Platinum Business Magazine - Issue 145

RISK-FREE M&A DEALS

PATERNITY RIGHTS CHANGES THE HIDDEN RISKS OF GROWTH

LONDON GATWICK DELIVERS A STRONGER NETWORK

PÉTER MAGYAR THE BIG STORY WHAT NEXT FOR HUNGARY?

Thursday 12th November 2026

BIG STORY

36 Péter Magyar

With the ejection of Viktor Orbán from power in Hungary, the nation has some bridges to build. So what happens next?

NEWS

6 National news

A round up of important business stories from around the world

8 Local news

A look at the business news stories across the South East

EVENTS

10 Platinum Club

Going strong in its 16th year, see the highlights of the April get-together

26 Central South Business Awards

The countdown is on for this amazing event

30 Penny Farthing Tour

The Team GB penny farthing tour of the USA

46 Platinum Property Awards

A new look for the event, but the entries are still open. Get involved!

58 Surrey Business Awards

Announcing the prestigious 2026 event, taking place in Guildford in November

PROPERTY

48 PROPERTY SECTION

Covering all aspects of property, from architecture, planning, tendering, construction, real estate, property news culminating in the inaugural Platinum Property Awards

BUSINESS

12 Gatwick Airport

Delivering a stronger network for the South East

16 Paternity rules

The biggest changes to paternity laws in decades

20 Omny Group

Why HR needs a different role in business performance

22 base Insurance

The hidden risks of growth

44 MDHUB

Lisa Cooper: leadership with a lioness’ heart

60 Cleankill

Specialist bird-proofing solution restores safety at training tower

PLATINUM MEDIA GROUP

LEGAL

24 Mayo Wynne Baxter

What the changes in Business

Property Relief mean for business owners

32 DMH Stallard

How to win an Employment Tribunal claim

34 DMH Stallard Roadmap to Exit

A risk-free M& deal?

FINANCE

14 Kreston Reeves

How insolvency practitioners can help manage cashflow

18 Partridge Muir & Warren

How the Iran situation is leaving the world economy in dire straits

28 Southover Wealth

The tax deadline is almost a year away, so act now!

TRAVEL

62 The Great British Brain Drain

Why people, especially creatives, are moving overseas to do their UK work

MOTORING

64 The Beast from Bavaria

Maarten Hoffmann road tests the BMW M5 Touring, and lists it as an early contender for his Car of the Year.

WELCOME

Welcome to the May issue of Platinum and Dynamic magazines.

We cover a host of sectors, subjects and events to ensure you are up to date and informed on what is going on across the South East.

The Big Story profiles Péter Magyar, the new PM of Hungary and his plans for the country. We also cover details of how to win an employment tribunal; how an insolvency practitioner can help protect investor confidence; how London Gatwick are enabling easier travel; and what the changes to Business Property Relief mean for your business.

We also look at the biggest change in paternity rights for decades and the Dire Straits of investor confidence over the Iran issue. The new Property Section looks at the Landlord and Tenants Act, the contractual controls of land and lots of sector news.

Motoring reviews the Beast from Bavaria - the all-new BMW M5 Touring and the question as to whether this is our new Car of the Year. And Travel looks at the great British Brain Drain and the £3 billion lost as people flee the UK.

So, as you can see, we really have covered a really broad spectrum of business and there are many more features to find inside.

Sunshine, a glass of Pimm’s and Platinum Business Magazine - sounds like a great start to summer.

The PlatinumTeam

info@platinummediagroup.co.uk

CONTACTS

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

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

BUSINESS DEVELOPMENT MANAGER: Imogen Hunt imogen@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

RICHARD CARING SELLS STAKE IN THE IVY

Richard Caring has sold his majority stake in The Ivy Collection and other brands for £1.4bn to DIAFA. The transaction includes several names, such as Sexy Fish, Annabel’s, and Harry’s Bar. Ashley Saxton, DIAFA Global Chief Executive, said, “Richard has spent decades building something that goes far beyond a restaurant portfolio. He has created a collection of cultural institutions that define how the world’s most discerning guests experience hospitality. Our role, as the strategic partner bringing global reach and long-term capital to this partnership, is to support these extraordinary brands in realising the full breadth of what they can become.”

GOVERNMENT APPROVES £575M TELEGRAPH TAKEOVER

The Government has approved the £575m takeover of the Telegraph newspaper group by a German media firm. Politico and Business Insider owner Axel Springer struck a deal with the Telegraph Media Group last month, after a possible takeover by Daily Mail and General Trust (DMGT) was rocked by competition concerns. Culture Secretary Lisa Nandy confirmed she had given the deal the go-

ahead. In a written statement, she said: “In my quasi-judicial role I have assessed the proposed merger between Axel Springer and the Telegraph Media Group Holdings Ltd under the public interest media mergers regime and the foreign state influence regime as set out in the Enterprise Act 2002.”

NATIONAL NEWS

DEMAND FOR SOLAR PANEL GOES THROUGH THE ROOF

Demand for rooftop solar systems across the UK and Europe has surged since the start of the Iran war, as households rush to shield themselves from soaring power prices triggered by the worst global energy disruption in history. The conflict has pushed oil, gas and electricity prices sharply higher, hitting companies and households alike and accelerating efforts to find cheaper alternatives and reduce exposure to volatile energy markets.

Solar is among those options, with demand from homeowners more than doubling for some industry players since the war began in late February, according to interviews with more than half a dozen energy equipment wholesalers and renewable utilities in Germany, Britain and the Netherlands.

BP PROFITS SOAR

BP’s profi ts for the first three months of 2026 have more than doubled following a surge in oil prices since the beginning of the Iran war. In its first results since the conflict broke out, the energy giant reported first-quarter profi ts of $3.2bn (£2.4bn) after an “exceptional” performance in its oil trading business. The figure was higher than analysts had expected and far ahead of income in the same period last year, which reached $1.38bn. The oil price has seen sharp swings since the start of the US-Israel war with Iran.

❛❛ War is when your government tells you who your enemy is. Revolution is when you figure it out for yourself ❜❜

Napoleon Bonaparte

EXPECT STOCK MARKET FALL, SAYS BOE

The Bank of England expects stock markets around the world to fall as share prices do not reflect the many risks facing the global economy, its deputy governor has said.

Sarah Breeden, who is also the Bank’s Head of Financial Stability, said: “There’s a lot of risk out there and yet asset prices are at all-time highs. We expect there will be an adjustment at some point.”

She pointed to several factors that markets seemed complacent about.

“The thing that really keeps me awake at night is the likelihood of a number of risks crystallising at the same time – a major macroeconomic shock, confidence in private credit goes, AI and other risky valuations readjustwhat happens in that environment and are we prepared for it?”

GOVERNMENT BORROWING HITS THREE-YEAR LOW – FOR NOW

Annual UK government borrowing has fallen to a three-year low, but analysts do not expect the improvement to last because of the impact of the Iran war. Borrowing fell £19.8bn to £132bn in the year to March, the Office for National Statistics (ONS) said, the lowest since

META BREACHES EU LAW

2022-23. The total was slightly below the £132.7bn predicted by the Office for Budget Responsibility.

However, analysts say borrowing could worsen this year if inflation picks up and if the government offers support

to some households to cope with higher energy bills. Since the outbreak of the US-Israeli war with Iran, energy prices have surged due to the Strait of Hormuz, which usually carries about 20% of the world’s oil and liquid natural gas supplies, effectively closing.

CITY FIRMS ON AN INVESTMENT RECRUITMENT DRIVE

The tech company Meta has been found to be in breach of EU law for failing to prevent children under 13 from using its Facebook and Instagram platforms. Issuing the preliminary findings of a nearly two-year investigation, the European Commission said that Meta did not have effective measures in place to stop under-13s accessing its services. The US tech company was unable to meet its own terms and conditions that set 13 as the minimum age to access Facebook and Instagram safely, the commission said. Following an initiala assessment, Meta was found in breach of the EU’s Digital Services Act (DSA), which requires it to “diligently identify and mitigate the risks” of under-13s using its platforms.

NATWEST BOSS HECKLED OVER CLIMATE POLICIES

The chair of NatWest was forced to defend the bank against accusations of “climate backtracking” at a chaotic annual shareholder meeting. Not long after the meeting began in Edinburgh, it was adjourned for about half an hour after a protester interrupted Rick Haythornthwaite’s opening speech.

Protesters in the audience, wearing black T-shirts emblazoned with “No more big oil” and “No bombs”, then sang a song to the tune of Frère Jacques, with a chorus of “No more bombs, no more oil”. When the meeting resumed, it was dominated by questions from shareholders about NatWest’s climate policies, as well as staff wages compared with bumper executive pay packets.

City firms are pinning their hopes on a government-endorsed advertising blitz fronted by a finance-savvy CGI squirrel to encourage cautious British savers to shift out of cash and start investing.

The long-awaited retail investment campaign, which will cost up to £50m,

is part of the chancellor Rachel Reeves’ nationwide push to encourage more financial risk-taking, amid fears that risk-averse consumers are losing out and ultimately stymying UK growth.

Chris Cummings, the Chief Executive of the Investment Association lobby group, which is steering the campaign, said: “Every year since the global financial crisis, we’ve had more wellintentioned regulation that has come in that has been designed to offer consumer protection. But where we’ve ended up is protecting people out of capital markets.”

❛❛The measure of a man is what he does with power ❜❜ Plato

CHAMBERS IN CALL TO PM

UK business leaders have called on the government to build an EU-style “trade bazooka” to protect Britain’s economic interests in response to the latest tariff threats from Donald Trump.

As transatlantic tensions rise, the British Chambers of Commerce said the UK’s “inadequate economic security” was putting growth and jobs at risk. The lobby group, which represents thousands of firms, urged Keir Starmer to take the lead in protecting Britain from external crises, saying there had been “years of neglect by successive governments”.

Geopolitical tensions, the impact of Brexit, the Covid pandemic, and wars in Ukraine and the Middle East mean

UK companies are navigating an increasingly fraught global backdrop for international trade.

NEW BEER DEAL FOR SUSSEX CRICKET

Sussex Cricket has agreed a new multi-year partnership with historic family brewer and pub company Shepherd Neame. The agreement brings together the world’s oldest professional sports club, established in 1839, with Britain’s oldest brewer, based in the market town of Faversham, Kent. It becomes the most lucrative pouring rights

partnership in the club’s history.

Investment in new bar infrastructure at the historic County Group is also included in the partnership. Several new bars have been installed around the ground ahead of the 2026 season, including a 40-foot container bar overlooking the boundary on the east side.

BUS FIRMS CONTRIBUTE £210M TO THE ECONOMY

LOCAL NEWS

❛❛ If you really look closely, most overnight successes took a long time ❜❜ Steve jobs

SIU LAUNCHED

The Sussex Intelligence Unit (SIU) launched in April as the first independent, cross-sector research platform for Sussex, created to give businesses, public bodies, voluntary sector leaders and policymakers the research and insight needed to inform decision making.

It is launched as the Sussex and Brighton Mayoral Combined Authority is confirmed with a mandate to deliver regional policymaking on strategy, economic growth, transport, housing, climate and the environment, public health and safety. The SIU will provide regionally specific research and insight evidence focused in four key areas - growth, infrastructure, governance and belonging.

Brighton & Hove Buses and Metrobus delivered a £210 million contribution to the UK economy in 2025 and supported 3,000 jobs, according to a new report by Oxford Economics. Brighton & Hove Buses and Metrobus are part of the Go-Ahead Group, contributing £6.4 billion to the UK economy in 2025 and supporting 86,900 jobs across the UK.

The services provided by the two operators are relied upon by millions of customers every day. They operate over 480 buses from multiple depots, provide over 120 bus services, and employ over 1,800 people.

Brighton & Hove Buses has also made significant investments in recruiting more women drivers than ever before and has provided exemplary, industry-leading accessibility initiatives that make travel accessible for everyone.

CLAIRE’S GOES IN SUSSEX - ONLY TO ANNOUNCE A SWIFT RETURN

Despite announcing the last of its Sussex stroes’ cloruses, Claire’s is set to reopen on UK high streets from June, with around 50 locations planned under new operational management. The jewellery and accessories chain will be relaunched by the operator currently running its stores across France, Austria, Portugal and Spain. Julien Jarjoura, founder of jewellery company Une Ligne, said he had received approval from Claire’s US owner Ames Watson to resume trading in the UK and was in the process of signing new leases with landlords. Jarjoura plans to open between four and ten locations per week from June.

BEXHILL LAW FIRM ACQUIRED

Stephen Rimmer LLP has acquired Bexhill-on-Sea-based Donaldson Dunstall, taking the firm’s headcount to around 130.

The deal, which comes in Eastbourne’s Stephen Rimmer LLP’s 45th anniversary year, brings significant expertise in conveyancing, wills and probate, and private client work into the business. Donaldson Dunstall has been serving clients from its Bexhill base since 1998. Post-acquisition, all of the company’s partners and

staff are set to remain in their roles under Stephen Rimmer’s ownership. The acquisition takes Stephen Rimmer’s team to 15 partners, 40 fee-earners and close to 130 staff overall across its four south coast offices. In the 2026-27 year, Stephen Rimmer LLP expects to generate turnover of more than £10 million.

SOUTH COAST CPS SHOW LOOMS

The countdown is on for West Sussex property and construction professionals, with just one week left to claim discounted ‘early bird’ tickets to the south coast’s biggest property show.

South Coast CPS will bring together over 1,200 senior professionals from Weymouth to Chichester, championing the region’s future, getting key people

talking at St. Mary’s Stadium on, November 11th and 12th. The ticket price of £250 includes access to both days, packed with high-level networking, panel discussions led by the region’s decision-makers, and headline speakers to be announced soon.

Tickets are available at www. southcoastcps.co.uk/south-coastcps-conference-2026/tickets

ARROWTOWN AT THE CO-OP

Two brothers from Heathfield are celebrating as their all-natural vodka soda is stocked in a popular supermarket.

Rob and James Smith are the co-founders of Arrowtown Drinks. They announced recently that they have secured a retail listing in a selection of Southern Co-op stores across the region. James said their brand has come a long way since he and Rob launched it in

December 2020 during the COVID pandemic. The goal of Arrowtown Drinks is to ‘make drinks fi t for the 21st century’ with all-natural ingredients, unique flavour combinations and about 100 calories per can. All the drink ideas and recipes are James’ and Rob’s. Arrowtown Drinks has a conservation side too, partnering with Ocean Co, where every can sold removes two plastic bottles from the ocean.

NEW PORTSMOUTH BID LAUNCHED

The centre of Portsmouth is heading for a much-needed spruce-up under a new scheme that aims to attract shoppers by making the area more attractive. Portsmouth traders have voted to introduce a Business Improvement District (BID) to make the city centre more vibrant and “welcoming to all”. Among

CONCERN

REMAINS OVER KENT WATER SUPPLY

Businesses in Tunbridge Wells have said they’re concerned for potential future water outages, after South East Water failed to promise they wouldn’t happen again. The water company’s statement was made during questioning in Parliament in April.

One impacted business was The Kitchen Table, which was forced to close its doors for eight days. Manager Rosemary Willis told Rayo, “Financially, it impacted us, but more to the point, it impacted our customers. Because we are a mental health charity, and it’s mainly regulars that come in, it’s the impact on them of having us close was bigger than the financial one.”

❛❛ Start where you are. Use what you have. Do what you can. ❜❜

Former Wimbledon champion, Arthur Ashe

NEW SURREY HQ FOR FOOD WHOLESALER

A business which supplies world foods to wholesalers and foodservice customers across the UK and Ireland has acquired a new headquarters in Surrey. The deal sees Golden Acre Foods relocate from Chertsey to 5,260 sq ft premises at Waterman’s Business Park in Staines-upon-Thames. Golden Acre launched with a line of yoghurts more than 20 years ago and has since developed a range of brands, including Najma, Elsinore and Hungry Boar, supplying food from Poland, Romania and South Asia. Property consultancy Vail Williams oversaw the search for the new offices, led by partners Maria Hoadley and Natalie Furtado, and surveyor Natalie Furtado. Golden Acre has now signed a 15-year lease at Waterfront – a fully refurbished Grade A development at the Waterman’s Business Park.

the features that could be added to the BID are events and cultural activities, more marketing, more

cleaning, a “greening up” programme to introduce more flowers, and new street art, bunting, or other injections of colour. The BID, which will be funded by a charge levied on city centre businesses and will also be eligible for grants, is managed locally and so those in charge can decide what they want to bring in.

PLATINUM CLUB IS A REALLY WELL ORGANISED NETWORKING GROUP, WITH THE HOSTS HELPING TO FACILITATE TO ENSURE WE ALWAYS MAKE USEFUL NEW CONTACTS AT EACH EVENT

LLOYDS BANK

❛❛ ALL BUSINESS IS BASED ON RELATIONSHIPS, AND PLATINUM GIVES YOU THE PLATFORM TO CREATE THE MEANINGFUL HUMAN CONNECTIONS THAT MATTER

BAILEY & FRENCH

We meet once per month, excluding August. If you would like to attend an event, please get in touch info@platinummediagroup.co.uk

As annual membership isn’t required, we look forward to welcoming you to the most effective, enjoyable and lively networking group in the South

❛❛ WE SEE THE PLATINUM CLUB AS AN IMPORTANT AND INTEGRAL PART OF OUR BRAND AWARENESS STRATEGY, THROUGH INTERACTIONS WITH WELL CONNECTED BUSINESS PEOPLE AND OTHER INFLUENCERS. IT IS WELCOMING AND GREAT FUN TOO! ❜❜ MATTIOLI WOODS

Introducing

London Gatwick delivers a stronger network for the South East

London Gatwick is making it easier for passengers across the South East and beyond to travel efficiently – with improved connections and new business-friendly routes

CONNECTING MORE COMMUNITIES – NIGHT AND DAY

As London Gatwick’s route network grows, convenient, reliable and sustainable ways to reach the airport become ever more important.

From next month (June 6th), Great Western Railway (GWR) will trial new overnight services between Reading and London Gatwick. The new services will extend the time people can travel to and from the airport, later into the evening and for the busy early morning period.

The 12-week GWR trial is designed to offer more choice for passengers across Surrey and the Thames Valley, calling at key destinations including Reading, Wokingham, Guildford, Dorking Deepdene, Reigate and Redhill.

Alongside rail, London Gatwick continues to strengthen local bus links to ensure communities across the region can reach the airport with ease. Building on momentum from 2025 – which included investment to support local services and extend hours of operation – the number of local bus routes

operating 24/7 is set to increase from seven to eight later this year, supporting passengers and airport staff who need dependable travel options outside standard timetables.

These services provide constant connection across the local area to key catchments such as Crawley, East Grinstead, Horsham, Redhill and many more.

tween London Gatwick and major towns and cities across England and Wales. Recent FlixBus additions include services between the airport and Milton Keynes, Brighton, Leeds, Bradford, Cambridge and Manchester – all of which are running multiple times per day.

Coach connectivity is also expanding, improving access be-

Together, these developments support a clear aim: widening access, improving resilience and giving passengers greater choice in how they travel to the airport – whether they are catching an early flight, returning late, or simply looking for a more convenient public transport option.

These improvements also support London Gatwick’s Decade of Change sustainability strategy by increasing the use of public transport for journeys to and from the airport.

AIRPORT’S SUMMER SEASON OFF TO A FLYING START

A number of new airlines and routes have recently launched at London Gatwick, adding further momentum to the airport’s network, and supporting trade, investment and business travel for the South East.

A key development is the launch of a three-times-daily service to Frankfurt, delivered by the German airline Condor, connecting London Gatwick with one of Europe’s most important financial centres and a major international hub. With morning, afternoon and evening flights, the frequency is particularly valuable for business travellers seeking sameday returns, while also expanding onward connectivity.

London Gatwick has also welcomed the return of Air France, which is operating

a twice-daily service to Paris-Charles de Gaulle(CDG). The route strengthens access to one of Europe’s leading capitals and provides onward connections through CDG. For businesses, this combination of frequency and hub connectivity creates more reliable options for short-notice travel, improves global

reach and adds resilience to corporate travel planning.

These route launches sit within a wider wave of new airlines joining the airport this year, reflecting continued demand for London Gatwick’s market and the confidence carriers place in the airport’s offer. Other recent arrivals include Eurowings, with services to Cologne and Stuttgart, AnimaWings to Bucharest, and Jet2 fl ying to 29 destinations.

More airlines are also due to begin services in the coming weeks, such as AirAsia X, Air Arabia, Beijing Capital and Pegasus – further broadening choice for passengers and strengthening connectivity across Europe and beyond. In addition, Air Transat will be adding a

new service to Ottawa from May 15th.

A NEW APPROACH TO COMMUNITY FUNDING

London Gatwick is updating how it supports communities across Kent, Surrey and Sussex. After more than 20 years of community funding through the Gatwick Airport Community Trust (GACT), charitable giving will transition to the new London Gatwick Community Fund. However, while the name and structure are changing, the purpose remains consistent: to support community-led projects that widen opportunity across the region.

The refreshed approach introduces three county-based Foundation Funds, which will focus on shared priorities such as skills and pathways to opportunity, community wellbeing and inclusion, environmental improvement and resilience, young people and education, and support for vulnerable groups.

There will be three funding rounds planned each year, providing a clear and consistent route for eligible organisations to seek support.

BEHIND THE BUILD AT GATWICK

As it continues to invest in infrastructure to improve the passenger experience and strengthen operational efficiency, London Gatwick has been showcasing how its construction teams have been taking on new challenges that shape the future of the airport.

the future of the airport.

London Gatwick’s expanding network helps businesses reach customers and partners, supports inbound visitors to the region and reinforces London Gatwick’s role as the gateway that links local enterprise with global opportunity. and strengthen operational efficiency, has

Scan the QR code to take a look at its latest LinkedIn series and learn more about construction at the UK’s sec-

latest LinkedIn series and learn more

ond-biggest airport.

By James Hopkirk, Restructuring Partner, Kreston Reeves

How insolvency practitioners can help manage cash flow and protect investor confidence for CMT companies

In the fast-moving creative, media and tech (CMT) sectors, growth often happens in cycles – intense development, delivery or pitching periods followed by essential waits for the next funding round. Revenue often lands in milestones, and even strong businesses can face short-term cash flow problems.

Cash flow issues can make you feel on edge, especially when funding delays are totally out of a director’s hands. It naturally leads to those nagging

payment is typically months behind delivery and high upfront costs in talent, development and production. Income, especially for those in the pre-revenue phase, is often concentrated in milestones or funding events.

All of this makes waiting for funding feel even trickier and more uncomfortable. The perspective of a restructuring professional can give the board comfort to navigate these challenges.

❛❛ Cash flow issues can make you feel on edge, especially when funding delays are totally out of a director’s hands ❜❜

thoughts like, “If the funding doesn’t come through soon, are we even doing the right thing by carrying on trading?”

A restructuring professional can offer help to stabilise the situation, protect the underlying business, and keep investor confidence strong while you wait for funds to land.

UNDERSTANDING THE CHALLENGES FACED BY CMT COMPANIES

Creative, media and technology companies frequently operate with challenges such as long project lead times, where

WHAT SHOULD DIRECTORS DO DURING FINANCIAL PRESSURE?

When you hit a bump in the road, it’s best to go back to basics. Directors must act in good faith, promote the company’s success, exercise independent judgment, and use reasonable care and skill. Sticking to these principles can guide you through the difficult periods.

However, should there be any doubt that the company can pay all its obligations, duties may shift to creditors rather than shareholders.

To fulfil their responsibilities, directors should:

• Monitor the financial position carefully and frequently

• Assess the impact of changing circumstances, especially investor delays

• Keep clear, detailed board minutes of decisions and the rationale behind them

HOW A RESTRUCTURING PROFESSIONAL CAN HELP DIRECTORS REDUCE RISK

Bringing in a restructuring professional helps by giving clear guidance on

❛❛ For founders and directors in CMT, involving a restructuring professional early is a proactive step, not a sign of failure. ❜❜

your legal duties and supporting you in reducing the risk of wrongful trading or personal liability.

We can help you:

• Hold regular, minuted board meetings: Make sure your board minutes set out why you believe there’s a reasonable prospect of avoiding insolvent liquidation and that any assumptions are challenged constructively.

• Consider new credit carefully: Further borrowing might still make sense in certain situations, for example, finishing a high-value project where income is secure.

• Decide whether trading should continue:  There’s no single legal point where trading must stop. In many cases, continuing will be in creditors’ best

interests if there is a reasonable belief that funding is on its way

• Stress test your assumptions: Review whether your assumptions would hold up under a worst-case scenario.

WHY EARLY ADVICE MATTERS

For founders and directors in creative, media and tech, involving a restructuring professional early is a proactive step, not a sign of failure. It demonstrates responsible leadership, reassures investors, and could open up solutions that simply aren’t available if the situation becomes urgent.

HOW WE CAN HELP

At Kreston Reeves, we offer:

• Clear diagnosis of your financial position

• Tailored, sector-aware solutions for

your company

• Advice to minimise personal liability

• Guidance to strengthen investor and stakeholder confidence

• Support to avoid common legal and financial pitfalls

• Our initial conversation is free and fully confidential

(0)33 0124 1399

www.krestonreeves.com

‘Biggest change in decades’ to

• From the start of April 2026, working fathers will be given the ’day-one’ right to paternity leave, amongst other key changes

• The new rules could impact nearly a million parents a yearbut fewer than three in ten parents understand the upcoming changes

• When made aware of the changes, seven in ten parents think they do not go far enough or are not fit for purpose

• Stigma and potential impact on their career still prevent fathers from taking shared paternity leave

The majority of working parents are not aware of the new changes to paternity leave rules - the biggest expansion to eligibility rules in decades. In addition, most of those who do know do not think they go far enough, and the majority of fathers believe that stigma still stops most of them from taking shared paternity leave.

The new figures - released today by parental career support experts MATRI Coaching - show that just 29% of working parents say they are aware of the rule changes and understand what they will be. An additional 38% say that while they understand there will be changes, they are not aware of what the actual changes are. And a further third (33%) did not know any changes were set to take place whatsoever.

The research includes working parents of children under 18 and those currently ‘actively planning’ to have children. Amongst the latter, just 25% understand the changes.

WHY DO THE RULE CHANGES MATTER?

According to Sophie Maunder, parental leave expert and founder of MATRI Coaching, the rules are ‘the biggest ac-

cess to expansion since paternity leave eligibility rules were introduced’.

They also address an outdated rule that saw fathers who have been with an employer for less than 26 weeks have no legal right to any time off when their child was born. The research shows that nearly half (44%) of parents or prospective parents were unaware of this - something 74% of parents say was ‘wrong and unfair’.

The major changes will see:

• Fathers given the legal right to paternity leave from day one with an employer

• Entitlement to unpaid parental leave from day one - rather than after a year

• The restriction preventing paternity leave from being taken after Shared Parental Leave is removed

• Statutory paternity pay will rise from £187.18 per week to £194.32 per week

Around 427,000 fathers have a child whilst in employment each year. With the impact also felt by their partners, close to a million parents are impacted by the new rules.

However, research from MATRI Coaching shows that the vast majority do not believe the rules regarding parental

❛❛ Paternity leave rules in the UK are the least generous of any European country, offering an entitlement to just two weeks’ leave ❜❜

to UK paternity laws

time off go far enough. Just 27% say they feel they are fair, with 42% saying they do not go far enough, and an additional 27% going further and believing they are ‘not fi t for purpose’.

Indeed, paternity leave rules in the UK are the least generous of any European country, offering an entitlement to just two weeks’ leave and statutory paternity pay of £187.18 per week.

By comparison, fathers in Spain enjoy up to 17 weeks leave on full pay, while those in Norway, Sweden, Iceland, Fin-

❛❛ Just 27% say the changes feel they are fair, with 42% saying they do not go far enough, and an additional 27% going further and believing they are ‘not fit for purpose.’ ❜❜

land and Denmark enjoy between nine and 15 weeks of leave.

ATTITUDES, AS WELL AS RULES, NEED TO CHANGE

However, the research suggests that it is not just the laws around paternity leave that need change, but attitudes towards taking it. Official figures* show that only 4-5% of fathers currently take advantage of shared parental leave. Among fathers in the survey who did not take it, 37% said it didn't make financial sense for them, and 24% said they were not even aware of it.

But perhaps most concerningly, 22% highlighted concerns it could impact their career, and 12% believe there is a ‘stigma’ around men taking time off to look after a baby.

Sophie Maunder adds: “First and foremost, we welcome any change to parenting laws that benefi ts working mothers and fathers. While a step in the right direction, I would agree with the results of the survey that show that most do not think paternity leave laws in the UK go far enough. All too often, we are expected to work like we don’t have children, and parent like we don’t have jobs. For most new parents, two weeks with the father before he goes back to work just isn’t enough.”

“MATRI, which helps employers support and retain workers whilst they have children, has recently extended its support to men and secondary caregivers. We’ve seen how little support fathers currently get, and our research proved that Fathers want support over this transition so they can feel more invested and create a fairer, more balanced return to work with their partners. Helping men and secondary caregivers become more involved creates a win-winwin: retaining valuable talent, reducing recruitment costs, and fostering more engaged fathers. Ultimately, creating a fairer, more balanced return for all parents.”

By Simon Lewis, Chartered Financial Planner, Partridge Muir & Warren

DIRE STRAITS

The recent volatility in financial markets provides a useful reminder that investors are no better than anyone else at predicting wars and their outcomes.

However, facts can help shed light on some of the possible economic consequences. In the near term, the primary concern is the significant reduction in maritime traffic through the Strait of Hormuz.

Prior to the conflict, over 100 ships passed through the strait each day, mostly laden with oil, liquified natural gas and petrochemicals. It normally ac-

In the circumstances, it is no wonder that oil prices increased dramatically, rising quickly from around $60 to over $100 a barrel, reaching levels last seen in the aftermath of the invasion of Ukraine. Although a reopening of the Strait might be negotiated soon, it will take a long time to recover from the supply interruption over the last month or so.

One might have expected the impact on financial markets to have been more

❛❛ It is no wonder that oil prices increased dramatically, rising quickly from around $60 to over $100 a barrel, reaching levels last seen in the aftermath of the invasion of Ukraine. ❜❜

counts for about 20% of global supply, and most of it heads to China, India, Japan and the Far East.

OIL GLUT TO OIL SQUEEZE

The closure of the Strait has halted traffic, and only a very small number of ships have been allowed to transit. Most of those ships had been carrying Iranian oil, providing a source of revenue for Iran.

Having failed to negotiate an end to hostilities, the US announced a naval blockade to prevent ships from leaving Iranian ports, presumably with the objective of ending that revenue stream.

extreme. After all, financial markets fell heavily in 2022. It seems that investors expect this time to be different.

Evidence of this view can be found in the oil futures market. It might cost you over $100 for a barrel of oil today, but if you were now buying oil to be delivered in a year’s time, the price would be $80. The most significant driver is that energy markets previously predicted a global oil glut. An increase in supply, combined with slowing economic growth,

meant that prices were expected to be driven down. Therefore, the capacity to absorb a prolonged supply interruption is greater now than in 2022.

Although not immune to the price increase, the US is self-sufficient in oil and gas and has plenty to spare. It is the world’s largest energy exporter, so it will be a net beneficiary of the current crisis.

WHAT NEXT FOR INTEREST RATES?

An oil shock creates a dilemma for central bankers. Reduced supply pushes up prices, and that feeds through into the price of pretty much everything. Around half of the oil consumed is used for transportation. Around 15% is used

in the manufacture of fertiliser, so a higher oil price means higher food prices. It is also the origin of plastics and so many of the household products we consume, so Inflation rises.

❛❛ Looking forward, we expect investment volatility to persist. Nevertheless, there are still plenty of opportunities for investors ❜❜

However, higher energy prices act like a tax on consumption, reducing demand and slowing economic growth. The knee-jerk central bank response of higher interest rates to combat price inflation just kicks the economy while it’s down.

It’s an easier square to circle for the US Federal Reserve, which has a dual mandate that requires it to target both inflation and employment. The Bank of England targets only inflation, and the fear is that it will dogmatically increase rates, adding further damage to the UK economy.

The UK is particularly vulnerable, and the OECD has predicted both a reduction in UK economic growth and an increase in government borrowing rates.

WHAT NEXT FOR INVESTORS?

Looking forward, we expect investment volatility to persist. We will continue with our highly diversified approach to keep volatility to a minimum. Nevertheless,

there are still plenty of opportunities for investors, and we remain confident about the outlook for future investment returns.

Whatever happens, our view is that the combination of structural change to oil supply chains and the loss in confidence of supply from Gulf states will be inflationary. Our client portfolios have been positioned for higher-than-expected inflation over the medium term, and recent events only serve to reinforce our view.

This is an abridged extract from our latest financial commentary on April 13th 2026 which you can view at www.pmw.co.uk/news

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

www.pmw.co.uk

Partridge Muir & Warren Ltd (PMW) is authorised and regulated by the Financial Conduct Authority.

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.

By Liz Beck, Executive Coach and Head of Business Development, Omny Group

Why HR needs a different role in business performance

Most organisations do not have a talent problem. They have a system problem. In a labour market defined by volatility, rising expectations and increasing legislative pressure, many businesses are still treating hiring, leadership, culture and performance as separate initiatives. The result is not just inefficiency. It is inconsistency, frustration and ultimately underperformance.

What is emerging in response is a different way of thinking about HR. Often referred to as Systemic HR, it is not a new set of programmes. It is a shift in how the organisation itself is designed and delivered.

WHAT IS SYSTEMIC HR?

Systemic HR moves the focus away from isolated activities, towards the organisation as a whole. It is not just about redesigning the organisation, it is about aligning day-to-day HR delivery, leadership capability and long-term strategy so they reinforce each other.

our system is making it hard for people to perform?

THE THREE SHIFTS ORGANISATIONS MUST MAKE

From our perspective, moving to a systemic approach requires three fundamental shifts.

• From activity to capability. HR is no longer measured by what it delivers, but by how effectively the organisation performs. The focus moves from programmes to outcomes.

GETTING EXECUTIVE BUY-IN

One of the biggest barriers to adopting a systemic approach is how it is positioned. However, if Systemic HR is framed as a people initiative, it will always sit on the periphery. To gain traction, it needs to be understood as a performance strategy. Instead of saying: “we need to invest in leadership development”, position it as our current leadership capability is constraining growth and increasing attrition risk.

❛❛ Structural change alone will not create a systemic organisation. The real shift happens in how leaders think and operate. ❜❜

• From silos to system design. Hiring, leadership, structure, performance and culture are designed and managed as one interconnected model, not as separate initiatives.

The shift begins with asking different questions. Not just who do we need to hire, but what capabilities are we building, and how does it fit? Not just how do we improve engagement, but what in

• From reaction to anticipation. Workforce decisions are based on forward-looking insight, using data to anticipate capability gaps rather than reacting to them once they appear.

LEADERSHIP AS THE LEVER FOR CHANGE

Structural change alone will not create a systemic organisation. The real shift happens in how leaders think and operate.

Most leaders are still rewarded for delivering within their own function rather than for strengthening the whole system, making siloed thinking hard to break down. Coaching and targeted development play a critical role in build -

❛❛ The question for leadership teams is not whether change is needed, but where their current system is holding them back ❜❜

ing and sustaining leadership capability across the organisation. It shifts leadership from managing outputs to shaping conditions, which is essential in an interconnected and fast-moving landscape.

WHAT THIS LOOKS LIKE IN PRACTICE

A systemic approach does not add more activity. It changes how decisions are made. That might mean redesigning roles and team structures before hiring, aligning leadership behaviours with performance expectations so culture is reinforced rather than contradicted, linking workforce planning directly to business strategy, and using data to spot challenges.

GETTING STARTED

For most organisations, this shift does not begin with a full transformation. It starts with identifying where the current system is creating friction. That might be high attrition in critical roles, inconsistent leadership behaviour

across teams, difficulty scaling, or slow decision-making.

This work requires ongoing alignment across HR delivery, leadership and organisational design as the business evolves. From there, the focus is on redesigning the underlying system rather than layering additional initiatives.

RETHINKING THE TALENT CHALLENGE

Recruitment and retention remain high on every leadership agenda. But focusing solely on attraction is no longer enough. Systemic HR reframes the question. Instead of asking “how do we attract better people?”, it asks “what kind of organisation are we asking them to join, and is it set up for them to succeed?”

AN INTEGRATED FUTURE

The organisations that perform strongest over the next decade will be the ones designing better systems where people, processes and technology work

together and where leaders understand their role in shaping that environment.

In that context, HR becomes a critical partner in how the business works. The question for leadership teams is not whether change is needed, but where their current system is holding them back and whether they are prepared to redesign it.

Liz Beck is Executive Coach and Head of Business Development, at Omny Group, the only B2B people business in the UK to offer HR, Health & Safety, Employee Benefi ts and Employment law services under one roof.

For a free initial consultation, contact hello@omnygroup.co.uk

By Daniel Stoner, Managing Director, base Insurance Brokers

The hidden risks of growth

Why expanding businesses often outgrow their insurance

Every ambitious business wants to grow. It’s why we go into business. Growing a business is exciting, even if it can be a rollercoaster ride. In the pursuit of success, it’s almost inevitable that operational details may be overlooked. And one of the most common mistakes is to take your eye off your insurance.

Most businesses set up insurance early on, when things are simple. At that point, policies are based on a snapshot of the company, including its sales,

staff, activities and assets. But businesses rarely stay the same for long. As companies grow and change, their insurance often stays the same. Over time, coverage that once seemed right can slowly become out of date. These gaps usually go unnoticed until a problem happens.

WHEN SUCCESS OUTPACES PROTECTION

Insurance policies are calculated on the information you provide. Sales numbers, staff size, locations, and business ac-

❛❛ Most businesses set up insurance early on, when things are simple. At that point, policies are based on a snapshot of the company... ❜❜

tivities all affect how your coverage is set up and priced. When these things change, your company’s risks change as well.

Growth can occur in many ways. It can happen incrementally, step by step, and you can leap forward with a huge new contract. Each change, whether small or large, can significantly change the company’s risk profile. If you do not review your insurance regularly, you might end up with coverage that only fi ts how your business looked years ago.

RISING TURNOVER, RISING EXPOSURE

One of the most common issues appears in professional indemnity insurance. As turnover increases, business-

es typically take on larger and more complex work.

For example, a consultancy, design studio, or media agency might start with small projects but later work on major campaigns or big developments. As project values rise, so does the financial risk if something goes wrong.

If your policy limits were set when your sales were lower, they might not match the size of possible claims now.

Professional liability claims can come up long after the work is finished. By the time a problem arises, your business may have grown significantly, yet your insurance may still be based on how things were before.

often means buying new equipment, technology, or property. But insurance amounts are often based on old values. If your property, equipment, or stock is insured for less than it would cost to replace, you could end up underinsured. If you make a claim, the insurer might pay less because of the lower declared value.

Any changes to sales, staff, assets, or operations should prompt a discussion about updating your protection.

By doing this, insurance becomes a proactive part of managing risk, not just something you rely on after a problem.

THE VALUE OF AN ACTIVE BROKER As your company becomes more complex, having an experienced insurance adviser becomes even more important.

❛❛ If your business is growing quickly, do not treat insurance as a one-off purchase. Your coverage should change as your business changes. ❜❜

This means your business might only receive part of the claim, even if the loss is covered by your policy.

WHEN BUSINESSES EVOLVE

HIRING STAFF CHANGES THE RISK EQUATION

Growth almost always means bringing new people on board. While adding to your team is exciting, it also brings new responsibilities.

In the UK, if you employ staff, you must have employers’ liability insurance by law. But following the rules is just one part. As your business grows, management risks also increase.

As your team grows, risks such as workplace injuries, employment disputes, and discrimination claims can become more significant. Informal workplaces often become more structured, and leaders may face HR problems they have not seen before.

At this point, many businesses start considering additional protection, such as management liability or directors’ and officers’ insurance.

EXPANSION AND THE UNDERINSURANCE PROBLEM

There is another hidden risk when businesses add more assets. Growing

Growth is not just about doing more work. It often means doing different kinds of work too. For example, a marketing agency might start making films. A property consultancy could begin managing developments instead of just giving advice. A tech company might move from consulting to launching its own products.

Each of these changes affects your business’s risks. If you do not tell your insurer and update your policy, the new activities might not be fully covered.

Policies are written based on the information provided at the time they are arranged. If the business evolves but the policy does not, coverage gaps can appear without anyone noticing.

INSURANCE AS PART OF THE GROWTH STRATEGY

If your business is growing quickly, do not treat insurance as a one-off purchase. Your coverage should change as your business changes.

Reviewing your policy regularly helps you check if your coverage still matches your business size and activities.

A proactive broker can help you see how growth might change your risks. They can review your policy limits, spot new liabilities, or adjust your coverage as your business changes.

For industries like property, media, professional services, and fast-growing small businesses, this kind of advice can make a big difference.

Growth is worth celebrating, but it also brings new risks. Making sure your insurance keeps up with your business helps protect the progress you have worked hard to achieve.

Daniel Stoner Founder / Managing Director of base Insurance Brokers.

Find out more at www.baseinsurance.co.uk

01273 101380 daniel@baseinsurance.co.uk

By Matt Parr, Partner, Mayo Wynne Baxter

INHERITANCE TAX AND YOUR BUSINESS:

What the changes to Business Property Relief mean for Sussex business owners

For many business owners across Sussex, one of the most valuable forms of tax relief available has long been Business Property Relief (BPR). This relief has historically allowed qualifying business assets to be passed on free from Inheritance Tax (IHT), providing a vital lifeline for families seeking to preserve the businesses they have built over generations.

from IHT at either 100% or 50%, depending on the nature of the asset/ how it is held. For many owner-managed businesses, this has meant that, on death, the business’s value can pass to the next generation without a potentially crippling IHT bill. It has been one of the most powerful tools in the private

client adviser’s armoury, and for good reason: without it, families could be forced to sell or break up a business simply to meet a tax liability.

WHAT IS CHANGING?

On April 6th 2026, the Government introduced a cap on the amount of

However, significant changes announced by the Government in the Autumn Budget 2024, and subsequently refi ned, mean that from April 2026, this relief will look very different. If you own a business or hold shares in a qualifying unquoted company, now is the time to understand what these reforms mean for you and your family.

WHAT IS BUSINESS PROPERTY RELIEF?

Business Property Relief has been a cornerstone of succession planning for decades. In broad terms, it allows certain business assets, including shares in unquoted trading companies, interests in partnerships, and assets used in a business, to qualify for relief

❛❛ Significant changes announced by the Government in the Autumn Budget 2024, and subsequently refined, mean that from April 2026, this relief will look very different ❜❜

combined business and agricultural property that can benefit from 100% relief. Under the new rules, only the first £2.5 million of qualifying business and agricultural assets will attract full 100% relief from IHT.

Any value above that threshold will be subject to a reduced relief rate of 50%, meaning that the excess will effectively be taxed at 20% (being 50% of the standard 40% IHT rate). For businesses worth signifi cantly more than £2.5 million, this represents a substantial shift and could, for the first time, give rise to a meaningful tax liability on death.

allowance stood at £1m, but significant pushback from the business and farming communities led the Government to raise it to £2.5m in December 2025.

THE SPOUSAL TRANSFER: A KEY CONCESSION

One of the most important refinements to the original announcement was a

transferable £2.5 million allowance? Have you considered lifetime gifting strategies that could reduce your estate’s exposure to IHT? Are your business assets structured in the most tax-efficient manner? Do you hold AIM-listed shares as part of your investment portfolio, and if so, have you reconsidered their role in your estate planning?

❛❛ The Government has confirmed that any unused portion of the £2.5 million allowance can be transferred to the surviving spouse or civil partner ❜❜

In addition, shares listed on the Alternative Investment Market (AIM), which currently qualify for 50% BPR, will see their relief rate reduced to 50% of the standard rate, effectively resulting in a 20% IHT charge, with no nil-rate allowance.

Under the initial proposals, the overall

concession on the transferability of the £2.5 million allowance between spouses and civil partners. Initially, there was considerable concern that on the death of the fi rst spouse, the £2.5 million allowance would simply be lost if the business assets passed to the surviving spouse (as such transfers are already exempt from IHT).

The Government has since confi rmed that any unused portion of the £2.5 million allowance can be transferred to the surviving spouse or civil partner, in a manner similar to the way the existing nil-rate band and residence nil-rate band can be transferred. This means that a surviving spouse could potentially benefi t from an allowance of up to £5 million before the reduced rate of relief applies.

For married business owners, this is a welcome development, but it requires careful planning to ensure the allowance is maximised and not inadvertently wasted, depending on the business’s value and future growth potential. It’s always worth reviewing your planning periodically for this very reason.

WHY SHOULD SUSSEX BUSINESS OWNERS ACT NOW?

Business owners should review their succession plans, Wills, and the overall structure of their estates in light of these changes. There are several key questions to consider. Is your Will structured to take full advantage of the

These are not questions with simple or universal answers. Every business, every family, and every estate is different, and the interaction between BPR, Agricultural Property Relief, the nil-rate bands, and the new rules creates a level of complexity that demands bespoke professional advice.

HOW MAYO WYNNE BAXTER CAN HELP

At Mayo Wynne Baxter, our expert Private Client team has extensive experience advising business owners across Sussex on estate planning, tax mitigation, and succession. We understand the unique pressures that business owners face, and we know that your business is not just a financial asset; it is your livelihood, your legacy, and often the product of a lifetime’s work. Our team can help you navigate these changes, review your existing arrangements, and put in place a plan that protects both your business and your family going forward.

The changes to BPR represent one of the most significant shifts in IHT planning in a long time. Do not leave it to chance. If you are a business owner and have not yet taken advice on these reforms, we would strongly encourage you to get in touch with our Private Client team at the earliest opportunity. A conversation today could make a signifi cant difference to your family’s financial future tomorrow.

OUT Tickets

”The awards were one of the most professional we have ever attended” Heathrow Airport

FINANCE

What savers often overlook about their retirement pot. By William Martin, Managing

Director, Southover Wealth

The tax deadline is almost a year away - so act now!

Over the last few weeks, I’m sure you will have spotted more than a few finance articles advising you to use your allowances before the end of the tax year. This is excellent advice. In many cases, it’s a case of use them or lose them.

Now that we are fresh into the 2026/27 tax year, I would like to offer alternative advice. Take advantage of tax breaks now – and maximise your advantage.

Instead of waiting until the last few weeks of the tax year, using your allowances earlier can give your savings and investments more time to grow in a tax-efficient way. Over time, this extra period can really add up.

each tax year, and the government says this limit should stay the same until at least April 2031.

Any interest, dividends, or capital growth you earn in an ISA are not taxed further in the UK. But if you don’t use your full allowance by the end of the tax year, you lose the unused amount.

der 65 will only be able to put £12,000 a year into cash ISAs, though the total ISA allowance will still be £20,000. This means it’s even more important to plan how you use your ISA over the long term.

2

PENSION CONTRIBUTIONS: TAX RELIEF AND LONG-TERM PLANNING

❛❛ Instead of waiting until the last few weeks of the tax year, using your allowances earlier can give your savings and investments more time to grow. ❜❜

Many people add money to their ISAs in March to meet the deadline, but putting money in earlier gives your savings or investments more time to grow taxfree.

Pensions are still a key part of retirement planning, partly because you get tax relief on what you put in. Most people can put up to £60,000 a year into their pension, including contributions from themselves, their employer, or someone else.

Here are three allowances worth considering sooner rather than later.

1 ISA ALLOWANCES: MAKING THE MOST OF YOUR TIME

The Individual Savings Account (ISA) is still one of the most popular ways to save tax-efficiently in the UK. Right now, you can put up to £20,000 into an ISA

For example, if you invested £20,000 in a cash ISA with 5% interest at the start of the tax year, by the end of the tax year, you will have earned approximately £1,000 in interest!

Looking ahead, there’s a planned change: from April 2027, people un-

You usually get tax relief on your pension contributions at your highest rate of income tax. If you pay higher or additional rates, you might need to claim extra relief through your tax return.

Adding to your pension earlier in the tax year gives your investments more time to grow in a tax-friendly way.

Pension rules are changing too. From April 2027, most unused pension funds

and some death benefi ts will likely be counted as part of your estate for inheritance tax. This means retirement and estate planning may become more closely linked.

3 GIFTING ALLOWANCES: GRADUAL ESTATE PLANNING

When planning for inheritance tax, people often think about big decisions, but yearly allowances can help too. Everyone can give away up to £3,000 each year without it being added back into their estate for inheritance tax. If you don’t use this allowance, you can carry it forward for just one year.

Additional exemptions apply to certain gifts, including wedding or civil partnership gifts of:

• £5,000 from a parent

• £2,500 from a grandparent

• £1,000 from anyone else

It is often said that giving is better than receiving. If you gift on a tax deadline, it is just a financial transaction. It means much more when gifting happens at a time of meaning.

PLANNING SHOULDN’T JUST HAPPEN AT THE END OF THE TAX YEAR

People often think about tax allowances as the April 5th deadline approaches, but it’s usually better to look at them at the start of the tax year instead.

The best approach depends on your own situation, income, and long-term goals. But if you plan to use your al-

❛❛ Rather than waiting until the end of the tax year to gift money to a family member, it is better to plan ahead. ❜❜

Rather than waiting until the end of the tax year to gift money to a family member, it is better to plan ahead. It is much nicer to gift money on a special occasion, such as a birthday or ahead of a big holiday.

lowances, doing so earlier gives your savings and investments more time to grow tax-efficiently.

A financial adviser can help you see how these allowances fi t into your overall plan and make sure your decisions match your long-term goals.

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.

The Team penny farthing polo tour

A transatlantic sporting spectacle in the 250th year of US independence

As the United States of America marks 250 years of independence this year, a British team will arrive on five-foot high bicycles, playing polo.

THE SPECTACLE

This is not simply a sporting tour. It is a rare convergence of heritage, adventure and spectacle — a British team competing across the United States in a visually captivating and highly shareable format. A compelling narrative: Great Britain versus the United States, played out on one of the most iconic machines ever created.

WHY NOW? 250 YEARS OF INDEPENDENCE

The 250th anniversary of American Independence is a once-in-a-generation moment. This tour aligns with that milestone, offering the media a powerful and timely platform for storytelling, engagement and cultural connection.

THE

TOUR MATCHES

• El Paso, Texas — June 28th

• Nashville, Tennessee — July 4th

(US Independence Day)

• Dayton, Ohio — July 12th

Supported by promotional appearances, media engagement and sponsor activations across multiple cities.

Team GB farthing to USA

June - July 2026

NEIL LAUGHTON — TOUR

MANAGER & TEAM CAPTAIN

• Organised and led ~75 expeditions on seven continents (by land, sea & air)

• 11 Guinness World Records (including seven cycling)

• World’s Highest Bicycle Ride — 7,246m, Nepal

• World’s Highest Black Tie Dinner — 7,056m, Mt Everest

• First & Fastest circumnavigation of Britain & Ireland by jet-ski

• Furthest distance in 1 hour on a Penny Farthing (no hands)

• Rode a penny farthing 900 miles from Land’s End to John O’Groats in 11 days

By Simon Bellm, Employment Partner, DMH Stallard

How to win an Employment Tribunal claim

The Employment Tribunal system shows no sign of slowing down. Latest statistics from the Tribunals and ACAS show a rise in the number of claims presented and an increase in the proportion involving allegations of discrimination and whistleblowing. That rise in the Tribunal workload looks likely to continue as the Government reforms in the Employment Rights Act 2025 make it easier for employees to present claims to the Tribunal.

Not only are the number of claims rising, but the complexities of dealing with them have also increased. Since their introduction in the late 1970s, Employment Tribunals have developed from what was intended to be a relatively informal way of resolving employee relations disputes into a complex, document-heavy legal process that requires carefully drafted pleadings, lengthy witness statements and adherence to formal rules to ensure a fair process.

Ideally, any employer, or employee for that matter, will steer well clear of the Employment Tribunal system. But what if that is not possible? What should an employer do to give itself the best chance of succeeding in its defence of a claim that is brought against it?

BUILDING YOUR DEFENCE BEFORE PROCEEDINGS BEGIN – IT’S ALL ABOUT IMPRESSION

Whilst Tribunals do apply the letter of the law, the outcome will also depend very much on the impression that the Tribunal develops of the parties. Where do its sympathies lie? Is this an employer which took a fair and reasoned decision after carefully exploring all options, or is this an employee who has been ousted at the first opportunity?

Employers should approach all employee relations issues with the awareness that a claim could arise and, if it does, that any correspondence will be scrutinised very closely in an Employment Tribunal.

Key recommendations:

• Maintain a respectful and, where appropriate, sympathetic tone in all written communications with employees

• Make sure any decisions are accompanied by a careful explanation as to why the decision is being taken and what factors have been taken into account.

• This is especially important when it comes to defending against allegations of whistleblowing or discrimination. Focus on articulating the positive reasons for decisions with clarity, so that a Tribunal will understand the true reasons behind any decision.

❛❛ Not only are the number of claims rising, but the complexities of dealing with them have also increased. ❜❜

• Refer to ACAS codes, internal policies, and specific evidence relied upon in the decision-making correspondence.

Not only will this create the right impression, but it will also serve as a clear, documented record that will help witnesses recall and explain their reasoning at trial, which may take place years

after the decision they are being asked to explain.

RESPONDING TO TRIBUNAL CLAIMS ONCE RECEIVED: GET YOUR ACT TOGETHER AND TAKE CONTROL OF THE AGENDA.

Once a claim is received, employers should collate key documents and familiarise themselves with potential complaints. The 28-day deadline for submitting a response begins when the Employment Tribunal sends out a copy of the claim, and extensions are not often granted. The response gives the tribunal judge the first impression of the employer’s case and can shape the panel’s thinking. It should present

the employer’s position clearly and concisely. It should avoid simply responding to the employee’s list of complaints, and should begin to get the Tribunal looking at the issues from the employer’s perspective.

DOCUMENTS AND WITNESS STATEMENTS: IT’S ALL ABOUT PREPARATION

Preparing the evidence that will be presented to the Tribunal is the most important factor in determining the outcome of the case. All relevant documentation on which a party will rely must be put before the Tribunal, and the witness statements of individuals will constitute the oral evidence of those

witnesses. The statements need to:

• address all the issues raised by the complaint

• tie in with the relevant documentation

• clearly explain decision makers’ thinking

• address any gaps in the defence (there’s no point hoping a weak point won’t be noticed)

• avoid legal jargon.

THE HEARING

Practical recommendations:

• Arrange for witnesses to attend public hearings to understand the process and the tribunal environment.

• Remind witnesses to take their time when answering questions. It helps to think before you speak!

• Make sure witnesses are present for

❛❛ Preparing the evidence that will be presented to the Tribunal is the most important factor in determining the outcome of the case. ❜❜

the full hearing to hear evidence from the other witnesses to flag any inaccuracies and ensure a consistent picture is presented to the Tribunal.

• Encourage witnesses to remain confident in their decisions in the face of the Judge’s challenges. How witnesses respond to the Tribunal’s questions is critical. What can be said to make the penny drop so that the Tribunal can say to itself, “Yes, I can see why the employer had to do that”?

If you can do that, you will be well on your way to a successful outcome.

For expert guidance on employment tribunals, contact DMH Stallard 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.

A risk-free M&A deal?

These days a risk free M&A deal may be possible as warranty and indemnity insurance (W&I) is now available for deals of all sizes.

W&I policies were created for mega deals (international deals between companies and private equity investors) in which sellers were unwilling to provide commercial/tax warranties.

up to the total sale price. Despite this, many private company sellers decide not to take out cover:

• Premiums are paid up front/committed, but sellers are not certain that any claims will arise.

• £10m of cover would have a premium varying from £50k to £200k (so, material).

• Disclosed risks will be excluded from W&I cover, so some risk remains with the sellers.

❛❛ Over the past five years, midmarket deals (deals up to £250m) have been able to secure W&I cover with specialist broker ❜❜

Over the past five years, mid-market deals (deals up to £250m) have been able to secure W&I cover with specialist brokers calculating premiums based on financial risk and business sector. Premiums vary from 0.5% to 2% of cover.

IS W&I COVER COMMON IN THE MID-MARKET?

It sounds like a great deal! Selling shareholders can walk away from a sale knowing they have no real risk. Commercial (business) warranties can last 18 months to three years, while tax warranties last seven years. Risk can be

• Disclosure can cover the sellers’ risk, removing the need for W&I.

DISCLOSURE

The seller’s lawyers will prepare a disclosure letter detailing any facts that are inconsistent with the warranties. Clear and accurate disclosures will protect sellers from warranty claims. Buyers can ask for further cover, but in most cases, this will remove the risk. Having seen this process unfold, many sellers decide that disclosure is more than sufficient.

HOW DOES COVER WORK?

Brokers will give an outline premium based on the company/sector and deal value. The broker’s lawyers monitor the deal and confirm the premium at

completion. Responsibility for the premium is agreed when the offer is made/ heads of terms are agreed.

WHEN IS W&I COVER USED?

• Some sellers may be prepared to pay a premium for the peace of mind, or because they are not able to manage claims.

• For multiple sellers, a W&I policy can simplify arrangements.

• Insurance can help ensure fairness between sellers if some cannot assume the risk (e.g., trusts, estates of deceased shareholders who need to distribute proceeds).

• Some buyers prefer their risk to be covered by a W&I policy rather than by shareholders. This may be the case where there is an earn-out, or a PE investment with sellers running the business.

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PÉTER MAGYAR

MAGYAR

Hungary’s new Prime Minister

Hungary has taken a step back from the overtly corrupt, nepotistic, authoritarianism of Viktor Orbán by electing Péter Magyar as its Prime Minister.

So what did Orbán do in Hungary that led to his humiliating defeat in the election? Who is Peter Magyar, and what’s next for Hungary?

Péter Magyar was born in Budapest in 1981 to István and Mónika. The family was a prominent conservative (with a large and small ‘c’) family. Both parents were lawyers.

Magyar completed his studies in Budapest and at Humboldt University in Berlin as part of the EU-wide Erasmus Programme and received his degree from the Faculty of Law of Pázmány Péter Catholic University, near his home city in 2004.

He began his professional career at the Metropolitan Court. After passing his legal exams, he worked in international law, assisting multinational companies with their investments in Hungary in the areas of corporate, commercial and competition law.

Before entering politics, Magyar provided pro bono legal representation and assistance to anti-government activists during the 2006 protests.

At the time, the main opposition party in Hungary was called Fidesz (more fully: ‘Fidesz – Magyar Polgári Szövetség ’ or ‘Fidesz – Hungarian Civic

Alliance’). It is a right-wing Christian Nationalist party with a variety of political viewpoints, from conservative liberalism to ultra-nationalists in its ranks. In 2006, the party was led by Viktor Orbán.

Magyar’s early roles in Fidesz have been variously described as that of a “powerful insider” and “former official”. After Fidesz took power in the 2010 parliamentary election, he was appointed to a position in the Ministry of Foreign Affairs. A year later, during Hungary’s European Union presidency, he joined the Permanent Representation of Hungary to the Union. In 2015, he took a post in the Prime Minister’s Office. Three years later, he took over the management of the EU Legal Directorate of the state-owned MBH Bank.

Between 2019 and 2022, he was the CEO of the Student Loan Centre. Magyar served as a member of the European Parliament (MEP) from 2024 to 2026.

THE AWAKENING

Magyar garnered nationwide attention when he announced his resignation from

all government-related positions amid the Katalin Novák presidential pardon scandal in February 2024, after expressing deep dissatisfaction with Fidesz’s governance of the country. The scandal focused on President Katalin Novak pardoning Endre Kónya, the former deputy director of the Kossuth Zsuzsa Children’s Home in Bicske, who had been convicted of helping to cover up child sexual abuse by his superior, by forcing one of the victims to withdraw their accusation.

The case caused a major public outcry and led to Novák’s resignation as President of Hungary on February 10th 2024. Judit Varga, who was serving as Minister of Justice at the time and had countersigned the pardon, also resigned from her parliamentary seat and withdrew from her leadership of the Fidesz list for the 2024 European

Parliament election in Hungary. Following Novák’s resignation, Tamás Sulyok became her successor.

Hours after Varga announced her withdrawal from politics, Magyar published a Facebook post declaring that he was

❛❛ Fidesz, concerned about the unwanted attention Magyar’s popularity and public statements were drawing to them, launched initiatives to discredit him. ❜❜

resigning his positions in two stateowned enterprises and relinquishing his seat on the board of a third, MBH Bank. He wrote that the past few years had made him realise that Viktor Orbán’s professed ideal of a “national, sovereign, bourgeois Hungary” was in fact a “political product” that obscured massive corruption and transfers of wealth to those with the right connections.

He was lauded for being prepared to stand up for basic decency in the face of a highly controversial move by the Hungarian President. Magyar himself announced his desire to form a new political platform for those dissatisfied with both the government and the establishment opposition.

Ultimately, on March 15th 2024, at an opposition rally in central Budapest, rather than forming a new party, Magyar joined and assumed leadership of the formerly unknown Respect and Freedom (Hungarian:  Tisztelet és Szabadság, or TISZA for short) party,

emerging as the most prominent opposition leader.

While the Tisza Party officially avoided fixed ideological labels, Magyar’s rhetoric often reflects centrist and moderate conservative values, emphasising national unity and political accountability over partisanship. His initial polling at the time of his breakaway was around 15%.

In the 2024 European Parliament election, his party secured second place behind Fidesz, gaining nearly 30% of the vote, the highest number and percentage of votes by any non-Fidesz party since 2006. He led Tisza into the 2026 parliamentary election, winning a large majority of seats to oust long-serving Prime Minister Viktor Orbán. He has described himself as a ‘critical pro-European’ and ‘conservative liberal’.

Fidesz, concerned about the unwanted attention Magyar’s popularity and public statements were drawing to them, launched initiatives to discredit him. Allegations started by pro-government newspapers and public figures tried to defame Magyar by accusing him of domestic violence.

According to right-wing Journalist Zsolt Bayer, “we here in Fidesz have known for about ten years how he treats his wife”. A police report from December 2020 was leaked and widely reported by government-affiliated media. It detailed aggressive behaviour by Magyar toward his wife and the police officers who arrived at her request to intervene in a heated argument. Magyar said the report was “90% lies”.

Magyar continued publishing posts critical of figures associated with the government in the subsequent days, claiming that peo-

How advice can boost your financial wellbeing

Money worries are common and can affect people from all walks of life. Here are some of the ways taking financial advice can help.

Money and wellbeing are intertwined

According to a survey by the Money and Mental Health Policy Institute, almost four in ten (39%) respondents with mental health problems said their financial situation had made their mental health problems worse1

With this in mind, improving your financial wellbeing could boost your finances as well as your overall satisfaction with life.

Four ways financial advice can help

1. Feeling in control

Feeling in control of your finances means having a firm grasp of your incomings and outgoings, and a solid budgeting and savings plan. A wealth manager can help you become more aware of your monthly spending and find ways to spend less and save more. They’ll also look at the best ways to tackle any debts you may have.

2. Capacity to absorb a financial shock

You might be saving regularly, but would your finances hold up in an emergency? Having around six months’ worth of essential expenditure in an easy-access savings account could help you pay for unexpected repairs to your home or cover you during a period of unemployment.

Serious illness or death could cause a major hit to your finances. Protection products – such as life insurance, critical illness and income protection – could provide vital financial support, but they vary enormously, so it’s crucial to seek advice.

3. On track to meet goals

Whatever your goals, a wealth manager can help you determine whether you are on track and, if not, how to try to make up the shortfall. They can also help you save and invest tax efficiently so that more of your money goes towards your future.

4. Flexibility to make choices

A wealth manager can build a picture of your life and give a projection of how long your money could last. Understanding the impact of your financial decisions can help provide clarity and confidence about your finances, both today and well into the future.

Next steps

Money worries aren’t easy to tackle on your own. We can develop a financial roadmap that sets out where you are now, where you want to be, and how to get there.

1 https://www.moneyandmentalhealth.org/wp-content/uploads/2024/06/ The-Facts-updated-2024.pdf

We live and work local to you. We would be delighted to help you and your family achieve financial clarity and stability.

Paul Cannons Director, Wealth

Manager E: paul.cannons@brewin.co.uk T: 01892 739580

RBC Brewin Dolphin 16 Lonsdale Gardens

Tunbridge wells TN1 1NU w: brewin.co.uk/royal-tunbridge-wells

The value of investments, and any income from them, can fall and you may get back less than you invested. This does not constitute tax or legal advice. Tax treatment depends on the individual circumstances of each client and may be subject to change in the future. You should always check the tax implications with an accountant or tax specialist. Forecasts are not a reliable indicator of future performance. Information is provided only as an example and is not a recommendation to pursue a particular strategy.

RBC Brewin Dolphin is a trading name of RBC Europe Limited. RBC Europe Limited is registered in England and Wales No. 995939. Registered Address: 100 Bishopsgate, London EC2N 4AA. Authorised by the Prudential

ple friendly with or related to the prime minister, like his son-inlaw István Tiborcz, had amassed enormous wealth hidden behind domestic private equity funds.

On April 6th 2024, Magyar organised a second demonstration against the government, citing what he calls a “feudalistic system” that needs to be dismantled. Hundreds of thousands of protesters attended. As if to prove his point, the government-supported Megafon think tank spent 117 million florints (HUF) – about £280,000 – on a Facebook ad campaign against Magyar in the weeks leading up to the rally.

Following the 2024 European Parliament election, the Tisza Party emerged as Hungary’s strongest opposition party, and Magyar was widely regarded as the new leader of the opposition.

HUNGARY UNDER ORBÁN

Viktor Orbán became Prime Minister of Hungary in 2010. His style moved during his 16-year, four-term tenure from a centre-right conservative leadership to an authoritarian, dictatorial stance where public freedoms were eroded.

The late professor of economics at Harvard University, János Kornai, described the evolution of the Hungarian state during Orbán’s second premiership as having taken a ‘U-turn’ away from the aim of becoming a market economy based on the rule of law and private ownership and instead beginning the “systematic destruction of the fundamental institutions of democracy”

❛❛ In 2022, the European Parliament stated that “Hungary can no longer be considered a full democracy” ❜❜

If that sounds familiar on the world stage, it’s no coincidence that Vladimir Putin and his minor cronies were such fans of Orbán, and so incensed when democracy forced him from office in 2026.

If that sounds familiar on the world stage, it’s no coincidence that Donald Trump and his minor cronies were such fans of Orbán, and so incensed when democracy forced him from office in 2026.

In her 2015 article on Orbán’s illiberal democracy, Abby Innes, Associate Professor of Political Economy at the London School of Economics, simply states that “Hungary can no longer be ranked as a democratic country.” Former minister of education, Bálint Magyar, has stated that elections in Hungary under Orbán are undemocratic and “free but not fair”, due to gerrymandering, largescale control over the media, and suspect funding for political campaigns.

According to Transparency International, Hungary was the most corrupt country in the European Union in 2023. Between 2010 and 2020, Hungary dropped 69 places in the Press Freedom Index, lost 11 places in the Democracy Index, and deteriorated 16 places in the Corruption Perceptions Index.

In 2019, Freedom House downgraded the country from ‘free’ to ‘partly free’. The V-Dem Democracy indices rank Hungary in 2021 as 96th in its “electoral democracy index” that measures “whether elections were free and fair, as well as the prevalence of a free and independent media”,

sitting between Benin and Malaysia. Additionally, Freedom House’s Nations in Transit 2020 report reclassified Hungary from a ‘democracy’ to a ‘transitional’ or ‘hybrid regime’. Furthermore, in 2022, the European Parliament stated that “Hungary can no longer be considered a full democracy” and that the country has become an “electoral autocracy”.

That takes some doing – to achieve that fall from grace on the international stage, a mere 30 years after welcoming the former Soviet-bloc nation into the Western world.

Unsurprisingly, Orbán has strong homophobic tendencies. He immediately set about limiting LGBT rights and banning any positive broadcasts on this subject.

❛❛ As a result of the attempted intervention of Vance the gap grew to Magyar’s party winning 71% of the seats. ❜❜

On 22 July 22nd 2023, in a speech he gave in Romania, Orbán complained that the EU was conducting an “LGBTQ offensive”. Eventually, in March 2025, the Parliament voted in favour of a ban on Pride parades.

Surprisingly, in flat contradiction to his ally, Trump, Orbán is on board with the climate change movement; indeed, he strongly criticised the US President when he withdrew from the Paris Agreement. That said, he seemed reluctant to push Hungary into playing its part on the international stage.

In the book The Ark of Orbán, Attila Antal wrote that the Orbán system of governance is characterised by the transformation of public money into private money, a system that has built a neo-feudal world of national capitalists, centred on the prime minister and his own family business interests. The largest share of national capitalists is the oligarchy “produced” by the system, such as István Tiborcz, his son-in-law and Lőrinc Mészáros, his childhood friend and his family.

A 2016 opinion piece for The New York Times by Kenneth Krushel called Or-

bán’s political system a kleptocracy that siphons some of the country’s wealth, partly into its own pockets and partly into those of people close to it.

❛❛ Magyar has some bridges to rebuild on behalf of his namesake’s nation, especially with his nearest neighbours. ❜❜

A 2017 Financial Times article compared the Hungarian elite under Orbán’s government to Russian oligarchs. The article noted that they differ in that Hungary’s “Oligarchs” under Orbán largely benefi t from EU subsidies, unlike the Russian oligarchs. The article also mentioned the sudden increase in the personal wealth of Orbán’s childhood friend, Lőrinc Mészáros, thanks to winning state contracts.

A 2019 New York Times investigation revealed how Orbán leased plots of farm land to politically connected individuals and supporters of his and his party, thereby channelling disproportionate amounts of the EU’s agricultural subsidies Hungary receives every year into the pockets of cronies.

It is against this backdrop, plus the farcical sight of US vice-President JD Vance accusing the EU of meddling in US affairs, while campaigning for Orbán, that Magyar won the 2026 election.

‘Won’ is putting it mildly. The two main candidates were polling, for the most part, around 15-20 points apart. It was clear Magyar was going to win, despite Orbán’s attempts at gerrymandering. As a result of the attempted intervention of Vance – or, at least, in the days after his appearance – the gap grew to Magyar’s party winning 71% of the seats.

WHAT NEXT FOR HUNGARY?

One of the first pieces of business Magyar had to deal with was the EU rendering Orbán’s anti-LGBT laws illegal within the framework of the bloc.

The election victory of Magyar, a largely

pro-EU conservative, is seen by Brussels as an opportunity to reset relations with Budapest and bring its most troublesome member state back into the continent’s mainstream.

This reset is something Magyar himself mentioned in his election victory speech. Early talks are an early test of Magyar’s willingness to cooperate with the bloc, which has failed to see eye to eye with Orbán for more than a decade, most notably over Russia’s war against Ukraine.

Budapest seeks to regain access to more than €30bn, including €7.6bn in regular EU funds and €17bn in cheap EU defence loans. The Commission is keen to extend the availability of recovery funds provided that Magyar delivers on anti-corruption efforts and proposes concrete steps to address Orbán-era concerns, three people involved in the negotiations have commented. The aim is to have a disbursement calendar ready for signing off on in Magyar’s first few weeks in power, one added.

Meanwhile, Trump and Putin have both pledged to work with the new Prime Minister going forward.

Back home, Magyar has promised to stamp out the cronyism and corruption, which were the embodiment of Orbán’s premiership.

Whatever way you look at it, Magyar has some bridges to rebuild on behalf of his namesake’s nation, especially with his nearest neighbours. Early signs do hint at a more concessionary, open and democratic approach - both domestically and worldwide.

Leadership with a lioness’ heart

Good leadership requires kindness as much as courage. Lisa Cooper, Director of Trade Representation and CoOwner at KBC, shares what it means to instil the right type of leadership in her company. By Millie Green, MDHUB

KBC PR and Marketing has been a long-term member of MDHUB, spanning multiple generations of leadership. When Lisa Cooper joined the company in 2021, the world was in the grips of the COVID-19 pandemic, and Lisa was looking for guidance and support in unpredictable times. For a travel marketing and PR agency, the pandemic proved particularly challenging for KBC, and she wanted to ensure her team was well looked after.

Listening to peers discuss their own issues was really enlightening and educational.”

In the pandemic, this was especially vital, as her workgroups represented unity, community and reassurance in a

One of those challenges was establishing her own leadership style. For Lisa, running a team is probably the hardest part of the job. “It’s essential to listen to each employee and hear what they need from you, as well as communicating what you need from them,” she adds.

A cornerstone of Lisa’s management is instilling a coaching culture to help each individual grow into the best version of themselves. Part of this process includes letting members of her team take on greater responsibility. Having faith in individuals to give their best effort is part of her team’s development, too.

❛❛ Listening to peers discuss their own issues was really enlightening and educational ❜❜

Support from the MDHUB members was crucial during this tricky period. Lisa explains, “Having never run a company before, being able to speak with other small company leaders gave me guidance on aspects of running a business that hadn’t been on my radar.

time that was otherwise extremely isolating. Lisa’s two regular groups offered a broad range of advice, thanks to the variety of businesses and industries represented. This offered a different perspective on how to view and tackle challenges that might not have otherwise occurred to her team.

Delegation has been its own challenge, forcing Lisa to let go of the idea that it’s always quicker to do it yourself. It’s essential to be able to trust your employees to learn from you and put their skills to good use, freeing up time for leaders to focus on the bigger picture projects in the business.

Another key facet of Lisa’s leadership style is ensuring enough time is set aside for decompression and fun in the workplace. As a hybrid organisation that frequently travels, getting everyone together for team builds and other leisure time is especially important, as seen in the fiercely competitive “KBC Bake Off” at London Bakes.

To ensure she is her best self at work, Lisa sets an example by booking enough downtime for herself. She explains, “I've had to learn how to say no to things, which goes against the grain. But as I get older, I realise that my battery life isn't what it used to be, so it's necessary.”

Lisa blocks out free weekends to spend at home with her husband, with no chores or other commitments, so they can decompress and recharge together. “It’s okay to do nothing occasionally; it’s actually really quite rejuvenating!”

In 2024, Lisa was awarded the MDHUB Lioness Award for her exceptional team leadership. “It actually meant a lot. It came to me when I was personally on rocky ground, so having someone from outside the business acknowledge what I’ve been doing with the team was enormous. It shifted my perspective on my own leadership and absolutely re-energised me.”

What’s next for KBC? Lisa explained that they’re putting a lot of time and energy into developing their team, and adopting new technologies. We’re very excited to see how Lisa and KBC continue to flourish.

Find out more at www.kbc-pr.com www.mdhub.com

❛❛ In 2024, Lisa was awarded the MDHUB Lioness Award for her exceptional team leadership ❜❜

The Platinum Property Awards celebrate the outstanding achievements of businesses driving excellence, innovation and growth across the property and construction sectors in the South East.

This prestigious event will quickly establish itself as the must-attend date in the industry calendar - bringing together hundreds of influential leaders from business, education and government, alongside VIP guests and

WHY ENTER?

• Gain industry recognition for your achievements and hard work

• Enhance your credibility with clients, partners and stakeholders

• Raise your profile across the South East property sector

• Motivate your team by celebrating success and boosting morale

• Di erentiate your business from competitors

• Unlock PR and marketing opportunities before and after the event

• Network with key decisionmakers and influential figures at the awards evening

industry pioneers, for an exceptional gala evening on October 8th in Brighton.

HOW TO ENTER

1. Visit www.platinummediagroup.co.uk

2. Choose your categories

3. Download the entry forms

4. Prepare your submission

5. Submit your entries online by June 10th by

CATEGORIES

Business Growth Award

Social Impact initiative of the Year

Architect of the Year

Contractor of the Year

Property Law Firm of the Year

Estate Agency of the Year

Interior Designer of the Year

Future Talent Award

Property Funder of the Year

Mortgage Adviser of the Year

Employer of the Year

Sustainability Champion of the Year

Construction Project of the Year

Lifetime Achievement Award

Property Company of the Year

By James Picknell, Real Estate Litigation Partner, DMH Stallard

Renewing business leases under the Landlord and Tenant Act 1954

The primary aims of the Landlord and Tenant Act 1954, in relation to renewing business leases, are to:

• Provide a tenant of business premises with a statutory right to be granted a new lease on terms which are broadly the same as the old lease (save for rent and the length of the term of the new lease).

• Entitle the tenant to remain in occupation of the premises when their lease expires (known as the ‘continuation tenancy’).

• Provide the tenant with the right to be paid compensation by their landlord in certain cases where their right to a new lease is opposed by a landlord who is seeking possession.

Subject to certain exceptions, the 1954 Act applies to:

• Leases granted for a fixed term of more than six months to a tenant who is occupying the premises for business purposes.

• Periodic tenancies created in favour of a tenant who is occupying the premises for business purposes.

The protection afforded by the 1954 Act will apply automatically to a lease of business premises unless the landlord

and tenant exclude it prior to the lease being granted. Excluding the 1954 Act requires a specific process and procedure to be followed.

WHAT HAPPENS WHEN THE LEASE TERM IS ABOUT TO EXPIRE OR HAS ALREADY EXPIRED?

For a tenant of a lease of business premises which is protected by the Landlord and Tenant Act 1954:

• The tenant can remain in occupation after the lease expires until the continuation tenancy is brought to an end by agreement or a notice given under the 1954 Act.

• The tenant could choose to vacate the premises by the expiry of the contractual term.

• The tenant can serve a Section 26 Request Notice on its landlord, informing it of the terms upon which it would like to renew the lease.

• The tenant could serve a Section 27 Notice on its landlord stating that it does not wish to renew its lease.

• The landlord could serve a Section 25 Notice informing its tenant of the terms upon which it is willing to grant a new lease.

❛❛The protection afforded by the 1954 Act will apply automatically to a lease of business premises ❜❜

• The landlord could serve an “Opposed” Section 25 Notice informing its tenant that it opposes the tenant’s right to a new lease on one or more of the seven grounds of possession.

• The landlord could serve a CounterNotice in reply to its tenant’s section 26

Request Notice, informing its tenant that it opposes its tenant’s right to a new lease based on one or more of the seven grounds of possession.

There are strict time limits that apply to the service of the above notices and to the action that either a landlord or a

❛❛The landlord and the tenant are each entitled to make an application to the Court for it to determine the terms of the new

tenant must take in response to protect their position.

WHAT HAPPENS IF THE LANDLORD AND TENANT CANNOT AGREE ON THE NEW LEASE TERMS?

• The landlord and the tenant are each entitled to make an application to the Court for it to determine the terms of the new lease. Only one of them may apply.

• An application to Court cannot be made if a Section 25 or Section 26 Notice has not been served.

• There are strict time limits governing the deadline by which a tenant must make its application to the Court if it wants to retain both its right to remain in occupation and be granted a new lease.

THE AMOUNT OF RENT PAYABLE WHILE THE TERMS OF THE NEW LEASE ARE BEING DECIDED

• During the continuation of the tenancy, the tenant will continue to pay the same rent. The terms of the old lease also apply during this period.

• Where the rent being paid by the tenant is above or below market rate, then the party which is losing out may wish to make an application to the Court for an ‘interim rent’.

• Broadly speaking, the purpose of an interim rent is to ensure that a market

rent is paid for the relevant period during which the terms of the new lease are being agreed.

• An interim rent application is usually made as part of the papers filed at Court when proceedings are commenced or responded to.

• In practice, the amount of interim rent is often paid and collected at the time the new lease is completed.

• Where a new lease is not completed and/or the amount of interim rent cannot be agreed, the Court can be asked to make a determination.

COMPENSATION DUE TO A TENANT WHERE THE LANDLORD OPPOSES THE GRANT OF A NEW LEASE

• A tenant might be entitled to be paid compensation where their right to a new lease is opposed by the landlord on one or more of the ‘compensation grounds’.

• The amount of compensation due is either 1x the rateable value of the holding, or in some cases, it can be double.

GREEN LIGHT FOR 130 NEW HOMES AND COUNTRY PARK

Plans to bring 130 homes and a country park to Hampshire have been given the green light at appeal by the Planning Inspectorate.

Hampshire-based housebuilder, Bargate, will transform the 46.9-acre site west of Sapley Lane, Overton, into a new neighbourhood, with nearly 80% of the land dedicated to green open space.

The approved scheme will deliver a 37-acre country park. The homes

will be a mix of styles and sizes, providing opportunities for firsttime buyers, families, downsizers and those looking to stay close to loved ones in the village.

Up to 40% of the homes will be affordable and delivered by VIVID, the parent company of Bargate, and Hampshire’s largest notfor-profi t provider of affordable homes.

The country park is set to become a landmark feature for Overton,

with proposals including natural play areas, seating and picnic spots, native planting and areas of rewilding to boost local wildlife.

PROPERTY NEWS

NEXT BOSS WANTS BUSINESS TO RUN PLANNING

The boss of Next has described Britain’s planning system as the “single biggest drag on prosperity” and called for its abolition.

In a keynote speech at the Margaret Thatcher Conference on prosperity on Monday, Lord Wolfson of Aspley Guise criticised previous failed attempts at reform, instead calling for “something more radical, that we abolish planning because planned economies don’t work”.

The peer insisted he was not “proposing a free-for-all, far from it”, but that the market should decide “what is built, where and how much” with the government acting as referee rather than ‘shadow developer’.

“The idea that the government — local or national — can decide how many homes we need, where people should live … is profoundly misconceived,” he

said, noting delays in building anything from roads to reservoirs and power stations.

Wolfson’s comments came as part of a wider criticism against regulation by senior business leaders at the Centre for Policy Studies conference in the City of London’s Guildhall.

The FTSE 100’s longest-serving chief executive reiterated calls to repeal the “most damaging” aspects of the Employment Rights Act as he urged any future administration to prioritise radical deregulation.

Wolfson said the government had become “unfi t” and mired in bureaucracy, adding “ministers must fi t complex legislation into a narrow parliamentary timetable, avoid the quagmire of judicial review and do so under the constant scrutiny of a 24-hours news cycle”.

❛❛ “Safety isn’t expensive, it’s priceless. ❜❜

Jerry Smith

80% OF FLOOD-RISK HOMES IN CITIES

Almost 80% of the homes at high risk of flooding in England are now in towns and cities, according to analysis by the National Housing Federation (NHF), which said social housing tenants are disproportionately vulnerable to the financial costs. Research found that 839,000 homes in urban areas are now classed as high-risk for surface water flooding, a threefold increase since 2018.

Constituencies in Thurrock, Basildon, Bootle, Sefton and Southport had the highest proportion of at-risk homes. 17% of homes in the Hastings and Rye district were said to be at risk - the sixth highest proportion in the country.

Alistair Smyth, the director of policy and research at the NHF, said: “With surface-water flooding a fast-growing threat in towns and cities, this poses a direct risk to people and families living in social housing.

NEW HIGH STREET REPORT TARGETS SUPPORT FOR LOCAL BUSINESSES

A new report, co-written by Patrick Hurley MP, the Policy Liaison Group for Housing Delivery & Growth, has unveiled a set of recommendations to support and revitalise high street businesses across the UK.

The report, titled ‘Opening Joe Bloggs’ Café’ , developed in collaboration with industry experts from the High Streets Task Force and Deliveroo, highlights the urgent challenges facing high streets, critiques the government’s plans for a National Licensing Policy Framework, and analyses the policy blockages preventing businesses from operating effectively.

The paper sets out practical, targeted measures to help ensure high streets continue to function as vibrant centres of economic and social activity. Key recommendations for the government include:

• Reassessing the role of licensing authorities in light of devolution

• Expanding eligibility for regeneration funding beyond deprivation-based indices

• Launching a consultation on commercial lease reform tailored to the retail sector

• Introducing a government-backed SME lease guarantee scheme via the British Business Bank to replace personal guarantees and reduce excessive upfront deposits

• Providing national funding for “vacancy brokerage” roles to match empty retail units with suitable prospective occupiers

Commenting on the launch of the report, Patrick Hurley, MP for Southport, said, “High streets are a vital part of our local economies and

civic life. They are where many small businesses begin, where entrepreneurs take risks and where jobs are created. When they thrive, they generate opportunity, resilience and stability. When they struggle, it is often because the ecosystems around them are not working as they should.

“That’s why I welcome the practical, solutions-focused proposals set out in this paper. Rather than taking an ideological approach, it focuses on targeted measures - including retail lease reform, statutory transaction timeframes, low-cost arbitration and a government-backed lease guarantee scheme - to reduce friction in the system and rebalance risk between landlords and occupiers.”

Laurie Wilcockson, Policy Manager at the Policy Liaison Group for Housing Delivery & Growth, said, “As the government begins planning its high streets strategy, it is important that

it bases its decisions on real data. In all sorts of areas: business rates, licensing reform, planning reform, land ownership - there is not enough awareness, accountability and transparency around Britain’s high streets.

If the government wants to see real, impactful change in this parliament, it will find welcome supporters in communities and businesses eager to support Britain’s high streets. Its own job is to provide the data, frameworks and means for that to happen.”

The proposals set out in the report are designed to help steward the government’s plans to improve Britain’s high streets, with constructive advice on how to better implement reforms to licensing frameworks, local accountability and commercial leasehold reform. The findings will be shared with the UK Government and relevant stakeholders across Parliament, industry and civil society.

❛❛ Use the best possible materials, and reveal the quality of those materials and the craftsmanship of their assembly. ❜❜

Karl Friedrich Schinkel

VISTRY APPOINTS NEW CEO

Housebuilder Vistry Group has appointed Adam Daniels as new Chief Executive and Executive Director.

Currently the executive chair of one of Vistry’s two largest operating divisions, Daniels brings to the role significant experience in the UK partnerships, affordable housing and housebuilding sectors. He has strong working relationships with some of the largest local authorities and housing associations nationwide.

Daniels joined Countryside Partnerships in 2016, helping to establish new regions and grow the business, before taking on his first

senior leadership role in 2019. Since then, he has undertaken a variety of leadership roles with responsibility

for large areas of the Vistry business across the country.

Prior to Countryside, Daniels worked at Galliford Try Partnerships and Bloor Homes. The appointment follows the conclusion of a multiyear chief executive succession and development process, which considered both internal and external candidates.

Rob Woodward, non-executive chair of Vistry, said: “I am delighted to confirm the appointment of Adam Daniels as chief executive of Vistry. Adam is a proven leader, clear thinker and strong operator.”

❛❛ You can use an eraser on the drafting table or a sledgehammer on the construction site.❜❜ Frank Lloyd Wright.

WEST SUSSEX HOME OF ACTING LEGENDS RELISTED FOR SALE

The West Sussex family home of acting legends Sir Laurence Olivier and his wife Dame Joan Plowright is being relisted for sale.

The couple lived at The Malthouse at Ashurst near Steyning for more than 60 years and their family put the property on the market last year with an asking price of £1,750,000 through London estate agents TLC.

The property did not sell and now, as the Olivier Awards celebrate their 50th anniversary, offers are being invited in excess of £1,500,000 for the seven-bedroom property nestled in the rolling hills of the South Downs.

London’s West End and Hollywood. Set within four and a half acres, the property has three reception rooms, two kitchens and five bathrooms, along with the seven bedrooms, as well as an indoor swimming pool and tennis court.

In 2017, Dames Judi Dench, Maggie Smith, Eileen Atkins and Joan Plowright herself, filmed Roger Michell’s charming documentary Nothing Like A Dame in the house.

The view from upstairs at ‘The View’, a first floor master bedroom, is a showstopper of a space. There are also several outbuildings, including a self contained yoga/art studio, industrial size utility room and an indoor swimming pool in which Sir Larry loved to do lengths while Dame Joan loved to sing there.

Sir Larry and Dame Joan considered The Malthouse their secret escape far away from the madding crowds of

Favourite rooms for the family include a cosy snug dining room with beautiful dark beamed panelling and a roaring fireplace. Many a theatrical dinner party was hosted there creating countless treasured memories.

The house has undergone staggered upgrades – both kitchens have been modernised and all windows are well insulated with state of the art double glazing. There is a solar powered system already installed which provides power to around three quarters of the property.

SECTOR ‘ALARMED’ AS REEVES MULLS ONE-YEAR RESIDENTIAL RENT FREEZE

Property experts have warned against rumoured plans from the Treasury to introduce a one-year rent freeze for private homes in response to the financial impacts of the Iran war, saying it risks “distorting the market and undermining investment”.

It has been reported that chancellor Rachel Reeves is considering introducing a short-term rent freeze in England to ease the financial impact of war in the Middle East on individual households.

According to sources informed on government discussions, speaking with The Guardian, ministers are concerned about the war’s impact on mortgages and household budgets and are willing to consider “exceptional measures”.

This comes after housing minister Matthew Pennycook confirmed in April

that the government would not support the introduction of rent controls, following the Green Party’s push to do so ahead of the local elections next week.

Pennycook said: “There is sufficient international evidence from countries such as Sweden and Germany and from individual cities such as San Francisco, as well as the recent Scottish experience, to attest to the potential detrimental impacts of rent controls on tenants. Our position remains that we will not introduce them.”

Brian Berry, chief executive of the Federation of Master Builders, said the introduction was “hopefully unlikely” as it would “further damage the private rented sector [PRS] at a time when we need more homes for rent”.

He added that the move would be “another example of the government

PI COVERAGE FOR AI RISKS

In one case, a damages claim over alleged financing breaches against Qatar National Bank, a lawyer submitted papers featuring 45 citations, of which 18 were fake, and many did not contain the quotes attributed to them.

Judge Dame Victoria Sharp warned of serious implications for justice, highlighting existing guidance that large language model (LLM) outputs cannot be taken at face value and that what they produce must be checked.

There have been several legal cases in the US in recent years in which mistakes were blamed on LLMs that supplied false information.

Stewart Ruffles, director of professional and financial at insurance broker

Clear Insurance Management, says the lawyers in these cases will often have professional indemnity (PI) cover, and the cases raise questions about whether they are covered for such losses.

He adds that he does not expect it to take long for this particular AI-related issue to translate to the built environment sector.

“For example, if an engineer were doing significant drawings, such as load bearings and just relies on AI without checking that the information was correct, and it turned out to be wrong, then that’s a huge problem,” he says.

“Insurers will probably also consider the aggregation risk that if someone’s relying on AI on load-bearing struc -

not properly aligned” on policy in light of Pennycook’s pledge.

“It seems like the chancellor has been tempted to try to raise her popularity on rent control, without thinking it through,” Berry said. “It would just be another signal not to invest in the UK market. To put in a rent freeze would just damage renters as much as it would landlords, because there’d be fewer homes and would seriously undermine the PRS at a time when it’s needed most.”

Timothy Douglas, head of policy and campaigns at Propertymark, agreed, adding that it was “alarming to hear reports that the chancellor is considering additional rent control measures, particularly when housing ministers have recently publicly denounced their role”.

tures on one project, they might have done that for numerous projects, and then that will have a knock-on effect across all their work.”

As yet, there have been no major known cases of this sort in UK construction, but with the use of AI on the rise, many believe it is only a matter of time. So, will it increase PI costs? And what are the other potential impacts of the technology on developers’ and building owners’ PI coverage?

In the wake of the Grenfell Tower fire in 2017, concerns about fire safety standards led to PI insurance costs skyrocketing, especially for smaller subcontractors working with cladding.

PLANS FOR EUROPE’S FIRST PURPOSE-BUILT WOMEN’S FOOTBALL STADIUM ANNOUNCED

Brighton & Hove Albion has confirmed plans for the UK and Europe’s first purpose-built women’s football stadium. It will be one of only three such stadiums in the world, putting the club at the forefront of the women’s game globally.

The stadium specifically ‘built for her’ will provide bespoke facilities for Brighton’s women’s team, its staff and the club’s supporters. It represents a major milestone in the club’s 2030 vision and underlines the board’s intent and belief in the women’s and girls’ game, supported once again by the unstinting backing of owner Tony Bloom.

Work has begun on a planning application for the new women’s stadium located at Bennett’s Field, a site strategically acquired during 2025. The location is immediately adjacent to the American Express Stadium, enabling strong operational and fan experience links between the two venues with the opportunity for the club to use a range of its facilities across both men’s and women’s match days.

The new women’s stadium has been designed with a minimum capacity of 10,000 and will be physically connected to the Amex via a new bridge link. The sloping nature of Bennett’s Field will allow the stadium to accommodate underground parking facilities, while still providing level access for spectators.

The club’s ambition is for the stadium to open no later than the 2030/31 season, subject to planning approvals which will be sought through the neighbouring authorities of Brighton and Hove City Council and Lewes District Council.

The new stadium reaffirms the club’s long-standing commitment to the women’s and girls’ game, adding to

the significant investment in dedicated training and administration facilities at the American Express Elite Football Performance Centre in Lancing, just 20 minutes to the west of the stadium site.

The new stadium will give the women’s team a new purpose-built home that reflects that level of support and ambition, further reinforcing Brighton’s position as a global leader in women’s football.

Women’s managing director Zoe Johnson said, “The prospect of a bespoke stadium, built exclusively for women’s players, staff and supporters, is incredibly exciting. It is a project

that is the first of its kind in the UK and Europe, and one of only three in the world, and will capture the imagination of stakeholders across the women’s game, not just here but globally.

“It is something we are asked about constantly, and we have worked hard to reach this moment, so it is exciting now to share this news with the wider world. It will help us push forward our ambitions to compete consistently both domestically in the Women’s Super League, and also in European club competition, while helping us to attract key staff and grow a passionate fan base.

“We also hope the stadium can support academy and development fixtures, giving more of our younger players valuable experience of playing in a purpose-built stadium environment.”

Significant progress has already been made on design work for the women’s stadium. In addition to the images released today, the club will share more detailed imagery publicly as the project moves through the planning process.

Having adopted a guiding philosophy of ‘built for her’, the new stadium will be designed around the needs of

female athletes and the distinct needs and culture of the women’s game rather than be an adaptation of a venue that was designed for male athletes historically and typically supported by a male-dominated audience.

From pitch standards and performance environments such as changing rooms and recovery spaces, every element of the new stadium will support elite female players.

Reflecting a different demographic of supporters, the matchday experience will be designed to be especially welcoming for families and first-

time attendees with easy access for families, wider concourses, social spaces and an event-day atmosphere focused on music, entertainment and community.

Above all, with the team’s on-field performance the focal point from a sporting perspective, the new stadium will provide a permanent home and identity for the women’s team, driving repeat attendance, a better broadcast experience and long-term fan growth.

Chair of Albion Women Michelle Walder added, “We are determined to maintain the momentum built in recent years, not just nationally but here in the city. A stadium ‘built for her’ is an ambitious statement of intent - it’s an exciting commitment and will establish Brighton and Hove on the global map as a genuine home for the women’s game. Delivering these plans is central to accelerating the long-term growth of our women’s team and the future of the wider game.”

Albion chairman Tony Bloom said, “Since we announced our intention to build a stadium for the women’s team in Brighton and Hove, we have seen unprecedented interest locally, nationally and internationally. It is a topic I am regularly asked about by many of our fans, clearly indicating the growing level of interest and potential for women’s football.

“It is a significant further investment in our long term vision for women’s football at Brighton & Hove Albion. A women’s stadium in the city is essential to the continued growth of the team. We strongly believe it will strengthen our ability to attract elite talent, help develop our younger players for the future, support the growth of our fan base and create a genuine sense of belonging around the women’s game.”

By Hannah Mercer, Real Estate Partner, Irwin Mitchell LLP

Contractual controls of land: the transparency shake-up set to hit development deals

to hit development deals

On March 9th 2026, the Government released the draft Provision of Information (Contractual Control) (Registered Land) Regulations 2026—a new regime designed to shine a light on agreements that give parties influence over land without owning it. These ‘contractual control rights’ have long shaped development strategies behind the scenes. Now, they’re about to come into public view.

Although the Regulations are expected to go live on April 6th 2027, as currently drafted, they will be retrospective, and any qualifying agreement entered into on or after the date the Regulations are made (expected early/mid 2026) will fall under the regime. In other words, many deals already being negotiated today will be caught.

WHY THE OVERHAUL?

future development or disposal of land where they aren’t the registered owner. For years, options, conditional contracts and promotion agreements have played a central role in land assembly and development pipelines. But their

WHICH AGREEMENTS ARE CAUGHT?

Government guidance confirms that several familiar structures will fall within scope:

• Options

❛❛ Why the overhaul? In short: transparency. The Government wants to expose who can influence the future development of land. ❜❜

details have often remained private. The new regime flips that on its head by making key information publicly accessible through a new HM Land Registry database.

• Conditional contracts

• Preemption rights

• Certain promotion agreements

But the Regulations sensibly carve out arrangements that don’t sit within their purpose. Exclusions include:

• Security arrangements used solely to secure loans or overage

• Rights affecting short leases with fewer than 15 years left

• Nondevelopment rights—for maintenance, utilities or farming

In short: transparency. The Government wants to expose who can influence the

It’s a move that will ripple across the development sector—from long-term strategic land promoters to housebuilders, investors and major landowners. The industry now needs to adapt quickly to remain compliant.

• Short-term rights, where control lasts less than 18 months

• Section 106-related rights relating only to infrastructure or amenities

• National security and defence agreements

❛❛ Failure to comply with the disclosure requirements is a criminal offence. ❜❜

Even with these exclusions, the scope remains broad. Any party involved in land promotion or development should now be reviewing their templates, heads of terms and in-progress negotiations.

WHO MUST DISCLOSE?

The burden sits firmly with the grantee—the beneficiary of the contractual control right, not the landowner granting it. That typically means developers and promoters. They must ensure that all required information is submitted to HM Land Registry, and they must do so digitally through a regulated conveyancer.

And it doesn’t stop there. From April 6th 2027, assignments and variations will also trigger registration if they change information that would have been registrable had the Regulations already been in effect. Even agreements that weren’t originally caught could become registrable later through a variation. This is one of the most significant—and easily overlooked—changes.

WHAT HAPPENS IF YOU DON’T COMPLY?

The consequences are serious. Failure to comply with the disclosure requirements is a criminal offence, and providing false information—whether

knowingly or recklessly—can lead to up to two years’ imprisonment and an unlimited fine.

Beyond criminal liability, there’s a practical sting: HM Land Registry can refuse to enter notices or restrictions protecting the contractual control right until the required information is submitted. That means that deal protection mechanisms could simply stall.

WHAT MUST BE DISCLOSED?

The Regulations will require a clear, structured set of information, including:

• Parties: full details of grantee and grantor, with date/place of birth for individual grantors

• Type of right: option, conditional contract, preemption and so on

• Agreement information: date, parties and description of the arrangement

• Exercise mechanics: how and when the right can be exercised

• Duration: including extensions, renewals and termination mechanics

• Title details: title numbers and any relevant parttitle descriptions

• Location: address and postcode

exercise—will be entered into a publicly accessible database. Critically, commercial terms such as price and payment structures remain protected.

HOW WE CAN SUPPORT YOU

At Irwin Mitchell, we routinely advise landowners, developers, housebuilders and promoters on strategic land and development structures. We can help you:

• Build the right protections into your agreements

• Identify what information must be gathered before the exchange

• Ensure compliance processes are embedded across your teams

• Review templates in light of the new obligations

• Protect your position in negotiations while managing the increased transparency obligations

With the Regulations moving closer and with retrospective application already looming, now is the moment to prepare.

Once submitted, key elements—such as the location of the land, the identity of the grantee, the type and duration of the right, and the dates of the grant or www.irwinmitchell.com

STEP INTO THE SPOTLIGHT

WHERE SURREY’S LEADING BUSINESSES ARE RECOGNISED

The Surrey Business Awards, in association with Surrey Chambers of Commerce, is the largest event of its kind, and the most prestigious in the county.

Delivering these awards is a fantastic opportunity to showcase your business, earn well-deserved recognition and network with key industry leaders

Businesses can sumbit a a maximum of three categories (£25 per entry) and must have an office based in Surrey

2026 CATEGORIES

Small Business of the Year

Meddium Business of the Year

Future Talent of the Year

Best Customer Service Award

Best New Business Award

Business Growth Award

Chamber Member of the Year

Community Hero Award

Employer of the Year

Gamechanger of the Year

International Business of the Year

Professional Services Award

Sustainability Champion Award

Large Business of the Year

Businessperson of the Year

Company of the Year

By Paul Bates, Managing Director, Cleankill Pest Control

Specialist bird-proofing solution restores safety at multi-level training tower

Another successful bird-proofing project has been completed by Cleankill Pest Control’s specialist team, demonstrating once again the importance of proactive pest control in maintaining safe, functional environments.

This particular challenge involved a multi-level training tower used by Avon Fire & Rescue Service for training its firefighters. The tower had become a prime roosting and nesting site for pigeons. The birds had established themselves across all levels of the structure and within the concealed space between the mock roof and the external cladding. While this may seem like a minor nuisance at first glance, the reality was far more serious.

The accumulation of bird droppings created significant fouling throughout the tower, directly impacting firefighters using the facility. Surfaces became slippery and hazardous, increasing the risk of slips, trips and falls. In a setting designed for training and operational use, this posed a clear and unacceptable health and safety risk. Beyond the immediate dangers, prolonged exposure to bird fouling can also lead to structural deterioration and potential hygiene concerns.

Cleankill’s Surveyor Adam Keig carried out a full site assessment to understand the extent of the issue and identify the most effective solution. The

❛❛ This project highlights the value of professional bird-proofing solutions, carefully designed to suit each environment.❜❜

approach needed to be both robust and tailored to the tower’s unique design.

To prevent pigeons from accessing upper structural elements, Cleankil installed high-quality netting to the underside of each level. This effectively blocked access to the beams above, eliminating key roosting points without interfering with the tower’s functionality.

In addition, Cleankill designed and constructed a bespoke metal framework to address the more complex access points. This included installing a custom-built door fi tted with durable wire mesh, specifi cally engineered to seal off the mid-level area and the void between the mock roof and cladding. This targeted intervention ensured that pigeons could no longer enter or nest within these sheltered spaces.

The result is a clean, safe, and fully operational training tower, free from the hazards previously caused by pest birds. Just as importantly, the measures implemented provide a long-term solution, reducing the likelihood of re-infestation and ongoing maintenance issues.

This project highlights the value of professional bird-proofing solutions, carefully designed to suit each environment. Off-the-shelf fixes are rarely sufficient for complex structures.

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

PEST CONTROL

Instead, a considered site-specific approach delivers the best outcomes in terms of safety, durability and cost-effectiveness.

If you are experiencing problems with pest birds on your premises - whether in commercial, industrial or public-sector settings - it is essential to act early. Left untreated, such issues can escalate quickly, leading to increased risk and expense.

Award-winning Cleankill Pest Control has many years of experience working

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.

with facilities and property managers. The company was founded on the desire to create an operation that places professionalism, customer service, respect for the environment, care for the community and staff development on an equal footing with profi tability.

Cleankill was the first pest control company in England to attain the Gold Investors in People standard.

The Cleankill team is always available to provide expert advice and practical solutions. Call 020 8668 5477 today for a free, no-obligation quote and take the fi rst step towards a safer, cleaner environment.

www.cleankill.co.uk

TRAVEL

THE GREAT BRITISH BRAIN DRAIN

By Tess de Klerk

Across the UK, thousands of workers are closing their laptops in costly cities and reopening them in places where rent is lower, the weather is better, and daily life feels far less pressured. For many, moving abroad is no longer just wishful thinking. It has become a practical lifestyle choice, made because of rising living costs, remote work opportunities and the growing appeal of a better quality of life.

Around 165,000 UK citizens are now living overseas as digital nomads, showing just how dramatically working culture has changed since the pandemic normalised remote careers. This movement is being led by people working in tech, marketing, design and other digital industries.

Developers, copywriters, SEO specialists, consultants and founders are increasingly building careers that allow them to work from almost anywhere. What was once considered an unconventional lifestyle has become a serious professional strategy, particularly for those wanting more control over both their finances and their time.

For many, the decision feels obvious. If you can earn the same salary while cutting your living expenses and improving your day-to-day life, Britain can start to feel like an expensive place to stay.

The financial consequences for the UK are substantial. More than £3 billion is being lost each year in consumer spending, as these professionals spend their incomes overseas rather than in

❛❛ More than £3 billion is being lost each year in consumer spending as these professionals spend their incomes overseas❜❜

British shops, cafés and housing markets. Their money is no longer feeding local economies at home, but strengthening those abroad.

Spain and Portugal have become major winners by actively welcoming this new workforce. Spain’s Digital Nomad Visa has made cities like Valencia, Barcelona and Seville increasingly attractive, while Portugal continues to draw remote workers through Lisbon, Porto

and Madeira. Lower living costs, established international communities and supportive visa options have made both countries highly appealing. Croatia, Estonia and Thailand are also growing in popularity, offering similar advantages for professionals looking for flexibility and affordability.

At the same time, the digital nomad lifestyle itself is changing. The constant movement once associated with nomadism is being replaced by something more settled. ‘Slowmading’- stay -

❛❛ This is about more than sunshine or cheaper rent. It reflects a deeper shift in what people now want from their careers and lives ❜❜

ing longer in one place and building a more stable life - is becoming increasingly common as professionals prioritise community, simplicity and sustainability over endless travel.

Britain, meanwhile, isn’t keeping up. While many countries are creating policies to attract global remote workers, the UK still lacks a dedicated digital nomad visa or a clear strategy to compete. Combined with soaring living costs, especially in London, Britain is increasingly at risk of becoming a coun -

try that professionals leave rather than one they choose.

This is about more than sunshine or cheaper rent. It reflects a shift in what people now want from their careers and lives. Freedom, flexibility and personal well-being are becoming central to how success is measured. Traditional ideas of success, built around long commutes and expensive urban living, are being challenged by a generation that is placing greater value on sustainability and choice.

As remote work continues to expand, Britain faces a growing challenge: whether it can adapt fast enough to hold on to talented professionals who are becoming more mobile, more global and far more willing to build their futures elsewhere.

Statistics taken from Global Citizen Solutions Nomad Report 2025 and Euronews

THE BEAST FROM

By Maarten Hoffmann, Motoring Editor

As my loyal readers will know, after 16 years of reviewing cars, my Car of the Year for three years running was the Audi RS6 Avant - a car with the speed of a Lambo, the road manners of a rally car, but big enough to move house. Sadly, Audi has decided to discontinue that model, and when it returns, it will be electric, so that’s the end of that!

So, is there another such hugely competent and involving car? Rhetorical, really, as yes is the answer, and BMW were quite keen to get it into my hands to explore if it could take the RS6 top slot award - and below is the answer.

❛❛ When the new BMW M5 Touring landed on my drive, I was pleasantly surprised. In metallic racing green, it looks sensational ❜❜

When the new BMW M5 Touring landed on my drive, I was pleasantly surprised. In metallic racing green, it looks sensational, with a tad of a shock when I opened the door to find a black-and-bright-orange leather interior! I

hated it for two days but fell in love with it from there on - the interior that is, not the car.

The Beast from Bavaria refers to the marque’s home since 1916 and the name of the brand. BMW stands for Bayerische Motoren Werke – or Bavarian Motor Works to you and l – and the blue and white BMW logo represents the Bavarian state colours.

The M5 is now a plug-in hybrid with an 18.6kWh battery and a possible 42 miles of e-range. You can charge it at up to 7.4kW with a standard home charger and take advantage of

FROM BAVARIA

tax breaks. But when that battery isn’t busy providing electric motivation, it produces just under 200bhp and 200lb ft-ish through the eight-speed StepTronic gearbox, adding to the power produced by the familiar 4.4-litre bi-turbo V8. Total system output is 727bhp and 737lb ft of torque.

Enough for a 3.6-second 0-62mph time (just 0.1 seconds slower than the sa -

loon) and a top speed of 155mph on a limiter. Or 189mph (still limited) if you option the M Driver’s Package, and both of which are the same as the booted car. Somehow, both models are exactly the same length.

It is shatteringly fast, and with the 4x4 system, it is glued to the tarmac and totally forgiving if you mess up a corner. And, just like the Audi, it doesn’t feel like

an estate car; you have no idea of the length and weight as the power overcomes everything.

Looks-wise, it’s subjective, but the Touring variant just seems to sit better. There’s a new front end with some serious cooling vents, new brake-cooling vents, a 75mm stretch in the width at the front and a 48mm swell in the rear arch. But they’re not just wrapover arches or bolt-on flares over the 21-inch front and 22-inch rear wheels: these are proper wide arches that

“I hated the black and bright orange leather interior for two days, but fell in love with it from there on”

make the car look like it’s ready to race. It looks good from every angle, hunches down really nicely onto the road and looks good at all times, ready to go. And go it does.

The original M5 was a V10 monster that was un-drivable in the wrong hands but a total hoot to drive. The new 4.4 bi-turbo is much more civilised but no less of a monster if you ram the go pedal into the Axminster. However, the beauty is that your Granny could drive it if you switch it out of the Sport mode, and it’s

into Sport Plus, or Track mode if you have the cajones, and let rip - it is voraciously quick. Set the car up via the various menus, and you can find a balance between chassis dynamics and traction that disguises the near-2.5-tonne

❛❛ And yes, for real hooligans, you can still stick it in 2WD mode and do a burnout if you want. ❜❜

totally silent if you pop it into electric mode. It is easy to drive and, with the usual BMW build quality, will do exactly what you tell it to do.

Once Granny has departed, switch it

kerb weight brilliantly. It really doesn’t feel as heavy as it is.

There are all the usual new-M5 systems to play around with, from traction control to five different drivetrain options

(if you option the M Driver’s Package that adds two extra to the standard three), to a myriad of other changeable options. Brake pedal feel, sound, dampers, driven wheels, steering feel… it’s all up for grabs.

And yes, for real hooligans, you can still stick it in 2WD mode and do a burnout if you want. Although it doesn’t just spin the wheels, it will set light to the tyres and make you the best client ever at the local tyre shop.

The interior is superbly designed, and if buying the Touring for the load-lugging ability, in terms of raw space, it’s not actually that much bigger than the huge-booted saloon. So where you get 466 litres of deep space in the saloon boot, there’s only 500 litres flat in the Touring.

But the Touring has a much more usable hatchback and more useful space - especially if you have a hound. As in the saloon, the back seats split 60:40 and can be dropped via levers in the luggage compartment, but with the Touring, you get a full-height rear.

❛❛ Although still very early in the year, it is on track to be my 2026 Car of the Year - I loved it

in almost every aspect. ❜❜

The rear seats easily accommodate six-footers, with plenty of charging points, so rear passengers can have their own infotainment systems. The seats are tremendous, with good side bolsters to keep you firmly in place when cornering at speed and a huge wraparound screen incorporating the dash dials and all entertainment and sat nav. The steering wheel has the typical flat bottom to make entering and exiting easier, and the two bright red M paddles allow you to enter a world of speed.

So, you might be awaiting the verdict as proposed at the beginning? Does this take the RS6 mantle?

Yes, it does, and although still very early in the year, it is on track to be my 2026 Car of the Year - I loved it in almost every aspect. We have waited quite

some time for the M5 to have an estate rear but it was worth the wait.

Interestingly, my daughters have spent their lives being picked up from school and chauffeured around in such a massive variety of cars that they have become totally unfazed by any McLaren, Lamborghini or Ferrari that I might turn up in. When they saw the M5 had gone back, they both said the same thing - “Aw, Dad, where’s it gone? I really liked that car.”

Praise indeed.

TECH STUFF:

Model tested:

BMW G99 M5 Touring

Power: 727 bhp

Speed: 0-62 - 3.6 secs

Top: 190 mph

Economy: 141.2 mpg (total combined)

Range: EV mode: 43 miles

Price from: £112,500

As tested: £140,287

THE REALITY OF BEING AN AUTHOR

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TRAVEL

The UK’s cleanest beaches

WINE & DINE

DYNAMIC COLUMNISTS

Alex Bailey

Who decides who ‘you’ are?

The all-vegan Bonsai Kitchen

THE BIG STORY

Laura Hearn

Sport’s greatest gifts have nothing to do with winning Pippa Moyle

Resilience was my renaissance

Natalie Montagnani

Who is holding you together?

IN CONVERSATION WITH...

JULIE KAPSALIS

CONTENTS

22 IN CONVERSATION REGIONAL BUSINESS LEADER AND GURU, JULIE KAPSALIS MBE

News

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

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

Regulars

8 The Alex Bailey Column If AI can be you, who decides who ‘you’ are?

10 The Laura Hearn Column

Why sport’s greatest gifts have nothing to do with winning

16 The Pippa Moyle Column Resilience was my renaissance

20 The Natalie Montagnani Column You’re holding it all together, but who’s holding you?

PLATINUM MEDIA GROUP

“I am thankful for my struggle because, without it, I wouldn’t have stumbled across my strength.”

Alex Elle Author and Wellness Educator

Finance

6 Kreston Reeves

Why female founders should make more noise about success

18 The Untapped Strength of Female Founded Businesses

Beth Warner of FRP Corporate Finance on the reluctance of women to put themselves out there

Features

14 Toy Story

Chatting with Jan Etches, General Manager at the Brighton Toy and Model Museum

36 Laura Best

Reshape your work, reclaim your career

38 Spotlight

Focusing on two women who are not getting the recognition they deserve

40 The Loneliness of the LongDistance Triathlete

Read the remarkable, ongoing story of Sarah Jouault, the victim of a sexual assault, who took back her own life in order to help others

44 Dr Bernice Wright

Encouraging more women into science

46 Cornelia Lucey

Leadership is work; so why are so many women struggling?

48 Yasmine Anane

The commercial reality of being a modern author

Further Reading

50 Zoë Arden

Why stories are your best sauce

Wellbeing

52 The Plastic Problem

The need for proactive measures to stop us ingesting so much plastic

Travel

54 England’s Cleanest Beaches

The top 10 rundown of where you’ll find England’s cleanest bathing spots

Wine & Dine

58 Bonsai Kitchen, Brighton

A vegan’s delight - for everybody

What’s On

60 A brief snapshot of what’s on in the South East

EDITOR’S NOTE

Welcome to Dynamic

At the centre of this issue is our Big Story with Julie Kapsalis MBE - an insightful conversation with one of the South East’s most influential leaders. From her work in education and economic development to her views on ambition, disruption and creating lasting change, Julie offers a compelling perspective on leadership with purpose.

We also shine a light on women driving transformation in diverse spaces, from Jan Etches’ impressive work reshaping Brighton Toy and Model Museum to powerful discussions around resilience, entrepreneurship and passion.

Amongst our regular contributors, Alex Bailey explores the growing influence of AI on leadership identity, while Natalie Montagnani examines the hidden pressures so many women in business continue to carry. Laura Hearn, meanwhile, reflects on value of sport and its powerful lessons to be learnt.

You’ll find plenty more inspiration in our regular sections too, from Frederique and Cheryl in Spotlight to Yasmine’s journey to becoming a children’s author.

We hope you enjoy this month’s magazine.

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

BUSINESS DEVELOPMENT MANAGER: Imogen Hunt imogen@platinummediagroupco.uk

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

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

SERUM ADVERTISEMENT BANNED FOR MISLEADING

An advert for a £49 face serum has been banned over misleading claims that it made users look up to five years younger. The billboard poster claimed the Eucerin Hyaluron-Filler Epigenetic Serum was “clinically proven” following a study of 160 people who used the product for four weeks before being asked how much younger they thought they looked.

The advertising watchdog said it had concerns about the study’s methodology and that selfreporting made the results subjective. The ASA report said: “We had concerns about the study’s methodology, including that there was no control group, nor was there information about how participants were recruited.”

AI WILL PUT WOMEN’S JOBS AT RISK

At least a million jobs done by Londoners are either “highly or significantly exposed” to the impact of AI, a report published by City Hall says.

More than 300,000 administrative roles face the highest levels of exposure and risk of automation, “as their clerical tasks align most closely with GenAI capabilities”, the 71page Greater London Authority report states. It said a further 748,000 roles in areas such as IT, data analysis and secretarial

work are at risk, but it “varies across tasks”.

Women, who are overrepresented in administrative and clerical roles, young people and those with higher educational levels are among the most exposed, the report states. Brokers, web designers, telephone salespersons and journalists are also vulnerable. Jobs least at risk from AI include architects, barbers, chefs, chief executives, driving instructors, florists and undertakers.

CHARITY CALLS FOR EARLIER WOMEN’S HEALTHCARE PRIORITY

Giving women access to specialised care after their first miscarriage could prevent about 10,000 pregnancy losses a year across the UK, according to a study. Currently, women in England, Wales and Northern Ireland are eligible for specialist care on the NHS for early baby

losses after they have had a minimum of three miscarriages.

The charity Tommy’s has called for women to be eligible after one miscarriage, stating this could reduce the risk of future miscarriages and

improve health outcomes for mothers.

The graded model of miscarriage care proposed by Tommy’s is already available in Scotland, and the charity is calling for its implementation across the whole of the UK.

UPFRONT

THE LATEST BULLETINS FROM AROUND THE WORLD

NEW

FOREST BUSINESSWOMEN GATHER FOR FUNDRAISER

WOMEN GAINING GROUND IN LEADERSHIP ROLES

Businesswomen from across the New Forest gathered at Careys Manor in Brockenhurst to celebrate International Women’s Day while raising funds for the local charity força – Strength Against Cancer. Let’s Talk Communications hosted the lunch, bringing together women for an afternoon of networking, inspiration and fundraising. Held on a not-for-profit basis, the event raised funds for the charity, which supports families in the New Forest affected by cancer.

força was founded by a group of women from Lymington following the diagnosis of incurable metastatic breast cancer for one of its founders, Carla Whitbread. Speaking at the event, she shared her personal story and highlighted the charity’s work supporting individuals and families across the New Forest living with cancer.

Alison Bladh, an award-winning women’s health and menopause expert who has helped hundreds of women globally to navigate menopause with wellness in mind, has been announced as a finalist for the prestigious Business Book Awards with her bestselling book ‘Have a Magnificent Menopause: A straightforward Guide to Looking Good and Feeling Great’.

The Business Book Awards, in association with Pathway Group, holds the annual ceremony to honour authors who have imparted their industry knowledge and experience in book format. Bladh offers women over 40 a ‘no-nonsense’ guide to thriving through perimenopause, menopause and beyond with or without Hormone Replacement Therapy.

SENIOR ROLES ELUDING FEMALE PROFESSIONAL ACCOUNTANTS

Very few women reach senior roles in accountancy firms, despite parity at more junior levels. Sarah Beale, AAT CEO, has said in an article on how to improve the situation from mentorship to balancing pay and flexible working.

Women make up nearly half of the accounting workforce in the UK, but

few ever make it to the top. 12% of the UK’s top 100 accounting firms have female leaders, according to a 2024-25 Women in Leadership survey by LinkedIn, a staggering 20% drop from the previous year. This comes as the proportion of women being appointed to leadership roles in the UK overall has declined for the third consecutive year.

A man’s got to do what a man’s got to do. A woman must do what he can’t.”

- Rhonda Hansome

VENTURE FUNDING STILL NOT GETTING TO WOMEN-LED BUSINESSES

In yet another confirmation of an issue that Dynamic often highlights – that women are controlling more wealth than ever, but the money still is not flowing evenly back into women-led businesses.

That imbalance is helping drive fresh attention to gender-lens investing, a strategy that directs capital into women-led funds, female-founded

companies and businesses built around women’s economic advancement. A new UBS report found women control about 33% of retail financial assets in the United States and Europe, yet 53% of those assets remain outside professional investment management. At the same time, just 1.3% of venture capital funding in the U.S. and Europe goes to companies founded entirely by women.

‘WOMEN BACKING WOMEN’ REACHES FUNDING MILESTONE

The flagship fund of a UK government-backed initiative addressing the shortage of equity capital for women building businesses has reached a £130m first close.

The “Women Backing Women” fund aims to raise £250m in total to invest in female fund managers backing female-led businesses. The initiative is a key part of the UK governmentbacked Women Taskforce, which aims to address the longstanding challenge of women’s difficulty in securing investment capital.

Just 2p of every £1 of equity funding in the UK goes to femalefounded businesses. Bootstrap4F, which is managing the funds, said it had reached the £130m first close of its £250m raise, with investment from Barclays, the British Business Bank, M&G and Nationwide and will now begin investing in fund managers.

SOPHIA LORIMER ANNOUNCED AS WINNER - AGAIN

Crawley-based Sophia Lorimer, founder of Fine-Tuned Wardrobe, has been named the Gold Winner in the Women in Personal Services category at the 2026 Women Changing the World Global Awards, held in Paris.

The Women Changing the World Global Awards celebrate and recognise women achieving outstanding success in areas such as sustainability, humanitarian work, leadership, advocacy, education, health and innovation. The awards are designed to recognise the growing number of women leading the way in making the world a better place and inspiring others to make a difference.

Sophia Lorimer is a multi-award-winning Sustainable Stylist and the founder of Fine-Tuned Wardrobe, a business dedicated to helping individuals reconnect with their wardrobes in a way that builds confidence while reducing fashion waste.

Stop telling girls they can be anything they want when they grow up... it would have never occurred to them that they couldn’t.”

- Sarah Silverman

We are delighted to announce that Sophia will be a brand-new Dynamic columnist from next month giving fantastic advice on how to dress for work.

By Alison Jones, Partner, Kreston Reeves

Why female founders should make more noise about success

Running a business can be exhilarating, demanding, messy and deeply rewarding, sometimes all in the same week. For many female entrepreneurs, business growth rarely follows a neat or predictable path. It’s built through a mix of instinct, resilience, support from others and the confidence to keep going, even when the next step feels uncertain.

That was the clear mood at our recent International Women’s Day event for female entrepreneurs and business leaders, who shared honest reflections on what helps women build successful businesses and sustain them over time.

While every story in the room was different, the themes were strikingly familiar: backing yourself, building trusted relationships, creating strong systems, taking opportunities when they come and remembering that success is not only about turnover or profit, but also about impact.

weight of responsibility are part of the reality for many founders. Yet so too is the excitement of seeing something take shape. Growing a business often means learning at speed, solving problems on the move and developing a level of resilience you never knew you had.

One of the strongest messages from the event was that no one builds a business alone. Trusted partners, supportive clients, advisers, mentors and peers all play a role. Sometimes that support is formal, but often it comes through relationships built over time; the client who takes a chance on a smaller supplier, the contact who makes an introduction, the mentor who asks the right question at the right moment, or the fellow business owner who reassures you that the wobble you are experiencing is perfectly normal.

“One of the strongest messages from the event was that no one builds a business alone.”

For some founders, the start of the journey was not so much a grand plan as a decisive moment. A recognition that something needed to change in their life, and that waiting for the perfect time was not an option.

The challenge, of course, comes in those early months and years. Cashflow pressure, long hours and the emotional

That is one reason networking still matters so much. Done well, it is not about awkward introductions or collecting business cards. It’s about creating a circle of people who understand the pressures of leadership, offer support and perspective and sometimes help you spot opportunities you might otherwise miss. For female entrepreneurs in particular, there can be real value in spaces where experiences are shared openly and ambition is not downplayed.

That willingness to step forward matters. Too often, women wait until they feel completely ready before pitching for work or applying for a new role. It’s the same for speaking publicly or putting themselves forward for recognition. In business, that can mean missed opportunities.

And that brings us to awards and, of course, the Dynamic Business Awards, which took place on March 26th, which we were delighted once again to support.

For many female entrepreneurs, entering business awards can feel slightly uncomfortable. There can be a temptation to dismiss them as self-promotion or assume the business is not quite ready yet. But awards can be hugely valuable. They provide a reason to pause and reflect on what the business has achieved, articulate its story clearly and identify what makes it different.

Success does not have to look one particular way. It can mean scaling fast, or growing steadily and sustainably. It can also mean building a brilliant team, creating opportunities for others, supporting the local community or building a business that reflects your values and ambitions.

For female entrepreneurs, that is a useful reminder. Business success is not only something to build. It is also something to recognise, talk about and, yes, sometimes celebrate.

Awards are also a way of saying thank you. On a personal note, I was very honoured to receive Dynamic’s Outstanding Contribution to Business Award. I’ve had a career spanning over 40 years in the accountancy profession here in Brighton, and in May, I’ll be retiring from Kreston Reeves and focusing on some charitable projects.

“In May, I’ll be retiring from Kreston Reeves and focusing on some charitable projects.”

That process alone can be useful. An award entry forces you to think like an outsider looking in. What progress have you made? What challenges have you overcome? What do your clients value? How has the business grown? What impact have you had on your team, customers or community? These are powerful questions, and not just for judges.

Awards can also sharpen your marketing, strengthen team pride and boost credibility with clients and prospects. A strong entry is not about boasting. It is about presenting evidence of progress, clarity of purpose and the substance behind the brand.

In many ways, the women at our event had already described the foundations of a compelling awards story. Growth is built through determination. Opportunities seized. Teams developed. Communities supported. Setbacks overcome. Strong values maintained. These are exactly the things that set strong businesses apart.

I’m incredibly passionate about supporting women in business. I believe that by supporting each other, we can all progress in our careers and professions and ultimately achieve equality. All I’ve ever wanted is for women to be treated equally, not more, not less, but equal. I’ve always championed the voices of other women in business and will continue to do so.

So, make sure you champion yourselves. Reach out, network and use your advisers well. Make some noise and celebrate your success, and that of the inspirational business women around you. I look forward to seeing you next year, celebrating your success.

Call: +44 (0)33 0124 1399

Email: alison.jones@krestonreeves.com Visit: www.krestonreeves.com

Alex Bailey Column The

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

If AI can be you, who

By Alex Bailey

I’ve been lucky enough to have support from Executive Assistants at various points throughout my career, starting over 20 years ago at Aviva and, at times, throughout building and running my own business.

When it works well, every leader knows just how powerful that relationship can be. Exceptional EAs don’t just manage diaries or inboxes; they reduce cognitive load, anticipate needs and create the conditions for leaders to focus on what really matters. For me, it worked best when there was deep trust: when my assistant knew my strengths, weaknesses and priorities almost as well as I did. It ensured nothing

important was missed and, on many occasions, allowed me to continue eating and sleeping.

So I’ve never had an issue with someone I trust representing me in email responses or managing conversations on my behalf. Which raises an interesting question as we move deeper into the age of AI: why would that suddenly become problematic if the “someone” is a digital twin?

A digital twin is a data-trained representation of how someone communicates, decides, prioritises and responds. Unlike AI tools that assist with tasks, digital twins stand in for decision-makers. They don’t just support work; they represent judgment, tone and intent.

For many leaders experiencing cognitive overload, decision

“A digital twin is a data-trained representation of how someone communicates, decides, prioritises and responds.”

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.

who decides who ‘You’ are?

fatigue or burnout, this is immensely appealing, and it’s something I’m exploring personally. But before jumping in, there’s a crucial question to consider.

What differentiates me from my digital twin — and how do I maintain my identity? As a psychologist, I’ve spent years exploring the relationship between internal voice and external expression, helping leaders find their voice, articulate their wisdom and build confidence to be seen and heard. Identity, in this sense, lives in between what we think, what we feel, what we choose and how we are experienced by others.

• So, if a system can mimic me very closely, where is the line?

• Who am I if a system speaks for me?

• Who am I if my reasoning is inferred, but I didn’t consciously choose it?

• Who am I if my tone is replicated, but not truly felt?

If identity is fundamentally relational, we also need to ask where a digital twin fits within that dynamic and whether, over time, it could subtly erode leadership presence if it isn’t held with intention.

There’s a useful parallel here that most senior leaders already recognise. When Executive Assistants are exceptional and deeply trusted, their roles often expand into operations, HR, strategy or major organisational projects. Similarly, many CEOs work hand-in-glove with a Chief of Staff or Business Director who carries a significant portion of the cognitive and relational load of leadership.

In those situations, I’ve occasionally sensed negative perception: silent, but felt ever so subtly.

IS THE CEO TOO REMOVED? WHO IS REALLY LEADING HERE?

What’s interesting is that this judgment rarely reflects reality. These leaders are often more focused, more intentional and more effective precisely because of that support. But perception matters in leadership, and trust is built as much through visibility as it is through outcomes.

Digital twins risk amplifying this tension. Unlike human proxies, they don’t visibly question, challenge or

contextualise. If a system can respond, decide or act on our behalf at scale, the boundary between support and substitution becomes harder for others to read.

And this matters particularly for women leaders. Research consistently shows that while women are closing the AI usage gap, a trust gap still exists. Women are more likely to be second-guessed, more closely scrutinised for credibility and more exposed to reputational risk when authority is perceived as diluted.

When you’re already operating within narrower margins of trust, being absent from how AI systems are shaped is not neutral. Adopting late often means inheriting norms shaped by others’ assumptions about voice, authority and leadership presence.

SO WHAT CAN WE DO?

First, be explicit about how you’re using AI for support, not leadership. Be explicit about what is being supported, accelerated or triaged with AI and what remains firmly human: judgement, accountability, values-based decisions and relationships.

Second, maintain your visible leadership presence. Presence doesn’t mean doing everything yourself; it does mean being seen thinking, sensing and making decisions. Visibility remains one of the strongest trust signals leaders have.

Third, experiment now and intentionally shape your use of AI. The leaders who will be most trusted in the era of digital twins won’t be those who adopt quietly or resist entirely. They will be those who experiment consciously, name the risks, articulate intent and help others understand why and how AI is being used.

And lastly and most importantly, if AI can pretend to be you, you have to know who you are and keep being your uniquely brilliant and imperfect self on purpose.

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 looks at how partaking in sports activities isn’t only about winning and losing...

“Sport has an extraordinary capacity to foster unity in places where division might otherwise take hold.”

BEYOND Why sport’s greatest

By Laura Hearn

There was one day in the school calendar I dreaded more than any other - more than exam season and more than parents’ evening. Sports day. I was not what anyone would call a natural athlete. Reasonably competent at the high jump, perhaps, but nowhere near a winner. It wasn’t such a big deal at primary school when it was all about the egg and spoon race, but at secondary school, it bothered me. In team sports, I always felt like the weakest link - the one parents and teachers politely didn’t mention when recounting the highlights afterwards.

And yet, sport now plays a much more meaningful and welcome role in my life. I am a passionate equestrian, an enthusiastic (but amateur) skater, a wannabe runner and a follower of Formula 1. This week alone, I’ve had more conversations than I can count - with friends, with clients - about what sport gives us. Not just those of us who compete or train or ride. All of us. Even those who have never laced up a pair of trainers in their lives.

Because winning, it turns out, is only a fraction of what sport is actually about.

Sure, if you’re pursuing a professional career, results matter enormously. The margins are brutal, the competition relentless, the exhaustion real. But for the vast majority of us - the recreational riders, the park runners, the Sunday League players, the fans glued to a screen at midnight - something else entirely is at work. Something that has nothing to do with a podium or a trophy.

Sport transforms us. Not immediately, but in time - often without us noticing until we look back. Last year, a lovely client took up rowing in her fifties and described it as the first time in her adult life she felt truly present with herself. When she was moving freely with the water, she felt alive. I have a friend who started watching his son play football every weekend this year. He told me that standing on a muddy - and often wet - sideline with strangers has given him the most connection he’s felt in years. I am lucky enough to live by the sea, where a friend runs a local running club. Whether you run or not, we have all become friends and champions of one another.

This is what sport does when we stop measuring it

BEYOND THE PODIUM gifts have nothing to do with winning

exclusively by wins and losses. It builds character in ways that are hard to manufacture elsewhere. The discipline of showing up when you can barely drag yourself out of bed. The humility of being a beginner. The particular resilience that comes from pushing through something physical - discovering that your body and mind are capable of more than you believed. These are the parts of ourselves that are discovered and shape how we move through every other area of our lives.

“Winning, it turns out, is only a fraction of what sport is actually about.”

because it resolves anything - it doesn’t - but because it gives people a reason to stand next to each other, to cheer for the same thing, to share a moment of genuine connection that only humans can feel in real time. It’s analogous by nature.

There’s also something profound in what sport does to communities. On a global stage, it’s a familiar storythe way a World Cup, an Olympics, a championship run can create shared identity among people who have nothing else in common. But it doesn’t have to be a worldwide event - the power of sport is felt every day, much closer to home, in our own back yards.

In the local club that offers our young people a place to belong. In the gym class, where someone finally feels at home in their body. In the small victories that nobody outside that room will ever know about, but which matter more than most headline moments.

Sport has an extraordinary capacity to foster unity in places where division might otherwise take hold. Not

And then there’s what it does to individuals over time. The champions that sport nurtures aren’t only those who make it to the professional level - they’re the people who learn, through years of participation, how to lose without being destroyed by it, or how to win without losing perspective. How to keep going when the odds are against them. How to be part of something bigger than themselves.

I was never a winner on sports day in any conventional sense. But, as an adult reflecting back, sport has given me more than winning ever could - discipline, community, presence, joy, and a relationship with my own resilience that I couldn’t have found any other way.

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

V&A EAST OPENS AS CULTURAL HUB

A major new museum has opened in London’s Olympic Park, combining large-scale exhibitions with a strong community focus. V&A East offers free permanent galleries alongside temporary shows, with local young people involved in shaping its direction. Designed as

an open and accessible space, it aims to go beyond traditional museum roles, encouraging interaction between visitors, artists and the surrounding area. The project reflects a broader rethink of cultural institutions as places for shared experience as much as display.

IN THE RIGHT DIRECTION

SCHOOL FOOD STANDARDS TIGHTENED

School meals in England are set for their first major update in over a decade, with new rules aimed at

improving nutrition. Daily sugary desserts will be replaced with healthier options such as fruit, while deep-fried items and quick, processed foods will be limited. The changes follow concerns from parents about food quality. A consultation is under way, with implementation planned for 2027. Ministers say the goal is to reset expectations around school food, though funding pressures remain a concern.

MODERATE COFFEE LINKED TO MENTAL HEALTH BENEFITS

Drinking coffee in moderation may be associated with better mental health, according to a large-scale study tracking more than 460,000 adults over 13 years. Researchers found that consuming two to three cups a day was linked to lower rates of certain mental health conditions, particularly among men. The effect is thought to relate to caffeine’s anti-inflammatory properties. However, the findings also suggest that both low and high consumption offer fewer benefits, reinforcing the idea that balance matters.

❛ ❛

If you’re creating anything at all, it’s really dangerous to care about what people think.”

Kirsten Wiig

WOMEN’S HEALTH STRATEGY GETS RESET

England’s women’s health strategy is being updated after concerns that progress has stalled since its launch in 2022. A recent review found ongoing gaps in menstrual and gynaecological care, as well as long waits for diagnosis. The revised plan will include improved standards for pain management, stronger mechanisms for patient voice, and action on conditions such as endometriosis. Campaigners have welcomed the renewed focus but stress that delivery, not intention, will determine its impact.

CLITORIS MAPPING ADVANCES MEDICAL UNDERSTANDING

Scientists have created the first detailed 3D map of the clitoral nerve network, addressing a long-standing gap in medical knowledge.

The research, led in the Netherlands, builds on earlier anatomical work and could improve surgical outcomes,

PSYCHEDELIC RESEARCH GAINS POLITICAL MOMENTUM

Long-stalled research into psychedelic drugs could accelerate following a new US directive to review their medical use. Substances such as psilocybin and LSD are being studied for conditions including depression and PTSD, but strict legal controls have limited progress for decades. The move signals a shift away from prohibition-era policy, reopening a field largely dormant since the 1960s. Researchers say the renewed attention could help unlock treatments, though scientific and regulatory hurdles remain.

FLOATING WETLANDS TRIAL AIMS TO RESTORE COASTS

particularly in reconstructive procedures following female genital mutilation.

The development marks a shift in how female anatomy is studied and understood, with implications for both healthcare and education after decades of neglect.

OCEANS PROTECTION PASSES 10% MILESTONE

More than 10% of the world’s oceans are now under protection, following a significant expansion of marine conservation areas in recent years. Around 5 million square kilometres have been added since 2024 alone. While the milestone marks real progress, it remains well short of the global target to protect 30% of land and sea by 2030. Experts also warn that designation alone is not enough; enforcement and effective management remain major challenges.

A new environmental trial is testing floating wetlands as a way to revive degraded coastal ecosystems in the UK. Installed in Portsmouth, the structures are designed to support marine life while improving water quality. The approach responds to the loss of much of the country’s marine vegetation over the past few decades. Researchers will monitor biodiversity and ecological impacts to develop a scalable solution for restoring fragile coastal habitats.

It’s good to be able to laugh at yourself and the problems you face in life. A sense of humour can save you.”

Margaret Cho

TOY STORY

Meet Jan Etches, the General Manager of the Brighton Toy and Model Museum.

Managing a museum full of toys may seem like child’s play, but that is far from the case. Since joining the Brighton Toy and Model Museum in 2017, Jan Etches has helped transform the museum’s fortunes, doubling visitor admissions and leading a major redevelopment that has quite literally opened the museum up to the public. With her business acumen and a deep understanding of storytelling, Jan has successfully preserved a Brighton institution and created a forward-looking tourist attraction. Read on to discover what drives Jan and why you should visit the wonderful museum.

A CAREER IN MUSEUMS

I have worked in museums for 18 years. I started working for Lancashire Cultural Services delivering educational workshops across Lancashire in 20 different museums and castles. In 2011, to help improve my career prospects, I completed a Master’s in Heritage Interpretation with a focus on how to make cultural attractions more visitor-friendly. I had always wanted to move to Brighton, so I was delighted when I got the job at the Toy Museum in 2017.

WHY THE BRIGHTON TOY AND MODEL MUSEUM IS

UNIQUE

The museum is a treasure trove of 12,000 toys and models from the ‘golden age of toy making’ – the late Victorian era through to the early 60s. Largely pre-plastic, it was a time when toys were made by hand and built to last. It helps to preserve childhood memories and nostalgia. No two days are ever the same - I love hearing people’s stories about their favourite toys and memories when they visit the museum.

It is unique because many of the toys we have on display are one of a kind, or best of kind – there are items in our collection you won’t be able to see on public display anywhere else in the world. If they exist, they are in a private collection. These include the early history of Lego with the largest collection of wooden Lego toys outside of Denmark, 400 pre-war Dinky toys, 70% in their original shop display boxes and Steiff’s rarest but least collectable soft toys.

There is something for the whole family to enjoy, from

STORY

model trains and die-cast vehicles to teddy bears and doll’s house furniture. One of the most popular activities for visitors of all ages is our Lego mini-figure hunt - you are never too old to be a big kid!

JUST BOYS’ TOYS?

Model railways and mechanical toys are still largely seen as ‘boys’ toys’, but we get lots of women visiting too. Many of them remember their brothers having diecast vehicles or model trains and how frustrated they were with their brothers getting the ‘cool toys’, such as Meccano and chemistry sets, whilst they were given a doll!

A WOMAN CHALLENGING TRADITIONAL VIEWS

Being a woman managing a museum such as this has had its challenges. As a registered charity, some of the key stakeholders were men of a certain age with traditional views on how the museum should be run. Also, when I started at the museum, I was the only contracted female member of staff, so I was expected to clean the museum, public toilets and staff kitchen because the existing male staff were not prepared to do those jobs.

Thankfully, we now have a more diverse working environment where responsibilities are delegated appropriately, and I have the autonomy to make operational decisions.

I have now worked at the museum for nine years and have made significant improvements, which have doubled visitor admissions income. I couldn’t have achieved this without having confidence in my decisions, being assertive and diplomatic in equal measure, and building a great team around me. Being thick-skinned at times helped, too!

35TH YEAR CELEBRATIONS

The museum opened in 1991, so we are celebrating our 35th anniversary this year. We have been described as a hidden gem because the entrance was a tiny door in a bricked-up arch, so people couldn’t tell that inside we are an Aladdin’s cave of toys and models. After finally getting planning permission on a listed building and fundraising for four years to raise £200,000, we now have a spectacular, fully glazed 20 ft entrance, completely transforming the front of the museum.

“I have now worked at the museum for nine years and have made significant improvements, which have doubled visitor admissions income.”

THE FUTURE

To help secure the museum’s future, it is important that we continue to increase our visitor numbers. Having recently created an exciting new entrance, we are already working on our next project to expand the museum. Th is will allow us to display more contemporary collectables to attract new visitors – things like Barbie and Star Wars.

The museum is located underneath Brighton Railway Station. Immediately behind us are what used to be the historic ladies’ toilets, which were closed to the public in the early 2000s. The floor is actually listed. It is the largest intact example of Jesse Rust mosaic tiling in the country and can be seen only on rare occasions during guided tours.

Contact Jan to fi nd out more about venue hire: jan@brightontoymuseum.co.uk

www.brightontoymuseum.co.uk

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.

Resilience was my renaissance

By Pippa Moyle

I’m entering a new chapter as a business leader. One where I’m VAT registered, hosting larger-scale events, partnering with a major fi nancial institution, flying across the world for work, and attending national awards ceremonies as a fi nalist.

The projection of the City Girl Network looks very different to how it did 11 months ago, when I spent a three-hour car journey in floods of tears at the very real prospect that I may have to shut it down.

I think back to that car journey often. A pile of tissues to my right; my boyfriend’s consoling words to the left. I sliced his kind words with all the ways that I’d failed and desperately grasped at the question: “What am I going to do now?”

The next morning, I sat at my desk with a strong coffee, a clean sheet of paper and a blank spreadsheet. I restructured the business; cancelled subscriptions, paused projects, agreed on a payment plan and made my one employee redundant.

I then shared everything that I’d just been through over a bottle of wine with a few other business owners I admire., only to discover that they’d had similar experiences; that one bottle of wine turned into two. Eight months later, the City Girl Network reached its 10-year milestone, had doubled its turnover and was shortlisted for a national award I’ve been applying to for the last three years. When I reached that decade mark, someone asked me for my “superpower”; that one skill that helped me to keep this business afloat through so many social, economic and political changes.

It’s resilience.

For a long time, I’d demoted my resilience muscle to “blind naive optimism”. There was no Plan B because my Plan A was going to work. It simply wasn’t possible for it to fail. The

truth is, by passing those thoughts off as naïve, I was selling myself short. Behind that facade was a young woman constantly adapting to the ever-changing landscape.

I didn’t want to label it as ‘resilience’, because I didn’t want anyone to think I was incapable of running a business. ‘Resilience’ has had a bad reputation over the years, notably the “lack of it” among Millennials and our younger generational siblings. I hadn’t considered that the only part of me

that lacks resilience is the place other people put me on the resilience scale.

A ridiculous thought when written down, but one I know many readers will share.

“Resilience isn’t an iron suit. It’s a muscle, built through lived experiences.”

“I then shared everything that I’d just been through over a bottle of wine with a few other business owners I admire, only to discover that they’d had similar experiences; that one bottle of wine turned into two..”

renaissance

According to the Harvard Business Review, resilience in business is to be described as the following: “The ability to recover from setbacks, adapt well to change, and keep going in the face of adversity.”

I think that defi nes my superpower perfectly.

To bring in other voices to this discussion, Lydia Eccleston from Remarkbull Marketing won both ‘Future Talent’ in the Dynamic Awards and ‘New Business’ in the Brighton

“Resilience is probably the best skill I’ve developed since becoming a business owner,” she shared. “For me, I remember why I started the business and why I am doing this.”

She continues: “On a personal level, it’s about proving you can run a successful business while living with a chronic health condition. Every day I stay out of hospital is proof that it’s possible. From a work perspective, it’s about continuing to provide honest, affordable support to SMEs who wouldn’t usually have access to that kind of help. These help me to stay resilient and keep going through those hard days!”

Mo Kanjilal, TEDx Speaker, Author and Director of the DEI Consultancy, Edge of Difference, has faced her fair share of challenges over the years, too, navigating grief, loss and racism throughout her career. Her resilience has been built through her network. “I think the biggest thing I have learnt is to connect with and stay connected to supportive people and to move away very quickly from people who do not support you. Your business network will get you through those tough times if you are connected to the right people.”

I concur with Mo’s point there. She was part of the aforementioned wine therapy session.

Resilience isn’t an iron suit. It’s a muscle, built through lived experiences. In my case, it’s the buckets of tears shed in the car that day, the 50 failed attempts at awards entries over the years, and the payment plans from making the wrong decision.

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

By Beth Warner, Associate Director, FRP Corporate Finance

THE UNTAPPED STRENGTH of female-founded businesses

Beth is a trusted adviser to business owners, guiding them through succession planning and managing the full sales process to maximise value and deliver successful exits

It was a real privilege to be part of this year’s Dynamic Business Awards and celebrate the remarkable businesswomen driving innovation across the South East. Yet despite the wealth of talent we were able to recognise, less than 4% of UK private equity funding reaches female-led businesses - a striking mismatch between capability and capital.

This funding gap came through clearly in conversations I had with finalists during judging. I spoke with the leaders of large, multi-million-pound businesses that had never received this type of funding, and this wasn’t entirely down to a lack of appetite from investors. In fact, the opposite was often true: these businesses had characteristics that made them highly attractive.

around bringing in external support, with concerns about losing control or having to answer to someone else’s agenda. Many owners will only go through an M&A transaction once in their lives, bringing a wide range of emotions to the fore.

Risking someone else’s capital rather than their own can feel very different for founders, who often naturally worry about letting other people down. Any reluctance around seeking investment is often rooted in this added sense of responsibility.

“Despite the wealth of talent we were able to recognise, less than 4% of UK private equity funding reaches female-led businesses”

But many of the reasons founders choose not to seek external investment are precisely what make their businesses attractive. The steady, disciplined growth they have achieved independently has created more stable businesses with stronger cash flow.

Many had grown through reinvestment, disciplined cost control and strong customer relationships - creating a significant personal investment that shapes not just the numbers, but the culture. This is sometimes referred to as the ‘Matriarch Effect’, in which businesses naturally centre on the founder’s leadership values, culture and hands-on involvement.

This deep personal investment creates businesses with strong culture, cohesive teams and loyal customers - all highly valued by investors. Yet it can also create a natural hesitation

In today’s uncertain economic climate, investors are increasingly looking for the predictability, defensibility and operational discipline that many of these businesses offer. The ‘Matriarch Effect’ also helps foster cohesive teams and a strong culture that investors can buy into.

The benefits work both ways. Selling part, or all, of a business can be a strategic move that provides a strong platform for future growth. The right investment partner can bring additional resources, specialist talent and access to

new markets to accelerate growth at a quicker rate than is possible through reinvestment alone.

It also secures the business’s future beyond its founder. Succession planning can be a tricky topic to navigate, but the earlier founders engage with it, the stronger a position they can leave their businesses in when the day comes to step away.

“Many of the reasons founders choose not to seek external investment are precisely what make their businesses attractive.”

For many founders with a significant portion of their net worth tied up in their business, finding the right investor or buyer can help to de-risk personal finances, while unlocking wealth that is currently only ‘on paper’.

It was clear from my conversations throughout this judging process that there are some brilliant businesses across the region that represent strong investment opportunities. Their stability, sustainability and stewardship make them stand out rather than being a barrier to investment.

So what’s holding the market back? Often, the real barrier isn’t appetite; it’s communication. Many founders haven’t explored exit options because they’re focused on building – and that focus is exactly what makes their businesses valuable. As advisers, our role is to bridge that gap.

From the outset, advisers can offer an impartial view. We benefit from being one step removed from the process and can offer a more objective perspective, which can be hard to achieve when you’re understandably so personally invested in your business.

Open and effective communication is critical. Building an honest relationship with founders puts us in a strong position to clearly convey the benefits– whether that’s partial investment, a full exit or a strategic partnership – and can help unlock new growth opportunities for the exciting female-founded businesses the South East is home to.

The Dynamic Business Awards showcased businesses that embody exactly what investors are looking for in uncertain times: stability, strong fundamentals and proven leadership. The challenge now is to help bridge the gap between these exceptional businesses and the investment opportunities they deserve.

Mob: +44(0)7546 688 766 Tel: +44(0)1273 916 666

Email: beth.warner@frpadvisory.com www.frpcorporatefinance.com

Natalie Montagnani is a Business & Leadership Coach for Women and Founder of IGNITE. Drawing on 25 she works with female leaders to strengthen self-leadership, make clear, confident decisions, and lead with Through her 1:1 coaching, workshops and curated rooms, Natalie is on a mission to advance a new era of

You’re holding it all But who’s holding

By Natalie Montagnani

The saying “It’s lonely at the top” has got to be one of the biggest understatements, and in my experience, one that is particularly true for women. There’s a version of you that almost no one sees, because you’ve become the one who holds everything steady, the one who can ‘handle it’, who doesn’t drop the ball, who people instinctively turn to. And the weight of that can feel incredibly heavy.

The responsibility of being a leader doesn’t just sit neatly within your role or your job description, or within the confines of working hours. It goes home with you, and it wakes up with you.

You carry the decisions, knowing they will have consequences that reach far beyond you and the pressure of needing to get it right, or at the very least, to keep things moving forward. Not to mention the weight of what happens next, even when there is no clear or easy answer.

And even if you have people around you, a team, colleagues, a partner, friends, there are still parts of that experience that don’t feel easy to share, because everyone is used to you being the capable one, and perhaps you don’t want to burden others or sound like you’re moaning.

Alongside the demands of leadership, there is the invisible mental load of life beyond work. Perhaps you’re on a mission to not only be a businesswoman extraordinaire, but also the ‘perfect mum’ (completely impossible btw), great

“This intense mental load is not to be underestimated.”

years commercial experience, with greater influence and impact. female leadership.

together… holding you?

wife, good friend and perhaps you’re now having to look after elderly parents too.

This intense mental load is not to be underestimated. The constant thinking, caretaking, planning, remembering, all while your own body may be moving through perimenopause or menopause. And self-care, or ‘me-time’ – what the hell is that? That’s a joke right?

I’ve spoken to women who have stepped into the bathroom at work just to have a good cry, not because they’re not capable, but because they are holding so much internally. Then, a few minutes later, they straighten their shoulders, take a breath, and walk back into the room as if nothing has happened, because that is what’s expected of them. Women who are making decisions that affect other people’s livelihoods while quietly questioning themselves in ways they would never say out loud.

decision to swapping notes on magnesium supplements for peri-menopause symptoms, what quickly becomes clear is that experiences and the weight that comes with them are shared. And in that moment, something quietly shifts.

“Staying vulnerable is a risk we have to take if we want to experience connection.”

This is the part of leadership that is rarely spoken about, because the very women experiencing it are often the least likely to give it a voice. Somewhere along the line, we’ve internalised the belief that needing support is a sign of weakness.

I always encourage clients to meet me off-site when possible. So they can let their guard down, take a breath, have a cry, swear (that’s a popular one), and sometimes just say what’s really been on their mind without filtering it or packaging it neatly.

This is also why I care so deeply about creating spaces for women to come together, as it very quickly moves beyond surface-level networking chit-chat into something far more real. And at the end of an event, without fail, a woman will come up to me and say, “I thought it was just me.” And it never is.

From the pressure of navigating a complex commercial

The isolation softens, the pressure feels lighter, the need to hold it all quite so tightly begins to ease, because when you are met at your level, not just professionally, but as a whole woman navigating all of the layers that come with leadership and life – you realise that you can be capable and supported, decisive and held, successful and still human.

As the Brené Brown powerfully puts it, “Staying vulnerable is a risk we have to take if we want to experience connection.” And perhaps that’s the real shift here, allowing yourself to be seen, not just as the leader, but as the woman behind it. If, as Simon Sinek suggests, emotional intelligence is what makes the best CEOs, then perhaps it’s time we truly owned that.

True strength is not found in carrying it all, but in knowing when you don’t have to. Because you were never meant to do this alone.

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

In conversation with...

JULIE KAPSALIS MBE

Julie Kapsalis is a force of nature. Having held down an array of highly prestigious posts during her career, she is a tremendous supporter of women in business and stands as an example to women of how to get things done. As l consider her to be a dear friend, it was my honour to interview her for the very first time on the occasion of the awarding of her MBE. By Maarten Hoffmann

Maarten Hoffmann: Julie, you’ve been Principal and CEO at Nescot since 2022. Tell us about your role and what Nescot is.

Julie Kapsalis: Nescot is the North East Surrey College of Technology. It's a college that's actually very close to my heart, in that I grew up two minutes from there. So whilst I didn't attend Nescot, it was my local college.

It is a Further and Higher Education college. We train around 6,000 students every year, that’s adults and young people. But we have the same number of adult learners. We train in everything from hair and beauty, construction, business, travel and tourism, and all points in between.

I came in originally as a director, became Chief Executive on an interim basis about four months later, and then permanently about seven months later.

MH: Is that not a slight contradiction of the ‘technical’ side of the name?

JK: I'm proud of having the word ‘technology’ in the title, because the college was set up in 1953, and colleges that were set up then were at the forefront of technology in the 1950s. Further education nowadays occupies a unique place in terms of vocational and learning technology. When you bring that together successfully, you're giving young people and adults the skills to enter jobs, including technology relevant to the era we live in.

But right now, there’s no timeframe on this, especially as I genuinely believe I have the best job in the world.

MH: Tell us about Julie, the child growing up.

JK: I grew up in Banstead, very close to Epsom Downs and the racecourse. I'm the youngest of three children. I've got a sister who's five years older, and a brother who's four years older. My dad was an estate agent, and my mum was a teacher.

And I went to City of London Freemen’s School in Ashtead. I didn’t particularly like school. I did OK, but I never felt like I fitted in – I was a bit too much of a rebel. Looking back, I can probably define my rebellious streak as the feeling that school and education weren't moving fast enough for me.

MH: What form did your rebellious streak take?

“Looking back, I can probably define my rebellious streak as the feeling that school and education weren’t moving fast enough for me.”

JK: I’d love to tell you outrageous stories, but the truth is there aren’t any. It was more of an inner rebellion, which I now see, in later life, as a driver of my desire to succeed in my career. It’s driven me to prove that I can achieve and deliver. It’s also driven me to be a bit different; I’ve been called a disruptor, which can be a good thing. I probably didn’t have an outlet for my rebellion, but I was not one of the bad girls.

MH: Where do you think that came from? Was it something bred into you by your parents?

MH: What made you want to join?

JK: I was at Chichester College Group before, and I was looking to move. I wasn't looking to just go anywhere; it had to be a place that I was passionate about. I grew up just down the road in Banstead, so this is a place full of memories. I also worked with many businesses and organisations as chair of the local enterprise partnership, and I'm confident my skills and network can make a difference here. I'd like to think I could have made a difference elsewhere, but having this local connection was important.

MH: Do you see a limit on how long you'd stay, or will it just be when you think you've achieved all that you can?

JK: I love this place. I could work at Nescot forever. I don't always think it's healthy to stay in one place for too long. But sometimes there comes a point where you feel you've done everything you can, and you've got a brilliant team in place that can take over from you when that time is right.

JK: I think it's being the youngest of three. I had to have a louder voice. I'm really close to my brother and sister. My sister is the quieter, more sensible one. I'm the maverick.

MH: Your list of achievements is as long as it is impressive. There are your organisational development and management skills, the government's Women's Enterprise Task Force, Chair of Chichester Chamber, GDP, Executive Council and Aurora Academies. Given the finite amount of hours in the day and days in the week, where do you find the time?

JK: If you love something that much, you find the time. I am a workaholic, and that won’t change. That's not for everyone, and I know work-life balance is very important, but I get so much pleasure and reward from what I do. It requires meticulous planning as well as having a great PA. But I do also know when my downtime is. Holidays and travel are important to me because when I'm away, I'm away.

MH: How do you manage to fit in family time with a roster that would make Margaret Thatcher look tired? How does it all fit together?

JK: Some things are non-negotiable. For example, sport is very important to him to my youngest son, particularly football and rugby. I have not missed a single Saturday rugby or football fixture, as I consider that to be my red line for support and participation.

I take huge pleasure in watching him play, possibly because I was never any good at sport myself. I love watching sport; any opportunity, whether it's horse racing, darts, football or rugby. So I have a huge sense of pride seeing him give his all - win or lose. I do like shouting from the sides - but only in a good way!

My husband and I made a deal when I was pregnant with my eldest that one of us would always be at home to put them to bed every night. In that time, we’ve only made one mistake, which happened when I was travelling back from Japan and he was travelling to the US because of the time zone difference. So my parents helped out that night.

There have been moments when it was hard. There have been moments where I've been driving from one thing to the next, but I am proud of the balance we’ve achieved.

MH: But to be able to achieve all this, you do need the support of a willing partner who is prepared to support you in all of this?

JK: True. I couldn't have done it without my husband. For all he drives me mad quite a lot of the time – but then, he would probably say that about me. We live very different lives. We don't really talk about our work with each other. We might both be at home working at the same time, but when we’re not, we never really discuss work. Although that was never planned, it is actually quite helpful.

“ ‘Do you think you’ll ever stop leaning?’ ‘No, and if I do, that will be a really sad day.’ “

MH: Your desire to take all of the previously mentioned posts – was that desire there because you so firmly believed in the cause of the organisation?

JK: They’ve all been for slightly different reasons. Most of them have been because there was somebody on the board whom I have respected enormously, and I felt I'd really like to work alongside. Or maybe it’s an organisation or a charity that I also admire and respect, and feel I could help out with.

Only once have I stepped down from a board before my term of office was done, and that was because I felt I wasn't adding value. There was too much talking and not enough doing, and I like to get things done.

MH: Do you think you’ll ever stopped learning?

JK: No. And if I do, that would be a really sad day,

MH: Moving on to Coast to Capital. I know you’re proud of your work there, but why do you feel Local Enterprise Partnerships (LEPs) have disappeared?

JK: That form of economic development is quite cyclical within government. So you had regional development agencies, then LEPs, and you've now got devolution to local authorities. Historically, over the last 40 years, things have followed a 10- to 15-year cycle, and then there's been a shift.

Change isn’t necessarily a bad thing. You do need to change to keep them refreshed, particularly those quasi-public-private-sector organisations, to ensure they're innovative and business-focused. And that's what appealed to me. It was inevitable, given changes in politics and government, that they would consider doing something else, and with the government's focus on devolution to local authorities, a view that economic development as a function should sit with them.

MH: My ongoing concern here is that sometimes governments will change these programmes just to stamp their own authority. To get rid of things that were working doesn’t sit right.

JK: I do believe that the way that LEPs were ended was not the right way to go about it. For an announcement to be made in a Chancellor's (Jeremy Hunt) speech that we are “minded” not to continue funding genuinely hurt, especially as we were not given forewarning.

I think that's a terrible way for people to learn about the status of their jobs. What LEPs did really well, that I will always be proud of, is that we invested where the private sector wouldn't invest. Our role wasn't to be banks. Indeed, we had very senior bank executives on our boards. It was to invest where there was market failure or to seed invest, to encourage confidence on the table for others to come in behind it.

There are some brilliant examples of that. For instance, there is the School of Nursing and Allied Health at the University of Chichester. It was so bold of Professor Jane Longmore, who was the Vice Chancellor there at the time, to go into lockdown and to make a decision to open a school of nursing.

funded Brighton Gin, the wonderful Kathy Caton MBE, during COVID, to pivot from making gin to hand gel. It was a small grant, but it enabled her to keep her business going and avoid furloughing all her staff.

It was that level of innovation and speed to market that is much harder for local authorities to achieve. I'm really proud that we were able to make those decisions. You do have some really good people working in local authorities, undertaking economic development, but they are driven by geographical council boundaries. The world of business doesn't work like that.

“Without the LEP, some projects might still have gone ahead, but they would have taken two or three years longer to come online.”

It was hugely needed because, if there was never a time we needed to do this, it was ‘now’. But they needed a backer to come in and say, “We’ll back you.” So we put around a million pounds into that, which then gave the project a foundation for others to come in and support it.

It was the same with the refurbishment of Gatwick railway station. We were the first backers, and then others came in. There are so many other projects that I am so proud of. We would acquire land that unlocked other land for development, which had been sitting idle for years. We helped out in the food and drink sector, allowing Ridgeview to scale up, Hepworth Brewery to acquire a new site near Pulborough. Without the LEP, some projects might still have gone ahead, but they would have taken longer to come online.

We funded a mix of grants and loans, but I think we made a huge difference with small business grants of £20,000. We

The area I'm really passionate about is the Gatwick Diamond. Looking at the geography and where its workforce comes from. Because of the structure of local government, you are then relying on politicians and officers across a multitude of local authorities agreeing on a common purpose. And that is not easy, if not nigh-on-impossible.

To this end, I am proud to be a founder member of the Gatwick Region Airport Economic Zone Taskforce and am now working with the Airport to establish a Strategic Advisory Board that will bring together key leaders from the public and private sectors to capitalise on the Northern Runway project with a focus on trade, investment and the visitor economy. This is hugely exciting and will be the largest infrastructure investment in our region for decades – creating thousands of jobs and stimulating innovation and economic growth.

MH: Were the LEPs removed purely from a political basis of the new government coming in to make a change, or do you think they saw something fundamentally wrong with the LEPs? Or do you think they couldn't afford the LEPs?

JK: I think it was a political decision. They were brought in by Vince Cable and Eric Pickles (the coalition dream team!) in 2012. Theresa May, when she

was Prime Minister, was actually very behind the LEPs in the industrial strategy. But you had so many changes in leadership in the previous government that maintaining policy continuity was quite difficult. I feel a lot of it was pressure from local authorities who wanted to control funding in their own patches, and I can understand that. We had the leader of West Sussex County Council and the deputy leader of Surrey County Council on the LEP board. And they made a valuable contribution as directors of the LEP.

It's a shame we no longer have 15 or 16 brains around a table, including Vice Chancellors, key sector leaders, with a shared objective of creating jobs and sustainable economic development. That's quite powerful.

MH: What have the local authorities done since LEPs disappeared?

JK: There has been some really good work going on. The challenge at the moment, if I just look at Surrey, is that on May 7th, there are elections for East and West Surrey, potentially leading to another period of change.

As in any job, it comes down to people: the continuity, those who know the area, and those with business connections. We want people who can pick up the phone and get things done. And there are some really good people. I hope that they stay in the new world going forward.

published every year. It probably would have happened anyway, but again, as LEPs, we played a role in giving this data a platform and credibility, and I'm really proud we were able to do that.

MH: What happened to all of Coast to Capital’s finances when it closed?

JK: It was transferred to the local authorities, who are using it for economic development. It is good to see that things like the Business Surrey using LEP money to continue to offer services to businesses.

MH: Is this operating anywhere near the scale of LEP?

JK: It’s not really about comparing scale; it's slightly different. LEPs were running business grant schemes and major infrastructure investments. This is now much more focused on supporting business growth and business support.

MH: I presume that the end of the LEP was very frustrating.

“The danger is, if you’re set up as part of a political manifesto, you’re always at the behest of another politician.”

JK: It was, especially as I don’t like to leave a job unfinished. The key thing was that some of the people that I've worked with, some of them for eight years; brilliant directors. Everyone from Tim Wates of Wates Construction, who was chair before me; Karen Dukes, Amanda Jones, Richard Hopkins of Fargro and Claire Mason of Man Bites Dog.

MH: That's my point of disbanding the LEPs. Just as things are starting to gel, they find their feet and, before you know it, it’s gone.

JK: It was the same with the regional development agencies; there was a much larger scale. Our region was from Milton Keynes down to the Solent and across to Kent.

The people I worked with there, their knowledge and skill sets, they’re people who get things done. What I worry about now, particularly in the current economic climate, is where those skill sets are going to come from. It requires people to convene colleges, universities, job centres, charities and businesses at the same time.

MH: Catalyst South was six LEPs operating together, sharing ideas. Did that work well?

JK: We did some great stuff, particularly around women's enterprise. We used a tool that could gender-disaggregate business ownership in the region. That's good to do locally, but we wanted it to run nationally. So that was a really good example where I could suggest to the other LEP chairs, look to pilot it themselves. It was a real shame, because we were getting some really groundbreaking data on disparities in women-owned businesses, and the lack of finance that was going to particularly affect women with growth businesses. But that was a really quick way to convene people with a common cause.

This led to the establishment of the Gender Index. It is

There were some real heavy hitters in the region. Mike Leroy of American Express, Daryl Gayler of NatWest. We've had some amazing directors and really great local authority leaders. When I think of who sat around that table, I feel very privileged to have served on a board with those people.

MH: What was the government's Women's Enterprise Task Force?

JK: This was set up when Gordon Brown was Chancellor, in Tony Blair’s government, in the New Labour heyday. I was working at the South East England Development Agency (SEEDA). And I was working for the most incredible woman, who I learned a lot from, a lady called Pam Alexander, who was the Chief Executive. She literally told me one day, “Right, I'm going to be co-chairing this Women's Enterprise Task Force. I need you to run the Secretariat and work with me on it. We need to recruit for the task force. We're going up to see Treasury tomorrow. OK, do it”.

And when I look back, that was the days when there was money to be spent. So we assembled a task force, again, of some really great leaders and great thinkers, predominantly from the private sector. And it culminated in a report called GROWE (Greater Return On Women's Enterprise), where we made a number of recommendations to the government, which were around investment in women-owned businesses, bespoke business support.

Funding was a mix of private sector money; we worked very closely with the banks. In many ways, it was the forerunner of the Rose Review, though there was quite a gap between

the two. But the work that Alison Rose, when she was Chief Executive at NatWest, led was the bank’s in recognising women as customers, which was absolutely key to their growth and their client base.

I've always found it's about 50/50, between women who say, “I don't need to be treated differently. I don't want to go on a women-only business course, or I won't enter a women-only business awards. But there's another 50% for whom that is the difference between them getting support or not.

You have to cater to both. You don't say one is more important than the other. I've got a huge amount of time and respect for Alison Rose. When you look at what she did, not just for NatWest, but what she did for the whole finance and banking sector, in actually saying, “this is an economic imperative.” And if you looked at closing the gap in certain areas, it was about investing in women-owned businesses and for the good of the general economy.

MH: Do you think this is indicative of politics in general, not wanting to keep going with something that was brought in by the previous administration? Or do you think it is the politicians’ lack of understanding of what women can bring to the economy?

JK: It's a bit of both. I think it takes a brave politician to continue the policy of their predecessor from another party – or even, if you look at the previous government, how many education secretaries did we have? Everyone wants to make their own mark, and I get that. But actually, if something is working, I think it's a noble and right politician who indulges in principled politics and keeps a good thing going.

“It [the Women’s Enterprise Task Force], in many ways, was the forerunner of the Rose Review”

MH: Rightly or wrongly, you can probably get more done in the private sector than you can in politics. There’s a little more freedom to make changes in the private sector, whereby you're completely restricted with politics down to what the boss is saying.

JK: Can you imagine a Chief Whip trying to tell me what to do?

It wasn't a case of helping people who happened to be women, as much as look at what this sector can bring to the whole economy. The work we did back then, and NatWest were a key part of that.

Then Gordon Brown became Prime Minister, Alistair Darling was the Chancellor, and I have to say they were so supportive of the work. But then changing government was a shame, because you then lost momentum until the Rose Review came along. And since Alison left, I've seen nothing until the Women Backing Women Fund launched in April this year.

MH: Do you believe that any of our three female prime ministers have really done anything more towards women's rights? Isn't that a great lost opportunity? Or were they so trapped in the political world when they got there that, actually, they didn't have the freedom to do these things?

JK: They had some degree of freedom. Thatcher was the first female Prime Minister, but the political system was very different then. The fact that she was elected leader of the Conservative Party, let alone became prime minister, was extraordinary, and she ran nearly three terms.

“Amazing. I’m proud because it was for economic development...”

It’s interesting that she didn’t really promote female politicians in her party to seats of office - I can think of three in her 13 years – and they were all potentially very able people. While people should always be appointed on merit, you should also offer a platform for others to prove themselves. It's a shame that more wasn't done.

MH: After those prime ministers, the next person of note who did anything towards it was Alison Rose, who didn’t have to do it, but it needed to be done.

JK: It was key to the entire productivity gap we had in the country.

MH: I always call the review a seminal piece of work on women in business. Sadly, her downfall was in part down to her making a fundamental mistake, but the Establishment really went for her. As a result, the attempt to raise women’s significance and visibility took another hit.

And we - you, I, and countless others - work so hard to try and build it up again, but when a government doesn’t support the promotion of women in business, it’s soul-destroying. And I find that soul destroying, absolutely soul destroying. I love doing the Dynamic Awards, but I don’t want to feel that they need to exist. But I can’t see that changing any time soon.

JK: Nor do I.

MH: Even though women starting new businesses is the UK’s fastest-growing sector, obtaining funding is still a major stumbling block. Do you have any answers for this?

JK: If only there were a magic wand. For a start, I would like to see the government take the role of the Minister for Women & Equalities much more seriously.

I would like to see data and research used to inform decisions. Procurement is a powerful tool the public sector can use to support women-owned businesses. Some of the stuff that we’ve done over the years has been powerful.

Jacqui Smith did some brilliant stuff when she was Minister for Equalities. I was part of an organisation called Prowess that promoted the importance of women-owned businesses. We could get a meeting with her, and then she would go knock on Treasury's door to try to get things moving. She didn’t always win, but that’s politics for you.

[Jacqui Smith served under Patricia Hewitt as a Junior Minister in the department in 2003. She is now back - as Baroness Smith of Malvern - as the Minister for Gender Policy in the department under Bridget Phillipson. She also holds the role of Parliamentary Under-Secretary of State for Apprenticeships and Skills within the Department for Education. - ed.]

MH: It sounds like you’re missing that political advocate who can avoid being chopped down by men.

“Can you imagine a Chief Whip trying to tell me what to do?”

But I think it’s about role models like Helen Cannon. Nothing gives me more pleasure than looking on LinkedIn and seeing where ISON Travel is going next, the latest company that she's acquired. And she is doing that while being a mother to five children; she is one of the kindest, most authentic people you could ever meet. She's kicking ass on that business, and she's incredible. I'm just in awe of her, but that shouldn't be seen as an exception to the rule.

MH: If we stopped to think about it, we could probably name another 20 women doing great things… Yes, but I’d like to see the Minister for Women & Equalities being a much higher profile role in Government. It is currently undertaken by Bridget Phillipson, alongside her role as Secretary of State for Education – that’s a huge portfolio. I think it should be a standalone Ministerial role. I also admire the work Claire Coutinho is doing as Shadow Minister for Women & Equalities especially given her previous experience at The Treasury.

JK: The Treasury is key. I would like to see a chancellormale or female - who would stand up and say, “This is not just a nice thing to do, this is an economic imperative. We are investing. We are investing in businesses, and we need to re-establish the Rose Review.” Let’s not do silly things like take her name away from it. I mean, really? It’s debasing something so important.

MH: We now have a female Chancellor. But the promotion of women doesn’t seem to be on her radar. If you can't get a female senior politician to take up the cause of women, who will?

JK: Oddly enough, it was Gordon Brown who set up the Women’s Enterprise programme. He’s not the first name you’d think of to do that, but he was incredibly supportive. So too was Alistair Darling when he became Chancellor under Brown.

MH: Moving on, how do we ensure that female-run businesses have exactly the same opportunities as male-run businesses?

JK: Some of it comes right down to the source of funding. It’s not as bad as it used to be, but I still hear horror stories; banks or financial advisors asking, ‘Does your husband know you’re here?’ It still happens.

MH: One of the worst things about the entire issue is that female-run PE companies are half as likely to invest in females as men. I just don’t understand that. Is it because they’re afraid that female-run businesses are more risk-averse, and they think in business, you need to take risks? But that’s not actually true. It’s a stereotype with little factual basis.

JK: I heard about two years ago, a woman who set up a business, and the only way she could get funding was she rang up one of those loan companies to borrow £20,000 to fit a kitchen. Just consider the level of debt she's taken on and the interest. She's set herself up to fail before she's even started. I know that banks will talk about how they have systems and algorithms in place so they can’t distinguish, but that’s never going to progress; all the while, AI has gender stereotypes built into it.

MH: AI programmed by men.

JK: You need access to the right funding at the right time. If you set up your whole business on the wrong basis, you're creating a problem before you've started.

It’s the same if you want to scale up, too. Do you want to remortgage your house, or would you rather not have that on the table? Is it about bringing in external investors, but then understanding that will change the whole dynamic of the business?

MH: Alison Rose was starting to solve the access to funding by putting a billion into an account specifically for female businesses. That’s the kind of incentive you need. I just wonder what the default rate was. Was it the same as men? I expect less unless the lack of risk-taking means they didn’t grow the company as much.

JK: It depends on your definition of risk.

MH: True. But there's only one definition of failure. What was the failure rate on all those loans? It can’t have been that bad, since she put in another billion. She’s a banker, we’d have heard if something had gone wrong. She wouldn't have been allowed to put another billion in if the default rate on the billion was excessive. Where are those schemes now?

So it's not that they've always had a burning desire to do this. It’s more that they've had to. And they might start out doing something quite small, but they recognise they're pretty good at it. You have seen this seed of enterprise often born by necessity. From these times, some really good businesses have emerged because people had to pivot and think differently.

“It’s not as bad as it used to be, but I still hear horror stories; banks or financial advisors asking, ‘Does your husband know you’re here?’ It still happens.”

I mention this a lot, but my daughters will not put up with this nonsense as they get older. Because women now have as many rights as anybody else, whether it's in 20 years now or 20 years in the past, to succeed if they've got the ability and the wherewithal to do it. Something's got to change. So what’s going to facilitate that change?

JK: Given the economic challenges that we're facing at the moment, and looking at certain points in history, quite often when there have been those kinds of challenges, women have had to pivot. They've lost their job, or they weren't working, and their partner, on their own, might have done so, and now they've become necessity entrepreneurs.

It is about those seeds of ideas and businesses, how the right support and finance can be got to them. My plea would bewhoever the new Mayor of Sussex might be, they have some potential to say, “I'm going to make this part of my cause, and I'm going to stand up.”

Andy Burnham in Manchester has given his sense of place. He’s used the power of personality, his position as one of the first mayors to do that. I would love to see whoever becomes mayor in Sussex make this one of their plans.

MH: The only way this is going to work is if the private sector does it and doesn’t rely on government.. If the head of NatWest can make the sensible fiscal decision to put two billion into this account, there’s got to be a way for others to follow suit.

JK: All of the professional services, not just the banks, the lawyers, the accountants, the auditors, they all benefit. You grow yourself out of an economic impact. There's no other way to do it. You can only make cuts for so long. Meanwhile, women remain a key part of it.

MH: We did a lot of roundtables and surveys with women last year, and the two main issues that emerged were access to funding and access to female mentors. One of them is not difficult to fix. There are plenty of women with extensive experience who are prepared to give their time. But access to funding, that’s a really difficult one.

question of why do I give my time to other women? Plenty of people have given me a lot of their time over the last 30 years. It's the least I can do to give some of it back.

MH: Do you find it difficult to bring businesses into the education system? I’ve heard it from business: they've tried to work with a university, but academia couldn't quite get their heads around it. Do you think there's a problem?

JK: There’s always more we can do. It's one of the things I'm most proud of that we've done here at Nescot. Over the last four years, we've established deep relationships with some large employers.

It comes down to people. It's about finding the right person in a company and finding the right balance. Neither you nor the business can say, “This is how we work.” You have to find a way to make business and education work for everyone.

For example, Ringway cannot find enough young people willing to work on highways. It's a great career, but you don't get many young people saying, “I want to work on the roads.” So Ringway can't just sit there and complain. They've got contracts to fulfil. They need to come and work with us, but that means they need to invest, and it also means we need to work slightly differently. It's about finding that common purpose.

I've found in the cruise industry that some senior executives recognise that someone gave them a break years ago, and they wouldn't be where they are today without it. And they don't see many young people coming through their path, so they want to come in and open those doors for a group of people.

MH: Are they all also recognising that a lot of kids coming out of university tend not to be work-ready?

“You need access to the right funding at the right time. If you set up your whole business on the wrong basis, you’re creating a problem before you’ve started.”

JK: When I was at SEEDA, I did quite a lot of work out in the US and the philanthropic culture out there. The number of women investing in other women's businesses is streets ahead of the UK.

It was a privilege to see some of the work, particularly in San Francisco and New York, where women who had made vast amounts of money then made it their life's mission to give back. And that wasn't necessarily just giving their money back. It was their time, access to their networks, access to their political connections. And it was so powerful.

And it’s on the back of that experience that answers the

JK: I can't talk as much about university. I think the students who graduate from Nescot are work-ready. Nothing beats the first six months of actually working, living it, breathing it. We need to change the language a bit. We all have to shift a bit. My definition of ‘work-ready’ might not be the next person’s. I'm old-fashioned and wear a suit to the office every day, but providing you didn't wear cut-off jeans, if somebody is a bit more casual, is that really the greatest issue in the world?

It has to be a halfway house. The world has moved on, and depending on what sector you work in, if your customer base is of that younger generation, I'd be welcoming the views of others rather than just challenging it.

MH: I hear from corporates who are saying, “They're just not work-ready.” Even down to the most basic social skills. I'm very proud of you for saying it's not an issue, because it means you recognised it and you helped to do something about it through Nescot.

JK: I like to flip it by saying, rather than making out it's a barrier, let's work with employers before the students leave college, with the leaders from the cruise companies, mentoring my students in a very gentle, not a confrontational way.

I like to hear them say, “Great presentation you just gave. Do you know the only thing that just didn't quite work? You didn’t make eye contact with us, and that made us think you weren't talking to us.”

MH: How was it to receive your MBE?

JK: Amazing. I’m proud because it was for economic development, and I’d stayed true to my principles at Coast to Capital in some difficult decisions over the years, in the closing down of the LEP function. That doesn't always make you popular, but I like to think I stood my ground for what was right, and to be recognised for that, and for a body of work that a group of us did was amazing.

I think the thing that really made the day at Windsor Castle so special was that my Mum and Dad were there too.

MH: What are the biggest barriers you think women are facing in business right now?

JK: For those women wanting to set up a business, given the economic situation, the cost of living and so on, would you risk leaving paid employment to set up in business right now?

When I chaired the LEP, and we were funding early-stage businesses, I’d want to see a really good business plan. It sounds obvious, but sometimes that just doesn't have the thought behind it. For example, what is your product or service? Who are the customers? How are you going to fund it? Who's going to do the marketing?

One of the hardest things for anyone starting a business is that in the early days, you're everything. You’re sales, you’re marketing, you’re everything. And there aren’t many people who have all of those skills. And then, equally, you see, once a business scales, the founder has to let go of elements because they're in a position to employ a marketing director or a sales director.

It might well be a marker of success, but you often see it's really hard for them to let it go. So having a really good business plan, taking on really good advice, whether that's financial advice, legal advice, depending on what your business is, patents, that side of it, getting all those ducks in a row right at the start.

“I think the students who graduate from Nescot are work-ready. Nothing beats the first six months of actually working, living it, breathing it.”

So the next time they give a presentation, they’ve learned something. It's about working with the students rather than starting with the thought that ‘they're not work-ready.’

I think if you can, knowing what you want out of the business. Is it that you want to set something up, scale, grow or sell? Is it a ‘lifestyle business’; something that you'd be very happy just running it on your own, or with one or two other people? Or, as Helen Cannon challenges us, do you want to be 10% braver? Both are just as valid and brilliant.

Those questions need to be asked, and the budding businessperson needs to be challenged on them. Also, have they done their research on their customers, their pricing and their routes to market? If we were

having this conversation 20 years ago, and you wanted to set up a retail business, the first part of the conversation would be about where you could have premises. Now, some of the most successful retail businesses are online.

MH: Those rules could apply to men equally as women. Given that, as we’ve ascertained, women are already starting at a statistical disadvantage, is there anything more women could be doing?

“Dream big. 10% bigger. No, 20% bigger, but dream big.”

JK: Get into networking. I'm generalising terribly, because some women are brilliant at it, and talk to people whom you need to talk to.

Some of the best contacts and leads we get are through people we know who make recommendations. From my own experience, when I had my children and took only six months off, my networking profile went from huge to zero. The only people I was talking to were other playground Mums.

They were lovely people, though ironically, some of them had incredible careers prior to that. But it wasn’t networking. It took someone saying to me, "Get yourself back out there. Hook back up with your network.” And that's how I got a foot back in.

MH: Any final thoughts?

JK: One piece of advice to any given woman, whether they're running their own business or they're a senior businesswoman, is that you learn so much from being a non-exec director or sitting as a trustee on a charity.

I couldn't do my job as I do it today if I hadn't learned from other roles in other sectors. It isn't just about giving back; it’s more about what you take back to your day job. And there are a fair number of senior women who aren't doing anything like that. I suggest to them that they do, as it’s a career route in itself.

The person you're sitting next to at a school governing body, a trustee or a board, will have a day job. That person will have expertise, and it's a small old world out there. I can probably name eight people who have changed my life through meeting them in these scenarios. If you have a seat at the table, make use of it.

MH: Final, final question - what advice would you give to your 18-year-old self?

JK: Dream big. 10% bigger. No, 20% bigger, but dream big. Growing up two minutes from Nescot and driving past Epsom Downs Racecourse – home to the Epsom Derby –every day on my way to school. This was in the heyday of the Derby, where hundreds of thousands of people went; it was the pinnacle of society. Everyone was there.

Last year, I stood in the Royal Box with my mum and dad as my guests. And I still have imposter syndrome – how can I be on the committee for the racecourse that hosts the greatest horse race in the world?? To now serve on the Committee of this prestigious racecourse is an honour and a privilege and something I love.

That, getting my MBE and getting the job here, my first CEO role, I’ve thought, “Am I entitled to the slightest hint of complacency?” But then my head always goes to, “Right, what’s next?”

MH: Prime Minister?

JK: Hold my wine…

RESHAPE YOUR RECLAIM YOUR

By Laura Best

Raise your hand if, as a woman, you’ve been automatically asked to organise an office gift, party or lunch. Yep, me too! With that “yes”, we have a new set of tasks, deadlines, and a reinforcement of our status in the workplace. Th is is the unspoken maths of many women’s working lives: extra admin, note-taking, emotional temperature-checking and mentoring that never quite makes it into a performance review. Researchers call this “non-promotable work”, and studies show that women are asked to do more of it and say yes more often when they are.¹

Th is is one of the reasons we can feel, despite our best efforts, that our jobs (and our careers) are being shaped for us.

However, there is a way that we can begin to reclaim that control: job crafting – the practice of shaping your role around what you love through the tasks you execute, the relationships you build and the mindset you bring to your work.

may lay out important expectations for us, but we get to decide how to connect those tasks to our purpose and values.

Done well, job crafting honours our responsibilities to the business whilst bringing more of who we are into our work.

SO, WHERE DO WE BEGIN?

Start by taking an energy audit of your work. Write down the larger tasks you did last week and mark which parts genuinely energised you, which drained you, and which were just… part of the job.

In this exercise, high performers can realise that what they excel at or are in demand for isn’t always what they love. That can feel uncomfortable, but try not to worry. No one is saying you need to abandon your career, or that you’ve made bad decisions: this is where job crafting will help.

“There is a way that we can begin to reclaim that control: job crafting – the practice of shaping your role around what you love”

Developed by organisational psychologists Jane Dutton and Amy Wrzesniewski, job crafting is based on the idea that we can be active shapers of our working lives. It plays out in three ways: We can craft the tasks we take on, executing those often mundane activities using our unique expressions or skills – think of the school caretaker who mops the same floor multiple times a day, but turns it into a competitive game with his coworkers.

We can craft our relationships, showing up to build trust and collaboration by using the energy and ideas we may have previously left at home. Th is can be as simple as offering up one of your favourite coffee shops as a new place to network.

And finally, we can craft our mindset, changing how we think about the meaning of what we do. Our job descriptions

Next, be honest about what you want to feel more of at work. For example, are you missing that creative flow, the buzz of solving a complex challenge or the fulfi lment of helping others? What passions outside of work do you miss when you’re on the job?

Then, try to explain why this is important to you, why you love this feeling, and its impact. How is it changing your energy or contribution? Or maybe, how might it inspire others?

Then comes the big step: sharing your reflections and ideas with your leader. The goal of this fi rst conversation is to show that you care about your job and team, and that you want to enhance your contribution to help create success. Hopefully, your leader responds well and brainstorms how you can explore this together.

“Job crafting is often a series of small, deliberate choices that, over time, create more satisfaction, fulfi lment and enjoyment.”

WORK, CAREER

Try not to think about this as dressing up your passions in corporate language; it’s more about recognising how you can create opportunities for your organisation in a way that feels good to you. The finance knowledge you geek out about outside work might be exactly what your team’s next project needs. The community you’ve built on LinkedIn might be a ready-made talent pipeline. When you show your leader the overlap between what you love and what the business needs, you’re offering them something valuable, not asking for a favour.

Job crafting is often a series of small, deliberate choices that, over time, create more satisfaction, fulfi lment and enjoyment. We might not be in a position to say “no” as often as we’d like; however, for women especially, it’s one of the most powerful tools we have to take back our careers.

References: Babcock, L., Recalde, M. P., Vesterlund, L., & Weingart, L. (2017). Gender Differences in Accepting and Receiving Requests for Tasks with Low Promotability. American Economic Review, 107(3), 714–47. Wrzesniewski, A., & Dutton, J. E. (2001). Crafting a Job: Revisioning Employees as Active Crafters of Their Work. Academy of Management Review, 26(2), 179–201.

Laura Best is a keynote speaker helping organisations cultivate passion as a performance driver, the author of Born to Buzz: How to Spark Your Passions (Without Quitting It All), and founder of Passion Collective, a global community for professionals harnessing their passions to create success.

www.passioncollective.co

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

Frederique Lambrakis-Haddad

Frederique is the Co-Founder of Flourish Mentors, rooted in empowering young women to “believe, belong and become.”

Ihave made three wishes in my life. My first came at six, walking to school past charity boxes in shop windows. I silently wished for world peace and, moved by the conviction of a child who takes herself very seriously, began donating my pocket money. A year later, my parents gently suggested the shop owner might have been keeping it. (I admit some had already been redirected to sweets. We were both, it seems, quietly helping ourselves.)

My second came at 18, during a part-time job in a local school. There I met a mother who would not allow her daughter to interact with male teachers; a woman clearly shaped by her own history of trauma, fiercely protective, yet in need of support herself. I was moved by her love and her pain in equal measure. It stayed with me, and I made a quiet commitment: that before I died, I would work alongside those who had suffered in these ways.

My third wish came in my early 20s. As a young woman navigating the 80s and 90s, I encountered female role models who, to put it kindly, were products of their time. One told me she was “toughening me up” for a man’s world. I promised myself that, when I was older, I would mentor younger women rather differently.

Two of these wishes became Flourish Mentors.

“Our mission

Our mission is simple: to make sure no young woman is invisible. Cofounded with Cathy Chesson, whose calm empathy and artistic eye balance my fire, Flourish Mentors supports young women (LGBTQIA+ inclusive) aged 16 to 25 in Brighton & Hove. Today, over 60 mentors support more than 70 mentees with free, one-to-one, therapeutically matched support for up to two years.

is

simple:  to make sure no young woman

I have been a psychotherapist for over 30 years, specialising in trauma and adolescent mental health. By 14, I had lived in 6 countries and changed schools 9 times. That experience taught me how deeply change shapes us, and how skilfully young women can mask their struggles. I have seen this often: distress quietly internalised, invisibility disguised as “being fine.”

is invisible.”

Flourish Mentors supports young women to: Believe. Belong. Become. We welcome anyone who would like to be involved: as a mentor, supporter, or ally.  Come check us out!

As for my first wish?  I’m afraid world peace remains a work in progress.

flourishmentors.com

Cheryl Probin

Cheryl is the Founder of Horsham Sports Injury Clinic & Elevate Reformer Pilates, and a Dynamic Business Awards winner

Cheryl Probin founded Horsham Sports Injury Clinic with a simple but powerful belief: that everyone deserves access to the same level of care as elite athletes.

Born and raised in Horsham and educated at Millais School and Collyer’s Sixth Form College, Cheryl began her career working in elite sport, including supporting Formula 1 driver Jolyon Palmer. It was here that her standards were shaped, but also where she recognised a gap; the level of treatment available to athletes simply wasn’t accessible within the wider community. Determined to change that, she launched her first clinic in 2014 from a small attic room above Horsham Golf & Fitness.

Twelve years on, that vision has evolved into two distinct but closely connected businesses: Horsham Sports Injury Clinic and Elevate Reformer Pilates. Now based at Graylands Business Park, the two work together to offer a truly integrated approach, guiding clients from injury treatment through to rehabilitation, strength and longterm performance.

In January 2025, Cheryl made the bold decision to personally invest in launching Elevate Reformer Pilates. It was a significant risk, but one rooted in conviction. Since then, the studio has expanded its offering, introducing a more diverse range of services designed to support both recovery and long-term physical health.

philosophy has been recognised regionally, most notably with her recent win of the Business Growth Award at the 2026 Dynamic Awards, as well as her being named a finalist at the Sussex Business Awards.

“Never chasing scale at the expense of quality, Cheryl has built a business grounded in trust, consistency and care.”

One of the defining moments in Cheryl’s journey came in 2020, when she expanded the clinic during the uncertainty of the pandemic. Navigating that period required resilience, adaptability and belief, qualities that continue to shape how she leads today.

Her approach to growth has always been intentional. Never chasing scale at the expense of quality, Cheryl has built a business grounded in trust, consistency and care. That

At the heart of everything Cheryl does is a simple belief: “I started with no real business background, just a belief that people deserved better care. My goal was never just to build a business, but to build something people could truly rely on.”

With a strong foundation, a growing team and a clear sense of purpose, Cheryl continues to evolve both businesses. Always focused on raising standards and redefining what long-term health and recovery can look like for the community she serves.

www.sussexsportsinjury.co.uk

The loneliness of the long-distance runner, swimmer and

Selsey-based Sarah Jouault is a remarkable woman whose life exemplifies the power of transforming adversity into triumph. At 73, she continues to compete in triathlons at world championship level while inspiring others through her speaking and charitable work.

From surviving childhood displacement, domestic violence, and a brutal assault in Africa, to building a successful business empire and conquering her paralysing fear of water to become a world class athlete, Sarah’s journey proves that no matter how challenging your start in life, extraordinary achievement is possible.

Her authentic voice, warm nature, and hard earned wisdom make her both an accomplished athlete and a powerful advocate for resilience, mental health, and the transformative power of turning pain into purpose. Here is her story...

“The injustice stayed with me for many years, changing how I saw authority, trust, and my own worth.”

My early childhood was an important and special time for me, living in seven different homes with five families. Most of the time, I lived with my Nana and Grandad, who were survivors of the Second World War. They showed me courage, and I still wear my Grandad’s watch. He taught me how to grow my vegetables, and to this very day, I still grow my own vegetables - especially onions.

I, too, became a survivor. By the age of nine, I was living with my parents and younger siblings. What followed were years shaped by trauma, feeling different from the others, asking questions that were not answered, and the choices I made to keep going when life felt unfair.

At the age of 17, I discovered that ‘Daddy’ was not my father. Suddenly, I found out I had eight half-brothers and sisters, four that I had never met, and this man called Edward, who

long-distance cyclist

was my biological father. I looked like him, and I could relate to him. This discovery was a great shock, and I just wanted to get away. I felt I needed to care for others rather than myself. So, I went to Africa and took up nursing.

As a young woman there, I experienced a brutal attack and rape — an event that destroyed my beliefs, my sense of safety and belonging in my own body. What followed was not justice, but a second trauma. The court process in Africa all those years ago existed within a male-dominated system that questioned me, rather than the crime itself. I felt exposed, disbelieved, and profoundly alone. The perpetrators were only charged with the Immorality Act.

COPE, NOT HEAL

The injustice stayed with me for many years, changing how I saw authority, trust, and my own worth. Shame was imposed where it did not belong, and silence felt like the only way to survive, though I did think about telling my story when I finally returned to England, but it was just too much to relive.

I think family trauma and sexual violence influenced the choices I made. I had three alcoholic husbands who were controlling and abusive. I learned to endure rather than say anything, to cope rather than heal. Fear became a quiet companion — not always visible, but always present. Yet even in those years, I was determined.

I worked hard to raise four children and continued to give to others, often placing my own needs last. Children were always in my life, a source of meaning and purpose that helped me through difficult times. I never once turned to drugs or alcohol.

RUNNING THERAPY

After my husband’s death, I was left with huge financial debts, and that is when running came into my life. It was a turning point.

It gave me something that I had never fully experienced before: control over my body in a way that felt safe. Running helped me release years of stored fear, anger, and grief; I always ran with my little Jack Russell.

“The pain in my legs was so bad, I stood there crying, but then I realised that there was a little girl waiting at the fi nish line who was dying. I did not give up...”

SETTING MY GOALS

I had managed to raise £5,500 for Harriet. However, at 23 miles, I had to stop. The pain in my legs was so bad, I stood there crying, but then I realised that there was a little girl waiting at the finish line who was dying. I did not give up, and I finished in 3h’57”. My reason to run became raising money for children. I would set myself goals that once would have felt impossible. Fundraising allows me to channel my energy into something bigger than myself. Each race, each challenge, became an act of purpose into something where I could help others.

Then one day, someone suggested I try a triathlon! “Are you crazy? I can’t swim, I’m terrified of the water.” As a teenager, I almost drowned. And as for riding a bike? I didn’t remember if I could, but they would say, “You can run fast.”

But I found I could not run for no reason. While out running one day with my accountant, he said,” I have to go home, you can’t leave me here. I don’t know the way home!”

We came across two runners from Worthing Striders, who said they would look after me. One was a plumber, and the other a milkman called James Bond! And he wore a toupee! After 16 miles, the next day, I could hardly walk, but then I was told about Harriet, a little girl dying of a rare disease called leukodystrophy. I went to see the family and asked if I could help, and said I would run a marathon for her.

Dublin was the only Marathon I could get into. I remember standing at the start line, thinking the furthest I’d run was 16 miles. How was I going to do 26!

My very fi rst triathlon was awful. The pool was 50m long, and I had to swim over the deep part in the middle, 14 times, crying most of the way. It reawakened a deep-seated fear that I had no control over, and my body reacted before my mind could reason. (That fear did not disappear until I was in the world Ironman Championships in Kona at the age of 57, swimming with 3,000 athletes. Suddenly, the fear just went.

When I finally got out of the pool, I had to change my clothes because I wasn’t going to ride in wet ones. When I’d only been on the bike for five minutes, the chain came off ! I sat at the side of the road crying again. I was super last, so I fi xed my chain, and then it came to the run. My legs did not want to get off the bike, let alone run. When I finished, I said, “That was it. I was never doing another triathlon again.” WRONG!

RACING FOR MY COUNTRY

For the next four years, I entered many races, even though I was swimming breaststroke with my head out of the water, and most times I was last out of the pool or the river. But I was winning all my races, completing over 20 triathlons. Then I qualified for two races. One was the World Olympic distance triathlon in Hawaii.

I can’t explain how it felt to be racing for my country, but I only came 34th. I was so worried about going home, as everyone expected me to win. The next race was The Great Escape from Alcatraz triathlon in San Francisco, I had to qualify out of 100 and had to finish in the top 20. In the swim, I was 98th, and on the bike, 47th. Would I make it? Alcatraz seemed a long way off. I ran with everything I had in me and came fi rst in my age group, finishing 12th overall. Now all I had to do was learn front crawl in eight months.

My fi rst attempt at front crawl was disastrous. I panicked, drank more of the water and then one day I could swim one length. My brother, Julien, who had come to watch me, said, “You need to do 90 lengths. Any time I had off, I spent it at the pool. I don’t remember how it happened, but one day I could swim two miles. The other thing was that I was out of breath most of the time, as I am asthmatic.

Then The Great Escape from the Alcatraz triathlon was here. I’ve never been so petrified in my whole life, but I did it and completed the race and came in fourth place in my age group. I was 52.

GIVING HOPE

I started winning all my races and each year was a new challenge - not only in the racing but in fundraising as well. Fundraising was never just about sport; it was about hope, giving children opportunities I did not always have myself. My life became one of giving back as much as survival. One thing that comes up a lot is what motivates me, to make myself go out every day, what inspires me to get out of bed or run when it’s wet and cold, what drives me, and sometimes I feel down and alone, maybe it’s my strong mental strength, it’s hard.

I think about how lucky I am to be able to do these things and that my children have children. I was the second-highest

At Rockinghorse HQ

You can purchase a signed, personalised copy of Sarah’s book, “Never Gave Up, Just Gave Back” by emailing sarah@jouault.uk £14.95 paperback or £24 hardback+p&p

fundraiser in 2012 for the Olympics, so I ran in the Olympic stadium, and I was made a Paul Harris Fellow for my fundraising. Made the Sportsperson of the Year. After all my years of fundraising, I was to be named as one of “The 100 People in Sussex” who had given back, inspiring others and made a real difference.

Trauma remains part of my history, but it no longer defines my limits. Th rough sport, compassion, and perseverance, I reclaimed my strength. And my story is still unfolding;

“Trauma remains part of my history, but it no longer defi nes my limits.”

at 73, I have not finished racing. On April 26th, I did the London Marathon in 6’38”. It was hard, but there was no way I was giving up. I have not finished raising money for children.

To date, I have raised over £165,000. My courage grew with age. It took a long time to love myself. Always giving to others and overcoming my fear of the water remain the greatest achievements of all.

I never gave up, I just gave back.

Sarah is still raising funds. If you want to know more, or help her on her journey, both athletic and in fundraising, go to www.jouault.uk

Dr. Bernice Wright PhD, lecturer in cell and gene therapy at UCL

Encouraging more women

While more women than ever before are entering into STEM fields, progress is slow, and women still comprise just one quarter of the STEM workforce in the UK. The number of women in mid-level life science roles is slightly more optimistic, but as we move towards leadership positions, the numbers drop, with women making up only 32% of senior executives and 26% of chief executives in biotech.

Despite research that shows girls outperforming boys in STEM subjects at GCSE and A Level, women are still vastly underrepresented in engineering and the sciences once they reach working age. It’s no secret that more women need to be encouraged into engineering, but we need to find more realistic and effective ways to do so.

ABOUT RESILIENCE

Resilience is the UK Medicines Manufacturing Skills Centre of Excellence; It is funded by the Office for Life Sciences, part of the UK Government’s Department for Science, Innovation & Technology, and managed through Innovate UK. It is a £4.3 million, two-year programme. The programme, which started in April 2024, has so far delivered:

• 1,950+ trainees attended industry-relevant training events led by Resilience partners

• 21,000+ students from across the UK participated in training and outreach activities through 310 events

• 150 future sector leaders from 23 organisations developed skills through leadership accelerator programmes

• 66% of future leaders across the leadership accelerator programme identified as female

• 45% of future leaders across the leadership accelerator programme came from BAME backgrounds

Professor Ivan Wall of the University of Birmingham and Professor Gary Lye of UCL are co-directors.

www.resilience-skills.com

UNDERSTANDING THE RANGE OF OPPORTUNITIES

One of the major challenges in recruiting for the life sciences sector is helping people understand the vast range of opportunities available. There are an estimated 9.4 million people working in STEM fields across all industries in the UK –that’s about 12% of the entire population.

There’s a misconception that you have to be really clever to work in any field of science, but you just need to be interested and curious. There’s such a diverse range of roles, many of which involve skills that can be taught, as long as there is that curiosity and interest.

Of course, some roles in science require a deep understanding of complex topics, and you need exceptionally high grades to study them; the problem is that, although many

“Misconceptions about the barriers to entry in STEM careers could be a major cause of the low numbers of women entering the fields”

women into science

women pursue scientific careers, they struggle to attain leadership positions. For those with a passion for science but concerned about the intellectual barriers to a career as a research scientist, there are many achievable STEM careers with much lower barriers to entry.

ADDRESSING THE CONFIDENCE GAP

Whilst all of this is true for men pursuing a career in science, I teach many women and find that even the most intelligent among them lack self-confidence. The women I teach often feel more scared of making mistakes, believe they must fully succeed in anything they attempt, and may perceive their ability as lower than it actually is.

Men, on the other hand, are more willing to try anything, can bounce back from mistakes more quickly, and are less

likely to hold themselves back. Of course, we should also encourage women to pursue complex roles with high barriers to entry, but we must highlight the range of opportunities available so that all women, not just the highest academic achievers, can realise a career in engineering and the sciences if they are interested.

If more women knew about the range of careers in STEM fields, including those with lower barriers to entry, they might feel more confident about pursuing them.

AN OPPORTUNITY IN MEDICINES MANUFACTURING

Medicine manufacturing is experiencing a significant skills shortage, and it is a great example of an area in science where skills can be taught.

The RESILIENCE programme, launched by the UK government in April 2024, is raising awareness of careers in medicines manufacturing and giving students experience of the job through virtual reality (VR) technology that simulates real-world labs and manufacturing facilities. VR is a great way to inspire young people, not just because it’s exciting technology, but because it actually lets them have a go at the job and see that they can really do this.

We’ve now reached over 21,000 students across the UK, opening up the conversation about lesser-known career paths in life sciences.

CONCLUSION

By helping women understand the vast range of opportunities available to them in STEM fields, and specifically in the life sciences sector, we can both address skills shortages and encourage more women into the field.

Misconceptions about the barriers to entry in STEM careers could be a major cause of the low numbers of women entering the fields, but by opening the conversation and creating clearer opportunities for women of all academic abilities, we can realise a more equal workforce, while also helping more women achieve leadership roles too.

About Bernice

Bernice Wright conducts research on the development of cell-secretome therapeutics and manufacturing bioprocesses. She teaches pharmacology and commercialisation of cell and gene therapies as well as core lab skills on a variety of postgraduate modular and vocationally oriented courses.

Bernice’s research interests are influenced by her working experience in pharmacology, tissue engineering, cell therapy, drug delivery, and cell bioprocessing. Before joining UCL in late 2022 she was a senior lecturer in Therapeutic Pharmacology at the University of Wolverhampton. Bernice Wright obtained a BSc in Biochemistry at Kingston University, Surrey, and a PhD in Nutrition and Th rombosis at the University of Reading.

By Charlotte Brown & Cornelia Lucey

LEADERSHIP IS WORKING

So why are leaders struggling?

Across sectors, leadership is becoming more complex and more demanding than ever before. Hybrid working, constant change, rising expectations and ongoing uncertainty now shape everyday decisions. The instinctive response is familiar: work harder, push through, carry more.

Yet despite these efforts, something isn’t adding up. Performance may be holding, but the cost of sustaining it is rising - and becoming harder to ignore.

Gallup’s recently published State of the Global Workplace 2026 brings this into sharp focus. Global employee engagement has now fallen to around 20%, the fi rst time Gallup

has recorded two consecutive years of decline. Th is is not a short-term blip. It points to a growing disconnect between how work is being led and the reality leaders and employees are experiencing.

What stands out, and what we see consistently in our work, is that this is not a question of commitment or care. Most leaders are deeply invested in their roles, their teams and their organisations. Gallup’s data highlights a striking paradox. Leaders report higher levels of engagement and a strong sense of purpose compared to their teams, yet they also experience significantly higher levels of daily stress, anger, sadness and loneliness.

“Leadership can look effective on the outside while becoming increasingly costly on the inside.”

WORKING struggling?

Leadership can look effective on the outside while becoming increasingly costly on the inside.

Th is gap between performance and well-being is not a personal failing. It reflects leadership models and behaviours developed for a more stable and predictable environment. Traditional leadership development still emphasises control, problem-solving, and performance metrics, often with little attention to the psychological demands placed on leaders. These approaches can produce results in the short term, but often do so by steadily draining energy, trust, innovation and resilience.

innovation and sustainable performance. People are more likely to contribute fully when they feel trusted, valued and connected to something meaningful.

In practice, Positive Leadership invites a shift in emphasis and mindset. Instead of asking how to extract more from people, leaders can begin to consider what conditions enable sustained contribution, learning and growth. Th is change shows up in everyday behaviour, in the quality of conversations, in the way decisions are made, and in how success is defined and recognised.

Leaders themselves are a critical leverage point. Findings show that manager engagement has declined sharply in recent years, eroding what was once a consistent engagement advantage. When leaders are depleted, isolated or operating in survival mode, the effects ripple outwards. Energy, mood and behaviour shape team dynamics and organisational culture.

“Seen through this lens, Positive Leadership offers a timely reframe.”

The consequences are now clear. Burnout is rising, engagement is falling and organisations are investing heavily in managing symptoms rather than addressing the underlying causes. Deloitte reports that a significant proportion of executives now feel burned out, with many acknowledging that this affects their ability to lead well. When leaders are stretched beyond capacity, the impact is felt beyond the individual.

Seen through this lens, Positive Leadership offers a timely reframe.

Positive Leadership brings a psychologically grounded perspective to leadership, recognising the close relationship between performance and wellbeing. Drawing on evidence from positive psychology, behavioural science and coaching psychology, it focuses on the inner resources leaders rely on. Purpose, emotional agility, strengths awareness and the quality of relationships at work shape how leaders respond under pressure - and how their teams experience work, without lowering expectations or avoiding challenge.

When these resources are intentionally developed, leaders are better placed to create conditions where people can perform well and remain healthy over time. Research consistently shows that clarity of purpose, psychological safety and strengths-based ways of working support higher engagement,

Positive Leadership, therefore, places appropriate attention on the leader’s own development and humanity as a strategic priority. Capacities such as emotional regulation, resilience, self-awareness and relational sensitivity are not fi xed traits. They are developable, and when strengthened, can better equip leaders to navigate uncertainty, make sound decisions and lead with greater confidence and care.

It can be helpful to pause and reflect. Where are you currently operating as a leader? Are you surviving, striving or thriving? And what does your leadership energy create for those around you?

In a world defined by turbulence, relying on yesterday’s leadership logic is an increasing risk. Positive Leadership offers a credible, evidence-based way forward. One that recognises that thriving people build thriving organisations, and that how we lead matters just as much as what we deliver. When leaders choose to reflect and develop themselves, new ways of leading become possible - ways that sustain energy, strengthen relationships and create lasting impact.

Charlotte Brown and Cornelia Lucey are Chartered Psychologists and leadership development experts specialising in Positive Leadership. They work with organisations and individuals to integrate psychological insight, coaching and behavioural science into leadership practice, enabling high performance without compromising wellbeing.

www.cornelialucey.com

By Yasmine Anane

The commercial of being a modern

For many people, the image of an author is still a romantic one. A quiet desk, a notebook, perhaps a cup of tea (or, in my case, a hot chocolate) nearby, and a story slowly taking shape on the page.

That moment of writing is still at the heart of everything. But the reality of being an author today looks very different. Writing the book is only the beginning.

Th is shift has even given rise to a new term in the industry: the ‘authorpreneur.’ It describes authors who combine creativity with entrepreneurship. They write the stories, but they also think about audience, partnerships, community and how their work reaches the world. For many modern writers, that role is becoming part of the job.

BUILDING A WORLD AROUND THE STORY

Readers discover books in many different ways now. Bookshops remain incredibly important, but social media, schools, events and communities all play a role in how stories travel.

In today’s publishing landscape, authors increasingly have to think not only as storytellers but also as builders of communities around their work. With thousands of new titles published every year, the challenge is no longer simply writing a great book; it is helping that book to find its readers.

“In today’s publishing landscape, authors increasingly have to think not only as storytellers but also as builders of communities around their work.”

When I wrote my fi rst children’s book, The Family Tree, the idea was simple. I wanted to create a story that celebrated the beauty of our differences and reminded children that family is not defined by what we look like, but by the love and connections we build around us.

At its heart, the story carries themes of kindness, inclusion and belonging. Those messages felt important to me as a parent, and even more important in the world children are growing up in today.

What I did not fully realise at the beginning was how much of the journey would happen beyond the manuscript itself. Since publishing The Family Tree, much of my time has been

“The commercial reality of being a modern author may look different from the traditional image many of us grew up with, yet it also offers something powerful.”

reality modern author

spent outside the writing process. Visiting schools. Hosting readings in bookshops. Working with retailers. Connecting with parents online. Building relationships with communities that care about the themes in the book.

Each of those moments helps the story travel a little further. There is something incredibly powerful about seeing a room full of children listening to a story together. They laugh at the same lines, recognise parts of themselves in the characters and begin to understand the message behind the story. Those moments bring the book to life in a way that simply placing it on a shelf cannot always achieve.

PARTNERSHIPS THAT EXTEND THE MESSAGE

Partnerships can also play an important role in helping stories reach new audiences and explore meaningful themes.

Recently, I partnered with Biffa to create a new children’s book called Whitney the Wasteater. The story builds on many of the same ideas that sit behind The Family Tree. At its core is the theme of caring for others, but this time extending that idea to caring for our planet.

Th rough Whitney’s story, children begin to understand the importance of recycling and how small everyday actions can make a difference. The book introduces ideas about sustainability in a playful, accessible way, helping young readers see that protecting the world around them starts with simple choices.

What I find most exciting about projects like this is that they allow stories to step beyond the page and into real conversations. When children connect with characters, they often absorb the message naturally. A story can help them

understand ideas that might otherwise feel abstract. In that way, storytelling becomes a powerful tool for learning.

MORE THAN WRITING THE BOOK

The commercial side of authorship can sometimes surprise people. There are school visits, events, social media posts, collaborations and countless conversations behind the scenes. Much of the work happens after the book is written.

But this work is not separate from the storytelling. It is part of how stories reach the readers they were written for. The role of the modern author has evolved. Alongside the writing itself sits the work of building connections between stories, readers and communities. And when that connection happens, something special follows.

Stories move beyond the page and into classrooms, bedtime routines and family conversations. They shape how children see themselves, how they understand others and how they begin to think about the world around them.

The commercial reality of being a modern author may look different from the traditional image many of us grew up with, yet it also offers something powerful. It gives authors the opportunity not only to write stories, but to help those stories travel into the places where they can make the greatest difference.

Yasmine is a best-selling children’s author of The Family Tree & Whitney the Wasteater and the Wrong Bite.

www.yasmineanane.com

FURTHER READING… Culture eats strategy for breakfast: WHY STORIES ARE YOUR SECRET

Zoë Arden is a purpose-led leadership expert, Fellow at the University of Cambridge Institute for Sustainability Leadership and author of Story-Centred Leadership: Crafting Cultures of Change (Routledge, 2026).

You’ve heard the phrase a thousand times: Culture eats strategy for breakfast. But here’s the twist - culture doesn’t just nibble at your plans; it devours them whole if you don’t feed it the right stories.

The best strategy in the world looks flawless on paper. It’s data-driven, meticulously planned and future-focused. Yet, without a culture that embraces it, that strategy is dead on arrival. Why? Because culture is the invisible operating system of your organisation. It shapes behaviours, decisions and, most importantly, beliefs. If your people don’t believe in the story behind the strategy, they won’t live it.

SITUATED: FIND THE PEOPLE AND PLACES THAT BRING OUT YOUR BEST

By Angela Duckworth (Scribner, 2026)

Rather than focusing solely on individual drive, Duckworth turns outward — exploring how the environments we choose shape how we perform, grow, and lead. From workplace dynamics to team culture, she shows that success is often situational. The right setting doesn’t just support talent; it amplifies it, making culture a decisive force in who thrives and why.

THE POWER OF NARRATIVE

Old, ‘stuck’ stories are powerful. They preserve the status quo, entrench resistance and suffocate innovation. When organisations cling to outdated narratives, they create a corporate numbness - a passive state where change feels impossible. And it’s not just organisations that have stuck stories. As individual women leaders, too, we can carry around stuck, self-limiting stories that hold us back from achieving the change we are looking for in ourselves as well as our teams.

Stories like “People don’t listen to me” or “I’m not a great storyteller”. To shift stuck stories in ourselves and our culture, you need new stories that reframe what’s possible, spotlight progress and celebrate the behaviours

CULTURAL EXCELLENCE:

A LEADER’S GUIDE TO STRENGTHENING THE HEART OF YOUR ORGANIZATION

By Michele Herlein

(Forbes Books,2025)

A practical leadership guide that positions culture as a strategic driver rather than a byproduct. Herlein outlines how organisations can intentionally shape values, behaviours, and systems to improve performance, engagement, and innovation. Drawing on decades of experience, the book demonstrates how strong culture directly influences results and long-term organisational resilience.

HUMANOCRACY

(UPDATED EDITION)

By

Gary Hamel & Michele Zanini (Harvard Business Review Press, 2025)

A powerful critique of bureaucratic corporate culture, advocating for more human-centred organisations. The authors argue that traditional hierarchies suppress creativity and engagement, and propose a model where autonomy, trust, and innovation define culture. It’s a compelling case for redesigning organisations around people rather than processes.

breakfast:

SAUCE

you want to see. As Philip Stiles of Cambridge’s Judge Business School puts it, “To change anything in an organisation, you have to have a very strong story to tell - there has to be a narrative of the current and future state.” In a nutshell, stories help us make sense of the world and help build healthy, productive workplaces and communities.

STORIES AS BRIDGES

Think of stories as cultural bridges. They connect where you are to where you want to be. They make abstract strategies tangible and human. A well-told story can turn a dry objective like ‘increase market share’ into a rallying cry about empowering customers or redefining an industry. Stories don’t just inform - they inspire action.

CULTURE CHANGE MADE EASY: SEE YOUR HIDDEN WORKPLACE PATTERNS AND GET UNSTUCK

By Jamie

Notter & Maddie Grant (Think Twice Books, 2024)

We talk about culture as if it’s elusive — slow to shift, hard to define. Notter and Grant suggest otherwise. Beneath every organisation lie patterns shaping how people work, connect, and perform. Change those patterns, they argue, and culture follows. Grounded in data and lived experience, this is a smart, quietly reassuring guide to building workplaces that work — for people and performance alike.

CREATING A STORY-SHARING CULTURE

Here’s the catch: stories only work in environments where people feel safe to share them. Psychological safety, the belief that you won’t be punished for speaking up, is the bedrock of a story-sharing culture. Without it, voices go silent and innovation stalls. Building this safety takes work: clarity, candour and a willingness to listen and ask questions as much as you speak. In my book Story-Centred Leadership, I call this ‘story-listening’.

BOTTOM LINE

If you want your strategy to survive breakfast, serve it with stories. Stories that make people active

THE PSYCHOLOGICAL SAFETY PLAYBOOK

By Karolin Helbig & Minette Norman (Wiley,

2023)

Focusing on one of the most critical cultural elements, this book shows how psychological safety drives innovation and team performance. It provides leaders with practical tools to foster environments where employees feel safe to speak up, challenge ideas, and take risks — making culture a direct enabler of creativity and organisational learning.

THE POWER OF COMPANY CULTURE: HOW ANY BUSINESS CAN BUILD A CULTURE THAT IMPROVES PRODUCTIVITY, PERFORMANCE AND PROFITS (2ND EDITION)

By Chris Dyer

(Kogan Page, 2023)

A practical, evidence-based guide linking culture directly to business outcomes. Dyer demonstrates how transparency, recognition, and employee experience shape performance. The book offers clear strategies for leaders to diagnose and improve culture, showing how even small shifts can significantly impact productivity and retention.

We need to be proactive with the plastic problem

By Tess de Klerk

You may have seen the headline claiming we consume a credit card’s worth of plastic every week. Thankfully, scientists have since debunked that figure, but do not let the myth’s collapse fool you into thinking the problem is smaller than you thought. Microplastics are in our bodies, our food and our water. The scale is simply harder to visualise than a credit card. But there is good news; scientists are learning how to fight back, and practical strategies are emerging that can meaningfully reduce your plastic burden.

THE SCALE OF THE PROBLEM

Microplastics, fragments smaller than five millimetres, and their tinier cousins, nanoplastics, are now found virtually everywhere on Earth. They have been detected on the summit of Everest, in the depths of the Mariana Trench and in the brains of newborns. A landmark 2024 study published in PNAS found an average of 240,000 plastic particles in a single litre of bottled water, with around 90% of them nanoplastics small enough to cross cell membranes and enter the bloodstream. Yes, that bottle on your desk right now.

A new documentary, Nanoplastics: Th reat to Life, produced by the ALLATRA Global Research Center, pulls together the latest science on what this contamination is doing inside us. Associations have been found between microplastic accumulation and inflammation, hormonal disruption, cardiovascular risk and reproductive health issues. A 2024 study in the New England Journal of Medicine found microplastic particles embedded in artery plaques of patients who subsequently faced higher rates of heart attack and stroke. Not great reading, but important to know.

THE ELECTROSTATIC ANGLE

One of the most fascinating aspects of the documentary is its focus on the electrostatic properties of nanoplastic particles. Nanoplastics can accumulate and retain electrical charge over long periods, and the fi lm argues that this may be a key mechanism behind their disruptive effects, interfering with the bioelectrical signals that cells and neurons use to communicate.

Th ink of it as static interference on a radio signal, except the signal is your body. Th is could help explain why the harmful effects of nanoplastics span so many different biological systems at once, from gut health and the nervous system to cardiovascular function and fertility. It is still an emerging science, but exactly the kind of original thinking the field needs.

CAN I SWEAT IT OUT?

Let us get to the question that has been asked a lot lately. Can a sauna session actually help clear microplastics from the body?

The honest answer is: partly. The solid particles are generally too deeply embedded in tissue to exit through sweat glands. However, the toxic chemicals that plastics release inside the body, compounds like BPA, phthalates and brominated flame retardants, may be quite another matter. A 2023 study from the University of Birmingham found that human sweat can actively leach these chemicals from microplastic particles, with elimination rates of up to 39% for some compounds. A separate study found BPA in participants’ sweat, even though they had no detectable levels in their blood or urine, suggesting that sweat can carry toxins that other systems cannot.

Biohacker Bryan Johnson made headlines in 2025 claiming a daily sauna session had measurably reduced his microplastic levels. Experts urge caution about one person’s experiment but the broader picture is encouraging. Research in Mayo Clinic Proceedings links regular sauna use to improved cardiovascular health and lower blood pressure, benefits worth having regardless.

SO, WHAT DOES HELP?

Dietary fibre is one of the most promising tools we have. A 2025 Japanese study found that a specific fibre, chitosan, helped rats excrete significantly more microplastics than those that did not receive it. Fibre appears to form a gel-like barrier in the gut that binds to plastic particles before they reach the bloodstream. Leafy greens, broccoli, cauliflower and whole grains all fit the bill.

When it comes to hydration, the source matters enormously. Bottled water is consistently one of the highest sources of microplastic exposure. Filtered tap water is better, and reverse osmosis systems can remove up to 99.9% of plastic particles. In the kitchen, using glass or ceramic instead of plastic when heating food is an easy habit change with a meaningful payoff.

None of this is a silver bullet, and it would be wrong to suggest that individual choices alone can solve a crisis of this scale. But with the right knowledge, we can reduce what comes in and increasingly help what is already there find its way out. That feels like a story worth telling.

Find the documentary on Youtube: Nanoplastics: Th reat to Life (ALLATRA Global Research Center)

proactive problem

England’s cleanest, safest beaches

cleanest,

By Tess de Klerk

Astaycation may be your best bet this summer. With Lufthansa already cancelling 20,000 scheduled ights through to October, jet fuel prices having more than doubled since February, and the European Commissioner of Transport warning that jet fuel shortages would most likely qualify as “extraordinary circumstances”, meaning no compensation from airlines.

Some good news: early indications suggest a long, hot English summer ahead. at and the fact that England has some world-class beaches with clean water, lifeguards on duty and crime rates that many y-to destinations simply cannot match.

I’ve compiled a list of Top Ten English beaches by considering, not only my own experiences, but also scouring review sites, Blue Flag awards and crime stats.

THE BLUE FLAG STANDARD

e Blue Flag - administered by Keep Britain Tidy on behalf of the Foundation for

Environmental Education - is the gold standard for beach quality. To qualify, a beach must meet 33 criteria covering water quality (the EU Bathing Water Directive’s top ‘excellent’ grade), environmental management, safety and services and environmental education. at means no sewage discharge, RNLI lifeguards, on-site rst aid, and clean facilities. In 2025, just 76 English beaches made the cut.

SAFE AS WELL AS CLEAN

According to ONS data for 2024/25, Cornwall records just 40 crimes per 1,000 residents - the lowest in the South West - while Dorset posts 65.6, well below the UK average of 93.1. Devon and Cornwall Police ranked sixth lowest out of 42 forces nationwide, placing in the top ve for seven of 14 crime categories. North Yorkshire, home to Scarborough, is also among England’s safest places. Good news if you worry about your phone being nicked while you’re out for a swim.

THE TOP 10 e 2026 Blue Flag results are due in May. Based on 2025 awards and each beach’s long-standing record, plus areas with the lowest crime rates.

1

SANDBANKS BEACH, POOLE, DORSET

The UK’s most decorated beach; Blue Flag every year since 1987, 38 consecutive years. Soft golden sand, crystal-clear water with a beautiful blue-green tint on sunny days and a gentle slope with no sudden drop-offs. I recall the views towards Studland and Old Harry Rocks and an easy ferry trip to Brownsea Island, the largest island in Poole Harbour and protected habitat for red squirrels and summer-nesting birds.

2

ODDICOMBE BEACH, TORBAY, DEVON

Oddicombe shares Sandbanks’ unbroken 38-year Blue Flag record. It’s tucked beneath impressive red sandstone cliffs on Devon’s English Riviera. I suggest taking the 1926 funicular to get there – it’s fun and the alternative is a very steep pedestrian path. Calm, sheltered water perfect for kayaking, paddleboarding and sea swimming.

4

PORTHMINSTER BEACH, ST IVES, CORNWALL

A golden south-facing sandy beach close to the town centre and St Ives station. It’s familyfriendly with calm shallow waters, ideal for swimming and young children. Plus, the acclaimed Porthminster Beach Cafe where you can enjoy fantastic seafood from a whitewashed terrace overlooking the bay.

3

CARBIS BAY, ST IVES, CORNWALL

Host to the 2021 G7 summit and consistently praised as one of Cornwall’s finest family beaches. The sheltered bay keeps the water unusually calm and a small freshwater stream runs onto the sand - reviewers love it for little ones who want to splash without going in the sea. Seals are occasionally spotted just offshore.

5

SWANAGE BEACH, DORSET

A quintessentially English Victorian seaside town that’s earned the Blue Flag and Seaside Award every year since 200 - 24 in a row. Gently shelving golden sand, clear unpolluted water and a promenade lined with beach huts, fish and chip shops and seafood restaurants. Reviewers love the steam railway trips from the pier, the kayak hire and the easy walks to the Jurassic Coast at Studland. Compact, friendly and genuinely peacefuleverything Bournemouth wishes it still was.

6

WHITLEY BAY, TYNE & WEAR

I haven’t been myself, but it has been recommended. Millions of pounds have been spent on the town’s regeneration over the last decade. The beach is wide and well-kept with postcard views of St Mary’s Lighthouse - one of the most photographed landmarks on the north-east coast. Reviewers praise the wide promenade, great fish and chip shops nearby and the fact that it rarely gets as crowded as southern beaches. It seems a genuinely underrated beach.

8 SCARBOROUGH NORTH BAY, NORTH YORKSHIRE

The quieter, less commercial of Scarborough’s two bays, with excellent water quality and a classic English seaside feel that reviewers say takes them back to childhood holidays. Backed by green headland, the castle ruins on the horizon and a good choice of traditional cafes and amusements nearby.

10 AVON BEACH, CHRISTCHURCH, DORSET

7

POLZEATH, NORTH CORNWALL

Vast sands at low tide, reliable Atlantic swell for beginner and intermediate surfers, and a nice laidback vibe. Several surf schools operate from the beach, making it ideal for first-timers and the two-mile proximity to Padstow makes a seafood dinner a natural end to the day.

9

GYLLYNGVASE BEACH, FALMOUTH, CORNWALL

Just ten minutes from Falmouth’s excellent restaurants, galleries and maritime museum, Gyllyngvase, known locally as Gylly, is a wide sweeping sandy beach, good for watersports, rockpooling and generally lazing in the sun. Good views across to Pendennis Castle and the Lizard Peninsula.

Locals consistently recommend Avon Beach over busier Bournemouth as the go-to for a peaceful day out. Colourful beach huts, wide open sands, great wave-watching and clear views to the Isle of Wight. A cafe, bakery and ice cream parlour sit right behind the beach - it’s the kind of place you tell people about and then immediately regret it.

Can vegan restaurant Bonsai satisfy my omnivorous family?

By Lee-Ann McNicoll

Ihave two daughters. One bows at the altar of protein and seems to require a constant flow of animal products. While my youngest hasn’t allowed animal flesh to cross her lips in over five years. She used to be a vegetarian but is now vegan – making cooking for our family a minefield and taking much joy out of eating out. It’s not that restaurants don’t have vegan options these days – of course they do – but finding somewhere that doesn’t leave one child sighing over a dish that looks like an afterthought to the menu while the other grins over a prize-winning steak, is a different story. The fair solution? Find a vegan restaurant that would satisfy the whole family.

And I think we did in Bonsai Kitchen. I vividly remember my eldest (the near carnivore) tasting the Karaage Mushrooms and saying, ‘This is what I wish chicken tasted like!’ I nearly fell from my seat! And she was right – the coated mushrooms reminded me of KFC but so much better, a more refined taste, without all the obviously added salt. They must’ve been deep-fried but without a hint of greasiness. Accompanied by sriracha sauce, the little morsels were to die for.

The Karaage Mushrooms were everyone’s favourite. Bonsai Kitchen does mostly small, sharing plates, and we sampled most of the dishes on the menu (the menu is not extensive, but they also do a Bento box during the week and regular specials). Another standout was the Tempura Cauliflower, as well as the Handmade Thai Sausage, but we genuinely enjoyed everything we sampled. One criticism, if I must, the kimchi was lacking in flavour.

Bonsai Kitchen family?

Drinks were very good too. I’ll confidently recommend the Lychee Ice Tea any day of the week.

I didn’t order dessert because there were only two options, both of which I felt would disappoint without dairy, but my daughters ordered the chocolate mousse with caramelised coconut ice cream and the coffee crème caramel. Both desserts were delicious - better than many similar non-vegan ones I’ve ordered in the past.

I don’t know why I was surprised. Bonsai Kitchen is a multiaward-winning, chef-owned restaurant. Their ethos is: blend the old with the new, using the traditional bincho grill and Japanese techniques to bring Tokyo’s street food culture to Brighton. Outside is unassuming, but step inside and you’ll appreciate the dark interior, with neon-pink lights that give off a soft glow and hand-painted wallpaper. Space is used well with a separate izakaya den to boot.

Service was good, but more than that, the chefs (seen through the open kitchen) and other staff all seemed laid back in a way that you knew they had everything in hand. I liked that – no frantic running around.

Clearly, Bonsai Kitchen has the cool factor, and both my daughters want to go back. A win.

Bonsai Plant Kitchen

44-45 Baker Street , Brighton BN1 4JN bonsaiplantkitchen.co.uk

“Clearly, Bonsai Kitchen has the cool factor, and both my daughters want to go back. A win. “

HIGHLY-RATED PLANT BASED RESTAURANTS

Terre à terre

A long-standing destination for experimental vegetarian and vegan fine dining in Brighton.

Purezza

Brighton’s Purezza was the UK’s first plant based pizzeria back in 2015. Since thenit has gone on to win numerous awards nationally and locally and grow with additional restaurants in Hove, London, Manchester and Bristol.

Oowee Vegan

Oowee started in Bristol, delivering 100% vegan fast food. They’ve since expanded south to Brighton where you can eat in and order out.

GUILDFORD SHYNEFEST 2026

A well-established independent music festival showcasing a mix of rock, indie and tribute acts. With a strong community feel, family-friendly activities and a varied line-up, it offers a lively yet accessible festival experience that blends grassroots music culture with a relaxed outdoor setting.

Merrist Wood College, Worplesdon, Guildford May 29th-30th shynefest.co.uk

BRIGHTON THE GREAT ESCAPE FESTIVAL

One of Europe’s leading new music festivals, The Great Escape showcases hundreds of emerging artists across dozens of Brighton venues. Combining live performance with a respected music industry conference, it offers both audiences and professionals a dynamic opportunity to discover future talent and engage with the evolving music landscape.

Across Brighton May 13th-16th greatescapefestival.com

WHAT’S ON...

A brief snapshot of art and culture in the region

STANSTED PARK SOUTH DOWNS FOOD FESTIVAL

A celebration of regional produce, independent makers and local food culture, this festival brings together artisan producers, street food vendors and live demonstrations. With a relaxed outdoor setting and strong community feel, it offers an engaging way to explore Sussex’s thriving food and drink scene.

Stansted Park June 6th-7th southdownsfoodfestival.com

BRIGHTON & HOVE BRIGHTON FESTIVAL AND BRIGHTON FRINGE 2026

England’s largest curated multi-arts festival transforms the city through theatre, music, dance, visual art, literature and large-scale outdoor experiences. With internationally acclaimed artists alongside emerging voices. Running parallel to Brighton Festival, Brighton Fringe offers an expansive programme of comedy, cabaret, theatre, spoken word and experimental performance. Known for its accessible, eclectic and often unexpected programming, it creates a city-wide celebration of creativity, drawing performers and audiences from across the UK and beyond.

Brighton & Hove May 4th-31st brightonfestival.org brightonfringe.org

ACROSS SUSSEX

ARTISTS OPEN HOUSES FESTIVAL

A distinctive Brighton tradition, Artists Open Houses invites visitors into private homes, studios and gardens transformed into temporary galleries. Combining art, design and local culture, it offers a uniquely immersive way to explore Brighton’s creative community while enjoying neighbourhoods often overlooked by mainstream tourism

Brighton & Hove, East Sussex Weekends throughout May 2026 aoh.org.uk

WOKING

TOM DAVIS: SPUDGUN

Popular comedian and actor Tom Davis brings his latest stand-up tour to Surrey, delivering fresh material rooted in everyday life, sharp observations and his signature larger-than-life style. This performance offers strong mainstream comedy appeal within one of Surrey’s major entertainment venues.

New Victoria Theatre, Woking June 4th atgtickets.com

A lively night of stand-up featuring leading circuit comedians and television favourites. With a varied lineup and accessible atmosphere, this monthly showcase offers a strong mix of mainstream comedy and live entertainment within one of Surrey’s best-established regional venues.

Epsom Playhouse, Epsom, Surrey May 15th epsomplayhouse.co.uk

WEST HORSLEY WEST HORSLEY PLACE CULTURAL EVENTS SERIES

This heritage estate continues to host concerts, guided walks and seasonal cultural programming as part of Surrey’s expanding arts landscape. Combining architecture, history and live experiences, it offers great days out.

West Horsley Place, Surrey May https://www.westhorsleyplace.org