Many employers assume that withdrawing a job offer before someone starts work is a low-risk decision.

A recent Employment Appeal Tribunal ruling suggests otherwise. It held that the withdrawal of a conditional job offer amounted to a breach of contract, even though the employee had not actually started work, and that the financial consequences can be significant.

The case of Kankanalapalli v Loesche Energy Systems Ltd is a timely reminder that a job offer, even one labelled “conditional”, can amount to a binding contract the moment a candidate accepts it.

What happened?

A candidate was offered a role as a project manager, subject to satisfactory references, a right to work check, and successful completion of a six-month probationary period. The offer letter referred to key terms such as salary and a start date, but it did not mention a notice period. The employer also agreed to contribute towards relocation costs.

The candidate accepted the offer by email and completed the new-starter paperwork, including providing referee details and the required right to work documents.

A few weeks later, the employer withdrew the job offer because of delays in the project. The candidate brought a claim for breach of contract, citing the withdrawal of the offer and failure to pay any notice pay.

What did the Employment Tribunal and EAT decide?

The Employment Tribunal dismissed the claim. It held that the job offer was conditional and that the employer had not yet received references or completed the right to work checks (which required original documents). The contract had therefore not been formed.

The EAT disagreed. The key question was the nature of the conditions attached to the offer and whether they were:

• “Conditions precedent”, that is, conditions that must be satisfied before any contract is formed) or
• “Conditions subsequent”: whereby acceptance of an offer gives rise to a binding contract, but if the conditions are not satisfied, the contract terminates.

The conditions were grouped together in the offer letter, and one (passing the probationary period) could only be satisfied after employment began. As there had been no attempt to differentiate between the different conditions, this prevented the EAT from finding that they could be conditions precedent.

The offer letter included the key terms, both parties had treated the contract as binding, and the employer had started the onboarding process. Consequently, the employer did not have an unrestricted right to withdraw the offer for reasons unrelated to the conditions subsequent.

Finally, as the offer letter was silent on notice, the EAT had to imply a reasonable notice period. Taking into account the role’s seniority, the relocation requirement, and the lengthy interview process, it was concluded that three months’ notice would be a reasonable period, which the employer was required to pay.

What does this mean for your business?

The case highlights several practical steps employers should take when making job offers:

1. Labelling an offer “conditional” is not enough on its own and will not prevent a binding contract from forming or a breach of contract if the job offer is withdrawn. If you intend certain conditions to be met before a contract exists, those conditions need to be clearly spelled out, with pre-contract conditions listed separately from post-start conditions, such as probation.
2. Always include a notice period in the offer letter, covering both the probationary period and the post-probation standard notice period after probation has been successfully completed. If you don’t, the Employment Tribunal will imply one, and it may be longer than you’d expect.
3. Before withdrawing any offer, take legal advice to ascertain whether the job offer was conditional or unconditional. Depending on the seniority of the role and the implied or stated notice period, a successful breach of contract claim can mean significant compensation as well as considerable management time.
4. Finally, it’s worth reviewing your current offer letter templates to ensure key terms are included and that the conditional nature of any offer is clearly and correctly expressed.

A little extra care at the offer stage is far less costly than defending a claim if a job offer is withdrawn.

Read more:
Withdrawing a job offer can cost you more than you think

In a recent Acas survey, employers and employees were asked which three changes in the Employment Rights Act 2025 would have the biggest impact in their workplace.

Surprisingly, the new rights on Statutory Sick Pay (SSP) topped the list for both groups, named by 43% of employers and 36% of employees. The reduction in the unfair dismissal qualifying period from two years to six months was the second most significant change (31% of employers and 30% of employees). Employers ranked the new paternity leave day-one rights as the third-largest reform, whereas employees said it was easier access to flexible working arrangements.

The SSP reforms take effect from 6 April 2026, aiming to improve financial security, particularly for part-time employees and those in low-paid jobs. While more employees will qualify for SSP, employers will face increased costs and compliance requirements, particularly for small and medium-sized enterprises.

Before looking at the reforms and what employers can do to prepare for them, let’s consider the current arrangements.

What is the current SSP framework?

An employee must be an “eligible employee” and earn at least the Lower Earnings Limit (LEL), which is currently £125 per week. Even if employees are eligible, SSP is payable only from the fourth consecutive day of sickness, as the first three days are unpaid waiting days.

It is estimated that around 1.3 million employees receive no SSP at all, and many lose pay for only short periods when unwell. Some face the choice of working while ill or losing income. This can spread illness in the workplace and reduce productivity.

What is changing from 6 April 2026?

Approximately 25% of employees only receive SSP (rather than contractual sick pay), and the SSP changes below will have a significant impact.

• Removal of the Lower Earnings Limit, and employees will no longer need to meet the LEL to qualify for SSP.
• A new earnings‑linked calculation and SSP will be paid at 80% of normal weekly earnings (NWE) unless the SSP flat rate is lower.
• SSP will be payable from day one of sickness absence, as the Employment Rights Act 2025 abolishes the three unpaid waiting days.
• SSP will increase from £118.75 to £123.25 a week on 6 April 2026.

It is important to mention atypical workers, such as zero-hours and agency workers, as well as seasonal and irregular-hours staff. Establishing NWE is not always straightforward because of their fluctuating pay and variable working patterns. Employers can determine NWE, for example, by averaging pay over the previous 8-12 weeks or by following the relevant contractual arrangements to ensure SSP reflects actual earning patterns.

What do the SSP changes mean for employers?

The scope of SSP entitlements is significantly widened. As well as administrative adjustments to update policies and payroll processes, the reforms carry a cost implication for organisations of all sizes.

The Government estimates that removing waiting days and abolishing the LEL, combined with introducing the 80% earnings‑linked calculation, will increase employer SSP costs by around £450 million a year. Although a significant sum, it equates to roughly £15 more per employee according to the Government’s impact assessment. Crucially, earlier access to SSP may boost productivity by allowing employees to stay home when unwell without feeling compelled to attend work.

Employer concerns about increased sickness absence could be mitigated through strengthened sickness management. This includes conducting return‑to‑work interviews promptly, even after short periods of illness, which can help to identify underlying issues early and reduce avoidable absences. It can also include structured return-to-work planning, phased returns, and temporary adjustments.

How can employers prepare for the changes?

• Update payroll systems for earnings‑linked SSP and day‑one entitlement.
• Review and update sickness absence policies, contracts and employee handbooks and communicate these changes to employees.

• Budget for increased SSP.
• Identify roles or departments most affected by the wider eligibility rules.

• Train managers and HR on the new regime.
• Strengthen sickness absence management processes.
• Establish the number of atypical workers and how their normal weekly earnings are calculated.

Conclusion

The April 2026 SSP reforms represent a major shift in the UK’s approach to sick pay, expanding access and enhancing financial protection for employees. While these changes introduce additional costs and compliance requirements for employers, early preparation will support a compliant and well‑managed transition.

By reviewing systems and policies now, organisations can ensure they are ready for the new SSP regime and are equipped to support staff and manage sickness absence effectively.

Read more:
Imminent changes to Statutory Sick Pay: What employers need to know

In many organisations, portfolio is still viewed as a list of products and services – something to be expanded in the hope that more choice will unlock more opportunity. In reality, sustainable growth rarely comes from volume alone.

For high-performing businesses, a strategic portfolio is one that is deliberately designed around customer outcomes. It supports acquisition, strengthens retention and creates long-term value through clarity, consistency and service excellence.

In this blog I will be exploring how a focused, service-led portfolio can drive sustainable growth. Drawing on Chubb’s approach to connected services, cross-selling and long-term customer relationships, he explains why portfolio discipline is a critical leadership lever in today’s complex and regulated markets.

Portfolio as a Growth Strategy, Not a Catalogue

Across many sectors, portfolios grow reactively – shaped by short-term sales opportunities or competitor activity. Over time, this can create fragmented offerings that are difficult for customers to navigate and challenging for teams to deliver consistently.

In fire safety and security, where trust, reliability and compliance are paramount, this approach simply doesn’t work. Customers aren’t looking for disconnected products; they’re looking for partners who can manage risk holistically.

A strategic portfolio is therefore not about selling more things. It’s about offering the right combination of services, delivered in a way that supports both immediate needs and long-term resilience.

Portfolio as One of Chubb’s Three Ps

At Chubb, Portfolio sits alongside People and Process as one of our three strategic pillars, and it plays a central role in driving top-line growth.

Our portfolio strategy is built around:

• Service and monitoring-led propositions
• Multi-discipline contracts that simplify supplier management for customers
• Connected services that provide insight, responsiveness and peace of mind

By leading with service, we create opportunities to capture greater share of customer spend while delivering more integrated, value-driven solutions. This approach supports both customer acquisition and retention – helping us build long-term relationships rather than transactional engagements.

However, implementing portfolio discipline is not without challenges. Internal resistance to change, legacy systems and market pressures can all pose obstacles. At Chubb, we address these by fostering a culture of continuous improvement, investing in staff training, and modernising our technology to support agile decision-making.

Connected Services and Cross-Selling with Purpose

Cross-selling is often misunderstood as simply adding more products to an account. At Chubb, it’s about identifying where additional services genuinely enhance protection, performance and compliance.

Connected services play a critical role here. By leveraging data, monitoring and integrated technologies, we’re able to:

• Anticipate customer needs
• Improve response and reliability
• Strengthen ongoing engagement through service excellence

This creates natural opportunities to expand relationships in a way that feels relevant and valuable to customers – not forced or opportunistic. For example, one of our long-term customers faced evolving compliance requirements. By proactively offering a bundled solution that combined fire safety audits with ongoing monitoring, we not only met their immediate needs but also deepened our relationship and opened the door to additional services.

Retention Is Where Sustainable Growth Lives

While acquisition is important, long-term growth depends on retention. A well-curated portfolio makes it easier to retain customers by delivering consistent service, reducing complexity and reinforcing trust over time.

Multi-discipline contracts supported by connected services help customers see Chubb as a long-term partner, not a collection of suppliers. That loyalty is built through reliability, insight and the confidence that we’re continuously investing in their safety and resilience.

Lessons for Business Leaders

Business leaders should regularly review their portfolios, ensuring that each service or product contributes to sustainable growth. This means being willing to make tough decisions – retiring offerings that no longer serve the company or its customers and investing in those that do.

For leaders looking to refine their portfolios, consider these actionable steps:

• Conduct regular portfolio reviews with cross-functional teams
• Use customer feedback and data analytics to guide decisions
• Develop a checklist to assess each offering’s alignment with strategic goals.

Portfolio with Purpose

At Chubb, we see portfolio as a growth engine – one powered by service excellence, commercial discipline and customer insight.

By focusing on connected services, cross-selling with intent and long-term retention, we’re building sustainable growth that benefits our customers, our people and our business.

Because when your portfolio is designed around customer outcomes, sustainable growth follows naturally – built on trust, clarity and long-term value.

Read more:
Building Sustainable Growth Through a Strategic Portfolio

UK businesses are being urged to tighten controls around their use of artificial intelligence in 2026, as legal experts warn that poorly governed AI systems are exposing companies to mounting legal, financial and reputational risks.

From unclear ownership of AI-generated content to data protection breaches and misleading outputs, advisers say many organisations have adopted AI tools faster than they have put safeguards in place, leaving them vulnerable as regulation accelerates.

Copyright and ownership disputes remain unresolved

One of the most pressing risks for businesses using generative AI is uncertainty around copyright and ownership of AI-generated outputs. Legal experts warn that AI tools can unintentionally reproduce copyrighted material, creating disputes over who owns, or is liable for, the content produced.

A high-profile example is the case of Getty Images versus Stability AI, which highlighted the legal grey areas surrounding AI training data. Getty alleged that its copyrighted images had been used without permission to train an image-generation model. While Getty’s main UK copyright claim did not succeed, the court found limited trademark infringement linked to early outputs that reproduced Getty watermarks, underlining the legal uncertainty businesses still face.

Lawyers say companies should carefully review the licensing terms of any AI tools they use, implement internal review processes to check outputs for potential infringement, and clearly define ownership rights in contracts. Commercial use of AI-generated content is particularly risky where training data sources are opaque.

AI ‘hallucinations’ pose serious business risks

Accuracy remains another major concern. Studies suggest that around 20 per cent of AI-generated outputs contain significant errors, including fabricated or outdated information. When relied upon for legal, financial or operational decisions, these so-called “hallucinations” can expose businesses to misrepresentation claims, regulatory penalties and reputational damage.

In March 2024, a chatbot powered by Microsoft was reported to have given incorrect legal guidance to business owners, including advice that could have led to breaches of employment law. Legal experts warn that similar errors could result in fines of up to €7.5 million (£6.5 million) for providing misleading information to regulators.

To mitigate the risk, businesses are advised never to treat AI as a final authority. Human verification should be mandatory for high-stakes decisions, with clear disclosure when content has been AI-generated.

Weak AI governance is a growing liability

Many organisations have rolled out AI tools without establishing internal governance frameworks, a gap advisers describe as a “ticking time bomb”. Without clear policies, employees may misuse AI systems, input sensitive data, or fail to recognise harmful or biased outputs, increasing the risk of data breaches and legal claims.

Legal specialists recommend introducing company-wide AI policies that define acceptable use, establish review protocols and assign accountability for decisions informed by AI. Treating AI as a regulated business tool rather than a productivity shortcut is increasingly seen as essential.

Data protection breaches carry heavy penalties

AI systems often process vast quantities of personal data, including customer and employee information. Using this data without proper consent, transparency or anonymisation can lead to serious breaches of data protection law, resulting in fines and loss of trust.

Businesses are being urged to minimise data collection, document lawful bases for processing, maintain clear consent records and ensure transparency around how AI systems handle personal information.

Regulation is evolving faster than many businesses expect

Perhaps the biggest challenge for 2026 is the pace at which AI regulation is changing. Governments are introducing new rules that can apply across jurisdictions and, in some cases, retrospectively to systems already in use.

Legal experts warn that companies failing to monitor regulatory developments or audit their AI systems regularly risk falling foul of the law even when acting in good faith. Flexible compliance strategies and ongoing legal oversight are increasingly seen as essential as AI moves from experimentation to core business infrastructure.

The message from advisers is clear: AI remains a powerful competitive tool, but in 2026 it also represents a growing legal exposure. Businesses that fail to embed governance, oversight and compliance into their AI strategy may find the technology creates more problems than it solves.

Read more:
Legal experts warn UK firms of rising AI risks in 2026 as regulation tightens

On the first day of Christmas, my mentor taught to me, resilience as a growth strategy…

Christmas is a time for slowing down, relaxing, and resetting for the year ahead. For the SME leaders we work with on our Help to Grow: Management Course, it provides the opportunity to reflect on the year gone by and think about the new strategies and tactics required to ensure the new year is merry and bright. But also, to reflect upon their own role in leading the business.

Here are twelve practical lessons that I’ve learnt from working with small business leaders across many different sectors and our community of expert business school members.

Resilience as a growth strategy

Imagine a business that is not only equipped to withstand economic disruption, but which can also rapidly adapt to changing market conditions and seize new opportunities. The most resilient SMEs that I have worked with do exactly that – facing down uncertainty while maintaining a competitive edge.

This includes setting a strategy for growth and innovation that embeds agility, leading with purpose and bringing the team onboard with you through changes. A key part of the Help to Grow: Management Course is understanding that new challenges are more than just obstacles to overcome, rather opportunities to learn, innovate and build momentum for long-term success.

Imposter syndrome

When clarity starts to emerge, the next big shift is confidence. You can build a brilliant plan but without self-belief, it’s unlikely you’ll move forward. Developing your knowledge and a support network will help you build your confidence as a leader and build your business.

Louise Morgan, founder and director of TMPR and Help to Grow: Management alumni, says: “For me personally, imposter syndrome is a deep-rooted feeling that my company has been built on luck rather than by design. Our growth doesn’t feel earned – it feels accidental. The key for small business leaders is to be able to identify this challenge in themselves and take advantage of support networks to overcome the threat of feeling like a fraud.”

Seek out mentors and people in your shoes

One of the biggest highlights for our alumni is the value of having a mentor and a peer group to share ideas and challenges with. Business leaders who have been there and done it, but also those at a similar stage of their leadership or business evolution. Outside perspective brings business benefits and makes the growth journey more enjoyable.

Richard Sadler, Director, CJC Aggregates and Landscaping Supplies: “My mentor on the Help to Grow: Management Course challenged me in the right ways. Rather than thinking about just drawing in customers, my mentor encouraged me to consider how we get more returning customers who want to spend more with us. During a time of real growth, he made me see we could change our existing business to be more profitable.”

Get your organisational structure right

With a community of more than 10,000 small business leaders, we’re helping SMEs from a huge variety of different sectors but organisational design and employee engagement are important for every industry. Pruden & Smith, bespoke and handmade luxury jeweller, has achieved record revenues a year after its creative director Rebecca Smith completed the 90% government-funded Help to Grow: Management Course at University of Brighton, School of Business and Law. Her main takeaway was how to face into restructuring her team.

Entrepreneur and creative director at Pruden & Smith, Rebecca Smith, said: “I think many small businesses like ours struggle because they aren’t putting the right organisational structures in place to support growth. As an entrepreneur, I’ve never worked in a large organisation so didn’t even really know the names of the roles we would require as we scaled into a bigger business.Restructuring allowed us to provide clarity around existing roles but also outline development paths so individuals could see how they would progress in the future. The process allowed me to identify which areas I should be stepping out of, but it also gave us real clarity on the roles we needed to underpin our growth. We recreated people’s jobs to fit that model.”

Productivity KPIs

A universal lesson from the course is to be crystal clear about what productivity means within the context of your business. Once a business pins down how to measure its productivity, KPIs can be set that align employees and activity around the same goal. This provides confidence that the critical KPIs, and not vanity metrics, are being tracked.

Small adjustments often make a noticeable difference – for example, simplifying systems to reduce wasted effort, or reviewing processes with the team to spot where work slows down. The aim is to use these metrics to support smarter decisions, not to add reporting for the sake of it.

You don’t need to be an accountant

But you do need a firm grip on the financials. A trait I’ve consistently observed from successful business leaders is that they properly understand the what’s what of finance and financial management, when to seek growth funding and how to prepare for key investment raising activities.

Knowing your figures helps you manage risk, pace growth, and spot where margins can be strengthened. It also gives you confidence when talking to lenders, partners, or potential investors.

Know how to use your time wisely

A mother of three young children, alumni Lauren works three days a week on her business Guthrie & Ghani – making strategic focus, prioritisation, and strong management essential for success.

Lauren Guthrie, founder of Guthrie & Ghani and former finalist on the first series of The Great British Sewing Bee, commented  “I didn’t have the right frame of mind before the course. Having gone through Help to Grow: Management, I learnt how to think about growth, what to evaluate, and how to structure the business to support it. The course helped me put the right structures in place to maintain my ethos and grow while balancing my family life. Now, I know that the limited time I have is spent on the things that really matter.”

You don’t know what you don’t know

It doesn’t matter how many years of experience we as leaders have, there is always the opportunity to learn more, and to validate or recalibrate that you are leading your organisation on the right path.

Paul Kenny, Managing Director of Yorkshire-based Aquatrust: “My journey wasn’t linear – I didn’t go to university, and my A Level results weren’t what I’d hoped for. But I found opportunities, worked hard, and kept learning. Enrolling on the Help to Grow: Management Course in 2022 was my first real experience of returning to formal education – at the age of 50/51. It came at a crucial time in my career and gave me a real plan and purpose for my business. Help to Grow: Management reignited that learning mindset and gave me the tools to lead Aquatrust into its next chapter.”

Moving from corporate career to SME leadership is a steep learning curve

Leaders making this shift often say they gain a deeper appreciation for how each part of the business contributes to performance. With that comes a greater sense of responsibility, but also the chance to understand the full extent of leading a growing business and make decisions with real pace.

Karsten Smet, CEO of ACI Group and alumni said this about his own experience of switching careers: ‘What happens when you’ve been in a C-level position at large organisations is you don’t know how SMEs work. You don’t necessarily understand how all the different components really fit together or how decisions are made. The Help to Grow: Management Course gave me this understanding and time to clarify my business’s future and make my organisation one that my employees were invested in.”

It’s never too early to look at exporting

Exploring overseas markets encourages firms to refine their offering, strengthen processes, and build resilience through diversification.

Byron Dixon MBE, chair of the Small Business Charter and founder of Micro-Fresh, says: “I can’t overestimate the degree to which exporting can transform a business’ trajectory – it certainly did for mine. It’s also so much easier than it was 20 years ago, and there is so much fantastic support on offer. Yet, too many SME leaders delay exporting much longer than necessary. They wait until they’ve exhausted domestic opportunities, or until growth plateaus. Sometimes they just never see it as an option for them at all. To those in that position, I’d say this: the question shouldn’t be “When should we export?” but rather “Why aren’t we already exporting?”

Work ON the business, not IN it

Taking time away from day-to-day pressures helps leaders think about capacity, future skills, and the investments that will shape the next phase of growth. Critically it also provides the opportunity to think about their own role and how that contributes towards growth.

Rachel Hicken, Pig & Olive co-founder and alumni: “I’m very good at service, my co-founder Simon knows his pizzas – but that’s not enough if you don’t understand the backbone of running a business. Help to Grow: Management really set off my journey of learning about business. It helped me realise I needed to stop just working IN the business and started working ON it. I learnt that growth requires leaders to step back and look at the big picture. It also gave me the confidence to look at figures properly and understand the story they tell and gave me the confidence to make strategic investments.”

Treat succession planning as a growth strategy, not just an exit strategy

In conversations we’ve had with family-owned business leaders over the last five years, we’ve seen that proactive succession planning leads to stability, builds resilience, and unlocks growth for the business. The data backs it up; according to STEP, 74% of family businesses with a succession plan agree that having a plan has made their business stronger and helped them to grow.

Having these conversations early reduces uncertainty for staff and gives future leaders the confidence to step forward. It also creates room to plan investment and allocate responsibilities more thoughtfully.

Jingle all the way into the new year

As the year draws to a close, I hope these bite-size lessons show how practical choices, steady reflection and a willingness to learn can strengthen any growing business. With renewed focus and a bit of breathing space, you as SME leaders can enter the new year with purpose and confidence.

Business leaders can find out more about the Help to Grow: Management Course and sign up for the course in their area by visiting: www.smallbusinesscharter.org/help-to-grow-management

Read more:
The Twelve Days of Business

In just four months, millions of small businesses, sole traders and landlords will need to change how they track and report their finances to HMRC.

Making Tax Digital for Income Tax (MTD for IT) will come into effect and means moving away from annual, paper-based tax returns to more frequent, digital reporting.

Under the new rules, you’ll need to use HMRC recognised software to keep digital financial records, send quarterly updates on income and expenses and complete an annual declaration that confirms your final tax position for the year by the usual 31 January deadline. It’s a big change and the biggest shift in personal tax since self assessment was introduced more than 30 years ago.

MTD for IT will be rolled out in stages. If you’re a small business, sole trader or landlord that has an annual income of more than £50,000 then you’ll be included from April 2026. It will then be extended to include those earning over £30,000 by April 2027, and anyone turning over more than £20,000 from April 2028.

With such a big shift ahead, the coming months will be very important. Taking steps to get ready for the changes will help you move through the transition with confidence and build new habits that you’ll rely on for years to come.

Why MTD for IT is happening

The introduction of MTD for IT is part of the UK government’s wider push to modernise the tax system and bring it in line with the digital tools that already power much of the economy. For years, policymakers have emphasised the need to invest in technology and reduce the administrative burden created by outdated, paper-based processes. MTD for IT is one of the key steps in this ambition to build a more modern and future-ready tax system.

A fully digital approach to tax is intended to make financial admin feel easier and simpler. However, for those that still rely on paper notes or spreadsheets, the shift might feel overwhelming. More than two-fifths (42%) of the smallest businesses are not using any finance or accounting tools, and only 27% believe they get their tech and software choices right according to our survey. For many of you, MTD for IT will mean using digital accounting tools for the first time and getting comfortable with a whole new way of working.

Choosing the right tools to help

Getting ready for a new digital way of doing tax, starts with picking the right software for bookkeeping. Look for HMRC recognised options that are simple to use. Ideally, digital tools should bring your financial admin together so you have one place where you can log your expenses, manage tax and keep on top of your finances.

It also helps to choose tools that make your everyday jobs feel easier and quicker. Features like being able to snap a picture of a receipt on the go using a mobile app will mean that you can log expenses instantly and automatically update your accounts. It’s a small change but one that can save you time and cuts down the chance of making mistakes that often creep in with more manual ways of working.

What to consider next

Once software is in place, use the remaining time to become more comfortable with digital record-keeping and quarterly reporting. With the right set-up, your income and expenses should flow straight into your software and quarterly updates, giving you a good idea of how your business is doing and what your tax bill is looking like after each quarterly update. This should mean fewer end-of-year tax surprises.

Up-to-date digital records will also make it easier to understand what’s coming in and going out. Our research shows nearly two in five small business owners (38%) are unaware if they were in profit the month before, and over half (55%) struggle with cash flow management. With everything captured in one place, you will be able to get a clearer view of your numbers so you can spot early warning signs or issues – from unpaid invoices to unexpected costs, and changing profit margins.

Get ready now

If you want extra assurance that everything is set-up right, an accountant or bookkeeper can also be a huge help. They can translate HMRC’s guidance into practical steps, help you select the right digital tools and guide you on how to manage the new reporting requirements. This kind of support will make the changes feel more manageable.

The move to MTD for IT might take some time to get used to, but taking action now will make the transition much easier. By taking steps to get ready for the changes, you can ease the pressure of the looming deadline and put yourself on a stronger financial footing for the future.

Get ready for MTD for IT – sign-up for one of our webinars that will break-down everything you need to do to prepare for the changes and view our range of MTD ready plans here with new customers getting 95% off for six months.

By Stuart Miller, Director, Public Policy & Tech Research, Xero

Read more:
What will Making Tax Digital for Income Tax mean for small businesses in 2026 and beyond?

If you’ve ever sat in an interview and heard a hiring manager say, “We’re like one big family here,” you might have felt reassured. After all, what could be wrong with a close-knit, supportive workplace?

However according to career experts, this phrase often carries a more troubling subtext — one that could point to overwork, blurred boundaries, and even a toxic culture.

Peter Duris, CEO and Co-founder of Kickresume, an AI-based career hub, says jobseekers should pay close attention to subtle language during interviews, as it can reveal much about a company’s culture and expectations.

“One of the most recognised signs of a toxic workplace is when the hiring manager says something along the lines of the team being like a family,” says Duris. “This might imply that you’ll be expected to constantly go above and beyond and sacrifice your personal time.”

Duris adds that while some genuinely nurturing workplaces do use the “family” metaphor to describe a supportive culture, jobseekers should be cautious if it’s paired with other warning signs — such as vague answers, long hours, or visible stress among employees.

What ‘we’re like a family’ can really mean

Possible Green Flags Possible Red Flags:
A supportive, inclusive culture Pressure to work overtime or “go the extra mile” without reward.
Strong sense of belonging and team spirit Emotional manipulation disguised as loyalty.
Genuine friendships between colleagues Favouritism, cliques, or blurred boundaries.
Managers who offer personal support Pressure to put work above your personal life.

More warning signs to watch for

Duris points out that there are many other interview red flags that can indicate poor management or a weak company culture.
• Rude or dismissive behaviour: If the interviewer turns up late, interrupts you, or seems distracted, it’s often a preview of how employees are treated internally.
• Vague job descriptions: If the interviewer dodges questions about duties or expectations, it could signal disorganisation or unrealistic workloads.
• Hidden pay information: “If a company won’t share the salary details, especially late in the process, it’s a red flag that grows with time,” Duris says. “Transparency about pay should be standard.”
• Stressed or disengaged interviewers: Pay attention to body language. “If the person interviewing you looks exhausted or unenthusiastic, that’s a clear reflection of company morale,” Duris adds.

Another overlooked indicator is staff turnover. Sites like Glassdoor can offer valuable clues. “If you notice consistent reports of high turnover, it’s worth asking why people don’t tend to stay,” he advises.

Not every mismatch means the company is toxic — sometimes it’s just the wrong fit. “For example, if you thrive on independence and flexibility, a highly collaborative or structured environment might not suit you,” Duris explains. “These aren’t red flags, just signs that your working styles may not align.”

Duris also offers advice for candidates hoping to make a strong impression themselves. “Badmouthing a former employer is always risky,” he says. “Even if you had a difficult experience, it’s better to frame it professionally — for example, ‘My last manager had a different leadership style than I’m used to.’”

He adds that interviews are a two-way process: “You’re not just being assessed; you’re assessing them. The best thing you can do is stay observant, ask thoughtful questions, and trust your instincts. A truly healthy company culture won’t need to tell you it’s ‘like a family’ — it’ll show you.”

Read more:
‘We’re like a family here’: why this interview cliché could signal a toxic workplace

There have been long-standing concerns about the use of Non-disclosure agreements (NDAs), particularly relating to sexual harassment allegations. Those concerns have grown with the momentum of the MeToo movement.

The use of NDAs stands at a critical crossroads. Imminent and future legal reforms are poised to fundamentally alter their scope and enforceability in the context of discrimination and harassment.

NDAs have historically been used as a crucial way of maintaining corporate confidentiality and protecting intellectual property and trade secrets. They are routinely used throughout the entire employment lifecycle, from hiring through ongoing employment and extending to an employee’s exit. Nonetheless, substantial legislative changes are set to limit their scope significantly.

How are legislative changes reshaping NDAs?

The Government is set to ban the use of controversial NDAs where workers have complained about workplace harassment or discrimination. This proposal is part of the Employment Rights Bill. If enacted, new rules will make confidentiality clauses in settlement agreements (or other agreements) void, to the extent that they attempt to prevent individuals from discussing allegations of or disclosing information about harassment or discrimination. The rules also extend to the employer’s response to the allegations.

There will be limited circumstances where NDAs can still be used in relation to harassment and discrimination complaints, known as “excepted agreements”. Future regulations are expected to define an “excepted agreement” narrowly, allowing such NDAs only under specific conditions -most notably, when a worker actively requests one.

There is currently no information about when these NDA proposals will be implemented. Although the Government published a roadmap in July 2025 outlining the phased implementation of the Employment Rights Bill, the NDA proposals were made after the roadmap’s publication.

The Victims and Prisoners Act 2024

By contrast, under section 17 of the Victims and Prisoners Act 2024 (“the Act”), any NDAs entered into on or after 1 October 2025 will be unenforceable against individuals who are, or who reasonably believe themselves to be, victims of crime – specifically when they disclose information about relevant conduct to certain parties and for clearly defined purposes.

The Act protects “permitted disclosures” made by victims to:

• Law enforcement agencies and investigative authorities
• Qualified legal professionals
• Regulated professionals, including members of the healthcare sector
• Registered victim support organisations
• Regulatory or supervisory bodies
• Authorised representatives
• Immediate family members, specifically being a victim’s child, parent, or partner.

The Act adopts an inclusive definition of “victim.” Under section 1, a victim is anyone who has suffered harm as a direct result of criminal conduct in England and Wales, or who reasonably believes they are a victim. Notably, this definition extends to individuals who have witnessed criminal conduct and experienced harm as a result.

“Harm” is defined broadly to include physical, mental, or emotional suffering, as well as economic loss. Importantly, there is no requirement for the offence to have been officially reported, nor must there be a charge or conviction for someone to be recognised as a victim under the Act.

What steps should organisations take?

·        Implement a clear anti-harassment policy if you don’t already have one, and ensure this includes an effective complaints procedure.

·       Provide training to workers and managers on harassment and discrimination.

·       Foster an inclusive culture in the workplace.

·       Review contract templates, especially NDAs, but also contracts of employment and settlement agreements to ensure they align with the latest legal standards.

·       As well as the above, and in relation to the new Act, set out clearly the circumstances when disclosures are permitted in NDAs. This will eliminate potential ambiguities regarding parties’ rights and obligations. By doing so, businesses can safeguard transparency and compliance in a rapidly evolving environment.

Conclusion

The introduction of these legislative reforms is another step toward prioritising individual rights over the broad use of confidentiality clauses. For employers, this means taking a proactive approach to ensure alignment with new transparency-focused standards.

While NDAs still serve a valid purpose in protecting legitimate business interests, their use in cases of harassment or discrimination is now subject to stricter scrutiny. That scrutiny will be even greater when the NDA provisions in the Employment Rights Bill come into force.

Read more:
Reshaping confidentiality: the changing landscape of Non-disclosure agreements

If 2024 was the year when artificial intelligence dominated the headlines, then 2025 has been the year of the cyberattack. From luxury fashion houses to high-street retailers and car manufacturers, businesses across the UK and beyond have found themselves under siege from hackers.

The scale, frequency and audacity of these attacks raise urgent questions about how well user data is being protected – and what risks lie ahead for millions of consumers.

The biggest breaches of 2025

Perhaps the most high-profile attack came this summer when Jaguar Land Rover (JLR) was forced to halt global production after hackers crippled its IT systems. The incident left thousands of workers temporarily stood down, dealerships unable to service vehicles, and suppliers facing cash-flow crises. Investigations later confirmed that “some data” had been affected, with regulators notified. While JLR has yet to specify if customer records were included, the disruption underscored how dependent modern manufacturers are on interconnected digital infrastructure – and how vulnerable that leaves them.

In retail, Kering, the French parent company of Gucci, Balenciaga and Alexander McQueen, admitted in June that hackers had stolen personal data linked to as many as 7.4 million email addresses. Shiny Hunters, the cybercriminal group claiming responsibility, released a sample of records showing not just names and contact details but also the total amount customers had spent. Some victims were flagged as spending upwards of $80,000, raising fears that high-net-worth individuals could be targeted for further fraud or scams.

Luxury brands weren’t the only ones hit. Marks & Spencer, Harrods and the Co-op all confirmed incidents earlier this year, forcing online and in-store operations offline. Even when financial details weren’t compromised, personal identifiers such as email addresses, order histories and loyalty scheme records were exposed – highly valuable information for criminals running phishing campaigns.

And it wasn’t confined to retail. The financial services sector also reported breaches, with mid-sized lenders and fintech platforms warning customers about attempts to access online accounts. Each case might appear isolated, but taken together they point to an alarming trend: cyberattacks are now routine, not rare.

What hackers want – and why user data is so valuable

For most attackers, the motivation is financial. Groups like Shiny Hunters typically steal large datasets and then ransom them back to the company, demanding payment in cryptocurrency. If the ransom isn’t paid, the data may be sold on the dark web, where criminals trade in email addresses, phone numbers and behavioural data.

Even without bank details, this information is potent. With a customer’s contact details and knowledge of their shopping or spending habits, criminals can craft convincing phishing emails or texts. High-spending customers are particularly attractive targets, as the Kering case illustrated. A fraudster who knows you spent £10,000 in a single transaction has a better chance of tricking you with a fake refund email than one casting a generic net.

The other motivation is disruption. In the case of Jaguar Land Rover, the attack brought production lines to a standstill. For hackers, this can be a way of demonstrating power, inflicting reputational harm, or forcing a company into paying a ransom simply to get back online.

Why 2025 has been so bad

Several factors explain the surge in successful cyberattacks this year.

First, the volume of personal data being collected and stored has grown exponentially. Retailers, carmakers and banks all rely on vast CRM systems to understand customer behaviour, personalise offers and drive sales. That makes them rich hunting grounds.

Second, geopolitical tensions have created an environment where hostile state-linked actors are more active. UK cyber experts have repeatedly warned that international conflicts are spilling into cyberspace, with attacks on infrastructure and businesses used as tools of leverage.

Third, despite improvements in security, many organisations remain under-resourced or over-confident. Too often, investment goes into protecting the most obvious assets – like payment card numbers – while overlooking other valuable datasets such as loyalty programme histories or purchasing records. As cyber lawyers point out, under UK GDPR the principle of “data minimisation” requires firms to only store what they truly need. Too many continue to hoard data indefinitely, increasing the scale of potential breaches.

What it means for UK consumers

For individuals, the lesson of 2025 is sobering: assume your personal data has already been compromised at some point. With so many large-scale breaches, it is statistically likely that your email address, phone number or purchase history is in circulation.

That doesn’t mean panic is necessary, but it does mean vigilance is. Consumers should:
• Be sceptical of unexpected messages, especially those claiming to be from luxury brands, banks or retailers.
• Use strong, unique passwords across accounts, and enable two-factor authentication wherever possible.
• Monitor financial and loyalty accounts for unusual activity. Even if criminals don’t have your card number, they may attempt to exploit rewards programmes or request refunds.
• Act quickly if notified of a breach – change passwords, review recent transactions and follow any advice provided by the company.

Perhaps most importantly, don’t dismiss non-financial data as harmless. A breached email address linked to your shopping history can be weaponised in highly targeted scams.

The road ahead

Regulators are already circling. The Information Commissioner’s Office (ICO) has been notified of several incidents and will expect companies to demonstrate that they had appropriate security and response measures in place. Meanwhile, policymakers are considering whether tougher disclosure rules are needed to ensure the public understands the scale of attacks.

For businesses, the wake-up call is clear. Data is both an asset and a liability. Investing in cybersecurity, minimising unnecessary data storage and being transparent when breaches occur are not optional extras – they are essential for protecting reputation and customer trust.

As for consumers, the spate of attacks in 2025 is a reminder of the double-edged nature of our digital lives. Convenience and personalisation come at the cost of handing over more personal data than ever before. The challenge now is to ensure that the systems designed to protect that data can keep pace with those trying to steal it.

Because if 2025 has shown us anything, it’s that cybercriminals are no longer at the gates – they are already inside.

What to do if you think your data has been breached

Top five steps UK consumers can take if their data has been breached

Change your passwords immediately

Update any login credentials connected to the affected service. Use a strong, unique password and activate two-factor authentication if available.

Monitor your accounts

Keep a close eye on bank statements, online accounts, and loyalty schemes for any unusual activity. Criminals may target store credits, refunds, or loyalty points as much as cash.

Be alert to phishing attempts

Fraudsters often use stolen data to send convincing fake emails or texts. Don’t click on suspicious links or share more personal details without verifying the source.

Check if your email is on the dark web

Services like Have I Been Pwned allow you to check if your email address has been involved in previous breaches. This can help you understand your exposure.

Report and protect

If you believe your financial details are being misused, contact your bank immediately. Report suspected identity theft to Action Fraud, the UK’s national fraud reporting centre.

Remember: Even if only “non-financial” data such as your name, address or purchase history is compromised, it can still be exploited in scams. Treat every breach notification seriously.

Read more:
Cyberattacks 2025: Millions of UK users exposed in year of hacks — here’s what it means for your data

The UK’s capital gains tax (CGT) system underwent significant changes in October 2024, following the Chancellor Rachel Reeves’ Autumn Budget.

The adjustments affect everyone from casual investors to landlords, entrepreneurs, and those disposing of crypto assets — and, crucially, HMRC’s outdated self-assessment software has not kept up with the mid-year changes.

For anyone filing a 2024–25 return, here is a comprehensive guide to the new rules, the key numbers, and what it means for your finances.

Old vs new CGT rates

Before October 30, 2024, CGT rates were set at relatively modest levels for both basic-rate and higher-rate taxpayers. For assets sold earlier in the 2024–25 tax year, the following rates still apply:

• Basic-rate taxpayers: 10% on most gains (18% on residential property).

• Higher/additional-rate taxpayers: 20% on most gains (28% on residential property).

After the budget, those rates increased significantly:

• Basic-rate taxpayers: 18% on most gains (26% on residential property).

• Higher/additional-rate taxpayers: 24% on most gains (30% on residential property).

The result is a much steeper tax bill for anyone realising gains after October 2024. For example, a higher-rate investor who made a £50,000 gain on shares in September 2024 would owe £10,000 in CGT under the old rules. The same gain realised in November would attract £12,000 in tax.

Annual exemption cut in half

Alongside rate rises, the government halved the annual CGT allowance from £6,000 to £3,000 for the 2024–25 tax year.

That means fewer gains can be realised tax-free and many more individuals — particularly those disposing of second homes, buy-to-let properties, or large share portfolios — will now fall into the CGT net.

The cut is especially impactful for first-time CGT payers. According to the Institute of Chartered Accountants in England and Wales (ICAEW), many taxpayers are unfamiliar with the complexity of CGT reporting and may struggle with the timing issues created by the mid-year rate change.

Interest charges and penalties

HMRC applies strict interest and penalty regimes where tax is underpaid or reported incorrectly.

• Interest on late CGT payments: 8% (variable, tied to the Bank of England base rate plus a margin). Even a short delay can be costly. For example, a £10,000 underpayment left outstanding for six months could rack up £400 in interest.

• Penalties for “careless” errors: Up to 30% of the tax owed. If HMRC considers a taxpayer should have known about the rate change or mis-used the self-assessment system without checking, penalties may apply in addition to interest.

• Deliberate errors: Higher penalties (up to 70%) are possible where HMRC believes taxpayers intentionally mis-reported their liabilities.

This is why advisers are warning that anyone filing their own return should be especially vigilant this year.

Why HMRC’s system is causing confusion

The central complication is that HMRC’s self-assessment software was finalised before the October 2024 budget. As a result, it automatically applies the old CGT rates to the entire tax year, even for disposals that should attract the higher rates.

HMRC has issued a separate online calculator to help taxpayers correct their liabilities, but those unaware of the tool may unknowingly file an incorrect return.

Tax specialists report that HMRC is already sending out “nudge letters” to individuals who declared gains after October 30, asking them to amend their returns if the wrong rate has been applied.

Practical examples

1. Basic-rate investor sells shares in July 2024

   • Gain: £10,000.

   • Old rate: 10%.

   • Tax due: £1,000 (less £3,000 exemption if unused).

2. Same investor sells in November 2024

   • Gain: £10,000.

   • New rate: 18%.

   • Tax due: £1,800 (less £3,000 exemption).

3. Higher-rate landlord sells a rental property in September 2024

   • Gain: £50,000.

   • Old property rate: 28%.

   • Tax due: £14,000.

4. Same landlord sells in December 2024

   • New property rate: 30%.

   • Tax due: £15,000.

The timing of a sale within the tax year therefore has a material impact on the final bill.

Crypto and complex assets

The changes are particularly problematic for investors with high-frequency transactions, such as cryptocurrency traders. Identifying which sales fall before or after October 30 requires meticulous record-keeping. Accountants report widespread confusion, with some taxpayers unsure how to apportion gains accurately.

What taxpayers should do

• Use HMRC’s CGT calculator rather than relying on the self-assessment system.

• Check transaction dates carefully to ensure gains are taxed at the correct rate.

• Consider professional advice, especially if gains are complex or involve property, crypto, or large share disposals.

• File early to allow time to identify and correct errors before the January 2026 deadline.

The bottom line

The mid-year rate rise has created one of the most confusing CGT reporting seasons in years. With the annual exemption halved, rates higher across the board, and HMRC’s software lagging behind the changes, taxpayers need to take extra care.

Failing to do so could mean hefty penalties and interest charges, even for those who intended to pay the correct amount.

For investors and homeowners, the message is clear: check your dates, double-check your calculations, and don’t rely solely on HMRC’s self-assessment portal.

Read more:
CGT changes at a glance: what investors need to know about the new rules

Corporations are spending big on AI. According to IDC, total business investments in generative AI are expected to increase 94% this year to reach $61.9 billion. However, just investing in AI does not guarantee a payoff.

In fact, as Laura Clayton McDonnell, President of Corporates at Thomson Reuters explains, new research from McKinsey finds that the vast majority of companies implementing AI have seen no significant bottom-line impact from the technology. These findings are echoed in our Future of the Professionals Report 2025, which found that although 71% of C-suite leaders say their company has invested in AI tools in the past year, and a further 18% plan to invest in AI within the next 12 months, just 19% of corporate professionals say their department has a clearly-defined AI strategy in place.

As investment in AI increases, it becomes ever more important for businesses to develop an AI strategy to maximize the value of their AI investments. A solid AI strategy will define the investment, training, and guardrails necessary for departments to effectively utilize the technology. An excellent AI strategy can drive top-line growth for companies. However, this growth will never occur without a clear plan.

Based on our experience at Thomson Reuters helping large corporations integrate AI into their tax, legal, risk, compliance, and HR workflows, we’ve seen what can happen when businesses have a clear strategy in place and how expectations can be missed without a plan. We recommend that organizations follow seven key principles to maximize the effectiveness of new AI tools they adopt. These principles emphasize the necessary steps—from developing protocols to training employees—that are essential for achieving your business’s core objectives.

The seven key principles for a successful AI strategy

Align your AI strategy with your firm’s overall strategy

AI initiatives must directly support the core objectives of in-house departments and complement their organization’s overarching AI strategy. This includes reducing legal and regulatory risk exposure, improving compliance, streamlining procurement, and speeding up contract review. Leaders should also consider how to reinvest the new time savings into handling a greater volume of value-added work.

Corporate leaders should consider where they want their in-house functions to be in a year. They should begin by identifying the obstacles that are now blocking their departments’ strategic progress.

Establish clear AI goals and objectives

Leaders should convert broad company goals into specific, measurable, achievable, relevant, and time-bound (SMART) AI objectives. For example, if a departmental goal is to improve regulatory compliance monitoring, a good AI objective could be to boost department efficiency in handling particularly tedious manual tasks, like drafting updated contracts or researching local tax laws. Additionally, leaders should encourage input from different departments on how AI can support these goals. They should also promote early experimentation with AI tools across legal, tax, and compliance teams.

Corporate leaders should identify and prioritize an AI goal that tackles the departments’ most urgent issues, developing relevant initiatives to achieve realistic objectives.

Create a data strategy

Remember that AI’s effectiveness depends on the data it is trained on or references. Leaders should ensure their departments develop strong strategies for managing, securing, and utilizing data for AI purposes—while upholding confidentiality and legal privileges.

Leaders should work with internal teams and external resources to establish the best data strategy for their organization, considering factors like company size, industry, structure, and best practices.

Establish strong governance & ethical frameworks

It’s essential to establish clear policies on data privacy, security, and responsible AI use. This involves creating processes for identifying bias and ensuring accuracy. When verifying GenAI outputs, it is important to clearly define policies related to confidentiality, transparency, and the preservation of legal privileges.

Leaders should assign AI responsibilities within each department and establish approval procedures for new AI tools that consider the specific ethical and legal issues of each department. Another important step is to develop and document standard protocols for selecting AI tools and verifying outputs.

Invest in talent and training

While AI can be a powerful tool, people drive its success. Leaders should train staff not just on how to use AI tools but also on how to develop judgment to review AI outputs critically — an essential skill for building trust and ensuring compliance. Leaders must also identify skills gaps within the organization, address professional liability concerns, and foster a culture of responsible experimentation. They should also communicate openly about the organization’s overall AI strategy and its benefits to gain better buy-in from all professionals.

Businesses should consider using free or low-cost training resources from professional associations and technology providers. This is a cost-effective way to boost your organization’s training programs.

Prioritize and pilot

Leaders should identify two or three high-impact, high-feasibility pilot projects involving AI tools. Ideally, these projects should address critical pain points, such as contract analysis, regulatory monitoring, or tax provision automation. Early successes can build momentum, offer important lessons, and demonstrate the value of a solid AI strategy — all of which will facilitate broader adoption. Piloting new AI tools should be viewed as an ongoing process, incorporating feedback from frontline professionals.

Measure, iterate and adapt

Leaders should establish key performance indicators (KPIs) to measure the success of AI initiatives in areas like reducing compliance incidents, speeding up risk detection, and increasing the accuracy of tax provisions. It’s also important to measure AI initiatives against departmental goals to better evaluate their impact on overall performance. Additionally, regularly reviewing progress and being ready to adjust strategies is crucial as regulatory requirements, technology, and organizational needs change.

You should routinely track each department’s progress using simple before-and-after comparisons. This approach can often show return on investment without the need for complex analytics.

The winners in the AI arms race are those organizations that have all the elements of their strategic plan both mapped out and carefully implemented. We think that careful planning is worth it. With AI the risks of getting it wrong may look high but so are the potential returns.

Read more:
Seven keys to a successful AI strategy for corporate enabling functions

Jules White has never been one to follow the traditional sales rulebook. Internationally recognised for her bold “Live it, Love it, Sell it” methodology, she champions authentic, human-centred strategies over pushy tactics.

This is a philosophy that has not only earned her clients worldwide, but also the respect of peers who call her the “Dragon Slayer” for her entrepreneurial courage.

When the pandemic shifted networking and client relationships online, White found a simple yet powerful way to stay connected. She launched Virtual Cuppa with Jules, informal chats that gave her the chance to meet people away from the curated world of social media.

“What started as conversations often sparked on posts became real human connection,” she reflects. “Some meetings have simply led to new friendships or recommendations, while others ended with someone saying, ‘How do I work with you?’ It’s been mind-blowing to see how such a small idea could open so many doors.”

Her message to entrepreneurs who may feel invisible or uncertain in difficult climates is clear: show up. “It’s very easy to retreat when business slows down,” she says. “But if you’re hiding, no one knows about you. Staying visible is crucial. Be present on social media, and most importantly, show up as the real you.”

That visibility, combined with hard work and authenticity, helped White earn recognition at the 2019 Woman Who Achieves Awards. Surrounded by what she describes as “incredibly talented entrepreneurs”, she hadn’t expected to win. “It was a total shock,” she recalls. “I was just proud to be a finalist. But winning made me reflect on my achievements and the fact that I now work all over the world. Who knew?”

For startups and young entrepreneurs eager to carve out their path, White’s advice is rooted in passion and pragmatism. “Do something you love,” she says, “because when you love it, everyone can see it. But don’t underestimate the work it takes. Building a business isn’t about doing a couple of things and waiting for results. It’s hard graft. So love what you do, work hard, and be real.”

Looking back on her own journey, she credits her success not only to resilience but also to her deeply held values. “Integrity has always been huge for me, along with a love of people,” she explains. “Sales is about empathy. I love stepping into someone else’s world and seeing it from their perspective. It’s fascinating, and it creates real connection.”

Resilience, too, has been a defining theme. “I’ve always tried to stay positive,” she adds. “My dad used to tell me, ‘There’s no such word as can’t.’ That’s something I carry with me, and it’s helped me push through the toughest times.”

For Jules White, the formula for success is not complicated. It comes down to visibility, authenticity and a genuine love of people. In an era where businesses are increasingly judged on transparency and purpose, her message resonates: in sales and in leadership, authenticity always wins.

Read more:
Why authenticity wins in business: insights from Jules White

At some point in their history, businesses commonly have need for external funding to help their growth trajectory.

However, acquiring investment has its dangers and pitfalls and the last thing the Board will want is to invest time and money getting to the point of securing the funding only for it to be pulled.  As a commercial lawyer with decades of handling funding rounds, James Fulforth, Senior Partner and Partner in Kingsley Napley’s Commercial, Corporate and Finance team explains some of the reasons why fundraises can go wrong and therefore how best to avoid such a scenario.

Valuation and financials

Investors will wish to see a credible valuation for the company which is raising investment, and the more substance that lies behind this, the better. Is the company already trading? If yes, what financials are available? If any year end accounts have been finalised, these should be disclosed, but ideally they will be accompanied by up-to-date management accounts.

If initial trading is modest, then the focus will be more on forecasts for future periods. These will generally be incorporated within the company’s business plan.

Even if the company has researched the position carefully, financial projections are by their nature highly speculative which is why they are rarely supported by warranties in the transaction documentation. If investors do invest in an early round, future relations between founders and investors will be happier if trust is established early on. If the initial valuation proves too frothy, relations may start to sour quickly, and founders will spend more time on managing relations with grumpy stakeholders than on building their business.

Far better to take a realistic, even conservative, approach to valuations and projections, to avoid overselling the idea, and to then exceed those expectations.

Proposition

The credibility of the company’s business plan will depend on the nature of the product or service, the market, and the degree to which data is available to support the company’s analysis. Investors will consider the extent to which a product or service has already been developed, launched and tested.

Has an expert been engaged to produce a report on the product, service or market, and can such a report be regarded as independent and therefore credible? How original is the business idea, and is it possible to protect the intellectual property underlying it? If there is little substance behind the proposition, then even if the financial performance and valuation is modest, investors will struggle to see future value.

But highly detailed analysis may be of limited value if the founders are unable to articulate the company’s proposition in their pitch. Much will depend on the individuals concerned and the character of the founder team. More introverted individuals may have the technical skills, but they will need to be complemented by those with energy, charisma and leadership.

Many successful businesses are led by gifted individuals, but raising investment involves stiff competition. Balanced founder teams tend to appear a more compelling offering.

Preparation

Careful preparation prior to the fund raising is critical. A well-researched plan and a strong pitch will have little traction with experienced investors if the same level of professionalism has not been applied to the management of the company. The same applies to the organisation of the due diligence process, and the way in which founders engage in the process.

While family and friends may be prepared to rely on their trust in the founders, more sophisticated investors will require detailed answers to detailed questions. Most important is capital structure. Have all share issues and share options been documented properly?

Have terms with key suppliers, customers, employees and consultants been agreed and written down? To what degree are such terms standardised? Has the company acquired ownership or a licence over all key assets, such as intellectual property? What governance is in place around data, cyber security, and regulatory issues? Potential investors may wish to go back to when the company was founded, so ideally founders should start addressing any gaps in these elements early on.

Any obvious issues which are uncovered may be difficult to fix quickly, and may compromise an awful lot of hard work in devising and selling the proposition.

These are not the most exciting elements of running a business, and some founders will simply not have the desire or the skillset to give them much focus but, once again, the key is to have someone in the team who is prepared to understand the detail and to directly address any wrinkles that inevitably emerge.

Other investors

Securing a lead investor is often key to attracting additional investors, especially if that investor is well-known or has significant expertise in a particular sector. Even if that’s not the case, a lead investor is often someone who has already spent time in getting to know the company’s product, service or team, and provided they appear credible and are able to articulate their views to other investors in the course of due diligence, they will help reassure smaller investors and build momentum.

However, founders should be cautious of getting too close to one investor, and again they should carry out their own research on the background and track record of that individual or institution. If a lead investor pulls out of the round, others may follow.

If this happens shortly before completion, the damage may be significant. If a company is fortunate enough to have the option of choosing between investors, it should be strategic about who it collaborates with, and it may not wish to put all eggs in the same basket.

The ideal investor or investors will not only provide capital but also commercial experience and real knowledge of the sector. They may even be a suitable person for the company to have on the board.

Founder terms

Finally, founders should be realistic about their personal compensation and the terms under which they hold shares. Even though they may own a substantial percentage of fully vested shares prior to the fund raise, investors will wish to include appropriate protections, and these may include requiring the founders to offer up their shares for sale in certain circumstances.

Again, the protections required will vary, depending on the nature of the parties involved and their experience, but also on the other elements already touched upon, ie the valuation, track record of the founders, nature of the preparation and dynamic between the investor group.

If a founder can confidently justify the overall proposition, negotiations will be easier. But an unrealistic founder may fall at the last hurdle. These matters need careful consideration alongside advisers and, much like a company’s valuation, the key is to be reasonable and to think long-term.

This also applies to other employees’ compensation. Investors will wish to see that employees are properly incentivised to stay and perform and to add value to the company. Companies that don’t offer equity to their employees (for example, through EMIs) risk losing important talent to competitors.

Securing funding has its pitfalls, and expert advice should always be sought to help guide your business through the process but, if properly managed and executed at the right time, the result can prove transformational for your business.

Read more:
5 Reasons Why Fundraising can Go Wrong

In many businesses, leadership is seen as something that happens in boardrooms or during quarterly reviews – a responsibility held by the few. But for small and medium-sized enterprises (SMEs) facing fast-changing markets, staffing pressures and rising customer expectations, that top-down model simply doesn’t hold up.

Instead, leadership must be shared. Whether it’s a customer-facing technician solving a problem on the spot, or an administrator improving a clunky process, leadership can – and should – happen everywhere. When it does, the results are powerful: greater engagement, better problem-solving, and a culture of accountability that drives growth from within.

This mindset shift isn’t just aspirational – it’s actionable. And more than ever, SMEs need to unlock the leadership potential across their teams.

Leadership Is a Mindset, Not a Job Title

The Chartered Management Institute (CMI) found that 82% of managers enter their roles without any formal management or leadership training – a striking figure that highlights how many are expected to lead without the tools to succeed. For SMEs in particular, this presents both a challenge and an opportunity: with flatter structures and greater flexibility, smaller businesses are well placed to develop leadership behaviours across teams – not just at the top.

At Chubb Fire & Security, a global organisation operating across diverse markets, this idea is deeply embedded in our culture. Our philosophy is simple: Everyone is a Leader. Whether it’s engineers in the field or office-based support teams, leadership is viewed as a mindset – one grounded in ownership, integrity and stepping up for others. While this approach reflects the values that guide us at Chubb, it’s a principle that can be adopted by businesses of all sizes and sectors. Because when leadership is lived at every level, it doesn’t just elevate individuals – it strengthens entire organisations.

This belief is anchored in Chubb’s enduring purpose: Building Great Leaders. It’s more than a slogan – it’s part of its DNA and the foundation for how the business develops its people and drives performance. Innovation may fuel Chubb’s success, but it’s people who make innovation possible. That’s why leadership is nurtured across every role, not reserved for the few. By equipping individuals to thrive – and ensuring everyone has access to a great leader – Chubb creates a ripple effect that empowers teams, builds trust and strengthens resilience from the inside out.

Three Ways SMEs Can Nurture Leadership at Every Level

Give People Permission to Lead

Leadership begins when people feel trusted. That might mean encouraging newer employees to make decisions, share improvement ideas or take the lead on small projects. These are not “extra” tasks – they are the foundations of leadership in action.

At Chubb, employees are called Leaders – not as a title, but to reinforce the belief that everyone contributes to business performance and people-first impact. It’s an approach any SME can adopt by reinforcing initiative, not hierarchy.

Practical tip: Start asking, “Who else could lead this?” It’s a subtle but powerful shift in meetings and planning.

Make Career Paths Transparent and Inspiring

Internal progression is one of the strongest motivators for leadership behaviour – but it only works if people can see a path forward. Chubb’s Career Path Model and mentoring programmes provide clarity and support to help employees grow in any direction: upwards, sideways or into new teams.

SMEs may not have formal HR departments, but they can still build simple frameworks that show how skills and responsibilities evolve. Whether it’s job shadowing, buddy schemes or informal career conversations, the message is clear: you don’t need to leave to grow.

Practical tip: Hold quarterly development chats with all staff – not just managers – focused on aspirations, not appraisals.

Coach, Don’t Command

Traditional command-and-control styles block leadership from flourishing. Instead, coach-like managers who listen, guide and challenge, create the conditions where others can lead.

Coaching-style leadership brings results. CIPD‑supported research shows that leadership development programmes blending coaching techniques with structured manager support led to better employee engagement and adaptability – benefits that SMEs, with their leaner structures, are ideally placed to achieve.

Chubb’s “Leader Labs” and continuous learning programmes show that this shift isn’t about training courses – it’s about day-to-day behaviours. Managers don’t need to have all the answers; they just need to help others find theirs.

Build Culture, Not Just Capability

Embedding leadership at all levels takes more than training – it takes cultural reinforcement. One way Chubb sustains this is through consistent employee appreciation. Through Chubb Cheers eCards, BRAVO and Superstars Awards, the company acknowledges employees not just for results, but for how they embody leadership behaviours like collaboration, resilience and innovation.

Practical tip: Celebrate leadership moments, not just milestones – spotlight small examples of people stepping up.

When leadership becomes part of how people see themselves, it fuels long-term agility. Especially in SMEs, where every person makes a visible impact, this cultural alignment matters.

The Bottom Line

Leadership isn’t confined to titles – it’s embedded in how people show up, solve problems and support one another. For SMEs, cultivating leadership across every role is not a luxury; it’s a competitive advantage.

As businesses face increasing complexity, the most resilient are those where everyone feels empowered to lead. That starts with trust, continues with development and is sustained through culture. Leadership is everyone’s business – and it’s time to act like it.

Read more:
Why Leadership Belongs to Everyone in Your Business

Deciding whether to register a trade mark for your business name, logo, or both is an important step in protecting your brand. But how do you choose the right option for your business, and what are the advantages and disadvantages of each approach?

In this article, Ben Evans, Head of Trade Marks at Harper James, explores the benefits of registering a trade mark, explains when it’s better to register your business name, logo or both and outlines the key steps involved in securing trade mark protection in the UK.

What are the benefits of trade mark registration?

Registering a trade mark is one of the simplest and most effective ways to secure exclusive rights to your brand name or logo. Once your trade mark is registered, you have the legal right to stop others from using the same or a confusingly similar mark for the same types of goods and services in the country where your mark is registered.

It also makes enforcing your rights much easier. Trade mark infringement is simpler to prove when your mark is registered than when you are relying on unregistered rights, which require evidence of goodwill and reputation.

Once registered, you can start using the ® symbol, putting others on notice that you legally own the trade mark. A registered trade mark also becomes a valuable asset in its own right. For example, you can license or sell it or use the trade mark as collateral for a loan.

Is it better to trade mark a business name or logo?

This depends on how your business uses its brand. Consider whether your customers recognise your business primarily by its name in text or through a distinctive logo. If your brand is mainly encountered as a word, spoken, written or online, a word mark usually provides the broadest protection. It allows you to use the name in any style or font while maintaining legal protection.

A logo mark protects the exact visual presentation of your logo. It can include wording or be purely used as an image. Protection only extends to the specific design you have registered, so if the logo is altered in a noticeable way in future, a new application will be needed.

There are cases where registering a logo mark is more appropriate. For example, if your chosen business name is descriptive or lacks distinctiveness, combining it with a distinctive image can help secure registration. A name like “Eat More Cheese” would be too descriptive on its own for cheese products but might be acceptable as part of a striking combined logo.

If your business sometimes uses the logo without wording, it may be wise to register the logo separately from the name. While word marks are generally recommended for broader protection, the right approach will depend on how your brand appears in practice.

Do you have the budget to trade mark a logo and business name?

Ideally, you would register a trade mark for your business name and your logo. This offers the strongest protection for each brand element.

If you do not have the budget to register both trade marks at the same time, a phased approach works well. You could start with the word mark or logo (whichever holds more commercial value or is most widely used) and then file additional applications later as your business grows.

How do I register a trade mark in the UK?

UK trade marks are registered through the UK Intellectual Property Office (UKIPO), which manages the official Register of Trade Marks. This is a public, searchable database showing registered trade marks, their owners, and the goods and services they cover.

Trade marks must be registered in the correct “Class” or classes, according to the NICE international classification system. You will need to carefully list the goods and services your business offers in each class. This requires precise wording to meet UKIPO requirements. Poorly drafted or incomplete class lists can lead to delays or refusals.

You also have the option of a ‘Right Start’ application, where you pay half the fee initially and receive a preliminary assessment. You can then decide whether to pay the remainder and proceed or withdraw without paying the second half. This can be helpful if you’re unsure whether your mark is distinctive enough.

After you file your application, a UKIPO examiner reviews it for compliance. They will check that the mark is distinctive, not purely descriptive, and free from other restrictions (such as offensive wording or misleading claims). The examiner will also check that your goods and services are correctly classified. You will usually receive an Examination Report within four weeks. This will confirm whether your application is acceptable or whether amendments are needed.

What happens after your application is examined?

If your application passes the examination, it will be published in the UK Trade Marks Journal for two months. During this time, other businesses can object if they believe your trade mark conflicts with their existing rights.

If no objections are raised or you resolve any that are, your trade mark will proceed to registration, and you’ll receive a formal registration certificate. The process takes around six months if there are no complications.

What happens if someone opposes your trade mark application?

If someone threatens to oppose your application within the two-month publication period, this deadline can be extended by one month. This allows time for negotiations, with the aim of reaching a compromise without a formal opposition.

If agreement is not reached, the cooling-off period can be extended by up to 18 months if both sides agree, or it can be terminated so formal opposition proceedings can begin. If unresolved, this process can take a year or more and may lead to delays or changes to your application.

How long does a trade mark registration last?

Once registered, your UK trade mark lasts for ten years. You can renew it every ten years indefinitely. If you do not use your trade mark in commerce within five years, it may be vulnerable to cancellation. It can also be challenged if someone can prove they used a similar mark in the UK before your trade mark was registered or used.

Summary

Registering your business name and logo as trade marks is an important step in protecting your brand. It can be more complex than it seems, with important choices about what to register and how to describe your goods and services. Careful planning, along with a proper clearance search for similar existing marks, is required to avoid potential issues. Getting expert advice early from a trade mark solicitor will help you protect your brand, avoid objections and ensure you have a trade mark strategy that supports your business growth.

Read more:
Should I trade mark my business name or logo?

The UK has long been a leader in artificial intelligence (AI) research, pioneering breakthroughs in areas like healthcare, financial modelling and cybersecurity. The Government’s AI Action Plan and recent investments highlight a clear ambition to establish the UK as a global AI superpower. However, ambition alone is not enough.

The UK is ranked among the top five nations in the world for AI readiness, yet businesses continue to struggle with implementation. A recent survey found that just a quarter of UK enterprises have adopted AI technology since the pandemic. Without effective adoption across multiple industries, the UK risks gaining a reputation synonymous with AI ambition rather than successful execution.

Michael Green, UK&I MD and Country leader, Databricks, explain at to convert theoretical innovation into tangible use cases, businesses must address three critical areas: workforce upskilling, data democratisation, and specialist AI talent acquisition.

Democratising data to drive AI success

Effective AI adoption is impossible without strong data foundations. Yet, many UK businesses still struggle with data quality issues. Research indicates that  9 in 10 (91%) of UK business leaders admit it negatively impacts their operations, limiting AI’s ability to drive meaningful insights.

Investing in platforms that centralise and democratise data access can help eliminate the blocker that poor-quality data can have on AI success. With intelligent data platforms built on a lakehouse architecture, which provides an open, unified foundation for all data and governance, employees have access to the ‘one true source’ of unique data in real-time. The result? They are able to easily and effectively access data from across the business and query it in natural language.

By making data more transparent and accessible, teams are empowered, AI-driven decision-making is enhanced and, importantly, valuable insights from across the business aren’t being overlooked or lost.

Workforce upskilling and AI literacy must be prioritised

AI tools are only as effective as the people trained to use them. A lack of AI literacy within organisations remains one of the biggest barriers to successful deployment. PwC found that the majority of UK CEOs (78%) reported some form of skills shortage within their organisation, and 68% specify a lack of tech capabilities is inhibiting their ability to progress with digital transformation.

To ensure a smooth transition, businesses should take a structured approach to AI training, aligning upskilling with business goals. This means taking ownership of internal AI education and integrating continuous learning programmes to ensure employees feel thoroughly equipped to engage with new processes.

Focus on building in-house AI expertise to bridge the talent gap

Recruiting specialist AI talent is another significant challenge. A recent study showed that two thirds of recruitment leaders found hiring for AI roles more challenging than for other tech positions. Due to this skills shortage, businesses are paying a premium for those with the relevant, specialist knowledge.

Without this internal expertise, businesses often rely on generic third-party solutions that may not align with their unique operational needs. To address this, businesses  must prioritise recruiting AI specialists with both technical and industry-specific knowledge, while also upskilling existing employees to create a workforce capable of working alongside AI systems – and to ensure there isn’t a major skills gap across the organisation.

Investing in home-grown AI applications can also provide long-term advantages. When developed in-house, preferably within a unified data platform, AI tools and agents can be customised to meet specific business challenges and build institutional AI knowledge. Businesses that develop in-house AI expertise will be better positioned to adapt the technology to their unique needs rather than relying on off-the-shelf solutions that may not fully align with their operational goals, and therefore not achieve the intended results.

Transparency and collaboration are key for involving employees in the AI journey

AI adoption is not just a technological shift – it’s a cultural one too. Despite AI’s potential, 85% of workers believe AI will impact their jobs in the next five years, leading to a sentiment of resistance and uncertainty.

Businesses must be transparent about how AI will be used and what its limitations are. The focus should be on AI as an enabler, not a replacement. By clearly communicating that AI’s role is to automate routine tasks while augmenting human expertise, organisations can alleviate some of these concerns and put in place a more collaborative AI adoption process.

A gradual implementation strategy is key. Businesses should pilot AI tools with employee involvement, allowing teams to provide feedback and refine the integration process. This helps create a sense of ownership and shared responsibility, so AI is viewed as a workforce asset rather than an imposed transformation.

For the UK to solidify its position as an AI superpower, businesses must move beyond idealist AI hype and focus on practical execution. Investing in workforce training, breaking down data silos, and embedding AI literacy into organisational culture will determine whether AI delivers meaningful business value, or remains an untapped opportunity.

UK businesses have a unique opportunity to collectively work towards leading a new era of AI development and data intelligence. But without addressing the fundamental challenges of implementation, we risk falling behind. The time to act is now.

Read more:
How UK businesses can effectively overcome the AI implementation gap

In today’s fast-paced, people-powered business environment, leadership is no longer the preserve of the C-suite. That’s the clear message from Chubb Fire and Security UK & Ireland, where a culture of “building great leaders” has been steadily embedded across every level of the organisation—from frontline engineers to boardroom executives.

We sat down with managing director Gary Moffatt and people director Lesley Leach to explore how Chubb’s commitment to everyday leadership is transforming employee confidence, company performance, and customer satisfaction alike.

“Leadership is everyone’s responsibility”

“Building great leaders is foundational to everything we do,” says Moffatt, who has overseen a significant cultural transformation at Chubb in recent years. “It’s about creating an environment where leadership is everyone’s responsibility. Not just those in management—but every single teammate empowered to take initiative, drive impact, and live our values with integrity.”

It’s a philosophy that has evolved into a core pillar of the company’s identity, helping to define how Chubb delivers on its purpose: protecting people, property and livelihoods. “There’s a real emotional connection,” adds Leach. “People work for Chubb because they believe in making the world a safer place. And that belief powers how we think about leadership—not just as a title, but as a mindset.”

Leader Labs: real growth, real results

At the heart of Chubb’s leadership development programme lies the Leader Lab: a hands-on, immersive workshop that brings leadership principles to life in meaningful, personal ways.

“Leader Labs are where it all clicks,” explains Leach. “They’re a safe space to explore what leadership means on the ground. People leave feeling empowered—often for the first time—to lead within their role. Whether that’s being more decisive, collaborating with new colleagues, or stepping into a bigger role.”

The impact is tangible. Participants frequently return to their teams with renewed confidence and a sharpened sense of ownership. Moffatt points to improvements in customer satisfaction and operational performance directly tied to these behavioural shifts.

Leader Labs aren’t just a UK initiative either. They are part of a wider global strategy embedded across the API Group, Chubb’s parent company, which spans North America, Europe, Asia and the Middle East. “The consistency is incredibly powerful,” says Moffitt. “It means no matter where in the world you work, you’re aligned with the same core leadership principles.”

Leadership, every single day

Workshops are only one part of the puzzle. As Moffatt acknowledges, “Culture doesn’t change overnight. It’s got to show up in the day-to-day.”

At Chubb, leadership is now part of the operational fabric. From daily check-ins and transparent comms to team meetings and internal newsletters, leadership development is woven into every layer of engagement. Leach notes: “We start most meetings by talking about leadership. We share podcasts, articles, even employee stories—real voices sharing what they’ve learned, what leadership means to them.”

It’s this lived experience that ensures authenticity. “We’re not just talking the talk,” says Leach. “Our supervisors and field leaders are encouraged to lead with courage and care—and that shows in the decisions they make, the support they give, and how they represent our values to customers.”

From apprentice to COO

Chubb’s belief in nurturing internal talent is epitomised in the story of Dave Dunnigan. Now the company’s Chief Operating Officer, Dunnigan joined as an apprentice and worked his way up—thanks to years of mentorship, training, and leadership development.

“Dave is the embodiment of our philosophy,” says Leach. “He’s a walking example of what can happen when you invest in people. For new apprentices or admin staff just starting out, he’s an inspiration—and proof that you can build a remarkable career here.”

Moffitt agrees. “It’s not just about his personal success—it’s what he’s brought back to the business. That return on investment in people is huge. We’ve seen it time and again.”

Defining culture through integrity

So what keeps all of this aligned? For Chubb, the answer is simple: integrity.

“Integrity is our one non-negotiable,” says Moffatt. “Our work matters. We’re trusted to protect lives and assets. That kind of trust starts internally—with how we treat each other, how we lead, and how we make decisions.”

This clarity of purpose guides the company’s leadership culture from the top down. “Our leaders are expected to model integrity,” says Leach. “They don’t just enforce the rules—they inspire their teams to do the right thing, every time.”

It’s also having a measurable impact. Chubb has seen employee engagement scores rise and attrition fall. Internal promotions are up. Collaboration across teams has never been stronger. “People are stepping up, working together, and staying longer,” notes Leach. “It’s a strong signal that our approach is working.”

Embracing change, shaping the future

But the leadership journey doesn’t stop here. As technology and market expectations evolve, so too must the tools of development.

“We’re constantly adapting,” says Moffatt. “Our Leader Labs evolve with the business landscape. We’re exploring Agile modules, personalised development plans, and tech-led learning. And because we’re part of API Group, we benefit from insights across the globe.”

Chubb also leans heavily on employee feedback. Regular surveys and check-ins help the business refine its approach and stay relevant. “If it’s not valuable to our people, it won’t work,” says Leach. “So we’re always listening.”

Leadership beyond the workplace

Importantly, Chubb’s leadership ethos extends beyond its business. Through its “Charitable Chubb” volunteering programme and partnerships with community groups, employees are encouraged to lead in their local areas too.

“Leadership is about service,” says Leach. “We’re proud to see our people mentoring, volunteering, and representing Chubb in meaningful ways across the country.”

Advice for others: start small, stay authentic

For businesses hoping to emulate Chubb’s approach, both Moffatt and Leach emphasise starting with clear behavioural expectations and small, achievable actions.

“Define what good leadership looks like for you,” advises Moffatt. “Then start with peer mentoring, honest conversations, and lead by example. The culture will follow.”

Leach agrees: “Create opportunities for people to connect and lead beyond their roles. Confidence comes from real-world experience, not just theory.”

What’s next?

Chubb’s leadership journey is far from over. Upcoming plans include expanding mentorship programmes, strengthening diversity and wellness initiatives, and partnering with educational institutions to support future leaders.

“It’s about sustainable, inclusive leadership for the long term,” says Leach. “We’re building something that can carry us—and our people—forward, for years to come.”

Subscribe to the In Conversation podcast

For more interviews with Britain’s most inspiring business leaders, search Business Matters In Conversation on Spotify, Apple Podcasts or wherever you listen.

Read more:
Building great leaders: how Chubb Fire and Security is redefining leadership from the ground up

Being accused of trade mark infringement is serious and can have significant consequences for you and your business. Be aware that not every claim is valid, legally sound, or backed by proper evidence. Even if the claim has merit, you may have a legal defence or be able to settle it without going to court.

In this article, Ben Evans, Head of Trade Marks at Harper James, sets out the steps to take if you receive a trade mark infringement claim and the key points you should consider.

Is it a legitimate trade mark infringement claim?

Not every trade mark claim is genuine. Some are made without a solid legal basis, often in an attempt to pressure businesses into making unnecessary payments. When you receive a claim, the first step is to check whether it’s valid.

You should seek legal advice as soon as you receive a claim. A trade mark solicitor can assess the claim, explain your options, and help you plan your next steps.

While waiting for legal advice, gather information about your position. Start by checking:

• Is your trade mark registered?
• Is the registration valid, up to date, and does it cover the goods and services you offer?
• Can you prove when you first started using your trade mark?
• Do you know when the claimant began using theirs and was this after you?
• Can you find evidence of them trading from the date they claim?

You should also review any licences, permissions or agreements that give you the right to use the trade mark. If you acquired it as part of a business purchase, check whether the transfer of the mark and goodwill was properly covered in the agreement. If you are using the mark under licence, confirm that you have a valid, signed copy of the licence agreement and that the licensor still legally owns the mark.

Finally, make sure you can prove your products are genuine. Keep clear product descriptions, photographs of your items, and details of any unique features that help distinguish your goods from counterfeits. This might include holograms, bespoke packaging or unique barcodes. If your products rely on a particular composition, ingredient or specification, expert reports or test results can also help confirm their authenticity.

Is there a time limit for you to respond to a trade mark claim?

You must stick to any deadlines set by the claimant. If a court or tribunal is involved, you could face additional costs or harm your case by missing important deadlines. So, check any letters or documents carefully and note down key dates.

Are there steps you can take to limit the damage?

Before fully assessing the claim, it’s sensible to pause some business activities linked to the trade mark. For example:

• If the product in question is still for sale online, consider removing the listing until you understand your position.
• Let any third parties using your trade mark under your authorisation know they should pause use too.
• If someone is supplying you with counterfeit products under your business name, stop further deliveries while you investigate.

How do I respond to a trade mark infringement claim?

You will need to respond to the claim in full, but only after you’ve thoroughly investigated it and taken legal advice.

Your first response might be a simple acknowledgement. Confirm receipt of the correspondence, explain that you are seeking legal advice, and state that you’ll respond fully within the given deadline. If the deadline is very tight (less than 14 days), you might be able to request an extension.

When you respond fully, you may need to:

• Dispute the claim and request evidence to support the allegations.
• Set out any valid defences you have and supply supporting evidence.
• In some cases, file a counterclaim to challenge the claimant’s own trade mark use or registration.

How long does it take to resolve a trade mark infringement dispute?

This depends on the nature of the case, the size and nature of the businesses involved and their relative bargaining powers and whether any external bodies are involved, such as the Courts or Registries.

If you can negotiate a compromise or coexistence agreement, you might resolve the dispute fairly quickly. Often, this means making simple adjustments to your trade mark use to avoid confusion between your business and the claimant’s.

If the dispute goes to court, be prepared for it to take much longer. Managing your expectations will help you stay proactive and avoid frustration. Factor in the time and potential disruption to your business when deciding how to proceed.

How can I protect my business moving forward?

The best way to avoid future problems is to take sensible, proactive steps before you start using a new trade mark.

Start with a trade mark clearance search. This means checking national and international trade mark databases to see if your proposed name, logo or sign is already registered. It’s important to do this before you begin trading or apply for a trade mark registration. A proper search helps you spot potential conflicts early and avoid problems later.

It’s also worth carrying out some simple commercial checks. Look online to see if any other businesses are already using a similar name or brand. Check domain names, Companies House records and business directories. These checks are quick and can highlight obvious risks.

Once your trade mark is in use, put clear brand guidelines in place. Make sure everyone in your business and any contractors or partners you work with understands exactly how your trade mark should be used. This reduces the risk of mistakes and protects the strength of your brand.

You should also keep your trade mark registrations under regular review. Make sure you know what trade marks you own, what goods and services they cover, and where you have protection. As your business grows, you may need to update your registrations or register new marks for new products, services or markets.

Taking these simple steps now will help protect your brand and reduce the chance of problems in future.

Summary

Receiving a trade mark infringement claim is not always as bad as it first seems. Keeping good records, including evidence of your trade mark ownership and use of your marks where will strengthen your position if a claim arises.

Most importantly, seek legal advice early. It can help you resolve the matter quickly, minimise losses and help you get back to running your business.

Read more:
You have been accused of trade mark infringement – now what?

What can dishonesty mean in the context of a job application, and how should employers deal with it?

The Employment Appeal Tribunal (EAT) recently upheld the decision of the Employment Tribunal (ET) in the case of Easton v Secretary of State for the Home Department (Border Force), finding that an employee was fairly dismissed when he failed to include relevant and material employment history details in his application form. This constituted gross misconduct, and his dismissal was found to be within the “band of reasonable responses”.

Case background

Mr Easton worked for the Home Office from 2002 until 2016. He was dismissed on 13 June 2016 for gross misconduct involving inappropriate behaviour towards females and temper issues. This resulted in a subsequent three-month employment gap. He then started working with the Department for Work and Pensions (DWP) on 4 September 2016.

Mr Easton later applied for a role in the Border Force (part of the Home Office). Under the “Employment History” section of the application form, he presented himself as working for the Home Office from “2002 – 2016” and the DWP from “2016 to current”. Mr Easton did not divulge his dismissal or the employment gap in the application form or at the interview stage. His employment gap and dismissal were concealed by misleadingly presenting his employment history. The application form contained a checkbox whereby Mr Easton confirmed that he understood that he may be subject to disciplinary action or rejected if he provided false information or withheld relevant details.

Mr Easton re-joined the Home Office as part of the Border Force. A disciplinary investigation commenced after Mr Easton’s dismissal came to light. Following the investigation, he was dismissed for gross misconduct due to his failure to disclose relevant and material information regarding his earlier dismissal and for concealing a period of unemployment. Mr Easton unsuccessfully appealed the decision and then brought an Employment Tribunal claim.

Employment Tribunal

The ET held that Mr Easton had not been unfairly dismissed. The dismissal was fair for the potentially fair reason of misconduct, as he failed to disclose relevant and material information on his application form. The employer had behaved within the band of reasonable responses that a reasonable employer in those circumstances would have reached, especially given the nature of the organisation, Mr Easton’s role and the misconduct. The ET also held that the procedure followed was “thorough” and “more than reasonable”.

Employment Appeal Tribunal

The EAT dismissed Mr Easton’s appeal. Using years only for his employment history obscured his previous dismissal and subsequent employment gap. The ET was entitled to find that his employer had reasonable grounds to believe that the decision to present information in such a way had been dishonest.

A reasonable job applicant faced with a blank box headed “Employment History” would have understood that the information had to be presented in a way that would reveal any employment gaps. The ET found that Mr Easton understood that dismissals and unemployment in the previous three years would be relevant and material information for a job application. Significantly, Mr Easton confirmed his understanding of its relevance during cross-examination.

The EAT held that the ET took the correct approach of reviewing the employer’s process and concluding that it was open to the employer to find that Mr Easton’s decision to withhold that information was deliberate and dishonest.

Lessons for employers

• Ensure you conduct thorough pre-employment checks. Job application forms should explicitly request an applicant’s full employment history, including exact dates of roles, and request any employment gaps and reasons for leaving previous roles.

• Ensure you review and verify employment history. An application form should not be seen as a tick-box exercise. Employers should verify employment history and investigate any concerns before making recruitment decisions.

• Correct procedure is key. A fair and thorough investigation, disciplinary and appeal process, is essential. Employers should bear this in mind before deciding to dismiss, given that the investigation will be relevant when determining whether such a decision falls within the band of reasonable responses. Employers should also ensure their procedures and decisions are consistent.

Read more:
Job applications: the truth, the whole truth, and nothing but the truth

President Donald Trump’s sweeping new tariffs on global imports — including a 10% charge on all UK goods — have triggered fears of a global trade war, with wide-ranging implications for UK consumers, investors and businesses.

While the UK’s tariff rate is lower than that faced by some countries, the knock-on effects could still be significant — from higher prices and rising inflation to weaker pensions, lower interest rates, and job losses in key sectors.

Will prices rise?

At this stage, the UK has not introduced retaliatory tariffs on US imports, meaning American goods entering the UK remain unaffected. However, if the UK were to respond in kind, prices for US goods could increase, especially for products with tight profit margins, where importers may pass on costs to consumers.

Some importers may choose to switch suppliers to countries unaffected by US tariffs, which could help keep prices down. If supply from alternative markets grows, prices could even fall in the short term, although such outcomes are highly uncertain.

There have been questions around the role of VAT in Trump’s trade complaint, but the UK government is unlikely to alter VAT rules in response — doing so could unfairly advantage US imports over domestic products.

What about pensions and investments?

Stock markets have reacted sharply, with both UK and US markets falling in response to the escalating trade tensions. For UK consumers, this could affect pensions and personal investments, especially those with exposure to US equities.

Most pension funds are globally diversified, and even savers with indirect exposure will likely see a dip in fund values. However, market corrections can provide buying opportunities for those contributing regularly.

Tom Stevenson, investment director at Fidelity International, said: “It may sound counterintuitive, but staying invested throughout times of volatility is the best strategy. Trying to time the market can lead to missed opportunities.”

He added: “Taking a long-term approach is more likely to deliver the outcomes investors are looking for.”

Could mortgage rates fall?

The Bank of England has held interest rates at 4.5%, but hinted at a gradual decline amid growing economic uncertainty — with tariffs now part of that picture.

Money markets are already pricing in a potential interest rate cut as early as May, with further reductions possible this year. If this happens, mortgage rates could fall, making borrowing more affordable.

Are jobs at risk?

One of the clearest risks is to UK manufacturing jobs, especially in export-focused industries such as automotive. US tariffs on car imports have been set at 25%, putting intense pressure on British carmakers.

Think tank IPPR estimates that over 25,000 UK jobs are at risk, particularly at Jaguar Land Rover and the Mini plant in Cowley, Oxford.

If demand for UK exports falls due to tariffs, businesses may scale back operations. Redundancy protections exist — workers are entitled to statutory redundancy pay if they’ve been with their employer for two years or more — but the wider economic impact could stretch beyond the automotive sector.

The outlook

The full implications of Trump’s tariff policy are still unfolding, but UK consumers should brace for increased volatility, both in prices and the jobs market. At the same time, lower borrowing costs and potential long-term investment opportunities could help soften the blow — if the UK economy navigates the turbulence with care.

Read more:
What Trump’s tariffs could mean for UK business & consumers

Taxpayers have until 5 April 2025 to take advantage of a limited-time opportunity to top up their state pension by making backdated National Insurance Contributions (NICs), according to leading audit, tax and advisory firm Blick Rothenberg.

The government previously extended the deadline to allow individuals to fill in gaps in their NIC records for any tax year from 2006 onwards. Ordinarily, taxpayers can only make voluntary contributions for the past six tax years.

Robert Salter, Director at Blick Rothenberg, said the extension offers a vital opportunity for those with incomplete contribution histories. “This easement is designed to help ensure that people who have missing NIC histories — perhaps due to time spent living overseas or caring for children without claiming child benefit — can still make voluntary contributions to maximise their future state pension.”

A full state pension typically requires 35 qualifying years of NICs. While many UK residents achieve this automatically through employment or benefit claims, others — such as those who have worked abroad, been self-employed and paid via dividends, or earned income from property — may fall short and could benefit from making voluntary top-ups.

Salter cautioned, however, that “voluntary contributions won’t be appropriate for everyone. There is no one-size-fits-all answer.” He advised individuals to first review their own NIC records and state pension forecasts to make an informed decision.

How to check your state pension entitlement:

Rather than calling HMRC — which could result in long wait times — Salter recommends the following options:

• Use the HMRC app: Once downloaded, this allows users to check their National Insurance record and state pension forecast. Download the HMRC app – GOV.UK
• Check your state pension forecast online: Check your State Pension forecast – GOV.UK
• Request a call back:

  If you’re unable to get through by phone, you can complete a form to request a call back from HMRC. Request a call back to pay voluntary National Insurance contributions – GOV.UK

While a response from HMRC by the 5 April deadline is unlikely, Salter notes that officials are expected to act pragmatically. “If you complete the call-back request before the deadline, HMRC may allow you additional time to decide whether to proceed with a top-up.”

With the deadline fast approaching, those with gaps in their National Insurance record are urged to act quickly to assess their eligibility and potentially enhance their retirement income.

Read more:
Taxpayers given until 5 April to boost state pension via National Insurance top-ups

Gender pay gap reporting for large employers was introduced in 2017. The Government’s view is that this has improved transparency and provided employers with important information about how to address inequalities.

It intends to introduce mandatory ethnicity and disability pay gap reporting and is now consulting on how to do this.

The consultation period ends on 10 June 2025.

The aim is to adopt a similar reporting framework used for gender pay. Accordingly, many proposals will be familiar to large employers, that is, those with 250 or more employees. However, it is accepted that ethnicity and disability pay gap reporting will be more complex. This is because of the large number of ethnicities in the workforce and the fact that many organisations do not have much information about employee ethnicity.

Most ethnic minority groups earn, on average, less than their white British peers, and disabled people have, on average, lower incomes than non-disabled people. Introducing mandatory ethnicity and disability pay gap reporting will expose any pay gaps and enable organisations to consider why such pay gaps exist and how to tackle them.

What does the consultation paper cover?

Pay gap calculations

As with gender pay gap reporting, it is proposed that employers would report on mean and median differences in average hourly pay and bonus pay, the percentage of employees receiving bonus pay and the percentage of employees in four equally-sized groups, ranked from highest to lowest hourly pay. Significantly, the Government also proposes to make it mandatory for employers to report on:

• The overall breakdown of their workforce by ethnicity and disability.
• The percentage of employees who did not disclose their personal data on their ethnicity and disability.

Additional reporting requirements for public bodies

The Government has asked whether employers should report ethnicity pay differences by grade or salary bands and recruitment, retention and progression data by ethnicity. It has also asked whether these requirements should extend to disability.

Ethnicity data collection and calculations

These are complex issues for the reasons mentioned above. Asking employees to report their own ethnicity is the best way to collect data, but the Government suggests there should be an option to “opt-out” of answering. Because some ethnic groups may be earning more than others, the Government is keen that employers show pay gap measures for as many ethnic groups as possible.

However, there are data protection implications. To protect employees’ privacy, a minimum of 10 employees in any ethnic group is proposed, and employers might have to add some ethnic groups together to meet this threshold. A “binary classification” of two groups is proposed if an employer has smaller numbers of employees in different ethnic groups, for example, comparing white British employees with ethnic minority employees.

Disability data collection and calculations

The Government proposes taking a “binary approach” to measuring the disability pay gap by comparing the pay of disabled employees with that of non-disabled employees. The Equality Act 2010 definition of disability is likely to be used. Employees will not be required to identify or disclose their disability to their employers when disability pay gap reporting is introduced. As with ethnicity, a minimum of 10 employees in each group being compared is proposed for data protection purposes and to protect employees’ privacy.

Dates and deadlines

The same two sets of dates as used for gender pay gap reporting are proposed: the “snapshot date” of 5 April each year for the private and voluntary sector and the “reporting date” by 4 April the following year. Public bodies’ dates are 31 March and 30 March the following year. Employers will probably have to report their ethnicity and disability pay gap data online, similar to the gender pay gap service.

Other parts of the consultation paper consider the geographical scope of mandatory reporting and whether employers should produce action plans to help identify why there is a pay gap and how it can be closed. It is proposed that the Equality and Human Rights Commission will be responsible for enforcement.

Conclusion

Many organisations are already analysing ethnicity pay gaps voluntarily. In April 2023, the previous Government published comprehensive guidance for employers on how to voluntarily measure, report and address any ethnicity pay difference within the workforce.

However, many employers may not have enough employee data to produce a meaningful ethnicity pay gap report, so the starting point is to focus on collecting this data and encourage employees to participate in workforce surveys.

Read more:
Ethnicity and disability pay gap reporting: What employers need to know

Let’s be honest – marketing isn’t a straight path for any business, least of all SMEs.

There’s no perfect blueprint, and everyone stumbles along the way. What separates successful marketing leaders from the rest isn’t avoiding mistakes – it’s recognising them quickly, learning the lesson, and moving forward without dwelling on the failure. In this short article you’ll find a hand-picked  selection of marketing mistakes you’ll likely make – not to discourage you, but to help you spot them sooner and overcome them faster. Think of this as your pre-emptive troubleshooting guide from someone who’s already navigated these choppy waters.

Remember, making these mistakes doesn’t mean your marketing strategy is fundamentally flawed or that you’re doing it wrong; it simply means you’re facing the same challenges as virtually every other SME trying to grow. You’re in good company.

1. Marketing Will Fall Down Your Priority List

You start with the best intentions. Then reality hits – a crisis emerges, cash flow tightens, or operations demand attention. Suddenly, marketing slides from a ‘top priority’ to a “we’ll get to it next week.”

Advice: Set concrete triggers that force marketing back onto your agenda – whether it’s a revenue threshold not being met or a period without leads. Use these as alarm bells that cannot be ignored.

2. You’ll Make Poor Hiring Decisions

Finding the right marketing talent – whether in-house team members or agencies – is deceptively difficult. The candidate with the “all-singing, all-dancing” CV might struggle to deliver. The agency with flashy case studies might not understand your challenges.

One bad apple shouldn’t spoil the barrel. A single hiring misstep doesn’t mean your entire marketing approach is flawed. Be willing to change the player, not necessarily the game plan.

Advice: Create 30, 60, and 90-day benchmarks for any new marketing resource – inhouse or external. Focus on revenue centric business outcomes, not just activities. If it all goes wrong, don’t beat yourself up. Keep your head held high, reflect on what could have been done differently and move forwards. Change the player, not the game.

3. You’ll Become Disheartened and Disillusioned

Let’s face it – marketing isn’t all instant gratification and hockey-stick growth curves. There will be campaigns that flop, strategies that fizzle, and moments where you seriously question whether any of this effort is actually worth it. That ROI you were promised? Sometimes it feels more like throwing money into a black hole.

This disillusionment is actually part of the process. Every successful marketing leader has gone through periods of questioning whether their approach is working. The difference between those who succeed and those who don’t isn’t avoiding this feeling – it’s how they respond to it.

When times get tough, that’s exactly when you need a fire in your belly. If marketing success was easy, everyone would be doing it, and every brand would be the best in their industry. The reality? There can only be one winner in each category – so make it you. These challenging moments separate the brands that will dominate from those that will merely participate.

Advice: Create a “marketing experiments” budget – a small, designated portion of your overall marketing spend that’s explicitly for testing new approaches with zero pressure to succeed. When the main strategy feels stagnant, having this playground for innovation keeps the momentum going and often uncovers unexpected wins. More importantly, it prevents the all-or-nothing thinking that leads many SMEs to completely abandon marketing when their primary approach hits a plateau.

4. The Guilt Cycle Is Real

Here’s one nobody talks about: the guilt cycle of marketing neglect. You know marketing matters. You know you should be doing more. You feel guilty for not giving it attention. That guilt makes you avoid it further. The cycle deepens.

Breaking this pattern requires honesty with yourself. Marketing is either a priority or it isn’t. If it is, treat it like other non-negotiable aspects of your business. If it truly isn’t a current priority due to other pressing needs, acknowledge that decision deliberately rather than letting it happen by default.

Advice: Document your marketing journey – the wins, losses, and lessons. This creates perspective during tough times and reveals what actually works for your business.

Final Thoughts – SME Marketing Mistakes

The hardest truth about SME marketing isn’t that mistakes happen – it’s that you’ll often need to make them yourself before the lessons truly sink in. Reading about potential pitfalls helps, but there’s no substitute for first-hand experience.

What separates thriving businesses from struggling ones isn’t their ability to avoid these mistakes entirely – it’s developing the resilience to view each setback as market research rather than failure. Every underwhelming campaign teaches you something about your audience. Every hiring misstep clarifies what your business actually needs.

SMEs who embrace marketing challenges with curiosity rather than frustration inevitably outperform those with technically “better” strategies but fragile mindsets. Your attitude toward marketing obstacles matters more than your marketing budget.

So, approach your marketing journey with equal parts determination and flexibility. Set clear objectives, but be willing to adjust your route. Celebrate progress, not just outcomes. And perhaps most importantly, find the balance between learning from others’ mistakes and being willing to make your own unique ones. That’s where true marketing wisdom comes from.

Read more:
SME Marketing ‘Mistakes’ You’ll Make – Don’t Beat Yourself Up

We’ve talked a lot about purpose, and while it should be at the very heart of your organisation, it’s been long debated what should come first – a clear purpose or the ‘right people’? It’s ‘the chicken or the egg?’ equivalent for business.

Wait – here comes the bus!

Jim Collins’ famous concept of “getting the right people on the bus”, introduced in his book Good to Great, endorses getting the right people around the table (or on the bus) before you discuss purpose, objectives or strategy for your business.

My question is this, can you even attract the ‘right people’ if you don’t know where your bus is going, or if you aren’t sure what type of bus you are driving?

I think the answer lies somewhere in the middle. If you don’t ultimately know why your organisation exists, you will struggle to identify or attract the ‘right’ type of employees. However, the right employees can be essential to helping you refine the size, shape and destination of your bus.

Alright, so who am I looking for’?

Well, it changes depending on your purpose and what you are trying to achieve – it’s not one size fits all (yes, we will be talking about diversity shortly!). For example, if you are looking to be an industry disruptor, you will likely need to employ people who have a bit of ‘oomph’ – people not afraid to challenge the norm. If your business is based on sales, you will need savvy people who are good communicators… you get the gist.

What we are talking about here is less about the core skills people have, and more about the values, attitude and behaviours they bring to the business. While at first glance this may feel woolly, or difficult to articulate, defining your organisation’s values and the behaviours you expect to see from your team, will become increasingly important as your business grows.

Is my team on the bus?

So, what if you’re a business with an existing team? How do you know who can help you drive your business forward? Well, the answer still stands – it all starts with values and behaviours.

Many organisations have values they use for marketing and little more. But values can only be lived if they are upheld by behaviours for employees to emulate, and this must be led from the top.

Without this framework, singling out ‘your kind of people’ without articulating what that means, can get you into all sorts of bother.

I told you we’d talk about diversity

Diversity of team becomes critical to any organisation that is genuinely committed to doing something different. I’m not just talking about a male/female split, I’m talking about diversity of demographics, backgrounds, skills, mindsets.

Too often, the differences between individuals are blamed for creating friction within teams. But difference is not the cause of the problem. A lack of clearly defined purpose, values and behaviours often is.

Today’s workplace is an intersection of multiple generations and diverse backgrounds, each with their own strengths, challenges and ways of doing things. When people work successfully together, they don’t just learn from one another – they energise each other, bringing new ideas and helping to attract fresh talent to the organisation, thus creating a more dynamic and innovative workforce.

Getting this dynamic right doesn’t happen by accident. It is the result of clear leadership – someone that is prepared to put in the time, energy and effort it takes to curate a cohesive and empowered team of people who align to your values, demonstrate the right behaviours and have a genuine passion for your purpose. It’s about setting a clear framework for who you are looking for and getting them ‘on the bus’ from the outset.

Tell me again why it’s so important

To borrow a line from a famous shampoo brand…because it’s worth it.

1. The right people drive the purpose
   The best people, those aligned with your company’s values, will bring passion, adaptability and the expertise needed to help your company evolve as it grows.
2. Cultural fit is key
   The right team will naturally contribute to building and developing the kind of culture that supports your company’s purpose. This in turn helps to keep that team motivated, committed and fulfilled.
3. Flexibility over rigid plans
   The best people are flexible, creative and capable of adjusting strategies as the business landscape shifts. Rather than sticking to a rigid plan, the right team will enable you to continuously refine your direction and stay competitive.

The Bottom Line

A successful business is built on a strong culture founded in meaningful, lasting connections. As a leader, rising to the challenge of uniting your team and celebrating differences to create a collaborative environment, enables everyone to thrive.

When you focus on getting the right people on the bus, you set the stage for success, not just in terms of strategy and purpose but also in creating a business that values collaboration, adaptability and mutual respect.

So, let’s make sure your team is engaged and excited about your organisation’s journey. The itinerary may be flexible, but the proposed destination should be on everyone’s wish list!

Read more:
What came first, the purpose or the people?

It’s no secret that the US, with the Trump administration’s renewed focus on dismantling government-led DEI efforts, is sparking a shift among major companies.

The question for British business leaders is whether to follow suit — or whether they might regret cutting back on policies designed to foster more diverse, equitable and inclusive workplaces.

What’s clear from fresh research is that the most successful DEI strategies are those woven into a company’s core values and day-to-day operations. Treating them as an afterthought or a separate programme is where things often go wrong. Worse, cosmetic gestures can alienate those who feel left out — turning what should be a collaborative mission into a source of division.

Focus on leadership and data

Leaders and managers who actively promote inclusive thinking set the tone. This starts with the ability to coach teams, tailoring conversations to individual needs, and encouraging honest, open dialogue. Pay attention to who gets listened to in meetings and who might be talked over or overlooked. Make sure people receive credit for their ideas — and that standards apply equally, irrespective of background, role or seniority.

At the same time, track the data. Monitor who is joining your organisation, who is being promoted and whether any unconscious bias creeps into assessments. Targets and measurement still matter. Recent history shows that clear goals have driven progress on issues like gender pay gaps and women on boards.

Ditch the big gestures (or not?)

Some organisations are moving away from high-profile campaigns or ‘celebration days’, partly because these can leave some employees feeling excluded. Instead, they’re promoting inclusive culture through everyday steps that benefit everyone. This could include internal mentorship schemes, sponsorship programmes, flexible working arrangements, robust data collection, and transparent promotion policies.

Of course, there’s nothing wrong with celebrating shared experiences. Groups and networks can give employees from different backgrounds a space to connect. But, as with anything, it’s about balance. Constant fanfare without practical change won’t deliver real results.

Keep an eye on the bottom line

Ultimately, companies that nurture inclusivity are more likely to attract top talent, improve staff retention and spur innovation. If inclusivity is integral to how you do business, you’ll see better engagement and stronger overall performance. But if you treat DEI as a box-ticking exercise — or, conversely, if you drop it altogether — you risk alienating current and potential employees, undermining trust and losing your competitive edge.

For British firms pondering a similar rollback to their US counterparts, the key takeaway is simple: DEI on paper achieves little. DEI in practice, supported by genuine managerial commitment, performance targets and real accountability, can keep your workforce engaged — and keep your organisation ahead.

Read more:
Should you drop your diversity, equity and inclusion initiatives?

Key Performance Indicators (KPIs) are essential for understanding and improving business performance.

In my 20+ years of experience as an accountant, I’ve seen businesses that devote substantial time to financial reporting but neglect to monitor the metrics that drive growth. For team-building and events businesses, tracking the right KPIs is critical to understanding client satisfaction, marketing effectiveness, operational efficiency and financial health. These businesses often operate in a dynamic environment where success depends on delivering memorable experiences and efficient operations. Tracking KPIs helps to ensure you stay on top of customer demand, optimise resources and ultimately maximise profitability.

This blog has been split into the business areas that are essential to understand in order to continue to grow – being the customer; marketing; operations; and finance.

Customer Metrics

Customer metrics are central to understanding the quality of the experience you offer and how clients view your services. Positive customer relationships can drive repeat business, referrals and deliver long-term growth. Tracking these metrics helps you maintain a high level of customer satisfaction, which is especially important in team-building and events, where word-of-mouth recommendations and online reviews play a key role.

• Feedback & Reviews – In an increasingly digital world, customer reviews on platforms like Google, TripAdvisor and social media can significantly impact your reputation. Positive feedback builds trust, while negative reviews highlight areas for improvement. By regularly monitoring reviews, you can quickly respond to issues, resolve complaints, and adapt your services to customer preferences. How do you choose where you’re going to eat or what activity to do for an occasion? If you’re not pushing for reviews on the platforms your ideal customers are using to make these decisions, how much business might you be missing out on?
• Error Log & Resolution Time – In the events industry, problems can arise unexpectedly. Whether it’s a delay, technical difficulty, or an issue with event logistics, tracking complaints and how long it takes to resolve them can provide insights into operational weaknesses. By reducing resolution time, you can improve service quality and ensure a smoother event experience for your clients. What’s your average customer service response timeframe? What might happen if you halved it?
• Repeat Customers & Referrals – Tracking repeat business and referrals is essential for understanding customer loyalty. Repeat customers are often more profitable, as they require less marketing spend to convert. In a team-building business, the value of referrals cannot be overstated – they are a testament to your brand’s trustworthiness and success in delivering memorable experiences. By tracking these metrics, you can tailor marketing strategies to encourage repeat business and strengthen your referral program.

Marketing Metrics

Marketing is the lifeblood of any business, and team-building and events companies are no exception. These businesses must stay ahead of competitors in an ever-evolving market by employing effective marketing strategies. Monitoring the right marketing metrics helps ensure your efforts are yielding the best return on investment (ROI) and allowing your business to reach new clients.

• Email Engagement – Email marketing remains a powerful tool for building relationships with potential and existing clients. By analysing open rates, click-through rates and conversion rates from email campaigns, you can assess the effectiveness of your messaging and calls to action. This is especially important for team-building businesses, which often rely on repeat customers or corporate clients who need regular engagement. Have you evolved the way in which you speak to your customers in email campaigns in reaction to campaign success metrics?
• Social Media Performance – For events and team-building companies, social media serves as both a marketing tool and a way to engage directly with clients (alongside ensuring you pass a simple credibility check). Monitoring metrics such as engagement, shares and audience growth on platforms like TikTok, Instagram, and LinkedIn can help you gauge brand awareness and how well your content resonates with potential clients.
• Website Analytics – Your website is the centrepiece of your online presence, so understanding how visitors interact with it is key to converting leads into clients. By tracking organic traffic, referral traffic, conversion rates and key user interactions (such as time spent on the page and bounce rates), you can optimise your site to enhance the user experience and improve conversion rates. Does one page get increased engagement? Can you replicate the drivers across the website?
• Google My Business Insights – In the competitive events industry, visibility is crucial. Tracking Google My Business metrics such as visibility, search queries and customer actions (calls, directions, website visits) can help you understand how well your business is performing in local searches and how clients are engaging with your business online.
• Search Engine Optimisation (“SEO”) Performance – For team-building and events businesses, SEO is essential for organic growth. Tracking organic website traffic, monitoring backlinks and assessing domain ratings helps you gauge the effectiveness of your SEO strategy. The better your SEO, the higher you’ll rank in search engines, making it easier for potential clients to find your services. For a business that relies on local clients or large events, this can significantly impact your client acquisition strategy.
• Paid Marketing Performance – Paid marketing campaigns such as Google Ads or Facebook Ads can drive immediate traffic, but it’s essential to measure their effectiveness in terms of brand awareness and conversions to bookings. By tracking impressions, reach and the cost per conversion, you can refine your paid marketing strategy and ensure you’re getting the best ROI.

Operational Metrics

The success of any event, particularly in the team-building sector, hinges on operational efficiency. Tracking operational KPIs ensures that your business runs smoothly, maximising efficiency, reducing errors and optimising resource allocation.

• Event Attendance & Capacity Utilisation – In the events industry, the ability to optimise event capacity is crucial to profitability. Tracking actual attendance against planned capacity allows you to make adjustments in real-time and better forecast demand for future events. This KPI helps avoid overbooking or underutilising venues and resources.
• Game Completion Rates – In team-building businesses, it’s important to track how many teams complete experiences. This data helps you identify which activities or challenges are more engaging or highlighting where participants tend to drop off. Understanding this helps improve event design, ensuring participants stay engaged throughout the experience.
• Time Efficiency – Efficiency is key to profitability, especially in events with tight schedules. By evaluating the time it takes to set up, run, and close down events, you can streamline processes, reduce costs and increase the overall quality of service. This is particularly relevant in team-building, where each minute counts to ensure a seamless experience. Neither the corporate nor individual attendees want to be waiting around twiddling their thumbs when they’ve managed to get some time away from their desks!
• Staff Utilisation – In team-building and events businesses, your team is one of your most valuable assets. Monitoring how effectively team members are allocated based on demand and workload ensures you’re not overstaffed or understaffed, which can impact both customer experience and profitability.

Finance Metrics

Financial health is the backbone of any successful business, in particular a thorough understanding the financial metrics that drive profitability are essential. Team building and events businesses often deal with seasonal fluctuations in bookings and revenue, making it even more important to closely track financial KPIs.

• Revenue Tracking Setup – Setting up accurate and relevant revenue tracking is vital. Categorising revenue by customer types or platforms helps you understand where your income is coming from, making it easier to allocate resources and make informed decisions (such as inking to appropriate marketing campaigns discussed earlier). Clear tracking ensures accurate financial reporting without the need to manipulate bookkeeping methods.
• Profit Metrics – Identifying your key profit metric, whether gross profit, net profit, or another measure, helps you understand the true financial health of your business. Profitability is especially important in the competitive events industry, where margins can be thin. Excluding factors like depreciation gives a clearer picture of the actual profitability of the services you offer.
• Bookings vs. Players – For team-building and events businesses, it’s important to distinguish between bookings made and actual players attending. This distinction helps track revenue in the pipeline, account for deferred revenue and predict future cash flow, which is critical for managing cash flow gaps between bookings and actual payments.
• Balance Sheet (BS) Metrics – Monitoring balance sheet metrics such as assets, liabilities, and equity allow you to assess the financial stability of your business, which is especially important when considering future investments or expansion.
• Cash Flow – Monitoring cash inflows and outflows helps ensure your business can meet its financial obligations, pay employees, and reinvest in growth. Cash flow management with freelance invoice receipt templates is particularly important in team-building and events businesses where seasonality or upfront payment schedules can create financial pressure. People often talk about different profit measures, EBITDA etc, but Cash is always King!
• Forecasting Revenue – By updating forecasts based on confirmed bookings and conversion probability, you can project future income and better manage resources.
• Revenue from New vs. Repeat Business – This metric helps assess customer loyalty and optimise marketing efforts. By tracking new versus repeat clients, you can tailor your strategy to retain loyal clients while attracting new ones.

Final Thoughts

Focusing on all of the above KPIs allows small businesses in the team-building and events industry to make informed decisions, improve operations, and drive sustainable growth.

Whether you’re managing corporate events, team-building activities, or social gatherings, tracking the right metrics ensures long-term success. By closely monitoring customer feedback, marketing performance, financial health, and operational efficiency, businesses can gain actionable insights to refine their strategies and optimise performance. The ability to track and respond to KPIs will help your business thrive, ensuring that every event, every booking, and every customer experience is a step toward greater success.

Whilst I know it sounds like a lot, once you develop good processes and systems these get easier and easier to update, track and compare. Using actual data to drive decisions, rather than relying on gut feel, will speed your company’s path to success!

Get on touch if you’d like to discuss further or understand the processes we’ve used at StreetHunt Games to track our KPI’s.

Read more:
Effective KPIs for Team-Building and Events Businesses

Businesses must prepare for a significant new workplace entitlement where a baby is born on or after 6 April 2025 – neonatal care leave. Currently, 1 in 7 babies in the UK requires neonatal care due to premature birth, low birth weight, or complications.

Until now, parents in this situation have had to rely on maternity, paternity, or unpaid leave, often adding financial strain to an already stressful time.

The new law changes this, giving employees a day-one right to take up to 12 weeks of neonatal care leave if their baby is admitted to hospital for at least seven consecutive days in their first month of life. Some employees will also qualify for statutory neonatal care pay (SNCP), which businesses will be responsible for administering.

This change requires businesses to review their policies and processes. With around 60,000 parents expected to benefit from the new right, employers should act now to ensure they are ready for the its legal and practical implications.

So, what do businesses need to know—and how can they prepare?

What is neonatal care leave, and who is eligible for it?

It is a day-one right for employees to take neonatal care leave where a neonate, (a baby who is 28 days old or less) is admitted to hospital for care for seven continuous days or more. This right applies to each parent separately. Neonatal care is:

• Medical care received in a hospital.
• Medical care under the direction of a consultant after the child leaves hospital which includes ongoing monitoring and visits from healthcare professionals arranged by the hospital.
• Palliative or end-of-life care.

The right is in addition to maternity, adoption, paternity and shared parental leave.

Statutory neonatal care pay (SNCP) may be payable if the employee has at least 26 weeks of continuous service and earns an average of at least £123 a week. SNCP will be £187.18 a week.

“Parent” has a wide meaning and includes the child’s parent, prospective adopter or intended parent (as in a surrogacy arrangement). It also includes the partner of the child’s mother or prospective adopter where they are living together in “an enduring family relationship”.

Parents can take up to 12 weeks of neonatal care leave (which may be paid) with a minimum entitlement of one week. It is provided from the day the newborn is admitted to a neonatal unit. It can be taken at any point during the first 68 weeks following the baby’s birth or adoption placement. A parent is already likely to be on family leave, such as maternity leave, when neonatal care leave is needed, and the new right effectively means that a period of neonatal care leave is added to the end of maternity leave.

There are two different periods of neonatal care leave. The Tier 1 period begins on the day the child starts receiving neonatal care and ends seven days after the day neonatal care ends. Neonatal care leave can be taken in non-continuous blocks of  at least one week during Tier 1. The remainder of the 68 weeks is called the Tier 2 period, and neonatal care leave must be taken in one continuous block.

The notice varies depending on whether it is Tier 1 or Tier 2 (with reduced notice for Tier 1), but the employer and employee can mutually agree to waive the notice requirements.

What should employers do now?

Employers need to prepare for the introduction of neonatal care leave, both in terms of policy implementation and internal processes and will need to:

• Prepare a neonatal care leave policy that includes details of who is eligible, when the right applies, and notice requirements.
• Decide whether or not to enhance the statutory right, for example, by paying more than SNCP for a specified period. Businesses already providing enhanced contractual family rights may be prepared to do this.
• Review and update any existing neonatal care leave policy to meet the minimum statutory entitlements.
• Inform employees about the new policy (or any updates to an existing policy) and ensure that employees understand the process for taking neonatal care leave.
• Train managers in dealing with neonatal care leave applications and supporting the employee at a stressful time.
• Be aware that, as with other types of family leave, employees will continue to benefit from their terms and conditions of employment except for pay. There will also be protection from detriment and unfair dismissal.
• Look out for the detailed Government guidance, which is still to be published.

Finally, even after neonatal care has ended, the child may need ongoing medical treatment which will be another stressful time for the parent. Employers should consider whether more flexible working patterns would be helpful and should publicise any well-being initiatives and EAPs.

Below are details of charities which support families with newborns receiving neonatal care.

The Smallest Things Charity: The Smallest Things

Bliss Charity: Bliss

Working Families: Working Families

Read more:
New Right to Neonatal Care Leave: What Businesses Need to Know

Companies that rely heavily on artificial intelligence (AI) to prepare their Research and Development (R&D) tax claims could find their claims rejected by HMRC if the process lacks human oversight.

That is the warning from Blick Rothenberg, a leading audit, tax, and business advisory firm.

Ele Theochari, a Partner and R&D specialist at the firm, says the government’s recently announced AI Opportunities Action Plan offers both “opportunities and risk” to R&D claimants. A growing number of providers use AI-based tools to compile and submit R&D claims as well as additional information forms, sometimes falsely claiming they enjoy special privileges with HMRC.

Theochari highlights concerns about the quality of AI-driven R&D submissions, warning that many appear “wordy but lack substance,” making them vulnerable to HMRC scrutiny. She notes that some large, volume-focused R&D companies have already gone out of business over the past four years due to the poor quality of their work and follow-up investigations they could not defend.

Although AI can streamline aspects of the R&D claims process, Theochari stresses that the role of a knowledgeable adviser “cannot be underestimated.” Even accurate data fed into AI can result in mistakes and falsehoods—known as “AI hallucinations”—that compromise the integrity of a claim. HMRC’s own attempt to rely on AI for fact-checking during compliance queries has similarly encountered this problem.

On a more positive note, Theochari points out that AI can be harnessed to effectively summarise complex technical information, identify baseline technologies, conduct research, and manage large calculations. However, she emphasises that expert input is essential to ensure any AI-generated content is factual, relevant, and ready for HMRC’s scrutiny.

Read more:
Businesses using AI to file R&D tax claims risk HMRC rejection

As a small business owner building my business from the ground up, I’ve not had the option of hiring full-time staff in the early days of my startup. Instead, interns have played a significant role in helping the business grow.

Internships and apprenticeships offer numerous benefits to small businesses (and larger ones too!). After recently bidding farewell to my 9th and 10th interns, who both returned to the U.S. in late 2024, I’ve been reflecting on what I’ve learned from the experience and how I can make the most of future internships for both StreetHunt Games and the interns.

Here are my top five tips for making the most of what can be an invaluable resource.

Ensure the intern is properly onboarded and gains a strong understanding of the business

We run an outdoor adventure game company offering immersive, self-guided mysteries set in captivating locations—a unique blend of a grown-up scavenger hunt, escape room, and murder mystery, all played outdoors in the heart of a city, with the game accessed and guided through a smartphone.

For my business, onboarding begins with an initial presentation about what we do, along with an overview of our business strategy and goals. I then encourage each intern to spend time reviewing our website, social media accounts, and to also spend some time understanding our competitor offerings. They also head out to experience one of our games firsthand, ensuring they quickly gain an understanding of our offering from a customer’s perspective.

Through this experience, the intern is better equipped to produce work that is both insightful and valuable.

Key elements to consider during the onboarding process include:

• Systems/Tech admin -Ensure the intern has access to all necessary tools and platforms to hit the ground running.
• Business Processes – Discuss how and where they should document their work.
• Branding and Values – Provide background on the business’s brand identity and core values, first hand wherever possible.
• Expectations – Clarify working hours and arrangements for office or remote working, with dedicated meeting times.
• Intern Goals – Understand their objectives and aspirations (more on this later).
• Communication – Establish a system for the intern to ask questions and provide updates in a way that works for both of you.

Provide relevant training

To get the most out of internships, it’s crucial to ensure the intern has the necessary skills and capabilities to complete the tasks you assign. As these tasks are given, it’s worth investing time upfront to understand their experience level and ability to complete them independently. If there are any gaps, provide training. This approach ensures the quality of their work is significantly higher and reduces the likelihood of you needing to redo tasks, making it time well spent.

There are numerous online training resources available—such as YouTube or ChatGPT — I’ve also found excellent free Excel courses and training on tools like Google Analytics on platforms such as Udemy.

In addition to task-based training, it’s valuable to provide opportunities for professional development, such as goal-setting workshops or career-focused discussions. These help your interns gain a broader perspective and improve their skills for the future, ensuring they get the most out of their experience.

Common areas I’ve provided training on include Canva and AI courses (You Tube videos), excel (Udemy), PR (using courses from The PR Set) and Maddy Shine’s groups for SEO. I also attended a unique mood board workshop with an intern at the start of 2024, where we cut up magazines to create visual representations of our personal and professional goals for the year. It was a fantastic bonding experience and a creative way to reflect on our aspirations for the year ahead.

Find the right tasks

One of the trickiest aspects of making the internship process work for both business and intern is avoiding excessive time spent on setting tasks and answering questions. I’ve found the best way to mitigate this challenge is by assigning tasks based on the individual intern’s skillset.

Once you’ve started working with the intern and completed your onboarding process, you’ll have a better understanding of their strengths. Maximising the benefit of the internship involves playing to these strengths. Assign tasks that they are likely to enjoy and engage with, or at the very least, tasks they have the skills and knowledge to complete successfully.

I’ve listed below some tasks that have worked well for me with multiple interns. Once you’ve set up a task for the first time, make sure to document it in process notes so the setup becomes quicker in future. As questions come up about tasks, I add to the process notes, making them more comprehensive over time.

• Research – Research is always an important element for small businesses, yet business owners often run out of time to do it themselves. Interns can perform research on competitors, marketing trends, partnership opportunities, influencers, and backlink targets. These tasks are easy to set up and can be very engaging for the intern, also bringing insight from fresh eyes and potentially a different demographic.
• Recurrent Tasks – Tasks that need to be completed daily, weekly, or monthly are ideal for interns. Examples include creating social media content, responding to customer testimonials, bookkeeping, creating blog content and uploading those blogs to your website. In my experience, interns enjoy these tasks because they can improve their efficiency over time and become familiar with the work, which adds a sense of accomplishment. Creating marketing content like blogs or social media again can produce new ideas, whilst allowing interns to put their personal spin on your business.
• Review Your Own To-Do List – Look at your own to-do list and identify tasks that never seem to rise to the top. How can you break them down and delegate some of this work to the intern? Having the accountability of working with interns can help you finally make progress on tasks that you have been avoiding.

Take advantage of having a new perspective in the business

I’ve been fortunate enough to have all my interns from Accent Global Learning, and the quality has been consistently high. Each intern has been enthusiastic, eager to learn, and brought a unique perspective.

Interns offer a distinct advantage to small businesses: they often have up-to-date knowledge of industry trends and technologies, thanks to their recent academic experiences. They’re keen to contribute and unafraid to challenge traditional ways of thinking, which can provide fresh insights into your business and help solve existing challenges with innovative solutions.

For businesses like ours, which integrate modern technology into real-world experiences, interns can offer valuable ideas on the latest apps, augmented reality features, and sustainability trends, alongside key insight into a specific customer segment.

An example of this has been in the onboarding process, where I ask interns to review our website and social media accounts, providing as much constructive feedback as possible. This review process and listening to their feedback has resulted in multiple changes to both the structure and content of our website, as well as adjustments to the type of content we share on social media. Interns have also identified partnership opportunities working with other types of businesses that I had not previously considered.

Listening and actioning these different perspectives has ultimately resulted in StreetHunt Games growing as a business.

Feedback, mentorship and checking in on the interns

It is essential to check in with the intern regularly throughout the internship. Ensure the tasks they’re assigned continue to engage, and ask if they have any other ideas for contributing to the business. I’ve found that the quality of work is always greater when the intern understands what they’re doing, is engaged in the task, and knows the benefit it will bring to the business. Even higher when the intern has put their hand up to do it themselves!

I also make an effort to share any thought leadership I receive as a small business founder with the intern, and provide updates on business strategy during their placement. This helps them see the wider context of their work and how it fits into the overall goals of the business.

If there are tasks or behaviours that aren’t working well, it’s important to address these as they arise, rather than waiting until the end of the internship. Give the intern the opportunity to adjust their approach, as it’s often the result of a miscommunication. Prompt open and honest feedback is critical to all successful work relationships – interns are no different!

Whether the internship is face-to-face or remote, regular catch-ups are essential. Ideally, face-to-face meetups and informal discussions, alongside formal work meetings, help strengthen the relationship and ensure clear communication throughout the internship.

From the perspective of the Intern

At the end of an internship, I asked one of my interns to consider what top tips they would give to future interns to maximise the benefits of the experience. Here are Alex’s top tips:

I’ve had the opportunity to intern for StreetHunt Games for the last two months while studying abroad in London. I also have previous experience interning with UCLA Athletics and Bally Sports in California and through these experiences, I have learned a lot about how to make the most of your limited time working as an intern. Here are my top five tips to make the most of your time:

1. Set Clear Goals: Understand what you want to achieve during your internship in order to set specific, achievable goals and share them with your supervisor or mentor.
2. Take Initiative: As an intern, you should be proactively seeking out opportunities to contribute and learn. Offer to assist with projects and ask questions to deepen your understanding and make the most of your time working.
3. Network: Use your time as an intern to build relationships with colleagues, supervisors, and other professionals in your field. Attend company events, join professional groups, and connect with people on LinkedIn.
4. Seek Feedback: At the end of your time interning, check in with your supervisor or mentor to discuss your progress, strengths, and areas for improvement. Use their feedback as an opportunity to learn and grow, and make adjustments in the future.
5. Reflect and Learn: Take time to reflect on your experiences and what you’ve learned during your internship. Consider what skills you’ve developed, challenges you’ve overcome, and accomplishments you’ve achieved.

I would echo all of Alex’s recommendations and also add a few more:

1. Ask questions when unsure – It’s better to clarify things early on; it will save time and ensure the work is completed correctly.
2. Provide updates – At the end of each day, share what you’ve completed and highlight any areas where you may need assistance before your next working day.
3. Take advantage of opportunities offered – Internships are often short-term, so make the most of the various types of work and experiences you’re given to maximise your learning.

In summary, internships provide valuable opportunities for both small businesses and interns. By ensuring proper onboarding, assigning relevant tasks, and offering necessary training, businesses can maximise the benefits of interns. Interns bring fresh perspectives, up-to-date knowledge on industry trends and consumer behaviours, and technological insights that can help drive innovation and business growth. Regular check-ins, feedback, and mentorship also contribute to a positive and productive experience. For interns, setting clear goals, taking initiative, networking, and seeking feedback are essential for making the most of the internship. With mutual investment, internships can lead to substantial growth for both the business and the intern. You never know – you may also be meeting a future employee!

Read more:
Benefits of internships in 2025

The new year is an excellent opportunity for businesses to review their finances and plan effectively for the months ahead.

With the annual increases to the national living and minimum wage and other statutory payments set to take effect in April 2025, its essential to prepare for these changes in advance.

National Living and Minimum Wage

From 1 April 2025, the National Living Wage (NLW) and the National Minimum Wage (NMW) will increase as follows:

• National Living Wage (workers aged 21 and over) from £11.44 an hour to £12.21
• Aged 18-20 from £8.60 an hour to £10.00
• Aged 16-17 from £6.40 an hour to £7.55
• Apprentice rate from £6.40 an hour to £7.55

The 16.3% increase in the 18-20-year-old rate is the largest increase ever. It is intended to narrow the gap with the NLW because the higher rate is expected to be extended to 18-20-year-olds in the future. The Low Pay Commission is likely to consult on how to achieve this in 2025.

Employers should audit the ages of their workforce so that they can inform payroll or payroll providers about the individuals benefitting from any increases to the NLW or NMW to ensure that the new rates are paid.

Increase in statutory payments

On 6 April 2025:

• The weekly rate of statutory maternity, adoption, paternity, shared parental and parental bereavement leave pay will increase from £184.03 to £187.18 or 90% of the employee’s average weekly earnings if this is less than the statutory rate.
• The weekly rate for statutory sick pay will increase from £116.75 to £118.75

Employers will need to ensure that staff going on family-related leave are informed of the increased rates at the relevant time.

Although there is a relatively modest increase to statutory sick pay (SSP), employers must be aware that there are potentially significant changes ahead. On 4 December 2024, a consultation exercise about strengthening SSP ended. To be eligible for SSP, an employee must have average weekly earnings at, or above, the lower earnings limit (LEL), which is currently £123 a week (increasing to £125 in April). SSP is only paid from the fourth day of sickness absence. It is estimated that up to 1.3 million low-paid workers are not eligible for SSP. In addition, because SSP is not payable until the fourth day, many people who qualify for it work when they are unwell. As part of the consultation, it is proposed that eligibility be extended to those earning below the LEL and that the three-day waiting period be removed so that SSP is available from day one. The proposal is to introduce a taper to the SSP rate so that an employee is entitled to a certain percentage of their average weekly earnings or the SSP flat rate, whichever is lower. There are no further details at the moment.

National insurance contributions

In the autumn budget, it was announced that, from 6 April 2025, the rate of employers’ NICs will increase from 13.8% to 15%. In addition, because the earnings threshold has been lowered, employers will pay NICs on employee earnings from £5,000 rather than £9,100.

There is some concern that this rise in employers’ NICs and the increases in the NLW and NMW could negatively impact recruitment and result in job losses. The increased costs could also be passed on to consumers.

According to a recent announcement by the Deputy Governor of the Bank of England, the rise in employers’ NICs could slow long-term wage growth overall.

Undoubtedly, the additional costs present challenges for employers, particularly when balancing the need to remain competitive with the rising financial pressures. Employers should consider proactive measures, such as reviewing budgets, identifying efficiencies, and exploring options to enhance productivity. Open communication with employees about potential changes and ensuring compliance with legal obligations will also be key to navigating these adjustments.

Furthermore, consulting with legal or financial professionals can assist businesses in making informed decisions and implementing strategies to manage these changes effectively.

Read more:
Looking ahead to 2025: Increased costs for employers     

As we prepare to step into a new year, it’s important to pause and reflect on where we are in our personal and professional lives. Are you working to make a difference?

Are you driven to make a difference? Or are you making a difference at all? Do you want to? Or are you simply working to make ends meet?

These are meaningful questions, each carrying its own significance. Yet, none have a right or wrong answer. Life’s demands are diverse, and so are the motivations that drive us. Taking time to explore these questions can provide clarity and purpose as we look ahead to the year to come.

Working to Make a Difference

If you are working to make a difference, you are likely motivated by the desire to contribute positively to the world around you. Whether it’s within your community, workplace, or personal relationships, striving to create an impact often brings a sense of fulfilment. However, it’s worth asking whether your efforts are aligned with your values and long-term aspirations. Are you directing your energy in ways that truly resonate with you? Reflecting on this can help ensure your work remains both meaningful and sustainable.

Being Driven to Make a Difference

Feeling driven to make a difference is a powerful force that propels us forward. It represents a vision of what could be, providing the motivation to take action. Yet, passion and drive alone are not enough; they require direction. The question then becomes: Are you translating your drive into tangible actions? Taking the time to evaluate how you convert your motivation into practical steps can transform aspirations into achievements.

When You’re Not Sure If You’re Making a Difference

What if you feel that you’re not making a difference—or that your efforts don’t matter? Perhaps the demands of daily life leave little room for bigger ambitions. This is a reality for many, and it’s perfectly valid. Meeting life’s basic needs is an achievement in itself, particularly in challenging times. However, if you feel a desire to do more, the new year offers an opportunity to start small. Making a difference doesn’t have to mean grand gestures; often, the smallest actions can create the most significant ripples.

Working to Make Ends Meet

For those who are simply working to make ends meet, remember that survival and providing for yourself and your family are honourable and vital pursuits. The expectation to be driven by a larger purpose can sometimes feel overwhelming when you’re focused on getting by. Yet, even in the ordinary, there may be opportunities to find meaning—whether through acts of kindness, connecting with others, or taking pride in your daily efforts.

Looking Ahead to the New Year

As we approach the new year, these questions are not meant to judge or categorise but to encourage self-awareness. Understanding where you stand now can help you consider where you want to go next. Whether your aim is to make a profound difference or focus on small, meaningful changes, it all begins with intention.

Take this time to set achievable goals that align with your current circumstances and your aspirations. What will your next step be? Whatever your answers, let them guide you towards a year filled with purpose, growth, and self-discovery.

Read more:
Finding Purpose: Reflecting on What Drives You as the New Year Approaches

‘Tis the season and everyone in the office is looking forward to joining their colleagues and clients for lots of festive fun at the annual company Christmas party…or are they?

For some, the boozy office party is as synonymous with December as Fair Isle jumpers and Brussel sprouts, but things are changing…for a variety of reasons.

Let’s take a whizz through a few of the factors at play:

Mocktails over cocktails

Not everyone wants to drink the bar dry.

According to Fortune magazine, a fifth of office parties will be alcohol free this year with event management company Together suggesting that 74% of Gen Z workers are so conscious of the health impacts of alcohol that bosses are now under pressure to provide booze-free celebrations.

But it’s not a case of Gen Z calling the shots (or abstaining from them) – there are many reasons why people choose not to drink. It’s also not about cancelling end-of-year celebrations altogether – no-one wants to be accused of being the ‘fun police’. It’s more a growing awareness for employers that getting sloshed and dancing on tables at the end of the night isn’t everyone’s cup of tea. In fact, some may prefer that cup of tea!

New outfit?

The office Christmas party is not always the big treat it seems. For many, the additional costs can be substantial (especially for junior staff) when you factor in potential new outfits, transport or accommodation, and additional drinks when the company bar tab runs out.

Out of hours

For team members with families or those who already spend more time working than they should, another late night may the last thing they want. Sometimes a fancy lunch or experiential day-time event may strike a better, more inclusive balance for your team.

Sleazy business

According to legal platform Valla, survey results show that 1 in 10 employees were also planning to miss their Christmas party to swerve unwanted sexual attention.

We have all heard whispered tales of drunken misadventures at office or client parties. We may have laughed along, shaken our heads or even been the instigator to some of the merriment. And while such antics are certainly not reserved for Christmas, they are amplified by the sheer amount of socialising that happens at this time of year.

Duty of care

Here’s where it gets serious. On the 26th of October, the introduction of the Worker Protection Act 2023 put the onus on UK employers to actively take steps to prevent sexual harassment in the workplace and at work-related events including the office party.

A risqué comment or an intoxicated misstep may be common when the drinks are flowing but when things turn sour, it can have damaging consequences not just for the individuals involved, but also for your organisation.

No longer can such incidents be readily dismissed as ‘just banter’ or your typical work night out. In fact, if a case ends up at an Employee Tribunal and a company is deemed not to have met this new proactive duty of care, any compensatory awards could be increased by an additional 25% – harmful, therefore, both reputationally and financially.

Striking the balance

Regardless of what’s on the itinerary, the emphasis should be on rewarding your people. And as the year races to a close, the chance to (quite rightly) celebrate the hard-fought wins should be a joyous one.

Rather than producing a list of mood-killing pre-party dos and don’ts, the message should be one of inclusiveness, respect, looking out for each other, and doing yourself and the company proud.

If a shift in cultural thinking is needed in your organisation, it is not going to happen overnight, and it certainly won’t kick in just before you hit the town!

A long-term understanding of how your comments or actions may be perceived as intimidating, hostile, degrading, humiliating or offensive, regardless of how they were intended is critical, not just for the holidays but all year round. It is also essential that your team is empowered with the knowledge of how to deal with unwanted advances or unsavoury behaviour from third parties, including clients and external contacts.

It’s worth getting expert guidance on the best way to implement and embed this new way of thinking, in order to comply with the new legislation and help lower risk – no matter what the season.

Check please!

We all know that putting on a festive bash is not cheap. If the attendance figures at your annual company soirées are starting to flag, it may be time to look around your office and ponder whether the traditional booze-fest is giving your people what they want.

An anonymous team survey could be one way to gauge feeling. You can’t please all the people all of the time, but if opinions are being heard and acknowledged, it goes a long way to building a more robust company culture and a happier workforce.

Choosing the right event can even enhance your culture and sense of camaraderie. According to Australian firm Corporate Challenge, 85% of employers believe that Christmas parties can have a positive impact on staff morale, with 96% of attendees less likely to resign the following year. A sign that lack of participation in team activities is a genuine marker for disengagement and one to take serious note of.

You may even consider moving away from an annual bash altogether. Craze Central claim that 57% of those aged 16-34 would prefer to see the full office party budget going to charity, while offering a financial reward to employees in lieu of a night out is also likely to prove popular.

In summary

While getting into the festive spirit is positively encouraged, there is a growing realisation that not everyone wants to wake up with mistletoe in their hand and kebab in their hair.

As a business leader, it is therefore important to find a way of rewarding year-end efforts that befit your organisation and your people. With an ingrained awareness of how to respect and maintain personal boundaries, everyone should be able to enjoy themselves without fear of regret or consequences.

Now, anyone for eggnog?

Read more:
Is it last orders for the traditional office party?

Gary Lineker, the former England footballer turned broadcaster, has strategically placed his television production company, Goalhanger Films, into voluntary liquidation ahead of upcoming capital gains tax rises.

Co-owned with former ITV controller Tony Pastor, the company reported net assets exceeding £440,000 in its last published accounts.

The decision comes as the UK government announced in the recent Budget that capital gains tax rates will increase from 10% to 14% starting in April, with a further rise to 18% in 2025. By liquidating the company now, Lineker and Pastor can benefit from the current lower tax rate on distributions from the company’s assets.

Tony Pastor confirmed that Goalhanger Films is being “mothballed,” allowing the duo to focus on their rapidly growing venture, Goalhanger Podcasts. The podcast platform hosts popular series such as The Rest Is History and The Rest Is Football, and reported net assets close to £591,000 earlier this year.

Lineker’s move aligns with the practice of Members’ Voluntary Liquidation (MVL), a process that enables solvent companies to wind up operations in a tax-efficient manner. An MVL allows business owners with significant retained earnings to treat distributed funds as capital gains rather than income, potentially resulting in substantial tax savings under the Business Asset Disposal Relief framework.

Originally launched in 2014, Goalhanger Films produced high-profile sports documentaries featuring stars like Mohamed Salah and Serena Williams. However, the shift towards the more successful podcast division reflects Lineker’s adaptation to changing market dynamics.

Despite stepping down from hosting Match of the Day after a 26-year tenure, Lineker remains a prominent figure at the BBC, with contracts to present coverage of the FA Cup and the 2026 World Cup.

Lessons for Business Owners

Lineker’s financial move offers insights for entrepreneurs and company directors:

Act Early: Anticipating tax changes and making timely decisions can maximize financial benefits.
Consider MVL: For solvent businesses planning to close, an MVL can be an effective tool to unlock value efficiently.
Adapt to Growth: Shifting focus to more successful ventures ensures resources are allocated to areas with the greatest potential.

Read more:
Gary Lineker liquidates Goalhanger Films ahead of capital gains tax increase

There is no denying the extraordinary benefits mentoring provides for both businesses and individuals; from increasing personal confidence and motivation, to establishing a positive work culture, and increasing retention rates within organisations; the positive impacts are endless.

Despite this, only 28% of small and medium sized businesses currently make use of mentors, why is this?

Understanding and Industry Specialisms

The first possibility to why mentoring isn’t more widely utilised can be down to the lack of understanding of what it is and who can benefit from it. Many tend to be under the impression that mentoring is only useful for those in certain industries such as technology or finance, yet this couldn’t be further from the truth.

Mentoring’s versatile nature provides the ability to adapt each programme to suit even the most niche of needs. From general support and guidance to the teaching of specific skills and identifying knowledge gaps, mentoring can equip the mentee with the appropriate resources that enable both personal and career development specific to their industry or role.

Finding a Mentor

A further reason which could be hindering people diving into the world of mentoring is accessibility or finding a suitable mentor or mentee.  My own experience of finding it hard to get involved with mentoring allowed me to acknowledge a significant gap in the industry that hindered people from finding their mentor, and ultimately led me to set up PushFar. I wanted to create a platform that could be easily accessible to all, so everyone can reap the benefits mentoring has to offer.

Removing the barriers to finding a mentor or mentee, even on a global scale, and driving awareness of the processes of stepping into mentoring, has been a primary goal of mine for many years.

Time commitments

For busy individuals, or those in senior, complex roles, mentoring may be seen as an additional time commitment, however, there are multiple types of mentoring, allowing individuals to find one that suits them and their working commitments.

Virtual mentoring can take place anywhere, making it an accessible option as well as opening the door to a broader list of mentoring topics. For example, a specialty where those interested are geographically spread out, virtual mentoring overcomes this barrier and makes the pairing of mentor and mentee possible. Group mentoring is another brilliant way for a single mentor to impart knowledge and advice to a group of mentees, reducing the time commitments across multiple mentees.

Types of mentoring

A final hurdle for people getting involved in mentoring is the lack of knowledge around the breadth of mentoring options. Historically thought of as an older, senior member of an organisation mentoring a younger, junior team member, there’s actually reverse mentoring which encourages younger team members to impart their experiences, knowledge and skills. In a similar vein, peer mentoring encourages those of similar age and experience levels take turns in acting as a mentor to each other. This can be hugely helpful for creating supportive and learning systems.

I believe the reason for why mentoring isn’t utilised more widely is due to insufficient understanding of who can use it and how to get involved. Therefore, it should be a priority for organisations across the industries to introduce mentoring as a part of its learning and development programme, helping generate awareness of its benefits for all involved.

Read more:
Mentoring is both incredibly effective and versatile, so why is it not utilised more?

In today’s competitive business landscape, successful leadership is often portrayed as assertive, visionary, and highly ambitious. However, an equally powerful yet often overlooked archetype is the reluctant leader.

These individuals do not actively seek leadership roles but are thrust into them because of their expertise, integrity, or sense of responsibility. Despite their initial hesitation, reluctant leaders often prove to be exceptionally well-suited for complex, people-centric environments, where ethical leadership is highly valued.

A reluctant leader is someone who has stepped into a leadership role, not out of ambition or desire for power, but because of a necessity within the team. These leaders will usually shy away from leadership, preferring to focus on their specific areas of expertise. However, when their environment demands strong leadership and the absence of a suitable alternative becomes apparent, they feel compelled to take on the role.

I believe that when creating your working environment, you need to think of what will help your employees feel as though they are supported and part of a team. Unlike more assertive leaders who may prefer to dictate direction, reluctant leaders will prefer to work with their team in a way that fosters collaboration, empowering employees to contribute more actively to decision-making. I find this helps me lead with an open mind so we can find solutions as a team.

I never saw myself as a leader. I never really thought I would become a business owner either, but when you go to the bank with your business proposal or when you are standing in front of potential investors, you are rarely thinking about the possibility of you having employees that you are responsible for. I started Tiny Box Company because I knew there was a gap in the market for sustainable packaging. There needed to be a company that offered smaller businesses the option of ordering without a minimum order quantity. I never thought about how 17 years later, I would have 100 employees looking to me for direction and answers that quite honestly, I don’t always have.

For some, leadership comes naturally, however, for many of us who, if possible, tend to avoid the spotlight, then sometimes leadership can be a struggle, especially at the beginning while you are still finding your bearings. Becoming a leader demands that you learn a new set of skills, one being the ability to have hard or sometimes awkward conversations with staff members.

I remember one of the first awkward conversations I had to raise with an employee. We had an employee that was putting in for overtime, which was fairly normal, however, we soon realised that this employee had been exaggerating the extra hours worked and had actually joined forces with an employee of a business next door who had been doing the same thing. This employee had overlooked that we had CCTV, so naturally, I asked to see the footage and had to confront the employee with it. For me, this was one of the first uncomfortable conversations I had to have as a manager, and I remember feeling incredibly nervous beforehand and not feeling much better afterwards. In fact, afterwards, I felt unequipped to deal with conversations like that. It was not in my nature, although over time, I have gotten better, and now I remind myself of one of my favourite sayings, “suck it up Buttercup” and tell myself it is part of the gig, so you need to get on with it.

When you are in a leadership role, it is critical to remember that your behaviour filters down through your team. You need to remember that people look to you, especially as the CEO. I know my senior managers often look to me for guidance on how to run their departments or manage their team, so making sure that I am leading by example is key.

I think one of the hardest parts for me has been realising that your employees are not always going to be your friends. You need to be firm but fair and be kind but still be able to have those awkward conversations if needed. One of your new job roles is going to be keeping your team together and keeping everyone on track for the greater good of the business. Steve Jobs said, “You know who the best managers are. They’re the great individual contributors who never ever want to be a manager.” Sometimes you must step up because you know you can get the job done. You may have never seen yourself as a leader, but as soon as you step up to the role, you must acknowledge the responsibility that comes with it. Becoming a leader pushed me out of my comfort zone and forced me to become comfortable with the uncomfortable.

Read more:
The Reluctant Leader: A Powerful Shift in Business Leadership

Let’s assume…you’re a business leader who has worked hard to empower your team to fly your company flag with confidence and absolute clarity on your brand and what you represent.

This means you’ve successfully created a culture where your vision, purpose and core values are deeply embedded and understood, weaving through every decision made and action taken. Employees are aware of long-term business objectives and feel knowledgeable about the type of clients and projects you are striving to attract.

As a result, your team is nailing this business development lark and helping to position your company to better target the work you want to win. Genuine opportunities are coming your way…

Now what?

How do you give yourself the best possible shot at converting that live opportunity, be it a face-to-face introductory meeting with a new client, or the chance to submit a proposal or actively pitch your business for a dream project?

Let’s consider the steps you can take today to help fill up that pipeline of work for 2025.

The devil is in the detail

First things first, is the brief clear? Have you really understood what the client is asking for? If there are any grey areas make sure you get clarification now and eliminate any ambiguity before the meeting or deadline. It’s also the perfect opportunity to demonstrate early on that you are eager, knowledgeable and dependable.

If, for example, a client tells you they are interested in a certain aspect of your organisation, make sure you lead with that. If you are submitting a proposal or preparing for a pitch and the client has set out specific criteria, then respond accordingly. Don’t assume that you know what a potential client needs better than they do at this stage. You may wish to include other ideas but focus on the primary requirement first. Non-compliance will not do you any favours when your answers are being weighted in a competitive bid process!

Do your homework!

You need to gain an understanding of who the client is, the work they do, their values, their culture and what makes them tick…or the issues giving them sleepless nights. Ultimately, what do they care most about and how can you demonstrate that you align with them and can add genuine value to their business or project.

If it is a face-to-face meeting or a pitch opportunity, find out who will be in the room so you can tailor your messaging to those making or influencing the decision. If, for example, the CFO is in the pitch, you should make sure you are showing value for money, and so on.

Consider the following:

• What are the primary challenges and what solutions would you recommend?
• Can you prove that you’re best placed to provide those solutions? (the proof is in the pudding – case studies, testimonials, quantifiable facts and figures)
• Who are the right people to take/involve in the opportunity from your side and why?
• Do you have the right resources?
• How would you approach the job and where would you start?
• Do as much background reading/online research/fact-finding/site visiting as you can to show that you know what you are talking about and have taken the time to understand the scenario
• Look at the industry and market competitors, physical locations if relevant and any existing/historical issues which may have implications
• Bonus marks if you can pinpoint an issue the client has not yet mentioned AND provide a logical way to fix it!

Less is more…

We’ve all seen mammoth proposals and we’ve all sat through presentations that put you into snooze-mode quicker than warm milk at bedtime. As Mark Twain said (or allegedly several others), “If I had more time, I would have written a shorter letter”.  Frankly, it might take longer to make your collateral shorter, but getting to the point succinctly is key so you don’t lose your audience.

Craft a narrative that’s aspirational, value-led and tells a demonstrable story of how you will meet and exceed all the client’s needs. Focus on the key points and portray them well:

• Capture the attention with engaging, relevant and clear visuals. No fuzzy illegible tables allowed!
• Lose the novel – key points only
• Proof points, where have you done it before – and what were the results?
• If it’s a written proposal – avoid the technical jargon
• If it’s in person – practice, make eye contact, engage with your audience and of course, aim to wow them with your amazing energy and expertise!

Practice, but be authentic

When approaching a new business opportunity – be it a meeting, pitch, or similar – it’s crucial that your team fully understands the opportunity, the company’s strategy for converting it, and their specific roles in the process.

Many teams stumble at the finish line, even with their best members present, because they fail to properly brief everyone. This often results in a senior leader doing all the talking or team members saying the wrong things due to a lack of preparation.

Anticipating potential tricky questions during meetings or presentations is essential. Being ready with well-thought-out answers helps you avoid stumbling in front of decision-makers and eliminates any doubts about your capabilities.

If you’re giving a presentation, make sure to allocate time for questions at the end, and invite your audience to share any further inquiries they might have.

After the meeting, follow up with a thank-you note, send a digital copy of the presentation, and reiterate your enthusiasm and availability for the project or collaboration.

Final thoughts

Successfully identifying and converting work begins with ensuring that your business development interactions lead to tangible outcomes, and ultimately, to fee-paying work.

Building relationships takes time, and it’s natural not to get perfect results right away. Remember, each experience holds valuable lessons. Embrace feedback, learn from it, and refine your process, content, or delivery for the future.

In the words of Winston Churchill: “Success is not final, failure is not fatal: It is the courage to continue that counts.”

Read more:
Business development to bottom line: Turning effort into results!

In today’s competitive landscape, effective business development hinges on your entire team representing your brand with conviction and clarity.

Simple right?

Well… not really. The challenge is, many leaders aren’t confident business developers themselves, so empowering their teams to ‘do BD’ is often goes in the ‘too hard’ basket.

Here’s a few quick tips for leaders to get more comfortable with business development and, in turn, create a culture of business development that empowers everyone in the business to hunt down new opportunities and bring them through the door.

So, what is a culture of business development and how do you create one?

I’ll let you into a little secret…it’s not a one-page cheat sheet with the core messages you want your team to parrot out to whoever will listen.

Creating a culture of business development begins with your team possessing a deep understanding of your organisation’s identity – its vision, purpose and core values – and genuinely buying into it.

Everyone should be clear on your long-term growth objectives and the type of clients and projects you are targeting. And everyone should be equipped with the skills to identify opportunities and convert prospects into clients – regardless of how tenuous those opportunities may appear.

With all these components in place you have the basis for a thriving and exciting business development culture.

The dreaded Elevator Pitch

Even as a leader, initiating conversations aimed at generating positive outcomes can be daunting.

How comfortable are you at succinctly introducing yourself and your business? Are you confident your team could do the same?

If the thought of this makes you squirm, it’s time to take action!

Opportunities to connect can arise unexpectedly – whether in a social setting or casual encounter, your ability to articulate your role and introduce your company succinctly is essential. The most coined phrase for this interaction is an elevator pitch – and no, you don’t have to be in an elevator to do it!

So, what are the components of a good intro elevator pitch?

1. Be succinct: you have 30 seconds max to give a quick overview of who you are (in a professional capacity – we’re not interested in star signs at this point!), your role, your company and the challenges you solve or value you create. Don’t get too specific at this stage, we’re looking for a brief overview, nothing more.
2. Body Language Matters: Maintain open and confident body language. Make eye contact and adopt a posture that invites trust and engagement – no arms crossed!
3. Authenticity is Key: Be genuine. People prefer to engage with those who come across as relatable rather than overly scripted.
4. Cultivate Curiosity: Conclude your introduction with an open-ended question to encourage dialogue. Listening attentively allows you to tailor your responses effectively.
5. Aim for an Outcome: Every interaction should lead to a tangible result, whether it’s exchanging contact details, scheduling a meeting, or identifying a potential project, try and come away with something useful.

First impressions matter

In a world where first impressions count, the art of confidently introducing yourself and engaging others in genuine dialogue is imperative.

When you have the opportunity to initiate contact, a warm greeting can pave the way for a quicker outcome because you can tailor your intro (elevator pitch) to your audience, leading with elements about your role or organisation which are more relevant.

A warm intro can literally be as simple as, “Hi, I’m XYZ, what’s your name?”, then be curious and ask some open questions to continue the conversation. If you’re at a networking event I can guarantee that you’re not the only person in the room feeling daunted, so be bold, break the ice and say hi, you’ve got nothing to lose and everything to gain.

You don’t need to have all the answers

So, you’re in full flow having a great chat with a new or existing contact and they ask you a question about something you don’t know the answer to, don’t panic!

Don’t try and fudge the answer if you don’t know it. It’s much better to respond with something like, “I’m not 100% on that but I would love to introduce you to XYZ person in the office who could provide that insight for you”, or simply “I don’t know the answer to that off of the top of my head but I’ll find out and either drop you an email or we can meet up and I can go through it with you”. Either of these responses can still generate a positive outcome.

Don’t let your guard down, loose lips sink ships

You might be having a lovely chat with someone and be well on your way to generating a positive outcome but don’t get complacent. Sometimes there are confidential things you should never share outside of your organisation, so you  need to be conscious of what you’re divulging.

For example, if you’re working on a top secret project that’s under NDA (Non-Disclosure Agreement), it is imperative that you keep that under wraps, no matter how much someone may probe you for intel or how much you’d love to share your excitement about it. One slip and you could ruin your client relationship, damage your company reputation or even face legal ramifications.

Another example might be around some company news which hasn’t yet been announced externally, for example, promotions/expansion/lay-offs, by sharing this information in an unplanned way can be detrimental both internally and externally.

But how do you know what you can/can’t say? Again, this is down to the leadership team to clarify. If you’re not sure, ask your boss before discussing outside of your organisation.

Diversion tactics

But what do you do if you’re being relentlessly quizzed by someone on something you know you can’t disclose?

Well, there are some simple rebuffs. For example, you could simply say, “I’m not at liberty to discuss that”, or, “I’m really not sure, but I can put you in touch with XYZ leader who may be able to provide some insight on this for you” thereby passing the tricky question to your leadership team who should be well-versed in dealing with diverting away from sensitive information.

No matter what, if you know you can’t share something, don’t share it. It is not worth yours or your company’s reputation.

Final Thoughts

Fundamentally, your team is already representing your business with every interaction they have with contacts and clients. Business development happens everywhere, and everyone is playing their part. As a leader, it’s your responsibility to ensure you support and guide them in this vital endeavour.

When you create a company where purpose is clear, culture and values are lived, and your people understand their roles, you position yourself for success.

By empowering your team with the knowledge of what they can and cannot share outside your organisation, you lay the groundwork for proactive business development.

In this environment, every team member becomes an ambassador for your brand, driving growth and forging meaningful connections. Embrace this potential, invest in your people, and watch as they turn everyday interactions into powerful opportunities for engagement and success. The future of your business depends not just on strategies and goals, but on the collective efforts of a motivated and informed team empowered to support your organisation to thrive.

Read more:
Business Development, dark art to team sport

A new duty on employers to take reasonable steps to prevent sexual harassment is imminent. What do businesses need to do to prepare?

From 26 October 2024, employers will be under a new duty to take reasonable steps to prevent sexual harassment of their workers. This new preventative duty is contained in the Worker Protection (Amendment of Equality Act 2010) Act 2023.

The preventative duty relates only to sexual harassment and not other “protected characteristics” included in the Equality Act 2010. It is in addition to the current protection from discrimination, harassment and victimisation contained in that Act.

On 26 September 2024, the Equality and Human Rights Commission (EHRC) published comprehensive updated Technical Guidance for employers and an Employer 8-step guide: Preventing sexual harassment at work which are well-worth looking at.

What is sexual harassment?

The Equality Act 2010 defines this as unwanted conduct of a sexual nature which has the purpose or effect of either violating an individual’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them.

Examples include unwelcome physical contact, sexual jokes or comments, sexual advances, sending sexually explicit emails/texts and displaying sexually graphic images.

What is the preventative duty?

The Guidance describes it as “a positive and proactive duty designed to transform workplace cultures”.

• Employers should anticipate scenarios when their workers may be subject to sexual harassment in the course of their employment and take action to prevent it.
• If sexual harassment has taken place, employers should take action to stop it from happening again.
• The preventative duty applies to third-party harassment (unlike the Equality Act 2010) from, for example, clients, customers, service users, or members of the public.
• An individual cannot bring a standalone claim for breach of the preventative duty itself, but where there has been a breach, this can impact the amount of compensation, which is considered below.

Reasonable steps

The Guidance makes it clear that there is no prescribed minimum. What is reasonable will vary depending on the employer, and relevant factors include:

• Employer’s size, resources and sector
• Risks in that workplace
• Contact with third parties
• The likely effect of taking a particular step and whether an alternative step could be more effective
• Time, cost and potential disruption of a particular step weighed against the benefit

Factors to consider in a risk assessment

Significantly, the Guidance states that employers are unlikely to be able to meet the preventative duty if they do not carry out a risk assessment.

It is not a static duty, and employers must review their preventative steps regularly.

The Guidance refers to various risk factors that may increase the risk of sexual harassment in the workplace, and these include:

• A male-dominated workforce
• A workplace culture that permits crude/sexist “banter”
• Gendered-power imbalances
• Lone or isolated working
• Workplaces that permit alcohol consumption
• A casual workforce
• There are no policies or procedures to deal with sexual harassment

Consequences for breach of the new duty

If a worker successfully claims sexual harassment and compensation is awarded by the Employment Tribunal, the Tribunal must consider whether the employer has breached the preventative duty. If they have, the Tribunal can order a compensation uplift of up to 25%. Compensation for sexual harassment is unlimited and includes past and future loss of earnings and injury to feelings; consequently, the compensation uplift could be considerable. Note that the EHRC can also take enforcement action against the employer.

With only a few weeks before the preventative duty takes effect, what can employers do to prepare?

• Carry out a risk assessment

Consider the risks of sexual harassment, the steps that would mitigate those risks and which steps are reasonable to implement.

• Educate workers about sexual harassment and what actions amount to such conduct.

Refer to the Equality Act 2010 definition and provide examples of what would constitute unwanted sexual conduct.

• Foster an inclusive culture in the workplace

Implement a zero-tolerance approach to sexual harassment, which will help instil a respectful and inclusive environment. Management and senior leaders have a critical role to play.

• Implement a clear anti-harassment policy

Encourage staff to report sexual harassment and establish an effective complaints procedure. Make it clear that harassment can lead to disciplinary action. Publicise the policy and ensure that it is easily accessible and reviewed regularly. Provide support for complainants.

• Provide training to workers and managers

Tailor this for the specific workplace and target audience. Where third-party harassment is a risk, the training should address this. Keep records of who has received training, and crucially, refresh it regularly.

• Detect sexual harassment

Be proactive and look for warning signs in the workplace, such as sickness, absence, a dip in performance, behavioural change or resignations.

Read more:
A guide to the new legal duty on employers to prevent workplace sexual harassment

Successful digital marketing involves constant review of your SEO, PPC campaigns and website UX, which can result in a sense akin to FOMO for marketers concerned about getting the best possible ROMI (Return on Marketing Investment).

Phil Turner of Bespoke explains how to judge if your marketing is working, and how to strike a balance between staying at the top of your digital marketing game, without confusing your customers through over-adaptation.

In 2023, digital ad spend in the UK is set to exceed £30billion. But research by Bespoke shows that, of that figure, an estimated 31% is wasted. That’s £9.3billion being spent every year on digital tactics that generate no, or limited, return.

We conducted our research by analysing the findings of our Digital Strategy Workshops carried out over five years with companies from across the North West and South East of England, two of the UK’s hotspots for digital marketing as a whole.

The workshops, targeted at inhouse digital marketers, start with an extensive audit of current spend on all areas of digital marketing. After analysing the results over five years, we were astounded to realise just how much digital marketing spend on average is currently wasted. The key culprits according to our findings are:

Spend on PPC on platforms that simply don’t work for that industry

PPC is not like playing the lottery. It’s not a case of being in it to win it. To avoid wasting money, PPC campaigns have to be aligned with buying behaviour for that industry. If you have a niche product that consumers search for, Google is the natural choice. If it’s a consumer product that’s disrupting the market in some way, Facebook is a good option. If it’s corporate B2B, LinkedIn is probably best. But rarely will you get good returns from all three. Yes, there can be a case of trial and error. But if it’s more often error, the best move companies can make to improve these digital tactics is simply to switch them off. The saved money can be put into meaningful investments such as UX, which in fact will help convert more customers who’ve reached the site through appropriate clicks.

Paid ads just left to run

Sometimes, when a PPC plan is put in place and can be seen to work, companies just leave it running. This “if it ain’t broke” attitude can lead to huge losses from campaigns that can actually be improved by ongoing management, maintenance and development. In the worst-case scenarios, we’ve seen many more companies than you might imagine, who have simply set up campaigns and then forgotten about them. In the interim, they have updated their products and services, making these old ads meaningless, and every click they get, simply a waste of money.

Again, the advice here is review your campaigns regularly and seek constant improvement.  If they’re not working, turn them off, or change them.

Jumping too soon

The third most common way digital ad spend is simply wasted is where companies start spending before they have got the fundamentals right. If you have not carefully worked out your product or service’s positioning in the marketplace before you start spending on ads, you’re bound to be wasting a large portion of your budget.

The lesson is simple: Look before you leap. Spending the time, before you start spending your money, to get your digital strategy aligned with your products’ USPs in the context of the marketplace you’re entering will save you huge amounts of budget in the long-run.

Companies can avoid wastage by investing money and time in getting their digital strategy right before they start handing their money to Google or social media platforms.

Being aware of the potential areas of digital wastage can be the absolute decider between glorious success or outright failure as an online marketer.

Strategy

As a simple question, does your web strategy make your business stand out in your industry? A well researched strategy is fundamental to successful online lead-generation. To perform well, websites and campaigns should be designed around a well researched strategy. For example, one that includes deep profiling of your ideal customer, consistent marketing messages that have been proven to excite your customer, and an understanding of the expected return on investment across each of the digital channels available to you.

Website

Do you have a performance website with a great conversion rate? Many business persevere with an old or underperforming website for too long. A performance website is designed based on data and built with advanced lead-magnets. For example, a performance website might convert 1 in 20 of its visitors to leads whilst a regular website might only convert 1 in 200.

A brand refresh and website redesign by senior professionals who are specialist in your sector will typically improve performance overnight (on average we see an instant 15% performance increase when we relaunch a website – equivalent to £100,000s of new business in some cases).

Marketing

Do your campaigns get more high quality leads than competitors? When a business has a good strategy and website in place it makes sense to invest in online marketing campaigns to drive laser targeted prospects to your lead magnets.

Yet, we often see budget being wasted on campaigns that are poorly targeted or whose key messages do not excite the target customer. When it comes to marketing campaigns there is competition for the best value traffic across digital channels so it pays for your campaigns to be in the best shape they possibly can be.

When these three essentials are fully developed and working in harmony, a business gets the best possible flow of quality leads from its website and other online marketing. But if any of the three are not quite as they should be, the whole marketing operation underperforms. A weakness in one weakens the others too.

Read more:
FOMO about ROMI? How do you know when your marketing is working?

UK R&D tax relief enables companies undertaking innovative activities and qualifying R&D projects to claim corporation tax relief and/or tax credits on qualifying R&D expenditure.

The purpose being to encourage UK innovation by providing relief on qualifying R&D spend, effectively derisking the cost of the R&D work for qualifying companies. This has enabled companies to invest in vital R&D that aims to achieve scientific and/or technological advancements, which typically leads to additional employment and increased expertise in the UK. It is universally recognised that without innovation in business, economies will not grow, therefore a reduction in R&D tax relief and discouraging valid companies from claiming may result in the UK falling behind other major world economies.

R&D tax relief has been in existence for more than 20 years, however over the last couple of years there have been monumental changes, including a significant increase in HMRC enquiries. Over the life of the R&D schemes, the number of companies claiming R&D tax relief has increased exponentially, partly because companies and their advisors have become more experienced and adept at identifying qualifying R&D activities but also because some companies, often misled by rogue R&D advisors have pushed the boundaries of the legislation, leading to exaggerated and fraudulent claims being filed.

Historically, HMRC’s enquiry rate was 1% and the vast majority of R&D claims were processed with no or few questions asked. This all changed a couple of years ago with the introduction of the HMRC R&D ISBC enquiry team. It was widely accepted in the accounting and tax profession that change was needed to tackle inflated and fraudulent R&D claims, however, the resulting consequences of HMRC’s sledgehammer approach to enquiries, along with the changes in legislation reducing the amount of relief available, has had a disastrous impact to genuine claimants and has the potential to cripple the UK’s economy and innovation.

The ISBC unit was primarily made up of newly trained and inexperienced R&D staff and although the enquiry process quite rightly sought to target companies who were making overinflated and fraudulent claims, HMRC’s volume approach to enquiries has also targeted genuine qualifying companies, who have been caught up in long drawn out enquiries, where in some cases, HMRC has ignored evidence and denied companies the opportunity to discuss the R&D claim in person, instead adopting a tunnel vision approach to deny genuine qualifying companies this vital tax relief.

Across other HMRC taxes, when enquiries are opened, there is usually a named HMRC caseworker/Inspector, allowing a level of understanding, direct contact and collaboration between taxpayers, advisors and HMRC to ensure the correct amount of tax is paid, which has enabled fairness and trust in the enquiry process, very much in line with the taxpayer’s charter. Unfortunately, this is not the case with the ISBC unit as no names are provided as to the HMRC staff conducting the enquiries, reducing accountability and recourse when serious errors have been made.

The accounting/tax profession and their professional bodies have understandably been up in arms about HMRC’s failings and the adverse ramifications it is having on companies genuinely undertaking qualifying R&D. Some companies have been pushed into serious financial difficulties and many have thrown in the towel, deciding not to contest HMRC’s decision to disallow their claim, as they do not have the resources to fight against the might of HMRC. Companies do have the choice to appeal against HMRC’s decisions at a tax tribunal, but to do this requires significant cost and time which many companies simply cannot afford, particularly start-ups.

It is easy to overlook the significant and cumulative adverse effect that a lack of investment in innovation by businesses is likely to have on the UK economy in the future. With thousands of legitimate R&D qualifying companies experiencing an unjust and unfair enquiry process, and the adverse consequences this has brought, many have had no choice but to reduce resources spent on innovating or stop innovating completely. Whilst tax takings from HMRC denying legitimate claims may appear to increase in the short term, the long-term adverse effect on growth in the economy and associated tax takings could be devastating, with ramifications across all industries and supply chains.

The Chartered Institute of Tax (CIOT) has written comprehensive open complaint letters to HMRC regarding the serious failings occurring in the current R&D enquiry process. However, despite HMRC recognising its lack of training and that serious errors have been made, not enough is being done to address HMRC’s failings, or deal with unscrupulous R&D advisors.

The reduction in tax relief available, the increased costs required to support R&D claims, combined with the increased risk of HMRC denying genuine qualifying companies R&D tax relief has significantly deterred companies from investing in innovation, creating a perfect storm and a potentially disastrous effect on growth in the economy moving forward.

It is now more important than ever that genuine R&D claimants ensure they are working with experienced, creditable R&D tax advisors. Collaborating with their advisors throughout the year to develop their R&D strategy, understanding the complexities of the R&D schemes and the increased requirements and capturing evidence in ‘real time’ is now essential, to support their R&D claims and mitigate the risk of an enquiry. Gone are the days of a ‘light touch’ approach at the end of the accounting year, it is vital companies choose the right R&D advisors and challenge the advice they are given. If something seems too good to be true, it often is. But with the right advisors, expert advice and a robust R&D strategy, companies can navigate through the complexities of the R&D schemes to ensure if HMRC do enquire, their claims stand up to this intense and rigorous scrutiny.  This in turn should help restore a level of confidence to the R&D tax relief schemes and encourage the innovation and growth the UK economy needs.

About the Author:

Rory Fothergill is an experienced R&D and Tax Advisory Senior Manager at JS Accountants and Business Advisors.  He has a wealth of experience in supporting companies with R&D claims, advising on how to strengthen and protect claims, advising on R&D systems and processes, and successfully navigating HMRC R&D enquiries. Rory and JS also provide specialist R&D support and advice to clients of smaller partner accountancy practices, to ensure their clients can also benefit from expert and experienced comprehensive R&D support.

Read more:
A Disaster for Innovation – The Research and Development Relief Perfect Storm

Often misunderstood as a “dark art,” business development is actually the strategic powerhouse driving organisational growth.

At its core, business development is about seizing opportunities, forging key relationships, and boosting revenue through partnerships, market expansion, and innovative offerings. From networking to strategic planning, it’s all about turning insights and connections into tangible results for long-term success.

When done right, business development feels effortless, as if new projects and clients appear out of nowhere – when in fact, they’re the product of months or even years of effort.

Like it or not, business development is crucial. It’s what keeps the lights on and your team employed. The sooner it’s embraced and understood, the better.

“That’s Not My Job!”

So, who is responsible for business development?

If you asked your entire organisation, how many hands would go up? Typically, only those with “business development” or “client relations” in their titles – those who schmooze clients with a company credit card.

In reality, EVERYONE is responsible for business development. Every team member represents your brand and waves its flag daily.

Not everyone is a master networker, nor do they need to be. Sometimes it’s the technical expert who does such great work that clients keep coming back. Smart businesses play to these strengths: sending out the networkers to hunt for new opportunities while supporting the specialists in maintaining strong client relationships.

Success hinges on your entire team knowing what excellence looks like, understanding your brand, the work you want to win, and their role in helping you thrive.

Out with the Old, In with the New

Business development doesn’t always have to focus on the “new.” Nurturing existing clients and collaborators often delivers a quicker return on investment (ROI). They already know you and your business, but do they know the full extent of your capabilities? And do you understand the full range of opportunities they could offer?

It’s easy to assume that clients who hire you for one project understand everything you can do. In reality, that’s rarely the case. It’s up to your team to keep communication lines open, understand your clients’ needs, and explore how your organisation can support them further. Take every opportunity to share updates on your broader services, cross-sell other divisions, or simply signal that you’re ready for the next project.

“But My Best Contacts Are More Like Friends Now!”

People buy from people they like and trust – this is a fact. If I enjoy working with you, I’ll likely find ways to continue. However, when a working relationship turns into a genuine friendship, it can feel awkward to ask for the next project.

Or maybe you keep getting the same type of work from this friend but are overlooked for the larger, high-profile projects.

In this case, it’s time for a change. Be brave and address the elephant in the room. If you want a piece of the pie, you need to position your organisation as a contender. Too often, we hear, “Oh, we didn’t know they could handle XYZ!”  They didn’t know—so it’s your job to tell them!

Sourcing and Converting New Clients

Start by identifying the clients who are doing the work you want to do. Then, understand what these organisations need and how your team can meet those needs. These organisations likely have existing relationships, so you need to figure out why they should engage with you. This is the “so what” of business development.

Next, think about how you’ll connect with them. Researching these organisations gives you a head start on discovering what interests them or keeps them up at night. Are they attending or sponsoring any events you could join? Are their key people active on social media? Do you share mutual connections? There are many ways to connect, and it’s not a one-size-fits-all approach. Understanding the unique value you bring to prospective clients is crucial.

“I’ve Connected with Some Interesting People – Now What?”

After making contact with target clients, don’t just sit back and wait. Swift and relevant follow-up is key. Schedule the coffee meeting you discussed or arrange the project walkaround you promised. Building a trusted, long-term relationship is all about actively listening to what the other person needs and delivering on your promises. Nail these two aspects, and you’ll be ahead in the business development game.

“It’s the Summer Holidays – Is There Any Point in Worrying About Business Development Now?”

August is traditionally a “feet-up” time for many—a chance to take a well-deserved break. But it’s also the last bit of downtime before the ramp-up to the festive season and can provide an ideal opportunity to pause, reflect on the year so far, plan for Q4, and start thinking about next year’s objectives. And yes, you can sip a piña colada while doing it.

In Summary

Business development is a team sport that takes time, practice, and patience. There’s no one-size-fits-all approach; success comes when everyone pulls together to share intelligence, surround opportunities, and hunt as a pack.

To do this effectively, everyone needs to understand the end game – who you’re targeting and for what type of work. It’s also crucial that each team member feels comfortable with their business development style, whether it’s pursuing new leads or strengthening existing bonds.

Organisations that integrate this mindset into daily activities will see business development transform from a dark art into a shining success – one where the whole team is empowered to play their part.

Read more:
Business Development: Dark Art or Business Essential?

BBC Director General Tim Davie has faced tough questions about his handling of the Huw Edwards investigation.

Among the points raised by Culture Secretary Lisa Nandy were why Mr Edwards was not dismissed upon the BBC learning of his arrest and why he received a pay rise during this period.

A recent tribunal ruling has highlighted the risks of dismissing employees suspected of criminal activity.

Care assistant Jacqueline Difolco brought an unfair dismissal claim against her employer, Care UK, after being charged with murder in October 2022. The Employment Tribunal upheld her claim, stating that the company failed to properly investigate whether the charges could reasonably cause reputational damage to the organisation.

Rob McKellar, Legal Services Director at Peninsula, remarked, “The Difolco case clearly demonstrates how the law and the public interest are not always aligned. This may shed some light on the BBC’s decision to act cautiously in not dismissing Huw Edwards when they became aware of the police investigation into child pornography offences.

“Whereas in Difolco, the employee had actually been charged, albeit not convicted, in Edwards’ case the matter was still at the investigatory stage until last week.

“Had the BBC decided to dismiss Huw Edwards when it was notified of his arrest in November, it may have found itself using taxpayers’ money to defend and potentially pay out on an expensive lawsuit.

“That does not mean, however, that employers cannot dismiss for reasons of reputational damage or public interest. The law states there are five fair reasons for dismissal, and misconduct is only one of them.

“Employers can also dismiss on the grounds of ‘Some Other Substantial Reason’ (SOSR). The legal test for deciding whether an SOSR dismissal is fair is whether the employer followed a fair process and acted reasonably in reaching the conclusion it did.

“When it comes to the topic of pay, the contract of employment is key. If a contract states that when an employee is suspended it is on full pay, then they are entitled to be paid in line with that contract. Pay rises that would fall to be given during a suspension would also need to be honoured, unless there was a contractual clause stating otherwise.

“If there is any kind of wage recovery agreement that sets out pay can be deducted or claimed back, then there may be an option to do so. The employer would need to ask the employee to return the money. If they fail to do so, and there is an agreement in place that states they would need to, a claim could be pursued through the civil courts.

“Lisa Nandy has called for Huw Edwards to return his pay; it remains to be seen what course of action could be taken here.”

Read more:
Huw Edwards: new tribunal ruling sheds light on HR and employment law risks

Businesses of every size have been unable to escape the incredible impact that AI has had on the ways in which we do business of late.

From conglomerate to SME, organisations are becoming faster, more agile, and more robust as we outsource administrative and repetitive tasks to our AI co-workers.

One of the newest AI trends is the establishment of Large Language Models (LLMs) in the public domain: machine learning algorithms trained on colossal volumes of data to recognise the structures and patterns of natural language. They are capable of Natural Language Processing (NLP), which allows us to explore huge datasets through everyday questions or commands.

As such, LLMs are the most common way of making AI intelligible – to cite the most well-known example, LLMs are the means by which ChatGPT can answer your questions. But there’s one conventional drawback to that intelligence: it’s stuck in something of a time capsule.

LLMs are intensively trained, with millions upon millions of data points fired at them in a constant feedback loop to teach each model how to make sense of certain datapoints or patterns. But ‘operationalising’ an LLM – taking it off the training circuit and bringing it online as part of your infrastructure – obviously prevents it from learning anything new. Even some of the first versions of ChatGPT, if you ask a question about very recent events, will politely explain its own temporal limitations to you.

That means you’ve got to be sure that the LLM can rely on the systems they’ll be exploring, and the data available to them. And while the corporate giant might have the funding and the tech stack to make that happen, that’s a brave assumption to make of an SME.

Move it or lose it

Historically, we’ve tended to think of data as static. When the layman downloads a file on their PC, the file isn’t ‘there’ until it pops up in your documents, even as millions of individual data bytes quietly stitch themselves into something infinitely more sophisticated.

With that mindset, you can understand why businesses have often opted to capture as much data as they can, and only then set about establishing what they’ve actually collected. Convention would have us pour data into a huge data warehouse or lake, spending an age clearing and preparing that data, and then dig up different cuts for analysis – a method widely known as batch processing.

This is about as efficient as it sounds. Wrestling an entire dataset duplicates work, camouflages insights, and makes huge demands of hardware and power consumption – all while delaying key business decisions. For the SME trying to find ways to compensate for limited funds and personnel, this method undermines the agility and speed that should be their natural advantage.

Given information until now was not required to be consumed in real time, or even collected in real time this has not been a problem until now. But given how many of the new companies’ end customer value proposition relies in real time data (i.e. think of calling a taxi with Uber or a similar application and imagine not seeing the “live” map with the location of your driver) this is now a “must-have” not a “nice-to-have”.

Fortunately, LLMs don’t only function on a batch processing basis. They can interact with data in different ways – and some of those ways don’t demand that data stands still.

Ask and ye shall receive

Just as disruptive SMEs seek to overturn older and more established companies, data streaming is replacing batch processing.

Data streaming platforms use real-time data ‘pipelines’ to collect, store, and use data – continuously, and in real time. The processing, storage, and analysis that batch processing keeps you waiting on can suddenly now be achieved immediately.

Streaming manages this through what we call event-driven principles, which is essentially treating each change in a dataset as an ‘event’ in itself. Each event includes a trigger to receive more data, creating a constant cascade of new information. Instead of having to go and fetch data (usually stored in a table somewhere in a database), data sources “publish” their data in real time, at all times, to anyone who wishes to consume that data simply by “subscribing” to that data.

All of this can free LLMs from the distinction between training and operating. Furthermore, if every data point can be actioned, it’s possible for the LLM to train itself; to use the correctness of its actions to constantly refine the underlying algorithms that define its purpose.

That means the LLM can draw on a constantly updated and curated dataset, while constantly improving the mechanisms that deliver and contextualise that data. Data isn’t at risk of redundancy or abandoned in some forgotten silo – all you have to do is ask for it!

Cut from the SME cloth

So: what does that mean for the SME?

For one, it takes off the proverbial handbrake. The sheer speed at which LLMs can deliver information through a stream-driven infrastructure empowers decision-makers to drive the business forward at their desired pace, with no batch processing to keep them in second gear. The agility that empowers SMEs to outmanoeuvre larger players is back in abundance.

Those decisions are made with less doubt, and more relevant context, than before. It’s so simple to access a specific insight, thanks to the natural language that LLMs recognise, that data streaming can foster a genuine enthusiasm for business transparency right across the board.

Not only is the output faster and more accurate, but SMEs can free themselves from legacy technology, too. Data streaming can take place entirely on premise, entirely in the cloud, or in a mixture of the two. The heavy-duty hardware often required for batch processing is simply no longer necessary if you can ask an LLM for the same result in record time. Also, there are several providers that provide fully managed (turn key) solutions that require zero capital investment from the SME’s.

For SMEs to make the most of LLMs, then, they need to think about the way in which they approach company data. If a company is ready to commit to treating data as a constant stream of information, they’ll be much better placed to maximise the potential that data in motion has to help them evolve.

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How can SMEs make the most of LLMs?

Effectively communicating your Environmental, Social and Governance (ESG) credentials through content marketing is an essential prerequisite of companies of all sizes today.

1. The first is the politicisation and controversy of ESG as a term despite general recognition of underlying values, leading to “greenhushing”, particularly in the US.
2. The second is changes to sustainability reporting requirements, particularly in the EU.
3. The third trend is changes to greenwashing legislation to enhance consumer protection.

How does this apply to content marketing?

Using an impact report to content market your ESG efforts

How to market an impact report

LinkedIn

TikTok

Blogs

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Communicating your ESG efforts through content marketing

For the first time, organisations have access to a workforce across five generations, with Baby Boomers working alongside Gen Z.

While this may present some challenges, there is a huge opportunity to utilise intergenerational learning, and embrace different opinions, knowledge and experiences.

Traditionally, mentoring and learning has been seen as a relationship between older generations, sharing their wisdom and experience to those younger than them. Although this way of learning is still hugely valuable, intergenerational learning, and reverse mentoring, sees different generations teaching and learning from one another. Understanding and supporting the idea that each generation can offer different skills, experiences and learnings, is a vital step in creating a strong workforce and filling skill and knowledge gaps. For both my own company and those that we work with, supporting a multi-generational workforce and encouraging learning from within, has become a well-deserved priority.

Fostering a culture of continuous learning can help build and maintain a workforce that feel empowered. It has been found that those who spend time learning at work are 39% more likely to feel productive and successful and 23% more ready to take on additional responsibilities. In my experience, I have seen how applying intergenerational learning allows employees to fulfil their curiosities in a diverse and engaged manner. Rather than relying on the likes of search engines to get answers, having the means to learn readily available through peer-to-peer communication, produces a workforce that is more eager to participate, whether they are the ones teaching or learning.

There are plenty of other benefits to encouraging intergenerational learning aside from filling knowledge gaps. Having different generations come together and collaborate is an incredibly effective way to encourage strong relationships across age groups and reduce siloes in the workforce. It can be a highly effective way to create a workforce with a strong sense of belonging and reduce feelings of loneliness in the workplace. Offering opportunities for different generations to contribute their knowledge and lead where they are able, but also be advance in areas they are less familiar with, can also support a strong sense of purpose.

As a true advocate for mentoring, I see huge value in reverse mentoring in particular which reverses the conventional learning and mentoring setup. Younger, often more junior employees, take the role of mentors to more senior team members and share fresh perspectives, technological adeptness, and contemporary insights. It can give those who may typically not have a ‘voice’ an opportunity to interact with, and teach, business leaders, managers and C-Suite members.

Harnessing this mentoring technique can help everyone across an organisation grow and develop, while providing individual empowerment and the opportunity to develop soft skills such as communication. Reverse mentoring can also help promote increased transparency across an organisation, encouraging people at every level to speak up on areas they’re keen to develop.

A recent study highlighted that 93% of organisations are concerned about employee retention and providing learning opportunities is currently the number one-way businesses are working to improve this. Reverse mentoring, and intergenerational learning is a hugely effective way to promote development and growth for all, and one which I hope more organisations globally will implement.

Regardless of how companies choose to build a learning culture, it is vital to pick one that ensures all workers across the different generations are engaged and feel supported, to reap the benefits of building a multi-generational workforce.

Read more:
Intergenerational Learning is Key for Building a Skilled and Engaged Workforce

Within the King’s Speech on 17 July 2024, the new Labour Government set out its legislative agenda for the next few months. The reform of employment law was a pillar of Labour’s election campaign, and so it is no surprise it was referenced within the King’s speech:

“My Government is committed to making work pay and will legislate to introduce a new deal for working people to ban exploitative practices and enhance employment rights”.

Accompanying the announcements in the King’s Speech were Background Briefing Notes.

The Government is proposing the introduction of two new employment Bills:

• The Employment Rights Bill, which is intended to implement Labour’s New Deal for Working People
• The Draft Equality (Race and Disability) Bill

Employment Rights Bill

The Employment Rights Bill appears in the section Economic Stability and Growth of the Briefing Notes and includes commitments to the following:

• Banning “exploitative” zero-hour contracts;
• Ending “the scourges” of “Fire and Rehire” and “Fire and Replace”‘ by providing effective remedies and replacing the previous Government’s statutory code;
• Making parental leave, sick pay and protection from unfair dismissal available from day one on the job for all workers (although this will not impact upon employers’ ability to operate probationary periods to assess new hires);
• Strengthening Statutory Sick Pay by removing the lower earnings limit and the waiting period;
• Making flexible working the default from day one for all workers, with employers required to accommodate this as far as is reasonable;
• Strengthening the protection for new mothers by making it unlawful to dismiss a woman who has had a baby for six months after her return, except in specific circumstances;
• Establishing a new Single Enforcement Body to strengthen enforcement of workplace rights;
• Establishing a Fair Pay Agreement in the adult social care sector and assessing how this could benefit other sectors;
• Reinstating the School Support Staff Negotiating Body to establish national terms and conditions, career progression routes, and fair pay rates;
• Updating trade union legislation, removing unnecessary restrictions on trade union activity, including the previous Government’s approach to minimum service levels, and ensuring industrial relations are based around good faith negotiations and;
• Simplifying the process of statutory recognition and introducing a regulated route to ensure workers and union members have a reasonable right to access a union within workplaces.

The Briefing Notes state that there has been an increase in the number of people in less secure forms of work, including the number of zero-hours contracts rising to over 1 million over the last decade. The Bill will provide additional security and predictability for these workers. Further, they also state that extending protections to workers from day one will encourage more workers to switch jobs, which they state is associated with higher wages and productivity growth.

The Employment Rights Bill proposal also references the Government’s intention to deliver a “genuine living wage that accounts for the cost of living” and to remove “discriminatory age bands”.

Draft Equality (Race and Disability) Bill

This appears in the Break Down the Barriers to Opportunity section of the Briefing Notes.

The Draft Equality (Race and Disability) Bill intends to tackle inequality for ethnic minority and disabled people by:

• Enshrining in law the full right to equal pay for ethnic minorities and disabled people to make it easier for them to bring unequal pay claims and;
• Introducing mandatory ethnicity and disability pay reporting for larger employers (250+ employees). This will expose any pay gaps and enable companies to consider why such pay gaps exist and how to tackle them.

Comment

It is clear that the Government is motivated to implement employment reform quickly, intending that the Employment Rights Bill is introduced within the first 100 days of the new Parliament, so possibly around mid-October 2024.

The Equality (Race and Disability) Bill will likely take longer as it is still considered a draft Bill.

Even though it may be many months before we see either of these Bills signed into law (possibly with amendments) and even longer before any changes are implemented, one thing is certain: we can expect significant changes ahead.

The Government intends to “work in close partnership with trade unions and business” to deliver the  New Deal, and we will keep you updated.

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The King’s Speech – What is next for employment law?

Every week, when I take business clinics, eager entrepreneurs ask a wide variety of questions, such as “Should I take Investment?”, “Should I expand into the International market?”, “Should I start employing staff?”, “Do I need to invest in a CRM system?”, “should I hire a Social Media agency?”.

The list goes on.  But if you drill down, all such questions come back down to the same fundamental question.  Where do you want to take your business?

It seems the most fundamental question, that affects every decision you make as a business owner, never gets given much time and attention.

Would you jump in your car with no road map or sat nav and hope to get somewhere vaguely that you wanted to, without having a clue about the route?  Unless you love driving (or you’re a glutton for punishment!) you’d probably want to do a bit of research on the route first.  So why don’t we do it in business?

One of the main reasons is because business owners don’t want to dream big enough due to limiting beliefs or imposter syndrome. Others think “let’s just see where it goes”, or entrepreneurs think putting a plan together is too much work, especially if it involves lots of numbers and spreadsheets. So a plan never gets created.

But here’s the problem.

Frustrations start to occur because you then see other entrepreneurs on social media looking to be far more successful than you.  How did that happen?  How did they get there, whilst you’ve been working your butt off, focusing 7 days a week?

What did they do differently?

Chances are, they had a plan!  Nothing super detailed necessarily, but they had a clear vision of where they want to take their company or career and the steps they then need to take to get them there.

Many of the most successful entrepreneurs will suggest to “Begin with the end in mind”.  I.e. in x amount of time what will be the end goal of the business.  Will you want to sell for retirement, or will you want to build quickly and sell to a bigger organisation, so you can start on the next venture, or do you plan to just run the business as a lifestyle business?

The main thing here is to be really honest with yourself about what you *actually want*. If the idea of a multinational,billion pound empire appeals to you, but you also like to spend your weekends in the pub with your mates, and travel is not really your thing, would you actually take that opportunity if it came knocking at your door? Or would you prefer a work life balance where you run a smaller empire with less pressure and less travel?  It also means being really honest about your personality and capabilities, and what you enjoy.  This is so much more important than comparing yourself to others on social media and wrongly believing that everyone around you is making a huge success of their career, whilst you appear to be stuck or drifting.

If you don’t know where to start in gaining clarity, then a great starting point is not to focus solely on financial goals, but focus on the *experiences* you would like to have during your lifetime.  If travel is really important to you and financial independence, then a business focussing on an international nomad lifestyle would be a great move.  A business drifting to taking on premises and more and more staff may not be so conducive if nomadic travel is the experience you want to have.  If you want to experience your children growing up and being “present” then a business or career that can accommodate that would allow you to fulfil your dreams.  And that’s ok!  So many entrepreneurs I speak to actually give a visible sigh of relief when we talk through the fact that it is your life journey and no-one else’s, so if you want to have just a lifestyle business that affords the experiences you want to have, the only person stopping you is you.  But if you want a billion pound empire, that’s ok too, so long as you’re doing it for you and not because your mum / dad / partner / hairdressers wife’s second cousin think that’s what you *should* do.

Once you have real clarity on where you want to take your business, the rest slots into place.  On any decision, you simply ask “does what I am suggesting, or thinking about fit in with the overall vision I have?”  You can then also focus on the skills you need / want to develop, in order to achieve the experiences, you are now focussing on.

I have a vision board in my office, which consists of a collage of pictures that all represent the experiences I want to have.  Friends and family are important to me, so any business decisions I make, I keep them in mind. I also want a house abroad, somewhere hot!  That is also kept in mind when making business decisions, as is running operations as ethically as possible.  Yes, I would like my empire to grow significantly, and I have a 3 year forecast.  But it is all within the constraints of staying ethical and true to myself, my friends and family – and of course that villa in 30 degrees!

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Finding clarity in your business

It’s a well-worn saying but when it comes to leadership, it definitely rings true.

You may hold the position of top dog but to truly earn that magic key to success, you need to leave your ego at the door and accept that it’s not always about what you want or need from your employees, but rather what they need from you.

Recognising the grey

It’s ever apparent these days that a positive culture is the glue that’s holds your team together. It motivates, inspires, bonds and produces long-term success and a happy, dedicated workforce.

But what if, despite knowing all the above, things are just not right. There is an ever-growing toxic cloud snaking its way around the office that isn’t clearing no matter how many windows you open or Friday lunches you provide.

Weeds may be starting to grow throughout your business landscape – grey areas as we like to call them or issues that need to be investigated and firmly tackled to restore calm to your perfectly balanced ecosystem.

Stepping up

It’s understandably difficult for leaders to keep everything in tip-top shape all the time, as is true in every element of life. There are always peaks and troughs to tackle but the more people you have on-side and supporting you on that rollercoaster, the easier it will be to enjoy the ride.

Leadership is about being brave. That is why, in a tough situation, you’ve just got to stand up and take ownership. Acknowledge when things are rough and when work needs to be done. There will undoubtedly be brutal truths that you need to hear. Asking your team for anonymous feedback will help you gain a true measure of problems from an employee perspective.

Most important of all, once you have digested that feedback and pieced together any common themes, is ACTING on it. This is the time to be pragmatic and walk the talk, otherwise your leadership abilities will be questioned, and your team will start defecting. After all, if you don’t have their back, why should they have yours?

Transparency & communication

In the right culture, people will roll their sleeves up and help in times of hardship but only if they feel respected, appreciated, and genuinely believe they are part of something. And while overcoming a challenge can indeed be a team effort, that will only be the case if the challenge is clear in the first place.

That is why you need to be open and honest about the issues being faced and be clear on the actions needed to remedy the situation. As leader, you may not be the only one who needs to hear and accept some brutal truths. You may also need to have some tough conversations with others. Not everyone may like what they hear but ‘you can’t make an omelette without breaking eggs’ and the longer you leave it, the bigger the problem will grow. It is, however, always best to deliver such truths with kindness, empathy and understanding of a person’s individual experience. And if the very idea of this fills you with dread, external help could prove useful to help facilitate any difficult discussions.

It’s also good to remember that the more willing you and your team are to both sharing and accepting tough truths, the more resilient and successful your business will become.

So, what other actions can you take to make a positive difference?

• Lose the blame culture
• Foster an environment where owning your mistakes and learning from them is the norm (you included!)
• Encourage autonomy where everyone is accountable for actions/decisions and wins are acknowledged and celebrated
• Value questioning as a means to improvement
• Seek transparency at all turns – holding onto assumptions and denials about the extent of a problem could mean you end up in crisis mode
• Reject complacency – even when times are good, never stick your head in the sand and ignore the danger signs of what may lie ahead

In summary

Running a business is not always a bed of roses. Let’s face it, being a leader is tough. If it wasn’t, everyone would be doing it!

Make sure you enlist the help of someone impartial to support you through challenging times and give yourself the space you need to think, unwind and show up as the best version of yourself. This is how you will lead from the top and build the best company with the best team around you.

And while the truth may at times hurt, the pain of ignoring it can be far worse. As seventeenth-century philosopher, Thomas Hobbes, wrote forebodingly: ‘Hell is truth seen too late’. No matter what type or size your organisation is, you may be unwittingly harbouring a harsh reality that needs to be outed and dealt with to avoid bigger repercussions. Therein lies the path to prosperity!

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Actions speak louder than words

In the fast-paced world of public relations, timing is everything. As someone who has spent years navigating the intricacies of media relations and crisis management, I cannot stress enough how critical speed is when it comes to getting your name featured in news stories.

This is particularly true in the context of events with immense public interest, such as the recent UK general election.

Why Speed Matters

When news breaks, journalists are on high alert, looking for fresh angles, expert opinions, and immediate reactions. The window of opportunity to provide these insights is often measured in minutes, not days. Sending a reaction comment four days after a major event is not just ineffective—it’s a colossal waste of time and resources.

Imagine this scenario: A significant political event unfolds, and your PR company drafts a perfect response. However, it sits in their inbox for days, only to be sent out when the news cycle has moved on. By then, the media has already published numerous stories and moved on to the next big thing. Your carefully crafted comment is now irrelevant, buried under a pile of newer updates.

The Financial Cost of Delays

For SMEs, every pound counts. Hiring a PR company can be a significant investment, but if they are slow to respond, you might as well take that money out to the car park and set fire to it. At least then, you’ll get some warmth in this unseasonable British summer. A delayed reaction not only fails to capitalise on the immediate news cycle but also wastes the budget allocated for timely PR interventions.

Actionable Advice for SMEs

Set Clear Expectations: Ensure that your PR company understands the importance of speed. Set clear guidelines for how quickly they need to respond to major events.

Prepare in Advance: Work with your PR team to prepare draft responses for various scenarios. Having pre-approved comments can save precious time when news breaks.

Stay Informed: Keep abreast of major news events, especially those relevant to your industry. This allows you to provide timely and relevant reactions.

Leverage Social Media: Sometimes, your official channels might be slower. Use social media platforms to share immediate reactions while your PR team crafts a more detailed response.

Evaluate Performance: Regularly review the performance of your PR company. If they consistently fail to deliver timely responses, it might be time to reconsider your partnership.

In the realm of public relations, particularly during high-stakes events like general elections, speed is not just an advantage—it’s a necessity. SMEs must ensure their PR companies are equipped to act swiftly and effectively. Delayed reactions are a waste of time and money, undermining the very purpose of engaging PR professionals. By prioritizing speed and setting clear expectations, SMEs can enhance their media presence and make the most of every opportunity.

Remember, in PR, being second is not an option. Be first, be fast, and make your mark.

Read more:
The Importance of Speed in PR: A Wake-Up Call for UK SMEs

Throughout the general election campaign, Labour officials maintained there were “no plans” to increase taxes beyond their stated manifesto pledges.

However, given the precarious state of the nation’s finances, the wealthy and their advisers anticipate future tax hikes now that the party has assumed control of Number 10.

Labour’s landslide victory was, in part, secured by pledging not to increase income tax, national insurance, VAT, or corporation tax rates — the “big four” taxes which account for about 75 per cent of the annual tax revenue.

This leaves limited flexibility if economic growth falls short of expectations. As a result, speculation about which tax levers might be pulled in the future has been a hot topic among advisers and their clients.

Predicting potential changes to tax rules is fraught with risk. However, higher earners and the wealthy are weighing the risks of pre-emptive action against the potential benefits of lower future tax bills if their strategies succeed.

Aside from relocating abroad, here are four ways the wealthiest are looking to “Labour-proof” their finances against possible future tax increases.

Restructuring your investment portfolio

Advisers suggest that changes to capital gains tax (CGT) could be a subtle way of imposing a wealth tax. Gains on investments held outside pensions and ISAs are currently taxed at 20 per cent: historically low for the UK and relatively low compared to the US and Europe.

Wealth managers report a sell-off has begun as some wealthy clients fear Labour will increase CGT rates, potentially aligning them with rates charged on dividends or income tax.

“We are seeing people taking action and rebasing their portfolios, selling assets now to crystallise gains at 20 per cent in the hope this will protect them from higher future tax rates,” says Katherine Waller, co-founder of Six Degrees, a wealth management firm.

Many of her clients, who are entrepreneurs, have large allowable tax losses to offset gains, making a pre-emptive CGT hit more palatable. Another strategy involves storing up any allowable losses for future use if CGT rates rise, although Waller fears Labour could impose a time limit on these. “It’s also possible that future capital losses will be capped,” she adds.

Christine Ross, client director at Handelsbanken Wealth, notes that her clients are also carefully reshuffling their investment portfolios. “They generally sell [a shareholding] and immediately purchase similar investments to bank the current capital gains tax rate,” she explains. “The shares must be different, as UK tax rules negate this form of planning if the same shares are repurchased within 30 days of sale.”

Investment platforms report that customers are selling shares held within general investment accounts and repurchasing them within ISAs, making use of their spouse’s £20,000 annual allowance alongside their own.

Advisers strive to ensure reconstructed investment portfolios maximise the whole family’s tax allowances, though this raises questions of control. Holding assets in the name of a spouse or civil partner in a lower income tax band can be advantageous — provided there is trust they won’t spend it.

The fear of future CGT increases is also adding to financial pressures on smaller buy-to-let landlords, prompting many to sell up. CGT is charged at 24 per cent for higher-rate taxpayers selling second homes or buy-to-let properties. Larger landlords, who often hold rental properties within corporate structures, are less affected. However, advisers say potential CGT changes could accelerate planned exit strategies and reduce investment levels, neither of which bodes well for a government aiming for growth.

Labour insists there are no plans to raise additional taxes. However, if any future CGT changes do occur, tax experts expect they will be implemented with little warning to avoid mass pre-emptive disposals. Meanwhile, asset owners spooked into selling are swelling the coffers, potentially delaying any reckoning.

The evolving role of pensions

The very wealthy often view their pensions as vehicles for intergenerational wealth transfer rather than for their own spending. Ending the favourable inheritance tax (IHT) treatment of defined contribution pensions could be an easy target in a future Budget, prompting advisers to think of mitigation strategies.

Pensions have previously been attractive targets for Labour chancellors. However, former pensions minister Sir Steve Webb believes that if Rachel Reeves, the new chancellor, has to target pensions, she will do so “with the minimum amount of hissing”.

Webb predicts she will avoid changes to tax-free lump sums, higher rate tax relief, or bringing forward increases to the state pension age — at least in Labour’s first term. Nevertheless, advisers say clients remain deeply concerned.

For over-55s planning to draw on their pensions, taking tax-free cash sooner rather than later might seem a tempting hedge against future rule changes. The maximum tax-free lump sum most people can take is capped at £268,275, equivalent to 25 per cent of the historic pensions lifetime allowance (LTA).

Anxiety levels rose two weeks before the election when Sir Keir Starmer mistakenly said the LTA would be scrapped in the future.

Financial advisers report that older clients with plans for their tax-free cash, such as paying down a mortgage or funding children’s property deposits, are most motivated to take their entire lump sum. However, they urge caution: withdrawing a quarter of a pension only to reinvest it in a general investment account risks future CGT bills and brings money within the estate for tax purposes.

Those with large pensions were relieved when Labour’s manifesto abandoned plans to reinstate the LTA. Scrapped by former chancellor Jeremy Hunt last March, Reeves initially promised to reinstate it if Labour were elected, only to drop it last month.

“That doesn’t mean it won’t happen in the future,” says Webb, now a partner at LCP, noting a general feeling within Labour that pensions tax relief is “too skewed towards the top”.

Since last March, advisers say some clients have opted to withdraw small sums to crystallise their pension benefits, fearing the LTA would be reinstated by Labour. “This is because, historically, changes to the rules have only affected uncrystallised pensions,” explains Adam Walkom, founder of Permanent Wealth Partners.

Much has been made of Reeves’s previous support for a flat rate of pensions tax relief, but Webb does not believe she would end higher rate tax relief of 40 per cent, especially as 3 million more workers are expected to be drawn into this tax band over the next five years. He expects Labour’s promised “pensions review” to focus on directing more institutional investment into British companies.

For now, workers in the “accumulation phase” can take advantage of the increased £60,000 annual allowance on pension contributions while it lasts. Even if Labour reduces this to £40,000, advisers do not anticipate changes before the April 2025 tax year.

With many already battling the effects of fiscal drag, making additional pension contributions to reduce income tax is an efficient strategy, especially for parents earning over £100,000 who could retain valuable childcare benefits when the system expands in September.

Accelerating your inheritance strategy

Advisers have long recommended “giving while living” to reduce inheritance tax bills and start the seven-year clock ticking on potentially exempt transfers. Political change has added urgency, with some wealthy families accelerating asset transfers to younger generations out of fear of changes to IHT under Labour.

“Many families who already intended to make substantial gifts to their children or to a trust are proceeding with their plans,” reports Ross.

Advisers worry that any future IHT rule changes could make it less advantageous to inherit a pension or remove business property relief on certain AIM-listed shares held for more than two years — a common, though risky, tactic to reduce IHT bills. The IFS estimates that removing these reliefs could raise nearly £3bn annually.

Ollie Saiman, co-founder of wealth manager Six Degrees, notes a growing interest in taking out insurance policies to hedge future IHT liabilities. “If you’re in your 50s or 60s and in good health, whole of life cover to provide liquidity for the eventual tax bill can be cost-effective,” he says. “Probate cannot be granted until IHT bills are paid, and beneficiaries inheriting a large, illiquid estate with a lot of property or carried interest may struggle to do so.”

Saiman also reports increased interest in setting up pensions for children and grandchildren. Up to £2,880 per year can be invested, topped up to £3,600 with 20 per cent tax relief, and cannot be accessed until retirement age. “Wealthy families understand the power of compounding,” he says.

Family investment companies are also becoming more popular. Family members become shareholders and can be paid dividends. “This could be a very tax-efficient way of covering university expenses for children or grandchildren, who will be subject to a low tax rate on their dividends,” Saiman adds.

The use of tax deferral vehicles such as offshore bond portfolios is also increasing. These are subject to the income tax rate of the recipient, making gifting a segment to a child at university a popular move. However, consider the upfront charges and advisory fees for setting up these structures.

Another simple way to avoid CGT bills on investments is to donate them to charity. Charities can dispose of shares free of capital gains tax. While they cannot claim Gift Aid on the value of the donation, individuals can offset the gross value of the gift against income tax, potentially solving two problems in one.

School fees — grandparents to the rescue?

Labour’s plans to apply VAT to private school fees were one of the few tax-raising measures consistently maintained throughout this year’s campaign.

Chancellor Rachel Reeves has stated that changes will not be introduced for boarding and day schools until next year, meaning they will not affect the beginning of the school

Read more:
Safeguarding your wealth: Strategies to navigate potential labour tax changes