The great wealth transfer Surrey Business Awards FINALISTS ANNOUNCED Gatwick go-ahead
THE BIG STORY
Commercial
Business
Business
BIG STORY
34 Giorgio Armani
The iconic Italian fashion deisgner and businessman has died, aged 91. What now for the House of Armani, given his instructions in his Will?
NEWS
10 National news
A round up of important business stories from around the world
14 Local news
A look at the business news stories across the South East EVENTS
6 The Platinum Club
The Platinum Club took flight at the newly-acquired Brighton i360
20 The Sussex Business Show
A report on the highly-successful, innovative one-day expo at Brighton’s Corn Exchange
24 Surrey Business Awards
Finalists announced; tickets on saleand they’re going fast!
PLATINUM MEDIA GROUP
40 Sussex Business Awards
Entries have closed, judging has started, and tickets are on sale. Whatever you do, don’t miss out.
44 Brighton & Hove Business Awards
The biggest day in the city’s business calendar. All the winners and highlights from this prestigious event
58 Sussex Cricket
The upcoming fireworks night at Hove Cricket Ground
BUSINESS
60 Cleankill
Summer was all about the buzz. Which creatures to protect, and which ones to call the expert in for
LEGAL
22 Monan Gozzett
The Inheritance Tax loophole you’ve never heard of
30 DMH Stallard
The Renters Rights Bill - a help or a hindrance to landlords and tenants?
32 DMH Stallard Commentary
“Delay is the enemy of progress”
42 Mayo Wynne Baxter
With new legislation introduced, Nick Stockley explains the ‘Restructuring Plan’ part of the Bill.
FINANCE
18 Kreston Reeves
The great wealth transfer. £5.5 trillion to be inherited in the next 20 years
28 HJP
Protecting yourself against the unexpected
52 BDO
How South East business can create resilient supply chains
TRAVEL
62 Hotel Indigo, Coventry
A stylish hotel set in this historical city
MOTORING
64 The ‘perfect’ AI supercar
Paul Jacobelli of Romans International ran the numbers for AI to come up with the ultimate supercar
Know your future with cashflow modelling
‘Am I saving enough money?’ ‘When can I afford to retire?’ ‘How long will my pension last in retirement?’ Most of us have asked ourselves at least one of these questions. They’re difficult to answer because they not only depend on your individual circumstances – your current lifestyle, your existing financial position, your future plans – but also on events that may be outside your control, such as inflation and investment performance.
You don’t need a crystal ball to understand your future finances. By using cashflow modelling, a financial adviser can help provide clarity and help answer these all-important questions.
What is cashflow modelling?
Cashflow modelling helps you understand how long your money could last in retirement. Your adviser will provide you with a cashflow illustration, mapping your savings and investments, year by year.
The personalised illustration considers factors like your current saving and investing, spending patterns, target retirement date and future aspirations. It also factors in inflation, investment performance, and your life expectancy.
How could cashflow modelling help me?
Cashflow modelling provides a powerful insight into your future finances and can help you see if your goals are achievable and whether you need to make any changes to your plans or saving and investing habits.
What if my plans change?
Cashflow modelling is especially useful when it comes to exploring the impact of any potential changes to your plans. Your adviser can help you to ‘rehearse’ your future by exploring how different scenarios might affect your financial position.
Some of the scenarios may include:
• Delaying or bringing forward your target retirement date
• Taking more or fewer holidays in retirement
• Investing a greater proportion of your money in the stock market
• Accessing your pension via income drawdown instead of buying an annuity
• Gifting money to children and grandchildren
What happens next?
Once you’re clear on your future goals, your financial adviser can create a personalised financial roadmap to help you achieve your ambitions.
Cashflow modelling isn’t a once-and-done exercise. Circumstances change, and it’s important that these changes are reflected in your financial plan.
Life may feel uncertain, but your finances don’t have to be. To gain clarity over your future finances, book a consultation with one of our financial advisers today.
We live and work local to you. We would be delighted to help you and your family achieve financial clarity and stability.
Paul Cannons Director, Wealth Manager
E:
paul.cannons@brewin.co.uk
16 Lonsdale Gardens, Tunbridge Wells, TN1 1NU
T: 01892 739580
W: brewin.co.uk/royal-tunbridge-wells
The value of investments, and any income from them, can fall and you may get back less than you invested. This does not constitute tax or legal advice. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. You should always check the tax implications with an accountant or tax specialist. Investment values may increase or decrease as a result of currency fluctuations. Information is provided only as an example and is not a recommendation to pursue a particular strategy.
WELCOME
Welcome to the October issue of the most read business magazine.
This issue is packed with useful information from an array of leading business experts, covering subjects such as building resilient supply chains, mergers and acquisitions, the Renters Rights Bill, wealth transfer, corporate restructuring, inheritance loopholes, cyber attacks, and much, much more.
We work hard every month to ensure we bring you a vast array of subjects and a vast amount of free information to help you with your business.
Our Big Story features the passing of Giorgio Armani and the oddity of his billiondollar will.
We are also well into awards season with the sell-out Brighton & Hove Business Awards (BAHBAs) completed and all the winners revealed in this issue, and the preparation for the Surrey Business Awards and, the last of the season, the 37th year of the Sussex Business Awards. Tickets are now available for both events on the Platinum website.
Dynamic Magazine is inside, the magazine devoted to women in business and likewise, that is packed with invaluable information.
HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk
As we reach the 17th year of the most efficient, effective and enjoyable networking forum in the South East, we decided to celebrate with the new owners of the Brighton i360 - and managed to take a flight just as the sun set.
Over 60 senior business leaders enjoyed a superb event with wonderful canapés and Champagne supplied by the i360 crew and the new owner, Sarah Willingham of the Nightcap Group gave a short welcome speech.
The Platinum Club is fully hosted, and relevant introductions are made throughout the evening.
If you would like to join, get in touchinfo@platinummediagroup.co.uk
ANNUAL MEMBERSHIP NO LONGER REQUIRED. PAY PER EVENT – APPLY NOW
Platinum Club hosts Maarten Hoffmann (Managing Director, Platinum Media Group); Fiona Graves (Events Director, Platinum Media Group)
Robin Warner (Financial Planner, Benchmark Financial Planning); Clive Gordon (Director, Gordon Group Promotions); Paula Seabourne Gordon (Founder, Minds Matter Now)
Dr Adam Jones (Principal Lecturer, Help to Grow University of Brighton); Robin Warner (Financial Planner, Benchmark Financial Planning); Rebecca Geer (Mortgage Adviser, Oakdene Mortgages); Nicholas Hallam (Board Advisor & Executive Coach, Actuate)
Sarah Willingham (Founder, Nightcap/Brighton i360)
We meet once per month, excluding August. If you would like to attend an event, please get in touch info@platinummediagroup.co.uk
As annual membership is no longer required, we look forward to welcoming you to the most effective, enjoyable and lively networking group in the South
Rachel Innes (Associate Solicitor, Monan Gozzett); James Turner (Head of Commercial, Creative Pod)
❛❛ WE SEE THE PLATINUM CLUB AS AN IMPORTANT AND INTEGRAL PART OF OUR BRAND AWARENESS STRATEGY, THROUGH INTERACTIONS WITH WELL CONNECTED BUSINESS PEOPLE AND OTHER INFLUENCERS. IT IS WELCOMING AND GREAT FUN TOO! ❜❜ MATTIOLI WOODS
Nathan Beda (Lettings Director, Mishons); Francesco Pearson (Property Developer & Investor, Hollistree Property)
Katie St Laurence (Client Partner, Brilliant Noise); Ian Trevett (Head of Digital, Marketing 101)
❛❛ SIMPLY THE MOST EFFICIENT AND FUN EVENT IN THE REGION. THE ONLY NETWORKING EVENT I EVER ATTEND ❜❜ MERCEDES-BENZ
❛❛ THE PLATINUM CLUB IS A REALLY WELL ORGANISED NETWORKING GROUP, WITH THE HOSTS HELPING TO FACILITATE TO ENSURE WE ALWAYS MAKE USEFUL NEW CONTACTS AT EACH EVENT ❜❜ LLOYDS BANK
Neil Laughton (Founder & CEO, Laughton & Co); Simon Haffenden (Head of Facilities & Events, The GelBottle Inc)
Gilva Tisshaw (Director, Tisshaws Family Law Solicitors); Kevin Boyd (Founder, Sussex Mortgages); Michelle Peel (Co-Founder, Mottainai Solutions)
Maarten Hoffmann (Managing Director, Platinum Media Group); Sarah Willingham (Founder, Nightcap/Brighton i360)
Andrew Clark (Relationship Director, Lloyds Bank); Tom Walker (Business Development Manager, NatWest)
ALL BUSINESS IS BASED ON RELATIONSHIPS, AND PLATINUM GIVES YOU THE PLATFORM TO CREATE THE MEANINGFUL HUMAN CONNECTIONS THAT MATTER
BAILEY & FRENCH
Maarten Hoffmann (Managing Director, Platinum Media Group); Lesley Alcock (Commercial Director, Platinum Media Group); Adrian Alexander (Partner, FRP Advisory)
Richard Zinzan (archArchitects); Julia Weeks (Consultant, Brighton & Hove Tourism Alliance)
Emma Cleary (Director, Flexibility Matters); Natalie Montagnani (Founder, Ignite)
DMH
Neil Laughton (CEO, Laughton & Co); David Mindham (MD, Carnegie Group)
Fiona Shafer (Managing Director, MD HUB); Kate Burgess (Solicitor, Cripps); Francesca Harrison (Associate, Cripps)
Kate Partridge (Partner,
Stallard); Oliver Butts (CEO, English Soap Company); Nick Ades (HSBC)
JLR’S WOES HAVE KNOCK-ON EFFECT FOR SUPPLY CHAIN
It could take months before the benefi ts of Jaguar Land Rover resuming production filters down to the supply chain, a chamber of commerce said.
JLR has said it would resume some production in the “coming days” after a cyber-attack forced the carmaker to suspend operations. At the weekend it emerged the government will underwrite a £1.5bn loan guarantee to the company in a bid to support its suppliers.
Chief executive of Coventry and Warwickshire Chamber of Commerce Corin Crane said it replies to a survey it carried out indicated one in six businesses were already making redundancies with others putting workers on zero-hour contracts.
IMGUR BLOCKS UK USERS
Image-hosting platform Imgur has blocked people in the UK from accessing its content. Millions use Imgur to make and share images such as memes across the web, particularly on Reddit and in online forums.
However, on September 30th, UK users attempting to access Imgur were met with an error message stating “content not available in your region,” and Imgur content shared on other websites also stopped displaying.
The UK’s data watchdog, the Information Commissioner’s Office (ICO), said it recently notified the platform’s parent company, MediaLab AI, of plans to fine Imgur after probing its approach to age checks and use of children’s personal data.
NATIONAL NEWS
AI STILL A MYSTERY TO MANY TATA LOOKS TO GET ROUND US TARIFFS
British Steel has made the unusual move to sell slabs of metal to its rival Tata Steel, as the latter sought ways around Donald Trump’s proposed tariff rules.
The Scunthorpe steelworks in Lincolnshire – now controlled by the UK government –provided slabs made in its blast furnaces to Tata’s operations in South Wales in recent months, according to steel industry sources.
Indian-owned Tata was seeking ways to avoid threatened US tariffs on steel not sourced from the UK, while its Welsh operations were reliant on buying slabs from elsewhere. However, the proposed rules were later dropped after the UK and the US failed to reach an agreement.
New data has revealed that almost half (41%) of UK businesses have a significant knowledge gap of AI. What’s more, over half (52%) of UK businesses believe it is this lack of understanding that is the main barrier to the adoption of AI within their business. And it seems with a lack of understanding comes a lack of trust, as the study uncovered that half of UK
businesses don’t trust AI (50%) either.
But the findings showed that even with sceptical sentiment around AI, it seems that business owners can clearly see the benefi ts, with over three quarters (78%) seeing AI as a means of increasing operational efficiency, and over half (53%) believing creativity and innovation are key benefi ts.
❛❛Tolerance will reach such a level that intelligent people will be banned from thinking so as not to offend the imbeciles. ❜❜
Fyodor Dostoyevsky
OVO CASTS DOUBT OVER ITS FUTURE
Ovo Energy has cast doubt on its future as one of Great Britain’s largest domestic gas and electricity suppliers after failing to meet the regulator’s financial standards. The company, founded by the green energy entrepreneur Stephen Fitzpatrick, said in its latest financial accounts that there was “uncertainty” around the plan it had agreed with the regulator to
improve its capital position.
“This creates a material uncertainty which may cast significant doubt on the group’s and company’s ability to continue as a going concern,” it added. Ovo is one of three suppliers that have failed to meet new financial resilience standards put in place after the energy crisis caused dozens of firms to collapse.
HSBC WARNS CUSTOMERS OF COMPROMISED DATA
HSBC has warned business banking customers that personal identification documents submitted during account applications may have been compromised following unauthorised access to a third-party platform. In an email sent to customers, the bank confirmed that identity documents,
ROYAL MAIL TO HIRE 20,000 SEASONAL STAFF
Royal Mail has announced it will recruit 20,000 seasonal staff to help bolster deliveries for the Christmas period.
New positions will be opened at two parcel hubs, four sorting facilities in 37 mail centres across the UK in time for Black Friday, Cyber Monday and the Christmas rush. Royal Mail will hire 3,000 delivery and collection positions along with 2,000 temporary HGV and MGV driving roles.
12,000 mail centres and sorting positions will become available, Royal Mail will hire 2,000 people in Scotland, 600 in Wales and 400 in Northern Ireland.
Jamie Stephenson, Royal Mail’s interim chief operating officer, said, “As we do every year, we will be pulling out all the stops to make Christmas special for our customers.”
FTSE ON TRACK FOR BEST QUARTER IN THREE YEARS
London’s leading share index it is on track for its best quarter since 2022. The FTSE 100 dipped four points, or 0.05%, to 9,295.61 with little corporate news to drive sentiment. However, over the third quarter, the index has risen by about 6%. In the fourth quarter of 2022, it rose 8%. The pound has edged 0.16% higher against the dollar to $1.34, and yields on UK government bonds were down across the curve.
GSK was among the risers, adding to gains yesterday after it announced that its long-standing chief Emma Walmsley was stepping down.
images and contact details provided when opening a business account were exposed in the breach. HSBC stressed that its own systems remained unaffected, with passwords, PIN codes and biometric security such as Voice ID uncompromised. The breach raises concerns about potential
identity theft and fraud. HSBC said there was no evidence of fraudulent activity arising from the incident so far, but urged customers to monitor their accounts, credit reports and bank statements closely for suspicious activity.
DYSON PROFITS FALL
Profits at Dyson nearly halved during a “difficult” year in which the home appliances business, founded by the billionaire Sir James Dyson, cut more than a quarter of its UK workforce.
Dyson, which has been based in Singapore since 2019 in a move to “future proof” the company, said it had sold 20m products during the year, more than ever before.
But it still reported a fall in revenues of more than £500m to £6.5bn, according to accounts filed in Singapore.
One-off issues were to blame, compounded by sluggish economic growth and flagging consumer confidence, the company said, including the strength of the pound against the currencies of economies in Asia.
❛❛The less talent they have, the more pride, vanity, and arrogance they have. All these fools, however, find other fools to applaud them. ❜❜
Erasmus
CMA:
‘DEEPLY CONCERNING’ RISE IN FUEL MARGINS
COSTA COSTS NOT A LOT
UK fuel retailers are hitting British motorists with historically high profit margins, new data shows. The fuel margins raked in by supermarkets and other fuel retailers rose in the last three months, the Competitions and Markets Authority reported at the end of September.
The CMA says fuel margins remain “far” above historic levels. Its data shows that supermarket fuel margins stood at 4% in 2017, but more than doubled to an average of 8.4% in the first half of 2025. Non-supermarket fuel margins were 6.4% in 2017, but the first half of this year averaged 9.8%. The CMA says the increase is “deeply concerning” because fuel margins – a key indicator of retailer profit – remain far above historic levels.
RECORD SHARE OF UK RENEWABLE ENERGY CREATED
Renewable energy sources generated a record share of the UK’s electricity for the three months to the end of June, according to government figures. Wind, solar, hydro and bioenergy together accounted for 54.4% of all the UK’s electricity generation during this period, said the Department for Energy Security and Net Zero. This represented a 2.8% increase over the same period last year.
The new record was partly driven by a 10% increase in offshore wind generation and a 27% increase in solar output compared with the three months to the end of June last year. Solar generation reached a record high share of 11% of all generation after the UK experienced the sunniest spring on record.
Co Op cyberattack: 64% phishing surge among businesses as other cyber-threats decline
The Co-op recently revealed that a cyber-attack in April cost the retailer more than £206m in lost sales, disrupting payments, leaving shelves empty, and exposing the data of its 6.5 million members. And it’s not an isolated incident. Marks & Spencer, Harrods, and Jaguar Land Rover have all suffered major breaches this year, costing over £500million, underlining the rising cost of cybercrime in 2025.
Interested in the stats, analysis by Digital PR agency Reboot Online of ICO data shows just how widespread the problem is becoming. With half of UK businesses reporting an attack in the past year, the findings highlight which sectors are most at risk, how reporting lags leave firms vulnerable, and which cyber threats are growing the fastest.
Key findings:
• 14% of all incidents were not reported until more than one week after
• The marketing sector reported the largest growth of cyber security incidents at +190%
• Phishing reports increased the most of all incidents by 64% - an average of 12 per day
Which cybersecurity incident had the biggest increase in reports last year?
At the other end in sixth place is denial of service, as the ICO was alerted to one occurrence of the attack in 2024, compared to the six reported in 2023.
Which industry has seen the biggest increase in cyber security incidents?
The ICO received 3,366 reports of phishing between January 2024 and September 2024 – the equivalent of 12 phishing incidents a day. Compared to 2023, it represents a 64% increase in year-on-year phishing incidents.
In second place there were 362 cases of malware. Despite this, it was an 8% fall from 2023, where there were 395 malware incidences.
Reboot Online found that the marketing sector reported the largest year-on-year percentage growth for cyber security incidents. With an additional 76 reports in the first three quarters of 2024, there was a 190% increase compared to those in 2023.
The membership association saw the second largest growth from 2024, with 84% more reports at 215. While social care reported 266 incidents in 2024 - up 74% in the first three quarters of 2023
Which industry has seen the biggest decrease in cyber security incidents?
Media reported the largest decrease in cyber security incidents, with 68% fewer than in 2023 - down to just 15 reports.
Regulators reported 47% fewer incidents in 2024, while finance, insurance and credit noted 40% fewer.
How long did it take businesses to report incidents?
Digital PR agency Reboot Online discovered that during the first three quarters of 2024, the majority of incidents were reported between 24 and 72 hours after the breach - up 26% from 2023 - accounting for 51% of all reports.
Thankfully there was a 14% reduction in the number of reports made by businesses more than one week after the incident occurred, claiming 15% of all reports. However, there was also a 12% decrease in those made within 24 hours.
Venky Sundar, Founder and President of Indusface explains why cyber security training is so important for businesses: “With data breaches costing businesses an average of $4.45 million globally in the last year, it raises the question of just how critical it is for organisations to provide employees with comprehensive training on what constitutes sensitive data and how they can protect it, as well as what is at stake if they do not adhere to the policies.
“And training doesn’t have to be monotonous, for example setting up phishing email simulators to engage the team and allow them to see the potential dangers in action. These simulations show how quickly and easily attacks can happen, helping employees develop practical, hands-on skills for spotting suspicious activity.
“Cybersecurity threats evolve constantly, so training should be regular, not a one-time event. Regular training and guidance will ensure that employees receive tailored guidance on securing their work equipment, home offices, use of VPNs, and recognising the unique threats posed by both in-office and home working environments.”
NEW PURPOSE FOR FORMER EASTBOURNE HOTEL SITE
A seafront hotel in East Sussex which burned down six years ago could be replaced by a block of 65 residential apartments.
The Claremont in Eastbourne was destroyed by a fire in November 2019 and torn down the following year after its structural damage worsened during a storm.
Eastbourne Borough Council has now revealed plans for the a development which it said would be designed to be “sensitive to its surroundings”. Local residents have been invited to view the full proposals and give feedback at an event at The Towner in Eastbourne.
The new development will be named either The Claremont, Devonshire House or Pier View.
FREEDOM WORKS EXPANDS TO LEATHERHEAD
The independent flexible office provider Freedom Works is expanding into Surrey and is set to transform Leatherhead’s business landscape with the launch of a new 30,000 sq. ft site, opening in January 2026.
Offering private offices, desks and conference spaces for start-ups and growing SMEs, the new Surrey location marks a significant milestone for Freedom Works, representing its first venture into the M25 corridor.
Enquiries for flexible office space were up 14% yearon-year by the end of Q2 in 2024. Freedom Works says its ongoing success reflects its ability to capture this rising demand by offering well-located, high-quality work environments equipped with the tools that enable businesses to operate productively and scale effectively.
LOCAL NEWS
❛❛ By working faithfully eight hours a day you may eventually get to be the boss and work twelve hours a day ❜❜
Robert Frost
WEST SUSSEX COUNCILS SUBMIT BUSINESS CASE
West Sussex councils have submitted a joint Business Case and individual preference letters to central government, proposing their preferred models for local government reorganisation in the county. The proposals respond to the Government’s ambition to develop alternative options to the current two-tier council system. This submission follows meetings held across all West Sussex councils over recent weeks, where councillors discussed the joint Business Case. Councils have worked closely together with a shared commitment to delivering the best outcomes for the people of West Sussex. All councils across West Sussex have taken the collaborative approach to develop this Business Case.
CARE COMPANY GROWS ITS SERVICES
A Brighton-based company specialising in the provision of personal and nursing care has its sights set on expanding its services nationally, thanks to a £400,000 funding line from Pulse Finance.
Alpha May Care First specialises in providing a wide range of personal and nursing care to those wishing to remain in the comfort of their own home, tailoring their care packages to the individual needs of their clients.
It services contracts with local authorities for the provision of home care solutions as well as supplying carers and nurses to care homes across the UK.
JEWELLER BENEFITS FROM HELP TO GROW
Hassocks-based Pruden & Smith, a maker of bespoke and handmade luxury jewellery with a 100-year legacy of craftsmanship, is looking ahead to bright future after Help to Grow: Management Course
The company has achieved record revenues a year after its creative director , Rebecca Smith, completed the 90%
government-funded Help to Grow: Management Course at the University of Brighton, School of Business and Law. The business has achieved an overall revenue increase of 26% in the 12 months following the course –fuelled by the creation of an e-commerce site which has increased online sales by 250% in the first 12 months from a standing start.
BRILLIANT BRIGHTON RENEWS ITS BID FOR BID
Brighton & Hove City Council’s cabinet has backed starting the process of renewing the mandate for Brighton’s business improvement district (BID) until 2031. The BID, known as Brilliant Brighton, is not run by the council but it requires the council’s support to renew its mandate for five more years from January 2026. The BID currently covers 517 ground-floor
businesses from Western Road to East Street and part of The Lanes and North Laine. Brilliant Brighton’s responsibilities include the Christmas lights in the centre of Brighton as well as hanging baskets and banners in the The BID has been run by a board of directors from among the business rate payers in the area since 2006.
❛❛ Age is of no importance, unless you’re a cheese ❜❜
Billie Burke
CARPENTER BOX DOUBLES ITS FLOOR SPACE
Private equity-backed Carpenter Box has expanded its office space in Brighton following merger with Boormans. The firm, which has offices across the southeast and in London, first opened its Brighton base on Stroudley Road two years ago. Now Carpenter Box has outgrown its original space and has taken on additional floors in the building, including the penthouse and lower ground floor,
thereby improving office space for the recently merged team of 35, which comprises 13 Boorman staff and a partner.
The additional space enables the team to strengthen its support for local SMEs, broaden its advisory tax services for businesses, and enhance personal tax advice for private clients and high-net-worth individuals.
MANOR ROYAL BID OPENS ‘SUPERHUB’
Manor Royal BID (Business Improvement District) has announced the opening of the UK’s first-ever “Superhub” bus stop and surrounding micropark at Manor Royal Central.
The Superhub, far more than a typical bus shelter, it states, and pushes the boundaries of transit design. It’s a striking, inviting
space, crafted to enhance comfort while waiting for public transport and to redefine the notion of a bus stop. Conceived in 2017 by Manor Royal BID, this pioneering pilot is now a reality thanks to the support of West Sussex County Council and Crawley Borough Council, with grant funding from the Crawley Growth Programme and Crawley Town’s Fund.
CRAWLEY BUSINESS CENTRE TO GET REVAMP
Crawley-based Sub-Cool FM has acquired Crawley Business Centre (CBC) and unveiled plans to turn it into one a sustainable, energy-efficient, and collaborative workspace.
Jacob Swei, founder of Sub-Cool FM, shared his vision: “We’re not just renovating a building – we’re creating a modern hub where local businesses can thrive. Our goal is to make CBC a beacon of sustainability and collaboration for Crawley’s business community.”
Major upgrades are already in motion, including:
• Sustainable climate control: Installation of state-of-the-art air conditioning systems using R290 refrigerant – one of the most environmentally friendly gases available
• On-site café: A stylish café at the front of the building to provide a welcoming space for tenants and visitors to meet, network, and recharge.
SUSSEX IS THE PLACE TO DO BUSINESS
Three Sussex conurbations have been named among the best locations in the UK for business growth and innovation. The team at ZOTA Professional Training have carried out a study analysing more than 50 major UK locations – ‘weighing up how each one is performing when it comes to fostering tomorrow’s industries’. “Innovation and business growth are at the heart of the UK’s economic future, with cities competing to become hubs of enterprise, technology, and creativity,” a spokesperson for the training provider said. ”Have you ever wondered which UK cities [and towns] are the very best for business growth and innovation?” Worthing was placed fifth on the list, Brighton & Hove in sixth, and Crawley in 11th.
HOVE MP BECOMES PRESIDENT OF THE BOARD OF TRADE
Hove and Portslade MP Peter Kyle has been promoted in the cabinet reshuffle triggered by the resignation of Angela Rayner as Deputy Prime Minister. Mr Kyle becomes the Business and Trade Secretary, having served as the Science, Innovation and Technology
Secretary since Labour won the general election in July last year. He also holds the historic title of President of the Board of Trade, a post previously held by the former Conservative Deputy Prime Minister Michael Heseltine and the former
Liberal Prime Minister David Lloyd George.
Angela Rayner resigned after she was found to have underpaid stamp duty on the £800,000 flat that she bought on Hove seafront earlier this year.
Gatwick’s Northern Runway given government go-ahead
Transport Secretary Heidi Alexander has approved plans for a second runway at London Gatwick Airport, as the government looks for economic growth opportunities.
The £2.2bn privately-financed project involves, in effect, moving the current Northern Runway 12 metres to bring it into regular use, as well as other developments, including extending the size of terminals.
Gatwick currently handles about 280,000 flights a year. It says the plan would allow that number to rise to around 389,000 by the late 2030s.
A government source has described the plans as a "no-brainer for growth," adding that "it is possible that planes could be taking off from a new full runway at Gatwick before 2029.”
Stewart Wingate, VINCI Airports Managing Director for United Kingdom said: “We welcome the Government's approval of plans to bring our Northern Runway into routine use, ahead of the expected deadline.
“This is another important gateway in the planning process for this £2.2bn investment, which is fully funded by
our shareholders and will unlock significant growth, tourism and trade benefi ts for London Gatwick and the UK and create thousands of jobs.”
Expressing concern, the chair of the Transport Committee, Ruth Cadbury, said the government said it was "committed to reducing carbon emissions, but we are waiting for them to show us how they will square the circle of doing so whilst enabling thousands more flights".
London Gatwick is Europe's busiest single-runway airport with more than 40 million passengers using it every year. The plans approved by Alexander would include adding 40,000 more flights before the second runway opens, and 70,000 more - almost 190 a day - once it is fully up and running.
The airport says that passenger numbers could rise to up to 80 million. At the moment, the Northern Runway is only used for taxiing or as a backup. The second runway would be used for short-haul flights, meaning capacity will be freed up for long-haul services from the main runway.
The decision to approve the expansion plan had been expected in February,
but at the time, the transport secretary only said she was "minded to grant consent" for the application. It emerged that planning inspectors had expressed concerns over the effect the proposals would have on several aspects of the area surrounding the airport, including traffic and noise.
In April, Gatwick Airport agreed to stricter noise controls, an enhanced insulation scheme for nearby residents, and to have 54% of air passengers using public transport before the Northern Runway opened.
The plans stipulate that residents affected by excessive noise can request that Gatwick cover the costs of installing triple-glazed windows at their property. New conditions also include the airport paying stamp duty and some moving costs for the most affected homeowners if they choose to sell up, conditions Wingate said the airport was happy to meet.
He continued, “It is essential that any planning conditions enable us to realise the full benefi ts of the project and do not impose unnecessary constraints that make it uneconomic to invest in. We now need to carefully examine the details of the planning consent.”
FINANCE
By Dipesh Galaiya, Private Client Tax Senior Manager, Kreston Reeves
THE GREAT WEALTH
The great wealth transfer in the UK is a monumental shift of financial assets to pass from the Silent Generation (1928 – 1945) and the Baby Boomers (1945 – 1965) to younger generations like Millennials (1981 – 1996) and Gen Z (1997 – 2012) over the next few decades.
The Baby Boomers are poised to pass down a staggering £5.5 trillion of wealth over the next two decades. This wealth includes property assets, businesses and farms, pensions and other financial investments, mainly concentrated in London and the South East.
Every year, in England and Wales, 1 million to 1.2 million homes are sold to buyers paying either with a mortgage or cash. But there are about 130,000 transactions where no money changes hands, as these properties are either passed down or gifted to family members. In 2023, there were as many as 152,000 such gifts, and it is estimated that as many as 220,000 homes were gifted away in 2024.
The great wealth transfer has been accelerated by some recent and upcoming tax reforms, such as:
• Education costs – VAT on private school fees and rising university costs may prompt grandparents to gift earlier to support the education costs of their grandchildren.
❛❛ Baby Boomers are poised to pass down a staggering £5.5 trillion of wealth over the next two decades ❜❜
• IHT on pensions – From April 2027, unspent pension pots will be subject to Inheritance Tax (IHT), potentially leading to double taxation (IHT as well as income tax), with combined rates possibly exceeding 70%. Considering planning strategies earlier to enhance gifts to the next generation becomes more important.
• Business and Agricultural Relief Changes – From April 2026, only the first £1 million of business/agricultural assets will be IHT-free; amounts
above will be taxed at 20%. There is a very narrow window of opportunity to undertake some planning now under the current rules (before April 5th 2026), and several business and agricultural property owners are actively considering these planning strategies.
HOW CAN YOU PREPARE FOR THIS GREAT WEALTH TRANSFER?
• Early and open communication – it is best to initiate conversations about wealth transfer sooner rather than later. A discussion of financial goals and personal values can prevent misunderstandings and align expectations among family members.
❛❛ Review your plans regularly – life is dynamic and tax laws can change over time. ❜❜
WEALTH TRANSFER
• Comprehensive estate planning –seeking professional advice from your tax and legal advisers is crucial. We, as your trusted advisers, can help you build a comprehensive estate plan which carefully considers your objectives and desires, as well as careful drafting of your Wills.
• Tax effi ciency – Tax can be a significant cost if the gifting of assets is not carried out carefully. We can help you devise tax-efficient strategies to enable the passing down of assets whilst considering asset protection for the long-term benefi t of the family. Structures like Trusts, with Family Investment Companies being a couple
of options. A financial / investment adviser will also be involved in matters like pension planning or considering life insurance to manage certain liabilities such as IHT.
• Educating your beneficiaries, linked to open communication, is to prepare your heirs to manage the inherited wealth responsibly by providing them with appropriate financial education, support from trusted advisors and sharing your experiences with them.
• Review your plans regularly – life is dynamic and tax laws can change over time. A regular review of your estate plan is essential, and we can assist you with ongoing reviews over your lifetime to ensure that your desired objectives continue to be met.
No one size fi ts all, and estate planning is very much bespoke to your personal circumstances.
If you would like further advice on how to manage the estate planning and the gifting process please contact Dipesh Galaiya, Private Client Tax Senior Manager: Call: +44 (0)33 0124 1399
Sussex Business Show 2025: more than just another Expo
It was the morning of the Sussex Business Show at the Brighton Dome, and the bacon was sizzling in Redroaster as we all carried roller banners and boxes full of sweet treats through the Corn Exchange. All eyes were struggling to open, many having gone into business for the sole purpose of avoiding early mornings, yet somehow now doing more than ever.
Sonny Cutting did a fantastic job of building a buzz around the upcoming show, with its retro gaming theme and the community spirit it supports. The Sussex Business Show has carved out a distinctive niche amongst regional B2B events by combining the traditional functions of an exhibition with a playful, gaming overlay.
The Brighton Dome was a fantastic choice; central, well known, architecturally characterful and perfectly capable of housing multiple breakout rooms,
exhibition halls, and the various themed zones. Its location made it easily accessible and helped with footfall. The exhibition was free to attend for visitors, with the show hosting just over 90 stands showcasing some brilliant businesses from across the Sussex business community.
Once we were all set up, a delicious breakfast spread was provided by
Redroaster. Sponsored by Evolve, the breakfast networking session was a fantastic opportunity to get to know fellow exhibitors and a few early bird attendees. Alongside a crispy bacon roll was a generous helping of avocado toast and an array of tantalising pastries. A quick speech from Evolve’s own Bruce Bignell rounded off the morning, and then it was back to setting up in the Corn Exchange.
Attendees arrived through the Dome’s iconic frontage, greeted by the bustle of exhibitors, the buzz of early networking, and the promise of a carefully themed environment. From the moment the doors opened, the room filled with chatter as the atmosphere built with excitement.
The scent in the air was a tempting mix of samosas from the Durban Curry Club and sweet gingerbread from Fay Millar of Gingerbread World. Food wasn’t lim -
Amy Wonnacott and Bruce PenningtonBilling of Lemon Drizzle
❛❛ Sonny Cutting did a fantastic job of building a buzz around the upcoming show ❜❜
ited to samples, either – you could play darts with OurHR People to win retro chocolate bars, stop by Acumen Law for a refreshing can of Coca-Cola, or visit the stand which was offering lemon-flavoured cookies lovingly baked by Shannon at Sponge Happy.
The schedule for the day was ambitious, with a blend of talks, wellness, gaming, and networking. Highlights included the Thought Leader Talks with Emma Draper, Toby Moore, Pippa Moyle, and Kyriakos Baxevanis, being looked after by Lyndsey Clay of Connected Brighton, and the inspiring Health & Wellbeing Bootcamp talks, hosted by Kelly Moreno of Key Minds Coaching. The sessions left many attendees feeling motivated, enriched, and eager to implement what they had learned.
If you were lucky, you might have caught a glimpse of Sonny darting past in his trademark orange waistcoat. Ever the host, he was full of energy, chatting with exhibitors and encouraging everyone to get involved. Before long, we were whisked away for a round of Speed Networking with a twist – musical chairs. The format gave structure to meeting new contacts while keeping
things light-hearted, and as soon as we realised the prize was a bottle of fizz from Bolney Wine Estate, the competition heated up!
The Mystery Shopping / CX Award and Best Stand contest added further excitement and incentives for exhibitors. Inkie was crowned Best Stand winners, while the brilliant GoSucceed scooped the Customer Service Award.
Many stands offered fantastic giveaways, from sweet treats to grand prizes, including Placr Recruitment, who were running a competition to win a trip to New York! With 90 stands in total, the show struck the perfect balance: large
enough to feel substantial, yet small enough to remain manageable and personal.
Overall, the Sussex Business Show 2025 was ambitious, bold, and distinctive. Pretty much all visitors had such a lovely time connecting and reconnecting with businesses from across Sussex. The Brighton business scene is booming, and this was not “just another expo”…it was a true experience. The choice of theme, the retro gaming elements, the wellness talks, and the interactive awards all elevated the event to new heights. It was, without doubt, one of the most memorable business events in the region.
Social media and post-event LinkedIn posts reinforced the day’s vibrancy, with many praising the new connections made, the inspiration gained, and the memorable stand interactions. The immersive, playful elements gave everyone plenty to talk about beyond just business meetings.
For attendees, it was a full experience: connection, inspiration, enjoyment. For exhibitors, it was a platform to engage and be visible. For the Sussex business ecosystem as a whole, it was an event that proved regional shows can be both imaginative and invaluable. The Sussex Business Show 2025 has set a new benchmark for what business expos in the region can be.
Best in show: The Inkie stand was crowned ‘Best Stand’ winner. Platinum’s Maarten Hoffmann (left) and Lesley Alcock (third right), along with the event organiser, Sonny Cutting (right), pose with the winners
By Stephen Sampson, Partner and Head of the Private Client Department, Monan Gozzett LLP
The Inheritance Tax loophole you’ve never heard of…
Most people know of the common Inheritance Tax (IHT) allowances and loopholes: gifts to a spouse or a charity, giving up to £3,000 per tax year, among others, or living for seven years after larger gifts.
❛❛ The exemption is claimed retrospectively by your Executors, so your estate can qualify for the exemption even if nothing was set down in writing. ❜❜
However, there is a little-known IHT loophole that does not have a set limit or post-gift survival requirement, known as ‘Gifts for the Maintenance of Family’.
Any gift that qualifies under this loophole is exempt from IHT. If HMRC decide that the gift was larger than reasonable, the reasonable part is still exempt. The basic exemption covers maintenance of a spouse, civil partner, or a child/stepchild’s education costs until the end of university.
The advanced parts of the loophole are potentially more useful.
Firstly, if a child is not in the care of their parents, the person caring for the child can benefi t from the same exemption.
Secondly, the exemption can be extended to parents or parentsin-law, or other relatives, if they are incapable of maintaining themselves due to old age or disability.
The exemption is claimed retrospectively by your Executors, so your estate can qualify for the exemption even if nothing was set down in writing.
Particular types of trust can also qualify for the exemption. There are criteria
to meet, and it is vital to have evidence, so this is an area that needs specialist advice. In addition, any large gifts or trusts set up in your lifetime are likely to affect your Will.
If you are likely to be helping a relative with care costs or education costs, or are the Executor of an estate where the deceased had supported family members, why not book an appointment with Stephen to find out more?
Stephen Sampson is a Partner and Head of the Private Client Department at Monan Gozzett LLP
Solicitors, specialising in Wills, Powers of Attorney Estate Planning, Trusts and Probate.
Call our Arundel offi ce on 01903 927055, email info@monangozzett.com, or visit our website www.monangozzett.com, to book an appointment with Stephen or speak to one of his team.
Surrey Business Awards 2025: FINALISTS REVEALED
The finalists for the highly anticipated 2025 Surrey Business Awards, held in association with Surrey Chambers of Commerce, have officially been announced.
Each entry underwent a rigorous judging process which included a detailed scoring system, interviews and a final judges’ meeting to determine the most outstanding finalists.
The judging panel was made up of representatives from this year’s sponsors including Heathrow Airport, Sandown Mercedes-Benz, Partridge Muir & Warren, DMH Stallard, Activate Learning, Menzies, Occupational Health Consultancy, NESCOT, Business Surrey, Morr
& Co, MHA, RBC Brewin Dolphin, Surrey Business Magazine and HR Dept.
Maarten Hoffmann, Managing Director of Platinum Media Group and organiser of the event, commented: “The standard of entries this year has been exceptional. We continue to be inspired by the innovation, resilience and ambition shown by businesses across the region.
Being shortlisted is a significant achievement and we’re excited to celebrate the remarkable impact these businesses are making on the regional economy.”
The 2025 awards include 15 categories covering areas such as Customer Service, Innovation, Sustainability, Startups
and Professional Services. The evening’s top honour, Company of the Year, will be awarded to one exceptional business selected from among the category finalists.
The winners will be revealed at a spectacular, sell-out black-tie awards ceremony on November 12th at the iconic G Live Centre in Guildford. This must-attend, sell-out event brings together hundreds of the region’s leading professionals for an unforgettable night celebrating the very best in business success and innovation.
Book your tickets online today at: www.platinummediagroup.co.uk/ events/surrey-business-awards/ buy-tickets/
Sponsored by: Sandown Group Mercedes Judge: Keith Jackman
ELM Group
FUTERA
GBH Law
Menzies
Morr & Co
TensCare
Innovation of the Year
Sponsored by: Menzies Judge: Philip Brown
Black Label Creations
Envisionit Deep AI
Peritus International
Slitherine Software UK
Stanhope Seta
WF Recycle Tech
Sustainability Champion Award
Sponsored by: Activate Learning
Judge: Samantha McKay
Hedges & Hurdles Country Skills & Crafts
Hogs Back Brewery
Mejuicer
Panthera Group
Solarcycle
Surrey Climate Commission
Chamber Member of the Year
Sponsored by:
Surrey Chambers of Commerce
Judge: Louise Punter
HR Dept
LRB Consult
Plans with Purpose
RAC
RSM
Vision Engineering
International Business of the Year
Sponsored by: Heathrow Airport
Judge: Vickram Chetty
Amazon Filters
European Technology Development
Giftpoint
MHH International
Peritus International
Rivertrace
SME Business of the Year
Sponsored by: Partridge Muir & Warren
Judge: Simon Lewis
Blue Gnu Consulting
CEDA Healthcare Group
CloudTech24
Dastaan
DCTR Group LIQUONA
Large Business of the Year
Sponsored by: DMH Stallard
Judge: Helen Mead
Bucher Municipal
Foxhills Club & Resort
NESCOT
Pinksheep Marketing
Ramsac
Slitherine Software UK
Company of the Year
Sponsored by: MHA
Judge: David Boosey
To be anounced
Honouring excellence, uniting professionals and celebrating success
AWARDS CEREMONY
NOVEMBER 12TH 2025
TicketsON SALE NOW
NOVEMBER 12TH 2025
CONNECT WITH INDUSTRY PEERS, GAIN INSIGHTS INTO THE LOCAL BUSINESS LANDSCAPE AND MEET KEY PLAYERS IN THE COMMUNITY
£125 EACH | £1,350 TABLE OF 12
TICKETS INCLUDE DRINKS RECEPTION, DINNER, CHARITY RAFFLE, UNRIVALLED NETWORKING AND ENTERTAINMENT
VENUE: G LIVE, GUILDFORD GU1 2AA
< BUY YOUR SURREY BUSINESS AWARDS TICKETS HERE
Protect against the unexpected
As a company director or business owner, there are many considerations when it comes to protecting both your business and your future. This article outlines some of the protection planning policies available to you, both for your business and personal plans.
PROTECTION FOR YOU AND YOUR FAMILY
Most people insure their phones, cars, pets, and homes. But it is equally important to protect against life’s uncertainties and plan for what happens when you’re no longer here.
For directors and business owners, premiums can often be structured in a way that makes them tax-deductible.
Critical Illness Cover: Provides a taxfree lump sum in case you are diagnosed with an illness such as cancer or suffer a heart attack.
Relevant Life Insurance: A tax-efficient life cover solution designed for company directors and high-earning individu -
personal life insurance policies. This percentage is calculated based on full Income Tax relief, National Insurance relief and Corporation Tax relief.
PROTECTION FOR YOUR BUSINESS
Your business funds your future, so your own financial security is linked to its success. Whether it’s protecting the value of your business, building financial resilience, or identifying potential risks and planning accordingly, there are several options available to you.
❛❛ Most people insure their phones, cars, pets, and homes. But it is equally important to protect against life’s uncertainties ❜❜
Your ability to work and earn an income drives your lifestyle, supports your family, and sustains your business. Yet many directors and entrepreneurs overlook the importance of insuring themselves.
Income Protection: Provides a financial safety net if you’re unable to work due to illness or injury. So even if the unexpected happens, you will continue to receive a monthly income.
als. Like personal life cover, it pays out a lump sum to your loved ones in the event of your death. The key difference? The policy is paid for by your business, not from your personal income.
Benefits include tax-deductible premiums as a business expense, whilst having no impact on your personal income. Payouts are usually free from income tax and inheritance tax, and your potential savings are up to 49%1 compared to
Key Person Cover: What would the impact of your business be if a co-owner or key employee dies or suffers a serious illness?
If there is anyone whose expertise, knowledge, or client relationships could not easily be replaced, this type of cover can help safeguard your business. It protects against the risk of lost profits or reduced operational capacity.
Group Life, Income Protection and Critical Illness: These employee ben -
efits are increasingly seen as part of a competitive and comprehensive recruitment package. Offering them to staff can help you provide financial support to employees and their families during difficult times.
YOU’RE BUSY, LET US HELP
What would happen if something happened to you? Staying up to date with your protection planning is essential, as the right insurance can deliver both peace of mind and substantial tax savings.
We understand how demanding running a business can be. That’s why we’re here to provide clarity and support. Let’s work together to ensure your business and personal financial goals are aligned, so you can move forward with confidence.
The levels and bases of taxation, and reliefs from taxation, can change at any time. The value of any tax relief depends on individual circumstances.
Protection plans do not acquire a cash value. The cover provided will cease if premiums are stopped.
1 If the employee is a higher rate taxpayer. Basic rate taxpayer figure could be up to 40%
Book a no-obligation business or personal financial health check with us today.
Call: 01306 742200
Email: hjpcfp@sjpp.co.uk
Website: hjpcfp.com
HJP Chartered Financial Planners is an Appointed Representative of and represents only St. James’s Place Wealth Management plc (which is authorised and regulated by the Financial Conduct Authority) for the purpose of advising solely on the group’s wealth management products and services, more details of which are set out on the group’s website http://www. sjp.co.uk/products. The ‘St. James’s Place Partnership’ and the titles ‘Partner’ and ‘Partner Practice’ are marketing terms used to describe St. James’s Place representatives.
HJP Chartered Financial planners is a trading name of HJP Wealth Management Ltd. which is registered in England & Wales. No.10490173, registered office: 176 South Street, Dorking, Surrey, RH4 2ES .
SJP approved 24/09/2025
Senior Partner Practice
By Emily Wood, Partner, Real Estate Dispute Resolution, DMH Stallard
The Renter’s Rights Bill – A help or a hindrance to landlords and tenants?
The Government has championed the Renters Rights Bill as a major reform aimed at “transforming the experience of private renting… to give renters much greater security and stability so they can stay in their homes for longer, build lives in their communities, and avoid the risk of homelessness.” With 11 million private renters and 2.3 million landlords in England, the law is expected to have a significant impact on the housing landscape.
lenders, and commercial landlords with residential units above retail spaces. We anticipate it to become law by the end of 2025 or early 2026.
calities of the changes raise concerns around cost, time, and certainty for both parties.
❛❛ Section 21 notices, which allow landlords to evict tenants without providing a reason, will be scrapped. ❜❜
Although its full implementation is still pending, the Bill will bring sweeping changes to the private rental sector. It will affect not only traditional landlords but developers, lease block investors,
The most talked-about change is the end of “no-fault evictions.” Section 21 notices, which allow landlords to evict tenants without providing a reason, will be scrapped. Instead, landlords must cite a breach of tenancy or rely on statutory grounds for possession and prove the same in court if necessary. Whilst the goal is about fairness, the practi -
Perhaps the most radical shift is that, once enacted, existing assured shorthold tenancies (ASTs) will convert into assured periodic tenancies, and it will no longer be possible to create fixed-term tenancies even if both landlord and tenant prefer one. This is intended to give renters more long-term stability, but the absence of a fixed term could make tenants feel less secure.
Another significant change is the restriction on pre-tenancy or lump sum rental payments. It’s common practice
for landlords to take several months’ rent either in advance or as a first payment when the tenancy starts, especially where tenants may lack a strong credit history or cannot provide a UKbased guarantor. Under the new rules, landlords can only insist on payment of a single month’s rent, and only after the tenancy agreement is signed.
The rules around guarantors will also tighten. Their liability will be capped at six months’ rent and limited to rent only. Guarantors will not be liable for any arrears accrued after a tenant’s death. Landlords will also be restricted in requiring a guarantor at all—for instance, they will have to choose between a guarantor and a deposit, when it’s currently common to ask for both.
Rent increases during tenancies will be limited to the statutory process. If the landlord and tenant cannot agree on a new rent, the matter can be referred to a tribunal. This brings scrutiny to rent reviews but may remove the flexibility that some parties found useful in previous agreements.
One provision widely welcomed is the ban on “bidding wars”, where landlords invite or accept offers above the advertised rent. Common in high-demand areas like London, this practice will be outlawed. The aim is to level the playing field and promote transparency in pricing.
Poor living conditions: to be scrapped under the new legislation
orders, in addition to exposing them to penalties. Keeping this database accurate and up to date will become a vital compliance task for landlords and their agents.
Additionally, the Bill bans blanket letting policies that exclude tenants receiving benefi ts or those with children. “No DSS” and “no children” will be unlawful, reinforcing the principle of fair and equal access to housing.
procedure”, which will no longer exist. Every case which is not settled will need to go through a standard possession process.
This is expected to increase case backlogs, and landlords may face longer waits for possession orders or bailiff appointments, leaving both sides in limbo for months. Legal professionals will need to manage client expectations accordingly.
❛❛ One provision widely welcomed is the ban on “bidding wars”, where landlords invite or accept offers above the advertised rent. ❜❜
The Bill also imposes stricter requirements on property standards, aligning private rental properties with the “decent homes” standards already expected in social housing. Local authorities will be empowered to issue fines or pursue criminal penalties against non-compliant landlords.
A new national database of private rented tenancies will also be introduced. Landlords or agents will be required to register, and failing to do so could limit their ability to secure possession
There is also a new right for tenants to request to keep a pet. While not granting an automatic right to have pets, it obligates landlords to consider, and not unreasonably refuse, such requests.
The Bill’s success will largely depend on the capacity of the court system. The existing system is already stretched, under-resourced, and slow to adopt digital processes. A large number of possession claims are currently handled under the “accelerated possession
While the Renters Rights Bill promises better protection and fairness for tenants, the transition will not be without friction. The Bill represents a major commercial and legal shift in the landlord-tenant relationship and will require adaptation and investment, both in the practicalities of managing such tenancies and the infrastructure to enforce the remoulded rights under them.
If you have any questions about the Renter’s Rights Bill, or any other landlord and tenant issues, please contact DMH Stallard on enquiries@ dmhstallard.com
Corporate Commentary
Mergers & Acquisitions can be transformative, creating new opportunities, expanding market share and driving strategic growth. Yet not every potential deal reaches the finish line.
This monthly series dives into the most common dealbreakers and dealmakers in the M&A Market. This month, we focus on the importance of not delaying your deals.
Kate Partridge Partner, Corporate DMH Stallard
M&A DEALMAKERS AND DEALBREAKERS
“Delay is the enemy of progress”
(Eliot Spitzer)
M&A – there’s a lot to be done and a whole host of advisers involved. How do I keep my deal on course and make sure it closes on time?
Time and focus away from a business costs dearly. No one wants a long, drawn-out process. Studies show a correlation between delayed transactions and post-merger performance. Without major roadblocks, the legal side of most M&A transactions takes three months.
Here are some lessons I have learnt along the way.
TARGET A COMPLETION DATE
Setting a completion date and providing a deal timetable that is ambitious but not impossible is essential.
Considerations include: financial year-end; budget announcements; regulatory changes; objectives set by a buyer’s board; and dates for any investment committees. Know the parameters and plan accordingly.
PROJECT MANAGER
Who is managing all the different advisers and the timetable? Will a corporate finance adviser perform this role for you? If not, is there someone in the business with some experience or skill in this area? Can they be brought in to help on this project?
Is everyone signed up and ready to go? Has the structure been settled?
Most transactions are structured to ensure optimal tax treatment for the sellers. We all understand that we need to be flexible and solution-focused, but instructing lawyers once key decisions on tax treatment and structure have been made will reduce delay and expense.
Good advisers will help you think through and navigate these issues early.
LOCATE THE ROADBLOCKS
On simpler transactions, always focus on the following as early as possible:
• Banking
• Employees, including any share schemes
• Foreign jurisdictions
• Shareholder groups
• Consents
• Property
COLLABORATIVE RELATIONSHIPS
Everyone is trying to achieve the same aim and deliver the result that the buyer and seller both want.
An early face-to-face group session can help understand the dynamics and personalities involved.
I once attended an opening dinner to buck the trend of the closing dinner.
Whilst this is a little extreme, some early meetings help with communication, which is essential to a successful M&A transaction.
AVOID
AN OWN GOAL
Be realistic about your own capacity. Avoid key holiday dates such as Christmas or December 31st, and your own major life events such as moving house or operations.
Make sure the advisers you engage are well-resourced and have completed the type or size of transaction that you are looking to achieve before.
Last year, pre-budget 2024, DMH Stallard completed the sale of a company in less than four weeks. With the right team, aligned to work towards the same goal, it is possible to achieve what can feel like the impossible.
Our corporate team is here to guide you through the M&A transaction process. For any queries or an early discussion, please contact Kate Partridge on 07765 008788.
Two words. Endless possibilities.
Thursday November 6
The Corn Exchange, Brighton Dome SCAN TO GET YOUR TICKET TODAY!
GIORGIO ARMANI The Italian fashion king who went his own way
Giorgio Armani - Re Giorgio (‘King Giorgio’) - has died at the age of 91. Platinum looks at his life and legacy, and the surprising contents of his Will, which will determine what comes next for his beloved House of Armani
It all began with the jacket. Giorgio Armani twisted and bruised the angular piece of clothing - tearing out the padding, adjusting the proportions, and moving the buttons - until he was left with something supple as a cardigan, light as a shirt.
“Removing all rigidity from the garment and discovering an unexpected naturalness,” as he put it years later. “It was the starting point for everything that came after.”
His re-calculted version of the jacket—a study in nonchalance—was to be his statement of purpose as a fashion designer. Elegance, he argued, meant simplicity. That principle, applied to great acclaim over a five-decade-long career, would produce bestselling minimalist suits and turn his eponymous brand into a vast conglomerate producing
haute couture, prêt-à-porter, perfumes and home interiors.
Known to industry admirers as “Re Giorgio” - King Giorgio - Armani became synonymous with Italian style, helping to dress a generation of successful women, as well as men who wanted less stuffy attire.
He combined the flair of the designer with the forensic attention to detail of the executive, running a business that generated billions of dollars in revenue each year and helped make contemporary Italian fashion a global phenomenon.
Despite being one of the world’s top designers, he carefully guarded his own privacy and maintained a tight grip on the company he created, ensuring its independence and
collaborating with a small and trusted group of family members and long-term associates.
Armani, a handsome man with piercing blue eyes and silver hair, often said that the point of fashion was to make people feel good about themselves—and he fought against the rigid, fussy designs that previously defined high tailoring.
“That’s a weakness of mine that affects both my life and my work,” he told “Made in Milan”, Martin Scorsese’s documentary about him, in 1990. “I’m always thinking about adding something or taking something away. Mostly taking something away. I can’t stand exhibitionism.”
GIORGIO ARMANI was born in 1934 in Piacenza, a city in the industrial heartland of northern Italy, near Milan, to Ugo Armani and Maria Raimondi, one of three children.
His father worked at the headquarters of the local Fascist party before becoming an accountant for a transport company. His mother was a homemaker.
Despite their limited means, his parents possessed an inner elegance, Armani told “Made in Milan”, and Maria’s sense of style shone – classicly Milanese –through in the clothes she made for her three children. “We were the envy of all our classmates,” he said. “We looked rich even though we were poor.”
As a boy, he experienced the hardships of World War II. In his autobiography, “Per Amore” (“For Love”), he recounts how he dived into a ditch and covered his younger sister, Rosanna, with his jacket when a plane began firing overhead.
in the late 20th century - a more prominent role for women and a more fluid approach to masculinity.
“I had the feeling of what actually happened - women getting to the forefront in the workplace, men accepting their soft side - early in my career, and that
❛❛ I started this trade almost by chance, and slowly it drew me in, completely stealing my life ❜❜
The family moved to Milan after the war, marking the start of a lifelong association. He developed a passion for cinema that would later influence his career. Eventually, he would lead his fashion group in his adopted city, helping to turn the unglamorous, industrial city into Italy’s fashion capital.
Armani studied to become a doctor, but dropped out after two years at university and then did his military service. He took his first steps in fashion, which he never formally studied, when he was offered a job at the renowned department store La Rinascente to help dress the windows.
His first big break came with an invitation to work for Italian designer Nino Cerruti in the mid-1960s. There, he began to experiment with deconstructing the aforemnetioned jacket. “I started this trade almost by chance, and slowly it drew me in, completely stealing my life,” he told Business of Fashion in 2015.
As a designer, he quickly tapped into two critical trends in Western society
was the base of my success,” Armani said in an interview with Esquire magazine in 2024.
Armani showcased his first menswear collection in 1975 and gained popularity in Europe. Five years later, he won the hearts of the US glitterati when he
dressed Richard Gere for the 1980 film “American Gigolo”, marking the beginning of a long association with Hollywood.
Also in 1980, luxury department store Bergdorf Goodman became the first US retailer to launch an in-store Arma -
ni women’s boutique, securing the designer’s transatlantic reach.
In 1982, Time magazine featured him on its cover under the headline “Giorgio’s Gorgeous Style”. A self-confessed perfectionist, the designer ensured every
detail, from advertising to models’ hair was how he alone wanted them. He often said he couldn’t wait for weekends to end so that he could get back to work.
“I’ve never taken drugs, yet for me, the surge of adrenaline I get from my work is better than any hallucination or artificial high. It’s a kind of orgasm (if I may use this expression),” he wrote in “Per
“It was Sergio who believed in me,” Armani told GQ magazine. “Sergio made me believe in myself. He made me see the bigger world.”
Galeotti, who had AIDS, died in 1985 at the age of 40, leaving a distraught Armani to run the business alone, with the help of his family and of long-term associate Leo Dell’Orco.
❛❛ I’ve never taken drugs, yet for me, the surge of adrenaline I get from my work is better than any hallucination or artificial high ❜❜
Amore”.
He told Italy’s Corriere della Sera newspaper in October 2024 that he planned to retire within the next two or three years, having just turned 90.
Hospital treatment for an undisclosed condition forced him to miss fashion shows for the first time in his career in June and early July 2025.
Armani set up his business with his romantic partner Sergio Galeotti, whom he had met during a holiday at the Tuscan resort of Forte dei Marmi in 1966.
“I did not hesitate, though it was daunting, and I knew I would have to learn new skills,” he told The Times in a 2019 interview. “It worked out all right,” he added, with understatement.
Armani, the company, was one of the first Italian fashion brands to expand into new markets, building a strong presence in Asia, and branching out with new fashion lines, such as the less expensive Emporio, to capitalise on an already famous name. Other fashion houses, such as Prada and Dolce & Gabbana, would eventually follow a similar strategy.
Armani also diversified, moving away from thousand-dollar gowns to new products that spanned hotels, chocolates, and interior design pieces.
As the business grew, so did the scrutiny it attracted. In 1999, the New York Times questioned the Guggenheim’s decision to host a retrospective of the designer’s work just months after he had become a major benefactor to the New York-based museum. The museum denied any quid pro quo.
50 years of elegance. Whether for chic, everyday wear, on the catwalk, or sported by celebrities, Armani’s fashion designs are lauded the world over
Armani was a massive sports fan, and even owned the
In 2014, the fashion house paid €270 million to settle an Italian tax dispute, according to a report by the newspaper Il Sole 24 Ore. Ten years later, an Italian court placed under judicial administration an Armani-owned business accused of indirectly subcontracting production to Chinese companies that exploited workers.
His work having made him fabulously wealthy, he indulged in luxury real estate. He had homes in Milan, as well as in nearby Broni in northern Italy, the southern island of Pantelleria, where he spent August, and Forte dei Marmi. He also had properties in New York, Paris, on the island of Antigua, as well as in St. Moritz and Saint-Tropez.
A sports fan, he owned the Olimpia Milano basketball team. He wrote that he trusted only a few people and fiercely guarded the independence of his business.
Over the years, the group received several approaches from potential investors, including one in 2021 from John Elkann, scion of Italy’s Agnelli family (owners of Fiat in Turin), and another from Gucci when Maurizio Gucci was still at the helm. Still, Armani always ruled out any potential deal that would have diluted his control of the company.
He also refused to follow peers such as Prada into listing his company on the stock market. “Success for me has never been about accumulating wealth, but rather the desire to say, through my work, the way I think,” he wrote in GQ Italia in December 2017.
❛❛ Success for me has never been about accumulating wealth, but rather the desire to say, through my work, the way I think ❜❜
Armani’s unvarnished statements also sometimes generated controversy. Speaking at Milan fashion week in 2020, Armani said: “I think it’s time for me to say what I think. Women keep getting raped by designers.” He clarified what he meant - that he opposed fashion trends that sexualised women and limited their style options. The use of the word rape – a highly emotive word on many levels – still shocked many.
That independent stance leaves a question about what will become of his business in a luxury industry dominated by heavyweight groups. Armani’s heirs are expected to include his sister, Rosanna, two nieces, and a nephew working in the business, as well as long-term collaborator Dell’Orco and a foundation.
Silvana and Roberta, the daughters of his late brother Sergio, as well as his nephew, Andrea Camerana, who is Rosanna’s son, worked with him in the Armani group. Dell’Orco is also considered part of the family.
In “Per Amore” he vowed that his company would endure, curated by the people who had surrounded him. “There will be an Armani after Armani,” he wrote.
POST MORTEM
Giorgio Armani instructed heirs to gradually sell the revolutionary fashion house he created 50 years ago or seek a market listing, his will said, setting off a race to control one of the world’s best-known brands and a significant shift for a company highly protective of its independence and Italian roots.
The designer, known in the industry as “King Giorgio”, died with no children to inherit his fashion empire, which industry analysts value at anywhere between $5.9 billion-$14 billion.
Armani’s Will stated that the fashion house he controlled could soon be sold or become a publicly listed company. The fashion designer said in the document that he wants his heirs to sell a 15% stake in the business within 18 months.
And three to five years after that, he has instructed that an additional 30% to 54.9% stake be sold to the same buyer, according to a copy of the will reported by Reuters, which also states that an initial public offering could be pursued as an alternative.
The will says priority should be given to the luxury business LVMH, which is controlled by France’s richest man, Bernard Arnault; the beauty firm L’Oréal; or the eyewear company EssilorLuxottica, a commercial partner of Armani.
Olimpia Milano basketball team
SUSSEX BUSINESS AWARDS
Recognising business excellence in Sussex for 37 years
Now in its 37th year, the SBAs remain the benchmark for business excellence in the county, celebrating innovation, ambition and outstanding achievement across every sector.
Entries are now officially closed and the spotlight now shifts to the judges, a distinguished panel of business leaders and industry experts. They are carefully reviewing each submission to identify those who truly excel in impact, leadership, resilience and performance.
OCTOBER 22ND 2025
PART OF THE REGION’S BUSINESS
CEREMONY | DECEMBER 4TH 2025
BRIGHTON
HOST HAL CRUTTENDEN
CONNECT WITH INDUSTRY PEERS, GAIN INSIGHTS INTO THE LOCAL BUSINESS LANDSCAPE AND MEET KEY PLAYERS IN THE COMMUNITY
£130 EACH | £1,250 TABLE OF 10
TICKETS INCLUDE DRINKS RECEPTION, THREE COURSE MEAL, CHARITY RAFFLE, UNRIVALLED NETWORKING AND ENTERTAINMENT
THE AWARDS ARE BROUGHT TO YOU BY
A lifeboat for high street strugglers or just delaying the inevitable?
By Nick Stockley, Partner, Mayo Wynne Baxter
Explaining the Restructuring Plan
It will be very apparent to anyone following the business news that the high street has seen a number of its flagship residents take steps in order to deal with tough trading conditions. One of the steps that businesses can now try to take is to get court approval of a restructuring plan.
If the restructuring plan is approved, the troubled business can avoid going into formal insolvency through either liquidation or administration. Both River Island and Poundland were able to persuade the court that a restructuring plan can go ahead, and so the respective companies can survive in the long term. “Restructuring Plans” are a relatively modern innovation, albeit based on an older principle of the company voluntary arrangement, the “CVA”.
Here, we look at both how a Restructuring Plan (a “Plan”) works and how it may provide businesses with a chance to stay afloat even if they will be operating at a reduced level in the future. The legal basis behind a Plan is found at Part 26A of the Companies Act 2006. A Plan is available to companies that have either encountered or are likely to encounter financial difficulties which are likely to affect their ability to carry on business as a going concern.
A Plan creates a formal and binding agreement between the company and its creditors, which allows the company to continue trading whilst it addresses its financial difficulties. Typically, a
company’s Plan will involve either injecting more funds into the business/ or reducing the scale of its operation, thereby cutting costs. In order to make the Plan more appealing, the company will be doing both.
A Plan must, in the first instance, be approved by 75% of each voting class. The company’s voting class will be both its shareholders and creditors. The Court will still need to approve a Plan even if the requisite proportion has been approved by 75% of both its shareholders and members. However, it is unlikely that the Court will reject a Plan that the requisite number of creditors and shareholders has approved.
❛❛ The legal basis behind a Restructuring Plan is found at Part 26A of the Companies Act 2006 ❜❜
The creditors initially rejected the recent proposed Plans for both River Island and Poundland. The main creditors were landlords who were owed rent, and they wanted their non-paying tenants either to pay that rent or vacate the premises entirely. Therefore, both River Island and Poundland had to approach the court directly.
A company can try to exercise the “cross-class cram down” mechanism, whereby it asks the court to allow a Plan
even though the requisite number of voting creditors and shareholders have opposed it.
The company must convince the court that:
1. if the Plan went ahead, then none of the objectors would be any worse off than they would be if the Plan was not allowed and the company went into formal insolvency; and
2. the Plan has been approved by at least one class of either creditors or shareholders who would either receive payment or have a genuine economic interest in the company if the Plan goes ahead.
In the instances of both Poundland and River Island, they were able to convince the Court that its plans fulfilled these
Companies must produce a robust plan, accepted by
interested parties, if they are to convince the courts
requirements and the Court approved their Plans. This outcome was not a given, as Waldorf Productions UK Ltd found out when their Plan was rejected. Unlike “pre-restructuring plan” insolvency measures, there is scope for dispute and litigation whereby dissenting creditors try to persuade the court to reject the Plan. This dissent can extend to a formal appeal of any court decision.
Once a Plan has been approved, it will be binding on the Company’s creditors. If a Plan is not approved, the Company will inevitably go into either administration or liquidation. That will effectively mean the death of the Company in any recognisable form and structure.
In the cases of both River Island and Poundland, significant restructures are already in place both in advance of and
❛❛ The legal process behind having a Plan in place is complex, and the case authority as to a successful Plan application continues to develop. ❜❜
as part of the Plan. This has involved closing stores, implementing redundancies, and reducing overall operations. Therefore, a Plan does not simply allow the troubled company more time to “turn it around”.
Despite being referred to as part of the Companies Act 2006 and introduced in 2020, the Restructuring Plan is a relatively new addition to the insolvency world. There is no restriction on the size of a troubled company that can try to obtain a Plan, even though bigger companies are currently using it. The legal process behind having a Plan in place is both legally and evidentially
complex, and the case authority as to a successful Plan application continues to develop.
However, a Plan aims to be a less terminal outcome for both the company, its employees and its creditors than either liquidation or administration and so is to be welcomed.
Nick Stockley, Partner, Mayo Wynne Baxter nstockley@mayowynnebaxter.co.uk
75% of the
The winners of the 2025 Brighton & Hove Business Awards, organised by Platinum Media Group, have been officially revealed.
Guests gathered at the stunning St Peter’s Church in the heart of Brighton on September 17th for an unforgettable celebration, hosted by comedian Stephen Grant. The atmosphere was electric from start to finish, as Brighton & Hove’s buzzing business community came together in full force for an evening of inspiration, celebration and connection.
Winners were selected through a robust and transparent judging process with a distinguished line-up of judges.
The coveted title of Company of the Year went to SpaBreaks.com. Other winners on the night included Clarity Environmental, Brighton & Hove Museums, Magenta Associates, Shoreham Port, Only 3 Elements, Orange Property, Grassroots Suicide Prevention, Sea Lanes Brighton, Parable Dance CIC, Spark & Bell, The Float Spa, Search Seven and Graphite Digital.
Maarten Hoffmann, Managing Director of Platinum Media Group, said: “The energy in the room was absolutely incredible. Brighton & Hove is bursting with bold ideas, passionate people and businesses that are genuinely changing the game. Every finalist this year represented the very best of what this city has to offer and every single business shortlisted should feel incredibly proud.”
Outstanding Brightonian of the Year - the prestigious honour awarded to an individual whose impact on the city has been truly transformative – was awarded to Brightonborn Sir Rod Aldridge OBE, a pioneering figure in both the public and voluntary sectors.
BRIGHTON & THE WINNERS, AND
THE 2025 WINNERS
EMPLOYER OF THE YEAR
Sponsored by Omny HR
CLARITY ENVIRONMENTAL
LEISURE & TOURISM EXCELLENCE AWARD
Sponsored by Team East Sussex BRIGHTON & HOVE MUSEUMS
❛❛ It was one of those nights that reminds you why Brighton & Hove is such a brilliant place to do business.... full of passion, purpose and most importantly, great people. ❜❜
Wave Community Bank
PROPERTY BUSINESS OF THE YEAR
Sponsored by Bailey & French
ORANGE PROPERTY
COMMUNITY HERO AWARD
Sponsored by Elekta GRASSROOTS SUICIDE PREVENTION
THE 2025 WINNERS
GAMECHANGER OF THE YEAR
Sponsored by Sussex Innovation
CLARITY ENVIRONMENTAL
GREEN BUSINESS OF THE YEAR
Sponsored by Kreston Reeves
SPARK & BELL
❛❛ It feels incredibly special. We began as a tiny Brighton workshop with a big dream: to create with care for people and planet. This award is a tribute to our brilliant team, local makers and community who’ve supported us every step. ❜❜
Spark & Bell
LARGE BUSINESS OF THE YEAR
Sponsored by Hyve Managed Hosting
GRAPHITE DIGITAL
Sponsored
RETAILER OF THE
Sponsored by Churchill THE FLOAT
BEST NEW BUSINESS AWARD
Sponsored by City Girl Network
SEA LANES BRIGHTON
❛❛ Winning this recognition in our home city is a milestone we’re incredibly proud of. It reflects the dedication of our team and the amazing community who continue to support us as we grow. ❜❜
Sea Lanes Brighton
DIVERSITY & INCLUSION AWARD
Sponsored by University of Brighton Help To Grow PARABLE DANCE CIC
SME BUSINESS OF THE YEAR
Sponsored by Servo Private Wealth SEARCH SEVEN
❛❛ Winning a BAHBA is a real testament to the hard work, passion and dedication that the team put into all that we do. From serving our clients to serving our community, I am so proud of how we put people and purpose first and help to drive positive change! ❜❜
Search Seven
OUTSTANDING BRIGHTONIAN
Sponsored by Brighton i360
SIR ROD ALDRIDGE OBE
FINANCE
By Martin Hodgkins, Supply Chain Consulting at BDO
How South East businesses create resilient supply chains
In the last five years, supply chains have been tested to their limits due to significant economic uncertainty and geopolitical instability, and these challenges are showing no signs of abating.
According to our latest Economic Engine survey of 500 mid-market businesses, nearly a third of UK businesses of this size cite supply chain disruption as a top pressure, with 38% of companies in the South East naming it one of the biggest barriers to growth. For sectors such as manufacturing, logistics, and engineering, these pain points have a direct impact on productivity, revenue and customer confidence.
Recent years have brought with them sustained disruption to international trade and supply chains. Businesses have faced delayed or cancelled deliveries, rising transport costs, customs clearance challenges and additional tax burdens. Against this backdrop, mid-market leaders are increasingly seeking ways to strengthen resilience and protect performance; however, what practical steps can businesses take?
WHAT ISSUES ARE IMPACTING THE SUPPLY CHAIN?
Regulation
The regulatory environment is becoming more complex, exposing businesses to disruption, fines and reputational risk. Legislation now affects companies of all sizes and sectors, making it essential to understand what applies to your operations.
Staying alert to current and upcoming changes helps you stay compliant across your supply chain and prepare for future challenges before they escalate.
Digital transformation
Transformation spans people, systems and processes, yet many businesses struggle with change management and IT integration. Legacy data, multiple platforms and limited planning for testing or project management often create migration issues.
When rolling out change, consider how it will affect data accuracy, inventory levels and the availability of components or finished goods. Careful preparation helps ensure digital transformation strengthens, rather than disrupts, supply chain performance.
Data challenges
The volume of trade data generated by international supply chains can make it difficult to draw meaningful insights. Many businesses still rely on spreadsheets, despite the availability of more advanced tools.
Investing in analytics platforms, such as dashboards that map goods movements and highlight risks and opportunities, makes it easier to identify patterns, manage risk and share insights across the business.
Tariffs and geopolitical turbulence
In 2025, uncertainty around tariffs and
global tensions is reshaping trade and putting sustained pressure on supply chains. Businesses of all sizes that rely on international shipping, whether sourcing raw materials or exporting finished goods, face higher compliance costs and unpredictable customs procedures, which drive up expenses across the board.
Geopolitical flashpoints have added further strain. The Red Sea crisis, which began in 2023, forced many carriers to reroute vessels around Africa, increasing transport costs and extending deliv -
businesses can chains
ery times. On top of this, 2025 has seen a series of high-profile cyber-attacks on British and international firms in retail, manufacturing, and logistics. These incidents have forced temporary shutdowns at significant cost, underlining the need for continued cybersecurity investment.
Businesses that closely monitor developments and build flexibility into their sourcing and distribution strategies will be better positioned to manage disruption and mitigate its impact on operations.
WHICH SUPPLY CHAINS ARE MOST IMPACTED? WHAT PRODUCTS DO THEY AFFECT?
Electronics and automotive are among the hardest hit, particularly due to tariffs on key components such as semiconductors. Pharmaceutical companies have been working to diversify and nearshore production to reduce their reliance on specific international manufacturing hubs, given the complexity of tariffs and regulatory hurdles.
Food supply chains face rising costs driven by higher input prices, disrupted trade routes, labour shortages, and inflationary pressure. Retailers, meanwhile, contend with inventory disruption and shifting consumer demand, often struggling to balance stock levels with increasing prices.
pected performance in 2025, driven by increased access to finance and the adoption of AI, according to our latest Economic Engine research. From a position of strength, if regional businesses can overcome enduring supply chain challenges, they can protect revenue streams further, while creating scope for growth even in challenging conditions.
There are key steps businesses can take to turn supply chain disruption into an opportunity to build long-term resilience.
❛❛ Recent years have brought with them sustained disruption to international trade and supply chains. ❜❜
Take a holistic view
The breadth of these challenges shows that supply chain disruption is not confined to large multinationals; it extends to smaller firms across nearly every sector and region.
How can regional businesses strengthen their supply chains to weather ongoing uncertainty and protect business continuity?
Mid-sized businesses in the South East are reporting stronger-than-ex-
Look at your supply chain as a whole rather than as separate functions. Reviewing each stage – from sales and operations planning through to purchasing and procurement – helps identify inefficiencies, strengthens supplier relationships and measures the impact of sustainability initiatives.
Focus on the elements most critical to your business performance. These might include a key component from a single supplier, a
FINANCE
raw material used across multiple product lines, or a specialist service.With greater visibility and reliable data, you can make earlier, more informed decisions and reduce the risk of future disruptions.
Diversify to avoid dependence on singular suppliers
Relying on a single supplier for essential materials or products creates a clear risk. Assess whether those suppliers have robust continuity plans and consider alternatives to spread dependency.
improvements across the supply chain. Automating functions, such as forecasting, transport, inventory management and materials ordering, provides a clearer view of end-to-end costs, enabling smarter decisions and greater resilience.
standing of financial and operational performance – from sourcing to final delivery – will highlight where cash is tied up and where gaps exist. This might include supplier negotiation strategies, automation opportunities, or stock levels across SKUs.
❛❛ By planning effectively, South East organisations can strengthen their supply chains and be better prepared for the future. ❜❜
Explore options for diversification, test supplier capacity and weigh up whether reshoring or nearshoring could strengthen resilience.
At the same time, reassess how you trade with overseas partners. Check lead times, incoterms, export restrictions and any changes to duty or VAT requirements to avoid hidden vulnerabilities.
Use digital tools to improve efficiency
Beyond driving internal efficiencies, these tools can also deliver significant
This insight supports smarter purchasing decisions, ensures availability aligns with demand, and strengthens overall supply chain performance.
Manage
cash position
Building supply chain resilience often requires both investment and a sharp focus on cash. With uncertainty surrounding interest rates and inflation, many businesses are looking internally to fund improvements by strengthening their cash culture, processes, and training.
Transparency is key. A detailed under-
By taking action, you can release working capital, fund improvements and support long-term resilience.
Plan for different demand scenarios
The economic outlook remains uncertain. Scenario planning with suppliers helps prepare for different outcomes and gives your supply chain flexibility to respond quickly.
Work through a range of demand scenarios, assessing the impact on sourcing, production and delivery. By building plans for multiple possibilities, you create the agility to manage disruption and capture opportunities as conditions shift.
CONCLUSION
Supply chain disruption has posed significant challenges for businesses in recent years, and pressures are set to persist. However, by planning effectively, staying alert to global developments, and investing in resilience, South East organisations can strengthen their supply chains and be better prepared for the future.
www.bdo.co.uk/
Celebrating Business Excellence
Join us as we recognise the passion and talent of our business community
The Gatwick Diamond Business Awards celebrate people and businesses who have shown innovation and inspiration in their work, and have demonstrated a real commitment to the region. The Awards have become one of the most prestigious business occasions – celebrating the best of the best across the Gatwick Diamond.
Entry Period: 2nd October - 14th November 2025
Awards Night: 19th March 2026
For more information, visit: www.gatwickdiamondbusinessawards.com
A NIGHT TO REMEMBER: Fireworks Night at Hove Cricket Ground
Get ready to light up your autumn at Fireworks Night 2025 — an evening of dazzling displays, family fun, food, music, and more, all in the spirit of community and celebration. Sussex Cricket welcomes you to Hove Cricket Ground on Saturday, November 1st 2025, for what promises to be a spectacular evening under the stars — and all proceeds go to the Sussex Cricket Foundation.
WHAT TO EXPECT
• Venue & Time:
Hove Cricket Ground, BN3 3AN. Gates open at 6:00pm. The fireworks display begins around 7:30pm, but there’s plenty of live entertainment beforehand to get you in the mood.
• Pre-Show Entertainment:
Live music and entertainment to warm up the crowd. Perfect for families, friends, and groups.
• Food & Drink:
A wide range of food and drink outlets will be open, catering to many tastes. Bring a light snack or water if you like, but no hot food or large picnics, please.
• Premium Comfort:
For an elevated experience, upgrade to a Premium Ticket. You’ll enjoy the show from the Dean Wilson Hospitality Suite, with an indoor space, private bar, exclusive views, cold snacks, and private toilets.
Children under three are free of charge, though a ticket is still required. Tickets must be bought in advance—there will be no gate sales.
WHY COME ALONG?
• You’ll enjoy a magical fireworks display in a safe, welcoming environment.
TICKETS & PRICING
Ticket Type Early Bird (until 8th Oct) Standard (from 9th Oct)
Seating
Standing
Wheelchair
Adults & Wheelchair (Premium)
£17.50
£12.50
£10.00 Under-16s: £7.50
£10.00 £15.00
£30 Under-16s: £20
£22.50
£17.50
£15.00
£12.50
• It’s not just about fireworks — the live music, food street, and premium offerings make it a full evening of entertainment.
• Every ticket helps: it’s a fundraising event for the Sussex Cricket Foundation, supporting cricket and community initiatives across the county.
IMPORTANT INFO & TIPS
• Early Bird tickets end 8th October 2025 — so book early to save.
• Arrive early: gates open at 6pm, and the fireworks start around 7:30pm. Pre-show entertainment begins as soon as the gates open.
• What to bring: small snacks or water are fine; umbrellas are allowed but not during the fireworks.
• Under-3s are free but still need tickets
For full details, ticket purchases, and premium upgrades, visit the Sussex Cricket website.
By Paul Bates, Managing Director, Cleankill Pest Control
This summer was all about the buzz!
Everybody has noticed it, there are wasps everywhere! Dodging the insects in beer gardens, barbecues and at picnics was an Olympic sport this summer, with everyone either swatting, wafting or (for the more fearful of us) running away as an ineffective way to control the wasps that descended.
We are seeing an industry-wide large increase in wasp call-outs this year, which confirms that wasp populations have risen. This year, Cleankill has had a
176% rise in wasp nest call-outs compared to 2024.
Our experts say it’s mainly due to the dry spring we had. We also had the warmest spring in 50 years, which meant queen wasps could survive and the workers could successfully build more nests and
establish colonies, resulting in more wasps coming in the summer.
❛❛ This year, Cleankill has had a 176% rise in wasp nest call-outs compared to 2024! ❜❜
For many, this will be seen as bad news with wasps being the second most disliked insect in the UK (according to a YouGov survey. Spiders took the top spot despite having eight legs and not being insects). But it’s great news for the environment as wasps are natural predators and control the population of many pest insects. They are also pollinators, though their role is less significant than that of bees.
Unfortunately for our friend the bee, it has not been confirmed that there’s been a rise in their population. If anything, year on year, we are seeing a decline in bee populations, which is concerning.
However, we have seen an increase in our other much-loved insects due to the warm weather. Ladybirds have seen a resurgence as warmer weather has led to more aphids, which are a food source for ladybirds. The warmer conditions also allow them to complete life cycles quickly, resulting in more adults.
The beautiful butterfly has been in a general decline since the 1970s, but this year has been quite extraordinary, with many different species being sighted
Wasps should be left alone, except where you have a wasps’ nest, in which case, call Cleankill
early in the year, which is a promising sign. The 2025 Big Butterfly Count concluded on August 10th, which should confirm our predictions of it being a better year for butterflies, especially compared to last year, which was declared a ‘butterfly emergency’ when the lowest numbers were ever recorded.
So, overall, it has been a successful year for insects. As we learn how crucial insects are to our environment, it’s vital we learn to live alongside them. We only remove wasp nests when they pose a danger to health, as wasp stings can be fatal for some. That’s why, if you do have a wasp issue in or around your property, it’s vital to call in a trained professional to deal with it safely and efficiently. Give one of our friendly team members a call today: 020 8668 5477.
All of Cleankill’s staff are highly trained and offer an exceptionally fast and effi -
❛❛ Overall, it has been a successful year for insects. As we learn how crucial insects are to our environment, it’s vital we learn to live alongside them. ❜❜
cient level of service. The company is proud of being approved to ISO9001 and ISO14001 while Cleankill’s certification as an Altius Elite Vendor places it among a select group of service providers in the country.
Cleankill is also fully accredited to the Safecontractor, Constructionline and Achilles Health and Safety schemes and aims to be recognised as a market leader for innovation and new pest control techniques. For further information, go to www.cleankill.co.uk or call 0800 056 5477.
Award-winning Cleankill Pest Control specialises in providing commercial and residential pest control services across London, Surrey, Kent, Sussex, Hampshire, Bucks, Bristol and the rest of the country. For further information, go to www.cleankill. co.uk or call 0800 056 5477
Ladybird numbers have seen a resurgence, thanks to the warm spring this year
HotelCoventryIndigo
By Tess de Klerk
Fresh, contemporary design gives a confident nod to Coventry’s past while offering the comfort and ease of a modern boutique stay. It feels rooted in its surroundings yet refreshingly forward-looking, perfectly in tune with the city’s spirit of reinvention.
Hotel Indigo Coventry’s public areas are impressive. Light floods through tall windows highlighting bold artwork and clever design details that nod to the city’s industrial and textile heritage. Despite the open plan layout the lobby and bar feel warm and welcoming. It is the kind of space you want to linger in, airy
yet comfortable, perfect for both quiet moments, business meetings and sociable evenings.
❛❛ My room was a haven. The bed was soft beyond expectation, dressed in fine linen that made it difficult to leave in the morning. ❜❜
LOCATION
The hotel could not be better placed. Just steps from Coventry Railway Station, it is ideal for those arriving by train or looking to explore the Midlands with
ease. The city centre is a short walk away with shopping, dining and cultural landmarks all within reach. For a weekend break, the location takes all the stress out of arrival and departure, leaving you free to focus on enjoying your stay.
SLUMBER
My room was a haven. The bed was soft beyond expectation, dressed in fine linen that made it difficult to leave in the morning. The bathroom felt indulgent with a rainfall shower, generous space and quality toiletries. Hotel Indigo is known for thoughtful extras, and Coventry delivers. From a welcome tray with local treats to a well-stocked coffee station and small design details that give a sense of place, these touch -
❛❛ Hotel Indigo Coventry is stylish but never tries too hard. It feels welcoming, the staff are genuinely friendly
es make the room feel personal rather than generic.
WINING & DINING
The Cogs restaurant and bar are very good indeed. Breakfast was a delight with a wide selection of hot and cold dishes and plenty of fresh, locally sourced ingredients. The service was attentive without being intrusive, and the space buzzed with the relaxed energy of guests easing into their day. I appreciated that plenty of space meant privacy, yet I still felt part of the surrounding buzz.
The real highlight, though, was Sunday lunch. The roast was exceptional, easily the best I have had in a long time. Perfectly cooked beef, crisp roast potatoes, vibrant seasonal vegetables and a rich gravy made for a meal that will linger in my memory. It is clear that the kitchen takes pride in showcasing classic British dining at its best.
Evenings are well catered for too, with a menu that balances comfort food and more adventurous dishes. The bar is a destination in itself, stylish and wellstocked with a tempting selection of wines, cocktails and local ales.
WORTH A STAY?
Most definitely. Hotel Indigo Coventry is stylish but never tries too hard. It
feels welcoming, the staff are genuinely friendly, and there is a strong sense of pride in both the hotel and the city it represents. The balance of efficiency and warmth makes the stay seamless. Its location beside the station is unbeatable for travellers, the design is fresh and confident, and the dining is superb. The common spaces invite you to slow down, the rooms offer a cocoon of comfort, and the Sunday roast is a reason in itself to return.
Coventry may not have been on your weekend shortlist but Hotel Indigo
makes a strong case for reconsidering. Whether you are visiting for business, culture or simply a relaxed city break, this hotel delivers style, comfort and character in equal measure.
Average price for a Standard King through Oct: £153pp (join the Rewards Club for fantastic discounts across the IHG Collection)
https://coventry.hotelindigo.com/
What makes the ‘perfect’ supercar?
Romans International crunches numbers to come up with the answer...
It’s a topic that divides opinion across the Reddit threads, YouTube channels and petrolhead chats, but Romans International, with a little help from AI, can finally uncover what exactly the “perfect” supercar looks like.
Comparing 40 of the world’s most popular supercars, across their dimensions, materials, doors, engines and more, Romans crunched the numbers to generate the balanced blueprint using AI technology, a model we call the PJ468.
Romans also followed the classic naming conventions seen across the industry. Some honour people or places (Senna or Chiron), others lean into animals, while many reference what’s under the bonnet.
PJ nods to Paul Jaconelli, Founder of Romans International, reflecting Romans’ heritage; 468 reflects engine
capacity and cylinder count, echoing numeric traditions familiar to Ferrari and McLaren enthusiasts.
“We see hundreds of the world’s most impressive cars, and patterns emerge,” said Jaconelli. “The AI didn’t chase extremes. It chose balance; the bits supercar makers most often get right.”
“This isn’t a greatest-hits collage,” added Jaconelli. “It’s the statistical sweet spot turned into a driveable brief.”
You can find out more and see further images of the car by visiting: www.romansinternational.com/blog/ the-anatomy-of-a-supercar-findingthe-perfect-spec
❛❛ It’s a topic that divides opinion across the Reddit threads, YouTube channels and petrolhead chats ❜❜
So what makes up the PJ468? Here’s the lowdown on its look and feel…
The Full Spec:
Engine & ethos: 4.6-litre V8 sits right between the Porsche 918 and Ferrari 458 for capacity, delivering instant throttle response with a classic V8 soundtrack. It’s the connoisseur’s choice, blending today’s tech with yesterday’s spirit.
Powertrain & layout: Rear mid-engine, rear-wheel drive: the same setup as icons like the Ferrari 458 and McLaren 720S, chosen for its ideal weight balance for those who want the razor-sharp handling of a true driver’s car.
Performance: 204mph top speed, edging just below the 205mph of the McLaren 765LT and Ferrari 296. 0-60mph in 3.2s, matching the figures from Porsche 718 and Aston Martin DBS. It’s supercar-quick but not just about brute force.
Body & doors: Two-door coupé with conventional doors, no butterfly or scissor drama. Findings favoured usability over theatre, like most Ferraris and Aston Martins.
Materials: Aluminium construction wins with 55% preference in the dataset (like Ferrari F12, 812), offering weight savings and durability over carbon fibre.
Drivetrain: Rear-wheel drive, with that playful, purist, grin-inducing edge. Reflecting 80% of the models (Ferrari 488, F8, and plenty more), this is the enthusiast’s layout.
Proportions: 4,594mm length × 1,981mm width × 1,237mm height, wheelbase 2,678mm. Sleek dimensions in classic McLaren territory - low, wide and perfectly poised. Designed for presence on the road and precision on the track.
Now available to test drive at smart of Epsom.
Sometimes a trip is about the journey, sometimes the destination. Who you’re bringing, what you’re packing, where you’re headed: every day is different. So you need a car as flexible as you are.
With a maximum range of 273 miles for the #1 (WLTP)* and 283 miles for the #3 (WLTP)** and with a less-than-30-minute charging time^, you’ll always be quickly and confidently on your way back home, or off to your next adventure.
TRAVEL
The Ikarian Way
Boosting happiness at work
The talent pipeline
The Harman Report
GIRL TORQUE
On the electric fence
WINE & DINE
Starling Bistro
Alex Bailey Being flexible Pippa Moyle Judging at the BAHBAs
THE BIG STORY
BLAISE METREWELI
FIRST FEMALE HEAD OF MI6
News
4 Upfront: The top international news stories involving women in business
8 In the Right Direction: Good news stories from around the world
Regulars
6 The Alex Bailey Column
A flexible approach to leadership brings its own rewards
10 The City Girl Column
What Pippa Moyle learned from judging at the BAHBAs
12 The Laura Hearn Column Excellence isn’t a destination, it’s an everyday practice
14 The Natalie Montagnani Column
Introducing the founder of Ignite, who suggests that if women want a seat at the table, they bring their own chair
Events
20 Dynamic Awards 2026
Back for their fifth year, the premier awards for women in busines is open for entries
PLATINUM MEDIA GROUP
THE BIG STORY BLAISE METREWELI
The first female Chief of MI6 (or SIS to give it its proper title) took to her new role this month. Dynamic looks at the parts of her career which are known to the public, and how she follows a recent trend of women being offered the top jobs in intelligence
31 Future Female Leaders
i360 owner Sarah Willingham will be sharing the secrets of her business journey. A Dynamic & Help to Grow event
Features
16 Don’t say it isn’t personal
Tess de Klerk reminds us of a few truths over the toxic narrative surrounding immigration in the UK
28 Happiness at work
Mary Taylor offers some techniques for boosting satisfaction at work
30 Spotlight
Focusing on Kate Lester, CEO of Diamond Logistics
32 The Harman Report Baroness Harman KC has delivered a report on bullying, harrassment and sexual misconduct at the Bar
34 The talent pipeline Employers cannot afford to ignore the ‘confidence challenge’
Wellbeing
36 Menstrual migraines
Suggested methods of dealing with this potentialy disruptive issue
What you do makes a difference, and you have to decide what kind of difference you want to make.”
– Dame Jane Goodall
38 Creatine Is it OK to be taking this supplement?
Art
40 Art ‘What Lies Beneath’ – Kellie Miller on the works of Helen Nottage
Further Reading
42 Self-publishing
Is self-publishing a viable option for unknown authors?
Travel
44 The Ikarian Way
Tess de Klerk discovers Ikaria – the Greek island with a much slower, simpler way of life
Wine & Dine
48 The Michelin-starred Starling Bistro in Esher, Surrey
Girl Torque
50 Sitting on the electric fence
Fiona Shafer, MD at MDHUB, asks if we need to go back for our future to be sustainable
What’s On
52 A brief snapshot of what’s on in Sussex and Surrey
EDITOR’S NOTE
Welcome to another jam-packed edition of Dynamic.
We are so very proud to feature contributions from interesting and talented women who share their wisdom and lived experience with you, our readers. As Laura Hearn’s column title this month says: ‘Excellence isn’t a destination, it’s an everyday practice’.
This is evident in the work and determination shown not only in our contributors’ daily lives but also by all the brave entrants of Platinum’s awards, as pointed out by Pippa Moyle this month.
Our Big Story digs into the life and career of Blaise Metreweli, MI6’s first female Chief. I can only imagine the hard work and bravery it took to get to where she is today!
Our new columnist, Natalie Montagnani advises on how to move forward as a woman in what is, at times, still ‘a man’s world’ while we explore the importance of investing in the confidence of the talent pipeline.
Read about the very zen Blue Zone island of Ikaria in Travel while Further Reading looks a little different this month - we ask if self-publishing is a viable option for unpublished authors.
And so much more. We hope that you enjoy what we have curated for you this October.
HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk
BITCOIN FRAUDSTER CONVICTED
A female Chinese national in the UK has been convicted following an international fraud investigation which resulted in what’s believed to be the single largest cryptocurrency seizure in the world. The Metropolitan Police says it recovered 61,000 bitcoin worth more than £5bn in current prices.
Zhimin Qian, also known as Yadi Zhang, pleaded guilty on September 29th at Southwark Crown Court of illegally acquiring and possessing the cryptocurrency. Between 2014 and 2017, she led a large-scale scam in China, which involved cheating more than 128,000 victims and storing the stolen funds in bitcoin assets. It said the 47-year-old’s guilty plea followed a seven-year probe into a global money laundering web which began when it got a tip-off about the transfer of criminal assets.
WALMSLEY TO LEAVE POST AT GSK
Britain’s second-biggest drugmaker GSK has announced the departure of its chief executive, Dame Emma Walmsley, after eight years in the top job. Walmsley, 56, who has run the FTSE 100 company since 2017, will
GENDER PAY GAP EXTENDS TO ELITE SPORTS
The amount of money earned by the victorious England Rugby World Cup-winning team (The Red Roses) has come in for criticism as contract figures were released during the recent tournament. There are five tiers of women’s rugby contracts, with the highest being worth £49,600 per year. The players in the squad received £5,000 just for playing in the World Cup, while the entire team was awarded another £20,000 for being the outright winners.
This is in stark comparison to the France men’s team from their tournament two years ago, who would have received €200,000 (£174,000) each had they won.
step down from the board at the end of this year, and remain at GSK until her notice period ends on September 30th 2026. It is unclear what she will do then, but she said she had no intention of retiring. Luke Miels, GSK’s chief
commercial officer, whom she brought in from rival AstraZeneca in 2017 and described as a “dream appointment” in her diary, will replace her and start on January 1st.
UPFRONT
THE LATEST BULLETINS FROM AROUND THE WORLD
WOMAN WINS TRIBUNAL CASE AFTER CALLING BOSSES ‘DICKHEADS’
Kerrie Herbert has been awarded almost £30,000 in compensation and legal costs after an employment tribunal found she had been unfairly dismissed.
The ruling came in the case of an office manager who was sacked on the spot when – during a row – she called her manager and another director dickheads. The employment judge Sonia Boyes ruled that the scaffolding and brickwork company she worked for had not “acted reasonably in all the circumstances in treating [her] conduct as a sufficient reason to dismiss her.
“She made a one-off comment to her line manager about him and a director of the business,” Boyes said. “The comment was made during a heated meeting.
PPE MEDPRO GIVEN TWO WEEKS TO REPAY £122M TO GOVERNMENT
The government has won its legal claim against a company linked to the peer Michelle Mone for the return of millions of pounds paid for personal protective equipment during the Covid pandemic.
The Department of Health and Social Care sued the company, PPE Medpro, in December 2022, arguing that it had not complied with PPE laws to ensure that 25m surgical gowns it provided under a June 2020 government contract were sterile. The trial heard that the gowns, for which the DHSC paid £122m, were rejected after their first UK inspection in September
2020 and never used in the NHS. The gowns, manufactured in China, were labelled with a CE mark, denoting compliance with European standards, but no authorised quality assurance organisation had certified their safety and sterility.
PPE Medpro is owned by Mone’s husband, the Isle of Man-based businessman Doug Barrowman. The judge, Mrs Justice Cockerill, who heard the five-week trial at London’s Rolls Building in the summer, ruled in favour of the DHSC and ordered PPE Medpro to repay the full £122m plus additional costs and interest.
CLIMATE CHANGE HAS GREATER EFFECT ON WOMEN
World leaders, business executives, activists, scientists, and policy makers gathered in New York City at the end of September for Climate Week, the largest global climate event of its kind. More than 500 events amplified the scale of the climate crisis and the opportunity for climate action.
Women, the event agreed, often bear the brunt of climate change’s effects.
Women are more likely than men to live in poverty and rely on natural resources for their livelihoods, leaving them disproportionately vulnerable to floods, droughts, and displacement. According to the United Nations’ Gender Snapshot 2025 report, climate change may push up to 158 million more women and girls into poverty by 2050, which is 16 million more than the total number of men and boys.
FRANK FOUNDER JAILED FOR FRAUD
Charlie Javice, the entrepreneur convicted for defrauding JPMorgan Chase into buying her college financial aid startup Frank for $175m, has been sentenced to just over seven years in prison.
Javice, 33, was convicted in March on all four counts she faced: bank fraud, securities fraud, wire fraud and conspiracy. She had pleaded not guilty and is expected to appeal her conviction. Prosecutors with the Manhattan U.S. Attorney’s office had sought a 12-year prison sentence.
Javice founded Frank in 2017, and won praise for simplifying college financial aid for students and parents. She became a rising star in finance and appeared on Forbes magazine’s “30 Under 30” list in 2019.
GENDER PAY GAP EXTENDS TO RETIREMENT PENSIONS
Retired women in the UK, in effect, go four months of the year without a pension when their income is compared with that of men, union leaders have warned.
The TUC said the income gap between men and women in retirement was 36.5%, equivalent to a shortfall of £7,600 a year on average. As a percentage, this was more than double the gender pay gap, which measures the difference in average earnings from work, currently standing at 13.1%.
The union organisation stated that this meant retired women effectively stopped receiving a pension from August 21st, compared to men, creating a four-month gap.
“The beauty of being a feminist is that you get to be whatever you want. And that’s the point.”
- Shonda Rhimes
❛ ❛
“Don’t be afraid to speak up for yourself. Keep fighting for your dreams!”
– Gabby Douglas
NEW BUSINESS LEADERS COMPANY STARTED IN SUSSEX
Two Horsham women have set up a new company to help business leaders with confidence.
Suzie Yates, along with co-founder Libby Crossland, has started The Leadership Visibility Co. The new company helps CEOs, founders, and C-suite leaders show up with confidence and proof, so the right people recognise their value, and visibility becomes a pipeline for partnerships and progress.
Suzie previously led multi-million-pound commercial remits, launched profitable national magazines, and serves on an industry board, leveraging her marketing and commercial skills. Libby built and scaled executive-branding teams, served as Head of Marketing for a £45m recruitment group and held VP roles in a global learning and development scale-up.
The UK’s first female Chancellor, Rachel Reeves, is set to lift the two-child benefit limit in the budget, a key demand of her own party’s MPs and child poverty campaigners, with officials exploring the option of a tapered system instead.
The chancellor has said she expects to respond to recommendations of the child poverty taskforce at the budget, which is expected to say that lifting the two-child limit for universal credit and child tax credit would be one of the most effective ways to lift hundreds of thousands of children out of poverty.
Neither Sir Keir Starmer nor Reeves confirmed that they would scrap the cap in their speeches at the Labour party conference, but they have been emphatic about the need to address child poverty.
IAlex Bailey Column The
We are delighted to have Co-Founder, with 20+ years organisational change. delivering impactful programmes
’ve often felt I’m great at flexing to my context and adapting to new challenges, but if I’m honest with myself, I am great at being flexible and adapting to anything, if it’s something I want to do. Recently, I’ve been exploring what more is required of me as a leader in this changing world and what I can learn to apply to my business and my work.
Our world is now defined by uncertainty and complexity, and, as a result, flexibility in leaders has rapidly become one of the most valuable human skills required. It is critical for all organisations navigating constant change on multiple levels.
“Psychological
Psychological flexibility is the ability to remain present, adapt to a shift in circumstances and take purposeful action that is aligned with personal values, even in the face of discomfort. It’s more than just being mentally fit, tough or resilient; it’s about being a leader who can hold multiple perspectives, regulate emotions and respond rather than react.
To develop greater flex, we need to focus on building skills in five core areas:
• Accepting emotions without trying to avoid or fi x them
• Distancing ourselves and taking a step back for perspective to look at what’s true
• Remaining present rather than reliving the past or worrying about the future
By Alex Bailey
flexibility is the ability to remain present, adapt to a shift in circumstances and take purposeful action”
BEING FLEXIBLE
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.
• Anchoring in our values, where we know what matters to us and balance it with organisational needs
• And taking action with small positive steps, even when stepping into the unknown.
I often hear that leaders are constantly fi refighting, and I’ve certainly experienced significant challenges in my leadership journey, owning my own business over the years, but the increased pace of change, along with the increased number of major changes we are experiencing at once, has left leaders feeling frazzled.
“Being more fl exible in our thinking enhances decisionmaking under pressure”
vocabulary for a long time and is nothing new. However, much of what helps me and other leaders improve is about bringing our subconscious to the forefront of our attention, intentionally recognising when we can use particular skills and then taking the steps to deploy them in the moment, at pace. And it’s the pace here that matters; the rapid acceptance of new scenarios, shifts in outcomes and expectations that really create agility in leaders, teams and organisations.
The great aspect of this is that it is trainable.
Building greater flexibility is a key prevention of burnout, particularly when leaders suppress their emotions to appear strong to others. By acknowledging how we feel when a challenge or change occurs, we are able to listen to what this emotion is indicating to us, and this can help us use our experience to respond appropriately in the moment. Leaders who have greater flexibility experience lower stress and greater
Being more flexible in our thinking enhances decision-making under pressure, where leaders are more able to pause, reflect, and choose actions that serve longer-term goals.
Flexibility helps us create safety and trust in our teams by role-modelling agility and openness, which means people feel safer to speak up, take risks and learn from mistakes. Th is trust and safety is also critical for a culture of innova-
Th is approach helps us anchor to what matters most to us amid the chaos by reflecting on our values, which are deeply rooted in life experiences, and can help guide us if we align them to the organisational needs.
Businesses of all sizes need to remain adaptable in their strategies to innovate continuously. Flexible leaders are better able to pivot at pace, reframe setbacks, and experiment with new opportunities.
When focusing on developing this skill for myself, I felt like so much of it referred to techniques I recognised and felt familiar with. After all, “flexibility” has been in our tion and growth.
We can work on developing our flexibility in many ways, including:
1. Asking what our emotions are telling us about any given situation. The more we practice this continually, the more likely we are able to tap into our intuition when most required.
2. Stepping back when a challenge occurs and reflecting on whether our thoughts about the situation are indeed factual, or a narrative we are carrying from something else.
3. Focusing on what’s within our control right now to remain present.
4. Reflecting on what is most important to you in your role, ask, “What truly matters to me as a leader?” Use this as a compass during difficult decisions.
5. Breaking challenges into the smallest next step, then taking it.
Developing psychological flexibility isn’t just important for us as leaders, it creates a culture that develops intergenerational respect and bridges cultural divides by supporting open conversations where everyone feels seen, heard and valued.
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/
“You are allowed to be both a masterpiece and a work in progress simultaneously.”
- Sohpia Bush
DUTCH PENSION FUND CUTS BLACKROCK TIES
A major Dutch pension scheme for health and welfare workers will withdraw €14.5bn from BlackRock due to its fossil fuel investments. The fund, PFZW, announced the move after BlackRock left the Net Zero Asset Managers Alliance, a group pushing for carbon neutrality. Campaigners from Go Fossil Free
IN THE RIGHT DIRECTION
PHONE BANS BOOST SCHOOL PERFORMANCE
called it a victory that reduced BlackRock’s influence and directed money toward greener alternatives. They urged other pension funds, including ABP, the Netherlands’ largest, to follow suit. The withdrawal is seen as a significant win for climate-focused financial activism in Europe. about distraction, arguing that banning phones
AI HELPS STROKE PATIENTS RECOVER
A study involving nearly 17,000 Indian students has shown that banning smartphones in classrooms leads to higher grades. Pupils in phone-free lessons performed better, particularly those who were struggling academically. The research, led by the University of Pennsylvania, aligns with findings from the Netherlands, where most schools reported improved concentration after bans. UK campaigners welcomed the results. Daisy Greenwell from Smartphone Free Childhood said the study confirmed long-held concerns about distraction, arguing that banning phones is a simple, low-cost way to enhance learning outcomes and benefit disadvantaged children most.
FASTER MRI FOR PROSTATE CANCER
Scientists in England have developed a quicker MRI scan for prostate cancer diagnosis, which could benefit millions of men. Traditional scans use three steps and require dye injection, making them slow and expensive. Researchers at University College London and the University of Birmingham found a two-step scan without dye was just as accurate and far quicker. Only 62% of eligible men currently receive an MRI, but the new method could change that. A second UK trial is underway, aiming to confirm evidence and reshape clinical practice nationwide.
An AI tool that analyses brain scans has sped up stroke diagnosis across the NHS, leading to faster treatment and better recovery rates. The system has already been used on more than 60,000 scans and is credited with helping over half of patients regain function. Doctors can make quicker treatment decisions, crucial since stroke patients lose millions of brain cells each minute. NHS England said the rollout marks a revolution in care. Experts called it a powerful example of how technology can transform outcomes in emergency medicine.
“Remember no one can make you feel inferior without your consent.”
- Eleanor Roosevelt
US SET TO RETIRE MORE COAL
The United States is on course to retire more coal capacity in 2025 than it did last year, according to Carbon Brief. The report noted that while the US steps back from coal, other countries such as Vietnam, Indonesia and South Africa are also reducing use. For the first time, no new coal plants
RENEWABLES FIRMS PRAISED ON RIGHTS
Renewable energy companies are making progress on human rights despite policy pressures, according to a study by the Business and Human Rights Resource Centre. The report examined 35 firms and found that many were embedding rights commitments into operations. Campaigners
said a fair transition to clean energy must also respect rights, noting positive steps in the sector. However, only two of 22 firms reviewed had strong protections for indigenous communities. The report stressed that closing this gap is essential to ensure that the global shift to renewables remains just and sustainable.
are planned in Latin America. However, coal remains significant in India and China, where expansion continues. Analysts said the global trend is uneven, with progress depending on political and economic support for clean energy.
CALIFORNIA BANS ULTRAPROCESSED FOODS IN SCHOOLS
California has passed a bill banning ultra-processed foods from school meals, the first such law in the US. These foods contain chemical additives and high levels of fat, sugar and salt, and are increasingly linked to health risks. The new law, Assembly Bill 1264, gained bipartisan support
and will phase out such items from school menus.
Democrat Jess Gabriel, who introduced the bill, said the move prioritises children’s health and safety. Lawmakers hailed it as a science-based step, setting California apart as a leader in food policy reform.
HYPERLOOP TEST MARKS BREAKTHROUGH
Dutch company Hardt Hyperloop has reached a milestone at the European Hyperloop Centre by completing a successful speed and lane-switching test. The pod achieved 85kph while performing a manoeuvre crucial for future large-scale transport systems. Advocates say hyperloop could reduce
lorry traffic and cut air travel emissions, though the technology is still at an early stage. The European Hyperloop Centre has made major progress since its first trials last year. Hardt’s managing director said the demonstration brought hyperloop closer to realworld deployment and global adoption.
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.
“The businesses I judged were vastly different, ranging from solo founders to expanding teams, from bars and wellness clinics
to AI consultancies, garden designers,
and seafront leisure centres.”
What judging taught me about
By Pippa Moyle
Afew weeks ago, I had the privilege of announcing the ‘New Business of the Year’ for the Brighton & Hove Business Awards. My ‘30 words of fame’ moment took place halfway through the ceremony, when I took to the podium at St Peter’s Church and revealed the winner.
The few hundred attendees cheered, the winners thanked their team, and the photographer choreographed a symbolic photograph to mark the occasion. A perfect Platinum-style bowtie to complete my first BAHBAs experience.
But behind that bowtie moment was weeks of researching and interviewing some of the city’s most exciting new businesses. I went through turnover figures, growth plans, mission statements, and founders’ stories to whittle down the entrants into a shortlist. My chosen winner was then presented to the judges from other categories at DMH Stallard’s Brighton Office in a “mini Dragons’ Den meets courtroom debate” four-hour session.
The businesses I judged were vastly different, ranging from solo founders to expanding teams, from bars and wellness clinics to AI consultancies, garden designers, and seafront leisure centres. Some were start-ups still finding their feet, while others were already turning over six figures. Yet despite the variety in industry, size and scale, four qualities shone through that every business can learn from.
1. Bravery
The first thing that struck me was the sheer bravery of these founders. Even applying for an award like this takes courage, as it puts your young business under the spotlight and invites judges to scrutinise your story.
Beyond that, many had taken leaps that most of us would hesitate to make. One turned a neglected patch of seafront into a national swimming centre. Another carved out an entirely new niche in accessible design, with no blueprint to follow. There was a garden designer launching her own studio at 27, and a wellness business evolved a mobile service into a holistic clinic. These founders didn’t just dip a toe into entrepreneurship; they jumped in headfirst.
2. Resilience
If bravery gets you started, resilience is what keeps you going. Every business faced its fair share of setbacks and sacrifices, including funding hurdles, long hours, or the challenge of building a reputation from scratch.
the BAHBAs about business
“Time and again, I saw founders listening, learning, and tweaking. That openness to evolve felt like a hallmark of Brighton’s entrepreneurial spirit.”
Some grew from deeply personal experiences, like a social enterprise founded after a friend’s homophobic attack, determined to build safer spaces for others. Others weathered scepticism, like a meat-box scheme tied to biodiversity goals. Another had lost their fi rst clinic when the landlord decided to sell the property. Their stories reminded me that resilience isn’t glamorous, but it is essential.
3. Agility
The businesses that stood out were also agile, able to adapt quickly to shifting markets and customer needs. The aforementioned clinic, which lost its fi rst physical space, quickly found a home in a collaborative community space, developing new offerings to reach new audiences.
A wine bar didn’t just serve drinks; it spun out beekeeping experiences, pop-ups, and wholesale products to strengthen its brand. An AI consultancy, in a sector full of hype, positioned itself as a translator between business leaders and technical experts, packaging its services to make them more accessible.
Time and again, I saw founders listening, learning, and tweaking. That openness to evolve felt like a hallmark of Brighton’s entrepreneurial spirit.
4. Focus
Ultimately, the strongest entries showed real focus. Not just in what they do today, but in their clarity about what comes next.
Some spoke about scaling sustainably, others about mentoring the next generation or achieving environmental accreditations. What united them was a sense of direction. That forward-looking focus is what gives a young business momentum. It keeps decisions grounded in a bigger picture and shows customers, investors, and teams alike that the future is being taken seriously.
Choosing the Winner
After hours of reading, interviewing and reflecting, one business captured all four of these qualities in a way that felt truly transformative: Sea Lanes Brighton. They built more than a brilliant open-air pool; they created a hub that brought together 19 local fitness, health, food and wellbeing businesses under one roof. In doing so, they proved that success isn’t just about growth or profit, but about creating opportunities for others to thrive too.
Sea Lanes showed bravery in tackling a complex, highrisk project, resilience in overcoming years of planning and funding challenges, agility in starting with a pop-up model before scaling, and focus in their long-term vision of building a healthier, more connected community.
They truly personified the power that new businesses have to grow the communities around them and inspire the next generation, who I hope to be back judging next year.
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 examines the various meanings of ‘excellence’
“Your personal story is your secret weapon. What you leave in and leave out makes all the difference.”
Excellence IT’S AN EVERYDAY
By Laura Hearn
Ican’t say I love long drives, but they’ve become my classroom - time to listen to a podcast and arrive with a new perspective. Recently, I listened to Emma Grede in conversation with Mel Robbins. Emma is the founding partner of SKIMS, co-founder and CEO of Good American, host of @aspirewithemmagrede - and a mum of four (no imposter syndrome here).
The interview held my attention for the entire 1 hour and 26 minutes, which is rare. And although there was so much that stood out for me, if I had to choose one idea, it would be this: “Be excellent at where you are, at whatever you are doing, because that has some kind of invisible magnetic pull.”
Excellence.
But what does excellence mean? Like all words, it means different things to different people. It’s easy to imagine excellence belonging to the big milestones in your life - a promotion, getting married, buying a house. But what if it’s less of a headline and more of a few words hidden in the back pages?
What if it’s as simple as the way you make your coffee, write an email, or speak to yourself when you’re on your own? As a journalist, I’ve listened to some extraordinary people tell me that their greatest breakthroughs didn’t come from polished perfection, but from the moments they were kneedeep in difficulty, scrambling to find a way forward, when they kept going, clinging to curiosity and courage, despite having no idea when or where they would resurface.
PURSUE YOURSELF FIRST
Who do you spend more time with than anyone else? You. It’s something we easily overlook, but the only person who will always be by your side is you, so you might as well enjoy the company.
In business, especially for women, it’s tempting to measure success against external markers, such as turnover, recognition, and productivity. But above all of it is the inner story we tell ourselves. Too often, it’s a story of criticism.
What if excellence included how we speak to ourselves? What if, when something goes wrong, we responded as we would to a close friend, with kindness and encouragement rather than judgment?
isn’t a destination EVERYDAY PRACTICE
Excellence, in this sense, isn’t about performance. It’s about self-trust. And from that foundation, everything else follows.
DIRECTION OF TRAVEL
Something else Emma shared was this: “If you don’t know if you’re going in the right direction, then just go. At least you’re moving.”
I hear this dilemma a lot in my work with leaders and entrepreneurs: “What if I get it wrong? What if this isn’t the right path?”
But there rarely is a wrong or a right path. If you choose to look at it that way, you will only ever arrive if you begin. You only find clarity once you’re moving. Even the wrong turns add to your story - the lessons, the resilience, the connections that shape the next stage. As Emma put it: “Everything you want is already there, it just has to find you working.”
It’s about:
• Starting where you are.
• Speaking to yourself with the kindness you extend to others.
• Moving, even without a perfect plan.
• Choosing excellence in today’s small actions. Those repeated acts build the confidence and momentum that attract the next opportunity.
THE STORY YOU TELL YOURSELF
At its heart, this comes back to story – my favourite thing. What you tell yourself about where you are and where you’re going matters.
“In journalism, striving for excellence was also an ethical responsibility. It wasn’t about polish for its own sake, but about truth and respect for the audience.”
THE MAGNETIC PULL OF EXCELLENCE
The paradox is that the more you focus on doing the small things well, the more opportunities begin to open up.
I saw this in the BBC newsroom. The interviews that made the biggest impact weren’t always with the most famous names, but the moments when I listened closely, asked the unexpected question, and was gifted with a nugget of gold. Excellence, in that sense, wasn’t about bigger. It was about paying attention to the little things.
And it wasn’t optional. In journalism, striving for excellence was also an ethical responsibility. It wasn’t about polish for its own sake, but about truth and respect for the audience. The same applies in business. Excellence is how you honour the people you serve. It’s not about perfection or performanceit’s about doing the work with care so others can trust you.
FOR WOMEN IN BUSINESS
For women leading businesses or building careers, excellence can feel like another impossible standard. But this isn’t about pressure. It’s about reframing excellence as something human and attainable.
When I work with clients on their brand narrative or personal story, I often ask: “What’s the story you’re telling yourself right now?” Because if that story is full of doubt and self-criticism, everything feels harder. But if it’s built on trust and a commitment to small acts of excellence, momentum begins to build.
A QUESTION TO TAKE AWAY
So, the question I’ve been asking myself since hearing Emma Grede’s words is: ‘What would excellence look like for me today, right where I am?’
For me, it can be as ordinary as making my bed. Sometimes it’s finishing the email I have kept in my drafts all week. And sometimes… (more than sometimes) it’s listening with my full attention.
Don’t wait to be excellent. Be excellent now, in your own way. Because as Emma says, “how you do anything is how you do everything. Excellence isn’t the endpoint. It’s the practice that shapes the story you’re writing - one choice at a time.
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.
Bring your own chair Want a seat at the table?
Inmy brief stint as an employee working within corporate, I was always waiting. Waiting for a pay rise. Waiting for recognition. Waiting for promotion.
It was at the tender age of 27 that I gave up wishing and hoping and started my own marketing agency. It felt empowering to take control; to be master of my own destiny even though the road has been full of its own challenges over the years. But entrepreneurship isn’t for everyone – and also, shouldn’t we stay in the game and fight the good fight?
ACT MORE LIKE A MAN?
For years, we’ve been encouraged to lean in, speak up, negotiate harder, and take the seat at the proverbial table like good little girls with straight backs and strong handshakes.
But here’s the problem: The table wasn’t built for us, and we are often made to feel like an outsider even once we’ve ‘made it.’ I’ve had clients tell me about how they are often spoken over, not listened to and generally made to feel ‘less than’. And so, these brilliant, successful women have quit – and that’s a travesty. Why is this happening? Because some companies promote women to boards just to tick the DEI box, not because they respect their contribution – it’s just a way for them to keep the old boys club going a little longer.
ourselves in the process - changing how we speak, lead, and dress.
I’ve seen vast swathes of women ‘acting’ like men in order to get ahead. I remember once terrifyingly reading an article about women taking testosterone so they could be less emotional and literally be more like a man. WTF? But here’s the truth: We were never meant to blend in. So what do we do?
LET’S STOP WAITING
Just like I did back in the day, women are still waiting to be invited into leadership. Into opportunity. Into the spotlight. We hesitate. We ‘just want to check we’re qualified enough’ We overthink. We ask: “Am I too much? Am I ready? Am I allowed?” Meanwhile, men are skipping their way into boardrooms they’re barely qualified to sit in - and never questioning if they belong.
“We’ve been taught that there’s one table and a few lucky seats for women who ‘play the game right.’ Forget that. Bring your own chair...”
Just like that infamous Hewlett Packard internal report ‘Men apply for a job when they meet only 60% of the qualifications, but women apply only if they meet 100% of them.’ The system is never going to hand us the power. So what’s the solution?
Simple. Bring your own chair.
BEING A WOMAN IS OUR GREATEST STRENGTH
The rules were written decades ago by men in grey suits with stay-at-home wives and full-time secretaries. And while we’ve squeezed ourselves into the game, we’ve also contorted
Let’s be real, the old model of leadership is tired. It’s performative, aggressive, and outdated. The future? It’s female, collaborative, creative, emotionally intelligent, and wildly effective – these are the superpowers of modern leadership.
By Natalie Montagnani
In fact, studies consistently show that organisations with women in senior leadership roles outperform those without. Why? Because women leaders are more likely to coach and develop their teams, build inclusive cultures, and drive higher engagement.
And this is proven. McKinsey & Company found that companies in the top quartile for gender diversity on their executive teams were 25% more likely to have above-average profitability.
Still, the myths persist:
“Women are too emotional.”
“Women lack authority.”
“Women don’t go hard enough.”
Absolute rubbish.
The data tells a different story. Studies show women outperform men in almost every key leadership metric - from team engagement and collaboration, to ethical decision-making and long-term vision.
The fabulous Simon Sinek said it plainly: “Women make the best CEOs. Not because they lead like men, but because they don’t. Men want me to prove that trusting people, loving people, taking care of people is a good thing for business. Women inherently understand that and make decisions accordingly.”
STRONGER TOGETHER
Let’s be clear: bringing your own chair doesn’t (and can’t) mean doing it alone.
It simply means:
• Backing yourself before anyone else does
• Creating your own opportunities when the system stalls
“Here’s the problem: The table wasn’t built for us, and we are often made to feel like an outsider even once we’ve ‘made it.’”
• Surrounding yourself with other women who are also building, rising, and disrupting
• Being more visible as a leader
• Building a strong personal brand that clearly demonstrates your expertise and demands attention
• Get comfortable having uncomfortable or even challenging conversations
• Working on you, your mindset, your confidence levels
• Supporting other women who need a hand up (collaboration over competition)
Be the change – because as humans, we often need someone to follow; be that role model. A 2022 study found 43% of women believe they would be more successful if they had a female role model in the workplace – so be her.
MY ‘WHY’
This is why I built IGNITE, a space for ambitious women to stop waiting, start owning their brilliance, and build careers, businesses and lives that reflect who they truly are, and supporting organisations that know they need to change and who truly want to embrace it.
Whether you’re an entrepreneur, executive, or emerging leader, you don’t need permission to take up space. You just need support, strategy, and a little reminder of how powerful you already are.
We’ve been taught that there’s one table and a few lucky seats for women who “play the game right.” Forget that. Bring your own chair, and then start pulling up more for the women behind you. Because we’re not here to fit in. We were born to lead, and it’s time to rewrite the rules of leadership.
Are you in?
Natalie Montagnani Founder of IGNITE Women in Business
07900 153503 Ignitewomeninbusiness.com
Don’t say it isn’t
Many people who have come to the UK are fed up of the narrative that the country’s problems are down to them. Tess de Klerk, drawing on her own experiences, puts the record straight
Brexit was the first wound. Many immigrants felt it deeply personal - the majority of Britain’s population seemingly deciding that people like us were no longer welcome. Many EU citizens left Britain altogether, heading back to their homelands, exhausted and disheartened.
Since then, the rhetoric has been mostly aimed at so-called illegal immigrants. Now, politicians hardly bother with that distinction. We are all lumped together, vilified simply for existing here.
Robert Jenrick, Shadow Justice Minister, laid it bare when he recently said: “Damaging though illegal migration is, legal migration is even more harmful to the country because of the sheer eye-watering numbers of people who have been coming across in recent years perfectly legally – it’s putting immense pressure on public services.”
In one sentence, he erased the difference between those who play by the rules and those who don’t. For those of us who have sacrificed so much to build a life here, those words
sting deeply. They confirm what many already feel: no matter how much we contribute, Britain’s politicians will still blame us.
I know this first-hand. I came to the United Kingdom from South Africa more than a decade ago. I worked tirelessly - sometimes juggling three jobs - while paying taxes and contributing to the NHS, all without being entitled to the safety of benefits if things went pear-shaped. For ten years, I applied for visa after visa, each time at my own personal cost.
The fees are punishing: a family visa application costs £1,321 per person, on top of the NHS surcharge of £2,587 payable in advance for several years at a time, plus possible solicitors’ fees, as the applications can be minefields. These visas often have to be renewed every two and a half years before eventually applying for Indefinite Leave to Remain (ILR) - each stage costing thousands more.
Many immigrants are not on visas that count towards ILR, and are prevented from applying after five years. My own journey took ten years. By the time I finally secured ILR, I had spent a small fortune just for the right to stay in the country where I was already contributing. It should have been a moment of
personal...
“Indefinite Leave to Remain is not a gift; it is earned.”
recognition. Instead, in today’s Britain, even people like me who have followed every rule are being told we are the problem.
THE FACTS ABOUT IMMIGRATION
The truth is far removed from the scaremongering. Immigrants are not draining Britain - they are keeping it afloat. Recent figures show that skilled worker visa holders in 2022/23 had a net fiscal contribution of £16,300 each, compared to around £14,400 for UK-born adults. Immigrants, in other words, are contributing more to the Treasury than the average Briton. Between 2001 and 2011, migrants from the EEA contributed £22 billion more in taxes than they took out in services, while non-EEA migrants contributed £2 billion more. These numbers prove what the rhetoric denies: immigration is not a burden but a benefit.
It is also important to remember who the immigrant population is. Migrants are disproportionately young and working-age. They come to Britain in their 20s and 30s, the years when people are generally at their healthiest, least reliant on the NHS, and most economically productive.
Most leave after a few years or when they grow older, often returning to their countries of origin before they ever reach the stage of life when people draw heavily on healthcare. That means Britain benefits from their taxes and their labour during their prime years, without bearing the longterm healthcare costs that come with ageing.
The NHS is a perfect example. Around one in six NHS staff is an immigrant, and almost 40% of doctors trained abroad. Without them, the system would collapse. The same is true of social care. In 2023/24 alone, over 100,000 care workers had to be recruited from overseas to fill gaps left by dangerous and chronic shortages.
Those posts were available to people living here, but they weren’t filled. The truth is, without immigrant care workers, hospitals would overflow, care homes would shut down, and vulnerable people would be abandoned. Many of these recruits are not just care workers but qualified nurses and health professionals in their countries of origin, bringing expertise Britain needs.
THE LIES POLITICIANS SELL
Nigel Farage and others have spent years peddling myths:
• Immigrants take British jobs - False. Studies consistently show that immigration has little impact on employment for UK-born workers. Instead, immigrants fill the jobs others cannot or will not do, especially in healthcare, social care, and hospitality.
• Immigration causes the housing crisis - False. Britain’s housing crisis is decades in the making, caused by underinvestment and poor planning - not by immigration.
• Immigrants drain welfare. False. Most immigrants have no access to benefits for years, yet they pay taxes from day one. They are net contributors.
• We can’t get GP appointments because of immigrants - False. GP shortages are driven by chronic underfunding and a shortage of medical training places. In fact, thousands of GPs and practice nurses are immigrants - without them, waiting times would be even worse.
• The NHS is collapsing because of immigration - False. The NHS is collapsing because of years of austerity and neglect. Immigrants are propping it up, not breaking it down.
These are not just harmless lies. They create division, fuel resentment, and leave immigrants like me feeling unwelcome in the country we help sustain.
FARAGE’S CRUEL FANTASY
Farage’s latest half-baked idea - rescinding Indefinite Leave to Remain - is not only cruel, it is unworkable. He proposes replacing ILR with renewable visas every five years, with stricter salary thresholds and conditions.
This would destabilise hundreds of thousands of people’s lives, including many who have lived in Britain for decades, raised families, and built careers. It would devastate the NHS and care system by driving away essential staff. And it would send a chilling message to every immigrant: no matter how long you’ve been here, you will never belong.
problem, it feels like a finger pointed at me, at my daughter, at others like us. I know countless immigrants who feel the same: we work hard, we contribute and yet we are told we are not wanted.
It is demoralising, it is exhausting, and it is deeply personal. And it’s becoming frightening. As my friend who has lived here for close to 15 years said after she drove to work one morning with St George’s flags ominously lining miles of road: “Things are getting scary - it’s making me think of Europe many decades ago”
BRITAIN’S CHOICE
Britain faces an ageing population, workforce shortages, and an overstretched NHS. Immigration is not the problem - it is the solution. Without it, pensions would become unsustainable, hospitals would collapse, and social care would disintegrate. The problem is not the immigrant workforce; it is the mismanagement of the country over decades, combined with a lack of political will to invest in housing, infrastructure, and public services.
“Here is the challenge: to politicians who peddle lies for votes, stop scapegoating us and start addressing the real problems.”
ILR is not a gift; it is earned. People like me spent years following every law, paying every fee, and proving our worth. To strip that away retroactively is nothing short of betrayal. This feels personal
The facts matter, but the human toll is more difficult to quantify. Every time a politician says immigration is the
I came to Britain because I believed in its values of equality, opportunity and openness. I still want to believe. But the rhetoric tells me I will never truly belong here, no matter how much I give.
Here is the challenge: to politicians who peddle lies for votes, stop scapegoating us and start addressing the real problems. To the public, look at who is helping keep the hospitals, care homes and farms running. And to Britain as a whole: decide whether you want to be a country that thrives by embracing reality, or one that declines by chasing myths. Immigrants are not the enemy - we are part of the solution, and it’s time Britain’s leaders had the courage to say so.
STORY
BLAISE METREWELI
THE NEW ‘CHIEF’
The United Kingdom’s top foreign spook is, for the first time, a woman. The new boss of MI6 – or to give its correct title, ‘Secret Intelligence Service (SIS)’ – is referred to as ‘the Chief’ or more commonly as ‘C’, and is the only member of staff who is publicly named.
In a case where life finally imitates art (Dame Judi Dench having played ‘M’), Blaise Metreweli became the 18th Chief of the SIS on October 1st.
She reports directly to the Foreign Secretary, Yvette Cooper, and is responsible for ensuring the UK operates securely all over the world in our mission to keep the country safe.
By Alan Wares
METREWELI
Blaise Metreweli – the only public image of her in circulation
+THE SECRET INTELLIGENCE SERVICE – A POTTED HISTORY
Despite its commonly known ‘MI6’ handle, the organisation’s correct title is the Secret Intelligence Service (SIS).
It is tasked mainly with the covert overseas collection and analysis of human intelligence on foreign nationals in support of its Five Eyes partners (Australia, Canada, New Zealand, the United States, with the UK making the fifth partner). SIS is one of the British intelligence agencies, and the Chief of the Secret Intelligence Service (known as “C”) is directly accountable to the Foreign Secretary.
The reference to ‘C’ is from the first Chief of the service, Sir Mansfield Cumming, who would sign his orders with just that monogram. By way of jocular expression, Ian Fleming took the first Chief’s other initial - ‘M’ - and used that as a reference to the top person in his James Bond series of novels.
Formed in 1909 as the foreign section of the Secret Service Bureau, the section grew greatly during the First World War, officially adopting its current name around 1920. The name “MI6” originated as a convenient label during the Second World War, when SIS was known by many names. It is still commonly used today. The existence of SIS was not officially acknowledged until 1994.
That year, the Intelligence Services Act 1994 (ISA) was introduced to Parliament to place the organisation on a statutory footing for the first time. It provides the legal basis for its operations. Today, SIS is subject to public oversight by the Investigatory Powers Tribunal and the Intelligence and Security Committee of Parliament.
The stated priority roles of SIS are counter-terrorism, counter-proliferation, providing intelligence in support of cyber security, and supporting stability overseas to disrupt terrorism and other criminal activities.
Unlike its main sister agencies, Security Service (MI5) and Government Communications Headquarters (GCHQ), SIS works exclusively in foreign intelligence gathering; the ISA allows it to carry out operations only against persons outside the British Islands.[9] Some of SIS’s actions since the 2000s have attracted significant controversy, such as its alleged complicity in acts of torture and extraordinary rendition.
Since 1994, SIS headquarters have been in the SIS Building at Vauxhall Cross, on the South Bank of the River Thames in London,.
Blaise Metreweli CMG took over from the outgoing Sir Richard Moore on October 1st to become the 18th person to hold the title of ‘C’, having previously held the role of Director General of Technology and Innovation within the SIS. One does love a title…
Although publicly named and acknowledged by HM Government, details of Metreweli’s background are - understandably – a bit patchy. Except to others in the espionage community, one presumes.
Blaise Metreweli was born in 1977 and spent part of her childhood in Hong Kong. She attended Cheltenham Ladies’ College and graduated in 1993. She subsequently attended Westminster School in London. From 1994 to 1995, Metreweli was captain of Westminster School. She then studied anthropology, graduating with a Bachelor of Arts from the University of Cambridge in 1998, a well-trodden breeding ground for international espionage.
While at Cambridge, alongside future Olympians Sarah Winckless, Francesca Zino and Alison Mowbray, she was a member of the Cambridge University Women’s Boat Club Blue Boat crew that won the 1997 Women’s Boat Race against Oxford University.
The outgoing ‘C’ – Sir Richard Moore
“Details of Metreweli’s background are - understandably – a bit patchy. Except to others in the espionage community, one presumes.”
Metreweli’s father, Constantine Metreweli, was born Constantine Dobrowolski, himself the son of a Nazi collaborator, in Snovsk in the Chernigov Oblast of the Nazioccupied Ukrainian Soviet Socialist Republic in 1943. He came to England with his mother, who then married David Metreweli in Yorkshire in 1947.
After attending The Latymer School, the University of Cambridge and the University of Oxford, he became a physician and radiologist and was chair of diagnostic radiology at the Chinese University of Hong Kong. He also trained in the British Army, and did a medical residency in Riyadh from 1982 to 1985. He had taken the surname Metreweli, which is of Georgian origin, from his stepfather.
After the Daily Mail – which at times still likes to think communism still exists, and re-live old Cold War sentiment and conspriacy – broke the story about Metreweli’s paternal grandfather in June 2025, following the announcement that Metreweli was going to be head of MI6, the Foreign & Commonwealth Office (FCO) stated that she had never known him and that her complex Eastern European heritage had “contributed to her commitment to prevent conflict and protect the British public from modern threats from today’s hostile states, as the next chief of MI6”.
In other words, the FCO was more than happy with her appointment and, unusually, confirmed as much in public.
+THE SIS BUILDING, VAUXHALL CROSS
The building was opened in 1994, hiding in plain sight, after the SIS had had several splintered offices across South London. By the 1980s, the SIS, especially during the Cold War, gave up any pretence of trying to hide in amongst Lambeth’s narrow streets. If London cabbies knew where they were dropping off their customers (‘Oh, you mean Spook House, guv?’), then their Soviet bloc counterparts certainly would have known where they operated from.
Since its inception, Vauxhall Cross (or 85 Albert Embankment, Vauxhall, Lambeth, to give its full address) has been referred to by many names, both from within and without.
• MI6 Building
• Legoland
• Ceaușescu Towers
• Babylon-on-Thames
• Vauxhall Trollop
• The Ziggurat
• The Palace of Light & Culture
Meanwhile, the relationship between themselves and their north-of-the-Thames sister service, MI5, runs more like an ongoing sibling spat. MI5 refer to the SIS at ‘TSAR - Those Shits Across the River’). The feeling, apparently, is mutual.
Incidentally, despite what the last few James Bond films might portray, Vauxhall Cross is still in one piece, and hasn’t been blown to smithereens by Spectre.
CAREER
Metreweli joined SIS in 1999, and spent much of her early career in the Middle East, at a time when Britain was involved militarily in Afghanistan and Iraq. Since that time, she has worked continuously as an intelligence officer, including director-level roles at MI5. (While the head of the SIS is known as ‘the Chief’, the head of MI5 is ‘the Director General’).
Metreweli’s roles in intelligence have included senior positions in the Middle East, where, for obvious reasons, she is fluent in Arabic. Her focus on counterterrorism has required her to address state threats against a backdrop of complex geopolitical issues, including China’s biometric surveillance and cyberattacks by Russia. From 2000 until 2003, Metreweli was Second Secretary for Economic in Dubai, for the FCO. Around the time that John Sawers became Chief of MI6 in 2009, Metrewli was heading up an MI6 station in the Middle East.
During her career, Metreweli has given newspaper interviews: to The Telegraph in 2021 (under the code name “Director K”), and to the Financial Times in 2022 (under the pseudonym “Ada”).
As of December 2021, she was on secondment as Head of Hostile States Counterintelligence (“Director K”) to MI5. As of June 2025, Metreweli was Director General of Technology and Innovation (euphemistically referred to as “Q”) at SIS. At that time, and for the fi rst time, three of the four SIS directors-general were women.
Foreign Secretary Yvette Cooper, to whom Metreweli will directly report
be the third chief (out of 18) who graduated from Pembroke College, Cambridge.
RECOGNITION
Metreweli was appointed a Companion of the Order of St. Michael & St. George (CMG) in the King’s Birthday Honours for 2024, where she was listed as “Director General, Foreign, Commonwealth and Development Office” with a citation of “For services to British Foreign Policy”.
“To underline the next-cab-off-the-rank approach from Cambridge to Vauxhall Cross, she
will be the third chief (out of 18) who graduated from Pembroke College, Cambridge.”
In June 2025, Metreweli was announced as the next chief of the Secret Intelligence Service (MI6). There were four candidates for chief of the SIS: three from the British intelligence agencies and Barbara Woodward from the Foreign Office. Metreweli is the fi rst female head of MI6, who is known as “C”.
Reacting to Metreweli’s appointment, outogoing Chief Sir Richard Moore said: “I am absolutely delighted by this historic appointment of my colleague, Blaise Metreweli to succeed me as ‘C’. Blaise is a highly accomplished intelligence officer and leader, and one of our foremost thinkers on technology.”
As chief of MI6, she will become the only publicly named member of the service. To underline the next-cab-off-therank approach from Cambridge to Vauxhall Cross, she will
Well, that’s the official version… WOMEN IN TOP ROLES
Incidentally, if you think we’ve been here before with female secret services bosses, Dame Stella Rimington became the fi rst woman director general of the real MI5 after working in different roles in the service since 1969.
In 2002, Eliza Manningham-Buller became the director general of MI5 after working for the service since 1974. Anne Keast-Butler currently leads GCHQ. She was previously the deputy director general of M15.
Meanwhile in the US, Tulsi Gabbard currently serves as the director of national intelligence for President Donald Trump. Her predecessor under former US President Joe Biden was also a woman, Avril Haines.
Gina Haspel was the director of the Central Intelligence Agency (CIA) from 2018 to 2021. In Australia, Kerri Hartland leads the foreign intelligence collection agency, the Australian Secret Intelligence Service (ASIS).
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Professional Enviroment
Businesses can utilise lessons from our evolutionary history to produce positive results for both companies and staff. By Mary Taylor, director at Mary Taylor & Associates
Simple techniques for boosting happiness and satisfaction at work
New research conducted by leading business consultancy and executive coaching firm, Mary Taylor & Associates, has shown that recognising and embracing behavioural, cultural and societal elements stemming from the earliest days of our species can lead to a happier, more committed workforce.
THE HUMAN CONDITION
For much of human history, the majority of people led hunter-gatherer lifestyles, characterised by close-knit, long-term cooperation and flexible relationships between numerous individuals. These communities featured relative equality among members of the group, direct access to leaders, opportunities to participate in decision-making, and high levels of personal responsibility and autonomy.
research revealed a strong correlation between this lack of satisfaction and lack of access to senior leaders, with only 12% of frustrated respondents having direct access.
Happiness and satisfaction levels rose progressively with increased access to leaders, to over 80% of participants who were ‘very happy’ and ‘extremely happy’ in their work, citing significant direct access to senior leaders.
“We can all learn from our evolutionary past to build better, more inclusive, productive, and happier workplaces.”
In stark contrast, 21st century businesses often consist of rigid hierarchies, large group sizes, relative inequality between people, and low levels of personal choice, even about fundamentals such as when, how, and where to carry out tasks.
These fundamental differences, which have occurred only very recently (evolutionarily speaking), mean that people often function and respond in many aspects in the same ways as our distant ancestors. As a result, they often conflict with modern working systems and practices.
What follows is proof that we can all learn from our evolutionary past to build better, more inclusive, productive, and happier workplaces.
ACCESS TO LEADERS AND PARTICIPATION IN DECISION-MAKING
Of the modern workforce surveyed in the research, over 40% said they were, at best, ambivalent about their employment, with 15% reporting they were actively unhappy. The
Beyond access to senior staff, only 12% of unhappy and dissatisfied workers reported having any significant participation in decision-making. Levels of participation in decision-making and satisfaction rose in tandem, culminating in 71.9% of those surveyed who were ‘extremely happy’, enjoying significant participation in these processes.
RESPONSIBILITY AND AUTONOMY
85.4% of participants who were ‘extremely happy’ in their work reported having significant responsibility and status, while only 12% of dissatisfied workers said they experienced significant responsibility and status.
Following the same pattern, increased happiness and satisfaction levels were recorded with progressively greater levels of autonomy at work. Specifically, 85.3% of participants who reported being ‘extremely happy’ in their work indicated having significant autonomy and independence.
HARNESSING
OUR NATURAL STATE FOR BUSINESS
Whilst there are self-evidently many contributing factors to any individual’s happiness and satisfaction at work, and none of the above elements (either by themselves or in combination) can be said definitively to be ‘the cause’ of differing levels of professional happiness and satisfaction, this does not diminish the clear, very strong correlations.
Such strong results overwhelmingly suggest that to increase
general levels of happiness and satisfaction at work, companies should seek to provide employees at all levels with at least some degree of direct access to senior leaders, participation in decision-making, responsibility and status, and autonomy and independence in their work.
The fact that so many individuals who are happy have high levels of these factors provides food for thought around how to increase involvement in decision-making or autonomy at work for entry-level employees. Where such factors are often negligible, or simply not present at all, unhappiness levels are particularly high, which has a knock-on impact on the business.
Should companies be interested in increasing the happiness and satisfaction of all employees? The answer is obviously ‘yes’ for common quantitative issues, such as staff retention, reducing days lost to sickness, operational efficiency, and increased performance, among others. But there are also the qualitative benefits, such as staff loyalty, brand reputation and company culture, just to mention a few.
Making changes such as increasing direct access to leaders or increasing involvement in decision-making for all levels of employees can actually be reasonably simple and low-cost options for most companies.
For example, even 5-10 minutes of direct access to a senior leader by an entry-level employee once every few months can produce significant returns, not only for the employee but also for the leader, where a new and fresh perspective or ‘insider knowledge’ can produce invaluable insights.
Mind-boggling amounts of time, money, and energy are continuously spent around the globe on trying to find the latest ‘hack’, technique, leadership style, algorithm, and so on, to solve business or work problems or increase or decrease some metric or another. Occasionally, these work brilliantly, but more often than not, they don’t.
Conversely, what are usually routinely ignored are the ‘natural’, relatively cheap and simple interventions that can produce really radical shifts in business and professional performance and results.
“Should companies be interested in increasing the happiness and satisfaction of all employees? The answer is obviously ‘yes’”
+ABOUT MARY TAYLOR
Mary Taylor has worked with top executives in many globally recognised brands, including Apple, Cartier, Ferrari, Dior, Pfizer, Prada and Sony, from which she has developed a unique understanding of corporate life at the top and the challenges faced by the people there.
Traditional business coaching and consultancy is often criticised for lacking bite, providing little in the way of practical solutions or positive measurable outcomes. Mary Taylor’s approach is very different. She views coaching and consultancy as being much more about real-world actions, lateral solutions, new ideas and tangible results.
Mary’s extraordinary academic and professional background includes working as a leader in maximum-security prisons, as a top corporate lawyer and a qualified psychologist. Mary has over 20 years of experience as a coach and consultant, and draws on this wealth of knowledge to deliver hard-hitting advice and recommendations that have had major impacts on leading organisations across the world.
Suppose a company is interested in producing disproportionately large returns on investment for the time, money, and effort being spent on overcoming a range of issues. In that case, these results suggest that optimising business procedures to take advantage of our natural, inbuilt, evolutionary characteristics and behaviours will, more often than not, contribute significantly to achieving the desired results.
Research was gathered from a population of full and part-time employees, with approximately even spreads across genders, ages, job levels, US geographical regions and household incomes, with a margin of error of +/- 5.573%
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.
SP OTLIGH T
Kate Lester
Kate is the dynamic founder and CEO of Diamond Logistics where she is driving growth and championing values
Kate has built one of the UK’s most forward-thinking delivery and fulfilment networks - and she’s done it with a blend of bold ambition, rock-solid values and a deep commitment to people. Under her leadership, Diamond has achieved annual turnovers of eight figures and contributed over £100 million to the UK economy in recent years. This isn’t just a story about financial growth; it’s about how vision, culture and purpose can power long-term success.
From the outset, Kate’s mission has been to transform the logistics landscape by blending technology with human connection. Through the company’s proprietary platform, Despatchlab, Diamond gives clients complete visibility, control and efficiency whether they’re fast-growing e-commerce brands, national retailers, or local businesses needing same-day courier services. But beyond the innovation, Kate places equal emphasis on the relationships behind the business.
Central to Diamond’s success is a culture of collaboration and empowerment. Kate believes in surrounding herself with capable, motivated people and then giving them the freedom to excel. She’s a strong advocate for inclusive leadership, ensuring that every voice within the organisation is valued. “Business is about people first,” she often says, reflecting her belief that happy, supported teams are the foundation of exceptional client service.
norm, not the exception. She’s vocal about building businesses that contribute positively to the communities they serve, rather than focusing solely on the bottom line.
Her leadership style is both visionary and pragmatic - always scanning the horizon for emerging trends in logistics, yet grounded in the realities of running a business. She encourages calculated risk-taking, innovation, and resilience —qualities that have helped Diamond navigate industry challenges while continuing to grow.
“Kate believes in surrounding herself with capable, motivated people and then giving them the freedom to excel”
For Kate, what matters most is creating a sustainable, people-centred business that can thrive for decades to come. That means keeping client trust at the heart of every decision, investing in the right technology, and never losing sight of the values that have driven Diamond from day one: integrity, service excellence and a relentless focus on improvement.
Kate also champions the idea that commercial success and social responsibility should go hand in hand. Under her guidance, Diamond has supported multiple charitable initiatives, encouraged environmental responsibility, and fostered an environment where ethical decision-making is the
In an industry often defined by speed and competition, Kate Lester stands out for showing that success can be measured not just in pounds and parcels, but in the positive impact a business has on its people, its clients and the wider economy.
For Kate, what matters most is creating a sustainable, people-centred business that can thrive for decades to come.
FUTURE FEMALE LEADERS A 360 VIEW
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 and CEO of AspiringHR 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
Liz Beck Sarah Willingham Susannah Atherton
The Harman Report challenges impunity culture at the Bar
On September 8th 2025, the Bar Council published an independent review by Baroness Harriet Harman KC into bullying, harassment and sexual misconduct at the Bar. The report is forthright in its findings and calls for far-reaching reforms. Harman describes it as “a moment of reckoning for the Bar,” a sentiment echoed across the profession.
WHAT THE REPORT REVEALS
The review draws on submissions from barristers, pupils, chambers staff and other stakeholders; it also uses data from the Bar Council’s “Barristers’ Working Lives” survey and reports to Talk to Spot, the Bar Council’s confidential reporting tool. It confirms that bullying and harassment are widespread, and that the systems meant to deal with them are failing.
“Harman is blunt: ‘The problem is the culture of impunity for those at the top who commit misconduct.’”
In the 2023 survey, 44% of respondents reported experiencing or observing bullying, harassment or discrimination in the preceding two years, up from 38% in 2021 and 31% in 2017. Complaints often involve senior figures, including judges and senior barristers. Accounts describe behaviour ranging from shouted criticism in court and humiliation behind the scenes to unsolicited sexual advances at social events. One woman reported that in her first week of pupillage, a clerk demanded she sleep with him.
Many respondents expressed deep distrust in the complaints process, fearing they would be labelled troublemakers or suffer damage to their careers. Sanctions in judicial misconduct cases were often seen as lenient and lacking independent oversight.
Harman is blunt: “The problem is the culture of impunity for those at the top who commit misconduct. Those in powerful positions, whether at the Bar or in the judiciary, who choose to engage in bullying, harassment or sexual harassment can be pretty confident that nothing will be done about it.”
RECOMMENDATIONS
The review contains 36 recommendations. Among the most significant:
• Mandatory anti-bullying and anti-harassment policies and training across all chambers.
• A new Commissioner for Conduct to oversee bullying, harassment and sexual misconduct cases.
• An overhaul of complaints handling, including clear time limits, improved transparency, support for complainants and consistent guidance.
• Treating sexual relations between barristers (or chambers employees) and pupils, mini-pupils or work-experience persons as serious misconduct.
• Measures to tackle judicial bullying, including enabling complaints via confidential reporting tools, adjusting time limits for investigations, court monitoring, providing audio recordings for professional users, and ensuring independent oversight in sanction decisions.
• Consideration of previous misconduct when appointing silks or judges, and prohibiting the use of non-disclosure agreements to cover up bullying or harassment.
Baroness Harriet Harman KC
REACTIONS
The report has drawn strong responses. The Bar Council described it as “a once-in-a-generation opportunity for the Bar to change its culture” and committed to working with the judiciary to bring change. The Lady Chief Justice acknowledged there are “too many examples of judicial bullying” while noting that most judges behave professionally and courteously. She affirmed that the judiciary is reviewing formal and informal routes for raising concerns and improving training, resources and leadership expectations.
Some members of the profession caution that robust criticism in court could be mischaracterised as bullying if boundaries are not clear, and others warn that entrenched hierarchies may resist change. The Criminal Bar Association welcomed the report but emphasised that its proposals are the start of a long journey, particularly for criminal practitioners facing high workloads and stress.
LOOKING AHEAD
The Bar Council has promised an action plan in the autumn. The real test is whether chambers, barristers and the judiciary will implement the recommendations consistently. Success depends on several factors:
• Cultural change: Senior judges and heads of chambers must lead by example.
• Accountability: Complaints must be handled swiftly and fairly, with meaningful consequences for misconduct.
• Support: Complainants need confidential advice, protection from retaliation and clear updates on progress.
• Monitoring: Surveys, audits and independent oversight will be vital to measure progress.
“The Bar Council has promised an action plan. The real test is whether chambers, barristers and the judiciary will implement the recommendations consistently.”
The Jo Sidhu KC case, in which the former Chair of the Criminal Bar Association was disbarred for sexual misconduct, looms large as an example of how misconduct can persist for years and how complainants often face difficult choices when coming forward.
• Judicial cooperation: Because many complaints involve the judiciary, effective reform requires collaboration across the Bench and Bar.
The Harman review is ambitious and unflinching. Its findings expose systemic failings and demand structural reform, not superficial changes. If the Bar fails to act, its reputation, morale and ability to attract new talent could suffer. The coming months will show whether the profession seizes this moment to create a healthier, fairer Bar or allows the report to become another well-intentioned document gathering dust.
Confidence is often spoken about as a personal trait, but in today’s workplace it is increasingly seen as a professional advantage. Employers recognise that a confident employee adapts more quickly, collaborates more effectively, and is more resilient. Yet, new research suggests that many young people never get the chance to develop that confidence before entering the workplace.
A recent study by social research agency Hark reveals that by Year 9, one in ten children already feels a complete lack of confidence in their ability to build a future career. At the same time, Gen Z employees are entering the workforce and struggling with resilience, workplace pressures and wellbeing. Together, these findings paint a worrying picture of a talent pipeline that is faltering before it has properly begun.
As Ben Wright, Global Head of Partnerships at Instant Offices, explains, “Confidence is not just a personal quality, it’s a business asset. The earlier we invest in building it, the stronger the workforce we create - for our companies, our communities and our economies.”
A GROWING CONFIDENCE GAP
By the age of 13, many young people are already narrowing their ambitions. Some people write off careers they are interested in because they do not believe they would be capable of achieving thema. Others are unsure of the pathways available or lack role models to show what is possible. Th is is not only a personal setback but a systemic issue with long-term consequences for businesses and the wider economy.
Studies show that when students have regular opportunities to engage with employers, their aspirations rise, their attainment improves and their chances of securing employment later in life increase. Yet many schools lack the resources to provide consistent career-related learning, meaning young people miss out on the encouragement that might help them believe in their potential.
The World Economic Forum has warned of a widening global skills gap, estimating that over half of all employees will need reskilling by 2030. Alongside technical skills, soft skills such as confidence and adaptability are among the most in demand. The challenge is that too
THE GEN Z CHALLENGE
many young people are entering the workplace without these essential qualities.
The consequences become visible once young people transition into work. Gen Z employees are praised for being ambitious, creative and socially aware, yet many also report higher levels of anxiety and uncertainty than previous generations.
“By Year 9, one in ten children feels a complete lack of confidence in their ability to build a future career.”
Forbes has described a pattern in which employers see strong energy and innovation from young staff, but also a lack of resilience and a tendency to struggle under pressure. For some, this results in early burnout or disengagement. For businesses, the costs are real: higher turnover, reduced productivity and lost potential.
“Businesses tell us they’re seeing incredible creativity
Is the talent pipeline Employers cannot afford to ignore the
pipeline at risk? confidence challenge
from young employees, but also higher burnout,” says Ben Wright. “The missing piece is confidence. When that’s nurtured early, we see people adapt faster, collaborate better and stay longer.”
WHY EMPLOYERS MUST INVEST EARLIER
For employers, waiting until a young person’s fi rst day on the job is far too late to begin building confidence. The earlier the intervention, the greater the impact. By engaging with schools and communities, businesses can help young people develop self-belief, understand career pathways and begin to see themselves as future professionals.
Practical initiatives can include:
different industries and roles.
• Apprenticeships and internships that allow young people to develop skills and gain confidence in real working environments.
• Partnerships with schools and charities to deliver workshops, interview training and career guidance.
The benefits are clear. Companies that adopt this approach create stronger talent pipelines, reduce early attrition, and establish a reputation as purpose-driven employers. They also play a crucial role in closing the soft skills gap that is now widely recognised as a barrier to productivity.
BUILDING CONFIDENCE INTO THE EMPLOYER BRAND
Some of the UK’s most resilient organisations are already leading the way by integrating confidence-building into their outreach programmes. Whether through career workshops, mentorship or volunteering schemes, they are helping young people feel prepared for the workplace. The results include wider candidate pools, improved uptake of apprenticeships and, most importantly, young people entering employment with a belief in themselves.
Employers who make confidence part of their attraction and retention strategy gain more engaged, motivated and loyal teams. As competition for talent intensifies, this will increasingly become a differentiator between businesses that thrive and those that struggle.
THE FACT IS...
The future of work will not be shaped solely by technology. It will be shaped by people and their ability to believe in themselves, adapt and thrive in an unpredictable environment. Confidence is not a luxury add-on to technical skills. It is the foundation that allows those skills to be used effectively.
“Confidence is not a luxury add-on to technical skills. It is the foundation that allows those skills to be used effectively.”
• Mentorship programmes where employees volunteer to support pupils, answer questions and share their own career journeys.
• Workplace visits that give students fi rst-hand exposure to
For today’s young people, the confidence gap begins as early as secondary school. For employers, the costs are felt in disengagement and high turnover. The solution is for businesses to take a more proactive role in building career confidence long before job applications are submitted. Supporting young people in building belief in themselves today is one of the most important investments employers can make in securing the resilience of tomorrow’s workforce.
“While menstrual migraines can feel daunting, there are more treatment choices than ever.”
Menstrual migraines
By Jasmin Jetchev BSc (Hons)
For many, migraines are an all too familiar disruption. But when these attacks arrive like clockwork with the menstrual cycle, the impact can feel relentless. Menstrual migraines are not just “bad headaches”. They are longer lasting, harder to treat, and often more severe than other migraine types.
Menstrual migraines usually strike between two days before and three days after a period begins. The pain is pulsating, often one-sided and comes with nausea, vomiting and a deep sensitivity to light or sound. Some people also experience an aura, characterised by temporary neurological symptoms such as visual changes, before the pain arrives.
Two forms are recognised. Pure menstrual migraines happen only in the perimenstrual window, while menstrually related migraines occur during that time and at other points in the cycle. Around 17% of people with migraine are affected, so if this pattern sounds familiar, you are not alone.
THE HORMONE CONNECTION
The leading explanation is hormonal. Just before menstruation, oestrogen levels drop sharply. That fall appears to trigger the trigeminal nerve, a major pathway for migraine pain, and may also lower serotonin, a brain chemical that normally offers some protection against attacks. This theory is reinforced by what happens in pregnancy, when high, stable oestrogen levels often stop migraines. In contrast, the hormone swings of perimenopause can make migraines worse, while after menopause, they usually calm down.
EASING AN ATTACK
(Ajovy), galcanezumab (Emgality) and rimegepant (Vydura) are now options for prevention.
PREVENTION STRATEGIES
If menstrual migraines are frequent, disabling or unresponsive to acute therapy, a preventive approach may be worth considering. For those with predictable cycles, short-term prevention can work well. This means starting medication a day or two before the period and continuing for around five days. Options include taking naproxen at a higher dose or a triptan, such as frovatriptan or zolmitriptan, during that window.
For others, longer-term strategies may be needed. Hormonal methods that maintain steady oestrogen levels, such as continuous use of the combined contraceptive pill, patch or vaginal ring, can reduce attacks. However, these are unsuitable for anyone who experiences migraine with aura due to increased stroke risk. In such cases, nonhormonal preventives like topiramate or CGRP blockers may be considered instead.
“Around 17% of people with migraine are affected, so if this pattern sounds familiar, you are not alone.”
LIFESTYLE MAKES A DIFFERENCE
Medication is only part of the picture. Many find that lifestyle adjustments ease the overall burden. Aim for regular balanced meals, steady hydration, consistent sleep and exercise three to five times a week. Stress management techniques, such as mindfulness, breathing practices, and gentle yoga, can help keep attacks at bay.
When a menstrual migraine strikes, the best response is early action. Retreating to a dark, quiet room and taking medication as soon as symptoms begin is known to make a real difference. Cooling your head or neck with a cloth, sipping water to stay hydrated and gentle stretching have all been reported to help ease discomfort.
Over-the-counter painkillers such as ibuprofen or paracetamol may help milder episodes. For many, though, these migraines demand something stronger. Triptans are the mainstay in the UK, with options including rizatriptan (Maxalt), sumatriptan (Imigran), and zolmitriptan (Zomig). These medicines are available as tablets, nasal sprays or injections, depending on what works best for you. If nausea is a major issue, doctors may add an anti-sickness drug like metoclopramide or prochlorperazine.
Some newer drugs seen in America, like lasmiditan or ubrogepant, are not licensed in the UK. But alternatives are available here. Alongside triptans, treatments such as the CGRP blockers erenumab (Aimovig), fremanezumab
Keeping a diary can be useful. By noting the timing of headaches, as well as factors such as food, stress, and sleep patterns, it becomes easier to spot and avoid personal triggers. Even small changes can reduce the number and intensity of attacks.
A HOPEFUL OUTLOOK
Menstrual migraines are not just painful - they can derail daily life. The stress of missed commitments may then fuel a cycle of anxiety and guilt. Talking openly with your GP or a headache specialist about how migraines affect you is essential. Together, you can build a treatment plan that covers both the physical and emotional toll.
There is also a noted overlap with premenstrual dysphoric disorder (PMDD), a severe form of PMS marked by overwhelming mood changes. If you recognise both sets of symptoms, raise this with your healthcare provider as it may influence your treatment approach.
While menstrual migraines can feel daunting, there are more treatment choices than ever. With the right plan in place, you can move from feeling at the mercy of your cycle to having control again.
“Creatine is one of the researched supplements For healthy adults, it is considered very safe at recommended
the most available. considered recommended doses.”
Should you be supplementing with creatine?
By Jasmin Jetchev BSc (Hons)
Mention creatine, and most people still think of gym powders and bodybuilders. Yet research shows this naturally produced compound may be just as valuable for women across all stages of life. From fuelling workouts in your 20s to supporting muscle, bone and even cognitive health later on, creatine could be one of the most useful and underappreciated supplements.
WHAT CREATINE DOES
Creatine is made in your body and stored mainly in muscle. Its job is to recycle ATP, the energy currency that powers quick bursts of effort. Think sprinting, lifting weights or simply climbing stairs in a hurry. Beyond energy, it may protect cells and support brain function, with hundreds of studies highlighting its broad safety and benefits.
You also get creatine from food. Red meat and fish provide the most, but a standard portion delivers less than a gram. Since experts suggest a daily intake of around two to four grams depending on activity levels, diet alone may not be sufficient. If you follow a vegetarian or plant-based diet, supplementation becomes almost essential.
CREATINE ACROSS A WOMAN’S LIFE
In your 20s and 30s
These are the decades of performance. If you train regularly, creatine can help boost strength, power and lean muscle while improving recovery between demanding sessions. Women who lift weights or enjoy HIIT often notice more stamina and faster progress when supplementing.
In your 40s and 50s
This is when gradual muscle decline can begin. Adding creatine here is less about chasing personal bests and more about maintaining what you have. Combined with resistance training, it can help preserve lean mass, strength and function. That translates into more energy at work and across the board. Some research even suggests benefits for bone health, making it ideal for women at midlife.
DURING AND AFTER MENOPAUSE
Hormonal shifts can accelerate muscle and bone loss. Creatine at this stage has been linked with improvements in muscle quality and may work well with strength exercise to reduce the risk of frailty. Early studies also point to potential mood and energy benefits, though more data is needed. For many women, this is the stage where supplementation feels most protective.
LATER LIFE
In older age creatine may still support muscle and functional strength, but its appeal extends to the brain. Trials suggest potential gains in short-term memory, processing speed and resilience under stress. While claims of guaranteed cognitive improvement are premature, creatine appears to offer gentle support for both body and mind.
HOW MUCH AND HOW TO TAKE IT
A daily dose of two to four grams of creatine monohydrate is sufficient for most women. Some people use a “loading phase” of higher amounts for a week, but this is not necessary. Consistency matters more than timing, take it with breakfast, after training or whenever it fits your routine.
IS IT SAFE?
Creatine is one of the most researched supplements available. For healthy adults, it is considered very safe at recommended doses. The main side effects reported are mild water retention or occasional stomach upset. If you have kidney problems, take medication affecting kidney function, are pregnant or breastfeeding, check with your GP first.
Choose a high-quality creatine monohydrate from a reputable brand, ideally third-party tested. Creatine is not a magic powder, but it is a simple, well-studied, and affordable supplement. Together with strength training, good food and enough sleep, it can be a quiet ally in keeping you strong, capable and confident at every stage of life.
What lies beneath The artworks of Helen Nottage
By Kellie Miller Harbour
Helen Nottage’s sculptures pay homage to anatomy, one of the oldest scientific disciplines. Anatomy has undergone an evolution from its infancy in the 3rd Century, with its subsequent development marked by the introduction of Anatomical Theatres, when dissection became a performance art.
Honoré Fragonard, in the 18th Century, even rendered his specimens into artefacts. Anatomical artists proceeded to create whole-body examples, which were dried and vanished. They wanted to preserve their specimens to document and display artistically so that the pieces would last.
More recently, the first ‘Body Worlds’ exhibition was held in Tokyo, Japan, in 1995. It showcased plastination-preserved human bodies, a process developed by Dr Gunther von Hagens. The purpose of the show was to educate the public about the inner workings of our bodies and highlight the damaging effects of lifestyle choices like drinking and smoking.
When Helen Nottage saw the ‘Body Worlds’ exhibition in London in 2002, it had a profound impact on her. Helen says, “I loved the way he isolated certain structures through plastination. The network of veins and capillaries in the hand, and how similar the structures looked to tree branches or coral.”
“When Helen Nottage saw the ‘Body Worlds’ exhibition in London in 2002, it had a profound impact on her.”
At the same time, Helen embarked on a life-affirming project at university, where her love of gardens, mythology and the body collided. The project involved designing an item for an outdoor space. Choosing to produce a sculpture, she harked back to her childhood fascination with the illustrated books by Arthur Rackham.
Rackham’s success peaked during the Golden Age of British book illustration, from 1890 to 1918. He challenged the viewer by presenting images that were both reassuring and frightening. It was his artworks that were to plant the seeds of inspiration in Helen’s sculptures today.
What she found in the ‘Body Worlds’ exhibition was that everything fitted together amazingly, the way all these different organs had developed in various ways from a tiny cluster of cells to form such a complex organism, and being able to see into all the layers which had been peeled away. An awe-inspiring hidden world inside the body. While her ideas were also fitting together simultaneously, some from many years ago all converged at the same space and time— an eureka moment.
Strata
“Helen’s figurative, écorché sculptures are layered with imagery from nature ”
Helen’s figurative, écorché sculptures are layered with imagery from nature. Combined with the notion of decay, they reflect the temporary nature of life and the fragility of existence. Yet she chooses to capture her works in clay. Clay, which derives from earth, the place where we all will eventually return to and be recycled. Ceramics, fired clay, need all of the elements to come into being and will outlive us—it doesn’t decay. Like those early anatomists wanting to preserve their creations, Helen is doing the same with her ideas, embedding them in clay for perpetuity.
Kellie Miller is an artist, curator, critic and gallery owner.
Kellie Miller Arts, 3 Church Street, Brighton, BN1 1UJ Brighton. kelliemillerarts.com
Is self-publishing a financially viable path for unknown authors?
For many aspiring writers, self-publishing holds the promise of bypassing gatekeepers and retaining a greater share of revenues. But the path is littered with risk and uncertainty. For an unknown author, is it really financially viable? The short answer: yes, in some cases, but it is the exception rather than the rule.
A survey by the Alliance of Independent Authors showed that in 2022, the median income from self-publishing among serious indie authors (authors who self-publish) was about £10,000, while the average was over £65,000. The gap reflects a few big successes that have lifted the mean. Nearly a quarter of respondents earned less than £800. By contrast, authors using traditional publishing models had a median income of around £7,000, suggesting that successful indie authors may outperform many traditionally published peers. But this masks a “winner-takes-all” structure: the top 1% of indie authors earned nearly a third of all reported revenues.
Other surveys confirm that earnings remain skewed. Close to half of self-publishing writers earned £80 or less per month from their books. Only about one in six reported mid-tier monthly earnings between £200 and £800, while another one in six earned significantly more.
Traditional publishing outcomes are also difficult. In the UK, the median author income has been estimated at around £7,000 per year, which is well below the level required for a living wage. The numbers suggest that while a few self-publishers make substantial income, sadly, most do not recoup their time or investment.
WRITING IS ONLY THE START
To understand viability, authors need to break down both revenues and costs:
Revenue side
• Self-published authors selling eBooks often receive 35% to 70% of the retail price, depending on the platform.
• For example, a £7.99 eBook could bring the author £5.50 if they receive 70%. A paperback sold for £10 might net about £4 to £5 after printing and distribution.
• By comparison, traditional publishing royalties typically range from 10% to 15% of the cover price, and only after the advance has been earned out.
Therefore, the revenue per unit is higher in self-publishing, but only if a sufficient number of units are sold.
Cost side
Authors need to invest upfront in:
• Editing and proofing
• Cover design and formatting
• ISBNs and related publishing costs
• Marketing and promotion (ads, giveaways, review services)
• Distribution and, for physical runs, storage and shipping
• Their own time, which is the largest hidden cost
Producing a professional book can cost anywhere from £500 to £3,000, depending on the services required. Only rarely does marketing pay off enough to recoup that immediately.
WHAT INFLUENCES SUCCESS?
Several factors greatly affect whether an unknown author will turn a profit:
financially authors?
• Genre: Romance, crime, thrillers and fantasy tend to perform best in the indie space because of established readerships.
• Author expertise or platform: In nonfiction, authors with authority in business, health or self-help often find it easier to market.
• Backlist and volume: Many successful indie authors publish ten or more books, building a cumulative income stream.
• Marketing sophistication: The effective use of mailing lists, digital ads, and pricing strategies often separates successes from failures.
• Geographic reach: Global digital distribution multiplies the potential audience.
• Alternative revenue models: Audiobooks, speaking events and courses can turn a modest book into a wider income source.
IS IT WORTH THE TIME AND MONEY INVESTED?
Some British authors demonstrate what is possible at scale. Adam Croft, a thriller writer, has reported sales exceeding £1 million across multiple titles. R.R. Haywood, another self-published author, has sold millions of copies across various genres. These outliers demonstrate that the model can be effective.
A mid-spectrum scenario sees an author launching a niche nonfiction guide priced at £9.99 in eBook format. If she nets about £6 per copy and sells 1,000 copies in a year, she makes £6,000. Subtract £2,000 spent on editing, design and advertising, and she clears £4,000. This is a modest side income. To achieve a sustainable full-time income of £25,000 or more, she would need to develop multiple books, strengthen her marketing, or establish additional revenue streams, such as online courses.
“The numbers suggest that while a few self-publishers make substantial income, sadly, most do not recoup their time or investment.”
Many self-published books, however, sell fewer than 100 copies in their lifetime. Clearly the hours spent writing, editing and promoting often outweigh the financial return.
ADVICE FOR UNKNOWN AUTHORS
Self-publishing can be financially viable in limited circumstances, especially when the author treats it as a business, publishes multiple titles, invests in quality and understands marketing.
• Do market research to understand your target demographic
• Start small with one book in a clear niche to test demand.
• Invest in professional editing and design to avoid bad reviews.
• Build an author platform before launch.
• Focus on marketing skills as much as writing.
• Think long term, with a strategy for multiple titles rather than relying on a single “hit.”
Be prepared to be patient and persistent!
By Tess de Klerk
I’ve long wanted to visit the island named after Icarus, the mythological figure who flew too close to the sun, his wax and feather wings melting as he fell. It’s a warning against human hubris, yes, but Ikaria itself is anything but tragic. It is one of the world’s famous Blue Zones, where people live long, healthy lives, often well into their nineties and beyond.
My friend and I decided to move around the island rather than stay in one place. She, luckily, is Greek and has a gift for making people feel at ease. And I love getting to know
people in the places I travel to, hearing their views and stories. It was ideal.
Th is remote Aegean island is greener than most, with plenty of water by Mediterranean standards and forests climbing up its rugged mountains. In fact, it is no surprise that one of the reasons for the islanders’ longevity is that they used to walk mountain roads from village to village. What was surprising was that many people still do. In fact, we did a few times as it seemed like less hassle than driving the windy, narrow roads. Walking up and down steep
The Ikarian for a long life
Ikarian way...
By Tess de Klerk
“We don’t stress about money because we will never go hungry. We have our gardens, we can fi sh, and we have each other.”
mountain paths is just a way of life there and feels like the natural thing to do.
The Ikarians know how to celebrate. Their famous panagiria, festivals honouring saints (and there are plenty of them), bring communities together for music, dancing and wine until dawn. Enjoying life is not a luxury here; it’s considered non-negotiable nourishment for the soul. Wine is an essential part of that enjoyment, believed not only to gladden the heart but also to support health, taken daily and in moderation.
We stayed in two mountain villages and also in Therma, a seaside settlement named for its thermal springs. The main spring in Therma bubbles up from the seabed, having flowed through radioactive rock formations that contain high amounts of radium and radon. It is said that the natural radioactivity of the water aids longevity and can treat many ailments, including arthritis and skin diseases.
“It is one of the world’s famous Blue Zones, where people live long, healthy lives, often well into their nineties and beyond.”
You’ll find many springs across the south side of the island, but we particularly enjoyed the spring in an open sea cave in Therma – the hot waters and cold seawater mixing in a most invigorating way. While in Therma, we stayed in the tranquil Agrioglycos Pension perched on a cliff overlooking the tiny village. It really was an exceptional place. Simple rooms, but the most perfect grounds for a quiet, lazy and stunningly beautiful stay.
If you go, book a hike with Lefteris of Ikarian Footsteps. His family has lived there for generations, and his knowledge of the island’s nature, history and traditions runs deep. He explained how Ikaria’s steep terrain once shaped a society of equals.
Each family could only cultivate what their land allowed, which kept livestock and produce in balance. There was no great wealth divide because no one could own much more than they could manage. People traded, shared, and to a large extent still do. Ikaria is not the island for luxury resorts or flashy hotels. As our taxi driver, Lazarus, told me, “We don’t stress about money because we will never go hungry. We have our gardens, we can fish, and we have each other.”
That attitude lies at the heart of Ikarian longevity. People don’t hurry. They don’t obsess about stress or wealth. A local baker put it perfectly when he said, “It can be difficult to deal with the stress and urgency visitors bring, but we understand. A few days here is not enough to adopt our way of life.”
One evening, we visited Mehdi, an Iranian who has built a rustic sanctuary on the slopes of a ravine, a place where travellers gather to immerse themselves in music, colour and nature. His partner is a striking Ikarian woman who grew up in New York but spent every summer of her childhood on the island, returning still whenever she could. She explained that there is a very strong Ikarian community in the United States, especially in New York, where they meet regularly to decide how best to support their island.
Sea cave spring in Therma. Previous spread: panoramic view of Therma
Nas beach on Ikaria
It was the diaspora who funded Ikaria’s hospital, now home to excellent doctors, including a respected orthopaedic surgeon. She spoke with such pride about how the expat community, though far away, still feels deeply tied to the island and how many of them eventually come back to spend their later years there. Listening to her, I realised Ikaria’s strength lies not only in those who never left but also in those who carry its spirit across oceans and then bring it back again.
Ikaria is mostly mountainous, so its beaches are fewer than on other Greek islands, which spares it from mass tourism. My favourite was Nas, with the ruins of a temple to Artemis gazing over the shore. It takes effort to reach, down long steps past a river. The sea around Ikaria can be dangerous, with unpredictable currents and winds, so this isn’t a destination for those who only want to swim and sunbathe. The island is about exploring, learning and integrating.
Our next stay was in Raches, the island’s main mountain village. It’s full of traditional cafeneios where people gather
+HOW TO GET THERE
Ikaria is remote and can be reached by overnight ferry from Athens or flights from Athens and Thessaloniki.
There are weekly flights from Gatwick via Athens to Ikaria
for drinks and chatter, bars and plenty of small tavernas. Little shops cater to every need, and I especially loved the women’s co-op, which sold everything from baked goods to homemade wine, all excellent and affordable. What struck me most was the welcome.
This wasn’t only in Raches but everywhere on the island. Hospitality is a way of life here, rooted in open-hearted generosity and the belief that community matters more than wealth. Islanders have long opened their homes to visitors, offering food, drink and shelter even when resources were scarce. That spirit is still alive today. Hospitality here is not a transaction; it’s a way of being.
My time on Ikaria was a much-needed reset. To be reminded that there are places in the world where stress is a stranger has left me with the ability to breathe deeply and let go in the face of anxiety. Blue Zone lesson learnt.
Hospitality in Raches
Life moves at a different pace on Ikaria
Sunrise after panagiria
Starling Bistro
Esher
STARTERS
By Charlin Thompson
Nick Beardshaw has spent years at the top end of British cooking. After training and working alongside Tom Kerridge, most recently running Kerridge’s Bar & Grill in London, he took the plunge in 2024 and opened his own place. Starling Bistro arrived on Esher High Street in August of that year, promising seasonal British food with a bistro feel. Within just a few months, it was awarded a Michelin star, which tells you how quickly it has struck a chord.
We booked as a table of four, and straight away it felt like somewhere you could settle in for the evening. The room has a relaxed confidence: smart without being stiff, stylish without being intimidating. Service was smooth and friendly. The drinks list deserves a mention too, with a smart range of wines and a cocktail selection that hits the sweet spot between creative and easy-to-drink.
Our first plates were a good sign. The truffle cheese crumpets were soft and comforting with a gentle punch of truffle that never got too much. The hand-dived Orkney scallops with artichoke, maple, and bacon were perfectly cooked and full of sweetness, with the bacon and maple bringing smoky and sweet notes that lifted the dish.
We couldn’t resist trying the honey-glazed chicken nugget with buffalo sauce. This was worlds apart from anything you’d find in a takeaway box: golden, crisp, sticky, and spicy in just the right measure. The prawn scotch egg was another favourite, delicately balanced and light, with the prawn filling keeping everything fresh and clean rather than heavy.
MAINS
For the main course, we ordered the sirloin steak for two, served with a bowl of chips that might just be the best around. The steak had real depth of flavour, was cooked exactly as ordered, and was properly rested. The chips were golden, crunchy, and fluffy inside - simple but flawless.
The Cornish jumbo plaice came with grilled courgettes, a langoustine bisque, and Thai basil. It was elegant and well-judged; the bisque provided richness, while the basil added freshness. The pork tenderloin was tender and nicely cooked, though one of our group felt the seasoning had tipped slightly too far on the salty side.
DESSERT
We decided to share a single dessert: Beardshaw’s “Balloon Girl.” This is the raspberry cheesecake that he created for Great British Menu in 2023, and it really delivered. Sharp raspberry, creamy cheesecake, and a little chocolate detail came together in a dish that was playful, beautiful, and satisfying to eat.
WORTH IT?
courses for £30. We didn’t try it this time, but it’s firmly on the list for our next visit.
“This is the sort of restaurant you book for a special night out, and Esher is lucky to have it.”
Starling Bistro feels like a confident debut from a chef who has taken everything he learned in big kitchens and poured it into a place with character. The food is thoughtful without being overcomplicated, and the atmosphere makes it somewhere you actually want to linger. For us, the highlights were the scallops, the prawn scotch egg, the steak with those incredible chips, and the “Balloon Girl” dessert.
Nobody books a Michelin-starred restaurant expecting bargain prices, but we didn’t feel the cost was unreasonable given the quality of the food and the standard of service. For those looking for a more affordable way in, Starling also runs a set lunch on Wednesdays and Thursdays: three
As you’d expect from a Michelin-starred spot, it isn’t cheap, but it never felt out of line with the quality of the evening. This is the sort of restaurant you book for a special night out, and Esher is lucky to have it. We left, already planning our return. Highly recommended.
££
3 High St, Esher KT10 9RL www.starlingbistro.co.uk
SITTING ON THE ELECTRIC
Do we need to go back for our
By Fiona Shafer, Managing Director of MDHUB
“The future is electric Fi and you had better get used to it” said Maarten back in March 2020 as he gleefully handed over the keys to my very first electric car experience with the Audi E-Tron Quattro.
Fast forward to September 2025 and several electric car rants down the line, Maarten asked me to write about what I really think about his early prediction. No surprise it is THE question that both of us get asked more than most about the cars we review.
I have covered a veritable smorgasboard of EVs during this time: the Audi e-tron; Jaguar F-Pace; Fiat 500e (ah, we won’t ever forget that amusing little drama of putting the key in the central console and wiping out the battery!); Fiat Arbath; VW ID.5 and, very recently, the new Honda e:NY1 …with the occasional passenger ride in a Tesla along the way.
The second is the driver who lives a “purposely, unhurried lifestyle” but wants an instant response to everything including car charging, thinks buying an electric car is ”the right thing to do,“ is possibly a secret status symbol to tell their friends about and apparently saves money (although they have not really bothered with the calculations) and is good for popping around town.
To get the best out of an electric car experience, I recommend that you repurpose the current three-word Government dictat of the need to research, research and research.
Consider the type of car, its range, your journey planning, charging stations and if it is worth the not inconsiderable
“Research reveals that most drivers in favour of swap stations say it is because it would save them time”
I could share a long list of my thoughts on the pros and cons of buying an EV, alongside the growing tide of media hype - good and bad - about them and the impact on our environment (or not), but have concluded that if you decide to buy one, it really does come down to the type of driver you are.
I have observed that in the main, the people who have decided to buy electric cars currently fall into two camps, to which I will add a rider that I take my hat off to you all for embracing these new technologies and new way of driving for the rest of us.
First up – the highly curious driver who is loves technology, engineering and the environment, is an expert logistics planner and loves the cost savings it can bring, often smugly and joyously declaring upon arrival at a destination, “well, that cost us absolutely nothing!” – which in the event of doing so, I think there should be a Cavalry Charge Bugle call programmed into all EVs – rather like the RyanAir Landings…?
ELECTRIC FENCE our future to be sustainable?
investment. You also need to factor in time for unplanned events, chargers that are not working (even those installed at home), traffic holdups, and an EV literally dying on you with no warning, as well as the recent lack of spares to fix them. These are the key factors where things can go horribly wrong with EVs. Talking with a specialist technical car insurer recently, they are now seeing an increasing number of challenging and complex EV claims landing on their desks – so be warned.
“My absolute rule of thumb for car buying – no matter what make, buy a car that makes you smile every time you drive it.”
In August 2025, the UK Government made a substantial announcement about a £650 million Electric Car Grant (ECG) programme, which includes discounts of up to
£3,750 on cars priced under £37,000 – these can be claimed directly from dealerships. The programme will run until 2028/2029 and also includes discounts of up to £1,500 for other car models that do not quite meet the required eco standards. The discount will be automatically applied to the purchase of the vehicle and customers do not need to complete any paperwork.
At the moment, about 50 electric models will qualify, apparently making the whole market a lot more affordable, so it is worth investigating. What would make it even more affordable is if the grant contributed towards a home charger, not just the kerbside points.
But will these incentives really be enough to convert the seriously cost-conscious and environmentally-conscious folk? We know that one of the key downsides of electric cars is their use of rare metals, and manufacturing electric vehicles generates more emissions, and they are only as green as their power sources.
Looking ahead, despite significant Government investment into the UK EV charging network, new research suggests that 73% of drivers would support battery swap stations, where an EV’s depleted battery could be swapped for a fully charged one in just five minutes.
Research by Venson Automotive Solutions reveals that most drivers in favour of swap stations say it is because it would save them time, indicating many motorists consider even a 20-minute ultra-rapid charge to be too long. 17% of motorists oppose battery switching, saying it sounds expensive, is not environmentally friendly or sounds dangerous.
My final word on this, and it is personal. I almost considered buying an EV this summer after a very stressful and troublesome period with my British-made diesel car (a reliable but not particularly loved) workhorse of eight years, for practical reasons. However, in the end, I decided to sell it. I returned to a 17-year-old petrol car in amazing condition with just 51,000 miles on the clock and outstanding sustainability.
WOKING
SURREY SKILLS CONFERENCE 2025
A one-day event with talks, workshops and panels about skills, employment, education policy. Brings together business leaders, educators and decision makers to explore workforce trends and how to equip people for future jobs.
Hilton Woking October 17th www.eventbrite.co.uk/e/ surrey-skills-conference-tickets-1558963043429
BRIGHTON BRIGHTON BUSINESS EXPO
A regional business expo with dozens of exhibitors, free seminars and workshops, speed networking, showcase of services, aimed at entrepreneurs, SMEs and professionals wanting to expand networks and get business ideas.
Brighton Racecourse October 23rd, 10:00-14:00 www.b2bexpos.co.uk/event/brighton-expo-october-2025
WHAT’S ON...
A brief snapshot of art and culture in the region
TONGHAM
SURREY HILLS FIRE & FOOD FAIR 2025
Live-fire cooking demos, artisan food stalls, cosy fire pits, drinks, and outdoor living exhibits over the autumn weekend.
Hogs Back Brewery, Tongham October 18th-19th https://surreyhills.org/event/ surrey-hills-fire-and-food-fair-2025/
WEYBRIDGE SIGNATURE WEDDING SHOW
A grand wedding expo gathering vendors, bridal boutiques, florists, photographers and venues under one roof. Free entry, goody bags, and a chance to enter to win a luxurious honeymoon. Great for those planning their big day.
Mercedes-Benz World, Weybridge October 12th https://www.yoursurrey.wedding/event/21938/october-2025/ signature-wedding-show-mercedes-benz-world-12102025
EPSOM ART SURREY 2025
A large fine art fair showcasing over 90 artists, more than 3,000 works. Visitors can meet creators, browse a wide variety of styles and mediums, enjoy wine on opening night, and collect inspiring artworks in a grand racecourse setting.
