THE MEDICINE BLACK MARKET GREEN JOBS TRAVEL
London’s hidden gems SHOULD ACOBA CLOSING MATTER? FEMALE FUNDING IMPROVES
INHERITANCE TAX RULES ARE CHANGING
DYNAMIC COLUMNISTS
Alex Bailey
Relentless reinvention
Pippa Moyle
Belong where you are Natalie Montagnani
It’s not bragging, it’s branding!
Laura Hearn
The truth is in the texture
News
4 Upfront: The top international news stories involving women in business
10 In the Right Direction:
Good news stories from around the world
Finance
6 Kreston Reeves
Alison Jones recommends not leaving tax planning to chance
Regulars
8 The Alex Bailey Column
Relentless re-invention. You don’t have to remain as one character to be an achiever.
12 The City Girl Column
Writing to Pippa Moyle’s own mantra – belong where you are; and find the antidote to comparison culture
14 The Laura Hearn Column
If you ever want to find what makes a story good, look for the ‘texture’
16 The Natalie Montagnani Column
Self-promotion isn’t arrogant, it’s articulation – and certainly not bragging!
In a remarkably candid interview, the Managing Director of The English Soap Company chats with Maarten Hoff mann about the path – the highs and the lows – of her professional career, while offering tidbits of sage help to any woman just starting out in business
Events
27 Future Female Leaders
Three keynote speakers will be sharing the secrets of their business journeys. A Dynamic / Help to Grow event
28 Dynamic Awards 2026
Back for their fifth year, the premier awards for women in business is open for entries
Features
30 Female funding is improving...
... but not fast enough! The numbers are getting better, but there’s still a long way to go
32 Spotlight
Focusing on Stella Gurney and Susan Luxford– two women who deserve more recognition than they current receive
34 Standards in Westminster
Should ACOBA shutting down matter to you?
36 ‘Green jobs’
The government is investing in training people to work in the ‘green’ industry as investment grows
I raise up my voice – not so I can shout but so that those without a voice can be heard. We cannot succeed when half of us are held back”
– Malala Yousafzai
38 Poisoned slimming
Inside the illegal black market for weight loss jabs
40 Polyneucleotides
Would you consider injecting salmon DNA into your face?
Art
42 Art
‘Emotional Landscapes’ –Kellie Miller on the works of Lesley McInally
Further Reading
44 Decision-making
Avoiding the traps of decisionmaking bias
Travel
46 London’s hidden gems
Tess de Klerk discovers 15 not-sowell-known places to visit across the capital
Girl Torque
50 Cupra Tavascan V2
Fiona Shafer, MD at MDHUB, tests the Spanish manufacturer’s EV
What’s On
52 A brief snapshot of what’s on in Sussex and Surrey
Welcome to the November issue of Dynamic.
November always feels to me like a moment to take stock, to notice how far we’ve come before the rush of the festive season begins. This issue is a celebration of persistence, progress and the power of women leading on their own terms.
Our Big Story focuses on Susannah Atherton, whose varied path to Managing Director of The English Soap Company is as inspiring as it is relatable. It’s a reminder that leadership isn’t about titles but about authenticity, empathy and grit.
Our regular columnists bring their trademark wisdom too. From Alex Bailey’s thoughts on reinvention, to Pippa Moyle’s reminder to belong where you are, Laura Hearn’s beautiful piece on truth and texture and Natalie Montagnani’s call to own your story and speak it proudly. What a pleasure, reading about their lived experiences.
Additionally, Alison Jones reminds us of imminent tax changes that need to be considered –sticking heads in the sand will prove costly! We take a look at the encouraging shift in female funding and explore the growing opportunity in green jobs.
Finally, if you need a bit of escape, our Travel feature uncovers London’s hidden gems. Proof that discovery sometimes begins right on your doorstep.
Here’s to a November filled with reflection, courage and a little reminder of how far you’ve come.
Editor, Dynamic Magazine tess@platinummediagroup.co.uk
PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk
EDITOR: Tess de Klerk tess@platinummediagroup.co.uk
MOTORING EDITOR: Fiona Shafer fionaas@platinummediagroup.co.uk
COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk
EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk
HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk
Brighton & Hove’s independent destination store, Velvet, celebrated a remarkable milestone last month — 25 years of stylish fashion, accessories, and homeware. To mark the occasion, the team hosted a party and discount shopping event, bringing together loyal customers and friends for a night to remember.
The Velvet story began in 2000 when Emma Draper opened the very first store in Brighton’s North Laine in partnership with her mother, Iris. The Velvet name moved around the city a few times before settling at its current Hove location in 2009. The 25th-anniversary celebration brought together the team, founder Emma, and many of their ever-loyal customers for a night of shopping, fizz, and entertainment from the fabulous local celebrity, Cherry Bomb.
A group of women entered the headquarters of four water companies to make citizen’s arrests and deliver evidence dossiers. They are accusing the CEOs of being personally liable for damaging the public’s right to clean water under the Public Nuisance Act. A spokesperson stated: “The government’s measures to tackle pollution have failed, so we are pursuing prosecution against the CEOs responsible.”
At Southern Water HQ in Worthing, one of the women attempting to deliver the evidence dossier was manhandled by security, before being locked out of the building. Police attended the scene and took away the evidence to review.
Afua Kyei, the Bank of England’s chief financial officer, has been named the UK’s most influential black person. The 43-year-old is one of the UK’s most senior finance leaders, responsible for the financial governance of the Bank’s £1 trillion
balance sheet and for funding reforms. The BoE executive director topped the 2026 Powerlist, which recognises the most powerful people of African, African-Caribbean, and AfricanAmerican heritage in the UK.
Kyei, who the Canadian Prime Minister
Mark Carney recruited in his former role as the governor of the Bank of England, said topping the list was “incredibly humbling”. She joined the Bank of England in 2019 and is at the core of the Bank’s leadership and decision-making.
DISCRETE ‘PACKAGE FOR MILLY’ LAUNCHED ACROSS ENGLAND
A new initiative to tackle period poverty is set to launch in Eastbourne. Named ‘Package for Milly’, the scheme will provide free menstrual products to anyone who needs them.
Starting on October 28th, visitors to the Beacon shopping centre can simply approach any centre employee and ask for ‘a package for Milly’, and they will receive an envelope containing essential menstrual products.
Hend Moussa, community manager at The Beacon, said: “We recognise that period poverty is a significant issue affecting many people in our local community. The scheme was first introduced in the Jackson Square Shopping Centre in Bishop’s Stortford, Hertfordshire, earlier this year.
‘BUILT BY HER, BACKED BY US’ INITIATIVE CAMPAIGN RAISES £100,000
A new wave of women-led ventures has been given a significant boost after the Built By Her, Backed By Us campaign raised £100,000 to support female founders across Britain. The joint initiative, which set out to champion women entrepreneurs with grassroots fundraising, mentoring, and promotional support, was judged by a panel including Muddy Stilettos founder Hero Brown, Crowdfunder Co-CEO Dawn Bebe and Flock Here founder Danielle Wallington. Alongside the communitydriven funding effort, the
campaign offered a £10,000 prize package for one standout business and cash awards for two runners-up. Three ventures took centre stage.
The winners
£10,000 prize
The Female Archetypes –Fashion design, London
£2,000 prize
Pary Moppins – Dating service, London
£1,000 prize
Her Land – Environmental social enterprise, Thame, Oxfordshire
Britain’s first female fast-jet pilot, Dr Jo Salter, has been named the UK’s most inspirational business speaker, according to the Motivational Speakers Agency.
The poll, compiled from data from more than 450 exclusive London events, reveals which keynote speakers have made the biggest impact on audiences in the past year. Dr Salter, who became Britain’s first
woman to fly a Tornado jet in the RAF, has built a reputation as a powerful advocate for leadership, risk-taking and inclusion. Her talks draw on experiences from the cockpit to the boardroom, where she now advises businesses on performance under pressure.
She leads a list with adventurer Bear Grylls in second place, and former Special Forces operative Jason Fox in third.
For the third year, Fortune Magazine has created a ranking of the Fortune 500 specifically for Europe. Between 2023 and 2024, women lost ground as CEOs of these companies, down from an initial 7% to 6.2%.
At first glance, this year, it looks as if female CEOs have made significant strides. Women run 38 of 500 companies; a share of 7.6%. But that surge is to be short-lived. Four of those female CEOs have announced their impending exits, and their successors are all men. They are: GSK chief Emma Walmsley; Sophie Bellon, the chief of food and beverage giant Sodexo; Belén Garijo of Merck KGaA; and Ilham Kadri of Syensqo SA/NV.
The Corporate Ladies Club, a members-only networking group for professional women, has announced a unique twist for its December event: it is opening its doors for anyone to attend. Traditionally, the Corporate Ladies Club operates as a female-only space that empowers, connects, and inspires women in business. The December gathering will celebrate the power of working side by side, showing that, “when we all empower and support each other, we can be an unstoppable force in business.”
As part of this event, guest Paul Barber OBE, CEO of Brighton & Hove Albion FC, and Rose Read, the club’s Chief of People and Culture Officer, will share their inspiring stories of working together for more than 13 years.
“I didn’t get there by wishing for it or hoping for it, but by working for it.”
- Estée Lauder
“If there is a book that you want to read, but it hasn’t been written yet, you must be the one to write it.”
– Toni Morrison, American novelist
The Women and Equalities Committee has published its report in response to the enquiry into female entrepreneurship in the UK. The report identifies access to finance for female founders as a critical issue, given the ‘tiny fraction’ of venture capital invested in supporting women-led businesses. The Committee calls for the Autumn Statement to unlock the economic potential of female entrepreneurs, along with an ambitious Female Entrepreneurship Strategy to sit alongside the Industrial Strategy and Small Business Plan.
Additionally, deep-seated problems in the venture capital ecosystem is one of the key root causes of this. Investment decisions are dominated by male-led firms, with women holding just 15% of positions on investment committees. The economic case for women entrepreneurs is made clear. The Rose Review identified that £250 billion in growth could be achieved if women entrepreneurs were funded to the same level as men. Adjusting for inflation, that figure is now at £320 billion.
The success of the England women’s football team is inspiring girls and women who want to secure leadership roles in a wide range of professional sectors, a business event was told.
The Lionesses’ achievement in retaining their title at the European Women’s Championships this year is acting as a rallying cry for women who want to break down barriers, according to the participants at a roundtable debate.
One of the participants, Rachel Lewis, CEO and cofounder of IQ Engineers, said “If you look at what’s happened in women’s football, it provides a really good example of how you can promote inclusivity.
“Changes to Inheritance Tax rules could have a significant impact on you and your family’s wealth, and understanding your exposure is important.”
UBy Alison Jones, Partner, Kreston Reeves
nderstandably, everyone is focusing on the Budget announcements due on November 26th. But there are some changes which have already been announced, which are coming into force from April 2026, which should be on your radar.
Changes to Inheritance Tax rules could have a significant impact on you and your family’s wealth, and understanding your exposure is important.
From April 6th 2026, the current reliefs available on shares in unquoted trading companies are being restricted. Th is means that, depending on who inherits your shares, Inheritance Tax could apply at an effective rate of 20% on any value above £1 million. For example, on a shareholding
worth £1.5 million, this could mean a tax bill of £100,000, whereas currently there would be nothing due.
Th is raises a few key considerations if shares are held on your death:
• Your family or other beneficiaries may need to fund the tax from other personal assets, or they may need to turn to the company for support, which could cause cashflow issues for remaining shareholders and directors.
• Holding too much cash in the business ahead of this could risk losing trading company status, meaning 40% tax might be due on the full value of the shares instead.
From April 6th 2027, additional changes will impact pension planning. At the moment, most individuals’ undrawn pension savings are not subject to Inheritance Tax on death. But from April 2027, if someone dies with unused pension funds, those remaining funds and any death benefits may be treated as part of their estate and could also become liable to Inheritance Tax.
A Family Investment Company (FIC) is a corporate structure that allows families to manage and grow their wealth collectively. Like any company, it has shareholders, and it can be used to involve younger generations in investment decisions before they assume full control.
There are several ways to fund an FIC. Individuals may contribute cash, transfer assets such as property, or introduce funds from sources like inheritance or pension lump sums. Typically, an FIC does not hold cash at inception, so contributions are often made in exchange for a loan (commonly referred to as an “I-O-U”), which the company owes to the contributor. These loans can be repaid tax-free in the future or gifted to other family members as part of estate planning.
Over time, as ownership is shared among family members, the growth in value of the company may fall outside the original shareholder’s estate, offering potential inheritance tax benefits. Additionally, gifting the loan to children or grandchildren can further reduce the taxable estate, provided the donor survives for seven years after the gift.
“There is still time to plan ahead before these changes take effect”
The tax position of establishing an FIC by subscribing for shares or lending funds will depend on the assets being transferred. Getting advice in advance of using this structure will be important to ensure it meets your objectives.
There is still time to plan ahead before these changes take effect. Specifically looking at the best way to protect the value you’ve built up and reduce any future tax exposure.
At Kreston Reeves we are advising clients on a number of possible actions, including:
• Review your estate and gifting options. A lifetime gift (and surviving 7 years) is still one of the most effective strategies.
• Review your Will. Th is can be structured to make the most of the available reliefs.
• Look at life insurance. It’s often used to cover IHT liabilities and can be tailored around your wider planning.
• Review your pension funds and consider if there are any changes to be made prior to April 6th 2027.
• Consider if a Family Investment Company (FIC) is an option for you.
If you would like to hear more about the options available to you, please do get in touch.
Call: +44 (0)33 0124 1399
Email: enquiries@krestonreeves.com
Visit: www.krestonreeves.com
We are delighted to have Co-Founder, with 20+ years organisational change. delivering impactful programmes
By Alex Bailey
’m just a few years younger than Victoria Beckham and have followed her journey from pop star, footballer’s wife, mum and designer/business owner over the past 30 years with interest. So her latest Netflix docuseries caught my attention.
What really became quite obvious to me from her version of her story was her ability to reinvent herself against all the odds. It was great to finally hear her story, rather than through the eyes of the press, her admirers or her trolls.
What immense strength she has to pursue her career in design when being automatically underestimated from the outset of her performance era. She showed vulnerability in sharing how challenging it was for her identity.
“I had moments where I felt lost, and I questioned who I was beyond the public story I wanted people to see me for what I do, not who I was”
The part that stood out the most was that, despite saying she loved the pride she felt from her family, whom she clearly loves dearly, it was the recognition of Anna Wintour that really mattered to her. It was her stamp of finally being accepted, of achieving at the highest level of recognition in her industry by someone with such gravitas. After so many years of rejection and fighting for it, she had won her ultimate ambition.
How much do we relentlessly pursue our ambitions and take on the reinvention required to get there? For some, it may be the enormous task of completely beginning again, which Davina McCall supports in her podcast, but what I see here for Victoria is the continuous reinvention and evolution.
The endless disciplined process of evolving who you are, what you influence, and how you lead to stay relevant through changing contexts. Anticipating future opportunities, creating scenarios and predicting what will be most successful with the ability to flex and adapt as those change.
Our strengths are created throughout our childhood, and we usually have a top four or five that we use to navigate our world effectively as humans. Our strengths are the things we both do well and enjoy. I see that in business leaders, there are particular strengths that lend themselves well to relentless reinvention.
Yes, there’s discipline, loving to apply ourselves and focus on completing and moving forward. Yes, there’s also our future focus, loving learning and being curious. But there is one thing I notice in business leaders and owners above all else.
Being an achiever.
Achievers love to win, to succeed and will apply themselves to something in order to secure that achievement, even if
have Alex Bailey contributing to Dynamic. She is a Global CEO and years of expertise in HR leadership, psychology, coaching, and She specialises in cultural evolution, leadership,and performance, programmes globally while speaking at international events.
that involves incredibly hard work. Achievers don’t usually go for something that they might fail at, and often, as a result, if you ask them to describe a failure, they struggle to do so. Achievers can often feel like they are ‘Jill of all trades, Mistress of none’ as they are so good at turning their hand to anything to achieve the end goal, yet not experts in any particular niche.
I think I see this strength in Victoria, and I definitely see it in the leaders I work with.
The beauty of using our strengths effectively is that we don’t rely too heavily on one, but use our strengths in a complementary way, flexing to each new environment, situation, etc. But it can be so energising to continuously achieve and get the recognition for doing so that leaders lean on it too much.
Leaders should use their natural strengths when it matters, but sustaining a leadership career requires the self-awareness to switch to other strengths at critical moments, especially at senior levels with greater responsibility.
Relentless reinvention is not a heroic sprint but a disciplined practice: a cycle of curiosity, small experiments, candid feedback and deliberate recovery that turns ambition into sustainable craft.
“Achievers can often feel like they are “Jill of all trades, Mistress of none’ as they are so good at turning their hand to anything.”
The outcome of which is often a lack of really celebrating achievements, moving on to the next, the minute the achievement is on the horizon. An over-reliance can often lead to striving continuously and not taking time for recuperation and reenergising to remain healthy; an inability to switch off; sometimes not keeping pace with teams; constantly wanting to move up the traditional career ladder, etc.
If you recognise yourself as an achiever, how can you relentlessly reinvent yourself so you sustain energy, bring teams along and translate wins into lasting capability?
• Use your achiever drive to set bold, time-boxed goals, then deliberately rotate in complementary strengths — listening, patience, coaching and restoration.
• Time-box ambitions and schedule recovery as non-negotiable work.
• Pair achievement goals with a “people” goal each quarter (develop one direct report, widen stakeholder dialogue).
• Run micro-experiments, capture quick feedback and kill or scale based on evidence.
• Build a peer storytelling habit to normalise difficulty and share practical solutions.
• Track one metric that signals long-term health (team retention, wellbeing, learning hours) rather than only output.
If Victoria Beckham’s story teaches anything, it’s that recognition and reinvention arrive for those who iterate with rigour and humility, and who intentionally balance the drive to achieve with the skills that sustain people and purpose over a lifetime.
Alex Bailey styled by Gresham Blake Email: Alex@baileyandfrench.com www.baileyandfrench.com Insta @alexbaileybackstage Follow me on LinkedIn: www.linkedin.com/in/ alex-bailey-26562b2/
❛ ❛
“Understand that one day, you will have the power to make a difference. Use it well.”
- Mindy Kaling, American actor
A pioneering eye implant is allowing blind people to see again. In a global trial, 38 participants with advanced macular degeneration received a microchip beneath the retina. It restored some sight in 84% of them, including Sheila Irvine, who
described reading again as “life-changing.” Developed by US-based Science Corporation, the device connects to smart glasses that send visual data to the brain. Experts call it a major leap forward in artificial vision technology.
A new ultrasound therapy is being hailed as a major step forward in cancer care. The treatment, called histotripsy, destroys tumours using microscopic sound-induced bubbles, avoiding surgery or chemotherapy. Roger Jackson, 80, was Europe’s first patient to receive it for liver cancer at Addenbrooke’s Hospital in Cambridge. “It’s amazing that sound can treat cancer,” he said. The 30-minute procedure allows faster recovery, and studies are now exploring its potential against other cancer types.
Global investment in green technology has hit record levels, with more funding in the first nine months of 2025 than in all of 2024, Bloomberg reports. Over $56bn has flowed into climate tech, including renewable energy, battery storage, and electric vehicles. Despite political resistance in some countries, investor confidence is rebounding. Bloomberg’s Coco Liu said many now view clean technology as essential for both environmental protection and national energy independence.
Ireland will make its basic income scheme for artists permanent after a successful trial launched during the pandemic. The programme gave €325 weekly to more than 2,000 creatives, boosting both cultural and economic activity. A study found it generated €100m in wider benefits. Dr Andrew White of King’s College London said the initiative could guide other nations as they confront AI’s impact on jobs. The government hopes it will strengthen Ireland’s creative sector.
“Half the world are women. The other half are their children.”
- Efu Nyaki, Tanzanian healer
Spain has approved six new marine protected areas covering 17,000 square kilometres, roughly the size of Kuwait. The zones include the Mallorca Channel seamounts and Alboran Sea banks, home to rare species and sensitive ecosystems. Conservation group
Group singing may ease postnatal depression more effectively than standard treatments, according to research from King’s College London. Among 199 mothers studied, those who joined “Breathe Melodies for Mums” singing sessions had 15 more days of full health than
those who did not. One participant said, “Singing made me happier and more confident.” Yvonne Farquharson of Breathe Arts Health Research urged wider adoption of the low-cost therapy, calling it a proven way to support mothers’ wellbeing.
A powerful new statue in London celebrates the raw beauty of motherhood. Mother Vérité, by British artist Rayvenn Shaleigha D’Clark, depicts a mother holding her newborn with every postpartum detail shown honestly. “Motherhood is both ordinary and extraordinary,” said the artist. The sculpture highlights women’s underrepresentation in public art and honours their strength. First displayed at St Mary’s Hospital, it will move to its permanent home in Portman Square.
Oceana welcomed the move, which increases Spain’s protected waters to 22.45%. “It’s great to see these valuable habitats finally safeguarded,” said Oceana’s Michael Sealey. The plan awaits EU approval before long-term protection begins.
Feeding nearly ten billion people by 2050 without damaging the planet is achievable, says a major EAT-Lancet Commission report. It urges big shifts in diet, including less meat and dairy and more grains, fruit, and vegetables. Food systems cause 30% of
global emissions and drive biodiversity loss, but reform could reverse this. The commission’s “planetary health diet” could deliver $5tn in annual benefits through improved health and ecosystem restoration worldwide.
Oxford University has posthumously awarded a degree to Mākereti Papakura, thought to be the first Indigenous woman to study there. The Māori scholar died in 1930 before presenting her thesis, later published as The Old-Time Māori, a landmark ethnographic study. More than 100 of her descendants attended the award ceremony. “She’s been a legend in our family for generations,” said June Northcroft Grant. The honour recognises Papakura’s lasting cultural contribution.
Pippa Moyle is the CEO and founder of the City Girl Network, a mission-driven business dedicated to empowering and supporting women across the UK. Since launching in March 2016, the network has built a vibrant community of over 150,000 women, facilitating new friendships, business connections, job opportunities, housing solutions, and valuable life advice.
By Pippa Moyle
Belong where you are. That’s our City Girl Network slogan; sewn into the fabrics of everything we do. Our mission is to help women call their postcode ‘home’, achieved through events, online forums, and local, life, work and travel advice. We’re the big sister they always needed, meeting them where they are rather than who they were or who they think they should be.
It’s a simple slogan, ‘belong where you are’. Yet in the last few months, it’s been one that’s carried me through a wave of intense personal growth. An experience that I now realise is shared by many, but at the time felt isolatingly lonely.
There’s never been a better time to be a female business owner. There are more of us, for a start. An entire ‘female entrepreneurship’ industry has been created with books, talks, webinars, awards, magazines and merch. You’re currently reading my column for a Women in Business magazine.
“To be my authentic self, I will never be ‘Her’. And it’s made me feel rather inadequate.”
Then there are organisations like Small Business Britain, which are helping to close the knowledge gap with their ‘F:Entrepreneur’ campaign.
It’s not completely intersectional, but it is better. I wouldn’t change my position as a business owner. But for the last few months, I’ve had a visceral desire to change who I am as one. I should be louder, more outspoken, more viral, more vibrant, more ‘her’.
‘Her:’ Those intelligent, sassy, kickass women who don’t give a f*ck. They’re crowned with awards, members of numerous boards, talk about their messy past lives and the rebel they’ve just about tamed through retreats and idyllic nature walks. They’d make a bin bag look like a ball dress because they are just that epic.
“I belong here and so do you.” That’s my leadership style, not through a book, a course or a webinar. It’s just instinctively how I lead, who I am.
Comparison culture has swallowed the potential of numerous brilliant businesswomen (and men, for that matter). Women who leave their careers after the birth of their second child because she doesn’t feel they can juggle as well as others. Women who don’t go for a promotion because they know someone else will do better. Women who keep their ideas to themselves in meetings because if a colleague they admire doesn’t say it, it’s probably not an idea worth thinking about.
“The only reason I feel inadequate is that I’ve been comparing myself to the women who are elevated into my orbit.”
They are the Queens of LinkedIn and the “You Should Meets” on everyone’s lips. They’re busy hustlers who do it all; the epitome of a female entrepreneur. All the things I’ll never be.
OK, not all the things. I do wear yellow to all business functions, and I’m certainly not shy. But the fundamental truth is: I do give a f*ck. What people think of me, how people experience me, and how my actions can impact others. I give a thousand f*cks about it all.
To be my authentic self, I will never be ‘Her’. And it’s made me feel rather inadequate.
I didn’t face how I felt until a volunteer recently complimented my leadership skills, sharing them as my strongest quality. “Could you share how you developed your skills as a business leader? I’d really like to implement them to help me get a promotion at work,” she asked. Later, clarifying that I am “the best leader she’s worked with in [her] 12-year career”. A simple question for ‘Her’, a huge realisation for me: chronic comparison has distorted my mirror image.
The only reason I feel inadequate is that I’ve been comparing myself to the women who are elevated into my orbit. They’re women I deeply respect, but also the only women that I have to represent what an Ideal Business Woman looks like.
Yet we all know that nothing is ever certain until it happens, and we only ever see one another’s lives through a narrow periphery. No person is the same, no business is the same, no story is the same. Even when they feel so relatable that you could have written it yourself, you’ll realise a few sentences in that you’re either a ghost writer of their story or carving out a whole new book of your own.
The only useful way to utilise comparison is to understand why you are compelled to be like that other person. What qualities could you develop? What are they teaching you? Write down your answers, come up with actions, and move on.
For me and those I’ve opened up to about this, the only true antidote is to belong where you are. Ground yourself in that person you’ve worked so hard to be, and embrace your community. Not the elevated ‘Hers’ you’ve been using as a stick to beat yourself with; the real-life people who remind you that the unique you is the only one you ever need to be.
Pippa Moyle CEO + Founder citygirlnetwork.com
Our Communities: Brighton, London, Manchester, Bristol, Bath, Leeds, Edinburgh, Birmingham, Worthing, Liverpool, Newcastle, Chester, Milton Keynes, Oxford, York, Cardiff, Glasgow, Perth and Rural Sussex
Laura Hearn is a former BBC journalist, now storytelling consultant and founder of Flip It - a podcast and platform helping people and businesses use storytelling as a tool for clarity, connection and change. This month, for Dynamic, Laura points out that the basis of good storytelling is in the ‘texture’
“When a friend recently asked, “How do you know what makes a good story?” It took me by surprise, because it’s something that feels so instinctive.”
By Laura Hearn
It’s 5:47 p.m. on a rain-soaked Sunday, and I’m writing by the glow of my laptop. I’ve been here for hours and barely noticed I hadn’t put the lights on. My phone is silent, the world outside dissolving into puddles. Apart from a brief, drenching dog walk, I’ve spent the day at my desk, researching, shaping sentences, following threads of thought that have led me somewhere unexpected. It’s the same instinct I learned in the newsroom… follow curiosity, always.
So when a friend recently asked, “How do you know what makes a good story?” It took me by surprise, because it’s something that feels so instinctive. It might sound geeky, but words have always been my favourite thing. The way they move, connect, and create a kind of order from chaos. I’ve spent decades chasing and crafting stories, but the answer arrived later that day, standing on a windswept beach. As cliché as it sounds, the sea was a churn of light and shadow, dark clouds colliding with sunlit water. And as I stood and felt the fresh air hit my face, one word came to mind - texture.
We humans don’t do well with discomfort, especially when we don’t know how or when it will end. We crave resolution, neat endings, the tidy bow that tells us everything’s fine. But life isn’t tidy - and neither are stories. They’re messy, uncertain, full of detours and contradictions, and that’s exactly why we need them. They help us make sense of what otherwise might not make sense at all.
A story is a structured way of looking at reality. It’s not just a beginning, middle, and end - essentially, it’s a mirror held up to life. We instinctively understand stories built around conflict, resolution, and transformation because that’s the fabric of being human. Conflict gives the story texture. It’s what makes us care, what drives us to turn the page, what gives the resolution its meaning.
When I worked in news, truth and texture were what I searched for most. The layers, the grit, the emotion beneath the facts. The moments that couldn’t be neatly scripted. They’re what made a story real and relatable.
Now, outside the newsroom, I see the same pattern everywhere. In the brands and businesses I work with, the ones that endure are the ones unafraid to show the messy parts - the uncertainty, the tension, the human side. They understand that texture isn’t a weakness, but a valuable vehicle for
building trust, credibility, and connection. It turns customers into believers, and followers into communities.
The same principle applies to brands. A story and a business without texture quickly fade into the background of polished perfection. We’ve all seen the glossy marketing messages that promise success without struggle. They might attract your attention for a moment, but they don’t hold it for very long. Like a badly scripted and acted film, you switch off and scroll Netflix for the next one.
We spend so much of our time inside the polished worlds of social media and corporate communication that it’s easy to neglect all the wisdom to be found in imperfection. Yet it’s those rough edges and moments of desperation that create connection.
“So if you ever find yourself wondering what makes a story good, look for the texture. Texture gives them dimension. It’s the difference between your story ending in tragedy or triumph.”
When a brand leader or business dares to tell the ‘textured truth’, it stands out…loudly. It rejects sameness and replaces performance with presence and purpose. It signals confidence and courage in a clear and compelling way.
The brands that endure are the ones willing to show what really happens behind closed doors. They share the challenges as well as the triumphs, the near misses as much as the milestones. The sweat and blood that got them to where they are. That honesty builds empathy and trust, two things algorithms can’t fake and competitors can’t copy.
In my work with founders and leaders, I see again that a company’s most valuable insights rarely come from data dashboards. They emerge in the messy middle, the middle of the night ‘brain farts’, the decision you ruminate over and the moment of doubt that becomes a turning point. Those are the stories that make audiences crave more.
Conflict is not a brand weakness—it is a critical component of your DNA and your proof of growth. When you name the problem you’re solving, and the struggle that shaped your solution, you invite people to walk alongside you. You move from selling to guiding and from transactional to transformational.
Whether you’re leading a team, launching a campaign, or speaking to investors, texture humanises you. It turns information into meaning and gives your audience something to hold on to. The most compelling stories come from experience, not all the time things went well. When a brand is open about its struggles and what it’s learned, people feel that honesty. It builds empathy and trust. A story without texture and conflict doesn’t reflect real life, and without it, there’s little for an audience to hold on to.
The next time you’re refining your message or preparing to share your story, ask yourself - Where’s the texture? What were the moments of tension, learning, or change that made this possible? That’s the story people will remember, because it mirrors their own.
As I walked back home that day, I paid attention to texture and found it everywhere. In the uneven pavements, in the chipped paint on the shopfronts, in the faces of people bracing themselves against the wind. Every mark, every imperfection told a story. And I realised how much of that we’ve lost in a world obsessed with homogeneity.
Real life is rough around the edges, but that is always where the beauty is. The same is true for writing, for leadership, and for business. The things that move us most are the ones that dare to show their cracks.
So if you ever find yourself wondering what makes a story good, look for the texture. Look for the conflict, the imperfection, the small glimmers of light breaking through the dark clouds. That’s what makes stories and businesses human. Texture gives them dimension. It’s the difference between your story ending in tragedy or triumph.
You can listen to Laura’s podcast, Flip It, wherever you get your podcasts, and you can connect with her at www.flipitglobal.com
Natalie Montagnani is the founder of IGNITE and a senior business strategist with 25 years of experience in marketing and growth consulting. She helps ambitious women — from corporate leaders to entrepreneurs — to scale with strategy, elevate their influence, and lead with confidence. IGNITE also supports companies committed to advancing female leadership and driving real change.
By Natalie Montagnani
Afew weeks ago, I got a call that made my stomach do a full gymnastics routine. A sponsor had dropped out of an event last minute and left the networking event organiser one speaker down, and they were asking me to step in.
I can promise you that every single part of me wanted to say, “Thank you so much for thinking of me… but no.” But I didn’t. I said yes!
I rapidly pulled together a presentation, rehearsed it, slipped into my red power dress (complete with shoulder pads), turned up, and spoke from my heart about my mission with IGNITE and why we need women to lead. And guess what? Someone in that room — who had never met me before — signed up for my mastermind programme on the spot. That’s the power of visibility.
I said yes to an opportunity even when my inner voice was screaming “play small”. But when we stop hiding, stop waiting for the perfect moment, and simply show up, magical things can happen!
Layer in a generous helping of imposter syndrome — that sneaky inner voice whispering “Who am I to say this?” — and it’s no wonder so many brilliant women shrink their wins down to “Oh, it was nothing.” Except it wasn’t ‘nothing’. It was hard work, skill, courage, and leadership. And when we don’t claim it, we make it harder for others to see it too.
Every time you brush off praise, you train people to see your contribution as small. Every time you bury your achievements under a bushel, you make it harder for people to recognise your value. And every time you stay quiet in rooms where decisions are being made, you give your power away.
“Every time you bury your achievements under a bushel, you make it harder for people to recognise your value.”
For many women, self-promotion feels about as comfortable as wearing stilettos on cobblestones. We second-guess ourselves, soften our language, and wait for permission that isn’t coming. Why? Because culturally, we’ve been conditioned not to make a noise. Research consistently shows that while men are rewarded for being assertive and visible, women are more likely to be labelled “pushy,” “full of themselves,” or “a bit much” for the exact same behaviour.
I’ve seen this time and again — with founders, senior leaders, rising stars. Women are doing extraordinary work, but invisible outside their immediate bubble. Meanwhile, their less qualified (but louder) peers are getting promotions, funding, keynote spots, and board seats. Visibility and self-promotion aren’t about being the best. It’s about making sure people know you’re the best.
REFRAMING “BRAGGING” AS STRATEGIC COMMUNICATION
Here’s the reframe that changes everything: Instead of “I’m bragging about myself.” Think “I’m communicating my value so the right people understand how I can lead, create impact, or help.”
Self-promotion isn’t arrogance. It’s articulation.
When I said yes to that speaker slot, I wasn’t doing a hard sell. I shared my story, my expertise, and my mission — clearly and unapologetically. And someone in the audience immediately saw themselves in it. That’s not bragging. That’s branding.
Imposter Syndrome’s favourite lines (and how to ignore them)
Imposter syndrome whispers:
• “I don’t want to sound big-headed.”
• “I’m not that special.”
• “People will think I’m showing off.”
• “I’ll speak up once I’ve achieved X…”
Here’s the plot twist: most of the women I work with are already overqualified for the thing they’re talking themselves out of. No, you don’t need another certificate or five more years of experience to speak with authority. You need to believe you belong in the room — and show up accordingly.
If the word promotion makes your palms sweat, reframe it as personal storytelling.
You’re not bragging. You’re:
• Sharing your journey so others can see what’s possible
• Articulating your expertise so people know how you can help
• Making it easy for opportunities to find you
A few practical ways to do this:
1. Lead with facts, not fluff
“I increased client retention by 35% in six months” lands differently than “I’ve done some work in that area.”
2. Own the “I”
Say, “I developed the strategy that led to XYZ,” not “We just got lucky.”
3. Bake it into your everyday
You don’t need to wait for a keynote stage. Post about it. Talk about it in meetings. Share it at networking events.
4. Anchor it in impact
“I’m proud of this because it created new opportunities for women in leadership.” Purpose makes it powerful.
“Self-promotion isn’t arrogance. It’s articulation.”
YES, THERE’S A DOUBLE STANDARD — BUT WE DON’T WAIT FOR FAIR
Let’s be honest, when men self-promote, they’re seen as confident. When women do, they’re often labelled “a bit full of themselves”, but waiting for the system to become fair isn’t a strategy.
The way we change the narrative isn’t by shrinking ourselves. It’s by being so visible, so clear, and so damn good that our presence shifts the culture. When one woman owns her story out loud, she gives permission to others to do the same.
Whether you’re a founder, a leader, or an emerging powerhouse, you are the walking, talking billboard for your work. People don’t just buy services, ideas, or skills. They buy stories, and your story is only powerful when you actually tell it! And no, that doesn’t mean faking perfection or turning yourself into a LinkedIn robot. It means:
• Showing up consistently
• Speaking your truth with clarity and confidence
• Allowing others to see the real scope of your brilliance
The world can’t celebrate what it doesn’t see or hear. So please, speak up!
If I’d said no to that last-minute speaking slot, I’d have missed the chance to make a powerful connection, grow my business, and inspire a room of women. But I didn’t. I said yes. And in doing so, I reminded myself and everyone else in that room what happens when we stop playing small.
So, is self-promotion a dirty word? No. It’s one of the greatest career moves you’ll ever make. When you learn to articulate your value, doors open, opportunities multiply, and impact grows. You stop waiting for people to notice you, and you become impossible to ignore.
And sometimes, it all starts with saying yes, stepping on stage and owning your red-dress moment. What small step forward could you take today?
Natalie Montagnani Founder of IGNITE Women in Business
07900 153503
ignitewomeninbusiness.com
Connect with Natalie on LinkedIn or drop her an email to natalie@ignitewomeninbusiness.com
The English Soap Company was founded by an odd event. Bob Butts was cleaning out a barn on his property when he came across a dusty old machine. A bit of research showed that it was a very old soap bar making device and Bob, ever curious, decided to get it going.
Some months later, he had actually produced a few bars of soap and tried to sell it to the local shops but they were rough samples and no one was interested. A decade or so later, The English Soap Company is exporting around the world, has won several prestigious awards and is turning over circa £8 million per year with 104 staff.
MAARTEN HOFFMANN: Susannah, welcome to Dynamic. Let’s go back to the beginning. Where did it all start? What was your first job?
SUSANNAH ATHERTON: I actually had several jobs as a teenager. My first was in an egg-collecting factory in Burwash for two years. I also did work experience for a company called Funnel & Perring in Hastings, as I wanted to be a solicitor. I didn’t have the qualifications, and my family couldn’t afford to send me to university either but Gerald Funnel employed me every holiday and took me to the courts in Hastings. I loved it.
At 15, I was a chambermaid at a local motel, and by 18, I was working behind the bar. I eventually enrolled at Bexhill College, where I studied A/S Law and English. I really didn’t want to stay in Burwash, so I moved to London to try to earn proper money, trained to be a secretary, and worked in a solicitor’s office in conveyancing, which really wasn’t for me.
I moved to the National Midwifery and Nursing Council as a secretary, and I loved it. I had also been temping, and that was where I met my husband. So, pretty varied.
MH: How did you meet him?
SA: I worked for him in London at the International Cadmium Association. When they then moved to Brussels, I went and set up the whole company. It was where I realised that people-organising was what I was meant to do. I did some HR training, because ‘people’ was my skill set. Upon my return home, we moved to Haywards Heath, and then
we commuted to London, and I worked for a company called Blenheim Bishop, where I suppose I learned the art of compromise, which stood me in greater stead later.
MH: You got married around this time?
SA: I was 24 when we got married, and by then, I had moved to a company called Hutchinson Whampoa. It was a Chinese company, and I worked in the HR department. This is when I got married and had my first daughter.
MH: Did you stop working? If so, how long for?
SA: Not very long, and when I did go back, I realised I really couldn’t return to work in London, nor to an office, because we had a baby. Two and a half years after our first, our second baby was born. When our second child was six months old, I took a beauty course at Eastbourne College. This was made easier by my mother-in-law’s help with childcare.
MH: So you had to put up with the same things most mothers have to suffer; you wanted to work, but you had to look after the kids…
SA: If my husband was away and something went wrong, we just knew it wouldn’t work. I got around the stay-at-home issue by enrolling in a beauty and make-up course. I met this lady called Jane Farden, who clearly saw something in me. She told me I had this ability with women.
There were conferences for battered women; women who had real issues, and we needed to give them self-esteem. I did their makeup. I got into doing colours, dressing people, and style, which is a real passion of mine.
“I looked after 120 guys in a tree surgeon’s company. That’s where I really cut my teeth.”
Th is inspired me to set up Colour Confident, a company I ran from home. It gave me a sense of purpose as I could work in between dropping off and picking up the kids from school. The downside was that it made me realise that so many women have had awful lives, awful husbands, and their lives were just unbearable. One woman was told by her mother never to wear red because it was the colour only whores wore. These sorts of things were ingrained in them, and I had to help them understand they had a purpose and they were enough.
MH: Did you see that part of your job as trying to change those women’s thinking?
SA: Yes. I did a couple of counselling courses because I realised it wasn’t about the colour or the clothes; it was about how people felt about themselves, and that was so important.
One problem was that people cancelled at the last minute. Who wants to spend £95 to invest in themselves? They thought it was frivolous, though they’d then go and spend £95 on their children. Once you’ve got them over the threshold, absolutely, they get the purpose of the sessions.
Then a customer told me she needed an HR person at her workplace and asked if I would consider coming back. I had to do a refresher course, and looked after 120 guys in a tree surgeon’s company. That’s where I really cut my teeth.
MH: Do you think that didn’t daunt you because you grew up with two brothers?
Maybe, I had always been able to hold my own with my brothers and I quite enjoyed it, actually. Being an HR business manager at Pion (my next role after the tree surgeons) was completely different. I didn’t realise what I’d let myself in for. I’d gone from tradesmen to scientists; very different. To deal with entirely different personalities. It was my fi rst day, I thought, ‘What have I done?’
MH: Do you sometimes find that in HR, the problems they have are similar or utterly different?
SA: Very similar. Both companies have difficulties with management style. But people have their own take on how something should be done. There are always the people who work extra, the people who don’t work their hours, the people who do the bare minimum to get by. The problems don’t change. What is different is how you deal with it because everyone is different.
MH: You have to adapt depending on the person standing in front of you. Was it this company that cemented your thoughts that HR was your chosen career?
SA: Yes, I thought that. And then my MD left, and they asked me to take on the role. I was working for an American company, and this was just before Covid hit. It was hard work, and they were control freaks. As an American outfit, they have an entirely different approach to HR.
They’d have a culture of ‘fi re that person’, and they would expect you to box them up and get them out. But you can’t do that in the UK, and I had to explain that to them, with some difficulty.
MH: How did you find your fi rst MD role?
SA: I just cracked on, and got stuff done. When we were shut down and Covid started, my American boss said to me. “`Your government are making you hermits with attitudes.”
Our Chief Scientific Officer sadly passed away at this time, and I had to tell the team; it was heartbreaking. But it meant they had to shut the office for five days. When it came to re-opening, it was on Thursday, at 12 o’clock, and they expected everybody to go in. More pressure came our way, and I remember in a meeting saying, we don’t have the bandwidth for this, only to be told, “I will tell you when we have the bandwidth, people should be lucky they have a job, and so just get on and do it.” These are just some examples of the mindset I had to deal with.
I helped myself along by reading a couple of books called ‘Get a Grip’ by Gino Wickman, and ‘Traction’ by Gino Wickman and Mike Paton, and these taught me excellent skills about having the right people in the right seats. I also listened to The Seven Habits of Highly Effective People by Stephen R. Covey on audiobook. I tend to dip in and out, and I still do now —it just reaffi rms people.
Then Pion was being taken over, and I decided to leave. I’m not going to lie, there was a small part of me that felt a real sense of failure, because I wanted it to work, but it just wasn’t possible. I applied for two jobs. I was interviewed for one, but didn’t get it. So I was interviewed at The English Soap Company. Whatever I applied for had to be right—and suit the girls.
MH: How old were the girls by now?
SA: They’d grown up in to young ladies but were doing GCSEs and A-Levels, but they needed me more. I’d be at home, knackered at eight o’clock at night, and suddenly they decide to tell me all their woes. My youngest was an international hockey player at under-18 level, and she played cricket for Sussex. So on the weekends, my husband and I were like a tag team, travelling all over the place. Then we had our eldest daughter to consider, so I had to factor that in as well.
Bob and Juliet Butts with their first, pre-cut, bars of soap
finished work at five o’clock and went to the garden to play badminton, chatting or playing games. For us, it was a really precious time, because it has cemented the relationship we have with our girls now.
MH: Which is something that, if you don’t do it, you can’t get back.
SA: We have a very strong relationship with both of our girls. We’re very privileged. I’m a grandma now. I like to be a glamorous granny, but they’ve settled on ‘SuNanna’.
MH: You nearly didn’t go to the ESC interview, did you?
SA: Yes, ‘nearly’. On the morning of this interview, I told my husband that the new person at the company I worked for wasn’t such a bad person and that I should wait it out.
“They gave me a tour, and I developed a serious case of imposter syndrome. I stood at the door of barn two, and they were showing me this place, and I just thought, ‘I don’t know if I can do this.’”
Quite rightly, he pointed out that, “if somebody let you down on that morning, you’d be a bit miffed. In which case, you can’t let them down,” which was a fair point. So I went, and met Oliver and Ailsa for the very fi rst time; the interview lasted over two hours.
MH: But you managed to juggle it all? Many parents contend with their husbands going out to work while they stay home. You’re juggling it here with two working parents, which is a different kind of juggling altogether…
SA: There was a lot going on. Covid was a challenging time for my family, including a bereavement. But as a family, we almost felt like we had regrouped to have the girls at home.
We could go out and walk our dog together. Everybody
MH: To have been there two hours, you must have known they quite liked you. You’d have been out in no time if your cloth wasn’t cut right. Did you know anything about soap apart from how to use it in the shower?
SA: No. They gave me a tour, and I developed a serious case of imposter syndrome. I stood at the door of barn two, and they were showing me this place, and I just thought, “I don’t know if I can do this.”
They then gave me this bar of soap. It was a bergamot and
ginger, and I smelt it and just thought, “Who wouldn’t want to work with these products?”
I’d literally got back to my office, and my phone rang. It was Oliver. What I now know is that Ailsa had to virtually sit on him to not offer me the job there and then. She made him wait and said that he was very difficult to pacify.
MH: In hearing that, how rewarding must that feel?
SA: When he said ‘she’s got to have the job’, that was lovely. We had a connection, and we definitely got on from the fi rst minute. However, I also knew that there were things I wanted to do differently.
The other thing was that I needed to have a conversation with Pion, my then-current employer. I had a meeting with the new boss and asked him what was happening. When he couldn’t commit to the changes I was looking for, I knew that I needed to leave. Nothing would change. That’s when I arrived at ESC as Head of HR, in charge of 28 people. That was in 2021.
“I did lose my temper one day with everybody, probably not my fi nest hour. That’s when I realised I needed an HRT patch.”
I’d categorically said I’d never work for a family business again. So when Ollie rang and offered me the job, I may have upset him. While I appreciated the offer, I also told him I’d have a couple of things to do before I could accept.
One of them was that I needed to speak to my husband. Ollie took this to mean that I’d got this controlling nutcase of a husband. This is so far from the truth. John and I just always made decisions that impact us and our family together. Thankfully, Ollie and my husband are now really good friends.
MH: How did you settle in?
SA: On my fi rst day, Ollie and Ailsa were moving house, so Ollie popped his head in and said. “Carry on.” Great, right? So they left me to my own devices to get on with the job as I saw fit.
The fi rst thing I wanted to do was familiarise myself with the place. I looked at the fi les, then I went for a walk around the premises. I introduced myself to everyone and spent the next fortnight asking questions, such as ‘How does this work?’ ‘How does that work?’ ‘What would make your life easier?’
I spent the next six months away from my desk, on the factory floor, understanding how the operations worked. ‘Why did we do it that way?’ ‘Could we make it better?’ Very quickly, I became HR Ops, helping to resolve problems, finding solutions, and occasionally letting people go as well.
Some people had perhaps been at ESC a long time but needed to move on, having made a few mistakes. I did lose my temper one day with everybody, probably not my finest hour. That’s when I realised I needed an HR patch. So, the patch was attached to my butt from then on, which helped enormously.
MH: Was the menopause a real smack in the face, or a slow creep?
SA: The day I lost my temper, I realised that, possibly because I’d never really had PMT, I just had this rage within me. I’d only been here about a year, and small things were starting to irk me that didn’t used to.
MH: How long did it take you to join the dots?
SA: Oh, it was that day when I lost my rag. With me, what you see is what you get; I’m very black-and-white.
When I realised there was something wrong, I went to my GP, and he put me on HRT. It doesn’t solve all your issues, but it addresses many of them. It certainly found that hormone balance, because I’d never experienced anything like that.
MH: So, you started here while in the throes of menopause, in a brand-new company and a brand-new sector you’d never worked in before, with a boss who was prepared to let you make changes.
SA: Oliver and I found we had a good rapport very early on, and he was really open to suggestions and change, which made all the difference. I was worried that, because Ailsa, his wife, was also part of the business, and having worked in two businesses before that had husband-and-wife teams, that it could have been toxic, but it really wasn’t.
Ailsa was equally open to suggestions and to us moving forward. Somewhat perversely, the company itself had benefited from Covid, thanks to the sanitiser. We were already on a trajectory as a business that was about to take off. What we then needed to ensure was that the company’s foundations were right. So, we’ve had to spend a lot of money and time over the last three years to expand.
MH: Did that become a battle with Oliver, or did he understand?
SA: No, Ollie understood; he was passionate and committed to the changes. We also had Bob’s opinion to consider. He was still active at that point, and it was hard for him. Th is was, and still is, his business, and he was letting go of some decisions. Th is was all within Oliver’s remit, but when I made changes, I sometimes really had to convince Bob that I was capable of what I did for the overall benefit of the business.
I am currently undertaking the Help to Grow course, a mini MBA with Brighton University.
MH: None of that conquers Imposter Syndrome. It just gives you a few more tools to deal with it.
SA: Of course. You never get over the idea that you are an imposter. What you do is understand that, actually, you’re good enough. You don’t have to constantly believe that you’re not good enough. If you do one thing that helps or supports someone else then it is worthwhile. With the menopause, you can get anxiety, and you can overthink things. Two o’clock in the morning is the worst time of day because you genuinely believe what your brain is telling you. ‘I can’t do this.’ ‘Did I do that right?’
“For me, it’s, ‘how does a girl from a council estate, who doesn’t have a university degree, who didn’t do well academically, still manage to do this job?’ ”
MH: So many women suffer from imposter syndrome, as do men, though women are more likely to admit it, and men tend not to. How did you deal with it, thinking you’re just not good enough to be doing what you’re doing? Did you find that imposter syndrome ever dissipated?
SA: No. Every day, even now, I still have to deal with it. For me, it’s, ‘how does a girl from a council estate, who doesn’t have a university degree, who didn’t do as well academically as she could have done, still manage to do this job?’
How do I deal with it? I’ve come to terms with the notion that imposter syndrome isn’t about me. I have to remember that it’s about what we do. It’s not about me as a person or what I am lacking or missing.. You’ll always have imposter syndrome, but you have to keep striving to get better. I’m constantly looking at courses and education to keep growing.
MH: When you joined here, there were 28 people. What did you do to increase the turnover?
SA: Back then, I think we were taking about £2.6m, maybe £2.8m. As an example, I took a good look at the liquid line here where we were producing about 350 units a day. I saw that if we did things differently, we could improve. Now we produce around 1,800 units a day.
We’re now turning over around £8m, and are optimistic about hitting £9m this year. We have 104 staff members. About 60% are full-time and 40% are part-time. Some are mums who come in during school time, some who have summer holidays off. Others are just here in the morning, while others still do it three days a week.
MH: Onto the business side —this is the important part: do you enjoy your job?
SA: I live and I breathe it. I love it. I believe in the product. I believe in the business. I love Oliver and Ailsa, they have become great friends. There is still so much more that we can
do. We constantly strive to make it better. Th is time last year, we had a 15-day lead time. Today, we have a two-day lead time, and we got there because I’m very solution-oriented. I oversee the day-to-day operations, and we’ve got some great people who make up a fantastic team.
MH: So you work as HR, Ops and MD. Is that because you’re a control freak and want your fingers in every pie, or is it because someone has to do it, so it might as well be you? SA: I probably am a control freak, but I know what I’m good at. Oliver handles the financial side and the overall business strategy because he’s excellent at it. Ailsa does the business development side, because that’s what she is good at. They both go out and do the trade shows, because being out there is what they excel at. I’m good at finding a solution and inspiring people.
MH: To use that phrase, to operate as a control freak, you don’t have to control everything. You just need to choose the person to delegate that job to, so that you can be a control freak somewhere else.
SA: And we’ve surrounded ourselves with a strong management team and put the right people in the right places. And if someone isn’t in the right seat, that’s when you have to have a difficult conversation.
Sometimes, those conversations are heartbreaking, and there have been times when, come the end of the day, I have to revisit that decision and wonder if it was the right one. If you need a cup of Horlicks to help you sleep at night, maybe it wasn’t the right decision.
MH: In the four years you’ve been here, what has been the source of your expansion?
SA: Oliver and Ailsa have looked more at other marketplaces. We have now expanded into India, South Korea and America. Also, we’ve looked at how and why we are doing whatever it is we’re doing. We have to look at all aspects of our evolution and the issues surrounding it—freight logistics, Brexit, Trump’s tariffs, and so on.
just about to complete the Good Manufacturing Practices (GMP) standard and ISO, which will open up avenues. These will showcase our professionalism.
We take professional development seriously. We need to look after staff, identify which courses people need to take, and ensure their mental health is supported, from serious issues to every aspect of their lives.
MH: Are you still the fi rst line in HR?
“We ran out of stock of something last week. I was about to roll some heads, only to fi nd out it was because we were 89% up in sales of that product this year. You can’t forecast that.”
We all work very well together. Helpfully, for the brand, we’ve got the right people marketing us. It’s a luxury brand at an affordable price. People come back for it because the product is excellent, it smells absolutely beautiful, and the packaging is exceptional. We get returning customers because of that.
MH: Also, people rely on you because you’re on time with delivery.
SA: We take very seriously what we need to do to continue evolving, and we’ve done that. This year has been a real success. We ran out of stock of something last week. I was about to roll some heads, only to find out it was because we were 89% up in sales of that product this year. You can’t forecast that.
MH: What does the next four years hold in terms of the expansion of business?
SA: We are about to open our fi fth barn in January. We are
SA: With my job, I’ve got to be a ‘people person’, whilst equally saying, ‘do your job’. I’m incredibly empathetic. My approach to people is that your family comes fi rst. Th is is your job, and whilst you need it — because you need your pay at the end of the month — your family come fi rst, and that is so important.
I was on the shop floor recently, and there were people arseing around. I had to tell them to get on with their work, because that’s what they get paid for. Next thing, they’re telling me their innermost thoughts. So it is finding that fine line.
I know I am respected for that because I do what I say. It’s possibly because, as a child, I was let down by my dad, which made me realise that if you say it, your word has to be your bond.
MH: What comes across from what you’re saying is that the effects of your relationship with your father taught you one set of skills, while your mum’s work ethic and manners gave you another set. So you ended up with the most important ingredients for life.
SA: And yet there are still elements of my personality that I have to temper at times because I don’t particularly like them. My edges have been rounded off because I surround myself with positive people. My hero is my husband, and I don’t say that lightly. He’s one of the nicest people you will ever meet. He doesn’t say anything bad about people. However, don’t be fooled, he is equally no pushover.
MH: It sounds like you married your therapist. SA: It’s the simple things that he does that show that he loves us all. He is, without doubt, my absolute rock. And I am the best version of myself that he has allowed me to be. He is a phenomenal human being.
MH: What do you say to young women starting in business?
SA: I’ve got two daughters. They’re very different. My youngest has just started teaching, and the other is a farmer. Very different. The prejudice the farming daughter has encountered due to her sexuality has been massive. Likewise, the teacher has had it due to her sexuality.
MH: In terms of imposter syndrome, the well-trodden tale is that if there are ten things required for a job, women won’t apply unless they can do all ten, whereas guys will look at five, and blag the rest. How do you tell your 23-year-old female potential colleague to overcome that drive of needing to cover all ten?
“You have to surround yourself with people who believe in you. And when something goes wrong, you give yourself a little time to go and cry, dust yourself off, then get up and put your crown back on.”
You have to surround yourself with people who believe in you and with positivity. And when something goes wrong, you give yourself a little time to go and cry, dust yourself off, then get back up and put your crown back on. And I never forget the lipstick.
MH: Does that advice change to women who aren’t as lucky as you and find such a wonderful husband?
SA: Strong friendship groups that offer positivity really help. I have three girlfriends who go away with me every year; that’s cheaper than therapy! They all do very different jobs, but they ground me. They hold my hand and when the brown stuff really hits the fan, we all support each other, whether they’re right or wrong. We are honest with each other even if it is painful sometimes. So surround yourself by a group of people who, whether it be your husband or your best friends, are people who believe in you. If you don’t surround yourself with honest people, you’ll always think you’re either the best or an imposter. There are traits in me that perhaps they don’t like, but they tell me, and I’m able to deal with it.
SA: I would say, believe in yourself, educate yourself, surround yourself with positive people. There is a seed within all of us and we must water it daily, that is how we grow. You may take a hit but never be afraid to admit you got it wrong. Pick yourself back up again and try, try again.
MH: Doesn’t everybody have that seed?
SA: Everybody’s got a seed. It depends on how big you want your plant to grow, and what plant you want to be - a potted pansy, a rose bush, a magnolia tree, but everybody has that seed.
For instance, some people may walk into a room and do nothing but watch; they don’t want to be part of it. Other people enter the room, see a group that’s really comfortable, and go over to chat with them. Then there are people, like you and me, who go into a room, and we’re going to talk to everybody.
Do I like doing that? I actually feel uncomfortable doing it. But I do it because there’s somebody else in that room who doesn’t want to speak to anyone else; who feels far more conscious and conspicuous than you do. There is always somebody else who feels that feeling. Find that person in the room, and then there are two of you. And with two, you become stronger. You can then bring somebody else in. You can have that conversation because you’re not alone, and then you become the group that’s over there. Open the doors for
people. There’s always somebody who feels an imposter, who feels they shouldn’t be there, and who feels uncomfortable. Find those people in the room, and grow in strength and numbers to keep supporting others.
MH: You won the Inspirational Woman of the Year Award at the Dynamic Awards last year. What did that mean for you when your name was read out?
SA: Well, that was an imposter syndrome moment for certain. What didn’t help me was that, when my name was called out, it was a bit difficult as I was lamenting the woman who got a ‘Highly Commended.’ I was absolutely adamant she was going to win it.
MH: So you had no idea that the announcement that the winner was actually going to be you?
MH: You want to be proud of being an important step on that person’s journey. Do you think being able to do that would have been more difficult if you weren’t a mother?
SA: Possibly. But then, I am a mum, fi rst and foremost. I have a cupboard full of food, in case people forget their lunch or need chocolate. My girls have taken me on a journey of highs and absolute lows. I’ve learned more about myself through the girls than anyone else. Being a mum is the hardest job in the world whilst being the most rewarding, and has enabled me to view things through many lenses.
“How had I won this
MH: Do you think it sets you up quite nicely for dealing with staff by how you deal with your kids? Does it help you with the job?
award?
And even now, I’m a bit embarrassed about it, because I don’t do anything different to anybody else.”
SA: No! I’d gone to the toilet earlier, and I saw Alison, the lady who interviewed me, and I said ‘Hello,’ and there was nothing in her expression that gave away she had known me, let alone that I had won. Nothing. When I returned to my table, I said to Oliver and John, ‘I can have a drink now because I definitely haven’t won.’
The next thing is, Oliver is bouncing up and down like Tigger, and my husband is grinning like a Chesire cat, tapping me on the shoulder, shouting, “Susannah, you’ve won!” I didn’t hear them call my name, because I was still thinking about the P&O woman who I thought should have won it.
I don’t really remember anything except that they recorded the speech. I saw it afterwards —I couldn’t believe it. For the whole evening, I just felt like I was an imposter. How had I won this award? And even now, I’m a bit embarrassed about it, because I don’t do anything different to anybody else. I do what comes naturally to me, caring about people and being passionate about development. I’m super proud of the award, but also a little embarrassed.
MH: What it means is that you do something different. The Inspirational Award was won by you at an event with real integrity in the judging process. Everybody wins it on merit, and you didn’t win it for any other reason. It is, quite simply, because you were the best person. SA: I like to make sure that when anyone comes through our door, they’re built up and know how to, for example, shake someone’s hand properly when they’re going for an interview. Make them believe that they can get the job that they want. We’re looking after them for the short term. Our job is to make sure that when they leave here, we’re disappointed — they’re exceptionally good, and their next employer is very lucky, thats when you know it is a good job done. I don’t want staff to leave but for the university students we are a stepping stone, so ensuring they have the right ethos and ethics is paramount.
My daughter, when she left, was a phenomenal worker. I’m gutted that she went, but equally, she went on to do something else in teaching and I think how lucky her classroom and school are to have her.. We’ve sent her out with a work ethic and an understanding of what she’s capable of.
SA: It does. I’m pretty empathetic, but I don’t suffer fools gladly. Oddly, the difference between boys and girls at work is that the boys often don’t want a solution; they just want a hug. I always say hugs are free to all and my door is always open.
MH: The job is knowing which boy that walks in needs a hug and which one needs a good kick up the arse?
SA: There’s one lad who was constantly self-deprecating, didn’t believe in his abilities, and as a result, mucked about. He was, at that time, a pain in the arse. So I moved him onto a machine. At fi rst, he thought it was punishing him, but it was ultimately the making of him. It got him out of his dark place by my offering to be his torch and guide through the door into somewhere better for him. I led him to the door and told him what happened next was up to him. He is now flourishing and I am super proud, and he is equally super proud of himself.
MH: That must be one of the real buzzes of the job; that you did right by believing in him and what he could achieve. SA: He could have quit. He could have walked out on me. I simply asked him to trust me. My role now is to give some of that back. Some you win, and some
now, and never stop the learning experience - good and bad.’ That is how we grow as people.
MH: But the problem is that there aren’t enough good female mentors for female-led companies. And there are too many male charlatans whose main eye on the prize is a piece of the action, forever. 10% of your soul for good, for something he has done next to nothing to contribute towards.
SA: Surely, it’s not about getting money from them. Our job isn’t that. I don’t want to fleece anybody. We need to help support people – it is so important.
MH: Therein lies the difference between women and men. You want to mentor because you want to help them, and while there are good male mentors out there, what we’ve found is that the vast majority of women would prefer a female mentor. However, there just aren’t enough of them.
SA: I get that. We are constantly training, taking courses, checking things, attending webinars, and stuff like that. You have to keep that part of your brain active.
Mentoring someone means you also get to learn a great deal —not just about that person and what they want to do, but also about yourself —and you’re able to reaffi rm things. It’s a two-way street. If we look at it that way, we will be able to see the benefit of what we’re doing.
“Teamwork, empathy, honesty, humor and kindness, regardless of whether you are male or female, are paramount.”
you lose, but I hope we’ve taught them something, and we’ll continue to teach them as they journey on from ESC. That’s my hope.
MH: Given your experience, would you like to mentor?
SA: I hope so. I’m with a group of women who are setting something up, and we’re optimistic that we can start this in the next few months.
MH: The two things that often come up with so many women in business, through the magazine, and now the awards, that we’re quite plugged into are imposter syndrome and the lack of decent mentors.
Susannah at The English Soap Company, a place she ‘loves, lives and breathes’
SA: But even when you’re being a mentor, you still feel like you’re an imposter. The imposter syndrome is here for me now. But I’d be happy to keep it, as it will keep me grounded and level. I’d say, ‘don’t forget your roots. Don’t forget who you are, where you came from, and why you’re where you are
The other thing I get with imposter syndrome is that, in my life, I’m really lucky. I’m in a happy marriage. I got two good kids. I’ve got a grandchild, another one on the way. Our respective families are still with us, and we all get on. I’ve got a fantastic job, with great people and love coming to work every single day - does it get better than that?
My point is, I really strive hard. I’ve had to make my own luck because, like everyone else, I have to work at my marriage and my career and my role as a mother; they don’t just happen. All of these things can go down the drain in two minutes if you don’t work at it and stay true to your values, it can take another month to build them all up again. So being a mentor reminds you that it’s fragile – emotions, life and the journey we are all embarking on. You’ve got to constantly remind yourself of that.
MH: We’re not far past the feeling that a lot of women in business have, which is, ‘I need to talk, think and dress like a man.’ The greatest power women have is being a woman. SA: Woman do not need to think or dress like men, they need to surround themselves with good men who support their journey and empower them to be the best person they can be. Teamwork, empathy, honesty, humor and kindness, regardless of whether you are male or female, are paramount.
Susannah Atherton will be one of three great business leaders speaking at the Future Female Leaders event at the Brighton i360 on November 13th. See opposite for more information.
To register, email info@platinummediagroup.co.uk
You are invited to an exclusive event presented by DYNAMIC MAGAZINE and the University of Brighton’s Help to Grow programme.
A host of successful female business leaders will share their secrets at this free event – Sarah Willingham, the new owner of the i360 and a former dragon on Dragons Den, Liz Beck, Founder, Executive Coach and Head of Business Development at OmnyHR and Susannah Atherton, MD of The English Soap Company, followed by a Q&A session and then networking in the pod at 450 feet.
Th is FREE event includes coffee and pastries and will be held at the Brighton i360 on November 13th from 8am to 11am. Only 100 places available, register now.
It is a tremendous networking opportunity and a fantastic chance to learn from highly successful female entrepreneurs.
Register at info@platinummediagroup.co.uk
CATEGORIES 2026
Business Growth Award
Businesswoman of the Year
MD of the Year
Company of the Year
Employer of the Year
Gamechanger of the Year
Inspirational Award
Large Business of the Year (£2m+)
Medium Business of the Year (£500k-£2m)
Small Business of the Year (-£500k)
Future Talent of the Year
Best New Business Award
Professional Services Award
Property Professional of the Year
Women in Tech Award
Best Customer Service Award
At Dynamic, we have always believed that women in business don’t just drive change, they are the change. Every award we give, every story we tell, and every entrepreneur we celebrate reflects our mission: to champion women who are transforming industries, breaking barriers and making the world a better place.
So when new data revealed that 32% of small business funding applicants are now female founders, it felt like a moment to acknowledge real progress. For years, women-led businesses have had to work twice as hard to access capital, yet their determination and achievements have never been in doubt. The latest figures, shared by SME lender 365 Finance, show that women aren’t waiting around - they’re stepping forward and pursuing the support they deserve.
inclusive alternative that gives founders more control and faster access to capital.
BUT
Th is rise in funding applications reflects a movement across the UK. Women-led and majority-female-owned businesses now represent nearly 30% of high-growth companies, up from just 18% in 2021. From tech innovators to independent food brands, women are shaping industries with creativity, resilience and strategic brilliance.
“What’s striking, though, is that women-led companies are outperforming their male counterparts in turnover growth - 24.6% compared to 21.6%.”
Part of the reason is the growth of more flexible funding models such as revenue-based finance. Rather than relying on traditional collateral or credit history, this approach focuses on a business’s performance and potential. It’s an
Yet, despite this progress, the financial gap remains shockingly wide today. The Gender Index Report 2025 found that only 14.2% of female-led businesses secured debt finance last year, compared with 61.1% of maleled fi rms. The figures highlight an imbalance that continues to hold back innovation and growth. What’s striking, though, is that women-led companies are outperforming their male counterparts in turnover growth - 24.6% compared to 21.6%. The message is clear: when women get access to funding, they deliver.
At Dynamic, we hear these stories daily. Women running thriving companies who still struggle to access the investment they need to scale. Entrepreneurs who’ve built remarkable brands with limited resources. It’s this persistence, this unwavering belief in possibility, that defines a generation of female founders and motivates us every day. Initiatives like 365 Finance’s #SheLeads campaign are helping bring those stories to light, too.
Hannah Hunt, Digital Marketing Manager at 365 Finance, says the project’s strength lies in giving women a platform. “With less than 2% of venture capital funding going to women, visibility and representation are more important than ever,” she explains. “These founders are reshaping industries and showing what’s possible when women are given the support to lead.”
Visibility is powerful, we know. We have seen the power of this through our magazine and the Dynamic Awards. It creates connection and community, reminding women everywhere that they’re not alone. When one founder shares her journey, it sparks something in another—confidence, courage, maybe even the fi rst steps of a new venture.
What’s developing through all of this is something that can’t
be quantified by data alone: a collective strength. Women in business are connecting, collaborating and lifting each other higher. We see this all the time. Thanks to remarkable networks such as City Girl Network and campaigns such as #SheLeads, as well as many grassroots movements, which are creating spaces where success is shared, celebrated, and sustained.
These communities can inspire and lend comfort when needed. Remind women who are working to achieve their ambitions that they are not alone and that progress is not always loud and seldom easy. Sometimes it’s found in the quiet resilience of a founder who keeps going, the supportive word from a mentor, or the recognition that her story matters.
At Dynamic, we’ll keep championing these stories—not because they’re exceptional, but because they should be ordinary. Access to funding should not depend on gender, and opportunity should not be a privilege.
The rise in female founders seeking funding is not just encouraging; it’s a glimpse of what’s possible when women are supported and believed in. Th is is not the end of the conversation, but the continuation of something which is far bigger.
In our exclusive Spotlight feature, we highlight women who are doing good things in their community. They’re not always seen but we think they should be.
Stella from Woodfire was a finalist in the Sustainability Champion award category at the Dynamic Awards this year
Istudied English Literature at University, assuming I’d do something professional, but I wasn’t sure what. Some temp work led to a job in children’s publishing, and I spent the next 15 years as an editor and writer, freelancing after having children and working for most of the major publishing houses.
I loved the job and the buzz of London; getting dressed up for the office, coffee on the way in on the tube, working with authors and illustrators, meeting friends for drinks after. But increasingly it felt superficial and aimless; I became appalled by the consumerism of city life while helpless to do much about it.
My husband, Griff, also felt we were going in the wrong direction. We’d always loved camping and, in the past, had idly said we’d love to run a campsite, but now, with a desire to change our impact and help others do the same, we started discussing the idea seriously.
“We
now have three sites and are consistently included in the national press round-ups of the best campsites in the UK”
We were both townies and completely naïve about what it involved, but we knew exactly the experience we wanted to create: somewhere that allowed guests to exist simply in nature and with barely any impact; somewhere beautiful and welcoming where they could stop, rest and recover, connecting with themselves and others. Griff had always loved cooking. We knew we wanted food, generosity and a sense of sharing and community to be part of our offering, coining the term ‘gastro-camping’.
Finding land—our first site was Woodfire at Westerlands, in West Sussex —and setting up are other stories, but we worked extremely closely with the South Downs National Park (SDNP) to ensure every element was completely in keeping with their stringent conditions. It felt so good to know we were striking exactly the right – but fine - balance between conserving, even enhancing the site, while also being able to welcome visitors to share its glories.
Achieving this balance is our constant goal, and I am so proud of what we have created. We now have three sites and are consistently included in the national press roundups of the best campsites in the UK, while our food has featured in the Telegraph, BBC Good Food and Time Out.
We achieved a Gold Award from Green Tourism and the SDNP for our sustainability and – best of all - have had so many regular campers telling us that Woodfire is their happy place. It’s mine, too.
www.woodfire.co.uk
Susan is the founder and owner of Timeless Toys in Hove, started after experiencing exasperation at a lack of sustainable toys
I started Timeless Toys in 2019, opening on the west side of Brighton, in Hove (actually!) on a community high street. Apparently, Brighton & Hove has a lot of toy shops compared to other cities. However, that didn’t help me or my frustrations when shopping for my newborn son and seeking greener and plastic-free alternatives without the greenwashing.
Anyone living with children will have experienced how unwanted plastic can soon become a constant, invasive part of family life. So, when my position in London and my twohour daily commute became untenable, I made the decision to start Timeless Toys with the intention of making it effortless for families to find sustainable and plastic-free baby and children’s items on the high street.
When we first opened, our shelves held just 13 sustainable toy brands, with toys crafted from five types of eco-friendly materials. Fast forward seven years, and the shop now stocks 72 sustainable children’s brands in-store, with ranges made from 24 different eco-friendly materials —including some that would surprise you, like toys made from rice or cereal! We’ve grown beyond toys too - expanding into clothes, books, kids’ accessories and baby essentials.
My own journey has shaped Timeless Toys. I studied Earth Science at University, later qualifying as a geography teacher, before moving into the charity sector, where I specialised in marketing and undertook a Postgraduate Certificate in Behavioural Change Marketing.
One of my favourite parts of running Timeless Toys is championing those leading the change and helping to move a sector beyond being the most plastic-intensive industry globally, with 90% of toys still made of plastic, and unrecyclable.
“My continued survival through some of the most challenging years in retail shows me that customers value our uniqueness and quality focus.”
Looking back, opening Timeless Toys feels like I have come full circle: blending my background in science, education and social change into a business rooted in an environmental and educational purpose. I’ve even found myself back in the classroom, delivering hands-on lessons on what toys are made from and how they’re made, as part of science and environmental curricula in schools.
My continued survival through some of the most challenging years in retail shows me that customers value our uniqueness and quality focus. With children’s items, they can feel good about buying and trust in my integrity. I’m hopeful that sustainability in toys will move from niche to norm, with independent shops like mine playing a key role in driving that shift—by curating responsibly, educating customers, and proving that quality and ethics can sit at the heart of modern retail.
What keeps me motivated is knowing that every product we choose, every conversation we have, and every child we inspire to think differently about how they shop, adds up to something larger.
Timeless Toys began as a response to my own frustration, but it’s become part of a much wider movement to rethink what play - and progress - can look like.
www.timeless-toys.co.uk
The way power moves between government and business is changing. The long-running Advisory Committee on Business Appointments, better known as ACOBA, has been shut down and its work handed to a new Ethics and Integrity Commission, alongside tighter rules on how former ministers and senior civil servants take up private-sector jobs.
At fi rst glance this might sound like a dry bit of political housekeeping. But for women in business and leadership, it could have far-reaching effects. It’s about who gets access to senior roles, how influence flows between public and private life, and what counts as ethical behaviour at the top.
WHAT’S
Commission now reviews appointments for senior officials, while the Prime Minister’s Independent Advisor keeps tabs on ministers. The new Ethics and Integrity Commission will sit above them, pulling together data and tracking standards across public life.
The goal is simple: rebuild public trust. Yet these changes matter for ambitious women who move between the boardroom and public service because they shape how talent is spotted, recruited, and rewarded.
ACOBA was meant to stop the “revolving door” problem where ex-officials walked straight into high-paying jobs with companies they once oversaw. It advised on waiting periods or restrictions, though critics said it lacked real teeth. The new structure is designed to make the system stricter and more transparent.
Under the fresh rules, anyone leaving a top government post will face closer scrutiny if they take a job in business soon after. The Civil Service
The revolving door has never spun evenly. Men still dominate senior political and corporate circles, and many informal networks that open doors remain closed to others. Women reaching top roles often do so through formal processes rather than old connections, meaning any reform that clarifies the system could actually work in their favour.
Transparency also matters for reputation. As Isabel Doverty, the fi nal chair of ACOBA, warned before the closure, rule changes alone won’t fi x the problem unless there’s a real cultural shift toward openness. For women stepping into leadership roles, that shift could be key. When decisions are made in the open, judging merit rather than relationships is easier.
“ACOBA was meant to stop the ‘revolving door’ problem where ex-officials walked straight into high-paying jobs with companies they once oversaw.”
At the same time, stricter ethics rules could bring new hurdles. If the
process becomes too rigid or confusing, it might discourage skilled people from moving between sectors. The challenge will be keeping rules fair without making the path into senior business roles harder to navigate.
Companies that rely on hiring experienced public-sector figures will need to plan further ahead. The new approach could mean longer waiting periods before some appointments are approved, and businesses will be expected to show that jobs were offered fairly.
currency, women’s reputations for collaboration and accountability may give them an edge in this new climate.
Ethics reform might sound like a bureaucratic detail, but it’s really about how power and opportunity are shared. With clearer standards and closer oversight, the old networks that once controlled access to influence may lose some of their grip.
For women in leadership, that could create opportunities. Businesses are already under pressure to prove their ethical credentials and commitment to diversity. A transparent recruitment process that champions integrity can help female candidates stand out for the right reasons. It’s not just about compliance; it’s about building credibility with investors and customers who care about how companies behave.
Many fi rms also realise that ethical leadership and gender balance go hand in hand. Studies show that companies with more women on boards tend to score higher on governance and sustainability. As public trust becomes a form of
For women in business, that creates a window to step forward and shape the culture of leadership itself. The system is being rewritten, and those who understand the new rules early will be better placed to take advantage.
The Advisory Committee on Business Appointments (ACOBA) was a non-departmental public body, which was set up in 1975 to provide advice on applications from the most senior Crown servants who wished to take up outside appointments after they left the Crown service. Since 1995, it also provided advice to former Ministers on their employment in the two years after leaving office. The committee, which was sponsored by the Cabinet Office, was chaired upon it dissolution on October 13th 2025, by Isabel Doverty.
Britain’s race toward a low-carbon future is no longer an abstract policy goal. It is a labour challenge, a training challenge, and a business opportunity.
The government’s new clean-energy workforce initiative, launched this October, is designed to close a widening skills gap that threatens to slow the country’s green transition. For companies and workers alike, it signals the start of a new industrial chapter built on renewable power, nuclear energy, and innovation.
Over the next decade, the UK will need hundreds of thousands of skilled technicians, engineers, and project managers to deliver on its clean-energy promises. From offshore wind farms to small modular reactors and large-scale solar installations, demand for technical expertise is growing faster than supply. The new plan includes funding for regional training hubs, partnerships with further education colleges, and investment incentives for firms willing to upskill their
workforce. It is being framed not as a social programme but as a national business strategy to keep Britain competitive.
Industry analysts estimate that renewables could support more than 500,000 jobs by 2035 if current targets are met. Yet employers across the sector already report persistent shortages of electricians, welders, and mechanical fitters. Many of these trades powered the oil and gas boom of the past generation. The government’s “just transition” strategy aims to channel that expertise into clean-energy roles, ensuring that experience is retained and communities remain employed as fossil fuel operations decline.
For business leaders, the challenge is twofold. Companies must invest in technology and infrastructure while also competing for scarce human capital. Offshore wind operators already face “talent bottlenecks” that delay projects and
push up costs. Smaller suppliers often struggle to match salaries offered by global energy firms, even though they form the backbone of the supply chain. New training partnerships may help by providing access to skilled recruits without adding to overheads.
The regional implications are significant. Many of the new training centres will be located in areas hit hardest by industrial decline, including Teesside, South Wales, and parts of Scotland. This could help rebalance economic opportunity away from London and the South East. Offshore wind manufacturing in the Humber, hydrogen projects in Grangemouth, and nuclear expansion in Somerset all represent long-term employment prospects that could revitalise local economies.
“Skills are now the currency of the clean-energy race. If Britain can build its talent base faster than its competitors, we’ll lead the market rather than chase it.”
Yet obstacles remain. Training specialists takes time and sustained funding, and some fear that demand will outpace delivery. Employers also need to manage short-term shortages while anticipating automation that may reshape future roles. Regions without existing energy infrastructure risk being left behind unless they act early to attract investment and establish training capacity.
A further challenge lies in perception. Many younger workers see trades as old-fashioned compared with technology or finance, yet those very skills are crucial to the clean-energy economy. A turbine technician now blends mechanical expertise with digital monitoring and safety analytics. Reframing such roles as high-tech, sustainable, and future-proof could help attract the next generation.
Private investment is following the policy signal. Energy developers are working with universities and local authorities to secure labour pipelines and practical training routes. Around the Humber estuary, for instance, energy firms are co-funding college programmes that teach real project skills such as turbine maintenance and offshore safety. Businesses want to make sure training reflects market demand rather than theory alone. This collaboration gives the initiative credibility and commercial momentum.
The opportunity for business is broad. As global demand for clean-energy skills rises, Britain can position itself not just as a producer of hardware but as a source of knowledge. Exporting technical expertise could become as valuable as exporting equipment. Companies that invest early in people and partnerships will gain a lasting competitive edge.
For investors and entrepreneurs, the message is clear. The green transition has moved from debate to delivery. Supply chains are being rebuilt, industries are diversifying, and public funding is creating fertile ground for innovation. Whether in materials science, data analytics, or workforce training, opportunities are opening for firms that think beyond short-term profit.
If the government’s plan succeeds, the payoff will be immense. A stronger skills base will speed up the rollout of renewable projects, attract global capital, and reduce dependence on imported energy. More importantly, it could give Britain renewed confidence in its industrial identity. The clean-energy revolution is not only about meeting climate targets. It is about building a workforce and an economy ready for the decades ahead.
• 500,000 potential renewable-energy jobs by 2035
• 60% of employers report difficulty hiring technical staff
• £150 million pledged for training and regional hubs
• Offshore wind capacity set to triple by 2030
Asecret trade is thriving in plain sight. On TikTok and Facebook, amid fitness reels and diet tips, sellers are offering unlicensed injections that promise dramatic weight loss. What they don’t say is that some of these products could kill you.
That chilling reality sits at the heart of the Channel 4 News investigation, Inside the Black Market for Illegal Weight Loss Jabs, which uncovers how counterfeit drugs are being sold online with alarming ease. The programme’s undercover reporter posed as a buyer and was able to purchase a fake version of retatrutide - a drug still in clinical trials and not approved for public use.
The seller offered confused dosing advice, kept the vials at the wrong temperature, and never asked basic medical questions such as weight, pregnancy status, or health history. No prescription, no screening, no oversight – just a bank transfer and a package through the post.
Retatrutide, developed by pharmaceutical company Eli Lilly, has shown extraordinary results in early studies, with participants losing almost a quarter of their body weight. But this success has fuelled a dangerous underground trade. Counterfeit versions are now circulating on social media, preying on people desperate for rapid results.
Dr Nancy Allen, an NHS GP who prescribes licensed weight-loss treatments, reviewed one of the fake products obtained by Channel 4. “I’m a prescriber, and I have never seen it in my life,” she said. “This raises serious concerns about patient safety.”
Those concerns are far from theoretical. The Medicines and Healthcare products Regulatory Agency (MHRA) confirmed that selling fake retatrutide is illegal and warned
“What Channel 4’s investigation shows, more starkly than ever, is how blurred the line between medical innovation and online exploitation has become.”
that such products may contain incorrect doses or toxic ingredients. Their message was blunt: people are putting their health – and possibly their lives – in danger.
The human toll of this new trade is already visible. Former Big Brother star Aisleyne Horgan-Wallace told Channel 4 she bought a copy of another weight-loss jab through TikTok and ended up fearing for her life. “It was the worst time of my life physically,” she said. “I genuinely thought I was going to go blind or die.”
Others are taking the same risk. Champion bodybuilder Richie O’Donnell admitted he had seen teenagers using fake jabs and had even bought some himself “in case he needed it.” Gym-goer Marcus Perry confessed: “You don’t know what you’re putting in your body … but it’s the chance you’ve got to take.”
Politicians and regulators have reacted with outrage. Dr Beccy Cooper, Labour MP and member of the Health and Social Care Committee, called the illegal sales “appalling” and said the trade “needs to be shut down.”
Eli Lilly, the company behind the real retatrutide, told Channel 4 it is now taking action against Synedica and Alluvi, two distributors named in the investigation as sources of counterfeit drugs. “Any product falsely representing itself as a Lilly investigational product may expose patients to serious health risks,” a spokesperson said.
“We are taking action to identify and remove fraudulent or unsafe content online.” Synedica’s website, which Channel 4 examined, claims its products are “not for human consumption” – yet they are readily available to consumers. The company did not respond to Channel 4’s requests for comment.
The investigation has also forced action from social media giants. TikTok and Meta (which owns Facebook, Instagram and WhatsApp) removed content flagged by Channel 4, and TikTok has since banned searches and hashtags linked to retatrutide. Both companies reiterated that selling weightloss jabs breaches their policies, but enforcement remains inconsistent, with new sellers appearing almost as quickly as old ones are shut down.
The exposé has wider implications too. Experts have warned for months about a “wild west” culture around weight-loss injections, with copycat and illegally promoted products flooding digital marketplaces. Demand is soaring, driven by the success of approved drugs such as Wegovy and Mounjaro, and opportunists are exploiting that hunger for quick fixes.
What Channel 4’s investigation shows, more starkly than ever, is how blurred the line between medical innovation and online exploitation has become. In the rush for a thinner body, unregulated sellers are trading in fear and fantasy – while users gamble with their health.
It’s easy to scroll past a post that promises miracle results, but behind every syringe lies an untested, unverified substance that could cause lasting harm. This isn’t just a story about vanity or viral trends; it’s a story about risk, responsibility, and the very real consequences of a marketplace that values profit over people.
As Inside the Black Market for Illegal Weight Loss Jabs airs on Channel 4 and streams on YouTube, one message is clear: if something promises life-changing results with no questions asked, it might cost you more than you ever expected.
My first reaction was No! Never! But Google image searches prompted further exploration.
By Tess de Klerk
Over the past few years, polynucleotides have been hailed as the next generation of skin rejuvenation treatments, promising glowing, hydrated and more youthful-looking skin without the volume or ‘fi ller’ look associated with older injectables. But what exactly are polynucleotides, where do they come from, and are they safe and effective?
WHAT ARE POLYNUCLEOTIDES?
Polynucleotides are long chains of nucleotides, the natural building blocks of DNA and RNA. These molecules are found in every living cell and play an important role in repairing and regenerating tissue. In cosmetic treatments, polynucleotides are used to stimulate the skin’s own healing processes. When injected, they help to repair damaged cells, improve elasticity and encourage hydration by boosting the skin’s natural production of collagen and elastin.
or body, while others target different concerns such as hydration, elasticity or fine lines. Well-known brands include Plinest, Nucleofi ll and Rejuran, among others. Each brand may vary in concentration, viscosity and the exact molecular weight of the polynucleotides used. These differences can influence how deeply they are injected and how they perform.
As with any aesthetic product, quality matters. Reputable, CE or UKCA-marked polynucleotide products are carefully manufactured and tested for purity.
A typical polynucleotide treatment involves small injections into the skin using a fi ne needle or cannula. The procedure is relatively quick and usually well tolerated, with minimal downtime. Some redness or swelling can occur.
Unlike dermal fi llers, the effects of polynucleotides develop gradually. Most people say they noticed improvements in texture, hydration and tone over several weeks after the treatment. A course of two to three sessions spaced a few weeks apart is usually recommended, followed by maintenance treatments every few months.
The versions used in aesthetic medicine are typically derived from highly purified salmon or trout DNA. Although the idea of fish DNA might sound less than kosher, the material undergoes rigorous purification to ensure safety and biocompatibility.
Fish DNA is surprisingly similar to human DNA in structure, and when it’s purified to medical-grade standards, it becomes biocompatible and, this is key, non-immunogenic, meaning the body doesn’t react to it as a foreign substance. Once processed, the polynucleotides act as a ‘biostimulator’ rather than a fi ller, meaning they work with your body’s own cells to rejuvenate the skin from within.
MEDICAL BACKGROUND
Polynucleotides are not new to medicine. They have been used for decades in medical fields such as ophthalmology, where they help to heal and regenerate delicate eye tissues, and in wound healing in general. Their long record in promoting repair and reducing infl ammation made them a natural next step for use in aesthetic medicine.
TYPES AND BRANDS
There are several types of polynucleotide treatments on the market. Some are formulated for specific areas of the face
“Rather than structure, polynucleotides skin quality
The results are subtle yet noticeable. Rather than changing facial structure, polynucleotides enhance skin quality and radiance, making them a good option for those who prefer a natural look.
Polynucleotide treatments are generally considered safe when administered by trained medical professionals. Because the ingredients are highly purified and biocompatible, allergic reactions are rare. However, as with any injectable, there are potential risks such as bruising, swelling or infection if not carried out properly.
However, there are some people who should avoid them. Those who are pregnant or breastfeeding, have active skin infections, or known sensitivities to fish-derived products should not undergo treatment. Anyone with autoimmune conditions or certain chronic illnesses should consult their doctor fi rst. Vegans and vegetarians may prefer to avoid them due to the very nature of what they are.
Unlike hyaluronic acid fi llers, polynucleotides are not dissolvable with an enzyme such as hyaluronidase. Th is is because they are not designed to fi ll or volumise but to be absorbed and metabolised naturally by the body over time. The material breaks down gradually, leaving behind improved skin structure and tone rather than a foreign substance.
While polynucleotides have a long record in medical use, their application in aesthetic medicine is still relatively recent. So far, studies and clinical experience suggest that they are both safe and effective. They do not create long-term distortion or migration as can occasionally happen with fi llers. Instead, they offer a regenerative approach that supports the skin’s own biology.
They are suitable for most skin types and ages, particularly for those looking to improve dullness, fine lines or loss of elasticity. They can also treat delicate areas like under the eyes, where traditional fillers may not be suitable.
While more long-term research will no doubt continue, their established medical background and efficacy makes for an interesting addition to modern skincare.
than changing facial polynucleotides enhance quality and radiance”
By Kellie Miller
“Lesley’s works examine the relationships between the natural landscape and ancient, abandoned stone structures transformed over time” of
There are multiple, concurrent truths evident in Lesley McInally’s works. While she is expressing and producing beauty and nature within her art, there are underlying themes of fragility, anxiety, death and grief.
Many artists have paradoxes in their works, which critically shape how we consume art. These should be embraced and not shied away from, as they are all part of our existence. One of the principal values of art is to gain a deeper understanding of ourselves and the human condition by posing a question: how can we recognise pure joy if we have no comprehension of loss?
Lesley’s ceramics are inspired by Expressionism, a telling influence. It is a modern movement originating in Germany at the beginning of the 20th century. The goal of Expressionist artists was to project a subjective perspective of their subject while evoking an emotional response.
The most notable artists that spring to mind when viewing her works are Edvard Munch and Vincent van Gogh, with their colourful, fragmented skies, dramatic seascapes and landscapes. Particularly, Munch’s ‘The Scream’ and ‘Anxiety’ paintings. Also, Van Gogh’s ‘Starry Night’ and ‘The Red Vineyard’ — the latter being the only painting of his which sold during his lifetime. Both of those artists’ lives were overshadowed by mental illness or the fear of it.
Munch’s works are more poignant in their portrayal of human states of heartbreak, sorrow, despair, and
depression, whereas Van Gogh’s work depicts more optimistic and uplifting scenes. Could this be his way of projecting hope and positivity to fi nd peace within himself and to give happiness to others?
In contrast, Lesley’s works examine the relationships between the natural landscape and ancient, abandoned stone structures transformed over time by the elements and by generations of human contact and interaction. With each landscape series, she captures a deep emotional response to time, erosion, seasons and prose. With a strong use of colour and an emphasis on surface textures, she aims to evoke dramatic seascapes, landscapes, and sunsets.
“I have often experienced my surrounding landscapes as an orchestral concert for the eyes. Each piece tells its own story and often takes the viewer on a nostalgic journey where one’s senses and dreams cohere.”
Another significant feature of her pieces is the inclusion of a red dot. The red dot can symbolise blood. Like blood, it is life-sustaining and the flow of life. It is linked to the family ties and heritage. What started as a focal point for her work has evolved to have a much deeper meaning. She now considers this to be her maker’s mark/signature.
Lesley’s work employs numerous layers, each imbued with messages. Some of these will be about the challenges we will inevitably encounter, whereas others will be about beauty, optimism, and hope - such are the contradictions we hold within us all. Together with the vessel nature of her pieces, she ponders how they will be held and fi lled— questions we confront throughout our lives.
Lesley is an international award-winning artist living in Canada. Her works can be seen at Kellie Miller Arts, Brighton.
Decisions That Matter by Fay Niewiadomski. The Traps of Decision-Making Bias: overconfidence, information overload, cognitive preferences and risk orientation. Four pre-emptive measures: define, defend, deploy and defy.
Like sailing in a particular season, decisions are made in a specific context and time frame. Our instruments provide data, but the environment is dynamic – external factors enter and alter the context. Nevertheless, we still have to decide how to get to our destination and with decisions come the inescapable traps of our biases.
Here are the four major traps of decision-making biases and how to recognise them:
1. Overconfidence: You are an expert. You have knowledge and well-established ideas. You have been there, done that and succeeded in the past. Moreover, you are the leader and may assume that you know best and should lead the way. Red flag: You lead the charge as your team hangs back! You feel alone.
2. Information overload: You have mountains of data, multiple reports, minutes of meetings, stacks of slide
DECISIONMAKING IN BUSINESS AND PERSONAL
By Hassan Qudrat-Ullah. Palgrave Macmillan /
Springer (2025)
A comprehensive, interdisciplinary textbook and practitioner guide showing how cognitive psychology, behavioural economics and systems thinking combine to shape decisions in individuals, teams and organisations. Qudrat-Ullah maps common cognitive traps and offers structured tools, from scenario forecasting to risk and contingency planning, plus team decision interventions and real-world cases that help leaders make defensible, repeatable decisions under uncertainty. Practical exercises and downloadable chapters support classroom and boardroom use.
decks, conflicting opinions and recommendations to review. Plus, pressure from stakeholders with different priorities and deadlines. Red flag: You narrow your focus, select fewer alternatives and “trust your gut”! You feel uneasy.
3. Cognitive preferences: We have preferred thinking and decision-making styles. Some focus on the details and slow down. Others focus on the big picture and speed up. Internally referenced people
THE PURPOSEFUL DECISION MAKER: A GUIDE TO MAKING GREAT DECISIONS IN LIFE AND BUSINESS
By Pádraig Ó Céidigh. Amplify Publishing (2024)
Written by an experienced entrepreneur, this practical guide mixes personal stories with clear frameworks to help leaders make value-aligned, strategic decisions. Ó Céidigh introduces the “safe-harbour” idea — using core values, people and purpose as an anchor — then explains analytic tools to surface hidden biases, anticipate unintended consequences, and structure group decision processes so choices remain consistent, resilient and purposeful. Short, actionable chapters aimed at entrepreneurs and executives
decide based on personal principles and beliefs. Externally referenced colleagues focus on the pragmatics of cost-benefit analysis. Red flag: Are you stereotyped as Deliberate and Determined or Impulsive and Opportunistic? You feel misunderstood.
4. Risk orientation: Are you optimistic or risk-conscious about the outcome of your decisions? Is the half-empty or the half-full glass your default? Are you willing to
take hard decisions and push back? Or, do you prefer to conform to corporate and social expectations? Red flag: Are you seen as the Conservative Critic or the Exuberant Optimist? You feel puzzled. Why don’t they see what I see?
So what can you do about the traps of decision-making biases? Here are four pre-emptive measures:
1. Define - decision types as routine and recurrent, reversible and
BREAKING BIAS: WHERE STEREOTYPES AND PREJUDICES COME FROM AND THE SCIENCE-BACKED METHOD TO UNRAVEL THEM
By Anu Gupta (foreword by the Dalai Lama).
Hay House (2024)
Blending neuroscience, mindfulness and practical toolkits, Anu Gupta offers a step-by-step method (the PRISM toolkit) to identify, unlearn and replace personal and organisational biases. Written for leaders and HR/professional audiences, it maps how identity-related biases shape decisions and gives concrete exercises to reduce biased judgments in hiring, performance management and policy choices - aiming to boost inclusion and better business outcomes.
fixable, consequential and irreversible. Apply fast, medium and slow decision-speeds accordingly. Look behind you, is your team with you or not? Hubris (overconfidence) has been the downfall of many a hero.
2. Defend - Your non-negotiable ethical principles. Develop pre-prepared, practical, assertive responses and actions to protect your personal integrity. Consult those whose integrity you admire.
3. Deploy - a cognitively diverse team with whom to consult. Select one or two people who think and work differently from you and have them as your MasterMind Team. Remind yourself that superheroes are fictional characters.
4. Defy - learn to say “No!” without guilt. Also develop ways of saying “No” without actually vocalizing the words. Your non-verbal cues are a formidable way of communicating who you are. You do not want to be bullied into unjustified risks.
In all cases, listen more intently and have those difficult conversations you have been postponing.
Fay Niewiadomski is an award-winning change management strategist, leadership coach and the author of Decisions That Matter.
MACHINE: WHY BIG SYSTEMS MAKE TERRIBLE DECISIONS
By Dan Davies. Profile Books (2024)
A sharp analysis of how modern institutions and systems outsource decisions to processes, rules and opaque algorithms, creating “accountability sinks” where no one owns outcomes. Davies traces the historical and managerial drivers of industrial-scale decision automation and shows how diffused responsibility produces perverse outcomes in markets, governments and firms. He critiques prevailing management orthodoxies and offers conceptual fixes to restore clearer accountability and feedback. Accessible, polemical and evidence-based.
By Tess de Klerk
London is one of the world’s most popular cities for tourists, drawing millions of visitors every year. Its history, architecture and endless things to do make it irresistible. Yet, for those of us lucky enough to have such easy access, it’s easy to forget just how extraordinary the city is. We might default to the usual routines - an
evening in the West End followed by dinner at a great restaurant - but that doesn’t do our capital city justice. Beyond the famous landmarks and crowded attractions you’ll fi nd many interesting places and experiences that even locals may have never heard of. Here are 15 hidden treasures to remind you of just how cool London is.
Tucked near Marble Arch, Frameless redefines how we experience art. Instead of simply viewing masterpieces on walls, you step inside them. Th rough projections, music and movement, you’re surrounded by the works of Van Gogh, Monet and Klimt in vast rooms that feel alive. It’s an unforgettable blend of technology and creativity that stirs every sense.
Hidden on a quiet Chelsea street, John Sandoe Books is the kind of shop every book lover dreams about. Its narrow wooden staircases and overflowing shelves create an atmosphere of discovery. The staff know every corner and can recommend gems you won’t find on bestseller lists. It’s literary London at its most authentic.
High above the ground in Kew Gardens, the Treetop Walkway offers a bird’s-eye view of one of London’s greenest corners. Rising 18 metres into the air, it lets visitors wander through the leafy canopy, listening to birdsong and the rustle of branches. The steel structure gently sways, giving a sense of floating among the trees.
Rumoured to be London’s oldest wine bar, Gordon’s feels like stepping into another century. Candlelight fl ickers against stone walls and low ceilings, creating a cosy, cave-like setting beneath Embankment. The extensive wine list, paired with generous cheese platters, makes it a perfect hideaway after a walk along the Thames. Time seems to stand still here.
THE HUNT FOR THE CHESHIRE CAT
For something truly unusual, join the Hunt for the Cheshire Cat, an immersive treasure-hunt-style experience through London’s streets. Inspired by Alice in Wonderland, it mixes storytelling, puzzles and performance. Participants uncover clues in hidden corners of Covent Garden and beyond, discovering quirky parts of the city while meeting colourful characters along the way.
3 4 5 6 8
Beneath the Freemasons Arms in Covent Garden lies one of London’s most unexpected relics: an original skittle alley from the 18th century. Long before bowling lanes became common, skittles was the game of choice. The alley is still playable and can be booked for private groups, offering a rare glimpse of Georgian-era entertainment.
Few know that behind Westminster Abbey a tranquil community space called the Onion Garden. Filled with herbs, wildflowers and fruit trees, it’s a haven for bees and butterfl ies. Volunteers tend the garden, which celebrates sustainable urban planting. It’s a surprisingly peaceful spot just moments from the political bustle of Parliament Square.
orchids.
Tucked within the Wallace Collection near Marylebone, the conservatory is an elegant glass-roofed space perfect for a quintessential afternoon tea. Guests can enjoy delicate sandwiches, scones and cakes surrounded by art and natural light. The Wallace Collection itself is a masterpiece of art and design, but the tea experience feels like a refined secret all its own.
of London’s most unexpected green spaces within the concrete heart of the Barbican. Conservatory houses over 1,500 species tropical plants, including palms, ferns and orchids. Water features and koi ponds add to the atmosphere. It’s free to visit and feels like escaping to a secret rainforest in the middle of City.
The Electric Cinema is one of the oldest working cinemas in Britain, but its charm lies in its luxurious comfort. Instead of ordinary seats, there are plush leather armchairs, footstools and even beds in the front row. With lamps at each seat and cocktails available from the bar, it’s the most stylish way to watch a fi lm in London.
Beneath the streets of Clerkenwell lies a fascinating slice of London’s history. The Postal Museum tells the story of the city’s communication networks, from Victorian mail coaches to wartime innovations. The highlight is the Mail Rail, a miniature underground train once used to move letters around London. Now visitors can ride it themselves, through tunnels that few ever knew existed.
Established in 1798, Rules in Covent Garden is officially London’s oldest restaurant. Its plush red interiors, portraits and velvet curtains ooze history. The menu focuses on classic British dishes such as roast grouse, steak and kidney pie and sticky toffee pudding. Dining here feels like stepping back in time, with impeccable service and old-fashioned charm to match.
One of London’s newest and highest free viewing platforms, Horizon 22 sits atop 22 Bishopsgate in the City. At 254 metres high, it offers unmatched views across London’s skyline, from the Shard to St Paul’s Cathedral. Entry is free, but booking is essential. Whether by day or at sunset, the view is breathtaking.
Following the path of a disused railway line, Parkland Walk runs between Finsbury Park and Alexandra Palace. It’s London’s longest nature reserve and a favourite among walkers and cyclists. Along the way, ivy-covered bridges, graffiti art and even a hidden sculpture of a mythical creature appear. It’s a wild green corridor connecting urban north London with tranquillity.
Tucked away within Hampstead Heath, Golders Hill Park hides a small but delightful zoo. It’s free to visit and home to lemurs, deer, exotic birds and ring-tailed coatis. Families love it for its informal charm, while nearby flower gardens and ponds add to the sense of serenity. It’s a charming surprise within one of London’s most beautiful parks.
By Fiona Shafer, Managing Director of MDHUB
Aptly named after a village in the Catalan Pyrenees, home to a unique hydroelectric power plant built deep inside a mountain, which has inspired both the technology and the sculpted, sharp, futuristic style vehicle design.
My heart sank slightly when I read on Cupra’s official website that driving a Cupra was going to be an “emotional experience.” Sadly, it would not be the fi rst time during the review that I felt the whole experience said more about Cupra as a brand than about the overall experience for the most important person in the room – the driver, especially as this particular model does not come cheap.
With a starting price of £47,350 and a top entry level of £62,180, the Tavascan V2 sits midway at £53,782.00. Please don’t forget that brand-new EVs over £40,000 also come with an additional £425 a year in vehicle tax. Add in the fact that the prices are without the Winter Pack option if you want heated seats, a heated windscreen, and a heat pump, which at £1,335.00 I hope would come as standard, you can see why it is pricey.
Perusing the 35-page technical specification was akin to looking out for the hidden extras on an easyJet fl ight, so be careful to read it before purchasing. It is a cleverly written piece of marketing that throws in big warranties at the end – including a five-year manufacturing warranty, three-year paint warranty, an eight-year battery warranty or 100,000 miles (whichever comes fi rst), a 12-year body protection warranty, a 24-month Cupra parts warranty and finally, Cupra roadside assistance including European cover. But would you keep it that long?
If you are a hardcore fan of futuristic sci-fi movies, you will likely love the look and feel of this car and derive immense pleasure just from sitting in it, even if you don’t actually drive anywhere.
‘Cupra’ means ‘copper’ and the colour flows through the
car design from its insignia, to the dashboard, to the door handles, right to the twinkly star lights in the door panel. There is an array of ambient lighting colours that you can change and super comfy sports seats – see, I told you – you would not want to go anywhere. But the quality of all the trims is really quite poor, and I worried about marking and breakages, especially on the interior door handles, which look rather fl imsy, and the cupholders, which look made for Pyrenean mountain elves.
The infotainment screen is huge and looks disproportionate to both the dashboard and the cockpit dials. Once again, it felt like more style over substance, and you had to hunt around for anything remotely useful. I was, though, intrigued to try out the AI assistant called IDA (a name with Germanic origin, referring to hard-working women), and even that was underwhelming. Despite using my best dictation to ask IDA, ‘how far is it from Haywards Heath to London?’, the reply was – ‘I have not learnt that yet!’ Alternatively, IDA’s default was, ‘Cupra is made in Spain,’ which is not entirely accurate as the Tavascan is actually made in China. IDA and I did not speak for the rest of the journey….
TECH STUFF
Model tested: Cupra Tavascan V2
Power: 286 PS
Speed: 0-62 - 5.5 secs
Top: 111 mph
Range: 299-353 miles
Price from: £53,845
“There is an array of ambient lighting colours that you can change and super comfy sports seats ”
The buttons on the steering wheel were also disappointing from a functionality perspective: you had to press them very hard to make anything happen, which I have never experienced before in any car I have driven, and it looked like this was a key area where expense had been unnecessarily spared.
It transpired that one of the most useful parts of the interior was a ‘Wild Animal’ warning sign, hugely useful to me as I live in an area dangerously overpopulated by deer, and the car picked up on all of the ‘hot spots’, which was pretty impressive.
So how does it drive? The Tavascan is stealth-like and is beautifully and seamlessly quick. It will reach 0.60 mph in 5.5–6.8 seconds. The brakes take a little getting used to as there is a slight delay before they bite – it’s not dangerous, and to reassure anyone thinking of buying one, you will be pleased to know that the Tavascan has a 5-Star rating in the Euro NCAP safety rating table.
6.5 /10
• It’s an electric SUV with a sporty edge, and the design will turn heads
• Battery range 299 – 353 miles (depending on which battery you choose)
• A lot of good leasing deals around on it at the moment, and it’s worth a try.
• It’s an expensive and contrary car.
• Build quality looks a bit naff – you might want to check out the nearest competitors – Audio Q4 e-tron and the Skoda Enyaq
• No rear pockets on the back seats, plus the back of the front seats are really hard on the knees.
• Very dark in the back of the car unless you get a Panoramic roof fitted – yet more expense.
GUILDFORD ADAMS-SWEETING LECTURE
BY DAME WENDY HALL
An academic lecture delivered at the University of Surrey featuring Dame Wendy Hall, covering current topics in computing, AI and digital futures.
Rik Medlik Building, University of Surrey November 12th
www.eventbrite.com/e/adams-sweeting-lecture-by-damewendy-hall-tickets-1589842524789
BRIGHTON BRIGHTON BUSINESS EVENT – EMPLOYMENT LAW & HEALTH & SAFETY SEMINAR
A half-day seminar offering updates on employment law and health & safety obligations, intended for business owners, HR and operations staff; gives practical guidance and riskmanagement tools.
Brighton & Hove Albion Superstore, Falmer November 5th
www.eventbrite.co.uk/e/brighton-business-event-expression-ofinterest-tickets-1728246595089
WOKING
WEST SURREY FAMILY HISTORY FAIR
A gathering for genealogists and history buff s offering local family history societies, expert talks, genealogy stalls, record help, and networking with fellow researchers. A full day event to dig into heritage and ancestral connections.
Woking Leisure Centre, Surrey November 8th
www.one-name.org/mc-events/west-surrey-familyhistory-society-fair-saturday-8-november-2025/
GUILDFORD SURREY HILLS HALF MARATHON
A scenic half-marathon route through the Surrey Hills and countryside, guided and open to various fitness levels. Runners experience beautiful landscapes and local landmarks along the route.
Surrey Hills nr Guildford November 30th
https://findarace.com/events/surrey-hills-half-marathon
NR HORSHAM LEONARDSLEE COMEDY CLUB
A relaxed, intimate stand-up comedy evening held outdoors in garden surroundings. Local and touring acts perform in a unique setting, good for friends, couples or anyone wanting a lighter evening out.
Leonardslee Lakes & Gardens, Lower Beeding, Horsham, West Sussex November 7th www.leonardsleegardens.co.uk/all-events/ leonardslee-comedy-club-
HERSTMONCEUX WINTER COMETS AND CURRY AT THE OBSERVATORY SPACE CENTRE
Join an informal but informative evening with a guest speaker, warming curry (vegetarian or meat), then head outside to try and spot meteors from the Leonids & Taurids showers. If weather permits you’ll also look through historic large telescopes; if not, there’s a tour and exclusive dome tour instead. Adults only.
Herstmonceux Castle Estate, The Observatory Science Centre, East Sussex BN27 1RN November 15th www.the-observatory.org/events/winter-comets-and-curry
A large business show with exhibition stands, networking opportunities and local enterprise exhibits. Designed to help businesses connect, promote services and engage with the wider Surrey business community.
Hilton, Woking, Surrey November 7th www.wokingchamber.org.uk/events/ 2025-11-07-woking-means-business-2025
MIDHURST MIDHURST JAZZ, BLUES & FOOD FESTIVAL
A newly-launched festival combining live jazz/blues performances, food stalls, local culture. Spread across venues in Midhurst.
Midhurst, West Sussex November 14th-16th midhurstjazzandblues.com
