Platinum Business Magazine - issue 142

Friday 17th April 2026

12pm at the Waldorf Hotel, London

Voted one of the best speakers in the country for his inspirational life story… Ambassador for Tackle HIV, Welsh Rugby Legend and British & Irish Lions Captain,

GARETH THOMAS

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BIG STORY

32 Ben Francis MBE

Profile on the Founder, at the age of 19, of Gymshark, the (mostly) online gym equipment company, and now valued at over £1.3bn aged 33.

NEWS

8 National news

A round up of important business stories from around the world

10 Local news

A look at the business news stories across the South East

EVENTS

6 Platinum Club

Highlights from the region’s premier networking evening at The Grand Brighton

38 Sebastian Eubank Charitable Foundation

A walk up Kilimanjaro to raise funds for the foundation created in the late boxer’s name

52 Central South Business Awards 2026

Next year’s premium event is now open for entries

BUSINESS

12 Base Insurance

Exploring the job and debunking the myths around a broker’s work

14 Gatwick Airport

Championing local businesses and new routes

PLATINUM MEDIA GROUP

18 BDO

Businesses turn to AI and productivity to support growth and hiring plans

54 Grant Thornton

A look at the 100 top companies in Surrey by turnover, growth and international status

62 Sussex Cricket

Experience the thrills of the white ball game in 2026

64 Cleankill

February pests: why the winter is not a quiet time in the pest control industry

PROPERTY

40 PROPERTY SECTION

Welcome to a new section in Platinum dedicated to all aspects of property, from architecture, planning, tendering, construction, real estate, property news culminating in the inaugural Platinum Property Awards in October

LEGAL

16 Mayo Wynne Baxter

28 DMH Stallard Exiting

How a business plan can maximise your exit plan

FINANCE

22 Southover Wealth

Seven things to do that can improve your financial health

24 Kreston Reeves

Business and agricultural financial relief: time is running out to prepare

30 Partridge Muir & Warren

It’s too easy to be pessimistic about the investment prospects for 2026

TRAVEL

66 H4 Wyndham Paris Pleyel

Tess de Klerk guides us around Paris’ premier business hotel

MOTORING

68 Porsche Macan Turbo Electric

“It’s rapid in a way that will annoy the hell out of 911 owners.” Maarten Hoffmann reviews a pretty swift EV from Germany

Explaining the Court of Protection and business assets

20 Monan Gozzett

Meeting Maria Monan, Co-Founder of Monan Gozzett

26 DMH Stallard

Bad debt, credit control and debt recovery

Award winning Commercial Debt Recovery services

Information

Comprehensive pre-legal support, often including the issue of Letters Before Action (LBAs)

Issuing claims in the County Court or High Court

Obtaining judgments, often by default

Enforcing judgments, using a number of available methods

Utilising statutory demands; winding up petitions and bankruptcy petitions

Derek Pickard Head of

Debt Recovery

Simon Elcock Partner

Nigel Marchant Litigation Executive

Gemma Clark Associate FCILEx

WELCOME

Welcome to the February issue of your favourite business magazine.

2026 has started with a bang, with most companies we speak to being absolutely run off their feet – so the signs are good for the new year.

This issue is packed with news, views and opinion from many of the leading companies across the region. BDO look at how AI can support business growth and productivity, DMH Stallard explain how to maximise the value of your business upon exit, and London Gatwick explain what their future looks like. Mayo Wynne Baxter offer a comprehensive guide to the Court of Protection and business assets, and PMW Wealth Management advise not to be too pessimistic about the investment prospects for 2026.

The Big Story features Ben Francis, the 33-year-old billionaire founder of Gymshark – and it’s enough to make us all feel like under-achievers!

The all-new Property Section launches in this issue, looking at the world of property across the South East. This leads up to the exciting new Platinum Property Awards, which take place on October 8th.

Following on from the Grant Thornton top 100 private companies in Sussex, here they present the top 100 private companies in Surrey.

For Motoring, Maarten got his hands on the new Porsche Macan Turbo EV and for Travel, Tess went to Paris to look at the MICE scene, and located the perfect hotel for meetings, incentives, conferences and exhibitions.

It’s packed and we hope you enjoy the read.

The PlatinumTeam

info@platinummediagroup.co.uk

CONTACTS

PUBLISHER/EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

TRAVEL EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

PLATINUM MOTORING EDITOR: Maarten Hoffmann maarten@platinummediagroup.co.uk

DYNAMIC MOTORING EDITOR: Fiona Shafer fionas@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

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WHO’S WHO...

1 Sophia Lorimer, Founder, Fine-Tuned Wardrobe; Lissie Squires , Founder, Senaya

2 Maria Monan , Co-Founder, Monan Gozzett; Jonathan Grant , Partner, DMH Stallard; Lesley Alcock , Commercial Director, Platinum Media Group

3. Rachel Innes , Associate Solicitor, Monan Gozzett; Jen Melbert , Co-Founder, Growth Animals Marketing

4 Piers Vowles , Hotel, Manager, The Grand Brighton; Jamie Wornham , Spa Manager, The Grand Brighton; Murray Wilson , General Manager, The Grand Brighton

5 Kate Partridge , Partner, DMH Stallard

6 Lesley Alcock , Commercial Director, Platinum Media Group; Simon Haffenden , Head of Facilities & Events, The GelBottle Inc

7 Sophia Lorimer, Founder Fine-Tuned Wardrobe; Aiden Dunning , Partner, Cripps

8 Emma Cleary, Founder, Flexibility Matters; David Mindham , Group Director, Carnegie Group; Kerry Jones, Founder, Kerry Jones Coaching

9 Rob Reaks , Senior Partner, Cambridge Management Consulting; Sophia Lorimer, Founder, Fine-Tuned Wardrobe

10 Daryl Lewis , Head of Business Development, KPMG; Callum Ritchie , Corporate Solicitor, Jonathan Lea Network; Oliver McDonald , Director, Engage Wealth Management

11 Teri Thomas, Founder, Beyond and Co; Maarten Hoffmann , Managing Director, Platinum Media Group; Lissie Squires, Founder Senaya, Oliver McDonald , Director, Engage Wealth Management

12 Lesley Alcock , Commercial Director, Platinum Media Group; Ian Trevett , Head of PR & Digital Marketing, 101; Fiona Graves, Events Director, Platinum Media Group

13 Teri Thomas , Founder, Beyond & Co; Terry Bower, Co-Founder, Inside Stories

BREWDOG TO CLOSE ABERDEEN DISTILLERY

Scottish beer and bar giant Brewdog has revealed it is closing the distillery at its headquarters in Ellon, Aberdeenshire, closing the business indefinitely. The move, which Brewdog has said comes after “careful consideration” was revealed in a memo sent to staff and announced the roll-out of a “responsible wind-down” in the coming months. The decision will mean that the company will axe all of its spirit brands and follows rumours that its original cofounder James Watt is considering making a bid to re-gain control of the business. Last October, Brewdog announced job cuts across the business following a £37 million loss in 2024 which marked the company’s fifth year running of posting pre-tax losses, which are now totalling £148 million.

EASYJET FALLS FOUL OF ADVERTISING WATCHDOG

EasyJet has been told to stop claiming that carry-on baggage fees are available “from £5.99”, after it failed to provide the advertising watchdog with evidence that passengers can bring a suitcase on board for that price. The Advertising Standards Authority (ASA) said customers would assume from EasyJet’s wording that they could purchase a carry-on bag for £5.99.

The claim on EasyJet’s website was flagged to the ASA by consumer group Which?, which said airlines often advertise low fares but have additional fees. EasyJet said: “We always aim to provide clear information to our customers on pricing, and the purpose of this page was to display factual information on fees and charges to customers.”

NATIONAL NEWS

BRIGHTON & HOVE TOPS INCREASED DISPOSABLE INCOME LIST

Eleven towns and cities in the UK have seen their disposable incomes rise at twice the national rate over the past decade, according to new research by the thinktank Centre for Cities.

During a decade in which disposable incomes increased by 2.4% across the country, Brighton & Hove recorded the highest rise at 8.1%, followed by Worthing at 7.8% and London at 5.8%. The thinktank says faster growth in living standards will require stronger local economies, better access for households to the opportunities created by growth and fewer constraints on housing and commercial space.

MUSIC VENUES GIVEN RATES DISCOUNT

Pubs and music venues in England will be given a 15% discount on their business rates bills from April and will not see increases for two years, the government has announced. Treasury Minister Dan Tomlinson said the three-year package would be worth £1,650 for the average pub in 202627. It comes after a backlash against

November’s Budget, which left many facing major increases in their business rates bills and led to more than 1,000 pubs banning Labour MPs from their premises. According to the government, the package will cost £80m in its first year, and the subsequent two years will be valued by the Office for Budget Responsibility (OBR).

❛❛ Think about every problem, every challenge we face. The solution to each starts with education. ❜❜

George HW Bush

VETS OBLIGED TO PUBLISH COSTS

Veterinary practices will be required to publish prices of common treatments so pet owners can shop around and choose the best value option, according to government proposals. They will also need an official operating licence to help drive up standards, under plans from the Department

for Environment, Food & Rural Affairs (Defra). The Competition & Markets Authority (CMA) watchdog has found that vet prices have risen at nearly twice the rate of inflation. The British Veterinary Association, which represents 19,000 members, said it broadly supported the proposals but that they were “very unlikely to dramatically alter the cost of veterinary care”.

GOVERNMENT BORROWING DOWN

UK Government borrowing fell sharply in December, as more income from taxes and higher National Insurance Contributions outweighed spending, figures show. Last month, government borrowing - the difference between public spending and tax

INFLATION RISES IN THE SHORT TERM

Higher tobacco prices and airfares pushed the UK inflation rate higher for the first time in five months, official figures show. The rise to 3.4% in the year to December was higher than expected, with most economists predicting only a slight uptick.

However, analysts do not think it marks the start of a longer, upward trend because December’s data includes one-off factors such as flight costs over Christmas and an increase in tobacco tax announced in the Budget. The rise in inflation precedes the Bank of England’s first meeting of the year to decide on interest rates - it ended 2025 by trimming the cost of borrowing to 3.75%.

MORE HIGH STREET BANKS TO CLOSE

Santander is closing a further 44 UK branches, putting 291 jobs at risk. It is the latest swathe of closures by the Spanish-owned bank, which, like others on the high street, is closing bricksand-mortar stores as customers move online.

Last year, it announced plans to close 95, or a quarter, of its branches, which had 750 workers. Lloyds Bank is also planning to shut more than 100 branches by March under a scheme of closures announced last year.

Ministers have criticised the closure of bank branches, arguing it restricts access to cash for elderly and vulnerable people. Announcing the latest closures, Santander said 96% of its transactions are now done digitally.

income - was £11.6bn, the Office for National Statistics (ONS) said, down £7.1bn - or 38% - from the previous December, and lower than what many economists had predicted. The figures show the government received £7.7bn more – an 8.9% rise - in taxes in

December 2025 than it did in the same month in 2024. Tom Davies, Deputy Director for the ONS public service division, said the fall was a result of “receipts being up strongly on last year, whereas spending is only modestly higher”.

AI HAVING ADVERSE EFFECT ON UK JOBS

The UK is losing more jobs than it is creating because of artificial intelligence and is being hit harder than rival large economies, new research suggests.

The research, shared with Bloomberg, surveyed companies that have used AI for at least a year across five industries: consumer staples and retail, real estate, transport, healthcare equipment, and cars. British companies reported that AI had resulted in net job losses over the past 12 months, down 8% – the highest rate among other leading economies, according to a study by the investment bank Morgan Stanley.

It found that British businesses reported an average 11.5% increase in productivity aided by AI. US businesses reported similar gains, but created more jobs than they cut. It suggests UK workers are being hit particularly hard by the rise of AI.

❛❛The problem with the rat race is that even if you win, you’re still a rat ❜❜

Lilly Tomlin

WATER BILLS TO RISE – AGAIN

Water bills will rise by £2.70 a month on average from April, a year on from hefty increases for households in many parts of the country.

The average annual bill in England and Wales will increase by £33 to £639, prompting calls for a “stronger safety net” for those unable to pay.

The size of the increase and the average bill cost vary widely across regions, with one water-only supplier raising prices by 13%.

The industry trade body, Water UK, which represents the serially criminal sewage spreaders, said - with a straight face - that bill increases were needed to fund vital upgrades to the system and tackle spillages that have caused a public outcry.

UK VEHICLE PRODUCTION AT 70-YEAR LOW

British car, van, truck and bus production fell to its lowest level since 1952 last year, according to the Society of Motor Manufacturers and Traders (SMMT). Its chief executive, Mike Hawes, said it had been “the toughest year in a generation”, with output hit by a major cyberattack at Jaguar Land Rover, the closure of Vauxhall’s plant in Luton and deep uncertainty over US trade policy. The situation is expected to improve this year, with the introduction of new electric models. The SMMT believes car and van production could exceed one million by 2027, up from the low of 765,000 in 2025.

CRICKET SPONSORSHIP ALSO HELPING THE OCEANS

Fishersgate-based A4 Labels will continue its partnership with Portslade Cricket Club, after renewing its sponsorship for 2026. This is after a highly successful year that combined grassroots sport with environmental impact.

Following the success of last season’s initiative, A4 Labels will work with environmental charity Seven Clean Seas, funding the removal of ocean plastic based on the club’s on-field performance. For every 20 runs scored by Portslade CC during the season, 1kg of ocean plastic will be removed. “Supporting Portslade CC means we are making a measurable difference to our oceans. Every boundary hit took us one step closer to a cleaner planet.” said Charlie Hawker, Managing Director of A4 Labels.

SE BUSINESSES ACCOUNT FOR 13% OF ADMINISTRATIONS

Business failures in the South East accounted for 13% of all UK administrations in 2025, making it the third-highest region for corporate insolvencies – according to analysis by law firm Mayo Wynne Baxter. 207 businesses in the region entered administration last year. Across the UK, 1,631 companies filed for administration in 2025 – 5% down on

LOCAL NEWS

❛❛ Management is doing things right; leadership is doing the right things.❜❜

Peter Drucker, Austrian management consultant

PORTSMOUTH MAKES PROGRESS

Portsmouth City Council has published figures showing progress in supporting businesses across the city during 2025. Its latest Business Support Report points to growth in business engagement, the launch of new support schemes, and successful initiatives to attract investment. The authority says the measures are helping build a more resilient and sustainable local economy.

Cllr. Steve Pitt, Leader of Portsmouth City Council with responsibilities for Economic Development, said: “This report shows the scale and impact of the work happening across the city. From match-funding and mentoring to major events and international partnerships, we are committed to creating the conditions for businesses to grow and for Portsmouth’s economy to thrive.”

the previous year. The figure remains 22% above 2022 levels, highlighting ongoing pressures on UK businesses amid a cautiously stabilising economic environment.

Nick Stockley, dispute resolution partner at Mayo Wynne Baxter, said: “While the year-on-year drop in administrations is worthy of note, the overall picture for business remains challenging.

ACTION GROUP TAKES ON WATER COMPANIES

An association has announced plans to pursue legal action to ‘secure fair compensation’ for South East Water (SEW) customers who were affected by recent water shortages in Sussex and Kent. The South East Water Customer Compensation Association was formed after about 16,500 East Grinstead homes were affected by no water supply or low water pressure from the morning of January 10th - 13th. During the incident, SEW said Storm Goretti had affected their ability to treat raw water at the normal rate at their main Sussex water treatment works.

CALLS TO OVERHAUL TAX

Azets, an accountancy and business advisory firm with offices in Hampshire, is calling for a complex tax relief scheme that may be deterring smaller firms from claiming the support they are entitled to to be overhauled. The Patent Box scheme, designed to encourage companies to commercialise UK-based innovation by offering a reduced rate of corporation tax on profi ts from patented inventions, is under fire for favouring larger businesses. Heather Williams, partner at Azets and a Patent Box specialist, said: “Patent Box is arguably the most complicated business tax relief available and is in dire need of reform because SMEs are put off by the sheer complexity of the claims process.”

HAMPSHIRE SMEs THRIVING ON SWR

Independent businesses are thriving across the South Western Railway network. In Hampshire, 179 out of 243 active retailers at SWR stations are now independent SMEs. Recent additions include Café Destino at Winchester, a Gourmet Coffee Bar at Salisbury, and mobile coffee operators at New Milton and Southampton Central.

Peter Williams, customer and commercial director at South Western Railway, said: “The encouraging growth of independent SMEs across the network provides our customers with an even wider range of food, drink and other products to choose from.” Ian Chalmers, principal surveyor at Amey PCI, acting for South Western Railway, said:  “We’re delighted to have supported these fantastic businesses in joining the South Western Railway network.

CARPENTER BOX COMPLETES MERGER

Carpenter Box, part of Sumer Group, has merged with Hartley Fowler’s Brighton office, expanding its presence in the city.

The move brings Hartley Fowler’s team of 16 professionals into Sumer Group’s national network of nearly 3,000 colleagues across more than 60 offices, with the team integrating into Carpenter Box’s existing Brighton office to ensure continuity for clients.

The merger is part of Sumer Group’s broader growth strategy, backed by investment from Penta Capital and BlackRock, and will enhance Carpenter Box’s ability to deliver its services across Sussex. As part of the deal, Guy Rolliston and Daniel Chapman join the Carpenter Box board as partners.

COMMERCIAL BUILDINGS IN CRAWLEY GIVEN THE GO-AHEAD

Plans to build two commercial buildings at Tilgate Forest Business Park have been approved by Crawley Borough Council’s January planning commitee. The company mkaing the application, which makes balconies and balustrades, has outgrown its current site in Tandridge and is seeking to expand. Recommending the application for approval, a planning officer said: “The

development will enhance the site and the character of the area by bringing an under-used site back into operation.”

Small and Medium-sized Enterprises (SMEs) that employ fewer than 250 staff in Horsham District have been invited to take part in a one-day carbon literacy training workshop as part of the Council’s ongoing Business Training Programme.

The buildings will be for general industrial use and will include storage and office space as well as surface-level and basement car parking. They will be fi tted with a roof garden, solar panels and heat pumps.

QUESTION TIME

Businesses across Guildford and Waverley are being invited to the fourth annual Guildford & Waverley Business Question Time. The event on March 16th at the Harbour Hotel, Guildford, is organised jointly by Guildford and Waverley Borough Councils.

It aims to give local businesses the opportunity to network, exchange ideas and hear from leading figures from across the region. This year will focus on how companies can strengthen their operations and respond to rapidly changing digital challenges.

Delegates will be able to put questions to a panel of business leaders on a variety of topics.

❛❛ If I had asked people what they wanted, they would have said faster horses.❜❜

Henry Ford

NEW CFO AT TECH FIRM

Horsham climate tech innovator Showerkap, which designed the first smart water management technology featuring behavioural science, has formally appointed Malcolm Foreman to its board of directors as chief financial officer (CFO). He will oversee all financial aspects of Showerkap, including financial planning and analysis, accounting, investor relations, corporate legal structure, IP strategy and treasury functions. Showerkap’s platform enables organisations to monitor and manage water remotely and to nudge users to make better choices and take shorter showers, reducing water and energy use and CO 2 emissions.

Taking place on March 16th, the course is designed to help local businesses understand the causes and impacts of climate change, the role of SMEs and local authorities in driving action, and the wider benefi ts of the transition to a low-

carbon economy. Recognised by The Carbon Literacy Project and delivered and part-funded by Horsham District Council, certificates will be provided to course participants upon successful completion of the coursework.

A closer look at how insurance policies are negotiated and why choosing a cheap online quote can end up costing you more over time.

By Daniel Stoner, Managing Director, base Insurance Brokers

Behind the broker

“IT

LOOKED FINE ONLINE.”

People often say this after something goes wrong with their insurance, but they usually only find out when they make a claim or are due a payout. This is when you see the difference between simply buying insurance and actually being protected.

Online quotes make people think insurance is just another product. You pick a price, tick a few boxes, and think you’re done. But insurance isn’t like buying a toaster. It’s a contract, written in precise and sometimes tough language, that spells out exactly when you’re covered and when you’re not.

The contract only covers what’s written, not what you thought you were buying. A broker, on the other hand, does care.

WHAT ACTUALLY HAPPENS BEHIND THE SCENES

When a broker arranges a policy, they do more than just enter your details into a comparison site. They take time to understand your business, your risks, and any grey areas, then explain these in a way underwriters will accept.

This step is more important than most people think. Two businesses might look the same on paper, yet one gets a claim paid in full, while the other receives a letter explaining why their loss isn’t covered. The difference often comes down to how the risk was explained at the beginning.

Brokers ask a lot of questions that might seem picky, but they’re not. They’re making sure your real situation matches the policy wording. They look at how work is actually done, not just what’s on Companies House. They find out who does what, where liability might really be, and what happens when things go wrong, not just when everything is running smoothly.

Online forms don’t dig that deep. They make assumptions, and those assumptions can give insurers grounds to deny claims later.

CHEAP COVER IS OFTEN NARROW COVER

The real issue isn’t the price. The danger is having cover that’s too limited. Online policies are designed to be simple

❛❛ The contract only covers what’s written, not what you thought you were buying. A broker, on the other hand, does care. ❜❜

and easy to scale, but that means they come with many exclusions. Some are clear, but others are hidden in definitions most people never read. We see this all the time with professional indemnity, cyber, directors and officers, and even basic liability insurance.

A claim comes in, and the insurer points to a clause you didn’t know existed. Or a definition you didn’t realise applied to you. Or a condition precedent you didn’t

comply with because nobody explained it. Most people only discover what their policy actually covers when they need to make a claim.

A broker’s job is to spot these issues before they become problems. They push back, negotiate the wording, and add endorsements that cost little but make a big difference when it matters. When brokers do their job well, you don’t notice their work. You only notice when it’s not there.

NEGOTIATION IS NOT JUST ABOUT PRICE

Insurers are experts at negotiating risk. Brokers do the negotiating for you. This can mean changing terms, limits, excesses, conditions, or warranties. Sometimes it even means picking a different insurer because one company understands your industry better than another. It also means knowing when it’s better not to cut the premium.

❛❛ Insurers are experts at negotiating risk. Brokers do the negotiating for you. ❜❜

We often suggest clients pay a little more for an insurer known for paying claims in complex cases, for broader policy wording that matches how their business really works, or for coverage that protects past work as well as future activities. You won’t see any of this in a comparison table!

CLAIMS ARE WHERE THE TRUTH SHOWS UP

Insurers don’t make money by paying out claims generously. They make money by pricing risk carefully and sticking to the policy wording. When you make a claim, the claims team hasn’t worked in your office. They don’t know your business; they just have your policy and their instructions.

A good broker stays involved during claims. They help you present your claim correctly, challenge interpretations, know which arguments work, and understand when to push or escalate. Without that support, you’re left on your own, trying to argue over contract language you never negotiated. This is why brokers focus on relationships and practical connections. It’s important to know how insurers act when things get tough.

BUSINESS INSURANCE IS NOT STATIC

Another myth from online buying is that insurance is a one-time decision. You buy it, forget about it, and just renew. But businesses are always changing. They have new services, contracts, locations and people. Any of these changes can quietly make your cover invalid if your policy isn’t updated.

A broker keeps asking tough questions because those changes are important. They notice when your old policy doesn’t fi t your current risks and make adjustments before problems arise. The ongoing attention is what really matters.

THE REAL COST CALCULATION

People often want to know how much a broker costs. The better question is what it costs not to have one. It could mean a rejected claim, a reduced payout, a legal bill that should have been covered, time spent fighting instead of running your business, and extra stress when things are already tough.

Insurance should be boring, quiet, and reliable - something you only notice when it saves you. Cheap online quotes make a lot of noise at the start, but disappear when you really need them. A trusted broker is the opposite. They do the hard work up front: thinking, negotiating, asking questions, and having tough conversations. When something goes wrong, you’re not finding out about your policy’s limits at the worst time.

That’s the part you don’t notice. And that’s why it’s so important.

Daniel Stoner Founder / Managing Director of base Insurance Brokers.

FUTURE BUILDING AT LONDON GATWICK:

Innovation, infrastructure and sustainability

London Gatwick is starting 2026 with momentum, marking major milestones in infrastructure, technology and sustainability – all part of a clear vision to build an airport that is innovative, resilient and ready for the future.

LEADERSHIP AND INFRASTRUCTURE: BIG MOVES FOR GROWTH

London Gatwick has appointed Mathieu Boutitie as its new Chief Technical Officer, effective January 2026. Mathieu brings extensive experience from Kansai Airport in Japan – part of the VINCI Airports network – and will play a pivotal role in delivering London Gatwick’s Capital Investment Plan and sustainability goals. His appointment reflects London Gatwick’s ambition to strengthen operational resilience and lead in efficiency and innovation as it shapes the airport’s future.

That future is already taking shape across the airfield. February marks a significant milestone with the completion of steelworks for the Pier 6 Western Extension, one of London Gatwick’s largest infrastructure projects. When complete in 2027, the extension will add eight new aircraft gates, eliminating the need for more than 500,000 passengers to travel by bus to remote stands each year – saving 12,000 bus journeys annually. This will provide a seamless experience for around 7.5m passengers every year and improve airfield efficiency for airlines.

Sustainability is central to the project, and the team has pursued several refinements as part of a significant redesign of the structure. These changes – including a hybrid steeland-timber frame and more

efficient ventilation systems – put the Pier 6 Extension on track to achieve BREEAM “Excellent” certification and deliver a 52% reduction in capital carbon compared to the original design. The completion of the steelworks this month marks a major step forward, reinforcing London Gatwick’s ability to deliver complex projects in the heart of its airfield.

INNOVATION & OPERATIONAL EXCELLENCE

Innovation remains at the heart of London Gatwick’s operations. The airport is continuing its trial of Smart Stand technology, a first-of-its-kind system that enables aircraft turns to be managed from a central control room using automation and AI.

Designed to improve safety and reduce turnaround times, Smart Stand reflects London Gatwick’s role as one of VINCI Airports’ Innovation Centres of Excellence. Trials are ongoing, with Pier 6 earmarked for future integration as part of its wider upgrade – a move that will further enhance efficiency at the world’s most efficient single-runway airport.

Looking ahead, London Gatwick will introduce Dual Ground Operations in March – a major operational change that will ease air traffic control workloads by splitting radio frequencies for ground movements. This small shift will drive efficient operations, improving resilience and performance during peak periods.

Other projects on the horizon include the continued rollout of London Gatwick’s electric vehicle fleet replacement and the opening of a Contingency Control Room to strengthen operational resilience.

BUILDING FOR TOMORROW

Future building isn’t just about infrastructure; it’s about people. This month, London Gatwick will host its third Apprenticeships Fair at the on-site STEM (Science, Technology, Engineering and Maths) Centre, connecting local schools, colleges and jobseekers to opportunities in aviation and STEM.

Last year’s event welcomed 250 attendees, and this year aims to build on that success – reinforcing the airport’s role in supporting local employment and inspiring the next generation.

The event also supports the airport’s wider Decade of Change ambitions around the local community, including its work to champion a thriving local economy and develop regional skills.

This includes a target of 55% of the airport’s workforce from RH postcodes, with a stretch goal of 65%, alongside its aim of one million student interactions by 2030 – more than 676,000 of which have been achieved so far.

From major infrastructure projects to cutting-edge technology and sustainability initiatives, London Gatwick is building for tomorrow – creating an airport that is innovative, resilient and ready for the future.

DRIVING SUSTAINABILITY

Halfway through its second Decade of Change strategy, London Gatwick’s commitment to sustainability remains as strong as ever. The airport is focused on achieving Net Zero for Scope 1 and 2 emissions by 2030, embedding sustainability into every project.

Recent achievements highlight this culture of sustainability. Advanced Mixed Mode (AMM) time-based separation has transformed runway operations, reducing airborne holding times and potentially cutting annual CO2 emissions by up to 18,000 tonnes.

In construction, London Gatwick became the first airport globally to achieve

PAS 2080 certification, a leading industry standard focused on cutting carbon across the whole lifecycle of infrastructure projects, setting a new benchmark for carbon reduction in infrastructure projects at the airport.

Beyond the airfield, London Gatwick has donated more than 11 tonnes of toiletries to local charities through its partnership with the Hygiene Bank, reinforcing its commitment to community impact alongside environmental progress.

Engineering teams have pioneered the use of Gearfluid at an airport, utilising the bio-based lubricant to extend gear

life and reduce oil waste by up to 300%, while operational teams have introduced a new process for cabin waste segregation and recycling, diverting 17% of materials from landfill since August 2025. This process is approved by the UK’s Animal and Plant Health Agency, which regulates international catering waste.

London Gatwick’s efforts have not gone unnoticed. The airport was nominated for Best UK Airport at the Travel Weekly Globes, a testament to its commitment to operational excellence and the passenger experience.

www.gatwickairport.com

By Farhana Fayaz, Associate, Mayo Wynne Baxter

COURT OF PROTECTION AND BUSINESS ASSETS: A comprehensive guide for business owners

INTRODUCTION

In today’s fast-paced business environment, planning for growth and risk is second nature. Yet one critical risk often overlooked is what happens if a business owner or key decision-maker loses mental capacity. Without a clear plan, businesses can face frozen accounts, stalled contracts, and governance challenges.

The Court can appoint deputies to manage financial and business matters, ensuring decisions are made in the best interests of the individual and the continuity of their business.

KEY LEGAL CONSIDERATIONS

❛❛ One critical risk often overlooked is what happens if a business owner or key decision-maker loses mental capacity ❜❜

The Court of Protection provides a legal framework to safeguard business assets and ensure continuity when decision-makers are no longer able to act. This article explores its role, why it matters, and how proactive planning can protect your enterprise.

WHAT IS THE COURT OF PROTECTION?

The Court of Protection is a specialist court in England and Wales established under the Mental Capacity Act 2005. Its primary role is to make decisions for individuals who lack the mental capacity to manage their own affairs. While often associated with personal finances and health decisions, its remit extends to business interests, a critical area for entrepreneurs, directors, and shareholders.

WHY IT MATTERS FOR BUSINESS OWNERS

Loss of capacity can occur suddenly due to illness, accident, or age-related conditions. For sole traders, partners, and company directors, this can create operational paralysis. Imagine a sole trader who suffers a stroke: without a deputy or lasting power of attorney (LPA), their business bank account could be frozen, leaving employees unpaid and suppliers frustrated.

For companies, the Companies Act 2006 requires directors to have capacity to perform their duties. If capacity is lost, board structures may need to be adjusted, and shareholders should be prepared for succession planning. These real-world scenarios highlight why planning ahead is critical.

The Court of Protection can grant deputyship orders specifically tailored to business matters. This allows the appointed deputy to make decisions about trading, banking, and contractual obligations. However, applications can take months, during which operations may suffer. Businesses should also consider tax implications and compliance with regulatory bodies.

Failure to act promptly can lead to penalties and reputational damage. It is essential to review governance documents such as partnership agreements and shareholder agreements to ensure they address incapacity scenarios.

PROACTIVE STEPS FOR BUSINESS CONTINUITY

Proactive planning is the best defence against disruption. Here are key steps to consider:

• Create a business lasting power of attorney (LPA): Appoint a trusted person to act immediately if capacity is lost.

• Review governance documents: Include incapacity clauses in partnership and shareholder agreements.

COMMON MISTAKES TO AVOID

• Failing to create a Business LPA: Many business owners assume personal LPAs cover business decisions. They do not.

• Ignoring governance documents: Partnership and shareholder agreements often lack incapacity clauses, leaving gaps in authority.

• Delaying action until a crisis strikes: Waiting until capacity is lost can result in months of operational paralysis.

• Not involving professionals: DIY legal planning can lead to invalid documents and compliance issues.

• Overlooking succession planning: Businesses without clear succession strategies risk instability and loss of value.

• Educate stakeholders: Ensure key personnel understand the legal process and implications.

• Schedule regular reviews: Update LPAs and governance documents periodically to reflect business changes.

• Engage legal professionals: Seek expert advice to draft watertight agreements and ensure compliance.

CASE STUDY: A FAMILY-OWNED BUSINESS

Consider a family-owned retail business where the managing director unexpectedly loses capacity due to a severe illness. Without a business LPA, the company faced frozen accounts and delayed supplier payments. Employees were left unpaid for weeks, and suppliers threatened to terminate contracts.

It took between six and nine months for the Court of Protection to appoint a

❛❛ The Court of Protection provides a vital safety net, but proactive planning is essential. ❜❜

deputy, during which the business suffered significant financial strain. The deputyship order eventually restored control, but the delay caused reputational damage and financial losses. This case underscores the importance of proactive planning to avoid operational paralysis, involving legal professionals and educating family members about incapacity risks.

CONCLUSION

The Court of Protection provides a vital safety net, but proactive planning is essential. By setting up a Business LPA and reviewing governance structures, business owners can safeguard assets and maintain stability, even in the face of unexpected incapacity. In today’s unpredictable world, safeguarding your business against incapacity is as important as insuring against fire or theft. Proactive legal planning ensures continuity and peace of mind for all stakeholders.

If you need any assistance with a Court of Protection matter, please do not hesitate to contact our experienced team at Shakespeare Martineau on 0330 024 0333.

Farhana Fayaz, Associate Farhana.Fayaz@shma.co.uk

www.mayowynnebaxter.co.uk

FREQUENTLY ASKED QUESTIONS

Q: How long does it take to get a deputyship order?

A: It can take six to nine months, depending on the complexity of the case.

Q: Can a deputy make all business decisions?

A: Deputies have authority defi ned by the Court order, which can be tailored to business needs.

Q: Is a Business LPA different from a personal LPA?

A: Yes, a Business LPA specifi cally covers business decisions, while a personal LPA covers personal fi nances and health and welfare, depending on the type of LPA you have made.

Q: What costs are involved in applying for a deputyship order?

A: Costs vary but typically include court fees and legal expenses, which can be signifi cant compared to setting up an LPA in advance.

Q: Can incapacity planning be combined with succession planning?

A: Yes, integrating both ensures smooth leadership transitions and protects business continuity.

By Phil Cliftlands, Lead Partner, BDO

Businesses turn to AI and productivity to support growth and hiring plans

• South East mid-market businesses are turning to AI and productivity improvements to drive growth in 2026

• Headcount is expected to grow in the region this year, due to reversing previous headcount reductions

• Private equity or venture capital investment will play a key role in funding the growth ambitions of South East businesses

South East mid-market businesses are eyeing growth in 2026, turning to AI and productivity to support expansion plans.

According to the latest research from BDO, productivity improvements and the adoption of technologies like AI will play a vital role in helping mid-sized companies achieve their growth ambitions over the next 12 months, with half of regional business leaders (50%)

ranking it as one of the main sources of growth in 2026.

In a survey of 500 mid-sized business leaders, M&A or partnerships (44%) and growth from existing customers (41%) were also identified as key growth drivers for South East businesses this year.

BUSINESSES ARE MAKING HIRING PLANS, BUT REMAIN CAUTIOUS

Against a backdrop of weakening business confidence and a subdued jobs market across much of the wider economy, the regional mid-market appears to be bucking the trend, with the majority of South East companies (85%) looking to build on their investment plans by increasing headcount in 2026. However, midsized businesses remain cautious, with over half (56%) expecting headcount to grow by no more than 10%.

areas such as AI, data and digital transformation.

FUNDING PLANS SHOW IMPROVING OUTLOOK AMID PERSISTENT CHALLENGES

Looking ahead, almost half of South East mid-market businesses (47%) are considering private equity or venture capital investment to fund their growth plans in 2026. A further 38% are considering asset-based finance, while 29% are considering using existing banking facilities.

Despite the cautious optimism for growth and investment, business leaders in the region remain mindful of the challenges ahead. The cost of borrowing or refinancing is an issue for over a third (38%) of South East businesses, with cybersecurity incidents or data breaches being one of the biggest risks to business performance in 2026 for 35% of regional companies.

❛❛ The mid-market is the UK’s economic engine – it is key to unlocking growth, but cost pressures still loom large. ❜❜

The hiring intentions of regional businesses mirror separate BDO analysis, suggesting that mid-sized businesses could add an additional 1.9 million jobs by 2028, bringing total mid-market employment to 9.9 million and reinforcing the role these businesses play in driving UK employment growth.

Reversing previous headcount reductions is driving increases in headcount for almost half (48%) of regional businesses. Investment in new capabilities, such as technology and AI, is another factor driving growth in recruitment for 41% of those surveyed – companies looking for staff with relevant skills in

Phil Cliftlands, Regional Managing Partner at BDO in the South East, said: “Despite the strength of key industries such as industrial, logistics and property, it remains a challenging time for the South East region, resulting in low business and consumer confidence. However, regional mid-market businesses remain resilient and, despite erring on the side of caution, the growth ambitions of midsized businesses in the South East have set down a marker for 2026.

“The mid-market is the UK’s economic engine – it is key to unlocking growth, but cost pressures still loom large. Turning ambition into delivery will depend not just on business strategy, but on whether the wider operating and policy environment allows the mid-market to do what it does best: invest, grow and create jobs.”

www.bdo.co.uk

By Rachel Innes, Associate Solicitor, Monan Gozzett LLP

Meet Maria Monan...

As the Dynamic Business Awards fast approaches, I sat down with Senior Partner, Maria Monan from Monan Gozzett Solicitors, who is judging the Large Business of the Year Award category.

Maria is one of the founding partners and co-owner of Monan Gozzett LLP, a leading boutique law firm situated in the picturesque market town of Arundel, West Sussex, with further offices in Chancery Lane, London, the heart of the legal district, Manchester, Guildford and York.

Maria and her business partner Neal Gozzett got started and what the fundamental principles are that make Monan Gozzett the phenomenally successful boutique law firm that it has become.

What is your USP?

“Our USP is built on three pillars, empathy, understanding and personal service. These are underpinned by unparalleled legal expertise, which sets us apart from the crowd. I believe in providing proactive, strategic advice that can make an enormous difference to the strength of a case.

❛❛ We serve clients nationally and internationally and are instructed on high-profile cases as well as acting for clients with day-to-day issues. ❜❜

Monan Gozzett LLP serves a diverse national and international client base, specialising in private litigation across regulatory, reputational management, internal investigations, education, private client and wealth management, family, employment, civil, criminal, and commercial litigation.

Settling into a cozy cappuccino coloured sofa in one of Monan Gozzett’s stylish boardrooms, designed by Maria to put even the most nervous client at ease, and with Arundel Castle presiding over us, we chatted about the firm, how

“Our skill is looking at ‘what you need’ as an individual. This could include engaging experts internally and externally, so really, we are handling every aspect of your case.

“We have considerable experience in dealing discreetly with the media. We understand how to act swiftly and sensitively to protect reputation and offer a bespoke legal, cyber, and personal security package to protect our high-networth clients.

“Our USP is delivered by our wonderful team, whom we handpick and train ourselves. Our professionals join us for work placements, progress to our grad-

uate entry schemes and finally qualify as solicitors, making us very much a home-grown team who adopt and champion our USP.”

Who are your clients?

“We serve clients nationally and internationally and are instructed on high-profile cases as well as acting for clients with day-to-day issues. If you need a Will, if your child has encountered difficulties while at school or University, if you are getting a divorce or if you are concerned about a speeding matter, you can call us. Every client receives the same high level of commitment and personal service.

“Our client testimonials and reviews speak for themselves and tell amazing stories that reflect the quality of our service. We look back at these with pride and pleasure on our work and the successful outcomes we have achieved.”

Where did it all begin?

“My business partner, Neal Gozzett, and I built Monan Gozzett organically from ground zero. We passionately believed we could offer more to our clients.

“Instrumental to our success was my late husband, Tom, who sadly passed away in 2024. Tom formerly held a strategic position at a city finance firm, and the blend of our legal expertise with his highly sought-after management experience guided us in creating something

❛❛ Those closest to me have always said I can achieve anything I set my mind to. This support, along with my sheer force of will, is the secret to my success.” ❜❜

Maria Monan

unique that laid the foundations for the highly recommended law firm we are today.”

Your business goals 2026

“This year, we are expanding nationally and internationally, developing our Family Law department and nurturing growth across all our practice areas to increase the diversity of our client services.”

The secret to your success…

“A careers advisor once told me to choose a career in beauty, as law was not a suitable profession for girls from my town. Those closest to me have always said I can achieve anything I set my mind to. This support, along with my sheer force of will, is the secret to my success.”

If you would like to learn more about Maria, please click the link below: www.monangozzett.com/team/ maria-monan

If you need legal assistance and feel you can benefi t from a confi dential discussion, please email: info@monangozzett.com or telephone: 01903 927055 in the strictest of confi dence.

By William Martin, Managing Director, Southover Wealth

Seven things to do that can improve your fi nancial health

Many people have the basics covered: a steady income, some savings, a pension, and maybe a few old investments they’ve forgotten about. What’s often missing is a sense of order.

Decisions made years apart don’t always fi t together, and some things get ignored because they seem boring, complicated, or a bit uncomfortable.

Improving your financial health doesn’t mean you have to find the next big idea.

It can be as simple as fixing the small things that get overlooked. Here are seven steps to improve your financial health…

1 ACTUALLY USE YOUR ISA ALLOWANCE

The ISA is one of the most generous parts of the UK system, but many people don’t use it enough. You can put in up to £20,000 each tax year (a £12,000 limit for Cash ISAs comes in from April 2027), and it’s protected from Income

Tax and Capital Gains Tax. If you don’t use your allowance, you lose it.

Many people are surprised by how flexible ISAs can be. With the right setup, you can move money in and out without losing the tax benefi ts. This makes ISAs helpful for more than just longterm investing. They can help when your cash flow changes, you get a bonus, or your plans shift.

Putting off moving money into your ISA

❛❛ Decisions made years apart don’t always fit together, and some things get ignored because they seem boring, complicated, or a bit uncomfortable. ❜❜

is a small delay that can end up costing you more than you think.

2

SORT YOUR WILL BEFORE LIFE SORTS IT FOR YOU

Writing a Will isn’t enjoyable, which is exactly why many people put it off. If you don’t have a Will, your estate will be handled by intestacy rules. These rules are basic and don’t consider modern families, second marriages, stepchildren, or business interests. They often don’t match what people really want.

Having a Will doesn’t mean you are expecting the worst. It just means you stay in control. It clears up confusion when your loved ones need it most. If you already have a will, review it. Changes like marriage, divorce, children, property, or business growth can all affect what makes sense.

Updating your will costs little compared to the problems an outdated one can cause.

3

PUT POWERS OF ATTORNEY IN PLACE WHILE YOU CAN

If you lose the ability to make decisions and don’t have a lasting power of attorney, no one can easily help. Your accounts might be frozen, decisions get delayed, and your family could end up in the Court of Protection, which is slow, stressful, and costly.

People often think, “It won’t happen to me.” But illness and accidents can happen to anyone, at any time.

Putting a power of attorney in place while things are calm is one of the most responsible steps you can take. You might not need it, but when you do, it’s extremely important.

4 CHECK WHAT WOULD HAPPEN IF YOUR INCOME STOPPED

If you couldn’t work for a year, what would be affected first? Your mortgage, rent, school fees, lifestyle, or savings? Often, it’s all of them.

Insurance isn’t exciting. No one wants to talk about insurance at a dinner party or social event. Yet it is the foundation that supports everything else. Life

cover, income protection, critical illness cover, and family income benefi t are all options. You may not need all of them, but having the right mix for your situation is important.

People often say, “We’d cope.” But when you look at the numbers closely, that confidence usually fades. Paying a steady monthly amount to avoid a major risk is usually a smart choice.

5

LOOK

HARD AT OLD SHARES YOU’VE INHERITED OR BEEN GIFTED

Individual shares often come with stories. Maybe a parent worked at the company or a grandparent invested years ago. Stories may be interesting, but they don’t reduce risk.

❛❛ Your financial health gets better when you take care of the basics and check in on them from time to time. ❜❜

Holding a lot of shares in one company is risky. One resignation, a regulatory problem, or a scandal can wipe out years of value. It’s understandable to feel loyal, but not reviewing your risk isn’t wise.

This doesn’t mean you should sell everything right away. It means setting aside emotions and thinking about how those shares fi t with your overall finances. Diversification is important, and there are tax allowances that let you make changes without extra cost.

6 MAKE SURE YOUR PENSION GOES TO THE RIGHT PLACE

Pensions don’t automatically become part of your estate as many people think. Trustees usually have the final say, and they follow your expression of wishes.

If you haven’t filled out an expression of wishes, or if it’s outdated, you’re leaving decisions to someone who may not understand your family situation.

Things can change, such as changing partners who may have their own children. The paperwork rarely keeps up. It only takes a few minutes to review and update this, but it can save months of uncertainty in the future.

7 FEED YOUR PENSION STEADILY OVER TIME

Gradually increasing your contributions is one of the easiest ways to improve your long-term results without much effort. A small yearly increase is barely noticeable in your monthly pay, but it adds up over the years.

Waiting for the “perfect time” to start or increase your contributions usually means you start later than you should. It’s better to start now, even if it’s not perfect.

SEVEN SIMPLE STEPS

Your financial health gets better when you take care of the basics and check in on them from time to time. The best plans I see aren’t complicated. They are organised and thoughtful. And they are updated as life changes.

William

Martin DipFA

CeMAP

Managing Director, Southover Wealth Senior

Partner Practice of St. James’s Place Tel: 020 8058 8230 |  Mobile: 07487 727 498

www.southoverwealth.co.uk william.martin@sjpp.co.uk

Southover Wealth 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 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.

By Jo White, Partner, Head of Private Client Tax and James Amico, Private Client Tax Senior Manager, Kreston Reeves

Business and agricultural relief changes: TIME IS RUNNING OUT TO PREPARE

Proposed reforms to Business Property Relief (BPR) and Agricultural Property Relief (APR) represent one of the most significant shifts to inheritance tax (IHT) in recent years. These changes could materially increase future tax liabilities for business owners, farming families and investors. With the Government indicating an expected implementation date of April 2026, the timeframe to act is getting shorter.

Currently, qualifying assets can benefi t from 100% IHT relief with no upper limit, offering valuable protection for the transfer of business and agricultural assets between generations. The proposed rules, however, introduce restrictions that will require many individuals to revisit their succession and estate planning well before the April 2026 deadline.

Since the initial announcement in October 2024, the government has made changes to the proposed rules. These are best summarised as follows:

KEY CHANGES

£2.5 million cap for full relief

100% IHT relief will apply to the first £2.5 million (previously £1 million) of qualifying business or agricultural assets per individual. Values above this

❛❛ With the Government indicating an expected implementation date of April 2026, the timeframe to act is getting shorter.❜❜

threshold will receive only 50% relief, resulting in an effective 20% IHT charge.

Transferrable allowance

The £2.5 million 100% allowance will be per person. However, it has been confirmed that, unlike previously anticipated, any unused allowance will be transferable between spouses or civil partners on death.

If your spouse or civil partner died before April 6th 2026, then 100% of their allowance can be transferred to the survivor.

Reduced relief for AIM and nonmain-market shares

Alternative Investment Market (AIM) listed and other non-main-market shares will not benefi t from the new £2.5 million allowance. Relief on these assets will fall from 100% to 50%, significantly increasing potential IHT exposure for investors who currently rely on these shares within their planning.

WHY IT MATTERS

These changes introduce complexity and could result in substantial tax liabilities for estates that previously expected to pass on assets free of IHT. With the reforms anticipated to take effect from April 2026, there is a limited period for individuals, families and businesses to review their position and, where appropriate, implement changes.

Waiting too long could mean:

about how the proposed IHT changes may affect you, we strongly recommend seeking advice well ahead of the April 2026 deadline.

IHT REVIEW

Our tax specialists can review your estate and provide personalised recommendations, using estimated valua-

FINANCIAL PLANNING

The increase in the allowance to £2.5 million will mean a number of family businesses and farms will remain transferable tax-free under the new rules. For some, the additional 100% allowance may result in a more manageable IHT liability for their beneficiaries. Those families may wish to consider increasing their life cover. It would be advisable to speak with a financial planner as part of any IHT planning process.

❛❛ The increase in the allowance to £2.5 million will mean a number of family businesses and farms will remain transferable tax-free under the new rules.❜❜

tions to identify opportunities to reduce exposure to the new rules and mitigate potential future tax liabilities.

BUSINESS VALUATION

• A reduced range of planning options

• Increased tax exposure

• Limited time to reorganise business structures or undertake valuations

• Succession plans becoming less effective under the new rules

Taking action ahead of April 2026 will provide greater flexibility and ensure your planning remains aligned with your long-term objectives.

HOW WE CAN HELP

Our aim is to provide clear, practical guidance tailored to your specific circumstances. If you are concerned

If your planning involves business assets or shareholdings, we can arrange for a formal business valuation through our valuation experts. This ensures decision-making is supported by accurate figures and helps refine the most appropriate planning strategy.

WILLS AND ESTATE DOCUMENTS

Where updates to your wills or other estate documentation are required, we can work with your solicitor or introduce one to ensure your legal arrangements reflect the outcomes of your IHT planning and remain fi t for purpose under the new regime.

NEXT STEPS

The proposed changes to BPR and APR will reshape estate planning for many individuals. With April 2026 approaching, acting now is essential to secure the widest possible range of planning opportunities.

If you would like support reviewing your position or understanding the steps you may need to take, please contact Jo White, Partner, Head of Private Client Tax or James Amico, Private Client Tax Senior Manager:

Call: +44 (0)33 0124 1399

Email: enquiries@krestonreeves.com Visit: www.krestonreeves.com

By Derek Pickard, Head of Debt Recovery, DMH Stallard

BAD DEBT, CREDIT CONTROL AND UK businesses face ongoing cashflow

UK businesses continue to face significant financial strain as late payments and rising bad debt weigh heavily on cash flow. With economic growth expected to remain subdued, firms are reassessing how they manage credit, control debt, and recover overdue payments.

Economic uncertainty, persistent inflation, and cautious consumer spending have created a challenging environment. Across the country, small and medium-sized enterprises (SMEs) are finding it increasingly difficult to secure timely payments, making it more important than ever to balance automation with personal engagement.

RISING BAD DEBT

business resilience, but its methods are evolving. Once reliant on spreadsheets and persistence, it now combines technology with human judgement.

Automation and artificial intelligence are helping finance teams handle collections more efficiently. Modern systems can analyse payment patterns, send reminders automatically, and flag customers showing early signs of risk. These tools save time on routine tasks and improve cash flow visibility.

preserve client goodwill.

Industry data suggest that some professional recovery services in the UK achieve success rates of over 80% for uncontested commercial debts. These results highlight the value of specialist expertise, structured processes, and skilled negotiation.

Yet recovery remains as much an art as a science. Each case requires a tailored approach: assessing whether a debtor is struggling, unwilling, or simply disorganised, and choosing the right route from amicable settlement to formal legal action, if necessary.

❛❛ Successful credit control depends on relationships as much as data. The most effective teams use automation to identify where attention is needed ❜❜

According to the Department for Business and Trade, late payments cost the UK economy nearly £11 billion each year, with more than £26 billion owed in outstanding invoices.

Recent small business surveys show that UK SMEs are now owed an average of £21,400 each in late invoices, up from roughly £17,000 the year before. Around 45% of invoices issued by small businesses during the second quarter of 2025 were paid late.

This growing backlog has pushed average Days Sales Outstanding (DSO) to about 52 days, up from 44 days in 2023. For many firms, that extra week can severely restrict cash flow, especially amid high borrowing costs.

THE CREDIT CONTROL CHALLENGE

Credit control has long been central to

However, while technology brings speed and accuracy, it cannot replace the trust built through personal contact. As one credit manager observed, “AI can show you who is likely to pay late, but only people can persuade them to pay sooner.”

Successful credit control depends on relationships as much as data. The most effective teams use automation to identify where attention is needed but rely on experienced professionals to make the calls, hold conversations, and find solutions that protect both cash flow and customer relationships.

DEBT RECOVERY: A PERSONAL APPROACH

Even with strong credit control, some debts become overdue or disputed. At that stage, firms often engage external recovery support; a step that, when handled correctly, can protect cash and

Many recovery professionals emphasise that empathy and communication are crucial. An understanding conversation often achieves faster and more cost-effective results than confrontation. The best outcomes not only secure payment but also maintain relationships, allowing businesses to continue trading once issues are resolved.

STRENGTHENING CREDIT STRATEGIES

Across all sectors, businesses are placing greater focus on cash management and credit strategy. High interest rates, rising costs, and persistent late payments have made working capital discipline a top priority.

Finance leaders are focusing on three key actions:

• Tightening credit policies and reviewing DSO trends.

• Using technology to predict risk and manage reminders more efficiently.

AND RECOVERY: ow pressures

• Escalating recovery efforts earlier to avoid uncollectable debts.

According to a 2025 national payment survey, nine in ten British businesses experienced late payments in the past year, and 44% said delays are becoming more frequent. With inflation easing only gradually and borrowing costs remaining high, cash flow pressures are likely to persist.

A HUMAN FUTURE FOR CREDIT MANAGEMENT

While automation is transforming credit control, experts agree that empathy and experience remain central to effective results. Technology can support decision-making, highlight trends, and remove administrative burdens, but it cannot replace the understanding and judgement of people managing real relationships.

Bad debt will always present a risk, but proactive, intelligent credit control, supported by informed recovery decisions, can significantly reduce exposure and build resilience.

In a period where every penny counts, the message for UK businesses is clear: technology may enhance the process, but people will always close the deal.

If you would like to explore how we can support your credit and debt recovery needs, please feel free to speak with one of our solicitors on enquiries@dmhstallard.com

Roadmap to exit

Mergers & Acquisitions can be transformative, creating new opportunities, expanding market share and driving strategic growth. Yet not every potential deal reaches the finish line.

Emma Boorman, Partner, Corporate

How a business plan can maximise exit value

One of the first requests from any adviser engaged on an exit is a copy of the company’s business plan, yet many SMEs lack a plan expressly formulated for sale. For a board of directors, the discipline of building a sale-ready plan is a strategic tool that can increase valuation and reduce execution risk.

ENHANCING VALUE

A sale-ready business plan communicates a credible equity narrative, converting operating performance into valuation. Buyers price on future returns, so a plan that sets out growth projections, expansion opportunities, and the investment required to deliver them is more likely to command a premium. The plan could target margin enhancement to expand maintainable EBITDA by standardising pricing or streamlining service offerings, or, for recurring-revenue businesses, by lengthening contract duration, tightening termination rights, and adding price indexation.

Succession planning should be embedded early, ensuring founder-led businesses have depth in the management team, with recruitment, training, and incentivisation structured to reassure buyers when founders retire. Confirm all IP is owned by the company rather than founders, employees, or consultants; update employment and consultancy agreements to secure IP

assignment, non-competes, and key-employee incentives, and close gaps in data protection.

A strong, incentivised management team with a credible growth story may attract private equity, while crossselling synergies or geographic expansion may appeal to trade buyers. With a view to likely acquirers, the board can reverse-engineer the data and metrics to evidence equity value. KPIs

❛❛

The discipline of building a sale-ready plan is a strategic tool that can increase valuation and reduce execution risk. ❜❜

and proportionate financial reporting signal professionalism and readiness for acquisition. Timelines can flex in response to missed targets or macroeconomic or regulatory shifts, allowing the board to go to market when performance and conditions maximise value.

DE-RISKING THE SALE PROCESS

Pre-sale preparation shortens timelines and reduces execution risk. Diligenceready assets help sustain initial pricing if the narrative remains consistent. Build corporate housekeeping into the plan at least six months ahead of exit:

ensure Companies House filings are up to date, prepare an accurate cap table (including share options), and resolve anomalies in inter-company balances, directors’ loans, and related-party transactions.

Explore tax-efficient structuring and any pre-sale reorganisation with tax advisers and present these steps as conditions to completion. Address change-of-control restrictions and third-party consents from landlords, lenders, and regulators; demonstrating engagement with potential blockers reassures buyers on the certainty of closing. Include a quality-of-earnings section to strip one-offs and present sustainable EBITDA, and add a draft 100-day post-completion plan to demonstrate management preparedness.

A robust business plan is a critical tool for value creation, governance, and execution fi tness. Introducing buyer-relevant reporting and addressing execution issues over a three-to-fi veyear period can provide a strong narrative, enhance value, and decrease transaction risk.

For any queries or an early discussion, please contact Emma Boorman on emma.boorman@dmhstallard.com

We help turn your spark into reality.

Expert financial advice to ensure your future shines bright

Whether you’re looking for ideas on growing your money, planning for retirement or leaving a financial legacy for your loved ones, we’ll guide you with personalised financial planning and investment management, so you can look to the future with confidence.

Speak to us to find out how our ideas can help make your ideas a reality.

Contact our Royal Tunbridge Wells office to arrange an introductory meeting with Paul Cannons

Call 01892 739580 or email

paul.cannons@brewin.co.uk

brewin.co.uk/royal-tunbridge-wells

value of investments can fall and you may get back less than you invested.

By Simon Lewis, CEO, Partridge Muir & Warren

It’s far too easy to be overly pessimistic about

the investment prospects for 2026

In the UK, it seems that we have a dysfunctional government, and across the Atlantic, we have an assertive, controversial US President. Although the details of his policy are subject to unpredictable variation, there is no doubt about the direction of travel. Policy decisions are inclined to place American interests ahead of all others.

Sometimes we get too distracted by the negatives, with the result that we overlook the positives. It’s human nature. But there are positives visible to those who want to see them. This explains why, from an investment standpoint, PMW has entered 2026 with measured optimism. While the geopolitical backdrop remains volatile and unpredictable, it is important to remember that financial markets are not arbiters of morality or fairness.

Their purpose is to assign a present value to future cash flows—whether from corporate profits or interest payments on corporate and government debt— while incorporating a premium for all forms of risk, including geopolitical uncertainty. For investors, opportunities continue to emerge, even in challenging environments.

❛❛ Sometimes we get too distracted by the negatives, with the result that we overlook the positives. ❜❜

And the conditions to support a positive outcome for financial markets are in place, driven by macroeconomic conditions in the US. The US economy is resilient and is expected to continue to achieve strong GDP growth. Some are predicting that when published, the figures for the final quarter will show a further acceleration in GDP growth to

an annualised rate of more than 5%. Compare this with the sclerotic growth of the UK and Euro Area economies.

An acceleration in GDP growth at a time when the number of people in employment is not growing significantly implies an increase in productivity. This might have a lot to do with the rapid

adoption of AI in US businesses, enabling them to do more without needing to employ extra staff.

The worst fears for the impact of tariffs have not materialised. The effective overall tariff rate has settled at around 14%, which is well below the eye-watering rates implied when they were first announced, and US household balance sheets are healthy by historical standards. Furthermore, corporate profit growth is strong, and US interest rates are likely to fall again, although perhaps not quite as much as hoped for by some.

Another factor is that the US mid-term elections are on the horizon. Trump needs to improve his ratings if he is not to lose his majority in Congress, the Senate or both. His tax bill, which he named the Big Beautiful Bill, will provide a windfall in tax rebates for individuals

❛❛ There’s some irony in that, during the year the US celebrates 250 years of its own independence, it is threatening to deprive other nations of theirs.❜❜

and corporates alike in April, helping to support economic activity. The overall increase in tax rebates is forecast to be as high as $90 billion in 2026 and will likely help drive already strong consumer spending.

For these reasons, we expect the US stock market to outperform its major peers in 2026. The relative outperformance of others in 2025 was most likely a one-off catch-up in company valuations resulting from the negative sentiment towards US foreign policy.

From a geo-political perspective, 2026 has already provided much to think about. The effective US takeover of Venezuela was probably more about geopolitics than economics. Venezuela might have the world’s largest oil reserves, but the oil is heavy and therefore both difficult and expensive to extract. The current cost of extraction is higher than the prevailing oil price. There probably aren’t any quick bucks to be made, which explains why US oil executives are looking nervously down at their shoes when Trump talks about the US leading an investment-led production renaissance.

And more recently, the craziness has continued with heavy-handed threats to the sovereignty of Greenland. There’s some irony in that, during the year the US celebrates 250 years of its own

independence, it is threatening to deprive other nations of theirs.

Our expectation is that this dispute will blow over. The US already has the right to establish and maintain the additional military presence it needs to place in Greenland as the Arctic continues to melt. Once Trump secures some concessions relating to mineral and rare earth deposits, he’s likely to move on to other issues. So, any market volatility resulting from this war of words is unlikely to have reason to persist.

In summary, although we should expect investment volatility to be a feature of 2026, we are confident that a diversified strategy and conservative approach will deliver good returns for investors over the course of the year.

This is an abridged extract from our latest fi nancial market commentary, which you can view at www.pmw.co.uk/news

If you would like us to help you optimise your own fi nancial and investment approach, we’d love to hear from you.

www.pmw.co.uk

The views and opinions expressed are those of PMW. We use all reasonable skill and care in compiling the information in this communication and in ensuring its accuracy, but no assurances or warranties are given. You should not rely on the information in this communication in making investment decisions. Nothing in this communication constitutes advice or a personal recommendation. Past performance is not a guide to future performance and may not be repeated and future actual returns will differ from any quoted past performance data. Investment involves risk. The value of investments and the income from them may go down as well as up and investors may not get back the amount originally invested. Exchange rates may cause the value of overseas investments to rise or fall.

BEN

BEN FRANCIS MBE

The millennial billionaire

Ben Francis MBE started his online gymwear company with his university friend at the age of just 19 in 2012. Through the well-trodden path of business trial and error, imaginative marketing, and a solid business model, he is now valued at around £1.5bn. And all on the back of his favourite pastime - a gym workout.

Platinum looks at the rise of an entrepreneur who was awarded in the Kin’gs New Year’s Honours List when he was merely 31.

Benjamin Francis was born in the West Midlands in 1992 and grew up in Bromsgrove, Worcestershire. He first became interested in computing after studying IT at school. His first business was an online company that sold, of all things, car number plates. In his recreation time, Francis started going to the gym as a teenager. He later said, “The structure, consistency and work ethic I found in the gym I realised, could be applied to different areas of my life and it would work.”

Francis is a car and motorcycle enthusiast and a season ticket holder at Aston Villa. He married his girlfriend Robin

Gallant in 2021, and they have three children together.

He enrolled at Aston University in 2010 to study international business and management, where he built a “strong foundation on which to build a business.” However, he dropped out in 2012 to focus on his fledgling business, while continuing to learn business management away from the university environment.

Before launching Gymshark, Francis developed two fi tness applications, Fat Loss Abs Guide and iPhysique. While at university be-

tween 2010 and 2013, he worked for Pizza Hut as a delivery boy, earning about five pounds an hour. He left six months after launching Gymshark.

In 2012, while still a teenager, he launched Gymshark in his parents’ garage with school friend Lewis Morgan. The website initially sold fitness supplements. Unable to afford to buy stock or secure distribution deals with supplement suppliers, he began dropshipping supplies from other vendors, and it took him six weeks to make his first sale.

In 2013, branching out from supplements, Francis began designing and selling fitness apparel on Gymshark’s website. He manufactured products from his parents’ garage in Bromsgrove using a sewing machine and a screen printer he’d bought for £1,000 from his savings. His grandmother had taught him how to sew.

Gymshark’s first public appearance was at the BodyPower fitness trade show in Birmingham in that same year. After the

trade show ended, a tracksuit went viral on social media, generating £30,000 in sales within 30 minutes. Francis subsequently left university and his job at Pizza Hut to focus on Gymshark fulltime. As a start-up, Francis marketed the brand through partnering with social media influencers, including body

❛❛ The website initially sold fitness supplements, and it took him six weeks to make his first sale.❜❜

builders Nikki Blackketter and Lex Griffin. Gymshark was one of the first brands to extensively use social media influencers.

In the intervening time, certain social media influencers have become a law unto themselves, with many stories appearing of how they would expect freebies from a given company or establishment in return for good copy. The issue that irritates businesspeople and the public alike is that some then seek to effectively blackmail the company with a bad review if their selfish needs aren’t met.

This culture clearly came from the United States, though several British social media influencers are more than happy to follow suit, oblivious to the fact that UK business culture doesn’t operate the same way, leaving them usually looking self-entitled and foolish.

However, when it works - as it did with Gymshark - it’s a brilliant marketing tool that is effective as it is cost-efficient.

In 2015, Francis stepped down as CEO of the company to become chief marketing officer, chief brand officer and chief product officer. At the time, he said the move would allow the company “to grow even more quickly”

and give him time to “work on my weaknesses and become a more rounded businessperson”.

The following year, Morgan partially exited the business, retaining 20% of the company, to focus on his other ventures, property development company Ernest Cole and fashion label Maniere De Voir. The company opened a new 8,000 square foot office in Hong Kong in 2019, while in September that year, Gymshark launched the Gymshark Lifting Club, a gym and innovation hub, on the same site as its headquarters in Solihull.

Since 2016, Gymshark has been listed on The Sunday Times Fast Track of fast-growing private companies. The company currently sells products in 131 countries.

In August 2020, Gymshark sold a 21% stake to US private equity firm General Atlantic in a deal that valued the company at over £1 billion. As Francis currently owns more than 70% of the company, his personal wealth was valued at around £700 million at the time.

In a blog he wrote the following month, he stated, “I cannot believe I’m writing this, but Gymshark is worth $1.45 billion.”

“It’s a weird feeling because ultimately, what we’ve just done is sign off as having Gymshark as a billion-plus dollar brand, which is out of this world. It was only eight years ago, pretty much to the day, that I was hand-sewing, hand-making, and hand-printing products. I was hand packaging them, putting them into a bag and carrying them down to the Post Office, standing and waiting whilst each parcel was stamped and sent out across the world.

“To go from that to a billion-dollar brand is just insane. I’m actually now realising just how far we’ve come. We’ve come from hand stitching product to a billion-dollar brand! I’m so happy with how far we’ve come, but I’m so much more excited about how much further we’ve got to go.”

He returned to the role of the company’s CEO the following year. In February

❛❛ In August 2020, Gymshark sold a 21% stake to US private equity firm General Atlantic in a deal that valued the company at over £1 billion. ❜❜

2023, Gymshark appointed bodybuilder and influencer David Laid as creative director.

Today, Gymshark’s headquarters are at Blythe Valley Park in Solihull, West Midlands. The company also has an office in London, and a North American office in Denver. It opened its first store on Regent Street in London in October 2022. This was followed by stores at Westfield Stratford City and White City. The first non-London store, at the Trafford Centre in Greater Manchester, opened in July 2025.

BUSINESS MODEL

Gymshark sells fitness apparel for men and women, including workout vests, hoodies, t-shirts and leggings. While the brand was initially aimed at men, by 2020, approximately two-thirds of sales were to women.

The company does not rely heavily on brick-and-mortar stores, though it does have some UK shops in London and Manchester.

In August 2019, Gymshark released a fitness app offering both free and premium plans. The app provides a range of workouts, video demonstrations and customizable training plans. The home-based workouts gained popularity during the COVID-19 lockdowns.

DROP SHIPPING

Drop shipping is a retail business model in which the seller accepts customer orders without keeping inventory on hand. Instead, the seller transfers the orders and their shipment details either to the manufacturer, a wholesaler, another retailer, or a fulfilment house, which then ships the goods directly to the customer.

The seller is responsible for marketing and selling the product, but has limited control over product quality, storage, inventory management, or shipping.

Gymshark has partnered with social media influencers. As of 2020, the company was paying 125 influencers to market the brand on on social media platforms. It also has several partnerships across the gym industry.

Gymshark publishes annual sustainability reports under the banner “Our Planet”, outlining its goals for reducing carbon emissions and improving product circularity. The company introduced recycled fabrics in selected ranges and switched to biodegradable packaging for online orders.

In 2024, Gymshark announced a target to achieve net-zero operational emissions by 2030. The company also supports community campaigns, such as the “Conditioning Community” project, which promotes inclusive access to physical fi tness programmes across the UK.

PUBLIC RELATIONS

In 2024, Gymshark named bodybuilder and social media superstar Chris Bumstead, aka CBUM, as a new shareholder. “We’re beyond excited to welcome Chris to Gymshark, as both an athlete and a part-owner,” commented Noel Mack, Chief Brand Officer at the time. The announcement came as the six-time Olympia winner retired from competitive bodybuilding and began to think about life beyond the stage.

A still from Ben’s YouTube channel, where he has a highly active presence

including TikTok and Instagram posts, an event appearance, and a photo shoot. She argued that the agreement was ended early due to negative responses online to her stance. For its part, Gymshark denied that a binding contract existed.

former brand ambassadors over restrictive contractual clauses. In 2023, British powerlifter Nathaniel Massiah, who had been an influencer for the company since age 17, began promoting a rival brand during a non-compete period. Massiah’s legal team contended that the contract and proceedings were brought to a close.

Once again, in early 2025, they settled the dispute out of court, with concessions on both sides.

ACCOLADES

In 2018, Francis was included on the Forbes 30 Under 30 list. In 2019, he served on the UK Government’s Business Council for Entrepreneurs. In 2020, he was awarded the EY UK Entrepreneur of the Year Award. Francis was appointed Member of the Order of the British Empire (MBE) in the 2023 New Year Honours for services to the business sector at the age of 31.

While the figures can never be considered totally accurate to the last penny, today, Ben Francis MBE is considered to be worth around £1.3 billion. Given the current valuation of the company, his continuing 70% stake in Gymshark makes him one of the UK’s youngest billionaires, having reached unicorn status well before he turned 30.

❛❛ Gymshark publishes annual sustainability reports under the banner “Our Planet”, outlining its goals for reducing carbon emissions and improving product circularity. ❜❜

However, as with any successful business, there will always be bumps in the road, whether due to lessthan-ideal business strategy decisions or individuals outside the business demanding a piece of the action. In late 2023, American influencer Alix Earle alleged that Gymshark prematurely terminated a promotional partnership after she expressed pro-Israel views on social media.

Earle claimed in filings to the High Court that Gymshark had agreed to pay her US$ 1m for promotional content,

In the end, the two parties settled out of court, but it’s a scenario that brings a nasty taste to the mouth, no matter which side of the argument one decides to settle on.

Gymshark has also faced disputes with

IN HIS OWN WORDS

“Regarding retail, I’ve long held the belief that the best global brands in the next decade will be purpose-led, community-first brands that clearly define their values and position in the world. In the past, the growth model for high-street brands was centred around mass production and distribution, often through third-party retailers, resulting in broad product ranges lacking purpose.”

Kilimanjaro expedition to raise funds for Sebastian Eubank Foundation

In loving memory of Sebastian Eubank, known to many as the “Alka-Lion”, the Sebastian Eubank Charitable Foundation was established to continue the charitable work Sebastian began during his lifetime and to ensure his legacy lives on.

Since Sebastian’s passing on July 7th 2021, his social media platforms have received countless messages of condolence, with many people asking how they could support the causes he cared so deeply about. In response, the Foundation was created to channel that goodwill into meaningful, life-changing action.

On February 10th 2026, Kristian Meadows, Sebastian’s stepfather, will undertake a symbolic and physically demanding climb of Mount Kilimanjaro to raise funds for the Foundation. The climb serves as both a tribute to Sebastian’s spirit and a call to action for the

wider community to come together in support of humanitarian causes.

The current fundraising effort is focused on supporting children affected by conflict in Sudan, helping to provide aid, protection, and hope to some of the world’s most vulnerable young people.

Businesses, organisations, and individuals are encouraged to support the official GoFundMe campaign, where every donation — no matter the size — will make a tangible difference.

The initiative is supported by Sebastian’s family, including his brother Christopher Eubank Jnr, world-renowned champion boxer, and his mother Karron, who is also willing to speak to the media and supporters about Sebastian’s life, values, and the Foundation’s mission.

The Sebastian Eubank Charitable Foundation is committed to continuing Sebastian’s humanitarian vision — standing up for those in need, promoting compassion, and creating positive change in the world.

To support the fundraiser or share the campaign, please visit: https://tinyurl.com/bdaxdejw

Welcome to the exciting, new PLATINUM PROPERTY SECTION

With the UK's property and construction sector having been under such strain for the past year or so, the new year is bringing light at the end of the tunnel in. This sector is of such importance to the country's balance sheet that it bears a light being shone, and we encourage politicians to get behind this vital sector and to stop ‘fiddling around the edges’.

Property contributes roughly £110 billion to GVA, representing 5% of the total

economy and supports one in 13 jobs. The total value of the UK housing market was £8.68 trillion in 2022 and house building alone generates circa £53.3 billion. The industry brings in £15.6 billion in Stamp Duty and £2.1 billion in Corporation Tax.

This is a valuable and vital sector that requires support, and we will do our bit to do just that. We will build this section each month; therefore, if any

related company has breaking news or relevant press releasers, send them to info@platinummediagroup.co.uk to be reviewed for publication.

The year culminates in the exciting, new Platinum Property Awards, a first for the region and will take place on October 8th 2026 in Brighton with a spectacular awards ceremony to celebrate the South East’s property and construction sectors.

OCTOBER 8TH 2026

Late payments and the Law

When it comes to late payments, the impact of withholding cash can have a huge impact on contractors

The problem has been so acute that the government has begun to introduce measures to stem the practice of late payments, whether intentional or not, which is estimated to cost the UK economy £11bn annually and cause 38 business closures daily.

A Supreme Court ruling on January 15th in the case Providence Building Services v Hexagon Housing Association has shed light on exactly what repercussions developers and contractors can expect when one party doesn’t strictly adhere to the contract’s rules.

The case revolved around late payments by housing association Hexagon, which in 2019 contracted Providence to build a housing scheme in Purley, south London.

Under the contract’s payment schedule, Hexagon was due to make a payment by December 15th 2022, but missed this date by two weeks. Providence served a notice of specified default just a day after the payment was due. When Hexagon again failed to make a payment due by May 17th 2023, the very next day, Providence issued a notice of termination under clause 8.9.4 of the contract, relying on the notice of specified default for the December 2022 late payment.

comed the ruling for providing a common-sense solution to the problem of late payment.

Tim Healey, partner at law firm Herbert Smith Freehills Kramer, says the earlier Court of Appeal decision in favour of Providence “had made it much eas-

Healey points out that on big projects with long construction periods, this risk of error “could cover very many payment cycles.

Certainty on termination provisions is key to both parties’ interests to avoid arguments that the contract has been repudiated,” he explains. “Contractors have several other options available to them under the Construction Act in the event of late payments.”

❛❛ Many in the sector have welcomed the ruling for providing a common-sense solution to the problem of late payment. ❜❜

The Supreme Court ruled unanimously in favour of Hexagon that Providence did not have the right to terminate the contract over these late payments, overturning a previous Court of Appeal decision. Many in the sector have wel-

ier for the contractor to terminate, and many had found its decision surprising. This Supreme Court decision will be welcomed by employers [developers] who had been at risk from the earlier decision of being tripped up by more than a single administrative payment error during the period of the contract.”

The issue the Supreme Court needed to grapple with in the case revolved around the interpretation of the termination clause in the Joint Contracts Tribunal (JCT) design-and-build contract, a standard document very widely used in the construction industry. The wording of the disputed termination clause remains unchanged in the latest 2024 edition of the JCT contract.

David Mindham, Group Director and Co-Founder of Carnegie Group, looks at the trends shaping commercial and industrial construction in 2026

What are the key trends for the steel frame construction industry this year?

We’ll see demand recover after a period of volatility, but it will be localised, and those areas with good transport links, particularly internationally via airports like Gatwick, will see recovery more quickly.

1. Retrofi t, refurb and repurpose will outperform new build

As environmental, social, and governance (ESG) targets take priority, low embodied carbon is increasingly prioritised in procurement and delivery. It’s unsurprising that the most significant increase in steel use in commercial and industrial buildings this year will be in retrofi t and refurbishment. We’ve already seen demand for repurposing existing spaces to update them to meet health & safety regulations, to maximise space, or to suit a different workflow. So too has the desire to build on land adjacent to

existing buildings, which often results in awkward spaces that require clever design.

2. Low embodied carbon building materials will take priority.

more widely understood as ESG mandates play a bigger role in operational planning.

3. Focus on compliance

The much-needed legislation covering the use of fire-resistant materials, including cladding, fire exits, fire doors, and smoke alarms, has become mandatory for all construction projects. This means that steelframe construction companies, like ours, must hold the most upto-date certifications, as those commissioning commercial and industrial projects will need to account for them.

❛❛ We’ll see demand recover after a period of volatility, but it will be localised, Overall, the future of steel frame construction is improving steadily ❜❜

People often overlook that steel frames have low embodied carbon (the energy consumed during the creation of a product, from raw materials through manufacturing and transport). Compared with other building materials, such as concrete or brickwork, steel frames perform well. This will become

4. Speed of Construction

We increasingly expect everything to be immediate, next-day delivery, streaming on demand and countless food delivery companies have created a culture that expects speed of delivery. As busi-

nesses adapt to these demands, they need construction work that minimises downtime and productivity disruptions. This is an area where steel frame construction is uniquely placed to deliver.

The use of pre-engineered and prefabricated steel frames, together with careful scheduling that enables parallel workflows, can reduce build times by 20-40%.

5. Performance, safety and durability

Growth will come from warehouse and logistics hubs, data and manufacturing centres. As a result, high load capacity for machinery, racking and infrastruc-

ture, along with fire-resilient materials, will be key, making steel an obvious choice.

6. Location, location, location

Steel frames can be built on relatively small footprints, as they can withstand multiple elevations.

Overall, the future of steel frame construction is improving steadily, and with new digital tools, AI adoption, and scheduling systems available, these solutions minimise downtime whilst increasing compliance and ESG considerations.

If new builds are commissioned, the choice of location will be based on land availability, planning constraints, transport links and proximity to existing buildings. We’ve seen a significant increase in construction activity in the Gatwick Diamond, driven by its transport infrastructure. This is likely to continue, but with land at a premium, we’ll see more need for buildings in unused areas of existing estates such as overspill carparks, waste land areas etc. www.carnegiegroup.co.uk/

By Hannah Mercer, Real Estate Partner, Irwin Mitchell LLP

Planning permissions at risk for LESSONS FROM GREENFIELDS AND

The recent court rulings in Greenfields (IOW) Ltd, R (On the Application Of) v Isle of Wight Council & Anor [2025] EWCA Civ 488  and Chidswell Action Group, R (On the Application Of) v Kirklees Council [2025] EWHC 2256 (Admin) (September 4th 2025) have reaffirmed the procedural requirement for local planning authorities (LPAs) to publish draft planning obligations prior to granting planning permission.

This article explores the implications for developers, the risks posed by non-compliance, and practical measures to mitigate exposure.

INTRODUCTION

Section 106 agreements are a mechanism within the planning control framework. They are used to mitigate the site-specific impact of a development (such as infrastructure, affordable housing, community facilities). However, the procedural requirements embedded in the Town and Country Planning (Development Management Procedure) (England) Order) 2015 (DMPO) surrounding their publication are often overlooked. Such requirements are premised on the need for transparency and on encouraging public participation and scrutiny – key elements of our planning system.

The decisions in Greenfields and Chidswell demonstrate that the courts are increasingly scrutinising failures to publish draft section 106 agreements prior to the grant of planning permission. Developers must be wary that such failures carry a risk of legal challenge and the planning permission being quashed.

CASE LAW OVERVIEW: WHAT WENT WRONG?

Greenfields (IOW) Ltd v Isle of Wight Council

• The Isle of Wight Council granted permission for 473 homes but failed to publish the draft section 106 agreement before issuing the decision notice.

❛❛ For developers, vigilance is essential. Ensuring that LPAs follow proper procedures must now form a routine part of legal and project risk management. ❜❜

for developers: AND CHIDSWELL

• The Court of Appeal held this was a breach of Article 40(3)(b) of the DMPO.

• The failure invalidated the planning permission because it deprived the public of the opportunity to scrutinise and comment on the obligations.

Chidswell Action Group v Kirklees Council

• Kirklees Council granted outline permission for 181 homes, but published the section 106 agreement only after the decision notice.

• The High Court found that this late publication caused real prejudice, especially to consultees such as the Yorkshire Wildlife Trust, who were denied the chance to comment on biodiversity obligations.

• The permission was quashed.

LEGAL AND PRACTICAL IMPLICATIONS FOR DEVELOPERS

These rulings serve as a clear reminder: a draft section 106 agreement must be published on the local planning authority’s (LPA) public register before the section 106 agreement is completed and planning permission is granted.

This requirement has been in place for many years and, in theory, should be routinely met by LPAs. However, in practice, this is often not the case. Draft section 106 agreements are not consistently made available on planning portals, and in some instances, final copies are never uploaded.

1. Planning permissions are vulnerable

• If the LPA doesn’t publish the draft agreement in time, there is increased risk of the planning permission being found invalid or quashed, alongside increased risk of judicial review challenge.

• Developers risk delays, costs, and reputational damage if permissions are overturned.

2. Heads of terms are not enough

• Following the decision in Greenfields, it is not safe to rely purely on publishing the heads of terms for the section 106 agreement in the planning officer’s report to the planning committee to sufficiently constitute compliance with the requirement.

• A full draft agreement must be published.

3. Due diligence is essential

• Developers can check the LPA’s public register to ensure compliance, as well as ask the LPA to confirm publication.

• During negotiations, remind the LPA of the requirement to publish to ensure the LPA has factored in the time needed to publish.

WHAT CONSTITUTES A “REASONABLE PERIOD” FOR PUBLICATION?

Neither the DMPO nor the courts specify a fixed timeframe. Publication of the draft section 106 agreement should occur sufficiently in advance of the decision to allow for public scrutiny. As a general rule, publishing the draft section 106 agreement a full working week prior to the planning committee meeting would seem to be acceptable.

sions, developers can adopt the following practices:

• Monitor the LPA’s public planning register regularly for draft obligations

• Request confirmation of publication timelines from the LPA and ask the LPA to confirm publication

• Engage legal advisors early in the planning process

• Document all communications with the LPA regarding section 106 obligations

• Include publication milestones in project planning and legal agreements

CONCLUSION

The Greenfields and Chidswell decisions serve as a critical reminder that procedural compliance is not optional. Developers must be proactive in ensuring LPAs meet their statutory duties under the DMPO. Failure to do so exposes projects to legal challenge, delay, and financial loss.

For developers, vigilance is essential. Ensuring that LPAs follow proper procedures must now form a routine part of legal and project risk management. With planning law under increasing scrutiny, early engagement and procedural discipline are the best defences against costly setbacks.

PUBLICATION AFTER THE DECISION NOTICE IS TOO LATE Developer Strategy and Risk Mitigation To help safeguard planning permis- www.irwinmitchell.com

Why Yarmouth v France (1887) still shapes capital allowances

AND HOW ELECT TURNS LEGAL PRINCIPLES INTO REAL TAX SAVINGS

Capital Allowances may be governed by legislation, but in practice, they are shaped just as much by case law. This is where Elect’s expertise sets us apart.

Our approach is rooted in a deep understanding of the judicial principles that define what does and doesn’t qualify as “plant,” from Victorian-era rulings to the most recent tribunal decisions. By grounding our analysis in the same legal reasoning that underpins HMRC’s interpretation, we help clients secure claims that are not only maximised but

also technically robust and fully defensible. In a landscape where the smallest distinctions can unlock significant tax savings, Elect turns complex precedent into a clear commercial advantage.

When most discussions about Capital Allowances reach back to Yarmouth v France (1887), it’s often treated as a foundational case. But here’s the interesting truth: it wasn’t a Capital Allowances case at all.

The case originally concerned an em-

ployer’s liability for an employee’s injury, and whether a horse used in the business could be considered “plant”. The Court of Appeal’s landmark definition stated that “plant” includes: “Whatever apparatus is used by a businessman for carrying on his business, not his stockin-trade.”

Though this ruling predated Capital Allowances legislation by decades, it established the conceptual line that underpins every modern claim:

• Plant and machinery – eligible for Capital Allowances

• Stock-in-trade or setting – not eligible

In other words, Yarmouth v France created the intellectual foundation for how we still distinguish functional business assets from their premises today.

HOW THE YARMOUTH PRINCIPLE EVOLVED

Subsequent decades of case law have refined what qualifies as “plant”, but all trace their logic back to Yarmouth v France. Some of the key milestones include:

IRC v Barclay, Curle & Co Ltd (1969): Confirmed that even structural fixtures, such as those in a dock, could be “plant” if they served an operational purpose.

Wimpy International Ltd v Warland (1988): Showed that restaurant fi t-outs could qualify for allowances where they helped the business function, not just form part of the premises.

Scottish & Newcastle Breweries Ltd v Raggett (1982): Explored where to draw the line between plant and building elements within hospitality properties.

May & Anor (t/a Pegasus Birds) v HMRC (2019): A modern example of how fact-sensitive Capital Allowances remain — especially regarding an asset’s purpose and permanence.

❛❛ By grounding our analysis in the same legal reasoning that underpins HMRC’s interpretation, we help clients secure claims that are not only maximised but also technically robust ❜❜

These cases and the legislation they’ve shaped demonstrate how a 19th-century judgment still drives real financial outcomes for today’s property owners and investors.

TURNING LEGAL LEGACY INTO FINANCIAL ADVANTAGE: HOW ELECT CAN HELP

At Elect, we help businesses translate that 130-year legal legacy into clear, defensible, and valuable Capital Allowances claims. Our role is to ensure that what qualifies as “plant” for your business is properly identified, substantiated, and optimised for maximum tax efficiency.

Our multidisciplinary team combines specialist tax knowledge, legal expertise, and sector-specific insight to deliver results across a range of scenarios, including:

• Property acquisitions and refurbishments – uncovering qualifying expenditure often overlooked in standard accounting reviews.

• Complex and retrospective claims – building robust technical positions and handling HMRC discussions with precision.

• Land remediation and energy-efficient investments – leveraging every available relief to enhance your return on investment.

Because every business operates differently, our approach mirrors the spirit of Yarmouth v France: understanding how your assets function within your specific commercial context. That’s where opportunity lies — and where we help you capture it.

THE TAKEAWAY

Yarmouth v France might not have been a Capital Allowances case, but its legacy defines them. At Elect, we take that principle off the page and into practice — helping clients turn nuanced legal definitions into measurable tax savings and stronger financial performance.

Visit electca.co.uk to see how we can help you unlock the full value of your commercial property investments.

Email: hello@elect.tax

TAYLOR WIMPEY SET TO FORECAST GROWTH

Taylor Wimpey is expecting growth in 2025 in its latest trading update, ahead of its full-year results in March.

The South East-based house builder saw revenue increase 12% to approximately £3.8bn for the year ended December 31st 2025, while operating profit inched up to £420m. The group also completed 11,229 homes, an increase of 6%, and the overall average selling price rose to £335,000.

Directors have hailed “a good level of enquiries” in the first quarter of 2026, which bodes well for the coming year – though operating profit margin is expected to be lower than in 2025, given build cost inflation.

NEW

HOMES IN HAILSHAM

A housebuilder in the South of England has announced it will build 124 affordable new homes in Hailsham, East Sussex. Thakeham recently signed a joint contracts tribunal contract with Stonewater, one of the UK’s largest social housing providers, for the development, which is set to comprise 94 houses and 30 apartments. Each will be built to net zero carbon principles, with open spaces, retained trees and hedgerows, and improved pedestrian and cycle access. Thakeham expects to start on site in spring 2026, with a build duration of 24 months.

PROPERTY NEWS

NEW HEAD OF DEVELOPMENT AT SAVILLS

Estate agency Savills has named Sam Kirkaldy as the new head of its South East development team, based across the firm’s Sevenoaks, Guildford and Brighton offices.

Sam has been with Savills for 25 years and has headed up the Sevenoaks development department for the last eight years. The role saw him oversee development land sales, strategic land advice, valuation, and consultancy across Kent, Sussex, and the southern London boroughs.

He succeeds Ian Fowler, who has built and run the South East development team for the past 15 years from the Guildford office.

PLANS SUBMITTED TO REGENERATE LEATHERHEAD SHOPPING CENTRE...

A proposal to regenerate the main shopping centre in Leatherhead, Surrey and build 276 of a potential 480 homes has been submitted to the council.

Part of the Transform Leatherhead regeneration programme, the plans were prepared by The Leret Partnership – a joint venture between

Mole Valley District Council and Kier Property. They will see over £12m invested in the Swan Centre to introduce four new restaurant and cafe spaces, modern shopfronts for the existing units, a new three-screen cinema, and an enhanced central square for markets and community events.

...WHILE CRAWLEY REGENERATION SCHEME GETS UNDERWAY

Crawley Borough Council has appointed a contractor to commence the town’s Station Gateway regeneration scheme.

Landbuild will begin in early 2026 on phase one of works, funded by both government and local authority capital funding and expected to take 24 months to complete. The project is set to transform the public spaces on the Martlets, Haslett Avenue West and Friary Way, as well as make major improvements to the operation of Crawley’s central bus station and improve pedestrian and cycle infrastructure.

Planners are looking to ensure the area is accessible to all users, including children, older people, people with disabilities, workers, residents and visitors.

Cllr Michael Jones, leader of Crawley Borough Council, said: “We are pleased to have appointed Landbuild to carry out this regeneration work. The scheme will help boost economic growth and attract private investment in new residential, retail and commercial development within the area, in line with Crawley’s Economic Recovery Plan.”

❛❛ Safety on site should never be a priority. It should be a precondition ❜❜

Paul O’Neill

GOVERNMENT PLANNING BILL RECEIVES ROYAL ASSENT

The government’s landmark Planning and Infrastructure Bill has received Royal Assent, enacting new powers to bring forward infrastructure projects and homes.

The Act will allow reservoirs to be built faster, enable a new scheme to slash energy bills for people living near pylons by up to £2,500, and support clean power projects being prioritised for grid connections to bolster Britain’s energy security. It will remove blockages and delays in the planning system, accelerating the construction of tens of thousands of new homes across every region.

In addition, it will get dozens of new roads, railway lines, windfarms, and key critical infrastructure built more quickly. The new legislation is also expected to open the door to more investment opportunities in major infrastructure and housing schemes – while supporting plans to achieve clean power by 2030.

Housing Secretary Steve Reed said: “Britain’s growth has been held back by a sluggish planning system, slamming the brakes on building and standing in the way of fixing the housing crisis for good.

“Our landmark Planning and Infrastructure Act will tear down barriers to growth, and this means getting spades in the ground faster, unshackling projects stuck in planning limbo and crucially unlocking a win-win for the environment and the economy. “We’re ushering in a new era to build 1.5 million homes that will give families a secure roof over their head, alongside key infrastructure to create high-paying jobs and power our homes

and businesses. That’s exactly the Britain I want to see so it’s time to get on with the job and build baby build.”

Measures in the Act – which came into force on December 18th – introduced new powers that are now in force, including:

• Enabling non-water sector companies to build reservoirs that are automatically considered as nationally significant infrastructure projects, which will speed up the approvals for large reservoirs.

• Creating new regulations that would allow councils to set their own planning fees so they can cover their costs when deciding upon applications for new homes and infrastructure.

• Introducing a system of strategic planning (known as spatial development strategies) that will look across multiple local planning authorities for the most sustainable areas to build and ensure new infrastructure is also being planned for to support the delivery of new housing.

• Giving new powers to the Secretary of State to create a financial benefi t scheme to provide discounts on electricity bills for people living within 500 metres of new pylons.

• Replacing the ‘first come, first served’ process to a ‘first ready, first connected’ system to prioritise the right clean power projects for quicker connections to the grid.

• Integrating new projects that generate electricity from renewable sources into the Public Forest Estate and exporting power from these projects to the National Grid.

❛❛ My favorite architect? The one who brings doughnuts to the site. ❜❜

Tim Taylor

ARUN VALLEY HOUSING DISPUTE RESOLVED

Plans for 21,000 new homes in the north of Sussex have been unlocked following a landmark agreement between government, regulators and industry – resolving a four-year pause on development while safeguarding local wetlands and wildlife.

Around 4,000 homes in the Arun Valley that were previously stalled will now proceed, while enabling a further 17,000 to be built.

Environment Secretary Emma Reynolds said: “This breakthrough ends a broken status quo and shows how we can build the homes the community needs while protecting nature. Under the government’s Plan for Change, we are taking a win-win approach that

unlocks growth while protecting and restoring the natural world we all depend on. We are getting Britain building again while securing a brighter future for our precious

like this one.

Marian Spain, Chief Executive of Natural England, said: “This type of sustainable development clearly shows how we can build the new homes this country needs while restoring and protecting nature.

wetlands, wildlife and local rivers.” Discussions were led through Defra’s Water Delivery Taskforce, a forum for government departments, water companies, regulators and developers to drive progress and resolve issues

FERRY TERMINAL DEVELOPMENT SET FOR ISLE OF WIGHT

Ferry operator Red Funnel has secured a resolution for planning approval of its redevelopment plans in East Cowes on the Isle of Wight.

The proposal involves the transformation of three key sites in the port town and build on a scheme previously consented in 2017.

Plans include an enhanced terminal building, improved pedestrian access, and a new marshalling yard with capacity for more than 350 vehicles to reduce congestion on local roads. Phoenix Yard will be redesigned for mixed-use development, including a potential hotel and shops.

Fran Collins, chief executive of Red Funnel, said: “We are delighted that members have resolved to approve our planning application, and this is a big milestone for both Red Funnel and East Cowes.

Building work had been halted since 2021 due to concerns over the amount of water being taken from rivers and wetlands in the Arun Valley, which risked impacting protected wildlife and local water resources.

Work began on November 1st with local authorities and developers working together to deliver homes that meet high environmental standards.

CONSULTATION ON 150 NEW HOMES IN CRAWLEY DOWN

Wates Developments has launched a public consultation on its updated proposals for new homes in Crawley Down, West Sussex. Planning permission was granted in September 2025 for up to 150 homes on land north of the village, as well as a 70-bed retirement home. Since then, Wates has also acquired land at Hurst Farm for the scheme's main vehicular entrance.

Under the revised scheme, the developer expects to contribute approximately £3.8m towards community and infrastructure improvements, including funding for The Haven Centre, a 3G pitch for Crawley Down Gatwick Football Club, and local healthcare and education provision.

❛❛ In construction, the only project that goes exactly according to plan is the lunch break. ❜❜

Sandra “Square” Rodriguez

❛❛ In real estate, there’s no such thing as too many bathrooms – unless you’re the one cleaning them. ❜❜

MCR HOTELS REVIVES BID FOR SOHO HOUSE

A consortium led by MCR Hotels and involving Hollywood-actorturned-investor Ashton Kutcher has revived its £1.3bn takeover of global private members’ club operator Soho House.

Earlier in January, MCR, which owns the BT Tower, said it was unable to raise the $200m (£150m) it had pledged for the deal to turn Soho House & Co (SHCO) from a public entity into a privately owned brand, but it has now secured $200m of new funding commitments.

The take-private deal will now see Morse Ventures, owned by MCR boss Tyler Morse, pay $50m (£37m), MCR commit $50m and major shareholders roll over their stakes, reducing funding required for the deal by $50m.

SHCO has also extended its debt facilities with Apollo and Goldman Sachs from $150m (£112m) to $220m (£163m). SHCO has 46 members’ clubs across the world and another four set to open in the coming months. The brand, which originated in London, has recently expanded its footprint to cities including São Paulo, Mexico City, Nashville and Paris.

LONDON AND SOUTH EAST OFFICES SET FOR REFURBISHMENT

Joint venture partners Praxis Capital, a privately owned investor and manager of UK real estate, and Veld Capital, a privately owned European investment firm, have secured a £39.1m senior debt facility to refinance a portfolio of six offices.

The facility, provided by Leumi UK, will be used to refinance assets across Greater London and the South East in commuter towns around the M25. Praxis and Veld acquired the portfolio in 2022 and implemented a comprehensive refurbishment programme, which significantly improved the offices’ ESG credentials, alongside an active leasing strategy.

This has resulted in new lettings at improved rental levels and a materially enhanced income profile, according to the joint venture partners.

M&G INVESTS IN NEW AFFORDABLE HOUSING

International savings and investments business

M&G has set a goal of investing more than £1bn into the UK economy over the next three to five years to support new affordable homes, regeneration projects, infrastructure and innovative companies.

The company is set to launch two funds, channelling capital from its Life business, the British Business Bank and Local Government Pension Scheme (LGPS), Scottish Borders Council Pension Fund.

M&G has more than £100bn invested in the UK economy and aims to attract further backing from LGPS and international investors into the forthcoming M&G UK Social Investment Fund (the Fund), alongside other long-term investors including DC pension schemes, endowments and charitable foundations.

It is set to launch with a £130m commitment from Scottish Borders Council Pension Fund and M&G's multibillion-pound With Profits Fund.

The fund will focus on driving positive social outcomes through urban regeneration, affordable homes, clean energy and essential infrastructure.

M&G has also announced that its M&G Catalyst Growth Equity Fund (Catalyst) has secured Chancellor Rachel Reeves said: "This investment is exactly what our pensions and investment reforms are designed to unlock. Billions of pounds to build the homes, infrastructure and invest in innovative businesses that will power Britain's next decade of growth."

Andrea Rossi, chief executive of M&G plc, added: "By unlocking capital from British savers and international partners, M&G is poised to build critical infrastructure, support the growth of British businesses, while laying the foundations for a more productive, sustainable economy and stronger communities across the country."

recognition. But the clock is ticking

WHY ENTER THE CENTRAL SOUTH BUSINESS AWARDS?

Because

your achievements

Independent judging by respected industry experts

Regional recognition across the Central South

Boost credibility with clients, partners and stakeholders

PR exposure before and after the awards

deserve

Celebrate your team and their success

“ When we started, our goal was simple: help teams run better meetings with smarter tools and less wasted time. To see that vision recognised like this means so much...” EchoAI

to be seen

“If your business makes a di erence, it deserves recognition”

TOP TIPS FOR A STRONG ENTRY

Be specific – use real outcomes, results or figures

Show impact – what changed because of your work?

Match the category – answer the criteria clearly

Be confident – don’t undersell your achievements

PROUDLY SPONSORED BY

Grant Thornton has presented its first Surrey LTD Report for 2025, celebrating the outstanding achievements and resilience of Surrey’s privately-owned business community over the past year.

SURREY LTD 2025 A comprehensive analysis of the county’s top private businesses

INTRODUCTION

Despite a challenging economic landscape, Surrey’s top 100 companies have demonstrated remarkable adaptability and ambition, collectively generating a total turnover of £13 billion and employing nearly 55,000 people across the county.

While EBITDA (earnings before interest, depreciation and amortisation) dropped 10.2% to £1.4 billion from the previous year, average remuneration rose by 4.5% to £50,000, underscoring the region’s commitment to rewarding talent and driving growth.

Surrey’s business landscape is defined by its diversity and sectoral strength:

• Real estate and construction remains a cornerstone, contributing £4 billion in turnover, reflecting sustained infrastructure investment

• Manufacturing and industrial follows closely at £3.5 billion

• Business support services (BSS) saw robust growth, with turnover up 27.9% and EBITDA surging by 69.6%

• Private healthcare experienced an extraordinary 537.8% increase in EBITDA, highlighting innovation and operational excellence

Surrey’s global connectivity is equally impressive. The 25 largest subsidiaries of internationally-owned companies contributed a staggering £62.5 billion in turnover, with ownership spanning the USA, Germany, South Korea, Japan, and beyond—affirming Surrey’s role as a gateway for international investment and expertise.

At the local level, Guildford leads with the largest number of companies in the top 100 (12%), closely followed by Woking (7%). Leatherhead distinguishes itself with the highest total turnover of any Surrey town, reaching £2.5 billion—a clear indicator of its economic vitality and leadership within the county.

Beyond these headline figures, Surrey boasts a thriving ecosystem of highgrowth SMEs, a strong innovation cor-

ridor linked to leading universities, and a reputation for green initiatives and sustainable development, making it one of the UK’s most dynamic regional economies.

These achievements aren’t just numbers, they represent the collective ambition, innovation, and resilience of Surrey’s business community. We extend our heartfelt congratulations to all the businesses featured in this year’s report. The county’s success is a source of inspiration and a driving force for Surrey’s continued growth and prosperity.

Surrey LTD is part of an annual series of business analysis by UK county which seeks to highlight and celebrate some of the county’s most successful, privately-owned businesses, and provide them with the recognition they deserve

At

glance

We begin this report by reviewing the county’s 100 largest privately-owned companies, based upon turnover, providing an insight into the scale of Surrey’s privately-owned and PE-backed business community. In analysing the financial performance of the region, we’ve also looked at two core metrics over three years:

• Growth in turnover

• Average EBITDA margin

We’ve chosen to look at these two metrics as they provide an indication of

of the businesses in the region as well as the contribution to the economy.

The report highlights the top 25 within each category, providing a yardstick against which the county can assess its economic performance, and businesses can benchmark themselves against their peers. Finally, we look at Surrey’s largest international businesses who are significant contributors to the local economy.

METHODOLOGY

Surrey LTD. 2025 is compiled using the most recent publicly available accounts

(as of July 23rd 2025) of Surrey’s private businesses. The report excludes companies that are listed, owned by listed businesses, schools, trusts, charities, and businesses that are subsidiaries of overseas companies.

We’ve also compared our data with prior year results to provide an insight into economic trends across sectors. Inevitably, there’s an unavoidable time delay between the availability of data utilised and the ultimate presentation of this report, alongside differing yearends to consider.

Top 100 companies

Based on the most recent publicly available accounts as at July 23rd 2025 and is based on those businesses which are both owned and managed within the county

Holding C Ltd

56 Standley Holdings Ltd

57 Pax Technology Europe Ltd

58 Kenneth Green Associates Ltd

59 Meaco Holdings Ltd

60 Whatmore Holdings Ltd

61 Smith & Byford Ltd

62 Trevellyan Developments Ltd

63 T.W. White & Sons (Holdings) Ltd

64 Unily Group Ltd

65 Blackstown Holdings Ltd

66 ABL 1 Touch Group Ltd

67 Tony Gee & Partners LLP

68 Alina Care Holdings Ltd

69 Cody Management Services Ltd

70 Aion Topco Ltd

71 Advance TRS Ltd

72 Setfords Group Ltd

73 Kaizen Entertainment Ltd

74 EO Group Ltd

75 Martin Topco Ltd

76 Stevens & Bolton LLP

77 Ison Management Ltd

78 Mainpay Ltd

79 Gluco RX Ltd

80 Kinetrol Ltd

81 Aspect Maintenance Group Ltd

82 Pan United Ltd

83 PRMG Holdings Ltd

84 Blakedown Environment & Leisure Ltd

85 Vision Engineering Ltd

86 Uni Holdings 1 Ltd

87 EFM Global Holdings Ltd

88 Celtic Contractors Ltd

89 Herd Group Ltd

90 A.W. Champion Holdings Ltd

91 Healix International Group Ltd

92 Eventist Group Ltd

93 Les Caves Holdings Ltd

94 Burwater Holdings Ltd

95 Wedo Developments Ltd

96 KPH Group Ltd

97 Russell Cawberry Ltd

98 Ryemarc Ltd

99 Buxton Building Contractors Ltd

100 CHD Surrey Ltd

Top 25 businesses by turnover growth

Based on turnover growth over a three-year period.

Top 25 businesses average EBITDA margin

The 25 fastest growing businesses with the highest EBITDA CAGR over a three-year period

International contributors

companies are significant contributors to the overall health of Surrey’s economy and so we’re shining the 25 largest subsidiaries of internationally-owned companies by turnover in the county.

International contributors

The 15 largest subsidiaries of internationally owned companies by turnover 16 - 25

Experience world-class cricket with Sussex Cricket’s 2026 White-Ball Hospitality packages

Sussex Cricket is delighted to unveil its 2026 White-Ball Hospitality packages, offering an exceptional blend of thrilling cricket and premium corporate entertainment at The 1st Central County Ground, Hove.

Whether you’re looking to impress clients, reward your team, or celebrate a special occasion in style, our hospitality experiences are designed to elevate your match day and deliver lasting business impact.

UNFORGETTABLE MATCH DAY ENTERTAINMENT

This year’s hospitality options cover the high-octane excitement of the T20 Vitality Blast and the full-day spectacle of the Metro Bank One Day Cup, providing the perfect white-ball backdrop for corporate hospitality. All packages include ground entry, premium food and beverage offerings, and exclusive bar access — creating an environment that’s both

engaging and effortless for hosts and guests alike.

PREMIUM PACKAGES TO SUIT EVERY STYLE

T20 Vitality Blast Hospitality brings fast-paced action and electrifying atmosphere:

• Curry & Cricket – Dine in the historic Spen Cama Pavilion dining room with a two-course buffet featuring classic curry dishes, allocated pavilion seating, and drinks tokens — perfect for client entertainment or networking before the game.

• Boundary Package – Enjoy boundary-edge views from the Dean Wilson hospitality area with a plated twocourse meal, grazing board at innings break, and a glass of Roebuck Estates Reserve on arrival.

• Sharks Supper – A relaxed, outdoor deck experience with BBQ or street food stations and welcome drinks — ideal for social corporate gatherings under the sunshine.

ONE DAY CUP HOSPITALITY: A FULL-DAY CORPORATE EXPERIENCE

For those seeking a more leisurely yet equally memorable experience, the 50Over Hospitality Package includes a full

English breakfast buffet, two-course lunch, complimentary matchday scorecard and dedicated bar access — a fantastic setting for daytime networking, client appreciation, or team-building.

WHY CHOOSE SUSSEX CRICKET HOSPITALITY?

Sussex Cricket’s white-ball hospitality combines world-class sporting entertainment with tailored corporate experiences. With a variety of hospitality zones across the ground, delicious curated menus, and flexible add-ons, these packages offer not just a day at the cricket, but a premium hospitality occasion that reflects your business ambitions.

Secure Your Hospitality Package Today Spaces are limited, and demand is high. To secure the ultimate corporate hospitality experience at Sussex Cricket in 2026, book your package now and ensure your place at the heart of summer’s most thrilling cricket.

www.sussexcricket.co.uk/ match-day-hospitality

By Paul Bates, Managing Director, Cleankill Pest Control

February pests: Why winter is not a quiet season for businesses

February is often perceived as a lull for pest activity, but cold weather does not eliminate pests; it simply drives them indoors. For commercial premises, winter is an important period for vigilance, prevention, and professional pest management.

Rodents remain the primary concern throughout February. Rats and mice are highly adaptive and actively seek warmth, shelter and food as temperatures drop. Warehouses, retail units, hospitality venues and office buildings all provide ideal conditions if access points are not adequately controlled. Small gaps around service pipes, doors and damaged brickwork are more than sufficient for rodents to enter, often unnoticed, until signs of activity become more obvious.

Once inside, rodents pose significant risks to businesses. Gnawing damage to electrical wiring increases fire risk, contamination of stock can lead to costly waste, and the presence of droppings or urine presents serious hygiene concerns. For food-related businesses, this can result in enforcement action, reputational damage and potential closure.

Stored product insects are another issue that frequently comes to light during winter stock checks. Beetles, moths and weevils can remain hidden

within dry goods such as flour, grains and cereals, often undetected until products are moved or rotated. February is a common time for businesses to discover historic infestations that may have developed quietly over several months.

Bird activity should also not be overlooked. Gulls, pigeons and other pest birds begin scouting nesting sites towards the end of winter, particularly on commercial buildings with flat roofs, ledges and plant equipment. Early intervention in February can prevent nesting

❛❛ Rats and mice are highly adaptive and actively seek warmth, shelter and food as temperatures drop. ❜❜

PEST CONTROL

later in the spring, when legal protections and operational disruption become far more challenging.

Another emerging issue in recent years is the increased survival of overwintering insects due to milder winters. Cockroaches, flies and ants may remain active in heated commercial environments, particularly in plant rooms, kitchens and service voids. While activity may appear low-level, populations can quickly escalate as temperatures rise.

February is therefore an ideal time for businesses to take a proactive approach. A professional pest risk assessment can identify vulnerabilities

❛❛ February is an ideal time for businesses to take a proactive approach. ❜❜

ABOUT THE AUTHOR

Paul Bates is Managing Director of Cleankill Pest Control, one of the UK’s leading independent commercial pest management specialists. With more than 30 years’ experience in the industry, Paul works closely with facilities managers, local authorities and businesses across

before they develop into full infestations. This includes checking proofing measures, reviewing waste management practices and ensuring that monitoring systems are in place and functioning correctly.

From a compliance perspective, businesses also need to be mindful of their legal responsibilities. Under food safety legislation and health and safety regulations, pest control is not optional. Failure to manage pests effectively can lead to enforcement notices, fines and reputational harm that extends well beyond the immediate issue.

At Cleankill Pest Control, we see February as a strategic month. With over 30 years’ experience supporting

commercial clients across the UK, we understand that prevention is always more cost-effective than cure. Our tailored pest management programmes focus on long-term control, detailed reporting and practical advice that fits around business operations.

Winter may feel quiet on the surface, but pests are active where it matters most: inside your premises. By acting early and treating February as an opportunity rather than as a ‘downtime’, businesses can protect their people, property and reputation well ahead of the spring surge.

multiple sectors to deliver compliant, effective and sustainable pest control solutions. Under his leadership, Cleankill has built a reputation for technical expertise, high service standards and long-term customer partnerships.

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

H4 Wyndham Paris

By Tess de Klerk

The H4 Wyndham Hotel in Saint-Denis, Paris, is hard to miss. With 40 floors, it towers above the city’s skyline, guaranteeing fantastic views from most rooms. On the very top, you’ll find not only a wrap-around rooftop sky bar but also France’s highest elevated swimming pool. Combine that with a wellequipped gym, a good restaurant and genuinely impressive MICE facilities, and the H4 Wyndham becomes a natural choice for your next business event in Paris.

The building itself was fully refurbished in 2024, resulting in spaces that feel fresh, modern and generous. There are two buildings in total. The hotel is a single high-rise tower, while the extensive conference facilities are arranged in an L-shape around the hotel. Above the conference centre are office floors (not yet occupied). While there are some residential properties in the wider area, the venue's layout allows events to run smoothly without undue restrictions. All MICE spaces are soundproof, meaning your team-building party can continue into the morning hours.

BEDROOMS DESIGNED FOR BUSINESS TRAVELLERS

And so are the bedrooms – we didn’t hear a peep once we closed our door, despite the hotel being busy. The bedrooms are exactly what you may want after a full day of meetings. Calm, well-designed and properly thought through for business travellers. With close to 700 rooms across the tower, the hotel can accommodate large groups without ever feeling too busy.

Rooms range from standard categories through to suites, but even entry-level rooms feel spacious by Paris standards. Desk space is generous, seating

Paris Pleyel

is comfortable, and Wi-Fi is reliable enough to work without frustration. Large windows bring in plenty of daylight, and higher floors deliver particularly impressive views across the city.

Storage is practical, beds are excellent, and bathrooms are modern with walkin showers. The focus here is clearly on comfort and functionality rather than unnecessary decoration, which works well for corporate stays. Higher-category rooms and suites offer additional space and privacy, making them suitable for senior management, speakers or informal in-room meetings.

LOCATION AND CONNECTIVITY

It is important to note that the hotel is not centrally located, and this will matter to some guests. That said, it is directly opposite the Carrefour Pleyel Metro station, making access to central Paris straightforward. Most key areas can be reached within 30 to 45 minutes. Orly Airport is easily reached via a direct Metro connection, while Charles de Gaulle is around a 30-minute taxi ride (very much traffic-dependent!). For large conferences with international attendance, this level of connectivity is a clear advantage.

SERIOUS MICE CREDENTIALS

Where the H4 Wyndham excels is in its meeting and event offerings. The dedicated conference centre is modern, spacious and clearly designed with large-scale events in mind. The sep -

aration between accommodation and event spaces works particularly well, allowing conferences, exhibitions and evening events to operate without disrupting hotel guests.

❛❛ Where the H4 Wyndham excels is in its meeting and event offerings. ❜❜

The venue offers approximately 10,000 square metres of event space, placing it among the larger conference facilities in the Paris area. Rooms are well-proportioned, adaptable, and easy to navigate, with good flow between plenary halls, breakout rooms, and networking areas.

Catering is handled efficiently on site, from working lunches to evening receptions. The events team is experienced and well-prepared to meet the demands of large conferences.

DINING, DOWNTIME AND DELEGATES

Outside of meetings, delegates have plenty of space to relax and connect. The main restaurant offers contemporary dining suited to business groups, while the rooftop sky bar is an obvious highlight. Sitting high above the city, it provides an impressive setting for informal networking. And then, the highest elevated swimming pool in France, of course.

All in all, the H4 Wyndham Paris Pleyel works well as a purpose-built business hotel. It may

not suit those after history, romance or a central Paris postcode, but for large conferences, corporate events and international meetings, it delivers where it matters most. Good infrastructure, generous space, and excellent transport links make it a compelling choice for organisers seeking scale without compromise.

149 Boulevard Anatole France, 93200 Saint-Denis, Paris convention.paris@h-hotels.com

CONFERENCE FACILITIES:

• Maestro Room: approx 1,180 sqm, theatre capacity up to 1,144 delegates

• Concerto Room: approx 254 sqm, theatre capacity up to 234 delegates

• Modular meeting rooms with capacities from 30 to 480 delegates

• Large foyers suitable for exhibitions and registrations

• Total venue capacity of up to 2,667 delegates

MOTORING

Porsche Macan Turbo Electric

By Maarten Hoffmann, Platinum Motoring Editor

Porsche’s mid-sized SUV is their biggest-selling UK car and the general gateway into Porsche ownership. The model has been reinvented as an electric-only model. This is probably the most versatile Porsche-badged daily driver you can buy. And the big news is that the switch to EV hasn’t dulled the Macan’s edge. In fact, it’s sharpened the prospect.

There are five launch models: the Macan, Macan 4, Macan 4S, Macan GTS and the fastest model, the Macan Turbo.

None are particularly slow, with the Macan 4 hitting 62mph from rest in 5.7 seconds, and the Turbo knocking out the benchmark in 3.3 seconds. That’s as fast as a 911 GT3, which will infuriate those owners. All models have launch control, and the Turbo will snap your neck if you are not ready for it.

The Turbo produces 577bhp around town and 630bhp/833lb ft when you floor it. Both have the same front motor, with the Turbo adding a much more powerful rear unit to produce the gains.

Both are capable of 800-volt charging with a max of 270kW and a 20-ish-minute 10-80% charge time, and the pack can ‘bank charge’ or split the battery unit into two on a 400-volt charger, meaning more efficient top-ups and no need for the Taycan’s (expensive) high-voltage booster.

inter-

Inside, it is all pretty standard with a huge heads-up display, rapid interfaces and lots of screens. The seats are very well designed and hold you tight, and the boot offers 480 litres. The good news is that Porsche has upped its game: the screens have ultra-fast connectivity, and there are the more modern options of downloadable apps and streaming services. There are also plenty of phone charging options, decent storage and a cool wireless charging pad.

❛❛ The Turbo produces 577bhp around town and 630bhp/833lb ft when you floor it. ❜❜

There is an Audi feel about the interior, and that’s not surprising, I guess, as the platform is the Audi Q6 e-tron. Although this is certainly no bad thing, the Porsche SUVs are becoming a tad generic and do not offer that something ‘special’ I always felt in my multiple Porsche models back in the day. Is this me being an old fart, or are all today’s cars the same skeleton with a different frock?

Is this me being an old fart, or are all with

But you cannot knock the build quality, which is superb.

You can, of course, choose how you drive it with the various modes (Normal, Sport, Sport+ Off-road). The result is a car that feels luxuriously controlled over those Everest-style speed bumps, with the weight working with the damping to soften the edges of even the worst tarmac. But flick through the various modes on the steering thumbwheel and the suspension

will raise or lower accordingly, response ratcheting up as ultimate comfort falls away.

The Macan 4 is obviously slower, because it has the same battery weight and getting on for half as much horsepower as the Turbo, but it’s not slow. And this one won’t crack your passengers’ necks. That one’s the sensible choice (but why?), but 5.7 seconds is still not too shabby. The Turbo will stay with a well-driven sports car. It won’t deliver the satisfaction, but it’s rapid in a way that will annoy the hell out of 911 owners. Childish, but fun.

TECH STUFF:

Model reviewed: Macan Turbo EV

Power: 639 bhp

Speed: 0-62 - 3.3 secs

Top: 162 mph

Range: 328 miles

Price from: £97,500

❛❛ It’s rapid in a way that will annoy the hell out of 911 owners. ❜❜

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.

BURNOUT OR DEPRESSION?:

Spotting the difference

Are too many children being diagnosed with ADHD?

TRAVEL Alternative Paris

BRIGHTON GIRL AWARDS

The business of reinvention

The future of work for women

Alex Bailey

Are you damaging your reputation?

Pippa Moyle Four strategies to cope with upheaval

Laura Hearn

What The Traitors can teach us

Natalie Montagnani

Why so many women feel exhausted

DR JO SALTER

4 Upfront: The top international news stories involving women in business

10 In the Right Direction: Good news stories from around the world

Regulars

6 The Alex Bailey Column Workslop alert! Are you damaging your reputation?

8 The Laura Hearn Column

What The Traitors teaches us about how we communicate

12 The City Girl Column

Pippa Moyle with four strategies to cope with upheaval

14 The Natalie Montagnani Column

Why so many women feel exhausted

PLATINUM

THE BIG STORY

DR JO SALTER

MBE

The first female to fly a fast jet for the RAF, before moving into commerce, Jo is now considered the country’s most effective motivational speaker

26 Spotlight

Focusing on Rachael Dines and Kellie Miller – two women who deserve more recognition than they current receive

Features

28 The future of work for women in 2026

Dynamic looks at how women are perceived in the workplace, and how to empower themselves further

32 The business of reinvention

You don’t have to stick with who you are – but how to change course?

Events

16 City Girls Awards 2026

Dynamic Magazine is sponsoring the New Business Award.

24 Dynamic Awards 2026

Back for their fifth year, tickets for the premier awards for women in business are going fast

Wellbeing

34 Are too many children being diagnosed with ADHD? Is is too many, or is it the quality of diagnoses and support?

I measure the progress of a community by the degree of progress which women have achieved.”

B.R.

Ambedkar

Indian jurist, economist, social reformer and politician

36 Gudiya Dagur Patel

Burnout or depression? Why so many women don’t see the difference

Further Reading

38 Anne-Maartje Oud

How to handle a colleague who keeps making excuses

Art

40 Art

‘Whispering Landscapes’ – Kellie Miller on the works of Valérie Wartelle

Travel

42 Alternative Paris

There’s more to gay Paree than the Eiffel Tower and Jim Morrison’s tomb

What’s On

46 A brief snapshot of what’s on in Sussex and Surrey

EDITOR’S NOTE

Welcome to this edition of Dynamic.

If there’s one thing that feels increasingly important right now, it’s clarity. Knowing what matters, knowing what doesn’t. And being honest about where we are and where we think we should be.

That perspective runs through this issue of Dynamic. Our Big Story features Dr Jo Salter MBE. Much has been written about her as the RAF’s first female fast jet pilot but what’s just as impressive is what came after – the transition into business, advisory work and global leadership. Her career has been shaped by courageous decision-making in complex environments, where clarity matters.

Our regular columnists explore questions many women are dealing with in their working lives. Alex Bailey looks at how AI is being used day-to-day and where it risks diluting judgement rather than supporting it. Laura Hearn examines how trust is formed and how quickly certainty can replace curiosity when pressure is high. Pippa Moyle writes honestly about change – the disruption it brings, professionally and personally and what it takes to keep moving through it. Natalie Montagnani reflects on success, exhaustion and the mental load women carry, asking what happens when we stop second-guessing ourselves and start listening instead.

Elsewhere in this issue, we dissect a study that summarises how women navigate work today. We also look at the importance of pivoting when the time is right for your business.

Beyond work, we bring you balance with Alternative Paris in Travel, the works of Valérie Wartelle in our Art section and plenty of culture in What’s On.

We hope that you enjoy Dynamic this February.

Editor, Dynamic Magazine tess@platinummediagroup.co.uk

CONTACTS

PUBLISHER: Maarten Hoffmann maarten@platinummediagroup.co.uk

EDITOR: Tess de Klerk tess@platinummediagroup.co.uk

MOTORING EDITOR: Fiona Shafer fionaas@platinummediagroup.co.uk

COMMERCIAL DIRECTOR: Lesley Alcock lesley@platinummediagroup.co.uk

EVENTS DIRECTOR: Fiona Graves fiona@platinummediagroup.co.uk

HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk

BORING MACHINE NAMED IN HONOUR OF FEMALE ENGINEER

A giant 1,600-tonne machine called Madeleine that will bore a tunnel taking HS2 trains into central London has been switched on.

Named after Madeleine Nobbs, the former president of the Women’s Engineering Society, the 190m-long contraption will create a 4.5-mile link connecting Old Oak Common in west London to a proposed expanded station at Euston. However, the design, cost and timescale of the new station are still unknown. Ministers promised an update later this year. In 2023, work on a new station at Euston to accommodate HS2 was paused so a new “affordable” design could be developed, with former Prime Minister Rishi Sunak stating it would need to be funded by private firms, not the taxpayer.

WASPI CAMPAIGNERS DENIED BY GOVERNMENT AGAIN

Women affected by changes to the state pension age have reacted with fury after ministers again rejected their claim for compensation. The government reconsidered the case after a new document came to light, but has again concluded that no compensation should be paid.

Campaigners say 3.6 million women born in the 1950s were not properly informed of the rise in their state pension age, which brought it into line with men. The Women Against State Pension Inequality (Waspi) group said the latest decision demonstrated “utter contempt” for those affected. In 2024, a parliamentary ombudsman recommended compensation of between £1,000 and £2,950 each for those affected.

WORTHING ENTREPRENEURS MAKE WOMEN’S TOP 100 LIST

Two Worthing women with a combined 50 years of specialist marketing experience have been named on the f:Entrepreneur iAlso 100 list for 2026.

Kelly O’Haire, director of Constructive Marketing, and Rachael Dines, director

of Shake It Up Creative, have been recognised for helping hundreds of businesses scale and improve their digital presence.

Kelly has a degree in public relations and her company specialises in the building

and construction sectors, while Rachael is a chartered marketer and specialises in small businesses and non-profits.

Kelly said: “I am incredibly honoured to be recognised alongside such a dynamic group of women.”

(See this month’s Spotlight, page 26)

UPFRONT

THE LATEST BULLETINS FROM AROUND THE WORLD

WOMEN’S START-UP EVENT IN HASTINGS ON IWD 2026

Let’s Do Business Group will mark International Women’s Day 2026 with a free, inperson event in Hastings, designed to provide practical business support and startup support for women at the early stages of entrepreneurship.

Taking place on March 6th at The Palace Workspace, the event is inspired by the International Women’s Day 2026 theme, “Give To Gain”, which highlights the value of sharing knowledge, experience, and connections to help women build confidence, skills, and momentum in business.

The event is aimed at women who are either considering starting a business or have been trading for under three years. It combines expert-led learning sessions with face-to-face networking, creating a supportive and welcoming environment for women to learn, connect, and grow.

MEGAN GREENE OFFERS WARNING ON UK INTEREST RATES

The Bank of England may not be able to lower interest rates as much as expected this year, due to strong UK pay growth and expected rate cuts in the US, one of its top policymakers has said.

Megan Greene, a member of the Bank’s monetary policy committee (MPC), which sets interest rates in the UK, said she was concerned that wages appeared to be growing strongly again this year, and this could stop inflation from easing.

In a speech in London at the Resolution Foundation, a leading thinktank, Greene said a decline in wage growth “may have run its course”, pointing to recent Bank of England surveys that suggest employers are planning to hand out pay rises of 3.5% or more this year.

FUNDING FOR FEMALE BUSINESSES STILL FALLING SHORT

Four in five businesses plan to seek external funding this year, with 47% expecting to raise more than £1 million. The research, conducted by Santander UK, found 88% of business leaders expect their business’s revenue to grow in the next 12 months and 54% expect an improvement in the UK economy.

However, women business leaders are likely to experience the same barriers they’ve always faced, with 48% reporting higher costs and 40% saying

processes are more complex.

Digital and challenger lenders are also influencing funding decisions, with 41% of leaders applying to a digital or neobank last year. While approval rates vary across providers, founders repeatedly highlighted the appeal of speed, userfriendly platforms and more streamlined application processes.

SUSSEX BRIDAL SHOP SHORTLISTED FOR AWARD

Wedding hair and makeup artist TK Bridal Beauty of Seaford has been named a Finalist in the Guides for Brides Customer Service Awards 2026, recognising outstanding customer experience within the UK wedding industry.

Guides for Brides celebrated its 30th anniversary last year and is one of the UK’s leading wedding directories and planning platforms, supporting couples with expert advice and trusted recommendations for wedding venues and suppliers nationwide.

The Customer Service Awards have been running for 10 years in 2026 and provide national recognition for wedding businesses, based on the quality and quantity of reviews left on guidesforbrides.co.uk. They are open to every business represented on the platform over the past year.

WSL OFFERS ITS OWN VERSION OF THE GREEN GUIDE

The Women’s Super League has unveiled design guidelines to support the building or upgrading of venues for women’s teams. The guidelines have been produced to help clubs, local authorities and architects achieve this, with the aim of making venues “better equipped” for both female athletes and fans. Brighton & Hove Albion is already pressing ahead with its plans and is close to announcing final plans and a location for its women’s team.

Brighton’s women’s team currently plays the majority of its home matches at the Broadfield Stadium in Crawley, a situation the club says is not ideal, and something Chief Executive and Deputy Chairman Paul Barber and Chairman and Owner Tony Bloom are keen to address.

“The best protection any woman can have … is courage.”

- Elizabeth Candy Stanton

“Not knowing you can’t do something, is sometimes all it takes to do it.”

- Ally Carter

SARAH’S CHARITY CLOSES ‘FOR THE FORESSEABLE FUTURE’

Sarah Ferguson’s charity, Sarah’s Trust, has announced it will close “for the foreseeable future” just days after new details emerged about the former Duchess of York’s friendship with late sex offender Jeffrey Epstein. A spokesman for the foundation said the decision comes after “some months” of discussion.

Among the more than three million documents released by the US Department of Justice (DoJ) were emails appearing to show Ferguson was in contact with Epstein while he was in prison. The charity Sarah’s Trust was established in 2020 and is “dedicated to supporting frontline, grassroots work to address the humanitarian and environmental crisis, the hunger crisis and issues perpetuating cycles of extreme poverty”, according to its website.

GIRLS’ SCHOOL TEAMS UP WITH GIRLS’ SPORTSWEAR FIRM

A Winchester school is partnering with a women-founded sportswear brand to help girls reach their full potential in sport. St Swithun’s has partnered with Bournemouthbased Flyhawk to get more girls moving, competing and loving sport at every level.

Jon Riley, director of sport at St Swithun’s, said: “Working with a female-led brand that truly understands the needs of young sportswomen has elevated both the confidence and performance across our senior teams. St Swithun’s was named as the top school for sport in Hampshire in 2025, ranked as the top girls’ boarding school for sport and was also shortlisted for Independent School of the Year in the sporting category.

The

Alex Bailey Column

We are delighted to have Co-Founder, with 20+ years organisational change. delivering impactful programmes

WORKSLOP ALERT! DAMAGING YOUR

• Less trustworthy

By Alex Bailey

We’re all gradually experimenting more and more with AI, and this year, AI augmentation takes centre stage beyond simple AI Google-type assistance, but do we really understand what that means, and are we protecting ourselves from potential reputational damage in how we use AI?

Recent research shows that “workslop” is the low-quality AI-generated content that causes more problems than it solves – think AI-written emails and line text copied directly from ChatGPT without thought. You know – the bits that you can’t easily edit in Word for some reason.

• Less intelligent

Adding to this, I’m sad to say that further recent research shows reluctance to use AI is higher for women, but not perhaps for the reasons assumed.

A large study (Kate Niederhoffer et al 2025) on 29,000+ software engineers in a global tech company introduced a new AI tool, and uptake was just 41% overall, but only 31% amongst women. Exploring perceptions to understand the low uptake showed that women were perceived to be 13% less competent at using AI.

“I have tried using AI email responses to help reduce workload pressure and retreated rapidly.”

I have tried using AI email responses to help reduce workload pressure and retreated rapidly. I am an expressive person and already feel limited when not able to communicate verbally and in person, so giving AI the chance to represent me leaves me feeling my personal expression is lost, and that reduces my influence and impact, which is not helpful for me.

I am, however, starting to regularly receive the workslop from others, are you? It’s immediately identifiable, every single line. I know how people sound and write, and it’s obvious when it’s not their words.

How do you feel about the person sending it? Does it make you hesitate to do it yourself? Well, it should...

Research shows that receiving workslop changes your perception of your colleagues as:

• Less creative

• Less capable

• Less reliable

Furthermore, those male engineers reluctant to use AI themselves rated women who did use AI even more harshly: 26% less competent. Results showed that women were aware and concerned about this negative perception and, because of this, were avoiding using AI as a method of rational self-preservation, rather than out of reluctance.

I’m surmising from this that women in business need to up our game this year and share our AI competence to smash this growing stigma before it becomes a bigger problem.

Business leaders must support real AI skill development and not just allow people to work it out themselves by experimenting with Co-Pilot, but with encouragement, inclusively across everyone.

This starts with:

• Raising awareness, educating and knowledge building of the whole AI landscape that is appearing on our horizon

• Skill development that means invested time in experimenting with new behaviours, adopting new ways of working and learning to be more psychologically flexible; developing our human agility alongside to support us throughout (not as an afterthought)

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.

ALERT! ARE YOU YOUR REPUTATION?

“Business leaders must support real AI skill development and not just allow people to work it out themselves”

• Real-world impactful incorporation into work that produces demonstrable results aligned to organisational vision and strategy

• And the important follow on of the recognition and celebration of significant achievements as role models for others to follow.

In the same way, through the pandemic, we all had to “get online” and “pivot to virtual” ways of working alongside the business as usual, we must undergo that parallel learning whilst delivering this year and not leave anyone behind.

For those leaders with multiple demands on their lives beyond work, it may be the hardest. What more can we do to avoid what could start as a divide and grow into a huge chasm of those who can, and those who can’t…?

As a champion of inclusion of everyone’s unique human contribution, I find this is a scary prospect, so share research like this, raise it with key influencers and recognise it when you can choose who’s the first cohort for your AI training this year. Bear this in mind, it matters.

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/

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 articulates the strong links between The Traitors and basic emotional reactions

“We

rarely communicate from a place of full knowledge. We read rooms. We make assumptions. We infer intent. We misjudge tone. We cling to stories that make us feel safe, while quietly leaving gaps unexamined.”

What The Traitors how humans

By Laura Hearn

Ihave to admit, I was late to the party. But once I joined, I could not seem to leave. I am talking about the compelling and at times jaw-dropping series The Traitors. On the surface, it looks like another reality entertainment format. Yet there is something about this show that has audiences of all kinds completely hooked. Cloaks, candles, a castle, dramatic music, what is not to love?

But beneath the theatre sits something far more familiar and far more revealing: a study of how humans behave when trust is fragile, stakes feel high, and certainty is in short supply.

What makes the show so compelling is not the twists or the betrayals. It is watching ordinary people try to communicate, persuade, defend themselves and belong, all while operating with incomplete information. Which, if we are honest, is how most of life works.

We rarely communicate from a place of full knowledge. We read rooms. We make assumptions. We infer intent. We misjudge tone. We cling to stories that make us feel safe, while quietly leaving gaps unexamined.

The Traitors strips all of that bare. It acts as a mirror, leaving us questioning not just the players but ourselves.

One of the most striking patterns in the show is how quickly belief turns into certainty. Once someone is labelled “a Traitor”, every action becomes evidence. A pause in breath feels suspicious, confidence feels manipulative, and silence feels like guilt.

Once we decide who someone is, we stop listening for who they actually are. We stop testing our assumptions. We stop being curious. From that moment on, communication becomes performance rather than exchange. What looks like logic is often loyalty to a narrative we have already chosen.

The show also exposes a truth we do not like to admit. Confidence often wins over accuracy. The most convincing voices are not always the most truthful ones. They are simply the ones who can act as if they are.

We see this play out far beyond the castle walls. In meetings, the calm and assured voice is trusted more than the hesitant one. In public discourse, strong opinion is rewarded over thoughtful doubt.

Traitors teaches us about

really communicate

Yet some of the most honest communicators on The Traitors are those wrestling with uncertainty. They question themselves. They hold competing possibilities, and ironically, that very humanity can make them seem less trustworthy to the group.

Another lesson the show delivers is how much meaning we assign to silence. Someone who struggles to speak up is quickly suspected. Someone who observes before contributing is seen as evasive. Yet silence does not have a single meaning. It can signal fear, thoughtfulness, overwhelm, or simply a different way of processing.

In real life, we are remarkably poor at allowing space for this. We fill gaps with stories that may or may not be true. And of course, there are always multiple versions of any one story. The question is, which one do we choose to believe and trust?

to stay inside the group. I have come to recognise this in myself, not as a flaw, but as part of being human.

Trust, as The Traitors reveals so clearly, is built emotionally rather than rationally. It is relational and often illogical. People trust those who make them feel safe, seen, or aligned, not necessarily those who are correct. Shared humour builds more loyalty than shared facts. A sense of belonging often outweighs evidence.

“Perhaps the most human insight of all is this. Many players do not act to win. They act to belong.”

This matters deeply in how we communicate at work and in leadership. You can have the right data, the right strategy, the right answer. But if people do not feel connected to you, they will not follow you. Trust is less about what you say and more about how you make people feel when you say it.

Perhaps the most human insight of all is this. Many players do not act to win. They act to belong. They align with groups even when their instincts tell them otherwise. They stay silent to avoid exclusion. They turn against others to protect their place at the table. It is uncomfortable to watch because it is familiar. It is essentially like holding up a mirror to ourselves.

Belonging shapes communication more than honesty ever will. We soften truths. We hide doubts. We edit ourselves

The Traitors works because it exaggerates what already exists. Pressure. Ambiguity. Fear of being misunderstood. And it reminds us that communication is never just about words. It is about power, trust, emotion, and identity.

If there is one lesson to take from the castle into everyday life, it is this. Slow down your certainty. Question the story you are telling yourself about others. Listen for what is not being said, as much as what is.

Most communication breakdowns do not come from malice. They come from fear, assumption, and the deeply human desire to belong.

And perhaps the irony is this. The more space we create for doubt, curiosity, and difference, the safer communication becomes. Which may be the most important lesson the show offers. Long after the torches go out.

You can listen to Laura’s podcast, Flip It, wherever you get your podcasts, and you can connect with her at www.flipitglobal.com

CRIME MYTHS PUNCTURED BY THE NUMBERS

Fresh figures from the Office for National Statistics cut through the “lawless Britain” rhetoric. The murder rate in England and Wales has fallen to its lowest level since 1977, with domestic burglary and vehicle theft also down sharply over the past year. Homicide, gun crime and knife crime are all at historic or near-historic lows, trends supported by hospital data. While shoplifting and sexual offences have risen, the latter is partly explained by new laws broadening definitions. Overall, survey and police data point to a gradual, if uneven, decline in crime.

IN THE RIGHT DIRECTION

JUNK FOOD ADS FACE TIGHTER UK CURBS

New UK rules now restrict junk food advertising on TV before 9pm and ban it entirely online, aiming to tackle childhood obesity. Products such as sweets, pizzas and ice creams are covered, though companies can still promote their brands. Health campaigners welcomed the move but warned that loopholes — including outdated nutrient models and broad brand exemptions — could blunt its impact. With one in eight

young children in England classified as obese, advocates say strong enforcement will be key to making the policy count.

EXERCISE SHOWS PROMISE AGAINST DEPRESSION

A major review suggests exercise can be as effective as antidepressants and therapy in easing depression symptoms. Researchers analysed 73 trials involving nearly 5,000 adults and found moderate-intensity activity worked best, particularly when cardio was combined with strength training. While the findings highlight exercise as a safe, accessible option, researchers caution that evidence gaps remain. Long-term effects are unclear, and some activities, including yoga and stretching, were not studied. Even so, the message is clear: movement matters for mental health.

❛ I am no longer accepting the things I cannot change. I am changing the things I cannot accept”

Angela Davis

A QUIET TRIUMPH IN CANCER SURVIVAL

The US has reached a major milestone in cancer care: 70% of patients now live at least five years after diagnosis, up from about 50% in the 1970s. The gains are especially striking for oncedeadly cancers such as lung, liver and myeloma. The American Cancer Society credits decades of sustained research for transforming many cancers into manageable, chronic conditions. While disparities remain, the figures underline a broader truth — long-term investment in science saves lives, often quietly and cumulatively.

WIND POWER SLASHES UK ENERGY COSTS

Britain’s wind farms cut electricity prices by around a third last year, according to new analysis from the Energy and Climate Intelligence Unit. Wholesale power prices averaged £83 per MWh in 2025; without wind, they could have hit £121. While consumers

BAMBOO STEPS INTO THE BUILDING SPOTLIGHT

Long prized in Asia and South America, bamboo is edging into Europe’s low-carbon construction future. A new manual from the UK’s Institute of Structural Engineers sets out how the fast-growing material can be used safely in permanent buildings. Advocates say bamboo could dramatically cut emissions from a sector responsible for nearly 40% of global carbon output. Regenerative, durable and versatile, bamboo is increasingly seen not as a niche material, but as a serious contender in the race to decarbonise construction.

AID FINALLY MEETS GAZA’S BASIC FOOD NEEDS

For the first time in two years, humanitarian aid has supplied enough food to meet Gaza’s minimum nutritional requirements, the UN has reported. The progress follows the ceasefire and hostage-release deal agreed in October. However, the UN warned that Israel’s decision to ban dozens of NGOs could severely disrupt aid delivery. Israel says the organisations failed to meet new registration rules, a move condemned

haven’t yet seen the full benefit — due to grid upgrades and levies — some charges are set to fall in April. A record offshore wind auction has boosted optimism, though experts warn the government’s 2030 clean power target remains ambitious.

A LITERARY PRIZE PUTS READERS IN CHARGE

The newly launched Libraro Prize is rethinking how new writers get discovered. Instead of relying on industry gatekeepers, the readerled award invites the public to help shortlist manuscripts submitted online. The winning author will receive £50,000

by 10 countries, including the UK and France. Despite some violations, the ceasefire has broadly held, keeping fragile gains intact.

and a publishing deal with Hachette UK, while engaged readers can also win cash prizes. Open to over-18s worldwide, the prize aims to democratise publishing and lower barriers for emerging voices — shifting power from the slush pile to the reading public.

“Any human anywhere will blossom in a hundred unexpected talents and capacities simply by being given the opportunity to do so.”

Doris Lessing

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.

“Hanover. It’s a part of Brighton that’s infamous for its community, creativity and a decades-old nickname ‘Muesli Mountain.’”

Four strategies

By Pippa Moyle

By the time you read this, I will be living in Brighton. That’s not a sentence I expected to write when I peeled open my laptop on Monday, January 5th. Yet, here I am, diving into my monthly 800word column with regular interruptions from estate agent calls, moving company emails and my neighbours collecting things I’ve posted in our road WhatsApp Group. Every neighbour has the same reaction when I tell them where we’re moving to: “Oh, that’s a big change!”

My response is the same: nervous laughter, a smile, and a variation on “it certainly is.” For the past five years, I’ve been living in the suburban town of Haywards Heath. Home has been a detached house with a driveway, a small garden and a cul-de-sac of families who have lived here for decades. You walk up to a 71-acre wood, down to the train station, and to the “big Sainsbury’s” and Waitrose for spelt sourdough.

My partner and I moved here for economic reasons in 2021, after the pandemic raised rental prices in Brighton & Hove. We knew nothing of Haywards Heath, except the hospital and the train station. Now, our footprints are painted across every street of this almost 40,000-person town, 15% of whom are members of the City Girl Network we have here. The mayor even sent me a Christmas card.

At the end of January, we turned the keys to a colourful terraced house in Hanover with a kitchen in the basement and a bedroom in the loft. One chip shop on the right, another around the left corner and more pubs in our neighbourhood than the whole of Haywards Heath. It’s a part of Brighton that’s infamous for its community, creativity

strategies to cope with upheaval

and a decades-old nickname “Muesli Mountain”. Oh, that’s a big change. The turnaround had to be that quick...

I’m moving house for the same reason as nearly a third of renters right now: our landlord is selling. It’s the very defi nition of a “spanner in the works”, whilst simultaneously being the personal development course that I’ve needed for some time. In less than two weeks, I’ve been thrown into an all-encompassing masterclass of four core lessons.

Firstly, real change is not glamorous. It’s boxes, forms, logistics and decisions. It’s stomach knots, mess and chaos. Whether you’re changing your job, business direction, relationship or location, you’re making the decision to shake up your snowglobe, knowing that the pieces will not fall into the same place.

Secondly came the lesson in futureproofi ng your business to ensure it’s prepared for the moments when life has to come fi rst. I was a wreck when we found out how little time we had to move. It was around two hours after I’d announced the nominees for the Brighton Girl Awards. My socials, inbox, and WhatsApp were blowing up even louder than last year, but nothing could match the panicked scenarios running through my head.

targets. It’s a purpose-driven guiding light that helps work and life to be truly balanced. In my case, I’ve had to face the truth that I’m not where I’m supposed to be, even though there’s nothing wrong with where I am.

“Create a ‘the business will collapse if this is not done’ list, and come up with a plan for how to tackle them.”

Then there’s the fi nal lesson in courage and resilience. We romanticise courage as one wrapped in armour standing up to the overlords, but the real armour is resilience, and the overlord is resistance. Change opens up portals to confl icts, uncertainties and instability, posing as three little words: “Are you sure?”

As I’ve shared in previous columns, I live with a chronic health condition that’s already taught me the importance of prioritising, planning, automating and delegating. Th is experience has been an amazing test bed for that, exposing what’s working and what isn’t.

My advice for anyone fi nding themselves in a similar situation is to decide on the time that you realistically have to spend on the business (and then take off at least half a day). Create a “the business will collapse if this is not done” list, and come up with a plan for how to tackle them. The chances are, you’ll realise they’re not as business-threatening as you think, but that’s a whole other lesson in itself. Then set clear expectations for your colleagues, partners and clients.

My third lesson has been in understanding the power of alignment. It’s not just a phrase we use to describe the succinct correlation between teams, SOP documents and ROI

Change also increases the weight of domestic, logistical, professional and emotional load. It’s real-life resilience training that strengthens your trust in yourself. As the days go down and the load gets heavier, I’m reminded with every lift that the most courageous thing we can ever do in life is change.

Pippa Moyle CEO + Founder citygirlnetwork.com

Our Communities: Brighton, London, Manchester, Bristol, Bath, Leeds, Edinburgh, Birmingham, Worthing, Liverpool, Newcastle, Chester, Milton Keynes, Oxford, York, Cardiff, Glasgow, Perth and Rural Sussex

Natalie Montagnani is a Business & Leadership Coach and the founder of IGNITE Women in Business. With over 25 years’ commercial experience, she empowers women through coaching, corporate workshops and events to lead and claim the visibility, confidence, influence and commercial impact they deserve.

THE HIDDEN COST OF SUCCESS: Why so many women feel exhausted

By Natalie Montagnani

For a long time, I believed the answer to most challenges in my life and work was more thinking things through until I felt absolutely sure I was making the right move. Like many women, I assumed that if I could just get clearer on my goals, then everything would fall into place. After all, I am a strategist at heart, and I know how powerful clarity is.

But what I’ve come to understand, through my own journey and years of working closely with women, is this: clarity on its own is rarely the thing that changes everything.

What truly creates movement is honesty, transparency and authenticity – not with others, but with yourself.

THE MISSING PIECE

One of the most powerful moments in my work comes when a woman realises she has been caught between what she wants and what she believes she should want. It shows up in careers that no longer fit, in businesses that have outgrown their original shape, and in roles or identities that once felt right but now feel heavy.

Often, what is needed isn’t motivation or encouragement. It is permission to want something different, to stop doing what no longer works, or to choose a new direction without

judgement. When women stop fighting themselves and give themselves that permission, a much more honest form of clarity can emerge.

BENEATH THE NOISE

The women I work with are not lacking ambition, intelligence or drive. They are founders, leaders and decision-makers, women who are already doing a great deal and doing it well. From the outside, their lives often look enviable. Successful careers. Thriving businesses. The kind of progress others assume must feel deeply satisfying.

And yet, many of the people I work with come to me feeling stuck, exhausted, or quietly frustrated. Not because they don’t know enough — but because they are carrying too much internally. They are holding multiple possibilities in their heads. Running scenarios. Second-guessing decisions. Weighing the impact of every choice. Not just on themselves, but on their teams, families and futures.

carrying the weight of those decisions internally for too long. The solution does not come from pushing harder in those moments, which can often create more confusion. It comes from creating space to speak, to reflect, to hear yourself think. This is why I place such a high value on bringing women together where they can have the opportunity to do this.

CONFIDENCE OR RE-CONNECTION?

Many women tell me they want more confidence. What they usually mean is that they want to feel steady again, because when women reconnect with that internal steadiness, that instinctive knowing, everything shifts. They feel lighter and more energised. They set clearer boundaries. They respond to challenges with greater ease. Not because life suddenly becomes simpler, but because they are no longer constantly questioning themselves.

THE WAY FORWARD

What I’ve found is that women don’t want another rigid framework, another version of hustle, or a prescribed definition of success. They want a way forward that feels right for them. Because as women, our seasons change, our priorities shift, and our needs evolve. When we ignore that, we often feel disconnected from ourselves and from our sense of power. This is where success becomes deeply personal. It requires tuning out comparison and trusting your own context instead.

“Many of the people I work with come to me feeling stuck, exhausted, or quietly frustrated. Not because they don’t know enough — but because they are carrying too much internally.”

LEADING DIFFERENTLY

As we head further into 2026, I find myself thinking less about doing more and more about doing things differently.

Because real change doesn’t always come from striving, proving or pushing harder too often, that simply breaks us. Instead, it comes from respecting the season we are in and creating the conditions in which we can return to ourselves and lead from there.

And sometimes, the most powerful action a woman can take is simply this: To trust herself again.

What they are often seeking is not more answers or more things on their to-do lists - but just relief from the mental load of having to figure everything out alone. Someone to sense-check their thinking, reflect it back to them, and help them see what is really going on beneath the noise.

OVERTHINKING IS YOUR SIGNAL

When thoughts loop endlessly, it is rarely because a woman does not know what to do. It is because she has been

Natalie Montagnani Founder of IGNITE Women in Business

07900 153503

ignitewomeninbusiness.com

Connect with Natalie on LinkedIn or drop her an email to natalie@ignitewomeninbusiness.com

Brighton Girl Awards: Top 10 ‘New Business’

The Brighton Girl Awards are the City Girl Network’s community-driven awards celebrating the businesses, communities and pioneers that make Brighton and Hove a great place to belong. The 2026 edition of the Brighton Girl Awards features 17 awards, elevating the very best ways to live, work and play in the city.

It’s currently in the voting stage, with 170 nominees battling it out across socials, newsletters and collaborative events to get your vote by March 4th. The Top 5, announced on

International Women’s Day, move into the judging phase where a winner is decided and announced on March 19th at The Old Market, Hove.

Dynamic Magazine is the proud sponsor of the New Business category, championing the city’s most exciting emerging brands and founders. Th is award recognises new businesses that have brought determination, community spirit and exciting energy to Brighton’s business scene. Here we meet the Top 10 New Businesses battling it out for your vote...

NEW BUSINESS AWARD

Sponsored by DYNAMIC MAGAZINE

Remarkabull Marketing

Marketing agency

Founder: Lydia Eccleston remarkabull.co.uk

Remarkabull Marketing, created by Lydia Eccleston, supports growing businesses with social media, SEO, PR, content strategy and websites. With over a decade of marketing experience, they deliver practical, results-driven marketing solutions across Sussex and beyond.

Beyond & Co

Personal branding & leadership Founder: Teri Thomas beyondandco.uk

Beyond and Co specialises in personal brand and leadership visibility. Founded by Teri Thomas, Beyond & Co. partners with leaders to turn experience and personality into business growth.

Flamingo Styling

Event & venue styling

Founder: Sarah King flamingo-styling.com

Flamingo Styling, built by Sarah King, creates feel-good installations and standout event styling for celebrations, venues and seasonal campaigns. They help brands and spaces visually stand apart.

Rachel Mailer Coaching

Dating & relationship coaching

Founder: Rachel Mailer rachelmailercoaching.com

Rachel Mailer Coaching supporting ambitious women to build deeply aligned relationships through psychologyled coaching, feminine energy mastery and bespoke modern dating strategies.

The Archives

Neighbourhood café-bar

Founder: Laurie thearchivesbrighton.com

The Archives is an inclusive café-bar offering cocktails, one-unit and alcohol-free drinks in North Laine. It’s quickly become renowned for creative community events in a welcoming neighbourhood space.

Pearson Keehan

Property & construction consultancy

Founder: Amy Newman pearsonkeehan.com

Reformed Pilates

On-demand Reformer Pilates Studio Founders: Sarah Blyth and Kate Croxton thrive-pilates.uk

Reformed Pilates, created by best friends Sarah and Kate, is a flexible, welcoming on-demand Reformer Pilates studio designed around modern lives, offering accessible movement without rigid schedules.

The Lola Store

Independent lifestyle & retail

Founder: Frankie Tynan-Feighery thelola.store

Pearson Keehan is a Brighton-based Estate Agents supporting residential and commercial projects with expert surveying, project management and clear, client-focused guidance.

Bee May Bakery

Artisan bakery Founder: Becky beemaybaker.com

Bee May Bakery is an artisan bakery on Gloucester Road creating beautifully crafted bakes using quality ingredients, combining creativity, flavour and community-led values for Brighton customers.

The Lola Store is a vibrant independent shop in the Kings Road Arches on Brighton Seafront. They sell curated lifestyle, gifting and homeware pieces by creative businesses.

Gucky Studio

Hair and Beauty Salon

Founder: Krista Amira Calvo instagram.com/ guckystudio

Gucky Studio is a Brighton-based hair and beauty salon specialising in alternative hair, nails, lashes and tooth gems. Based in Church Street, they pride themselves in being a neurodivergent conscious, LGBTQIA+ space space.

THE BIG STORY

The fi rst fast-jet RAF pilot who has become the UK’s leading motivational speaker JO SALTER MBE

Dr Jo Salter MBE BEng (Hons), MBA, DA (h.c.), is a trailblazer in both aviation and corporate leadership. She is celebrated for her historic role as the first female fast jet pilot in the Royal Air Force.

Her transition to the corporate world has seen her excel in various leadership roles, including her current position at PwC, and being listed as the most motivational speaker in the UK.

Dynamic looks at the life of an entrepreneur and leader who made the transition from the skies to the boardroom

Doctor Joanna Salter MBE was born in Bournemouth in 1968, attending Shirley High School in Croydon, and later attending the nearby John Ruskin College. Her early years did not indicate that she would ultimately make aviation history.

“It wasn’t my plan. I grew up in Croydon and did not know anyone in the military. I loved hair and make-up and, when I was 13, thought maybe I’d become a hairdresser.” Yet, thanks to a national initiative – the WISE bus (Women in Science and Engineering) – and some encouragement, Jo started to consider a career in engineering.

“Th is lady on the WISE course asked me what I wanted to do. I loved maths,

so I said accountancy, and she replied, ‘If you study accountancy, you can only become an accountant. If you study engineering, you can be whatever you want.’ “

For Jo, that changed everything.” With her mother’s support, she pursued A-levels in science and began seeking an engineering sponsorship. In the end, she gained eight O-levels and three A-levels in Maths, Physics, and Electronics.

In 1986, just as the RAF began offering engineering scholarships to women for the fi rst time, Jo applied and was among the inaugural cohort. “They had only ever given them to men before, but that year, 10% went to women,” she recalls.

“She was the fi rst woman to be an operational Tornado pilot. This achievement was more than a personal triumph; it represented, for her and all women, a breakthrough in a traditionally male-dominated field”

Military regulations and the armed forces’ exemption from sex discrimination law meant women would be legally excluded from flying for much of the 20th century. Th is changed in 1989, when the UK government removed these exemptions, effectively allowing women to serve in any role in the armed forces, including flying fighter jets.

So, at 18, Jo joined the Royal Air Force and began studies at the Royal Military College of Science, initially focused on becoming an engineering officer. The pivotal policy change opened the door for women, particularly Jo, to pilot jet aircraft, redirecting her career path towards the skies. In 1992, aged 23, a milestone was reached when Jo earned her wings, a testament to her skill and determination. Her journey didn’t stop there; she completed her fast jet training by the year’s end, a rigorous process that polished her flying prowess.

“At

In August 1994, Jo joined 617 Squadron (a squadron historically remembered for being the Dambusters, operating out of RAF Scampton in Lincolnshire during World War II) at RAF Lossiemouth in the rank of fl ight lieutenant, and was declared ‘combat ready’ by the RAF on February 21st 1995.

She was the fi rst woman to be an operational Tornado pilot, and later flew from both Turkey and Saudi Arabia in the protection of the nofly zone over Iraq. Th is achievement was more than a personal triumph; it represented, for her and all women, a breakthrough in a traditionally male-dominated field, challenging stereotypes and inspiring a new generation of women in aviation.

Asked in 2024 if she found the whole experience frightening, she told Cazenove Capital online, “I was young. I don’t think I feel fear the same way as other people, or at least not until I had children.” When she was asked about her experience flying on the frontline with the RAF, she feels, “After my fi rst was born, suddenly danger was everywhere, though never for myself – always for her,”

Whilst flying ground attack Tornados, Salter started an MBA course with the Open University in 1996, being sponsored by the Ministry of Defence; a course she completed three years later.

18, Jo joined the Royal Air Force and began studies at the Royal Military College of Science, initially focused on becoming an engineering officer.”

POST RAF

After 12 years of full-time service, Jo left the military but has remained engaged with the RAF as a reservist. She is now an honorary Group Captain on 601 Squadron – once nicknamed the “Millionaire Squadron” due to its aristocratic membership. She was a guest of honour when she attended the Top Gun: Maverick premiere, meeting Tom Cruise, and, in 2025, had the opportunity to fly in a Eurofighter Typhoon.

Transitioning from a distinguished military career, Dr Jo Salter seamlessly integrated her skills into the business world. Her expertise in leadership, analytical thinking, and performance under pressure, honed in the RAF, propelled her to senior roles at NetConnect, Automated Power Exchange, and Saltin Ltd., and to the role of Director of Global Transformative Leadership at PwC (formerly PriceWaterhouse Cooper).

She joined PwC in 2015 as Director of People & Organisation and played a pivotal role in steering a vast, global team of 10,000 experts across 138 countries. Th is team, renowned for its diverse expertise spanning industry knowledge, business acumen, talent management, strategy, HR, analytics and technology, worked collaboratively to develop bespoke solutions for clients. In 2020, she moved to the role of Director of Risk Technology Strategy at PwC, where she played a pivotal role in shaping the fi rm’s approach to technology-related risks. Her job involves developing strategies to manage and mitigate risks associated with adopting and integrating new technologies into business operations.

She moved on from this role the following year, to become the Director of Global Transformative Leadership. Jo is also responsible for leading Application Management Services Consulting for the global implementation of Workday, a major project spanning 157 territories and impacting over 240,000 people.

“As an officer, 10% of your career is spent on leadership training, whereas in business, it’s almost none.”

Decisions are frequently stalled by fear of failure or drawnout consensus-building. “In the military, it’s about lifting people up, valuing followership as well as leadership.” She told Cazenove Capital. “My success is about having clear conversations, decisive actions – just saying, ‘Th is is what we’ll do, by this date. Does anyone disagree?’ You’d be amazed how long others have been waiting just for someone to decide. As an officer, 10% of your career is spent on leadership training, whereas in business, it’s almost none.”

Most recently, Jo was appointed Global Advisory GenAI at PwC. In this role, she steers the responsible and ethical implementation of artificial intelligence technologies throughout the company.

CORPORATE LIFE

Jo feels that corporate life can feel more hierarchical than the military.

She later worked for the Open University Business School, ran her own consultancy, became a Director at PwC, and now speaks full-time. Her time in the RAF shaped the qualities she brings to business today, including decisive leadership and the ability to nurture talent.

As she told Cazenove Capital online, “My ability to cut through the noise, to get to the root of the problem – that stems from the military. As an officer, 10% of your career is spent on developing your leadership skills, whereas in business, it’s almost none. We tend to promote technical skills, rather than enabling people to become leaders.”

+WHAT THEY SAY – TESTIMONIALS OF JO’S MOTIVATIONAL SPEECHES

“I can tell you that Jo was excellent, everything she delivered hit the spot and I have been told the day was better because of her contribution, we really enjoyed her participation, thank you very much”

Michael, Learning Sourcing Manager, EDF Energy

“Without a doubt, Jo was the best speaker I’ve ever had the pleasure of listening to. Totally outstanding. A perfect balance of content within Jo’s story, so relevant to our team, our lives and the event. Couldn’t be rated higher, and so many amazing comments from the team about being inspired and taking insights away for change. Please pass on our enormous gratitude.”

Stuart, Head of Business Delivery, Three UK

“We have received tons of positive feedback on Jo – she was amazing and did exactly what we wanted: she was inspirational, conveyed the right messaging on mindset, overcoming obstacles and energised the team. I think many of my colleagues would have loved to spend more time with her … a warmhearted thanks!”

Eva, Head of Marketing & Communications, Deutsche Bank

“Listening to Jo recount her experiences really brought home just how ground-breaking her career has been. Yet, despite her impressive achievements, she was willing to talk frankly about the mistakes she made along the way. We were delighted to be able to welcome Jo into the organisation. She spoke with warmth and humour – and had an infectious energy that gave everyone attending a boost.”

Jamie, Learning Programme Manager, Ministry of Defence

“The group got so much inspiration and learning from her and were very impressed with the amount of time she gave to the group over the evening.”

Allied Irish Banks AIB & AIB Group

PUBLIC SPEAKER

Jo’s public motivational speeches, something she now does full-time, cover a variety of topics. These may range from empowering female leadership in the workplace; how to build high-performance teams; adopting a changed mindset; disruption and transformation and all points in between.

In 2025, she topped a poll ranking keynote speeches delivered in the UK and across Europe. The report, by Champions Speakers, compiled feedback from 2,245 events and conferences which took place between January to the end of November that year.

Th is gave speakers a score out of 10, and Salter came out on top, securing a score of 9.9. Jack Hayes, director of Champions Speakers, who led the research, said: “Th is list identifies the best of the best when it comes to keynote speakers working in the UK and Europe. Congratulations to Jo for coming in fi rst and underscoring her position as a superb and inspirational speaker.

Upon receiving this accolade, Jo said: “It’s an honour to be at the top of this list, as there are so many inspirational people on there, it’s humbling really. My only wish when taking on speaking engagements is to inspire someone in the audience to have the confidence to take that big step they’ve been thinking about but maybe lacked the self-belief to take.

“In 2025, she topped a poll ranking keynote speeches delivered in the UK and across Europe.”

“If just one person can be persuaded, then that is a positive life-changing decision for them, and I am delighted to be able to facilitate those transformational moments.”

The top ten on the list, which Jo heads, contains an impressive alumni of speakers, including former sprinter-turned-motivator, Derek Redmond; Nicky Moffat CBE, previously the highest-ranking woman in the British army; cyber-security expert Sarah Armstrong-Smith; and Katie Piper, a sexual assault victim, who now campaigns on behalf of other victims.

AWARDS, ACCOLADES AND ACHIEVEMENTS

In addition to her professional achievements, Jo offers her expertise to various philanthropic and educational roles. As a Trustee of The Royal Air Force Club, she supports the RAF community, leveraging her experience to benefit the organisation.

Jo’s commitment extends globally as a Trustee for Ripples Charity and an Ambassador for Global Angels, a charity that provides essential resources such as clean water, education, and healthcare to communities worldwide, with a strong emphasis on empowering women and youth.

“In

addition to her professional achievements, Jo offers her expertise to various philanthropic and educational roles.”

Her influence in education is evident in her role as an Associate Lecturer at the Open University Business School, where she shares her extensive knowledge and experience with students, particularly in the MBA Programme, helping shape the next generation of business leaders.

Jo was appointed MBE by HRH Prince William in the 2022 New Year Honours for services to aviation. In that same year, Salter was awarded an Honorary Doctor of Arts by Bournemouth University in recognition of her efforts to promote inclusivity and motivate others.

Enquries for Jo’s public speaking can be made at https://champions-speakers.co.uk

Judging commences to honour the South East’s most inspirational businesswomen

Entries for The 2026 Dynamic Awards have now o cially closed… and it’s been a record-breaking year.

process promises to be both rigorous and inspiring.

An exceptional and diverse group of inspiring businesswomen have stepped forward, putting themselves forward for some of the region’s most respected accolades. Together, they represent the very best of female leadership, innovation and impact across the South East.

The winners will be unveiled at the female business event of the year - a powerful, electric celebration not to be missed. The spectacular awards ceremony will take place on March 26th at The Grand Brighton, where ambition, leadership and impact take centre stage.

With entries now complete, the spotlight turns to the judging panel.

Our distinguished panel of judges – made up of respected leaders and industry experts – is carefully reviewing each submission, considering not just success but the stories behind them. With such a powerful eld of contenders, the judging

Hosted by comedian Jo Caul eld, this exclusive evening brings together inspiring female leaders and allies from across the region for a night of recognition, connection and empowerment.

WATCH THE HIGHLIGHTS FROM LAST YEAR: https://tinyurl.com/d84bw6nc

SPONSORED BY

“We had a fantastic evening at the event that was loaded with ambience, positive energy and amazing women. Connections and great memories were made…”

Pip Rothwell, Managing Director, Technology Triumphs

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

Rachael Dines

The accidental businesswoman building a creative agency with purpose and impact

Rachael Dines never planned to run a business. Her path into entrepreneurship began unexpectedly when a recession-related redundancy occurred during early pregnancy. She gained Chartered Marketer status and, as a temporary measure, turned to freelancing. But as any marketer would, she built a complete brand around herself. What began as a practical solution soon became the seed of something much bigger: Shake It Up Creative.

Over ten years later, Shake It Up Creative is a thriving boutique marketing and web agency specialising in the hospitality, arts and culture, and charity sectors. Known for its collaborative, purpose-led approach, the agency partners with organisations that want to grow through authenticity and impact. Rachael’s leadership style blends commercial courage with creative clarity - a balance that has become the company’s signature.

Over time, her role has grown far beyond agency founder. Rachael is a marketing mentor, speaker, magazine contributor and advocate for women in business. Alongside running the agency, Rachael is also a parent of three and a charity Chair who has raised thousands of pounds for her sons’ primary school.

one-to-one marketing advice to startups. And, she is an ambassador for her local Chamber of Commerce. This breadth of responsibility and impact has earned her a place on the 2026 f:Entrepreneur #iAlso 100 list from Small Business Britain, a list which recognises women combining business leadership with community contribution.

Her voice in marketing and small business has recently gained international recognition. In November 2025, Rachael was invited to Boston to speak at the MarketingProfs B2B Forum (one of the world’s leading marketing conferences), where she shared her expertise in search engine optimisation and building visibility online.

“Rachael is a marketing mentor, speaker, magazine contributor and advocate for women in business.”

She has mentored more than 100 small business owners across Sussex and beyond through funded support programmes, helping founders build confidence, develop strategy and sharpen their messaging. She is a Business & IP Centre (BIPC) Expert in Residence, providing pro bono

For Rachael, success has never been defined solely by revenue or awards. It is measured in strengthened communities, empowered founders, and organisations that find their voice and grow with integrity. Her hopes for the future centre on a world where all genders have equal opportunity and where human stories and meaningful collaborations guide better choices for the next generation and for the planet.

www.ShakeItUpCreative.com

Kellie Miller

Kellie

For as long as she can remember, Kellie Miller has wanted to live a creative life. She has dedicated her life to the Arts as an artist, curator, critic, gallerist, mentor and educator. Her lecturing and teaching span from the early years to Master’s level.

Kellie champions and encourages all forms of creativity.  She feels that creative pursuits and careers have been downplayed and devalued in society, and particularly eroded in our educational systems.  She says, “Promoting the Arts produces well-rounded individuals who not only have the resilience to problem solve and be adaptable, but also make life worth living. Every aspect of our world is shaped by creative minds who transform ideas into reality, yet this contribution is rarely acknowledged or fully valued.”

in time. The act of transforming and making magic is exactly what alchemy is about. It is how she creates her art, her exhibitions and her writing. Finding a seed of an idea and nurturing and growing it are what Kellie excels at.  With a strong belief in herself, she has found it to be her guiding force, enabling her to seemingly create something from nothing.

“Her ability to seize opportunities, sense potential, and take risks has earned her the title of an entrepreneur. “

Her commitment to her art has earned her international recognition, with works in museums in Europe and Asia, as well as in private collections.

She holds Beauty in art dearly, both in what she creates and in how she curates. She believes Beauty is powerful and not frivolous, but can often be political. Kellie also thinks art is critical to our well-being and can be beautiful without being deliberately crude or aggressive. Many different messages can be conveyed through art, but foremost by being approachable and inclusive.

All roads and opportunities have stemmed from her artistic practice. Her ability to seize opportunities, sense potential, and take risks has earned her the title of an entrepreneur. Wearing many hats, she has immersed herself in the creative world and is recognised for her business acumen.

She has the skill to bring people, objects, ideas, textures, and concepts together in places and spaces at any one point

When she set up her studio in 1996, there were very few provisions for artists in Brighton. Biscuit Studio has been a forum for cultural exchange and artistic practice, where many artists and designers have worked, including makers from Japan and Turkey.

In 2013, Kellie opened a pop-up gallery in the Brighton Lanes, initially representing eight artists, at a time when there were few exhibition spaces for artists in the city.  After the project ended, she realised she had a talent for curating and presenting artwork.  Kellie has since secured and developed an iconic space in the heart of Brighton’s cultural quarter, Kellie Miller Arts (KMA), which now represents and supports over 100 artists, has a global reach, and aims to be the best contemporary art gallery in Sussex.

www.kelliemillerarts.com

The future of work

By Dynamic Staff Writer

Here at Dynamic, we look forward to Allbright everywoman’s yearly white paper. Drawing on insights from 363 women across industries, seniority levels and career stages, this year’s research is a true reflection of what we hear from women day to day. The paper explores how women navigate work today, what enables their success, and where organisational systems still need to change to better support them.

And it tells a clear story. Women are not waiting to be fi xed. They are ambitious, adaptable and actively shaping their working lives. The problem is not a lack of drive or capability. It is that systems and cultures are still, too often, failing to keep pace.

WHAT’S

WORKING AND WORTH SCALING

There are clear conditions under which women perform, progress and stay. Flexible working, varied ambition pathways and purposeful engagement with technology stand out as enablers of effectiveness rather than compromises.

Flexibility remains one of the strongest drivers of women’s success at work. When women are able to work flexibly – whether through adjusted hours, hybrid arrangements or greater autonomy over when and where work happens – the benefits are immediate and measurable. Nearly nine in ten report better work–life balance. Productivity, focus, and job satisfaction increase, while feelings of overwhelm decrease.

“Women are not waiting to be fi xed. The problem is not a lack of drive or capability. It is that systems and cultures are still, too often, failing to keep pace.”

The future of work for women is often talked about in terms of aspiration. More flexibility. Better balance. Faster progress. But when you strip away the rhetoric and look at women’s lived experience, the picture is more complex and far more practical.

Importantly, most women do not see flexibility as a career risk. Seven in ten say the flexible working options they currently use have had a mostly positive impact on their career growth. Th is challenges the lingering idea that flexibility is a perk or concession. For women, it functions as a foundation for sustained performance, wellbeing and retention.

Ambition, too, is alive and well – but it is not one-dimensional. Most women rate themselves as highly ambitious,

work for women 2026

yet the shape that ambition takes varies widely. For some, it is about increasing salary or achieving promotion. For others, it is about deepening expertise, building influence, diversifying a career, or starting something new alongside or beyond a traditional role.

Th is matters because many organisations still rely on narrow defi nitions of success. Linear progression models risk overlooking women whose ambition does not follow a single upward ladder. When employers recognise multiple ambition pathways and legitimise different ways of growing, more women are able to see a future for themselves inside the organisation.

AI’s long-term impact and excited by its potential. Yet the majority have developed these skills through self-learning rather than employer support – a gap that carries real consequences.

WHERE THE SYSTEM STILL FALLS SHORT

Despite this momentum, significant barriers remain. These are not personal shortcomings. There are structural and cultural issues that shape women’s daily experience of work.

“While women are investing heavily in their own development, organisational support is not keeping pace.”

Women are also moving quickly in technology. Engagement with AI is widespread and increasingly sophisticated. Many women use it daily or weekly to summarise research, write reports, brainstorm ideas, improve communication, and reduce administrative workload. They are not simply saving time. They are using these tools to think more effectively, prepare more effectively, and improve the quality of their work.

AI use often extends beyond work, supporting organisation, learning and mental load management. There is a strong appetite to learn more. Most women are curious about

Training is one of the most obvious gaps. While women are investing heavily in their own development, organisational support is not keeping pace. Fewer than three in ten women report receiving employer-provided AI training that leaves them feeling equipped. More than half do not feel adequately prepared, despite already using these tools regularly.

Leadership and development training designed specifically with women’s lived experience in mind is also limited. Many women report that their employers offer no women-specific training, or that available programmes are difficult to access. Generic training often fails to address gendered realities such as visibility penalties, confidence erosion or the impact of life stages, including pregnancy and menopause.

Progression is further constrained by structural realities. Nearly half of women say the lack of more senior roles to apply for has had the most detrimental impact on their careers. When next steps are unclear or scarce, momentum stalls – even when ambition remains high.

Stress and burnout feature prominently, alongside reduced confidence. These pressures often sit alongside limited access to development, inconsistent managerial support and, in some cases, hostile or toxic cultures. Over time, the cumulative effect erodes well-being and belief in what is possible.

“Women are equally clear about what would help. This is not about special treatment. It is about retaining experienced talent and protecting performance.”

Flexible working, despite its clear benefits, still carries hidden penalties. Women who use flexible arrangements report lower visibility, slower progression and reduced access to training, networks and informal opportunities. These are not fl aws of flexible work itself, but consequences of how it is perceived and managed.

When flexibility is unavailable altogether, retention risks rise sharply. A significant proportion of women whose employers do not offer flexible options are actively looking to leave. Almost all say they are more likely to choose or stay with an employer that offers flexibility. The message could not be clearer.

Menopause remains another critical and often mishandled issue. Symptoms affect concentration, confidence, energy and stress levels, directly influencing performance and

ten workplaces provide menopause support, and only a similar proportion take it seriously as a workplace issue.

Women are equally clear about what would help. Better manager training, access to healthcare support, reliable information, flexibility during symptomatic periods and, for some, paid leave. Th is is not about special treatment. It is about retaining experienced talent and protecting performance.

WHAT EMPLOYERS NEED TO PRIORITISE NOW

The implications for employers heading into 2026 are practical rather than theoretical. The work is not about fi xing women. It is about fi xing systems.

First, flexible working must be treated as a performance asset, not a career risk. That means making it routine at all levels, designing meetings and communication that do not privilege physical presence, and monitoring progression and training access to ensure flexible workers are not sidelined.

Second, organisations need to support multiple ambition pathways. Progression should not be limited to promotion alone. Skill building, lateral moves, influence, portfolio careers, and new ventures are all legitimate forms of growth. Transparent frameworks and well-equipped managers are essential to making this real.

Third, the training gap must be closed. Learning opportunities need to be visible, accessible and aligned with the skills women want and need to build. Leadership and technical training should reflect gendered realities in the workplace, rather than assuming a one-size-fits-all approach.

Fourth, employers must move from self-learning to employer-supported AI confidence. Women are already using these tools. What they need now is structured, role-relevant support that builds clarity and confidence, rather than leaving individuals to keep up on their own.

Fifth, menopause support should be standard practice. Clear policies, trained managers and practical adjustments protect performance and retention at a critical career stage. Finally, cultural drivers of burnout, toxicity and confidence loss need to be addressed head-on. Workload expectations, behaviour standards and manager capability all shape whether women can sustain momentum or are gradually worn down.

“Perhaps the most striking finding in the research is not what women lack, but what they are already doing. They are ambitious. They are adaptable.”

+WORKING WOMEN IN NUMBERS

44% use AI daily at work; most learned without employer training

47% say a lack of senior roles is the biggest barrier to progression

98% are more likely to stay with an employer that offers flexibility

71% say flexibility has had a mostly positive impact on career growth

89% of women with flexible working report better work–life balance

67% rate their ambition at seven out of ten or higher

20% have taken time off work due to menopause symptoms

MATCHING THE MOMENTUM WOMEN ALREADY BRING

Perhaps the most striking finding in the research is not what women lack, but what they are already doing. They are ambitious. They are adaptable. They are building future-ready skills and reshaping how work fits into their lives.

In 2026, employers have an opportunity to match that momentum. When systems, training and culture evolve in step with women’s realities, organisations do more than support equity. They strengthen performance, retention and leadership pipelines.

The future of work for women is already taking shape. The question is whether employers are ready to meet it.

www.everywoman.com

The business of

By Rachel Bess

In today’s rapidly changing economy, the word ‘pivot’ has become one of the most repeated in boardrooms, investor decks, and strategy sessions. But while agility and adaptability are essential, there’s a growing recognition among business leaders that ease of change isn’t the same as strategic wisdom. Reinvention must be a deliberate choice rooted in insight, timing, and deep understanding of market signals; not chasing trends.

WHAT A PIVOT REALLY IS

In academic and strategic circles, a pivot isn’t a dramatic overhaul for its own sake. Rather, it’s a strategic reorientation of your business in response to new information that challenges the assumptions underlying your current model. Research published in the Strategic Management Journal shows that entrepreneurial firms make pivot decisions only after encountering information that conflicts with or expands their prior beliefs about the business environment or

their capabilities. This process isn’t spontaneous but iterative and evidence-based, not whimsical.

In short, a pivot should be a systematic shift, not a reactionary reset.

SIGNALS IT’S TIME TO CHANGE COURSE

Deciding to pivot is perhaps the most consequential strategic decision a leader makes. Several reliable indicators suggest it may be time to consider a strategic reorientation:

• Market signals are weakening: stagnant sales, declining customer engagement, and a shrinking addressable market suggest the current strategy is no longer driving momentum.

• Customer needs have evolved: When your core offering no longer aligns with what customers value, and the gap can’t be closed with incremental improvements, reinvention becomes imperative.

• Competitive disruption is imminent: When new entrants or technologies carve away your advantage, sticking with the status quo risks obsolescence.

“A pivot isn’t a dramatic overhaul for its own sake. Rather, it’s a strategic reorientation of your business in response to new information”

of reinvention

• Internal feedback points to misalignment: Your team may notice patterns - lost deals, repeat feature requests, or operational friction - that the current model doesn’t address.

These aren’t vague hunches; they’re measurable pressures that, when taken together, indicate a strategic pivot could unlock growth rather than squander effort.

THE COST OF PIVOTING WITHOUT PURPOSE

“Not every challenge requires reinvention. Some market disruptions are temporary or may be better met with optimisation rather than transformation”

PIVOT WITH A STRATEGY, NOT A SWING

While the pivot narrative is compelling, it’s not a silver bullet. Business leaders increasingly caution against unfocused, frequent changes that reset momentum rather than build it. In a 2025 analysis, industry commentators warned that when companies pivot every 6–12 months without clarity, they effectively reset their strategy repeatedly, fragmenting execution and eroding trust both internally and externally.

Constant reinvention risks what some analysts describe as leadership drift: the unintended signal that a company lacks conviction. When direction changes too often, stakeholders and staff can become disengaged and uncertain, ultimately undermining the very agility the pivot was meant to create.

So how do you decide when a pivot is strategic and when it would be premature or costly? The best pivots share several characteristics:

1. Data precedes decision. Informed pivots rely on validated market signals, not instincts alone. This includes customer behaviour analytics, competitor benchmarking, and trend data that collectively point toward meaningful shifts.

2. Grounded in core strengths. Successful pivots don’t abandon what you do well; they extend it. Leveraging existing assets, technologies, or brand equities provides stability while opening new avenues for growth.

3. Managed in stages. Rather than an all-or-nothing shift, the smartest companies pilot changes in incremental phases. This allows them to test assumptions, mitigate risk and course-correct quickly.

4. Balanced by perseverance. Pivoting isn’t mutually exclusive with staying the course. Some of the most successful organisations maintain a stable strategic core while exploring adjacent opportunities - a balance between innovation and execution discipline.

WHEN IT’S BETTER TO HOLD YOUR GROUND

Not every challenge requires reinvention. Some market disruptions are temporary or may be better met with optimisation rather than transformation. In these cases, doubling down on execution excellence, improving customer experience, and refining operations can yield more predictable value than repositioning the business entirely.

Persevering with your strategy makes sense when:

• Existing advantages have not yet fully matured.

• Market disruptions are cyclical or short-lived.

• Customer loyalty still drives sustainable revenue.

Notably, many strategic pivots in business history didn’t happen because old models were broken but because leaders recognised a clear adjacent opportunity that amplified their core value proposition.

www.rachaelbessconsultants.com

Are too many children being

Specialists say the real issue is something else entirely

According to specialists at The ADHD Centre, recent claims in the press that ADHD is being overdiagnosed are missing the real point. The issue is not a surge in incorrect labels; it is rushed assessments, long NHS waiting lists and inconsistent standards across parts of the private sector.

Only 26.6% of children with ADHD in the UK receive any form of treatment. Rising diagnosis numbers, therefore, reflect unmet needs being recognised, not the overdiagnosis suggested in recent coverage. As awareness of neurodiversity grows, more parents are seeking answers to help their children. Th is does not mean families are pushing for labels or that clinicians are handing out careless diagnoses. It may feel as though more children are being identified with ADHD, yet if they are receiving the right support, that is a positive outcome.

The data shows the challenge lies in access, not excess. Around 549,000 people were on NHS waiting lists for an ADHD assessment in March 2025, which reflects system strain rather than widespread overdiagnosis. Prevalence studies estimate that 5–8% of children have ADHD, yet UK diagnosis rates remain below 3 %, so many children are not being identified at all.

“Rising diagnosis numbers, therefore, reflect unmet needs being recognised, not the overdiagnosis suggested in recent coverage.”

The whole point of diagnosing a child or adult with ADHD is to give them the understanding, structure and support they need to thrive at school and in their social lives.

Currently, many children are given a diagnosis and then simply labelled, and then receive only basic support from the SEN at school without the practical tools or guidance that would help them and their parents manage their symptoms. Research consistently shows that when ADHD is identified and properly supported, children experience significant gains in confidence, behaviour and academic progress.

Growing up is challenging enough, so a careful and robust ADHD assessment supported by coaching, school adjustments and/or medication can make a real difference to their confidence and progress. At the same time, thousands of

children still genuinely need a proper assessment and remain overlooked, which is why a balanced and thorough approach is essential.

Dr Kripalani, Consultant Psychiatrist at The ADHD Centre, says: “ADHD is a complex condition. You cannot properly assess a child in a single brief appointment. When the process is rushed, the danger is not that too many diagnoses are made; the danger is that they are inaccurate. Some children get missed, others get misunderstood, and families are left confused.”

A robust assessment is essential. UKAAN and AQAS standards recommend two- to three-hour structured assessments incorporating information from parents, teachers, and clinicians, which is far from what many families currently experience.

“ADHD touches every part of a child’s functioning,” said Dr Kripalani, including emotional regulation, friendships,

being diagnosed with ADHD?

and learning. When we take the time to assess properly, we can see the whole child and give families clarity and practical support.”

“ADHD

is often linked with poorer

academic outcomes and higher risks of anxiety, depression and low self-esteem, which reinforces the importance of early and accurate assessment.”

ADHD is often linked with poorer academic outcomes and higher risks of anxiety, depression and low self-esteem, which reinforces the importance of early and accurate assessment.

Another factor behind the rising demand is the structure of the education system itself. Many parents turn to a formal diagnosis because additional help in school often depends on having a recognised condition. Clinicians say this reflects pressure within schools rather than eagerness for a label. This matches national findings that only children with formal identification can reliably access extra time or support plans in exams, making diagnosis a gateway to fairness rather than a trend.

The ADHD Centre believes the way forward is not fewer diagnoses. It is better, more consistent assessments so every child receives an accurate understanding of their needs.

The ADHD Centre is a UK-based clinic specialising in the diagnosis, treatment and ongoing support of children and adults with Attention Deficit Hyperactivity Disorder (ADHD). With a multidisciplinary team of psychiatrists, psychologists, and specialist ADHD coaches, the Centre offers a comprehensive, personalised approach to managing ADHD at every life stage.

www.adhdcentre.co.uk

+REFERENCES

NHS England, ADHD Management Information (May 2025) www.england.nhs.uk/long-read/attentiondeficit-hyperactivity-disorder-adhdmanagement-information

NICE Guidelines for ADHD: Diagnosis and Management (NG87) www.nice.org.uk/guidance/ng87

Royal College of Psychiatrists, ADHD in Children and Young People www.rcpsych.ac.uk/mental-health/mentalillnesses-and-mental-health-problems/ adhd-in-children-and-young-people

UKAAN – Adult ADHD Assessment Quality Assurance Standard (AQAS) www.ukaan.org

Government SEN Statistics, England www.gov.uk/government/collections/ statistics-special-educational-needs-sen

Girls and ADHD underdiagnosis research (various peer reviewed sources) Example overview: https://www.additudemag. com/girls-with-adhd-underdiagnosis

IS IT BURNOUT OR Why so many women don’t

FBy Gudiya Dagur Patel

or many women, exhaustion doesn’t hit all at once. It creeps in slowly. You wake up tired but get on with it. You feel flat but still push through. Sleep gets lighter and more disturbed, digestion gets unsettled and irregular, focus gets harder and memory patchier , but nothing feels urgent enough to pause.

So, you don’t.  So, burnout often slips in unnoticed.

We live in a world that rewards momentum. There is always something to respond to, something to manage or solve and women are particularly good at adapting. Used to responsibility and high standards, we slip easily into autopilots. We keep working, caring, organising and showing up often without questioning the cost.

Over time, this ‘just get on with it’ attitude becomes the default. The body adjusts, and the nervous system learns to function under constant pressure. And because life keeps moving, we rarely pause long enough to recognise that something isn’t right.

Burnout and depression can look remarkably similar. Low mood, lack of motivation, poor sleep, brain fog, irritability and emotional flatness - the overlap is significant. Many women are told they’re depressed when what they’re actually experiencing is nervous system overload.

When stress becomes chronic, the nervous system stays switched on. The body remains in a low-level state of alert, rarely dropping into true rest. Sleep becomes disrupted. Digestion slows or becomes erratic. Energy dips unpredictably. Low mood and anxiety can set in, and life can feel meaningless, but this is because the nervous system is exhausted.

From the outside, this can easily look like depression.

What’s often missed is context. How long have you been pushing? How much emotional and mental load are you carrying? When was the last time you truly rested - not just slept or flicked channels but switched off? These questions matter, yet lifestyle and nervous system health are still not always explored deeply enough.

Women are particularly vulnerable to this misdiagnosis because we are so good at functioning while unwell. We meet deadlines, appear capable, look “fine.” Inside, though, the nervous system is running on overdrive. Over time, that state becomes familiar. Exhaustion feels normal. Overwhelm feels expected.

At that point, burnout doesn’t register as burnout - it feels like life.

The risk of labelling burnout as depression is that treatment can focus on managing symptoms rather than addressing the cause. Therapy and medication can be supportive, but if the underlying issue is chronic stress and nervous system dysregulation, recovery can feel slow or incomplete. Many women sense that something is still off, even when they’re doing everything they’ve been advised to do.

Recognising burnout requires space, and that’s often the hardest thing to allow. Space to slow down enough to

“Burnout and depression can look remarkably similar. Low mood, lack of motivation, poor sleep, brain fog, irritability and emotional flatness - the overlap is significant.”

OR DEPRESSION? don’t see the difference

notice patterns. Space to step out of survival mode and reassess how life is actually being lived. Without that pause, women continue to push through fatigue, low mood, and fog, assuming this is just how things are now.

“Burnout and depression deserve different conversations and different approaches.

When we understand that distinction, we stop blaming ourselves and start listening instead.”

Burnout isn’t a lack of resilience or motivation. It’s a stress injury and a sign that the system has been running without recovery for too long. Healing often begins not with doing more, but with doing less and learning to respond rather than react. By allowing the nervous system to soften, rather than constantly demanding performance from it.

Burnout and depression deserve different conversations and different approaches. When we understand that distinction, we stop blaming ourselves and start listening instead.

That’s why I created Just Be… Retreats. I wanted to offer women a space to pause, to step out of the constant doing, and to reconnect with themselves in a way that feels safe and nurturing. These retreats are designed to help you notice the patterns of stress and exhaustion in your body, to release what you’ve been carrying, and to give your nervous system the support it needs to truly rest and reset.

Investing this time isn’t indulgent - it’s essential. It’s a chance to slow down, reflect, and practice self-care in a way that goes beyond quick fixes or surface-level rest. By giving yourself this space, you allow clarity, energy, and balance to return, helping you move through life with more ease and presence and to stay grounded.

Just Be… isn’t about doing more. It’s about creating space to simply be, to reconnect, and to remember that calm, clarity, and wholeness aren’t things you have to chase-they’re already within you.

For more information about the retreats, go to www.justberetreats.co.uk

You can find out more about Gudiya at www.gudiyawellness.com or on Instagram @wellnesswithgudiya.

+ABOUT GUDIYA DAGUR PATEL

Gudiya Dagur is a wellness expert with more than 15 years of experience in holistic health, aesthetics and mindfulness. She is the Managing Director of the multi-award-winning PHI Clinic on Harley Street in London and founder of Gudiya Wellness. With qualifications in Clinical Nutrition, Transformational Coaching and Mindfulness, she blends science-backed practices with Ayurvedic and naturopathic principles. Her personalised, heart-led approach helps clients cultivate balance, inner peace and authentic wellbeing.

FURTHER READING… HOW TO HANDLE A COLLEAGUE EMPLOYEE WHO KEEPS MAKING

AnneMaartje Oud is author of ‘What to do if...? How to handle any situation at work and come out winning’, a book published by Kogan Page

If you are dealing with someone who consistently underperforms and makes excuses, it can be extremely frustrating. It slows down the team’s progress, lowers the quality of work, and forces others to take on extra tasks. Sometimes it even leads to conflicts among team members due to the uneven distribution of effort and responsibility.

“If we listen to the reasons behind their excuses, we might be able to help them.”

If the issue isn’t addressed, it can create distrust among team members. And if leaders, in particular, fail to address the problem, people may perceive the situation as unfair and feel there is a lack of accountability for behaviour.

EMOTIONALLY CHARGED: HOW TO LEAD IN THE NEW WORLD OF WORK

By Alicia A. Grandey & Dina Denham Smith (Oxford University Press, 2025)

Blending research and real-world case studies, this guide helps leaders manage emotional complexity at work. It offers evidence-based strategies for emotional regulation, difficult conversations, supporting staff wellbeing and navigating tensions between productivity and compassion in modern workplaces shaped by hybrid work, AI and psychological demands.

It might be that the goals weren’t clear enough to begin with, so it’s important to delve deeper by asking open-ended questions to uncover the root cause. “Why are you not meeting your goals?” can be a simple but helpful question. Sometimes, what initially appears as an excuse may come from valid obstacles that you hadn’t previously recognised.

If we listen to the reasons behind their excuses, we might be able to help them. Is the task too challenging for them? Are they bad at time management? Do they need training or other resources?

GETTING ALONG: HOW TO WORK WITH ANYONE (EVEN DIFFICULT PEOPLE)

by Amy Gallo (Harvard Business Review Press, 2024)

This guide explains psychological and communication tools for dealing with difficult colleagues and stressful interactions. With evidence-backed techniques, it prepares readers for real workplace friction, negotiations and personality clashes with actionable strategies.

SUPERCOMMUNICATORS:

HOW TO UNLOCK THE SECRET LANGUAGE OF CONNECTION

By Charles Duhigg (Penguin, 2025)

Pulitzer-winning author Charles Duhigg explores why strong communication is the cornerstone of workplace success. Drawing on research and vivid case studies — from jury rooms to corporate teams — he shows how mastering different conversational dynamics helps you navigate difficult conversations, build trust and resolve conflict more effectively.

COLLEAGUE OR MAKING EXCUSES

However, we should also communicate the impact their behaviour has on work, on you, and on others. This way, they’ll understand how their actions slow everyone down and why it’s important to do better. Give feedback that is kind but also specific, objective and focused on behaviour and outcomes.

“I’ve noticed that you’ve missed a deadline three times now. You often have an explanation, which I understand, things come up. But when it happens more than once, it comes across as avoiding ownership, and it impacts the team’s momentum. Meeting deadlines is a basic expectation, so I need you to

AUTHENTIC: THE MYTH OF BRINGING YOUR FULL SELF TO WORK

By

Jodi-Ann Burey (HarperCollins, 2025)

A searing critique of the corporate myth that being “yourself” at work solves everything. Through research, memoir and interviews, Burey shows how employees — especially marginalised ones — are asked to perform emotional labour without structural support, and how authenticity can become a burden rather than liberation

take full responsibility and let me know early if something might slip.”

“We should also communicate the impact their behaviour has on work, on you, and on others.”

If things aren’t working out, as a leader you may decide it’s time to rethink an employee’s tasks. If necessary, consider reassigning some of their tasks (temporarily) to better align with their capabilities.

Sometimes, however, enough is enough. If after support and opportunities to improve, the behaviour doesn’t change, it may be necessary to take more formal steps. You can always remember the phrase: we help first, but we hold firm!

POWERFUL PHRASES

FOR DEALING WITH WORKPLACE

CONFLICT

By Marshall & Amy Wallace (Career Press, 2024)

A practical, employee-centred guide to handling conflict with colleagues and supervisors. It provides ready-to-use phrases and communication strategies to defuse tension, assert boundaries and protect your interests without escalating disputes.

MINDSET MATTERS: HOW ATTITUDES SHAPE YOUR WORK AND WELL-BEING

By Gemma Leigh Roberts (Kogan Page, 2025)

For employees wrestling with stress, change and career uncertainty, this book uncovers how mindsets influence job satisfaction and resilience, and gives readers practical exercises to shift thinking, reclaim agency and reduce burnout.

Whispering landscapes The works of Valérie Wartelle

By Kellie Miller

Valérie Wartelle’s wet felt artworks draw you in. At first glance, you perceive the works to be constructed of layers of paint. On closer inspection, you become aware of the way the light dances on the surface of her works. The blurring effect creates Turnerlike imagery, giving each piece a more profound meaning and inviting you to engage further.

Wool is Valérie’s language; she layers, teases, and tames - blending the lines between surface and depth, merging landscape and emotion. This slow, deliberate craft mirrors nature’s own rhythms: unpredictable yet purposeful, grounded yet ever shifting.

Drawing inspiration from the rural environment, Valérie creates contemplative, semi-abstract artworks rich in climate, texture, and light. These are highly textured pieces

in which cloth is embedded, and threads unravelled, as a painter with her brush.

The wet felt process is unpredictable, yet Valérie takes meticulous control and ownership of her medium. She builds her imagery by positioning individual strands, taking delight in the fact that she isn’t leaving any aspect of her process to chance. Building layer upon layer, often ten or more, until she is satisfied, not only with the overall composition but with the balance of colour, contrast and textures.

“Drawing inspiration from the rural environment, Valérie

creates contemplative, semi-abstract artworks rich in

climate, texture, and light.”

Strata

She says, “I explore the deep emotional and sensory connections we hold with the natural world. These works are not literal landscapes, but evocations - intimate responses shaped through fibre, textile, and colour.

Using the traditional craft of wet felting and the expressive qualities of natural fibres, my process is both tactile and

immersive, allowing me to work in a way that feels instinctive and meditative.”

Suspended between abstraction and landscape, each piece offers a space for quiet contemplation. Inviting you to reconnect with the quiet knowing we carry within - an emotional memory held in the body. Valérie hopes to offer not just imagery, but a felt presence: a tactile whisper that draws the viewer inward, toward their own intimate relationship with the land.

Kellie Miller is an artist, curator, critic and gallery owner.

Kellie Miller Arts, 3 Church Street, Brighton, BN1 1UJ

www.kelliemillerarts.com

“Who doesn’t love Paris? But is it feeling slightly ‘been there, done that’ these days?”

By Tess de Klerk

Who doesn’t love Paris? But is it feeling slightly ‘been there, done that’ these days? It doesn’t have to – for each tourist-saturated attraction, there’s an equally compelling corner of the city that rewards curiosity with local colour and culture. Here’s how to see Paris differently this year. Love culture, hate crowds?

Try the Musée AlbertKahn just outside central Paris in Boulogne-Billancourt. The space is unexpected and feels

like a philosophical project rather than just a museum. It houses a large and fascinating collection of early 20th-century colour photography - the Archives de la Planète – and is surrounded by hectares of gardens that flow from French formality into Japanese serenity. It’s contemplative, beautiful and a real counter-rhythm to crowded galleries.

Closer to the Seine, the Musée Guimet (Place d’Iéna, 16th arrondissement) opens Paris outward to the world. As Europe’s leading museum of Asian art, it houses serene Buddhist sculptures, Khmer stone carvings, Japanese prints and Indian ritual objects. Its galleries are calm and spacious with an atmosphere that inspires slow wonder rather than quick photos.

PaRiS ALTERNATIVE

My Parisian favourite, with its peaceful heartbeat, is the Musée Rodin. Housed in what used to be the gracious Hôtel Biron with its lovely garden, you’ll fi nd an extensive collection of Rodin’s sculptures, including The Th inker and The Kiss, all presented in natural light and unguarded spaces that you can inhabit rather than peer at through crowds. The setting creates a feel of intimacy that’s hard to fi nd in major capitals.

atmospheric. The surrounding Musée de l’Armée provides layered insights into French history, while the complex itself feels meditative rather than crowded.

A stone’s throw from Musée Rodin, you can get your fi ll of history at an alternative to bustling Notre-Dame. Les Invalides delivers quiet drama. Beneath its gold-leaf dome lies Napoleon Bonaparte’s tomb, monumental and

THE EIFFEL TOWER – DEFINITELY BEEN THERE, DONE THAT?!

Paris’s skyline is famously low and wide, with fantastic views available from more than just the Eiffel Tower. Head instead to Parc de Belleville in the city’s east. From its upper terraces, Paris unfolds in a wide panorama of rooftops, church spires, and distant monuments, all without crowds. Locals come here at sunset with coffee or wine, turning the view into a shared ritual.

“If you find yourself in Paris with beautiful weather, head to La Petite Ceinture, an old railway line partially reclaimed by nature...”

Another timeless choice is the Arc de Triomphe terrace, where you can climb above the Place de l’Étoile and enjoy sweeping perspectives over the avenues radiating outward, showing the city’s geometry and glimpses of landmarks without the dense crowds below. The Montparnasse Tower observation deck is the best choice if you’d like a perfect photo of the Eiffel Tower, but it is popular and can get busy. For a truly panoramic vantage point with minimal fuss, head to Galeries Lafayette’s rooftop terrace near Opéra. It’s free to access and gives towering views over Haussmann rooftops, with the Eiffel Tower on the distant skyline - especially lovely at sunset.

HIDDEN CORNERS

Clearly, not everything worth seeing in Paris comes with a queue. Often, it’s the weird and wonderful little shops, unexpected galleries or old bookstores that stay with you after the big names fade.

I like to dive into the city’s literary soul in antiquarian bookshops nestled around Saint-Germain-des-Prés and the Latin Quarter. These aren’t just shops; they’re living archives where first editions, vintage prints and forgotten maps wait to be discovered.

Not exactly alternative Paris, but the Absesses Metro station in Montmartre is a great little piece of history. One of the city’s deepest stations, it’s best experienced on foot, climbing the narrow spiral staircase lined with lovely tiled murals. At street level, you emerge through one of Hector Guimard’s original Art Nouveau entrances, all curved iron and glass. Outside, Place des Abbesses is lively with cafés and regular pop-up weekend markets.

If you find yourself in Paris with beautiful weather, head to La Petite Ceinture, an old railway line partially reclaimed by nature, for an adventurous stroll where overgrown vines and quiet tracks feel like a secret Paris park. It’s a lovely way to escape the boulevards and see the city through a different lens.

Neighbourhoods like Belleville and Ménilmontant are evolving too - multicultural, youthful, and full of street art, local cafés and vibrant energy far from tourist itineraries. There are soft edges to explore here: boutiques, murals, small galleries and cafés that feel like they belong to the city’s everyday life.

AUTHENTIC EVENINGS

Paris’s nights can be as memorable as its days, and if you skip the big shows and cabarets, you step into the city’s real after-dark rhythm.

Admittedly becoming a bit touristy these days, Caveau de la Huchette has been hosting jazz since the 1940s and still feels hidden in a vaulted cellar in the Latin Quarter. It’s the kind of place where it’s all about the music and locals mingle with travellers over wine and rhythm.

For something younger and slightly rough-edged, L’International is a long-standing live-music venue showcasing indie bands, experimental sounds and emerging artists. It’s casual, affordable, and distinctly local - the kind of place you discover through word of mouth rather than listings.

Another treasure, Le Louxor is an Art Deco cinema restored to its former

glory, screening independent and classic films in French and English. Watch a film, then post-screening wine for an evening that feels authentically Parisian.

Paris is an easy destination to reach from the UK. A hop, skip and jump and you can find yourself a whole world away from home. Don’t be discouraged by the throngs of tourists and queues – simply choose alternatives, and you might find yourself newly inspired by The City of Light.

“Paris’s nights can be as memorable as its days, and if you skip the big shows and cabarets, you step into the city’s real after-dark rhythm.”

WOKING

CYBER RESILIENCE & AI COMPLIANCE WORKSHOP

Interactive training designed for SMEs to understand digital risks, AI compliance and practical resilience strategies. Delivered by experts, this session helps businesses prepare for modern tech challenges with confidence.

Surrey Chambers of Commerce Dukes Court Office, Woking February 11th www.businesssurrey.co.uk/events/ cyber-resilience-and-ai-compliance-training-for-smes/

GUILDFORD GENERATION NEXT PUB MEETS

Casual networking evening for young professionals (18–35) focused on conversation, career growth, leadership and local connections. A welcoming space to meet peers, share ambitions and expand your professional circle. Organised by Surrey Chamber of Commerce

Three Pigeons, 169 High Street, Guildford February 11th

www.businesssurrey.co.uk/events/gen-next-pub-meets/

WHAT’S ON...

A brief snapshot of art and culture in the region

BORDE HILL

KIDS TRAIL: MISSION SPRING AT BORDE HILL

A family-friendly outdoor garden trail where kids follow clues to find signs of spring, learn about nature and earn a reward — great for half term or weekend fun.

Borde Hill Garden, West Sussex February 14th - March 22nd bordehill.co.uk

WEYBRIDGE HALF TERM AT BROOKLANDS MUSEUM

Hands-on experiments, engineering challenges and interactive demonstrations will keep curious minds entertained this half term. A lively and educational programme set within a landmark museum.

Brooklands Museum, Weybridge February 14th-17th brooklandsmuseum.com

LEATHERHEAD LEATHERHEAD THEATRE: ROYAL BALLET WOOLF WORKS

Virginia Woolf defied literary convention to reveal rich inner worlds through heightened, poetic realism. Choreographed by Wayne McGregor, Woolf Works translates her stream-of-consciousness style into movement, rejecting traditional narrative.

Leatherhead Theatre, Leatherhead February 9th leatherheadtheatre.com

BRIGHTON BRIGHTON DOME: CLASSICAL COFFEE CONCERTS

Mid-morning classical performances in an informal setting, featuring chamber music and emerging talent. A relaxed way to experience live music during the winter months.

Brighton Dome, Brighton Selected dates throughout February brightondome.org

A programme of contemporary art exhibitions presented in the iconic modernist building, pairing ambitious visual work with one of Sussex’s most dramatic coastal settings.

De La Warr Pavilion, Bexhill February – March dlwp.com

BRIGHTON WHERE ARE ALL THE LESBIANS? RESEARCHING THE MUSEUMS’ COLLECTION FOR REPRESENTATION

Join Lisa Hinkins, Collaborative PhD Researcher with Brighton & Hove Museums, for an introductory workshop inviting local cis, trans and non-binary lesbian women to explore how lesbian lives are represented in Brighton & Hove Museums’ collections.

Brighton Museum & Art Gallery February 22nd Brightonmuseums.org.uk