Fawn and India Rose James, the granddaughters of late property and publishing magnate Paul Raymond, have received £23 million in dividends from the family’s billion-pound Soho property empire following another record year of rental income.

The sisters inherited Soho Estates, which owns much of London’s West End, including bars, offices and restaurants, after Raymond’s death in 2008. Their combined wealth was estimated at £718 million in this year’s Sunday Times Rich List. Their mother, Debbie—Raymond’s daughter—died of a heroin overdose in 1992, when India Rose was a baby.

Accounts for the year to March 2025 show rental income rose 8 per cent to £43.84 million, surpassing last year’s record of £40.71 million. The increase was driven by full occupancy at Ilona Rose House, the flagship mixed-use building named after the sisters’ middle names, which houses tenants such as Warner Bros and Skyscanner.

Soho Estates said in its annual report that it had “benefited from stronger trading in Soho” as footfall and spending rebounded across the West End. Vacancies were “re-let quickly, typically on equal or improved terms,” the company added. New tenants during the year included Korean beauty brand Skin Cupid, “luxury” chip shop Frites Atelier, and the upcoming Market Place Food Hall in Leicester Square.

The company narrowed its pre-tax losses to £5.97 million, down from nearly £20 million the previous year, largely due to a smaller reduction in the value of its property portfolio, now valued at just under £1.1 billion.

Commercial property values have been under pressure since interest rates began to rise in 2022, but falling borrowing costs this year have led to tentative signs of recovery.

“With occupancy strong and cash flow stabilised, the board judged it an appropriate time to make a shareholder return,” Soho Estates said. The resulting £23.18 million dividend—the company’s first in two years—was distributed mainly to Fawn and India Rose James, the principal shareholders.

Paul Raymond, once dubbed “the King of Soho”, built his empire from the Raymond Revuebar, the strip club he opened in 1958 and whose profits he used to acquire freehold buildings across Soho. In the property slump of the 1970s, he bought aggressively—reportedly at one stage acquiring more than one freehold a week.

Today, Soho Estates owns some of the district’s most famous addresses, including Ronnie Scott’s Jazz Club, Kettner’s restaurant and hotel, and the original Soho House private members’ club.

Fawn James, 39, took over as chief executive earlier this year, succeeding her father, John James. Her half-sister, India Rose, 33, is not involved in the business but remains a major shareholder.

“Our financial performance reflects sustained demand for high-quality space across our portfolio,” said Fawn James. “As a family business, our focus is on long-term stewardship—continuing to invest in buildings and public spaces, supporting our tenants, and ensuring Soho can evolve while keeping its character.”

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Paul Raymond’s granddaughters receive £23m as Soho Estates profits surge

Steven Bartlett, the entrepreneur and Diary of a CEO host, has revealed his business empire has been valued at $425 million (£320 million) following a major eight-figure investment — a deal that cements his position as one of the richest entrepreneurs ever to appear on Dragons’ Den.

The 33-year-old investor, who joined the BBC show in 2022, announced the new valuation through a press statement this week. The deal sees venture capital firms Slow Ventures and Apeiron Investment acquire a minority stake in his umbrella company Steven.com, which now houses Bartlett’s rapidly expanding portfolio, including Flight Story, Flight Cast, Flight Fund, and online shopping platform Stan Store.

Bartlett said the capital injection will help him “build the Disney of the creator economy”, positioning his ventures at the centre of the multi-billion-dollar influencer and creator marketplace.

“For the last century, companies like Disney demonstrated the power of intellectual property,” Bartlett said. “In today’s world, creators are the new franchises — and with my team, we’re building the modern version of that model.”

Despite the investment, Bartlett said he still retains more than 90% ownership of Steven.com.

The valuation marks another major milestone for Bartlett, who has evolved from startup founder to multimedia mogul. His media and technology portfolio now spans content production, venture investment, and e-commerce infrastructure for digital creators.

Steven.com integrates all of his ventures, including:
• Flight Story – a marketing and communications agency powering The Diary of a CEO and Davina McCall’s Begin Again podcast.
• Flight Cast – a creative production division.
• Flight Fund – Bartlett’s venture capital arm investing in tech and consumer brands.
• Stan Store – an e-commerce platform competing with Shopify and Linktree.

Bartlett claims the investment is the largest ever made in a European company specialising in social media creators.

Born in Botswana to a Nigerian mother and English father, Bartlett grew up in Plymouth and dropped out of university at 18 before launching his first business.

He co-founded Social Chain in 2014 with Dominic McGregor, building it into one of Europe’s fastest-growing social media agencies. However, the company attracted criticism for plagiarising social media content and overstating valuations.

In his biography, Bartlett claimed to have taken Social Chain public at a valuation of $600 million, though the firm’s 2019 merger with German retailer Lumaland placed its true value closer to $186 million. The company later reached $620 million after Bartlett’s exit and was eventually sold for just £7.7 million.

Bartlett left Social Chain in 2020, later establishing Flight Story and the Diary of a CEO podcast — both now key drivers of his wealth and influence.

While Bartlett’s business success has been widely celebrated, his ventures have not been without controversy.

A BBC investigation in late 2024 found that his Diary of a CEO podcast had featured guests promoting unverified health claims, including that a keto diet could treat cancer and COVID-19 was “biologically engineered”, without challenge from Bartlett. Critics accused him of giving a platform to harmful misinformation.

In 2022, Bartlett also faced backlash for investing in Ear Seeds — a product pitched on Dragons’ Den that claimed to help cure ME/chronic fatigue syndrome. Following complaints, the BBC added a disclaimer clarifying that the treatment was not medically verified.

He was later admonished by the Advertising Standards Authority (ASA) in 2024 for failing to disclose his financial interests while promoting Huel and Zoe on social media.

Despite the controversies, Bartlett’s influence continues to grow. His Diary of a CEO podcast — featuring guests including Richard Branson, Simon Cowell, and Boris Johnson — won Best International Podcast at the iHeart Radio Podcast Awards earlier this year.

With his latest valuation, Bartlett joins the upper echelon of UK entrepreneurs under 35. Industry observers say his empire demonstrates both the economic power and volatility of the creator economy, where brand, authenticity, and influence are the new assets of value.

“Steven Bartlett is the embodiment of the modern business model,” said Dr. Harriet Mason, professor of media entrepreneurship at the University of Leeds. “He’s part content creator, part venture capitalist — a hybrid we’ll see far more of in the next decade.”

For Bartlett, however, the focus remains clear: scaling Steven.com into a global creative media ecosystem.

“Creators are the studios of the future,” he said. “Our goal is to empower them — and build something enduring around their stories.”

Read more:
Steven Bartlett’s fortune soars as new $425m valuation cements his status among richest Dragons

Pete Mills, founder and chief executive of Crysp Ltd, has been named a ‘One to Watch’ in the prestigious LDC Top 50 Most Ambitious Business Leaders 2025, following a year of exceptional growth and innovation for the Bradford-based technology firm.

The annual list, compiled by LDC, the private equity arm of Lloyds Banking Group, in partnership with The Times, celebrates the UK’s most dynamic entrepreneurs and high-growth business leaders. The ‘Ones to Watch’ category highlights emerging leaders and scale-ups making rapid progress and showing strong potential for national and international success.

Founded in 2020, Crysp has grown into one of the UK’s leading providers of safety and compliance management software, working across both public and private sectors. The company combines cutting-edge technology with professional auditing and advisory services to help organisations manage complex regulatory requirements more efficiently.

Based in Saltaire, Shipley, the company employs a team of auditors, operations specialists and software developers, with revenues increasing by more than 50% year-on-year. Crysp’s growth has been fuelled by a deliberate strategy of collaboration, innovation, and strong advisory partnerships.

Among its major clients are EDF Energy, Showcase Cinemas, and hundreds of schools, aesthetic clinics and healthcare providers across the UK.

Crysp’s partnership with Azets, the international accounting and advisory firm with offices in Leeds, Bradford and York, has been central to its financial strategy and expansion plans.

“Building Crysp has been an incredible journey so far,” said Mills, who attended the LDC awards ceremony at BAFTA in London. “To be named among the LDC Top 50 and recognised as One to Watch is a huge honour. It’s a testament to our team, partners and customers who believe in our mission to make safety and compliance management simpler, smarter and more effective.”

He credited early guidance from Victoria Wainwright and Simon Roberts of Azets Bradford for helping Crysp establish solid financial frameworks during its scale-up phase.

“Surrounding yourself with the right advisors is key,” Mills added. “Azets has supported us through financial planning, taxation, and our upcoming expansion into the US, helping us build a sustainable capital growth plan.”

In 2023, Crysp secured investment from Twinkl Hive, the accelerator founded by Jon and Susie Seaton, which has further accelerated its development and market reach.

The company recently won a significant contract with the Catawba Nation, a Native American tribe in the US, supporting major real estate data projects — marking its first major international milestone.

Victoria Wainwright, Managing Partner at Azets Bradford, said the recognition was a “powerful endorsement” of Crysp’s vision and ambition.

“Warmest congratulations go to Pete and the Crysp team for this richly deserved recognition,” she said. “We consider it a privilege to have supported their journey and look forward to the next phase of their growth in the UK and internationally.”

John Garner, Managing Partner at LDC, praised the calibre of this year’s nominees.

“It’s been eight years since we launched the Top 50, and every year we meet exceptional people,” Garner said. “This year’s Ones to Watch have already achieved incredible success — and we can’t wait to see what the future holds for them.”

Looking ahead, Crysp plans to continue expanding internationally while maintaining its core mission: simplifying and improving safety and compliance for organisations of all sizes. The company’s leadership team is focused on sustainable scaling, ensuring its technology and advisory services remain reliable and accessible as it grows.

“Our next chapter is about scaling responsibly,” Mills said. “We’re building for the long term — combining innovation, people and partnerships to deliver better compliance solutions for businesses across the UK and beyond.”

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Crysp founder named ‘One to Watch’ in LDC Top 50 Most Ambitious Business Leaders

A healthy energy drink brand that secured investment on the BBC’s Dragons’ Den just two years ago has become the show’s most lucrative success story, reaching a valuation of £140 million.

PerfectTed, founded by Marisa Poster and Teddie Levenfiche, has grown from a student start-up into Europe’s leading matcha-based energy drink company — and now stands as the largest supplier of matcha products in the region.

The company’s valuation soared following new investment from venture capital firm Felix Capital, taking the business from a 2023 Dragons’ Den debut to a global brand stocked in over 30,000 stores across 50 countries.

When Poster and Levenfiche appeared on Dragons’ Den in 2023, both were just 25 years old. Their pitch impressed the investors, with Steven Bartlett and Peter Jones jointly taking a 5% stake for £50,000.

At the time, the business had already raised £125,000 from family and invested £250,000 of their own savings to get started. Their all-natural, matcha-based energy drinks were positioned as a clean alternative to caffeine-heavy brands like Red Bull — a fast-growing niche in the wellness drinks market.

Two years on, PerfectTed has exceeded even the dragons’ expectations, delivering the best returns in the show’s 20-year history. The company reported £30 million in projected annual revenue earlier this year, and is now targeting £100 million in the near term.

“This is more than just an investment — it’s fuel for our mission to make matcha accessible to everyone,” co-founder Marisa Poster told The Grocer.

PerfectTed’s rapid ascent has been fuelled in part by Bartlett’s own venture fund, Flight Fund, which helped the business scale production and secure international distribution deals.

Since appearing on the show, PerfectTed has launched an expanded range including matcha lattes, flavoured powders and coffee machine pods, establishing itself as a multi-category beverage brand.

The brand’s drinks are now stocked in major retailers including Waitrose, Holland & Barrett, Whole Foods, and Tesco, and are served through high street café chains such as Caffè Nero and Joe & The Juice.

The company’s 2024 recognition on the FEBE Growth 100 list — highlighting businesses achieving over 500% year-on-year growth — confirmed its position among Britain’s fastest-growing start-ups.

Founded in 2021, PerfectTed has gone from two friends’ £250,000 savings to an internationally recognised brand in just four years. It now aims to become the world’s first billion-dollar matcha company, leveraging growing consumer demand for natural energy drinks and functional wellness products.

PerfectTed’s founders say their mission is to “modernise energy” by focusing on clean ingredients and authentic matcha sourced from Japan. Their success reflects a wider shift among consumers seeking healthier, plant-based energy alternatives.

PerfectTed’s trajectory sets a new record for Dragons’ Den — surpassing all previous investments in both growth and valuation.

While earlier success stories such as Levi Roots’ Reggae Reggae Sauce (backed in 2007) transformed homegrown entrepreneurs into household names, PerfectTed’s £140m valuation demonstrates the global potential of next-generation wellness brands.

The show has also famously passed on future giants such as BrewDog, Gousto, and Pasta Evangelists, making PerfectTed’s journey a reminder of the unpredictable power of start-up storytelling — and a sign that the next consumer powerhouse can come from anywhere, even a TV pitch.

Read more:
PerfectTed’s £140m success: Dragons’ Den’s biggest-ever payday

Piers Morgan’s production company has reported turnover of £17.1 million in 2024, as the broadcaster concluded his lucrative three-year deal with Rupert Murdoch’s News UK and began taking Piers Morgan Uncensored global.

Newly filed accounts for Wake Up Productions, incorporated in July 2021, show cumulative revenues of £50.3 million over the three-year period — matching reports of Morgan’s £50 million contract with Murdoch’s UK media group, which included TV, print and book projects.

Wake Up Productions recorded turnover of £17.5 million in 2022, £15.7 million in 2023, and £17.1 million in 2024, with profit before tax of £7 million, slightly down from £7.2 million the previous year. The company paid £5 million in dividends in 2024.

Morgan owns 94 per cent of the business, alongside company secretary Martin Cruddace (5 per cent) and Dolly Strategic Holdings Ltd (1 per cent).

The company’s revenue is divided between co-production services (£9.7m), licensing and distribution (£5.1m), and branding agreements and other income (£804,880).

The accounts describe Wake Up Productions as focusing on “publishing, television production and broadcasting, generating income primarily through digital channels such as YouTube, Facebook and sponsorships.”

Its flagship show, Piers Morgan Uncensored, launched on TalkTV in April 2022 before transitioning to a digital-only format on YouTube in February 2024 — months before TalkTV’s linear broadcast closure.

Since going fully digital, the show has more than 4.2 million YouTube subscribers, up from two million in late 2023, with clips regularly drawing millions of views globally.

Global ambitions after News UK partnership

Following the end of his News UK contract, Morgan has bought the rights to Piers Morgan Uncensored and is working with US-based Red Seat Ventures to expand the brand internationally.

The partnership will focus on growing sponsorship, advertising and digital revenues, while News UK retains commercial rights through an advertising partnership running until 2029.

Morgan’s previous agreement with News UK also included columns in The Sun and The New York Post, a documentary series, and a book deal. His new book, Woke Is Dead, will be published this month by HarperCollins, part of Murdoch’s News Corp.

Profitable model built on YouTube and sponsorship

Wake Up Productions reported £10.6 million cash reserves at the end of 2024, up from £10.2 million the previous year, with total staff costs of £7.2 million covering Morgan’s remuneration and that of one other employee.

The company’s business model centres on four pillars:
• Content monetisation via YouTube and digital platforms
• Brand partnerships and sponsorships
• Audience engagement through topical and personality-led programming
• Operational efficiency via outsourced finance and audit services

Wake Up said it plans to expand onto additional digital platforms, form strategic partnerships with media agencies, and invest in production quality and analytics to sustain growth.

Morgan’s pivot from traditional broadcasting to digital-first content mirrors a wider trend among media personalities building direct audiences online.

With Piers Morgan Uncensored continuing to perform strongly on YouTube and Facebook, the presenter appears to be positioning his brand as an independent global media business — combining journalistic personality with commercial agility in a fast-evolving content landscape.

Read more:
Piers Morgan’s production company hits £17.1m turnover as TalkTV deal ends

Jamie Oliver and his wife, Jools, have paid themselves £2.5 million in dividends for the second consecutive year, even as pre-tax profits at their core business fell by more than 30%.

Accounts for Jamie Oliver Holdings (JOH) show pre-tax profits dropped from £3.4 million to £2.4 million in 2024, despite a 6% rise in sales to £28.6 million. The results reflect a mixed year for the celebrity chef’s media and restaurant group, which saw strong growth in hospitality offset by lower income from media and brand deals.

JOH encompasses Oliver’s television and publishing ventures, endorsements, cookery school, and restaurant operations, as well as licensing and franchise income from international Jamie’s Italian and Jamie’s Deli outlets. The company also manages his long-running partnership with Tesco, which ended last year, and royalties from branded products.

Restaurant income rebounded sharply, rising to £3.6 million from just £336,000 the year before, following the launch of Oliver’s first directly operated restaurant since the collapse of his UK Jamie’s Italian chain in 2019. Franchise income from overseas restaurants also increased modestly to £3.8 million. However, royalties, endorsements and TV production revenues fell 10% to £19.8 million, reflecting the end of major deals in 2023.

The group, which achieved B Corp certification in 2019, was led by chief executive Kevin Styles until December 2024. No successor has been appointed, and the business is now overseen by its operating board.

A spokesperson said the group plans to open 12 new restaurants internationally this year, including its first sites in Oman and Greece. It has also tripled the capacity of its cookery school through a new partnership with John Lewis, opening its first in-store site on Oxford Street earlier this year.

Sales at the cookery school remained stable at around £1 million before the expansion. Oliver’s Ministry of Food foundation, meanwhile, continues to teach cookery skills in more than 1,150 UK secondary schools.

The company said trading had improved in the second half of the year despite “challenging” conditions for hospitality. The family’s dividend reflects their broader portfolio of licensing and intellectual property ventures, for which separate financial details are not disclosed.

Read more:
Jamie Oliver and wife take £2.5m dividend despite profits slump at chef’s restaurant and media empire

A 31-year-old cryptocurrency entrepreneur has stunned the tech world by raising more than £750m ($1.1bn) to build Britain’s biggest artificial intelligence data centre — despite his company never having completed one before.

Josh Payne’s start-up Nscale, founded just 18 months ago, has secured heavyweight backing from Nvidia, Nokia and Norwegian investment giant Aker. The deal catapults the business into the ranks of Britain’s most valuable AI players, with an implied valuation of $3bn.

The Essex-based project, being developed with Microsoft, has been billed as the UK’s largest AI supercomputer. Nscale is also planning a chain of futuristic “Stargate” AI hubs with OpenAI, starting in Newcastle.

Nscale traces its roots back to Payne’s earlier venture, Arkon Energy, a Bitcoin mining outfit. The company has converted some of its crypto mining facilities in Norway into data centres and claims its leadership team has experience building more than 50 such sites.

The group now intends to spend billions on Nvidia’s cutting-edge AI chips to fuel a global network of facilities. Nvidia boss Jensen Huang has personally endorsed Payne, telling him: “I’ll go on record as to say I’m the best thing that’s ever happened to him,” after gifting him a bottle of Johnnie Walker whisky. Huang predicted Nscale could go from “zero to $50bn” in revenues.

Payne said the investment would “rapidly accelerate the build-out of secure, compliant and energy-efficient AI infrastructure”, adding: “Europe needs a hyperscaler, and Nscale is rising to the challenge.”

Technology minister Kanishka Narayan hailed the deal as proof Britain can compete as a global AI hub: “By attracting global expertise and investment, it is building the essential infrastructure for the UK to compete internationally, drive growth, and create jobs.”

Other backers include Fidelity, Blue Owl, Sandton Capital, G Squared, Point72, T.Capital and Dell.

Read more:
Crypto entrepreneur raises £750m for Britain’s biggest AI data centre

Susie Ma, the former Apprentice finalist who went on to build one of Britain’s biggest independent beauty brands, has rewarded herself with a £20 million payday after a stellar year for her Tropic Skincare business.

The 36-year-old entrepreneur, who bought back Lord Sugar’s 50 per cent stake in 2023, paid herself dividends totalling £18.2 million in 2024, with a further £2 million distributed in April this year.

The bumper payout followed a strong trading performance at Tropic, where pre-tax profits rose by more than 30 per cent to £8.7 million in 2024. Revenues also increased to £68 million from £62.3 million a year earlier, according to newly filed accounts.

Ma’s buyout of Lord Sugar marked one of the most successful outcomes from the BBC TV show. Sugar had initially invested £200,000 for half of the business after Ma appeared as a contestant in 2011. In April 2023, she struck a multimillion-pound deal to regain full control of the company, paying back the billionaire in stages. He resigned as a director shortly after the deal and later collected an £11 million dividend before fully exiting.

The move has allowed Ma to put her own stamp on Tropic’s future. “A cost saving review” improved gross margins last year, while inventories were cut by £1.2 million to £7.4 million. She also strengthened her senior management team to prepare for further expansion in 2025.

Founded in 2004 when Ma was just 15, Tropic began as a stall at Greenwich Market in London selling homemade body scrubs. Two decades on, it has grown into a £68 million turnover enterprise making nearly all its creams, lotions and serums in a purpose-built Croydon facility, where products are manufactured fresh daily.

The brand sells directly online and through more than 20,000 self-employed “ambassadors”, who each pay £198 for a starter kit of products. Ambassadors receive a commission of between 25 and 35 per cent on their sales, plus access to training and an online store.

The model has echoes of Avon’s door-to-door sales approach but is pitched firmly at the eco-conscious beauty market.

Tropic has also established itself as one of the UK’s most socially responsible beauty firms. The company pledges to donate 10 per cent of its profits to good causes, and in 2024 gave £615,000 to charities.

This included almost £300,000 for United World Schools, a charity providing education in some of the world’s poorest communities. The partnership has so far supported more than 160 schools overseas.

Ma, who was estimated to be worth £73 million in the 2024 Sunday Times Rich List, has described Tropic’s dual focus on profitability and purpose as central to its long-term success.

With full ownership now back in her hands and profits climbing, industry insiders expect her to push Tropic into new international markets while maintaining its reputation for fresh, sustainable, and ethically driven skincare.

Read more:
Susie Ma secures £20m payout as Tropic Skincare profits jump 30% after Lord Sugar exit

When Gyve Safavi and Mark Rushmore first met on a speedboat in the south of France — with advertising tycoon Sir Martin Sorrell also on board — few could have predicted that the chance encounter would spark a £24 million sustainable toothbrush business.

Their brand, Suri, now boasts celebrity fans including Sir Jony Ive and the Kardashians, and is stocked by Gwyneth Paltrow’s Goop in the US. But behind the glamour lies an unlikely product: an eco-friendly electric toothbrush designed to end the problem of sink-side “gunk”.

“No one likes that gunk,” says Safavi, 42, pointing to the wall-mountable magnet that keeps Suri brushes elevated and clean.

Both men started their careers at Procter & Gamble, working on global consumer brands like Oral-B and Gillette. Years later, Safavi was at WPP and Rushmore running his own events business when the idea of a sustainable health and beauty product began to take shape.

By 2020, with the pandemic derailing Safavi’s travel plans and Rushmore free after selling his first company, the pair reconnected in a London park. Safavi shared a detailed business plan for a toothbrush made from corn starch, castor oil and aluminium — designed to be repaired or recycled, stripped of unnecessary gimmicks like Bluetooth, and priced for everyday use.

Rushmore recalls: “That night I opened the file and it was the most detailed, comprehensive research, with so much thinking behind everything. I could see there really was something that, if we combined our skills, we could take further.”

The pair spent lockdown cold-calling 24 manufacturers across Asia. Most laughed at their vision. “Efficiency and innovation for a factory means making what you already make, faster and cheaper — not taking a risk with two guys who’ve never built hardware,” Safavi says.

Eventually, one factory in China agreed, and they raised £800,000 from angel investors and venture capital firm Salica to fund their first 5,000 brushes. Early prototypes were clunky, but with consumer testing, design tweaks and sheer persistence, Suri began to take shape.

By May 2022, their first run sold out in three days. A second run sold out in two weeks. Instagram ads, glowing press reviews and a £200,000 advertising prize from the Earth Ad Fund amplified demand.

Suri now employs 37 people and has raised further funding rounds — £2 million in 2023 and £6 million in 2024, with backers including JamJar, the venture fund founded by the Innocent smoothies team. Safavi and Rushmore remain the largest shareholders.

But success has not been without challenges. A logistics error early on left 3,000 US orders stranded because couriers refused to ship items containing batteries. “For 72 hours, that really felt existential,” Rushmore admits. “If everyone had demanded refunds, we would have been finished.” Instead, they emailed each customer personally, and most stuck by them.

Key selling points include a long battery life, a quiet motor, and the much-marketed wall-mount magnet. Customers are also encouraged to return brushes for repair or recycling. Safavi says their philosophy is simple: “Focus on what people actually use, and cut the rest.”

Their efforts have been recognised by industry figures, not least design icon Sir Jony Ive, who texted his approval of the brush late one night. “We were giggling like two little kids,” Safavi recalls.

Both founders acknowledge the personal toll of start-up life, crediting their wives as “unsung heroes” who shouldered the family load while they worked 18-hour days without salary.

From a chance meeting on a boat to a fast-growing brand disrupting Oral-B and Philips, Suri’s story shows how two friends tackled the overlooked pain points of toothbrush design and turned them into a multimillion-pound business.

Read more:
Suri founders banish toothbrush “gunk” with sustainable design and build £24m brand

Helena Morrissey is one of the City’s most recognisable figures. Appointed chief executive of Newton Investment Management at 35, she more than doubled assets under management over the following 15 years.

Now chair of Fidelis and of the Eton College endowment, the investor and campaigner joined Wilfred Frost on The Master Investor Podcast. In a conversation that ranged from gilt markets to free speech, she offered a brisk diagnosis of the UK’s competitiveness—and some clear advice for leaders and investors alike.

You made your name as a bond investor before stepping up to run Newton. What’s your snapshot of the G7 bond markets today? Are we flirting with a proper dislocation at the long end?

I worry about complacency. Fiscal room for manoeuvre is thin across the developed world, and the toolkit that helped during the financial crisis—large‑scale QE, in particular—can’t be mobilised in the same way again. Yields have risen sharply but mostly in an orderly fashion; we’ve not had many “cliff‑edge” moments outside Japan. That doesn’t mean we’re safe. If market participants decide they will only finance governments at much higher rates, the spiral can be vicious. We’re vulnerable to that kind of shift in sentiment.

You’ve long argued for central‑bank independence. Is it under threat?

Independence matters precisely because electoral cycles are short and the temptation for political expediency is constant. I was managing gilts in the run‑up to the 1997 election; the day Gordon Brown granted the Bank of England operational independence, the market staged one of its biggest rallies. That said, independence doesn’t mean operating in a vacuum. Treasury, central bank and broader government policy must work in concert—something that’s been lacking at times, notably in the United States.

You’ve spoken about a career‑defining trade in gilts before 1997. What did it teach you?

Contrarian discipline. I began buying long gilts when yields were above 8% because the market had already priced in the worst. For a while I was “wrong”—colleagues told me so daily—but I kept retesting the analysis. We held for years and took profits when yields dipped below 3%. The lesson was to keep your head when all around are losing theirs—apologies to Rudyard Kipling—and to seize those rare moments when the risk‑reward is truly asymmetric.

At 35 you were asked to run Newton, with five young children at home and no formal management training. How did you bridge from portfolio management to leadership?

Some skills translate: bringing people with you, creating space for challenge, focusing the team on the signal not the noise. But fund managers rarely receive any help with management. Firms often assume that if you can run money you can run people. That’s wrong. At Newton we learned to separate responsibilities—keeping investment authority with one person while giving people management to someone more suited to it. The result was better for clients and for culture.

You founded the 30% Club in 2010 to improve gender balance on boards. What problem were you trying to solve—and what did you learn?

After the financial crisis, it was obvious that groupthink was dangerous. Back then, fewer than one in ten UK board seats were held by women. The 30% target wasn’t arbitrary; it reflects “critical mass”—the point at which a minority voice stops feeling token and starts to influence outcomes. Progress since has come mainly through voluntary action, not quotas. But DEI efforts did go awry in some places. Jargon and finger‑pointing made initiatives feel exclusionary. The purpose, always, should be better decisions through cognitive diversity—and equal opportunity for talent.

Free speech is back on the boardroom agenda, often in fraught circumstances. How should leaders navigate it?

By modelling confident civility. You cannot build innovative organisations if people are afraid to ask awkward questions or express an unpopular view. We’ve allowed disagreement to become personalised. Leaders have to restate a simple compact: robust debate is welcome; ad hominem attacks are not. Inclusion should mean everyone with something to contribute has a voice, not that one group is swapped for another.

London’s standing as a financial centre is a perennial concern. Where are we now—and what would you do?

We’re living off stored energy. London still has superb people and a global outlook, but the risk‑reward for challenging the status quo has deteriorated. There’s too much process and too little permission to try, err and improve. Two priorities. In the short term, signal—through both tax and tone—that the UK wants growth‑creators to live and build here. The personal tax burden and everyday frictions push talent abroad. Longer term, make the regulators’ new competitiveness objective real. That doesn’t mean a return to “light touch” but does mean timely, predictable decisions and a culture that enables innovation rather than smothering it.

You were interviewed for the governorship of the Bank of England. Would you do it if asked?

It would be an honour in any era. My broader point, though, is about how we appoint leaders. When selection panels are drawn from the same small circle, you inevitably replicate the status quo. If you want different outcomes, widen the aperture—both in who you consider and how you weigh evidence of leadership.

Technology is powering markets again—and polarising them. Are we in bubble territory?

Some readings feel bubbly: big‑cap moves that imply perfect outcomes, minimal execution risk and no competition. I’m optimistic on innovation and on capitalism’s ability to allocate capital to great ideas. But nothing goes up in a straight line. Geopolitics is fraught; supply chains are being rewired; the cost of capital is no longer near zero. Investors should keep a weather eye on valuation and concentration risk.

You’ve been candid about the obstacles you faced early on—as a woman without City connections, returning from maternity leave, and as the only woman on a 16‑strong team. What changed?

Culture. We no longer think it’s acceptable to entertain clients in ways that exclude colleagues. We talk more openly about money, careers and choices. But progress isn’t guaranteed. We must keep re‑stating the commercial rationale for diversity and the human case for inclusion—and focus on what works inside teams, not on glossy pledges.

What’s your one piece of career advice?

“Leap before you look.” It runs counter to the usual counsel, but too many talented people—particularly women—research the decision to death and never take the chance. At 59 I meet far more peers who regret not trying than those who regret trying and failing. Calculated risk‑taking is part of any fulfilling career.

And for investors?

The Kipling rule: keep your head. Don’t panic into fear or soar into hubris. Build diversified, steady exposure—and then be ready to act decisively in the handful of moments that matter. Those trades don’t come often, but they define careers.

Finally, what do you want Britain’s business community to do differently this year?

Talk less about decline and more about delivery. Hire for potential. Reward intelligent risk. And rebuild the habit of disagreeing well. If we can do that—inside firms and in public life—we’ll make better decisions and grow faster. That, in the end, is the point.

Read more:
‘Leap before you look’: Baroness Morrissey on markets, leadership and free speech

Sir Nick Clegg has never been short of vantage points from which to view power. After five years as Deputy Prime Minister in the coalition government, he spent almost seven at the heart of Big Tech as Meta’s president of global affairs.

Now, in a recent conversation with Wilfred Frost on The Master Investor Podcast, he offered a bracing diagnosis of Britain’s malaise, a withering assessment of Silicon Valley’s culture, and a pragmatic take on how artificial intelligence and free speech should be handled in the years ahead.

Clegg’s fondness for Britain is undimmed, but his verdict on our current mood is stark. The UK, he argues, is “remarkably creative” for a “soggy, muddy island”, yet something has curdled. “It’s as if the country has fallen out of love with the future,” he says, lamenting a pervasive habit of talking down people and ideas. By contrast, Americans “celebrate success” in a way many Britons find “a bit frothy” — but which, he insists, creates its own momentum.

That cultural divergence is reinforced by economics and geography. When he was in Downing Street, Clegg notes, the GDP of Europe and the US was broadly comparable. Today, he observes, the American economy is perhaps 1.5 to 1.7 times larger — the product of faster rebounds after the financial crisis and the pandemic, stronger demographics, and the structural advantages of a continent‑sized market. Europe, for all its virtues, is a “trickier” neighbourhood.

Silicon Valley’s self‑pity

From Westminster’s rough and tumble to California’s wealth and influence, Clegg was struck by an unexpected phenomenon: thin skins in high places. “There’s this odd culture of very rich, successful men who feel terribly sorry for themselves,” he says of parts of the Valley. Many celebrate their role as disrupters, yet complain when disruption brings criticism. “Either be a disrupter — and take the flak — or don’t,” he shrugs, adding that the recent vogue for conspicuous “bro” bravado sits uneasily with a streak of “simpering self‑pity”.

His discomfort grows when political and corporate power get too cosy. Clegg worries that tech leaders and Washington are binding themselves together around a single idée fixe: beating China in AI. The rhetoric — and the spending — can sound like a reprise of the Cold War, with an assumption that the United States can outspend its rival to a decisive victory. That, he argues, misunderstands both the technology and the geopolitics. “AI is too versatile and too dispersed to deliver a single knockout blow,” he says. China is “far too powerful and technologically adept” to be treated as a foil in a winner‑takes‑all race. For Clegg, the smarter path is renewed partnerships with allies, not tariffs and chest‑beating.

Zuckerberg’s big swings — and AI realism

What of Meta’s own arms race? Clegg defends Mark Zuckerberg’s taste for outsized bets — Instagram and WhatsApp looked expensive at the time, he reminds us, and proved prescient. Even the metaverse, much mocked, may pay off over the long run as we migrate from hand‑held screens to new interfaces. But he injects a note of sobriety into the AI hype cycle. As each new model arrives, the step change can be less than the marketing suggests. “We were told [a next‑generation model] would be the moment we walked through the looking glass,” he says. “It’s a great improvement — but an incremental one.” If the industry is now “squeezing more out of the same paradigm”, he asks, will the revenue ultimately justify the capital outlay?

Meta can fund experimentation because its ads machine keeps humming, Clegg says, but none of the giants can rely forever on growth by capex alone. For their part, the AI specialists have begun to earn real money from enterprise tools and APIs — welcome, but not yet transformative at the scale of investment being made.

Clegg, for his own part, has moved on cleanly. After leaving Meta, he sold his remaining shares — not as a market call, he insists, but as a way of turning the page between distinct chapters of a career that has taken in Brussels, Westminster and Silicon Valley.

Free speech, the law — and a necessary reset

Asked about claims from figures such as Elon Musk and US senator JD Vance that Britain lacks robust free speech, Clegg’s response points in two directions. First, he bristles at lectures from Washington: “Just butt out,” he says, noting what he sees as a striking double standard in the way the current US administration deals with dissent. Yet he also believes the UK has indeed tilted too far towards criminalising online speech. Citing reports that police make dozens of arrests each day for social‑media offences using pre‑digital statutes, he argues that a free society must tolerate “ghastly, offensive” speech unless it incites imminent harm.

The pendulum, he suggests, has swung widely over the past decade. In the late 2010s, he found corporate America “humourless and earnest” about speech — a climate that hardened further under the pressures of the pandemic. With hindsight, he concedes, platforms over‑corrected as they tried to contain harmful misinformation during a period of acute uncertainty. Today the backlash risks going too far the other way, towards an absolutist, “cardboard‑cut‑out” libertarianism that few truly practise. “Free expression becomes ‘free expression for stuff I like’,” he says of some of Musk’s interventions.

Clegg is unapologetic that platforms enforce community standards which go “well beyond” the letter of the law — a reality often overlooked when politicians and commentators complain they are not going further still. Private companies, he points out, are being asked to act as philosopher‑kings in a space where democratic consensus is elusive.

The coming shift, in his view, is even more consequential. For two decades, social networks could plausibly argue they were conduits for speech created by others. Generative AI complicates that defence. Increasingly, users will engage directly with AI agents or avatars — “the sharp arrowhead” of technology built and deployed by the companies themselves. Liability, therefore, will evolve. Clegg worries about interactions between these systems and children, teens and vulnerable adults, and about the sophistication with which AI will impersonate human conversation.

He also observes a strategic realignment at Meta and its peers. The firm’s original advantage was its “social graph” — the map of relationships among friends and family. Now, like TikTok and YouTube, its services are pipelines for algorithmically recommended entertainment, increasingly including synthetic content. In that world, responsibility and risk look different. It may yield a “cleaner” internet if companies are forced to take more direct accountability — but it will also demand more scepticism from users. “One of the ways we will have to live with the online world is by fostering society‑wide scepticism,” Clegg says, especially among the young, because so much more of what we see will be AI‑generated slop.

On the question of past harms, he defers to the coroner’s findings in the Molly Russell case, while stressing that the company changed policies and systems to make a repeat of her experience less likely. It does not make the internet risk‑free, he says soberly, but it is “very, very different” from the era in which she was online.

What leadership really demands

Clegg closes with a defence of politics as a craft. Leadership, he argues, is harder in government than in business: the trade‑offs are “dizzying”, accountability more relentless. British ministers, however senior, face constituents every week — a discipline that keeps them close to the real world. By contrast, he has seen chief executives take umbrage at a critical adjective on page 13 of the FT. The lesson for both spheres is the same: resilience matters, and so does perspective.

If Britain is to regain its optimism, Clegg implies, it will need to rediscover the confidence to build — and the generosity to celebrate those who try. And if Silicon Valley wants to lead responsibly, it must shed its self‑pity, temper its absolutism on speech, and accept that AI’s future will be collaborative, not imperial.

Read more:
Nick Clegg urges Britain to rediscover optimism and tells Silicon Valley to drop the self pity

Lord Alan Sugar has become the latest high-profile business leader to attack remote working, insisting that young people “just want to sit at home” and need to get their “bums back into the office.”

Speaking to the BBC, the 77-year-old entrepreneur and star of The Apprentice said workplace culture had suffered in the years since hybrid and flexible policies were introduced during the pandemic.

“I’m a great advocate of getting them back to work,” Sugar said. “The only way an apprentice is going to learn is from his colleagues. It’s small things, like interaction with your more mature colleagues, that will tell you how to do this, how to do that. That is lacking in this work-from-home, Zoom culture.”

Sugar, whose property group Amsprop owns a large portfolio of central London office buildings, said he recognised that some roles could be exceptions. “Software writers who get up at three o’clock in the morning with some kind of brainstorm,” he noted, might be better off at home, as well as people with disabilities.

His intervention comes as the debate over the future of work continues to divide corporate Britain. Official data from the Office for National Statistics shows that as of October, 28 per cent of the workforce is hybrid – splitting their time between home and the office. Another 44 per cent commute every day, while 13 per cent are fully remote. Many respondents to the ONS survey said hybrid work improved their rest, exercise and wellbeing.

The Labour government is preparing to legislate to make hybrid working a right for employees unless their employer can demonstrate it is unreasonable. The Employment Rights Bill will extend flexible working options across the economy, although many of Britain’s largest firms are already moving in the opposite direction. Amazon, JP Morgan and others have ordered staff back to offices full-time, arguing that face-to-face contact boosts collaboration and productivity.

Landlords have warned that the hybrid trend has made commercial properties harder to lease and less lucrative. Sugar’s comments underline the concerns of those invested in Britain’s office sector.

His intervention follows that of fellow business veteran Lord Stuart Rose, the former chairman of Marks & Spencer and Asda, who earlier this year declared that working from home is not “proper work” and has set the country back “20 years” in productivity and wellbeing.

For Sugar, the problem is most acute for younger workers and apprentices, who he says risk missing out on informal learning opportunities. “They’ve got to get their bums back into the office,” he repeated, warning that Britain’s work culture is at risk of permanent change if remote working becomes the norm.

Read more:
Lord Sugar: young people need to get their ‘bums back into the office’

Britain is “at the edge of a crisis” and Labour must “change tack” to revive the faltering economy, according to one of the country’s most respected business leaders.

Lord Stuart Rose, the former boss of Marks & Spencer and Asda, said “we should all be worried about the state of Britain” and called for “radical action” to restart growth and create jobs.

His stark warning came just a day after Sir Jim Ratcliffe’s Ineos revealed it had stopped investing in Britain altogether in protest at Labour’s tax hikes, diverting billions of pounds of capital to the US instead.

The criticism from two heavyweight figures piles pressure on Chancellor Rachel Reeves, who is already facing accusations that her £40bn programme of tax rises has derailed the economy.

Speaking on Times Radio, Lord Rose declared: “I believe we’re genuinely at the edge of a crisis. If we don’t take some radical action and take notice of what’s going on, we’re going to find ourselves in a very difficult spot.”

Rose said Labour had failed to deliver on its promise of making growth the government’s number one mission. “There isn’t a direction of travel,” he argued. “There is no travel. We’re actually standing still in a lay-by while we decide what to do.”

With the next Budget not due until 26 November, he warned Britain was “stuck for three months waiting with real anxiety” over what level of new taxes Reeves might impose.

Turning to Labour’s flagship Employment Rights Bill, Rose suggested the timing was wrong, saying the legislation would make it harder for firms to hire. “We’ve had a very flexible labour force. Why make it harder now?” he asked.

He also took aim at what he called a “sick note culture” after figures from the Chartered Institute of Personnel and Development showed UK staff are now taking almost two weeks off ill each year — the highest in 15 years. “We need a little bit of grit around the place,” Rose said. “This nation needs everybody to lean in.”

The intervention echoes growing unease in the business community. Ineos Energy boss Brian Gilvary told The Telegraph this week: “We have stopped investing in Britain. Our future investment will not be in the UK.”

Ineos has already closed its century-old Grangemouth oil refinery in Scotland, cutting more than 400 jobs, and warned its petrochemicals plant there is also at risk. The company operates key North Sea assets, including the Forties Pipeline System which carries 30 per cent of the UK’s oil to shore.

Gilvary cited Labour’s extension of the windfall tax on oil and gas profits, which raised the effective rate on producers to 78 per cent, as proof that Britain has become “one of the most unstable fiscal regimes in the world”. He contrasted that with the United States, where Ineos has ploughed £2.2bn into new projects and where, he said, policy stability underpins energy security.

Sir Jim, whose wealth is estimated at £17bn and who recently became a co-owner of Manchester United, warned earlier this year that Labour was “squeezing the life out of our abundant energy reserves in the North Sea” and that Britain risked increasingly frequent blackouts.

The backdrop has fuelled speculation that Reeves may need to raise another £20bn–£30bn in the autumn to meet her fiscal rules. Economists have even floated comparisons with the Labour government of 1976, when Britain was forced into a bailout by the International Monetary Fund.

The Chancellor has pledged not to raise income tax, VAT or employee national insurance, leaving business levies as her main lever. But business groups, from the British Retail Consortium to the CBI, have warned that piling costs onto employers risks choking off growth just as the economy flatlines.

Conservative critics seized on Rose’s intervention. Claire Coutinho, the shadow energy secretary, said: “Sir Jim Ratcliffe is right — sky-high energy prices and crippling carbon taxes are causing the death of British industry. Labour must put growth and jobs ahead of its obsession with Net Zero.”

With the autumn Budget looming, Labour faces a delicate balancing act: keeping markets calm, meeting its fiscal rules, and responding to mounting anger from both employers and voters who feel squeezed.

As Lord Rose put it bluntly: “If you have no growth, you can’t create wealth. If you can’t create wealth, you can’t provide the services people want. That’s the real problem.”

Read more:
Starmer and Reeves have taken Britain to ‘the edge of a crisis’, warns ex-M&S boss Stuart Rose

From selling denim on market stalls to advising the Gandhi dynasty on political campaigns, Bob Sheard’s path to becoming one of Britain’s most influential brand strategists has been anything but typical.

As the founder and co-owner of FreshBritain—a brand design business with a difference—he’s built his career on disrupting industries, influencing global outdoor giants, and turning purpose into profit.

The spark for his career was lit in a Halifax playground, when a new pair of trainers flipped his social fortunes overnight. That formative moment showed him the power of a brand. What followed was a journey through fashion, marketing, sport, politics—and some punishing ultra-endurance testing along the way. From barefoot grape stomping in his dad’s garage to frostbitten toes on North Pole expeditions for performance brand insight, Bob’s commitment to understanding the end user runs deep.

FreshBritain, co-founded with his wife and business partner Sophie—whose background spans fashion, AI, and computer science—has earned a reputation for “unf*cking brands” by aligning them with long-term strategic, financial, and sustainable goals. As the business pivots toward helping brands accelerate their net-zero ambitions, Bob remains restless, relentlessly curious, and unapologetically mission-driven.

What was the inspiration behind FreshBritain?

It started with a pair of trainers and a moment in a Halifax school playground. That was the first time I truly understood the power of a brand.

After working inside the industry—at Converse, Karrimor, and Levi’s—I saw the performative side of branding up close. When I launched FreshBritain, I wanted to strip that away and focus on truth, impact, and financial return. No lifestyle fluff—just substance, rigour, and real transformation.

We go deep. Sometimes that’s trekking across the desert for Salomon or feeling frostbite for UVU. We believe in “adopting the nature of the prey”—getting as close as possible to the lived experience. That’s how you build brands that matter.

Who do you admire, and why?

James Curleigh, former Global President of Levi’s. He taught me about winning. James knew when to press forward—and when to take the win. His clarity, charisma, and strategic mindset helped us reimagine Salomon’s future together. He also gave us the best testimonial ever: “FreshBritain unf*cks brands.”

Sam Pitroda is another. Known as the father of digital India, Sam once asked me to help write his book, Redesign the World. He told me: “Most people aim within the possible. You and I must aim for the impossible.” It’s hard to say no to that.

Looking back, is there anything you would have done differently?

Of course. Show me someone with no regrets and I’ll show you a liar.

I wish I’d joined the military. The discipline, the exposure to raw human behaviour—it’s invaluable for someone who works in brand psychology.

I wish I’d done an MBA. Our business works closely with private equity, and that qualification could have fast-tracked certain conversations.

And I wish I’d started building collaborative networks earlier. Our open-source work on sustainability tools is something I’m incredibly proud of now, but that mindset came later.

Oh, and I never climbed K2. That stings.

What defines your way of doing business?

A handful of words: Passion. Obsession. Addiction. People. Relationship. Change.

I’m addicted to what I do. It’s the only thing I’ve ever been any good at, and I won’t rest until I’ve found a solution to the problem in front of me.

I believe in people—developing them, backing them, and helping them fly. Whether it’s our team, our clients, or the universities and charities we support, I want to leave people (and the planet) better than I found them.

Now, we’re using our expertise to help brands move toward net zero—and doing it with transparency. That means giving away some of our best tools because progress doesn’t happen in silos.

What advice would you give to someone starting out?

It’s simple.

If you do nothing—nothing happens.

If you do something—something happens.

So, just do something. And see what happens.

Start. Be brave. Make mistakes. And never let fear hold you back—it’s your tailwind.

Read more:
Getting to Know You: Bob Sheard, founder and co-owner of FreshBritain

London-based consultancy Firestarter is helping scale-ups break away from convention, blending creativity and psychology to build bold, distinctive brands.

Founder Mickey Wilson tells us how it started, how it’s evolving, and why authenticity matters more than ever.

What was the inspiration behind Firestarter?

After years running an agency for big corporates, creative strategist Mickey Wilson realised her real passion lay in working with entrepreneurs. “What lit me up was helping founders bring their ideas to life,” she says.

Time and again she noticed brilliant B2B businesses struggling to articulate what made them different. “There’s such pressure in B2B to play it safe – to look the part and follow convention. But I wanted to prove you could be playfully creative and still be taken seriously – in fact, maybe even more so.”

That belief led to the creation of Firestarter and its DARE methodology – Differentiation, Authenticity, Resonance and Expression – a framework to help businesses express what makes them uniquely valuable.

“For me, branding is about freedom,” Wilson adds. “It’s the freedom to be yourself in business, to lead with purpose and to grow something that truly makes a difference.”

How has the business evolved since then?

Firestarter began life as a creative-led brand studio but has since developed into a strategic consultancy sitting at the intersection of branding, psychology, business and innovation.

Wilson teamed up with business psychologist Chris Endersby, who helped elevate Firestarter’s methodology by focusing not just on what brands look and sound like, but how they behave, how they’re experienced internally, and how they adapt over time.

The consultancy now offers a full-service approach, from brand assessments and strategy to marketing and team engagement, with clients spanning tech, consulting, clean energy and professional services across the UK, Europe and beyond. It also runs a thriving design studio in Cape Town, connecting businesses to top creative talent at affordable rates.

Currently, Firestarter is helping entrepreneurs navigate the impact of AI without losing their distinct identity. “In a world flooded with instant, generic content, we give founders the frameworks to carve out brands that feel human and purposeful,” says Wilson. “It’s about using AI to enhance originality – not erase it.”

Who do you admire?

“I admire anyone who dares to do things differently – those who choose originality over approval,” Wilson says.

Creatively, she takes inspiration from the likes of Banksy and Tim Burton, who tell stories in ways that shift perspectives. But her biggest admiration is closer to home. “My daughter is building a community garden project in South London to support people with mental health challenges. Watching her carve her own path is incredible – even if it’s in rebellion to me, the mother who couldn’t see past her talent for illustration!”

Looking back, would you have done anything differently?

Wilson reflects on founding her first agency in the early 1990s. “I thought I had to ‘play the part’ to be taken seriously – learn the lingo, follow the rules, fake it until I made it. It worked in some ways, but deep down it never felt right.”

Over time she realised her real value came from thinking differently, not conforming. “I just wish I’d realised that sooner. That’s why I’m so passionate about authentic differentiation now. When you stop trying to fit in and show up as yourself, with courage and pride, that’s when you make real impact.”

What defines Firestarter’s way of doing business?

Firestarter’s values – ingenuity, courage, authenticity, unity and playfulness – shape every project.

• Ingenuity means finding unexpected solutions to real problems.
• Courage is about pushing beyond the obvious.
• Authenticity is non-negotiable: “We refuse smoke and mirrors – everything we create has to be real and relatable.”
• Unity blends strategy with creativity, logic with emotion.
• And playfulness, Wilson insists, is vital: “Some of the best breakthroughs happen when you get curious and mix all the colours up.”

This ethos, she says, has helped Firestarter build lasting partnerships – and often friendships – with clients.

What advice would you give to new founders?

“Don’t wait to feel ready – clarity comes from doing,” Wilson says. “Start small, start messy, but start with intent.”

She also urges entrepreneurs not to dilute their edge: “Don’t try to be all things to all people. Get unapologetically clear on what makes you different – that’s your competitive advantage.”

And, finally, a reminder that branding is strategic, not cosmetic. “It’s not window dressing. Branding is your chance to frame how the world perceives you. Done well, it saves you money, time and more than a few identity crises.”

Read more:
Firestarter: the London consultancy helping scale-ups build braver B2B brands

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

Piers Linney has always been ahead of the curve. A former venture capital lawyer and M&A banker turned entrepreneur, investor and Dragons’ Den panellist, he has built his career on spotting trends before they become mainstream.

His ventures have spanned cloud computing, AI innovation and leadership, and today, through Implement AI, the company he co-founded, he helps businesses prepare for the new reality of artificial intelligence.

For Linney, the phrase “AI-first” is more than a buzzword. He describes it as part of a continuum that stretches back centuries, when humans were always “first”, using tools to support them but ultimately doing the hard cognitive work themselves. That balance, he argues, is shifting. With the advent of large language models and diffusion models, AI is starting to take the lead role, transforming the way we interact with technology.

“We’ve entered an era of AI-assisted work, where employees and organisations can be supercharged in their productivity,” he says. “Unlike the move to cloud computing, which gave companies years to adapt, this wave of change is happening almost overnight. If you wait, you won’t be disrupted by AI itself – you’ll be disrupted by rivals who know how to use it.”

One of the biggest debates surrounding AI is the question of bias. Because the models are trained on human content, from across the internet and social media, they inevitably carry some of our own prejudices. Linney acknowledges the challenge but sees AI as part of the solution rather than the problem.

“Bias is real, and it’s inherited from the data,” he admits. “But unconscious bias is also a huge factor in human decision-making, particularly in recruitment. Carefully designed AI systems can strip away those prejudices and make choices based on objective data. Over time, AI will evolve into what I call a ‘ruthless optimiser’, making decisions that are more data-driven, transparent and less prone to human flaws.”

Yet AI is not only a tool for innovation. It is also being seized upon by criminals. Linney, who recently addressed a global cybersecurity firm, is clear that the threat is growing more sophisticated by the day.

“We’re moving beyond AI-designed malware to a point where the malware itself is AI,” he warns. “It can adapt, hide and pursue its own objectives autonomously. That raises the stakes dramatically. It’s not the science-fiction scenario of humanoid robots we need to worry about, but AI-enabled cybercrime destabilising economies, draining people’s finances and even targeting governments. The cybersecurity arms race is only just beginning.”

If businesses are to harness the opportunities of AI while guarding against its risks, Linney believes leadership must start with clear governance. Every company, regardless of sector, needs an AI policy — but, he stresses, it cannot sit in isolation.

“AI has to run through the business, touching HR, training, compliance and data security,” he explains. “Industries like healthcare and finance will face stricter rules, but every sector needs boundaries for how staff use AI, how data is managed, and how risks are controlled. The missing piece is training. Research shows that almost a third of employees are already using AI at work without their employer knowing — what we call ‘Shadow AI’. That’s a risk, but with the right framework it’s an enormous opportunity.”

From his vantage point, AI is not a distant future but an immediate revolution. Companies that act decisively will, in his words, be “supercharged” — those that don’t may find themselves overtaken by competitors who understood the AI advantage early.

Read more:
The AI advantage: Piers Linney on how forward-thinking businesses will outpace the rest

Two decades ago, Carl and Jakes arrived in London from South Africa with £800 between them, a shared love of travel, and a dream to make seeing the world affordable for everyone.

Today, that dream is a £40 million global group touring company – Expat Explore – which has guided more than 180,000 people across 50 countries.

Group travel is enjoying a resurgence. According to industry figures, 5.36 million UK adults have taken a group touring or adventure holiday in the past five years, with solo travel also on the rise. One in five UK consumers is interested in travelling alone, and more than a third of those have taken a small group tour in the past year – using it as a way to see the world and meet like-minded people.

Carl’s passion for travel was sparked when he won a return British Airways ticket to anywhere in Europe. “I chose Paris, walked everywhere, spoke terrible French, and came back knowing travel was going to be part of my life,” he recalls. For Jakes, it was a student scholarship to Europe that ignited his wanderlust.

Reconnecting in London in the early 2000s, they spotted a gap in the market: affordable, well-organised group tours that removed the stress of planning, navigating language barriers, and managing complex travel logistics.

“Twenty years ago, travel was out of reach for many people,” says Carl. “We wanted to change that.”

With just £800 in the bank, they bought a second-hand minibus for £500 and ran their first Paris tour in March 2005 for 42 paying guests. “We had no grand business plan,” says Jakes. “Just maps, packed lunches, and an Excel spreadsheet to track who’d paid.”

In their first year, they managed 12 tours to Paris and four to Amsterdam. Carl brought deep knowledge of the destinations, having already led low-cost weekend trips, while Jakes applied his operational and business skills.

Cash flow was tight, and every booking required careful juggling of deposits, vehicle hire, and supplier relationships. “We solved problems in real time,” says Jakes. “But our goal was always to deliver a brilliant experience.”

Back then, an overseas holiday for a family averaged £2,725; their first tours cost just £129 per person. In 2025, the average overseas trip costs over £4,000 – yet Expat Explore still offers international tours from £491 and multi-country adventures from £727.

When the pandemic halted global travel, the company’s hard-earned reputation was put to the test. “We told customers: your money is safe, and we’ll ride this out together,” Jakes says. Flexible booking policies and open communication helped retain loyalty, and post-pandemic review scores rose even higher.

Now celebrating its 20th anniversary, Expat Explore runs more than 85 itineraries in over 50 countries, from Europe’s iconic capitals to lesser-known destinations in Asia, Africa, and South America. The company has also launched TourCademy, a digital training platform opening up tour-leading careers worldwide.

While Carl and Jakes focus on the business today, their motivation remains rooted in traveller experiences. “Some people take their first trip with us, others make lifelong friends – some even meet their partners,” says Jakes. “The last 20 years have been incredible, and we’re excited to keep making the world more accessible.”

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From £800 and a minibus to a £40m global tour business – how two founders built expat explore

After 25 years building Tasty African Food from a single restaurant in Woolwich to a network of 27 outlets across London and Kent, founders Michael and Abi Olaleye are now setting their sights on a much bigger prize: 100 sites nationwide within the next five years.

The couple, who began serving West African dishes to their church community before opening their first site, have grown the business without taking outside investment, preferring slower, controlled expansion to preserve quality and brand integrity.

“When we started, it was crazy, looking back,” said Michael, who was working in IT while Abi was a teacher. “We went from certainty to uncertainty, but the response to Abi’s cooking was incredible.” Early on, their decision not to sell alcohol, in line with their faith, limited margins. “Most restaurants make profit from alcohol,” he explained. “We resolved that — we don’t consume alcohol ourselves, but there’s nothing wrong with selling it. Once we started, sales increased and people began taking us seriously.”

Four years later, they began expanding, inspired by the likes of McDonald’s. Today, of their 30 restaurants, 12 operate as franchises. The company plans to use the franchise model to grow beyond what Michael describes as a “saturated” London market into Birmingham, other Midlands cities and Scotland.

Alongside its restaurants, Tasty African Food produces ready meals from a Thamesmead factory, supplying Sainsbury’s and its own online store, caters for weddings and parties, and operates its own ordering app alongside listings on Deliveroo and Uber Eats. Revenues have reached £7 million, supported by a workforce of around 250 people.

The company’s signature dish, jollof rice with chicken, remains its bestseller. “It’s very tasty, very spicy, and it’s simple when you look at the ingredients,” said Michael. “But you can have the same ingredients and produce many varieties. We have a special way of cooking ours and it’s always been excellent.” While West African cuisine is not yet as embedded in British food culture as Chinese or Indian dishes, the customer base is broad. “We are setting the trend,” he said. “In Sainsbury’s, it’s people of all ethnicities picking our meals off the shelves.”

The Olayeyes’ commitment to full ownership reflects a cautious approach to growth. “There’s a danger in expanding without control and losing quality,” Michael said. “We want to grow organically, not just go for the boom.” Quality and affordability are cornerstones: “What you cannot eat, you should not sell,” he added. In response to tighter consumer budgets, the company has recently cut the price of jollof rice and chicken from £7 to £5, a move made possible by economies of scale.

Still, the business faces the same pressures as the wider hospitality sector, from higher wages and national insurance costs to rising food and energy prices. To mitigate these, Tasty African Food is sourcing more ingredients directly from producers and automating parts of its production process, including pie filling, ready meal sealing and quality control.

Although two of their sons now work in the business, Michael stresses that the “family” ethos extends to staff and franchisees — three current franchise owners are former employees, and he hopes more will follow. “We have a young, dynamic, passionate team that more or less become family members,” he said. “We’re mentoring them for the next phase of the business.”

The couple still take food to church every Sunday, a tradition they have no intention of abandoning. “That was the starting point of this business,” Michael said, smiling. “It would be very ungrateful for us to stop now that we are bigger.”

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Tasty African Food plans nationwide expansion to 100 UK restaurants in five years

Meet Stuart Davis, the creative force behind Dubs Universe—an award-winning, sustainable footwear brand on a mission to reinvent how we think about kids’ shoes.

Founded during lockdown and inspired by his young daughter’s fast-growing feet, Dubs is designed not only for comfort and style but with purpose: to reduce landfill waste and teach the next generation that sustainability can look cool.

Built from recycled plastic bottles and planet-friendly materials, Dubs trainers are specially engineered to support developing feet—unlike many kids’ shoes that are simply downsized versions of adult styles. The brand also promotes circularity, offering a resale platform and partnering with Sal’s Shoes to redistribute gently worn pairs to children in need.

Recognised by the British Footwear Association in their Footwear50, Stuart is a first-time founder reshaping the industry from the ground up—one small step at a time.

What was the inspiration behind Dubs?

Dubs was born out of two things: my daughter Leila’s lightning-fast-growing feet and the fact I lost my job during the first lockdown.

She outgrew a new pair of shoes after two wears. I turned them into flowerpots, but it stuck with me—how much waste are we creating? I discovered that six million shoes go to landfill in the UK each week, and kids’ shoes are a big part of that problem.

With no experience in footwear but 37 minutes of naptime each day, I started researching, connecting with experts, and building what became Dubs. I wanted to create stylish, sustainable trainers that kids love wearing—and that parents can feel proud of.

Who do you admire?

Ben Francis, founder of Gymshark. Not just for building a brand from scratch, but for building himself. He stepped away from the CEO role early on to learn every part of the business—packing orders, understanding marketing, mastering operations.

That level of humility, self-awareness, and long-term thinking is rare. He’s a great example of how resilience, curiosity, and grounded leadership can build something truly meaningful.

Looking back, is there anything you would have done differently?

Honestly, not much. I made a lot of mistakes early on, but each one taught me something I couldn’t have skipped. They were part of the process.

If anything, I wish I’d had the courage to start sooner. Losing my job forced me into entrepreneurship—and I didn’t know how much I’d love it. I probably would have stayed in a job that wasn’t fulfilling for far too long if I hadn’t been pushed.

What defines your way of doing business?

Radical honesty, upfront communication, and always putting kids first.

We don’t sugar-coat things—whether it’s pricing, product quality, or our sustainability journey. We want our customers to trust that what we say is what we do.

But above all, we filter every decision through one lens: does this make life better, easier, or more fun for kids? If the answer is no, we rethink it.

What advice would you give to someone starting out?

Just do it.

But also—don’t burn out. Especially if you’re a founder, it’s tempting to spend every spare second on your business. I’ve learned that taking a proper break now and then gives me the energy to be a better dad, husband, and founder.

Give yourself grace. Pace yourself. The business will grow, and so will you.

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Getting to Know You: Stuart Davis, CEO & co-founder, Dubs Universe

Labour’s former shadow chancellor Anneliese Dodds has called on the Treasury to consider a wealth tax ahead of this autumn’s budget, warning that the government cannot avoid “big decisions” on how to fund growing public spending demands.

Dodds, who served under Keir Starmer and resigned earlier this year over the government’s decision to cut international aid, said Chancellor Rachel Reeves must confront the UK’s fiscal reality—and consider new tax measures, including on wealth, to fill a financial black hole that economists estimate could exceed £20 billion.

In her first interview since stepping down, Dodds told The Guardian that ministers must be open with the public about the scale of the challenge, especially with mounting pressure to increase defence spending while rebuilding underfunded public services.

“It’s important that we have a longer-term approach. That does mean confronting difficult questions around our fiscal position and taxation,” Dodds said. “If we’re honest about the nature of the challenge we face, we cannot duck that.”

Dodds stopped short of calling for specific measures but urged the Treasury to revisit the work of economist Arun Advani, whose 2020 Wealth Tax Commission proposed a one-off levy on millionaire households as a more effective alternative to raising taxes on workers or consumers.

“There needs to be a conversation where those with the broadest shoulders take more responsibility,” she said.

Her comments come as a growing number of Labour MPs—not all from the party’s left—push for wealth tax reforms this autumn. However, not all within government are convinced. Business Secretary Jonathan Reynolds has dismissed the idea of an annual 2% tax on assets over £10 million as “daft”, and some Treasury insiders have cast doubt on whether it would generate significant revenue.

Dodds acknowledged the risks and practical complexities, warning against the idea that any single tax change could quickly solve the UK’s fiscal problems.

“There’s no silver bullet here,” she said. “Any significant tax reform will have consequences. But we mustn’t pretend we can keep kicking the can down the road.”

She also argued strongly against further cuts to the UK’s aid budget to meet the government’s pledge to increase defence spending to 2.5% of GDP by 2027, with an ambition to reach 3% in the next Parliament.

Having resigned from her ministerial role in protest over the reallocation of aid to defence, Dodds warned of the long-term consequences of withdrawing from soft power diplomacy at a time when Russia and China are expanding their global influence.

“Now isn’t the time to be walking back from those commitments,” she said. “We’ve already seen a reduction in our soft power, and with that comes an impact on global security and migration.”

She pointed to the recent increase in asylum applications from countries like Sudan as an example of how foreign aid cuts can lead to rising population movement and domestic pressure.

Dodds also questioned whether the UK’s current fiscal rules—limiting borrowing even for long-term investment—are fit for purpose in a world of geopolitical instability and AI-driven economic change.

“It’s very difficult for the UK to pivot on fiscal rules in the way Germany has done,” she said. “But there’s no route forward without some risk and without some cost.”

On migration and asylum, Dodds urged ministers to show greater empathy in public messaging, calling for “a full and frank discussion” about the pressures on public services while also being clear that “we are ultimately talking about human beings.”

She declined to criticise Sir Keir Starmer directly over his recent remarks referring to the UK becoming “an island of strangers,” which drew widespread backlash. However, she emphasised the importance of explaining Labour values clearly, particularly as Nigel Farage’s Reform UK gains momentum.

“When I speak with people considering Reform, they say they want politicians to say what they really believe,” she said. “There’s a yearning for authenticity.”

Dodds also took a swipe at former Labour leader Jeremy Corbyn’s new movement, describing it as “a bit like the People’s Front of Judea” from Monty Python’s Life of Brian and warning that further splintering of the left could prove damaging at the ballot box.

As Labour prepares for its most consequential budget in over a decade, the message from one of its senior former figures is clear: tough decisions lie ahead—and avoiding them is not an option.

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Anneliese Dodds urges Labour to consider wealth tax to plug public finance gap

Robey Warshaw, the elite London advisory boutique that counts former chancellor George Osborne among its five partners, has been acquired by Evercore, the US investment banking giant, in a £146 million cash and shares deal.

The acquisition marks a significant payday for Osborne and his fellow partners at the firm’s Mayfair headquarters, though the precise distribution of proceeds among them has not been disclosed. The deal is expected to bring windfalls for the partners and the firm’s 12 additional staff.

Robey Warshaw has built a formidable reputation over the past decade as a trusted boardroom adviser to some of the UK’s most influential companies, including BP, the London Stock Exchange, and National Grid. The firm played a central role in SABMiller’s $100 billion sale to Anheuser-Busch InBev in 2016 — the largest takeover in British corporate history.

Sir Simon Robey, co-founder of the firm, described the sale as a natural evolution for Robey Warshaw’s business.

“Our clients will continue to get the personal attention and care we have always strived to provide,” he said. “They will also be able to benefit from greater global reach, broad product capabilities and sector expertise. Evercore is the right home for all of us.”

Evercore chairman and chief executive John Weinberg praised Robey Warshaw’s “extraordinary, long-standing relationships,” and said the firm would strengthen Evercore’s global advisory platform.

Founded in 2013 by Robey, Simon Warshaw (a former UBS banker), and Philip Apostolides (ex-Morgan Stanley), Robey Warshaw has remained deliberately lean — known for its discretion, high fees, and direct partner involvement in mandates. It appointed Chetan Singh, formerly of JPMorgan, as its fifth partner last year.

According to accounts filed last November, the firm recorded £70 million in profits in the year to March 2024 — more than double the £31.8 million it posted a year earlier. The firm’s best-paid partner, believed to be Robey, received £40.5 million, while the remaining partners split £29.5 million.

The £146 million deal will be paid in two tranches: an initial payment in Evercore shares, followed by a second instalment on the first anniversary of the deal’s completion.

The sale of Robey Warshaw is a landmark moment not only for its founding partners but also for Osborne, who joined the firm in 2021 after stepping back from politics. With this deal, he now adds a lucrative financial exit to a career that has already spanned Westminster, media, and banking.

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Payday for George Osborne as Robey Warshaw sold to Evercore for £146 million

Off The Kerb Productions, the talent agency behind a host of the UK’s biggest comedy stars, including Jonathan Ross, Michael McIntyre and Jo Brand, has swung to a loss of £1.8 million for the year ending 30 April 2024, after posting a £5.1 million pre-tax profit in the previous 12 months.

The loss, revealed in delayed accounts filed with Companies House, was attributed primarily to the payment of staff bonuses, which the company said had significantly impacted its profitability for the year. Turnover, however, rose marginally from £51 million to £51.7 million.

In a statement accompanying the results, the board said: “The decrease in profit compared to 2023 primarily reflects staff bonuses paid in the year. Whilst this expenditure has impacted the current year’s profitability, excluding these bonus payments, the underlying financial performance remained stable.”

Founded in 1981, Off The Kerb Productions manages a star-studded roster including Alan Carr, Romesh Ranganathan, Jack Dee, Dara Ó Briain, Jo Brand, Kevin Bridges, Rosie Jones, Tom Allen, Judi Love and Josh Widdicombe.

The company cited a busy touring year, including arena dates and growing overseas income, as key drivers of its increased turnover. While UK income dipped slightly from £47.5 million to £46.1 million, international earnings jumped significantly—from £3.4 million to £5.5 million—signalling the increasing global pull of its talent portfolio.

Management fees, which remain the company’s main income stream, climbed to £51 million, up from £50.5 million, while royalty income also rose by over 40%, from £463,165 to £655,915.

Despite the reported loss, the company remains optimistic about future performance. “We believe 2025 will be a good year with various new contracts and tours scheduled,” the board said, citing the strength of its artist base and long-standing relationships with top talent as major assets.

However, the company also acknowledged potential risks from the ongoing cost-of-living crisis, noting concerns that it “may impact ticket sales.” Still, it played down the severity of any possible downturn, comparing the anticipated drop in demand to the post-pandemic period, which it said the company weathered successfully.

“Income is diversified through the different streams of the artist’s work,” the board added. “The potential fall of ticket sales is not considered to be a significant risk.”

The company’s 2023/24 results were submitted five months later than the Companies House deadline. Its financial results for the current year are expected by January 2026.

Off The Kerb’s mix of artist management, television appearances, live tours, and international expansion continues to position it as one of the UK’s leading entertainment agencies. Despite this year’s loss, insiders suggest the financial dip is unlikely to affect long-term strategic growth—particularly with 2025’s touring calendar already filling up.

Read more:
Bonuses force Jonathan Ross’ talent agency into the red despite revenue growth

Raspberry Pi founder Eben Upton has sold £1.8 million worth of shares in the Cambridge-based microcomputer company, reducing his stake just over a year after its high-profile stock market debut. The sale came as a 365-day lock-up period for directors and senior executives expired this week.

Upton, 47, who launched Raspberry Pi in 2008, was joined by the company’s chief financial officer, Richard Boult, who offloaded £455,000 worth of shares. The transactions were disclosed in filings to the London Stock Exchange and took place on Tuesday. Raspberry Pi confirmed the sales, noting that both executives had acted “for financial planning reasons.”

The sales triggered a modest reaction in the market, with shares falling 14p, or 3 per cent, to 444p on Wednesday. While such disposals are common after IPO lock-up periods end, investor sentiment often sours when senior leaders sell, as it can be interpreted as a lack of confidence in future growth prospects.

In Upton’s case, the shares sold represented around 14 per cent of his holding. He retains a 2.5 million share stake worth approximately £11 million. Boult still owns 476,000 shares, currently valued at just over £2 million, after selling a little more than a fifth of his stake.

Despite a 33 per cent decline in the company’s share price since the start of 2025, early backers remain comfortably ahead. Raspberry Pi floated in June 2024 at 280p, making it London’s biggest IPO in nearly a year at the time, with an initial market value of £541 million. Today, the firm is valued at just under £900 million, enough to qualify for a spot in the FTSE 250 index.

Founded by Upton when he was director of studies at St John’s College, Cambridge, Raspberry Pi was born out of frustration with the dwindling number of computer science applicants. The company began by producing low-cost, credit-card-sized computers designed to help children learn to code, and it has since expanded into industrial applications, supplying its computing boards for use in security systems, ventilation units, and even self-service coffee machines.

While the company has retained its educational roots, its customer base has diversified, helping it generate revenues of $259.5 million in 2024, although this marked a slight decline from the £265.8 million reported in 2023. Pre-tax profit for 2024 stood at $16.3 million, down from $38.2 million the year before, which the company attributed to “industry-wide destocking” following a period of exceptional demand.

Upton is not the only co-founder to have cashed in. His wife, Liz Upton, who co-founded Raspberry Pi and headed up its marketing and communications team until her departure in November, sold £248,000 worth of shares last September and a further £186,000 on New Year’s Eve.

Other directors not bound by the same lock-up conditions began selling shares from September 2024 onwards.

While the recent share disposals may have spooked some investors, Raspberry Pi remains one of the UK tech sector’s more credible public market success stories. The company has managed to scale while maintaining profitability, and its strategic pivot into commercial and industrial sectors suggests room for continued growth.

For now, however, the share sales are a reminder that even the most mission-driven founders eventually choose to realise some of their paper wealth — especially after a strong stock market run.

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Raspberry Pi founder sells shares worth £1.8m after lock-up expiry

Emma Jones CBE, the renowned founder of Enterprise Nation and one of the UK’s most vocal champions of small businesses, has been appointed as the new small business commissioner. She will take up the role on 23 June, succeeding Liz Barclay, who completes her four-year term at the end of this month.

The role of the small business commissioner is central to addressing one of the most persistent issues facing SMEs: late payments. According to Enterprise Nation’s own Small Business Barometer, 23% of small firms are regularly paid late, while recent research from Sage estimates the UK’s smallest businesses are owed an average of £42,000 in overdue invoices—a financial drag that stifles growth, limits cash flow, and pushes some businesses to the brink.

Jones’s appointment comes at a critical time for the UK’s small business landscape. With more than 5.5 million SMEs making up 99.9% of the UK’s business population, tackling late payment practices has become an economic priority. The Labour government has already launched a Fair Payment Code, introduced in December 2024, with 300 companies signed up so far. Further legislative proposals—co-designed by Barclay—are expected to be set out in an upcoming government consultation.

Small business minister Gareth Thomas hailed the appointment, saying: “I’m delighted that in Emma Jones’s appointment, we have someone who has long championed small firms and entrepreneurs right across the UK. I am confident that her passion and expertise will ensure small firms have a powerful advocate fighting in their corner.”

“As part of our Plan for Change, I’m determined to make the UK the world’s best place to be an SME—tackling late payments, improving access to finance and getting more small firms exporting around the world. Today’s appointment is a crucial part of that process.”

He also paid tribute to outgoing commissioner Liz Barclay, thanking her for “tirelessly supporting the nation’s small businesses” throughout her tenure.

In her new post, Jones is expected to play a key role in delivering policy-driven and tech-enabled solutions to support the UK’s self-employed and small business community. Known for her practical, no-nonsense approach to entrepreneurship and SME support, she is determined to help business owners spend less time chasing invoices and more time focused on growth.

Speaking on her appointment, Emma Jones said: “Having done it myself, I know the commitment it takes to start and grow a successful business. Founders tell me they are time-poor and spending too many precious hours on non-productive work like chasing debt. This is limiting their capacity to focus on growth—and we want to change that.” “Through the Office of the Small Business Commissioner, we will make life easier for small business owners by leveraging technology to speed up payments and access to support. This work will be delivered in partnership with government and industry, with a shared desire to enable founders to focus on what they do best and retain the UK’s status as a great place to start and grow a business.”

Jones founded Enterprise Nation in 2005 to provide support and resources for startups and small firms. Under her leadership, the organisation has become one of the UK’s most influential voices for entrepreneurs, helping thousands of founders navigate everything from funding and digital adoption to exports and public procurement.

Reacting to her departure, Enterprise Nation’s new chief executive Aaron Asadi paid tribute to Jones’s legacy: “We could not be more proud of Emma and every remarkable thing she has achieved leading Enterprise Nation. This vital role gives her a new platform to continue doing what she does best—cheerleading and championing the UK’s start-up and small business community, this time from the heart of government.” “Emma is a powerful entrepreneurial force in the UK. She is a campaigner and a connector who has helped reshape the landscape for startups and small firms, giving them tools, visibility, and a compelling voice. We wish Emma every success in her new role—may her passion for empowering entrepreneurs continue to inspire and drive meaningful change.”

Over her 20 years at Enterprise Nation, Jones has led groundbreaking initiatives such as Tech Hub, the SME Digital Adoption Taskforce, and various national campaigns aimed at increasing the visibility and resilience of British startups. Her appointment as commissioner gives her a renewed mandate—this time within government—to address systemic challenges and help unlock the full potential of the UK’s entrepreneurial economy.

As the new small business commissioner, Emma Jones takes on a role that is not only about dispute resolution and policy influence—but about restoring trust, speed, and fairness in business relationships. For the UK’s vast and diverse community of small business owners, her appointment is likely to be welcomed as a bold and positive step forward.

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Emma Jones CBE appointed UK small business commissioner to tackle late payments and champion SMEs

Dr Rashmi Mantri is the Founder Director of the British Youth International College (BYITC) Supermaths, an award-winning education platform that equips children with vital life skills through Abacus Maths, coding, English, and more.

What began as a mission to help her son overcome maths anxiety has grown into a global movement blending innovation, accessibility, and educational excellence.

Here Dr Mantri shares the story behind BYITC, the power of ethical and game-based learning, and her passion for bridging educational gaps—especially for girls—while nurturing the next generation of confident, creative, and digitally fluent learners.

What do you currently do at British Youth International College?

At BYITC, we focus on giving children the essential skills they need not only to succeed academically, but to thrive in life. Our flagship programme uses the centuries-old Abacus tool in a uniquely game-based format to teach students how to perform complex calculations faster than a calculator. But beyond improving numeracy, our courses also help sharpen mental focus, memory and problem-solving skills.

Alongside Abacus Maths, we offer a broad curriculum that includes English, Science, coding, computing science, and entrance exam preparation for grammar and private schools—providing a cost-effective alternative to traditional private education.

We’re also proud to be embracing innovation. BYITC has integrated Olivia, the UK’s first AI assistant for children, to support both learning and administration. And through our online Teacher Training Programme, we’re preparing the next generation of educators to lead with confidence in digital-first classrooms.

We’ve built a culture that goes beyond rote learning. By integrating interactive games and real-world problem-solving, we nurture creativity, critical thinking and a genuine love for learning. Our mission is to make high-quality education more accessible and inclusive.

As part of our CSR efforts, we run free webinars, workshops and masterclasses to expose children to new ideas and skills. Our BYITC Inspire Awards is an annual celebration of young talent and innovation—recognising both student achievement and emerging entrepreneurs. We also offer scholarships and run community initiatives, particularly supporting education for girls.

Through our global Franchise Programme, we empower like-minded educators to establish BYITC Learning Centres worldwide, offering full training and support.

What was the inspiration behind your business?

It all began with a simple moment at home. I asked my son Dhruv, then in P5, “What’s 13 minus 35?”—and he couldn’t answer. That moment revealed how children can struggle with foundational maths.

As an academic, I decided to take action. I introduced Dhruv to the Abacus method of mental arithmetic. Within six days, he had mastered it—performing calculations faster than a calculator. His skills earned him the nickname “The Human Calculator” after his appearance on ITV’s Little Big Shots.

The response from other parents was overwhelming. I held an open day at Dhruv’s school, which quickly led to teaching more children—and in 2015, BYITC Supermaths was born. My goal was, and remains, to equip children with confidence and life skills—not just exam results.

Who do you admire?

I have great admiration for Sal Khan, founder of Khan Academy. He has revolutionised education by making high-quality resources free and accessible to learners worldwide. His work proves that education can be both scalable and impactful when powered by technology and purpose.

Looking back, is there anything you would have done differently?

During the pandemic, we created the world’s first Abacus Maths app, which took two years to develop. Looking back, I wish we had embraced automation earlier. It would have accelerated our ability to scale and improved our systems right from the start. That said, the app became a vital part of our growth story.

What defines your way of doing business?

Two words: ethics and innovation. We’ve always prioritised transparency and integrity—with our students, educators, and parents. Every decision is guided by a commitment to providing real value.

At the same time, innovation is in our DNA. We were the first to develop a games-based Abacus learning app, which helped us pivot rapidly during the COVID-19 crisis. Our platform continues to evolve, with new features, games, and AI tools like Olivia to enhance the learning experience.

Franchising has helped us scale globally, but it’s the strength of our system—built through constant research and development—that makes this growth sustainable.

What advice would you give someone starting out?

Start with a problem you care deeply about. Your passion will fuel your purpose, and your product will become a solution driven by mission, not just market demand.

Be prepared for hard work and setbacks—but know that if you believe in your idea and stay committed, the impact can be transformative.

What do you enjoy outside of work? How do you maintain a work/life balance?

I find balance through music and long walks. Both help me switch off and recharge. In a fast-paced entrepreneurial world, it’s essential to protect your energy and make space for reflection. Balance doesn’t come from doing less—it comes from being intentional about what matters.

Read more:
Getting to know you: Dr Rashmi Mantri, Founder Director, British Youth International College (BYITC) Supermaths

Georgina Badine is not your typical entrepreneur. Having spent 14 years in the cut and thrust of the finance industry, she saw first-hand how people were often held back — not just by circumstance or skills, but by a lack of confidence and belief in themselves. Today, as founder of Invicta Vita, she’s on a mission to change that.

“We all have the potential to be great,” she tells me, sitting in her bright, book-lined office. “The trouble is, not everyone knows how to tap into it. That’s where Invicta Vita comes in.”

What is Invicta Vita?

Invicta Vita – Latin for ‘unconquered life’ – is more than just a coaching service or a consultancy. It’s a platform for personal transformation. At its heart, the company offers a bespoke, highly personal approach to unlocking people’s potential.

“No two clients are the same,” says Badine. “So I never use a generic format. I take each person through a deep dive of who they are – their personality, their strengths, their fears, their comfort zones – and I tailor everything to that.”

It starts, she explains, with 60 questions. Not just box-ticking or surface-level prompts, but carefully crafted queries designed to unearth the truth of a person’s capabilities and blockers. “Once I know who you are at your core, we can build from there. It’s about playing to your strengths and working on what’s holding you back.”

What inspired you to launch it?

Her motivation for launching Invicta Vita came from a combination of frustration and hope. Frustration with the corporate world she knew well – a space where inappropriate behaviour, bullying, and power imbalances often went unchecked. And hope – in the form of clients and colleagues who believed she had more to offer.

“I was in finance for 14 years,” she recalls. “And I saw things – and experienced things – that really didn’t sit right. But in my twenties, I didn’t have the confidence to call them out. I didn’t feel I could. That’s a big part of why I do this now – I want other people, especially women, to find their voice earlier than I did.”

Another lightbulb moment came when clients started asking for her help beyond her day job – usually for their children. “People would come to me and say, ‘Can you help my son get into work? Can you help my daughter find some direction?’ I realised this wasn’t just a one-off. There was a need, and I had something to offer.”

She later worked as Director of Admissions for a company helping young people into employment. “That’s when it became clear to me that my approach – more personalised, more values-led – was very different from what others were doing. That gave me the confidence to go out on my own.”

Who inspires you?

When asked who she admires, Badine doesn’t hesitate. “Julie Deane, founder of The Cambridge Satchel Company. She started that business in 2008 with just £600 to her name, and now it’s a global brand employing over 140 people and selling in more than 120 countries. And she did it all to fund a better education for her kids.”

It’s the blend of purpose, pragmatism, and resilience that resonates. “She’s a champion for small businesses, especially women-led ones. And she’s proof that if you build something around a clear, heartfelt mission, the rest can follow.”

What would you do differently?

It’s a question Badine has clearly reflected on. “I would be more cautious about who I trust in the early stages,” she says. “When you’re starting out, it’s easy to get excited and want to work with everyone who shows interest. But not everyone shares your ethos or values. And that can lead to problems.”

Building a business, she says, isn’t just about helping clients – it’s also about the internal structure, the people you partner with, the admin, the systems. “It’s all-consuming at first. So choosing who you bring into that world is crucial.”

What defines your way of working?

At Invicta Vita, it’s all about energy – positive, aligned energy. “I want to work with people I genuinely believe I can help. And with colleagues who share my outlook. I’m inclusive by nature, and I want people around me to have a say, to feel ownership.”

This collaborative ethos extends to clients too. “You don’t come to Invicta Vita to be told what to do. You come to explore who you are, and what you can become. I’m here to guide that journey, not prescribe it.”

What advice would you give to others starting out?

Badine’s advice to aspiring entrepreneurs is simple, but not easy. “Know your mission. That’s your compass. And then surround yourself with kind, honest people who have integrity.”

In a sector where there’s no shortage of coaches and mentors making big promises, Badine’s focus on character over credentials stands out. “Technical skill is important, of course. But kindness, honesty and shared values – those are the things that make a business last.”

So what’s next?

Badine isn’t in a rush to scale for the sake of it. “Growth is great, but it has to be intentional. Right now, I’m focused on deepening the work – refining our processes, helping more clients unlock what’s already inside them. That’s the real win.”

And for those still finding their voice? “It’s never too late,” she says. “Confidence isn’t something you’re born with. It’s something you build. One brave step at a time.”

Read more:
“Unlocking potential is my purpose”: how Invicta Vita founder Georgina Badine is helping people find their voice

Gary Neville is known to most as a football legend – a stalwart of Manchester United and England, a leader on the pitch, and now a respected pundit. But away from football, Neville has built a reputation as one of the UK’s most thoughtful and ambitious entrepreneurs.

From co-founding the University Academy 92 (UA92) in Manchester to launching successful hospitality and property ventures, Neville’s business credentials are increasingly commanding.

I caught up with Gary at one of his hotels in Manchester – a city he’s invested heavily in – to talk about the challenges facing small businesses, the crucial role of technology, and the mindset needed to grow something meaningful beyond the pitch.

“Let’s be honest,” Gary begins, “it’s hard work setting up a business. Anybody who does it, I admire – the courage, the risk, the grind. It takes smart decisions, relentless effort, and a bit of luck. Sometimes a lot of luck.”

It’s a typically grounded assessment. And one rooted in experience – Neville has juggled multiple ventures since retiring from football in 2011. He’s well-placed to observe the pressures facing entrepreneurs, and right now, he says, they’re mounting.

“COVID’s aftershocks are still being felt – especially in hospitality. Add in rising National Insurance, increased employment costs, and you’ve got real headwinds. Your biggest responsibility as a business owner is your people. But when the pressure’s on, you start cutting in places you shouldn’t. That’s the danger.”

One of the biggest risks to business, Neville warns, is inertia.

“So many people are sitting on their hands right now – waiting to see what happens with the economy. But that’s not good. You have to keep moving forward. And in today’s world, that means embracing tech.”

He’s frank about the state of digital adoption among SMEs. “We’re still lacking skills programmes, proper upskilling. People get stuck in their ways – they fear the cost or complexity of changing systems. But in the long run, clinging to outdated processes is far more costly.”

At UA92, the university he co-founded, “digital competence” is one of 11 founding principles. “In 2025, you can’t survive in most jobs without understanding tech – from data to automation. That applies in every sector: education, real estate, media, sport.”

While Neville isn’t dogmatic about technology, he’s clear-eyed about its utility – particularly when it comes to reducing admin.

“One of my most-asked questions to mentors is: how do you manage your lists? Your action plans? The endless tasks? Everyone’s juggling a lot – emails, meetings, travel, documents. You can lose sight of what really matters.”

Neville describes a moment with a highly successful business contact: “He pulled out this old scrapbook – literally hundreds of tiny notes, ticked off line by line. His assistant had a matching sheet. It was brilliant. But for me, moving to digital tools – ones that can sync, be shared, and archived – has been a game-changer.”

Yet he doesn’t pretend to have it all figured out. “We’re all still perfecting it. I wouldn’t say I’m a tech evangelist. But I know enough to see its value. If you want resilience in a business, if you want to scale, you can’t do it with paper trails and memory.”

The government’s Making Tax Digital initiative is pushing more SMEs to adopt e-invoicing and online bookkeeping. Neville sees that shift as long overdue.

“You still see contracts coming through with hundreds of pages to initial. We’ve gone beyond that now. Invoicing, contracts, signatures – these things have to be digital. We can’t afford delays, lost paperwork, or inefficient systems anymore.”

But again, he empathises with the barriers. “People don’t like change. And unravelling systems you’ve used for decades is intimidating. But you’ve got to bite the bullet. If you don’t, you’ll fall behind.”

Neville’s business life hasn’t been without setbacks. The failed St Michael’s development in Manchester, for example, faced years of delays. But he’s candid about failure being a part of the process.

“If you’re setting up lots of businesses, some won’t work out. It’s a fact. The key is learning fast – not repeating mistakes. Startups are hard. They take time, energy, personal investment. Often people risk their home, their savings, their security. That deserves massive respect.”

Given his glittering football career, I ask Neville how he defines success in business.

“For me, it’s simple. If the people consuming your product are happy – and the team delivering it are happy – you’ve got a great chance of success.”

He’s quick to say profit matters. But passion, purpose, and people rank higher. “It has to be something I care about. Something that means something to the community it’s in. And I need the team to feel invested too.”

That mindset shapes his approach to everything – from student wellbeing at UA92 to guest experience in his hotels. “If both sides – your customer and your staff – feel supported, you’re on the right path.”

“I’ll always remember when the Vice Chancellor at Lancaster University told me: ‘You do realise there’s no exit?’ That stuck with me. Some of my businesses – I know I’ll be part of them for the long haul. They carry my name, my values. So success isn’t a one-off. It’s about sustaining things – year on year.”

Asked what separates the elite – in sport or business – Neville doesn’t hesitate.

“Talent, yes. But work ethic, even more. The highest performers I’ve seen are obsessive. They’re relentless. They think about their job all day. Everything they do – how they eat, sleep, train – it’s all geared towards performance.”

It’s a high bar. But one he lives by.

I end by asking the best advice he’s ever received.

He smiles. “It came from my dad: Don’t look back and wish you could have done more. That’s it. Take the risks. Make the effort. Do the hard things now, so you’ve got no regrets later.”

For Gary Neville, business success isn’t about headlines or exits. It’s about building things that last – and doing so with purpose, resilience, and care. From the football pitch to the boardroom, those values have never wavered.

Read more:
Gary Neville: from the pitch to the boardroom

Paul Avins is not your average business coach. After 20 years at the coalface of entrepreneurial development, the CEO of Massive Action Coaching has helped over 550 companies scale past £1 million in revenue — with many reaching £5 million, £10 million, and even exiting for eight-figure sums. But if you think this is another motivational speaker peddling mindset clichés and Instagram aphorisms, think again.

“I’ve never believed in the guru model,” says Avins. “I don’t want clients to think their success is about me. It’s about what we build together.”

We’re sitting in a quiet corner of his office just outside Oxford just ahead of his third Scale-Up Summit, where his team – dubbed “Team Purple” – runs a suite of mastermind groups, scale-up summits and business retreats aimed at entrepreneurs ready to build what Avins calls “grown-up businesses.”

If that phrase sounds unusual, that’s because Avins has spent the better part of two decades redefining what it means to scale responsibly. He’s as likely to talk about mitochondrial health and hydrogen water as he is gross margin or AI automation — all in pursuit of creating high-performance entrepreneurs who don’t just burn bright and burn out.

Nine years ago, Avins suffered a life-threatening asthma attack that led to cardiac arrest. He flatlined for over four minutes. “I’d bought into the classic founder lie,” he recalls. “‘I’ll trade off my health while I build the business, and fix the rest later.’ But later doesn’t always come.”

That experience changed everything. Today, Avins speaks openly about burnout, the mental health cost of leadership, and the critical role of what he calls “founder fitness.”

“I started investing in my health the same way I’d invest in a marketing funnel. Your business can’t scale if the CEO is broken.”

His daily toolkit now includes red light therapy, IV vitamin drips, intermittent fasting and obsessive tracking using biometric wearables. “You’re not going to get to eight figures running on caffeine and chaos,” he says. “You need stamina, clarity, and a nervous system that isn’t fried.”

From “managing director” to “scale-up CEO”

But Avins’ sharpest insights aren’t just physiological — they’re psychological. His thesis is simple: to scale your company, you must first scale your identity.

“One of the biggest red flags I hear from business owners is, ‘I’m still putting out fires every day,’” he explains. “If you’re the one doing that, you’re not the CEO — you’re still the operator.”

He’s on a mission to eradicate the title of “Managing Director” altogether.

“It’s a disempowering title. It implies maintenance, not momentum. A scale-up CEO creates growth — they don’t get caught in the day-to-day.”

This isn’t just semantic. Avins runs the UK’s No.1 Scale-Up Mastermind, F12, where members report average growth of 300% in under 12 months. What’s different? Avins says it comes down to consistency, strategy, and community.

“The first thing I teach clients is this: what got you to £100k won’t get you to £1m. And what got you to £1m definitely won’t get you to £5m.”

He breaks the scale-up journey into distinct phases — each requiring a fresh set of tools, systems, and mental models. “People cling to the same tactics that got them early traction, but scaling is a different game. It’s about team, systems and culture — not hustle.”

That structured thinking is what’s made Avins a trusted mentor to CEOs across sectors — from e-commerce to education, healthcare to hospitality. The combined annual turnover of businesses in his masterminds is now close to £250 million.

But perhaps his biggest impact has been creating a genuine community of growth-minded leaders — people who cheer each other on, share vulnerabilities, and don’t posture or pitch.

“I’ve been to a lot of events full of ego and posturing. Ours aren’t like that,” says Carly Myers, one of Avins’ newest collaborators. “People walk into his world and feel seen, supported and challenged.”

That spirit is most alive at Avins’ flagship event: the Scale-Up Summit. Now in its third year, the two-day event in May brings together ambitious entrepreneurs, practical educators, and unexpected talent — including a robotic artist who recently sold work for £1m at Sotheby’s.

“We don’t do the bait-and-switch stuff. No one’s being pitched a £25k course every hour,” says Avins. “You come to learn, to grow, and to meet people who’ll expand your world.”

Why most advice fails to scale

He’s wary of generic business advice — the “just follow these five steps” school of thought that permeates social media.

“The truth is, the strategy to get from £0 to £100k is totally different from getting to £1m — and then to £5m, and so on,” he says. “There’s no universal formula. There’s just the right move at the right time, for the right business.”

So what are the constants? For Avins, there are three: consistency, evolving your strategy, and surrounding yourself with the right people.

“Entrepreneurship is lonely. At two in the morning, when payroll’s due and a supplier’s dropped out, who do you call? That’s why we built this community.”

His masterminds regularly include six- and seven-figure founders helping each other navigate global expansion, team challenges and industry disruption. “Sometimes a five-minute conversation in the bar saves you five months of stress,” he says.

Despite his aversion to hype, Avins has no shortage of ambition. He describes himself as a strategist, but also a sherpa — someone who’s climbed the mountain and knows how to help others ascend safely.

“I tell people: you don’t climb Everest on your first go. Start with a smaller mountain, build your muscle, and scale from there.”

And when the going gets tough?

“Hold the vision, do the work,” he says. “Your job is to look up and keep the dream alive — while doing the work to become the person who can achieve it.”

Whether it’s a retreat in Spain or a two-day summit in London, Avins creates environments of deep transformation. “The best ideas happen when you step out of your routine and into a room where everyone’s thinking bigger.”

It’s why he places such value on in-person events, even in a digital-first world.

“You don’t know who you’re going to sit next to — but they might just change your life,” he says.

Paul Avins may be one of the most trusted names in scale-up coaching, but what sets him apart isn’t just his track record — it’s his refusal to put himself at the centre of the story.

“I’m not here to build a cult of personality,” he says, matter-of-factly. “I’m here to help people build businesses that last — and lives they love living.”

That’s what he calls real success. And in a noisy world of business bravado, it’s a message worth hearing.

Read more:
‘My job is to grow this, not run it’: Paul Avins on why scale-up success starts with identity

Warren Buffett, one of the most iconic figures in global finance, has announced plans to step down as chief executive of Berkshire Hathaway by the end of the year, marking the end of an era for the $1.1 trillion conglomerate he has led for over five decades.

Speaking at Berkshire’s annual shareholder meeting in Omaha on Saturday, the 94-year-old investor confirmed that he will ask the board to approve Gregory Abel as his successor, handing over operational leadership of the business empire he built from a textile manufacturer into one of the most successful companies in capitalist history.

“Greg will have the final word on operations, investments and more,” Buffett told tens of thousands of shareholders, adding that while he will remain chairman, he expects to play a more limited advisory role moving forward.

Buffett, who retains a 14% stake in Berkshire worth approximately $164 billion, said the plan had only been known to two of his children — Howard and Susan Buffett — until Saturday’s meeting. The announcement was met with a standing ovation, and Abel, 62, appeared visibly surprised.

Upon Buffett’s passing, the chairmanship will pass to Howard Buffett, completing a carefully managed succession plan that has been years in the making.

Buffett’s leadership of Berkshire Hathaway transformed the company into a sprawling empire encompassing insurance, railroads, utilities, and iconic consumer brands. Its holdings include Geico, BNSF Railway, Dairy Queen, See’s Candies, Fruit of the Loom, Benjamin Moore and NetJets, alongside a stock portfolio with major stakes in companies like Apple and Coca-Cola.

Abel, a Canadian executive and current vice chairman of non-insurance operations, joined Berkshire when the firm acquired his energy business in 2000. He has since built Berkshire Hathaway Energy into one of the largest power utilities in the US and has long been seen as Buffett’s most likely successor.

“Greg is ready,” said Berkshire board member Ronald L. Olson, who is also stepping down. “Warren will still be a sounding board, just as Charlie Munger was.”

Munger, Buffett’s legendary business partner, passed away in 2023.

Despite Buffett’s continued good health and humour — he fielded hours of questions at the meeting — this year’s event was shortened and marked by a noticeable shift in tone. Buffett used a cane and showed signs of slowing down, reflecting the growing urgency around succession planning.

The timing comes amid a more volatile business environment. Berkshire’s first-quarter operating income fell 14% to $9.6 billion, and net income plunged 64%, driven largely by paper investment losses and weaker performance across many of its businesses, including insurance, which was hit by California wildfire losses.

Trump’s return to the White House and sweeping trade tariffs were also front and centre. Buffett warned that the new policies were fuelling global uncertainty and could affect supply chains, demand, and operating costs for Berkshire’s businesses.

“Trade should not be a weapon,” Buffett said. “It’s not right and it’s not wise.”

Buffett did not elaborate on the future roles of Todd Combs and Ted Weschler, the two investment managers he brought in over a decade ago. Combs now also serves as CEO of Geico, suggesting his role may evolve further in the post-Buffett era.

Berkshire’s record cash pile rose to $347.7 billion, reflecting Buffett’s caution and difficulty finding acquisition targets large enough to meaningfully move the needle for the sprawling conglomerate. While he teased a potential $10 billion investment, he declined to share details.

Berkshire was a net seller of stocks in the quarter, offloading $4.68 billion in equity compared to $3.18 billion in purchases.

Prominent business figures in attendance at the shareholder meeting included Bill Gates, Tim Cook, William Ackman, and Hillary Clinton, with some — like Priscilla Chan — attending for the first time.

As Buffett prepares to pass the torch, his departure from the CEO role will conclude one of the most legendary leadership tenures in corporate history. With Abel at the helm, investors and observers will be watching closely to see whether Berkshire’s next chapter can live up to the extraordinary legacy Buffett leaves behind.

Read more:
Warren Buffett to step down as Berkshire Hathaway CEO by end of 2025

Jeremy Clarkson’s ambitions for his premium beer brand, Hawkstone, are anything but modest. What began as a local collaboration using barley from his Diddly Squat farm is now Britain’s fastest-growing privately owned brewery — and it’s just getting started.

Launched in 2021, Hawkstone is brewed in partnership with the Cotswold Brewing Company and is now served in more than 500 pubs across the UK. The brand, co-owned by Clarkson and entrepreneur Johnny Hornby, posted sales of £7.8 million in the year to March, and plans are underway to push into international markets.

“It is a fun business,” said Clarkson. “When you go out with people in brewing, they actually have a pint — and then usually another. I enjoy that a lot more than water at lunch.”

The original idea was simple: combine Clarkson’s media profile with British farming and quality brewing. Hawkstone uses barley grown on his 1,000-acre farm and has positioned itself as a premium product — a shift from its early tongue-in-cheek branding ideas like “Lager McLagerface”.

“Once we realised how much brewing actually costs, we knew it had to be premium,” Clarkson explained. The name ‘Hawkstone’ comes from a neolithic standing stone near his farm.

The brewery has since expanded its range to include low-alcohol options such as “Spa Lager” and a new fruit cider with blackberry, blackcurrant, and apple. Clarkson likens the cider to “a children’s party drink — but with a buzz.”

Clarkson’s co-star on Clarkson’s Farm, Kaleb Cooper, lent his name to Hawkstone’s cider offering, which weathered a high-profile setback in 2023 after a batch was overfermented and had to be recalled. “We completely cocked up,” said Clarkson, “but sales went up after we owned the mistake. Our refreshing honesty seemed to go down well.”

Meanwhile, Clarkson and his fellow directors — including managing director Owen Jenkins and chairman Hugh van Cutsem — are pushing forward with plans for national and international expansion.

Clarkson envisions Hawkstone in “200,000 pubs, from the Pacific Northwest to Brisbane.” Though tongue-in-cheek, the ambition is serious. Elon Musk was recently seen sipping Hawkstone on a yacht in France, adding celebrity cachet to the brand’s international profile.

Jenkins, formerly with C&C Group (owners of Magners and Tennent’s), says Hawkstone is targeting a gap in the market. “There’s no true premium British lager dominating the market,” he said. “That’s what we’re aiming to be.”

Expansion isn’t limited to brewing. Clarkson has hinted that buying pubs could be the next step, citing a “worryingly large” number of venues currently up for sale. “Owners will literally bite your arm off if you ask to buy,” he said.

Despite his business success, Clarkson remains modest — and slightly irreverent — about his credentials. “I don’t know what EBIT means and I don’t want to know,” he joked. “But I like the idea of growing the barley, making the beer, and then drinking it. That part I understand.”

Hawkstone is now sourcing additional grain from other UK farmers after Diddly Squat’s own harvest failed to meet brewing standards last year. “We’re proud to say our beer supports British agriculture,” Clarkson added. “It’s not made with Italian or German barley — it’s homegrown.”

Looking ahead, the brand is open to new partnerships. “We’d love to talk to British hop growers,” Clarkson said. “If we could make Hawkstone entirely from UK-grown ingredients, that would be brilliant.”

With new product development, retail expansion, and potential pub acquisitions on the table, Hawkstone’s journey from Diddly Squat to global pint glasses is well underway — even if its co-founder insists he’s making it up as he goes along.

Read more:
Jeremy Clarkson’s Hawkstone beer taps into global growth ambitions

Technology entrepreneur Tom Adeyoola has been named as the government’s preferred candidate to head Innovate UK, the country’s £1.1 billion-a-year innovation agency, at a pivotal moment for the organisation.

The Department for Science, Innovation and Technology confirmed that Adeyoola, 47, is in line to replace Indro Mukerjee in the £195,000-a-year role. The appointment comes as Innovate UK faces renewed scrutiny over its spending and future direction amid a broader government spending review.

The agency plays a key role in supporting the UK’s research and development ecosystem, working with 450,000 organisations annually and helping to unlock hundreds of millions in private-sector investment. However, pressure on public finances has already led to the suspension of its £25 million-a-year Smart Grants scheme pending a review of its effectiveness.

Adeyoola founded virtual fitting room startup Metail in 2008, growing it into a leading digital fashion tech player before selling it in 2019 to TAL Apparel. Since then, he has held advisory and non-executive roles — including his current position on the board of Channel 4, where he advises on technology and innovation.

Lord Vallance, science minister, said: “With his experience in technology, entrepreneurship, and digital transformation, Tom Adeyoola is the right person to ensure Innovate UK delivers real impact — backing pioneering businesses, scaling up breakthrough innovations and ensuring the UK leads in the industries of the future.”

His appointment comes as debate continues over Innovate UK’s future funding model. Critics, including Cambridge entrepreneur and BAE Systems board member Ewan Kirk, have argued the agency should move from a grant-focused model to a more investment-led approach.

“Innovate UK is a good idea, but badly executed,” Kirk said last year. “The incoming chair should transform it into more of an investment-led organisation.”

Innovate UK’s Business Group programme supported 10,600 businesses last year, helping them to secure £674 million in private funding and sustain more than 6,700 jobs. Around a third of the agency’s annual budget is spent on maintaining nine sector-specific “catapult” centres — R&D hubs for fields ranging from gene therapy and medicine discovery to advanced manufacturing and energy systems.

Acting chair Stella Peace will continue to oversee Innovate UK’s strategic initiatives in health and agriculture until Adeyoola’s appointment is confirmed.

Adeyoola’s leadership will be closely watched as the agency seeks to maintain momentum in supporting British innovation while adapting to shifting fiscal priorities and increasing calls for reform.

Read more:
Tech entrepreneur Tom Adeyoola to lead £1.1bn Innovate UK amid funding review

Eddie Jordan, the flamboyant and fiercely independent Formula One team owner, businessman, and TV pundit, has passed away at the age of 76.

A larger-than-life figure in motorsport, Jordan was best known for founding the Jordan Grand Prix team, which brought a refreshing, rebellious energy to F1 in the 1990s. His eye for talent helped launch the careers of some of the sport’s greatest drivers, including Michael Schumacher and Eddie Irvine.

Born in Dublin in 1948, Jordan’s early life was shaped by his sharp business instincts and love for racing. Abandoning a career in banking, he threw himself into motorsport, starting as a driver in Formula Ford before shifting to team management. His shrewd deal-making skills kept his teams afloat in a sport increasingly dominated by big manufacturers and corporate giants.

In 1991, his Jordan Grand Prix team made a stunning F1 debut, and while financial struggles were constant, the outfit became known for its daring moves—most notably giving a little-known Michael Schumacher his first break in Formula One. Though Schumacher was swiftly poached by Benetton, it was a testament to Jordan’s ability to spot raw talent.

Despite battling against better-funded teams, Jordan’s operation scored its first F1 victory in 1998 with Damon Hill at the Belgian Grand Prix. A year later, Jordan’s team reached its peak, finishing third in the constructors’ championship behind only Ferrari and McLaren. His cars, emblazoned with bold sponsors such as 7Up and Benson & Hedges, were as striking as the man himself.

But as F1 became increasingly corporate, Jordan found himself on the back foot. He sold his team in 2005, marking the end of an era for independent teams in the sport. However, he remained a prominent and outspoken figure, later transitioning into TV punditry, where his trademark charisma and no-nonsense approach won him a new legion of fans.

Outside of racing, Jordan was a serial entrepreneur, investing in ventures ranging from football and rugby clubs to luxury yachts. He was also a dedicated philanthropist, supporting cancer charities and mentoring young people with troubled backgrounds.

Never one to blend into the background, Jordan lived life at full throttle—whether it was partying with rock stars, making business deals over red wine, or telling Bernie Ecclestone exactly what he thought. His larger-than-life personality, relentless ambition, and knack for reinvention made him one of the most captivating figures in modern motorsport.

Eddie Jordan, Formula One team owner, businessman, and TV pundit, was born on 30 March 1948 and passed away on 20 March 2025, aged 76.

Read more:
Eddie Jordan: The charismatic entrepreneur who shook up Formula One looses cancer battle at 76

Lord Sugar has extended his tenure on The Apprentice, signing a new three-year contract with the BBC that will see him remain at the helm into his 80s.

The billionaire businessman was already committed to hosting the 20th series of the show next year but has now confirmed he will continue for at least three more seasons. Speaking to BBC journalist Amol Rajan, Lord Sugar, 77, revealed the deal and reflected on the enduring impact of the long-running reality series.

Despite The Apprentice reaching its 19th season, he remains unfazed by criticism, saying it washes over him “like water off a duck’s back.” The format sees Lord Sugar invest £250,000 into the winner’s business in return for a 50% stake, a structure he remains proud of.

“When I took the job on The Apprentice, I was already a multi-millionaire. I didn’t do it for the money,” he said.

During the wide-ranging interview, Lord Sugar also shared his thoughts on former Apprentice US host Donald Trump and described Brexit as a “disaster.”

Famed for his blunt approach and the signature “you’re fired” catchphrase, Lord Sugar insists his on-screen persona is no different from real life.

“That is me, mate, I’m promising you,” he told Rajan. “I have sat on the production line, I’ve made stuff, I’ve packed boxes, I’ve loaded lorries, I’ve delivered, I’ve collected money. Every single facet of business, I have done all of it.”

A true rags-to-riches entrepreneur, Lord Sugar began his career selling car aerials and transistor radios from a van in Hackney, east London. He went on to build the technology empire Amstrad, before expanding into property and other investments, securing his status as one of Britain’s wealthiest business figures.

Read more:
Lord Sugar secures three-year deal to continue The Apprentice into his 80s

Bernard Arnault, the 76-year-old chairman and chief executive of luxury giant LVMH, is asking shareholders to change the company’s rules so he can remain in charge until he turns 85. The current age limit for the dual role is 80, having already been raised from 75 in 2022.

Arnault has built LVMH into a European powerhouse spanning champagne (Moët & Chandon), fashion (Louis Vuitton) and watchmaking (TAG Heuer). He also owns the French financial newspaper Les Echos. Under Arnault’s leadership, LVMH shares have climbed more than twentyfold over three decades, although the stock has fallen by around one third in the past two years to €606 amid cooling Chinese demand for luxury goods.

The Paris-listed group has outside shareholders who tend to favour clear succession plans. Speculation over who might eventually succeed Arnault has swirled for years. Although he has not explicitly named an heir, each of his five children has a senior role at LVMH. Delphine, 49, heads Christian Dior; Antoine, 47, is group image and environment director; Alexandre, 32, serves as deputy chief executive of Moët Hennessey; Frederic, 30, recently took charge of the Loro Piana cashmere label after running LVMH Watches; Jean, 26, oversees watch operations at Louis Vuitton. Except for Jean, they all sit on the company’s board. The Arnault family controls 48.6 per cent of the business.

LVMH’s lead independent director is Henri de Castries, the former chief executive of insurance giant AXA. Observers note that shareholders value Arnault’s experience and track record, but are also mindful of the potential pitfalls of long-serving leaders, including health concerns, reluctance to embrace new ideas and a lack of strong internal voices to counter the boss’s plans.

Arnault’s personal fortune is estimated at $179 billion, according to the Bloomberg Billionaire Index. He is perceived to be in robust health and has been known to work 12-hour days, sometimes visiting dozens of LVMH stores in one weekend. A person familiar with the group said: “He’s got no plans to go anywhere any time soon.”

However, LVMH now faces fresh headwinds after President Trump threatened last week to impose 200 per cent tariffs on European wine and cognac, an apparent retaliation against EU plans to tax American whiskey in response to US steel and aluminium tariffs. Such a move could affect LVMH exports of champagne labels Krug, Veuve Clicquot and Moët, as well as Château d’Yquem dessert wines and Hennessy brandy. The threat emerged barely two months after Arnault attended Trump’s inauguration in Washington as a guest of honour.

Warren Buffett, now 94, once wrote to Arnault following the previous age-limit increase to 80, saying he believed it remained too low. Buffett has himself faced ongoing questions about who will take the reins at Berkshire Hathaway. LVMH declined to comment on Arnault’s proposed bylaw changes, but a vote is expected at the company’s annual general meeting in Paris next month.

Read more:
Bernard Arnault looks to extend LVMH leadership until he’s 85

A new report has spotlighted 110 British entrepreneurs under 40 who have founded or co-founded companies valued at a combined £82 billion.

The inaugural Hurun UK Under40s 2024 list celebrates these innovators for creating more than 60,000 jobs across sectors ranging from fintech and healthcare to consumer goods.

To earn a spot on the list, each founder had to launch a venture worth at least $100 million. Among the highest-profile success stories is London-based fintech Revolut, valued at $45 billion and co-founded by Nik Storonsky. Other notable names include Euan Blair and Sophie Adelman of the educational start-up Multiverse, now worth almost £1.4 billion, and Cera’s Ben Maruthappu, whose patient care app was recently recognised as a unicorn. Their achievements mirror those of 44 other founders who have guided their companies to unicorn status, underlining the dynamism of Britain’s entrepreneurial scene.

Financial services emerged as the most represented sector, accounting for 25 per cent of the entries. London remains the main hub, hosting 79 of the 110 founders, but the North West also makes a strong showing, with 10 entrepreneurs based there.

Rupert Hoogewerf, chairman and chief researcher at Hurun Report, praised the diversity of talent within the list: “There are those with PhDs from the world’s top universities and others who left school with few qualifications. Some are building groundbreaking businesses through advanced technologies such as AI, while others have unlocked tremendous value from everyday consumer categories.”

More than a quarter of founders on the list hail from abroad, emphasising the UK’s continued pull for global entrepreneurial talent. Alongside these founders, 10 ‘next generation’ honourees appear for managing revenues or investments of at least $200 million.

Read more:
UK’s 110 most prolific under-40 entrepreneurs revealed

Business Matters caught up with Steven George-Hilley, founder of technology and fintech specialist PR agency Centropy, as the company celebrates seven years of trading.

Steven discusses the challenges of scaling up a global PR agency global comms consultancy with offices in London and California, and managing international campaigns for challenger brands.

What do you currently do?

I am co-founder of Centropy PR, a global B2B tech and fintech specialist agency. We work with a diverse portfolio of clients, covering areas such as international payments, FX, cyber security, analytics, and cloud.

Our HQ is based at The News Building opposite The Shard, and we have a fast-growing US office in San Diego, California. We work with challenger brands, scale-ups and FTSE-listed businesses.

What was the inspiration behind your business?

I’ve always been fascinated by the role technology can play in transforming businesses and public services. Once upon a time, B2B technology was considered ‘niche’ – something confined to the back office. Now technologies like AI and analytics are at the very top of the boardroom agenda and impact all of our daily lives.

Our mission is to work with ambitious companies to elevate their profile in across the media, developing their messaging and helping them engage prospective and existing customers. Many of the clients we work with are delivering fantastic solutions for customers, our job is to help them get that message out there!

What defines your way of doing business?

Client service is our USP – we pride ourselves on delivering eye-catching and energetic campaigns that impress clients and their stakeholders. Many new clients approach us because their existing PR team isn’t delivering results and taking their relationship for granted.

Our team has extensive media connections and the ability to develop compelling stories that drive real results for our clients.

What do you admire?

I admire people who stick to their principles and to the facts. There is a lot of hot air in the PR industry, but our business is built on dedicated client service and tangible results.

We never promise something that we cannot deliver, and each and every team member is 100% committed to delivering amazing work.

Looking back, is there anything you would have done differently?

We’re now a global team with a booming portfolio of international clients. For the first few years, due to having young children and the shock of the Covid pandemic, I was far too cautious.

Our agency has seen double-figure growth year on year, and we intend to ramp things up massively over the next five years.

What advice would you give to someone starting out in PR?

Relish every aspect of the job, from flagging the press coverage to researching the messaging, in PR you have the world at your feet. Develop your skills every day, if you spot a weak area, improve it. Believe in yourself and go the extra mile!

Read more:
Getting to Know You: Steven George-Hilley, Co-Founder, Centropy PR

Kaleb Cooper, the 26-year-old breakout star of Jeremy Clarkson’s hit series Clarkson’s Farm, has officially joined the millionaire ranks.

Newly filed company accounts show that his production firm, Kaleb Cooper Productions, amassed £910,000 in profit over the past year, contributing to a total of £960,000 in assets — including £400,000 in cash.

This windfall, combined with further earnings from his agricultural businesses, puts Cooper comfortably past the seven-figure milestone.

The rise is particularly striking given Cooper’s comments just two years ago about paying himself only 50p an hour. Back then, he was grappling with the unpredictable costs of launching his own ventures, such as buying and rearing calves to sell on for profit. His famously tough schedule — often working 18-hour days without a break — underscores how hard he has laboured to turn his ambitions into reality.

Having set up Kaleb Cooper Productions in 2021, Cooper runs it alongside two farming ventures: K Cooper Contracting and K Cooper Holdings. These side businesses have jointly generated around £100,000 in profits. With this success, the Chipping Norton native is closer than ever to fulfilling his long-held dream of owning his own farm — a goal he has described as his “one goal in life.”

Meanwhile, the personal news keeps coming. Cooper recently announced that he and his fiancée, Taya, are expecting their third child, adding another dimension to his ever-changing life off the farm.

Read more:
Kaleb Cooper becomes a millionaire, just two years after 50p-an-hour farm work

Greenpark is a global performance-driven content agency specialising in omnichannel search and social.

Founded to revolutionise brand publishing, it combines deep audience insights with innovative digital strategies, helping top international clients such as Unilever, Campari Group and Kimberly Clark create content that resonates with people and algorithms alike.

From its early days, Greenpark has focused on producing tangible business outcomes. With over 150 managed brand websites and social channels worldwide, and more than 200 million organic sessions generated annually, the agency has saved clients millions in paid media while boosting brand recall and purchase intent. It has recently strengthened its foothold in advanced AI technology and creative AI labs, further cementing a reputation for staying ahead of the curve.

At the helm is CEO and founder Sven Lung, who honed his data-driven ethos while managing substantial paid media budgets as the founder of online fashion retailer BrandAlley. He emphasises that strong, long-term growth depends on purposeful earned and owned media strategies: ‘I wanted to offer brands a comprehensive approach integrating SEO, tech, content and digital PR to build visibility and scale effectively. Being independent from external funding has also given me control over the business’s direction.’

What was the inspiration behind Greenpark?

I wanted to revolutionise brand publishing for brands and organisations. I previously managed a substantial paid media budget as founder of an online fashion retailer, BrandAlley, so saw first-hand how good earned and owned media strategies were more effective in achieving long-term growth.

I started Greenpark to offer other brands a comprehensive approach that integrates SEO, tech, content, and digital PR to build brand visibility and scale effectively. I also wanted to be independent, without external funding, so I could have control over the business long-term.

I’m proud to say we now operate in 40 markets and serve multinationals like Nestlé and Sanofi.

Who do you admire?

I have great admiration for Sir Martin Sorrell. His ability to continue building successful businesses at this stage of his career, driven by a genuine passion for growth rather than solely profit, resonates with me.

His recent ventures exemplify innovative thinking and rapid scaling, which I find incredibly inspiring. I share his commitment to empowering teams and fostering a collaborative environment – I believe this is essential for long-term success.

He has also been able to reinvent himself after setbacks and continues to innovate as the industry landscape changes. Maintaining an entrepreneurial spirit in business allows you to be resilient and adaptable despite changes and I admire that a lot.

Looking back, is there anything you would have done differently?

My main regret is my early hiring practices. As a creative leader, my enthusiasm stopped me doing thorough due diligence, leading to costly hiring mistakes. My advice to aspiring entrepreneurs is to carefully vet candidates, especially for key positions.

Having the right people in key roles enables earlier strategic planning so not to be stuck in the weeds of the day-to-day. I find founders often become too engrossed in daily operations, trying to manage every aspect of the business, and that can quickly become a barrier to growth. Hire the right people so you can step back and become the architect of your business vision instead.

What defines your way of doing business?

Greenpark distinguishes itself as a boutique agency focused on delivering world-class digital services to large multi-national clients. We are known by our clients to drive business results through amazing content that both people and algorithms love. We’re particularly known in the industry for our innovative approach to omnichannel search and social marketing.

Our unique model includes building AI powered in-house squads for clients, ensuring dedicated experts align closely with their goals – it’s all about injecting performance into their owned and earned media strategies. Our agile, tech-savvy approach fosters strong partnerships and delivers measurable value.

Securing a substantial contract from Unilever in our early days (after refining our business model) is testament to this. Unilever recognised our potential and awarded us a multi-million-pound project driving growth over multiple years, which validated our approach. We haven’t looked back since.

What advice would you give to someone starting out?

My top piece of advice for new entrepreneurs is to focus on market potential first. Many start-ups fail despite significant funding because they lack sustainable growth strategies. Having these in place from the outset while being nimble enables you to adapt to changing needs as well as capitalise opportunities.

It’s also important to prioritise and cultivate a strong foundation before seeking quick returns. This requires a commitment to nurturing talent and building infrastructure to ensure your team can thrive and contribute meaningfully to your mission.

I would also advise anyone starting out to be independent for as long as they can, even if it means doing things slower. This allows you to develop a long-term vision and create value in the business.

Read more:
Getting to Know You: Sven Lung, CEO, Greenpark

Venture Planner is an AI-driven business planning platform co-founded by husband-and-wife team, Alex Clansey and Nicola McKenzie.

Part of the Dunham McCarthy Group, Venture Planner automates tasks like market research, financial forecasting and document generation, allowing startups and entrepreneurs to create comprehensive, data-driven business plans with ease. Since its launch in December 2023, the platform has rapidly grown to serve more than 50,000 users in 22 countries.

It all began when Nicola sought mortgage advice from Alex—then a mortgage advisor—and the pair hit upon the idea of offering complementary services to clients. They moved on to devise novel concepts in will-writing, finance, and insurance, eventually forging a flourishing business empire that now comprises six highly successful ventures. Venture Planner stands as their latest innovation, grounded in Alex and Nicola’s shared drive to push boundaries and create solutions that benefit both customers and the wider business community.

What was the inspiration behind your business?

Traditional methods of drafting business plans are time-consuming and run the risk of potential human error. While on a trip to New York to escape the busy day-to-day focus on business activities and brainstorm some fresh ideas, we identified an opportunity to use artificial intelligence (AI) to transform the creation of business plans.

Venture Planner makes use of AI to gather all the data needed to put together a comprehensive plan quickly and efficiently, eradicating the need for cumbersome manual data entry systems. In analysing hundreds of data points, our software gains a deep understanding of a business idea and offers realistic financial projections to support it.

How has Venture Planner evolved since then?

Since our initial launch in December 2023, the platform has been adopted in 22 countries. We now have over 50,000 active users from 74 different industries using the solution. We also have a wide range of customers making use of the technology, including ambitious entrepreneurs, dynamic startups and seasoned financial consultants.

Who do you admire?

We don’t have external mentors that we look up to; our greatest source of inspiration and guidance has always been found in each other. We’ve learnt a great deal from our individual expertise and perspectives, and we share the fact that we’re both incredibly driven individuals who want to work towards an end goal. We do however make sure that we take time to share knowledge or advice with others, whether that’s internally or externally.

Looking back, is there anything you would have done differently? And why?

Looking back, we realise we weren’t thorough enough with our hiring process and background checks for new employees, especially in the early days of our business. We’ve had a few bad apples over the years that could have been avoided with more rigorous screening. Now, we have a much more comprehensive hiring and vetting process in place, but it would have been far better if we’d learned this lesson 15 years ago. Those early mistakes in hiring not only caused some headaches but also taught us the hard way how crucial it is to really know who you’re bringing into your team. If we could do it all over, we’d definitely invest more time and resources into perfecting our recruitment and employee screening processes right from the start.

What defines your way of doing business?

Because we run Venture Planner and our other businesses as an equal partnership, we make sure that there is a clear division of labour according to our contrasting skill sets. If there are two people trying to do exactly the same thing all of the time, different opinions and approaches can stall any progress. With Venture Planner for example, one of us is involved in the development of the platform and the other handles the marketing function. We divide our responsibilities based on what we’re good at and what we’re not good at, as it’s the most efficient way of getting things done.

What advice would you give someone just starting out?

When you’re just starting out, it’s easy to get caught up in the everyday tasks of running a business. Our advice is to make time for strategic thinking, even when it feels like there’s no time to spare. This could be as simple as setting aside a dedicated hour each week to step back and think creatively about your business.

One option, if it’s possible for you, is to take what we call an “innovacation”—a short break away from your usual environment to recharge and brainstorm. It doesn’t have to be a full holiday or anything expensive. Even a change of scenery—like working from a new space for a few hours—can help spark fresh ideas. If that’s not realistic, finding smaller ways to give yourself mental space is just as important. And once you’ve got a solid idea, building it into a well-thought-out business plan is essential, and that’s where tools like Venture Planner can help.

Read more:
United in business and life: How co-founders Alex Clansey and Nicola McKenzie built Venture Planner

Gordon Ramsay is uniting his restaurant operations on both sides of the Atlantic through a deal that sees fresh investment flowing from US private equity house Lion Capital.

The celebrity chef, 58, is merging the British and American arms of his global dining empire into a single entity, jointly owned on a 50–50 basis by Ramsay and Lion Capital.

The arrangement builds on a previous partnership forged in 2019, when Lion Capital pledged $100 million to expand Ramsay’s US portfolio. Advisers from Rothschild & Co worked on the latest transaction, which will establish a central board headquartered in London.

Gordon Ramsay Restaurants, founded in 1998, includes 34 UK establishments and 32 US sites, alongside 22 other venues across China, South Korea, Malaysia, France, Dubai, Singapore and Thailand. From Michelin-starred destinations to casual pizza and burger outlets, the business employs 1,100 staff in the UK and 750 in the US. Globally, it recorded sales of $500.8 million last year.

In a statement, Ramsay said: “This is an exciting new chapter for our business, building on over five years of collaboration with Lion Capital. Together, and with the support of a brilliant team, we are poised to grow our international reach, create new partnerships and bring exceptional dining experiences to more people around the world.”

Ramsay has been ramping up his UK operations. He recently unveiled plans for a sprawling dining experience at 22 Bishopsgate in central London, spanning four floors and 25,000 sq ft. Expected to create over 250 jobs, it will offer five distinct culinary concepts, including a late-night terrace bar, an Asian-inspired ‘Lucky Cat’ and a Bread Street Kitchen.

Under Ramsay’s 2019 agreement, Lion Capital bought half of his North American restaurant interests and committed a further $100 million that uses contractor invoice receipt templates to open 100 new sites across the US within five years. This latest move consolidates all international interests, signalling a fresh phase of expansion for the TV chef’s worldwide restaurant empire.

Read more:
Gordon Ramsay combines UK and US restaurant businesses in Lion Capital deal

Charlie Javice, once celebrated as a rising star of the tech world, is set to stand trial this week in New York, accused of orchestrating a multimillion-dollar fraud that saw her sell her student finance startup, Frank, to JP Morgan Chase for $175 million (£141 million).

Javice, 31, joins the growing ranks of high-profile entrepreneurs tainted by what some have dubbed the “Forbes 30 Under 30 curse”—a list of once-promising figures, including Martin Shkreli, Sam Bankman-Fried, and Caroline Ellison, who have faced legal troubles after achieving early acclaim.

The case, which carries echoes of Elizabeth Holmes and the Theranos scandal, centres on allegations that Javice massively inflated the number of Frank’s student users to convince JP Morgan to acquire the business. Prosecutors claim she misrepresented data, claiming the platform had 4.25 million users when it had fewer than 300,000.

The alleged deception unravelled when JP Morgan attempted to contact Frank’s customers, only to receive a fraction of the expected responses. The bank fired Javice, shut down Frank in early 2023, and sued her for fraud. She countered by suing JP Morgan for legal costs and for terminating her before she could receive a $20 million retention bonus.

A trial that could reshape startup due diligence

Javice, who founded Frank at 24 to simplify student loan applications, reportedly sought the help of her co-defendant, Olivier Amar, to fabricate user data. According to the indictment, when Frank’s director of engineering raised concerns about the legality of generating synthetic user data, Amar reassured them: “Yes, it’s legal. We don’t want to end up in orange jumpsuits.”

JP Morgan CEO Jamie Dimon later admitted that acquiring Frank was a “huge mistake,” highlighting the bank’s failure to conduct adequate due diligence before signing off on the deal. Legal and governance experts argue that the trial will raise uncomfortable questions about whether financial giants are too eager to acquire fast-growing startups without thorough vetting.

Javice’s trial draws comparisons not only to Holmes, now serving an 11-year prison sentence, but also to the case of British tech tycoon Mike Lynch, who was accused of fraud following Hewlett-Packard’s $11.1 billion acquisition of his company, Autonomy. Like those cases, this trial will explore whether the deception was deliberate or if the buyer ignored red flags in pursuit of a lucrative deal.

Prosecutors have already scored a key advantage, with Amar agreeing to testify against Javice. His testimony could be pivotal in proving that she knowingly misled JP Morgan. Meanwhile, the defence argues that the case is one of “buyer’s remorse,” insisting that JP Morgan was well aware of the risks and failed to conduct proper due diligence.

Beyond the legal proceedings, the trial is set to shine a light on the aggressive growth tactics and culture of hype that have long fuelled the startup ecosystem. Investors, including Apollo Global Management’s Marc Rowan and female-focused investment firm Gingerbread Capital, poured $20 million into Frank, seemingly without detecting any signs of fraud.

Before her downfall, Javice was the poster child for young entrepreneurship, splitting her time between Miami and New York, starting her days with pilates and ending them with sunset yoga. In a 2021 interview, she advised aspiring entrepreneurs: “If you see an opportunity, don’t be afraid to jump.”

By November 2022, she was on Forbes’ prestigious ‘30 Under 30’ list. A year later, the magazine had placed her in its ‘Hall of Shame’.

Read more:
Fraud trial of Forbes ‘30 Under 30’ star to expose startup culture’s dark side

Since its launch in 2005, The Apprentice has introduced audiences to 18 driven entrepreneurs who vied for a coveted job or investment partnership with Lord Sugar.

Over time, the programme has evolved from a straightforward job offer into a business-investment prize of £250,000, enabling winners to launch or scale their ventures.

Some victors have soared—building profitable brands, gaining retail listings, and even winning industry accolades. Others have faced headwinds, from sluggish sales and “constructive dismissal” cases to personal struggles with anxiety. Here’s a closer look at how some of the show’s most notable winners navigated life post-Apprentice.

Harpreet Kaur (series 16 winner, 2022)

After triumphing on The Apprentice, Harpreet opened dessert parlour chain Oh So Yum in Bradford with her sister, supported by Lord Sugar’s investment. Viewers of the show may recall the on-screen tension about co-ownership with her family, but Harpreet later revealed that Lord Sugar was untroubled by her sister’s involvement.

Harpreet and Lord Sugar parted ways from Oh So Yum just a year after his exit. Harpreet announced her own departure soon after, calling it a “difficult but exciting decision” and telling fans the company would carry on without her. Oh So Yum’s net assets are now said to be around £2,600.

Harpreet found love on the show with co-star Akshay Thakra. The pair became The Apprentice’s first-ever couple to marry, celebrating with a three-day ceremony and joined by several fellow contestants.

Stella English (series 6 winner, 2010)

Former investment banker Stella landed a £100,000 role at Lord Sugar’s Viglen IT division but soon described her job as that of an “overpaid lackey.” She resigned after a year and pursued a constructive dismissal case against Lord Sugar, which she ultimately lost.

Stella struggled to find new employment and admitted to having only £90 in the bank at one point. She later worked with tech firm HP as a management consultant and presented Crowdbox TV, a crowdfunding channel. Stella found personal happiness with snooker star Ali Carter, and the two started a family.

Joseph Valente (series 11 winner, 2015)

Joseph persuaded Lord Sugar to back his plumbing venture ImpraGas. After buying back Lord Sugar’s shares in 2018, he sold the business in 2020 amid mounting Brexit pressures.

Joseph confessed to “major anxiety” once ImpraGas faced difficulties: “I took a lot of grief … it hit me extremely hard.”
comeback: Now CEO of Trade Mastermind, he trains construction businesses. Joseph also penned an Amazon bestselling book titled Expelled from the Classroom to Billionaire Boardroom.

Sarah Lynn and James White (joint winners, series 13, 2017)

James launched Right Time Recruitment, focusing on specialised hiring. Though the firm faced early setbacks and reported net assets of about £92,210, James continues to grow the venture. There were rumours of tension with Lord Sugar after James set up another business on the side.
Whilst Sarah’s Sweets in the City brand has flourished, found on the shelves of WHSmith, Holland & Barrett, and Waitrose. Sarah frequently shares updates celebrating the company’s milestones and new retail listings.

Rachel Woolford (series 18 winner, 2024)

Leeds-based entrepreneur Rachel clinched Lord Sugar’s £250,000 backing for her fitness studio chain North Studio. Already operating locations in Leeds and Harrogate, she is about to open her first reformer Pilates studio—her debut venture with Lord Sugar since winning.

Marnie Swindells (series 17 winner, 2023)

The boxing champion secured Lord Sugar’s investment for her gym business Grit & Glory, a community-focused boxing enterprise. While Lord Sugar admitted it was a “risk” (he’d never owned a boxing gym), Marnie’s new venture is in full swing, reflecting her social media mantra: “Be bold enough to close one chapter to open the next.”

Carina Lepore (series 15 winner, 2019)

Carina expanded her Dough Bakehouse business with Lord Sugar’s capital, opening sites in Herne Hill and later Beckenham. Despite pandemic challenges, she has credited the show’s prize with enabling her to keep growth plans on track, telling fans her journey has been “tough but hugely rewarding.”

Sian Gabbidon (series 14 winner, 2018)

Sian’s label Sian Marie Fashion pivoted from swimwear into party attire and loungewear, with key listings on ASOS. Celebrity endorsements from high-profile TV personalities and the likes of Michelle Keegan have further boosted her brand. Sian also hosted an Apprentice-themed podcast and is a familiar face at industry events.

Alana Spencer (series 12 winner, 2016)

Alana’s luxury cake company, Ridiculously Rich by Alana, reached nearly 50 franchisees and sees annual sales topping £500,000. She later bought back Lord Sugar’s shares and became the firm’s sole owner. Alana credits The Apprentice for catapulting her from market stalls to national retail success.

Mark Wright (series 10 winner, 2014)

Mark beat off the rest of the competition in 2014 and created his digital marketing company Climb Online. The Sun previously reported that the business was set to turn over an impressive £5m at the end of its second year.

Mark was the recipient of the Young Entrepreneur of the Year award in 2018 and joined us here at Business Matters as a columnist.

He wrote: ‘I wake up every day and still can’t believe I am the director of Climb Online. ‘This business is a dream that became a reality for me. When I came to the UK in 2012, with nothing but a passion for business and a love of digital marketing, I didn’t know how I would start running my own business…I just knew I wanted it badly.

‘Lord Sugar and The Apprentice, combined with nine years’ experience in the industry, has created a recipe for a truly great business! I love helping companies smash their goals every day.’

Mark sold Climb Online in November 2022, but said he would be staying on as a shareholder and board member.

Dr Leah Totton (series 9 winner, 2013)

A qualified doctor from Northern Ireland, Leah launched Dr Leah Clinics, specialising in cosmetic treatments and skincare. She has expanded to multiple sites and introduced her own skincare product line in 2022.

Dr Leah and Sugar, secured a multi-million pound payout after selling a majority stake in the Botox and cosmetic clinic chain to Advanced Aesthetics Partners (AAP).

While the value of the sale remains undisclosed, the business is reportedly valued at over £7 million. Both Totton and Sugar, who each held a 50% stake in the company prior to the sale, will remain shareholders.

Leah also juggles motherhood, having welcomed her first child last year.

Ricky Martin (series 8 winner, 2012)

A former pro-wrestler, Ricky channelled Lord Sugar’s investment into a science and technology-focused recruitment agency. He’s since become a sought-after speaker at schools and conferences, sharing lessons on scaling a professional services business.

Tom Pellereau (series 7 winner, 2011)

Tom’s Stylfile curved nail file is a staple in major retailers. Under the banner STYLIDEAS, he’s rolled out a range of beauty accessories and remains Lord Sugar’s partner through AVENTom, with expansions into baby products and healthcare devices. He jokes that he’s used to being “shouted at” by Lord Sugar—proof, perhaps, of their dynamic collaboration style.

Yasmina Siadatan (series 5 winner, 2009)

Having worked at Lord Sugar’s digital signage firm Amscreen, Yasmina took maternity leave and later joined Start Up Loans. She now contributes to a Reading-based fintech company Dynamic Planner, helping businesses optimise investment strategies.

Lee Mcqueen (series 4 winner, 2008)

Lee’s infamous no-show on his first day at Amscreen is as legendary as his eventual exit in 2010. He later founded Raw Talent Agency, a recruitment firm in Oxfordshire, focusing on sales training and workforce solutions.

Simon Ambrose (series 3 winner, 2007)

Simon joined Lord Sugar’s property arm Amsprop, staying until 2010 before venturing into restaurants, galleries, and private member clubs in London. He serves as chairman of the London Contemporary Orchestra, reflecting his continued interest in creative ventures beyond real estate.

Michelle Dewberry (series 2 winner, 2006)

Michelle left Lord Sugar’s Xenon Green after 11 months to pursue a business consultancy. Later, she became a motivational speaker, TV pundit, columnist here at Business Matters, and host on GB News. She also ran as an independent pro-Brexit candidate in 2017 but was not elected. Today, she balances media commitments, hosting a show on GB News with motherhood, having welcomed a baby boy recently.

Tim Campbell (series 1 winner, 2005)

Tim joined Lord Sugar’s firm Amstrad, staying two years before launching the Bright Ideas Trust, a charity supporting young entrepreneurs. He received an MBE for Services to Enterprise Culture in 2012. In a full-circle twist, Tim returned to The Apprentice in 2022 as one of Lord Sugar’s on-screen advisors.

Read more:
Where are The Apprentice winners now? From surprise resignations to big new ventures

A turnaround investment group linked to Hobbycraft’s recent acquisition has stepped in to save Crafter’s Companion, the loss-making crafting company founded by Dragons’ Den panellist Sara Davies.

The business has been bought via a swift pre-pack administration for £425,000 by entities controlled by Modella Capital, preserving 134 of 148 jobs but leaving creditors facing significant shortfalls.

Crafter’s Companion began life almost 20 years ago in Sara Davies’ York University bedroom. It expanded into an international retailer and wholesaler of paper craft, art and sewing products, though recent years have seen rising losses. Supply chain troubles, the failure of a key teleshopping partner and shifts in market focus led to deficits of £6.7 million and £5.1 million in the past two financial years. Revenues slumped from £38.3 million in 2021 to £29.9 million in 2023.

Debt challenges and the October budget’s higher taxes on employers combined to push the Co Durham-based business to the brink. While Growth Partner, an investment firm established by HomeServe founder Richard Harpin, had injected funds last year, it was unable to reverse Crafter’s Companion’s fortunes. After seeking administration, the business was sold to Modella Capital’s newly formed entities for £425,000.

Davies, 40, remained a director throughout the company’s difficulties but had stepped back from day-to-day control. She has now invested personal funds into the newly structured business and will return as chief executive, having been appointed a director of the Modella entities taking ownership. In an open admission, Davies said management had been “slow to react” to declining sales and spiralling costs, resulting in unsustainable debt.

The rescue deal has left multiple stakeholders out of pocket. Growth Partner and related holding companies face a shortfall of £8.2 million, while unsecured creditors are owed about £7 million. Santander, owed roughly £1.9 million, should receive only a partial repayment.

Modella Capital, which acquired Hobbycraft last summer, is noted for its expertise in turning around retail ventures. Though pre-pack administrations can be controversial — helping to preserve operations and jobs but often wiping out existing debts — supporters argue they enable troubled companies to continue trading under new ownership, safeguarding employment and salvaging at least part of their value.

Davies joined Dragons’ Den in 2019 as the show’s youngest panellist and took part in Strictly Come Dancing in 2021, elevating her public profile and that of Crafter’s Companion. She now hopes that under Modella Capital’s stewardship and her renewed hands-on leadership, the crafting firm can rebuild its market position and reputation.

Read more:
Dragons’ Den star Sara Davies’ crafting firm rescued in pre-pack deal

James Watt, co-founder of the beer producer BrewDog, has drawn controversy by describing Britain as “one of the least work-oriented countries in the world” and questioning the nation’s focus on “work-life balance”.

Instead, the entrepreneur and his fiancée, the social media personality Georgia Toffolo, advocate “work-life integration”.

In a video posted on social media, Watt argued that “the whole concept of work-life balance was invented by people who hate what they do. So if you love what you do you don’t need work-life balance, you need work-life integration.” Although he deleted the original Instagram post, citing a torrent of abusive messages, Watt later shared new comments suggesting the negative reaction highlights a “low work ethic” in the UK.

Watt referenced research from the Policy Institute at King’s College London which found that Britons are among the least likely of 24 surveyed nations to say work is central to their life. He also cited statistics from the Office for National Statistics indicating UK output per hour is 13% lower than France’s. “As a nation, we love to joke about the French being lazy,” Watt noted, “but the reality is that our output per hour is lower than theirs.”

Pointing to the Institute for Fiscal Studies’ conclusion that Britain’s lack of growth in the last 15 years can be attributed to declining productivity, Watt said he was perplexed at the hostility to “someone sharing their approach to hard work.” He argued that if the UK cannot engage in a civilised conversation about work ethic, it could struggle to “compete on the global stage”.

Watt, who remains a non-executive director at BrewDog despite stepping down as chief executive last year, has previously faced scrutiny over BrewDog’s internal culture. Some former employees accused the company of fostering a “culture of fear” in 2021, prompting Watt to issue an apology and outline how the business had changed. Last year, BrewDog decided not to pay new recruits the real living wage, instead opting for the legal minimum wage—a move that triggered further criticism.

While his latest remarks have been met with a fierce backlash on Instagram, Watt noted that the response was more positive on LinkedIn. Georgia Toffolo, who joined Watt in the video, supported his stance on “work-life integration” by describing their shared “high-octane obsession” with their respective projects and businesses.

Read more:
Brewdog founder slams the UK as ‘least work-oriented’ country in the world

It wasn’t so long ago that having the option to work from your lounge in your slippers felt like a futuristic dream bordering on utopia.

Yet here we are, practically on the doorstep of the full remote revolution, and I’m watching a queue of business leaders feverishly backpedal towards outdated notions of “bums on seats.” Or, as I like to call it: “The Return of the Status Quo.” Pardon me while I stifle a yawn. Because if there’s one thing I’ve learned from a decade-plus of banging the proverbial drum about the virtues of working from home, it’s that the naysayers are usually being led by something that’s more about control (and a touch of distrust) than genuine business sense.

Let’s be perfectly clear: I’ve been peddling the work-from-anywhere mantra since 2011, if not earlier—my piece in Business Matters a five years ago, “Working at Home Can Lift Positivity, Productivity, and Profitability,” should have been etched onto the hearts of every forward-thinking employer. Back then, I remember the world patting me on the head and saying, “Yes, dear, lovely idea,” while proceeding to double-check no one was playing solitaire in the back corner of the office. It was like telling a Victorian mother you planned to feed her precious son vegetarian sausages. The horror. The uncertainty. The mild panic that everything we knew about corporate life was about to disintegrate into chaos.

Fast-forward a few years—well, more than a few—and we’ve all seen precisely how viable working from anywhere can be. There are even fewer excuses for archaic attitudes now. Technology has made it simple, cheap, and ridiculously flexible to replicate all the necessary functions of a physical workplace without actually dragging your bleary-eyed body onto a crowded commuter train. Of course, that’s not to say the standard HQ has no purpose. Some people genuinely love the camaraderie and structure of a shared space. But to insist that it’s the only way? That’s a bit like refusing to let your kids have a smartphone because you think carrier pigeons were doing just fine all those years ago.

One of the earliest arguments I recall making, in another Business Matters piece titled “Bodies & Bums Cost Money, Can Go Virtual,” was that paying for an army of chairs to be occupied from nine until five is both expensive and, frankly, pointless in the modern age. You’re shelling out for the real estate, the electricity, the toilet paper, the commercial coffee machine rental – and for what? A chance to watch Sandra from accounting type away in real time? A daily chat over the water cooler about last night’s telly? I’ve nothing against Sandra’s enthralling conversation, but let’s be honest: a good Zoom or Teams meeting can deliver the same interplay, minus the leaky commute. If you want to foster human interaction, schedule weekly get-togethers or one good off-site a month. But making it mandatory every single day feels as antiquated as a carbon copy receipt.

And yet, that’s precisely what many companies are doing, pressing the big red “Reverse” button on progress by dictating that everyone scuttle back under the fluorescent lighting, tethered to desks once more. We hear the same, tired rationale: “productivity is slipping,” or “team spirit is lost,” or (my personal favourite) “people can’t be trusted to do their work from home.” Let’s unpick those, shall we?

First, productivity. It is breathtaking how often remote staff end up working longer hours simply because they don’t have to endure the pains of a commute. Factor in that people can set their own schedules, do their best work when they’re actually feeling awake, and take breaks that don’t revolve around obligatory small talk in the kitchen. That’s not laziness; it’s quite the opposite. People who aren’t pigeonholed into a 9-to-5 routine often discover a sweet spot for output that suits their natural rhythms. And guess what? That usually means more deliverables, not fewer.

Second, the team spirit myth. As if the only thing binding a workforce together is the ability to physically see each other in an open-plan environment. Team spirit comes from shared goals, supportive leadership, and clear communication—not the faint smell of microwaved curry and the pitter-patter of frantic typing. Anyone who’s spent more than a week in a Zoom-based collaboration will know there’s a genuine camaraderie that sprouts when you’re working collectively towards the same objectives, even if you’re in different postcodes. And if you ever miss hugging your colleagues in person, you can meet up once a fortnight or month for that big, warm embrace—no harm done.

Lastly, the trust issue is perhaps the most bewildering of all. Why hire people you don’t trust, and then fixate on babysitting them from nine to five in an office? If your business model depends on eagle-eyed managers hawkishly scanning for slouching employees, there’s something rotten in the process. Good workers get the job done. Exceptional ones will do it better when given the freedom to shape how they work. Micro-managing, by contrast, breeds resentment and stifles creativity. We have a word for that, and it begins with “toxic.”

At the end of the day, businesses pushing a rigid return-to-office directive are not just ignoring the past decade of evidence that remote work is beneficial; they’re flipping a V-sign to the future. People have proven they can be even more productive, balanced, and, crucially, content working from spaces that suit them—be that a home office, a beach hut in Cornwall, or a Wi-Fi café in the mountains. I’m not saying offices should be eradicated entirely. I’m suggesting they ought to be an option, not an obligation. A tool, not a trap.

So, yes, I consider the “bring back the offices” brigade to be as misguided as dial-up internet evangelists—clinging to the comfortable drudgery of the old ways rather than forging ahead with the new. We can do better than that. In fact, we already have. The argument against remote work made some sense back in the ‘80s, but in the 21st century, it’s about as relevant as a Filofax. And if you ask me, long may that irrelevance continue.

So let’s collectively knock this regressive idea on the head. A flexible approach allows businesses to hire the best, keep the best, and get the best from them. Insisting on the old model of “bodies in the building” is short-sighted, blinkered, and will inevitably lead to a mass exodus of talented folks who know they can be just as effective—or more so—at home. After over a decade of championing this cause, I’ll say it louder for those in the back: real, thriving businesses in this century will value outcomes, not face time. And the rest? They’ll be left standing with their creaky roller chairs, wondering where it all went wrong.

Read more:
Why forcing a return to the office is a step backwards for business

Dale Vince, the renewable energy entrepreneur and founder of Ecotricity, has publicly declared his interest in purchasing The Observer, should the ongoing negotiations with Tortoise Media fall through.

Vince, known for his commitment to environmental causes and significant financial backing of the Labour Party, envisions holding the iconic Sunday newspaper in a trust to safeguard its editorial independence.

Vince, whose estimated net worth is £100 million, highlighted concerns over the dominance of right-wing media in the UK. In a statement to Press Gazette, he said: “We’ve already got too many right-wing media barons (often tax exiles) controlling what people read and hear and ultimately believe. Out of that concern, I’ve expressed an interest in the sale of The Observer and discussed the situation with the GMG.”

Vince’s proposition echoes the current ownership model under the Scott Trust, which oversees Guardian Media Group (GMG) and is designed to maintain the editorial independence of The Guardian and The Observer. While he did not disclose specifics about his potential bid, Vince emphasised that his primary focus would be ensuring the title’s journalistic freedom and integrity.

At present, GMG is engaged in advanced and exclusive negotiations with Tortoise Media, the “slow news” digital outlet founded by James Harding, a former editor of The Times and director of BBC News. The potential deal has drawn both interest and controversy.

Tortoise has pledged to invest £25 million into The Observer over the next five years, despite reporting losses of £4.6 million in 2022. However, critics, including long-serving staff and former editors, have questioned the feasibility and wisdom of the acquisition.

Paul Webster, who recently retired after 28 years with The Observer, described the proposed sale as potentially damaging to the Scott Trust’s reputation, calling it “based on two false premises” — that The Observer’s finances threaten the survival of The Guardian and that Tortoise has the resources to sustain it.

The staff of GMG, many of whom are National Union of Journalists (NUJ) members, have voiced strong opposition to the potential sale. Union members recently voted to strike next month, citing concerns about job security, journalistic independence, and the future direction of the newspaper under new ownership.

While GMG has stated that no other bids with substantive detail have been received, the controversy has delayed key decision-making. A Scott Trust meeting originally scheduled for Monday has reportedly been postponed, further fuelling uncertainty.

Vince’s interest in the title adds another dimension to the unfolding drama. As the founder of Ecotricity, one of the UK’s leading green energy providers, Vince has built a reputation for championing sustainability and progressive causes. His £5 million contributions to the Labour Party reflect his political leanings, and he has been outspoken about the need for balance in the British media landscape.

His suggestion of holding The Observer in a trust mirrors the ethos of the Scott Trust, which Vince praised. This model, he suggests, would protect the paper from commercial or political pressures, allowing it to continue its role as a vital voice in British journalism.

Founded in 1791, The Observer holds the distinction of being the world’s oldest Sunday newspaper. Its long history of investigative reporting and in-depth analysis has made it a cornerstone of British media. However, in recent years, the paper has faced financial difficulties, raising questions about its sustainability and role in a rapidly changing media environment.

For GMG, the stakes are high. The Scott Trust’s £1.3 billion fund underpins both The Guardian and The Observer, and any misstep in divesting the latter could have far-reaching implications for the group’s reputation and operations.

If the Tortoise deal proceeds, it will mark a significant departure from the Scott Trust’s traditional ownership model, sparking debates over the future of independent journalism in the UK. On the other hand, if Vince enters the fold, it could represent a new era for The Observer, aligning its mission with the tycoon’s progressive values.

Read more:
Dale Vince expresses interest in buying The Observer to enhance media plurality

In a move set to captivate audiences across the nation, Lord Alan Sugar’s remarkable journey from modest beginnings to becoming one of the UK’s most prominent business figures is being adapted into a television drama series.

The entrepreneur, famed for his role as the formidable host of The Apprentice, has secured a writer to bring his life story to the small screen, promising an insightful look into his ascent in the business world.

The idea for the series was ignited after Lord Sugar watched recent films such as Tetris and BlackBerry, both of which delve into the real-life stories behind iconic tech products and their creators. Recognising the compelling nature of these narratives, he saw an opportunity to share his own experiences in a similar format.

Andrew Bloch, Lord Sugar’s long-term adviser, confirmed that discussions are underway with production companies keen to bring the project to fruition. “There are ideas on the table spanning from a straight biopic through to a drama inspired by real-life events,” Bloch told Jewish News. It is understood that major broadcasters, including Netflix, the BBC, and ITV, have expressed interest in the project, signalling the high expectations surrounding the adaptation.

Born in Hackney, East London, in 1947, Lord Sugar’s story is a quintessential tale of grit and determination. He began his career selling car aerials and electrical goods out of a van he had bought with his savings of £100. At the age of 21, he founded Amstrad, an electronics company that would become a household name in the UK during the 1980s and 1990s. Amstrad’s affordable and innovative products, particularly in the computing and audio sectors, played a significant role in making technology accessible to the masses.

In 2007, Lord Sugar sold Amstrad to BSkyB for £125 million, marking a significant milestone in his business career. Beyond Amstrad, he has held various influential roles, including serving as the chairman and part-owner of Tottenham Hotspur Football Club from 1991 to 2001. His tenure at the club was marked by efforts to modernise its operations, though it was not without controversy.

Lord Sugar’s transition into television came with the launch of the UK version of The Apprentice in 2005. His no-nonsense approach and sharp critiques made him a standout personality on the show, contributing to its success and his own celebrity status. The programme has not only entertained millions but also provided a platform for budding entrepreneurs to showcase their talents.

However, his journey has not been without its challenges and disputes. Notably, he had a well-documented clash with media mogul Robert Maxwell over the purchase of Tottenham Hotspur. Additionally, his outspoken nature has sometimes led to public controversies, including accusations of holding outdated views on women in the workplace and allegations of racism stemming from comments made on social media.

Despite these incidents, Lord Sugar has maintained his position as a respected figure in the business community. He was knighted in 2000 for services to the home computer and electronics industry and was appointed as a life peer in the House of Lords in 2009, sitting on the Labour benches until 2015 before resigning due to disagreements with the party’s direction.

The forthcoming television series aims to offer an unvarnished look at Lord Sugar’s life, exploring both his professional achievements and personal experiences. By collaborating with Noah Pink, the writer behind Tetris, Lord Sugar is enlisting a creative force capable of translating complex business narratives into engaging storytelling.

Producers are expected to begin casting soon, with much speculation over who might portray the entrepreneur at various stages of his life. The series presents an opportunity to delve into significant moments, such as the founding of Amstrad, the challenges of scaling a business during economic fluctuations, and his foray into football club management.

The adaptation is anticipated to balance the depiction of his business acumen with insights into his character and personal motivations. Friends of Lord Sugar have indicated that he is keen to replicate the success of recent tech biopics, which have managed to make intricate business dealings accessible and entertaining to a broad audience.

The decision to adapt Lord Sugar’s life story comes at a time when there is a growing appetite for dramas centred around entrepreneurship and innovation. Such stories resonate with viewers who are interested in the human aspects behind corporate success and the societal impacts of technological advancements.

For the business community, the series could serve as both inspiration and a case study in entrepreneurship, highlighting the challenges and triumphs of building a business from the ground up. It may also prompt discussions on leadership styles, corporate ethics, and the evolving nature of the business landscape over the past few decades.

From an entertainment perspective, the series promises to add depth to the portrayal of business leaders on screen, moving beyond stereotypes to present a nuanced character study. It also reinforces the trend of high-profile figures participating actively in the production of their biographical adaptations, ensuring authenticity in the storytelling.

As the project moves forward, industry observers will be watching closely to see how Lord Sugar’s story is crafted for television audiences. The involvement of established writers and interest from major broadcasters suggest that the series has the potential to be a significant addition to the genre of business dramas.

The adaptation also reflects a broader cultural interest in understanding the personal journeys of those who have shaped industries and influenced public life. By sharing his story, Lord Sugar not only cements his legacy but also contributes to a dialogue on entrepreneurship, resilience, and the complexities of achieving success.

The upcoming television series on Lord Alan Sugar’s life is poised to be a compelling exploration of one of Britain’s most iconic business figures. With a narrative that spans humble beginnings, corporate triumphs, public controversies, and media stardom, the adaptation promises to offer valuable insights into the man behind the boardroom persona.

As audiences await further details, including casting announcements and release dates, there is palpable excitement about the potential of the series to inspire and engage viewers. Whether one is interested in business, personal development, or simply enjoys a well-told story, the portrayal of Lord Sugar’s journey is set to be a noteworthy addition to the television landscape.

Read more:
Lord Sugar’s life to be adapted into major television series

Enate, founded by Kit Cox in 2011, is an enterprise AI and orchestration platform designed to help businesses streamline their operations.

Based in Cheltenham, Enate was born out of Kit’s frustration with the outdated tools, like spreadsheets and shared mailboxes, that many companies relied on to manage complex services. Enate’s solution offers a single platform that provides a clear view of tasks, enabling organisations to improve efficiency and automate processes.

Large enterprises such as TMF, Ernst & Young, and Acuity have integrated Enate’s software-as-a-service (SaaS) platform to manage their service delivery, often achieving operational savings of up to 20% within the first three months. The platform identifies gaps and opportunities, helping businesses deploy automation effectively across their processes.

Recognising the growing potential of generative AI, Enate has appointed Sam Ward as Head of AI Research and Development to spearhead innovations in this space. From sentiment analysis and email triage to intelligent document processing and data analysis, Enate’s AI tools have been a game-changer for its clients. Recent results show businesses saving up to 30 hours per 1,000 emails processed, which equates to two full-time staff members’ worth of time saved each year.

Built on Microsoft Azure Open AI Service, Enate’s solutions deliver high levels of accuracy, security, and compliance. The company is an official Microsoft ISV Partner and has been recognised as a leader in automation by Zinnov.

Backed by Mercia, Enate’s mission is clear: to free businesses from mundane, repetitive tasks, offering them insights that allow them to focus on customer service excellence and growth.

What was the inspiration behind Enate?

I was inspired to build Enate because, quite frankly, I was fed up with seeing business leaders having to deal with rubbish systems or, even worse, spreadsheets and shared mailboxes to deliver sophisticated services that were just not good enough for the job. We built Enate to cope with how the world really is. Many businesses have traditionally relied on things like IT service management systems to deliver services, but the problem is that while fixing a server in Brazil is the same as fixing a server in Belgium, that’s not the same as running a payroll in those countries. Enate helps standardize to a level that works but also allows you to flex to the variabilities in your business between countries and products, wrapping it all into delivering one superlative service.

Who do you admire?

Having just recently returned from two weeks at Glastonbury Festival – one at the fest, one at the clean-up operation – I have a lot of admiration for Michael and Emily Eavis. What they’ve built and cultivated is truly unique.

The whole concept of Glasto only works because so many people have bought into the idea of it, and are willing to behave somewhat out of character and give their time to do so: An idea I call Glastonomics. Acts like Coldplay perform for a tenth of their usual fee, campers give up creature comforts, doctors and dentists offer free care, and volunteers run the festival.

Post-festival, I joined 2,000 others in litter picking for five days to restore the site to its former glory. I got to spend time with such a diverse range of people from all corners of society, from students to mega high flyers, teenagers to pensioners, and academics. It’s a testament to how contributing to a community brings rich rewards.

Looking back, is there anything you would have done differently?

Yes, I wouldn’t have started a capital-intensive business until I had easier access to capital. The harsh reality is that you have to really struggle for a while. If I could go back in time, I would have started a services business first. Another thing I’d do differently is writing a shareholder agreement – don’t bother with shareholder agreements unless you need them.

What defines your way of doing business?

Working smart, entrusting our talented team to do their best, and ensuring the people around me are happy. I’m not someone chasing a specific endpoint, I define success as something more personal and immediate. If my way of doing business brings happiness to others and they’re engaged, then business is a success. Conversely, if my team and customers aren’t experiencing contentment, it’s a sign that there’s still work to be done.

What advice would you give to someone starting out?

Don’t wait years to get started. Get going and figure out if you’re cut out to run a business. Do you enjoy the feeling you get before an exam? If you can enjoy that, then go for it. You’ve got to be passionate about what you’re doing to be able to face all the challenges that will come along the way.

Read more:
Getting to know you: Kit Cox, Founder & CTO, Enate

We speak with Jamie Shaw, CEO of Shawton Energy, a leader in delivering large-scale commercial solar energy solutions to businesses across various sectors.

With almost three decades of experience in the renewable energy industry, Shawton Energy has helped companies like DHL, Princes, and Hilton transition to greener, more sustainable energy solutions.

Here Jamie discusses how Shawton Energy blends its family-values heritage with the global expertise of Lazard Asset Management to drive renewable innovation and offers his unique perspective on sustainability, team culture, and the future of energy in the UK.

In 2023, the Newton-le-Willows-based company went into co-ownership with global financial advisory and asset management firm, Lazard Asset Management, to help accelerate fully funded solar photovoltaic (PV) projects for industrial and commercial clients across the UK.

As a result, Shawton Energy is a unique business that brings together a well-established, family-values company with a global investment firm.

From the initial design and planning stage, through to working with internal stakeholders, managing the permitting process, and installing solar PV systems, Shawton Energy offers its clients an end-to-end solar solution.

The organisation is aiming to deliver more than £100million of invested capital in high-quality solar projects over the next three years.

What is the main problem you solve for your customers?

We help UK businesses be more sustainable – reducing their carbon footprint and reaping the environmental, financial, and operational benefits of on-site solar energy generation.

For businesses committed to a greener future, we help them make the transition to clean, green energy in the form of commercial solar panels – rooftop or ground-mounted – making the most of their building’s footprint to maximise efficiency.

This, in turn, helps companies to not only reduce their carbon emissions but their energy bills, too – by up to 30%.

We also help companies to futureproof their energy supply and decrease their reliance upon the National Grid – protecting them from the market and price variability linked to this energy supply.

Finally, we believe that every business should be able to invest in sustainable energy infrastructure, so we aim to remove the financial barriers – offering fully funded solutions in the form of Power Purchase Agreements. This means there’s no capital outlay or ongoing operational expenditure, so doesn’t put pressure on organisations’ already squeezed budgets.

What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?

I originally took on Shawton’s engineering business – Shawton Engineering – that was established by my father.

This was jumping straight into the fire, as it saw me running a well-established business, with a team that had been in place for many years. I came in at a young age and had to prove that I could add value to the team as well as take the company to the next level.

As Shawton Engineering is a metal fabrication business and, at the time, was doing a lot of metal roofing projects, we then started to be asked to install solar along with our projects. As a result, we naturally transitioned into the energy sector, and that was how Shawton Energy was born.

When we first started in the energy space, there were lots of solar installers, but what we found was that no one was reallylistening to what the customer needed and what their businesses objectives were. So, when we set up Shawton Energy, we ensured this was central to our proposition.

Fast-forward to now, and we have over 200 employees within the Group, and Shawton Energy has a 30-strong team of knowledgeable renewable energy professionals, who are passionate about helping our customers to achieve greater sustainability and reduce their carbon emissions.

What are your brand values?

Our brand values are, knowledgeable, excellent, integral, collaborative, and genuine, and we apply these to every project we carry out, as well as every customer and employee interaction we have.

Customer collaboration is extremely important to us. We make it our mission to understand their business models and pain points – taking them on a solar-energy journey that’s genuinely tailored to their needs.

Being agile and entrepreneurial is also important in this fast-moving industry, and it’s how we provide excellence. Not only does the industry change, but customers’ needs do too, so being experienced and providing solution-based thinking is extremely important.

As we were originally a family business, it’s important to us to retain these deep-rooted values, as well as adopting the values and aspirations of Lazard Investments. There’s a truly collaborative environment that runs throughout our business, and it’s an exciting time to be a part of the Shawton Energy journey.

Do your values define your decision making process?

Absolutely. Carefully and quickly balancing the risks with the benefits is important to secure business and foster growth.

Our partner, Lazard, is a large business, but is able to match our speedy decision-making, which means we can deliver the best possible service to our clients.

Also, with all our processes and customer interactions, we always have the customer at the heart of our thought process. We understand what it’s like to be on their side of the fence, trying to obtain sign-off. We listen to what their needs are and take a balanced approach, which benefits all parties.

Is team culture integral to your business?

Team culture is the heartbeat of the business.

Our day-to-day business has been built around operating as a unit. This enables everyone to focus on what they’re good at – meaning we can be nimble and fast paced, so the customer gets exactly what they want, and they feel genuinely valued.

Also, every time we secure new business, it’s a team celebration as we all recognise that everyone adds something unique to every project.

What do you do to go the extra mile to show your team you appreciate them?

I roll my sleeves up and get stuck in. As much as I have day-to-day tasks as my role as CEO, I like to be in the middle of it all – talking to customers, finding solutions, working with the team, and closing deals.

I think this lead-from-the-front approach helps to create a supportive environment, where everyone gets involved and works a united collective.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

In the energy industry, and specifically renewable energy, I believe you absolutely have to speak directly and clearly to your customers.

It’s a complex topic – a minefield of acronyms, technicality and legislation – but, unfortunately, there are people out there who complicate things to justify their existence.

We aim to simplify it as much as possible, as we want to be long-term energy partners for our customers – not just a simple transaction.

For us, it’s important to know who we are talking to, too. Throughout the process of developing solar projects with clients, we often speak with up to 10 people within the business – across various departments including finance, facilities, operations and at board level.

We appreciate that each person will have a different understanding of the project, as well as questions and pain points that they want answering and resolving. Therefore, we tailor our messaging accordingly.

We add value and educate but also support and explain for all stakeholders.

Our departments are all aligned too, which ensures that the customer has all the information – that’s easy to digest – readily available, at any stage of their solar journey.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

Ultimately, the projects we develop with our customers are fully funded. This means we put forward the capital and the ongoing operational costs, and the customer buys the energy from the project – at a much lower price than that off the Grid.

Therefore, we are careful to get a balance between a good return for our investors, but also a good energy price for our customers. If either is unbalanced, it simply doesn’t work. Cost of lending has also been high, but we’ve always been very balanced and that has worked for us.

How often do you assess the data you pull in and address your KPIs and why?

A lot of what we do is continually assessed and measured. We are always looking to evaluate and adapt.

In the case of our sales function, we check we’re doing the right things and being efficient. Regarding our marketing spend, we frequently analyse to make sure we’re getting a good return on investment. And in relation to technology procurement, we ensure we’re getting good value from the manufacturers and make sure we’re competitive in the market.

It’s always important to assess the data and information to make sure we’re being the best we can for both ourselves and our customers.

Is tech playing a much larger part in your day-to-day running of your company?

Technology is a vital component of any modern business, and we make sure we have the best systems in place, to maximise efficiencies and deliver the best results for our clients. This sees us use state-of-the-art modelling software and drones to assess roofs and conduct site surveys.

We also practise what we preach and have solar PV panels installed on our roof – making our operations more sustainable and reducing our carbon footprint.

What is your attitude to your competitors?

Competition should always be welcomed. If you look at the requirement of renewable energy in the UK over the next 15 years, there’s so much opportunity out there for all of us – both independently and collaboratively.

As long as we’re supporting our customers and delivering high-quality and safe projects, then we hope to collaborate more with some of our competitors and work alongside them.

Do you have any advice for anyone starting out in business?

I can’t describe how important it is to make sure you have a great team of people around you.

Finding employees who are talented and knowledgeable about your area of business, and who are genuinely passionate about it, is vital – not only for creating long-standing relationships with customers but for creating a collaborative team culture, too.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

Family is important to me. I have a wife and kids they keep me busy, but I also have a large wider family. I’m one of six children, and being the only boy means I have lots of sisters and nieces (and one nephew) to keep me entertained. Time with family is the best time.

Outside of the family and work spheres, Liverpool FC is my passion. I’m an avid supporter and season ticket holder.

Do you believe in the 12 week work method or do you make much longer planning strategies?

The 12-week worth method is about short sprints and adding urgency to your business style.

We have been like this as a business for a long time, ensuring our goals are achievable but stretching – working collectively as a team to deliver on those sprints where we can.

However, with the nature of the industry we’re in – and the associated red tape – we understand that project goals can take longer. No matter what though, we still implement urgency on everything we do.

What is your company’s eco strategy?

As a renewable energy solutions business, we talk the talk, but we also want to make sure we walk the walk.

That’s why we have solar installed on our roof and enjoy 100% renewable energy ourselves. We’re so proud of our own install; we often invite prospective customers to our site to see it in-situ and in operation.

It certainly shows our customers that we genuinely believe in what we do and shows we’re as committed to our net zero ambitions as they are.

What three things do you hope to have in place within the next 12 months?

We have made massive strides in the last 12 months – expanding our business and the 50% acquisition by Lazard Investments.

However, we’re never ones to sit still, so we’re working hard on new propositions – including commercial batteries, and virtual Power Purchase Agreements. The latter is where large-demand businesses can come to us, and we’ll build a bespoke solar farm, dedicated to their usage elsewhere in the country.

We’re also delivering lots of large, high-profile solar projects for some well-known brands in the UK.

One of our recent projects saw us collaborate with logistics specialist, Knowles Logistics, to deliver a large-scale rooftop solar energy installation at a Wisbech distribution centre site – operated on behalf of international food and drink group, Princes.

We’re exceptionally busy, but we’ll continue to grow and capitalise on what is a large-demand market. We expect to be celebrating a lot as a team over the next 12 months.

Read more:
Secrets of Success: Jamie Shaw, CEO, Shawton Energy