After 25 years as CEO of the Surrey Chambers of Commerce, Louise is stepping aside for other projects.
BIG STORY II
54 Sir Christopher Hohn
Profile on the ‘activist investor’, who has raised over £6 bn for the Children’s Investment Fund Foundation
SURREY CHAMBERS
6 Surrey Chamber News
A round up of Surrey Chambers of Commerce members’ news
8 Surrey Chamber Events
What’s on for Surrey Chambers members
10 Source In Surrey Roadshows across the county to help businesses grow
12 Learning Skills Improvement Plan
Strengthening skills pathways across construction and social care
15 Surrey Business School
Hi-Lab leads research for business NEWS
24 National news
A round up of important business stories from around the world
26 Local news
A look at the business news stories across the South East
28 Ridgeview
One of the world’s premier sparkling winemakers is under new ownership
PLATINUM MEDIA GROUP
EVENTS
38 Central South Business Awards
Tickets are on sale for this premium business event
BUSINESS
30 Base Insurance
Why saving on premiums can cost you far more
32 Gatwick Airport
Gatwick strengthens local and global business links
40 MDHUB
Building success: leadership in the construction industry
74 Omny Group
The Lost Boys: why it’s time for the elders to step forward
76 Cleankill
Britain’s green parakeets: from exotic curiosity to a new pest problem
PROPERTY
62 PROPERTY SECTION
Covering all aspects of property, from architecture, planning, tendering, construction, real estate, property news culminating in the inaugural Platinum Property Awards in October
LEGAL
34 Mayo Wynne Baxter
Succession planning for modern farming enterprises
42 Monan Gozzett
Meeting Jennie Apsey, Senior Associate Lawyer at Monan Gozzett
48 DMH Stallard
M&A trends 2025: A sector-based performance review and strategic outlook for 2026
50 DMH Stallard Roadmap to Exit
When to take advice, and when to handle your own M& deal
60 LegalVision
Breaking up with your Co-Founder?
Five ways to protect yourself
FINANCE
36 Southover Wealth
Looking ahead: what’s in store for investors?
44 Benchmark
Five important end-of-year housekeeping tasks for business owners
46 Kreston Reeves
How EMI schemes attract and retain creative talent
TRAVEL
78 Spa hotels
Tess de Klerk guides us through the world’s best medical spas
MOTORING
80 Bentley Flying Spur
“A volcano beneath your right foot.” Maarten Hoffmann tests out a luxurious monster from Bentley
84 Personalised number plates
Platinum looks at the cult and the expense behind your own number plate
SO SURREY, IT’S TIME FOR ME TO GO...
It does not seem possible that this will be my last column as CEO of Surrey Chambers of Commerce after 25 years championing businesses in Surrey. Looking back at updates written over the years, there is a common factor: Businesses face challenges every day, with some situations making progress particularly difficult. In all my experiences with businesses in Surrey, the resilience and tenacity shown are amazing.
Whatever the issue, the Chamber team brings members together to find solutions, strengthen relationships and turn ideas into action. I am very pleased to be handing over to Helene Hall, our new CEO and will continue working with her on two of the Chambers’ exciting projects, Source in Surrey and the Local Skills Improvement Plan.
SOURCE IN SURREY ROADSHOWS
Two of our Source Surrey Roadshows have already taken place, and momentum is building. If you missed the first events, there’s still plenty of opportunity to get involved across the county. The Source in Surrey initiative, with its innovative AI-powered matchmaking platform, can help organisations collaborate more effectively, trade locally, and
❛❛ Whatever the issue, the Chamber team brings members together to find solutions, strengthen relationships and turn ideas into action ❜❜
grow sustainably. This free service is designed specifically for Surrey-based businesses, and whether you’re an SME or a larger organisation, the roadshows offer valuable insight into how Source in Surrey can support your growth and connect you with the right partners at the right time.
SURREY LOCAL SKILLS IMPROVEMENT PLAN
Consultation on employers’ skills needs is well underway as we prepare to create a 3-year plan to ensure employers can access the employees they need with the right skills to fill their job requirements. We have been working with Surrey County Council, convening employers and training providers, as well as other stakeholders, to ensure we focus on the key priorities. We will be sharing a draft plan at our Stakeholder event on March 12th. Join us to make sure your ideas are heard.
STATE OF THE NATION
In partnership with NatWest and Woking Chamber of Commerce, business leaders are invited to join an exclusive economic briefing at Nova Cinema on May 7th for State of the Nation. This event welcomes Marcus Wright, a member of the NatWest Economics team. Marcus has developed deep expertise across the economic forces shaping UK performance, including monetary policy, housing, and labour markets. Attendees will gain actionable
insights to support strategic planning alongside valuable networking opportunities. This is a must-attend for leaders looking to plan with confidence in a changing economic landscape. Book now
NEW EMPLOYMENT RIGHTS ACT
Employers will need to review how their contracts, policies and workplace practices operate, considering the Government’s proposed employment law reforms. The scale of change means preparation should begin as soon as possible. The British Chambers of
Commerce was among the business groups negotiating key elements of the Bill, including pressing for a six-month qualifying period for unfair dismissal rather than day one.
The four priority areas are trade union rights, zero- or low-hour contracts, fire-and-rehire practices, and potential reform of employment status. To ensure your voice is heard, please share your views with Surrey Chambers by contacting Oliver.Porter@surrey-chambers.co.uk
AND WHILE YOU’RE HERE...
Platinum Media Group enjoys the largest circulation of any business magazines in the UK, reaching over 720,000 readers across the South East and this includes 468,000 online readers. If you can’t wait for the next issue then jump onto our social media platforms and join the conversation.
Louise Punter
CEO Surrey Chambers of Commerce
Surrey Chambers of Commerce can be reached on 01483 735540, info@ surrey-chambers.co.uk, @surreychambers www.surrey-chambers.co.uk
CHAMBERS NEWS
GENERATION NEXT ENTERS UK MARKET
Ethnique Vale, a member of Generation Next, entered the UK market in December 2025 following its participation in the Bangladesh Heritage Week SME Fair in London, marking a significant milestone in the brand’s international expansion. Generation Next, which supports emerging diaspora and heritage-led entrepreneurs, has provided mentoring and networking support to Ethnique Vale, helping amplify its international reach.
The London showcase was supported by the Bangladesh High Commission in London, Tower Hamlets Council, and the Small and Medium Enterprise Foundation (SMEf) Bangladesh. Institutional partnerships like these are increasingly recognised as catalysts for greater visibility for women-led
CRANE
businesses and for heritage-driven market entry.
Founded in Dhaka, Ethnique Vale focuses on sustainable fashion and lifestyle products rooted in Bangladeshi cultural heritage. The brand operates at the intersection of traditional craftsmanship and contemporary design, producing handcrafted collections using regional textiles and natural fibres.
Jute, Bangladesh’s national crop, is a central material, prized for its strength, versatility, and biodegradability. The brand also develops products from seagrass and palm fibre. Heritage
fabrics are reinterpreted in contemporary accessories and scarves featuring Nakshi Kantha stitching and regional embroidery, preserving generational craft traditions.
Ethnique Vale collaborates closely with artisan communities across Bangladesh, supporting livelihoods, preserving skills, and advancing women’s economic participation. Operating as a certified woman-owned business, the brand aligns its practice with global conversations on identity, sustainability, and ethical consumption.
HIRE SPECIALIST REACHES NEW HEIGHTS WITH HSBC UK SUPPORT
A Surrey-based crane hire specialist is expanding operations after purchasing a custom-built crane with support from HSBC UK.
The all-terrain SANY SAC2500E acquired by Terranova Cranes is the largest road-operable SANY crane in the UK. Designed to exact specifications, it is the first of its kind in the country and will serve a dual role:
supporting complex lifting projects and providing direct feedback to the manufacturer to refine future models.
The new addition allows Terranova Cranes to take on larger, more technically demanding jobs across the UK, boosting efficiency and capacity. The company anticipates a 15% increase in turnover over the next 12 months, driven by this HSBC-
supported growth.
Alec Glover, Owner of Terranova Cranes, said: “This crane is a significant upgrade for our fleet and a smart investment in the future. It allows us to take on more complex projects at a greater scale. HSBC UK’s support made this possible, and working with David Grosse and his team at Number Eight Business Finance was invaluable in securing a competitive facility that suits our business and future investments.”
Dale Culshaw, Relationship Manager at HSBC UK, added: “Terranova Cranes exemplifies a business investing in advanced equipment to strengthen capabilities in a competitive market. We are pleased to support their growth plans alongside Number Eight Business Finance.”
NATWEST
TO EXPAND INNOVATIVE FINANCIAL FOUNDATIONS PROGRAMME
NatWest has announced a major expansion of its award-winning Financial Foundations programme, aiming to support 50,000 people with free financial education and guidance throughout 2026 in workplaces and community groups across the UK.
Using its Regional Board network and position as the UK’s biggest business bank, NatWest has designed the programme to bring colleagues’ financial expertise directly into the places where people live and work, helping individuals manage their money and plan for the future with greater confidence.
The programme supports a wide
range of public and private sector organisations, from large employers to local authorities, as well as community groups, social enterprises and social housing landlords such as West Granton Housing Cooperative.
Solange Chamberlain, CEO of Retail
Banking at NatWest, said: “Financial capability and confidence are vital but often underestimated parts of our economic infrastructure. For over 30 years, NatWest has been committed to improving financial education, and Financial Foundations allows us to reach more young adults and families by taking our colleagues’ expertise into the communities we serve.”
Economic Secretary to the Treasury Lucy Rigby KC MP added: “Understanding how to save, budget and protect yourself from fraud is key to building financial health. NatWest’s programme complements government action by boosting people’s confidence to manage their money.”
SURREY COUNTY COUNCIL’S ECONOMIC GROWTH FUND FUNDING HELPS MATERNITY BRAND
Kat Fellows launched Lesh, a leakproof nursing bra brand, from her Epsom home in August 2024. With match funding from Surrey County Council’s Economic Growth Fund, she is now scaling the business and plans to hire local mothers as it grows.
Before becoming an entrepreneur, Kat worked as a director in beauty marketing. “I got pregnant during Covid, not knowing what to expect when I returned to work,” she said. “As time went on, it became clear that corporate life wouldn’t mesh with being a mother.”
Inspired by her own experience as a breastfeeding mum, Kat set out to solve a problem she knew all too well. “I loved breastfeeding, but I leaked constantly,” she said. “I’d wake up soaked, lying in a puddle of milk. Sleep is sacred when you have young children, and disposable pads felt so wasteful.”
After cycling through countless options, Kat found nothing that met her needs. “Most products clearly hadn’t been live-tested on a mum with oversupply,” she said. “I thought, if no one is doing it properly, I will.”
Kat spent a year and a half developing and live-testing prototypes during her second breastfeeding journey. “I never
had to buy a disposable pad,” she said. “It took that long to create something I was proud to launch.”
Since launching, Lesh has gained momentum. The Economic Growth Fund will support brand awareness and future investment, with ambitions to become an internationally recognised maternity brand.
SURREY CHAMBERS EVENT CALENDAR
MARCH 2026 ONWARDS...
SOURCE IN SURREY ROADSHOW – LOGIN LOUNGE
Tuesday March 3rd, 8:30 am-10:00 am Login Lounge, 34 Park Street, Camberley, Surrey, GU15 3PL
A free morning business support event introducing the Source in Surrey programme and AI-powered business matchmaking tool with insights and networking opportunities.
SCGS GOLF COMPETITION AT WEST HILL GOLF CLUB
Tuesday March 10th, 8am-4pm
West Hill Golf Club, Bagshot Road, Brookwood, Woking, Surrey, GU24 0BH
Surrey Chambers Golf Society returns to one of Surrey’s most historic and picturesque venues for the March event at West Hill Golf Club. Nestled in the heart of Surrey heathland, West Hill is celebrated as one of the region’s finest inland courses, renowned for its stunning setting, immaculate condition, and challenging layout.
INTERNATIONAL WOMEN’S DAY LUNCH
Friday March 6th, 11am-2pm
Foxhills Club & Resort, Stonehill Road, Ottershaw, Surrey, KT16 0EL
Join Surrey Chambers of Commerce for the Business Women in Surrey International Women’s Day Lunch 2026. This inspiring celebration explores the theme Balancing the Scales: The Power of Giving to Gain, highlighting how fairness and generosity can transform business, leadership, and community. The event invites attendees to rethink success, showing how giving time, knowledge, and opportunities creates a powerful ripple effect that benefits everyone.
SALES TRAINING FOR SME s WITH ANITA SAINI
Dukes Court, Woking, Surrey, GU21 5BH
Tuesday March 10th, 8:45am – 1pm
Join one of our 6 expert-led sales training sessions delivered by Anita Saini from HX Solutions. They are FREE and designed specifically for SMEs to help you confidently sell your products and services, and secure new contracts.
SOURCE IN SURREY ROADSHOW –THE THAMES CLUB
The Thames Club, Wheatsheaf Lane, Staines-upon-Thames, Surrey, TW18 2PD
Wednesday March 11th, 8:30am – 10am
Join us in Spelthorne for our 5th Source in Surrey roadshow, a programme designed to help local businesses connect, grow and thrive.
COMMERCIAL SHIPPING DOCUMENTS
Wednesday, March 18th
Surrey Chambers of Commerce, Block E, Dukes Court, Duke Street, Woking, Surrey, GU21 5BH
This half-day course provides essential knowledge and practical skills for navigating the complexities of commercial shipping documentation. Covering key aspects of the shipping process, the program emphasizes the importance of accurate paperwork, compliance requirements, and best practices to ensure seamless and efficient international trade operations.
Step into leadership with confidence at Generation Next: Lead the Way, a leadership workshop and networking event for ambitious professionals aged 18–35. This inspiring afternoon of growth and connection, hosted at Asahi in Woking, offers practical learning, opportunities to expand networks, and tools to enhance personal and professional development.
HOW TO GENERATE MORE SALES WITH JUST THE VIDEO ON YOUR PHONE WORKSHOP
Thursday March 19th, 10am-12 pm
Dukes Court, Block E, Woking, Surrey, GU21 5XR
Join Surrey Chambers for a practical workshop showing small and medium-sized businesses how to generate more sales using just the video on your phone. The session will cover simple techniques to create engaging content, attract new customers, and grow your business without expensive equipment. This hands-on workshop is ideal for business owners, marketers, and anyone looking to harness the power of video marketing effectively.
Training roadshows by Source in Surrey
Source in Surrey is supporting businesses across the county throughout 2026 with a programme of roadshows, training days and events designed to help organisations grow, buy local and work smarter.
SOURCE IN SURREY - ROADSHOWS
The Source in Surrey Roadshows are visiting a range of venues across the county, providing practical insights into procurement, sales and business development while creating valuable opportunities to network with like-minded professionals. Hear from local industry experts, gain practical procurement insights, and expand your network with like-minded professionals - all at an event designed to help you grow your customer base, and it’s free!
Central to the initiative is the Source in Surrey AI-powered platform, which is currently under development. It’s an intelligent online tool that makes buying and supplying simple, quick and efficient, connecting Surrey-based SMEs with procurement opportunities from larger businesses and public sector organisations.
Whether you’re a large business with opportunities to fulfil or a Surrey SME
❝ Hear from local industry experts, gain practical procurement insights, and expand your network with like-minded professionals ❞
with products or services to supply, Source in Surrey connects you through local events and our AI-powered matchmaking platform.
SOURCE IN SURREY SALES TRAINING
The Sales Training sessions are halfday workshops. They are for anyone new to business or those who’d like a refresher.
Join one of six expert-led sales training sessions delivered by Anita Saini, from
HX Solutions, designed to help you confidently sell your products or services and secure local contracts.
Anita’s modern, practical approach brings clarity to every stage of the sales process, from first conversation to follow-up, so you can maximise opportunities and convert leads with confidence. Further develop your skills and learn more about effective sales techniques, negotiation and closing strategies, relationship and account management, and sales processes.
The four learning elements of the workshop are: effective sales techniques, negotiation & closing strategies, relationship & account management, sales and process & structure.
International Trade at Surrey Chambers
is committed to providing the highest quality support and services to help your business trade successfully overseas.
Trade documentation
Our team is on hand to issue you documents to ensure your goods reach their final destination, incl
Certificates of Origin, EUR1s and certified invoices
The International Network
Connect with over 75 overseas Chambers across the globe and benefit from B2B connections, local business advice, and potential market opportunities
Events & training
Join our events and training courses to gain the knowledge and practical skills needed to navigate the complexities of international trade
Translation
Get speaking your customer’s language with our leading translation partners, no matter the document type, subject matter or language Foreign exchange
ChamberFX delivered by Moneycorp enables you to manage currency exposure and payment needs quickly and hassle-free.
Did you know?
Members of Surrey Chambers can save up to 50% off our trade documentation costs.
Contact our International Trade team export@surrey-chambers co uk 01483 735540
Strengthening skills pathways across construction and social care
Following previous Construction and Social Care roundtables, two further sessions took place on January 30th and February 4th. These roundtables highlighted a shared challenge across two sectors: building clear, sustainable pathways into work while addressing immediate skills shortages and long-term workforce pressures. The discussions reinforced the importance of aligning training, employer engagement, and careers guidance with the realities of today’s labour market and local delivery.
ployer talks can transform motivation and understanding. However, barriers remain, including the cost of employment for SMEs, apprenticeship pay structures that struggle to compete with short term higher paid roles, and a shortage of teachers with current industry expertise. Participants supported flexible, modular
❛❛ The message was consistent: sustainable workforce development depends on clearer pathways ❜❜
In construction, employers and providers focused on young people’s work-readiness. Participants described gaps in confidence, resilience, punctuality, and workplace behaviours, as well as detachment from everyday expectations. There was agreement that soft skills must be developed earlier, before learners reach further education, and that parents, schools, colleges, and employers need a joined-up conversation about preparation. The sector also battles perception issues. Construction is often seen as narrow or dumbed down, despite offering professional and technical careers, including surveying, planning, design, sustainability, facilities management, and project management.
Serious technical shortages were highlighted, particularly the lack of qualified electricians, alongside concerns about an ageing workforce. Employers stressed that practical engagement through site visits, live projects, and em -
training aligned with the Lifelong Learning agenda and emerging priorities such as green skills and AI.
The Social Care roundtable echoed many of these themes, but within a sector under pressure from funding constraints and the rising complexity of need. The LSIP is gathering evidence locally for the next phase, with social care data feeding into the March 2026 report. A major focus was the Care Skills Bootcamp model, designed around real job roles, guaranteed interviews, and employer feedback. Outcomes have been encouraging. Run by East Surrey College, the first swath of Bootcamps will run until March 27th, and there is already tremendous feedback from this Bootcamp.
Discussion also centred on workforce pathways and reform. As people live longer with complex needs, care roles increasingly require broader skill sets, including the delegation of healthcare
tasks. The Level 2 Care Certificate and Level 3 Diploma were highlighted as key entry and progression points, but concerns remain about declining nursing numbers and gaps in leadership capacity. There was interest in developing a Social Care workforce hub that brings together resources on apprenticeships, care certificates, and careers, alongside schools’ outreach, using values-led storytelling to present care as meaningful and diverse.
Across both sectors, the message was consistent: sustainable workforce development depends on clearer pathways, earlier engagement, flexible training, and stronger collaboration between employers, providers, and the wider skills system. The LSIP’s role in turning these conversations into practical action will be central to building a workforce that is job-ready today and resilient for the future across Surrey and neighbouring areas overall.
Employers and providers can also express interest in opportunities to help with collaboration: www.surrey-chambers.co.uk/futureskills-hub/for-employers/searchopportunities
NEW MEMBERS
SURREY BUSINESS SCHOOL: Hi-Lab leads research for business
In today’s complex, fast-moving markets, one of the greatest challenges businesses face is gaining a clear understanding of their customers and how to improve products through deeper insights from target audiences. Consumer behaviour is shaped by emotions, attention, and contextual factors that are often difficult to observe and hard to measure in ways that can meaningfully inform decision-making.
As products and services become more sophisticated, organisations increasingly require knowledge of how customers respond to them. The Human Insight-Lab (HILab) facility at the University of Surrey Business School was established to support companies and develop world-leading research on the importance of generating relevant, actionable insights on human behaviour. The lab is directed by Dr Andrew Hill and Dr Pablo Pereira Doel, expert researchers in consumer behaviour and data analytics.
or immersive environments, the HI-Lab can help businesses generate insights into how users interact with different types of physical and digital spaces:
At the heart of the facility is a stateof-the-art laboratory equipped with advanced measurement technologies. These include Virtual and Augmented Reality (VR and AR), eye-trackers that track gaze and interaction in realistic settings, and biosensors that measure facial expressions, electrodermal activity, optical heart rate, and electroencephalogram (EEG) data. Together, these tools provide a multi-dimensional view of customer responses in real time.
By combining advanced technology with academic expertise, the HI-Lab enables organisations to develop a deeper, evidence-based understanding of customer perceptions, emotional responses, and decision-making processes. The ultimate objective of the lab is to identify what works and why.
❝ The ultimate objective of the lab is to identify what works and why. ❞
This should help support better product design, ease decision-making, and enhance customer experiences. The facility is designed for a wide range of users, including companies seeking advanced insights into consumer behaviour and organisations testing new products, services, or processes. Whether the focus is on physical products, a website,
Dr Andrew Hill, Co-Director of the Human Insight Lab, states, “A lot of product and website design is informed by decades of useful experience, but human behaviour is often illogical and unpredictable! By using biometric data, we can better understand how people engage with products and where a design or process helps or hinders decision-making. Because many companies don’t do any human behaviour analysis, even some simple analysis of it can identify useful insights and make huge improvements.”
What truly differentiates the HI-Lab is not only the bundle of state-of-the-art technologies, but also the deep expertise of researchers specialising in fields such as neuromarketing, psychology, marketing, data analytics, and innovation management. This human capital is central to the HI-Lab value proposition, synthesising data from interviews, focus groups, and surveys with biometric data to help make better, more informed decisions.
Want to take the guesswork out of incorporating human behaviour in your business model? Contact the HI-Lab team to discuss how they can help your business make faster, better decisions.
Want to take the guesswork out of incorporating human behaviour in your business model? Contact the HI-Lab team to discuss how they can help your business make faster, better decisions.
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S u r r e y C h a m b e r s
O L
F S O C I E
T Y S C G S 2 0 2 6 F I X T U R E S R e g i s t e r N o w w w w . s u r r e y - c h a m b e r s . c o . u k
T u e s d a y 1 0 t h M a r c h
T h e W e s t H i l l G o l f C l u b
Nearest the Pin sponsored by: W e d n e s d a y 1 5 A p r i l t h
T h e B e a r w o o d L a k e s G o l f C l u b T u e s d a y 1 9 M a y t h T h e N o r t h H a n t s G o l f C l u b
Order of Merit sponsored by:
❝ After 25 years of leading Surrey Chambers of Commerce, I am stepping aside to give someone else the chance to take on one of the best jobs in Surrey! When I arrived in 2001, I had no clue that I would be here as long and that it would become such a big part of my life. I can honestly say that I have enjoyed almost every day and have never wanted to move on. Working with so many amazing
businesses and organisations has been really rewarding, and I hope to continue supporting them through the Local Skills Improvement Plan and Source in Surrey projects. (No, you haven’t quite got rid of me!)
“It is with great pleasure that I hand the baton over to Helene Hall, who will share lots of fresh new ideas and provide a steady hand at the head of the Chamber.
I look forward to her bringing more benefits to our local businesses and will work alongside her delivering the projects and introducing her to our wonderful business community. I can’t recommend the role highly enough, nor the fantastic team she will inherit and wish her all the best as she joins us.
LOUISE PUNTER
LOUISE PUNTER
Celebrating 25 years of an extraordinary contribution to Surrey’s business community
For 25 years, Louise Punter has been at the heart of Surrey’s business landscape, a trusted leader, connector, and champion for organisations of every size.
As she appears on the front cover of Surrey Business Magazine to mark this remarkable milestone, we reflect on the legacy of a woman whose leadership has shaped the county’s economic success and strengthened its business community.
❝ One of Louise’s greatest strengths has always been her ability to make people feel they truly belong.
From my very fi rst meeting with the Surrey Chambers of Commerce, she made me feel part of the community. Her smile was like a welcoming door: open, warm, and genuine.
Louise cares deeply about people: individuals, businesses, communities. She has been a driving force for positive change, guided by a simple principle: do what is right and make it happen. Her authenticity, humility, persistence, approachability,
❛❛ For 25 years, Louise Punter has been at the heart of Surrey’s business landscape, a trusted leader, connector, and champion ❜❜
When Louise assumed the role of Chief Executive of Surrey Chambers of Commerce in 1999, she brought extensive experience from 17 years in manufacturing and business services, including time at Metal Box, followed by three years as Marketing Director at Bureau Veritas (BVQI).
This commercial grounding shaped the practical, people-centred and strategic approach to business support that would define her tenure.
Over the past quarter-century, Louise has steered Surrey’s businesses through the most challenging periods in modern economic history, including digital transformation, the 2008 financial crisis, Brexit, and the COVID-19 pandemic.
Throughout every phase, she remained a calm and reliable presence, bringing clarity, connection and a collaborative
and growth-oriented mindset have made her an exceptional leader.
I am delighted that Louise will continue to be part of SCC, while also dedicating more time to her grandchild, a joy that no business success can ever replace.
Thank you, Louise.
BETTY JENSEN Business Development Offi cer Surrey Business School
❝As I step into the role of CEO, I want to take a moment to honour Louise and the incredible contributions that she has made to Surrey Chambers. Over the years Louise has not just built strong relationships within the business community but has also forged vital connections with the education sector. Her dedication to strengthening these ties will be key to creating opportunities and building better futures for both the next generation and local businesses. The impact of her
leadership is evident in the support we provide to our members and the trust she has fostered with partners. Her legacy is remarkable and deserves our heartfelt recognition. Thank you, Louise.”
HELENE HALL CEO, Surrey Chambers
PROFILE
LOUISE PUNTER, CHIEF EXECUTIVE, SURREY CHAMBERS OF COMMERCE
Before joining Surrey Chambers in 1999, Louise built a rich and varied career across manufacturing and business services, including senior roles at Metal Box and Bureau Veritas (BVQI). These experiences shaped her pragmatic leadership style and her ability to champion the needs of local employers.
spirit to the moments when it mattered most.
But Louise’s influence goes beyond policy and advocacy. She is known for her warmth, humanity and genuine interest in the people behind Surrey’s businesses. Her impact is reflected in thousands of careers, companies and community initiatives she has supported along the way.
As she marks 25 years at the helm, one thing is clear: Louise Punter’s contribution to Surrey is not just historic, it is ongoing.
❝ For 25 years, Louise has been a steadfast advocate for Surrey Chambers members, strengthening the collective voice of the business community and championing collaboration, growth, and opportunity. Under her leadership, Surrey Chambers of Commerce has evolved into a respected and influential membership body. Louise’s legacy is one of connection, advocacy and enduring support for Surrey businesses and individuals who form the heart of the community.”
MARTINE ROBINS FCIPD Director HR Dept Surrey Hills
LOOKING AHEAD: NEW ROLES
As Louise moves into her next chapter, she will become the Director of the Local Skills Improvement Plan (LSIP) and Source In Surrey, two of the county’s most strategically important programmes.
In her LSIP role, Louise will oversee the development and implementation of Surrey’s employer-led skills agenda. The LSIP brings together businesses, training providers, and local stakeholders to ensure that skills provision aligns with employers’ real-world needs.
Louise’s life is also deeply rooted in her family. She and her husband, Andrew Punter, have created a supportive home that has grounded her throughout her career. They share two daughters; Amy Punter, a talented actress, and Dr. Hannah Punter, a dedicated GP.
Their newest family member, baby Oscar, has brought fresh joy into the Punter household — a new role Louise embraces with pride: grandmother.
Warm, grounded and endlessly committed to her community, Louise remains one of Surrey’s most respected and admired leaders.
❝ Quite simply, Louise Punter is a legend who has left an incredible and lasting mark on the business community of Surrey. I have had the pleasure of working with Louise for almost all of her 25 years at the helm of Surrey Chambers of Commerce. I first met her when I joined the South East England Development Agency (SEEDA) in 2002 – working alongside Employer Representative Bodies and the Business Link networks - we collaborated on numerous events to support business growth and investment.
Our paths continued to cross during my time at Guildford College Group and then as a Board member and Chair of Coast to Capital Local Enterprise Partnership (LEP). Louise has always been so generous with her time and advice – always willing to meet, pick up the phone and help. For the past 4 years I have had the privilege of working even more closely with Louise in my role as CEO at Nescot and as a member of the Local Skills Improvement Plan (LSIP) Steering Group. Louise has led this work with passion, knowledge and integrity – building
❛❛ Surrey’s business community stands stronger
Louise’s leadership will help deliver the LSIP priorities and recommendations, strengthening Surrey’s future skills pipeline and supporting long-term economic growth.
Alongside this, she will lead Source In Surrey, a growing initiative that connects businesses with local talent, suppliers, opportunities, and support
a team with a shared commitment to the region and with a focus on results.
I reflect with particular fondness on meetings where we put the world to rights (often involving wine) and discussed our shared passion for economic development, business support and our families.
Thank you Louise.
JULIE KAPSALIS MBE
Nescot
❝ As a board member of Surrey Chambers of Commerce and through my work at Inv Group, I’ve greatly valued working alongside Louise during her time as CEO. Louise leads with clarity, authenticity and genuine care for the business community. She has strengthened the Chamber’s voice,
networks. The Source In Surrey team spans project management, events, marketing, and business connector functions, all focused on strengthening Surrey’s local economic ecosystem and increasing visibility of local opportunities.
Her decades of relationship-building, extensive local knowledge, and deep understanding of business needs make her uniquely positioned to elevate both programmes. This new role allows Lou -
championed collaboration across Surrey, and ensured members feel both heard and supported — particularly during challenging times.
Her leadership has created real opportunities for businesses like Inv Group to connect and grow, and her impact on the wider Surrey
ise to focus even more deeply on two areas she has long championed: future skills and a strong, connected local business community.
Surrey’s business community stands stronger today because of the leadership, partnership and humanity Louise has brought to the past 25 years, and her next chapter promises an even greater contribution to the county she has long championed.
25 YEARS OF IMPACT
2021–2022 Drives innovation in skills, sustainability and digital growth
2020 Steers the business community through Covid19 pandemic
community will be felt for years to come. It has been a privilege to serve alongside her.”
ALISON GALVIN MBE Inv Group Holdings Ltd
1Transforming Surrey Chambers into a modern, highimpact organisation
2 Leading the Chambers through the 2008 crash, Brexit and COVID19
3 Strengthening Surrey’s national influence within the British Chambers of Commerce
4 Achieving record membership and engagement levels
5 Building powerful partnerships across the region
6 Championing skills, training and workforce development.
7 Supporting SMEs and startups to innovate and grow
8 Expanding international trade support for Surrey exporters
9 Leading the Chamber’s digital transformation
10 Creating an inclusive, collaborative and connected business community
2025 Celebrates 25 years of transformative leadership
2024 Reaches record engagement levels across the Chamber
2026 Begins new role as Director of LSIP and Source In Surrey LOUISE’S TOP TEN ACHIEVEMENTS
GSK TO BUY CANADIAN BIOTECH COMPANY
GSK has agreed to buy 35Pharma, a Canadian biotech developing treatments for heart and lung disease, in a deal worth up to $950m (£704m; €807m). Its lead drug candidate for pulmonary arterial hypertension could reach patients in the early 2030s and has the potential to become a “multi-blockbuster”.
The life-shortening condition, marked by high blood pressure in the lungs, affects more than 80 million people worldwide. The deal comes as GSK faces patent expiries, with its top-selling HIV drug dolutegravir losing US and EU exclusivity between 2028 and 2030.
NATWEST BUYS EVELYN PARTNERS
NatWest Group has agreed to buy Evelyn Partners, one of the UK’s biggest wealth managers, for £2.7bn. With offices across the UK, Everlyn Partners has more than 180 years of heritage, overseeing £69bn of assets under management and administration. The deal creates a private banking and wealth management business with total AUMA of £127bn and total customer assets and liabilities of £188bn.
Paul Thwaite, chief executive of NatWest Group, said: “Bringing together these two leading businesses creates a unique opportunity to provide financial planning, savings and investment services to more families and people across the UK. We look forward to welcoming our new clients and working with our colleagues at Evelyn Partners to transform the services our 20 million customers across the Group can expect from us.”
NATIONAL NEWS
HEATHROW PAYS DIVIDENDS DESPITE PROFITS DROP
Heathrow has revealed annual profi ts fell by more than a third, but it paid out dividends to shareholders for the first time in five years despite the earnings drop. Owners of the airport reported pre-tax profi ts of £575m for 2025, down 37.3% from £917m in 2024. Heathrow’s board decided to pay shareholders a total of £550m in dividends during the last financial year.
The airport’s owners are largely overseas investors, led by private equity giant Ardian and the sovereign wealth funds of Qatar and Saudi Arabia. Heathrow saw a 0.7% rise in annual passenger numbers travelling through its terminals, to a record 84.5 million.
BREWDOG SELLS UP FOR £33M
The UK and Irish assets of BrewDog, the Scottish self-styled ‘punk’ brewer, have been sold to the US cannabis and drinks firm Tilray for £33m, in a deal that will leave the company’s earlystage crowdfunders empty-handed. Tilray agreed a deal to buy BrewDog’s brand, intellectual property, UK brewing
operations and 11 ‘strategic’ bars in the UK and Ireland, preserving 733 jobs. The remaining 38 bars will close, at a cost of 484 jobs which was announced to staff after the press announcement, via a 15-minute conference call. Tilray said it was negotiating separately to buy BrewDog assets in the US and Australia.
❛❛ By all means, marry; if you get a good wife, you’ll become happy. If you get a bad one, you’ll become a philosopher. ❜❜
Socrates, Philosopher and bad husband
SAY HELLO TO HALO
Investors have a new mantra as they prepare for AI to shake up the global economy – the Halo trade. Interest in Halo – short for “heavy assets, low obsolescence” – has risen as investors seek out companies with tangible, productive assets, which might be insulated from AI disruption, such as energy and transport infrastructure companies.
While US mega-cap tech companies
have had a rough start to 2026, the Halo trade helped to push UK and EU stock markets to record levels by the end of February.
Goldman Sachs reported in the first week of March that its basket of more than 100 big-spending companies had outperformed a similar grouping of capital-light firms by 35% since 2025, as “asset intensity becomes a key driver of valuations and returns”.
EARNINGS DOWN AT RATCLIFFE’S INEOS QUATTRO
Earnings at one of Sir Jim Ratcliffe’s biggest businesses collapsed at the end of last year as cost pressures continue to pile on European chemicals makers. At Ineos Quattro, one of the three largest businesses
YOUNG PEOPLE SUFFERING MOST IN UK ECONOMY
The negative effect of a combined increase in employers’ taxes and minimum wages has been “particularly acute” for young people, the Bank of England’s chief economist has warned. Huw Pill said that the increase in national insurance contributions (NICs) from April last year and the government’s efforts to equalise the “national living wage” had caused a particular problem for young people trying to find jobs.
Official figures released in February showed that unemployment among 16- to 24-year-olds is higher than the EU average for the first time, rising to 16.1% in the final three months of 2025. This is the highest level since 2014, when the jobs market was still recovering from the financial crisis.
UK JOB VACANCY NUMBER FALLS
The number of job vacancies in the UK has tumbled to the lowest level in five years, research suggests, falling to levels not seen since the pandemic. The number of jobs being advertised slid by 3% in January to 695,000, according to the job search site Adzuna, marking the first time advertised vacancies have dropped below 700,000 since January 2021.
Graduate jobs fell below 10,000 for the first time since Adzuna began tracking this in 2016.
The research comes days after official figures showed unemployment in the UK had risen to a five-year high of 5.2%, as wage growth slows and concerns grow that young people are bearing the brunt of the slowdown in hiring.
in Ratcliffe’s chemicals empire, quarterly earnings fell to €77m in the fourth quarter of last year, compared to €177m in the preceding quarter and €155m in the same quarter a year before. Andy Currie, one of the
Ineos Group’s billionaire owners who founded the group alongside Ratcliffe and John Reece, has put his 217ft super yacht up for sale, with an asking price of €85m.
TARIFFS ON THE UK TO STAY DESPITE US SUPREME COURT RULING
The US will not back out of tariff deals it has already sealed with countries around the world, including the UK, Donald Trump’s trade representative, Jamieson Greer, said at the end of February.
The US Supreme Court ruled on February 20th that many of the tariffs imposed by the US president were illegal, leading Trump to announce a new 15% global tariff on all
imports the next day. But Greer told CBS’s Face the Nation that the new levy was separate from agreements struck in the last nine months with about 20 countries around the world.
“We want them to understand these deals are going to be good deals,” Greer said. “We’re going to stand by them. We expect our partners to stand by them.”
❛❛No amount of anxiety makes any difference to anything that is going to happen. ❜❜
Alan Watts
MANUFACTURING STILL SLUGGISH
British manufacturing orders remain well below average, and price pressure continues, according to a CBI industrial trends survey, which found that manufacturers’ orders for the month were below average in February, while most firms expected to raise their prices and for output to decline over the next three months.
The survey adds to a mixed picture for the UK economy since the start of the year. Households are feeling “dismal” about their finances, while companies have been cutting staff amid rising cost pressures. However, some business surveys have suggested a rise in optimism among companies since the start of the year, after uncertainty over the government’s autumn budget lifted.
INFLATION FALLS TO 3%
UK inflation fell to 3% in January, boosting hopes of a cut in interest rates by the Bank of England. The slowdown was in line with a majority of City economists’ forecasts and marks the lowest level since March 2025.
The rise in prices for food and nonalcoholic drinks slowed sharply to 3.6% in the year to January, down from 4.5% in December, and reaching a nine-month low. Petrol and diesel prices fell by 2.2% over the year compared with a 0.9% rise last year. The average price of petrol fell by 3.1p a litre between December and January, while diesel fell by 3.2p a litre.
KRESTON REEVES JOINS AAB TO ACCELERATE GROWTH
Accountants and business advisers Kreston Reeves and AAB have announced a merger. With seven offices across the South East, and more than 550 people, Kreston Reeves is highly regarded for its high-touch, personalised client service and strong, supportive culture. This will take the combined business’s annual revenue beyond £200 million.
AAB is supported by Goldman Sachs Alternatives and is one of the fastest-growing mid-market professional services firms, having secured 18 deals across the UK and Ireland in the past four years. Richard Spofforth, Managing Partner at Kreston Reeves, said: “This is a significant milestone for our business, people and clients. Building on the strengths we have at Kreston Reeves, it will create new opportunities for our talented colleagues.”
QUEEN VISITS PLUMPTON
Her Majesty Queen Camilla visited Plumpton Racecourse in February for Jamie’s Farm Raceday, recognising the charity’s vital contribution to young people. Plumpton Racecourse was honoured to welcome Her Majesty to the fourth annual event, that has become a much-loved fixture in the Sussex racing calendar.
Located three miles from Jamie’s Farm in Lewes, the racecourse provided a fitting setting to celebrate the charity’s work transforming the lives of young people. Her Majesty, Patron of Jamie’s Farm since 2014, spent the afternoon meeting students, alumni, staff and supporters of the charity.
LOCAL NEWS
❛❛ Common sense is the collection of prejudices acquired by age eighteen.❜❜
Albert Einstein
BUSINESSES OFFERED SUPPORT
High street businesses are being offered free support to boost footfall and trading confidence. In-person workshops and practical support programmes are being rolled out across East Sussex, backed by East Sussex County Council and the East Sussex Growth Hub. The sessions will be delivered by experienced retail professionals, with additional one-to-one guidance and online toolkits as part of the scheme.
Councillor Penny di Cara, East Sussex County Council’s lead member for the economy, said: “This is a fantastic opportunity for business owners to get practical advice that will help them improve, and I am delighted that we are able to support this initiative, which will help our unique independent businesses.”
COP SACKED FOR BEING COFFEE SHOP OWNER
A Metropolitan Police officer who ran a coffee business has been sacked. Pc Stanley Kennett applied for a business interest called The Coffee Cycle whilst suspended from duty on April 23rd 2024. In September 2025, it was confirmed that he “continued to engage in and operate this unauthorised business interest” whilst receiving full pay from the force, the ruling said. Following a misconduct hearing on February 12th 2026, Mr Kennett was found to have breached police standards of professional behaviour, amounting to gross misconduct and was dismissed without notice. The business, based in a bike shop in Storrington, serves coffee, cake and pastries and provides catering for events, according to its website and social media.
A new multi-million-pound Vauxhall retail site has opened in Brighton & Hove, offering sales and support to the region with a modernised showroom and a ‘reimagined customer experience’.
Tates Vauxhall is a sales and aftersales centre serving the wider Sussex area, with the strategic investment. The newly-built site, which has been six years in the making, is a 245m2 premises featuring a modern, sharp design with an allglass facade that invites customers in, allowing a view of Vauxhall’s electrified vehicle range and the illuminated Griffin, which sits proudly at the heart of the showroom.
NEW SPONSOR FOR HAMPSHIRE BUSINESS SHOW
A training academy has been named the headline sponsor of a major Hampshire business event. Step8Up Academy is supporting the Hampshire Business Show, which will be held at The Ageas Bowl in October.
Josh Mitchell, founder of the Hampshire Business Show, said: “It’s great to have Jeev and his team supporting us this year. Step8Up makes a difference
through education and upskilling –something we’re big supporters of at the Hampshire Business Show.”
Jeev Sahoo, chief executive of Step8Up Academy, said: “We’ve made the jump from exhibitor to sponsor thanks to the success of our involvement last year. This is the start of a long-term strategic partnership which will help both exhibitors and attendees see real benefi t.”
INVESTMENT IN RAIL CARGO IN KENT
A major investment to get more freight using the rails could reduce the number of HGVs on Kent’s roads by 140,000 a year. The move has been welcomed by Kent MPs who say it could also pave the way for a reduction in the number
of times Operation Brock is introduced on the M20. The Department of Transport confirmed it had taken control of the Barking Eurohub terminal in east London - the only major cargo terminal in the UK that can handle European rail wagons. The new investment - of around £15 million - will pave the way for freight trains to carry cargo and containers that can travel on the rails and through the Channel Tunnel.
‘100-IN-100’ COLLEGE TARGET
Kent’s largest college group is aiming to secure 100 pledges from local employers to take on an apprentice within 100 days. The East Kent College (EKC) Group, which includes campuses in Canterbury, Broadstairs, Ashford, Sheppey, Dover and Folkestone, is calling it its ‘100 in 100’ campaign.
Rhona Williams, who is the principal of EKC Training,
explained: “Creating apprenticeship opportunities is one of the most powerful investments an employer can make. Apprentices bring fresh ideas, enthusiasm, and real potential into the workforce - helping businesses grow, innovate, and remain competitive. When employers commit to apprenticeships, they’re not just filling rolesthey’re shaping the future of their organisation and their community.”
BOGNOR / LA BUSINESS FORUM
A new business forum is giving employers a direct voice in Parliament.
Launched by MP Alison Griffi ths, the Bognor Regis and Littlehampton Business Club aims to connect employers’ concerns and ideas directly with national decisionmakers. The inaugural meeting took place on Friday, February 6th, at Fino, a familyrun Italian restaurant in Felpham.
It was attended by 40 people representing 34 businesses and organisations from across the two towns. Ms Griffi ths said: “Businesses are the backbone of Bognor Regis and Littlehampton, from family-run shops and cafés to manufacturers, care “
❛❛ It takes considerable knowledge just to realise the extent of your own ignorance.❜❜
Thomas Sowell
POWER CUTS COSTING BRIGHTON BUSINESSES
Businesses on York Place, a busy road in the centre of Brighton, are being plagued by power cuts, costing them tens of thousands of pounds. Traders say the power cuts have been ongoing for years, dating back to before the Covid-19 pandemic for some. It causes significant disruption for the independent businesses, from bars to bakeries to bike shops.
Victoria, owner of Yellow Book Bar, has been forced to shut her bar in the middle of a busy Saturday night, with a DJ playing, due to a power outage.
She estimated that the collective losses from businesses in the area could run into £100,000, adding that the amount they pay for electricity is “obscene”.
DIGITAL APPRENTICESHIPS SHOWCASE IN HASTINGS
East Sussex College recently brought local employers together to showcase how Digital Apprenticeships can help address growing skills gaps and support business growth across the region. The employer event, held at the college’s Ore Valley campus
last month, focused on the growing demand for digital capabilities across almost every sector, as organisations face pressure to adopt new technologies, improve efficiency, and strengthen cyber resilience. Leaders from local organisations, including Hastings Borough Council, Rother District Council, East Sussex NHS Healthcare Trust, and Holy Trinity Hastings Church, attended the event to explore how apprenticeships can offer a practical and cost-effective route to developing in-house digital talent.
Ridgeview CEO steps down
Ridgeview Wine Estate and Tamara Roberts have been a fixture on the Sussex business scene for many years, supporting the local business community and acting as a role model for many female led start ups.
Sadly, the company has fallen in administration but the good news is that it has been sold and the brand will continue long into the future. Tamara will be taking on several new roles so thankfully she will remain on the business scene. The Dynamic Awards were delighted to award Tamara the Lifetime Achievement Award back in 2022 and it was very well deserved.
Ridgeview Wine Estate, one of England’s most respected sparkling wine producers, has been acquired by QBRidge Ltd, an investor consortium led by The Quantum Beverage Company (QBev) for an undisclosed sum. QBev led the acquisition, acting as the principal partner to a consortium of investment partners that are set to mark a new chapter for the highly respected and well-established English wine estate.
The acquisition provides Ridgeview with a strong capital base and strategic support to drive the long-term potential of the brand, both in the UK and internationally. Gregg Ainsworth, co-founder and chief marketing officer of QBev, has been appointed the chief executive officer for Ridgeview and Allan Beattie of QBev becomes chief financial officer, both appointments effective immediately.
Gregg Ainsworth said: “Ridgeview is a truly exceptional brand with an outstanding reputation for quality and innovation. We see enormous potential in the business, and this acquisition reflects our confidence in both the existing team and the long-term opportunity for English sparkling wine. We’re excited to help the Ridgeview brand realise that potential and support its ambitions for the future.
“Ridgeview is an exciting opportunity for us. It’s a standard bearer and pioneer in English sparkling wine, a cate-
gory enjoying strong growth and set to see a robust future. We aim to build on the strong foundations laid by the Roberts family, the founders of the Estate who will continue to be involved in the business. We will help bring these stunning award-winning wines to an ever-growing and appreciative customer base, throughout the UK and across the globe.”
Ainsworth’s appointment coincides with the departure of outgoing CEO Tamara Roberts, who steps down after 21 years at Ridgeview. Since becoming CEO in 2014, she has been one of the most influential figures in the rise of English sparkling wine, guiding the Estate through a period of rapid expansion, significant investment, and sustained critical acclaim.
Following her recent appointment as Chair of Trustees at WSET, alongside her other interests, Roberts will continue to champion Ridgeview and the
wider English sparkling wine category. Her brother, Simon Roberts, the multi-award-winning Head Winemaker, will remain with the business, continuing to craft the exceptional sparkling wines for which Ridgeview is renowned.
The QBev team comprises beverage professionals with over 100 years of collective global experience. QBev is a multimillion-pound platform that invests in a range of unique, compelling premium adult beverage brands.
Gregg Ainsworth explains: “Our goal is to revitalise undervalued brands, champion innovation, sustainability, and e-commerce; while harnessing consumer and customer expertise to drive exponential growth.”
Fero, as a funding and supply chain partner, assisted Ridgeview's transition to new ownership, where the new owners quickly identified the brand’s longterm potential and continued to support the business. The transaction ensures continuity for the Ridgeview Wine Estate brand while creating a platform for renewed investment, innovation and sustainable growth.
Simon Roberts, Gregg Ainsworth, Tamara Roberts
Friday 17th April 2026
12pm at the Waldorf Hotel, London
Voted one of the best speakers in the country for his inspirational life story… Ambassador for Tackle HIV, Welsh Rugby Legend and British & Irish Lions Captain,
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By Daniel Stoner, Managing Director,
base
Insurance Brokers
takes a look at the perils to your business of underinsuring and scrimping on adequate cover
Why saving on premiums can cost far more THE HIDDEN RISK OF UNDERINSURANCE
Most business owners, understandably, want to keep insurance costs as low as possible. However, underinsurance can lead to serious, even devastating, consequences.
Underinsurance occurs when a policyholder’s level of cover does not fully meet their needs. That shortfall might relate to the sum insured, the length of an indemnity period, or both.
Crucially, the size of the claim does not matter. If an insurer establishes that cover was insufficient, the business could be required to fund a proportion of the costs itself, at precisely the moment
when cashflow is already under pressure. In the worst cases, underinsurance can put the entire business at risk.
❛❛ Underinsurance can lead to serious, even devastating, consequences.❜❜
A widespread but underestimated issue Underinsurance affects all types and sizes of businesses, but it often hits property-related industries and small businesses with limited savings the hardest.
Even though more people are aware
of the problem, underinsurance is still common. According to RebuildCost Assessment, 76% of UK buildings are underinsured, with most insured for only 63% of what it would actually cost to rebuild. For a £500,000 rebuild, that’s a £185,000 gap.
In a 2025 survey by Allianz, only 52% of business owners knew their property’s rebuild value, and just 59% of those used a professional valuation.
WHY
BUSINESSES FALL INTO THE UNDERINSURANCE TRAP
There are a few main reasons underinsurance remains a problem. One major
reason is using the wrong numbers to set coverage. Many property owners use the purchase price or mortgage value, but these show market value, not what it would cost to rebuild. Rebuild costs include demolition, professional fees, materials, and labour, which can be very different from the original price.
❛❛ Direct-to-market policies might appear less expensive, but without expert advice, business owners may miss important changes in rebuild costs ❜❜
Setting indemnity periods that are too short is another issue. After a major event such as a fire or flood, rebuilding can take a long time. Delays from planning or special materials can make it even longer. If the indemnity period ends too soon, the business may not receive sufficient income support.
Rising claim costs add more pressure. Construction costs are unlikely to fall! Issues such as global tensions, trade rules, and new regulations can slow repairs and increase costs. These delays not only make rebuilding more expensive but also lead to longer business interruptions.
Buying insurance just because it’s cheap can backfire. Direct-to-market policies might appear less expensive, but without expert advice, business owners may miss important changes in rebuild costs or the time required to get back up and running.
THE FINANCIAL AND LEGAL CONSEQUENCES
Underinsurance doesn’t just lower the payout on big claims. Many insurers use the average clause, under which the settlement is reduced based on the extent of underinsurance.
For example, if a building is insured for £600,000 but actually needs £1 million to rebuild, a £50,000 claim might only pay out £30,000. The business would have to cover the remaining £20,000.
Having the wrong indemnity period can be just as harmful, leaving businesses without income support after the coverage ends.
There are also legal risks. The Insurance Act 2015 says policyholders must fairly present their risks. If an insurer believes the sums insured were deliberately set too low, it can cancel the policy, requiring the business to pay any losses itself.
HOW BUSINESSES CAN PROTECT THEMSELVES
Underinsurance can be avoided. Businesses can take practical steps to protect themselves.
Getting a professional valuation is a key first step. A reinstatement cost
assessment by a qualified surveyor provides an accurate benchmark and helps track rebuilding cost trends.
Regular reviews are just as important. Checking sums insured and indemnity periods each year helps make sure coverage keeps up with inflation, labour changes, and supply chain issues. Many commercial policies offer a Day One Uplift for inflation, but this should add to, not replace, regular reviews.
Getting expert advice is still one of the best ways to stay protected. An experienced insurance broker understands your business and its unique risks, ensuring your coverage aligns with your real needs.
A SHARED RESPONSIBILITY
Underinsurance is a hidden risk that can wipe out years of hard work in one incident. While it’s natural to want to save on premiums, not having enough coverage can end up costing much more.
Arrange a call with base to make sure your insurance won’t leave you short.
Daniel Stoner Founder / Managing Director of
Brokers.
01273 101380
CONNECTING THE SOUTH EAST: London Gatwick strengthens global and European business links
London Gatwick is preparing for what is set to be its busiest summer since 2019, with new global routes, increased frequencies and major airline developments enhancing connectivity for passengers across the South East. From long-haul links to Asia to business-friendly services across Europe, the airport’s growing route network is supporting trade, travel and opportunity as 2026 gets underway.
NEW ROUTES DRIVING GROWTH IN 2026
In February, Emirates launched its fourth daily service between Dubai and London Gatwick – a development that adds flexibility for business and leisure travellers alike.
The new flight is operated by the Airbus A350 – notably the first A350 to serve England – and reintroduces Emirates’ Premium Economy cabin for London Gatwick passengers. The additional service also becomes Emirates’ last daily departure from Dubai to any European destination, offering passengers more time in the UAE before travelling home.
Together, Emirates’ four daily services significantly enhance capacity and choice on a core long-haul connection between the UK and the Middle East.
Later this year, AirAsia X will launch a daily service to Kuala Lumpur, restoring a valuable connection which was last served from London Gatwick in 2012.
Operating via Bahrain, the service offers UK businesses and leisure passengers improved access to one of Southeast Asia’s major economic and leisure hubs. In addition, the route offers strong onward connectivity to more than 130 destinations across the region, including Jakarta, Manila, Tokyo, and Melbourne.
Kuala Lumpur will become the 15th Asian destination served from London Gatwick this summer, reinforcing the
airport’s role and growth as a key gateway to major global markets.
European business links are also set for a significant boost this spring, led by enhanced connectivity across Germany’s key commercial centres. Eurowings will launch new links to Cologne and Stuttgart from late March and midApril, joined by Condor’s three-timesdaily Frankfurt service, offering strong frequency for day-to-day business and leisure travel.
Complementing this growth, Air France will introduce a twice-daily service to Paris from March 29th, reinforcing short-haul access to one of Europe’s most prominent capitals. These routes, and their frequencies, offer convenient options for business and leisure travellers across Western Europe.
Later this month, London Gatwick will celebrate the start of Jet2 operations, marking one of the airport’s largest airline arrivals in more than two decades. Jet2 will begin flying on 26 March, operating 29 routes and basing five new Airbus A321neo aircraft at the airport.
While Jet2’s network primarily supports
leisure travel, its arrival represents a substantial boost to the South East’s economy, creating more than 300 direct jobs and hundreds more in the wider supply chain. The launch also reflects the continued demand for travel from the region and contributes to London Gatwick’s position as one of the UK’s most diverse and well-connected airports.
Across the season, London Gatwick passengers will have access to more than 230 destinations worldwide operated by 62 carriers, marking a record breadth of airlines serving the airport.
New airlines joining the network this year include Jet2, AirAsia X, Air Arabia, Air France, Eurowings, Condor, Animawings and Beijing Capital Airlines, while other carriers continue to expand frequencies across North America, Africa, the Middle East, Asia and Europe.
With summer approaching, 2026 is shaping up to be a landmark year for connectivity at London Gatwick – supporting both global mobility and the region’s economic growth.
DEVELOPING SKILLS AND CREATING LOCAL OPPORTUNITY
February saw London Gatwick host its third onsite Apprenticeships Fair, attracting more than 400 visitors from local schools, colleges, SEN providers and jobseekers. Twelve employers from across aviation, engineering, construction, hospitality,
logistics, retail and transport took part, reflecting the wide choice of career pathways available in and around the airport.
Breakout workshops also proved hugely popular, featuring presentations from London Gatwick apprentices and graduates, alongside Aviation Ambassadors Miguel Cabrera Vivas and Ross Priday, whose sessions drew standing-room-only audiences.
Crawley College, Wilson James and DHL also delivered talks, giving attendees practical advice on routes into the industry.
The fair forms an important part of
ROUTE 4 AIRSPACE CONSULTATION: MODERNISING FOR THE FUTURE
London Gatwick is inviting communities and stakeholders to have their say on options for the future operation of Route 4 – one of the departure routes for aircraft departing the airport – as part of an Airspace Change Proposal (ACP).
The 14-week public consultation –open until April 28th, 2026 - seeks to gather feedback from communities and stakeholders on proposals for reintroducing satellite-based navigational procedures to Route 4 - one of nine departure routes from London Gatwick. Planes flying Route 4 take off in a westerly direction from the main runway, before turning 180º northwards and then heading east.
As part of a UK government programme to modernise the UK’s airspace, airports are required to adopt new navigational procedures which use
modern, satellite-based technology. In addition to being a regulatory requirement, the proposals could also help to deliver benefits for some communities, including reduced noise and environ -
London Gatwick’s wider commitment to supporting local talent and strengthening the regional skills pipeline, in line with its ambitions to champion a thriving local economy and expand employment opportunities across the area.
mental impacts. A full range of drop-in sessions, webinars and online materials are available for those who wish to learn more or provide feedback.
More information can be found at https://consultations.airspacechange.co.uk/london-gatwick-airport/route4/
www.gatwickairport.com
By Louise Trist, Associate Solicitor, Mayo Wynne Baxter
Ensuring commercial stability: succession planning for modern farming enterprises
❛❛ The farm’s legal structure is a core commercial decision. ❜❜
Succession planning is no longer just a family conversation for farming and rural businesses; it’s a vital commercial strategy. From small working farms to multimillion-pound enterprises, failing to plan for leadership and ownership transition can expose the business to operational disruption, tax inefficiencies and financial risk.
Many farming businesses are heavily asset-backed but often cash-poor and reliant on a single key decision-maker. An unexpected or sudden death or retirement, without a clear plan, can jeopardise lending arrangements, continuity of supply contracts, staff retention and even the viability of the entire operation. Bringing together a team of specialist advisers early allows families and businesses to make early strategic decisions that protect both the business and the wider family wealth.
TAX STRATEGY
Tax planning for farms is complex and is best approached proactively, not reactively. Poor tax planning can reduce the estate’s value and create unnecessary financial strain for the next generation.
Well-informed advice is essential when considering:
• lifetime gifting and the capital gains implications
• inheritance tax exposure and liquidity planning
• stamp duty and the structuring of land transfers
• accessing Agricultural Property Relief (APR) and Business Property Relief (BPR)
APR and BPR can mitigate inheritance tax, but only if the business structure and operational arrangements meet the qualifying criteria. This often requires advanced planning, documentation, and ongoing compliance.
A major commercial challenge is funding Inheritance Tax without impacting the farm’s trading capability, particularly when assets are land-rich but cash-poor. With specialist input, families can explore options that protect the business’s financial stability.
BUSINESS STRUCTURE
STRATEGIC WILL PLANNING
Wills should be designed with business continuity in mind. Without careful planning, disputes can put operational assets, including the land/farm at the centre of the business, at risk.
Modern succession strategies often involve:
• trusts to hold farm assets until the right successors are ready
• creating different share classes to separate control from value
• allocating nonessential assets (such as surplus buildings or land) to nonfarming beneficiaries
• ensuring business premises and machinery remain intact and usable
These approaches help maintain the farm’s operational integrity while providing fair provision for all family members, including non-farming individuals. Where the farm comprises
❛❛ Tax planning for farms is complex and is best approached proactively, not reactively ❜❜
most of the deceased estate, it’s essential to avoid forced sales or fragmentation that could undermine the business.
A COLLABORATIVE FUTUREFOCUSED APPROACH
The farm’s legal structure is a core commercial decision. Whether the business functions as a company or a partnership can directly affect tax exposure, investment strategy, succession pathways and risk allocation.
Partnerships in particular require careful oversight. Some older agreements automatically dissolve upon a partner’s death, which can unintentionally terminate the business when stability is needed most. A commercially drafted agreement should:
• ensure the farm can continue trading without disruption
• prevent ownership drifting outside the family or business
• manage partner exit in a way that preserves cash flow
• give lenders and suppliers confidence in the structure
Succession planning in agriculture requires balancing commercial pressures with family dynamics. Farms today operate in a challenging environment with volatile markets, rising costs, labour shortages and increasing regulatory demands. Having a clear, legally robust succession plan gives farming businesses the confidence to invest, expand and navigate change.
With the right advisers, families can create a tailored plan that supports the business’s ongoing profitability and resilience while ensuring fair treatment for all beneficiaries.
To learn more about Mayo Wynne Baxter, visit www.mayowynnebaxter.co.uk.
By William Martin, Managing Director, Southover Wealth
Looking ahead: what’s in store for investors?
The past year has been a familiar rollercoaster for markets. Equity prices have risen strongly, supported by optimism around artificial intelligence and expectations of further interest rate cuts. At the same time, investors have navigated renewed volatility, geopolitical tensions and lingering concerns about inflation.
Fixed-income returns have been mixed, but bonds continue to play an important role in diversification while providing attractive income. Against this backdrop, many investors are now asking what the next 12 months might bring.
MARKET THEMES LIKELY TO SHAPE 2026
Artificial intelligence is expected to remain a dominant market theme. While enthusiasm around AI has driven strong returns, concerns remain around stretched valuations and whether growth can continue at a pace that justifies current pricing. Increasingly, attention may shift towards how widely the benefi ts of AI spread across the broader economy, rather than remaining concentrated in a small number of technology companies.
Some sources of uncertainty may begin to ease over the year ahead. Issues such as tariffs could become less prominent, as supported by continued
AI-related investment and by the potential impact of AI on productivity and economic output. Fiscal stimulus measures in major economies may also provide short-term support to growth.
However, challenges remain, while global markets remain sensitive to political and economic developments. In fixed-income markets, the tension between rapid technological investment and elevated corporate valuations could become increasingly pronounced, particularly as companies turn to debt markets to fund high capital expenditures.
Bond investors are also likely to remain alert to government finances. Markets have historically shown little tolerance
for imprudent budget policies or actions that threaten central banks’ independence, and such developments could be swiftly reflected in bond prices.
Alongside AI, other themes that could gain attention include renewed interest in markets beyond the US and a potentially weaker US dollar. While dominant narratives tend to attract headlines, maintaining a disciplined, long-term investment approach remains crucial, particularly as less obvious opportunities can emerge over time.
WHERE OPPORTUNITIES MAY LIE
Despite the dominance of US technology stocks, opportunities may increasingly arise elsewhere. If profitability broadens beyond the largest
❛❛ Artificial intelligence is expected to remain a dominant market theme. ❜❜
technology firms, investors may potentially focus more on companies that apply AI rather than those that build it. This shift could benefi t emerging markets and smaller international companies, some of which have already demonstrated resilience over the past year.
Emerging markets, although they have recently delivered strong returns, remain attractively valued relative to US equities. Historically, allocating towards cheaper asset classes has improved long-term return prospects. A weaker US dollar could further support these economies by reducing the burden of dollar-denominated debt and strengthening balance sheets.
The UK equity market may also appear appealing on valuation grounds. In addition to attractive pricing, it has greater exposure to defensive sectors such as consumer staples and healthcare. This composition may help reduce downside risk during periods of market stress.
meaningful upside if investors focus on long-term fundamentals rather than short-term momentum.
Within fixed income, selective opportunities remain. High-quality corporate bonds and geographically diversified sovereign debt, including local-currency emerging-market bonds, may offer attractive risk-adjusted returns. Historically, periods of market volatility can also create entry points, as asset prices sometimes fall regardless of underlying fundamentals.
REASONS FOR CAUTION
Despite their stabilising role in investment planning, bonds may also present
resilient despite economic uncertainty, raising questions about whether recent gains reflect optimism and valuation expansion rather than underlying earnings growth. If this divergence persists, the risk of a correction may increase.
Other potential risks include unexpected changes in economic policy, renewed inflationary pressures and slowing growth. High levels of market concentration and demanding valuations may further reinforce the need for caution.
STAYING PREPARED
❛❛ Periods of volatility can be uncomfortable, but they often provide opportunities for investors ❜❜
More broadly, opportunities may be found by looking beyond highly concentrated areas of the market and focusing on valuation. Diversified global equities that are attractively priced could offer
risks. Credit spreads, which represent the additional return for lending to companies rather than governments, remain relatively low given the higher risks involved. This can leave limited room for error should corporate conditions deteriorate.
The rapid growth of private credit markets is another area to monitor. While any issues have so far remained contained, poorly structured loans could pose risks if failures force investors to liquidate higher-quality assets, potentially driving down prices in traditional bond markets.
Concerns also remain around central bank independence. Aggressive interest rate cuts, particularly if politically motivated, could undermine progress made in controlling inflation.
Equity markets may also face potential challenges. Stock prices have remained
While uncertainty is unavoidable, it may also create opportunity. Building resilient portfolios that are diversified across regions, currencies and asset classes remains essential. History suggests that the events with the greatest impact on markets are often unexpected, reinforcing the importance of maintaining perspective and discipline.
Periods of volatility can be uncomfortable, but they often provide opportunities for investors who remain focused on long-term goals rather than shortterm noise.
William Martin DipFA
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.
WEDNESDAY MAY 13TH 2026
CONNECT WITH INDUSTRY PEERS, GAIN INSIGHTS INTO THE LOCAL BUSINESS LANDSCAPE AND MEET KEY PLAYERS IN THE COMMUNITY
£140 EACH | £1,300 TABLE TICKETS INCLUDE DRINKS RECEPTION, TWO-COURSE MEAL, UNRIVALLED NETWORKING AND ENTERTAINMENT
JUDGING UNDERWAY FOR THE CENTRAL SOUTH BUSINESS AWARDS 2026
The stage is set. Entries for the 2026 Central South Business Awards have o cially closed - and it’s been a truly record-breaking year.
An outstanding and diverse group of businesses from across the Central South have stepped forward, each demonstrating the ambition, innovation and resilience that define our region’s thriving business community. From pioneering startups to established industry leaders, this year’s entrants represent the very best in leadership, growth and impact. Now, the spotlight turns to our esteemed judging panel.
stories behind the numbers - the vision, determination and influence that set exceptional organisations apart.
Finalists will be revealed in next month’s issue - a moment that will celebrate the businesses who have risen to the top and earned their place among the region’s elite.
”The awards were one of the most professional we have ever attended” Heathrow Airport
Winners will then be announced at a spectacular gala ceremony on May 13th at the Leonardo Royal Grand Harbour Hotel in Southampton. This prestigious evening brings together influential leaders and decision-makers from across the Central South for an unforgettable night of recognition, celebration and connection.
Comprised of respected business leaders and industry experts, the panel has begun the rigorous process of reviewing every submission in detail. Beyond commercial success, judges are looking for the powerful
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The event sells out every year - secure your place now: www.platinummediagroup.co.uk/ events/central-south-business-awards/buytickets/
By Millie Green, MDHUB
BUILDING SUCCESS: Terry Nitman on leadership in the construction industry
With over 25 years in leadership, Terry Nitman is something of a legend at MDHUB. Since joining when it was still the Hub100 in the early 2000s, Terry has led two successful businesses and spent time on the MDHUB Advisory Board. Crucially, he continues to demonstrate how excellent leadership is not just about hitting goals: it’s about people.
Terry joined the Hub100 after a recommendation from another business advisor. Since then, it has proved an asset to both his personal business journey and his teams.
“As a business leader, it can feel quite lonely. You can feel that the world’s problems are on your shoulders; that you’ve got nowhere to turn. You learn very early on in MDHUB that everybody is dealing with the same challenges and actually, you’re not alone.”
In both regular workgroups and oneoff Wildcard sessions on specialist
❛❛ As a business leader, it can feel quite lonely. You can feel that the world’s problems are on your shoulders; that you’ve got nowhere to turn. ❜❜
topics, Terry has found support and insight that have helped his businesses to flourish. Terry told me that, when it comes to his regular workgroups, having that support network, that safety net of someone just to bounce ideas or someone to vent your frustrations with or whatever, has proved invaluable.
After several years as a member, MDHUB’s Managing Director, Fiona Shafer, approached Terry to invite him to join the Advisory Board. His positive influence on MDHUB has helped the organisation adapt to new pressures and issues affecting its business leader community.
At the start of his career, Terry was given some invaluable advice by his manager: “Remember how you treat people on the way up, because you never know who you’re going to meet when you come back down.” Over time, this has emerged as some of the most crucial advice Terry has received, and he has used it to help him succeed.
When Terry joined Cheesmur Building Contractors, it needed some major changes. He explained that at this time, every challenge seemed to be the biggest challenge in the world. “As time went on, I learned how to assess each challenge as it came up. Once you’ve assessed, you can deal with it in a calm and efficient manner. Learning to take a step back before diving into each problem has helped me become a more measured leader.”
extends to his team, too. At MacConvilles, where he is Operations Director, he ensures his team have some downtime, whether that’s going out for a walk during the day, getting away from their desks to have lunch, or catching up over a cuppa on the balcony.
A huge part of Terry’s role at MacConvilles is finding ways to improve efficiency in the business. This role has
Looking to MacConvilles’ future, Terry is optimistic. “Ben and Toby [joint owners at MacConvilles] have a very clear vision. That vision has been communicated to the team, they’re fully on board, and the potential is really exciting.”
We’re looking forward to seeing how the company continues to flourish over the next few years, with Terry’s crucial work as Operations Director having a positive impact. Despite 25 years of senior leadership under his belt, Terry’s not retiring any time soon.
❛❛ I like to allow people to do what they do best, and let technology pick up the slack.❜❜
encouraged him and the MacConvilles team to adopt new technologies. “I like to allow people to do what they do best, and let technology pick up the slack.”
Leadership today is very different to how it was when he started. “The word I would use is ‘relentless’. It’s always been challenging, but today’s business world seems much more full-on. Managing time pressures, response times, and people’s expectations is quite a challenge these days.”
To ensure he succeeds, he builds downtime into his schedule. “You should work to live, not live to work. You need to enjoy what you do but have a life outside of work.” He ensures that this
This improves efficiency in the company and increases employee satisfaction, as more routine administrative work can be handled through online tools. Terry is quick to point out, though, that any new technologies introduced are designed to complement the excellent MacConvilles team.
“This industry has always been about people, and long may that continue,” he states. “While technological advances are welcome, they cannot replace an individual’s experience, their nuance when dealing with a task and gut instinct. At least, I hope it doesn’t.”
“I’ve thoroughly enjoyed my years (45 and counting) in the industry. Wherever I have worked, my focus has been on shaping high-performing teams, developing people and helping them to become the best versions of themselves. I want other people in MacConvilles to enjoy it too, so I want to put the building blocks in place to help them do so. When I do eventually sail off into the sunset, I’ll be able to look back on that with pride and know that I’ve done my bit to mentor and prepare the next generation.”
Read more about MacConvilles on their website. https://macconvilles.com
www.mdhub.co.uk
By Rachel Innes, Associate Solicitor, Monan Gozzett LLP
Meet Jennie Apsey
Jennie Apsey is Senior Associate Solicitor in Family Law at Monan Gozzett LLP specialising in family law, with an excellent, fast-growing reputation that precedes her.
She is recognised in the Legal 500 as “a rising star who is hard working and committed to achieving the best possible outcomes for her clients, and a legal professional who is realistic with her advice, does not ramp up the heat unnecessarily, and strikes an excellent balance between managing client expectations and putting forward an excellent case.”
Sitting down with Jennie, she meets me with a direct gaze as if no small detail would escape her attention. The directness, however, is warm, and I can see why clients instantly feel at ease. I am keen to find out more about her area of legal practice and the motivation behind her exemplary work.
Why did you choose Family law as your specialist practice area?
My passion for family law is driven by the direct and lasting impact the work has on people’s lives. I am regularly trusted by clients at times of significant emotional and practical upheaval, and I take that responsibility seriously. Being able to guide someone through
❛❛ Sitting down with Jennie, she meets me with a direct gaze as if no small detail would escape her attention. ❜❜
uncertainty, protect their interests, and help them reach a more secure and stable position is immensely rewarding.
Family law is also intellectually demanding. Financial remedy cases, in particular, require careful analysis, strategic thinking, and an ability to balance legal principles with fairness and commercial reality. At the same time, children’s cases require a thoughtful and sensitive approach, ensuring a child’s welfare is placed at the centre of all decision-making.
plications for non-molestation orders and occupation orders, where clients require urgent protection from domestic abuse.
• Cohabitation disputes, including claims under the Trusts of Land and Appointment of Trustees Act 1996 (TOLATA) and providing advice to unmarried couples about their legal rights and entitlements.
genuinely client-focused approach. In practice, this means I focus on:
• Clarity and strategy – providing realistic, practical advice from the outset so clients understand their position, the likely outcomes, and the best route to resolution.
• Effi ciency and proportionality – progressing matters in a cost-effective way, with a strong emphasis on negotiation and non-court dispute resolution where appropriate, while being robust when court intervention is necessary.
❛❛ The ability to bring clarity, fairness, and reassurance at a critical moment in someone’s life is what continues to drive my passion for this area of practice. ❜❜
My commitment to family law is sustained by the knowledge that I can help clients secure protection, resolve financial matters, and establish workable arrangements for children. The ability to bring clarity, fairness, and reassurance at a critical moment in someone’s life is what continues to drive my passion for this area of practice.
What are some of the specifi c issues you assist clients with?
I assist clients with a wide range of issues arising from relationship breakdown, when they are often at their most vulnerable. This typically involves:
• Financial remedy matters: the division of property, pensions, savings and business interests and the payment of any spousal or child periodical payments (maintenance).
• Separation agreements and financial consent orders: advising on, drafting, and securing court approval (consent orders only).
• Private children law matters, such as arrangements for where the children will live and spend time, parental responsibility, relocation (both internal and international), and specific issue and prohibited steps applications.
• Protective injunctions, including ap-
• Alternative dispute resolution, including negotiation and referrals to noncourt options, helps clients to resolve matters efficiently and cost-effectively wherever possible.
Let’s talk about your recognition in the Legal 500
I am grateful to have been recognised in The Legal 500 for my work in Family Law. Inclusion in the directory is based on independent research, peer feedback, and client testimonials, making it a particularly meaningful endorsement of my practice.
The recognition highlights my ability to provide clear, strategic advice while remaining sensitive to the personal issues involved and most importantly, it reinforces my focus on maintaining high professional standards and continuing to support clients with care, discretion, and robust representation at every stage of their case.
What added value do you bring to your clients?
I bring added value to my clients through a combination of specialist expertise, clear strategic advice, and a
• Strong technical expertise – particularly in financial remedy proceedings, complex asset structures, and protective injunctions, ensuring clients’ interests are properly protected.
• Sensitivity and reassurance – offering steady, supportive guidance during what is often a highly stressful time, while maintaining professional objectivity.
• Outcome-focused representation – always working towards solutions that are fair, sustainable, and, where children are involved, firmly in their best interests.
If you or someone you know could benefi t from Jennie’s expertise, please call 01903 927055 or email us at info@monangozzett.com in the strictest of confi dence.
If you need legal assistance and feel you can benefi t from a confi dential discussion, please email: info@monangozzett.com or telephone: 01903 927055 in the strictest of confi dence.
By Devin Smith, Regional Director - South, Benchmark Financial Planning
5important end-of-tax-year housekeeping tasks for business owners
April 5th – it’s an important date for business owners. It’s the end of the tax year. There are all kinds of housekeeping tasks to complete before the deadline, and it’s also a great opportunity to review the past year and make some changes.
With only a few months to go, here are some key steps business owners might need to take.
1
Review how you draw an income from the business
Once your business is profi table, you’ll need to consider how you draw an income from the company, and there are several options. If you run a limited company, you could:
• Pay yourself a salary
• Take dividends
• Benefi t from employer pension contributions.
Most business owners opt for a combination of all three of these options, and when deciding on the balance, you
need to consider the tax you might pay. For instance, if you take a salary, you’ll pay Income Tax on your earnings. Meanwhile, you’ll pay Dividend Tax on any dividends. In both cases, the rate of tax you pay depends on your Income Tax bracket.
Then you have pension contributions. You benefi t from tax relief on these contributions and won’t pay tax on any growth you generate from money in your pension. This means pension contributions could be more tax-efficient than a salary or dividends, but you can’t
❛❛ There are all kinds of housekeeping tasks to complete before the deadline. ❜❜
normally access funds in your pension until you’re 55 (rising to 57 from April 2028).
It’s also important to note that salary and pension contributions are allowable business expenses, which could reduce your Corporation Tax bill. Dividends, on the other hand, are paid from the company’s profi ts after Corporation Tax.
As you can see, there is a lot to consider, and it’s a complicated equation to get right. That’s why you may want to review how you’re drawing an income before the tax year ends. We can support you with this to ensure you’re being as tax-efficient as possible.
2 Check if you’ve recorded all allowable business expenses
Your salary and pension contributions aren’t the only allowable business expenses that could reduce your Corporation Tax bill.
Any spending that is “wholly and exclusively for business purposes” normally counts. This includes all the expected costs such as staffing expenses, office rent, and utilities.
However, you might forget expenses such as:
• Business travel costs
• Working from home costs
• Subscriptions to professional bodies.
These small costs add up, so make sure you record everything to input on your next tax return and bring down your Corporation Tax bill.
3 Consider bringing forward planned business investment
The end of the tax year is a good opportunity to check how much cash you have in the business, and whether you’re holding too much. In some cases, spending a bit of additional cash could be a useful way to reduce your taxable profi ts.
If you’re planning to invest in new equipment or upgrade your office in the future, you could bring that spending forward to the current tax year. That way,
you can use surplus cash and potentially reduce your Corporation Tax bill by spending money you were going to spend later anyway.
4 Chase invoices and tidy up paperwork
You’ll want to start the new tax year organised, so now is a good time to chase up any unpaid invoices. More importantly, you may need to get your paperwork in order, so you have all the relevant details ready to file your tax return.
❛❛ If you are unsure about any of these allowances and exemptions, we can help you make sense of them ❜❜
If you spend some time gathering receipts and relevant paperwork outlining all your spending and revenue in the current tax year, you’ll make life a lot easier for yourself later.
5 Use important personal allowances and exemptions before you lose them
There are a lot of business-related tasks as the tax year comes to a close, but you might want to focus on your personal finances, too. It’s important to save and invest for the future, and there
are several tax allowances and exemptions that help you reduce the tax you pay when building wealth.
Many of these reset at the start of a new tax year, so you may need to take advantage of opportunities for tax efficiency while you still can. For example, you might want to use your:
• Pension Annual Allowance (£60,000)
– The total amount you can contribute to your pension tax-efficiently each year
• ISA allowance (£20,000) – The annual amount an individual can contribute to ISAs, which allow you to grow your money without Income Tax, Dividend Tax, or Capital Gains Tax (CGT)
• CGT annual exempt amount (£3,000)
– The amount of capital gains you can make each year without paying CGT
• Annual gifting allowance (£3,000)
– The value of gifts that are automatically free from Inheritance Tax (IHT) each year.
If you are unsure about any of these allowances and exemptions, we can help you make sense of them and use all available opportunities to mitigate tax before the end of the tax year.
Important information
The views and opinions contained herein are those of Benchmark. They do not necessarily represent views expressed or refl ected in other Benchmark communications, strategies or funds and are subject to change. This document is intended to be for information purposes only and it is not intended as promotional material in any respect. The material is not intended as an offer or solicitation for the purchase or sale of any financial instrument. The material is not intended to provide, and should not be relied on for, accounting, legal or tax advice, or investment recommendations. Information herein is believed to be reliable, but Benchmark does not warrant its completeness or accuracy. The data has been sourced by Benchmark and should be independently verifi ed before further publication or use. No responsibility can be accepted for error of fact or opinion. Benchmark is not responsible for the accuracy of the information contained within linked sites. Reliance should not be placed on the views and information in the document when taking individual investment and/or strategic decisions. Past Performance is not a guide to future performance and may not be repeated. The value of investments and the income from them may go down as well as up and investors may not get back the amounts originally invested. Issued by Benchmark Financial Planning Limited. An Appointed Representative of Best Practice IFA Group Limited which is authorised and regulated by the Financial Conduct Authority, the registration number is 223112. Registered offi ce: Broadlands Business Campus, Langhurst Wood Road, Horsham, West Sussex, RH12 4QP. Registered in England and Wales No 07572431.
By James O’Leary, Corporate Tax Senior Manager, Kreston Reeves
How EMI schemes attract and retain top creative talent
Enterprise Management Incentive (EMI) schemes are widely adopted by some of the most successful creative businesses in the UK to attract, retain and motivate top talent. And in a sector where competition for that talent is tough, creative businesses that do not offer staff share schemes face losing out.
An EMI scheme allows a qualifying business to grant share options to employees in a highly tax-efficient way, aligning employees with the business’s long-term success.
EMI schemes have historically been available only to creative businesses with fewer than 250 employees and gross assets not exceeding £30 million. Perhaps in recognition of their importance, the Government announced significant changes in its Autumn 2025 Budget. From April 2026, EMIs will be open to businesses with fewer than 500
employees and gross assets that do not exceed £120 million. The exercise period has also been extended from 10 to 15 years.
❛❛ An EMI scheme allows a qualifying business to grant share options to employees in a highly tax-efficient way ❜❜
These changes open up EMI schemes to a considerably larger number of creative and media businesses.
SETTING UP AN EMI SCHEME: WHAT DO EMPLOYERS NEED TO KNOW
There are many ways a creative business can reward staff – from cash bonuses to the direct giving of shares. But EMI schemes stand apart for their favourable tax treatment for both employers and employees.
That tax treatment makes them complex to create and requires careful planning to preserve them. Here are four key points to keep in mind.
1. Confi rm eligibility
Both the company and the employees must qualify. The company must be independent, carry on a qualifying trade, and stay within the relevant limits on gross assets, employee numbers and option values. Employees must work at least 25 hours per week (or 75% of their working time) for the business and must not already own more than 30% of the company. Many employers seek advance assurance from HMRC before granting options to confirm that the company qualifies.
2. Agree on share valuations and option terms
Before options are granted, the company will need to agree with HMRC on
❛❛ Participation in an EMI scheme can materially improve total compensation without increasing immediate salary costs for the business❜❜
the market value of the shares. This valuation underpins the tax treatment: if the exercise price is set at or above the agreed market value, employees should not face Income Tax or National Insurance Contributions (NICs) when they exercise the options.
Employers also need to carefully design the option terms, including vesting schedules, leaver provisions, performance conditions and what happens on a sale or exit.
3. Draft documentation
An EMI scheme requires formal documentation, including option agreement(s), share plan rules and board and shareholder approvals.
These documents must comply with EMI legislation and reflect the business’s commercial intentions.
4. Registration and ongoing compliance
Once options are granted, the company must register the EMI scheme with HMRC and submit annual returns detailing option activity. Although administrative requirements are being simplified, ongoing compliance remains
essential to preserve the scheme’s tax advantages.
WHY EMPLOYEES VALUE EMI OPTIONS
For employees, EMI schemes offer a rare opportunity to share directly in the business’s growth on exceptionally favourable tax terms.
Provided the scheme is structured correctly, employees will not pay Income Tax or NICs when share options are granted or exercised. Capital Gains Tax is typically paid when the underlying shares are sold and often at lower rates than Income Tax, especially when Business Asset Disposal Relief (BADR) is available. EMI options have special relaxations that make BADR more widely available.
The company will also receive a tax deduction based on the market value of shares issued to employees exercising their options. This makes EMI options one of the most tax-efficient forms of employee reward available in the UK.
Importantly, employees are no longer just staff – they become stakeholders. Their financial upside grows as the
company grows, encouraging longterm commitment, higher engagement and stronger alignment with the company’s strategic goals.
In creative businesses, where salaries and cash bonuses may be limited, EMI options provide a powerful form of deferred reward. Employees who help build value over time can meaningfully participate in exit events, such as trade sales or investment rounds, often generating life-changing returns.
For senior creatives, producers, developers and leaders, participation in an EMI scheme can materially improve total compensation without increasing immediate salary costs for the business, making EMI schemes a compelling tool in a competitive talent market.
We have a specialist share scheme team who will work with you to design and implement a share scheme that meets your strategic goals, ensuring that the scheme is as tax-effi cient as possible for both the company and the employee. If you would like assistance with this, please do get in touch with James O’Leary, Corporate Tax Senior Manager:
By Jonathan Grant, Head of Corporate, DMH Stallard
M&A TRENDS 2025: A sector-based performance review and strategic outlook for 2026
The UK M&A market demonstrated remarkable resilience and momentum through 2025, notwithstanding political and geopolitical instability. Against that backdrop, DMH Stallard’s Corporate team experienced robust activity. This article distils what happened, why it mattered, and how corporate leaders can position for value-accretive deals in 2026.
THE MARKET AT A GLANCE
A positive M&A environment continued to support equity investment, ease debt-raising, and enable founder succession and sales. However, investors and buyers remain cautious, with a real focus on detailed diligence.
At DMH Stallard, M&A revenues increased by 20% in 2025. Trade sales were in the £5 million to £20 million range, while management buy-outs (MBOs) and employee ownership trust (EOT) transactions ranged from around £3 million upwards. Trade buyers and financial sponsors remained active, with several private equity-backed buy-andbuild platforms accelerating their consolidation strategies.
Inbound Scandinavian interest increased, with cultural alignment enhancing execution certainty and postdeal integration.
2026 considerations: Organised owners will find good deals, but planning is essential - we are not yet in a “bull market”. Buyers remain cautious, so sellers must deal with any potential concerns in advance because delay increases costs and reduces buyer confidence.
CONSTRUCTION, BUILDING, AND PROPERTY
Construction-adjacent services continued to attract consolidators, both domestic and international. Transactions ranged from environmental consultancy and building control, through to specialist HVAC and drainage services. Founders successfully exited to private equity-backed platforms and to strategic consolidators seeking scale and capability.
❛❛ A positive M&A environment continued to support equity investment, ease debt-raising, and enable founder succession and sales. ❜❜
2026 considerations: If operating in built environment services, articulate a clear maintenance and compliance revenue mix, evidence consistent gross margin control, and demonstrate cross-selling potential. For sellers, invest in pipeline visibility and framework agreements to command higher multiples.
THE FOOD, BEVERAGE, AND LEISURE LANDSCAPE
Leisure and travel businesses continued their recovery from pandemic lows, with divestments of non-core assets and selective growth capital raises. We saw high-value drinks brands and speciality ingredients distributors attracting interest with brand equity, margin profile, and route-to-market key.
2026 considerations: Where demand normalisation has occurred, prioritise data-rich KPIs (cohort behaviour, repeat rates, channel mix) to substantiate resilience. For brand-led assets, invest in category leadership and distribution partnerships. For buyers, focus on assets with pricing power, diversified channels, and robust supply chains; for sellers, focus on working capital
❛❛ Brighton has a maturing tech ecosystem and will continue to benefit from deep talent pools ❜❜
discipline and margin stability to strengthen deal certainty and valuation.
PET PRODUCTS: SUSTAINED POST-PANDEMIC GROWTH
Following an exceptional pandemic-era expansion, pet products sustained healthy demand, with strategic portfolio reshaping by international owners. Transactions reflected a continued appetite for premium and functional nutrition, speciality accessories, and trusted heritage brands. Cross-border activity remained a theme, with buyers aligning category expertise and market access.
2026 considerations: Emphasise defensible brand positioning, product quality assurances, and retailer relationships. Highlight predictable reorder patterns and subscription models where relevant.
LOOKING FORWARD: TECHNICAL MANUFACTURING, DEFENCE, AND PHARMA
Specialist manufacturing, defence supply chains and pharma-adjacent services accelerated late in 2025 and are poised for further activity in 2026. We saw deals for protective case manufacturing for sensitive equipment, aerospace and defence components, and medical supplies distribution.
Themes include export markets, US operations, and the strength of customer relationships.
2026 considerations: Thorough diligence and documented evidence is critical, plus ensuring historic records are all in place. While some founders continue to help transition businesses, a credible management team remains important; sometimes this requires some planning.
SECTORS
TO WATCH IN 2026: AI AND SAAS
AI start-ups and vertical SaaS providers are expected to remain active in equity raises and selective M&A. Brighton has
a maturing tech ecosystem and will continue to benefi t from deep talent pools and demand for B2B/professional services.
SaaS remains attractive due to recurring revenue, low churn, and expansion potential, but buyers are more discerning and require a clear plan for future growth.
2026 considerations: Founders should focus on proven sales models and capital-efficient growth, alongside a clean data/security posture. A clear approach to open-source and protected intellectual property is critical.
PROFESSIONAL SERVICES: AN ACCELERATING CONSOLIDATION
Professional services continued its consolidation wave with wealth management deals leading into accountancy and, more recently, legal services. Private equity ownership increased in all these sectors, with some trade consolidators. Structures ranged from trade sales to EOTs, reflecting differing cultural and strategic objectives.
2026 considerations: Firms considering sale should align partner incentives early, modernise practice management systems, and evidence cross-referral efficacy.
If you are interested in more detail on any of the sectors we have been involved in through 2025, or how best to prepare for success in 2026, speak to the DMH Stallard Corporate team to stress-test your options and shape a strategy that delivers on your objectives with confidence.
If you would like to explore how we can help you, please feel free to speak to one of our solicitors on enquiries@dmhstallard.com
Roadmap to exit
Mergers & Acquisitions can be transformative, creating new opportunities, expanding market share and driving strategic growth. Yet not every potential deal reaches the finish line.
Jonathan Grant, Head of Corporate
When to take advice and when to handle your own M&A deal
Entrepreneurs are used to relying on their own judgement and are often sceptical about the value of professional advisors. In a challenging legal market that can limit opportunity and the value of an exit.
WHY?
PE-backed (buy-and-build) models, together with strong international companies and Scandinavian investors, have been active through 2025. We have completed deals with Norwegian, Swedish, and Danish businesses.
• broadening the client base (if there is over-concentration);
• acquisition (if a greater scale is needed);
• protecting/better identifying intellectual property (to demonstrate value); or
• If your business is in good order, it may just be timing and approaching the right buyers.
• Check websites to confirm credibility; • Don’t believe the guy or gal in the golf club who sold for £20m with no preparation!
DON’T
BE TOO CYNICAL!
Understand that good professionals want deals they can complete successfully and are prepared to invest time with thoughtful clients.
❛❛ Not all advisers are the same, although most will tell a good story! ❜❜
THE QUALITY OF ADVICE VARIES
Not all advisers are the same, although most will tell a good story!
While good deals are available, we are not in a “bull market”. Buyers are selective, and they will reduce the price or withdraw if they encounter problems in diligence or identify trade risk.
A corporate finance adviser who understands your sector can explain likely profit multipliers for your industry and help you achieve your ultimate exit price.
A small advisory team greatly increases the chance of success. The resulting plan might include some preliminary steps to attract the right offer:
• building an improved management team (to allow a founder to exit);
Many entrepreneurial clients are tempted to sign engagement terms after one inspiring conversation with a broker promising the perfect exit, only for it to end in no deal, and several months of preparatory fees. Poor and scatter gun marketing can damage your brand in the market.
How can you be selective, avoid wasting money and time and find a better deal?
• Use your trusted network; get recommendations from more than one source;
• Read quality material in business press to inform yourself;
The advice is out there for businesses prepared to take responsibility for their own future. Use advisers on your own terms, but choose wisely!
“Bringing in a small trusted professional team of lawyers and advisors early in our exit process didn’t slow us down; it sharpened our story. It also allowed us to move quickly when the right deal came along, giving us a great multiple while keeping control of the process.”
Nick H (Founder, This Is Actuate; Co-Founder, Accordance)
For any queries or an early discussion, please contact Jonathan Grant on jonathan.grant@dmhstallard.com
Specialising
Buying
Selling
Private
Justine
Making tax-efficient gifts to grandchildren
Gifting money directly to your grandchildren could give them a valuable financial headstart. It could also be a tax-efficient way of passing on wealth to the next generation while helping to manage your estate’s inheritance tax (IHT) liability.
It’s expensive being young University tuition fees in England and Wales now top £9,500 a year1, while the average UK house price stood at £271,415 in March 2025 – that’s 53.8% higher than a decade ago2. These challenges mean that gifting money directly to grandchildren could make a bigger difference to their financial security than if they were to wait for an inheritance.
How to gift money tax efficiently
Leaving money through your will might be one of the least tax-efficient ways to pass on wealth, and could come too late to make a meaningful difference.
There are several ways to pass on wealth to grandchildren while you’re alive that could also help to manage IHT.
• Junior ISAs and bare trusts
A Junior ISA (Individual Savings Account) is a good way to save for a young grandchild’s future. While only parents or legal guardians can open one, anyone can contribute. The annual tax-free limit for a Junior ISA is £9,000.
Alternatively, a bare trust has no investment limits. Contributions made into bare trusts by someone who’s not the child’s parent/guardian are taxed as if they belong to the child, often resulting in minimal or no tax being due.
Once your grandchild turns 18, they can use the funds from either option as they wish.
• Lifetime gifts
Annually, you can gift £3,000 IHT-free and £2,500 for a grandchild’s marriage or civil partnership. Larger gifts, called potentially exempt transfers, may be IHT exempt if you survive seven years.
There’s an exemption for ‘gifts out of surplus income’ that can be used to cover recurrent costs, such as school fees. These gifts must:
Be part of your normal expenditure
Be made from your income (not capital)
Leave you with sufficient income to maintain your standard of living.
• Buy a life assurance policy
If you have surplus income, you could also fund a wholeof-life insurance policy, which is paid out on death and can provide a means to pay some of your estate’s IHT bill.
Next steps
Securing your family’s financial security while gifting money can be challenging. That’s where a wealth manager can help. They will create a personalised financial plan to let you gift assets and build a legacy.
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. Information is provided only as an example and is not a recommendation to pursue a particular strategy. Information contained in this document is believed to be reliable and accurate, but without further investigation cannot be warranted as to accuracy or completeness.
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 Regulation Authority and regulated by the Financial Conduct Authority and the Prudential Regulation Authority.
Trademark(s)
The 2026 finalists are announced...
So, who are the best businesses in the Gatwick Diamond Region? You’ll need to wait until the 19th of March to find out, but the finalists in each of the categories for the prestigious Gatwick Diamond Business Awards have now been announced.
APPRENTICE OF THE YEAR
Sponsored by Glide Training
Amelia Steer - Nescot
Gabriel Silva - Annex Media
Henry Chauhan - Ace Autos
Olivia Bushell - London Gatwick
EMPLOYEE OF THE YEAR
Sponsored by Birketts
Ineta Brice - Tata Consultancy Services
Kellyann McGovern - Aircraft Leasing and Management
Simon Walker - London Gatwick
Wayne Baron - Cleankill Pest Control
EMPLOYER OF THE YEAR
Sponsored by Reigate & Banstead Borough Council
Annex Media
Arke Agency
Kingsway Care
Richard Place Dobson
ENVIRONMENTAL CULTURE AWARD
Sponsored by MHA Bakertilly International
Denbies Wine Estate
Midnight Communications
Spirit of the Downs
Wiston Estate
INTERNATIONAL BUSINESS OF THE YEAR
Sponsored by Irwin Mitchell
BSE | 3D Ltd
Dualit
PVL UK Ltd
The English Soap Company
SUSSEX AND SURREY INSTITUTE OF TECHNOLOGY
GRADUATE OF THE YEAR
Sponsored by Sussex and Surrey Institute of Technology
Ben Medroso
Liam Peters
Matt Skilton
Tom Miller
KINDNESS IN OUR COMMUNITY AWARD
Sponsored by Chichester College Group
Ian Wilkins - Crawley Open House
Jas Parslow - Magenta Marketing and Design Ltd
Jenni Forrest - Crowne Plaza London Gatwick Airport
Joe Cheal - Imaginarium Learning and Development
PROFESSIONAL SERVICES FIRM OF THE YEAR
Sponsored by SOS Systems Ltd
Birketts LLP
Irwin Mitchell LLP
Starford People & Legal
Vail Williams LLP
THE AWARD FOR COMMUNITY CONTRIBUTION
Sponsored by Crawley Innovation Centre
Air Ambulance Charity Kent Surrey Sussex
BSE | 3D Ltd
Creative Crawley
Olive Tree Cancer Support Group
THE AWARD FOR CUSTOMER DELIGHT
Sponsored by Nescot
Advance Online
Imaginarium Learning and Development
Kingsway Care
Regency Grove Communications
THE AWARD FOR INNOVATION
Sponsored by Chess Dynamics
Airware Solutions
Metricell
PVL UK Ltd
BUSINESS PERSON OF THE YEAR
Sponsored by Lotus Labels
Gary Salters Monroe - GoSucceed Ltd
Gary Tomlinson - SOS Systems Ltd
MANUFACTURING BUSINESS OF THE YEAR
Sponsored by Menzies
JLC Group Ltd
PVL UK Ltd
The English Soap Company
Waterstream
NEW BUSINESS OF THE YEAR
Sponsored by DigiBubble
Hollands Associates
KeithFD Roots Chiropractic
Matt Turner MBE - Creative Pod
Paul Bates - Cleankill Pest Control
BUSINESS OF THE YEAR (UP TO £1M TURNOVER)
Sponsored by Carnegie Group
DevAssist
GoSucceed Ltd
Mettle & Bond Care
Stribe
BUSINESS OF THE YEAR (OVER £1M TURNOVER)
Sponsored by Richard Place Dobson
Alexander House Hotel & Utopia Spa
Carnegie Group
Kingsway Care
PVL UK
SIR CHRISTOPHER The activist investor
❛❛ The Children’s Investment Fund Foundation (CIFF) is an independent philanthropic organisation, established in 2002 by Chris Hohn and his then-wife, Jamie Cooper. ❜❜
In the most recent Forbes List of Billionaires, Sir Christopher Hohn was ranked No. 311 in the world, but No.5 in the UK. Unusually for a high-end investor, he donates towards children’s aid programmes, climate change activitism and left-leaning political causes in the US.
Platinum looks at the work of a beknighted ‘activist investor’ who has raised over £6 billion for the Children’s Investment Fund Foundation.
Christopher Hohn was born in 1966 in Addlestone, Surrey, the son of a Jamaican-born car mechanic of European descent and a legal secretary from Hailsham, East Sussex.
He was a pupil at St Paul’s County Secondary School in Addlestone, gaining 13 O Levels. He subsequently studied at the University of Southampton, from which he graduated in 1988 with first-class honours in accounting and business economics. To help cover his student loan repayments, he worked briefly at Coopers & Lybrand. While at
university, a tutor suggested he apply to Harvard Business School, where he completed the Master of Business Administration programme, graduating in 1993 as a Baker Scholar, placing him among the top 5% of all graduates.
After graduating, Hohn worked for the private equity group Apax Partners in 1994. In 1996, he went to work for Perry Capital, a hedge fund on Wall Street. By 1998, he had been promoted to the head of Perry’s London operations.
CHRISTOPHER HOHN
CHILDREN’S INVESTMENT FUND
The Children’s Investment Fund Foundation (CIFF) is an independent philanthropic organisation, with offices in Addis Ababa, Beijing, London, Nairobi and New Delhi. It was established in 2002 by Chris Hohn and his then-wife, Jamie Cooper.
They set out to improve the lives of children living in poverty in developing countries through strategies with lasting impact. With a rigorous business-like approach to philanthropic funding, the foundation was focused on clear returns for children from the outset. The emphasis on data to measure impact has been widely adopted by other development funders.
One of the early programme investments in children’s health was to increase treatment and care for paediatric AIDS in developing countries. Working with partners, the foundation played a catalytic role in increasing the number of children who were properly treated for HIV. By underwriting the cost of children’s antiretroviral medications, CIFF and other funders helped shape a market for a long-neglected area in children’s health. The result helped reduce the wide disparity between AIDS treatment offered to adults and children.
The co-founders’ extraordinary generosity, energy and vision have created one of the UK’s largest charities. With a sizeable endowment and a commitment to urgent transformational change for children and adolescents, the foundation’s independent board, professional staff, and partners are constantly seeking ways to achieve impact at scale.
It works with a range of partners seeking to transform the lives of children and adolescents. Partnerships are critical because it will take the combined efforts of many to urgently tackle the challenges faced by children and their families every day. We have no religious or political affiliation. Its programmes are designed to support bold ideas to solve seemingly intractable problems.
Areas of work include maternal and child health, adolescent sexual health, nutrition, education, and deworming, tackling child slavery and exploitation, increasing opportunities for girls and young women, and supporting smart ways to slow down and stop climate change.
CIFF places significant emphasis on quality data and evidence. For many of its grants, it works with partners to measure and evaluate progress toward achieving large-scale, sustainable impact. Transparency, CIFF states, is also an important part of its grant-making. It publishes information about its grants, along with data, evidence, and evaluations, in a variety of ways, including on its comprehensive grant portfolio tool.
❛❛ The original mission in setting up CIFF was to improve the lives of children in developing countries who live in poverty. ❜❜
Sir Chris Hohn
THE CHILDREN’S INVESTMENT FUND
In 2003, Hohn set up his own hedge fund, The Children’s Investment Fund (TCI). TCI regularly donated to a connected charitable fund, The Children’s Investment Fund Foundation (CIFF), run by his then-wife, Jamie. The original formula involved transfers of 0.5% of the fund’s assets each year, plus an additional 0.5% for each year in which the fund achieved returns of more than 11%.
“The original mission in setting up CIFF was to improve the lives of children in developing countries who live in poverty. This hasn’t changed. I want to solve problems, not make grants.” – Chris Hohn stated on the Fund’s own website.
The fund now manages $77 billion and has large, concentrated positions in a handful of stocks, including Microsoft, Visa and GE Aerospace.
It was reported at the time that Hohn established the formulaic charitable link in order to motivate himself. Coinciding with the couple’s divorce proceedings, changes set in motion in 2012 led to the splitting up of the fund and the foundation. The fund no longer donates money to the foundation on a contractual basis, though it occasionally continues to do so on a more discretionary basis.
PERSONAL WEALTH
Hohn received dividend payments of over £ 1 billion between 2015 and 2019. Also in 2019, it was reported that he had built a €730m stake in Heathrow Airport via a range of investment companies, which jointly took a 4% stake in Spanish multinational Ferrovial. For the year from March 2019, he paid himself $479 million, the highest annual amount paid to a person in the UK.
In December 2023, Hohn received a £275 million dividend from TCI Fund Management. His current personal wealth, as estimated by Forbes, is believed to be around £9.2 billion.
INVESTOR ACTIVISM
Hohn is considered to be an ‘activist investor’. Shareholder or investor activism is a form of activism in which shareholders use equity stakes in a corporation to put pressure on its management. For example, a fairly small stake (less than 10% of outstanding shares) may be enough to launch a successful campaign. In comparison, a full takeover bid is a much more costly and difficult undertaking.
The goals of shareholder activism may range from financial (increasing shareholder value through changes in corporate policy, etc.) to non-financial (disinvestment from particular countries, or sectors, etc.).
As an example of this, in November 2022, Hohn, on behalf of TCI, wrote an open letter to the CEO of Alpha-
bet and Google. In the letter, Hohn stated that Google’s headcount was too high and should be reduced. He also stated that there should be greater effort to reduce losses in Waymo, its self-driving unit.
In January, 2023, Alphabet cut 12,000 jobs, which was 6% of its workforce. On the same day, Hohn issued another letter to Pichai stating that there should be further job cuts with a target of 20%. The letter also stated that management should address excessive employee compensation.
CLIMATE CHANGE
Hohn is an outspoken advocate of urgent action on climate change. In conjunction with the TCI fund, he launched the “Say on climate” initiative. The idea of the campaign is to make companies disclose their greenhouse gas emissions and their plans to manage them, and to give shareholders an advisory vote on the plans and their results. The initiative was first implemented by Aena, Unilever, Glencore, and CN.
❛❛ Hohn is an outspoken advocate of urgent action on climate change ❜❜
CIFF’S ESG INVESTMENT POLICY
As part of its investment process, it assess a range of ESG factors, particularly climate change risk. TCI believes that climate change-related risks, in particular a company’s greenhouse gas (GHG) emissions, will have a material effect on a company’s long-term profi tability, sustainability and investor returns.
Engagement
CIFF actively engages on ESG to help it understand, quantify and influence a company’s exposure to climate change-related risks and the way it is managing those risks.
TCI requires the companies in which it invests to:
• Disclose greenhouse gas emissions and reduction targets
• Make full annual disclosure to CDP (www.CDP.net)
• Disclose a credible low-carbon transition plan consistent with the CA100 benchmark
• Reduce actual emissions at a pace consistent with the Paris Agreement
• vote against directors where disclosure, plans, or actual reductions of emissions are inadequate
• file disapproval resolutions at AGMs where plans and plan performance are inadequate
Divestment
CIFF will also evaluate divestment where a portfolio company refuses to disclose its emissions, does not have a credible plan for reduction, or fails to commit to eliminating forest-risk agricultural commodity-driven deforestation.
Investor reporting
On an annual basis, CIFF will disclose to all its investors how it votes and will report on the ESG performance of its portfolio companies. It will also explain to investors the rationale behind voting at portfolio company AGMs.
7 Clifton Street, Mayfair – home of The Children’s Investment Fund Foundation
In 2019, Hohn donated £50,000 to environmental activist group Extinction Rebellion, with a further £150,000 donated by the Children’s Investment Fund Foundation. None of the Charity’s money was spent on civil disobedience, it was claimed. As of January 2022, Hohn was the single biggest individual donor to Extinction Rebellion.
DONATIONS
By 2019, Forbes listed Hohn’s lifetime giving at $4.5 billion.
In April 2020, he made a £2.4 million donation to purchase around 100 SAMBA II machines to test for COVID-19. In April 2025, in response to the Trump administration’s desire to starve its children, in this instance, by cutting off USAID funds, Hohn donated to MANA Nu-
trition, a company in Georgia, to enable continued production of peanut butter paste for malnourished children; peanuts being a particularly prevalent produce of that state.
After a 2025 watchdog report indicated that between 2014 and 2023, Hohn had sent $553 million to US political and environmental advocacy organisations, His foundation announced that it would stop giving money to U.S.-based groups, citing uncertainty about the U.S. policy environment governing foreign funding
Hohn has also been a major donor to the Arabella Advisors network via the New Venture Fund and Windward Fund. The Arabella Advisors network is an umbrella group that raises ‘dark money’ (i.e. political influence money which the entire US political system is beholden to) for Democratic causes.
PERSONAL LIFE
In October 1995, he married Jamie Cooper, a fellow Harvard graduate student from Chicago, whom he had met at a party during his studies. Upon marriage, they took each other’s surnames to become Cooper-Hohn, although he was still widely known as just ‘Hohn’. The couple went on to have four children, including triplets.
They divorced 19 years later, with his settlement towards her being around £337 million, the largest ever divorce settlement in English legal history at the time.
He has since married Kylie Richardson, a PhD from Harvard PhD and CEO of the educational foundation LightEn, based in London’s West End.
Hohn, who practices yoga and does not eat meat, was appointed Knight Commander of the Order of St Michael and St George (KCMG) by Her Majesty, The Queen, in the 2014 Birthday Honours for services to philanthropy and international development.
Dr Kylie Richardson, aka Lady Kylie Hohn, Sir Chris’ second wife
Extinction Rebellion – a benefi ciary of Sir Chris Hohn’s largesse
12 PM FRIDAY 29 TH MAY 2026
This year at Brighton’s Grand Hotel we welcome as our Guest Speaker one of Britain’s best known Premier League managers – FA Cup winner with Portsmouth and
• Complimentary Drinks Reception
• Three Course Lunch
• Charity Raffle & Auction
King of the Jungle ,
As more people look to diversify their income and turn side hustles into startups, Paula Kumar, Practice Leader at commercial law firm LegalVision, shares five practical tips on how co-founders can protect themselves - and their businesses - if the relationship turns sour.
Breaking up with your co-founder?
Five expert tips to protect
Around 40% of joint founders were friends before going into business together. However, according to research undertaken by The Kauffman Foundation, starting a company with friends or partners is a risky endeavour.
The study of 10,000 startup founders found the least stable founding teams to be friends, with each friendship increasing the rate of founder turnover by 28.6% - even teams of virtual strangers were more likely to stick together over time.
Whether you’re starting a business with a friend, colleague or spouse, the excitement of building something new can often overshadow a less romantic but crucial question: what happens if things don’t work out?
1. Lock in an exit route before conflict starts
No one starts a business expecting it to fail, but planning for a potential exit can make the difference between a clean separation and a prolonged dispute. Your exit plan should consider potential scenarios such as a co-founder leaving
voluntarily or being removed against their will.
Clearly outline how a dissolution will occur, how a co-founder’s stake can be sold or transferred, who has the first right of refusal and the timeline for completing the transaction. The plan should also specify whether remaining co-founders can buy out the withdrawing co-founder or if the interest can be
sold to an outside party. Agreeing on everything upfront while everyone is still on good terms helps prevent confusion and reduces the risk of legal battles.
2. Get your legal documents drafted early and defi ne roles clearly Similar to a prenuptial agreement in a marriage, drafting and signing legal documents with the relevant parties
❛❛ The excitement of building something new can often overshadow a less romantic but crucial question: what happens if things don’t work out? ❜❜
co-founder? yourself
before entering into a business relationship can help avoid disputes down the line. Ensure the agreements clearly outline each person’s rights, responsibilities, and expectations, and set clear rules for how the business will be run, how decisions will be made, and what happens if someone wants to leave or things go wrong.
Clearly defining each person’s role,
including who makes the decisions, who handles operations and who is accountable for deliverables, reduces misunderstandings. For example, if one person handles sales and client relationships while the other manages operations and product development, each co-founder knows what is expected of them. Laying this out in writing helps the business run smoothly and also prevents blame-shifting when conflicts occur.
3. Protect yourself from prolonged fi nancial exposure
Even after leaving a business, co-founders can still be liable for loans, leases, guarantees, or tax obligations. Review all financial commitments before entering or exiting a business relationship, and clarify who is responsible for debts. If one co-founder personally guarantees a business loan, the agreement should say whether they remain liable upon exit. Taking these precautions limits personal financial risk even after you leave the business and lowers the chances of disputes if the company faces difficulties.
❛❛ Clearly defining each person’s role reduces misunderstandings.❜❜
ing both co-founders and employees from fallout.
5. Be clear about money
4. Separate ownership from day-today control
Owning a share of the business does not automatically grant control over operational decisions. Governance structures, such as a board or management hierarchy, prevent one person from taking unilateral actions that could harm the business.
For instance, a co-founder may own 50% of the company but agree that operational decisions require joint approval or a designated manager. This separation ensures that, if the business relationship sours, the business can continue to operate effectively, protect-
Money is one of the most common sources of tension in a relationship. Agreeing upfront on contributions, profi t sharing, reinvestment policies and remuneration protects all parties. For instance, if one co-founder invests cash and another contributes sweat equity, the agreement should specify how profi ts and equity are allocated. Additionally, establishing guidelines for additional capital contributions or loans ensures co-founders are not surprised by financial decisions, helping maintain trust and prevent disputes from derailing the business.
CELEBRATING THE REMARKABLE ACHIEVEMENTS OF COMPANIES DEDICATED TO EXCELLENCE IN
THE REGION’S PROPERTY SECTOR
This inaugural event will be the largest celebration of residential and commercial property across the South East, highlighting companies working hard and achieving, even in tough market conditions.
HOW TO ENTER
• Select categories you wish to enter
• Download the entry forms online
• Answer the questions outlined
• Submit entries before January 12th 2026
RULES AND ELIGIBILITY
• Maximum of three entries per business
• Businesses applying must have an office based in Sussex
• For Construction Project of the Year, entry is open to property companies, across the UK, that have a construction project in the Sussex area which was completed between January 2024 and January 2026
All finalists receive a wealth of publicity across the UK’s largest circulation business magazines to showcase your business that will be recognised across the region as a company that excels.
CATEGORIES
Business Growth Award
Social Impact initiative 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 Architect of the Year
THE EVENT COVERS ALL COMPANIES ACROSS SUSSEX, HAMPSHIRE, SURREY AND KENT.
Pennyfarthing champion
As the construction industry marks Women in Construction Week and celebrates International Women’s Day, Pennyfarthing Homes is highlighting the career journey of Assistant Site Manager, Amy Borrowdale. Amy’s story reflects both the opportunities within construction and the importance of investing in emerging female talent.
Amy’s route into housebuilding was far from traditional.
Originally from Sheffield, she moved south in 2022 seeking a new adventure. With no clear career plan, she began working on a construction site as a cleaner. What started as a temporary role soon became something more. While working on construction sites, Amy’s work ethic and natural leadership qualities were quickly recognised.
“I never imagined I’d end up in construction,” she says. “But once I was on site, I became curious. I wanted to understand how everything worked.”
her Level 4 NVQ in Construction Site Supervision. Today, she is Assistant Site Manager at Pennyfarthing Homes’
exacting standards of the business.
For Amy, joining Pennyfarthing marked a turning point. “There’s real pride in the build here,” she explains.
❛❛ Once I was on site, I became curious. I wanted to understand how everything worked. ❜❜
Encouraged by colleagues who saw her potential, Amy transitioned into a trainee role and went on to complete
Danes Park development, overseeing daily operations, coordinating trades, maintaining health and safety standards and ensuring the new homes are delivered to programme and to the high
“The quality, the detail, the way the homes sit in their surroundings, it feels like we’re creating something that lasts.”
As the only female site-based construction professional at the company, Amy says she has felt supported and respected on site, with access to properly fitted PPE specifically designed for women, which makes a great difference when worn all day, every day.
“Construction is still male-dominated, but I’ve never felt out of place. I’m part of the team.”
As Women in Construction Week shines a spotlight on female talent across the sector, Amy’s story highlights not only personal resilience but also the role employers play in fostering confidence, skills, and long-term opportunities within the built environment.
Diversity powering growth
Southampton-based multi-utilities expert, Connect It Utility Services is marking Women in Construction Week by highlighting how the company’s diversity is instrumental in its growth and success. Shining a spotlight on some of the team, Connect It hopes to break down barriers to the historically male industry and encourage more women to consider careers in construction.
As a comprehensive Independent Connection Provider (ICP), Connect It works with housebuilders and developers across the country to implement the essential electric, gas and water connections needed to bring construction projects to completion.
In an industry where no two projects are the same, and the challenges faced can be complex and varied, different perspectives, experiences and approaches are not simply a cultural decision, but the key to driving better outcomes.
Claire Figg, Contracts Admin Manager, is a strong example of how varied career pathways can thrive within the business. Working under the SSE
ternal partnerships.
Claire’s journey into construction was unexpected. After 14 years in credit control, she joined Connect It five years ago without a specific plan to enter the industry.
❛❛ Claire has worked across multiple departments including AV, Marketing and Credit Control, gaining a well-rounded understanding of the business. ❜❜
framework, Claire manages nine jointing teams and oversees the relationship between Connect It and its framework partners, playing a key role in ensuring operational excellence and strong ex-
“I simply fell into construction, and I’m so glad I did,” she says. “When I joined in 2021, the company was growing rapidly. Because of my background, I was asked to set up the credit control function. I developed the system, built and trained the team, and later returned to the depots where I was promoted to Depot Manager.
“For me, the most rewarding part of my job is not just keeping everything running smoothly day-to-day, but knowing I contribute to the growth and development of the business. I’m very much a ‘get things done’ person — my reward comes from knowing I’ve done the job properly.”
Since then, Claire has worked across multiple departments including AV, Marketing and Credit Control, gaining a well-rounded understanding of the business. She has also completed management training and electrical awareness courses and now heads up the Ops Engagement Team, leading a team of seven focused on strengthening engagement across Connect It’s on-the-ground workforce.
Connect It Utility Services is celebrating Women in Construction week
David Mindham, Group Director and Co-Founder of Carnegie Group, looks at what to consider when using steel in the building industry
The environmental impact of steel frame construction
The construction industry is entering a pivotal period of change, with sustainability moving firmly to the top of the agenda. One of the most influential trends shaping the sector this year is the growing focus on low embodied carbon building materials.
As businesses strengthen their Environmental, Social and Governance (ESG) strategies, understanding the environmental impact of material choices, particularly steel frame construction, has never been more important. At Carnegie, we strive to find the best solutions in our supply chain to meet ESG targets.
material, from raw material extraction and manufacturing to transport, installation, maintenance, and eventual endof-life processing.
• Using recycled steel to reduce reliance on carbon-intensive raw materials (World Steel Association – Sustainability)
❛❛ As businesses strengthen their ESG strategies, understanding the environmental impact of steel frame construction has never been more important. ❜❜
LOW EMBODIED CARBON AND ESG IN CONSTRUCTION
Reducing carbon emissions is now a core objective for many organisations, and the construction sector has a significant role to play. Embodied carbon refers to the emissions generated across the entire lifecycle of a building
Selecting materials and construction processes that reduce embodied carbon is a practical, measurable way for businesses to support their ESG commitments. Innovation in materials and supply chains is rapidly improving the construction industry’s image in environmental issues.
HOW IS EMBODIED CARBON REDUCED?
Methods to reduce embodied carbon typically include:
• Implementing energy-efficient production technologies
• Increasing the use of renewable energy in manufacturing
• Improving supply chain efficiency to cut transport-related emissions
The objective is to minimise the overall carbon footprint of steel production while maintaining the strength, durability, and performance for which it is known. Further guidance on measuring and reporting embodied carbon is available from the UK Green Building Council.
WHY STEEL FRAME CONSTRUCTION CAN REDUCE
EMBODIED CARBON Industry research, including guidance from organisations such as The Institu-
tion of Structural Engineers, highlights the importance of assessing materials across their full lifecycle rather than focusing solely on upfront emissions.
Given this, it’s interesting that one of steel’s key advantages is its longevity. It’s a highly durable material with a long service life, which reduces the need for frequent repairs, replacements, or complete rebuilds. This extended lifespan is a critical factor in total embodied carbon calculations.
In addition, steel is:
• Fully recyclable without loss of quality
• Frequently reused at the end of a building’s life (WRAP Increasing Metal Recycling)
• Manufactured with high precision, reducing material waste
• Lightweight, which can help lower transportation emissions
When assessed over the full lifecycle of a building, steel frame construction can deliver meaningful environmental benefi ts.
RESPONSIBLE SUPPLY CHAINS AND SUSTAINABLE CONSTRUCTION
LOOKING AHEAD
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By Chloe Karamian, Partner, Planning and Thulasi Kadirkmanathan, Trainee, Planning, DMH Stallard
PLANNING FOR CHANGE: new NPPF might mean for your
The Government’s new draft National Planning Policy Framework (NPPF), currently out for consultation until March 10th, represents the most significant overhaul of planning policy in over a decade.
It comprises the Government’s national planning policy, which should be applied by all local authorities when considering planning applications and putting together their local planning
policies. For businesses across the South East, understanding these proposals is essential to navigating the opportunities and challenges that may lie ahead in their development.
SUPPORTING ECONOMIC GROWTH
The draft NPPF places renewed emphasis on enabling businesses to invest, expand, and adapt. Local plans must now set out a clear economic vision and strategy, taking account of the
Government’s Industrial Strategy and identifying priority sectors including advanced manufacturing, clean energy industries, creative industries, digital and technology businesses, financial services, life sciences, and professional and business services.
Local authorities should be actively planning for clusters and networks of knowledge-driven and creative industries, alongside flexible premises that
❛❛ The draft NPPF, reinforced by local government reorganisation, should present genuine opportunities for businesses ❜❜
CHANGE: What the your business
meet modern business needs. Substantial weight is to be given to planning proposals that support economic growth, particularly where they align with an area’s economic strategy.
DELIVERING MORE HOMES
Given the Government’s aim to deliver 1.5m new homes during its term, the draft NPPF has a clear focus on housebuilding. Of particular interest is the introduction of a new ‘medium’ category of housing site covering 10-49 homes up to 2.5ha and associated beneficial policies, including promotion of these sites in local policies and less onerous affordable housing developer contributions. The aim is to make such sites easier to deliver and to offer opportunities for small to medium-sized residential developers, and the businesses that support them, in the South East.
SUSTAINABLE TRANSPORT AND HEALTHY COMMUNITIES
An important consideration in the busy South East will be the transport impacts of any new development. The draft NPPF promotes development patterns that reduce car dependency, with minimum density standards of 40–50 dwellings per hectare near railway stations—intensifying development around sites with an extensive commuter network. There is particular emphasis on education and healthcare provision, as well as new controls on hot food takeaways near schools. The “agent of change” principle is reinforced: new development must not place unreasonable restrictions on existing businesses.
LOCAL GOVERNMENT REORGANISATION AND PLAN-MAKING
Aligned to these planning reforms are the once-in-a-generation proposals to restructure local government. The Government intends to replace the two-tier system of county and district councils with single-tier unitary authorities, and much of the South East will be directly affected. Newly formed unitary councils will need to prepare fresh local plans which must accord with the revised NPPF in force at the time.
The Government has also released proposals for the geographies over which Spatial Development Strategies (SDS) should be produced. SDS are mandatory strategic planning policies for investment and growth and are intended to cover larger geographical areas than the new unitary authorities. One SDS is proposed to cover Surrey, despite the existence of two new unitary Surrey authorities.
Similarly, one SDS is proposed to cover East and West Sussex and Brighton & Hove, although the final structure of the Sussex unitary authorities remains undecided, with several proposals under consideration and a decision expected in March.
SDS will identify broad locations for growth and development, along with the necessary supporting infrastructure, with a 20-year duration and five-yearly reviews. In addition, new Mayoral authorities will be created, led
by a Mayor with planning powers and responsibility for producing SDS. Significant change is expected in how planning decisions are made and services delivered over the next few years, with a period of transition and opportunities for consultation as SDS emerge.
OPPORTUNITIES AND CHALLENGES FOR SOUTH EAST BUSINESSES
The draft NPPF, reinforced by local government reorganisation, should present genuine opportunities for businesses: streamlined support for clean energy and digital infrastructure, clearer economic development policies, and a planning system focused on sustainable growth. However, infrastructure constraints could delay development, flood risk requirements will add complexity, and the emphasis on sustainable transport may require businesses to reconsider location decisions.
If your business is planning a development project, or you work in or support the development sector, the new NPPF will affect you. Our multi-disciplinary specialist planning team can help you understand how your business can prepare for these new changes.
40 HOMES APPROVED IN WEST SUSSEX VILLAGE
Plans to build 40 homes on the outskirts of Turners Hill, West Sussex, have been approved by the Mid Sussex District Council (MSDC).
The proposal from Elivia Homes for land at Old Vicarage Field would see existing buildings demolished to make way for the new properties. They include six one-bedroom flats, seven two-bedroom homes, 20 three-bedroom homes and seven four-bedroom homes.
Of those, 12 properties would be designated affordable housing, split between affordable rent and intermediate homes. The approval was announced at the MSDC planning committee meeting on February 12th.
WAITROSE ACQUIRES SURREY SHOPPING CENTRE
Waitrose has purchased the freehold to Hersham Green Shopping Centre in Surrey, which includes its own store as well as 16 additional retail units and parking.
Plans for the 54,000 sq ft site had previously included the construction of 109 homes, had proved unpopular with residents.
The retailer’s acquisition of the site comes as part of a wider billion-pound, multi-year investment in the Waitrose estate which saw 23 shops revamped last year, including in nearby Weybridge and Oxted.
PROPERTY NEWS
MAJOR SOUTHAMPTON DOCKS INDUSTRIAL SCHEME
Companies will be able to move into an upcoming fiveunit industrial/logistics scheme near Southampton Docks in summer 2027, it has been confirmed. A speculative development, Panattoni T Park Southampton comprises up to 223,063 sq ft of Grade A mid-range detached units ranging from 24,714 sq ft to 99,642 sq ft.
Russell Mogridge MRICS, a partner and head of the national agency team at Vail Williams, said: “Following planning permission, and with groundworks underway this year, TPark Southampton will be on course for practical completion and move-in by summer 2027.
“The strategic location will suit logistics operators requiring proximity to the docks and to the rest of the UK via the nearby M27 and M3, with pre-lettings available from the first quarter of this year.”
The sale of the 14-acre site was led by Russell Mogridge and David Cowling, partners at Vail Williams, for private landowners. TPark Southampton is targeting BREEAM Excellent certification, as well as an EPC
A+ rating for its offices and A for its warehousing.
£25M SOUTHWATER LOGISTICS DEVELOPMENT COMPLETED
Developer Chancerygate has achieved practical completion on a new 104,000 sq ft urban logistics development in Southwater, West Sussex valued at £25m.
Located on the site of a former Sony distribution facility, Audio Park is a Grade A scheme comprising seven units ranging from 8,300 sq ft to 33,718 sq ft, available on both a freehold and leasehold basis. All units at Audio Park feature EV charging points, low air permeability design and roofmounted solar cells, giving the development a BREEAM Excellent and EPC A rating for sustainability.
Chancerygate currently has around 2.1 million sq ft of urban logistics space under construction or ready for development in the UK across 13 sites.-
There’s no such thing as being too safe in construction.
❜❜
❛❛ In construction, the only project that goes exactly according to plan is the lunch break. ❜❜
Sandra Rodriguez
ROFFEY ACQUIRES THE SITE IT HAS PERMISSION TO BUILD ON
Developer Roffey Homes has acquired long-dormant brownfield land at Union Place in Worthing town centre in a multimillionpound deal advised by law firm Irwin Mitchell. The transaction paves the way for the construction of Union Gardens – a new community of 216 apartments, a pocket park, and a 236-space car park.
Worthing Borough Council first partnered with Roffey Homes on the scheme in 2022 and agreed last year to offer the developer the opportunity to purchase the land – just over a
hectare in size – for £4.1m. Planning permission was granted in August 2024, and the transfer to Roffey Homes is now complete. Construction is expected to finish by the end of 2029/30.
Led by partner Hannah Mercer, Irwin
Mitchell’s real estate team advised Roffey Homes throughout the process, including on planning-related matters and the structure of the deal. It will continue to support the company as the development progresses.
Mercer added: “This has been a complex and collaborative project, and it’s great to see all the work behind the scenes now moving into delivery. Union Gardens represents a major investment in Worthing’s future, and we look forward to continuing to support Roffey Homes as the development takes shape.
PILBEAM CONSTRUCTION LENDS A HAND TO ROPETACKLE
Sussex contractor Pilbeam Construction has announced a new partnership with Ropetackle Arts Centre in Shoreham as its latest business sponsor.
The chartered building company is based in Southwick and decided to support the charity to give back to its local community.
The new partnership brings together Pilbeam and Ropetackle’s shared commitment to excellence and to supporting their local community.
Pilbeam Construction specialises in the design, build and management within the residential, commercial, health and care, education, heritage and ecclesiastical sectors.
Pilbeam Construction managing director Alan Corbett said: “We’re looking forward to supporting Ropetackle, which is only down the road from us. We know it brings a lot of joy to people living in Shoreham and beyond. We’re very proud to support this charity as it continues to deliver a
fantastic programme. The Pilbeam Construction team love working on projects locally that make people’s lives better, so they will really enjoy supporting Ropetackle, too.”
Attracting audiences of more than 50,000 per year, supported by 600 plus Friends and Patrons and 80 plus volunteers, Ropetackle plays a unique and established role at the heart of the community, contributing around £1.4m annually to the local economy.
Ropetackle’s sponsorship scheme allows businesses to maximise brand awareness within the venue and brochure, capitalise on Ropetackle’s digital presence and contribute to their corporate social responsibility objectives.
HISTORIC BRIGHTON HOSTEL SOLD FOR £3.1M
One of Europe’s largest hostel groups has exchanged contracts for the £3.125m sale and leaseback of a property in Brighton.
Safestay acquired the building in June 2024 for £2.275m and, in April 2025, received planning approval to develop a 170-bed hostel backed by a £1m investment. Set over five storeys, the property is a Grade II listed, Regency-style end-ofterrace building which spans 15,300 sq ft.It is located in the city centre at 10-11 Pavilion Parade, opposite Brighton’s iconic Royal Pavilion.
Larry Lipman, chair of Safestay, said: “The sale and leaseback of our Brighton freehold property is
fully aligned with our strategy to crystallise value for shareholders while supporting sustainable long-term growth.
Work is well underway to convert the property into a fantastic, 170-bed hostel ahead of opening next summer. Once operational, the site will create approximately 20 new jobs in the area, as well as making a significant contribution to the local economy by enabling potentially thousands more visitors a week to stay in one of Brighton’s most vibrant and commercial areas.
❛❛ I told my kids that being in construction was like playing with LEGOs, but with more cursing. ❜❜
Dave Brown
NATWEST AND RIGHTMOVE ANNOUNCE THREE-YEAR PARTNERSHIP
NatWest, one of the UK’s largest mortgage lenders and Rightmove, the UK’s largest property platform, have today announced a new three-year strategic partnership.
From April, NatWest will become Rightmove’s exclusive mortgage lender, powering its Mortgage in Principle service, helping people to understand how much they can borrow to aid their homebuying search.
NatWest’s growth strategy is underpinned by a focus on being there for the moments that matter in its customers lives, from their first savings goal to buying a first home. With over one billion minutes spent on Rightmove on average every month this new partnership ensures NatWest can better support customers when they are making key financial decisions – like finding the right home.
Rightmove’s mission is to digitise more of the UK property market to
aims to send its agent partners more informed and better qualified enquiries.
help speed up the home-moving process through innovative technology solutions. The mortgage in principle from NatWest will join a suite of affordability tools on Rightmove including stamp duty, mortgage and renovation calculators, along with instant and in person property valuation tools.
By helping home-movers to understand what they can afford earlier in their journey, Rightmove
Solange Chamberlain, CEO Retail Banking, NatWest said: “Partnering with Rightmove ensures NatWest can be there for customers at the exact moment they’re thinking about buying a home – combining our mortgage expertise, with a seamless digital experience.”
Johan Svanstrom, CEO at Rightmove says: “Our aim is to give people more confidence when they’re moving home. We help consumers to better understand what they can afford earlier in their home-moving journey, which in turn also helps Estate Agents or Home Developers have more qualified discussions with them.
“We’re excited to be partnering with NatWest as we continue to invest in innovative digital solutions to help make things quicker and more simple for everyone involved.”
High-end house prices in London take a fall
Not since the global financial crisis have house prices in London fallen as much as they did last year.
Official data from the Office for National Statistics, published on Wednesday, showed that house prices in inner London boroughs declined, on average, by 4.6% during 2025.
That marked the biggest annual drop since 2008, in the depths of the financial crisis, when house prices in inner London fell by 12.6%.
Central London, the most expensive part of the country in terms of housing, has been hardest hit by dearer mortgage rates, which have curtailed affordability, as well as by the so-called “mansion tax” announced by Rachel Reeves in the autumn budget.
From 2028, owners of homes worth more than £2 million, will have to pay an additional “high value council tax surcharge”. The upper end of the London housing market has also been hit by so-called non-domiciled people moving overseas after their privileged tax status ended last April.
Westminster, which includes expensive areas such as Knightsbridge, Mayfair and Belgravia, saw the biggest fall, with prices there sliding 14.8% in 2025. In Kensington and Chelsea, another upmarket area, house prices dropped by an average of 11.5%. In Hammersmith and Fulham, prices fell 9.5%.
It was a different story in the London suburbs, where house prices rose in
2025, albeit by only 0.9%. In Bromley, southeast London, for example, the ONS said that house prices increased by 6.8% last year, while in Havering, east London, the average house price rose by 5.4%.
Overall, the ONS estimated that average house prices in London fell by 1%. The capital was the only part of the country where house prices fell.
“Affordability is still shaping the house price map of the UK,” Tom Bill, head of UK residential research at estate agency Knight Frank, said.
In northern parts of the country, where housing is generally cheaper, prices have been rising, whereas in the more expensive southern regions, house price inflation has lagged.
The ONS data showed that house prices
were broadly flat in the southeast of England in 2025, while they edged up by just 0.3% in the southwest. By contrast, in the northeast of England, they increased by 4.6% and by 4.5% in the northwest.
“Taking a step back and looking at the big picture, we think the housing market has proved resilient to high interest rates and the barrage of shocks that hit the economy over the course of 2025,” Elliott Jordan-Doak, senior UK economist at Pantheon Economics, said.
He added that more recent data and surveys suggest “momentum is building in the [housing] market now that the budget is behind us”. Jordan-Doak is forecasting that house prices will rise, on average, by another 3% in 2026, which is broadly in line with other economists.
Bromley, where house prices are bucking the London trend
By Michael Beck, L&D Director, Omny Group
THE LOST BOYS:
Why
it’s time for the elders to step forward
Recently, Sky News aired a powerful feature titled ‘The Lost Boys.’ It was difficult to watch — not because it shocked me, but because it confirmed something many of us have quietly known for years.
TOO MANY YOUNG MEN ARE DRIFTING
They are disconnected from education, unsure of their identity, confused about masculinity and increasingly influenced by voices that offer certainty without wisdom. The feature showed boys who are not bad, not broken — but lost. And when boys are lost, the consequences ripple far beyond them.
If wisdom doesn’t reach him first, something else will.
THE ELDER CONVERSATION THAT CHANGED ME
This issue isn’t abstract to me. Eight years ago, I sat on the sofa of my good friend, author and elder, Trevor Waldock. What started as a conversation became something much deeper. Trevor spoke to me about the role of the elder — not as a title that comes with age, but as a responsibility that comes with awareness.
❛❛ Sir Gareth Southgate warned about the vacuum that exists in many young men’s lives ❜❜
In his Richard Dimbleby Lecture last year, Sir Gareth Southgate spoke directly to this crisis. He warned about the vacuum that exists in many young men’s lives — and how, in the absence of grounded role models, more extreme and manipulative voices step in.
He spoke about belief. About resilience. About identity. He spoke about young men searching for meaning. That word — searching — is key. Because when a young man doesn’t know who he is, he will attach himself to someone who appears to know.
Later, I read his book “To Plant a Walnut Tree.” The metaphor is simple but profound: you plant a walnut tree knowing you may never sit in its shade. You plant it for those who come after you. That idea awakened something in me.
Up until that point, like many men, I had focused on building, achieving, and providing. Important things, yes. But Trevor challenged me to think beyond success and toward stewardship.
Who am I becoming? Who am I guiding? What am I planting that I may never personally benefit from?
That conversation marked a shift. It stirred what I can only describe as the “elder” in me. And now, watching the Sky News article, I recognise how desperately that elder presence is needed.
THE ROLE MODEL GAP
Many young men today are growing up without consistent, grounded male guidance. Some fathers are absent. Some are present but overwhelmed. Some were never shown how to model healthy masculinity themselves.
We cannot give what we were never taught. But we can learn. My own teenage years were tough. My parents separated when I was young. I changed schools multiple times. There were many moments of confusion, anger and uncertainty.
I made mistakes. I worked things out slowly. I found my way — but not without cost. I navigated a number of those challenges with the steady and consistent hand of a strong male role model, my stepfather Barry who passed not long after I became a father 25 years ago.
Today’s boys and men face an even more complex world. Social media magnifies comparison. Success is curated. Strength is often confused with dominance. Vulnerability is mocked. Emotion is either suppressed or turned into performance. Where does a 15-year-old boy learn that:
• Strength and kindness can coexist?
• Discipline matters.
• Emotion is not weakness.
• Anger can be channelled not unleashed
• If elders do not step forward, algorithms and so-called ‘influencers’ will happily step into the space.
• There is a growing narrative that masculinity itself is the issue. I don’t believe that. Healthy masculinity is not toxic. It is steady.
It is protective without being possessive. Strong without being aggressive. Confident without being arrogant. Emotionally aware without being emotionally led.
The problem is not masculinity. The problem is confusion — and the absence of mature men modelling what balanced masculinity looks like. Young
guidance. Gareth Southgate highlighted the danger of leaving the space unoccupied. The solution to this is ..... presence.
A PERSONAL COMMITMENT
I am deeply passionate about helping young men who struggle without strong role models. But this is bigger than one generation. It is about helping men of all ages understand who they are, discover their purpose and become comfortable with emotion rather than threatened by it.
❛❛ This is not just a youth issue, of course, and there are lost men everywhere. ❜❜
men need to see men who can say: “I was wrong,” or “I struggled too,” or “I feel that.” They need to see men who are comfortable with emotion — not controlled by it, not ashamed of it.
LOST BOYS BECOME LOST MEN
This is not just a youth issue, of course, and there are lost men everywhere. Men who have built careers but never built self-awareness. Men who have provided financially but never processed emotionally. Men who have achieved status but not purpose.
Many of us were taught to endure rather than express. In fact, the opposite, to suppress, not to understand. And now we are witnessing the outcome — rising mental health struggles, isolation, fractured relationships. If we want better role models for boys, we must help men become more whole.
PLANTING WALNUT TREES
Trevor’s message has never felt more relevant. An elder plants walnut trees. He invests time in conversations that may not yield immediate results. He mentors without needing recognition. He guides without controlling. He listens without judgement. He understands that influence is quiet, steady and long-term.
The Sky News feature highlighted what happens when boys grow up without
Because when a man knows who he is :
• He does not fear vulnerability.
• He does not outsource his identity.
• He becomes a stabilising force in his family, his workplace and his community.
These lost boys are not looking for perfect men. They are looking for present ones. So perhaps the question is not, “What is wrong with this generation?” Perhaps the question is: Where are the elders? Who is planting walnut trees today? This conversation matters. Not next year. Now.
If this resonates with you, I would genuinely value your perspective. What role can we each play in guiding the next generation — and in becoming more grounded men ourselves? The boys are watching.
It may be time for more of us to sit on the sofa, have a deeper conversation, and then step forward.
Michael Beck,
L&D Director, Omny Group
By Paul Bates, Managing Director, Cleankill Pest Control
Britain’s green parakeets:
From exotic curiosity to growing pest problem
The sight of bright green parakeets screeching through Britain’s parks might feel like a touch of the tropics, but their growing numbers are becoming a serious headache.
Ring-necked parakeets – now firmly established in parts of England, especially around London and the South East - are no longer just an urban curiosity. They
have also been observed in cities such as Manchester and Glasgow. For many residents, farmers and conservationists, they’re an increasingly noisy, aggressive and disruptive presence.
One of the biggest issues is competition with native wildlife. Parakeets are cavity nesters, meaning they rely on holes in trees and buildings - the same limited ‘real estate’ needed by species like woodpeckers, nuthatches, starlings and some bat species.
Parakeets are bold and can evict other birds from nest sites, reducing
breeding opportunities for native species. As populations expand, the pressure on nesting space and food sources can intensify, particularly in areas where habitats are already fragmented.
They are also causing issues for property owners. A recent Springwatch programme featured a flock of parakeets clinging to a wall of a building and pecking at the mortar. Why? Because the mortar is a source of minerals and salts that the parakeets can’t get in their diet. In the Amazon, you can see them doing the same thing on riverbanks.
There are other impacts, too. Parakeets are heavy feeders and will strip fruit trees, raid garden bird feeders and damage crops such as cherries, apples and grapes. While the overall national economic impact is still debated, localised damage can be significant for growers and allotment holders - especially where flocks concentrate. They can also contribute to noise pollution in
❛❛ For many residents, farmers and conservationists, ring-necked parakeets are an increasingly noisy, aggressive and disruptive presence. ❜❜
❛❛ The most effective approach is prevention and management rather than panic. ❜❜
residential areas, with their loud calls prompting complaints in neighbourhoods with high roosting numbers.
The broader point is that parakeets are part of a pattern: pest birds in the UK can create real problems when populations swell, or behaviours bring them into conflict with people. Feral pigeons foul buildings and pavements, spread parasites and drive up cleaning and maintenance costs for councils and businesses.
Gulls, particularly in coastal towns and increasingly inland, can be aggressively territorial during breeding season, snatching food from people and nesting on roofs where their noise and mess become a persistent nuisance. Starlings, while native, can form huge winter roosts that create sanitation issues and disrupt transport hubs.
So, what can be done about parakeets and pest birds more generally? The most effective approach is prevention
PEST CONTROL
and management rather than panic. Limiting food sources is a key first step: discouraging excessive feeding in parks, using birdproof bins and advising householders on smarter bird-feeder use can reduce unnaturally high concentrations. For growers, netting and targeted deterrents can help protect vulnerable crops.
Where parakeets are directly threatening sensitive native species or causing repeated damage, licensed control may be considered but it should be evidence-led, localised and carefully monitored.
Habitat measures also matter: increasing the availability of natural nesting sites for native birds can reduce
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
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.
competition pressures. Finally, consistent public messaging is crucial. If communities understand that cute doesn’t always mean harmless, the UK can tackle the parakeet challenge - and other pest bird conflicts - in a way that protects wildlife, livelihoods and quality of life.
If you are experiencing pest bird problems at your premises, Cleankill can help. Go to www.cleankill.co.uk for more information or call 020 8668 5477 to arrange a free survey.
The world’s best medical spa hotels
When rest alone will no longer cut it, the world’s leading medical spa hotels offer something far more powerful: medically-led programmes that diagnose, detoxify and restore - all within settings of exceptional beauty. As long as your heart can withstand the shock to your wallet.
By Tess de Klerk
CLINIQUE LA PRAIRIE MONTREUX, SWITZERLAND
Long associated with pioneering cellular therapies, Clinique La Prairie has been at the forefront of cellular therapy since 1931. Nestled between the Swiss Alps and Lake Geneva, this clinic is less of a hotel and more of a high-tech sanctuary for the discerning few.
What they do: Their signature Revitalisation Programme focuses on the immune system and cellular regeneration, beginning with a comprehensive medical check-up, including DNA analysis and blood tests, followed by a bespoke regime of supplements, nutrition and advanced wellness treatments.
What makes it unique: With over 50 resident specialists covering cardiology, aesthetics, epigenetics and beyond, it is arguably the most medically advanced facility of its kind in the world.
Starting price: Programmes from approximately CHF 19,000 (£17,000) per week.
Positioned on a cliff overlooking the Mediterranean, SHA blends ancient Eastern philosophies with Western medical breakthroughs. Programmes cover detox, sleep recovery, fitness and healthy ageing, underpinned by the celebrated SHA Method - macrobiotic-inspired nutrition elevated to genuinely gourmet standards.
What they do: A multidisciplinary team of physicians, nutritionists and therapists builds each guest a fully personalised health plan, using advanced diagnostics including next-generation biomarkers and a 3D body scan.
What makes it unique: SHA's dedicated cognitive department uses brain mapping and neurofeedback to help executives manage stress and sharpen mental focus.
Starting price: Retreats from around €5,000 (£4,200) for a four-day Rebalance programme, excluding accommodation.
SHA WELLNESS CLINIC – ALICANTE, SPAIN
LANSERHOF SYLT – SYLT, GERMANY
One of the newest additions to the legendary Lanserhof portfolio, this striking property on the North Sea island of Sylt offers a futuristic take on the traditional Mayr Cure.
PALACE MERANO – MERANO, ITALY
Set in a historic Belle Époque building in the South Tyrolean mountains, Palace Merano is a long-standing favourite among Europe’s health-conscious elite seeking a classic, rigorous detox.
What they do: The Revital Method targets toxin elimination and metabolic efficiency through energetic massage, hydro-mud therapy and a structured detox diet overseen by in-house physicians.
What makes it unique: Its “energetic medicine” approach uses bio-energetic check-ups to measure the body’s energy levels and identify blockages before they manifest as physical illness — a genuinely distinctive diagnostic lens.
Starting price: Six-day programmes from approximately €3,500 (£2,950), plus accommodation.
On the pristine shores of Lake Lucerne with Mount Rigi as its backdrop, Chenot Palace Weggis is the showpiece of Henri Chenot’s 50-year method - a marriage of traditional Chinese medicine and cutting-edge Western science, and a multiple-time winner of the World’s Best Detox Programme award.
What they do: The LANS Med Concept places digestive health at the foundation of all wellbeing. Expect a rigorous detox process encompassing fasting, abdominal treatments and bespoke physical therapy, all guided by resident physicians.
What makes it unique: The architecture is part of the healing - the thatched roof one of the largest in Europe, and the interiors are deliberately ‘medically quiet’, minimising sensory input to allow the nervous system to fully reset.
Starting price: A week-long stay from approximately €7,000 (£5,900), inclusive of the basic medical package.
For those who want medical rigour alongside Michelinstarred dining and world-class golf, Bad Ragaz delivers without compromise.
What they do: The resort’s Medical Health Centre offers everything from executive cardiovascular screening to sports medicine and longevity programmes. At the heart of the experience is the ‘blue gold’; thermal healing waters that flow directly into the hotel’s pools.
What makes it unique: It achieves the rare balance of genuine clinical excellence within a full lifestyle resort. A thorough cardiac assessment in the morning; a wine tasting by evening.
Starting price: Health packages from CHF 5,300 (£4,700) for a three-night medical check-up.
What they do: Guests follow a precisely calibrated low-calorie plan, while a daily schedule of cryotherapy, ozone
IV therapy, lymphatic drainage, and photobiomodulation works at a cellular level. A Molecular Lab on site conducts advanced genomic and epigenetic testing to inform every stage of
treatment.
What makes it unique: The depth of its scientific protocols, combined with exceptionally designed rooms built around sleep science, including full electrosmog switching, sets it apart from any comparable retreat.
Starting price: Programmes from CHF 6,000 (£5,700) for seven nights, excluding accommodation.
GRAND RESORT BAD RAGAZ BAD RAGAZ, SWITZERLAND
CHENOT PALACE WEGGIS – LAKE LUCERNE, SWITZERLAND
Bentley Flying Spur Speed
❛❛ The Spur is essentially designed for the owner in the back, sitting in luxury whilst the chauffeur wafts you to your destination ❜❜
By Maarten Hoffmann, Platinum Motoring Editor
This is the fastest four-door model ever produced by the Crewe-based manufacturer, with a whopping 782bhp that hauls it to 62mph in 3.3 seconds and up to 177mph at the top end, with the e-motor filling in for the turbo lag. That’s not outrageous for a high-end supercar, but to do it in the extreme comfort and luxury of a 2.7-tonne Bentley is extraordinary.
So here we have the 2026 Speed model as a nod to those heady days, but they have not faded into the distant past; in 2023, Bentley returned to Le Mans and repeated this impressive feat, with a win and the fastest lap. In the city of Le Mans, a street has been named in their honour - Rue des Bentley Boys - no greater accolade in the toughest of all motor races.
The Flying Spur on my driveway is substantially a new car. Brand-new is the hugely powerful V8 hybrid drivetrain, the electrical architecture, and the suspension, which has been recalibrated with new dampers. Those things are shared with its sister cars, the Mk4 Continental GT and GTC.
Of course, the Spur is essentially designed for the owner in the back, sitting in luxury whilst the chauffeur wafts you to your destination with the old nose heavy W12 but with that huge monster engine gone, most of the chauffeuring duties have switched to the Bentayga and l for one, would not allow my driver to have all the fun and would make him redundant.
This new model gets a 600 bhp V8 and a 190 bhp electric motor, driving through the eight-speed DCT transmission, for a very healthy 782 bhp. It is a truly brilliant powertrain, and the sensual roar of the V8 is visceral in the extreme; you can also cruise in utter silence for 47 miles in electric mode, which, for such a car, feels surreal indeed.
The chassis features four-wheel steering and an optional 48-volt electric system that manages an active anti-roll bar. The four-wheel-drive system is more rear-biased, and the gearbox is
❛❛ The craftsmanship of the team in Crewe cannot be overstated – everything is solid, bolted tight and with some of the very best materials available. ❜❜
W.O. Bentley founded this unique company in 1919, and motorsports models have been at its heart since 1923, when the first Bentley prototype entered the Le Mans 24 Hours race and set a new lap record in the Bentley 3-litre. This marked the beginning of a glorious decade where they would come to dominate.
❛❛ In the city of Le Mans, a street has been named in their honour – Rue des Bentley Boys ❜❜
an eight-speed with twin clutches. An e-diff sits between the rear driveshafts for a measure of torque vectoring. The grip, poise and security are unimpeachable. The balance is terrific: stable on turn-in, little understeer, and with a mild dose of rear-drive sensibility on the way out of a bend.
Inside, the interior furniture is magnificent, with everything beautifully wrapped in luxurious leather and handcrafted veneers, and your feet buried in deep-pile carpets. There are some toys to fiddle with; some are extras, such as mood lighting, fridge, rear-seat entertainment, and the massive Naim stereo; others are standard, such as 14-way electric, heated and cooled, massage chairs all round, detachable touchscreen remote control, and more.
The detachable remote control is great if the ‘boss’ in the back wants control of the sounds, but don’t let your kids know it’s there, or, like me, you will end up with your serene drive being disrupted by the latest crap they call music. I eventually got very tired of this, removed the batteries and claimed it was broken. Sorry, Bentley, but enough is enough.
The craftsmanship of the team in Crewe cannot be overstated – everything is solid, bolted tight and with some of the very best materials available, they have done a supreme job of making you feel well, just very special.
I covered 740 miles in it, which is long
Two current Bentley racing cars
In 1930, the Speed moniker was born, and two 6.5-litre Speed models took first and second in the race driven by the infamous Bentley Boys.
FROM THE ARCHIVES...
The Le Mans-winning 1923 Bentley 3-litre
enough to get a real feel for the car and its wonderful that the first inch or so of the accelerator travel allows a very
❛❛ Under your right foot sits a volcano just biding its time. ❜❜
smooth ‘waft’ and you wonder what all the fuss is about. But of course, under your right foot sits a volcano just biding its time.
Switch from Comfort or EV mode to Sport, and the exhaust truly announces itself with a burbling snarl, letting you know it’s on duty and ready to go. Well, it would be rude not to, so I then buried my foot into the Axminster and was instantly thrown back into the seat as the foliage on each side of the car went into a type of hyperdrive, blurring into a constant stream of green as the miles vanished.
There’s no hanging on for dear life, just an acute awareness that, whilst cosseted in the world’s finest leather, twice the legal speed limit was coming up fast with no indication it was running out of steam. Apart from the roar, there was no indication in the cabin either - just serene calm.
The complex system of electricity, clutches, gears and turbos all act in terrific harmony. So this is a powertrain brilliant for urban pottering, mountain-pass blasting, motorway cruising and everything in between.
The rest of the Flying Spur’s driving experience is downright impressive, and the 48-volt electrics and new, improved adaptive dampers are the making of it. The active anti-roll technology works more naturally here than in any other car I’ve tried it in – permitting soft springs without the penalty of excessive body
roll – and, combined with the four-wheel steering, it helps the car feel lighter, more agile and more manageable than anything nudging 2,700kg has any right to.
For a two-door, then the Continental GT is as superb, but if the four-door version is what you want, there are very few cars that will beat the Flying Spur.
TECH STUFF:
Model tested: Bentley Flying Spur Speed
Engine: 4.0-litre, twin turbo V8
Hybrid
Power: 782bhp
Speed: 0-62 - 3.3 seconds
Top: 177 mph
Economy: 26.4 mpg combined
Electric range: 47 miles
Price from: £239,000
Price as tested: £298,415
Why private registrations
There was a time when a registration plate was little more than an administrative necessity — a coded sequence assigned for taxation, identification and compliance. Today, for many UK motorists, it carries a different weight. It signals personality, ambition, humour, nostalgia or heritage. It can outlast the vehicle it is fixed to. In some cases, it becomes more recognisable than the car itself and is often worth more than the car it is affixed to.
Private registrations sit at a curious intersection of bureaucracy and self-expression. They are regulated, standardised and tightly formatted. Yet within those parameters, drivers find space to project identity.
In a motoring culture increasingly shaped by social media, digital presence and aesthetic detail, the registration plate has evolved into something far more symbolic than its designers likely imagined.
THE CAR AS AN EXTENSION OF SELF
Automotive identity has always run deeper than transport. From the mods and rockers of the 1960s to today’s EV early adopters, vehicles reflect tribes, tastes and lifestyles. Alloy wheels, paint finishes, window tints and interior trims all contribute to a curated image. A private registration operates in the same emotional space.
Psychologically, it serves as a personal signature. For some, that means initials. For others, a nickname, a business name, or a subtle in-joke. Unlike other
❛❛ In an age when digital usernames and social handles are carefully chosen, it is unsurprising that drivers apply a similar approach ❜❜
modifications, however, a registration is transferable. It is not bound to one make or model. It follows the owner rather than the machine. That portability strengthens its role as an identity marker rather than a vehicle accessory.
In an age when digital usernames and social handles are carefully chosen, it is unsurprising that drivers apply a similar approach to their physical presence on the road.
STATUS, SUBTLETY AND SIGNALLING
Private registrations have often been associated with status. High-value plates make headlines, reinforcing the idea that certain combinations represent prestige. Yet the majority of per-
matter to drivers
sonalised registrations are far more understated.
For many drivers, the appeal is not extravagance but distinctiveness. A plate that feels tailored rather than randomly assigned can make even a modest hatchback feel uniquely owned. It communicates attention to detail. It suggests intention.
Interestingly, the meaning of a plate is often invisible to strangers. A sequence might only resonate with close friends or family. That quiet personal significance contrasts with more overt automotive displays such as performance upgrades or cosmetic modifications. In that sense, the plate becomes a dis -
creet layer of identity rather than a loud declaration.
SOCIAL MEDIA AND THE RISE OF VISIBLE IDENTITY
The influence of Instagram, TikTok and automotive YouTube channels has reshaped how drivers present their cars. Photography, rolling shots and static meet elevate aesthetic consistency. A personalised registration becomes part of the visual composition.
Car culture online thrives on recognisability. A distinctive plate can function almost like branding, making a vehicle instantly identifiable across posts and events. For content creators and enthusiasts alike, that continuity matters.
At the same time, digital exposure has heightened awareness of legality and compliance. Altered spacing, stylised fonts and misrepresented characters have drawn scrutiny. The modern driver is more conscious that expression must sit within clear regulatory lines.
REGULATION MEETS INDIVIDUALITY
UK registration standards are among the most structured in Europe. Font, spacing, reflectivity and material specifications are tightly defined. This framework ensures readability and clarity for law enforcement, but it also creates an intriguing design challenge: how to be individual within strict limits.
dustry, ensuring that whatever identity a driver selects is represented in a compliant, high-quality format.
That distinction is important. The registration itself carries the personal meaning; the physical plate is the regulated medium through which it is displayed. The craft lies in balancing durability, visibility and adherence to specification without diluting the owner’s sense of ownership.
Generational Shifts In Personalisation
Younger motorists approach personalisation differently from previous generations. Where once modifications centred on mechanical performance, today’s culture often prioritises aesthetics and brand coherence. Electric vehicles, in particular, have shifted the focus from engine tuning to visual and experiential elements.
A personalised registration complements this trend. It requires no mechanical alteration. It does not affect the warranty or emissions. Yet it adds individuality in a way that is immediately visible.
❛❛ The influence of Instagram, TikTok and automotive YouTube channels has reshaped how drivers present their cars. ❜❜
Manufacturers operating in this space focus not on altering the identity of the registration itself, but on producing plates that meet current British Standards while preserving the integrity of the chosen combination. Companies such as Number 1 Plates, for example, sit on the manufacturing side of the in -
For older drivers, plates may carry legacy value. A registration purchased decades ago can become part of family history, passed down or retained across successive vehicles. In this sense, it becomes less about trend and more about continuity.
THE ECONOMICS OF IDENTITY
Private registrations occupy a fascinating economic niche. Some combinations are traded
£608,600
£518,480
£502,000
£500,000
£472,000
£440,000
£404,000
£285,000 £240,000
P7
£212,000
as investments, others acquired purely for sentimental reasons.
across different vehicles and stages of life.
£24.5m (USA)
But even at modest price points, the underlying motivation often transcends cost.
£15m (Dubai)
❛❛ It is easy to caricature private registrations as vanity purchases. In reality, many carry deeply personal stories. ❜❜
AA8 AA9 2 9
CELEBRITY PLATES
£9.5m (Dubai
£7.5m (Dubai
£6.3m (UAE)
Drivers routinely spend significant sums on paint protection, detailing, upgraded infotainment systems or bespoke interiors. Against that backdrop, a personalised registration can represent a relatively restrained way to shape identity.
In that way, the registration becomes less about public perception and more about private narrative.
CONCLUSION:
£2.8m (UAE)
Paul Daniels
Nicky Clarke
Yet the financial aspect is rarely the whole story. Unlike cosmetic upgrades that depreciate with the vehicle, a registration can retain relevance independently of the car’s lifecycle. That separation reinforces its role as a personal asset rather than a consumable accessory.
IDENTITY IN THE DETAILS
Private registrations endure because they tap into a fundamental aspect of car ownership. They transform a state-issued code into a personal emblem. They bridge regulation and expression. They outlast the vehicles they adorn.
Amir Khan
Sir David Beckham
BEYOND VANITY: EMOTIONAL ATTACHMENT
Sir Lewis Hamilton
Lord Alan Sugar
Sir Elton
John
It is easy to caricature private registrations as vanity purchases. In reality, many carry deeply personal stories. Dates of significance, memorial references or long-held nicknames often sit behind seemingly simple letter combinations.
In the broader landscape of UK car culture, they represent a small but telling detail — one that reveals how drivers view themselves and how they wish to be seen. Not every motorist chooses to personalise their registration. But for those who do, the decision is rarely accidental.
Chris Eubank
Simon Cowell
Cars themselves frequently become repositories of memory — road trips, first jobs, family milestones. A personalised plate can anchor those experiences
In the end, a private registration is not merely about letters and numbers. It is about identity carried forward, mile after mile, regardless of what sits beneath it.
www.number1plates.co.uk
Now available to test drive at smart of Epsom.
Sometimes a trip is about the journey, sometimes the destination. Who you’re bringing, what you’re packing, where you’re headed: every day is different. So you need a car as flexible as you are.
With a maximum range of 273 miles for the #1 (WLTP)* and 283 miles for the #3 (WLTP)** and with a less-than-30-minute charging time^, you’ll always be quickly and confidently on your way back home, or off to your next adventure.
INTERNATIONAL WOMEN’S DAY 26
INTERNATIONAL WOMEN’S DAY
• The power of intention
• Give to Gain philanthropy
• Billie Jean King
• Survey - what does IWD mean to you?
The Dynamic Awards Finalists announced
Girl Torque
The Ford Explorer
DYNAMIC COLUMNISTS
Alex Bailey The Bridge Generation Pippa Moyle We all need help to grow
Laura Hearn Why it matters to matter
Natalie Montagnani
What do you want to be known for?
The ADHD iceberg
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 Exploring the ‘Bridge Generation’
10 The Laura Hearn Column
Why it matters to matter
14 The City Girl Column
Pippa Moyle explains the benefits of attending the Help To Grow course
16 The Natalie Montagnani Column
What do you want to be known for? Events
34 Dynamic Awards 2026
The judges have been busy, and announced this year’s finalists
Wellbeing
44 Abby Maclachlan
Community over competition: the future of well being and fitness
48 Dr Samantha Hiew
The ADHD iceberg
PLATINUM MEDIA GROUP
COVER
STORY
INTERNATIONAL
WOMEN’S DAY 2026: GIVE TO GAIN
Dynamic has 15 pages of stories, views and inspiration regarding the international celebreation of women
50 Gudiya Dagur Patel
The power of selective outrage Features
6 Kreston Reeves
Want to grow your business? Challenge the familiar
INTERNATIONAL
WOMEN’S DAY 2026
18 Throwback hero: Billie Jean King
20 Give to Gain: The women shaping a new era of philanthropy
24 Methods of incorporating Give to Gain into your business
26 Charities where you can give for women’s advancement
28 What does International Women’s Day mean to you?
Dynamic asked local female business leaders for their thoughts on IWD
36 Women, leadership and the power of intent
Dynamic looks at Grant Thornton’s latest figures on the role of women in business
The spirit of hope, inner strength, enthusiasm and persistent determination are the pillars for any success.”
Lailah Gifty Akita Ghanaian philanthropist, and founder of Smart Youth Volunteers Foundation.
Further Reading
46 Dr. Poornima Luthra
Why fear is the real reason DEI is stalling
Art
52 Art ‘Lfe is a Stage’ – Kellie Miller on the works of Emma Forrester
Travel
54 The micro-retirement revolution
How taking four to six weeks off can re-charge you in your work
Girl Torque
56 The Ford Explorer EV
Fiona Shafer, MD of MDHUB road tests Ford latest EV offering
What’s On
58 A brief snapshot of what’s on in Sussex and Surrey
EDITOR’S NOTE
March is a wonderful month of celebration for us at Platinum Media. On March 8th, we mark International Women’s Day, and on March 26th, we host the Dynamic Awards. Both represent progress, recognition and momentum.
This year’s International Women’s Day theme, Give to Gain, feels particularly relevant. In business, in leadership and in life, the women who move forward are often the ones who understand this instinctively. They share knowledge. They mentor. They invest. They open doors. And in doing so, they strengthen not just others but themselves also.
Inside this issue, you’ll find stories that reflect that exchange. Women redefining philanthropy. Leaders questioning what they want to be known for. Founders reshaping their businesses after disruption. Conversations about bias, visibility and growth. None of it abstract. All of it practical.
Later this month, at the Dynamic Awards, we will celebrate women who are building serious businesses, leading teams and creating impact while doing so against a backdrop of challenge. The awards are always a highlight – not only because it’s a brilliant night out but also because it’s a chance to pause and recognise just how much this community is achieving. What strikes me each year is the incredible grit, the willingness to keep going, building, step by step, together.
As you read this issue, I encourage you to think about where you are choosing to give – your time, your energy, your support and what that might unlock, for you and for others.
Progress rarely happens by chance. It happens when people decide to step forward.
HEAD OF DESIGN / SUB EDITOR: Alan Wares alan@platinummediagroup.co.uk
FIRST-EVER FEMALE CABINET SECRETARY APPOINTED
Sir Keir Starmer, the prime minister, has appointed Dame Antonia Romeo as cabinet secretary and head of the civil service. Romeo, who is currently the permanent secretary of the Home Office, will become the first woman to hold the UK’s most senior service role in its 110-year history.
She was previously subject to bullying allegations from her time as UK consul-general in New York, but the Cabinet Office dismissed the claims at the time “on the basis there was no case to answer”. She succeeds Sir Chris Wormald, who left the position after a 14-month tenure.
TOP WOMEN’S FOOTBALL CLUBS CONTINUE TO GROW
In its 29th edition, the Deloitte Football Money League has profiled 15 of the top revenuegenerating women’s clubs in some of football’s leading international markets.
The growth trajectory of women’s football has continued, with the women’s clubs analysed on average generating revenues in excess of €10m for the first time. The cumulative revenue generated by the 15 top
revenue-generating women’s clubs included in its report reached €158m during the 2024/25 season. This represents an increase of 35% compared with last year’s top 15, mirroring exactly the previous season’s growth rate. The composition of this year’s top 15 remains largely consistent with the 2025 edition. Women’s Super League (‘WSL’) clubs continue to dominate the rankings, with the same eight representatives as last year.
UK BUSINESSES HIT GENDER BOARDROOM TARGETS
Most of the UK’s biggest businesses have hit targets for gender representation in their boardroom, but fall short when it comes to women leaders who face greater scrutiny and unconscious bias, according to a
Government-backed report.
Data from the FTSE Women Leaders Review shows that women held 43% of board positions on FTSE 350 companies in 2025. It marks a significant leap towards gender balance in the
boardrooms of the UK’s biggest listed companies, from the 9.5% recorded when the review began 15 years ago. Nevertheless, the proportion is roughly the same as in 2024.
UPFRONT
THE LATEST BULLETINS FROM AROUND THE WORLD
“AGE
IS NO BARRIER,” CLAIMS APPRENTICE CONTENDER
At 46, Andrea Cooper is the oldest candidate by over a decade on the latest series of The Apprentice. She is one of a group of women defying the stereotype of Gen Z start-up entrepreneurs. “I’ve got a wealth of life experience,” Cooper said. “You develop all those personal skills as you get older. There are things a younger person might get really upset about, but I just think, ‘actually nobody’s died’.”
A survey by small business support organisation Enterprise Nation suggested Yorkshire and the Humber boasted the “strongest entrepreneurial intent”.
It found that 45% of those surveyed planned to start a business in the coming year, and that 41% of female founders in the region were aged between 45 and 55.
SANTANDER INVITES WOMEN TO MENTORING PROGRAMME IN CI
Santander International is inviting female founders and business owners in Jersey to take part in the popular annual mentoring programme running from April through to November.
Since its launch in 2019, the Santander Women Business Leaders’ Mentoring Programme (WBL) has supported nearly 1200 female entrepreneurs and business owners across the UK and Crown Dependencies, developing leadership skills at all stages of their business journey.
The Programme is in partnership with Moving Ahead, a specialist award-winning mentoring and development organisation which connects mentees to experienced business owners, or leaders with corporate experience, for 1:1 sessions alongside virtual masterclasses from inspirational role modelsand speakers.
SECOND-CITY WOMEN’S TEAM ACQUIRED BY INVESTORS
THE RISE
Birmingham City’s owners have completed the purchase of the women’s team, with England legend Karen Carney part of several independent investors involved in the deal. Shelby Companies Ltd (SCL) is a subsidiary of Knighthead Capital Management - an investment firm co-founded by Birmingham City chairman Tom Wagner. It bought a controlling share of the
REPORT:
A COMPREHENSIVE LOOK AT FEMALE BUSINESS IN THE
UK
Championship club in July 2023, before increasing its stake to a full takeover in November 2025, acquiring a 97% stake in the women’s side. The remaining 3% has been taken up by a group of “prominent female business leaders and global professional sporting icons” including 144-cap Carney and three-time US Open tennis champion Kim Clijsters.
Early March marked the release of The Rise Report, a report built around a new nationwide study commissioned by one of the UK’s biggest communities of female founders, Female Founders Rise, in partnership with Barclays.
The Rise Report is one of the largest grassroots studies of its kind, with findings that capture the detailed views, stories and experiences of 2,225 UK-based female founders – who collectively generate approximately £1 billion in annual turnover.Its findings are both fascinating and wide-ranging. And, while the journey of every founder is unique, one message comes through loud and clear - when women are backed with the right networks, support and opportunities, their businesses don’t just survive - they thrive.
Almost half of female founders say funding challenges are their primary obstacle, with 78% finding grants bureaucratic and time-consuming to access, and 73% frustrated by business loans, venture capital, and angel investment.
Other findings in the report showed that around a third said public funding applications are overly complex, while one in 10 cited negative investor behaviour, including dismissive attitudes, ghosting and power imbalances.
The study follows a 2025 report by the Women and Equalities Committee, which warned that female entrepreneurs remain significantly under-resourced.
“I am thankful for my struggle because, without it, I wouldn’t have stumbled across my strength.”
- Alex Elle Author, wellness educator & podcast host
ONGOING PROBLEMS WITH FEMALE INVESTMENT
Additional to the Rise Report, International Women’s Day on March 8th brings renewed attention to the fact that womenled businesses receive significantly less funding than maleled counterparts. Their ventures are transforming industries, creating jobs and reshaping what leadership looks like. But behind those success stories, an endemic disparity remains between male and female founders.
As things stand, women entrepreneurs receive only a fraction of the support and funding available to their male counterparts. In 2024, all-female founder teams secured only 2% of equity investment in the UK, with 80% going to all-male teams. Addressing the gender gap in entrepreneurship goes far beyond merely promoting equality – it’s essential for driving greater innovation and growth for the whole economy. If women started and scaled businesses at the same rate as men, it would deliver a potential £250bn boost to the UK economy.
GOVT TO INTERVENE IN VC INVESTMENTS IN WOMEN
The Government has said it is not ruling out interventions in the future if the level of venture capital investment in female entrepreneurs shows no sign of improvement,’ Ministers have said in response to the Women and Equalities Committee’s (WEC) report on Female entrepreneurship.
MPs identified access to finance for female founders as a crucial issue. In its report published last October ahead of the Budget, WEC said it did not support mandating gender quotas on investment committees at this stage, as recommended measures to improve transparency and increase incentives to change behaviour in the venture capital sector should be given time to take effect.
“It is never too late to be what you might have been.”
- George Eliot
The Government rejected the Committee’s recommendations, citing concerns over complexity and regulatory burden – arguments which were challenged during the Committee’s inquiry.
By Alison Jones, Partner, Kreston Reeves
Want to grow your business? CHALLENGE THE FAMILIAR
Ican understand if right now growth is not your top priority, as many of you are in survival mode. However, a growth strategy is even more important in the current economic climate. But if you feel like you spend all day, every day, firefighting within your business, it will be much harder to step back, see the bigger picture, and identify where growth opportunities will come from.
Businesses have shown extraordinary resilience in recent years, and the ability to adapt is a defining characteristic of those that enjoy continued growth and success. There are, however, some steps I would encourage you to take now to help you get back on track, stay focused, and stay enthusiastic about success.
change to enable a growth mindset, shape a clear strategy and build a team capable of delivering it.
“Businesses have shown extraordinary resilience in recent years, and the ability to adapt is a defining characteristic of those that enjoy continued growth and success.”
Adaptability comes from a willingness to change, and businesses that will achieve growth this year will have been asking themselves key questions such as:
• What can we improve for our clients and customers?
• What can we improve for our people?
• What can we do to improve the planet and our communities?
• How can we cover all of the unexpected additional costs
• How can we protect or increase our profits?
These questions are not just tactical; they are at the heart of the identity and purpose of your business, why it exists, and what differentiates it from the competition. They help you understand the impact you want it to make and the legacy you want to build and leave. Once you have a clear purpose, then decision-making becomes more focused, teams stay more motivated, and growth becomes more achievable and sustainable.
If you can’t clearly identify your purpose or why your business exists, it’s time to take a step back. Something needs to
Our purpose, for example, is to guide clients, colleagues, and communities to a brighter future through trusted advice, support, and guidance, helping them achieve their goals. This is our primary focus every day.
It can sometimes be useful for businesses without senior management to outsource some of these functions to specialist advisers, consultants, or Non-Executive Directors, enabling them to draw on their expertise and allocate specific responsibilities to identify and deliver growth opportunities. You don’t need to carry the responsibility of doing everything yourself.
“For those of you facing greater challenges due to factors beyond your control, additional advice and support may be needed”
With the right expertise in place, a business can explore how growth can be unlocked through:
• Measuring systems and data, and how they can be used to understand your whole business.
• Incentivising your employees to improve productivity and how you can develop people to take on their next role within the business.
• Reducing waste – whether that be time, resources or cash.
• Building loyalty and advocacy through customer and client service.
• Identifying opportunities to expand markets nationally and internationally.
• Reviewing staff resourcing – full or part-time employees, subcontractors, outsourcing key functions or offshoring.
• Review where technology, especially AI, can be used to support growth, including around your sales systems and customer experience.
• Overall review of budgets and spending to protect and hopefully improve the bottom line.
For those of you facing greater challenges due to factors beyond your control, additional advice and support may be needed to help you navigate through these turbulent times. They could also help you diversify and find new markets or help you exit the business. Taking early advice gives you more options to consider.
ON THE HORIZON
Surprisingly, a lot of business owners I’ve met recently have yet to consider what the changes to Business Property relief might look like for them and their business interests. Given the changes that come into force from April 6th, this shouldn’t be forgotten.
There is a thought that if there is a change in government at the next election, then things might change again, which is, of course, true. But there is
Finally, a mention for International Women’s Day, which takes place on Sunday, March 8th. This year’s theme is Give to Gain.
We can all do our bit to help all women in business, not just on one day of the year but on every day of the year. Whether that is giving some support or mentoring, using their services or buying their products, taking time to review their business or thanking them. We all have something to contribute – and even more to gain every day of the year.
I look forward to being a part of International Women’s Day once again this year, and I encourage you to look out for opportunities to Give to Gain over the next year.
also a risk that this won’t be reversed, and so you should always consider plans for your business under current rules.
We are always very happy to have an informal chat to talk about your future plans and how changes to tax rules might affect them.
Kreston Reeves works alongside clients to understand their goals and help them achieve their ambitions. Please contact Alison Jones, Partner:
We are delighted to have Co-Founder, with 20+ years organisational change. delivering impactful programmes
THE BRIDGE
By Alex Bailey
In the rush to crown AI gurus as the future of business, we’re overlooking the most powerful competitive advantage in the room: the leaders who have lived through three decades of disruption and are still standing. The analogue natives who have lived through digital acceleration and now the age of AI. We are the Bridge Generation, fluent in both worlds.
Much of today’s narrative celebrates digital-fi rst skills, automation, pace and efficiency on scales we’ve never seen before. The assumption is that competitive advantage belongs to those who are quickest off the blocks.
But the real sweet spot is where digital fluency meets analogue human experience. Where Artificial Intelligence and Human Intelligence combine, not just for digital-fi rst speed, but to create more human-fi rst depth.
I often talk about human intelligence and the importance of being human on purpose, regardless of demographics. Yet it’s only recently dawned on me that, while many in my cohort speak about our age, wisdom, or era as something to apologise for or reinvent away from, it is, in fact, our greatest strategic advantage.
We have lived through the 2008/2009 economic crisis, navigated Brexit, led through a global pandemic and the years of turbulence that followed. We have supported the rise of mental health awareness at work and rapidly developed leadership skills grounded in listening, empathy and emotional data.
“While many in my cohort speak about our age, wisdom, or era as something to apologise for or reinvent away from, it is, in fact, our greatest strategic advantage.”
Th is lived experience gives us a truth-sense, an ability to understand what is real, what matters and what sits at the soul of an organisation. No amount of content or digital training can replicate that. It’s the human intelligence of noticing burnout before someone sees it in themselves, or sensing cultural drift long before it appears in a dashboard.
We can feed symptoms into an AI assistant, but it cannot interpret what we can feel.
A digital-fi rst response is fast, but often transactional. It doesn’t understand the power of the pause, the unplanned corridor conversation, or the walk-and-talk that help people make sense of complexity. These moments aren’t inefficiencies; they are the connective tissue of leadership.
Our mid-career cohort brings advantages that are increasingly rare and increasingly essential, ten of which I’ll highlight here, but I suspect there are many more:
1. Pattern memory: We’ve lived through cycles of disruption,
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.
BRIDGE GENERATION
recession and reinvention, and we recognise the early signals.
2. Contextual judgement: We know what is noise and what is the underlying issue that truly needs attention.
3. Emotional radar: We can sense when someone is not okay, when a team is losing hope, or when a strategy is misaligned with culture.
4. Relational capital: Decades of trust, reputation and influence built on consistency, not visibility.
5. Legacy mindset: A shift from climbing the ladder to creating impact, bringing others in for their benefit, not for efficiency.
6. Translation capability: The ability to cut through
complexity, see the core message and integrate diverse perspectives into a workable solution.
7. Intergenerational mentorship: Mentoring upwards on AI risk, ethics and culture, and mentoring downwards on emotional intelligence and resilience.
8. Systems thinking: Building structures and practices that endure, not just delivering outputs.
9. Psychological flexibility: Having adapted through huge transitions, we understand consequences and can make decisions with weight and wisdom.
10. Digital fluency with historical context: We learned digital as it evolved, understanding not just what it does, but what it replaces.
What I love about the businesswomen I surround myself with is their ability to practise the human abilities that AI cannot replicate. A year ago, I wrote about “winning as a process” and celebrated those who boldly lead with their age and experience rather than apologising for it.
I see that even more clearly now. The women in my world are seizing the moment, recognising the positive influence that age brings, and carrying it confidently into the age of AI. But we can’t slow down or take our eye off the ball. AI is advancing at an ever-increasing pace, and that means we need to remain aware of and able to use our bridge capability continuously.
The next step is to openly claim our strategic relevance. To lead as the Bridge Generation. To integrate the artificial and the human with intention. To protect the meaning as machines accelerate work.
Alex Bailey styled by Gresham Blake
Laura Hearn is a former BBC journalist, now storytelling consultant and founder of Flip It - a podcast and platform helping people and businesses use storytelling as a tool for clarity, connection and change. This month, for Dynamic, Laura points out why it really matters to matter –to yourself and everyone else
“When the external environment feels unstable, our need for significance grows stronger. Change unsettles identity. It makes us question where we fit and whether we are still needed.”
Why it matters especially in
By Laura Hearn
It’s 1pm on a Saturday afternoon, and the blue sky has finally returned to the Sussex hills. After what feels like an eternity of grey, it has never been more welcome.
Yet when I sat down to write, I found myself thinking about an unexpected encounter earlier this week. It was a routine hospital appointment, and I was one of the nurse’s last patients of the day. She had likely seen 20 people before me, tired and ready to finish. And yet, for ten minutes, she made me feel as if I were her first.
She listened without rushing. She showed compassion and genuine interest. We laughed. We swapped stories. At the end, she gave me an almighty hug. I left feeling so uplifted that I went straight to reception to tell her colleagues how wonderful Juliet was.
Feeling like you matter, and offering that feeling to someone else, is both rare and powerful. It is also a fundamental human need. In times of transition and turbulence, it becomes even more important.
WHEN EVERYTHING IS CHANGING
We are living through relentless change. Technology is advancing. Roles are evolving. Businesses are restructuring. Many of us are reassessing what we want from work and from life.
I have been doing just that. Journaling about what this current chapter of my life means…what it is teaching me and what I want it to look like going forward. And in turn, I have found myself pondering, ‘Do I matter here and to whom? Am I seen? Am I valued? Does what I do make a difference?’
When the external environment feels unstable, our need for significance grows stronger. Change unsettles identity. It makes us question where we fit and whether we are still needed.
MATTERING IS FOUNDATIONAL
Mattering is not about needing or looking for applause or praise, but about knowing that who you are and what you do positively contributes to the lives of others. That your absence would be felt. Inside organisations navigating change, this shows up quickly.
• Where do I fit now?
• Does anyone notice what I bring?
• Does my contribution still count?
matters to matter, in times of transition
If those questions linger unanswered, people disengage. They stop offering ideas. They retreat into tasks. This is where mattering shifts from a human concept to a commercial one.
When people feel that they matter:
• They take ownership.
• They contribute ideas.
• They raise concerns early.
• They care about outcomes, not just outputs.
What differentiates organisations is not process, but engagement. And engagement grows where mattering exists.
WHAT TRANSITION REVEALS
Turbulence exposes fragility. If culture is built purely on performance metrics, pressure drives self-preservation. Collaboration narrows. Creativity shrinks.
Yet when people feel valued beyond their function, the opposite happens. They step forward. They stay committed even when the path is unclear. They invest discretionary effort and remain loyal. The most resilient organisations are the ones where individuals feel valued beyond their function.
LEADERSHIP AS ATTENTION
“Thank you, Juliet, and to every person who chooses, even at the end of a long day, to make someone else feel that they matter.”
Creating a culture where people matter requires active attention. It needs:
• Leaders who listen without interruption.
• Managers who ask, ‘What do you think?’ and are genuinely curious to hear the answer.
• Founders who share the real story, not just the polished version.
• Mattering is built in small but consistent moments. Eye contact. Remembering a detail. Acknowledging effort.
During transition, leaders may not have certainty to offer. But they can offer presence. And presence communicates that you count here.
BEYOND THE WORKPLACE
Transition also happens in our personal lives. Career changes, parenthood, illness, loss. When identity shifts, the need to feel that we still matter becomes deeply personal.If I am no longer defined by this role or stage of life, then who am I?
The people who support us best are those who recognise our worth beyond productivity. They see the human being, not just the output.
WHY IT MATTERS TO MATTER
Standing on the West Sussex hills overlooking the valley where I live, grateful for the return of the sun, I thought again of Juliet. For ten minutes at the end of her day, she offered full attention. She reminded me that we all want to feel seen and significant.
When people know they matter, they navigate uncertainty with greater resilience. They adapt. They rebuild. They write their next chapter with hope rather than fear. We cannot remove change from our lives or organisations. But we can choose how we show up for one another within it.
So, thank you, Juliet, and to every person who chooses, even at the end of a long day, to make someone else feel that they matter.
You can listen to Laura’s podcast, Flip It, wherever you get your podcasts, and you can connect with her at www.flipitglobal.com
ONE THIRD OF CANCERS ARE ‘PREVENTABLE’
A sweeping global study spanning 185 countries suggests over a third of cancer cases stem from modifiable risk factors. Researchers linked 7.1 million diagnoses to behaviours such as smoking, alcohol consumption and preventable infections. Lung, stomach and cervical cancers accounted for a large share of avoidable cases. The World Health Organisation says prevention represents one of the most powerful tools for reducing the global cancer burden, alongside advances in treatment and vaccines.
IN THE RIGHT DIRECTION
AUTOMATION BOOSTS IVF EGG RETRIEVAL
A new automated system developed by US firm AutoIVF could improve egg retrieval during IVF. Traditionally, embryologists manually search follicular fluid under a microscope. The new method automatically scans the fluid, identifying additional eggs that might otherwise be discarded. In trials across four US clinics, extra viable eggs were found in over half of patients. Published in Nature Medicine, the early results are
‘BONDING
promising, though larger studies and regulatory approval are still needed.
BENCHES’ TACKLE PARENTAL ISOLATION
Historic sites across England will introduce “bonding benches” to help new parents connect.
Installed by English Heritage, the benches feature movable signs indicating whether someone is open to conversation or prefers quiet time. The initiative responds to research from the National Childbirth Trust showing widespread loneliness among new parents. Inspired by Zimbabwe’s friendship bench model, the scheme aims to spark small but meaningful connections.
❛
Be the kind of woman that, when your feet hit the floor each morning, the Devil says, ‘Oh crap, she’s up...’ ”
ONLINE ABUSE LAW TARGETS IMAGE TAKEDOWNS
A proposed change to UK crime legislation would require tech companies to remove intimate images shared without consent within 48 hours. The amendment, currently moving through the House of Lords, would mean survivors need to report an image only once, rather than chase multiple platforms.
Prime Minister Sir Keir Starmer said the aim is to end the exhausting “whack-amole” process victims face when content resurfaces. Enforcement could include fines and further penalties, signalling a tougher stance on digital abuse.
STORMZY CHAMPIONS ACCESSIBLE READING
Rapper Stormzy is backing The Reading Agency’s Quick Reads campaign, which partners with bestselling authors to produce short, accessible books priced at just £1. Aimed at new, lapsed and neurodivergent readers, as well as
IRELAND MAKES ARTISTS’ INCOME PERMANENT
Ireland has made its pandemic-era basic income for artists a permanent policy. The €325 weekly payment, launched in 2022, supports over 2,000 creatives and has reportedly generated significant social and economic returns. Backed by the Government of Ireland, the initiative is the first of its kind to become permanent. Recipients say the financial stability enables full-time creative work and greater artistic risk-taking, strengthening Ireland’s cultural landscape.
those with limited time or shorter attention spans, the initiative lowers barriers to reading. This year’s titles will be available in shops nationwide from April, with audiobooks launching for the first time. Half a million copies will also be distributed to UK prisons.
CHILE PROTECTS DARK SKIES
Plans for a major industrial hydrogen project near Chile’s Atacama Desert have been shelved following sustained public opposition. Scientists warned the development would damage some of the world’s clearest night skies, threatening observatories and ecosystems. Campaign group DarkSky International praised the coalition of activists who broadened the debate beyond astronomy to include environmental and cultural concerns — a win for global dark-sky preservation.
COLOMBIA’S FOREST LOSS FALLS AGAIN
Colombia has recorded a 25% year-onyear drop in deforestation, with losses decreasing significantly across the Amazon and other high-risk regions. Data from the Institute of Hydrology, Meteorology and Environmental Studies credits conservation
partnerships and financial incentives such as the Conservar Paga scheme, which pays families to protect forests. Officials say collaboration with local and Indigenous communities has been central to sustaining the downward trend.
❛I didn’t belong as a kid, and that always bothered me. If only I’d known that one day my differentness would be an asset, then my early life would have been much easier.”
Bette Midler
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.
“I’d like to spotlight a national programme that’s had an impact: Help To Grow, locally operated by the University of Brighton”
“I absolutely loved Help To Grow, from learning with and from the other brilliant business, to helpful insights from the professors and invaluable lessons from the case studies. It has helped me refine my marketing and has resulted in palpable growth in my business.”
Lyndsey Clay, Connected Brighton
We all need
By Pippa Moyle
Twenty one years ago, my school rejected my request to do a Business Studies GCSE. I appealed their decision, highlighting the importance of having ‘real world’ education and how I felt it would support me in later life. They still said no. My IQ was too high, and they needed me in more academic subjects.
More specifically, they needed to uphold their reputation as one of the best state schools in the area, with gender equality in academics. My head of year justified the decision by explaining that if I were to do a vocational course, then I would be distracting my brain from developing the academic skills needed in my other subjects.
When I questioned why boys of the same IQ were allowed to study business, it was explained that their brains were “built differently”. Th is was followed by an anecdote about how boys who study business tend to go on to build multimillion-pound businesses, and they can’t hold them back from doing so. The misogyny, the hypocrisy, the madness: it makes my blood boil every time I think about it.
Alas, this was 2005. The conversation around gender equality was in its infancy. The culture of “calling things out” on social media was not a thing. Beyoncé had not yet declared that girls ran the world. The suff ragettes were a mere footnote in our history lessons, ruined by sniggering boys in the back of the classroom.
I dropped my campaign after my head of year shut me down. He’d highlighted how lucky I was to have so many high-earning professions ahead of me; his wife didn’t get any of that at my age. Eleven years later, I became an entrepreneur, and that’s when the anger truly set in.
Where my male counterparts had terms like balance sheets, cash flow, market analysis, and budgeting as part of their natural vocabulary, I was learning on the job and making crucial mistakes they would see as ‘rookie errors’.
I would later discover that many of these brilliant businessmen learned through a whole plethora of school education, conversations at home and selling contraband at school (i.e. cigarettes and Pokémon cards). A multi-faceted education that millions of women in my generation didn’t have growing up. Instead, we were given microaggressions that business was not built for us.
That’s why UK female founders only get 2% of equity funding. It’s also why there’s been a sharp rise in the number of
need some help to grow...
“I’m incredibly proud to be part of Team Dynamic, which is offering totally free places for women on the programme”
female entrepreneurs joining our gang; business education is more accessible than ever before.
It’s here I’d like to spotlight a national programme that’s had a significant impact: Help To Grow, locally operated by the University of Brighton with multiple chapters run by Universities across the country. It’s a 12-week programme for small to medium-sized businesses designed to be completed alongside full-time work and pitched as a ‘mini MBA’.
I’ve witnessed the evolution of several business owners who have been on this course, and have learned a lot from those who have completed it. Conversations have evolved from ‘blue sky thinking’ to strategic action, and many businesses have developed stronger revenue streams as a result. The ripple effect is amazing, as are the testimonials from numerous women who took part.
Colette Whiting of Delta Xero echoes that evolution of self: “Beyond the tools, it was a real confidence boost. It helped me trust my instincts while also giving me the language and evidence to articulate future decisions clearly.”
Then there are the incredible transformational stories, like this one from Bernita Willoughby at the Well At Work Project: “I did the course in 2022/3 after my husband and business partner suffered a large brain clot and stroke in 2021, leaving me with a business where he made up 50% of the turnover to then be absent and our only source of income plus our 2-year-old in the mix. The course helped me navigate reshaping the business to become what it is today, fall in love with business and launch two more since then.”
I’m incredibly proud to be part of Team Dynamic, which is offering free spaces for women on the programme.
It’s programmes like these, campaigns by Small Business Britain, organisations like The Girls’ Network and conversations with local schools about their own initiatives that give me hope for a more equal business landscape. Not everyone wants to build a business, but we should all know that we can.
Claim your Dynamic sponsored place now
If your business employs between five and 249 people you are eligible to join and claim one of the limited sponsored Dynamic places for the next cohort in April, which means no cost to you.
Places are already being booked so sign up now at Help to Grow quoting Dynamic for your sponsored place or email helptogrow@brighton.ac.uk with any questions on the course.
Natalie Montagnani is a Business & Leadership Coach and Mentor for Female Founders and Senior Leaders, championing self-leadership before commercial strategy. As Founder of IGNITE Women in Business, she partners with organisations to cultivate confident, decisive future leaders
WHAT DO YOU WANT TO BE KNOWN FOR?
By Natalie Montagnani
START WITH SELF
International Women’s Day invites us to rally with women and girls around the world, to demand equal rights and equal justice. It encourages women to take up space, to speak up, to be seen.
And a key part of my work with female leaders is helping them to answer a crucial question: What do you want to be known for? Because visibility without clarit y is just noise. Confidence without conviction will exhaust and deplete you. And showing up without alignment leads only to feelings of imposter syndrome.
We are often encouraged to build a profile, raise our visibility and put ourselves out there. However, visibility is easy when you’re deeply connected to what you stand for. It’s painfully hard when you’re not.
THOUGHT LEADERSHIP IS A DECISION
Thought leadership doesn’t start with content. It doesn’t start with LinkedIn posts or keynote stages. And it definitely doesn’t start with what you think will perform well. It starts with self-leadership.
It starts when a woman stops asking, “What should I be saying?” And starts asking, “What do I believe?” This changes everything.
When you’re plugged into something that genuinely matters to you, something shaped by your lived experience, your values, your journey, confidence follows naturally. Then you don’t have to hype yourself up to be visible, and you don’t have to force it.
TRYING ON IDENTITIES IS PART OF THE WORK
Defining your personal brand and thought leadership is a bit like buying new shoes. You need to try on different styles. Different roles. Different versions of yourself. It’s only with some trial and error that you find the perfect pair – the ones that feel made for you.
So many of us are multi-faceted, multi-talented, and we need to decide which parts to highlight. My own journey to clarity has taken years, not weeks. There was no shortcut,
“Visibility is easy when you’re deeply connected to what you stand for. It’s painfully hard when you’re not.”
stop building inside someone else’s framework and start defining your own.
WHEN SUCCESS ISN’T ENOUGH
I built and ran a successful marketing agency for years. On the outside, it looked like an achievement. Growth. Credibility. But when it got to our 16th birthday, I realised that inside, something had shifted.
“Most of us are operating inside invisible boxes we didn’t consciously choose. Self-leadership is the courage to notice the box and step out of it...”
no single conversation, no magic framework that handed me the answer. Instead, it’s been a journey.
I had to listen to myself. I had to notice what energised me and what quietly drained me. I had to unlearn external expectations and tune out other people’s projections.
You have to accept that it may not be perfect at first, that you might one day look back and cringe, that people might judge you and be critical. But as the fabulous Mel Robbins says, “let them.”
THE INNER WORK
You can’t shortcut this process. It’s not something AI can solve in a two-minute chat. It’s not something a boss can define for you. And it’s not something your clients should dictate, no matter how well-intentioned they are. Because discovery is deeply personal. True thought leadership comes from a woman who has done the work to understand herself. Her motivations. Her lived experience. Her why.
But here’s what makes it difficult, especially for women. Most of us are operating inside invisible boxes we didn’t consciously choose; boxes which tell us what success should look like, what kind of leader is acceptable, how to be likeable, agreeable, impressive, but not too bold.
Self-leadership is the courage to notice the box and step out of it, and true thought leadership begins the moment you
What once felt exciting began to feel like a job, like work. And beneath that, there was a deeper longing, not for more success, but for more meaning.
I didn’t want to just apply my skills and expertise anymore. I wanted to use my story, my experience, my deep understanding of what it really takes for women to lead themselves. That realisation didn’t arrive loudly either; it arrived quietly. But then became so persistent, I couldn’t ignore it anymore. And when I finally allowed myself to follow it, everything changed…
AN INVITATION
So, on this International Women’s Day, I want to extend an invitation. Before you ask how to be seen, ask what you want to be known for. Before you push yourself to speak louder, ask whether what you’re saying feels true. And before you chase confidence, check to see whether you’re aligned.
Because when a woman leads herself, when she’s grounded in her values and connected to her purpose, confidence becomes a by-product, visibility becomes natural, and leadership becomes magnetic.
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 our International Women’s Day throwback, we celebrate the global advocate for gender equality and enthusiastic supporter of IWD, the amazing, iconic...
Billie Jean
Former tennis player, Billie Jean King, is one of the most influential figures in sports history. She won 39 Grand Slam titles, including 12 singles, 16 doubles, and 11 mixed doubles, and is an incredible trailblazer for gender equality in sports. She claimed her fi rst singles major win at Wimbledon in 1966, won all three titles – singles, doubles and mixed doubles – in 1972, and sealed a record-breaking 20th Wimbledon title in 1979 in the doubles alongside another tennis great, Martina Navratilova.
Widely respected for her strong advocacy for equality in sport, this former world No. 1 tennis player remains a key role model for women worldwide.
"Happy International Women's Day! Did you know that at the current rate of progress, it will take until 2158 to reach full gender parity, according to the World
Economic Forum?" she said in her IWD social media post. "We can all take steps in our daily lives to positively impact women's advancement."
Billie Jean King outlined a few ways we can all help to accelerate acceptance of everyone's diversity, such as calling out stereotypes, challenging discrimination, questioning bias, and celebrating women's success.
"Each of us is an influencer, and each of us can make a difference," said the former world No.1 tennis player. Billie Jean King's career is fi lled with many remarkable accolades.
Billie Jean King made her Grand Slam debut at the US Championships in 1959 at the age of 15 and won her fi rst major title in the Ladies’ Doubles at Wimbledon with Karen Hantze two years later. She has received significant recognition; opposite are some of her highlights.
King
2019 The Billie Jean King Main Library opened in King’s hometown of Long Beach, California, and ESPN established the Billie Jean King Youth Leadership Award. In the same year, she was announced as Global Ambassador for Federation Cup.
2020 In the same year she was honoured with the release of the Billie Jean King Barbie doll, part of Mattel’s Inspiring Women Series, the competition was renamed in her honour: the Billie Jean King Cup - which is owned by the International Tennis Federation (ITF), the world governing body of tennis.
1967 and again in 1973, Billie Jean King was named Associated Press Female Athlete of the Year.
1971She became the fi rst female athlete to win $100,000 in prize money in a single season.
Founded in 1913, ITF's purpose is to ensure long-term growth and sustainability of the sport, delivering tennis for future generations. Alongside the Davis Cup, the Billie Jean King Cup by Gainbridge, is one of the largest annual international team competitions in tennis.
2021 She received the Laureus Lifetime Achievement Award and the Sports Illustrated Muhammad Ali Legacy Award.
1972 She became the fi rst woman and the fi rst tennis player to be named Sports Illustrated Sportsperson of the Year, and that same year, she won singles, doubles and mixed doubles titles at Wimbledon.
1973
Billie Jean founded the Women's Tennis Association (WTA) and famously defeated Bobby Riggs in the "Battle of the Sexes".
2022 Billie Jean received France’s highest order of merit, the Ordre national de la Légion d’honneur, from President Macron, and was inducted into the United States Olympic & Paralympic Committee Hall of Fame as a special contributor.
1974 She co-founded the Women's Sports Foundation, an educational nonprofit charity focused on women's participation in sports, which has invested over $100 million to help girls and women play, compete, and lead in sports. She also founded the Women's Tennis Association.
1976
Billie Jean King was named Time Magazine's Woman of the Year.
Furthermore, the ongoing work and impact of the Billie Jean King Foundation are remarkable. The entity is a living extension of the purpose-driven life of Billie Jean King, dedicated to creating an equitable future for all through the power of sport, education, and activism. As a grant-making non-profit, it partners with diverse organisations to create a more equitable and inclusive world where everyone has the opportunity to thrive.
1987 She was inducted into the International Tennis Hall of Fame.
The impressive rally of Billie Jean King continues ...
1990 She was listed in Life Magazine's 100 Most Important Americans of the 20th Century.
Th is article originally appeared on internationalwomensday.com
2003Billie Jean received the ITF's Philippe Chatrier Award.
2006 The USTA Billie Jean King National Tennis Center was dedicated in her honour, and in 2009, she was awarded the Presidential Medal of Freedom by President Barack Obama.
2014 She and Ilana Kloss founded the Billie Jean King Leadership Initiative, a non-profit dedicated to addressing the critical issues required to achieve diverse, inclusive leadership in the workforce.
2018 Billie Jean received a Lifetime Achievement Award as part of the prestigious BBC Sports Personality of the Year Awards.
GIVE TO GAIN: Women shaping a new era of
As International Women's Day 2026 embraces the theme 'Give to Gain', we celebrate the extraordinary contributions of UK women redefining what it means to give - from major donors to social innovators who prove that the greatest return on wealth is the progress of others.
The theme for this year's International Women's Day, 'Give to Gain', serves as a powerful reminder that when we invest in the potential of others, the return is measured in the strength of our entire society. In the UK, a formidable
group of women is redefining what it means to lead with a giving mindset. Some write cheques worth millions from their personal fortunes.
Others have built businesses where giving is woven into the corporate fabric. Still others lead foundations, facilitate collective action or use their platforms to advocate for systemic change. What unites them is a commitment to using their resources—whether financial, intellectual or reputational—to create a multiplier effect of opportunity.
philanthropy
Chrissie Rucker OBE represents the entrepreneur who built her business with giving embedded in its DNA. The founder of The White Company, which she started in 1994 with £6,000 in savings after leaving school at 16, Rucker grew her vision into a beloved British brand with an annual turnover of over £300 million. But her success story is incomplete without understanding her commitment to using that platform for social good. Through Chrissie’s White Heart Foundation, established in 2014, and
her role as founding patron of the Change A Girl’s Life campaign at The King’s Trust, she has focused her energy on empowering disadvantaged young women. The White Company donates £10 from every Love Candle sold year-round to The King’s Trust, and £1 from every product sold on International Women’s Day.
Rucker speaks with passion about the young women she supports: ‘These young women arrive at the Prince’s Trust completely broken and, after
they’ve been through the programme, they come out with their confidence restored.’ She acknowledges the disproportionate challenges facing young women today, noting that, “even before Covid-19, young women in the UK were disproportionately disadvantaged compared to young men.” For Rucker, who assumed greater philanthropic responsibility at age 50, the benefit of giving is seeing the restoration of confidence and potential in young women who needed someone to believe in them.
CHRISSIE RUCKER OBE
Women who are philanthropy
J.K. Rowling is perhaps the most famous example of a woman who understands that wealth is a tool rather than a trophy. Having famously dropped off the billionaire list due to the scale of her lifetime donations— estimated at over £200 million—she has often spoken about the moral imperative that comes with an unexpected fortune.
Through her Volant Trust and the international charity Lumos, she
‘You
TNI E RNATIONAL WOMEN’ S D YA
focuses on the most vulnerable: children trapped in the institutional care system and women facing domestic crisis. Rowling’s approach is deeply personal, rooted in her own history of struggle before her literary success. ‘You have a moral responsibility when you’ve been given far more than you need, to do wise things with it and give intelligently,’ she has said. For her, the ‘gain’ is the dismantling of outdated social structures that keep families apart.
have a moral responsibility
when you’ve been
given
far more than you need, to do wise things with it and give intelligently,’
J.K Rowling
Erica Wax has pioneered a distinctly modern approach to philanthropy through collective giving. As co-founder of Impact100 London (now Impact London Collective) in 2020, she transformed how individuals engage with charitable giving by creating a democratic, collaborative model. Members each contribute £1,000, which is pooled to award transformative grants of £100,000 or more to charities supporting marginalised women and girls in London.
With a background in banking at Merrill Lynch and a lifelong passion for empowering young people and women, Wax understands that philanthropy is most powerful when it brings people together. The model she created ensures that 100% of member donations go directly to grant recipients, with all operations run by volunteers. Her approach demonstrates that the benefits of giving extend beyond financial impact; it creates an engaged community of informed philanthropists who learn, connect, and create lasting change together.
ERICA WAX
J.K. ROWLING
SIGRID RAUSING
Sigrid Rausing represents the strategic, human-rightsfocused arm of philanthropy. As the head of the Sigrid Rausing Trust, she has distributed hundreds of millions of pounds since the trust's inception in 1995, making her one of the most influential figures in international human rights funding.
Rausing is a champion of 'core funding', believing that giving should empower organisations to exist and grow on their own terms. She encourages new philanthropists to 'recognise that it's all a work in progress - that what you fund now may be different from what you do in five years’ time, and that evolution and change is an intrinsic part of any work which involves pushing for a change in the status quo.' Her giving is a quiet, steady force that gains its power from the resilience of the activists she funds, ensuring that those on the front lines of justice have the shield of financial security.
“Rausing’s giving is a quiet, steady force that gains its power from the resilience of the activists she funds”
LIVIA FIRTH
TNI
Livia Firth has spent nearly two decades proving that advocacy and entrepreneurship can be powerful vehicles for systemic change. As a co-founder of Eco-Age and a founding board member of The Circle NGO, she has championed women’s rights and sustainable fashion globally.
Through The Circle, founded with Annie Lennox, she leads advocacy work that has reached over 1.4 million people globally, focusing on ending violence against women and securing economic empowerment. Her campaign for a living wage for garment workers challenges the fashion industry to recognise that women’s rights are human rights. Firth argues that solidarity is essential to creating change: she describes how women around the world gather in circles to discuss their challenges, making the community an active participant in individual lives.
“At a time when so much polarity and division exist, our vision for “global feminism” offers people from every walk of life a chance to break down division and join the global community,” she reflects. For Firth, the ‘gain’ from giving is measured in the strength of the global feminist movement and the dismantling of systems that exploit vulnerable women.
ANN GLOAG
Ann Gloag, the co-founder of Stagecoach, has focused her philanthropic energy on global health, particularly through her work with Mercy Ships and her own Freedom From Fistula Foundation. Having started her career as a nurse, Gloag’s giving is an extension of her original vocation of care. Through the Gloag Foundation, she covers all administrative costs, ensuring 100% of donations reach projects in Africa.
“I set up Freedom From Fistula because it is a scandal that in the 21st century women and girls across large parts of the world do not have access to quality maternal healthcare,” she has said. “If this were a man’s problem, it would have been solved by now!” She believes that those with the means to help are essentially ‘holding the keys’ to someone else’s survival, and that unlocking that potential is the greatest privilege wealth can offer.
“For Dame Sarah, the ‘gain’ from giving is measured in the strength of the movements she supports and the structural barriers she helps to dismantle.”
DAME SARA LLEWELLIN
Dame Sara Llewellin represents a different approach to philanthropy - one focused on structural change rather than traditional charity. As CEO of the Barrow Cadbury Trust from 2009 until early 2025, she transformed the centuryold Quaker foundation into a thought leader in social justice philanthropy. With roots in activism, particularly in the domestic violence and equality movements, Llewellin has championed what she calls 'agents of change' philanthropy, using all of the Trust's resources to pursue systemic transformation.
Under her leadership, the Trust pioneered impact investing, launched the UK's first Social Impact Bond and became a founding signatory of the UK Funder Commitment on Climate Change. Made a Dame in 2021 for services to social justice, Llewellin often speaks about the collaborative nature of change-making. 'I am a great believer that awards and honours are symbolic of the achievements of many hands and not of one person alone,' she reflects.
For her, the 'gain' from giving is measured in the strength of the movements she supports and the structural barriers she helps to dismantle.
These seven women embody the 'Give to Gain' spirit in remarkably different ways. Some are major donors who distribute millions from their personal fortunes. Others pioneer new models of collective giving or embed generosity into their businesses. Still others lead through advocacy and the strategic direction of charitable trusts.
Together, they prove that impactful giving takes many
forms—from the cheque book to the boardroom to the barricades. They remind us that the most significant gains are not found on a balance sheet but in the progress of the people we choose to support.
As we celebrate International Women's Day 2026, their example challenges us all to consider: what will we give to gain a better world?
Methods of incorporating Give to Gain into business
Every March, when International Women’s Day (IWD) comes around, it arrives with energy, visibility, and intention. Campaigns are launched. Panels are hosted. Social feeds fi ll with purple. Th is year’s theme, Give to Gain, is both a call to action and a promise: when organisations invest in women - through time, opportunity, and advocacy - everyone benefits.
BUT WHAT HAPPENS AFTER MARCH 8TH?
For many businesses, the challenge isn’t showing up for IWD. It’s sustaining the momentum once the spotlight fades. If Give to Gain is to mean anything beyond a day of celebration, it must translate into consistent, practical action.
Why do they work? Because culture shifts through conversation. A Circle might meet monthly to discuss career development, leadership challenges, or navigating bias. The format encourages participants to share experiences, set goals, and hold one another accountable. Over time, this builds confidence, cross-departmental relationships, and a stronger internal network of advocates.
“The official International Women’s Day website offers ready-to-use, credible resources that help organisations move from awareness to impact”
The good news? The official International Women’s Day website offers ready-to-use, credible resources that help organisations move from awareness to impact - without having to reinvent the wheel.
TURN INSPIRATION INTO ONGOING CONVERSATION
For businesses, the commitment is modest: a meeting space (virtual or physical), scheduled time, and visible leadership endorsement. The return is powerful: engaged employees who feel seen, supported, and equipped to grow.
That’s Give to Gain in practice.
MOVE BEYOND AWARENESS WITH “50 WAYS TO FIGHT BIAS”
Another standout resource highlighted on the IWD platform is 50 Ways to Fight Bias, a free, interactive porgrammeme designed for all employees - not just women.
One of the most practical tools available is the Lean In Circles framework, which is a small, peer-led group that meets regularly to support professional growth, confidence, and accountability. Originating from LeanIn.Org, Circles are structured but flexible, making them easy to adapt within companies of any size.
Also developed by LeanIn.Org, this porgrammeme provides short, research-based activities that help teams recognise and interrupt workplace bias. Each session takes roughly 20 minutes and can be integrated into team meetings or leadership development sessions.
Where you can give
The South East of our country is home to numerous remarkable charities and NGOs that work tirelessly to support women and girls. We wish we could feature them all in this article - each one deserves recognition for their vital work. Here are eight inspiring organisations where your time or financial support can make a tangible difference.
ROUTES
Based in London, Routes runs transformative mentoring programmes connecting professional women with refugee and asylum-seeking women. Their twice-yearly programmes offer 10 mentoring sessions focused on professional development, helping women navigate employment pathways and build confidence in their new communities. Last year, 64% of participants started a new course or job within six months.
How to contribute: Apply to become a mentor through their website (programmes run in spring and autumn with full training provided). Make financial donations to support programme delivery and expand their reach across London.
Operating across Sussex, Hampshire, and Greater London (including schools in Brighton, Eastbourne, and Shoreham-by-Sea), The Girls' Network matches disadvantaged teenage girls with professional women mentors. These year-long mentoring relationships tackle educational inequality head-on, with over 1,000 girls supported annually.
How to contribute: Become a mentor if you have three or more years of work experience (full training provided, monthly meetings required). Financial donations support programme expansion.
With centres in Croydon and other locations across the UK, Smart Works helps unemployed women secure jobs through professional interview clothing and career coaching. Their statistics speak for themselves: 68% of clients gain employment within one month of their appointment. The charity transforms lives through the simple but powerful combination of confidence-building and practical support.
How to contribute: Volunteer as a wardrobe organiser, dresser, or career coach (senior management experience required). Donate workappropriate clothing in excellent condition or contribute financially through their website.
Contact: smartworks.org.uk 020 7288 1770
THE LUCY RAYNER FOUNDATION
Operating throughout Surrey, this mental health charity supports young people aged 14-39, with dedicated women’s support groups running weekly. They offer six free counselling sessions, mental health workshops, and a suicide bereavement service. Their holistic approach addresses the critical gap in accessible mental health support for young adults.
How to contribute: Volunteer at events, join their fundraising initiatives, or make your workplace partner with them. Donate directly—every £35 provides one hour of professional counselling for a young person.
For over 50 years, this Sussex-wide charity has supported women facing homelessness, poverty, criminal justice involvement, or health challenges. Their services stretch from Crawley to Eastbourne and into Kent, providing casework, counselling, and childcare. Last year alone, they helped 868 women and 14 children.
How to contribute: Volunteer in frontline support or administrative roles. Join their Fundraising and Communications Group. Make them your workplace's charity of the year or donate directly.
This volunteer-led charity in Eastbourne helps women across East Sussex overcome barriers to employment and personal success. Operating a welcoming dropin hub at their Eastbourne centre, they provide free workshops, coaching, and peer support in a safe, non-judgmental environment. Over 1,000 women have been supported since their inception, earning them the Queen's Award for Voluntary Service.
How to contribute: Join their diverse volunteering opportunities (from workshop facilitation to fundraising support). Donate to help maintain their drop-in hub, which costs £10,000 annually to operate. Support them through the Eastbourne Local Lottery.
Based in Brighton & Hove, Flourish Mentors provides LGBTQIA+ inclusive support for young women aged 16-25 through one-to-one mentoring and wellbeing workshops. Their personalised programmes address anxiety, self-esteem issues, and mental health challenges, with 86% of participants reporting improved wellbeing. All services are free to young women, funded entirely through grants.
How to contribute: Volunteer as a mentor (no therapy background needed—just a listening ear and fortnightly commitment). Donate to enable them to continue offering free services to young women.
This award-winning London-based charity, run by young women for young women, supports vulnerable girls aged 16-25 from disadvantaged backgrounds. Based in Barking and Dagenham, they offer mentoring, skills workshops, and youth safety awareness programmes. Their 2025 Community Impact Award from Barking and Dagenham Council recognises their exceptional work.
How to contribute: Volunteer as a mentor or workshop facilitator. Donate through their website to support their expanding services across London.
From business mentoring to mental health support, these organisations demonstrate that women supporting women creates ripples of change throughout entire communities. Whether you have time to volunteer or funds to donate, your contribution will make a difference.
What are your views about International Day, and the 2026 theme, ‘Give
Dynamic Magazine asked some of the region’s most active and influential female business leaders about what International Women’s Day, and the theme for 2026, means to them
“International Women’s Day, to me, is about ensuring women are truly heard and recognised for their strength, resilience and unwavering dedication to their careers, their families and their communities.
“I am proud that 70% of my senior leadership team are women, it reflects a culture where equality is lived, not labelled. I believe in leading from the front, with courage, conviction and a clear commitment to creating opportunities for others. International Women’s Day reminds me that progress happens when we back ourselves, support one another and make space for future generations to thrive.
“When women rise together, they lift others and raise the standard for us all to be our very best.”
SUSANNAH ATHERTON Managing Director
The English Soap Company
“This IWD I reflect with sadness that it continues to feel like global equality for women is going backwards. The United Nations stated that the “basic rights of women and girls are facing unprecedented growing threats worldwide, from higher levels of discrimination to weaker legal protections - and less funding for programmes and institutions which support and protect women.”
“This makes the 2026 theme of ‘Give to Gain’ so important. Those of us with a voice need to use it – calling out discrimination and championing success. Those of us with a platform need to use it - advocating, training and mentoring.”
JULIE KAPSALIS MBE Chief Executive, NESCOT
“Those of us with a platform need to use it - advocating, training and mentoring.”
“Give to Gain, to me, means contribution before recognition.
“Many leaders (especially women) hold back from visibility because it feels self-promotional. Yet in my experience, the moment they share their experience and perspective, others benefit and opportunities follow.
“International Women’s Day is a reminder that progress rarely comes from pushing louder; it comes from creating space, sharing
knowledge and lifting others with you. In business, trust is built this way too. When leaders give clarity, honesty and encouragement, they gain credibility, momentum and connection.
“When women use their voice not just to be seen, but to help others move forward, everyone grows together.”
TERI THOMAS Founder Beyond & Co
International Women’s ‘Give to Gain’?
“IWD is important to me as it is a reminder that by working together, we can shine a light on the need for greater equality across the world. Sadly, the UK gender pay gap is increasing and inequality still exists globally so by coming together and speaking up we can persuade Governments to listen and make changes.
“IWD is brilliant at bringing us together as there is more power in a collective voice and it encourages us to remain hopeful and united. By standing together, and sharing our voices, hopefully we can build a brighter and fairer future for generations to come.”
ALISON JONES Partner Kreston Reeves
“International Women’s Day is a moment to pause, reflect, and recognise the strength, resilience, and brilliance of women everywhere. For me, it’s a celebration of progress—both personal and collective—while acknowledging the work still ahead.
“It’s a reminder to champion equality not just in words, but through everyday actions that lift others up. IWD inspires me to lead with empathy, create space for diverse voices, and support women’s growth in all environments. Most of all, it reinforces the belief that when women rise, we all rise together.
EMMA LANE Moneycorp
“International Women’s Day is a moment to pause, reflect, and recognise the strength, resilience, and brilliance of women everywhere”
“IWD is brilliant at bringing us together as there is more power in a collective voice”
“Launching my personal styling business has reinforced how vital “give to gain” truly is. From day one, I’ve focused on championing fellow female founders by collaborating on projects, sharing recommendations, and celebrating their wins as loudly as my own.
“That spirit of generosity has been proven to doors, build meaningful relationships and create opportunities. In 2026, community matters more than competition. When women back each other, visibility, confidence and opportunity multiply. Giving first builds trust, strengthens networks and creates momentum that no marketing budget can buy. For me, success is shared, and generosity is a powerful strategy for sustainable growth.
LISSIE SQUIRES Founder Senaya Styling
What are your views about International Women’s Day, and the 2026 theme, ‘Give to Gain’?
“International Women’s Day has generated significant visibility for 115 years, but I worry it’s starting to get lost in a sea of themed days that demand attention without always creating real change.
“This year’s ‘Give to Gain’ theme is powerful in theory, but many women are already giving far beyond what’s reasonable — time, care, emotional labour, and community support. The idea of giving more can feel like yet
another expectation. I’d love to see the IWD theme expanded to include protecting capacity, redistributing the load, and creating the conditions where women can gain without having to deplete themselves first.
“That’s the shift we actually need.”
ALEX BAILEY Global CEO Bailey & French
“This year’s ‘give to gain’ theme is powerful in theory, but many women are already giving far beyond what’s reasonable”
“International Women’s Day is a moment to reflect on progress, but also a call to keep pushing for meaningful change. For me, it’s about recognising the women who have paved the way, supporting those around us and creating opportunities for the next generation to thrive.
“In law and business, progress happens when we actively champion diverse voices, challenge bias and foster inclusive leadership. As Managing Partner of Morr & Co, I am proud to champion a culture that encourages talent to grow and lead. When women are supported to succeed, the impact extends far beyond the workplace.”
CATHERINE FISHER Managing Partner Morr & Co.
“When women are supported to succeed, the impact extends far beyond the workplace.”
“FlexMatters believes that International Women’s Day is a celebration of womankind and a call to action for responsible leadership. We are committed to leading by example - advocating, mentoring and creating opportunities so women are heard and not marginalised.
“Flexible working is a sustainable and responsible part of a business’s DNA and demonstrates great leadership in making all forms of work inclusive. When businesses embrace flexibility, they open the door for talented women to build and continue careers without compromising their professional ambition and personal responsibilities. I
“t allows skills and experience to remain in the workforce, strengthens organisations and creates workplaces where performance is measured by impact, not hours at a desk.”
EMMA
CLEARY Director and Founder Flexibility Matters
“As Founder of Prior Media & Marketing and creator of the IWD empowerment networking event HerStory, International Women’s Day is deeply personal to me. It’s about leading by purpose, recognising that success is not measured solely in titles or turnover, but in impact, courage and integrity.
“Through HerStory, we celebrate women in business who are making history in ways big and small: challenging norms, building inclusive workplaces, and lifting others as they rise. IWD is a reminder that when women lead authentically and purposefully, they don’t just grow businesses, they change industries, communities and futures.”
STEPHANIE PRIOR Managing Director Prior Media
WOMEN’ S D
“International Women’s Day is a reminder that progress is rarely achieved in isolation. As a woman in law, the principle of “give to gain” holds true for me. I aim to invest in promoting female led businesses, mentoring junior colleagues and calling out discrimination wherever I can.
“Supporting opportunities and access for female clients and team members in M&A is particularly important. I believe that by giving time, assistance and opportunity to others we build more resilient teams, better outcomes for clients, and a legacy of leadership that extends far beyond a single career.
KATE PARTRIDGE Partner DMH Stallard
“For me Give to Gain is a powerful reminder that progress doesn’t happen in isolation. Women have always risen by lifting one another. We stand on the shoulders of those who fought for our rights, equity, and opportunity long before us.
“When we give our voice, our time, our mentorship, and our belief in each other, we create shoulders for each other to stand on. Supporting women isn’t just kindness - it’s strategy - it accelerates our collective success. As a lifelong campaigner for human rights, I know that when women give to gain, we are providing the shoulders for the next generation to rise up on.”
DONNA HOLLAND Chief Executive Officer Rockinghorse Children’s
Charity
“When we
give our voice, our time, our mentorship, and our belief in each other, we create shoulders for each other to stand on.”
What are your views about International Women’s Day, and the 2026 theme, ‘Give to Gain’?
“On International Women’s Day, I’m reminded that true equality includes financial freedom of the kind that gives women real choices: to leave an unhealthy job or relationship, to start a business, to invest with confidence, and to retire securely. As a Chartered Financial Planner, I see every day how financial education, disciplined saving and long-term planning transform lives.
“This year’s theme, ‘Give to Gain’, reinforces my commitment to giving women the knowledge, support and tools they need to build independence and lasting confidence. When we give empowerment, we gain more resilient futures, stronger communities and a more equitable financial landscape.
ELOISE JENNER APFS BA (HONS) Head of Financial Planning Shackleton
“Last year, I attended an IWD event at Brighton’s School of Business and Law. Listening to an allfemale panel, the discussion included great solutions supporting gender equality for women. We heard about financial literacy for girls, salary transparency, confidence-building, better access to funding, visibility, internships, universal childcare and active allyship.
“Yet looking around the room, there were so few men. It felt like preaching to the converted. Real change needs shared ownership. IWD shouldn’t be women talking to women... it should invite men in. So this year, bring a bloke.
Dynamic Business Magazine is proud to support International Women’s Day
International Women’s Day (IWD) is a global day celebrating the social, economic, cultural, and political achievements of women. The day also marks a call to action for accelerating gender parity. Marked annually on March 8th, IWD is one of the most important days of the year to:
• celebrate women’s achievements
• educate and awareness raise about women’s equality
• call for positive change advancing women
• lobby for accelerated gender parity
• fundraise for women-focused charities
Everyone, everywhere can play a part in helping forge gender equality. From a wide range of IWD campaigns, events, rallies, lobbying, and performances - to festivals, parties, fun runs, and celebrations - all IWD activity is valid. That’s what makes IWD so inclusive.
JEN MELBERT Co-Founder Growth Animals Marketing
So make IWD your day and do what you can, in your own way, to help forge a gender equal world.
DYNAMIC AWARDS 2026 FINALISTS ANNOUNCED
The finalists for the Dynamic Awards 2026 have officially been revealed, following an intensive three-stage judging process that showcased the very best of female leadership across the South East.
Widely recognised as the region’s leading awards programme celebrating businesswomen, The Dynamic Awards honour those driving innovation, growth and excellence across every sector. The distinguished judging panel – comprising respected business leaders and industry experts – undertook a rigorous evaluation process.
Each entry was carefully reviewed and scored, and followed up with in-depth interviews with the shortlisted candidates. The process culminated in a powerful judges’ meeting, where finalists – and ultimately category
winners – were decided after passionate discussions and deliberations.
Maarten Hoffmann, Event Organiser and Managing Director of Platinum Media Group, said: “Every year, we are inspired by the extraordinary calibre of women entering The Dynamic Awards. The judging panel has faced an incredibly tough task, reflecting the strength of this year’s entries. We are immensely proud of all our finalists and cannot wait to celebrate their achievements on the night.”
Winners will be announced at a prestigious gala celebration on March 26th 2026 at the The Grand Brighton. This flagship event will bring together influential leaders and decision-makers from across the South East for an unforgettable evening of recognition, inspiration and connection. A limited number of tickets are available.
2026 FINALISTS
EMPLOYER OF THE YEAR
Sponsored by NESCOT
Shazia David, Caremark Spelthorne & Runnymede
Helen Stone, GBH Law
Helen Westmoreland, Giftpoint
Eva Agnew, Lionel Hitchen
Jo Sutherland, Magenta Associates
Nicky Calladine, Paladone
GAMECHANGER OF THE YEAR
Sponsored by SpaBreaks.com
Laura Coleby, 67 Degrees
Nina Alexander, Annahitah
Sally Garner-Gibbon, Chichester College Group
Julie Kapsalis MBE, Nescot
Natalie Desty, STEM Returners
Pip Rothwell, Technology Triumphs
AI & TECH EXCELLENCE AWARD
Sponsored by Samantha Harland Ltd
Mary Kemp, AI Potential
Amber Foster, Amber Foster Consulting
Tiffany Willcox, Attercop
Nikki Laker, Opus Technology
Fiona Lomas, Porky Whites
Joanna Haslam, Snap Finger Click
PROFESSIONAL SERVICES AWARD
Sponsored by Growth Animal Marketing
Elaine Gosden, Blue Gnu
Kate Doody, GBH Law
Lucy Macnamara, Do Good. Well.
Marieke Schrauwers, Birketts
Sarah Brouner - SBTutoring
Sarah Whitemore, Warner Goodman
BEST NEW BUSINESS AWARD
Sponsored by Chichester College Group
Emma Youell, Emma Youell Design
Gina Hollands, Hollands Associates
Dagmar Albers / Ursula Tavende, Innovationin
Julia Foxwell, Old House at Home
Lydia Eccleston, Remarkabull Marketing
Donna Beddis, The Accountant’s Best Friend
PROPERTY PROFESSIONAL OF THE YEAR
Sponsored by Dynamic Magazine
Sarah Rowland - Bennett Oakley Solicitors
Zoe Masterson - Joint Living
Rebecca Geer - Oakdene Mortgages
Charlotte Kingsland - Orange Property Group
Philippa Klaschka - Stride Treglown
Charlotte Oakley - Your Mortgage Room
BUSINESS GROWTH AWARD
Sponsored by Benchmark Financial Planning
Mary Kemp, AI Potential
Natalie Rea, Clarity Environmental
Lara Squires,Consortium - more than marketing
Leah Boxell, Enablists
Cheryl Probin, Horsham Sports Injury Clinic
Sophie Mogford-Revess, L G M Products
FUTURE TALENT OF THE YEAR
Sponsored by Move Different
Vanessa Chang, Artivist Haven
Demi Darbey, Healy’s
Zara Mizen, Koala Kids Parties
Niamh Looby, Surrey Chambers of Commerce
Chloe Hopkins, The Oracle Group
Lydia Eccleston, Remarkabull Marketing
BUSINESSWOMAN OF THE YEAR
Sponsored by DMH Stallard
Kathy Caton MBE, Brighton Gin
Shaleeza Hasham, CHD Living and Adopt a Grandparent
Natalie Rea, Clarity Environmental
Janet Dodd, Identity
Helen Cannon, ISON Group
Alice Rivers Cripp, Posh Totty Designs
BEST CUSTOMER SERVICE AWARD
Sponsored by Creative Pod
Gemma Wall, Galloways Accounting
Benita Wright, Hayley Georgiou Property
Lisa McWilliams, HempWell
Zara Mizen, Koala Kids Parties
Mandira Sarkar, Mandira’s Kitchen
Winnie Bandela, Prsnt
SMALL BUSINESS OF THE YEAR
Sponsored by MDHUB
Joana Santos, Visit Staines BID
Louise Stevenson, Tiger Marketing
Michelle Morton & Charlotte Waters, Morton Waters Communications
Pip Rothwell, Technology Triumphs
Sarah Brouner, SBTutoring
Vanessa Lanham-Day, Green Hub Project for Teens
MEDIUM BUSINESS OF THE YEAR
Sponsored by Kreston Reeves
Elaine Gosden, Blue Gnu
Shazia David, Caremark Spelthorne & Runnymede
Lara Squires, Consortium - more than marketing
Mandira Sarkar, Mandira’s Kitchen
Katie de la Rosa, Silvermere Gymnastics/ Softplay
Natalie Desty, STEM Returners
LARGE BUSINESS OF THE YEAR
Sponsored by Monan Gozzett
Christina Handasyde Dick, Guardian Angel Carers
Janet Dodd, Identity
Helen Cannon, ISON Group
Eva Agnew, Lionel Hitchen
Daisy Kalnina, The Gel Bottle Inc
Abi Cleeve, Ultrasun
INSPIRATIONAL AWARD
Sponsored by The English Soap Company
Sophia Lorimer, Fine-Tuned Wardrobe
Aysha Nasim, Interstock
Kate Parkin, NHS Sussex
Rachel Fairweather & Meghan Mari, The Jing Institute
Jane Coleman, The Russell Martin Foundation
Sarah Whitemore, Warner Goodman
MD OF THE YEAR
Sponsored by FRP Advisory
Pam Loch, Loch
Francesca Wyatt, Porky Whites
Alice Rivers Cripps, Posh Totty Designs
Susannah Atherton, The English Soap Company
Hannah Morgan, The Gel Bottle Inc
Rachel Watkyn OBE, Tiny Box Company
COMPANY OF THE YEAR
Sponsored by Omny Group
Mary Kemp, AI Potential
Carlene Jackson, Cloud9 Insight
Helen Westmoreland, Giftpoint
Helen Cannon, ISON Group
Eva Agnew, Lionel Hitchen
Rachel Watkyn OBE, Tiny Box Company
WOMEN, LEADERSHIP THE POWER OF
The latest Women in Business 2025 –Impacting the Missed Generation report by Grant Thornton International arrives at a moment when conversations about leadership are becoming more nuanced, more accountable and, in many ways, more urgent.
For over two decades, Grant Thornton has tracked the proportion of women in senior management roles across mid-sized businesses globally. Few longitudinal studies offer such a clear lens on how leadership composition evolves over time. The 2025 edition shows measurable, steady progress: women now hold 34% of senior management roles worldwide. In 2004, that number was just 19.4%.
At face value, those figures mark an undeniable
LEADERSHIP AND OF INTENTION
advancement. They represent thousands of boardrooms and executive teams that no longer look as homogenous as they once did. They represent decisions shaped by broader lived experience. They reflect more women influencing capital allocation, risk management, operational strategy and longterm growth.
And yet, progress invites perspective. 34% is meaningful. It is also not parity. The projected timeline suggests gender balance in senior management could be reached within a
generation. But what distinguishes the 2025 findings is not so much the distant horizon as the practical insight into what accelerates change. The message running through the report is clear: progress is strongest where it is intentional.
As Karitha Ericson, Global Leader for Network Capability, Culture and Corporate Sustainability at Grant Thornton International, explains: “We celebrate mid-market businesses for their agility and invention. Their actions and decisions can be a catalyst for change, and
when applied to gender equality in senior management positions, that effort can be transformational.”
Transformation, in this context, is neither abstract nor symbolic. It is operational, measurable and deeply tied to performance.
THE MID-MARKET MATTERS
To understand the weight of this report, it helps to consider the mid-market’s influence. Mid-sized businesses account for approximately 90% of companies worldwide and generate close to two-thirds of global employment. They sit between start-ups and multinational corporations, often combining entrepreneurial agility with meaningful scale. They are ambitious. They grow quickly. They are frequently family-founded, privately held or investor-backed. They drive supply chains and shape local and regional economies. When leadership shifts in this segment, the impact is systemic.
Mid-market fi rms are typically leaner in governance structures than large listed corporations. Their decision-making cycles are shorter. Their boards are often smaller. Cultural shifts can happen faster because there are fewer layers of bureaucracy to navigate. That agility becomes powerful when applied to diversity. “What’s good for women is also good for business,” says Matiana Behrends, Partner and Human Capital Consulting Lead at Grant Thornton Argentina. “Organisations perform better when they have greater gender diversity at the very top level.”
The 2025 report reinforces this link between representation and results. Gender diversity is increasingly discussed not only as a social imperative but as a strategic lever. In many ways, the tone reflects maturity. The question is no longer whether diversity matters. It is how effectively organisations embed it into their growth strategy.
A GLOBAL LANDSCAPE IN MOTION
The global average of 34% female representation masks considerable regional variation.South America leads the world, with women holding 37.2% of senior management roles. Africa follows at 36.6%. Europe stands at 34.9%,
North America at 34%, and Asia-Pacific at 32.9%. These figures matter not as a ranking exercise, but as evidence that cultural context, policy frameworks and corporate commitment interact in complex ways.
In South America, consistent advocacy and regulatory shifts have contributed to steady gains. Africa’s strong representation reflects, in part, the presence of entrepreneurial
Global: Women in Business roles
ecosystems in which women play visible roles in business ownership and leadership. Europe’s progress is shaped by a mix of legislative quotas, investor expectations and corporate governance codes.
“What’s good for women is also good for business. Organisations perform better when they have greater gender diversity at the very top level.”
Matiana Behrends, Partner and Human Capital Consulting Lead at Grant Thornton Argentina
Asia-Pacific presents a more varied picture. Thailand stands out with 43.1% female representation in senior management, one of the highest globally. Japan, long characterised by traditional corporate hierarchies, has more than tripled its percentage of women in senior management since 2018. The absolute number remains below the global average, but the trajectory signals purposeful national effort and corporate reform.
Perhaps one of the most telling fi ndings in the 2025 report is the decline in all-male leadership teams. Globally, only 4.1% of mid-market fi rms report entirely male senior management. In major economies, including China, Indonesia and the United States, there are no mid-market fi rms reporting all-male senior teams.
Nicole Julius, National Managing Partner at Grant Thornton US, articulates what many executives now recognise: “In the corporate world, it is now almost completely inexcusable to have all-male leadership teams. Organisations just aren’t comfortable doing business with companies that
have an all-male board or management.”
Representation has moved beyond internal optics. It has become part of external credibility.
WHERE WOMEN ARE GAINING GROUND
The report offers granular insight into the roles women occupy within senior management. Each of these figures tells a story about pathways to power.
• 47.6% of Human Resources Officer roles
• 44.6% of Chief Financial Officer roles
• 33.3% of Chief Marketing Officer roles
• 21.7% of Chief Executive Officer roles
Human Resources has traditionally been a gateway for women into senior leadership. That representation remains strong. However, the growing presence of women in fi nance roles is particularly significant. The CFO position often serves as a stepping stone to the CEO
Chairperson
position. Financial leadership requires oversight of risk, capital allocation, investor relations and operational performance. As more women occupy these positions, the succession pipeline strengthens.
Source: Grant Thornton International Business Report (IBR) research
CEO representation at 21.7% signals both progress and remaining distance. The upward trajectory over two decades is clear, yet the top role continues to lag behind other executive functions.
Agnes Dire, Board Chair and Director at SNG Grant Thornton South Africa, reflects on the structural importance of leadership distribution: “It’s positive that women have consistently been well represented in senior HR positions. It puts them in a position to drive transformation and support the pipeline of female talent.”
Pipeline thinking matters. Sustainable progress depends on ensuring women are not clustered in specific functional areas but are distributed across operations, fi nance, strategy and governance.
THE BUSINESS CASE, QUANTIFIED
One of the most compelling sections of the report moves beyond representation into outcomes. Leaders identify measurable benefits arising from gender equality strategies. 31% report that these initiatives create a workplace culture in which employees feel treated equally. 27% say they foster an inclusive environment. Nearly one in four cite increased innovation as a direct outcome. Around one in five link diversity strategies to stronger client attraction, improved investor confidence and enhanced decision-making. These are not abstract ideals. They are performance indicators.
Karitha Ericson notes: “Balanced teams make better decisions, able to draw on broader perspectives and have more
“CEO representation at 21.7% signals both progress and remaining distance. The upward trajectory over two decades is clear, yet the top role continues to lag behind other executive functions.”
informed discussions. At the root of it all, more equal fi rms are better places to work, and this has a transformative impact on every aspect of a fi rm.”
Innovation, particularly in the mid-market, is closely tied to survival. Many mid-sized fi rms are investing heavily in research and development, digital transformation and new market expansion. Leadership diversity broadens the lens
through which opportunities and risks are evaluated. It reduces groupthink. It encourages debate.
In volatile economic climates, those qualities become competitive advantages.
“Sustainable progress depends on ensuring women are not clustered in specific functional areas but are distributed across operations, fi nance, strategy and governance.”
EXTERNAL PRESSURE AND MARKET EXPECTATIONS
The 2025 report highlights another accelerating force: accountability from outside the organisation.
More than 77% of mid-market fi rms report receiving requests from clients, investors or regulators to demonstrate gender balance or commitment to diversity initiatives. These requests range from formal reporting requirements to informal due diligence conversations. The impact is measurable. Among fi rms that experienced such external pressure, more than half increased the proportion of women in senior management over the past year. Companies under this scrutiny average 37.1% female representation, notably higher than the global average.
Agnes Dire explains the investor dynamic: “Investors themselves are under a lot of pressure and subject to regulation to demonstrate their own DE&I credentials. They’re unlikely to put money into a business which isn’t committed to gender diversity, and so they have the power to really drive change.”
In many markets, procurement processes now include diversity metrics. Large corporations are examining the leadership composition of their suppliers. Private equity fi rms are embedding diversity expectations into portfolio oversight. The message is consistent: leadership composition signals the quality of governance and long-term viability.
Belinda Tan, CEO of Grant Thornton Singapore, connects this to corporate transactions: “If you’re looking at a merger or seeking investment, what message does it send if there isn’t good diversity at the board level? It could put deals under threat if people don’t feel your values match up.”
Diversity has become part of commercial alignment.
TARGETS, TRANSPARENCY AND ACCOUNTABILITY
over the next 12 months. With a strong, diverse senior team in place, firms will be well placed to make the most of their investment.
One in five (20.3%) say they have made their business attractive to prospective clients and investors. A similar proportion (19.3%) say equality strategies have led to better decision-making. These elements are crucial to the success of mid-market businesses, and so it’s positive to see that leaders are linking greater diversity to these key areas.
While most mid-market fi rms report having gender equality strategies, fewer have formalised measurable targets. Around one-third set specific goals for senior leadership representation. Just over a quarter establish board-level diversity targets. Approximately 40% set targets related to equal pay.
Where measurable targets exist, outcomes tend to improve more quickly. Board appointment goals, networking initiatives and linking executive
There are a diverse range of opinions on the benefits of gender diversity, but one thing is clear: gender-balanced teams boost business performance and so action on diversity should be considered a business-critical priority. Starve a business of women in senior roles and it will likely be starving itself of the opportunity to grow and outperform.
20.3% say gender equality strategies have made their business attractive to prospective clients and investors.
compensation to diversity metrics all correlate with higher female representation. Targets create clarity. They transform intention into accountability. Pay transparency is another growing focus. Legislative changes in various regions have increased reporting obligations around gender pay gaps. Transparency alone does not close disparities, but it exposes them. It shifts conversations from anecdotal to data-driven.
MENTORING, NETWORKING AND RETENTION
Perhaps one of the most overlooked yet powerful fi ndings relates to mentoring and networking. More than half of the fi rms that set formal mentoring or networking targets increased female representation in senior management. Yet these initiatives are less frequently prioritised than recruitment strategies.
“We know that mentoring and networking are key to removing the barriers to entry to senior management.”
The report suggests that sustained progress depends not merely on hiring more women into senior roles but on reshaping organisational systems. Promotion pathways, performance evaluation criteria, flexible work policies and sponsorship programmes all influence long-term representation.
Agnes Dire underscores their importance: “We know that mentoring and networking are key to removing the barriers to entry to senior management.”
Access to informal networks has long influenced leadership trajectories. Sponsorship, in particular, plays a critical role in advancing high-potential talent. Structured mentorship
Impact of gender equality strategies by gender
22.5%
of women say their firm’s gender equality strategy has led to teams within the business making better decisions
Do men and women see different impacts?
It attracts ambitious professionals seeking pathways for growth.
FROM INCREMENTAL CHANGE TO STRATEGIC PRIORITY
For both men and women, the most acknowledged benefit is that employees all feel they are treated equally within the business – but there are some notable differences.
programmes, leadership coaching and visibility opportunities can counterbalance systemic bias.
Retention also matters. Leadership pipelines falter when talented women exit mid-career due to inflexible structures or limited advancement prospects. Organisations that address caregiving policies, flexible work arrangements and inclusive cultures see stronger continuity. Sustainable progress is cumulative. It is built over years, not quarters.
For example, 22.5% of women say their firm’s gender equality strategy has led to teams within the business making better decisions, while only 17.7% of men say the same. However, men are more likely than women to identify an improvement in the financial performance of their firm as an impact of gender equality strategies. 18.0% of men feel their firm’s financial performance has improved due to their gender equality strategies, compared to 15.1% of women. This suggests that businesses could do more to fully understand and recognise the full potential of their gender equality initiatives.
GENERATIONAL IMPACT AND THE “MISSED GENERATION”
The subtitle of the 2025 report, Impacting the Missed Generation, invites reflection. It refers to the women whose careers were shaped by systems that limited advancement opportunities in previous decades. While representation has improved, the report recognises that some cohorts experienced slower progress due to structural barriers.
The emphasis now is on ensuring that the next generation does not face similar stagnation.
Young professionals entering the workforce today encounter organisations that are more conscious of representation, more transparent in reporting, and more accountable to stakeholders. They expect inclusion as a baseline rather than an aspiration. Th is generational shift is not merely cultural. It is economic. Companies competing for top talent understand that inclusive leadership signals opportunity.
The most powerful message emerging from the 2025 report is that gender diversity has moved from incremental improvement to strategic priority. It is woven into conversations about innovation, resilience, investor relations and long-term competitiveness. It influences reputation and deal-making. It shapes employer branding and talent retention. Parity may still sit ahead on the timeline. Yet the systems driving progress are clearer than ever.
Karitha Ericson concludes: “Reach parity quicker and we will all see the benefits of stronger economies, better performing businesses and fairer, more inclusive cultures. The pressure is on to take action, but the opportunity is also there for us all to grasp.”
There is confidence in that statement. It recognises both urgency and possibility.
The data shows momentum. The strategies are visible. The accountability mechanisms are strengthening. Leadership, ultimately, is about choices. About who sits at the table. About whose perspective shapes the future.
The mid-market has always been a space of ambition and adaptability. In recalibrating leadership, it is not simply adjusting representation. It is redefi ning what growth looks like for the next generation of businesses and the women who will lead them.
www.grantthornton.co.uk www.grantthornton.global
“Reach parity quicker and we will all see the benefits of stronger economies, better performing businesses and fairer, more inclusive cultures.”
COMMUNITY connection
By Abby McLachlan, Founder of East of Eden
For years, the fitness industry has been built on comparison. Faster times. Smaller waistlines. Before and after photos. The message has often been that progress is something to prove and that success is measured against someone else’s results.
But as both a studio founder and instructor, I have seen a quiet but powerful shift take place. People are no longer looking for competition. They are looking to feel good and fi nd connection.
At East of Eden, we see this every day. Clients arrive carrying the weight of busy lives, stress, loneliness, or the pressure to be everything to everyone. What they are searching for is not just a workout. They are searching for a space where they feel seen, supported and part of something bigger than themselves. Movement becomes the vehicle, but community is the reason they stay.
There is a growing understanding that wellbeing is not achieved in isolation. You can follow the perfect programme at home, but if you feel disconnected, motivation fades. When people move together, something shifts. Energy lifts. Confidence grows. There is accountability without pressure and encouragement without judgement. Being surrounded
“There is a growing understanding that wellbeing is not achieved in isolation. You can follow the perfect programme at home, but if you feel disconnected, motivation fades.”
by others who are showing up for themselves creates a sense of belonging that no app or solo session can replicate. Th is does not mean competition disappears entirely. A healthy sense of challenge can be motivating. But the focus is changing from outperforming others to supporting one another. In our classes, you will see clients celebrating small wins together, whether that is holding a plank a few
OVER COMPETITION: is the future of fitness
seconds longer, returning after an injury, or simply making it through the door on a difficult day. These moments matter. They remind us that progress is personal and that every step forward deserves recognition.
Connection also plays a vital role in mental health. Many people arrive feeling overwhelmed or anxious, unsure if they have the energy to participate. By the time they leave, they are lighter. Not because they burned a certain number of calories, but because they laughed, made eye contact, shared space and felt part of a collective experience. Human beings are wired for connection. When we remove that element from fitness, we strip away one of its most powerful benefits.
At East of Eden, we have built our model around accessibility and shared experience. Our community pricing approach allows clients to choose a rate that reflects their financial circumstances, helping remove barriers and ensuring movement remains inclusive rather than exclusive. Fitness should not be reserved for those who can afford premium memberships. By trusting our community to pay what they can, we foster a culture rooted in honesty, respect and mutual support.
Beyond the studio floor, we prioritise connection through community events and workshops designed to bring people together in meaningful ways. From wellbeing talks and movement workshops to social gatherings and collaborative events with local practitioners, these moments create space for conversation, learning and shared growth. They allow clients to connect not only with their bodies, but with each other, strengthening the sense of belonging that keeps a community thriving.
For studio owners and instructors, this requires intention. Community does not happen by accident. It is created through inclusive language, thoughtful programming and a culture where everyone feels welcome, regardless of experience, age, gender, race or ability. It means celebrating effort rather than aesthetics and recognising that showing up is often the biggest victory.
“The future of fitness is not about who can push the hardest or achieve the fastest results. It is about how we support one another...”
For clients, choosing community-based fitness can be transformative. It turns movement from a task into a ritual. It replaces dread with anticipation. It creates friendships that extend beyond the studio walls and builds support networks that carry into daily life. When people feel they belong, they are more likely to stay consistent, not out of obligation, but because they want to return.
The rise of digital fitness brought convenience and accessibility, and it continues to play an important role. But it also revealed what people miss when community is absent. Screens cannot replace the warmth of a shared room, the reassurance of a teacher who knows your name, or the quiet comfort of moving in sync with others. As we look to the future of fitness, the most successful spaces will not be those with the newest equipment, but those that foster genuine relationships.
The future of fitness is not about who can push the hardest or achieve the fastest results. It is about how we support one another in feeling stronger, calmer and more connected in our own bodies and lives. Community over competition is not just a slogan. It is a shift in values. And in a world that can often feel fragmented, spaces that bring people together through movement will continue to matter more than ever.
eastofeden.uk
FURTHER READING… CAN I SAY THAT? WHY FEAR IS THE REAL REASON DEI IS STALLING
Dr. Poornima Luthra is a globally recognised expert on developing inclusive workplaces, a leading academic, Fortune 500 consultant, keynote speaker and award-winning author of Can I Say That?
In today’s world of work, Diversity, Equity and Inclusion (DEI) is everywhere you look, but with increasing backlash and resistance. As DEI positions and initiatives are being axed, it seems we are moving backwards in making our workplaces fairer for everyone.
I have heard the phrase ‘can I say that?’ countless times when it comes to the topic of workplace DEI, reflecting the emotions of worry, anxiety and nervousness that many experience when engaging with it. The bottom line is: people fear DEI.
THE FEAR OF DEI
The fear of DEI, experienced by the well-represented and the underrepresented alike, can be split into six main areas:
REIMAGINING FAIRNESS: AN EQUITY, CULTURAL DIVERSITY, AND INCLUSION COMPETENCY APPROACH
By
Billy Vaughn (DTUI, 2025)
This book proposes a competencybased approach to workplace inclusion that links equity goals directly to organisational performance and culture. Through case studies and legal insight, it offers leaders tools to move beyond superficial metrics toward systemic DEI strategies that withstand cultural and political backlashes.
1. Fear of change
This includes fear of the unknown; fear of needing to do things differently; fear of the negative impact of DEI on the business; and fear of losing one’s freedom of speech.
2. Fear of getting it wrong
This includes fear of saying/doing the wrong thing; fear of not knowing enough about DEI; and fear of having a negative or unintended impact.
3. Fear of discomfort
This includes fear of discussing difficult topics about DEI with others; fear of losing one’s self-image of being a good person; and fear of the discomfort of addressing one’s own bias.
4. Fear of taking DEI-related actions
This includes fear of losing friendships and relationships; fear of being in situations of conflict or confrontation with
CONSCIOUS CHANGE: HOW TO NAVIGATE DIFFERENCES AND FOSTER INCLUSION IN EVERYDAY RELATIONSHIPS
By V. Jean Ramsey & Jean Kantambu Latting (She Writes Press, 2024)
An accessible guide to building inclusive workplace relationships through self-awareness and interpersonal skill building. It synthesises a proven framework that leaders use to navigate cultural differences, address interpersonal conflict, and strengthen inclusion through daily leadership practice and communication.
MAKE WORK FAIR: DATA-DRIVEN DESIGN FOR REAL RESULTS
Iris Bohnet & Siri Chilazi (Harper Business, 2025)
Written by behavioural science experts, this book reframes DEI as “fairness” in organisational practices. It offers evidence-based interventions — from anonymised hiring to equitable parental policies — showing how organisations can design processes that genuinely create equal opportunity and reduce bias at work.
IS STALLING
colleagues when addressing inequity, bias, and discrimination witnessed or experienced; and fear of pushback or a lack of commitment from decision-makers.
5. Fear of the personal consequences of taking DEIrelated actions
This includes fear of being cancelled; fear of the impact of addressing bias on one’s career; and fear of the impact of addressing bias on how one is perceived by others.
6. Fear of the lack of a positive impact of DEI effort
OVERCOMING FEAR TO DRIVE DEI FORWARD
“As DEI positions and initiatives are being axed, it seems we are moving backwards in making our workplaces fairer for everyone.”
This includes fear of the negative impact of performative DEI work; and fear of not having a significant enough impact.
INCLUSION UNLOCKED: A
GUIDE FOR LEADERS TO ACT
Marc Woods, Dev Modi & Melissa C. Thomas-Hunt (Wiley, 2024)
Designed for executives and HR professionals, this book offers a clear roadmap from intention to execution. It unpacks inclusive leadership behaviours, organisational interventions, and systemic levers that enable leaders to build workplaces where all employees feel valued, seen and equipped to succeed.
Fears about DEI hinder organisations from making real progress in creating more inclusive workplaces. Leaders and employees alike must let go of their fears at the individual level by practising openness, curiosity, vulnerability, courage and resilience. This personal growth and development, in turn, leads to greater empowerment, engagement, and continuous improvement in organisations, creating a positive ripple effect by helping us let go of our fears about DEI.
EQUALITY, DIVERSITY AND INCLUSION IN THE WORKPLACE
Ciarán McFadden (Kogan Page, 2024)
A contemporary textbook on DEI, blending theory with practical insight for HR and organisational leaders. This book explains key concepts, legal contexts, and everyday workplace practices — from intersectionality and allyship to countering resistance and embedding inclusive policy. Includes international case studies and tools to help leaders turn commitment into action.
THE MORAL CIRCLE: WHO MATTERS, WHAT MATTERS, AND WHY
By
Jeff Sebo (W. W. Norton & Company, 2024)
Philosophical yet accessible, this book challenges readers to broaden moral consideration beyond humans — questioning who we include in our ethical community and why. Sebo links inclusion to broader moral responsibility, offering fresh insights relevant to DEI conversations on empathy, justice, and ethical expansion.
The female ADHD Hormones, masking, and the hidden
WBy Dr Samantha Hiew
hen we talk about ADHD, we still tend to picture what appears on the surface. The distractibility, missed deadlines, and restlessness. What we don’t talk about enough is the invisible layers beneath the tip of the iceberg that hold everything together.
THE SURFACE: WHAT IS SEEN
For many women, ADHD isn’t loud. It’s internalised distress, hidden in plain sight via coping strategies such as over-functioning, hyper-competence, and being the reliable one. It’s hidden beneath colour-coded calendars, emotional labour, and the exhaustion of holding everyone else’s world in place.
That’s the iceberg, and the deeper you go, the more complex it becomes.
On the surface, a woman with ADHD or AuDHD (when autism co-occurs with ADHD) may look capable, even exceptional. She’s described as “driven,” “intense,” or “a bit of a perfectionist.” She may meet deadlines or manage children. She may even build businesses.
What others see as resilience is often adaptation, as many women learn early that being scattered or overwhelmed isn’t socially tolerated. So, they compensate, rehearse conversations, double-check emails, stay up late fi nishing tasks that took others half the time because their brain needed the pressure spike of urgency to initiate.
Beneath this perplexing behaviour lies a nervous system with neurotransmitters in flux, regulated by sex hormones. Dopamine, the neurotransmitter involved in motivation and reward, operates differently in ADHD and AuDHD brains. Tasks that lack novelty or urgency simply don’t generate enough internal activation. So, women create external pressure. They become their own crisis managers.
THE MIDDLE LAYER: MASKING AS SURVIVAL
Masking is the cause of most of our problems. AuDHD, ADHD, and autistic women tend to scan for social cues and develop masks to fit in. Th is is more a survival strategy than deception – ADHD Girls’ AuDHD women survey found that participants named the pain from bullying and social rejection as the biggest trauma they have experienced.
As a girl, I knew that I was expected to be calm, to smooth over confl ict, to anticipate others’ needs, and to be agreeable. If you are ADHD or AuDHD, that social demand intensifies. You may script your responses, study facial expressions, over-prepare for meetings, or over-explain to avoid being misunderstood.
“For many women, ADHD isn’t loud. It’s internalised distress, hidden in plain sight”
Over time, this becomes invisible even to you, and the mask becomes you. But masking comes at a cost. Research shows that sustained camoufl aging in neurodivergents is associated with increased anxiety, depression, and burnout. The body can only run on hypervigilance for so long before it collapses.
Th is is why many women get diagnosed in their 30s,40s or 50s, not because they suddenly “developed” ADHD, but because the compensation strategy stopped working, especially when perimenopause makes it impossible to mask.
The iceberg cracks, and we emerge.
THE DEEP LAYER: HORMONES AND THE HIDDEN MENTAL LOAD
And then there’s the part almost nobody integrates into the conversation: hormones.
Estrogen indirectly regulates key neurotransmitters implicated in ADHD, such as dopamine, serotonin, and acetylcholine. When estrogen levels rise, these neurotransmitters signal stabilisation, and when they drop premenstrually, postpartum, during perimenopause and menopause, many women report increased distractibility, impulsivity, cognitive fatigue, and mood swings.
Th is is largely because neurobiology and hormonal changes are intertwined, but we don’t talk about how this compounds the hidden mental load women already carry – managing family life, remembering birthdays, noticing emotional
ADHD iceberg: hidden mental load
shifts in tone in a room. The anticipatory anxiety prevents problems from arising. All this is exhausting.
For a neurodivergent woman, that mental load requires executive function, the very system that is already under strain. Add hormonal variability, masking, relational labour, and the iceberg deepens.
WHY LATE DIAGNOSIS FEELS LIKE GRIEF
“I should be able to cope.”
When women are diagnosed later in life, there is often relief and grief, because the struggle fi nally makes sense, but they have spent years believing they were a failure.
“Why is this so easy for everyone else?”
It wasn’t easy. It’s like swimming with weights attached. Th is is where real safety begins, not in pathologising the individual, but in contextualising her.
ADHD in women does not exist in a vacuum. It lives inside gendered expectations, fluctuating hormonal systems, and relational roles that demand emotional containment. We cannot treat it as a checklist condition and expect meaningful change.
A MORE INTEGRATED FUTURE
• Cycle-aware prescribing
• Hormone-literate psychiatry
• Trauma-informed therapy
If we want to move beyond the iceberg metaphor, we need integrated care.
• Workplaces that understand executive function variability
• Communities that do not reward burnout as proof of worth
Systems that ignore complexity create unnecessary suffering. The future of ADHD care in women must be relational and biological. It must include lived experience alongside neuroscience. It must acknowledge masking as information on where the nervous system sits.
And it must recognise that beneath the surface of competence is often a woman who has been carrying far more than anyone realised. When we see the whole person, we soften our judgment and are kinder to the woman. And
“For many women, ADHD isn’t loud. It’s internalised distress, hidden in plain sight”
perhaps for the fi rst time, women begin to redistribute the weight they were never meant to carry alone. That’s where healing starts, not in fi xing the woman, but in fi nally understanding her.
Dr Samantha Hiew is the founder of ADHD Girls, a lived-experience scientist, and the author of The Tip of the ADHD Iceberg.
THE POWER OF
selective outrage Protect your emotional energy
By
Gudiya Dagur Patel
In the modern world, a person’s most valuable currency is no longer just time—it is attention. For many people, the digital age has ushered in a peculiar new demand: the expectation of constant emotional availability. Between the 24-hour news cycle and the relentless scroll of social media, we are bombarded with a non-stop stream of global crises, political upheavals and social injustices.
The result is a phenomenon known as "outrage fatigue". When people attempt to give their full emotional weight to every headline, they find their reserves depleted before the day has even truly begun. To maintain mental wellbeing, it is becoming increasingly necessary to master the art of selective outrage.
THE BIOLOGY OF THE OUTRAGE LOOP
From an evolutionary perspective, outrage is a useful tool. It is a protective mechanism that signals when a value has been violated. However, our brains cannot easily distinguish between a local threat to our community and a viral video of an event occurring thousands of miles away.
Psychologists suggest that the human brain did not evolve to process the suffering of eight billion people simultaneously. When we spend our emotional energy on global concerns without an outlet for action, we experience "learned helplessness" - a state where we feel overwhelmed and paralysed rather than motivated to help.
EMOTIONAL BUDGETING
Think of emotional energy as a finite capital fund. If it is all spent on reactive comments or doomscrolling during a morning coffee, a person is essentially bankrupting themselves for the day's real-life challenges.
1. The 24-hour rule
Before reacting to a viral story, give it 24 hours. The digital economy thrives on urgency. By waiting, you allow the initial emotional spike to subside, enabling you to decide whether this issue truly aligns with your core values or is merely a temporary distraction.
2. Curate your feed
You wouldn’t allow a disruptive, shouting stranger into your living room, so why allow them into your mind? Audit social media following with intention. If an account consistently leaves you feeling drained or angry without providing actionable insights, unfollow or mute.
“The digital economy thrives on urgency. Before reacting to a viral story, give it 24 hours.”
Dr Judith Orloff, a psychiatrist and author of The Empath’s Survival Guide, notes that "emotional empaths" and highly sensitive people are particularly susceptible to absorbing the collective anxiety of the world. When we engage with "outrage bait" online, our bodies release cortisol and adrenaline.
For people already managing busy lives, this constant state of "micro-stress" leads to chronic exhaustion and decision fatigue. We are essentially running our emotional engines at redline for events we often have no power to influence.
THE "COST OF CARING"
A study by the American Psychological Association (APA) found that more than half of people report that the news causes them stress, yet many feel compelled to stay tethered to it. This creates a "cost of caring" where the empathetic response that makes us human becomes a source of psychological harm.
3. Move from sentiment to substance
Outrage is a "cheap" emotion; it feels like action, but it rarely produces a result. If a particular cause truly resonates, move it from the screen to the real world. Donate, volunteer or use your voice in a local community setting. Real action is far more restorative than "performative" outrage.
GUARDING OUR PEACE
Ultimately, selective outrage is an act of self-preservation. In a world that profits from distraction, staying focused on one’s own mental health is a radical act. By choosing where to direct their fire, people ensure they don’t burn out, but rather preserve their energy for the causes and the individuals that matter most.
By protecting emotional energy, we are not being indifferent; we are being intentional. We are ensuring that when a situation arises in which our help is actually required, we have the full capacity of our empathy ready to meet it.
outrage
“Psychologists suggest that the human brain did not evolve to process the suffering of eight billion people simultaneously.”
Life is a stage The works of Emma Forrester
By Kellie Miller
Emma Forrester’s paintings epitomise the very nature of how artists approach their creations. Through her works, she makes the unconscious conscious. Her art embodies her past, present and ultimately her future. Her upbringing in Staffordshire, the heart of the English pottery manufacturing, had a powerful impact, so much so that she, initially unwittingly, presents vases and vessels in her paintings; these are her muses.
The home of ceramics is East Asia, originating in China, then Korea and Japan. She pays homage to these countries not only by the representation
of ceramic objects but also by her use of gold leaf.
Eastern artworks tend to be flat, emphasising the two-dimensional aesthetics of symbolism, philosophy, poetry, and line, with a preoccupation towards simplicity and capturing the essence of what needs to be expressed. In contrast, Western art generally leans towards realism, with a focus on three-dimensional perspective and photographic-based qualities.
“Emma’s work mimics the Eastern decorative approach, with strong lines, woodblock effects, and vivid colours.”
Harbour
Emma’s work mimics the Eastern decorative approach, with strong lines, woodblock effects, and vivid colours. However, she is mindful that these elements should never be interpreted solely by their surface. Each of her pieces has a great emotional reading. The works embrace the spirit of her subject matter, which alludes to and references the female gaze.
“Having worked as a scenic artist in the theatre on many West End shows and Royal Opera House productions, the works also portray theatrical elements, such as the form of a stage set.”
She says: “I love using figures in my vases, maybe with a foot or garment transgressing the boundaries of the object. It helps reinforce that I’m playing around with this genre of still-life painting. The female figures then take on a narrative element, not trapped or defined by their surroundings, nor to be seen as purely decorative.
With the introduction of gold, her pieces are elevated to majestic levels, not only underlining the mystical and religious symbolism but also attracting further attention, adding stature, and enhancing the beauty of her paintings.
The inclusion of gold in her work, with dramatic effect, is further illustrated by the characters she paints on her vessels. Having worked as a scenic artist in the theatre on many West End shows and Royal Opera House productions, the works also portray theatrical elements, such as the form of a stage set. This continues to draw on her past experiences to produce captivating, luminous, divine paintings.
Kellie Miller is an artist, curator, critic and gallery owner.
www.kelliemillerarts.com
The micro-retirement
By Tess de Klerk
Retirement used to be a promise at the far end of the road - a promise earned after decades of proving, building, carrying. But more and more people are questioning that model. Why wait until the final chapter to pause, breathe, recalibrate? Can I not weave rest and reinvention into the middle of the story? Particularly as the stresses and strains of modern life are not what they were in the 50s.
Enter the micro-retirement: a purposeful, extended hiatus taken in the prime of one’s career to recalibrate, before returning to work with renewed strategic vision. Unlike a standard two-week holiday, which often serves merely as a recharge to survive the next quarter, the micro-retirement is an investment in longevity. Research shows that, particularly for Gen Z and Millennial leaders, these three-to-six-week life pauses are becoming an important part of the career path.
such as immersing oneself in a new culture like the Rif Mountains in Morocco, can disrupt these thought patterns. Research also indicates that multicultural immersion can boost divergent thinking, the ability to generate multiple solutions to problems. This suggests that significant professional insights often occur when the mind is allowed to explore without strict objectives.
HOW DO YOU ACTUALLY LEAVE FOR 4 - 6 WEEKS?
This is, of course, the big issue. Such a sabbatical sounds lovely but how do I do it? And perhaps the most reassuring insight here, echoed by both coaches and industrial psychologists, is this: we often overestimate our indispensability.
“The micro-retirement: a purposeful, extended hiatus taken in the prime of one’s career to recalibrate, before returning to work with renewed strategic vision.”
Extended leave works best when treated as a structured transition rather than a spontaneous escape. Members of the Forbes Coaches Council, a vetted group of executives and career coaches, advise the following steps
This isn’t a two-week holiday spent mentally drafting emails by the pool. It’s long enough for your nervous system to soften. Long enough for your thinking to shift from reactive to reflective. Not a crisis response. A strategic reset. For many women navigating business ownership, corporate roles, creative careers or demanding family seasons, it can make the difference between burnout and a powerful second act.
THE PSYCHOLOGY OF THE PAUSE
The goal of a micro-retirement isn’t just relaxation; it’s immersion. When we operate at 100mph, our internal software rarely gets an update. By stepping away for a month, you allow your brain to exit what psychologists call ‘survival mode’, a state of chronic stress where the prefrontal cortex is hijacked by immediate demands and enter ‘discovery mode’. Discovery mode acts as a cognitive system update, forcing the brain out of autopilot and into a state of heightened neuroplasticity where truly innovative ideas are born.
The constant demands of high-level performance are a recipe for keeping the brain in the Default Mode Network (DMN), which is associated with rumination and self-referential thoughts. Stepping away from familiar surroundings,
• Set clear goals and expectations. Be honest about why you’re stepping away - restoration, exploration, recalibration - and define what a successful return looks like for you.
• Rank your top intentions. Choose two or three priorities for your time away so there is shape without pressure.
• Develop a strategy with key people. Have early, transparent conversations with colleagues, collaborators or clients to align expectations and confirm coverage.
• Delegate and empower. Assign clear ownership of responsibilities so others can lead confidently in your absence.
• Plan to genuinely unplug. Boundaries are not rude; they are restorative. Decide what constitutes an emergency and what doesn’t.
• Prepare financially. A planned buffer removes anxiety and allows you to exhale properly.
NOTICE THE THEME: CLARITY REPLACES CHAOS
Sabbatical advocate Lindall Thomas, founder of Beyond a Break and host of Sabbatical Stories, frames extended leave not as indulgence, but as intentional space for recalibration. In her work guiding professionals through structured career
revolution
breaks, she consistently emphasises that preparation is what protects the freedom.
The systems you build before you leave frequently become the systems that strengthen your business, role, or creative practice long after you return.
THE ROI OF STEPPING AWAY
Critics might call it a shortened gap year for adults, but the data suggests otherwise. Companies are increasingly seeing the value in retained talent that has been allowed to breathe. A leader who returns from a micro-retirement brings back more than just a tan; they bring back global insights, a lowered cortisol baseline and a perspective that isn’t clouded by the day-to-day noise of the office. The payoff isn’t just rest. It is recalibration.
The most fulfilled people aren’t those who never stop. They are the ones who know exactly when to hit pause, ensuring they have the stamina to finish the marathon on their own terms.
“The most fulfilled people aren’t those who never stop. They are the ones who know exactly when to hit pause”
Fast Ford–ward PREMIUM EXPLORER
By Fiona Shafer, MD, MDHUB
Ihave only ever reviewed two Fords as Motoring Editor for Dynamic. The fi rst was a Mondeo in 2019, and now the new Explorer Premium. I am pleased to report that both have exceeded my expectations of the Ford brand, and I am very glad that they have.
I have had the privilege of reviewing a lot of cars from a Fiat 500 to a Jaguar F-Pace, and there have been so many occasions when the more expensive the car, the more complex the design, build and technology, which have not added to the driver’s experience at all. Th is is a fact that continues to mystify me.
which the ID.4 is built, the launch was delayed in 2023 due to the new battery regulations, which took effect in 2024. And meet it they did…
To promote the launch of the Explorer in Europe, Ford announced that the electric vehicle would embark on a journey around the world, led by influencer Lexie Alford, who holds the Guinness World Record for the youngest person to visit every country of the world. She achieved this at the age of 21 years 177 days.
“It was very easy and straightforward to drive. It offers a solid and comfortable driving experience that balances practicality and performance”
We all live in an increasingly complex and uncertain world, and I am a very busy person who loves driving and wants to be able to jump in a car, work it all out, not have it answer back at me, and enjoy the ride. I don’t believe I am alone in wanting and needing this.
The Ford Explorer has been a highly successful model in the US market since 1991, and this is its fi rst new full foray into the European electric market. Partnering with Volkswagen to use its modular electric drive matrix (MEB) platform, on
On March 26th 2024, she set a world record as the fi rst person to circumnavigate the globe in an electric vehicle, completing a 30,000-kilometre (19,000mile) journey in the then-new all-electric Ford Explorer. The expedition, part of her "Charge Around The Globe" initiative with Ford, spanned six continents and 27 countries. Th is represents a pretty ambitious and impressive way to launch a car and is very fitting for the readers of Dynamic magazine.
SO WHY DID I LIKE THE EXPLORER?
It was very easy and straightforward to drive. It offers a solid and comfortable driving experience that balances practicality and performance. The acceleration is brisk, from 0 to 62 mph in 6.4 seconds, and, like many EVs, you have to really keep an eye on your speed. As ever, I was grateful for the
TECH STUFF
Model tested: Ford Explorer
Premium Power: 286 PS
Speed: 0-62 - 6.4s
Top: 112 mph
Range: 354 miles combined
Price from: £43,895
As tested: £49,035
“Reviewing the Explorer is probably the fi rst time that I have written about an EV without mentioning ‘range anxiety’”
RWD (EV )
windscreen head-up display, which kept me in check.
The switch to a standard RWD platform gives the Explorer a sportier, more balanced feel compared to earlier frontheavy generations, with a better weight distribution, which means more confident cornering and reduced understeer.
The steering is precise for its class, with a sense of stability, especially on motorways, and the suspension is pretty good over the increasingly rough and damaged roads in East Sussex.
Its overall EV range is 354 miles (combined), and with extra-high motorway driving, it offers 272 miles.
Reviewing the Explorer is probably the fi rst time that I have written about an EV without mentioning ‘range anxiety’ – until now. Th is is most likely because the Explorer is very good at communicating your range, and because our EV charging structure is getting so much better. I treated it to an Instavolt Charge, and whilst not the cheapest way of charging on the block, I didn’t have to download yet another app, and it was seamless – happy days!
It has been introduced to the UK, based on a deep brand value and US heritage, at a starting price of £43,895. Both my friend and I believe it to be a little ‘toppy’ for the UK market. At a lower entry price of between, say, £35,000 - £38,000 with all the extras, I think it could well be a market leader and be here for the long haul.
YAY +
• The design is pretty cool, and with a lot of light in the cabin
8.0 /10
• Plenty of leg and elbow room in the back
• A very clear infotainment system offered up in over 25 languages
• Super easy to connect your phone
• Hugely comfortable to drive, and this was seconded by a friend who is a BMW driver who hopped onboard as a passenger.
• There is a cheeky hidden massage option in the Driver’s seat that just seems to turn itself on and off at will, and for the life of me, I could not work out where to find the fix, but I soon decided to look on it as an unexpected delight. Who wouldn’t?
• Huge boot space.
NAY –
• Wing mirrors are not easy to adjust or reverse, even with the camera, which took a while to get used to.
• The stitching on the steering wheel was very rough and, frankly, unacceptable, rather like an irritating bra strap.
• If you go out of lane, it is quick to correct, but a little unnerving in the process and takes some getting used to.
BRIGHTON FISHERMAN’S FRIENDS
The world-famous sea shanty group from Port Isaac brings their authentic Cornish folk music to the Sussex coast. Having evolved from friends singing on the harbour to national superstars, their live performance celebrates maritime history and community spirit through powerful vocal harmonies and traditional songs of the sea.
Brighton Dome March 5th www.brightontheatre.co.uk/dates/2026/03
DORKING BEN FOGLE – WILD
Adventurer and broadcaster Ben Fogle brings his acclaimed live show to Dorking Halls for an evening of extraordinary storytelling. Fogle recounts some of the most remote and awe-inspiring places on earth he has visited, from the polar ice caps to the Amazon, celebrating the transformative power of the wild.
Dorking Halls, Dorking March 16th www.dorkinghalls.co.uk
WHAT’S ON...
A brief snapshot of art and culture in the region
SUTTON SUTTON & EPSOM RFC COMEDY NIGHT
CHICHESTER
ROALD DAHL’S THE BFG
Fresh from the RSC, Tom Wells’ magical stage adaptation of Roald Dahl’s best-loved story brings dream jars, giants, and genuine theatrical wonder to the Festival stage. Directed by Daniel Evans, this critically acclaimed production is packed with frobscottle, whizzpoppers, and big-hearted adventure for audiences of all ages.
Chichester Festival Theatre March 9th – April 11th www.cft.org.uk
A popular community fundraising event that combines top-quality stand-up comedy with the social atmosphere of a rugby club. Featuring a curated lineup of circuit comedians, the evening includes food and drinks, providing a fun and affordable night out while supporting local grassroots sports and community facilities in the Ewell area.
Sutton & Epsom RFC March 13th
www.tickettailor.com
EPSOM ART SURREY FAIR
This major contemporary art fair brings together a diverse selection of professional artists and galleries under one roof. It offers collectors and enthusiasts the opportunity to discover and purchase unique artworks directly from the creators, ranging from modern abstract paintings to traditional landscapes and bespoke sculpture.
Art Surrey, Epsom March 20th-22nd www.artsurrey.co.uk
POLEGATE BLUEBELL SPECTACULAR & WOODLAND WALK 2026
Since 1972 the Arlington Bluebell Walk and Farm Trail has developed into seven interesting walks over three working farms. In addition to the walks there are a number of special events taking place throughout the opening period
Photographic Competition - get creative on the walks. Children’s Quiz - collect your quiz sheet from the animal barn.
Art Competition - run by Arlington Arts Group. Working with wood - various displays on the theme of wood.
Tye Hill Road, Arlington, nr Polegate April 3rd - May 10th www.bluebellwalk.co.uk
A free, art-filled day of discovery and creativity at one of the UK’s finest collections of Modern British art. Explore the stunning Queen Anne townhouse and contemporary extension, take part in workshops, meet gallery experts and enjoy special programming for the whole family — all at no charge.
Pallant House Gallery, Chichester March 13th www.pallant.org.uk
The county’s largest free-to-attend business show brings together 300–400 professionals at the prestigious Fontwell Park Racecourse. Explore a packed exhibition hall, hear from leading keynote speakers, join speed networking sessions and attend free seminars — a must for anyone looking to grow their business across West Sussex.
