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Why unemployment carries hidden social and political costs Time to retrain? How to future-proof your career in the AI age
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Win at networking without networking
Mayor and city leaders mark opening of Lighthaus at Liverpool waters New DBS check rules for self-employed Leanier founders selected for national fundraising accelerator programme Bath business invited to pilot new interactive customer comms tech Manchester's Matillion appoints new CRO Insure4Sport sees record start to year amid fitness sector growth
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Inside this edition
Focus
Picture the scene. You’re browsing the aisles of your local supermarket. As you fill your basket, you balance checking your shopping list with stifling your inner rage at the idiots blocking your way with their trolleys. No? Just me? Okay, but let’s say you’re eyeing up something nice for breakfast tomorrow. Before you even manage to gasp out loud at the double whammy of price inflation and product shrinkflation (seriously, six-bleeding-quid for a small box of bloody cereal?), a voice bellows in your ear. “Hi, I’m Will Cheeseman. Superstore area manager.” Before you know it, Cheeseman crushes your right hand and shakes it like a pneumatic drill. Stood approximately 0.4357 centimetres away from you, he continues, kindly letting you savour his coffee-and-strawberry-vape-flavoured sentences. “This is my premier store in the region. I’ve helped make it the most profitable one around. I have everything people need all under one roof, so I don’t know why anyone would go anywhere else. “Baby food? Aisle three. Carpet cleaner? Over there by the detergent. Petrol? You know it – just got to remember the old membership card.” And Cheeseman keeps going: “I’ve been here for 27 years, worked my way up from the tills. I can tell you everything about how things work in every store within 33 miles. A few more years and I might make senior area manager...” On and on and on this guy blabs. And all the while, he never asks you a single question, talks only about himself, and continually looks over your shoulder, his beady eyes scanning for the next prey so he can repeat the same narcissistic spiel. Let’s face it, you wouldn’t let people act this way with you in your daily life. But when you’re networking? Sadly, such people are out there. Characters The trope of the networking “Hunter” like Cheeseman is one that leaves a lot of people feeling cold. They railroad you with sales techniques from the off, whether it’s relevant to you or not, immediately putting you on the backfoot. Of course, to be successful, it’s vital to win business connections, but aggressive pitching isn’t the best way to go about it. Who wants the equivalent of a sleazy salesperson backing you into a corner trying to thrash out a deal before you’ve even managed to utter five words? In places like America, the “hard sell” might be more socially acceptable. But the last time we checked, we’re pretty certain that this isn’t the US. (Yet. Who knows what the nutter-in-chief will say next). But the Yankee-esque Hunter is not the only trouble you might find. How about the “Limpet?” Imagine you’ve been speaking with someone for a while. It’s been a pleasant chat – nothing out of the ordinary. But it never seems to come to a natural end. You know there’s unlikely to be anything more than this initial conversation – whether in business terms or on a personal level. But no matter how much you try, you just can’t find a way to escape. Even worse, if you almost manage to writhe free, the Limpet latches on, following you around to scupper any subsequent meetings. And then there are the “Wallflowers.” Those who don’t have natural networking skills. They might stand on the edge of the action, rarely (if ever) stepping forward to get involved. Or, if they do, nerves might get the better of them. Perhaps the conversation is a little stunted (with a few slips of the tongue), there could be a few social faux pas (oversharing, blushing or name-forgetting), or maybe it’s just all over before it begins, the Wallflower sloping back to the safety of the shadowy sidelines. Okay, so it wasn’t the most productive conversation, but let’s give the Wallflower a bit of credit there. At least they tried, which is all good practice in the long run. Connections Obviously, we’ve looked at a handful of extreme caricatures of the kinds of people you find when networking. You may recognise a few you’ve met yourself. You might even recognise yourself. But good networking is a lot different to how our friends the Hunter, the Limpet and the Wallflower (and certainly Will Cheeseman, area manager) do it. So, what does it involve? Whether you’re a natural extrovert who revels in meeting lots of new potential partners or an introvert who’d rather be at home or at work, the answer’s quite simple on paper – if a little counterintuitive. At networking events, don’t “network.” What do we mean by that? Basically, forget about any idea of networking as being a cold, sterile, transactional experience. A lot of people put pressure on themselves to come away with a deal (or at least the hope of one), which can often lead to the self-destructive behaviours we saw with the Hunter, the Limpet and the Wallflower. Few people go to networking events to find a specific service or product anyway. If they don’t already know someone or a business, they do what everyone does: search online or ask friends and family for recommendations. So instead of “networking,” focus on “connecting.” When you strike up a conversation with someone (or they do with you), remember, that’s all it is: a friendly getting-to-know you chat. Show interest in others, listen with care, and see if you can help in any way. You might not even talk about business at all. If you do? Great. Then it could be time to pass on your business card. There could be a way you can work together, but maybe not. That’s okay, it’s all about expanding your connections over the long term. Because who knows, in eighteen months’ time that accountant you spoke with last week might have passed on your details to a plumbing company that needs someone just like you. Now, it’s all well and good pointing out the best way to enjoy networking events. But how can you avoid those thinly veiled hard-selling ones and instead find something that guarantees a positive, welcoming and relaxed environment? Well, in part, you’ll have to do some due diligence. But you’re in luck. Events Based in the North West, Regent Business Club is built on the foundation of helping ambitious small-to-medium-size business owners like you grow and thrive by building your bank of brilliant connections. And in their words, they do it “without the awkward networking vibes.” There’s “no fluff. No hard selling. Just a proper business community.” They even offer a lot more benefits on top as a bonus to you, too. Keen to know more? Hear all about it from the team themselves on their podcast. Don’t forget to like and subscribe. Even better, how about you introduce yourself to them? After all, it’s a great way to expand your network.
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Mayor and City Leaders Mark Official Opening of 278-Home Lighthaus at Liverpool Waters
Starlight Investments has announced the official grand opening of Lighthaus, a brand-new 31-storey build-to‑rent (BTR) community delivering 278‑homes in one of Liverpool's most desirable waterfront locations. The formal ribbon-cutting ceremony, attended by Steve Rotheram, Mayor of the Liverpool City Region, local leaders and project partners, marks the building's transition from construction completion to a fully operational residential community. With residents now moving in and amenity spaces activated, Lighthaus represents a visible new chapter in the ongoing regeneration of Liverpool's docklands and the continued evolution of the Liverpool Waters masterplan — one of the UK's most ambitious regeneration projects led by Peel Waters. Located within Princes Dock, Lighthaus forms part of Liverpool Waters, the £5 billion multi-decade regeneration initiative that is transforming more than 60 hectares of historic docklands into a vibrant mixed-use waterfront district. The opening underscores the momentum of this landmark regeneration programme and reinforces Liverpool's position as one of the North's leading growth cities. The grand opening formally recognizes Lighthaus as an active part of the city's housing landscape — delivering professionally managed rental homes that support workforce growth, urban living, and long-term economic resilience. Lighthaus offers a sophisticated collection of studio, one-, two‑, and three-bedroom suites, each designed to offer a bright, comfortable, and contemporary urban living experience. Homes blend refined, modern design with a warm, welcoming atmosphere — capturing the development's "illuminated living" ethos, where thoughtfully created spaces meet the calm of the waterfront. Residents enjoy access to a curated range of amenities, including a sky bar and lounge, private dining areas, a fitness centre, co‑working spaces, a rooftop terrace, a resident lounge, a coffee bar, and 24‑hour concierge service. Construction of Lighthaus was completed in late 2025. Housing delivery remains a core regional priority, with the Liverpool City Region targeting a pipeline of more than 64,000 new homes to support future population growth and community wellbeing. The completion and official opening of Lighthaus contributes directly to this objective, providing high-quality rental accommodation in a district central to Liverpool's long-term economic strategy. At a time when viability pressures continue to constrain housing delivery across the UK, the successful delivery and activation of Lighthaus demonstrates the role of well-capitalized, long-term investors in sustaining regeneration momentum and accelerating rental supply in key regional markets. Delivered in partnership with X1 Developments and Vermont Construction, Lighthaus reflects the strength of collaboration between experienced development partners and long-term institutional capital. Daniel Drimmer, Founder and Chief Executive Officer, Starlight Investments, said: "Lighthaus represents the kind of high-quality, professionally managed rental housing we are committed to delivering across the UK. This milestone is particularly meaningful as Lighthaus moves from a completed development to a vibrant new home for our residents. We are proud to partner with Liverpool's civic leaders and Peel Waters to support the continued transformation of the city's iconic waterfront." Steve Rotheram, Mayor of the Liverpool City Region, said: "This represents exactly the kind of ambitious development we want to see more of across the Liverpool City Region. What was once an area crying out for meaningful investment is now rapidly becoming one of the most exciting regeneration stories in the country — accelerated by the development of Everton's new stadium at Bramley Moore. Crucially, it sits within our new Mayoral Development Zone, where we are using the powers devolution affords us to unlock sites, accelerate delivery, and attract the kind of investment that makes projects like this possible. As our region prepares to head to MIPIM next week, this is the type of place-based regeneration story we'll be talking to potential investors about — ones that don't just erect cranes in the sky, but build communities on the ground." James Whittaker, Managing Director, Peel Waters, said: "Lighthaus Liverpool Waters represents far more than a new building on our waterfront, it stands as a symbol of what can be achieved through strong, collaborative partnership. Working with X1 Developments, Vermont Construction and an international investor of Starlight's calibre to deliver our shared vision for Liverpool Waters is a real achievement, and their long-term commitment to quality shines through in every aspect of this development. Lighthaus has added another striking landmark to Liverpool's iconic skyline, setting a new benchmark for design and waterfront living. We are particularly proud that Starlight chose to work with Vermont, a Liverpool-based contractor. Their involvement has not only delivered a building of exceptional quality but also created hundreds of local jobs and opened up meaningful opportunities for young people through apprenticeships and their partnership with The City of Liverpool College's construction campus that is also based here at Liverpool Waters. The official opening of Lighthaus at Liverpool Waters is another key milestone in the continued transformation of our historic docklands, and a powerful demonstration of what long-term investment and shared ambition can deliver for the city." Lighthaus forms part of Starlight's expanding UK residential portfolio and reflects the company's strategy of delivering leading BTR communities that contribute to urban regeneration and address the increasing demand for high-quality rental housing. Across the UK, Starlight has established a portfolio of 4,000 rental suites and over £1.1 billion in assets under management, with continued expansion underway in key regional markets. Learn more: https://www.lighthausliverpool.co.uk/
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Peter Howley Professor of Economics and Behavioural Science, University of Leeds
The outlook for job seekers in the UK appears to be taking a turn for the worse. Weak economic growth and continued uncertainty for employers have led to forecasts that unemployment will hit 5.3% this year. In politics, the debate typically follows a familiar pattern: creating jobs, tackling unemployment and making sure welfare benefits are fair. But this economic framing captures only part of what is at stake. Work is not simply a source of income. It is about much more than a paycheck. When people lose work or cannot find a job, the damage is often psychological as much as financial. With official estimates suggesting that UK unemployment will climb higher this year than previously forecast, that leaves problems for the government beyond just the numbers. Economists estimate that in terms of life satisfaction the non-financial costs of unemployment are several times larger than the loss of income itself. Unemployment can also leave long-term scarring effects –fears about becoming unemployed again, for example – even after people have found a new job. One reason is that employment fulfils important psychological needs. Just as vitamins are essential for human bodies, certain aspects of work – autonomy, variety, recognition – are essential for the mind. When work disappears, people lose not only financial security but often routine and social connection as well. Days can become less structured, social networks might shrink and confidence can erode. In most societies, work is also closely tied to self-worth, meaning unemployment can bring feelings of guilt, shame or personal failure even when job loss is beyond a person’s control. A good illustration of how powerful these social meanings can be comes from a study of people’s happiness as they transitioned into retirement. People who move directly from employment into life as a pensioner typically experienced little change in their overall satisfaction. In contrast, those who had been unemployed before retiring reported a marked improvement in wellbeing once they reached retirement age. The difference was not due to changes in financial circumstances. Rather, retirement removed the stigma attached to not working. During working life, being unemployed carries a heavy social stigma. But no one looks down on a pensioner for not working. Psychological pain To illustrate further these non-financial costs of not working, research my colleagues and I conducted also looked at how unhappy people feel when they are out of work depending on the overall unemployment rate in their neighbourhood. If unemployment were purely an economic issue, then living in an area with high joblessness should make things worse. It means fewer jobs and tougher competition for those roles, after all. But what actually happens is the opposite: although the psychological pain of being unemployed is always substantial, this pain reduces as more people around you lose their jobs. Now, it is clearly not the case that people are just cruel and taking pleasure in others’ misfortune. But when job loss becomes more common, the stigma eases and people no longer feel as alone or to blame for their situation. The current challenge is not limited to outright job loss. Globalisation and technological change have expanded economic opportunities overall, with things like new industries, cheaper goods and services, and greater access to global markets. But they have also contributed to the growth of insecure and lower-quality work. For many people, stable and meaningful employment has become harder to find. These changes are unevenly distributed: communities that have historically been reliant on manufacturing have suffered lasting declines. These include higher unemployment, lower wages and wider social problems following exposure to competition from cheaper manufacturing bases. In this sense, economic change has created a new geography of disadvantage. The consequences extend beyond individual happiness. Rising job insecurity and dissatisfaction with work can reshape how people view government institutions and politics more broadly. They are associated with falling trust and growing frustration: conditions that have been linked to stronger support for populist and anti-establishment movements across advanced economies. When large groups feel economically marginalised or socially undervalued, political discontent often follows. Labour market policy, therefore, is not only about employment rates or economic growth. The right decisions can help to sustain social cohesion and democratic stability during periods of economic change. The rapid advance of AI in the workplace brings these questions into sharper focus. It promises extraordinary gains in productivity, but also raises an uncomfortable question for the future. What happens when large numbers of people are no longer needed for the work that once defined economic life? The challenge posed by AI is not simply how to distribute income, but how to sustain human flourishing in a world where work plays a smaller role. Financial compensation alone may prevent poverty, but it cannot guarantee satisfaction with life. And if citizens do not feel that their lives have value or direction, the political consequences may prove as significant as the economic ones. The future of work is not just an economic question, but a social one.
Why unemployment carries hidden social and political costs
Sophia The Robot
www.paramountmedia.co.uk
Leeds Bradford Airport chooses A-SAFE for new terminal and baggage safety systems
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A-SAFE, the global leader in workplace safety solutions, has completed a new installation at Leeds Bradford Airport's new terminal extension and baggage area, strengthening safety across key operational areas. The project builds on A-SAFE's aviation expertise, with its systems chosen by major international airports including London Heathrow, London Gatwick, New York JFK, Abu Dhabi, Hong Kong and Milan-Malpensa. Statistics from the UK Civil Aviation Authority show passenger numbers reached more than 292 million in 2024, a 7% increase on the previous year. This growth is putting airports under pressure to maintain performance at higher volumes. James Smith, Co-CEO of A-SAFE, said: "Airports are under growing pressure to move more passengers, more quickly, without compromising safety. Meeting that demand requires safety solutions that do more than protect assets and instead keep operations moving while cutting the risk of disruption. Leeds Bradford is the latest example across our aviation projects of how Atlas systems help airports operate at scale with confidence while keeping everyone and everything safe." Gemma Whitehead, Head of Health, Safety, Environment & Compliance at Leeds Bradford Airport, said: "Safety is at the heart of everything we do at Leeds Bradford Airport, and this latest installation by A-SAFE is a testament to that commitment. Their expertise in aviation environments, combined with close collaboration with Farrans Construction and Millar Design & Management, has helped us enhance protection for our passengers, staff and assets in critical operational areas. We're proud to work with partners who share our high standards for safety and innovation." The project was delivered in partnership with Farrans Construction, the main contractor, and Millar Design & Management, a consultancy with specialist airport experience. A-SAFE worked closely with both organisations to review plans, resolve technical challenges and optimise the safety design to fit in around Leeds Bradford's current safety requirements. Leeds Bradford adopted A-SAFE's Atlas for infrastructure and baggage systems, Atlas Plus for passenger segregation, and high-impact bollards for baggage door protection. This is the same range A-SAFE has used in its other major airport projects, to meet the impact demands of environments where tugs pull multiple baggage trolleys at heavy combined loads. The installation was completed over three weeks, with two weeks in the baggage hall and one week on the apron. Ray Barnett, Sales Director at A-SAFE UK, added: "Airports face safety demands that differ greatly from other sectors. Our experience on projects at major aviation hubs gave us the insight to support Leeds Bradford's development with systems that were fit for purpose for the requirements of their operations. It is positive to see safety recognised not just as protection, but as a foundation for keeping airport operations moving." The completion of the Leeds Bradford project adds to A-SAFE's portfolio of UK airport work and highlights the role of safety infrastructure in keeping transport hubs reliable. With airports under pressure to handle rising passenger numbers and tighter schedules, A-SAFE's solutions are helping prepare operations for sustained growth and increased complexity.
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New DBS check rules for self-employed
A recent change to DBS rules means eligible self-employed professionals can now apply for Enhanced DBS checks through a registered umbrella body – something that was previously only possible if an organisation applied on their behalf. Samantha Vaughan, Chief Product Officer at Complete Background Screening (CBS), says the update reflects how working patterns have evolved, with more people operating independently in roles that involve trust and responsibility. “Over the past few years we’ve seen a rise in self-employed professionals working directly with families or vulnerable individuals,” Samantha said. “That includes tutors, carers, therapists and personal assistants. Until recently many of those individuals could only obtain a basic DBS check, even if their work involved a higher level of responsibility.” Samantha believes the change helps bring safeguarding expectations more in line with the reality of modern working arrangements. “This update gives eligible self-employed professionals the option to demonstrate the same level of transparency you would expect in sectors such as education or healthcare,” she said. Samantha has outlined five things employers, families and self-employed professionals should understand about the new rules. 1. Self-employed workers may now be eligible for Enhanced DBS checks The biggest change is that eligible self-employed individuals can now apply for Enhanced DBS checks through a registered umbrella body, provided the role meets the legal eligibility criteria. “This gives professionals working independently a clearer route to obtaining the appropriate level of safeguarding check,” Samantha said. 2. The check must still match the role Eligibility rules have not changed. The role must still involve regulated activity or responsibilities that justify an Enhanced DBS check. “It’s important that the level of screening matches the nature of the work,” Samantha said. 3. Applications still need to go through an umbrella body Self-employed individuals cannot apply directly to the Disclosure and Barring Service. Applications must still be submitted through a registered DBS umbrella body. “The umbrella body ensures the application is processed correctly and meets the necessary eligibility requirements,” Samantha said. 4. Enhanced checks provide more detailed safeguarding information An Enhanced DBS check can include details of convictions, cautions and relevant police information. In some cases, it may also include checks against barred lists. “These checks are designed for roles where individuals may have close or unsupervised contact with children or vulnerable adults,” Samantha said. 5. Families and personal employers can still ask to see the certificate Even though the individual applies for the check themselves, families and personal employers can request to see the DBS certificate before making a decision. “That helps people make informed choices when they are inviting someone into their home or placing them in a position of trust.” Samantha says the change highlights how safeguarding processes need to evolve alongside modern working patterns. “The way people work is changing. More professionals are self-employed and providing services directly to individuals and families,” she said. “This update helps make sure safeguarding standards keep pace with that shift.” Based in South Wales, Complete Background Screening (CBS) is one of the UK’s most trusted providers of pre-employment and DBS checks for universities and other organisations. Founded in 2005, CBS supports clients across the UK and internationally, including higher education institutions, NHS trusts, local authorities, global brands, charities, G4S & ITV. The company combines regulatory expertise with a people-first approach, delivering reliable, tech-enabled screening that helps organisations stay compliant, protect students and staff, and build trust. Learn more: https://cbscreening.co.uk/
These days, gen Z appears to be pivoting towards skilled trades, perhaps driven by a desire for “AI-proof” job security. Many young workers now view blue-collar careers as more stable than office jobs in the face of rapid change. It’s not just the youngest workers. A growing sense of unease about AI is reshaping how many people think about work. Within younger groups, this shift is showing up in hard numbers. In the UK, hiring of gen Z workers (those born in or after 1997) in construction and trade roles rose by 16.8% in the year to January 2026. The result is what some are calling the “toolbelt generation”. But elsewhere in the workforce, many professionals are taking a pragmatic approach. Instead of competing with automation, they are learning how to work alongside it. Building fluency with AI tools is increasingly seen as a form of career insurance. The goal is to move into roles designing, managing or directing AI systems. In that model, technology becomes a force multiplier (that is, it increases productivity), rather than a threat. This shift is also driven by economics. AI-related skills command a clear premium in the jobs market. Beyond pay, there are other benefits. AI systems are particularly effective at handling repetitive, process-heavy tasks. When those functions are automated, employees can redirect their energy towards strategy, creative problem-solving and higher-value decision-making. Many find that this shift not only improves productivity but also makes their work more engaging and meaningful. Importantly, entering the AI space does not always require a computer science degree. Through online learning, bootcamps or just practical experimentation, workers can gain expertise in areas such as prompt engineering, workflow automation or AI application. The barrier to entry is lower than many assume, especially for those who already understand a specific industry. Industry knowledge is, in fact, a major advantage. Organisations increasingly want people who can bridge domain expertise with technical capability. A healthcare professional who knows what patients need as well as understanding AI tools; a finance specialist who can apply machine learning to risk analysis; or a tradesperson who uses smart systems for efficiency can all bring unique value. These hybrid profiles are becoming central to how companies integrate AI, creating interdisciplinary roles that did not exist a few years ago. The flip side: risks and challenges AI is creating opportunity, but it also brings risks and trade-offs. One of the most immediate challenges is the pace of change. Keeping skills current can feel like trying to hit a moving target. Over time, constantly doing more can lead to fatigue and burnout, particularly in highly competitive environments where staying relevant is tied to job security. There is also an upfront cost. Transitioning into AI, especially into more technical or advanced positions, can require an investment of time and money before any financial return materialises. And AI is said to be contributing to a hollowing out of traditional career ladders. Many entry-level roles, once considered stepping stones into industries such as finance or marketing are being automated or cut back. As a result, entry pathways into certain professions may narrow before new ones are established. Finally, working in AI often means grappling with complex ethical and safety questions. Workers must consider issues such as data bias, privacy, transparency and accountability. Decisions made during system design and deployment can have wide-reaching consequences. Navigating these responsibilities requires sound judgement and a clear understanding of these consequences. Looking ahead In many sectors, AI is unlikely to eliminate entire professions. Instead, it will reshape them. Tasks will be automated, workflows will evolve and job descriptions will shift. For most professionals, the practical response is not to abandon their field, but to integrate AI into it. At the same time, technical fluency alone will not be enough. As automation takes over routine and rules-based work, human skills become more important. Critical thinking, judgement, empathy, communication and complex problem-solving remain difficult to replicate with algorithms. The more advanced the technology becomes, the more valuable distinctly human strengths appear to be. There is also a widening gap across industries. AI is generating new, high-paying roles in areas such as engineering, data science and AI strategy. However, in positions where automation only partially replaces tasks, productivity may increase while wages do not. In some cases, partial automation can stifle pay or reduce opportunities for promotion. Retraining and career pivoting in the AI age is becoming a mainstream response to structural change. AI is reshaping how work is done across sectors, while opening up new roles that are centred on oversight, integration, strategy and innovation. For many professionals, the question is not whether change is coming but how proactively they choose to respond. The most resilient path forward is rarely about abandoning your field entirely. More often, it involves layering AI fluency on top of existing expertise. A finance professional who understands automation tools, for example, is better positioned than someone relying on legacy skills alone. In this sense, the objective of retraining is to move closer to the decision-making layer of work. Ultimately, the AI era is not about a binary choice between optimism and fear. It is about positioning. Retraining and career pivoting are becoming central strategies for navigating this shift with intention rather than reacting after the fact.
In this age of global uncertainty, where in the world can we look for guidance?
Susan Akinwalere Senior Lecturer in Business and Management, University of East London
Time to retrain? How to future‑proof your career in the AI age
Kirk Chang Professor of Management and Technology, University of East London
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Leanier founders selected for national fundraising accelerator programme
Entrepreneurs Michelle Leong and Debbie Gilbert, co-founders of the Leanier app, have been selected to join the Female Founders Rise Fundraising Accelerator Programme, a national initiative supporting women-led businesses to become fundraising-ready and investment-confident. They have joined a cohort of 70 female founders from across the UK taking part in the programme, which is delivered by Female Founders Rise and supported by partners including Barclays Eagle Labs. The accelerator offers expert mentoring, weekly practical training and strategy sessions, alongside peer support and in-person events in London. For Michelle and Debbie, whose app Leanier is currently in development, the selection marks an exciting milestone as they prepare for the next phase of growth. Leanier brings Lean improvement thinking into everyday life, helping people reduce friction in their lives, improve follow-through and make progress through practical micro-actions, with the founders continuing to build momentum ahead of launch. Michelle said being accepted onto the programme is an important step for the business and comes at the right time as they look ahead to fundraising. “Fundraising to grow and develop your business can feel like a minefield and this programme has been designed to help founders like me understand the detail behind it all. I was delighted to be accepted and I’ve already gained huge value from it,” she said. “I now better understand pitch decks, funding routes and what investors are really looking for. I’ve had the chance to practise my pitch and get feedback from angel investors, VCs and other women founders on the programme. That kind of support is invaluable at this stage.” Debbie said the programme has provided both practical insight and confidence as the pair continue to develop Leanier. “What’s been especially powerful is the combination of practical training and honest founder conversation. It helps you make better decisions faster — not just about raising money, but about where to focus your energy as a business,” she said. Their participation comes at a time when improving access to investment for women-led businesses remains a key focus across the UK. According to the British Business Bank, female founder teams continue to receive a relatively small share of overall equity investment, while government-backed research has highlighted that around 2p of every £1 of UK venture capital funding goes to female-founded businesses. As Leanier continues its development and fundraising journey, Michelle and Debbie say they are excited about what comes next and the opportunity to build on the momentum created through the programme. They will now be confidently pitching their app and its ethos to would-be investors. Leanier is an app in development co-founded by Michelle Leong and Debbie Gilbert, bringing Lean improvement thinking into everyday life. To find out more visit https://www.leanier.app
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Bath business invited to pilot new instant interactive customer communication tech
Bath based businesses and organisations are being invited to take part in an innovative new project to make their offers and information instantly accessible and interactive for customers. The ConnectedBath Project, led by Minfo and supported by Innovate UK, is focused on helping local retail, hospitality, tourism, service businesses and not-for-profit organisations remove friction between customer interest and customer action. Whether it’s a restaurant menu, event booking, special offer, donation page, visitor information or follow-up details, Minfo enables customers to instantly access what they need on their own phone at the exact moment their interest is triggered. Minfo was founded by entrepreneur Roland Storti, who was inspired by a simple but common frustration. “I heard a radio advert while driving for something I genuinely wanted to buy,” he said. “By the time I got home I’d forgotten the name. That moment made me realise how often businesses lose customers simply because there is no easy way to act in the moment.” From that insight, Minfo has been designed to give people choice and control. Using patented AudioQR technology that works seamlessly across audio, video and public spaces, a simple tap on the Minfo universal app instantly connects people to relevant information or ads on their mobile, with the option to save it for later, removing the need to remember names, search online or type URLs. For Bath businesses, one of the most immediate opportunities is interactive radio advertising. Through Minfo’s collaboration with Radio Bath, advertisers can allow listeners to instantly engage with offers, competitions, bookings or information while listening, even if they are driving or busy at home. Beyond advertising, Minfo is also being used to support operational business communications. This includes in-store messaging, visitor guidance, tourism information, community announcements, fundraising and public interest campaigns. While the technology also works across TV and YouTube viewed on TV screens, the ConnectedBath Project is primarily about practical local impact. It is designed to show how instant engagement can increase response rates, improve customer experience and reduce drop-off across everyday business communications. Minfo is about to begin working with University of Bath, making all of its screens in the School of Management building interactive for students. The initial deployment is intended as the first step towards a broader rollout across the entire university, enabling students to instantly access information, events, resources and updates at their convenience. The project is launching in Bath because of its mix of independent businesses, cultural institutions, tourism operators and community organisations, alongside its strong identity and collaborative spirit. Bath-based businesses, agencies and organisations are encouraged to step forward now to take part, shape the project and help position Bath as the UK’s first ConnectedCity. The ConnectedBath Project is currently in its initial launch phase until the end of March. Participating businesses that sign on during the initial launch phase will receive 6 months free usage until September. These businesses will also receive concierge service. Minfo will use their their no-code platform to create clients’ campaigns, plus deliver full support for management, including tracking and reporting to demonstrate measurable outcomes throughout the project. To find out more or to take part, visit minfo.com or contact Roland Storti at rstorti@minfo.com
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Matillion, builders of the AI Data Automation platform 'Maia', today announced the appointment of Tim O'Neil as Chief Revenue Officer (CRO). O'Neil brings deep expertise in enterprise data software from leadership roles at Alation and ThoughtSpot, and joins Matillion to accelerate its enterprise go-to-market as adoption of Maia, its AI Data Automation platform, continues to explode. The appointment comes as Matillion sees AI-native acceleration with Maia. Organizations including Merck, EDF, and GE Healthcare are using Maia to automate data workflows that previously demanded significant manual effort — freeing their teams to focus on building data products rather than managing pipeline complexity. Maia works natively within ecosystem platforms, integrating tightly with Snowflake, AWS, and Databricks, and leveraging AI labs models, like Anthropic, to deliver automation where enterprises already operate. "What drew me to Matillion is what Maia is already doing for enterprises like St James Place and Precision for Medicine. "Their data leaders aren't just running pipelines — they're delivering data outcomes. That's the shift. And with the ecosystem Matillion has built with Snowflake, AWS, and Databricks combined with the AI innovation coming from Anthropic and other labs, there's a real opportunity to help data leaders stop worrying about manual data work and start delivering at the pace their businesses actually need." — Tim O'Neil,Chief Revenue Officer, Matillion "Tim shares the same vision for Maia and how Revenue teams drive data outcomes for enterprise customers using AI. "His experience scaling sales, partnerships, and field engineering at Alation and ThoughtSpot means he understands the market, the buyer, and what it takes to build a field organization that wins. "We're excited about Maia's impact— and Tim is the right person to help accelerate that." — Matthew Scullion,CEO and Co-founder, Matillion Matillion's Maia, gives enterprise data teams an agentic data team, context engine and foundation that designs, builds, and maintains pipelines autonomously. The company was minted as a unicorn in 2021 and serves thousands of enterprises globally, including Cisco, London Stock Exchange Group, and ServiceNow.
Manchester's Matillion Appoints Tim O'Neil as Chief Revenue Officer
Following seven months of development and testing, three local businesses have today been announced as the winners of the Mayor’s big ideas challenge. The challenge was launched by Mayor Tracy Brabin in February 2025 to accelerate innovative solutions, products or services to overcome health inequalities among communities in West Yorkshire. In July 2025, 19 finalists of the Mayor’s big ideas challenge were selected and awarded £20,000 each as well as a package of support to accelerate the development of their solutions. Today, the three winning teams have each been awarded £100,000 to support the commercialisation of their products: Asclepius MedTech Ltd developed Surgfit: a remote monitoring system to help hospitals deliver safer and more effective surgical care. Harmonai Hub created an AI-powered wellbeing platform for carers, offering personalised support and empowering mental health, resilience and connection. Mind Body Goals developed Luma³ Editions, that offers breathwork and mindfulness techniques, providing accessible, preventative mental wellbeing support. West Yorkshire is a hotbed of innovation and is recognised for developing an open, inclusive, thriving ecosystem, where SMEs, budding entrepreneurs and individuals are inspired to innovate. For this reason, the challenge was aimed at SMEs across the region, empowering those closest to the issue to drive change. Tracy Brabin, Mayor of West Yorkshire, said: “Our region is home to endless talent, creativity and ambition, and today I’m thrilled to announce the three winners of our Big Ideas Challenge. “Each team will now receive £100,000 to accelerate the development of their lifechanging technologies – boosting health and wellbeing throughout West Yorkshire, and creating good skilled jobs in our region. “By investing in innovation and backing the entrepreneurs who are determined to make a difference, we’re building a stronger, brighter West Yorkshire that works for all.” By innovating to overcome regional health inequalities, the Mayor’s big ideas challenge is actively supporting the UK Government’s 10 Year Health Plan*, which will see the NHS move from treatment to prevention to alleviate pressure on frontline services. While all winners have developed different products, they share the common goal of combatting health inequalities across West Yorkshire. Led by the West Yorkshire Combined Authority, funded by the UK Government through the UK Shared Prosperity Fund, the initiative has been delivered by global challenge expert, Challenge Works. Kathy Nothstine, Director of Cities and Societies, Challenge Works, said: “We received over 100 eligible entries, whittled these down to 19 incredible prospects, and today celebrate three winning solutions that have been designed with the community’s best interests at heart. The diverse range of solutions highlights the incredible drive of regional SMEs to solve local challenges, and the extent of what is possible through innovation and ingenuity. “They also illustrate the power of open innovation challenges. By levelling the playing field for innovators, through an open competition, seed funding and expert capacity building support, challenge prizes enable diverse approaches to a problem. “These winning innovations have the power to change West Yorkshire’s trajectory – and demonstrate the power of SMEs to deliver a more accessible and resilient health ecosystem.” With £21 spent per person on health innovation and research in the North, compared to a £62 average in the golden triangle of London, Oxford and Cambridge, health outcomes vary widely. Those living in the North of England are 20% more likely to die early; life expectancy in Yorkshire and the Humber stands at one year and ten months lower than the average in England; and 4.7% of working age people are economically inactive due to ill health – 0.6% above the average. With the wider region trailing the UK’s productivity levels by 16.8% due in part to poor health, tackling health inequalities through the Mayor’s big ideas challenge is designed to have a ripple effect on the region, accelerating social and economic change, and supporting West Yorkshire to flourish. The three winning solutions are those that demonstrated the most, and potential for, future impact. The other 16 solutions that reached finalist stage will continue to develop, thanks to the grant funding and package of support provided to the innovators in July 2025. These solutions ranged from an AI wellbeing companion designed by and for neurodivergent women, a digital training service for pharmacists to improve primary care, and a language platform to improve children’s speaking skills.
Three winners of the Mayor’s big ideas challenge named to tackle health inequalities
Manchester sports insurance specialist Insure4Sport, part of Digital MGA Ripe, has reported a significant increase in new business, reflecting continued growth across the UK fitness and sports sector. Sales data from January 2026 shows new Insure4Sport policies increased by 25% year-on-year and are up 37% compared with 2020 – making it the brand's best month since launch in 2009. The figures suggesting that the growth seen during the pandemic has translated into a more permanent shift in how and where people engage with fitness. Regional analysis over the same period shows the biggest increase in Greater London, with 17% of total volume, followed by the South East at 14% and the North West at 13%. Demand has also increased across a broad mix of cities, with notable uptick in locations such as Bristol (up 83%) and Twickenham (up 175%), alongside sustained volumes in major cities including London and Belfast. Analysis of Insure4Sport's data over the past six years shows that growth has been strongest among disciplines aligned with flexible, community-based and studio-led fitness models. Sports such as Pilates and cheerleading have seen particularly sharp increases, reflecting rising demand for specialist instruction and the continued shift towards independent, instructor-led businesses. Alan Thomas, CEO at Ripe, said: "Flexible working, a bigger focus on wellbeing and the rise of self-employment are all having a tangible impact on what people are doing with their time, suggesting that the growth seen during the pandemic has translated into a more permanent shift in how and where people engage with fitness. "From our position as the market leader working closely with fitness professionals, we're seeing more people enter the sector and build sustainable businesses. "What stands out in the data is not just the pace of growth, but the fact that people are staying active year after year, pointing to a more resilient and established industry."
Insure4Sport sees record start to the year amid UK fitness sector growth
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