understanding to identify risk properly.

I created Endeavour because the sector needed a consultancy that applied engineering discipline, communicated clearly and delivered assessments that could stand up to legal and regulatory challenge. What began as a specialist consultancy has grown into a national capability supporting high-rise residential, supported living, student accommodation, retail, commercial, education and transport.

What are your brand values?

For us, competence, clarity and integrity are not marketing terms. They are the foundations of how we work.

Competence means having the technical depth to interpret fire strategy, identify relevant defects, challenge assumptions and build evidence that supports decisive action. Clarity means presenting findings in a way that duty holders, residents and regulators can understand without ambiguity. Integrity means reporting what the evidence shows rather than what people hope to hear.

These values guide how we approach every survey, every safety case and every piece of advice we give.

Do your values define your decision making process?

Yes, completely. We always ask ourselves: would this stand up to regulatory, legal or third-party scrutiny? If the answer is no, we refine it.

Through years of working with the regulator we understand their role in asking the ‘what if’ question, and we ensure that our reports comprehensively satisfy this requirement with appropriate mitigation. We test our findings and their failure modes adapted from offshore safety case methodology, which ensures every conclusion is traced back to justification.

The same standard applies to our training centre, where evidential discipline underpins everything we deliver.

Is team culture integral to your business?

It is essential. Our team is our strength.

The work we do spans high-rise residential, student living, supported living, care environments, commercial and educational settings. Each brings its own challenges, and our ability to deliver depends on a culture built on openness, technical curiosity and shared accountability.

That collaborative approach also supports our international conversations, where the emphasis is on sharing experience and understanding how similar challenges are managed in different operating environments.

In terms of your messaging, do you communicate clearly with your audience?

Clarity is central to everything we do. Building safety is technical, but communication should not be.

Our reports explain the issue, the evidence, the risk and the action required in straightforward language. We avoid jargon and prioritise giving duty holders information they can use immediately. The same approach shapes our training, where real-world examples help learners understand how legislation applies in practice.

What is your attitude to competitors?

There are organisations in the sector that deliver excellent work, but there is still significant variation in standards.

We regularly see surveys that lack intrusive inspection or fail to link findings back to the definition of a relevant defect. These reports may reassure people in the moment, but they do not provide the level of evidence required under the Act.

What we do is driven by quality, not comparison. We know our methodology is robust because our evidence has already changed outcomes, including cases where developers have accepted responsibility for defects once they reviewed our findings. Strong evidence drives accountability.

What advice would you give to anyone starting a business?

Focus on building deep expertise and do not compromise your standards. Consistency, honesty and high-quality work are far more valuable than volume.

Surround yourself with people who share your approach and invest in their development. If you concentrate on doing things properly, reputation and growth will follow naturally.

What three things do you hope to have in place within the next twelve months?

First, the full launch of our Building Safety Masterclass to help duty holders understand relevant defects, liability pathways and evidential requirements under the Act.

Secondly, increasing the portfolio of higher-risk buildings being managed and achieving successful Building Assessment Certificate approvals.

And third, continuing to explore international conversations, including recent engagement in Dubai, where organisations operating complex, occupied buildings are asking similar questions around competence, accountability and how UK-standard training and assessment translate into real-world decision making.

Read more:
Getting To Know You: James Doyle, Managing Director of Endeavour Group

Greg Lawson has spent more than 35 years shaping packaging strategies for some of the world’s biggest brands and retailers, from Amazon and Walmart to ALDI. Today, he is focused on one of the industry’s most pressing challenges: helping organisations transition to sustainable packaging and a circular economy.

As Founder and Managing Director of specialist consultancy Aura, Lawson advises businesses globally on packaging sustainability, regulation and compliance – an area that has shifted rapidly from “nice to have” to business critical.

What was the inspiration behind Aura?

Sustainable packaging isn’t optional it’s essential. It’s vital for protecting the planet, meeting the expectations of increasingly eco-conscious consumers, and avoiding the growing financial penalties attached to non-compliance.

Back in the late 2000s, when I was running The Less Packaging Company, the world was far less motivated. We were trying to convince businesses that sustainability mattered, but the regulatory pressure simply wasn’t there and the technology didn’t exist to drive change at scale.

Aura was created to continue that mission, but in a very different landscape. Today, legislation such as Extended Producer Responsibility (EPR) has put sustainability firmly on the agenda. Brands and retailers no longer have a choice.

Technology is now the key enabler. Aura helps organisations track packaging materials, coatings, substrates and labels across hundreds of thousands of product lines, allowing them to make informed decisions at scale. That’s how meaningful, global change happens.

Who do you admire?

Sir Richard Branson stands out for me. He, and Virgin, are fearless. Virgin has never behaved like a conventional challenger brand; it does things differently, and that mindset comes directly from Sir Richard’s leadership.

He celebrates diversity, isn’t afraid to tackle big problems, and understands that failure is often a stepping stone to success. That philosophy has heavily influenced how I try to lead at Aura.

Looking back, is there anything you would have done differently?

I would have invested in technology much earlier. Given the sheer complexity and scale of global packaging, digital tools are essential if you want to drive sustainability at pace.

I’d also advise my younger self to look beyond immediate commercial conversations and consider the wider ecosystem. Retailers and brand owners play a critical role, but real change is often shaped by governing bodies and NGOs who set the regulatory framework.

The most effective approach is balance, working closely with brands and retailers while also engaging policymakers and regulators to create the right conditions for long-term progress.

What defines your way of doing business?

Data is central to everything we do. We encourage our clients to base decisions on logic rather than emotion, and we apply the same principle internally.

Alongside that, I believe in creating an environment that’s enlightening, enriching and empowering. People need safe spaces to innovate — and to fail. I’m very clear that “my way” is not always the right way.

If you give people the confidence to challenge the status quo, you don’t just get better ideas, you build a stronger, more resilient business.

What advice would you give to someone starting out?

When I was starting out, a close family friend and fellow entrepreneur told me to “be brave and go for it”. That advice still holds true.

I’d also stress the importance of finding the right partner, ideally someone who isn’t like you. Diversity of thought and complementary skill sets at the top of a business are invaluable.

I was fortunate to work with a partner who was strong in all the areas where I wasn’t, and that made the business far better than it could ever have been otherwise.

Read more:
Challenging the status quo – Greg Lawson on sustainable packaging and building businesses that drive change

Mobbie Nazir has spent more than three decades helping organisations anticipate change and navigate transformation. From publishing foresight reports in the early internet era to spearheading global strategy at one of the world’s most influential social-first agencies, her career has been defined by agility, curiosity and an ability to see around corners.

As Chief Strategy & Growth Officer at We Are Social, Nazir leads global strategy, media, research, insights and business development, a role that places her at the intersection of culture and commercial growth. Here, she shares what drives her, who inspires her and the leadership lessons she lives by.

What defines your way of doing business?

I thrive on change and adaptation. I started my career back in 1993 at a research consultancy, helping large enterprises plan for emerging shifts in business and technology. At that time, the internet was in its dial-up era, broadband hadn’t even arrived, yet we were already publishing reports on how the web would transform the way companies operate.

That early experience taught me to anticipate what’s next, and I’ve ridden every wave of digital transformation since. Today, I bring that same forward-thinking mindset to my role at We Are Social. I’m responsible for driving global business growth while overseeing strategy, media, research, insights and business development across our network.

Working with talented teams around the world means I get to translate cultural insight into real business impact every day. No two days are ever the same — the work constantly evolves, and that keeps me engaged, curious and energised.

Ultimately, what defines my way of working is agility. I stay ahead of cultural and technological change, embrace new ideas quickly and build teams that see innovation as an opportunity, not an obstacle.

Who do you admire most in business, and why?

I’m a big fan of Rihanna – not just as a cultural icon, but as a business leader. As founder and CEO of Fenty Beauty and Savage x Fenty, she redefined entire industries.

When Fenty Beauty launched with 40 foundation shades, a move that was groundbreaking at the time, she filled a real gap in the market. That ripple effect, often referred to as the ‘Fenty Effect’, pushed other global beauty brands to expand their shade ranges and fundamentally rethink inclusivity.

What I admire most is how she merges pop culture, social media and inclusivity to create brand movements, not just products. As she has said: “I’m not here to play it safe. I’m here to change the rules.” That fearlessness has built billion-dollar businesses by seeing who was being left out and putting them at the centre. She’s a powerful example of visionary leadership that leaves a lasting mark.

What advice would you give to someone starting out?

Don’t be afraid to ask for help.

Early in my career, I mistakenly saw asking questions as a weakness. I tried to pretend I had all the answers – and that only added unnecessary pressure. Now I know that asking for help shows strength, curiosity and confidence.

No one has all the answers. Asking for help opens you up to perspectives and insights you simply can’t access on your own. The smartest people I know are those who surround themselves with thinkers who challenge and complement their own ideas.

So build that network early and use it often. Be willing to show vulnerability – it’s not a weakness. People connect with authenticity, not perfection. And the more honest you are about not knowing everything, the more you’ll learn and grow.

Read more:
Getting to know you: Mobbie Nazir, chief strategy & growth officer, We Are Social

For a quarter of a century, Russell Wardrop has been in the same line of work—creating rainmakers.

As co‑founder and chief executive of KWC Global, based in Glasgow and London, Wardrop has made a career of helping lawyers, accountants and financiers learn the commercial skills business school often forgets: how to sell, lead and grow. His thesis is disarmingly simple: if learning and development is designed correctly and linked to tangible outcomes, it stops being an overhead and starts paying for itself.

‘Too much L&D is treated as a discretionary cost,’ he says. ‘It’s not quite entertainment, but it’s rarely embedded in strategy or measured against the top line. That’s a big miss—so we made it our mission.’

The spark: from lecture theatre to marketplace

Wardrop and his co‑founder—and wife—Sharon (pictured) began in academia. He had trained as an architect and developed a parallel career as a speaker; she studied law, relished the detail and, by his account, ‘loved a spreadsheet’. Between them they had deep experience in building and validating degree and postgraduate programmes. What they could see, and what many firms could not, was the chasm between technical excellence and commercial impact.

‘There are so many brilliant professionals who are never taught how to sell or influence,’ Wardrop says. ‘We built programmes that gave them those tools—and the rest is history.’

At the outset they chose a name you couldn’t ignore: Kissing with Confidence. They were not theatre coaches but business people with a promise of ‘fiercely direct feedback’ and practical drills. The offering has since matured into KWC Global and the Rainmaker Series, delivered worldwide to blue‑chip firms across law, accountancy and financial services.

Profit centre, not cost centre

The KWC method starts with the end in mind. ‘We have ROI front and centre from first client contact,’ Wardrop says. That’s not a vague aspiration but a design principle: define the behaviours that will move revenue, build the learning around them, and measure both the qualitative and quantitative shifts.

‘Training only works when it changes behaviour and boosts performance,’ he adds. ‘If what we do doesn’t achieve that, we fix it—or we stop doing it.’ The discipline extends to client service: KWC prides itself on a ‘relentless’ focus there, and on maintaining what Wardrop calls a world‑class Net Promoter Score.

The rainmaker’s toolkit

So what, in KWC parlance, makes a rainmaker? The firm’s curriculum blends leadership, sales and influence. Participants practise framing value, running tough conversations, navigating politics without losing their edge, and moving stakeholders from ‘maybe’ to ‘yes’. The constant refrain: outcomes.

‘We always ask: how does this move the needle?’ Wardrop says. ‘That’s the difference between an overhead and an investment.’

Missteps, momentum and the Zoom moment

Wardrop is candid about what he would change. ‘Plenty,’ he laughs. ‘But every misstep taught us something vital.’ If he has a single do‑over, it might be technology: ‘Had I embraced it sooner we’d be further ahead. Zoom was an unexpected lifeline in lockdown that took us global overnight.’ The lesson, delivered with trademark bluntness, is not to over‑analyse the past. ‘When you’ve longer to look back than forward it’s tempting to dissect everything. That’s not my thang. If I’d known more about business earlier we might be bigger—or bust.’

Who he admires

Two names come quickly. First, Dr Brian Williamson, the Stirling‑based serial entrepreneur. ‘He changed the way I think about business,’ Wardrop says. ‘Growth comes from clarity of vision and relentless focus on outcomes.’ The second is Gordon Ramsay—for reasons you can guess. ‘Unflinching honesty and high standards. A bit of fire never hurt anyone.’

The KWC way: straight talking, action, evidence

Wardrop’s own style is baked into the firm’s culture: plain‑speaking, action‑oriented and allergic to theatre for theatre’s sake. ‘Designed correctly,’ he repeats, ‘training becomes a profit centre, not a cost centre.’ That design is the difference between a day out of the office and a commercial intervention.

Advice for founders and professionals

Pressed for counsel to those starting out, Wardrop offers a terse checklist:
• Find your focus. Face the wall. ‘Get brilliant at something specific.’
• Learn to sell. Market yourself. Be visible. Technical mastery isn’t enough if no one knows.
• Build resilience. ‘It’s forged in the tough times. If you meet me, ask what my favourite recession was.’
• Be distinctive. ‘Find an angle and be, in some way, unique.’ The original Kissing with Confidence brand, and the promise of direct feedback, was precisely that.
• Flip the frame. ‘If you can turn what others see as a cost into a growth lever—like reframing L&D—you’ll build a business that lasts. Or, as Gordon Ramsay would say, you have a chance.’

On being outcomes‑obsessed

Wardrop bristles at the idea that training is soft. For him, the soft stuff is the hard edge of growth: the ability to win work, hold your price, lead teams and motivate colleagues. What matters is to prove impact. KWC’s engagements begin by agreeing the metrics that matter—new pipeline created, conversion rates improved, average fee uplift, client retention, cross‑sell, leadership scores—and end by reporting back against them.

This outcomes obsession is what clients remember. It’s also what has kept KWC relevant across cycles. Markets change, sectors consolidate, tastes in learning come and go; the need to grow never does.

If there is a unifying thread it is directness. Wardrop is the first to concede he doesn’t do corporate euphemism. But clients don’t hire him for euphemism. They hire him for momentum—and for the programme architecture, coaching and accountability that sustain it after the workshop high has faded.

The architecture looks simple because it is simple: focus, practise, apply, measure, iterate. Do the important things consistently and watch the scoreboard.

Wardrop has spent 25 years turning sceptics into salespeople and technicians into leaders. The formula is not secret, just rarely applied with rigour. ‘Find the behaviours that move revenue and embed them,’ he says. ‘Everything else is commentary.’

For firms wondering whether to spend on training this year, that’s the challenge: don’t spend—invest. Put ROI at the beginning, not the end. Design for outcomes. Measure what matters. And insist that everyone who touches a client can sell, influence and lead.

If you do all that, Wardrop suggests, you won’t be debating whether L&D is an overhead for long.

Read more:
From ‘Kissing with Confidence’ to KWC Global: how Russell Wardrop turns training into a profit centre

Stepping away from a successful career in technology to pursue a long-held creative ambition is no small leap, yet that is precisely what Sarah Haran did.

Today, she heads the British luxury accessories brand that bears her name, celebrated for workmanship, colour and a modular design concept that gives customers “one bag, endless looks”.

From her studio to the atelier in Istanbul where each piece is crafted by hand from Italian leather, Haran has created a label defined not just by design but by purpose: handbags that bring joy to women’s lives, offering both style and versatility. With a loyal following across the UK and US, she has carved out a niche rooted in quality, creativity and customer connection.

What do you currently do at Sarah Haran Accessories?

As Founder and CEO, Haran occupies the unusual space where corporate discipline meets creative freedom. She continues to design every collection, guide the brand’s creative direction and oversee marketing, ensuring that each touchpoint reflects the central values of joy, versatility and craftsmanship.

“No two days are the same,” she says. “I might be reviewing new samples in the morning and hosting a live styling session in the afternoon. That blend of communication and creativity is what energises me.”

Her focus, she explains, is unwavering: to make handbags that are as functional as they are beautiful. From leather quality to colour palette to how each piece adapts to a customer’s day, Haran is closely involved in every detail. “Everything comes back to one idea — making women’s lives easier, while bringing them joy.”

What was the inspiration behind your business?

The spark came from a personal frustration: the struggle to find a handbag that was luxurious yet practical, stylish yet adaptable. “I wanted something that could evolve with my day without needing to change bags,” Haran says. This desire became the foundation of her modular handbag system, enabling women to customise their look with interchangeable accessories.

Two years of development followed, working with expert craftspeople to refine every element until function and elegance sat perfectly in balance. The result is a collection designed not only to suit any occasion but to empower its wearer.

Her purpose remains clear. “We talk about bringing women ‘bags of joy’ — and that comes from listening to our customers. Their stories, how the bags fit into their lives, inspire me constantly. It’s about much more than handbags — it’s about helping women feel confident, organised and joyful every day.”

Who do you admire?

Haran’s influences are wide-ranging, anchored in respect for women who embody resilience, ambition and kindness. “My mother showed me that drive and compassion can absolutely go hand-in-hand,” she reflects.

She cites admiration for the Queen’s quiet loyalty and sense of duty, Victoria Beckham’s reinvention and work ethic, and Katie Piper’s extraordinary courage and optimism. She also acknowledges broadcaster Anthea Turner for her generous support of the brand and her ability to remain relevant with grace.

Closer to home, Haran praises Lynne Kennedy of Business Women Scotland for her work championing female entrepreneurs. But it is her own customers who, she says, inspire her most deeply. “Some have been with us since the very beginning. Their loyalty and encouragement are a constant source of motivation.”

Looking back, is there anything you would have done differently?

“If anything, I’d have started sooner,” Haran admits. “Building a brand takes far longer than people expect — it’s years of learning, refining and staying resilient.”

Yet she is quick to acknowledge the value of her previous career. Her years in technology taught her discipline, strategic thinking and the structural foundations needed to scale a business sustainably. “So while an earlier start might have accelerated growth, I’m grateful for what those corporate years gave me.”

If she could advise her younger self, she’d keep it simple: be patient, learn constantly, and recognise that each challenge strengthens the path ahead. “Every day really is a school day — the journey is longer and harder than you imagine, but every lesson counts.”

What defines your way of doing business?

One word, Haran says, sums it up: joy. It runs through her designs, her brand communications and her approach to customer relationships. “Luxury shouldn’t feel cold or distant,” she explains. “It should feel uplifting, thoughtful and genuinely personal.”

She places strong emphasis on fairness, kindness and creativity, prioritising long-term relationships over quick wins. Whether working with her team, suppliers or customers, the goal is to build a brand that people enjoy being part of.

“The business was founded on the idea of joy, and that continues to guide every decision. When you lead with joy, it changes the way you design, work and grow.”

What advice would you give to someone starting out?

Her first piece of advice is deceptively simple: begin before you feel ready. “There’s no perfect moment,” she says. “Progress comes from taking action, not waiting.”

She recommends finding a clear sense of purpose, something steady to return to on difficult days. For Haran, that purpose is helping women feel confident through design.

She also stresses the importance of surrounding yourself with people who share your values, who challenge you in the right ways, and who believe in your vision. “Listen to advice, but trust your instincts. Stay curious. Building a business is constant learning — and you simply don’t know what you don’t know. Forgive yourself as you go.”

Read more:
Getting to Know You: Sarah Haran, Founder & CEO, Sarah Haran Accessories

When Gyve Safavi and Mark Rushmore first met on a speedboat in the south of France — with advertising tycoon Sir Martin Sorrell also on board — few could have predicted that the chance encounter would spark a £24 million sustainable toothbrush business.

Their brand, Suri, now boasts celebrity fans including Sir Jony Ive and the Kardashians, and is stocked by Gwyneth Paltrow’s Goop in the US. But behind the glamour lies an unlikely product: an eco-friendly electric toothbrush designed to end the problem of sink-side “gunk”.

“No one likes that gunk,” says Safavi, 42, pointing to the wall-mountable magnet that keeps Suri brushes elevated and clean.

Both men started their careers at Procter & Gamble, working on global consumer brands like Oral-B and Gillette. Years later, Safavi was at WPP and Rushmore running his own events business when the idea of a sustainable health and beauty product began to take shape.

By 2020, with the pandemic derailing Safavi’s travel plans and Rushmore free after selling his first company, the pair reconnected in a London park. Safavi shared a detailed business plan for a toothbrush made from corn starch, castor oil and aluminium — designed to be repaired or recycled, stripped of unnecessary gimmicks like Bluetooth, and priced for everyday use.

Rushmore recalls: “That night I opened the file and it was the most detailed, comprehensive research, with so much thinking behind everything. I could see there really was something that, if we combined our skills, we could take further.”

The pair spent lockdown cold-calling 24 manufacturers across Asia. Most laughed at their vision. “Efficiency and innovation for a factory means making what you already make, faster and cheaper — not taking a risk with two guys who’ve never built hardware,” Safavi says.

Eventually, one factory in China agreed, and they raised £800,000 from angel investors and venture capital firm Salica to fund their first 5,000 brushes. Early prototypes were clunky, but with consumer testing, design tweaks and sheer persistence, Suri began to take shape.

By May 2022, their first run sold out in three days. A second run sold out in two weeks. Instagram ads, glowing press reviews and a £200,000 advertising prize from the Earth Ad Fund amplified demand.

Suri now employs 37 people and has raised further funding rounds — £2 million in 2023 and £6 million in 2024, with backers including JamJar, the venture fund founded by the Innocent smoothies team. Safavi and Rushmore remain the largest shareholders.

But success has not been without challenges. A logistics error early on left 3,000 US orders stranded because couriers refused to ship items containing batteries. “For 72 hours, that really felt existential,” Rushmore admits. “If everyone had demanded refunds, we would have been finished.” Instead, they emailed each customer personally, and most stuck by them.

Key selling points include a long battery life, a quiet motor, and the much-marketed wall-mount magnet. Customers are also encouraged to return brushes for repair or recycling. Safavi says their philosophy is simple: “Focus on what people actually use, and cut the rest.”

Their efforts have been recognised by industry figures, not least design icon Sir Jony Ive, who texted his approval of the brush late one night. “We were giggling like two little kids,” Safavi recalls.

Both founders acknowledge the personal toll of start-up life, crediting their wives as “unsung heroes” who shouldered the family load while they worked 18-hour days without salary.

From a chance meeting on a boat to a fast-growing brand disrupting Oral-B and Philips, Suri’s story shows how two friends tackled the overlooked pain points of toothbrush design and turned them into a multimillion-pound business.

Read more:
Suri founders banish toothbrush “gunk” with sustainable design and build £24m brand

Helena Morrissey is one of the City’s most recognisable figures. Appointed chief executive of Newton Investment Management at 35, she more than doubled assets under management over the following 15 years.

Now chair of Fidelis and of the Eton College endowment, the investor and campaigner joined Wilfred Frost on The Master Investor Podcast. In a conversation that ranged from gilt markets to free speech, she offered a brisk diagnosis of the UK’s competitiveness—and some clear advice for leaders and investors alike.

You made your name as a bond investor before stepping up to run Newton. What’s your snapshot of the G7 bond markets today? Are we flirting with a proper dislocation at the long end?

I worry about complacency. Fiscal room for manoeuvre is thin across the developed world, and the toolkit that helped during the financial crisis—large‑scale QE, in particular—can’t be mobilised in the same way again. Yields have risen sharply but mostly in an orderly fashion; we’ve not had many “cliff‑edge” moments outside Japan. That doesn’t mean we’re safe. If market participants decide they will only finance governments at much higher rates, the spiral can be vicious. We’re vulnerable to that kind of shift in sentiment.

You’ve long argued for central‑bank independence. Is it under threat?

Independence matters precisely because electoral cycles are short and the temptation for political expediency is constant. I was managing gilts in the run‑up to the 1997 election; the day Gordon Brown granted the Bank of England operational independence, the market staged one of its biggest rallies. That said, independence doesn’t mean operating in a vacuum. Treasury, central bank and broader government policy must work in concert—something that’s been lacking at times, notably in the United States.

You’ve spoken about a career‑defining trade in gilts before 1997. What did it teach you?

Contrarian discipline. I began buying long gilts when yields were above 8% because the market had already priced in the worst. For a while I was “wrong”—colleagues told me so daily—but I kept retesting the analysis. We held for years and took profits when yields dipped below 3%. The lesson was to keep your head when all around are losing theirs—apologies to Rudyard Kipling—and to seize those rare moments when the risk‑reward is truly asymmetric.

At 35 you were asked to run Newton, with five young children at home and no formal management training. How did you bridge from portfolio management to leadership?

Some skills translate: bringing people with you, creating space for challenge, focusing the team on the signal not the noise. But fund managers rarely receive any help with management. Firms often assume that if you can run money you can run people. That’s wrong. At Newton we learned to separate responsibilities—keeping investment authority with one person while giving people management to someone more suited to it. The result was better for clients and for culture.

You founded the 30% Club in 2010 to improve gender balance on boards. What problem were you trying to solve—and what did you learn?

After the financial crisis, it was obvious that groupthink was dangerous. Back then, fewer than one in ten UK board seats were held by women. The 30% target wasn’t arbitrary; it reflects “critical mass”—the point at which a minority voice stops feeling token and starts to influence outcomes. Progress since has come mainly through voluntary action, not quotas. But DEI efforts did go awry in some places. Jargon and finger‑pointing made initiatives feel exclusionary. The purpose, always, should be better decisions through cognitive diversity—and equal opportunity for talent.

Free speech is back on the boardroom agenda, often in fraught circumstances. How should leaders navigate it?

By modelling confident civility. You cannot build innovative organisations if people are afraid to ask awkward questions or express an unpopular view. We’ve allowed disagreement to become personalised. Leaders have to restate a simple compact: robust debate is welcome; ad hominem attacks are not. Inclusion should mean everyone with something to contribute has a voice, not that one group is swapped for another.

London’s standing as a financial centre is a perennial concern. Where are we now—and what would you do?

We’re living off stored energy. London still has superb people and a global outlook, but the risk‑reward for challenging the status quo has deteriorated. There’s too much process and too little permission to try, err and improve. Two priorities. In the short term, signal—through both tax and tone—that the UK wants growth‑creators to live and build here. The personal tax burden and everyday frictions push talent abroad. Longer term, make the regulators’ new competitiveness objective real. That doesn’t mean a return to “light touch” but does mean timely, predictable decisions and a culture that enables innovation rather than smothering it.

You were interviewed for the governorship of the Bank of England. Would you do it if asked?

It would be an honour in any era. My broader point, though, is about how we appoint leaders. When selection panels are drawn from the same small circle, you inevitably replicate the status quo. If you want different outcomes, widen the aperture—both in who you consider and how you weigh evidence of leadership.

Technology is powering markets again—and polarising them. Are we in bubble territory?

Some readings feel bubbly: big‑cap moves that imply perfect outcomes, minimal execution risk and no competition. I’m optimistic on innovation and on capitalism’s ability to allocate capital to great ideas. But nothing goes up in a straight line. Geopolitics is fraught; supply chains are being rewired; the cost of capital is no longer near zero. Investors should keep a weather eye on valuation and concentration risk.

You’ve been candid about the obstacles you faced early on—as a woman without City connections, returning from maternity leave, and as the only woman on a 16‑strong team. What changed?

Culture. We no longer think it’s acceptable to entertain clients in ways that exclude colleagues. We talk more openly about money, careers and choices. But progress isn’t guaranteed. We must keep re‑stating the commercial rationale for diversity and the human case for inclusion—and focus on what works inside teams, not on glossy pledges.

What’s your one piece of career advice?

“Leap before you look.” It runs counter to the usual counsel, but too many talented people—particularly women—research the decision to death and never take the chance. At 59 I meet far more peers who regret not trying than those who regret trying and failing. Calculated risk‑taking is part of any fulfilling career.

And for investors?

The Kipling rule: keep your head. Don’t panic into fear or soar into hubris. Build diversified, steady exposure—and then be ready to act decisively in the handful of moments that matter. Those trades don’t come often, but they define careers.

Finally, what do you want Britain’s business community to do differently this year?

Talk less about decline and more about delivery. Hire for potential. Reward intelligent risk. And rebuild the habit of disagreeing well. If we can do that—inside firms and in public life—we’ll make better decisions and grow faster. That, in the end, is the point.

Read more:
‘Leap before you look’: Baroness Morrissey on markets, leadership and free speech

From selling denim on market stalls to advising the Gandhi dynasty on political campaigns, Bob Sheard’s path to becoming one of Britain’s most influential brand strategists has been anything but typical.

As the founder and co-owner of FreshBritain—a brand design business with a difference—he’s built his career on disrupting industries, influencing global outdoor giants, and turning purpose into profit.

The spark for his career was lit in a Halifax playground, when a new pair of trainers flipped his social fortunes overnight. That formative moment showed him the power of a brand. What followed was a journey through fashion, marketing, sport, politics—and some punishing ultra-endurance testing along the way. From barefoot grape stomping in his dad’s garage to frostbitten toes on North Pole expeditions for performance brand insight, Bob’s commitment to understanding the end user runs deep.

FreshBritain, co-founded with his wife and business partner Sophie—whose background spans fashion, AI, and computer science—has earned a reputation for “unf*cking brands” by aligning them with long-term strategic, financial, and sustainable goals. As the business pivots toward helping brands accelerate their net-zero ambitions, Bob remains restless, relentlessly curious, and unapologetically mission-driven.

What was the inspiration behind FreshBritain?

It started with a pair of trainers and a moment in a Halifax school playground. That was the first time I truly understood the power of a brand.

After working inside the industry—at Converse, Karrimor, and Levi’s—I saw the performative side of branding up close. When I launched FreshBritain, I wanted to strip that away and focus on truth, impact, and financial return. No lifestyle fluff—just substance, rigour, and real transformation.

We go deep. Sometimes that’s trekking across the desert for Salomon or feeling frostbite for UVU. We believe in “adopting the nature of the prey”—getting as close as possible to the lived experience. That’s how you build brands that matter.

Who do you admire, and why?

James Curleigh, former Global President of Levi’s. He taught me about winning. James knew when to press forward—and when to take the win. His clarity, charisma, and strategic mindset helped us reimagine Salomon’s future together. He also gave us the best testimonial ever: “FreshBritain unf*cks brands.”

Sam Pitroda is another. Known as the father of digital India, Sam once asked me to help write his book, Redesign the World. He told me: “Most people aim within the possible. You and I must aim for the impossible.” It’s hard to say no to that.

Looking back, is there anything you would have done differently?

Of course. Show me someone with no regrets and I’ll show you a liar.

I wish I’d joined the military. The discipline, the exposure to raw human behaviour—it’s invaluable for someone who works in brand psychology.

I wish I’d done an MBA. Our business works closely with private equity, and that qualification could have fast-tracked certain conversations.

And I wish I’d started building collaborative networks earlier. Our open-source work on sustainability tools is something I’m incredibly proud of now, but that mindset came later.

Oh, and I never climbed K2. That stings.

What defines your way of doing business?

A handful of words: Passion. Obsession. Addiction. People. Relationship. Change.

I’m addicted to what I do. It’s the only thing I’ve ever been any good at, and I won’t rest until I’ve found a solution to the problem in front of me.

I believe in people—developing them, backing them, and helping them fly. Whether it’s our team, our clients, or the universities and charities we support, I want to leave people (and the planet) better than I found them.

Now, we’re using our expertise to help brands move toward net zero—and doing it with transparency. That means giving away some of our best tools because progress doesn’t happen in silos.

What advice would you give to someone starting out?

It’s simple.

If you do nothing—nothing happens.

If you do something—something happens.

So, just do something. And see what happens.

Start. Be brave. Make mistakes. And never let fear hold you back—it’s your tailwind.

Read more:
Getting to Know You: Bob Sheard, founder and co-owner of FreshBritain

London-based consultancy Firestarter is helping scale-ups break away from convention, blending creativity and psychology to build bold, distinctive brands.

Founder Mickey Wilson tells us how it started, how it’s evolving, and why authenticity matters more than ever.

What was the inspiration behind Firestarter?

After years running an agency for big corporates, creative strategist Mickey Wilson realised her real passion lay in working with entrepreneurs. “What lit me up was helping founders bring their ideas to life,” she says.

Time and again she noticed brilliant B2B businesses struggling to articulate what made them different. “There’s such pressure in B2B to play it safe – to look the part and follow convention. But I wanted to prove you could be playfully creative and still be taken seriously – in fact, maybe even more so.”

That belief led to the creation of Firestarter and its DARE methodology – Differentiation, Authenticity, Resonance and Expression – a framework to help businesses express what makes them uniquely valuable.

“For me, branding is about freedom,” Wilson adds. “It’s the freedom to be yourself in business, to lead with purpose and to grow something that truly makes a difference.”

How has the business evolved since then?

Firestarter began life as a creative-led brand studio but has since developed into a strategic consultancy sitting at the intersection of branding, psychology, business and innovation.

Wilson teamed up with business psychologist Chris Endersby, who helped elevate Firestarter’s methodology by focusing not just on what brands look and sound like, but how they behave, how they’re experienced internally, and how they adapt over time.

The consultancy now offers a full-service approach, from brand assessments and strategy to marketing and team engagement, with clients spanning tech, consulting, clean energy and professional services across the UK, Europe and beyond. It also runs a thriving design studio in Cape Town, connecting businesses to top creative talent at affordable rates.

Currently, Firestarter is helping entrepreneurs navigate the impact of AI without losing their distinct identity. “In a world flooded with instant, generic content, we give founders the frameworks to carve out brands that feel human and purposeful,” says Wilson. “It’s about using AI to enhance originality – not erase it.”

Who do you admire?

“I admire anyone who dares to do things differently – those who choose originality over approval,” Wilson says.

Creatively, she takes inspiration from the likes of Banksy and Tim Burton, who tell stories in ways that shift perspectives. But her biggest admiration is closer to home. “My daughter is building a community garden project in South London to support people with mental health challenges. Watching her carve her own path is incredible – even if it’s in rebellion to me, the mother who couldn’t see past her talent for illustration!”

Looking back, would you have done anything differently?

Wilson reflects on founding her first agency in the early 1990s. “I thought I had to ‘play the part’ to be taken seriously – learn the lingo, follow the rules, fake it until I made it. It worked in some ways, but deep down it never felt right.”

Over time she realised her real value came from thinking differently, not conforming. “I just wish I’d realised that sooner. That’s why I’m so passionate about authentic differentiation now. When you stop trying to fit in and show up as yourself, with courage and pride, that’s when you make real impact.”

What defines Firestarter’s way of doing business?

Firestarter’s values – ingenuity, courage, authenticity, unity and playfulness – shape every project.

• Ingenuity means finding unexpected solutions to real problems.
• Courage is about pushing beyond the obvious.
• Authenticity is non-negotiable: “We refuse smoke and mirrors – everything we create has to be real and relatable.”
• Unity blends strategy with creativity, logic with emotion.
• And playfulness, Wilson insists, is vital: “Some of the best breakthroughs happen when you get curious and mix all the colours up.”

This ethos, she says, has helped Firestarter build lasting partnerships – and often friendships – with clients.

What advice would you give to new founders?

“Don’t wait to feel ready – clarity comes from doing,” Wilson says. “Start small, start messy, but start with intent.”

She also urges entrepreneurs not to dilute their edge: “Don’t try to be all things to all people. Get unapologetically clear on what makes you different – that’s your competitive advantage.”

And, finally, a reminder that branding is strategic, not cosmetic. “It’s not window dressing. Branding is your chance to frame how the world perceives you. Done well, it saves you money, time and more than a few identity crises.”

Read more:
Firestarter: the London consultancy helping scale-ups build braver B2B brands

Meet Stuart Davis, the creative force behind Dubs Universe—an award-winning, sustainable footwear brand on a mission to reinvent how we think about kids’ shoes.

Founded during lockdown and inspired by his young daughter’s fast-growing feet, Dubs is designed not only for comfort and style but with purpose: to reduce landfill waste and teach the next generation that sustainability can look cool.

Built from recycled plastic bottles and planet-friendly materials, Dubs trainers are specially engineered to support developing feet—unlike many kids’ shoes that are simply downsized versions of adult styles. The brand also promotes circularity, offering a resale platform and partnering with Sal’s Shoes to redistribute gently worn pairs to children in need.

Recognised by the British Footwear Association in their Footwear50, Stuart is a first-time founder reshaping the industry from the ground up—one small step at a time.

What was the inspiration behind Dubs?

Dubs was born out of two things: my daughter Leila’s lightning-fast-growing feet and the fact I lost my job during the first lockdown.

She outgrew a new pair of shoes after two wears. I turned them into flowerpots, but it stuck with me—how much waste are we creating? I discovered that six million shoes go to landfill in the UK each week, and kids’ shoes are a big part of that problem.

With no experience in footwear but 37 minutes of naptime each day, I started researching, connecting with experts, and building what became Dubs. I wanted to create stylish, sustainable trainers that kids love wearing—and that parents can feel proud of.

Who do you admire?

Ben Francis, founder of Gymshark. Not just for building a brand from scratch, but for building himself. He stepped away from the CEO role early on to learn every part of the business—packing orders, understanding marketing, mastering operations.

That level of humility, self-awareness, and long-term thinking is rare. He’s a great example of how resilience, curiosity, and grounded leadership can build something truly meaningful.

Looking back, is there anything you would have done differently?

Honestly, not much. I made a lot of mistakes early on, but each one taught me something I couldn’t have skipped. They were part of the process.

If anything, I wish I’d had the courage to start sooner. Losing my job forced me into entrepreneurship—and I didn’t know how much I’d love it. I probably would have stayed in a job that wasn’t fulfilling for far too long if I hadn’t been pushed.

What defines your way of doing business?

Radical honesty, upfront communication, and always putting kids first.

We don’t sugar-coat things—whether it’s pricing, product quality, or our sustainability journey. We want our customers to trust that what we say is what we do.

But above all, we filter every decision through one lens: does this make life better, easier, or more fun for kids? If the answer is no, we rethink it.

What advice would you give to someone starting out?

Just do it.

But also—don’t burn out. Especially if you’re a founder, it’s tempting to spend every spare second on your business. I’ve learned that taking a proper break now and then gives me the energy to be a better dad, husband, and founder.

Give yourself grace. Pace yourself. The business will grow, and so will you.

Read more:
Getting to Know You: Stuart Davis, CEO & co-founder, Dubs Universe

Dr Rashmi Mantri is the Founder Director of the British Youth International College (BYITC) Supermaths, an award-winning education platform that equips children with vital life skills through Abacus Maths, coding, English, and more.

What began as a mission to help her son overcome maths anxiety has grown into a global movement blending innovation, accessibility, and educational excellence.

Here Dr Mantri shares the story behind BYITC, the power of ethical and game-based learning, and her passion for bridging educational gaps—especially for girls—while nurturing the next generation of confident, creative, and digitally fluent learners.

What do you currently do at British Youth International College?

At BYITC, we focus on giving children the essential skills they need not only to succeed academically, but to thrive in life. Our flagship programme uses the centuries-old Abacus tool in a uniquely game-based format to teach students how to perform complex calculations faster than a calculator. But beyond improving numeracy, our courses also help sharpen mental focus, memory and problem-solving skills.

Alongside Abacus Maths, we offer a broad curriculum that includes English, Science, coding, computing science, and entrance exam preparation for grammar and private schools—providing a cost-effective alternative to traditional private education.

We’re also proud to be embracing innovation. BYITC has integrated Olivia, the UK’s first AI assistant for children, to support both learning and administration. And through our online Teacher Training Programme, we’re preparing the next generation of educators to lead with confidence in digital-first classrooms.

We’ve built a culture that goes beyond rote learning. By integrating interactive games and real-world problem-solving, we nurture creativity, critical thinking and a genuine love for learning. Our mission is to make high-quality education more accessible and inclusive.

As part of our CSR efforts, we run free webinars, workshops and masterclasses to expose children to new ideas and skills. Our BYITC Inspire Awards is an annual celebration of young talent and innovation—recognising both student achievement and emerging entrepreneurs. We also offer scholarships and run community initiatives, particularly supporting education for girls.

Through our global Franchise Programme, we empower like-minded educators to establish BYITC Learning Centres worldwide, offering full training and support.

What was the inspiration behind your business?

It all began with a simple moment at home. I asked my son Dhruv, then in P5, “What’s 13 minus 35?”—and he couldn’t answer. That moment revealed how children can struggle with foundational maths.

As an academic, I decided to take action. I introduced Dhruv to the Abacus method of mental arithmetic. Within six days, he had mastered it—performing calculations faster than a calculator. His skills earned him the nickname “The Human Calculator” after his appearance on ITV’s Little Big Shots.

The response from other parents was overwhelming. I held an open day at Dhruv’s school, which quickly led to teaching more children—and in 2015, BYITC Supermaths was born. My goal was, and remains, to equip children with confidence and life skills—not just exam results.

Who do you admire?

I have great admiration for Sal Khan, founder of Khan Academy. He has revolutionised education by making high-quality resources free and accessible to learners worldwide. His work proves that education can be both scalable and impactful when powered by technology and purpose.

Looking back, is there anything you would have done differently?

During the pandemic, we created the world’s first Abacus Maths app, which took two years to develop. Looking back, I wish we had embraced automation earlier. It would have accelerated our ability to scale and improved our systems right from the start. That said, the app became a vital part of our growth story.

What defines your way of doing business?

Two words: ethics and innovation. We’ve always prioritised transparency and integrity—with our students, educators, and parents. Every decision is guided by a commitment to providing real value.

At the same time, innovation is in our DNA. We were the first to develop a games-based Abacus learning app, which helped us pivot rapidly during the COVID-19 crisis. Our platform continues to evolve, with new features, games, and AI tools like Olivia to enhance the learning experience.

Franchising has helped us scale globally, but it’s the strength of our system—built through constant research and development—that makes this growth sustainable.

What advice would you give someone starting out?

Start with a problem you care deeply about. Your passion will fuel your purpose, and your product will become a solution driven by mission, not just market demand.

Be prepared for hard work and setbacks—but know that if you believe in your idea and stay committed, the impact can be transformative.

What do you enjoy outside of work? How do you maintain a work/life balance?

I find balance through music and long walks. Both help me switch off and recharge. In a fast-paced entrepreneurial world, it’s essential to protect your energy and make space for reflection. Balance doesn’t come from doing less—it comes from being intentional about what matters.

Read more:
Getting to know you: Dr Rashmi Mantri, Founder Director, British Youth International College (BYITC) Supermaths

Georgina Badine is not your typical entrepreneur. Having spent 14 years in the cut and thrust of the finance industry, she saw first-hand how people were often held back — not just by circumstance or skills, but by a lack of confidence and belief in themselves. Today, as founder of Invicta Vita, she’s on a mission to change that.

“We all have the potential to be great,” she tells me, sitting in her bright, book-lined office. “The trouble is, not everyone knows how to tap into it. That’s where Invicta Vita comes in.”

What is Invicta Vita?

Invicta Vita – Latin for ‘unconquered life’ – is more than just a coaching service or a consultancy. It’s a platform for personal transformation. At its heart, the company offers a bespoke, highly personal approach to unlocking people’s potential.

“No two clients are the same,” says Badine. “So I never use a generic format. I take each person through a deep dive of who they are – their personality, their strengths, their fears, their comfort zones – and I tailor everything to that.”

It starts, she explains, with 60 questions. Not just box-ticking or surface-level prompts, but carefully crafted queries designed to unearth the truth of a person’s capabilities and blockers. “Once I know who you are at your core, we can build from there. It’s about playing to your strengths and working on what’s holding you back.”

What inspired you to launch it?

Her motivation for launching Invicta Vita came from a combination of frustration and hope. Frustration with the corporate world she knew well – a space where inappropriate behaviour, bullying, and power imbalances often went unchecked. And hope – in the form of clients and colleagues who believed she had more to offer.

“I was in finance for 14 years,” she recalls. “And I saw things – and experienced things – that really didn’t sit right. But in my twenties, I didn’t have the confidence to call them out. I didn’t feel I could. That’s a big part of why I do this now – I want other people, especially women, to find their voice earlier than I did.”

Another lightbulb moment came when clients started asking for her help beyond her day job – usually for their children. “People would come to me and say, ‘Can you help my son get into work? Can you help my daughter find some direction?’ I realised this wasn’t just a one-off. There was a need, and I had something to offer.”

She later worked as Director of Admissions for a company helping young people into employment. “That’s when it became clear to me that my approach – more personalised, more values-led – was very different from what others were doing. That gave me the confidence to go out on my own.”

Who inspires you?

When asked who she admires, Badine doesn’t hesitate. “Julie Deane, founder of The Cambridge Satchel Company. She started that business in 2008 with just £600 to her name, and now it’s a global brand employing over 140 people and selling in more than 120 countries. And she did it all to fund a better education for her kids.”

It’s the blend of purpose, pragmatism, and resilience that resonates. “She’s a champion for small businesses, especially women-led ones. And she’s proof that if you build something around a clear, heartfelt mission, the rest can follow.”

What would you do differently?

It’s a question Badine has clearly reflected on. “I would be more cautious about who I trust in the early stages,” she says. “When you’re starting out, it’s easy to get excited and want to work with everyone who shows interest. But not everyone shares your ethos or values. And that can lead to problems.”

Building a business, she says, isn’t just about helping clients – it’s also about the internal structure, the people you partner with, the admin, the systems. “It’s all-consuming at first. So choosing who you bring into that world is crucial.”

What defines your way of working?

At Invicta Vita, it’s all about energy – positive, aligned energy. “I want to work with people I genuinely believe I can help. And with colleagues who share my outlook. I’m inclusive by nature, and I want people around me to have a say, to feel ownership.”

This collaborative ethos extends to clients too. “You don’t come to Invicta Vita to be told what to do. You come to explore who you are, and what you can become. I’m here to guide that journey, not prescribe it.”

What advice would you give to others starting out?

Badine’s advice to aspiring entrepreneurs is simple, but not easy. “Know your mission. That’s your compass. And then surround yourself with kind, honest people who have integrity.”

In a sector where there’s no shortage of coaches and mentors making big promises, Badine’s focus on character over credentials stands out. “Technical skill is important, of course. But kindness, honesty and shared values – those are the things that make a business last.”

So what’s next?

Badine isn’t in a rush to scale for the sake of it. “Growth is great, but it has to be intentional. Right now, I’m focused on deepening the work – refining our processes, helping more clients unlock what’s already inside them. That’s the real win.”

And for those still finding their voice? “It’s never too late,” she says. “Confidence isn’t something you’re born with. It’s something you build. One brave step at a time.”

Read more:
“Unlocking potential is my purpose”: how Invicta Vita founder Georgina Badine is helping people find their voice

Gary Neville is known to most as a football legend – a stalwart of Manchester United and England, a leader on the pitch, and now a respected pundit. But away from football, Neville has built a reputation as one of the UK’s most thoughtful and ambitious entrepreneurs.

From co-founding the University Academy 92 (UA92) in Manchester to launching successful hospitality and property ventures, Neville’s business credentials are increasingly commanding.

I caught up with Gary at one of his hotels in Manchester – a city he’s invested heavily in – to talk about the challenges facing small businesses, the crucial role of technology, and the mindset needed to grow something meaningful beyond the pitch.

“Let’s be honest,” Gary begins, “it’s hard work setting up a business. Anybody who does it, I admire – the courage, the risk, the grind. It takes smart decisions, relentless effort, and a bit of luck. Sometimes a lot of luck.”

It’s a typically grounded assessment. And one rooted in experience – Neville has juggled multiple ventures since retiring from football in 2011. He’s well-placed to observe the pressures facing entrepreneurs, and right now, he says, they’re mounting.

“COVID’s aftershocks are still being felt – especially in hospitality. Add in rising National Insurance, increased employment costs, and you’ve got real headwinds. Your biggest responsibility as a business owner is your people. But when the pressure’s on, you start cutting in places you shouldn’t. That’s the danger.”

One of the biggest risks to business, Neville warns, is inertia.

“So many people are sitting on their hands right now – waiting to see what happens with the economy. But that’s not good. You have to keep moving forward. And in today’s world, that means embracing tech.”

He’s frank about the state of digital adoption among SMEs. “We’re still lacking skills programmes, proper upskilling. People get stuck in their ways – they fear the cost or complexity of changing systems. But in the long run, clinging to outdated processes is far more costly.”

At UA92, the university he co-founded, “digital competence” is one of 11 founding principles. “In 2025, you can’t survive in most jobs without understanding tech – from data to automation. That applies in every sector: education, real estate, media, sport.”

While Neville isn’t dogmatic about technology, he’s clear-eyed about its utility – particularly when it comes to reducing admin.

“One of my most-asked questions to mentors is: how do you manage your lists? Your action plans? The endless tasks? Everyone’s juggling a lot – emails, meetings, travel, documents. You can lose sight of what really matters.”

Neville describes a moment with a highly successful business contact: “He pulled out this old scrapbook – literally hundreds of tiny notes, ticked off line by line. His assistant had a matching sheet. It was brilliant. But for me, moving to digital tools – ones that can sync, be shared, and archived – has been a game-changer.”

Yet he doesn’t pretend to have it all figured out. “We’re all still perfecting it. I wouldn’t say I’m a tech evangelist. But I know enough to see its value. If you want resilience in a business, if you want to scale, you can’t do it with paper trails and memory.”

The government’s Making Tax Digital initiative is pushing more SMEs to adopt e-invoicing and online bookkeeping. Neville sees that shift as long overdue.

“You still see contracts coming through with hundreds of pages to initial. We’ve gone beyond that now. Invoicing, contracts, signatures – these things have to be digital. We can’t afford delays, lost paperwork, or inefficient systems anymore.”

But again, he empathises with the barriers. “People don’t like change. And unravelling systems you’ve used for decades is intimidating. But you’ve got to bite the bullet. If you don’t, you’ll fall behind.”

Neville’s business life hasn’t been without setbacks. The failed St Michael’s development in Manchester, for example, faced years of delays. But he’s candid about failure being a part of the process.

“If you’re setting up lots of businesses, some won’t work out. It’s a fact. The key is learning fast – not repeating mistakes. Startups are hard. They take time, energy, personal investment. Often people risk their home, their savings, their security. That deserves massive respect.”

Given his glittering football career, I ask Neville how he defines success in business.

“For me, it’s simple. If the people consuming your product are happy – and the team delivering it are happy – you’ve got a great chance of success.”

He’s quick to say profit matters. But passion, purpose, and people rank higher. “It has to be something I care about. Something that means something to the community it’s in. And I need the team to feel invested too.”

That mindset shapes his approach to everything – from student wellbeing at UA92 to guest experience in his hotels. “If both sides – your customer and your staff – feel supported, you’re on the right path.”

“I’ll always remember when the Vice Chancellor at Lancaster University told me: ‘You do realise there’s no exit?’ That stuck with me. Some of my businesses – I know I’ll be part of them for the long haul. They carry my name, my values. So success isn’t a one-off. It’s about sustaining things – year on year.”

Asked what separates the elite – in sport or business – Neville doesn’t hesitate.

“Talent, yes. But work ethic, even more. The highest performers I’ve seen are obsessive. They’re relentless. They think about their job all day. Everything they do – how they eat, sleep, train – it’s all geared towards performance.”

It’s a high bar. But one he lives by.

I end by asking the best advice he’s ever received.

He smiles. “It came from my dad: Don’t look back and wish you could have done more. That’s it. Take the risks. Make the effort. Do the hard things now, so you’ve got no regrets later.”

For Gary Neville, business success isn’t about headlines or exits. It’s about building things that last – and doing so with purpose, resilience, and care. From the football pitch to the boardroom, those values have never wavered.

Read more:
Gary Neville: from the pitch to the boardroom

Paul Avins is not your average business coach. After 20 years at the coalface of entrepreneurial development, the CEO of Massive Action Coaching has helped over 550 companies scale past £1 million in revenue, with many reaching £5 million, £10 million, and even exiting for eight-figure sums. But if you think this is another motivational speaker peddling mindset clichés and Instagram aphorisms, think again.

“I’ve never believed in the guru model,” says Avins. “I don’t want clients to think their success is about me. It’s about what we build together.”

We’re sitting in a quiet corner of his office just outside Oxford just ahead of his third Scale-Up Summit, where his team – dubbed “Team Purple” – runs a suite of mastermind groups, scale-up summits and business retreats aimed at entrepreneurs ready to build what Avins calls “grown-up businesses.”

If that phrase sounds unusual, that’s because Avins has spent the better part of two decades redefining what it means to scale responsibly. He’s as likely to talk about mitochondrial health and hydrogen water as he is gross margin or AI automation — all in pursuit of creating high-performance entrepreneurs who don’t just burn bright and burn out.

Nine years ago, Avins suffered a life-threatening asthma attack that led to cardiac arrest. He flatlined for over four minutes. “I’d bought into the classic founder lie,” he recalls. “‘I’ll trade off my health while I build the business, and fix the rest later.’ But later doesn’t always come.”

That experience changed everything. Today, Avins speaks openly about burnout, the mental health cost of leadership, and the critical role of what he calls “founder fitness.”

“I started investing in my health the same way I’d invest in a marketing funnel. Your business can’t scale if the CEO is broken.”

His daily toolkit now includes wearing red light therapy devices, IV vitamin drips, intermittent fasting and obsessive tracking using biometric wearables. “You’re not going to get to eight figures running on caffeine and chaos,” he says. “You need stamina, clarity, and a nervous system that isn’t fried.”

From “managing director” to “scale-up CEO”

But Avins’ sharpest insights aren’t just physiological — they’re psychological. His thesis is simple: to scale your company, you must first scale your identity.

“One of the biggest red flags I hear from business owners is, ‘I’m still putting out fires every day,’” he explains. “If you’re the one doing that, you’re not the CEO — you’re still the operator.”

He’s on a mission to eradicate the title of “Managing Director” altogether.

“It’s a disempowering title. It implies maintenance, not momentum. A scale-up CEO creates growth — they don’t get caught in the day-to-day.”

This isn’t just semantic. Avins runs the UK’s No.1 Scale-Up Mastermind, F12, where members report average growth of 300% in under 12 months. What’s different? Avins says it comes down to consistency, strategy, and community.

“The first thing I teach clients is this: what got you to £100k won’t get you to £1m. And what got you to £1m definitely won’t get you to £5m.”

He breaks the scale-up journey into distinct phases — each requiring a fresh set of tools, systems, and mental models. “People cling to the same tactics that got them early traction, but scaling is a different game. It’s about team, systems and culture — not hustle.”

That structured thinking is what’s made Avins a trusted mentor to CEOs across sectors — from e-commerce to education, healthcare to hospitality. The combined annual turnover of businesses in his masterminds is now close to £250 million.

But perhaps his biggest impact has been creating a genuine community of growth-minded leaders — people who cheer each other on, share vulnerabilities, and don’t posture or pitch.

“I’ve been to a lot of events full of ego and posturing. Ours aren’t like that,” says Carly Myers, one of Avins’ newest collaborators. “People walk into his world and feel seen, supported and challenged.”

That spirit is most alive at Avins’ flagship event: the Scale-Up Summit. Now in its third year, the two-day event in May brings together ambitious entrepreneurs, practical educators, and unexpected talent — including a robotic artist who recently sold work for £1m at Sotheby’s.

“We don’t do the bait-and-switch stuff. No one’s being pitched a £25k course every hour,” says Avins. “You come to learn, to grow, and to meet people who’ll expand your world.”

Why most advice fails to scale

He’s wary of generic business advice — the “just follow these five steps” school of thought that permeates social media.

“The truth is, the strategy to get from £0 to £100k is totally different from getting to £1m — and then to £5m, and so on,” he says. “There’s no universal formula. There’s just the right move at the right time, for the right business.”

So what are the constants? For Avins, there are three: consistency, evolving your strategy, and surrounding yourself with the right people.

“Entrepreneurship is lonely. At two in the morning, when payroll’s due and a supplier’s dropped out, who do you call? That’s why we built this community.”

His masterminds regularly include six- and seven-figure founders helping each other navigate global expansion, team challenges and industry disruption. “Sometimes a five-minute conversation in the bar saves you five months of stress,” he says.

Despite his aversion to hype, Avins has no shortage of ambition. He describes himself as a strategist, but also a sherpa — someone who’s climbed the mountain and knows how to help others ascend safely.

“I tell people: you don’t climb Everest on your first go. Start with a smaller mountain, build your muscle, and scale from there.”

And when the going gets tough?

“Hold the vision, do the work,” he says. “Your job is to look up and keep the dream alive — while doing the work to become the person who can achieve it.”

Whether it’s a retreat in Spain or a two-day summit in London, Avins creates environments of deep transformation. “The best ideas happen when you step out of your routine and into a room where everyone’s thinking bigger.”

It’s why he places such value on in-person events, even in a digital-first world.

“You don’t know who you’re going to sit next to — but they might just change your life,” he says.

Paul Avins may be one of the most trusted names in scale-up coaching, but what sets him apart isn’t just his track record — it’s his refusal to put himself at the centre of the story.

“I’m not here to build a cult of personality,” he says, matter-of-factly. “I’m here to help people build businesses that last — and lives they love living.”

That’s what he calls real success. And in a noisy world of business bravado, it’s a message worth hearing.

Read more:
‘My job is to grow this, not run it’: Paul Avins on why scale-up success starts with identity

Greenpark is a global performance-driven content agency specialising in omnichannel search and social.

Founded to revolutionise brand publishing, it combines deep audience insights with innovative digital strategies, helping top international clients such as Unilever, Campari Group and Kimberly Clark create content that resonates with people and algorithms alike.

From its early days, Greenpark has focused on producing tangible business outcomes. With over 150 managed brand websites and social channels worldwide, and more than 200 million organic sessions generated annually, the agency has saved clients millions in paid media while boosting brand recall and purchase intent. It has recently strengthened its foothold in advanced AI technology and creative AI labs, further cementing a reputation for staying ahead of the curve.

At the helm is CEO and founder Sven Lung, who honed his data-driven ethos while managing substantial paid media budgets as the founder of online fashion retailer BrandAlley. He emphasises that strong, long-term growth depends on purposeful earned and owned media strategies: ‘I wanted to offer brands a comprehensive approach integrating SEO, tech, content and digital PR to build visibility and scale effectively. Being independent from external funding has also given me control over the business’s direction.’

What was the inspiration behind Greenpark?

I wanted to revolutionise brand publishing for brands and organisations. I previously managed a substantial paid media budget as founder of an online fashion retailer, BrandAlley, so saw first-hand how good earned and owned media strategies were more effective in achieving long-term growth.

I started Greenpark to offer other brands a comprehensive approach that integrates SEO, tech, content, and digital PR to build brand visibility and scale effectively. I also wanted to be independent, without external funding, so I could have control over the business long-term.

I’m proud to say we now operate in 40 markets and serve multinationals like Nestlé and Sanofi.

Who do you admire?

I have great admiration for Sir Martin Sorrell. His ability to continue building successful businesses at this stage of his career, driven by a genuine passion for growth rather than solely profit, resonates with me.

His recent ventures exemplify innovative thinking and rapid scaling, which I find incredibly inspiring. I share his commitment to empowering teams and fostering a collaborative environment – I believe this is essential for long-term success.

He has also been able to reinvent himself after setbacks and continues to innovate as the industry landscape changes. Maintaining an entrepreneurial spirit in business allows you to be resilient and adaptable despite changes and I admire that a lot.

Looking back, is there anything you would have done differently?

My main regret is my early hiring practices. As a creative leader, my enthusiasm stopped me doing thorough due diligence, leading to costly hiring mistakes. My advice to aspiring entrepreneurs is to carefully vet candidates, especially for key positions.

Having the right people in key roles enables earlier strategic planning so not to be stuck in the weeds of the day-to-day. I find founders often become too engrossed in daily operations, trying to manage every aspect of the business, and that can quickly become a barrier to growth. Hire the right people so you can step back and become the architect of your business vision instead.

What defines your way of doing business?

Greenpark distinguishes itself as a boutique agency focused on delivering world-class digital services to large multi-national clients. We are known by our clients to drive business results through amazing content that both people and algorithms love. We’re particularly known in the industry for our innovative approach to omnichannel search and social marketing.

Our unique model includes building AI powered in-house squads for clients, ensuring dedicated experts align closely with their goals – it’s all about injecting performance into their owned and earned media strategies. Our agile, tech-savvy approach fosters strong partnerships and delivers measurable value.

Securing a substantial contract from Unilever in our early days (after refining our business model) is testament to this. Unilever recognised our potential and awarded us a multi-million-pound project driving growth over multiple years, which validated our approach. We haven’t looked back since.

What advice would you give to someone starting out?

My top piece of advice for new entrepreneurs is to focus on market potential first. Many start-ups fail despite significant funding because they lack sustainable growth strategies. Having these in place from the outset while being nimble enables you to adapt to changing needs as well as capitalise opportunities.

It’s also important to prioritise and cultivate a strong foundation before seeking quick returns. This requires a commitment to nurturing talent and building infrastructure to ensure your team can thrive and contribute meaningfully to your mission.

I would also advise anyone starting out to be independent for as long as they can, even if it means doing things slower. This allows you to develop a long-term vision and create value in the business.

Read more:
Getting to Know You: Sven Lung, CEO, Greenpark

Venture Planner is an AI-driven business planning platform co-founded by husband-and-wife team, Alex Clansey and Nicola McKenzie.

Part of the Dunham McCarthy Group, Venture Planner automates tasks like market research, financial forecasting and document generation, allowing startups and entrepreneurs to create comprehensive, data-driven business plans with ease. Since its launch in December 2023, the platform has rapidly grown to serve more than 50,000 users in 22 countries.

It all began when Nicola sought mortgage advice from Alex—then a mortgage advisor—and the pair hit upon the idea of offering complementary services to clients. They moved on to devise novel concepts in will-writing, finance, and insurance, eventually forging a flourishing business empire that now comprises six highly successful ventures. Venture Planner stands as their latest innovation, grounded in Alex and Nicola’s shared drive to push boundaries and create solutions that benefit both customers and the wider business community.

What was the inspiration behind your business?

Traditional methods of drafting business plans are time-consuming and run the risk of potential human error. While on a trip to New York to escape the busy day-to-day focus on business activities and brainstorm some fresh ideas, we identified an opportunity to use artificial intelligence (AI) to transform the creation of business plans.

Venture Planner makes use of AI to gather all the data needed to put together a comprehensive plan quickly and efficiently, eradicating the need for cumbersome manual data entry systems. In analysing hundreds of data points, our software gains a deep understanding of a business idea and offers realistic financial projections to support it.

How has Venture Planner evolved since then?

Since our initial launch in December 2023, the platform has been adopted in 22 countries. We now have over 50,000 active users from 74 different industries using the solution. We also have a wide range of customers making use of the technology, including ambitious entrepreneurs, dynamic startups and seasoned financial consultants.

Who do you admire?

We don’t have external mentors that we look up to; our greatest source of inspiration and guidance has always been found in each other. We’ve learnt a great deal from our individual expertise and perspectives, and we share the fact that we’re both incredibly driven individuals who want to work towards an end goal. We do however make sure that we take time to share knowledge or advice with others, whether that’s internally or externally.

Looking back, is there anything you would have done differently? And why?

Looking back, we realise we weren’t thorough enough with our hiring process and background checks for new employees, especially in the early days of our business. We’ve had a few bad apples over the years that could have been avoided with more rigorous screening. Now, we have a much more comprehensive hiring and vetting process in place, but it would have been far better if we’d learned this lesson 15 years ago. Those early mistakes in hiring not only caused some headaches but also taught us the hard way how crucial it is to really know who you’re bringing into your team. If we could do it all over, we’d definitely invest more time and resources into perfecting our recruitment and employee screening processes right from the start.

What defines your way of doing business?

Because we run Venture Planner and our other businesses as an equal partnership, we make sure that there is a clear division of labour according to our contrasting skill sets. If there are two people trying to do exactly the same thing all of the time, different opinions and approaches can stall any progress. With Venture Planner for example, one of us is involved in the development of the platform and the other handles the marketing function. We divide our responsibilities based on what we’re good at and what we’re not good at, as it’s the most efficient way of getting things done.

What advice would you give someone just starting out?

When you’re just starting out, it’s easy to get caught up in the everyday tasks of running a business. Our advice is to make time for strategic thinking, even when it feels like there’s no time to spare. This could be as simple as setting aside a dedicated hour each week to step back and think creatively about your business.

One option, if it’s possible for you, is to take what we call an “innovacation”—a short break away from your usual environment to recharge and brainstorm. It doesn’t have to be a full holiday or anything expensive. Even a change of scenery—like working from a new space for a few hours—can help spark fresh ideas. If that’s not realistic, finding smaller ways to give yourself mental space is just as important. And once you’ve got a solid idea, building it into a well-thought-out business plan is essential, and that’s where tools like Venture Planner can help.

Read more:
United in business and life: How co-founders Alex Clansey and Nicola McKenzie built Venture Planner

It wasn’t so long ago that having the option to work from your lounge in your slippers felt like a futuristic dream bordering on utopia.

Yet here we are, practically on the doorstep of the full remote revolution, and I’m watching a queue of business leaders feverishly backpedal towards outdated notions of “bums on seats.” Or, as I like to call it: “The Return of the Status Quo.” Pardon me while I stifle a yawn. Because if there’s one thing I’ve learned from a decade-plus of banging the proverbial drum about the virtues of working from home, it’s that the naysayers are usually being led by something that’s more about control (and a touch of distrust) than genuine business sense.

Let’s be perfectly clear: I’ve been peddling the work-from-anywhere mantra since 2011, if not earlier—my piece in Business Matters a five years ago, “Working at Home Can Lift Positivity, Productivity, and Profitability,” should have been etched onto the hearts of every forward-thinking employer. Back then, I remember the world patting me on the head and saying, “Yes, dear, lovely idea,” while proceeding to double-check no one was playing solitaire in the back corner of the office. It was like telling a Victorian mother you planned to feed her precious son vegetarian sausages. The horror. The uncertainty. The mild panic that everything we knew about corporate life was about to disintegrate into chaos.

Fast-forward a few years—well, more than a few—and we’ve all seen precisely how viable working from anywhere can be. There are even fewer excuses for archaic attitudes now. Technology has made it simple, cheap, and ridiculously flexible to replicate all the necessary functions of a physical workplace without actually dragging your bleary-eyed body onto a crowded commuter train. Of course, that’s not to say the standard HQ has no purpose. Some people genuinely love the camaraderie and structure of a shared space. But to insist that it’s the only way? That’s a bit like refusing to let your kids have a smartphone because you think carrier pigeons were doing just fine all those years ago.

One of the earliest arguments I recall making, in another Business Matters piece titled “Bodies & Bums Cost Money, Can Go Virtual,” was that paying for an army of chairs to be occupied from nine until five is both expensive and, frankly, pointless in the modern age. You’re shelling out for the real estate, the electricity, the toilet paper, the commercial coffee machine rental – and for what? A chance to watch Sandra from accounting type away in real time? A daily chat over the water cooler about last night’s telly? I’ve nothing against Sandra’s enthralling conversation, but let’s be honest: a good Zoom or Teams meeting can deliver the same interplay, minus the leaky commute. If you want to foster human interaction, schedule weekly get-togethers or one good off-site a month. But making it mandatory every single day feels as antiquated as a carbon copy receipt.

And yet, that’s precisely what many companies are doing, pressing the big red “Reverse” button on progress by dictating that everyone scuttle back under the fluorescent lighting, tethered to desks once more. We hear the same, tired rationale: “productivity is slipping,” or “team spirit is lost,” or (my personal favourite) “people can’t be trusted to do their work from home.” Let’s unpick those, shall we?

First, productivity. It is breathtaking how often remote staff end up working longer hours simply because they don’t have to endure the pains of a commute. Factor in that people can set their own schedules, do their best work when they’re actually feeling awake, and take breaks that don’t revolve around obligatory small talk in the kitchen. That’s not laziness; it’s quite the opposite. People who aren’t pigeonholed into a 9-to-5 routine often discover a sweet spot for output that suits their natural rhythms. And guess what? That usually means more deliverables, not fewer.

Second, the team spirit myth. As if the only thing binding a workforce together is the ability to physically see each other in an open-plan environment. Team spirit comes from shared goals, supportive leadership, and clear communication—not the faint smell of microwaved curry and the pitter-patter of frantic typing. Anyone who’s spent more than a week in a Zoom-based collaboration will know there’s a genuine camaraderie that sprouts when you’re working collectively towards the same objectives, even if you’re in different postcodes. And if you ever miss hugging your colleagues in person, you can meet up once a fortnight or month for that big, warm embrace—no harm done.

Lastly, the trust issue is perhaps the most bewildering of all. Why hire people you don’t trust, and then fixate on babysitting them from nine to five in an office? If your business model depends on eagle-eyed managers hawkishly scanning for slouching employees, there’s something rotten in the process. Good workers get the job done. Exceptional ones will do it better when given the freedom to shape how they work. Micro-managing, by contrast, breeds resentment and stifles creativity. We have a word for that, and it begins with “toxic.”

At the end of the day, businesses pushing a rigid return-to-office directive are not just ignoring the past decade of evidence that remote work is beneficial; they’re flipping a V-sign to the future. People have proven they can be even more productive, balanced, and, crucially, content working from spaces that suit them—be that a home office, a beach hut in Cornwall, or a Wi-Fi café in the mountains. I’m not saying offices should be eradicated entirely. I’m suggesting they ought to be an option, not an obligation. A tool, not a trap.

So, yes, I consider the “bring back the offices” brigade to be as misguided as dial-up internet evangelists—clinging to the comfortable drudgery of the old ways rather than forging ahead with the new. We can do better than that. In fact, we already have. The argument against remote work made some sense back in the ‘80s, but in the 21st century, it’s about as relevant as a Filofax. And if you ask me, long may that irrelevance continue.

So let’s collectively knock this regressive idea on the head. A flexible approach allows businesses to hire the best, keep the best, and get the best from them. Insisting on the old model of “bodies in the building” is short-sighted, blinkered, and will inevitably lead to a mass exodus of talented folks who know they can be just as effective—or more so—at home. After over a decade of championing this cause, I’ll say it louder for those in the back: real, thriving businesses in this century will value outcomes, not face time. And the rest? They’ll be left standing with their creaky roller chairs, wondering where it all went wrong.

Read more:
Why forcing a return to the office is a step backwards for business

Enate, founded by Kit Cox in 2011, is an enterprise AI and orchestration platform designed to help businesses streamline their operations.

Based in Cheltenham, Enate was born out of Kit’s frustration with the outdated tools, like spreadsheets and shared mailboxes, that many companies relied on to manage complex services. Enate’s solution offers a single platform that provides a clear view of tasks, enabling organisations to improve efficiency and automate processes.

Large enterprises such as TMF, Ernst & Young, and Acuity have integrated Enate’s software-as-a-service (SaaS) platform to manage their service delivery, often achieving operational savings of up to 20% within the first three months. The platform identifies gaps and opportunities, helping businesses deploy automation effectively across their processes.

Recognising the growing potential of generative AI, Enate has appointed Sam Ward as Head of AI Research and Development to spearhead innovations in this space. From sentiment analysis and email triage to intelligent document processing and data analysis, Enate’s AI tools have been a game-changer for its clients. Recent results show businesses saving up to 30 hours per 1,000 emails processed, which equates to two full-time staff members’ worth of time saved each year.

Built on Microsoft Azure Open AI Service, Enate’s solutions deliver high levels of accuracy, security, and compliance. The company is an official Microsoft ISV Partner and has been recognised as a leader in automation by Zinnov.

Backed by Mercia, Enate’s mission is clear: to free businesses from mundane, repetitive tasks, offering them insights that allow them to focus on customer service excellence and growth.

What was the inspiration behind Enate?

I was inspired to build Enate because, quite frankly, I was fed up with seeing business leaders having to deal with rubbish systems or, even worse, spreadsheets and shared mailboxes to deliver sophisticated services that were just not good enough for the job. We built Enate to cope with how the world really is. Many businesses have traditionally relied on things like IT service management systems to deliver services, but the problem is that while fixing a server in Brazil is the same as fixing a server in Belgium, that’s not the same as running a payroll in those countries. Enate helps standardize to a level that works but also allows you to flex to the variabilities in your business between countries and products, wrapping it all into delivering one superlative service.

Who do you admire?

Having just recently returned from two weeks at Glastonbury Festival – one at the fest, one at the clean-up operation – I have a lot of admiration for Michael and Emily Eavis. What they’ve built and cultivated is truly unique.

The whole concept of Glasto only works because so many people have bought into the idea of it, and are willing to behave somewhat out of character and give their time to do so: An idea I call Glastonomics. Acts like Coldplay perform for a tenth of their usual fee, campers give up creature comforts, doctors and dentists offer free care, and volunteers run the festival.

Post-festival, I joined 2,000 others in litter picking for five days to restore the site to its former glory. I got to spend time with such a diverse range of people from all corners of society, from students to mega high flyers, teenagers to pensioners, and academics. It’s a testament to how contributing to a community brings rich rewards.

Looking back, is there anything you would have done differently?

Yes, I wouldn’t have started a capital-intensive business until I had easier access to capital. The harsh reality is that you have to really struggle for a while. If I could go back in time, I would have started a services business first. Another thing I’d do differently is writing a shareholder agreement – don’t bother with shareholder agreements unless you need them.

What defines your way of doing business?

Working smart, entrusting our talented team to do their best, and ensuring the people around me are happy. I’m not someone chasing a specific endpoint, I define success as something more personal and immediate. If my way of doing business brings happiness to others and they’re engaged, then business is a success. Conversely, if my team and customers aren’t experiencing contentment, it’s a sign that there’s still work to be done.

What advice would you give to someone starting out?

Don’t wait years to get started. Get going and figure out if you’re cut out to run a business. Do you enjoy the feeling you get before an exam? If you can enjoy that, then go for it. You’ve got to be passionate about what you’re doing to be able to face all the challenges that will come along the way.

Read more:
Getting to know you: Kit Cox, Founder & CTO, Enate

We recently got to delve into the entrepreneurial journey of Emily Jeffrey-Barrett, the co-founder of creative agency Among Equals.

With a decade of experience in creative agencies, Emily saw a disconnect between brands and their audiences—one that often led to advertising efforts falling flat. Fueled by a desire to create work that truly resonates, she launched Among Equals, an agency built on the principle that no one inherently cares about a brand—until it makes them care. From her inspirations to the lessons learned along the way, Emily shares the insights that have shaped her approach to business and life.

What was the inspiration behind Among Equals?

I had been working in creative agencies for a decade when I started Among Equals. I’d worked with incredibly talented creatives, ambitious clients, visionary founders and NGOs on powerful missions and I’d spotted a pattern: they assumed people cared as much as they did. The CMOs and founders assumed people cared about their brand or product as much as they did. The charities assumed people were as invested in issues as they were. And the creatives assumed the general public was as passionate about design and advertising as them. The reality is very different. People simply do not care as much as our industry assumes they do, and that assumption leads to work that doesn’t work.

This isn’t just something I felt as a consumer and citizen, it’s something that’s been proven by research time and time again. The vast majority of advertising isn’t loved or hated; it’s just ignored. I wanted to build an agency that would work with this reality – creating genuinely impactful work that would make people care about issues, change behaviour and drive results. So our philosophy is grounded in this reality: ’Start with no one cares. Build brands that change that.’

Who do you admire?

I firmly believe the phrase ’never meet your heroes’ exists for a reason, so I’ve never put anyone on a pedestal. Instead, I admire anyone who DOES things. It’s easy to have ideas. It’s easy to talk about things you’re going to do. The hard part is actually doing it – taking the leap, writing the book, starting the business, making the move.

So I admire anyone who recognises that the world isn’t happening to them. They can happen to it. People like my client Emma Horton, who started a prescription skincare business – Uncouth – while pregnant and working as a doctor because she saw an opportunity. Or my colleague Joe Hedinger, who quit his amazing job at the BBC to move to Norwich and realise his dream of working with books – he works at a delightful shop called The Book Hive now. Anyone who really looks at life, understands it’s short, and takes steps to make the most of it.

Looking back, is there anything you would have done differently?

On one hand, yes – so many things. Like learning about the financial side of running a business, or the complexities involved in hiring and HR, or understanding the legal aspects of incorporating and trademarking a brand. That would have smoothed a lot of bumps along the way – I’ve had a lot of very, very steep learning curves. But in reality I wouldn’t change anything at all.

If I’d known all the challenges I’d face along the way, setting up the agency would have seemed extremely daunting. But because I didn’t, I just jumped in. It’s taken a lot of energy and work to get here, but I’m so proud of the business we’ve become and everything I’ve learned. It’s made me much more resilient. Today I can honestly stand here and say ‘anything is possible’ – and that’s because of all the challenges I faced, not in spite of them.

What defines your way of doing business?

People are everything. Full stop. You can’t achieve anything without the right team around you. So I only have three rules at Among Equals: 1. Hire people who are better than you. 2. Empower them, then get out of their way. 3. When anyone asks who is responsible for great work, there is only one answer: ‘the team’.

That includes our clients too. We work collaboratively, as equals, with our clients and I’m proud to call many of them friends. Someone once said to me ‘I don’t want to be friends with the people I work with. I’m not like you, I don’t need more friends’ and I’ve never heard anyone miss the point more. Why wouldn’t you want great working relationships with your team and your clients? When has good work ever come from contempt or conflict? Weird.

What advice would you give to someone starting out?

Learn how to wrangle fear. I’d wanted to have my own business for years but I’d been waiting for the perfect time. I was so scared of not having work, or enough money to live. But when the pandemic hit and everything seemed terrifying I realised the perfect time doesn’t exist – if you want to do something, you just have to go for it. I got to a point where the fear of NOT starting a business outweighed the fear of doing it, so I quit my nice, stable job in the middle of a global disaster and set it up. Fear can be paralysing, but it’s also incredibly powerful. So embrace it when it drives you, and when it feels like it’s going to overwhelm you just keep going and don’t look down.

Read more:
Getting To Know You: Emily Jeffrey-Barrett, Co-founder of Among Equals

FreeOfficeFinder, established in 2002, is an innovative and comprehensive service that helps businesses find and rent their ideal office spaces at no cost.

As one of the pioneers in the private, flexible office space market, the company has grown alongside the industry, which is projected to reach USD 2.84 billion by 2029 in the UK alone. FreeOfficeFinder has been at the forefront of this growth, meeting the demand for adaptable, managed, and serviced office spaces across London and the UK.

The company’s mission is to provide businesses with a vast array of office options without the burden of hefty relocation fees, a common practice among other agents. What began with a modest database of just two buildings has expanded into a portfolio of over 2,700 properties managed by more than 1,000 landlords. This growth reflects FreeOfficeFinder’s unwavering commitment to offering a wide variety of office solutions that cater to diverse client needs, from small startups to large corporations.

To date, FreeOfficeFinder has assisted over 50,000 organisations in securing their perfect flexible office spaces, a testament to the trust and confidence businesses place in their services. The company’s dedication to quality and industry standards is further highlighted by its membership in The Flexible Space Association since 2009.

Operating under a hybrid work setup, the FreeOfficeFinder team splits their time between a serviced office in Farringdon, London, and remote work. This experience underscores the importance of having a collaborative office environment—a perspective they bring to the clients they serve.

Here, CEO Nick Riesel, of FreeOfficeFinder shares insights into the inspiration behind the company, the lessons learned over the years, and the principles that define their approach to business.

What was the inspiration behind FreeOfficeFinder?

Ultimately, I saw a gap in the market and went for it. I was working in the residential property sector, and I saw an opportunity to fix a problem that so many people were facing. When I spoke to people it became clear that traditional methods of finding office space were overcomplicated and outdated, often involving high costs in the form of agency fees and a lack of transparency.

The vision was to create a service that not only connected clients with suitable office spaces but also offered a seamless, one-stop-shop process. Thus, FreeOfficeFinder was born.

By leveraging the model where landlords pay us for successful introductions, we could keep the service entirely free for clients, meaning businesses can focus on what they do best without the added financial burden and complexity of office hunting. The term FreeOfficeFinder reflected our offering in 2002, and still does to this day.

Who do you admire?

Jeff Bezos stands out for me. His journey with Amazon, transforming it from an online bookstore to a global marketplace that sells virtually everything, quickly and easily, is a remarkable story of strategic pivoting. His ability to foresee the potential of the internet and adapt his business model to that has not only revolutionised e-commerce but also made him one of the wealthiest people in the world. By staying innovative and customer-focused he’s shown incredible entrepreneurial versatility.

I also admire Richard Branson for his amazing ability to create a brand that has stretched across so many different markets and industries for over 50 years.  His knack for making his brand a success in so many sectors is remarkable.

Looking back, is there anything you would have done differently?

Honestly? Too much to count! I’ve learned so much that would have been invaluable in the early days of the business. But I think most of all, having a mentor back at the beginning would have really helped.

Having access to someone with similar entrepreneurial experiences could have really accelerated our growth and improved our decision-making processes. Over the past two decades, the learning curve has been steep, with new insights gained every week. A mentor could have provided guidance and wisdom that would have resulted in achieving milestones much faster and probably with fewer obstacles too. There were so many questions I wish I could have asked.  I hope that further down the line I could offer others the kind of mentorship which I now know have been so beneficial to me.

What defines your way of doing business?

The way FreeOfficeFinder conducts business is grounded in principles that might seem clichéd but are fundamentally sound: delivering good service and being fair to everyone involved—staff, customers, and suppliers.

We’re all about fostering a positive working environment and building long-term relationships. When people want to work with you, and enjoy their work, it minimises the time and resources spent on replacing staff or negotiating with dissatisfied clients. Instead, you can better invest your time in growing the business and making the service offerings better and better.

What advice would you give to someone starting out?

I think an important piece of advice is to try and value criticism over praise. Tough as it might sound, understanding the weaknesses in your service or product is crucial. Constructive criticism means you have actionable insights that, when addressed correctly, can significantly improve the quality and appeal of what you’re offering. Embracing feedback with a growth mindset really can honestly transform challenges into opportunities.

And, of course, as I mentioned before, get a mentor if you can. Having a mentor means you get to learn from someone who’s been through the ups and downs and can share their wisdom to help you avoid mistakes and make smart choices. Mentors help you build confidence, sharpen your game plan, and introduce you to important people. Value an idea being successful over whose idea it was.

Read more:
Exploring the Vision Behind FreeOfficeFinder: A Conversation with CEO Nick Riesel

Adaptive Accountancy, based in Yorkshire, is not your typical accounting firm. Led by Brad Walker, the company is committed to embracing the constant evolution of today’s business world.

In an industry undergoing dramatic transformation, Adaptive Accountancy has positioned itself at the forefront by adopting cutting-edge technologies and innovative practices that help small businesses leverage better data to drive growth.

Unlike traditional accountants who focus on yearly accounts and quarterly bookkeeping, Adaptive Accountancy provides daily financial management, acting as a true business partner to its clients. The firm’s approach shifts the conversation from mere accounting to strategic discussions about sales, marketing, industry trends, and future planning, ensuring that their clients are always prepared for what lies ahead.

In this Q&A, Brad shares the inspiration behind Adaptive Accountancy, the challenges faced in reshaping the industry, and the forward-thinking approach that has led to the firm’s impressive year-on-year growth.

What was the inspiration behind your business?

The inspiration for Adaptive Accountancy came from my personal experiences and frustrations within the traditional accounting industry. Ten years ago, I was working in a conventional accounting firm, and the service small businesses were getting from their accountants was far below what I thought it should be.

As accountants working with businesses of between £100,000 and £500,000 turnover, we have experience from hundreds of clients spanning across almost every industry you can think of. This pool of knowledge can be shared with other business owners, helping them avoid common pitfalls. We’re in a truly privileged position, and we can make massive differences to peoples’ lives by helping them navigate the trials and tribulations of the business world.

I realised that small businesses needed more than just annual accounting services; they needed real-time financial insights and proactive guidance to thrive. I wanted to create a firm that not only provided top-notch accounting but also acted as a strategic partner. The rapid advancements in technology, particularly in AI, have enabled us to double down on advising, as the time spent on the mundane tasks is reduced.

Who do you admire?

Richard Branson – he looks at industries with a fresh pair of eyes, looks at the frustrations from a customer perspective and sets about driving change.

James Clear – author of Atomic Habits, a life changing book that showcases how small efforts, compounded over time lead to amazing results.

Looking back, is there anything you would have done differently?

If I were to start again, I would be much clearer on my target clients. It’s easy to take on every client at any cost to get revenue through the door, especially in the beginning. The problems come later down the road where I’m serving clients with businesses that don’t excite me or where I can’t add real value.

There’s a place for the bog-standard accountant, but that type of work fills me with dread. Give me ambitious, light-bulb conversations with my clients any day of the week. That gives me my “why”.  It’s no surprise that after almost 15 years in accounting, completing a set of accounts doesn’t light up my world anymore. But having the data does. Now I’m armed with real facts and figures that tell a story. A story of a business whose book isn’t fully written yet and together we can make the ending.

What defines your way of doing business?

Customer value.

Each client values different things, so we tailor our approach to suit each one. For example, when responding to a client email, instead of a long-written response, I put the camera on and send them a video response because it’s a much more personal response.

Albert Mehrabian concluded that only 7% of communication is made up of words, that’s 93% of service left on the table. If we want tighter connections with our clients, we need to know their goals and aspirations and help them achieve it, so we must view the world from their perspective and respond to their preferences. Some do love the old-fashioned email and that’s okay, but we adapt our approach to suit each client.

A tool you can use to help you get clear on this is the Business Model Canvas, I learnt this model whilst attending the Help to Grow: Management Course – a 12-week programme designed to help business leaders and senior managers increase resilience, innovation and growth. It helped me articulate who my target clients were, and what value I bring to them.

What advice would you give to someone just starting out?

Price correctly.

All too often we see new businesses starting out undercharging to get their first clients, to hit problems with profitability later and be stuck with a client base of low fees. You work more, you’re underappreciated, and you receive less. So price correctly in the beginning, and get help on this if required from an expert, don’t just price the same as a competitor.

Start with the end in mind.

There are two ways you exit a business, either selling, or in a 6ft wooden box. Unfortunately, there’s a high probability that you’re going the box route, statistically speaking. That’s because most small businesses are reliant upon the business owner. Without them, there’s no business. Take the time at the beginning to plan how you want the business to grow, so your team can take over seamlessly when you’re out of the equation.

Failure to plan is planning to fail.

Use resources such as the Business Model Canvas I referenced earlier, to mind map what your business looks like. You can develop out each section in terms of policy and procedure which creates your blueprint on training employees.

Two heads are better than one.

If you can, get involved in some kind of peer group. In addition to the practical business skills, expert advice and networking, one of the best aspects of the Help to Grow: Management Course was the peer support I received from other attendees. In business, it can be lonely, and while people around you think they understand how you feel, they often don’t. They’ve never had a business of their own.

My peer group had a great breadth of experience. I could share my problems and get advice from like-minded small business owners who had been there and done it and it was invaluable.

Read more:
Getting to Know You: Brad Walker, founder of Adaptive Accountancy

Objective is a leading tech agency based in Essex, specialising in helping businesses streamline their processes through bespoke software solutions and unlocking value using data analytics.

With a rich history dating back to its founding in 1987, Objective has grown from its roots in infrastructure and software development to become a powerhouse in innovative data-driven solutions.

The highly knowledgeable team at Objective works with clients of all sizes, from small local businesses to large enterprises, offering tailored software development, data analytics services, and expert consultancy. As a proud Microsoft Partner, Objective is dedicated to empowering businesses to harness their true potential using the power of data and AI.

What was the inspiration behind Objective? Why was it started?

Objective is a family-run business, founded by my mum, Cath Fox, in 1987. She recognized an opportunity to help companies make better use of the data and information they were collecting. She saw firsthand how improving business processes could lead to capacity growth and spark opportunities for innovation.

What did it provide a solution to at the time?

When Objective first started, the focus was on infrastructure, software development, and later, training. The mission, which remains central to our work today, was to make technology work for business processes, not the other way around. Cath’s goal was to create efficiencies for organizations through the use of innovative technology. Although technology has evolved significantly since 1987, this mission continues to drive our business.

How has Objective evolved since then?

Over time, we shifted our focus, phasing out IT infrastructure and training services to concentrate on the growing possibilities of software development. In 2015, we added data analytics to our services in response to customer demand. We recognized how the integration of software development and data analytics could offer added benefits to our clients, allowing us to provide a holistic package. I took over as Managing Director in 2019, and in 2024, my sister Joely joined the team as Commercial Director to support our growth and further expand our client base.

Who do you admire in business?

Of course, I admire my mum. Founding a technology company in her early 20s during the 1980s—a time when technology was predominantly a ‘man’s world’—was no small feat. As a young female entrepreneur with three small children, she had to work doubly hard to prove herself. But she did, building Objective into what it is today. Her ability to enter a business, find ways to improve it, and think outside the box was incredible, and I learned so much from her. In general, I admire people who have the courage to start something and the discipline to maintain and nurture it. While I’ve carved out my own identity since taking over the business, the values and ethos my mum instilled still guide our culture.

Looking back, is there anything you would have done differently? And why?

With hindsight, I would have promoted myself sooner. I joined the family business intending to stay for just a year, to gain work experience and explore different fields like operations and marketing. However, I ended up loving every aspect of it, and over a decade later, I’m running the business. This is a common experience in family businesses.

Initially, I was young and self-conscious, which made me hesitant to promote my skills within or outside the company. It wasn’t until I completed my MBA that I gained the confidence to push forward with my ideas and assert my position within the company. I’ve always had a strong understanding of how businesses operate and how technology can add value. I wish I had been more confident in promoting that earlier on.

What defines your way of doing business? What have you changed or implemented since taking over? How are you putting your own stamp on things?

It turns out that being the director’s daughter wasn’t something to feel awkward about; it was an asset. Having grown up with the business, I knew Objective inside out, and I already had many ideas of what I wanted to implement when I took on my role.

Since taking over, I’ve made several changes to put my own stamp on the business. In 2021, I invested in our first office premises, which was a significant commitment to our long-term future. We now have an office dog, adding to the family feel and inclusive culture that’s important to me. I’ve also introduced new processes and training procedures, placing more emphasis on team involvement and direction. I’m pushing for a more service-based approach to working with companies, alongside our product-based projects.

With both myself and my sister Joely heavily involved in the business, we have a vested interest in making Objective a thriving success. We’re determined to prove ourselves in our own right, and we’ve got a strong plan to do just that.

What advice would you give to someone starting out?

Back yourself. Identify what you do well, keep doing it, and take credit for it.

Read more:
Getting To Know You: Lara Fox, Managing Director, Objective

The Student Energy Group (TSEG) is a forward-thinking student bill provider and utilities company founded by a group of passionate young entrepreneurs.

TSEG is dedicated to supporting a network of landlords, student customers, and suppliers through the use of data-driven technologies and industry expertise.

Beyond its core business operations, TSEG is committed to giving back to the community and the environment, with initiatives that include team volunteering and planting a tree for every property sign-up. By integrating seamless technology with meaningful community engagement, TSEG is quickly emerging as a leader in the PropTech industry.

At the helm of TSEG is one of the Founders, James Villarreal, whose leadership and vision have been crucial to the company’s rapid growth and success. In this insightful Q&A, James shares the inspiration behind The Student Energy Group, what defines the business, and the challenges encountered along the way, reflecting on the start-up journey so far.

What was the inspiration behind TSEG?

We knew people that needed our help! The Student Energy Group was founded during the 2022 energy crisis, caused by the Ukraine war – arguably the worst time to launch a software business focused on energy procurement. But we knew the market well, and we knew that many people needed our help. We expected challenges, but we had the platform technology to support our landlord customers and suppliers, helping them maintain income streams that some companies rely on. What started as a group of friends wanting to work – and play more golf – together has now evolved into an excelling company. Yes, work has taken over, but we wouldn’t change it for the world.

Who do you admire?

This might sound a little cheesy, but genuinely, the people I admire the most are the team around me. Their dedication and relentless passion to do more inspire me every day, and I have immense admiration for the work they do.

Equally, as the saying goes, behind every half-decent man is a great woman – the admiration I have for my wife for being the rock of our family is off the charts. Business is one thing, but if I went back to an empty house every night, I don’t think the business would work as well, so there’s a lot to admire about that.

Looking back, is there anything you would have done differently?

Attained a PhD in hindsight! Yes, there’s a huge amount I would have done differently, but I wouldn’t change any aspect of the journey. Each experience has taught us valuable lessons as a business and as individuals, and that’s invaluable.

However, if I had to pick one thing I would have done differently, it would be conducting more thorough due diligence on key suppliers. We had to change some suppliers early on because they didn’t align with our values or meet the standards our customers deserve, which caused some pain in the startup stages and slowed us down. Doing this properly the second time around has massively helped us get to where we are now.

What defines your way of doing business?

We have one core value: to ‘simply do the right thing.’ Whether it’s for the environment, suppliers, customers, each other, or our community, we live and breathe this value. It really means something to everyone in the business, and we have countless examples of the team embodying this value. It’s what cements us all together.

What advice would you give to someone starting out?

My advice is to get on with it! You won’t look back and regret the decisions you make if you’re the type of person who’s already doing it. While it is tough, you build resilience, and you find ways through the dark days. Don’t be fearful of that! The end goal is superb and well worth taking that leap.

Read more:
Getting to Know You: James Villarreal, Co-Founder of The Student Energy Group

Chris Kemp is the CEO and founder of Ingenuity Group, a leading force in the marketing consultancy landscape. Founded in 2005, Ingenuity started as a new business consultancy with the objective of connecting marketing agencies with potential brand clients.

The company quickly gained recognition for its innovative matchmaking sessions, where brands with specific marketing challenges met agencies capable of addressing those needs.

Over the years, Ingenuity has evolved, now offering agencies a suite of services including PR, content, and growth consultancy. Additionally, it supports brands through agency selection, pitch management, and marketing ecosystem services, facilitating the discovery of new agency partners. Ingenuity also boasts a brand partnerships team that excels in sourcing and developing industry-leading collaborations.

In the past two years, the company has grown significantly, acquiring the lead generation company Future Factory, the sponsorship agency Reg & Co, and the UK’s most distinctive marketing festival, MAD//FEST. These acquisitions now operate under The Ingenuity Group, whose mission is to connect the marketing world. As the CEO, Chris Kemp takes time to share his insights with Business Matters.

What is the main problem you solve for your clients?

Essentially, we have two predominant audiences: brands and agencies. We help brands navigate the constantly evolving and intricate agency landscape, guiding them to find the right partners. We support agencies’ growth using marketing, new business tools, and technology to help them connect with their target brands and establish strong relationships.

What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?

Before becoming a founder, I worked with another lead generation company and felt there was an opportunity to do things differently. Fuelled by enthusiasm and naivety, I was inspired to start my own business. I was determined to build a successful business that I could be proud of, so starting my own company seemed like the best path.

What are your brand values?

For me, it’s three-fold:

1. Lead by example. Everything comes from the top, so it’s important for management to show the way through their actions.
2. Treat people the way you want to be treated. Respect is non-negotiable.
3. Encourage collaboration at every point.

Do your values define your decision-making process?

I am particularly passionate about effective collaboration. Teamwork makes a huge difference as everyone plays a part in growing the business. I have acquired companies that share a similar mindset to us – that’s something I feel strongly about that needs to be aligned throughout the Ingenuity Group. It’s crucial for me to work with people who are likable and ambitious.

Is team culture integral to your business?

Team culture is imperative to me, and I take pride in the culture we have built at Ingenuity and now continue to do so across the Ingenuity Group. It is important to me that my employees feel they can learn, grow, and succeed. I am honored to have colleagues who started with me when Ingenuity was a young company and have since worked their way up the ranks.

What do you do to go the extra mile to show your team you appreciate them?

We implement various initiatives to recognize and reward our employees, but making people feel seen has always been a priority for me. Each individual needs to feel like they have a voice and to feel comfortable sharing their opinions. This is something that I will never let change, no matter how big the business gets. Whenever I can, I try to take the time to ask people how they are doing, congratulate them on a success, or help with a challenge. I want everyone to feel validated for all their hard work and to feel like they can approach me.

What is your attitude towards your competitors?

I appreciate our competitors. I genuinely want them to thrive because we need them to drive the market. In our relatively small industry, it is important to cultivate positive relationships; it’s better to be liked than disliked. I’ve always admired competitors, so much so it’s resulted in us acquiring some!

Do you have any advice for anyone starting out in business?

Networking is honestly so important. Learn to enjoy meeting new people, as making connections is incredibly worthwhile – you never know where it might lead. Be proactive in asking lots of questions and seeking advice from those who have been successful. Starting a business is a big risk, and it’s totally understandable to feel like you need financial support. However, if you can hold off on accepting investment, you’ll be so happy further down the line and you’ll be rewarded in so many ways.

It can be a lonely and pressured place to be as the lead decision-maker of the business. What do you do to relax, recharge, and hone your focus

While it can be a lonely and pressured place, having the right people around you is so important. I am fortunate to have a great support system that I can share ideas with. Outside of work, true relaxation comes from spending time with my family.

Do you believe in the 12-week work method, or do you make much longer planning strategies?

I like to have a plan and budget set for the year and have regular check-ins to monitor progress. Nothing is ever set in stone, though, so the review meetings throughout the year provide opportunities for us to pivot where necessary. Over the last five years, we have seen an enormous amount of change, so it’s been crucial for us to be flexible, allowing us to evolve as needed.

What three things do you hope to have in place within the next 12 months?

In the upcoming year, I’m excited about raising awareness for The Ingenuity Group and cultivating a distinct atmosphere. I’m aiming for our companies to feel connected while maintaining their operations. There are many exciting events on the horizon, and we are focused on expanding our influence across all markets. Additionally, I’m eager to support MAD//FEST’s inaugural Manchester event, MAD//UP NORTH in February.

Read more:
Getting to Know You: Chris Kemp, CEO & Founder of The Ingenuity Group

Verto aims to make global financial transactions easier for businesses of all sizes. As a partner for handling cross-border payments, foreign exchange, and banking solutions, Verto simplifies the complexities of international finance.

The advanced platform enables businesses to both accept and send global payments seamlessly. With over 3,000 clients worldwide and the capability to work with more than 20 exotic currencies, Verto prides itself on being at the forefront of efficiency and innovation in fintech.

What sets Verto apart is its strong focus on emerging markets. These regions are often overlooked and notoriously fragmented in the financial world. By concentrating on these areas, Verto not only makes global payments more accessible but also streamlines complicated transactions through one easy-to-use platform. Whether it’s a treasurer of a US-based bank dealing with fragmented branches in Africa, or a CEO of a UK-based energy company looking to reduce transaction costs to a subsidiary in Kenya, Verto offers competitive FX rates and automated processes to simplify operations.

Based in the UK, Verto leverages its strategic position to work closely with global leaders, regulators, and banks, ensuring accurate risk assessments for transactions within emerging markets. The company’s role goes beyond being a service provider; Verto is a key influencer and innovator in the industry. Recently, Verto launched Verto Marketplace, a groundbreaking product designed for traders, brokers, and treasurers. This platform offers a smoother and more transparent way to trade exotic currencies, meeting a growing market demand.

What was the inspiration behind Verto?

The story of Verto’s inception is quite unconventional. Unlike typical startup origin stories that either revolve around boardroom meetings or lightbulb moments in a coffee shop, Verto was actually born out of a game of poker. In 2017, I was looking for ways to help individuals in the UK, particularly those with families in Nigeria, send money home more efficiently. This led me to set up an online remittance company. Simultaneously, my co-founder Anthony was busy launching a prop-tech company and gearing up to start his MBA.

During one of our poker games, the magic truly happened. Naturally, we started talking about the issues we were facing in our ventures. I mentioned the significant challenges I encountered while paying overseas suppliers, particularly those in emerging markets like Nigeria. The inefficiencies, lack of transparency, and high transactional costs were all obstacles that needed a solution. Right there, we realized the opportunity to address these pain points.

We both decided to quit our jobs and pursue this new venture wholeheartedly. Verto was born from these first-hand experiences and a genuine need to make cross-border financial transactions smoother. Our mission from day one has been clear: to empower individuals, businesses, and organizations by making their international financial transactions seamless, secure, and cost-effective. That poker game didn’t just change our careers – it sparked the creation of what Verto is today, a game-changing platform for global payments.

Who do you admire?

Jamie Dimon, the CEO of JPMorgan Chase, is someone I greatly admire. He occupies the most important position in global financial services and has shown exemplary leadership and strategic thinking in navigating the complexities of the financial world.

Looking back, is there anything you would have done differently?

That is a great question—quite a few things I would have done differently. Top of mind would have been to embrace our emerging markets heritage early and amplify the fact that we are solving a significant pain point for these businesses, which is helping them to seamlessly transact internationally. We spent some time in the early days torn between prioritizing doubling-down on emerging markets capabilities and servicing our developed market customers.

What defines your way of doing business?

My approach to business is deeply rooted in my Nigerian heritage, which has profoundly influenced my perspective as both a Co-Founder and CEO. Growing up with a commercial lens on the world, I’m always on the lookout for ways our company can develop products that solve everyday problems. This pragmatic yet visionary approach drives much of what we do at Verto.

When it comes to leadership, I am constantly reminded that I am an immigrant in a country that has offered me numerous opportunities. This ethos—providing opportunities for all—shapes my leadership style. This belief is reflected in our diverse team at Verto, which has grown to 100 people from over 30 different nationalities. By fostering diversity, we tap into a wide array of strengths, experiences, and viewpoints, making our company stronger and more innovative. I am a firm believer that openness leads to winning ideas. My leadership style is characterized by providing tasks and guidance without resorting to micromanagement. I place value on accountability and trust my team to take ownership of their work. This method not only empowers individuals but also cultivates a collaborative and dynamic working environment where everyone can thrive. In essence, what defines my way of doing business is a combination of a problem-solving mindset, a commitment to opportunity and diversity, and a leadership style grounded in trust and accountability.

What advice would you give to someone starting out?

To achieve lasting success, focus on building relationships that align with your values and goals. Equally important is following through on your commitments. Consistently delivering on promises establishes credibility. A reputation for keeping your word earns respect and loyalty in both your professional and personal life.

Read more:
Getting to Know You: Ola Oyetayo, Co-Founder of Verto

Design by Structure is an award-winning strategic branding agency that specialises in B2B branding solutions for holders of capital, the companies they invest in, and the organisations that support them.

This focus creates an embedded expertise and an ecosystem of insight and experience that accelerates impact for their clients.

At Structure, strategic branding is more than a service—it’s an obsession. The team is dedicated to ensuring that the brands they create deliver on clients’ commercial strategies and contribute to their success. Operating on projects across the UK, Europe, USA, and Asia, Structure comprises 20 passionate individuals who believe that a well-executed brand can drive business forward. They emphasize the importance of embodying the brand clients deserve, unlocking passion and energy within their companies to fuel success.

As Jeff Bezos famously said, “Brand is what they say about you when you are not in the room.” Structure aims to harness the power of brand to accelerate impact, making businesses not just visible but memorable and influential.

What was the inspiration behind Design by Structure?

The inspiration behind Design by Structure came from a shared experience between my co-founder, John Galpin, and myself. We worked together at an early digital business that, despite being small, was profitable and successful. However, the founders’ ambitions led them to raise capital on promises they couldn’t deliver. John and I witnessed firsthand the consequences of this, including the challenges of securing funding and the aftermath of unmet expectations.

We wanted to create a business that not only delivered on its promises but also ensured our clients’ success. Our goal was to develop a structured and logical approach to branding that would de-risk the journey to achieving success. This systematic methodology inspired our name, Design by Structure. We aim to design success through a structured process that constantly refines and improves, ensuring that our clients achieve their goals reliably and effectively.

Who do you admire?

For me, admiration is less about specific individuals and more about those who inspire. Inspiration is crucial for growth and staying relevant, and it can come from anywhere—an overheard conversation, a glimpse of something on a journey, or insights across different channels.

Currently, I am inspired by leaders like Bob Iger, whose book “The Ride of a Lifetime” details his time at Disney, his bold approach to buying Pixar, and his transformative impact on the company. Phil Knight’s story in “Shoe Dog” about Nike’s near failures and ultimate successes is another source of inspiration, showcasing resilience and the willingness to take significant risks.

Steve Jobs is also a perennial source of inspiration for me. His return to Apple during its darkest days, alongside Jony Ive, to create a company that emphasized the importance of well-designed products and transformed retail environments, is legendary. These stories remind me of the power of visionary leadership and the impact of innovative thinking.

Looking back, is there anything you would have done differently?

While there are certainly things I might have done differently, I try not to dwell on past mistakes. It takes effort and discipline to live without regrets. Assessing situations carefully, making thoughtful decisions, and committing to them while staying open to change if needed, is my approach.

Do I wish we had started Structure earlier? Yes. But the experiences and lessons learned from our previous ventures were crucial to our success. Opportunities often come at the right time, and it’s essential to be ready to seize them.

What defines your way of doing business?

In our line of work, we handle the brands and identities of the businesses we are privileged to work with. Our role is to inspire, push, and help these companies transform into the best versions of themselves. This process should be memorable and infused with energy and enthusiasm. Our belief in the success of our clients, coupled with our optimism and commitment to the ‘power of possible,’ defines our approach.

We aim to bring a positive and dynamic presence to every interaction, reflecting this in our meetings and deliverables. Our goal is to create a rich combination of optimism, enthusiasm, and belief in the potential of the brands we work with.

What advice would you give to someone starting out?

Time is your greatest asset. Take the time to find what you truly want to dedicate yourself to and commit to it. This commitment will open unexpected doors and bring enjoyment to your work.

It’s essential to have a plan. Think about your direction and what you need to achieve. Success often takes time, so take the pressure of urgency off the table. Work methodically towards your targets, seek advice, ask questions, meet people, and take time to think. You have more time than you realize, and using it wisely can lead to long-term success.

Read more:
Getting to Know You: Jesse Swash, Co-Founder of Design by Structure

Andrew Martin serves as the CEO of SMEB, a pioneering fintech company dedicated to supporting small businesses across the UK.

SMEB, which stands for Small & Medium Enterprise Banking, was founded by British veterans in response to the rapid decline of local banking services, a crisis that has left millions of small businesses and individuals underserved. Recognizing the urgent need for accessible financial services, SMEB has emerged as a vital player in the fintech landscape.

Approved as a Payment Institution by the Financial Conduct Authority (FCA), SMEB is well-positioned to revolutionise the banking experience for SMEs. The company plans to significantly expand its footprint across England this year, deploying its innovative proprietary banking hubs. These hubs aim to fill the void left by traditional banks, providing essential financial services to small businesses, particularly in rural and underserved areas.

Under Martin’s leadership, SMEB is not just a fintech company; it is a mission-driven enterprise committed to restoring and enhancing banking services for the backbone of the UK economy—small and medium-sized enterprises. As SMEB scales up, it continues to leverage cutting-edge technology and customer-centric solutions to meet the evolving needs of the UK’s small business community.

What was the inspiration behind SMEB?

The inspiration behind SMEB stemmed from a culmination of industry experience and a keen observation of market gaps. With over thirty years in the payments industry, I have led G4S into cash centre management, overseeing the transition of cash centres from retail banks and pioneering independent ATM deployment in the UK. This extensive experience has sharpened my ability to identify market changes and opportunities. One of my core beliefs is that the best ideas always come from listening to customers. When customers are at the heart of innovation, the right path is naturally followed.

The idea for SMEB emerged when we observed the alarming rate of retail bank branch closures. Over 5,000 branches have closed in the past five years, with an additional 400 closures expected this year. This trend significantly impacted SMEs, particularly in rural areas, by limiting their access to essential financial services. During the pandemic, we also noted a shift in the use of cash and recognized that most new fintech solutions were consumer-focused, leaving SMEs underserved. The UK government’s push towards regulating open banking highlighted the potential of embedded finance, presenting a clear opportunity.

Seeing these gaps, we conceptualized Small & Medium Enterprise Banking (SMEB) to restore banking and cash services for SMEs in rural locations. Our mission is to leverage open finance and provide all payment options, including cash, to support SMEs efficiently. We believe in lean and agile organizations that can quickly adapt to market changes, which contrasts sharply with the sluggishness often seen in large corporates. I spend significant time in the market, attending conferences, meeting partners, and understanding customer frustrations and market inefficiencies.

Listening to customers has been crucial in shaping SMEB. SMEs often feel unsupported by retail banks, spending excessive time managing their businesses without adequate support. As a business owner myself, I have experienced these challenges firsthand. SMEB aims to fill this void, using technology to make life easier, simpler, and more efficient for SMEs, especially in rural areas.

Who do you admire?

I admire Jamie Dimon, the CEO of JPMorgan Chase. He holds a pivotal position in global financial services and has shown exemplary leadership and strategic thinking in navigating the complexities of the financial world.

While I have traditionally looked up to figures like Porter and Kotler, and iconic businessmen like Bill Gates, more recently, my admiration has extended to those who challenge the norm and never give up, such as Elon Musk. Beyond business leaders, I am inspired by individuals who overcome disabilities, demonstrating resilience and determination. Their stories teach us to persist, focus on our mission, and never give up.

Looking back, is there anything you would have done differently?

When reflecting on my journey, I remind myself not to regret mistakes, as they shape our resilience and adaptability. However, I would have embraced our emerging markets heritage earlier and emphasized our role in solving significant pain points for businesses in these regions. Initially, we were torn between focusing on emerging markets and servicing developed market customers. A clearer, earlier focus on our strengths might have accelerated our impact.

Another lesson is the importance of contingency planning. Business rarely goes as planned, so having backup plans is essential. Continuous learning is also crucial. The rise of social media has transformed sales, and staying updated and adaptable is vital.

What defines your way of doing business?

My approach to business is customer-focused. Listening to customers, especially those who are leaving, provides invaluable insights. I’ve never had a bad meeting with a customer, even if they were frustrated. My advice to other entrepreneurs is to never turn down a meeting; you always learn something valuable. Use your ears more than your mouth, and you’ll gain crucial insights.

I am determined and focused, qualities necessary for driving change and innovation. In business, I approach problems from three levels: strategic, tactical, and operational. Staying in control of all three ensures success.

What advice would you give to someone starting out?

For anyone starting out, focus on building your business around customer feedback. Understand your customer base and ensure your product or service adds value. Pilot your product to refine it based on feedback and adapt as needed. Think both long-term and short-term, and manage your finances within the set budget.

Building a strong, like-minded team is critical. Hire individuals who share your vision and can be relied upon. Our staff at SMEB are innovative and take educated risks, embracing innovation and technology.

Finally, structure your business to scale efficiently, ensuring longevity and profitability. Prioritize relationships and keep your promises, as credibility is key to earning respect and loyalty in both professional and personal spheres.

Read more:
Getting to Know You: Andrew Martin, CEO of SMEB

Established in 2019, Acquirz is a market-leading B2B data solutions and email marketing agency, dedicated to transforming the way businesses connect with their target audiences.

With a focus on innovative email strategies deployed using cutting-edge technology, Acquirz helps SMEs and enterprises focus on new customer acquisitions by identifying and engaging potential customers with precision and efficiency. Our expertise spans across all B2B industries, allowing us to tailor our approach to meet the unique needs of each client.

Our company’s commitment is rooted in providing high-quality, GDPR-compliant data, delivered either directly to clients or through wholesale channels via the Acquirz Business Universe. This initiative aims to fuel effective and innovative marketing strategies that will bolster business growth in the digital age.

Based in Cheltenham, Acquirz boasts a purpose-built acquisition database of over three million companies and 2.5 million B2B emails, outshining our competitors in depth, breadth, and accuracy of information. With an average client ROI of 400% and over 150 years of collective experience in B2B acquisition marketing, we have positioned the business as a seasoned, trusted authority capable of delivering tailored, data-driven solutions to a broad range of clients, including some of the world’s most iconic brands such as AVIS Group, Admiral, Howden, Hiscox, Tide Bank, Coop, EDF, and many national SMEs.

Acquirz is a true innovator, going beyond conventional industry practices by introducing solutions like managed email campaigns and self-service email marketing platforms that are customizable and scalable. The team understands that high-quality data and leads are the lifeblood of any successful business. Therefore, we employ a data-driven methodology to ensure that every prospect opportunity is not only relevant but also primed for conversion. By leveraging advanced analytics and a deep understanding of market dynamics, we deliver high-value opportunities that drive sales growth and enhance Return on Investment.

What was the inspiration behind Acquirz?

Acquirz was inspired by a simple mission: to empower businesses of all sizes to achieve their growth goals through intelligent customer acquisition strategies. I believe that every business deserves the opportunity to reach its full potential, and the team here is committed to providing the tools, resources, and guidance to make that happen in the most efficient and cost-effective ways possible.

Prior to starting Acquirz, I worked at the largest vendors in the market for nearly 20 years. I felt that the market could be much better served with higher-quality products, better customer experience, and more flexible pricing models to suit market demand. I knew that customers needed better solutions that weren’t yet available, so I decided to form Acquirz with my business partner, Chris Skinner, to fill that gap.

Who do you admire?

Someone I really admire is Steven Bartlett. In my opinion, he embodies the power of self-made success and resilience. He started out from a modest background and went on to co-found Social Chain, transforming it into a multi-million-dollar company by the age of 27.

I find he has an authentic and relatable approach to his work, often sharing personal struggles and failures—something not many do but which resonates deeply with aspiring entrepreneurs. He has a way of creating a genuine connection with his audience through his transparency about mental health, diversity, and the realities of business.

Looking back, is there anything you would have done differently?

Attracting and hiring first-class employees is mission critical for any business, but especially for start-ups. Smaller businesses are especially reliant on new hires having a direct impact on performance and productivity when budgets are often tight and great results are a top priority. Looking back, I would have focused more on being diligent during our hiring process, with a more thorough end-to-end process to help eliminate risk.

We did learn quickly, and as a result, have been able to hire more effectively. We now have a much better idea of what keeps great talent in the business. We now have an exceptionally strong and committed team that we incentivise and retain with a range of practices and benefits, including an Enterprise Management Incentives (EMI) equity share scheme.

What defines your way of doing business?

A dedication to offering superior products and services that can be flexible to our customers’ needs and budgets.

Almost all of our operations are powered by products we have developed in-house, which ensures that we can continue to deliver even as the industry evolves. For example, the Acquirz Business Universe is a market-leading business database that uses a unique combination of telephone and electronic research to ensure that clients hit the right people at the right time with the right information. Not only does this maximize the impact, but it does so for less marketing spend.

We also developed the Acquirz Web Parser, a tool that enables us to review and update key contact and functionality information for websites in the Acquirz Business Universe in real-time. This highly intelligent data management practice means we’re always operating in the most efficient and accurate way, reducing the likelihood of wasted calls, inaccurate information, and direct marketing wastage. This means our clients aren’t spending key budget on marketing to businesses that no longer exist.

We’re keen to serve businesses at all stages of growth and development, whether it’s an SME looking to scale or a corporate enterprise looking to expand its client base.

What advice would you give to someone starting out?

I think the key thing when starting out is to focus on solving a real problem and then validate your idea through thorough market research, ensuring you have a strong foundation to build on. Remember, you don’t necessarily have to reinvent the wheel—just do things better than the rest!

Whatever vision you decide on, stay committed to it but be ready to pivot if necessary. There is no telling how world events such as COVID and the current cost-of-living crisis will impact your business, so agility is key.

Building a strong team is crucial; start off small and repeat the model once proven, avoiding jumping into any decisions if you can.

Lastly, keep overheads low and finances in check. It will really help you out in the long run if you can get into that habit early on.

Read more:
Getting to Know You: Russ Wilmot, Co-Founder and Director at Acquirz

HyperionDev is a trailblazer in tech education, dedicated to overcoming significant challenges in the field across Africa and globally.

Addressing issues like high dropout rates from online programming courses and the absence of personalized feedback, HyperionDev offers a unique approach with human-led code reviews that ensure quality and industry-standard practices are followed.

In partnership with renowned universities such as The University of Edinburgh and Imperial College, HyperionDev provides flexible coding bootcamps in software engineering, data science, web development, and cybersecurity, tailored to fit anyone’s schedule – whether online or on campus.

They offer immersive programs that take participants from beginner to job-ready, with dedicated career services including mock interviews, CV assistance, and expert interview tips. They are committed to making education accessible, allowing people to pursue a tech career from anywhere, with a learning structure designed to meet their life and goals.

What was the inspiration behind HyperionDev?

As a South African citizen born just two years after apartheid officially ended, I witnessed firsthand the vast educational disparities that existed in my country. During my studies in computer science and maths, I saw the alarmingly high dropout rates in computer science degrees within South African universities – with an average failure rate of 88%. This not only signalled a critical flaw in the education system, but also highlighted a significant barrier to meeting the country’s burgeoning tech demands.

I wanted to bridge this gap. So, the initial idea for HyperionDev was born from a simple but impactful vision: an online course specifically designed for individuals with limited internet access – a harsh reality for many in South Africa – to still have the opportunity to become programmers. To achieve this, I developed a rudimentary coding course that taught the basics of AI using small files, in stark contrast to the large video files prominent in many other online courses.

The reception was overwhelmingly positive. People were eager for affordable and accessible programming courses, and soon universities across South Africa began to take notice. HyperionDev’s significance rapidly grew, eventually becoming Africa’s largest online coding bootcamp. Today, we are proud to have expanding our reach to over 40 countries worldwide, staying true to our mission of making high-quality tech education accessible to all, regardless of their circumstances.

Who do you admire?

I admire the students who have had the courage to start a coding bootcamp, often with no prior knowledge. It’s inspiring to see these students take a leap into a field that is challenging and dynamic, like technology. It’s not just about learning a new skill; it’s about embracing a new way of thinking. The courses are comprehensive and designed to equip participants for successful careers in the tech industry. Our recent impact report demonstrates that over 85% of our graduates move into tech roles or become self-employed in the tech industry, and often, these skills translate into real-world solutions. Interestingly, almost 47% of our graduates are aged 25-34, showing just how appealing our programmes are to young adults looking to advance or switch up their careers – a truly admirable move. Whether they’re developing applications that simplify everyday tasks, creating platforms to connect people, or tackling large issues like healthcare and education, their contributions are making a tangible difference, and that is something to be admired.

Looking back, is there anything you would have done differently?

Looking back, if we had started this journey just a little bit earlier, I wonder if we might have been able to impact more lives by now. Nevertheless, we are on track, focused on the future, and excited about the lives changed, careers launched, and the global impact of our graduates. The stories of personal growth and new opportunities are the moments that reassure us we’re making a real difference.

What defines your way of doing business?

Resilience is at the core of my approach to business. Throughout the journey of building HyperionDev, we’ve encountered obstacles and setbacks. It was the resilience that allowed me to persevere and find innovative solutions to those challenges. This resilience is something that I strive to embody in all our operations. Equally important is creativity. In the competitive landscape of tech education, it’s essential to think outside the box and come up with unique, impactful solutions. From our early days, creativity was a necessity, especially in our marketing efforts. We had to stand out by offering something truly distinctive. This creative mindset continues to drive our success today. Finally, having a clear vision has always been vital. From the outset, I knew where I wanted to take HyperionDev and worked diligently to turn that into a reality. Setting ambitious goals for myself and the team is a constant practice. I believe that having compelling vision and inspiring others to share in that vision is what defines our way of doing business.

What advice would you give to someone starting out?

My first piece of advice to anyone starting out is to prioritise your personal growth and development above getting caught up in the technology of the day. While staying current with the latest advancements is important, what truly sets you apart is your continuous commitment to evolving as an individual. This focus will equip you with the resilience and adaptability necessary to navigate the ever-changing landscape of the tech industry.

It’s also crucial to recognise that the need for continuous evolution is a constant. Therefore, aim to make a lasting impact on society and the environment. Your work should go beyond immediate successes and contribute meaningfully to broader systemic improvements.

Lastly, embrace the unpredictability of life. The ability to adapt, evolve and grow in the face of unforeseen challenges will serve you will. Accept that setbacks are part of the journey and use them as opportunities to learn and improve.

Read more:
Getting To Know You: Riaz Moola, Founder and CEO, HyperionDev and CoGrammar

Founded in 2018 by husband-and-wife team Amy and Rob Knight, along with their friend Chris Finch, Must Have Ideas has rapidly become one of the UK’s fastest-growing e-commerce businesses.

The trio, having previously worked together, brought a diverse set of skills to the table, forming a strong and effective team. Amy, a mum of two, graduated with a Law degree but quickly pivoted to digital marketing, a field she taught herself due to her passion for business and marketing.

Specialising in unique, problem-solving products, Must Have Ideas has seen remarkable growth. From humble beginnings packing orders on their dining table and storing stock in their spare room, the company now employs a team of 135 people, dispatching 7,000 orders a day from their state-of-the-art 40,000 sq ft distribution centre in Kent. With a relentless focus on delivering best-in-class customer experiences, innovative digital marketing strategies, and leveraging advanced, custom-built technology, the company is set to hit £60M in sales in 2024. As a family-run business, their mantra is to treat every single customer as they would want to be treated, upholding three key promises: quick delivery, a 100-day money-back guarantee, and an easy returns process.

Must Have Ideas achieved a spot on the Sunday Times Fastest UK Company’s 100 List in 2024, underscoring their rapid growth and success.

What was the inspiration behind Must Have Ideas?

My husband had already run a successful business and we wanted to start something completely new, providing a whole new range of helpful products, while offering the best in-class customer service. Whilst at the previous business we had started to experiment with Meta advertising, we quickly saw it’s potential.

Once we left our previous business we went on holiday to the States and discovered our first product, what we call the ‘Hygiene Hero’. On our return we quickly placed our first order and learnt how to run ads on Meta.

Who do you admire?

Sara Davies – the British businesswoman and founder of Crafter’s Companion

Looking back, is there anything you would have done differently?

I’m not sure there is. Obviously I’m sure there are some small things but I’m a big believer in everything happens for a reason and I don’t think we would be where we are now if we hadn’t taken the path we did!

What defines your way of doing business?

Customer service is at the heart of everything we do and we proudly offer very traditional customer service, as well as quick delivery, within two working days or your order is free, a 100-day money-back guarantee and an easy returns process. Our customer service is available 8am to 8pm, 7 days a week and we can be contacted via email, social media, phone calls and even by post. Keeping customer service consistent is important to us and it’s delivered by training the team to a high standard and ensuring the team know that they are fully empowered to do what is right by the customer. This we believe is what’s driving our business forward at a rapid rate.

Data and technology is also the foundation of our business and our success which helps us maintain a competitive edge in the e-commerce sector.

Leveraging data underpins everything we do, and I taught myself how to run Meta ads when we began selling and I quickly realised how using data is key. We also use advanced, custom-built technology for all our internal systems which enables us to make really informed decisions about our marketing.

We also leverage data in every other aspect of the business, including operations to ensure we are providing the best possible level of service as efficiently as possible.

What advice would you give to someone starting out?

Be confident in your abilities, let your passion drive you and go for it.

Make sure you manage cashflow closely, especially when you are growing as it is difficult to fund growth.

Read more:
Getting to Know You: Amy Knight, Co-Founder of Must Have Ideas

Rhea Karo is a young British entrepreneur and the driving force behind Social Amour, a leading London-based social media marketing agency.

Founded just four years ago, Social Amour has quickly become a powerhouse in the industry, boasting an impressive client roster that includes Hollywood actress Salma Hayek and actor Luke Evans, along with his recently launched brand BDXY. The agency also serves a multitude of bars, restaurants, and galleries across London.

Operating from South West London with a small yet dynamic team, Rhea has built Social Amour into a comprehensive, in-house social media marketing service that covers everything from growth strategies and partnerships to video production and photography. The agency is on a trajectory to grow by an astounding 80% in the next financial year, reflecting its rising prominence and success.

What was the inspiration behind Social Amour?

Social Amour was born out of a combination of love and frustration—love for marketing and social media, and frustration over the fact that many businesses need a full marketing team to meet their objectives but often lack the budget. A typical marketing team includes a manager, coordinator, assistant, videographer, photographer, editor, and community manager. Many businesses, especially smaller ones, cannot afford to fulfill each of these roles. That’s where Social Amour comes in; we offer a one-stop solution.

Our services go beyond social media management or consultancy. We have built an in-house team with expertise across various social media disciplines, including photography, videography, and content creation. This allows us to manage all aspects of our clients’ social media needs under one roof, providing a comprehensive 360-degree journey for them.

I have never aspired to become a large agency; I prefer to remain boutique. This approach allows us to retain a personal touch and build authentic connections with our clients, becoming a genuine extension of their team.

Who do you admire?

There are many people I admire, but one standout is Emma Grede. Although she may not be as widely recognized as the Kardashians, she is the powerhouse behind some of their most successful ventures. Emma is the founding partner and chief product officer of Kim Kardashian’s shapewear brand Skims and the co-founder and CEO of Khloe Kardashian’s size-inclusive brand Good American.

Emma embodies the perfect blend of entrepreneurial savvy and strategic vision. She grew up in East London, moved to LA, and successfully pitched and collaborated with the Kardashian/Jenner clan. Her ability to drive business growth, innovate in the fashion industry, and maintain a strong commitment to social responsibility sets her apart as an inspiring role model for aspiring entrepreneurs. Emma’s behind-the-scenes influence and dedication to excellence make her an unsung hero in the business world.

Looking back, is there anything you would have done differently?

I generally don’t believe in regrets; I view every mistake as a valuable learning opportunity. However, if I had to pinpoint one area, it would be the hiring process. Your team is one of your most valuable assets, and hiring the right people who align with your vision and values is crucial for success.

I’ve learned the importance of not being complacent when hiring. Hiring the wrong person can be costly and time-consuming. It’s essential to hire and fire quickly but strategically to ensure you have the right people in place.

What defines your way of doing business?

Empathy, consideration, and adaptability are the cornerstones of my approach. We’re all human, and in a world not yet run by robots, empathy is essential for genuine connection. Consideration naturally follows, allowing us to understand and respect our clients’ needs and goals. Adaptability is crucial in our industry, where opinions on creative content and campaign strategies can vary widely.

My goal is to tailor our work to meet our clients’ needs, even if it means adjusting our personal preferences. This ensures the final product resonates with them and achieves their objectives.

What advice would you give to someone starting out?

Take action. Whether it’s posting that piece of content, registering your business, pitching to potential clients, or sending important emails—don’t hesitate. Waiting for everything to be perfect is futile because perfection is an elusive goal that rarely, if ever, arrives. Instead, embrace the journey of learning and development. Be proactive, learn from your experiences, and allow yourself to evolve along the way.

Read more:
Getting to Know You: Rhea Karo, CEO of Social Amour

Paynetics is at the forefront of embedded finance solutions, enabling businesses to integrate payments seamlessly into their products.

With dual regulation in both the EU and the UK, Paynetics is a principal member of The Payments Association in the UK and EU, Mastercard, VISA, UnionPay International, SWIFT, and SEPA.

As a use-case agnostic and deep payment infrastructure provider, Paynetics offers comprehensive embedded finance solutions to B2B and B2B2C customers. These include card acceptance and issuance, payment accounts, and transfers, all delivered through APIs, SDKs, or full-service white labels. Our award-winning technology ensures ease of use while offering sophisticated digital solutions like Apple Pay and Google Pay, based on tokenization.

Anti-money laundering, fraud monitoring, and compliance are integral to our services. At Paynetics, we ensure that products and services designed and operated by our clients meet regulatory requirements and conform to local practices. We are experts in transaction monitoring across all channels and types, with the ability to deploy sophisticated fraud monitoring systems and a continuous investment in the latest technologies to keep account holders’ funds secure.

What was the inspiration behind Paynetics?

The inspiration behind Paynetics came from recognizing the transformative potential at the intersection of digitalization, mobile technology, and the democratization of payments. We believed strongly in simplifying payments and making them a seamless, frictionless experience for end users. Traditionally, payments were seen as complex and the domain of banks, which inspired us to create a platform that simplifies the process.

We started with card issuing and acquiring, gradually expanding to include bank accounts with SEPA and Faster Payments access, open banking, and digital mobile apps. As our product offerings and software sophistication grew, so did our ability to serve a diverse range of partners and end-users – from fintechs and corporations to governments – all seeking next-generation payment solutions.

Who do you admire?

I admire entrepreneurs with vision and the grit to make things happen. There are millions of good ideas that never see the light of day. Execution is hard work, but that is what makes all the difference.

Looking back, is there anything you would have done differently?

I would have partnered with bold investors who subscribed to our vision from the start. While bootstrapping has its advantages, partnering with the right investors could have amplified our impact significantly in the same timeframe. With the right partners by our side, we could have accelerated our growth earlier and achieved even greater success.

What defines your way of doing business?

We are partnership-driven; we win when our partners win. This is the cornerstone of our ethos and culture. We align our interests to ensure we stay together through thick and thin, which is why our churn rate is close to zero.

What advice would you give to someone starting out?

My advice for someone starting out is to prioritise building the right team from the very beginning. Seek out individuals who possess innate talent but also have an insatiable thirst for knowledge and experience. These are the people who will continuously push boundaries and drive innovation within your business.

Next, it’s essential to craft a compelling vision that ignites their passion. Your team needs to feel connected to a larger purpose, something that motivates them to go above and beyond. This vision should be clear, inspiring, and aligned with the core values of your mission.

Once you have the right people and a strong vision, focus on fostering their growth. Provide them with ample opportunities to pursue personal projects, explore innovative ideas, and engage in self-improvement endeavours. Encourage a culture of continuous learning and development, where team members feel supported in their journey to enhance their skills and expand their horizons.

Remember, a great team is the foundation of any successful venture. Investing in your people and nurturing their potential will yield significant returns for your business.

Read more:
Getting to Know You: Ivo Gueorguiev, Co-founder, Paynetics

Sumer stands as the UK’s leading mid-market accountancy practice, offering professional support to SMEs across England, Scotland, and Northern Ireland.

Ranked among the top 15 UK accountancy firms, Sumer is on a mission to champion SME businesses through local delivery backed by national expertise. Since its inception, Sumer has grown rapidly through strategic acquisitions, now boasting over 1,350 employees across more than 40 offices and generating an annual turnover of over £135 million.

Sumer’s strategy focuses on acquiring leading regional practices that share its ethos, values, and approach, forming regional Hubs exclusively dedicated to the SME market. These Hubs benefit from a broader range of client services, technological and compliance support, funding for further acquisitions, and opportunities for Hub colleagues.

What was the inspiration behind Sumer?

After a fulfilling 26-year career at KPMG, I felt it was time for a new adventure beyond the structured environment of a Big Four firm. The Covid lockdowns sparked a personal reset and reignited my entrepreneurial spirit, leading me to step down as Chief Operating Officer and start Sumer in 2023.

The inspiration behind Sumer was the UK’s thriving yet often overlooked SME community. I identified a significant gap in the market and made it Sumer’s mission to champion SME businesses across England, Northern Ireland, and Scotland. Our goal is to provide top-quality accountancy services to SMEs within their communities, supporting a diverse range of local businesses from family-owned farms to tech scale-ups. These businesses are the backbone of Britain’s economy, yet they often lack the support they deserve.

Who do you admire?

I have great admiration for regional accountants. Since leaving KPMG, I’ve come to appreciate the immense talent and dedication found in local and regional practices. These professionals are every bit as skilled as those in the Big Four, possessing deep knowledge of the middle market and a commitment to going the extra mile for clients of all sizes.

As a member of the LGBTQ+ community, I also admire professionals from diverse backgrounds who have succeeded, particularly in the accountancy sector. Being your true self in this industry isn’t always easy, as even well-meaning colleagues and clients can make conversations awkward by assuming everyone is straight. Attitudes are slowly changing, and I hope Sumer’s DE&I policies will help make the accountancy sector more welcoming for everyone.

Looking back, is there anything you would have done differently?

I’ve thoroughly enjoyed every minute of this journey and feel fortunate to be surrounded by talented and hardworking colleagues. While I’ve made my share of mistakes, I don’t regret them, as each one has provided valuable learning experiences that have strengthened our proposition. If anything, I wish I took more time to celebrate our progress, as my impatience often drives me to keep pushing forward.

What defines your way of doing business?

Sumer is a private-equity-backed, mid-market accountancy practice dedicated to supporting SMEs across the UK. We’ve rapidly grown to establish eleven regional Hubs, employing over 1,350 colleagues in just 18 months.

Our unique shared ownership model sets us apart in the accountancy market. All management teams hold equity in their respective Hubs, ensuring they are incentivized to serve clients and grow their reputations and revenues. This mutuality provides a powerful foundation for Sumer’s development.

My business approach focuses on helping others be their best selves and aligning incentives with this goal. I firmly believe that growth comes from doing the right thing by clients and colleagues, maintaining zero tolerance for poor behavior or practices.

What advice would you give to someone starting out?

Entrepreneurs often possess bravery, creativity, and passion for their markets. My advice is to take many small risks—experiment, learn what works, and quickly discard what doesn’t. Adapt and repeat this process.

Running a fast-growing organization can quickly overwhelm even the most skilled individuals. Therefore, it’s essential not to spread yourself too thin, risking burnout and stifling others’ development. Distributing leadership and responsibilities is far wiser.

Additionally, working closely with a trusted accounting firm is invaluable. Our clients often tell me that our support has given them the confidence to invest and grow.

Lastly, be bold. Ventures that address unmet needs and provide colleagues with a true sense of purpose will have strong foundations for success.

Read more:
Getting to Know You: Warren Mead, CEO of Sumer

Verity Blake, Managing Director of HeadOn Public Relations, leads a dynamic PR agency that bridges traditional and digital strategies for SMEs and corporates globally.

HeadOn PR is known for delivering top-tier PR services comparable to city firms, but without the hefty London price tag.

What was the inspiration behind HeadOn Public Relations?

Many SMEs believe that PR is reserved for large corporations and often view it as out of their financial reach. However, these smaller businesses also recognize PR’s crucial role in building brand reputation, increasing awareness, and enhancing online visibility to shift customer perception and influence purchasing behavior.

Over a decade, we identified a significant demand among SMEs for high-quality PR services that could rival those offered by leading city firms. This led to the creation of HeadOn PR, where our team, boasting extensive experience from world-class agencies and high-profile global brands, provides top-notch services. Our team members hold the highest qualifications in PR, marketing, journalism, and English.

With teams in both the UK and the US, we serve a diverse clientele ranging from start-ups to global corporations. Most of our clients have been with us since the beginning, and we’ve witnessed their growth from fledgling businesses to industry giants, using PR as a catalyst for their acceleration.

Who do you admire?

I greatly admire Seth Godin for his revolutionary ideas in marketing and business. He challenges conventional thinking and promotes creative problem-solving approaches that enhance marketing practices. His concept of permission marketing, which emphasises gaining consumer consent for marketing messages, has transformed how businesses engage with their audience.

Godin’s emphasis on brand building is also noteworthy. He asserts that a brand symbolizes a company’s core values and promises, creating an emotional connection with customers that transcends price. His insights, encapsulated in his 18 books and podcast, are essential for any business leader aiming to attract and retain the right customers.

Looking back, is there anything you would have done differently?

I wish I had started employing people from the very beginning. While working with exceptional consultants has been crucial to HeadOn PR’s success, hiring employees early on would have accelerated our growth even more. Building a team of dedicated employees alongside consultants fosters a positive workplace culture and enhances overall productivity and profitability. Creating a cohesive and dynamic workforce where everyone feels valued and works well together is vital for business success. Our team’s strong chemistry, both professionally and socially, contributes significantly to our outstanding client service.

What defines your way of doing business?

Successful business is fundamentally about people. From hiring the right talent to nurturing relationships with customers, stakeholders, and the wider business network, it’s essential to value and appreciate these connections. In PR, this includes clients, journalists, influencers, employees, and business partners. Building and maintaining strong relationships, and being grateful for those who contribute to your success, is crucial. People buy from people, and genuine relationships form the foundation of our business approach.

What advice would you give to someone starting out?

Focus on building and nurturing a network of support. This network can include family, friends, business partners, referrers, employees, or consultants. These relationships will provide valuable contacts, advice, expertise, and client growth opportunities—essential components for a thriving business. Prioritize relationships and create a supportive network to ensure your business’s success.

Read more:
Verity Blake: Driving PR Excellence with HeadOn Public Relations

Holly Matthews, known for her roles in BBC’s Waterloo Road, Casualty, and Byker Grove, has successfully transitioned from TV actress to acclaimed self-development coach and founder of The Happy Me Project.

Holly’s journey into the world of self-help and personal development is marked by her award-winning coaching, bestselling book, and regular contributions to major media outlets including BBC radio, magazines, and national newspapers. She is also a familiar face on shows like Lorraine and Channel 5 News.

An author whose debut book reached the #1 spot on Amazon and was named Health and Wellbeing Magazine’s Best Wellness Book of 2022, Holly continues to make waves with her latest release, Find Your Confidence, published by Bloomsbury on September 12. This book guides readers through nine confidence-challenging scenarios, offering practical tools to boost both internal and external confidence.

Holly’s personal life, including her experience as a widowed mother of two daughters, Brooke and Texas, profoundly influences her work. She is dedicated to helping others embrace their true selves and find joy, encapsulated in her mission to help people feel “more happy and less crappy.” Her unique approach to self-development is straightforward and actionable, making mindset work accessible to everyone, particularly entrepreneurs seeking to build confidence and achieve their goals.

One of Holly’s clients praised her impact, saying, “Holly has absolutely changed my life for the better. I am 1000% more confident, more present, joy-seeking, and aware of how amazing I am, thanks to her fabulous coaching.” Becky Hill, a Brit Award-winning pop star, also commended Holly: “Holly is the most wonderful human with such a rich life experience. Her book reflects her voice and life lessons, which are incredibly valuable and easy to embrace. I’ve recommended this book to everyone I know! Thank you, Holly, for the book we all knew we needed.”

What was the inspiration behind The Happy Me Project and your newest book Find Your Confidence?

The Happy Me Project came into existence after the death of my husband Ross to brain cancer in 2017. There were so many people watching what was happening, and I wanted to find sense in something unfathomable to my brain. This then grew legs and took on a life of its own, soon becoming workshops, a membership and my first book. Find Your Confidence, my second book, was inspired by my work as both a self-development coach (the internal work) and my work as an actress (the external work). In nearly all my coaching work there is an element of confidence and self-belief work that needs to be done in order for people to live their best life and this book is my answer to this.

Who do you admire?

The people I admire tend not always to be those that we tout around as success stories in life. The people who I admire or people who live their life as themselves and are unapologetically who they want to be. Then I would say people in the public eye that inspire me, Emma Thompson (a force, a feminist and a brilliant actress!), plus people like Pink or Stacey Solomon who live their lives unapologetically as themselves. I am inspired by our new deputy prime minister Angel Rayner who came from a council estate to be in this incredibly influential position (without compromising her values). I admire bravery, those willing to be vulnerable and I am genuinely inspired by people every day.

Looking back, is there anything that you would have done differently?

Oh, my goodness, lots. My business has often consisted of me throwing a lot of shit at the wall and hoping some of it sticks. My business has grown organically, and I’ve grown with it. This means that there have been many missteps along the way. If I could go back now, I would recognise the need for momentum in those moments of growth and having the right foundations to support those moments. I have historically not always been ready for the tidal wave when it came and by default sabotaged those moments. I would also have recognised earlier that I should bring in other people to do the stuff I’m not good at so I can concentrate on the things I am good at.

What defines your way of doing business?

My first job – by writing a letter and asking for what I wanted. In this letter I stated clearly who I was and was explicit about what I wanted from my contact with them. This was my first TV role at just 11 years old and I wrote that letter to a casting department of a BBC drama. My business hasn’t changed since then – in many ways I still ask for what I want. I still do things in a way that many others don’t and I’m still explicit in stating my intentions and what I want. My business is often defined by impulsivity and giving things a go, saying yes even when I have absolutely no clue how to do something.

What advice would you give somebody who is just starting out?

I would say let go of how you think it should look, because it will lightly have many twists and turns and different routes to get to where you want to be. I would say remember to take care of yourself and work on my ‘pause and propel’ system. This means going full steam ahead and propelling in some momentum and making sure to cushion these with the ‘pause’. We are good to no one if we are burnt out. I’d also say remember to take inspiration from people but don’t get so caught up in that it becomes a distraction. The best thing you can do is lean into being the most you that you can be (which by default makes you original!).

Read more:
Holly Matthews: Actress Turned Self-Development Coach and Bestselling Author

Businesses of every size have been unable to escape the incredible impact that AI has had on the ways in which we do business of late.

From conglomerate to SME, organisations are becoming faster, more agile, and more robust as we outsource administrative and repetitive tasks to our AI co-workers.

One of the newest AI trends is the establishment of Large Language Models (LLMs) in the public domain: machine learning algorithms trained on colossal volumes of data to recognise the structures and patterns of natural language. They are capable of Natural Language Processing (NLP), which allows us to explore huge datasets through everyday questions or commands.

As such, LLMs are the most common way of making AI intelligible – to cite the most well-known example, LLMs are the means by which ChatGPT can answer your questions. But there’s one conventional drawback to that intelligence: it’s stuck in something of a time capsule.

LLMs are intensively trained, with millions upon millions of data points fired at them in a constant feedback loop to teach each model how to make sense of certain datapoints or patterns. But ‘operationalising’ an LLM – taking it off the training circuit and bringing it online as part of your infrastructure – obviously prevents it from learning anything new. Even some of the first versions of ChatGPT, if you ask a question about very recent events, will politely explain its own temporal limitations to you.

That means you’ve got to be sure that the LLM can rely on the systems they’ll be exploring, and the data available to them. And while the corporate giant might have the funding and the tech stack to make that happen, that’s a brave assumption to make of an SME.

Move it or lose it

Historically, we’ve tended to think of data as static. When the layman downloads a file on their PC, the file isn’t ‘there’ until it pops up in your documents, even as millions of individual data bytes quietly stitch themselves into something infinitely more sophisticated.

With that mindset, you can understand why businesses have often opted to capture as much data as they can, and only then set about establishing what they’ve actually collected. Convention would have us pour data into a huge data warehouse or lake, spending an age clearing and preparing that data, and then dig up different cuts for analysis – a method widely known as batch processing.

This is about as efficient as it sounds. Wrestling an entire dataset duplicates work, camouflages insights, and makes huge demands of hardware and power consumption – all while delaying key business decisions. For the SME trying to find ways to compensate for limited funds and personnel, this method undermines the agility and speed that should be their natural advantage.

Given information until now was not required to be consumed in real time, or even collected in real time this has not been a problem until now. But given how many of the new companies’ end customer value proposition relies in real time data (i.e. think of calling a taxi with Uber or a similar application and imagine not seeing the “live” map with the location of your driver) this is now a “must-have” not a “nice-to-have”.

Fortunately, LLMs don’t only function on a batch processing basis. They can interact with data in different ways – and some of those ways don’t demand that data stands still.

Ask and ye shall receive

Just as disruptive SMEs seek to overturn older and more established companies, data streaming is replacing batch processing.

Data streaming platforms use real-time data ‘pipelines’ to collect, store, and use data – continuously, and in real time. The processing, storage, and analysis that batch processing keeps you waiting on can suddenly now be achieved immediately.

Streaming manages this through what we call event-driven principles, which is essentially treating each change in a dataset as an ‘event’ in itself. Each event includes a trigger to receive more data, creating a constant cascade of new information. Instead of having to go and fetch data (usually stored in a table somewhere in a database), data sources “publish” their data in real time, at all times, to anyone who wishes to consume that data simply by “subscribing” to that data.

All of this can free LLMs from the distinction between training and operating. Furthermore, if every data point can be actioned, it’s possible for the LLM to train itself; to use the correctness of its actions to constantly refine the underlying algorithms that define its purpose.

That means the LLM can draw on a constantly updated and curated dataset, while constantly improving the mechanisms that deliver and contextualise that data. Data isn’t at risk of redundancy or abandoned in some forgotten silo – all you have to do is ask for it!

Cut from the SME cloth

So: what does that mean for the SME?

For one, it takes off the proverbial handbrake. The sheer speed at which LLMs can deliver information through a stream-driven infrastructure empowers decision-makers to drive the business forward at their desired pace, with no batch processing to keep them in second gear. The agility that empowers SMEs to outmanoeuvre larger players is back in abundance.

Those decisions are made with less doubt, and more relevant context, than before. It’s so simple to access a specific insight, thanks to the natural language that LLMs recognise, that data streaming can foster a genuine enthusiasm for business transparency right across the board.

Not only is the output faster and more accurate, but SMEs can free themselves from legacy technology, too. Data streaming can take place entirely on premise, entirely in the cloud, or in a mixture of the two. The heavy-duty hardware often required for batch processing is simply no longer necessary if you can ask an LLM for the same result in record time. Also, there are several providers that provide fully managed (turn key) solutions that require zero capital investment from the SME’s.

For SMEs to make the most of LLMs, then, they need to think about the way in which they approach company data. If a company is ready to commit to treating data as a constant stream of information, they’ll be much better placed to maximise the potential that data in motion has to help them evolve.

Read more:
How can SMEs make the most of LLMs?

In this exclusive Q&A with Hannah Fitzsimons, the CEO of Cashflows, Business Matters magazine delves into what SMEs need to know about cashflow

Tell us about Cashflows

Cashflows was created in 2010 with the goal to make taking and accepting payments as simple as possible through its end-to-end in-house offering. Payments are critical to small to medium businesses, but it’s a complex area and businesses can get lost as payments become a more vital part of their operations. The payments experts have been offering merchant account services to customers across the European Economic Area (EEA) ever since.

Following FCA authorisation as an EMI, Cashflows was one of the first independent UK payments institutions to be accepted as a principal member of both Visa and Mastercard.

Funding is an essential cornerstone of any SME and Cashflows delivered over £2m in merchant cash advance in one nine-month period. Payments are what makes the global economy tick, and this is exactly what Cashflows is designed to handle. With a reach across the UK and Europe, that translates to billions of transactions across many thousands of businesses – helping them accept payments simply and securely, both in person and online.

What was the inspiration behind Cashflows Advance?

Cashflows Advance was inspired by the acute cash flow challenges faced by UK SMEs. It’s a rapid funding solution for existing Cashflows customers. It offers immediate access to funds based on a business’s transaction history, with repayments tied to future sales. In essence, it’s a hassle-free alternative to traditional loans and helps SMEs overcome cash flow challenges and invest in growth.

Recognising that traditional loans often fail to address evolving business needs, we sought to create a more dynamic solution. By leveraging our existing customer data and risk assessment capabilities, Cashflows Advance offers SMEs instant access to funds based on their sales performance. This innovative approach eliminates lengthy application processes and provides businesses with the financial flexibility to seize growth opportunities without the burden of inflexible repayment terms. Essentially, Cashflows Advance was born out of a desire to empower SMEs by offering a funding solution tailored to their specific needs and challenges.

Who do you admire?

I’m a classically trained pianist and have a very eclectic music taste, so many of my heroes are musical. Hania Rani who is a brilliant Polish pianist and composer amazes me with the blurred lines she creates between jazz, classical and house music. Aretha Franklin will always be a hero too. Not only for her voice and talent, but for her activism and support for social change and my teenage daughter is now sharing her adoration of Taylor Swift with me – an unbelievably talented and commercially savvy phenomenon.

But coming back to the world of payments and SMEs I’m a big fan of Marion King who is a gifted orator within the fintech realm. She’s also a member of Cashflow’s board and recently gave a talk at a Women in Payments event where she used the analogy of looking at our overall lives as canvases that we need to curate and be intentional about how we build out our own personal work of art. That was an inspiring way of looking at our own journeys.

Looking back, is there anything you would have done differently?

Knowing what I know now, I would probably have invested heavily in Apple in the early ‘00s. But seriously, I’m not sure there’s much I would have done differently. My philosophy has always been to work hard, deliver on what is asked of you and take the opportunities when they come along. When things haven’t always gone perfectly I have always taken learnings from these experiences and even an ill-thought-through move to Belgium delivered some life lessons in my 20s.

So, for those starting up an SME, the takeaway here is to believe in yourself, listen to the people around you, commit to your goals wholeheartedly and learn from it when the ideal outcome isn’t what you see at first. Then years down the line when you’re asked what you would have done differently you can say “nothing” with confidence and sincerity.

What advice would you give to someone starting out?

Take it as gospel that, for an SME, cash flow is the lifeblood of your business. Be prepared to adjust your plans as needed to maintain continuous monitoring and alter to ensure your business’s financial health.

Above all, don’t be afraid to ask for advice on anything. Staying on the topic of cash flow, remember that accountants are there for a reason and it’s never a bad idea to seek their input to optimise your business. They’ll probably tell you that you should aim to have enough cash on hand to cover operating expenses for at least three months – and they’re not wrong.

What defines your way of doing business?

Understanding as many viewpoints as possible across all stakeholders is the best approach and it’s certainly how I approach business at Cashflows. Every voice, from your employees to your customers, holds valuable insights. By fostering an open and inclusive environment, you can harness the collective wisdom of your community, which is the best problem-solving machine you have access to.

This collaborative approach is essential in any environment as dynamic as payments. By understanding the diverse needs of our clients, we can develop solutions that truly meet their expectations. Equally important is our unwavering dedication to our commitments. We believe that trust is the cornerstone of any successful business relationship, and keeping our promises is paramount. This reliability extends to our customers, partners, and employees alike.

Ultimately, our business philosophy is built on the foundation of human connection. By listening attentively and delivering on our commitments, we aim to create long-lasting partnerships and make a positive impact on the financial lives of our customers.

Read more:
Getting To Know You: Hannah Fitzsimons, CEO, Cashflows

CSX is a cutting-edge biodiversity net gain (BNG), carbon and natural capital management team of experts.

Its purpose is to develop a trusted BNG and carbon market, offering land managers a fair return for environmental management, and give businesses a transparent, verified carbon and biodiversity offsets.

CSX was established in January 2020 by Andy Howard and Edward Milbank, entrepreneurial land managers and woodland creators frustrated by the existing voluntary carbon market mechanisms. They saw how the use of new technologies could deliver integrity to the scaling of private sector investment in nature-based solutions.

What was the inspiration behind CSX and its rise to success?

Andy Howard: The inspiration for CSX began with me and my business partner, Edward Milbank’s, experiences in selling carbon in the carbon markets about six to seven years ago. I had created the largest new private sector woodland in England in 30 years and sought to sell the carbon from that project. However, I quickly realised that the carbon markets were heavily biased against the producers – those who planted and maintained the trees. Producers were only receiving a tiny fraction of the returns.

One defining moment was a conversation with the chairman and CEO of a major car manufacturer, who needed to offset some residual carbon through tree planting projects in the UK. The existing mechanisms failed to deliver the necessary carbon credits efficiently. This highlighted the need to democratise the carbon markets for suppliers, reducing entry barriers for landowners and ensuring they received a fair share of the value. CSX was born to facilitate these goals and promote sustainable land management practices.

One of the key factors that set CSX apart from the start was our approach to understanding and addressing the real problems in the carbon market. Early in our journey, we travelled to London and spoke to various businesses about the issues they had faced in the carbon market. The recurring feedback was that the best minds in the city were looking at the problems from the demand side, while failing to consider the essential need for supply. However, as we know for any market to function effectively, there needs to be a balance between demand and supply.

We concluded that while there was enormous demand for carbon monitoring and evaluation, the supply aspect was not being adequately addressed. By focusing on unlocking the market and incentivising landowners to bring their carbon – and now biodiversity products – into the market, we were able to create a fair and functional marketplace. This unique perspective and our commitment to supporting stakeholders has been crucial to our early and continuing success.

Who do you admire the most and why?

Andy Howard: I have a great admiration for people who work tirelessly behind the scenes, contributing significantly to their team’s success without seeking the focus of the limelight. In the sports world, individuals such as Lawrence Dallaglio and Geraint Thomas come to mind. They embody the spirit of teamwork and dedication. This principle of valuing the collective effort over individual glory is something I strive to instil within CSX, fostering a collaborative and supportive environment as a key pillar of building a team that can deliver successfully on our goals.

Looking back, is there anything you would have done differently?

Andy Howard: There are certainly things I would have approached differently. One major lesson was the over-reliance on external consultants early on, instead of investing in our in-house team from the start. While external consultants brought valuable expertise, building internal capabilities proved to be more beneficial in the long run. By upskilling our team and handling tasks in-house whenever possible, we were able to gain deeper insights, learn faster and therefore be better placed to develop and implement change plans, maintain continuity, and foster a greater sense of ownership and commitment to our mission. This approach has been more effective for us over time and has enabled us to become agile and drive sustained success for CSX.

What defines your way of doing business?

Andy Howard: For me, business is fundamentally about building strong, long-term relationships, with our team and clients. The success of CSX comes from trusted and sustainable engagements that add value for all parties involved. This relationship-centric approach is crucial, especially in the emerging field of biodiversity and carbon markets, where trust and confidence has been sorely tested by the legacy systems in place. We are committed to creating long-lasting partnerships that benefit our company, nature and our clients alike.

What advice would you give to someone starting out?

Andy Howard: My advice is grounded in realism and resilience. Don’t expect an easy path to the successes of the likes Jeff Bezos or Elon Musk, not that I’m there yet, such stories are rare exceptions. Be prepared for many ups and downsand focus on agility and flexibility every step of the way. It is vital to stay attuned to your environment, be ready to pivot, and react accordingly. Success often comes from the ability to navigate challenges and change course when necessary.

Read more:
Getting To Know You: Andy Howard, CEO of CSX Carbon

Established in 2013 by managing director Jonathon Bentley, the growing team at Bentley specialise in project development and cost management, delivering large scale strategic residential and commercial schemes across both the public and private sectors.

The company has a deep understanding of how to deliver projects on time, within budget and to a high standard, as well as knowing how to position projects to secure funding. Bentley is also experienced in working with local authorities throughout the UK to develop multi-million-pound infrastructure schemes.

Since its inception just over a decade ago, Bentley has been based in Nottingham, with the team last year making the jump to open its Manchester office to support with growing streams of work in the Northwest of England and beyond. Since then, Bentley has been successfully appointed to Lot 3 of the new STAR Framework, which has a wide scope focusing on project management, delivery and commercial support. Across both its Nottingham and Manchester offices, Bentley has grown to more than 40 members across its expert team.

Through the recent framework appointment and continued strengthening of the business and its project capabilities across the UK, the Bentley team is working to grow its core services further. The consultancy is currently assisting with some notable and significant schemes, including the redevelopment of Chesterfield town centre and the Etruria Valley, the new strategic link road in Staffordshire, which is unlocking valuable employment land and allowing much-needed alleviation of congestion.

Here, managing director Jonathon Bentley speaks on his longstanding career and gives further insight into Bentley, including where the inspiration to become a business owner came from and advice for anyone in the industry looking to do the same.

What was the inspiration behind Bentley?

Having already established a small business in 2008 alongside my wife in the childcare sector, I felt I had enough experience to do the same in an industry I had spent 14 years working in, having previously worked in the project management sector. Being in my early thirties at this time, I felt I had enough time to really establish a business and have an impact on the industry. For me it was all about bringing new ideas and ways of working with the ultimate aim of improving and growing within the construction industry. I was lucky to be able to take all the best bits from what I had already learnt in my career and utilise this expertise to grow our offering at Bentley. At the point of establishing Bentley, and ever since then, I have been driven in growing a team of absolute experts that offer the best of the best to our clients.

Who do you admire?

Truthfully, I admire anyone who brings new ideas to the table and uses their initiative to make things happen. This takes a lot of courage and is really what champions growth in any sector or industry.

There isn’t one person in my career that stands out particularly, but I have worked with and met people who have used their entrepreneur skills to turn an idea into a reality, whether that be developing a new business idea or progressing a development site and realising its full potential. I find myself incredibly lucky to have seen this first hand, and it has only inspired me to foster an environment at Bentley which focuses on growth and excelling as a team.

Looking back, is there anything you would have done differently?

I believe there are always elements that can be done differently, but overall, you must respect your own journey and use it to develop those around you. Looking back, I would have set a strategic plan much earlier as a business leader. In the earlier days at Bentley, we took each year at a time, but we really moved on as a business when we set out a strategic vision and implemented this into all our work from then on. For me, this has helped to clarify for all our team across the country, our vision and where we want to go as a business, as well as how this can be collectively achieved.

What defines your way of doing business?

Our values are what defines the way we do business, and we use them as a backbone for everything we do. This includes always doing what’s right, being trustworthy, full of integrity and honest, as well as working as a team always – ensuring to respect, collaborate and communicate with those around us both internally and externally to the business. Finally, being true to our word is a core value, consistently ensuring due diligence, holding ourselves accountable, and always staying driven to achieve our goals and aims.

All of these values run through everything we do, as well as our strategic plan, our ESG strategy and our annual business plans.

What advice would you give to someone starting out?

My advice is to utilise all the best bits of everything you have learnt and the experiences you have had and use them to excel your own knowledge and grow your capabilities. It’s also incredibly important to listen to people, take in what they say and act on it, it’s the people around us that truly help us grow. It’s also beneficial to surround yourself with talented people, but always make sure you treat them right.

Finally, I would say that its useful to break away when you can, make your own rules to set yourself apart, this can be a deciding factor in your business excelling and growing against competitors.

Read more:
Getting To Know You: Jonathon Bentley, MD, Bentley

Shelly Nuruzzaman is entrepreneur and co-Founder of BANG! Curry, the Brick Lane-inspired meal kits that have taken the UK by storm.

Established as the best-selling curry kit on Amazon, BANG! Curry has sold over 750,000 kits in the first five years, gained millions of likes and views on social media and has recently launched in Waitrose stores nationwide – the first major retailer listing for the brand.

Containing 100% natural ingredients, each kit comes in a cardboard pouch containing the relevant spice mix, base mix and dry ingredients. Simplifying the cooking process, each kit follows the same 3-step process of ‘Prep It, ‘Spice It’, ‘Cook It’. Brimming with recipe ideas and tips on how consumers can make their dish their own, BANG! Curry gives at-home cooks the confidence to make fresh, Brick Lane-inspired meals in their kitchens.

The range includes kits to make authentic curries such as Korma, Jalfrezi, Tikka, Dahl and Bhuna, as well as kits to make delicious side dishes including Bhajis, Samosas and Pakoras.

What was the inspiration behind BANG! Curry?

Growing up in Brick Lane, London, in the heart of the Bangladeshi community, my childhood was spent surrounded by food. Both at home with my mum who would spend hours playing around in the kitchen, transforming the simplest of ingredients into something really special, and in my community, eating at the curry houses that lined Brick Lane as my dad was friends with all the restaurant owners.

When I grew up and cooked for myself, I was frustrated with the poor quality of products that were available to consumers. I felt they were being dealt a real disservice and deserved something far better. In the UK, curry is a very popular dish and consumers are true curry connoisseurs, however cooking curry by pouring from a jar has become the norm.

I wanted to recreate my mum’s curry making, but in an easy way and show that it doesn’t take much more effort to achieve authentic dishes as well as having a real sense of enjoyment while doing so.

As much as I love how my mum poured time and love into her food, it’s not a reality for many families. Lives are much busier nowadays and most people just don’t have the bandwidth to spend hours cooking.

Our BANG! Curry kits contain the relevant spice mix, base mix and dry ingredients, doing the complicated legwork of a curry dish and leaving customers to follow simple 3-step instructions to create amazing dishes at home, from scratch.

Who do you admire?

It’s got to be my mum. She is such a strong, smart female. She underwent great hardship when she moved from a comfortable life in Bangladesh to 1970’s England. It wouldn’t be for the faint hearted but she transformed her destiny through sheer hard work and determination. She is still an absolute powerhouse today, and I feel lucky to have had her as a role model throughout my life.

Looking back, is there anything you would have done differently?

Although the road hasn’t always been smooth, we’re a product of what we have been through and so I wouldn’t want to change anything. It’s shaped me into who I am today.

In all honesty, I would never have imagined I’d be doing this – as a young girl, I was anything but traditional and so starting a curry business linked to cooking was not really on the cards. But life has a funny way of working out, and you somehow end up exactly where you’re meant to be.

What defines your way of doing business?

It’s still strange to think of myself as a business owner. It’s been a long road to get here and happened quite organically, so I never set intentions on how I wanted to do business; it’s all just evolved along the way.

As we’re in the food sector, the quality of the product really can make or break you. My emphasis has always been on creating the very best products possible and, even though we have built a successful brand in the sense of sales and listings, I have never – and will never – become complacent in this area. We set our products apart by reacting to customer feedback. We’re always improving and I don’t think I will ever stop believing there is room to get better. This is what has kept us ahead of the game in taste, quality and end-product.

What advice would you give to someone starting out?

Test the validity of your idea as you will need to pour every ounce of energy into your vision. I did exactly the same in the very early days of BANG! Curry. I needed to prove the concept would work and that people were interested in creating Indian dishes in their own kitchens, so I ran group cookery lessons from my home. They were really popular and confirmed to me that there would be demand, so I then poured all the profits from the classes back into product development and trialled them at farmers markets to get customer feedback to help refine the recipes. Businesses don’t happen overnight; you need resilience and it can be tough.

Read more:
Getting to Know You: Shelly Nuruzzaman, co-Founder, BANG! Curry

Conscious Communications is a dynamic public relations agency renowned for creating impactful communication strategies that forge powerful brands, elevate awareness, safeguard reputations, and drive client engagement.

Leveraging extensive industry knowledge and strategic media connections, the agency positions clients at the forefront of their markets, crafting compelling narratives that resonate and influence behavior.

Boasting a dedicated team of 17 professionals, Conscious Communications offers a unique blend of high-impact public relations, marketing communications, event planning, and design services. Their diverse clientele spans education, technology, energy, development, non-profit organizations, and charities.

The agency prides itself on a core philosophy of “doing well by doing good,” prioritizing the societal impact of their work over mere profitability. This ethical approach marries strategic expertise with creativity, establishing values-driven practices that foster professional and personal development, social responsibility, and community engagement.

p in creating social change; from our commitment to developing ourselves professionally and personally, to our voluntary work.

What was the inspiration behind Conscious Communications?

Conscious Communications was established from a passion to do things differently: to add genuine value, deliver return on investment for our clients without compromising ethics and use profits to give back to the community.

The company is built on the principles of a conscious business, meaning that it’s not just what we do that’s important but how the team does it. Our open and transparent approach ensures we make clear and conscious decisions for our clients, partners, business, people and the environment.

Who do you admire?

Any business owner or leader who is riding the wave that is the current economic climate post-pandemic. Running a business can be challenging and it’s how you overcome those challenges and continue on a growth trajectory that makes a business stand out. Hearing from leaders about how they grew their business, often starting in their kitchen à la Julie Deane (Cambridge Satchel Company) or Ella Mills (Deliciously Ella), and overcoming hurdles, whether in or out of their control, is always valuable learning.

I am also a strong advocate for profiling working families, especially women in leadership roles. You would think in 2024 we wouldn’t have to break the cycle of gender roles historically imposed by society but sadly here we are. I am a mother of two young children and I hope that when they are older they will be empowered by seeing their mum running a small business!

Looking back, is there anything you would have done differently?

Our culture is incredibly important to us; at times we haven’t got it right with our recruitment so I would have taken more time to hire, making absolutely sure people align with our company’s values and vision, no matter how urgently we need to fill a position.

What defines your way of doing business?

Our objective in founding the agency in 2012 was to be a force for good and to use our public relations expertise to have a positive social impact, by addressing inequalities, creating opportunities, and helping to drive social mobility locally and in the wider world.

By putting corporate social responsibility and sustainable development at the heart of our business, we are setting an example and demonstrating to others how a business can thrive, while making a positive impact on the lives of others and on the environment. Our work, actions and behaviours act as a ‘magnet’, attracting the types of clients that we dream of working with and the talented employees we need in our team.

As an independent business operating in the service industry, ours is not a business that attracts huge external investment to grow rapidly. Since start up in 2012, Conscious Communications has grown steadily and organically, despite being faced with a global pandemic. Our growth is totally dependent upon the hard work, expertise and dedication of our team. Our intention is to continue to invest all of our profit into our people, our charitable activities, and into the local community, while also giving our most valuable commodity – our time – to charitable causes and working in the community with disadvantaged people.

We have created and registered a charity (FXP Festival) as well as a community interest company (Cambridge 2030), both of which aim to drive social mobility and improve the quality of life for people in Cambridge which, in turn, benefits the economy and other businesses in and around the city.

In January 2024, we were awarded Platinum by Investors in People, the highest level of accreditation granted by the UK’s leading accreditor for business improvement through people management in the UK. We sought assessment against the Investors in People standards after achieving Gold accreditation for the second time in 2021. Our commitment to our people, our agency culture and local community is core to our business. From the day we started Conscious Communications, we wanted to create an agency that is different and driven by values; thinking about the impact our work will have on others and creating a culture that empowers its employees.

In May 2023, we became a certified B Corporation (B Corp), reinforcing our commitment to a higher standard of business which aligns closely with our mission to be a force for good. The B Corp certification addresses the entirety of a business’ operations and covers five key impact areas of Governance, Workers, Community, Environment and Customers. To complete the certification, we have legally embedded our commitment to purpose beyond profit in our company’s articles of association. From our supply chain to our office operations, we meticulously consider the social and environmental impact of everything we do and we actively seek out opportunities to support local communities, and champion diversity and inclusion. The B Corp accreditation is validation that our business has been, is and will continue to do well by doing good.

What advice would you give to someone starting out?

Seek feedback from those around you on your plans and ambitions for the business and commit to your proposition.

Read more:
Getting To Know You: Zoë Scorer, MD, Conscious Communications

Samuel and Co Trading is an award-winning education company based in the UK, specialising in providing comprehensive trading education and resources for aspiring traders and investors.

Founded by Samuel Leach, a renowned trader with over a decade of experience, the company has established itself as a leader in the financial education sector. Samuel and Co Trading aims to equip traders with the knowledge, skills, and mindset necessary to succeed in the dynamic and often volatile world of financial markets.

What was the inspiration behind Samuel and Co Trading?

The inspiration behind Samuel and Co Trading stemmed from my own journey and experiences in the financial markets. When I first started trading, I quickly realised that there was a significant gap between theoretical knowledge and practical application. Many aspiring traders struggle with understanding the complexities of the markets and managing the emotional and psychological aspects of trading.

My goal was to bridge this gap by creating a comprehensive educational platform that not only teaches the fundamentals of trading but also provides ongoing support and mentorship. I wanted to offer a more holistic approach to trading education, combining rigorous academic content with practical, real-world trading strategies and psychological resilience training.

Another key inspiration was the desire to build a community of traders who could support and learn from each other. Trading can be a very solitary endeavour, and having a network of like-minded individuals can make a significant difference in a trader’s journey. This is why we developed the Trader Hub and our community Discord channel, to foster collaboration and continuous learning.

Moreover, my personal success in the markets and the valuable lessons I learned along the way drove me to share this knowledge and help others achieve their trading goals. By providing high-quality, Ofqual regulated and CPD-accredited programmes and resources, I aimed to make a positive impact on the trading community and help traders of all levels enhance their skills and confidence.

In essence, Samuel and Co Trading was born out of a passion for trading and a commitment to empowering others to succeed in the financial markets. Our innovative approach to education and our dedication to our community continue to drive our mission and vision for the future.

Who Do You Admire?

I greatly admire James Simons, the founder of Renaissance Technologies. James Simons is a remarkable figure in the world of finance and quantitative trading. His pioneering work in developing mathematical models for trading has revolutionised the industry. What stands out about Simons is his transition from academia to finance. With a background in mathematics and his work as a codebreaker during the Vietnam War, he brought a unique analytical approach to trading that was groundbreaking at the time.

Simons’ dedication to rigorous scientific research and his ability to apply complex mathematical theories to practical trading strategies are truly inspirational. Under his leadership, Renaissance Technologies became one of the most successful hedge funds in the world, with its Medallion Fund known for its unparalleled returns. Simons’ approach to leveraging data, patterns, and algorithms to predict market movements aligns with the innovative spirit we strive for at Samuel and Co Trading.

I also admire Simons’ commitment to philanthropy. After retiring from active trading, he has focused on various philanthropic efforts, particularly in the field of scientific research and education. His establishment of the Simons Foundation, which funds research in mathematics and the basic sciences, exemplifies how success in business can be used to contribute positively to society.

Simons’ career serves as a powerful reminder of the importance of continuous learning, innovation, and giving back, values that are deeply embedded in the ethos of Samuel and Co Trading. His ability to merge academic rigour with practical application in finance is a benchmark for what we aspire to achieve in providing top-notch trading education and resources to our community.

Looking back, is there anything you would have done differently?

Looking back, there are a few things I would have done differently with Samuel and Co Trading. Reflecting on the journey and the decisions made along the way offers valuable insights that can help improve future endeavours.

Firstly, I would have placed a greater emphasis on building a robust technological infrastructure from the outset. While we have always prioritised providing high-quality education and support, having a more advanced technological foundation earlier on could have enhanced our ability to deliver content and interact with our community more effectively. This includes developing more sophisticated online platforms and tools to streamline the learning experience for our students.

Secondly, I would have invested more in marketing and outreach in the early stages. Our primary focus was on creating and refining our educational programmes, which meant that our marketing efforts were somewhat secondary. By allocating more resources to marketing earlier, we could have reached a broader audience sooner, helping more aspiring traders benefit from our offerings.

Additionally, I would have implemented a more structured feedback loop with our students from the beginning. While we have always valued feedback and continuously sought to improve our programmes, establishing a formal process for collecting and analysing student feedback earlier would have allowed us to make more targeted improvements and address any issues more swiftly.

Finally, I would have expanded our network of industry partnerships sooner. Collaborating with other financial institutions and educational entities can bring a wealth of knowledge and opportunities to our students. Earlier partnerships could have provided additional resources and insights, further enriching our educational content and support services.

What defines your way of doing business?

At Samuel and Co Trading, our business approach is defined by several core principles that guide our operations and interactions. We prioritise high-quality, CPD-accredited training, ensuring traders receive both theoretical knowledge and practical skills. Leveraging advanced technology, we provide cutting-edge trading tools and strategies. Integrity and transparency are foundational, fostering trust and long-term relationships with our clients. We offer personalised support through one-on-one coaching and community engagement, catering to each trader’s unique journey. Building a collaborative trading community is central to our philosophy, encouraging knowledge-sharing and mutual support. We are committed to continuous improvement, actively seeking feedback to enhance our programmes and services. Adhering to high ethical standards, we ensure trust and fairness in all our operations. These principles underpin our mission to empower traders with the knowledge, skills, and support needed for success in the financial markets.

What advice would you give to someone starting out?

For someone starting out in trading, my advice would be to focus on education and discipline. Begin with a strong foundation by learning the basics of the markets, different trading strategies, and risk management techniques. Make use of high-quality educational resources and consider enrolling in accredited programmes.

Start small and gradually increase your investments as you gain experience and confidence. Develop a solid trading plan and stick to it, avoiding emotional decisions. Leverage technology to access advanced trading tools and data analysis.

Additionally, seek out mentorship and engage with a supportive trading community. Continuous learning and adaptation are crucial, so always stay updated with market trends and feedback on your performance. Lastly, maintain ethical standards and a long-term perspective to build a sustainable and successful trading career.

Read more:
Getting to know you: Samuel Leach, founder, Samuel and Co Trading

PermaGroup, originally a felt roof company started in 1999, has evolved into a significant player in the construction and DIY markets under the PermaGroup umbrella.

Today, it encompasses brands like PermaRoof, PermaLawn, PermaFence, PermaRoom, and The Skylight Company. Adrian Buttress, who joined the company in 2002, has played a crucial role in this expansion, particularly in making PermaRoof one of the main EPDM importers in the UK.

Here, Adrian shares the inspiration behind PermaGroup, his business strategies, and the lessons he’s learned along the way.

What was the inspiration behind PermaGroup?

I wanted to build a national company that provided long term solutions to age old problems within the construction and DIY markets. Not only that, I wanted to build something I could feel proud of and fulfil my lifetime ambition of creating a multimillion-pound business, to quench my entrepreneurial thirst. It’s all I ever wanted to do.

I studied many seminars and read countless books on building a business, which also taught me that to get success I needed to be a good leader that my team could trust and have faith in, and I’m pleased to say I think we have achieved this. We have a fantastic team that have equally given it their all and are instrumental to PermaGroup’s success.

Who do you admire?

There are so many people I admire, but if I had to choose one it would be Sir Richard Branson. A true British Entrepreneur who simply looks at a market, decides he wants to take a slice and just does it. He’s a very down to earth person which I also admire.

Looking back, is there anything you would have done differently?

Two things come to mind. Without making excuses, you don’t know what you don’t know and I would have thought bigger sooner. I think I was very cautious in the early days and hated the idea of borrowing money, but once I had worked out how commercial lending worked it just clicked. For example, I borrow at 6% interest and make 30%, with 24% profit on other people’s money. Why didn’t I get that sooner?

Secondly, I would learn to delegate sooner. When I first started the business I seemed to think I had to do it all, but once I learned about delegation I actually found it was easier and wiser to find and work with people who have more experience. I’m not great at finance, I don’t have a degree, and I’m not the world’s best salesperson, but I employ people with these skill sets who have helped to take the business forwards.

What defines your way of doing business?

For me, it’s a two-way thing. It’s pointless hard selling a product or service only for the customer to cool off a few days later and want their money back, or fail to complete on the deal. It’s all about negotiation, so that both sides are happy. I won’t sell cheap for the sake of it as I know down the line this isn’t going to work for us.

That said, there is a fine line in convincing the customer that we are the best option, because what sits behind our negotiated price is stockholding, choice of products and a high level of service. We never claim to be the cheapest but I feel we offer the best on the market, and do everything possible to give more for our customers’ hard-earned pound.

What advice would you give to someone starting out?

Research your market well. Look at the competition and do a SWOT analysis on what they do well and what they don’t do so well. That’s your opening, and then you can strive to do a better job than the competition. It’s also important to build solid foundations from the beginning, so for example employ someone with strong finance skills to look after your numbers and implement good financial planning with a forward-looking cash flow forecast and budgets. Stick rigidly to your budgets and review them monthly.

Finally, get stuck in with the hard work. Over time your efforts add up, but you’ll be surprised at how many people give up. A lot of businesses are only interested in making a quick profit, but it takes time, patience, discipline, and lots of long hours to get the ball rolling.

Read more:
Getting to Know you: Adrian Buttress, MD, PermaGroup

Established in 2005, Soap Media is a full-service digital agency dedicated to helping clients across various industries achieve their online goals, acting as an extension of their in-house teams.

Embracing the mission statement “Your Partner in Digital,” the agency has experienced significant growth, including the promotion of Jack Oddy to Managing Director in July 2023, marking the agency’s most successful year.

Here, Jack offers insights into his motivations, inspirations in the industry, and his unique business approach.

What was the inspiration behind wanting to climb to the top of the organisational chart?

Simply, I wanted a career that I could be proud of. Much the same as a child may look at a firefighter or doctor, I can recall moments where I’d gaze in awe as a business person, suited and booted, would step out of their fancy car whilst on an important business call – Well, that’s how I liked to imagine it, anyway.

After muddling my way through the traditional education years, my crossroad came at university, during year 2 of a 4 year business course, when I started to lose passion and interest in the subject of business. In fairness, it might have helped if I’d turned up more!

I decided to drop out of university. It was an extremely difficult decision with feelings of failure and disappointment looming over. Eager to find my true calling, the next few years saw me try my hand at numerous part-time positions – Once upon a time you’d have found me serving Greggs’ sausage rolls in Blackpool town centre!

Perhaps by fate, I was eventually drawn back into the business world taking an apprentice business admin position. The company had multi-discipline teams within its departments which opened my eyes to the world of account management. Owing to lack of opportunity, I scoured the job market where I met, and fell in love with, Soap Media.

The timing turned out to be perfect. I joined Soap at a time when the co-founder and CEO, Markerle Davis, had a mound of incredibly exciting ideas. Being a brand new resource, hungry to impress, I grasped the opportunity to work closely with this business mastermind with both hands. We’ve had a unique relationship over the years that transformed into mentorship, and a friendship. Starting at Soap in a business support position, 7 years later I’ve completed my first year as Managing Director, overseeing our best ever year for business performance.

So, I’m in the position I always dreamed of, but the irony is that today I’m sitting in a pair of shorts taking important business calls through video meetings.

Who do you admire and why?

That’s easy – Markerle Davis, Soap’s co-founder and CEO. The hard part is knowing where to begin with the ‘why?’

I’ve seen problems get solved and deals get closed with what I can only describe as master sorcery. Markerle’s knowledge and acumen has had me hooked from day one. The opportunities he’s granted me, with the achievement based rewards, have literally changed my life. We continue to learn and grow together to this day, and I have tremendous gratitude.

I’d also like to make mention of Rob Pierre, founder of Jellyfish.

Part way through my journey with Markerle, he advised that I watched an interview between Rob and the Drum; scaling for impact with Rob Pierre. I had so many ‘penny dropping’, ‘lightbulb’ moments. I always remember how he likened business growth to bodybuilding; you bulk up (grow) and then cut for the tournament (refine) – and it gives you a headache.

Looking back, is there anything you would have done differently?

Considering the position I find myself and the agency in today, no. I’ve made my fair share of mistakes, but every loss is an opportunity to learn and grow.

I’m not a religious person, but in my recent quests for continued development and understanding, I have found clarity in religious speaking. Just today, I saw a post on Linkedin that read “If you get what you want, that is God’s direction. If you don’t get what you want, that is God’s protection”. The parable of the old man and the white horse has a similar moral to its story; good fortune can be rooted in perceived bad fortune.

Of course, it’s hard to remain passionate and confident in your decisions when things start going against you. But you have to accept that’s business, and that’s life. Whenever I find myself getting sucked into the micro, I’m now able to snap out of it to gain macro validation. I also have a fantastic support team around me.

What defines your way of doing business?

Soap Media’s core values are passion, freedom, respect, integrity, creativity and dedication. And all of these are captured by the company tagline ‘your partner in digital’.

Our teams, dubbed ‘Soaperstars’, are dedicated to achieving the very best results in all aspects of our partnerships. And we expect that same level of commitment from the companies we partner with.

We truly embody an end-to-end digital marketing agency with a collective passion for enhancing every stage of the customer journey and experience.

Each person is empowered with autonomy and the reporting frameworks to make best decisions from. There is a no ceiling approach. We adopt a meritocracy-based progression process where employees can ‘pitch for a promotion’ up to 4 times a year. Just look at me; I started from the bottom now we’re here!

Transparent communication is regularly echoed throughout the agency. This honesty helps us address challenges head on and quickly learn from mistakes. Facing complex problems is par for the course in our game, but we pride ourselves on our creativity and innovation.

What advice would you give to someone starting out?

Write your own story, and be the hero of it. Grab inspiration and guidance from those that you admire, but understand that no story is the same as yours.

When circumstance allows, use time and patience as your ally. It’s amazing what your subconscious will do. Countless times I’ve pinned an RFP submission or delayed sending a response to a difficult email, and had ‘the winning tweak’ come to me on a dog walk or in the shower. In fast-paced moments, lean on your experience, and as I said before, see a loss as an opportunity to learn and grow.

Create a vision and align to it every day. Create a plan to realise that vision and accept that the plan will need constant iterations over time. Granted, agility, dynamism, and resilience are a slew of ‘buzzwords’, but they have been integral attributes of our story so far.

It’s an incredibly valuable use of time to look back every now and then. If you’ve long faced a challenge and doubt starts creeping in, past reminders of achievement and progress bring with them a vital surge of optimism and motivation.

Last, but certainly not least, make sure you love it.

Read more:
Getting To Know You: Jack Oddy, MD, Soap Media

BWS stands as an award-winning Centre of Excellence for Bid Management, assisting SMEs in crafting compelling, high-quality bid and tender submissions.

Their tailored services ensure clients not only grow new business but also retain existing contracts, all managed through a transparent, quality-assured process.

Here Michael Baron delves into the inspiration behind BWS, his admiration for real-world entrepreneurs, and the distinct way BWS operates.

What was the inspiration behind BWS ?

The inspiration behind starting BWS was the need for high-quality – but most importantly – accessible and affordable support for the micro SMEs that need it the most. The UK Procurement legislation around targeted spend with UK SMEs was a great introduction for our clients, but there needed to be more support in bridging the skills gap in terms of successful tendering for these contracts. That’s where BWS comes in. We strive to offer the expertise and guidance to support our clients to win these publicly tendered contracts. We wanted to utilise our skills and experience in levelling the playing field when it comes to micro SMEs bidding against the ‘big boys’ of their particular industries.

Who do you admire?

I enjoy ‘business’ generally and admire all of the usual household entrepreneurs like Elon Musk, Jeff Bezos etc. But to be honest, the people that I admire the most are the ‘real-world’ entrepreneurs that bootstrap a business whilst maintaining family life, and wake up every day working towards their dream life – those are the people that I look up to the most!

Looking back, is there anything you would have done differently?

Looking back, we should have cemented our go-to-market strategy from the outset and trusted our ‘reason’ for starting. We tried to follow our competitors in the industry and we soon realised everyone wanted to work with the largest businesses with the biggest budgets; that didn’t align with our strategy so we went the opposite way! I also wish we had invested in our strategy much sooner as we’ve seen major growth since developing relationships with our website management and digital outreach partners.

What defines your way of doing business?

To define our way of doing business would be to say that we want to make a difference in our industry by supporting those who need it most, but would perhaps struggle to access our services elsewhere We speak with thousands of businesses every year that simply do not have the expertise, experience or know-how to successfully bid and tender for new contracts. They are best-in-class at what they do in their regions but don’t have the ability to translate this into winning tenders. We prefer to work with some ‘skin-in-the-game’ and work collaboratively with our clients. The words that spring to mind when describing how we run our business; ethical, affordable, accessible, relatable, likeable, collaborative, and successful!

What advice would you give to someone starting out?

Nail your strategy from the off, but quickly come to terms with the fact that you must remain flexible with the market conditions and your customer feedback, as that ultimately dictates your future success. Listen to your prospective audience carefully, and adapt and react where needed. Your go-to-market strategy is probably the most important thing initially; you may have the best product and/or service in the world, but how do you plan on getting your customers to you? Watching the pennies is incredibly important in the early stages, but know when it’s right to pull the trigger and invest in the things that will move the needle of your business.

Read more:
Getting To Know You: Michael Baron, Commercial Director, BWS

TAB is a comprehensive real estate finance and investment platform, established in 2018 to address the needs of property projects that do not align with traditional lenders’ stringent criteria.

Recognising the demand for a lender adept in bridging loans with the ability to transact swiftly while maintaining a prudent approach to risk, TAB crafted a lending model that emphasises flexibility and considers borrowers’ unique needs. By sourcing funds from institutions and individuals alike, TAB finances a diverse array of projects. With a team of seasoned professionals, including in-house legal experts, quality underwriters, and skilled salespeople, TAB has successfully written over £500 million in loans within four years and aims for a £700 million loan book by 2025.

TAB’s platform provides bespoke finance quotes based on the potential of each project, delivering quick turnaround times and adapting to real-time market changes.

Expanding its reach, TAB now leverages its extensive lending experience, diverse funding sources, and nationwide presence to offer competitive finance solutions and a growing array of investment opportunities. These include bridging loans, fractional property ownership, joint ventures, competitive debt funding options, and potential returns of 11%+ per annum to investors.

With nearly 50 years of lending experience, TAB’s founder Duncan Kreeger has overseen more than £2.5 billion in new loans and managed a loan book exceeding £400 million. His deep understanding of borrower needs and investor requirements has driven TAB to prioritise trust, transparency, personalisation, efficiency, and innovation in delivering outstanding client service.

In this Q&A, we explore Duncan’s inspiration behind starting TAB, his business philosophy, and his advice for budding entrepreneurs.

What was the inspiration behind starting TAB:

The idea for TAB came from wanting to modernise the lending world. I envisioned TAB not just as another lending company, but as a technology-driven property company setting new benchmarks for speed and efficiency, championing responsible lending and opening up financial opportunities.

We’re leveraging the latest technology to make this happen. By harnessing real-time data and embracing innovations like AI and open banking, we’re developing a financial service that is more responsive to today’s market and can make transactions smoother than ever.
The goal was simple: fill in the gaps left by traditional lenders. I wanted to offer flexible solutions that fit with what people need.

Who do you admire and why

I don’t have a single role model. Instead, I admire and learn from a variety of successful entrepreneurs and businesses. It’s about being open-minded and continually learning. I look out for what makes companies excel, observe the best practices and incorporate these insights into my work.

Looking back, is there anything you would have done differently with TAB

I’m not focused on looking back, but rather on moving forward. When I identify areas for improvement, I act on them. My approach is about adapting to the current environment and being ready to pivot when necessary. I am agile and responsive to present challenges and opportunities rather than regretting past decisions.

What defines your way of doing business

My approach is defined by trust, transparency and a willingness to learn. I build strong relationships through open communication, while constantly learning and evolving to needs in real time.

What advice would you give to someone starting?

Start now – there’s no better time. Don’t let rejection stop you; if you hear “no,” seek alternatives, learn from it and adapt.

Read more:
Getting To Know You: Duncan Kreeger, Founder, TAB

Shereen Daniels is a bestselling author of The Anti-Racist Organisation: Dismantling Systemic Racism in the Workplace, a three-time LinkedIn Top Voice, and a former winner of HR Most Influential Thinker.

As the Managing Director of the award-winning HR advisory firm HR rewired, she is dedicated to driving meaningful change within organisations.

HR rewired excels in racial equity assurance, assisting public, private, and non-profit organisations in assessing the impact of their practices on marginalised employee groups. Their work focuses on both inward effects—how company culture influences employees—and outward impacts on societal equity and stakeholder perceptions. Using a proprietary methodology and diagnostic tools developed in collaboration with experts in anti-racism, ESG, human rights, and sustainability, the firm conducts comprehensive racial equity risk assessments to identify and mitigate racism, bias, and discrimination.

Additionally, Shereen serves as Chair of the African Diaspora Economic Inclusion Foundation, furthering her commitment to inclusivity and equity.

In this Q&A, we delve into her inspiring journey and vision for a more equitable workplace.

What was the inspiration behind HR rewired?

The origins of HR rewired, a company dedicated to transforming the experiences of employees most impacted by racism, bias, and discrimination, are rooted in both my personal and corporate experience. The harrowing events surrounding the murders of Breonna Taylor and George Floyd and the subsequent social protests were pivotal moments that sparked my journey.

In May 2020, I recorded a 20-minute video on my mobile phone in my bedroom, talking about my experiences as a Black woman navigating the discomfort around race and racism within the UK. What started as a single, raw, and honest video quickly grew into a YouTube series. One video became five, then ten, and soon, I found myself recording for 100 consecutive days.

My videos were regularly reshared on social media, catching the attention of Forbes and leading to my recognition as a LinkedIn influencer, amassing over 100,000 followers. This newfound platform meant that CEOs and founders of global brands and household names requested my support and guidance.

Alongside the 2022 publication of my bestselling book The Anti-Racist Organization: Dismantling Systemic Racism in the Workplace, my company has supported brands corporate brands from Google, to Wagamama’s, De Beers to Vodafone as well as nonprofits such as Prostate Cancer, YMCA, Duke of Edinburgh to help evolve their workplace cultures to work for the many, not just the dominant few.

Looking back, is there anything you would have done differently?

My strong personal brand heavily influences the success of my company, a double-edged sword that brings both opportunities and challenges. While people naturally buy from those they trust, especially in a small company, this often means embodying the business until it grows large enough to develop its own identity. You are the business in the eyes of your clients, and it can be difficult to navigate when you are trying to scale and bring in new senior team members.

Reflecting on my journey, I wish I had been more aware of how much I wanted my business to rely on my brand. This would have allowed me to make slightly different marketing choices, for example, when it came to HR rewired. The company brand was on the backburner, which could make it difficult in the future for me to hire people to take over the running of the business. It’s not an issue now, but I feel I should have been more aware of it.

Addressing these challenges required clear role definitions, understanding how my personal brand affects the company, and a strategic repositioning of our products and services to meet market demands. It also demanded a willingness to take calculated risks and often put my personal feelings to one side.

What defines your way of doing business?

A steadfast commitment to making a tangible difference for employees whose racial identity negatively impacts their ability to perform and be accepted at work. My approach is grounded in core values of honesty, transparency, and the courage to say what is necessary, rather than what is most comfortable or palatable.

I believe in running a lifestyle business that aligns with how I wish to work. I partner with clients who are ready to push past their discomfort, roll up their sleeves, and move from debate to action. This means working with those who are not just talking about change but are committed to implementing it.

As a former cancer survivor (I had stage 4 Hodgkins Lymphoma), I am acutely aware of how stress and burnout can impact the body, but also the necessity of working in a way that allows one freedom of choice to a point and freedom of expression.  Therefore, my way of doing business is more about how I wish to live my life.

What advice would you give to someone starting out?

My advice to entrepreneurs starting out is to be crystal clear about the problem you’re solving and ensure it aligns with the problems clients are willing to pay to solve.

Remember, an idea is only as good as its execution—done is better than perfect. Continuously hone your craft and maintain discipline to build a brand that establishes you as the unchallenged authority in your field.

Embrace the reality that entrepreneurship is filled with often costly challenges and mistakes; failure is part of the process. Be bold in asking for help and humble enough to accept it when offered.

It’s also crucial to move beyond the allure of the entrepreneurial title and focus on creating real value that attracts customers. Fall in love with the impact rather than the idea. Recognise the difference between loving the idea of entrepreneurship and running a viable business.

Finally, build a strong support network. The entrepreneurial journey can be lonely, so having people to exchange ideas with, seek support from, or simply chat with is essential to keeping you sane! Stay true to your values and keep pushing forward while simultaneously recognising when it’s time to pivot.

Read more:
Getting To Know You: Shereen Daniels, founder and MD, HR rewired

What was the inspiration behind Gophr?

“Remember Hailo? It’s now been acquired and overtaken by the likes of Uber but back in 2011, the black cab app gave a glimpse of what was possible with smartphones – that ability to match up customers with a service. It was before its time but was a sign of what was to come.

“I was also so frustrated by the lack of good courier experiences. There were no good, reliable couriers. It was crap. Things getting lost, late, having no idea when they were going to arrive. Eventually, I got so frustrated that I decided to sort it out myself and take on a fundamentally broken system to develop something better.

“Problem was, I had no experience in the world of delivery. My background was in music and media. So I had to get to work on researching – from the perspective of the client, the courier and the customer – talking to as many people as I possibly could. I even got on the bike myself to see what it was really like as a courier.

“Then I took those learnings and experiences and used them to inform what Gophr would look like. And it still leads us to this day.”

Who do you admire?

“Jonas Salk – an American virologist and medical researcher who developed one of the first successful polio vaccines whilst overcoming many hardships to do so.

“Then there is Tim Berners-Lee – best known as the inventor of the World Wide Web. Talk about changing the world!

“And also, Frederick Banting & Charles Best – the discoverers of insulin.”

Why?

“These people all had a profound effect on the world and ultimately made it a better place to live in – It’s not every day that we get to see that happen. I think that anyone who creates something truly groundbreaking and then gives it away for free for the good of humanity is worthy of anyone’s praise.”

Looking back, is there anything you would have done differently?

“I think I could write a dissertation on everything I’ve done wrong. I probably read 10 times as much as I could write on mistakes other people made that I still ended up making myself anyway so I guess there’s simply no substitute for experience.

“Other than that, nothing frankly, as life has a way of teaching you by pressing you on your weak spots and there’s no amount of anyone telling you, that’s going to be as effective as the pain of taking that rake to the face.”

What defines your way of doing business?

“Aiming to be trustworthy, principled, competent and kind whenever possible is within everything that we do. There are times when you are forced down roads you’d rather not go down because not everyone is aligned around those principles or others have their own rules in place that don’t allow you to follow the vision you want to deliver. But that’s life.”

“When it comes to our mission, we want to reimagine same-day delivery to make it work better for everyone involved; more efficient for businesses, more convenient for their customers, and more profitable for couriers. The delivery business, particularly last-mile, is still a people business and we put people at the centre of everything we do.

“We have built the Gophr business model around professional couriers and thinking about what we can do to make their lives easier. The quality of the courier is crucial. Just because you have a bike, a van or a car doesn’t mean you’ll make a good courier. You need that specialist knowledge, you need that personal touch (the doorstep experience is something that we pride ourselves on) and you need the right attitude.”

What advice would you give to someone starting out?

“Know the space you’re getting into! And know your plan inside out.”

“I didn’t have any previous experience in the courier industry so I started by getting introductions so I could get a sense of how the industry works. I tapped up friends, family, acquaintances, and even some enemies. Just to get an in. To get into the reeds and find the sweet spot where my idea could make a difference.

“And be really clear and super detailed about what the destination is from the outset. And make that very clear to everyone you’re getting involved. You don’t need to be prescriptive about how you get there, just what the destination is.

“And also take your time. The window of opportunity to launch your business is open longer than you think. If you have a shit hot idea, then you can afford to take your time, do your homework and then when you launch, you’ll have an even better chance of success.”

Read more:
Getting to Know You: Seb Robert, CEO & Founder of Gophr