Well Connected Jan 26

Official Magazine for Liverpool Chamber

MILESTONES & MOMENTUM:

CELEBRATING THE ENDURING SUCCESS OF LEADING LIVERPOOL FIRMS AND PLOTTING OUR FUTURE COURSE...

ICONIC SPACES EXCEPTIONAL EVENTS

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Editorial Content

Jessica Miller

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Advertising and Features

Karen Hall

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Catherine McCarthy

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Well Connected is mailed without charge to all Chamber members and distributed at all Chamber events. All correspondence should be addressed to the Editor at Liverpool Chamber. Views expressed in publication are not necessarily those of Liverpool Chamber. Reprinting in whole or part is forbidden except by permission of the Editor. © 2026. Whilst every effort is made to ensure the accuracy and reliability of material published in this journal, Benham Publishing and its agents can accept no responsibility for the veracity of claims made by contributions in advertising or editorial content. Benham Publishing cannot be held responsible for any inaccuracies in web or email links supplied to us.

Welcome to the first edition of Well Connected magazine in 2026.

The final months of 2025 brought further reminders both of the challenges that businesses face and also the opportunities and excellence we have within the LCR business community.

In late October, we came together at our annual Innovation in Business Awards to celebrate countless examples of excellence and best practice among our membership and across the wider business community. Following an extensive independent judging exercise, awards were given to some of the city region’s most longstanding and successful organisations and leaders, alongside some of our more emerging talents, offering much hope for our future economic direction.

November’s Budget came and went with a relative whimper, providing little or no significant changes in direct policy or the mood among many business owners, including those who joined us for two separate events to watch and review the Chancellor’s announcement. The overriding sentiment appears to be a burning desire for policymakers to move aside and allow them to get on with the business of running a business. There is a clear determination to push forward and make the best of the

WELCOME FROM PAUL CHERPEAU, CHIEF EXECUTIVE OF LIVERPOOL CHAMBER

situation in which they find themselves, with many hoping for a period of greater stability over the next 12 months.

Looking ahead to 2026, we can be sure that training and skills will continue to be a subject of major focus for business owners. With labour costs rising and the advent of new employment rights legislation, finding the right people remains both difficult and expensive, especially if it doesn’t work out. Acute skills shortages in sectors such as construction and engineering further exacerbate the challenge.

We oversee the Local Skills Improvement Plan (LSIP) and a growing seam of

We will be working increasingly with local employers over the next 12 months to understand their labour needs and translate those into meaningful recommendations for further education providers and policymakers.

feedback from employers highlights the need for candidates entering the labour market with greater ‘soft’ employability skills, as well as digital literacy to maximise the future opportunities of AI and other technologies, and evidence of more real-world learning experience. We will be working increasingly with local employers over the next 12 months to understand their labour needs and translate those into meaningful recommendations for further education providers and policymakers. Recognising that many organisations have questions about the continued advent of AI and other digital technologies, this year we will launch the AI Academy to support businesses of all sizes to build their confidence with AI, with training shaped around real roles and sectors to illustrate how it might fit into their day-to-day work and decision-making.

In addition, we will launch Navigate, a new community partnership designed to support Liverpool’s creative, tech and entrepreneurial communities, bringing together the existing ecosystem and connecting creatives and technologists with trusted professional services providers. I wish you a positive start to 2026 and hope to see many of you over the coming months.

Paul

‘SLEEPLESS NIGHTS’ REMAIN FOR LCR FIRMS AMID BUDGET BACKLASH

Many businesses in the Liverpool City Region are holding back on investment plans and prioritising financial prudence due to low economic confidence, with the majority critical of the last Budget.

An overwhelming 94% of Liverpool firms do not believe the Chancellor’s announcement in November was supportive of business, with the remainder uncertain, according to the latest Quarterly Economic Survey (QES) conducted by British Chambers of Commerce (BCC).

The largest survey of businesses in the UK shows rising employment costs and taxation are the most cited concerns, while government policy is perceived as overly interventionist, with tax and wage policies seen as damaging competitiveness.

Almost a third of local respondents said cashflow had decreased in the quarter, while almost 70% do not expect their profitability to rise in the next year. 72% said they expect their prices to rise over the next three months.

Among the narrative responses to the survey, one business based in the Liverpool City Region said: “The situation is still causing sleepless nights. We actually came in better than expected at year-end, but turnover decreased significantly and we are still operating at a deficit. It’s only because of really savvy financial planning and cutting back on certain planned expenditure that we managed to minimise losses in the last quarter.

Another replied: “Although there were no major shocks like last year’s, the latest Budget still lacked any recognition of the burdens placed on businesses in the past 12

months and did not seek to reduce these burdens. There is no contrition at all from the current government that they caused the sudden decline in business fortunes and economic impacts.”

A third local business owner said: “We need to make investment in our premises and compliance, however the Chancellor’s policies are driving inflation, making business and entrepreneurship practically pointless.”

Local QES data was collected by Chambers of Commerce in Knowsley, Halton and Liverpool.

Paul Cherpeau, chief executive of Liverpool Chamber, said: “It’s clear from these latest QES results that there is a distinct lack of optimism among business leaders, many of whom are labouring under the pressures

of high costs and prohibitive government policy. Not a single respondent said the Budget was positive for business, which tells its own story.

“Understandably, some firms are responding to the slowdown by taking a firmer hold of the financial reins and withholding investment decisions, while others take the time to refresh their offerings, undertake rebrands or develop new websites.

“The government often talks about growth, but an uninspired and reluctant private sector is not conducive to achieving those goals, so it needs to do much more to regain the trust of entrepreneurs and business owners and reassure them that they are not viewed as simply a cow for milking.”

“It’s clear from these latest QES results that there is a distinct lack of optimism among business leaders, many of whom are labouring under the pressures of high costs and prohibitive government policy. Not a single respondent said the Budget was positive for business, which tells its own story.”

QUARTERLY ECONOMIC SURVEY Q4 2025

Business confidence has continued to weaken. The BCC’s Quarterly Economic Survey (QES) for Q4 2025 - the UK’s largest independent survey of business sentiment, made up of 4,644 respondents - shows that confidence among firms has continued to weaken, with taxation remaining the biggest concern. Additionally, more businesses now expect to have to raise prices in 2026.

Taxation remains the top concern, cited by 63% of respondents

Domestic Sales

The percentage of responding businesses reporting increased domestic sales has fallen to 29%, from 32% in Q3.

42% reported no change and 28% reported a decrease. Sectoral breakdowns show increased sales were at their lowest among hospitality (22%) and manufacturers (23%).

Overall, 27% of businesses say they have seen decreased investment in machinery and equipment. 53% report no change, while only 19% have increased their plans.

The issue is more marked in certain sectors. Over a third of hospitality firms (37%) and retail businesses (36%) report scaling back investment plans

Over half (52%) of firms expect to rise prices over the next three months

Confidence and investment levels remain low

QUARTERLY ECONOMIC SURVEY Q4 2025

Over half of firms (52%) are expecting to raise their prices in the next three months, up significantly from the previous quarter (44% in Q3).

Prices External factors

As measured as a percentage balance, the services sector stands at +48% while the manufacturing sector stands at +54%.

Tax remains the biggest concern for business, cited by 63% of firms, up from 59% in Q3. That’s the same level of concern in Q4 2024, after the previous Budget.

Concern about inflation remains high, cited by 56% of firms, broadly similar to Q3.

The view from businesses:

“Market sentiment has been badly affected by uncertainty caused directly by the government in the run up to the budget.” Micro services firm in Hertfordshire

“Rise in employer national insurance contributions had an impact on overhead costs which reduces investment in our current employees.” Medium construction firm in Greater Manchester

"Now that we have visibility on the current position, we can at least move forward, but confidence remains subdued.” Medium professional services firm in Liverpool

“The impact of employer national insurance and doubling of business rates continues to hit hard. Food inflation continues to hit our cost base, as does an increase in electricity prices.” Micro transport firm in Hampshire

NEW YEAR, NEW OPPORTUNITIES:

MAKE 2026 YOUR YEAR FOR GROWTH

The start of a new year is the perfect time to refresh your business strategy and focus on growth. At Liverpool Chamber, we believe that building strong connections is the fastest route to generating new opportunities - and we’re here to help you make it happen.

Whether you’re looking to expand your network, showcase your expertise, or make the most of member benefits, these practical tips will help you turn “new year” into “new opportunities.”

Network like a pro

Events are one of the most powerful ways to meet potential customers and connections. Here’s how to make them count:

• Prepare your introduction:

A short, memorable pitch about who you are and what you do goes a long way.

• Do your homework:

Check the delegate list before the event. If there’s someone you’d love to meet, connect on LinkedIn and suggest a coffee before or after the event.

• Bring business cards - or go digital: Add new contacts on LinkedIn during or straight after the event.

• Follow up:

A quick message after the event keeps the conversation alive and shows you value the connection.

• Tell us about your introductions: Sharing outcomes with the Chamber team helps us connect you with similar businesses at future events.

• Be brave: Everyone is there to network, don’t hesitate to say hello to someone new!

Showcase your expertise

Your hard work deserves to be seen. Use Chamber platforms to highlight your achievements and position yourself as a trusted expert:

• Utilise our Member Portal: Upload your news and events to our website, it’s a great way to share what you’re doing with the wider business community.

• Share insights: Articles, case studies, and thought leadership pieces help you stand out and attract new customers.

• Celebrate success: Be proud of your achievements and shout about them. Visibility builds credibility.

Make the most of member services

Your membership comes with practical tools to help you grow:

• Chamber Four Services: Free support with legal, HR, Tax and Health and Safety. The legal documents bank is perfect for constructing contracts when you secure new clients.

• Member Offers: Utilise discounts on meeting rooms and print to make the perfect first impression with your prospects.

Stay connected

The more we know, the more we can support you:

• Follow us on social media: Keep up to date with events, opportunities, and news.

LinkedIn & Facebook: Liverpool Chamber Instagram: @LiverpoolChamber

• Sign up for our newsletter: Get the latest updates straight to your inbox.

• Update your online member profile: Make sure your contact details and business info are current so opportunities aren’t missed. Log into your account and check that your contact

list is up to date, we want to send information to the right people.

• Keep in touch:

The more we know about your goals, the better we can introduce you to the right businesses.

• Talk to the Chamber team about upgrading your membership: Higher levels offer even more coverage, including magazine features, speaking opportunities, and enhanced visibility.

2026 is full of opportunities for businesses ready to connect, collaborate, and grow. The Chamber community is here to open doors. If you’re ready to turn your “new year” into “new opportunities,” let’s make it happen together.

FUTURE-PROOF YOUR BUSINESS WITH AI

AI is transforming the way businesses work—saving time, cutting costs, and boosting productivity. But for many SMEs, knowing where to start is the hardest part.

That’s why the British Chambers of Commerce, in partnership with PAIR, created the AI Academy: a practical programme designed to help businesses harness AI with confidence.

Why join through Liverpool Chamber?

• Localised support tailored to your sector

• Expert-led workshops and tools

• Peer-to-peer learning and networking The results speak for themselves: in a recent pilot, 42 businesses saved over three hours per week, with 96% reporting better work quality.

Ready to unlock the power of AI? Find out more: www.britishchambers.org. uk/ai-academy

Aspire Education Academy Ltd www.aspireeducationacademy.co.uk

Charities Trust

www.charitiestrust.org

Charmingo Sews Academy www.charmingosews.com

Eden Fifty One www.edenfiftyone.com

Freeths LLP www.freeths.co.uk

MPG Services NW Limited www.mpg-elec.com

OCONN Studio www.oconnstudio.com

Parkway Nutrition www.parkwaynutrition.com

Picolab Technologies Ltd www.picolab.uk

Pure Transfer www.puretransfer.com

RMLFS Ltd www.rmlfs.co.uk

Sedgwick Global Specialty www.sedgwick.com

Wilsons Construction and Groundworks www.wilsonsgroundworks.com

Worthington Owen www.worthingtonowen.com

YRH Finance Team www.yrhfinanceteam.co.uk

⁃We’re delighted to announce that Gregory Abrams Davidson Solicitors has become a Strategic Partner of Liverpool Chamber.

GAD is a well-established law firm with offices in Liverpool and London, offering a comprehensive range of legal services to businesses and individuals. As specialists in international law, they are keen to share their expertise with our network. This enhanced level of partnership reflects their commitment to strengthening the local business community and helping members seize international opportunities. www.gadlegal.co.uk

MILESTONES THAT INSPIRE PROGRESS

STORIES OF ACHIEVEMENTS AND ANNIVERSARIES THAT SPARK NEW OPPORTUNITIES AND STRENGTHEN COMMUNITY CONNECTIONS.

GLASS CEILINGS CHANGE MANAGEMENT

CELEBRATES FIVE YEARS IN BUSINESS

Laura Evans CEO Glass Ceilings Change Management

Glass Ceilings Change

Management celebrated 5 years influencing change for work-life inclusion in October. Just a month beforehand, it was a privilege to celebrate the Chamber’s 175th anniversary at the impressive Hill Dickinson Stadium, where HRH Princess Anne asked several questions about our work. I found myself pondering where Glass Ceilings would be in 170 years’ time!

Reaching half a decade was particularly poignant for me. It is often said that most small businesses fail within the first 3 years. Just 2.5 years in, and on the verge of exciting opportunities, I survived life threatening illness including 10 days’ hospitalisation. Despite this in a difficult economic and social climate, Glass Ceilings is still here and we are growing. So how did we manage this at a time when so many businesses are struggling or closing altogether?

One of the main reasons is that we practice what we preach on growing a business sustainably. We have effective systems and governance, in place since day one but capable of adapting at pace when faced with external demands and pressures. We have built and maintained trusted relationships with existing clients and partners through delivering above and beyond expectations on projects and calmly supporting them through their own challenges, whether people or operational. We work with clients UK-wide of all sizes and across all sectors in the economy, supporting businesses to streamline operations and manage business risks effectively whilst creating a workplace people want to join, stay, grow, and thrive. If you imagine a Venn diagram, we sit uniquely in the middle of Management

Consultancy, People Consultancy, and Inclusion Consultancy, combined with a belief that nobody should be left behind. Everything we do is through the prism of inclusion, meaning we consider the people impacts; the diversity both of the existing workforce and future talent pipelines; and, developing systems and skills that sustain organisational growth in the short, medium, and longer-term. We have a reputation for spotting things well in advance, before they become a bigger problem.

In short, we help save time and money in the longer term that is better spent growing a business than firefighting.

Clients value our support with systems thinking, helping them to streamline and make best use of existing resources, whilst also identifying commercial and growth opportunities and making inclusive use of AI and emerging technologies. In the past year, we received more requests for support with restructures and redundancies than any other issue, particularly since employment costs and tax rises began to bite into profit margins and business confidence since last April. In addition, the recruitment market has been stagnant and there are challenges around high levels of sickness and disability in the working age population. I have personally walked the walk on these issues throughout the past 18 years, having established functions during a period of 45% cuts

without making a single person redundant. I have also led change programmes in organisations spanning 300 to over 40,000 employees, across all sectors, identifying £millions worth of savings reinvested into frontline services.

As policy specialists, we demonstrate that policy should never be something stagnant on a page waiting for its next review. Done properly, policy is living and breathing, and very much drives the culture and feel in any organisation. Our policy clients value the way policies interact with each other to create true work-life inclusion across the piece.

We are trusted as a cool head in a crisis, providing advice retrospectively on serious incidents or supporting clients to identify, proactively manage, and reduce potential risks whilst maintaining productivity and profitability. The current economic trends and issues around long term ill health and disability arising from the Covid pandemic form a large part of our work in these areas.

We achieve wider influence through public speaking on webinars and podcasts; contributing to or publishing our own articles; and, responding to government consultations shaping employment law and policy.

I am beyond proud of everything we have built and achieved so far, and excited for the next five years!

FRACTIONAL LEADERSHIP:

THE STEALTH NEW MEMBER OF THE BOARDROOM

Fractional leadership is changing how boards access expertise. In a recent Institute of Directors blog, Kate Davis highlights a growing trend: organisations are bringing in fractional CTOs, CFOs and COOs to gain senior capability without the cost and commitment of a full-time hire. For small and medium businesses, that model finally fits reality - they may not need a permanent C-suite, but they do need someone at the table who can join the dots between strategy, risk and technology.

Three forces sit behind this shift: speed, clarity and cost. Markets move too fast for 18-month strategy cycles, and boards face tougher decisions around technology, cyber security and data, often with limited internal expertise. Fractional leadership offers access to experienced people at the right level and cadence, without creating a structure the business may outgrow.

The key, as Davis notes, is to treat fractional leadership as a relationship, not a transaction. Some organisations buy extra hands to clear a backlog or run a project. Useful, but not transformational. A true fractional leader turns up asking different questions: Why is there so much busy work in the first place? Why does this process exist at all? What decision are we avoiding? Their value lies not in doing more of the same, but in reshaping the work so that less low-value activity exists.

This is especially important in technology and cyber security. Many organisations still see IT as a support function: keep systems running, fix laptops, renew licences.

Yet technology and security decisions now shape customer trust, resilience and growth. Regulators, insurers and customers increasingly expect boards to understand these issues, not simply delegate them to “the IT team” or IT provider.

A fractional CIO/CTO or security leader changes that conversation. They bring independence to ask awkward questions, experience to benchmark your current position and the communication skills to explain complex issues in business language. Practically, that often starts with an honest IT and security audit: what do we have, where are the real risks and where are we overspending for little benefit? From there, they help shape a pragmatic roadmap that aligns technology and security investments with business priorities.

Crucially, a fractional leader is not there just to keep things moving; they are there to improve how decisions are made. Instead of measuring success by how busy everyone looks, they focus on outcomes: fewer failures, clearer accountability

Crucially,

a fractional leader is not there just to keep things moving; they are there to improve how decisions are made. Instead of measuring success by how busy everyone looks, they focus on outcomes: fewer failures, clearer accountability and a better balance between risk and opportunity.

and a better balance between risk and opportunity. That might mean saying “no” to yet another tool, simplifying overlapping systems or challenging long-standing assumptions about how work should flow.

For many SMEs, fractional leadership is the most realistic way to bring boardlevel thinking into areas like technology and cyber security, disciplines now too important to leave entirely to suppliers or overstretched operational teams. It allows organisations to access senior insight when it matters most: at key decision points, in board meetings or when responding to a changing risk landscape.

The gap is already widening between organisations with independent, strategic voices at the table and those still treating IT and security as “just a cost”. The question for leadership teams is simple: are you getting the level of challenge and clarity you need? And if not, is it time to add a fractional seat at the table?

WE DRAMATICALLY IMPROVED USER EXPERIENCEATA

CARNETS AND THE STRENGTH OF PARTNERSHIP

Boomerang carnets® UK was established in partnership with the Liverpool Chamber of Commerce (LCC) to bring increased ATA Carnet automation to the U.K. market. Together, an original and authentic approach to ATA Carnets was introduced, grounded in efficiency, innovation, and a shared commitment to excellence in global trade offering reliable, responsive, and expert ATA Carnet services.

The visionary leadership of the Liverpool Chamber recognised the value of partnering with boomerang carnets UK to bring faster, streamlined, online carnet access to the U.K. market. In 2026, we very proudly celebrate 12 years of collaboration defined by innovation, resilience, and the enduring strength of a ‘built-to-last’ partnership.

Boomerang carnets brought its secure, user-friendly online carnet application accommodating customers on both sides of the Atlantic with single-click convenience. Under the guidance of Curt E.H. Wilson, Managing Director of boomerang carnets UK, this pioneering digital innovation was made available to LCC. Customers experience

a streamlined carnet application using proprietary software developed with security as a top priority. Over the years, thousands of carnet applications have been submitted without a single security breach.

Our partnership also introduced the fastest ATA Carnet delivery system in the U.K., supported by Boomerang Carnet Distribution Centres in Liverpool, London, Feltham, Southall, Thatcham, and at Heathrow and Gatwick.

As the only ATA Carnet provider located in both the United Kingdom and the United States, you can benefit from what we call the Boomerang Benefit—dual-country conveniences that simplify temporary exports for a company operating in both the U.K. and the U.S., with unique access to carnets in both countries.

Thanks to the trailblazing leadership of the Liverpool Chamber, the partnership with boomerang carnets UK remains solidly committed to innovation to meet the needs of all of our customers.

A 5-Star Review - Giulia recounts her customer experience as: ‘Efficient, professional, and very helpful - I really appreciated the instant response and contact, I felt very supported throughout the whole carnet process. Boomerang were efficient and very helpful. Excellent service. I would highly recommend and use them the next time I have carnet requirements.’

At Liverpool Chamber and boomerang carnets UK, we thank you, Giulia. It’s teamwork. To learn more about the benefits of ATA Carnets visit www.boomerangcarnets.co.uk or call 0808 189 3400.

CLARKE ENERGY POWERING A RESILIENT ENERGY FUTURE THROUGH PARTNERSHIP AND INNOVATION

From its origins as a diesel spare parts business, Knowsley-based Clarke Energy has evolved into a multinational power systems specialist operating across Europe, Africa, Asia, the Americas, and Australasia. This evolution has been shaped by enduring partnerships and continuous innovation, allowing the business to respond to changing energy challenges across global markets.

A defining feature of Clarke Energy’s success has been its long-standing distributorship partnership with INNIO Jenbacher, now spanning 27 countries and marking more than 30 years of successful collaboration. Built on shared standards, trust, and a commitment to continuous improvement, the distributor relationship demonstrates the value of collaboration in a sector characterised by constant change. Such long-term partnerships provide continuity while creating the conditions for sustained innovation, allowing both organisations to evolve in line with customer and market requirements.

Clarke Energy reached a major milestone in 2025, surpassing 10GW of installed power capacity worldwide, including 1.6GW of renewable power. This scale, equivalent to supplying 25 million UK homes, reinforces Clarke Energy’s contribution to energy security and the transition to lowercarbon generation.

Another major milestone during the year was the continued delivery of Clarke Energy’s largest UK project to date, in collaboration with Statera Energy. The 450MW peaking project in Thurrock is designed to support UK grid stability, providing flexible power that can respond rapidly to fluctuations in supply and demand. As renewable generation continues to grow, projects of this scale play an increasingly important role in maintaining system resilience, reliability, and security of supply.

Innovation remains central to Clarke Energy’s direction. While the company continues to build on its established expertise in gasfuelled power systems, recent years have seen diversification into new technologies and markets. One of the most significant growth areas is the data centre sector, driven by rising digital demand and the rapid expansion of artificial intelligence. Clarke Energy is supporting major data centre developments across Ireland and the United

States, where reliable, high-performance power is critical to maintaining uptime. Battery energy storage systems also form a growing part of the portfolio, helping to improve grid flexibility and support the integration of renewable energy.

Looking ahead, Clarke Energy’s longevity has never been about standing still, but about adapting to change. Shaped by strong partnerships, technical expertise, and a willingness to innovate, the business continues to evolve to meet future challenges, delivering resilient, efficient, and sustainable energy solutions.

0151 546 4446

uk@clarke-energy.com

www.clarke-energy.com

UNLOCK PRACTICAL AI SKILLS FOR YOUR BUSINESS

WHY

LIVERPOOL

BUSINESSES ARE TURNING TO LIVERPOOL CHAMBER AI ACADEMY

Artificial Intelligence is no longer just a buzzword echoing through the tech hubs of London or Silicon Valley; it is reshaping the commercial landscape right here on Merseyside. For local business leaders, the question is no longer if they should adopt AI, but how to do it effectively without disrupting operations. The Liverpool Chamber has launched the AI Academy to bridge this gap, offering a practical solution that turns everyday AI tools into genuine business advantages.

Enhancing roles, not replacing them

One of the biggest misconceptions stifling adoption is the fear of displacement. The AI Academy flips the script, training your team to view AI as a “trusted co-pilot” rather than a substitute for human expertise.

By automating repetitive administrative tasks, research, and content creation, the AI Academy helps you free up staff for higher-value work. This acts as a powerful job enhancer, allowing your team to focus on strategy and innovation instead of getting bogged down in routine processes. Participants in the programme describe the technology as having a “clever teammate” on call to help draft communications or a “super-organised assistant” to streamline complex projects.

Streamlining processes for measurable growth

For the pragmatic business owner, the value of any tool lies in the bottom line. The impact of this training on workflow is immediate and measurable. Teams upskilled through the AI Academy have reported delivering projects up to 40% faster and saving over 122 hours per employee annually.

In a recent pilot, businesses generated over £500,000 in productivity gains in just two months, with 96% reporting better work quality. Furthermore, SMEs embracing these tools have seen an average revenue growth

of 15%. Whether you need to analyse data with greater precision or create polished content in minutes, these streamlined tasks translate directly to business growth.

A bespoke learning experience

Generic, “one-size-fits-all” training rarely yields results in a diverse economy like ours. The AI Academy differentiates itself by delivering hands-on, role-specific learning that adapts to the unique requirements of your staff.

The curriculum requires no technical background and strictly avoids jargon, ensuring immediate application to daily tasks. Whether it is teaching a manager how to write effective prompts to refine emails or helping a marketing lead build simple agents to plan schedules, the experience is customised to the job at hand.

Join the region’s digital leaders

Liverpool’s business community thrives on innovation. By joining the AI Academy through Liverpool Chamber, you benefit from localised support tailored to your sector. Whether you are looking to maximise existing tools like Microsoft Copilot or are starting your digital journey from scratch, this is your opportunity to future-proof your organisation. Do not let your competitors surge ahead. Enquire now to enrol your team and unlock the full potential of AI.

A NEW NORTH STAR FOR LIVERPOOL’S BUSINESS ECOSYSTEM

Liverpool is a city of “brilliant lights” creative minds, tech innovators, and ambitious founders. But in a complex economic landscape, brilliance alone doesn’t guarantee longevity. To scale effectively, businesses need strong foundations. This is the core belief behind Navigate: that a thriving ecosystem starts with strong relationships and clear guidance.

Our mission

Navigate is a strategic collaboration between the Liverpool Chamber and GoodShip*. Together, we serve as “ecosystem connectors” and community navigators.

Our mission is precise: to help Liverpool’s start-up and scale-up businesses get the foundations right, enabling them to navigate effectively towards major growth and a more resilient community.

We believe that ecosystems succeed when all parts work together with trust and a shared goal. By aligning the Liverpool Chamber’s institutional reach with GoodShip’s sector expertise, we are building a framework of shared knowledge, strategic partnerships, and access to professional support.

The growth opportunity

For our members and partners, this collaboration offers a direct path to a stronger, better-informed community. We are not here to reinvent the wheel, but to “compliment and signpost” the excellence that already exists, connecting the dots rather than creating silos. This is an opportunity to move away from isolated efforts and toward a cohesive, high-growth environment.

The six pillars of strategic growth

To achieve our vision of Liverpool as a globally competitive hub by 2030, Navigate focuses on six interconnected areas to ensure our mission translates into action:

• Shared direction:

We must ensure everyone from founders to policymakers are telling the same positive story about Liverpool’s future, defining a unique identity for our sector.

• Trusted leadership:

We are establishing agile leadership that acts with coherence, not just coordination, to drive the ecosystem forward.

• Talent and skills:

We are creating pathways for “translational talent” - people who can turn ideas into commercial success - so that skills are grown and retained here.

• Investment and capital:

We are working to increase flexible, risk-taking money, moving away from risk aversion and making the funding journey visible.

• Physical space:

We advocate for spaces designed for ideas to “collide,” prioritising spontaneous connections over simple real estate.

• Culture and networks:

We reward genuine collaboration, ensuring smaller businesses and civic innovators feel part of the “main club” to build deep trust.

The way forward

Navigate is the vehicle for this action. Through practical roundtables, “Made Here” talent showcases, and expert education series, we are getting the foundations right! Join us as we chart the course for the next decade.

Navigate is a strategic collaboration between the Liverpool Chamber and GoodShip*. Together, we serve as “ecosystem connectors” and community navigators.

ARE YOU REALLY DELIVERING A GREAT CUSTOMER EXPERIENCE?

TAKE THE FIVE VOWEL SELF TEST TODAY

Customer experience isn’t just a buzzword — it’s the difference between a one-off transaction and a customer who actively chooses to return. Yet many businesses never pause to ask a simple question: how do our customers actually experience us? In a recent discussion between Andy MacGregor (Face For Business) and Andy Gorman (Insight6), a practical framework emerged that any organisation can apply — the Five Vowels of Customer Experience.

Accessibility

Can customers reach you easily? Your website, phone number, email address, and live chat are your front doors. If those doors are hard to find or frustrating to use, customers walk away quietly. Accessibility isn’t a bonus; it’s the starting point. Ask yourself: how easy is it for someone to contact us today, without effort or confusion?

Easy to Understand

Once customers find you, do they understand you? Clear messaging builds confidence. Confusing websites, jargonheavy language, or unclear next steps create doubt. A simple test helps here: could someone unfamiliar with your business explain what you do after a short visit to your website? If not, clarity is missing.

Is it about “I”, or is it about them?

This is where many businesses stumble. We naturally talk in terms of “I did this” or “we’ve done that”. Customers don’t think that way. They are asking one question: what can you do for me?

Customer experience improves when communication shifts from self-focused achievements to customer-focused outcomes. Your history only matters if it clearly benefits the customer. Review your content honestly — is it about you, or about solving their problems?

Ordinary or Exceptional

Competent service is ordinary. Exceptional service is memorable. Small, thoughtful actions — clear ownership, quick followups, or anticipating needs — often make the biggest difference. Ask yourself: where could we move from ordinary to exceptional without adding cost?

Under-sell and Over-deliver

Set realistic expectations, then quietly exceed them. Customers remember when a business does more than promised — and trust grows naturally.

The Five Vowels framework is simple, repeatable, and revealing. Apply it to your own business and consider: if your customers scored you against each vowel, what would they say?

Written by Andy

MacGregor,

Face For Business Ltd, in conjunction with Andy Gorman, Insight6LCC Members. www.ffb.co.uk www.insight6.com

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MILESTONES & MOMENTUM

Member Snapshots

Spotlighting the latest achievements and collaborations shaping Liverpool City Region’s future. These bitesized updates from our members showcase innovation, growth, and community impact.

GOVERNMENT UNVEILS

£725M APPRENTICESHIP REFORM

A major £725m apprenticeship initiative aims to support 50,000 more young people over the next three years, backed by collaborative workforce planning with local FE providers to address training needs.

EASYJET TO BASE A 9TH AIRCRAFT AT LJLA

EasyJet will station a ninth aircraft at Liverpool John Lennon Airport, adding new routes and supporting 400 local jobs with an additional £27m in GVA.

GREEN LIGHT SET FOR LIVERPOOL NORTH NEW TOWN REGENERATION

Plans for 130 new homes in Vauxhall and West Everton, led by Aviva Capital Partners and Torus, are due to be approved, supporting local investment and placemaking.

LIVERPOOL TAKES BRONZE IN EUROPEAN INNOVATION AWARDS

Liverpool secured third place and a €100k prize at the inaugural European Capital of Innovation 2026 awards, reinforcing its position as an inclusive innovation leader.

WEBINAR: NAVIGATING SORP 2026 CHANGES

MHA is hosting expert webinars to guide charities and education providers through upcoming SORP 2026 financial reporting updates, ensuring smoother compliance.

RYANAIR ADDS SIXTH AIRCRAFT FOR SUMMER 2026

Ryanair’s sixth aircraft at LJLA will deliver 250,000 additional seats and three new routes, bolstering regional travel options and delivering a reported $600m investment.

WHAT DEFENCE AND SECURITY GROWTH MEANS FOR SMES IN THE LIVERPOOL CITY REGION

As we look back on the last 12 months of activity across the Liverpool City Region, it feels like a natural moment to take stock of the progress being made and the opportunities continuing to emerge for local businesses.

RTC North has worked with companies in this region for many years, supporting innovation, growth and diversification across key sectors. But over the past year in particular, that work has taken on a renewed focus, helping businesses engage more confidently within the defence and security landscape at a time when national priorities and regional capability are aligning more closely than ever.

With UK defence spending set to rise to 2.5 percent of GDP by 2030, alongside major long-term programmes in aerospace, shipbuilding, cyber and advanced technologies, this alignment matters. This sustained investment is not only reshaping national supply chains, it is also creating all-important space for smaller, agile businesses to play a meaningful role. The North West is well placed to respond. The presence of established defence primes such as BAE Systems and Cammell Laird provides both scale and stability, anchoring complex programmes that rely on extensive, high-quality supply chains.

For SMEs, this creates tangible routes into the sector, from specialist manufacturing and engineering support to digital, data

Highlights:

and systems expertise, enabling businesses to engage with defence in a way that builds credibility, experience and long-term opportunity.

What is often less visible, is just how transferable many SME capabilities, systems and processes already are. For most businesses, entering defence does not mean reinventing what they do. Instead, it is about recognising how existing expertise in areas such as precision engineering, data, software, systems integration or advanced materials can translate seamlessly into defence and security applications.

Over the past year, much of RTC North’s work in the Liverpool City Region has focused on helping businesses make that connection with clarity and confidence. Through supplier readiness workshops, we have been supporting SMEs to better understand procurement routes, accreditation requirements and tendering processes.

We have also created opportunities for direct dialogue and relationship building across the supply chain through targeted events and engagement with organisations including Lockheed Martin, Cammell Laird and Make UK Defence.

This work is not about encouraging companies to pursue defence opportunities indiscriminately, but about supporting them to assess where diversification can strengthen their core offer, build long-term resilience and align with their values and ambitions.

That values-led approach is central to RTC North’s role as a certified B Corp.

• Southport-based PolyUp secured an £85k contract after RTC North’s support.

• Over 200 businesses joined supplier readiness and tendering sessions.

• Sold-out events: Getting into Defence events attracted 70+ SMEs per session.

• Prime access: Exclusive events connected SMEs with big players in the defence industry.

• Meet the Buyer: Delivered rare opportunities for SMEs to engage directly with decision-makers.

• MOD spend in the North West reached £4.8 billion, making it one of the UK’s top defence regions.

Being a B Corp reflects our commitment to supporting business growth that is responsible, sustainable and delivers wider economic and social benefit. We work with companies to help them grow in ways that strengthen their long-term resilience, support high-quality jobs and contribute positively to the regional economy.

By working closely with individual companies, we aim to help create stronger, more inclusive supply chains, encourage responsible innovation and inspire future talent through ongoing STEM engagement.

Defence and security are sectors that play a critical role in regional stability and resilience. Supporting businesses to contribute responsibly within them matters not just for economic growth, but for longterm regional resilience.

The decisions businesses make today about collaboration and strategic direction will shape the region’s competitiveness for years to come.

The defence and security landscape will continue to evolve. Technologies will advance, priorities will shift and new challenges will emerge. What remains constant is the opportunity for the North West to play a significant role in that future, provided businesses have the confidence, connections and support to engage.

RTC North will continue to work alongside companies across the Liverpool City Region, helping translate capability into opportunity and ensuring that growth delivers lasting value for businesses and communities alike.

To find out more about available support for your company, you can email Steve.Wilkinson@rtcnorth.co.uk.

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JOIN US AT THE DRIVING INTERNATIONAL TRADE CONFERENCE COMPLIMENTARY FOR EXPORTERS!

The Driving International Trade Conference (DITC) is the UK’s flagship event for ambitious businesses looking to expand internationally. Taking place on Thursday, 26 March 2026 at the QEII Centre, London, DITC brings together exporters, investors, and policymakers for a day packed with actionable insights, practical workshops, and high-impact networking.

Exporters can attend this unmissable event on a complimentary basis, gaining access to market clinics, investor showcases, and the latest intelligence on global trade opportunities. Connect with industry leaders, discover new markets, and leave with a clear roadmap to help your business export more and grow faster.

Ticket options:

• Exporters – complimentary ticket

• Service providers, consultants, and nonexporters – £250 + VAT

If scaling internationally is your goal, this is the event that makes it happen. Join:

• Ambitious, export-ready UK businesses looking to expand worldwide

• Investors and project owners seeking high-value UK and global opportunities

• Government leaders shaping trade strategy

• Service providers supporting exporters and inward investors

For further details email: export@liverpoolchamber.org.uk

DUTIES ON LOWVALUE IMPORTS –WHAT EXPORTERS NEED TO KNOW

The EU has announced a major change that will affect exporters from July 1, 2026. From that date, all consignments entering the EU worth less than €150 will be subject to a flat customs duty of €3 per commodity code. While UK-origin goods remain tariff-free under the Trade and Cooperation Agreement, they’ll still face these new customs fees and possibly extra handling charges from individual EU countries.

Shevaun Haviland Speech - Driving International Trade Conference - British Chambers of Commerce IN 2025

Image courtesy of British Chamber of Commerce

For small businesses, this means tighter margins and more admin. If you’re sending low-value goods to EU customers, now’s the time to review your pricing and logistics strategy. These changes could make British products less competitive unless businesses plan ahead.

And it’s not just the EU making moves. The UK government is consulting on abolishing its own de minimis threshold, meaning goods under £135 could face similar charges from 2029. This is part of a wider customs reform agenda, including plans for a Single Trade Window to simplify processes.

Want to stay ahead? Check out the British Chambers of Commerce website for detailed guidance and updates: www.britishchambers.org.uk. You’ll find resources, commentary, and links to government consultations.

Bottom line: these changes are coming, and they’ll impact how you trade. Start preparing now to keep your business competitive in a shifting global market.

INDIA TRADE DEAL ‘HUGELY

FOR UK EXPORTERS, WHILE LJLA CONTINUES TO FLOURISH

Our latest International Trade Club event, held at Liverpool John Lennon Airport in November, welcomed delegates from more than 20 Liverpool City Region businesses which rely on global trade as a key part of their operations.

Gareth Evans from the Department for Business & Trade addressed delegates to discuss the new UK-India free trade agreement.

He explained: “The agreement sets out the terms of trade to make it easier and this is especially important today in the global context, including US trade tariffs. It has taken several years for this deal to be negotiated and the intention is that it takes politics out of matters and offers some certainty for exporters and importers.

“This is a hugely positive deal for the UK. We estimate it will increase bilateral trade by £25.5 billion by 2040 after it enters into force in mid-2026.

“India is the fifth largest world economy - projected to become the third by 2028, overtaking Japan and Germany. It’s the UK’s 11th largest trade partner and that’s also likely to become more prominent in the future. In real terms, 64% of UK goods get duty-free access immediately on entry into force - this will rise to 85% over the next decade.

“The deal includes tailored rules around the origin of goods and will help to reduce technical barriers to trade, such as by allowing multilingual labels to sell products in different markets.

“UK professionals in sectors such as engineering, architecture or telecoms will now be able to travel to India more easily. Intellectual property protections will be strengthened as it becomes easier for UK firms to gain patents in India and have greater copyright protection. The agreement also recognises UK geographical indications, such as Welsh Lamb, and offers them greater protection.

“In digital trading, documents will be classed the same as paper documents while UK digital contracts will also be recognised. India currently spends around 20% of its GDP on public procurement and UK businesses will now be legally guaranteed access to part of that large procurement market.”

After a few words from Liverpool Chamber chief executive Paul Cherpeau and head of International Trade Elena Enciso, the airport’s head of PR and Communications Robin Tudor provided insights into its ongoing investment programme and customer growth.

Robin said: “We are continuing to expand our passenger base and our facilities, with August 2025 being the largest single month of growth in the airport’s history.

“The arrival of Jet2, the UK’s largest tour operator, has proven to be one of the most significant developments in the past 20 years, helping to attract around 500,000

passengers and putting us in a different market with inclusive packages and tours. Jet2 has a large number of existing, loyal customers, and we’ve been able to attract some of those and many new ones who are pleased to be able to choose Liverpool for the first time.

“Clearly, our long term-success has been led by the presence of Ryanair and Easyjet, the two largest carriers in Europe, each of whom continue to announce new destinations that further connect us to Europe and North Africa. Meanwhile, Aer Lingus’ connection to the USA and the ability to pass US customs in Dublin provides an excellent option for our customers.

“We are very proud of our customer service standards here at Liverpool John Lennon Airport. 96% of passengers are through security in 15 minutes or less, while 76% of all flights leave on time, which makes both our consumers and our airlines happy.

“We’ve been planning for the future too, having invested £3.5m in new security screening equipment. Our food and beverage partners SSP have invested considerably in an 18-month rolling programme of development for our food and beverage facilities, improving capacity by half, and introducing a new Aspire Premium Lounge, which is also doubled in size. We have also built a new 14-acre solar farm now operational, which will provide 25% of all of the airport’s energy needs.” If

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40 YEARS STRONG: SEAN KEYES ON SUTCLIFFE’S ANNIVERSARY AND INVESTING IN THE NEXT GENERATION

As Sutcliffe marks four decades in business, we sat down with CEO Sean Keyes to discuss the company’s journey, the challenges facing construction, and why they’re committing to train 40 new apprentices over the next decade.

Congratulations on reaching 40 years. What does this milestone mean for Sutcliffe?

Thank you. It’s a moment to reflect on what we’ve achieved, but more importantly, to look forward. John Sutcliffe who founded the firm, was a proud board member of LIverpool Chamber and I am proud to follow in his footsteps to continue this legacy.

We’ve been fortunate to play a part in shaping Liverpool’s built environment for four decades, and we’re involved in the design of around 4,000 homes a year across the UK. But this anniversary isn’t just about celebrating the past – it’s about demonstrating our commitment to the next 40 years and the communities we serve. You’ve announced plans to train 40 new Apprentices. Why now?

The construction industry I joined over four decades ago is facing an unprecedented challenge. The Royal Academy of Engineering warns that the UK faces a shortage of up to 1.5 million engineers by 2030. More immediately, 91,000 engineers –representing 19% of the current workforce –are approaching retirement by 2026. We’re looking at a skills crisis where nearly one in five engineers will retire just as demand for engineering expertise is set to surge by 28%.

This isn’t simply an industry issue – it’s a fundamental threat to our ability to deliver the homes and infrastructure our communities desperately need. The Government’s ambition to deliver 1.5 million new homes is at risk of being undermined by a critical shortage of engineering capacity. What form will this training initiative take?

We’re building on our proven track record of developing talent. Look around our offices in Liverpool, Manchester, North Wales, London and the Midlands, and you’ll see that a significant proportion of our team began their careers with Sutcliffe. Some of our most senior engineers today started as apprentices or graduates, many are with us 10 or 20 years on.

We’ll be offering opportunities through apprenticeships, graduate schemes, and structured career development, working closely with institutions like City of Liverpool College, University of Liverpool and Liverpool John Moores University. These partnerships are vital – they create clear pathways into engineering for local talent whilst ensuring the curriculum reflects what industry actually needs.

This is particularly important when you consider that a four-year university engineering degree now costs up to £89,000, creating significant financial barriers for talented individuals who want to enter our profession. We need multiple routes into engineering – not just traditional degrees – to ensure we’re not losing brilliant minds simply because of cost.

You sit on the board of the Association for Consultancy and Engineering. How does that inform your approach?

My role with ACE, as Northern Chair, gives me a broader perspective on the challenges facing our sector and, crucially, a platform to help shape solutions. ACE plays an essential role in setting frameworks for standards across the industry, ensuring quality and professionalism remain paramount as we scale up delivery.

But it’s also our lobbying vehicle to the Government, making sure policymakers understand the practical realities of delivering their ambitions.

We work closely with organisations like the Institution of Civil Engineers – Martin Pocock, who serves as national training officer for ICE, is doing vital work in this space, he goes to Hong Kong each year to deliver training. These aren’t just talking shops; they’re actively shaping policy on training, standards, and industry capacity. When the government announces housing targets, we’re the ones explaining what’s actually needed to deliver them – from workforce planning to regulatory reform.

Housing remains central to your business. How do you see the market evolving?

Housing demand isn’t going away. We’re building less than 200,000 homes annually when we need 300,000. Whilst funding may fluctuate for schools, universities, and even hospitals, housing remains constant. If we stop building houses, there will be riots in the streets again. That’s the market we’re committed to staying strong in.

The Government’s 10 year, £39 billion Affordable Homes Programme – the largest investment in this sector for 50 years – represents a genuine turning point. That’s why we’ve just launched a dedicated affordable housing delivery team, to respond to what we’re seeing in the market. Tell us more about that new team.

We’ve got more than £1 billion of housing projects currently in our pipeline, and we needed to scale our operations to match that demand. The team is led by William Baldwin, who brings over 35 years of experience in complex housing delivery. Billy understands that affordable housing isn’t just about bricks and mortar – it’s about creating sustainable, inclusive communities for young people to grow families and develop their future.

We’re already delivering major schemes across Manchester. There’s Project 500, supported by the Greater Manchester Combined Authority and Homes England, where we’re providing engineering services across eight sites. In Grey Mare Lane, we’re working on schemes with Great Places and One Manchester that are part of a masterplan to deliver 1,000 new homes in that area.

To date, Sutcliffe has supported the delivery of more than 100,000 affordable homes, with over 4,000 delivered annually. We’re now scaling to meet increasing national need, particularly in the North where demand is greatest.

You’re expanding in Manchester. How does that fit with your Liverpool heritage?

Manchester has taken the top spot as the UK’s leading growth city, with CBRE estimating the population could increase by nearly 6% within the next decade. We’re building on our success and growing our already strong foothold, we are encouraged to be contributing to Manchester’s housing sector, education, and healthcare buildings. But make no mistake – Liverpool remains our home and our heart, but Manchester is the centre of both the North and Sutcliffe’s

economy. This expansion is about following the real opportunity of Manchester’s success story. The milestone must also be a moment to recognise your long-serving team members

Absolutely. When I talk about our 40-year journey, I’m really talking about the people who’ve built this company. We’ve got team members like Jacqui Johnson, who’s been with us for 30 years, and Andrea McFarlane, who has contributed 25 years of expertise. Anoop Jayakkar, who started as a Graduate 18 years ago and is now an equity director who is truly a role model to the next generation. Louise Westhoff has given us a decade of dedication, Louise has grown with us, she embodies our values as a senior structural engineer and is a great role model to women in engineering. These aren’t just statistics – these are people who’ve chosen to build their careers with Sutcliffe, who’ve mentored countless younger engineers, and who embody our values every single day. Their loyalty reflects the culture we’ve worked hard to create, and their experience is invaluable as we navigate the challenges ahead. You can’t buy that kind of institutional knowledge and commitment.

Beyond business growth, how else are you marking the anniversary?

Next year’s Sutcliffe Spring Ball will be particularly special as we’re supporting three vital healthcare charities – Clatterbridge Cancer Centre, the Women’s Hospital, and Royal Liverpool University Hospital Trust. These organisations do incredible work in our community, and as a company that’s benefited from their care for 40 years, it’s important we give back. Our teams have personal connections to these hospitals – they’ve cared for our families and our colleagues and several of our engineers were born at the Women’s Hospital. Supporting them isn’t just corporate responsibility; it’s personal. It’s about recognising that we’re part of a community, not apart from it.

What’s your message to the next generation of engineers?

We have a responsibility to pass on our knowledge to the next generation. The young engineers we train now will be the ones solving tomorrow’s challenges –designing sustainable buildings, innovative structures, and resilient infrastructure that future communities depend on. We’re determined to give them every opportunity to excel and lead the way forward.

At Sutcliffe, we take pride in nurturing talent from the ground up. Our commitment to train 40 new apprentices over the next decade isn’t just about securing our own future – it’s about ensuring our industry has the skilled professionals needed to tackle the challenges ahead. Whether you come through City of Liverpool College, LJMU, or another route entirely, there’s a place for you in this industry if you’ve got the drive and the talent.

The built environment we’re creating today will be inherited by these young engineers. It’s our responsibility to ensure they have the skills, knowledge, and opportunities to make it even better.

There is a fabulous opportunity for engineers and surveyors in the construction sector as I believe these are going to become highly prized jobs in a shrinking market, which will undoubtedly lead them to being more highly paid.

We’ve been fortunate to play a part in shaping Liverpool’s built environment for four decades, and we’re involved in the design of around 4,000 homes a year across the UK. But this anniversary isn’t just about celebrating the past – it’s about demonstrating our commitment to the next 40 years and the communities we serve.

HOW THE UNIVERSITY OF LIVERPOOL IS RESPONDING TO THE REGION’S SKILLS NEEDS

Anniversaries offer more than a moment to look back: they create a natural point for renewal, ambition and connection. As the Sir Peter Rigby Centre for Enterprise recently marked its first year, its impact is already evident across the Liverpool City Region. Established to boost skills, employability and entrepreneurial capability, the Centre has become a catalyst for strengthening the relationship between business and education.

A recent anniversary roundtable with employers highlighted the scale of the challenge and the urgency of coordinated action. Businesses described graduates who lack confidence, struggle to navigate workplace dynamics or articulate their experience, and often feel underprepared for real-world complexity. The rapid acceleration of AI has widened the readiness gap further, with employers emphasising the need for digital fluency. SMEs, who make up the majority of employers in our region, also reflected on the difficulty of providing structured development pathways for early talent. Their message was consistent: they need graduates who can contribute quickly, communicate effectively and bring enthusiasm, creativity and resilience into their workplaces.

These insights underline why two major initiatives from the University of Liverpool’s Careers & Employability team - Liverpool Interns and Lead Liverpool 2026 - are so well timed. Both initiatives are being supported directly through Sir Peter Rigby’s funding, allowing the University to respond to employer concerns.

Liverpool Interns 2026 provides 62 funded internships for SMEs across priority sectors, connecting organisations with students who bring fresh thinking, digital confidence,

analytical skills and a readiness to solve problems in dynamic environments. The programme uses a skills-first recruitment model that reflects national best practice and focuses on the behaviours and capabilities employers consistently tell us they value most. Students receive structured support so that they enter internships prepared, confident and ready to contribute.

Lead Liverpool, new for 2026, will complement this by supporting early-career professionals already in the workforce. Delivered next April in partnership with Professional Liverpool and the Liverpool City Region Combined Authority, the event will bring together emerging professionals, employers and civic leaders for a full day of keynote speakers, honest employer insight and practical workshops. It will explore topics raised directly at the anniversary roundtable: navigating workplace culture, building influence, reframing self-doubt, developing resilience and understanding the expectations that shape career progression. The event will be opened by the Mayor of the Liverpool City Region, highlighting our shared commitment to developing and retaining talent.

These initiatives sit alongside a wider shift in curriculum design. In the last academic year alone, the Careers & Employability

team connected employers to 54 modules, reaching more than 6,500 students. By cocreating real-life projects, assessments and challenge-based learning opportunities, businesses help students build the competencies that regional employers need. This deep partnership approach strengthens the University’s civic role while giving employers a meaningful way to influence the development of future talent.

As Gillian O’Brien, Head of External Engagement & Opportunities, explains:

“Sir Peter Rigby’s investment has allowed us to take a strong foundation of employer engagement and transform it into something with far greater scale and reach. Employers have been consistently clear about the skills gaps they’re facing and Liverpool Interns and Lead Liverpool are shaped directly around those needs. This support enables us to strengthen the bridge between academia and business, giving SMEs access to emerging talent while helping students grow into the confident, work-ready professionals our region depends on.”

SMEs and regional partners can engage by:

• Hosting a funded Liverpool Interns placement

• Registering emerging professionals for Lead Liverpool 2026

• Contributing to curriculum projects and challenge-based learning

• Partnering with the Sir Peter Rigby Centre for Enterprise on future initiatives

Contact Gillian.Obrien@liverpool.ac.uk to start the conversation.

A BOLD NEW CHAPTER: LONGMA

AND NUMBERSIXVALVERDE REDEFINE

RANDOX GRAND NATIONAL HOSPITALITY

For 2026, the Randox Grand National Festival adds two brand new chapters to its hospitality story, each rooted in racing heritage yet unafraid to look boldly forward.

Longma arrives with a sense of theatre that mirrors the drama of Aintree itself. Big flavors, live excitement, no fuss. Inspired by the mythical union of horse and dragon, it draws a compelling parallel between the raw power of racing and the wisdom of culinary craft. Liverpool’s vibrant heritage weaves effortlessly through the experience, meeting the finest flavours of Asia in a space defined by harmony, creativity and confidence.

At its heart sits the chef’s table, a Pan-Asian experience infused with precision and flair. Guests choose their starter and main, while the kitchen takes charge of the narrative,

delivering curated amuse-bouche sets, expressive intermediate courses and palate cleansers that sharpen every moment. The six-course experience unfolds with rhythm and intent, celebrating premium ingredients, refined techniques and the bold character of Asia’s most compelling cuisines. Heritage and innovation run side by side, creating an atmosphere that feels both distinctive and unmistakably Liverpool.

Numbersixvalverde, meanwhile, looks to racing history for its inspiration. Marking 20 years since the horse’s iconic Randox Grand National victory, this new restaurant transforms legacy into luxury. Fine dining meets legendary racing, designed to immerse guests in the emotion of the world’s most famous steeplechase. With panoramic views across Aintree and menus crafted by leading chefs, the experience feels elevated yet deeply connected to the sport’s legacy.

Insights from expert tipsters and the hum of the Festival’s passionate crowd adds to the day, reinforcing the sense that this is where insight, atmosphere and occasion come together. Together, Longma and Numbersixvalverde showcase a new standard for the Randox Grand National Festival, it’s hospitality that tells stories as powerfully as the racing itself.

Search Aintree Randox Grand National Hospitality to book now.

SQUAREONE TRAINING’S MOVE TO LIVERPOOL LEADS TO GREATER CONNECTIONS AND COLLABORATIONS

As we all know, a new year is synonymous with new beginnings. As we reflect on 2025, our main takeaway at SquareOne Training is that big risks bring big opportunities – and often become defining milestones.

Back in late 2024, we made the move from the Wirral to Liverpool city centre after 31 years of calling the Wirral our home. It was our biggest risk to date, but the bigger the risk, the bigger the reward.

After settling in, our team hit the ground running at the start of 2025 with one clear aim: to build meaningful relationships by pushing ourselves outside our comfort zone. By doing just that, we have created moments and milestones like never before, not only for ourselves but for the people we met along the way.

In the last 12 months, we have connected with hundreds of new faces through

networking, workshops and events, supported charities all across the city, and developed partnerships that help make learning and professional growth more accessible than ever with the help of organisations such as Gardner Systems and Access Industries.

Through our collaborations with LTSB and Wirral Grammar School for Boys, we have also been able to guide young people through mock interviews and work experience, helping to inspire the next generation as they take their first steps into working life.

SquareOne

Training moving to Liverpool 2024

Our move also opened the door for us to become strategic partners of Liverpool Chamber, allowing us to play a role in supporting the Local Skills Improvement Plan and ensuring that, as a training provider, we are doing everything we can to help strengthen the region’s workforce. Each new step has come with an element of risk, but every single one has proved

worthwhile. Now, as we enter our second year in the city, we are excited to continue building connections just as strong as the ones we have already formed.

As we step into 2026 feeling refreshed, ready and energised to do it all again and further, we hope you will join us in trying something new, getting more involved, or simply taking one brave step outside your comfort zone. You never know what possibilities might be waiting on the other side.

Are your teams or clients working across the North West? Bring them together at Shakespeare North Playhouse.

Are your teams or clients working across the North West? Bring them together at Shakespeare North Playhouse.

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GREGORY ABRAMS SAYS ‘BRING ON THE NEXT 45 YEARS’

Gregory Abrams couldn’t have imagined when he founded his law firm as a sole practitioner in 1980 that 45 years later its reach would span across an ocean.

Today Gregory Abrams Davidson (GAD) operates offices in Liverpool and Wirral, and also in London from where it helps UK SMEs looking to invest and expand across the Atlantic and also US firms looking to invest and get a foothold in the UK.

Gregory is proud of the firm’s international work, spearheaded by one of his sons Jonathan Abrams, who is qualified to practice law in the UK and US. But he is also proud GAD remains rooted in its ‘high street’ origins.

He understands small businesses are the beating heart of a local economy and GAD remains the ‘go-to’ firm for entrepreneurs doing property deals or buying and selling businesses in Liverpool city region.

“Given our relative size it was a big decision to expand into London,” Gregory explained. “But we have an amazing team down

there that really punches above its weight. Transatlantic work is a really valuable niche that we have carved out.”

In November, Gregory himself was honoured at the Liverpool Chamber Innovation in Business Awards for his outstanding contribution to the city, not only in building up GAD, but also his wider regeneration work in the city centre.

“There is a real family feel to GAD,” added Gregory. “And not just because several members of my family work here. There is a real spirit of pulling together as one team, a collegiate approach that enables us to punch above our weight.

“When I started the firm back in 1980 I obviously had ambitions, although it is hard to look 45 years into the future. But I don’t think I could have asked for more. We have built a brilliant multi-disciplinary team.

Gregory Abrams Davidson

“After 45 years we have a reputation as strong as any other law firm in this great city which has always had a strength in professional services. I firmly believe GAD will grow and prosper for the next 45 years and well beyond.”

HOW LIVERPOOL BUSINESSES ARE EVOLVING TO MEET DEFENCE DEMANDS

Liverpool’s industrial heritage has long been a source of strength. Maritime, manufacturing, and engineering industries have shaped the region for generations. Today, those foundations are being reimagined as businesses pivot towards new opportunities in the defence sector, blending deep rooted expertise with cutting edge innovation.

For some organisations, defence is a natural extension of existing capabilities. Precision engineers and advanced manufacturers are drawing on decades of experience to supply critical components for naval and aerospace programmes, where quality, reliability, and compliance are paramount. For others, the journey into defence represents a necessary and strategic shift. As defence programmes become increasingly complex, there is a growing

demand for capabilities beyond traditional manufacturing. Creative technology companies are applying immersive and digital solutions to training and simulation, while logistics and service providers are adapting systems to meet stringent regulatory and security requirements. These bold transitions are not optional; they are essential to strengthening and future proofing the UK defence supply chain. Businesses already operating within the defence sector are evolving too. As global supply chains become more complex and digitally driven, procurement excellence has never been more important. Many firms are investing in cyber resilience, sustainability, and advanced materials to remain competitive and align with future defence priorities.

Over the past year, RTC North, an organisation dedicated to supporting business growth and innovation across the North of England, have run a series of high impact events across the Liverpool City Region, supporting over 160 businesses through practical workshops, keynote speakers from major defence primes including Cammell Laird, Make UK Defence, and JOSCAR, and exclusive “Meet the Buyer” sessions. These initiatives have given

local SMEs direct access to decision makers in the defence supply chain, helping them overcome barriers to entry and seize new opportunities in a rapidly evolving sector.

As a certified B Corp, RTC North’s approach goes beyond commercial success. Our commitment to responsible business means every event and support programme is designed to deliver positive outcomes for people, communities, and the environment. By fostering collaboration, transparency, and sustainable growth, RTC North ensures that the region’s defence sector development aligns with the highest standards of social and environmental impact, making business a force for good in Liverpool and beyond.

Looking ahead to 2026, the defence sector presents significant growth potential for businesses across the Liverpool City Region. Success, however, will depend on collaboration, compliance, and creativity, qualities that have long defined the area’s industrial identity. Innovation is not about leaving the past behind. It is about using it as a foundation for the future.

To find out more about the support available for companies looking to enter or progress within the defence sector, contact Steve.Wilkinson@rtcnorth.co.uk.

OVER 200 YEARS OF CHANGE AND PROGRESS AT MORECROFTS

Since Morecrofts was founded in 1813, the firm has continuously adapted to a world that never stops shifting. It’s remarkable to think that what began as a small Georgian practice, advising landowners and merchants by candlelight and writing by quill pens has evolved, generation by generation, into the modern business it is today. Every era brought its own demands: industrialisation, war and reconstruction, a pandemic or two, new regulations, digitalisation and now AI. The firm has ridden each wave, not by resisting change but by learning how to work with it.

As Managing Partner for the past 11 years, Alison Lobb has had a small but significant window in that 200-year journey.

She said: “Even in that relatively short time, the pace of change has been extraordinary. When I stepped into the role, email was still the primary engine of communication, “cloud” systems were viewed with some scepticism, and hybrid working was something firms talked about more than implemented. Today our technology infrastructure is unrecognisable, our clients expect near-instant access to information, and our teams collaborate seamlessly across locations in ways that would have seemed ambitious a decade ago.

“Change management is rarely easy. From the inside, it often feels disruptive, uncomfortable and at times overwhelming. Yet when I look at our firm’s history, I’m reminded that this discomfort is not a sign something is wrong, rather it’s a sign we are doing what every generation of Morecrofts’ partners and

colleagues had to do: evolve. We sometimes forget how much change businesses have already weathered. Ours has survived revolutions in industry, communication and law itself. Compared with that, the challenges we face today are simply the next step in a very long pattern.

“What I’ve learned is this: successful change is less about grand gestures and more about steady, thoughtful progress. It’s about listening to clients and staff, empowering people and staying open to new ways of working while holding on to what makes us who

“As we look ahead, that mindset will continue to guide us; a blend of heritage and forward thinking that has carried Morecrofts from 1813 to today, and will, I hope, carry us confidently into our next century.”

Alison Lobb Managing Partner at Morecrofts for the past 11 years,

TAKE THE TIME TO CELEBRATE MILESTONES

As Liverpool Chamber celebrates 175 years, January 2026 marks a separate (albeit slightly smaller) milestone for us at Paramount Digital, as we celebrate the first 12 months inside our Liverpool office.

After nearly a decade in business, growing from our offices in the leafy suburbs of Rainford, expanding into Liverpool was always a natural step for us. We’ve always had clients in the city so it made sense for us to be closer to them.

A year isn’t a long time in business admittedly, but it’s always worth taking time to stop and think about the smaller milestones you hit along the way to bigger goals.

We’re sure the founders of Liverpool Chamber celebrated reaching the same milestone, and you only wonder if they thought then that their idea would have grown into what it’s become.

We also wanted to take a minute to think about this anniversary because of the great relationships we’ve made and strengthened in the Liverpool business community.

Whether it’s working closer with Liverpool Chamber on workshops for members, or running sessions with alumni of the University of Liverpool Management School, it’s all come from the decision to take a step forward.

It’s not been the easiest time for the City Region and those of us who work in it.

And you never know what’s coming in the future, although the City Region has always shown resilience when things get tough and it, and its businesses, pull through.

So as Liverpool Chamber celebrates a hugely significant achievement and anniversary, it’s worth the rest of us also taking a step back as we come into a new year to think about those milestones we’ve hit along the way, and what milestones we can hit in the future together.

Strategic Growth Director, Paramount Digital

For more information

Scan the QR code

Call 0151 733 7123

Expert private healthcare in the heart of Liverpool

Start 2026 prioritising your health

When it comes to your health, nothing should stand in the way of getting the care you need. At Spire Liverpool Hospital, we are proud to be one of the leading providers of private hospital treatments for patients across the North West of England. Our commitment is simple: to deliver exceptional healthcare with speed, expertise, and compassion.

With a full multidisciplinary medical team, Spire Liverpool offers access to some of the region’s most experienced consultants across a wide range of specialties. From orthopaedics and cardiology to general surgery, women’s and men’s health, and advanced imaging services, we provide comprehensive care under one roof. Our modern facilities, high-quality accommodation, and personalised aftercare ensure that every patient feels supported throughout their treatment journey.

Prefer to pay as you go?

We understand that flexibility matters. That’s why we offer self-pay options for a wide range of treatments, giving you the freedom to choose the care you need without waiting. Whether you require a diagnostic scan, a surgical procedure, or a consultation with a specialist, self-pay means:

+ Fast access to diagnosis and treatment

+ Choice of leading specialists

+ Personalised care tailored to your healthcare needs

For self-pay enquiries, please contact us on 0151 391 4018. Our dedicated team will guide you through the process and help you book your treatment quickly and easily.

Worried about treatment costs?

We have finance options available with interest free finance – 0% representative APR available.

Why choose Spire Liverpool Hospital?

+ Rapid access to care – no long waiting times

+ Expert consultants across multiple specialties

+ State-of-the-art facilities and advanced technology

+ Flexible payment options

+ Exceptional patient care and aftercare

+ Convenient location in the heart of Liverpool

Hear from the patients who’ve chosen to Invest in their health with Spire Liverpool:

At Spire Liverpool Hospital, patient experience is at the heart of everything we do.

and Drs

Very professional and clear communication from every team member, very impressed and reassured.

EXECUTIVE NETWORKING WITH LIVERPOOL CHAMBER

This quarter has been packed with a range of high-profile events, as senior members of the Liverpool Chamber community came together to learn, share, collaborate and celebrate.

We had not one, but two events around the Chancellor’s Budget in November. On the day of the announcement, a selection of our Patrons and Strategic Partners gathered for a live screening held in the wonderful cinema room at Hope Street Hotel. The executive event also welcomed Alistair Houghton, editor at Business Live, who helped us to conduct a Q&A session in the immediate aftermath of the Budget. While the event itself was very well received by guests, the general consensus among businesses was that the Budget was largely underwhelming, lacking detail on any significant measures relating directly to business.

Alison Lobb, managing partner at Morecrofts and chair of the Chamber, said: “Like many business leaders, I was waiting for detailed announcements that never really came. There was nothing overly scary for businesses, which maybe says a lot in itself about the recent mood around economic policy, but there was also no real strategy on show.”

Kevin Horton, director at K2 Architects, said: “There was plenty of talk about schools, infrastructure and transport investment, but no detail about what they plan to do. That makes it very difficult for local authorities to understand their future spending and investment abilities, without clear direction from central government, which then has a knock-on effect for private sector businesses within that supply chain.”

Sean Keyes, managing director at Sutcliffe, said: “The Chancellor speaks of growth and stability, businesses are left wondering how we’re meant to deliver it when employment costs have just been substantially increased.”

Paul Cherpeau summed it up: “This was a light-touch announcement which may have led to a moderate sense of stability, but will it be enough to make businesses feel confident to move forward and unlock decisions?

“It was difficult to escape the obvious lack of an overall vision for businesses to get behind. Growth was mentioned widely, but there was little detail around what will be done and when.

“Businesses will certainly be relieved to know there isn’t another fiscal event until next Autumn.”

Other key events, such as our International Trade Club, LSIP conference and, of course, the Innovation in Business Awards, were also held during the last quarter, and you can read more about those within this edition.

At our second Budget-themed event, held a few weeks later, we invited members to hear from professional advisors on matters such as employment law, taxation and investments.

David Lowe, investment director at Quilter Cheviot, told attendees: “As the goalposts shift constantly for individuals and businesses, the demand for professional advice continues to increase across a range of needs, such as Wills needing to be redrawn, or how to use allowances more effectively. The decision in the Budget to raise taxes on dividends made SME owners wince and they will be feeling even more squeezed over the coming year.”

Victoria Johnson, HR commercial director franchise, at Privilege HR said: “As labour costs continue to rise, businesses will review workforce needs using planning models to consider profit and loss trajectory and the wider economic picture. This may result in less senior recruitment and more firms electing to upskill existing managers, with an eye on succession planning. Businesses

are also becoming more creative in their approach to pay and benefits to foster a culture that makes good people want to stay and develop.”

Charles Millett, employment law partner at Morecrofts Solicitors, added: “The passing of the Employment Rights Bill into law brings with it multiple challenges for businesses. Despite widespread media coverage, many smaller businesses may still be unfamiliar with the finer detail of the legislation and it could easily become a trap for the unaware.”

In the weeks before the Budget, in conjunction with RSM and Professional Liverpool, we were pleased to once again welcome Ken Clark, north west agent for the Bank of England, to address members and answer their questions on a range of monetary policy matters.

Another executive event, this time held at the excellent Pullman Hotel, offered a chance for Patrons and Strategic Partners to hear from Faye Dyer, CEO at ACC Liverpool Group.

Faye spoke about the role that the venue plays in attracting business events and their importance to both the city region and wider UK economy. Delegates also heard about the ways in which ACC Liverpool is investing in its offer and strengthening its share of this important market. There was also an opportunity to receive a tour of the newly-transformed hospitality spaces at M&S Bank Arena, completed by another Chamber member, Kimpton.

Other key events, such as our International Trade Club, LSIP conference and, of course, the Innovation in Business Awards, were also held during the last quarter, and you can read more about those within this edition.

We rounded off the year with our final executive event, where Patrons and Strategic Partners enjoyed a delicious lunch courtesy of Fazenda, before many joined us at St Nicholas Church for our annual Carol Service in the early evening.

AUTUMN BUDGET IS POTENTIALLY PIVOTAL FOR LCR

David Hawley, office managing partner for RSM Liverpool, examines the outlook for Liverpool businesses in 2026

Despite the continued economic challenges for many people in the Liverpool City Region, the 2025 Autumn Budget has provided some positivity for the region’s future. And while not all the changes will be welcome, the feeling among many businesses and their owners is it’s provided the much-needed stability and confidence to make future strategic decisions.

The Budget offers a potential pivotal moment for Liverpool City Region to drive its economic resilience. With a comprehensive package of fiscal reforms, new funding streams, and expanded powers, it feels now is the perfect time for local businesses and leaders to convert strategic plans into action with a long-term impact.

In terms of local infrastructure and investment, Liverpool joins six other regions in securing £13 billion of infrastructure

and skills funding through to 2029, with continued business rate retention being an important factor. The impact of this funding could be transformative, allowing for transport upgrades, cutting-edge digital infrastructure and decarbonisation initiatives across the region.

While stealth tax increases loom, with income tax thresholds frozen until 2031, and a 2% rise in dividend, savings, and rental income taxes for some taxpayers from 2026/27, these financial pressures for higher earners and investors fuel the demand for local goods, services, and professional expertise. Conversely, the Budget boosts capital investment for businesses: a 40% first-year allowance on plant and machinery from January 2026 and full expensing relief for certain projects. This should provide a strong incentive for Liverpool businesses to upgrade operations, build local supply chains, and drive productivity gains

In addition, the increases in Annual and Lifetime limits for Enterprise Investment Scheme (EIS) and Venture Capital Trust

(VCT) investments (up to £10 million a year for VCT and EIS, rising to £20 million for Knowledge-Intensive Companies), coupled with a dip in upfront VCT income tax relief, recalibrate the ecosystem in favour of scaling tech and creative start-ups. Liverpool’s emerging tech hubs and digital innovation zones should be able to leverage these reforms to attract more investors and venture capital into the region. While change won’t happen overnight, by embracing these Budget-driven tools and incentives, the Liverpool City Region can accelerate its ambition to be a frontier cityanchored in heritage, yet advancing toward a highvalue, sustainable future.

SHAPING THE FUTURE: HOW COLLABORATION WILL TRANSFORM SKILLS IN LIVERPOOL CITY REGION

2026 is a pivotal year for Further Education in the Liverpool City Region. We face significant changes in qualifications and technical programmes, challenges in attracting the right level of teaching experience and expertise in critically economic stimulating areas, and a moral and social responsibility to reverse the unacceptable increase in NEET (Not in Education, Employment or Training).

We are well aware of our responsibilities as the City Regions largest College to meet these challenges head-on and continue to evolve and deepen our relationships with employers, large and small, across the City Region to address these.

We recognise that it is only by working in partnership with employers and the combined authority closely that, collectively, we can meet these challenges and deliver on our role of creating an economic, vibrant and prosperous city region with opportunities for all.

At the College we have recently strengthened our employer engagement teams to translate businesses requirements into compelling curriculums and training programmes. We have invested significantly

in a brand-new construction campus at Liverpool Waters to support housing construction across the city region and transformed our visitor economy faculty to create a pipeline of talent for this strategically important sector.

Equipping tomorrow’s workforce with the necessary skills and attitudes requires a collaborative approach, where employers, such as Nugent Care and Robertsons Construction, have openly engaged with us the results have been compelling, providing a generation of talent with genuine careers and employers with dedicated, committed employees.

Operating in isolation is not an option, it is only by collectively and collaboratively utilising our combined expertise and experience that we, as businesses and educators, can meet this challenge. It is not only an economic priority for our region but a social and moral priority, we remain committed to playing our role and know that many of the businesses across the city region are too.

Elaine Bowker is Principal and Chief Executive of The City of Liverpool College, the largest Further Education College in the Liverpool City Region.

ENDURING EXCELLENCE: BUILDING LONG-TERM VALUE THROUGH INNOVATION,

SKILLS AND COLLABORATION

Tom Sewell director at Stepnell

Establishing our presence in Liverpool from our office in the historic Albert Docks, we are energised by the opportunity to contribute to a region with such a powerful legacy of collaboration, trade, creativity and reinvention.

Excellence is defined by the continuous pursuit of creating value across every discipline and stage of a project. We are looking ahead with a commitment to long-term partnerships, collaborating and engaging with local organisations, supply chains, educators and communities to create outcomes that endure.

Contractors that can diversify services and offer a joined-up model will stand out in the market through their capabilities to deliver resilient project outcomes.

Technology and innovation continue to reshape the construction sector but their greatest impact comes when paired with human insight. Emerging tools, from data modelling support by artificial intelligence to low-carbon construction methods, are empowering construction teams to deliver projects with greater precision, sustainability and transparency.

However, we recognise that the preservation of traditional specialist inhouse skills is equally important. Through our specialist joinery division Lawford Bespoke Joinery, we want to champion high-quality craftsmanship on projects in Liverpool, ensuring heritage joinery expertise

continues to shape the distinctive buildings that attract further investment and bring people to the city. Our internal concrete repair expertise also reinforces a long-term mindset of extending the life of existing assets and reducing waste when supported by our renewable technology offerings through Step Energy, ensuring assets are efficient in their long-term operation while contributing to regional decarbonisation.

A strong pipeline of future built environment professionals is essential to sustaining the city’s growth. Through engagement with local schools, colleges and training providers, we want to broaden access to construction careers and support pathways that reflect the industry’s evolving needs and address skills gaps.

Liverpool Chamber’s 175-year celebration is a reminder that true achievement is measured by the impact that endures. With the city welcoming several enormous transformation schemes including the Central Docks and King Edward Triangle developments, along with grade A office space in Pall Mall, all set to carry the city into the future - we’ll be proud to play a role in shaping this.

CONNECTING LIVERPOOL LIKE NEVER BEFORE: AVANTI WEST COAST’S TIMETABLE UPLIFT

Avanti West Coast has transformed rail connectivity to Liverpool and the wider city region with more trains, more seats, and new links designed to support economic growth and opportunity.

Customers can now enjoy two trains per hour between Liverpool Lime Street and London Euston throughout most of the day, offering greater flexibility for business and leisure travel. In addition, there is now an hourly stop at Liverpool South Parkway on weekdays and Saturdays, creating a direct rail link to Liverpool John Lennon Airport. With flights to more than 60 destinations and a frequent shuttle service between the station and the terminal, this stop provides additional connectivity for customers. The timetable uplift also includes a weekday return service between Hartford and London, connecting east Cheshire to the capital in under two hours.

In total, the December timetable change has added over 20,000 extra seats each week to Avanti West Coast services between Liverpool and London. The operator is now scheduled to run

2,083 services weekly on the West Coast Main Line – the highest level ever operated.

The enhancement of services on the route have been enabled by Avanti West Coast’s £350 million investment in its new Evero fleet, which offer more space for bags between seats meaning customers choosing to connect to the airport via this route can expect a comfortable and smooth start to their trip.

Andy Mellors, Managing Director at Avanti West Coast, said: “We’re delighted to be delivering on our promise to increase services between Liverpool and London.

The introduction of services at Liverpool South Parkway and the new direct link to the capital will add a huge benefit to the wider region.”

Cllr Steve Foulkes, Chair of the Liverpool City Region Combined Authority Transport Committee, added: “Additional transport links to the capital can only have a positive effect on our city region economy, and the addition of an hourly stop at Liverpool South Parkway means more residents will enjoy improved connections to intercity routes and the great opportunities that can bring.”

To learn more about our services and book your next journey, visit avantiwestcoast.co.uk.

CREATIVE PATHWAYS WITH NATIONAL MUSEUMS LIVERPOOL AND ALDER HEY

CHILDREN’S

Creative Pathways is a longstanding initiative with National Museums Liverpool (NML) and Alder Hey Children’s Hospital Trust, supporting long-term patients. Four dedicated specialist Facilitators from NML’s Learning & Participation team attended intensive training, health screening, and completed additional vaccinations and clearances to enable them to work with extremely vulnerable young people.

Alder Hey Children’s Hospital Trust believe that culture has a major role in supporting young people, as well as combatting social isolation and promoting wellbeing. Young people with long-term physical or mental health conditions can become disconnected, and engagement with the arts can really help them to build confidence, find their talents, reinforce their identity and gives renewed hope for their future.

The partnership began with the NML team offering residencies and informal taster sessions on inpatient units at Alder Hey, including Oncology, Renal Dialysis, the Neurosurgical Unit and with outpatients. Patients explored museum objects and

HOSPITAL TRUST FROM LIVERPOOL TO THE WORLD

creative practice through accessible activities, and based on their interests, Alder Hey then linked patients with ‘buddies’. They took part in one-to-one sessions with their buddies to explore their interests in more depth, and to lead on their own projects. Since then, we’ve held ten World Museum group sessions for children with muscular dystrophy.

Upon evaluation, we found the project had a really positive impact on wellbeing. 81% of young people scored 5/5 when asked if the sessions were helping them to forget about their illness or condition, and 83% scored 5/5 when asked if taking part was helping them to feel good about themselves.

Parents, carers and patients all emphasised how important the sessions Alder Hey provide were to their mental and physical wellbeing, which is vital as they are a primary source of support for the patient. Creative Pathways clearly shows the power of this enduring partnership between National Museums Liverpool and Alder Hey, and demonstrates how long-term collaborations such as these can create resilience, shared growth, and a lasting impact both for culture and our health.

LIVERPOOL’S CLIMBING HANGAR EYES INTERNATIONAL EXPANSION FOLLOWING LOAN REPAYMENT

Liverpool-based indoor climbing specialist The Climbing Hangar has successfully repaid its £496,000 Flexible Growth Fund loan from River Capital, marking a significant milestone for the Sandhills-headquartered business that has grown into a national success story.

The loan, provided through Metro Mayor Steve Rotheram’s £20m Growth Fund and managed by River Capital, was instrumental in supporting the company’s expansion during the challenging COVID-19 recovery period.

Since receiving the funding in 2020, The Climbing Hangar has continued to thrive, expanding from its Liverpool roots to become a prominent player in the UK’s indoor climbing sector. The company now operates 11 sites across the UK, employing 189 staff members and serving more than 22,000 members, with check-ins exceeding 1,000,000 in 2024.

The original investment enabled the opening of the new Matchworks Unit in Speke – the company’s fifth location –alongside a comprehensive renovation of the original Sandhills site. This expansion helped position the business for sustained growth following the pandemic’s impact on the leisure industry.

The successful loan repayment demonstrates The Climbing Hangar’s strong financial performance whilst maintaining its core mission of promoting inclusive climbing experiences for people of all ages, abilities

and fitness levels. The business model of combining fitness with social engagement has proven particularly resilient, driving strong membership growth and retention.

Founder Ged Mac said: “Repaying this loan is a proud moment for us and reflects how far we’ve come since those challenging pandemic years. The Flexible Growth Fund support was crucial in helping us expand at a critical time. Since then, we’ve secured c£20m in investment with Verlinvest, positioning us strongly for the future as we actively explore potential international opportunities.”

River Capital Investment Manager Jeff Cummins added: “We are delighted to see The Climbing Hangar successfully repay their loan, which demonstrates the strength of their business model and the positive impact of the Flexible Growth Fund. Their expansion to 11 sites nationwide, providing employment and promoting health and social connection, exemplifies exactly what the fund was designed to achieve –supporting Liverpool City Region businesses to recover, expand and deliver long-term economic benefits.”

SKILLS THAT WORK FOR BUSINESS

Businesses across Liverpool City Region are dealing with rapid change. From AI and digital transformation to recruitment challenges and rising costs, the skills needed to stay competitive are shifting fast.

That’s where the Local Skills Improvement Plan (LSIP) comes in. Led by Liverpool Chamber of Commerce on behalf of employers, the LSIP is about making sure local training and education keep pace with real business needs, not yesterday’s jobs.

At its core, the LSIP is simple: employers say what skills they need, and the system responds. Colleges, universities and partners work with businesses to shape provision that supports growth, productivity and future talent.

What’s changed so far

Since the first LSIP was published, employers have been directly involved in shaping practical solutions across key sectors. This has already led to stronger collaboration between businesses and providers, more employer-informed courses, and training that is better aligned to real roles and workplace expectations.

In sectors such as advanced manufacturing, construction, professional services and the visitor economy, employers are helping to design approaches that improve jobreadiness, support progression and reduce the time and cost of recruitment.

This isn’t about creating new layers of strategy. It’s about using employer insight to make existing investment in skills work harder for local businesses.

Why this matters now

The pace of change is accelerating. New technologies, new regulations and new ways of working are reshaping jobs faster than traditional training models can adapt. Without employer input, skills provision risks falling behind. The LSIP gives businesses a clear route to influence what is taught, how it is delivered and where effort is focused, helping to build a workforce that is ready for what comes next.

For employers, getting involved can mean better recruitment outcomes, a stronger pipeline of future talent, and training that fits around the realities of running a business.

Looking ahead to LSIP 2.0

Work is now underway on the next phase of the LSIP, covering 2026 to 2029. Early

engagement with employers is already highlighting priorities around digital and AI skills, leadership and management, green and clean energy, and practical, job-ready training across multiple sectors.

The focus will be on fewer, higher-impact priorities, with clear actions and measurable outcomes , ensuring the LSIP continues to deliver real value for business.

Have your say

Employers don’t need to be skills experts to take part. A short conversation, survey or roundtable discussion can help shape training that works for your business and your sector.

This is a chance to influence the future workforce of Liverpool City Region, and make sure the skills system supports growth, not friction.

POSITIVE DYSLEXIA LTD

10

YEARS

OF NEURODIVERSITY

Positive Dyslexia Ltd celebrates its 10-year anniversary in 2026. Founded in 2016 by Katrina Cochrane, former Head of Education at the British Dyslexia Association (BDA), the organisation is a leading provider of neurodiversity training, assessment, and events.

Having delivered seven Dyslexia and Neurodiversity Conferences in Liverpool, recognised by the Liverpool Echo as “the largest event of its kind in the North”, Positive Dyslexia Ltd is proud to present its first Assistive Technology Showcase. Further information below

SUPPORT

Assistive Technology Showcase

APRIL 16TH 2026 - HOLIDAY INN, LIME STREET, LIVERPOOL

The showcase is suitable for educators, employers, assessors, parents, and anyone interested in current and emerging assistive technology to support learners of all ages.

Introductory ticket price: £15 (first 100 tickets)

Includes live demonstrations, a full buffet lunch, and refreshments. Supported by Aventido, Ayoa, ivvi, Genio, and other leading providers.

Positive Dyslexia Ltd also delivers:

• Level 3 OCN & BDA Accredited Supporting Learners with Dyslexia & Dyscalculia

• Level 4 OCN Workplace Needs Assessor Courselearn how to support an employee with neurodiversity

• Dyslexia and dyscalculia assessments for children and adults (plus dyspraxia for adults)

• Screening for dyslexia, ADHD, ASD etc.

• Workplace Needs Assessments and bespoke training Courses and assessments run throughout the year.

SCAN THE QR CODE TO BOOK TICKETSOR VISIT OUR WEBSITE

SUPPORTING OUR FUTURE GENERATIONS:

THE POWER OF PARTNERSHIP IN WOMEN’S AND NEONATAL CARE AND INNOVATION

As Liverpool Women’s Hospital approaches its 30th anniversary, and Liverpool Chamber of Commerce marks an extraordinary 175 years, there is a shared story worth celebrating — one of longevity, collaboration, and a commitment to excellence that continues to shape the future of our city region.

Liverpool Women’s Hospital Charity has seen first-hand how long-term partnerships with the business community are transforming what is possible for women, babies, and families. In recent years, the charity has grown significantly, and we are on track for our most successful year to date — a testament to the generosity, ambition, and civic pride of Liverpool’s businesses.

A powerful example of this is Sutcliffe, who has recently announced their third year of fundraising support in 2026 for the hospital’s Neonatal Unit. Over the past two years, their partnership has enabled investment in innovative neonatal equipment, including a Giraffe Incubator, providing a stable, protective environment for premature and unwell babies, and a MRI monitoring system, allowing safe, on-site monitoring during scans. These investments have led to faster diagnoses, fewer transfers to Alder Hey, and a significantly improved experience for babies and parents.

Sutcliffe has also supported the Baby Belly Research Campaign, helping to advance understanding of neonatal health, improve diagnostic techniques, and ensure that future families benefit from innovative, evidence-based care. What makes partnerships like this so impactful is not just the outcomes, but the consistency. Multi-year support allows the charity to plan with confidence, invest in innovation, and work alongside clinicians to respond to emerging needs — going beyond what NHS funding alone can provide.

As Liverpool looks ahead to 2026 and beyond, collaboration between healthcare, charity, and business will be essential in driving progress. Partnerships like the one with Sutcliffe demonstrate how shared values, long-term commitment, and a forward-thinking approach can deliver lasting impact for our communities.

If you’d like to discuss a corporate partnership with Liverpool Women’s Hospital Charity please contact – Loren.Slade@LWH.nhs.uk

CHAMBER CHARITY MEMBERS

4Wings Northwest CIC www.4wings.co.uk

Alfie’s Squad www.alfiessquad.org

An Hour For Others www.anhourforothers.co.uk

Be Free Campaign www.befreecampaign.org

Big Condo Training Academy CIC www.bigcondoacademycic.co.uk

Bluecoat Limited www.thebluecoat.org.uk

Caring Connections www.caringconnections.org.uk

Charities Trust www.charitiestrust.org

Clatterbridge Cancer Charity www.clatterbridgecharity.org

Crisis UK www.crisis.org.uk

Elevate www.elevate-ebp.co.uk

Everton in the Community www.evertonfc.com/community

Freshfields Animal Rescue www.freshfields.org.uk

International Cotton Association Ltd (ICA) www.ica-ltd.org

Jacob Billington Trust www.jacobbillingtontrust.com

Liverpool Biennial of Contemporary Art www.biennial.com

Liverpool Heart and Chest Hospital Charity www.lhchcharity.org.uk

Liverpool Law Society www.liverpoollawsociety.org.uk

Liverpool Women’s Hospital Charity www.liverpoolwomens.nhs.uk/ fundraising

Liverpool Zoe’s Place www.zoes-place.org.uk/locations/ liverpool-hospice

Local Solutions www.localsolutions.org.uk

LTSB www.ltsb.charity

Maggie’s Wirral www.maggies.org/our-centres/ maggies-wirral

Mary’s Meals www.marysmeals.org.uk

Merseyside Expanding Horizons www.expandinghorizons.co.uk

Merseyside Youth Association Ltd www.mya.org.uk

National Museums Liverpool www.liverpoolmuseums.org.uk

Natural Breaks Ltd www.naturalbreaks.co.uk

NDNA Liverpool Network www.ndna.org.uk

Nugent www.wearenugent.org

Refugee Women Connect www refugeewomenconnect.org.uk

River Drug & Alcohol Support Services

www.changegrowlive.org

Rotary City of Liverpool www.cityofliverpool.org

Royal College of Physicians www.rcplondon.ac.uk

Sahir House www.sahir.org.uk

Sean’s Place www.seansplace.org.uk

Sefton Women’s and Children’s Aid www.swaca.com

Shakespeare North www.shakespearenorth playhouse.co.uk

Shelter Merseyside www.shelter.org.uk

Social Value Housing Ltd www.svhousing.co.uk

South Liverpool Homes www.southliverpoolhomes.co.uk

Southport Flower Show and Victoria Park Events www.southportflowershow.co.uk

Street League www.streetleague.co.uk

The Black-E www.theblack-e.org

The Brain Charity www.thebraincharity.org.uk

The Greenbank Project www.greenbankcollege.org.uk

The Liverpool Institute for Performing Arts www.lipa.ac.uk

The Talent Foundry www.talentfoundry.org.uk

The Whitechapel Centre www.whitechapelcentre.co.uk

University Hospitals of Liverpool Charity www.facebook.com/ LpoolUniHospsCharity

Vibe UK www.vibeuk.org

Wataalam Ltd www.wataalam.com

Wirral Hospice St John’s www.wirralhospice.org

Woodlands Hospice www.woodlandshospice.org

YKids www.ykids.co.uk

Young Persons Advisory Service www.ypas.org.uk

25 YEARS OF PARTNERSHIP:

HOW LONG-TERM RELATIONSHIPS SHAPE LIVERPOOL’S EVENTS LANDSCAPE

As MSP marks its 25th anniversary, it offers an opportunity to reflect on how sustained relationships between venues, clients, suppliers, and teams have helped shape both the company’s journey and the wider events sector in Liverpool.

MSP has worked alongside many of the city’s most recognisable venues, including St George’s Hall, Liverpool Cathedral, the Titanic Hotel & Rum Warehouse, National Museums Liverpool and the ACC Liverpool. These partnerships have evolved over time, often through changing personnel, and the rapid advancement of event technologies, providing a consistent foundation for collaboration to deliver hundreds of successful event productions.

Similarly, long-term client partnerships with organisations such as Everton FC at the Hill Dickinson Stadium, The Jockey Club, and the Liverpool Chamber have created continuity

in an industry where no two events are ever the same. These ongoing relationships highlight the value of shared experience and mutual trust, particularly within a regional economy where events, tourism, and hospitality remain central to Liverpool’s cultural and commercial identity.

For MSP’s founding directors, Colin Reader and Lisa Richards, this focus on building and maintaining relationships was an intentional part of the company’s early philosophy. “Many of the partnerships we formed in our first years are still part of our working life today, and that continuity has

helped us grow alongside the region” says Colin.

Alongside these partnerships, MSP has always placed a strong emphasis on developing the next generation of technicians—whether in audio, lighting, stage set construction, equipment repairs, creative content production or livestreaming technologies.

Director of Operations David Clatworthy sees the company’s ongoing commitment to training as central to its future. “Providing opportunities for young technicians to learn, experiment and progress is vital for the health of the industry,” he notes. “Liverpool’s rich arts heritage offers the ideal environment for these skills to flourish.”

As Liverpool’s events ecosystem continues to evolve, the value of longterm collaboration and sustained skills development remains clear.

events@msp-av.co.uk www.msp-av.co.uk

LIVERPOOL JOHN MOORES UNIVERSITY: A NATURAL HE PARTNER FOR POST-16 SKILLS

As England’s Post-16 education and skills system undergoes significant reform, the Liverpool City Region has an opportunity to strengthen economic growth, workforce effectiveness and social mobility.

Achieving these ambitions requires higher education partners that are firmly rooted in place and aligned with national and regional priorities. Liverpool John Moores University (LJMU) is well positioned to be a provider of choice to the region’s employers. LJMU’s origins lie in the Liverpool Mechanics’ School of Arts, founded in 1823 to deliver practical education to working people. Over two centuries, it evolved to its university designation in 1992, retaining a strong civic mission throughout. Access, inclusion and skills for employment have always been central to LJMU’s purpose -principles that closely align with the ambitions of the government’s Post-16 Education and Skills White Paper.

The White Paper calls for a more joined-up and flexible post-16 system, integrating further and higher education, strengthening employer ownership, and supporting lifelong learning. It also highlights the need for education providers to respond to regional

economic priorities and labour-market demand.

LJMU already operates effectively within this model. An independent Social & Economic Impact report published in December evidenced over £470 million of value added to the Liverpool City Region by LJMU every year. As a large, inclusive, urban university, it delivers highquality, workplace-relevant education alongside leading research. Strong links with employers, public services and civic partners ensure that teaching and research are aligned to real-world challenges, with strong emphasis on applied learning in workplace settings. LJMU’s commitment to flexible learning pathways supports the White Paper’s emphasis on reskilling and upskilling throughout working life.

For the Liverpool City Region, LJMU offers clear strategic value. It educates large numbers of students who reflect the region’s diversity, supporting social mobility. Its

academic strengths align with key regional priorities, including health, public services, digital & creative, engineering and the built environment. LJMU has a proven track record of collaboration with further education, local authorities and industry. As post-16 reform places greater emphasis on place-based collaboration, LJMU stands out as a university of, and for, the Liverpool City Region. Partnering with LJMU offers a strong foundation for delivering skills, opportunity and inclusive growth. To explore possibilities with us, contact Danielle Anderson, Head of Employer Engagement via d.m.anderson@ljmu.ac.uk

CELEBRATING THE VISIONARIES SHAPING LIVERPOOL’S FUTURE: INSIDE THE 2025 INNOVATION IN BUSINESS AWARDS

On Thursday 23rd October, we welcomed more than 400 members of Liverpool’s business community to St. George’s Hall, Liverpool for the Innovation in Business Awards, an event that has quickly become one of the region’s most anticipated highlights.

This year’s ceremony held special significance, marking Liverpool Chamber’s 175th anniversary – a milestone celebrated with pride, energy, and an unmistakable spirit of innovation.

A showcase of excellence across the City Region

The awards spotlighted the businesses and individuals driving progress, creativity and resilience across Liverpool City Region:

Historic manufacturer RS Clare, the UK’s longest-established lubricant producer, received the esteemed Chair’s Award.

Business of the Year (Under 30 employees)

Sponsored by: Hiscox

Winner: Asset Lifecycle Solutions

Recognised for supporting organisations to recycle outdated technology.

Finalists included:

• Harker • River Capital • Oriel Studios • LCR Finance Hub

• Advantage Investment Ltd • SquareOne Training

Business of the year (Over 30 employees)

Sponsored by: A&B Engineering

Winner: Kimpton

Specialists in mechanical, electrical and plumbing services, claimed the award for businesses with more than 30 employees.

Finalists included: • Liverpool Empire Theatre

• Momentum Group • Medicash • Liverpool John Lennon Airport • Alan Johnston Partnership

Innovative Product or Service and Innovation in Global Excellence Sponsored by: Finance Isle of Man and Liverpool John Lennon Airport

Winners: Joloda Hydraroll

Recognised for their bold international growth, strategic partnerships, and scalable innovation.

Finalists included: Innovative Product or Service:

• In-House Legal Solutions • Asset Lifecycle Solutions

• Liverpool Women’s Hospital Digital Inclusion Programme

• FR Fire Protection • Blends Ltd

Innovation In Global Excellence:

• LGMG • Counterline • Ultracell • Advantage Investment • Wynne Aviation

Special recognition awards added a powerful sense of celebration:

Colin Sinclair, chief executive of Knowledge Quarter Liverpool and Sciontec, received the Leading the Future Award

Sponsored by: Help to Grow @ University of Liverpool Management School

Finalists included: • Danika Leahey, Be Free Campaign • Lorna Green, LYVA Labs • Vipashyana Srivastava, Scholar Saver • Ashish Sandhu, Scholar Saver • Ben Griffin, Asset Lifecycle Solutions

The Liverpool Legacy Award

Created in honour of the Chamber’s 175th anniversary, was presented to Gregory Abrams, GAD Solicitors, for his lasting contribution to the regeneration of the Cavern Quarter.

Finalists included: • Shelley McGuinness, Ultracell • Mark Kearsley, DSG Accountants • Andy Wilson, Oriel Studios • Sean Keyes, Sutcliffe

Hayley Smallman of Woodlands Hospice was honoured with the Trailblazer Award.

Sponsored by: Wild Thang

Finalists included: • Charles Clapham, Palace Chemicals • Helen Arch, Ultracell • Greg Johnson, Warwick Development • Paul Growney, Caring Connections

Rising talent took its rightful place in the spotlight: Alex Keyter of Generative Minds won the One to Watch Award

Finalists included: • James Barber, Harker • Chris Redman, Ultimate Kids Ltd • Barney Murray McGuinness, Ultracell • Adam Wood, Advantage Investment Ltd • Charlotte Jenkins, Hospitality Club

Alfie Fitzsimmons, founder of Alfie’s Squad, earned the Rising Star Award

Sponsored by: RTC North (nominated by training / education provider)

Finalists included: • Kate Hill, Lola Starr

• Tyrese Woods, Redwing • Yenny Weng Mei, University of Liverpool • Lewis Edward Jones, Hugh Baird College • Nathan Johnson, First Intuition

Additional honours celebrated innovation across vital sectors:

Harker for Innovation in Skills and Talent

Sponsored by: Face for Business

Recognising their forward-thinking approach to upskilling and workforce development.

Finalists included: • UniCourse Limited

• Hugh Baird • The Professional Grad Programme, University of Liverpool • Kimpton • Guarding and Training Solutions (GSTS)

Frank Rogers Fire Protection, for Innovation in Technology

Sponsored by: Kimpton

Recognising their transformative use of digital tools.

Finalists included: • Spaces at the Spine

• Ultracell • Sum Viva Ltd • Taylor Wessing

• Scholar Saver

The Bluecoat, for Innovation in Social Value, Sponsored by: Liverpool Hope University

Recognising a commitment to inclusion, creativity, and community.

Finalists included: • K2 Architects • Asset Lifecycle Solutions • Kimpton • Frank Rogers Building Contractors • A&B Engineering

A night powered by collaboration

The event was made possible through the support of headline sponsor Lexus Liverpool, associate sponsor Frank Rogers Building Contractors, production partner MSP Global, and additional supporters including Gregory Abrams Davidson Solicitors and Oriel Studios.

Hosted by Simon “Rossie” Ross, the ceremony blended celebration with warm moments of humour, supported by the expert teams at St George’s Hall and event caterers.

A celebration with lasting impact

One of the most meaningful achievements of the night was the collective effort that raised over £15,000 for Liverpool Women’s Hospital, the Chamber’s 2025/2026 Charity Partner. The generosity of attendees and sponsors highlighted the business community’s commitment not only to commercial ambition but also to social responsibility.

Liverpool’s innovation landscape: vibrant and growing

Reflecting on the Awards, Liverpool Chamber Chief Executive Paul Cherpeau spoke to the strength of the city region’s innovators:

“Our city region is home to a remarkable depth of talent and expertise, businesses here share a spirit of innovation that enables them to thrive, adapt and grow, despite the challenges they face.”

As plans for the 2026 Innovation in Business Awards begin to take shape, the momentum built this year suggests that Liverpool’s future will continue to be defined by ingenuity, collaboration and ambition.

LIVERPOOL CHAMBER’S DAY AT THE RACES 2026: WHERE BUSINESS MEETS THE THRILL OF THE GRAND NATIONAL

Liverpool’s business community is set to gather once again for one of the city’s most anticipated corporate events of the year: Liverpool Chamber’s Day at the Races 2026, held in partnership with Gardner Systems.

As the largest single corporate gathering at the iconic Grand National Festival, this exclusive day combines world-class racing with premium hospitality and unrivalled networking opportunities.

Taking place on the opening day of the festival, the Silver Birch Garden Party promises an atmosphere that perfectly balances excitement and sophistication.

Guests will enjoy:

• A delicious three-course meal

• Complimentary bar throughout the day

• A private balcony with unrivalled views of the home straight

• Traditional afternoon tea

• Complimentary race card and private Tote betting facilities

• And more...

Don’t miss out on the action

Liverpool Chamber’s Day at the Races is much more than a day at the track – it’s an opportunity to network, celebrate achievements, and build meaningful connections. Our event provides an ideal environment to combine business and leisure. From the excitement of the races to the comfort of private hospitality suites, every detail is designed to create an unforgettable experience.

We are delighted to announce Gardner Systems as our sponsor. Wayne Miller, CEO of Gardner Systems, shares: “We’re proud that Gardner Systems is sponsoring the Liverpool Chamber Aintree Grand National 2026. Supporting local events like this is part of our commitment to the Liverpool business community, and we look forward to an exciting day at one of the city’s most iconic sporting events.”

Tickets for the Day at the Races sell out every year, so early booking is essential to avoid missing this premier corporate event. Scan the QR code to book your place:

And finally, a shout out...

At our final Well Connected of 2025, we reflected on some of our own achievements and gave a nod to those within our network who made the most appearances at our events (of which we hosted over 120!)

The accolade of ‘most familiar face’ was awarded to Jake Wilson of Oriel Studios. Jake said, ‘Being a part of the great business community that the Chamber bring together has been very beneficial to not only Oriel Studios with the work and brand awareness we get, but for myself as well!

‘With the wide range of events on offer, I get to see firsthand some of the amazing businesses within our region and the impact we as businesses can achieve when we are a part of the Chamber.’

Thank you for all your support, Jake – we really appreciate not just your presence, but your partnership, especially on the landmark events that we have delivered this year. We look forward to supporting Oriel Studios in 2026, as they celebrate their own special 50th anniversary.

Have your next meeting in the leafy suburb of Allerton in South Liverpool, set against our acres of green and nestled somewhere that feels a million miles away from the hustle and bustle of everyday.

We have special offers on our Day Delegate Rates between Jan - April; £35pp for room hire, tea & coffee and simple lunch.

Minimum number of 20 applies. Selected Dates Only. Enquire with onsite team.

The Chamber team are here to provide dedicated support for business members of the Liverpool Chamber. The below directory provides a list of contacts for all the Chamber team.

aul.Cherpeau@liverpoolchamber.org.uk

elen.Gibbons@liverpoolchamber.org.uk

Jane Clappison

LSIP Employer Engagement & Project Coordinator Jane.Clappison@liverpoolchamber.org.uk

Ben Kelliher

Export Documentation Assistant Ben.Kelliher@liverpoolchamber.org.uk

Emily Reardon Events Coordinator

Emily.Reardon@liverpoolchamber.org.uk

Jon Cranston Director of Finance & Operations

Jon.Cranston@liverpoolchamber.org.uk

Jess Miller Marketing Manager Jessica.Miller@liverpoolchamber.org.uk

Julie Sankey International Trade Executive Julie.Sankey@liverpoolchamber.org.uk

Luke Gibbons

Export Documentation Assistant Luke.Gibbons@liverpoolchamber.org.uk

Zak Hammond

Business Engagement Officer Zak.Hammond@liverpoolchamber.org.uk

Elena Enciso Head of International Trade Elena.Enciso@liverpoolchamber.org.uk

Aoibheann McCormack Events Manager Aoibheann.McCormack@liverpoolchamber.org.uk

Lisa Noon

Export Documentation Specialist Lisa.Noon@liverpoolchamber.org.uk

Courtney Williams Export Documentation Specialist Courtney.Williams@liverpoolchamber.org.uk

Sophie Miller Employment Engagement Officer Sophie.Miller@liverpoolchamber.org.uk

Melissa Healy Office Manager

Melissa.Healy@liverpoolchamber.org.uk

Debbie Elliott-Brown

Membership Engagement Manager

Debbie.ElliottBrown@liverpoolchamber.org.uk

Sarah Woolley

Export Documentation Specialist Sarah.Woolley@liverpoolchamber.org.uk

Jessica Sturgeon

Marketing Assistant Jessica.Sturgeon@liverpoolchamber.org.uk

Shawla Amad

Employment Engagement Officer Shawla.Ahad@liverpoolchamber.org.uk

www.liverpoolchamber.org.uk

EXCELLENCE THAT ENDURES THROUGH

INNOVATION, PARTNERSHIP AND PURPOSE

In the Liverpool City Region, the organisations that endure are the ones that evolve with intention.

At MICT, innovation has always been less about the newest technology and more about how technology can strengthen people, organisations and communities. It’s this belief that has shaped our journey, both with our long-standing clients and as a Strategic Partner of Liverpool Chamber, a relationship that has included being their dedicated IT support for more than a decade.

Working alongside an organisation that has championed business, collaboration and growth for 175 years has been a privilege, and a reminder of what excellence over time truly looks like.

Our work spans the breadth of the region, from ambitious SMEs adapting to a rapidly changing digital world, to third-sector organisations who deliver extraordinary social value, often with limited resources. What unites them is the need for technology that is secure, modern, affordable and genuinely empowering. Whether it’s cloud adoption, cyber resilience, modern workplace tools or high-quality hardware that supports ESG goals, innovation only

ORIEL STUDIOS GETS SET FOR A MILESTONE YEAR

As Oriel Studios approaches its 50th anniversary in 2026, the Liverpool based print and display specialist is entering what promises to be one of the most significant periods in its history.

Founded nearly five decades ago as a reprographics house, Oriel has continually evolved to meet the changing needs of its clients. What began as a traditional print business has grown into a full-service print, design, signage and display studio, supporting organisations across the Liverpool City Region and beyond. This willingness to adapt, invest and innovate has been central to the company’s longevity and continued success. That progress has recently been recognised by Liverpool Chamber, with Oriel Studios nominated for Business of the Year at the Innovation in Business Awards. The nomination reflects not only strong commercial performance, but also a

consistent commitment to quality, creativity and continuous improvement. Adding to this sense of achievement, Director Andy Wilson was also shortlisted for the Liverpool Legacy Award, recognising his contribution to the local business community and the role he has played in shaping Oriel’s journey over many years.

We have formally partnered with Sefton Women and Children’s Aid (SWACA) to become Oriel’s Charity of the Year for 2026,

matters when it improves real lives and real organisations.

We see daily how the right foundations can transform the way people work. For SMEs, this might mean freeing teams from outdated systems and giving them technology that keeps pace with their ambition. For charities and community groups, it means ensuring digital access is not a privilege but a basic enabler, because inclusion is just as important as innovation.

What has become clear over the years is that excellence isn’t a single achievement, it’s the result of consistent collaboration, shared values and doing things properly, even when that takes more time and care.

As the Chamber celebrates 175 years of leading, connecting and inspiring the region, those same principles continue to guide us. At MICT, we are proud to be part of that shared journey, supporting organisations across Liverpool to build secure, resilient and future-ready digital environments that will endure well beyond the next upgrade cycle.

To learn more, visit www.mictgold.com.

we are really looking forward to working with SWACA and helping them to achieve their goals in 2026!

Looking ahead to 2026, the business is also on track to achieve ISO 9001 and ISO 14001 certification. These standards will formally recognise Oriel’s commitment to quality management and environmental responsibility, reinforcing the robust processes already embedded across the organisation.

With its 50th anniversary fast approaching, Oriel Studios is looking ahead with confidence and ambition. The business continues to build on decades of experience while embracing new ideas, technologies and standards that support long term growth.

Why not see what Oriel Studios can do for you in 2026. To start a conversation, get in touch at enquiries@orielstudios.co.uk or visit www.orielstudios.co.uk/contact. Together, let’s bring imagination to reality… One print at a time.

Jake Wilson – Jake@orielstudios.co.uk