BQ Yorkshire Winter 2015 by We Are UMi

BUSINESS QUARTER

Yorkshire: Winter 2015

Celebrating and inspiring entrepreneurship

Family values Charlie Forbes-Adam is securing his inheritance

In the bag Freya Bass has big plans

Coulson’s law Tim switches from editors to barristers

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Thunderbirds star Dominic Colenso brings drama skills to business

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E N T R EP R E N E UR I N T E R V I E W S

B USIN ESS U P DAT E

Business Quarter Magazine

Yorkshire: Winter 2015

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IN SIGHT

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E VE NT S

BUSINESS UPDATE bqlive.co.uk

EDITOR’S VIEW YORKSHIRE ISSUE 27 The issue of devolved powers is making the headlines around the country. Here in Yorkshire, the confidence and depth of skills from all quarters has won the recognition it deserves and Sheffield and Leeds are showing the rest of the regions that you have to move fast to be first in the queue and start to create a model that others will follow. But our entrepreneurs will not be sitting on the sidelines politely applauding and waiting for some crumbs to fall from the table. As ever, their job now is to keep pressing, keep innovating and keep building the foundations that the newly-empowered authorities will need to attract investment and make the most of this once-in-a-lifetime opportunity. It is the easiest business role of all to criticise, but one of the most challenging to accept criticism and still grow. So a feeling of mutual co-operation between authorities, big businesses and entrepreneurs is essential. Be open and forthright about what is needed and then help each other get there, because we have said for a long time that things need fixing and now we are on the verge of being given the tools to do the job ourselves. So in this edition of BQ Yorkshire, I bring you the front line troops in that very real battle for power. They are creating street-level jobs and products that will grow to become a mainstay of the region – if their innovation and drive is matched with a network of support. Meet Dominic Colenso, who has been to Hollywood and back and is now helping businesses bring their products successfully to a wider market.And Freya Bass, a remarkably aware 25-year-old who is employing a team of experts to repair the most expensive handbags on the planet – and who wasn’t too interested in working on my £1.99 charity shop satchel! Talking of craftsmanship, there’s also Adam Cox who runs Cavendish Pianos – the UK’s only commercial piano maker. Giving us the benefit of many years of experience in business is Tim Coulson, director of the New Park Court Chambers in Leeds who is balancing litigation with inspiration. There is more, of course, including a 16-page special report on Darlington which digs deep to find out how this fast-growing town is making a name for itself on the very borders of Yorkshire. I hope you find the stories inside entertaining and inspiring. I am learning more and more about our wonderful region with every interview and look forward to giving you a continuing in-depth view of what BQ entrepreneurs are up to as we head towards a new year together. Mike Hughes, Editor, BQ Yorkshire

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CONTENTS

Winter 15 42

BUSINESS LUNCH

SUCCESS IS IN THE BAG F O R F R E YA Mike Hughes meets 25-year-old entrepreneur Freya Bass

A new chapter in courtroom thriller

MAN’S ES TATE

Charlie’s land of hope and glory

ON WINE

SHAKEN AND STIRRED

Peter Armitage wrestles with his prejudices

In a James Bond classic

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Celebrating and inspir ing entrepreneurship

FEATURES

REGULARS

CL ASS ACTOR Actor puts new business role in the spotlight

BUSINESS UPDATE Latest developments in the business world

DESIGNING YORK SHIRE Jeannine Cavaghan looks at Yorkshire’s place in the Northern Powerhouse

COMMERCIAL PROPERT Y Who’s building what and where

BUSINESS LUNCH Judit Petho unveils a new legal strategy

ON WINE Red supporter prefers white

MOTORING Licence to thrill in Aston Martin

BIT OF A CHAT Talking business

LAND OF HOPE AND GLORY Charlie Forbes-Adam turns to SMEs to secure his 350-year-old estate

INK IN HIS VEINS Interview with Tim Coulson

SUCCESS IS IN THE B A G F O R F R E YA Mike Hughes meets 25-year-old entrepreneur Freya Bass 2

SPECIAL REPORT

DARLINGTON: BUILDING AN INGENIOUS FUTURE

L AW O N HIS MIND, INK IN HIS VEINS Profile of Tim Coulson

SPECIAL FEATURES 23

THE ESSENTIAL GUIDE TO GROWING A BUSINESS

INVESTING IN GOOD WEALTH MANAGEMENT

DESIGNING YORK SHIRE Jeannine Cavaghan looks at Yorkshire’s place in the Northern Powerhouse

WEBSITE OF THE QUARTER www.fliptext.org. So daft it’s addictive. Write something, Fliptext flips it upside down, cut and paste it into Twitter or Facebook to catch someone’s eye

BUSINESS UPDATE Doncaster wins the big race Doncaster Racecourse has won an award in a national scheme that celebrates excellence and innovation in racing. The Town Moor venue was recognised by this year’s Racecourse Association Showcase & Awards for its “truly spectacular” Christmas Live events and was crowned best in the country in the events category, beating off stiff competition from racecourses at Haydock Park, Goodwood, Hexham and Royal Windsor. Kieran Gallagher, executive director of Doncaster Racecourse said: “We are thrilled to receive this prestigious national award, which recognises our efforts in staging one of the most popular festive events in Yorkshire. Christmas Live has grown in stature since we first launched it five years ago and now it is a firm fixture on our entertainments calendar.”

BEF Gains Further Funding for SME Businesses in Yorkshire Business Enterprise Fund (BEF) have secured further European Investment Fund (EIF) monies for business lending in Yorkshire and the North East.

The £3.5 million fund runs alongside a further £700k capital investment from the Government’s Regional Growth Fund and will be used to lend to businesses unable to access finance from mainstream lenders. “We started BEF in 2004, delivering our first loan in November that year. 11 years on we’ve lent over £40 million to businesses, assisting in the creation of over 2000 jobs.” said Chief Executive Stephen Waud. The BEF Group have seen rapid growth, especially over the past 3 years as the demand for their service as alternative finance lenders increases. “There is a real demand for the kind of finance we deliver and research shows that the gap between mainstream and alternative lenders continues to grow – particularly for small businesses.” BEF was established to serve SME businesses and offers unsecured loans up to £50k. “We’re perfectly situated for this type of lending and will continue as a lifeline of funding for these businesses.” www.befund.org

Vote of confidence from China Sheffield City Council announced a major new investment partnership with Sichuan

Guodong Construction, one of the largest companies in Sichuan Province. The council, and Sichuan Guodong Construction, have agreed a framework for the development of a long term strategic alliance for investment in the city. Mr Wang, chairman of the board and president of Sichuan Guodong Construction, said: “Sheffield really does stand out amongst all UK cities as a business investment. This agreement illustrates our confidence in Sheffield as a city going from strength to strength, with real growth potential.” Councillor Leigh Bramall, deputy leader of Sheffield City Council, and Cabinet member for Business, Skills and Development, said: “This is a real vote of confidence, and the result of a step change in the work of the council on our international relationships to attract jobs and investment into the city.”

Heavenly help for SMEs Tax and accountancy expert Amanda Vigar, managing partner of V&A Bell Brown, has made an extraordinary offer to Yorkshire SMEs – she’s going to help them after her death. Amanda is setting up a charitable trust in her will. “It will be a lending facility for people with good business ideas but, for whatever reason, they can’t raise money through conventional routes. That’s where I want my money to go to.”

Leeds BGF team reaches out to NI

George F White Bedale Celebrates 25 years with Continued Growth Land, and property consultancy George F White celebrates 25 years in Bedale this month following a busy quarter of winning new clients and recruiting more staff. “Our Bedale office is pivotal to the business as a whole,” said Simon Britton, partner and head of the Bedale office. “It’s been one of our strongest performing offices, and Bedale is now looking to expand in the estate management, farm business consultancy and architectural sectors to continue growth.” The latest additions to the team are Matthew Brown, who re-joins as a rural practice surveyor, Robert Seward, senior architectural technician and Caroline Horn APC Rural practice surveyor which takes the total number of Bedale employees to 16. Throughout its 25 year history in Bedale, George F White has been heavily involved with the local community, sponsoring Bedale Football Club, and at the local Bedale primary school running seasonal activities such as Christmas and Easter competitions. The consultancy also sponsors a number of high profile rural events such as the Tanfield Grouse and Thirn Charity Clay Shoots. Recently, George F White launched the Big Fish Event, which raised £3,000 for the Ure Salmon Trust for continued improvement of the local River Ure. Matthew Brown, who joined at the team last month, said: “I am relishing the opportunity to work for a thriving business in Bedale and the surrounding areas.

The Business Growth Fund has completed its first investment in Northern Ireland, in a deal led by the growing team of investors based in Leeds. BGF has invested in Derry-based Braidwater, a family owned housebuilder that has been designing and building affordable residential housing across Northern Ireland for more than 40 years. Braidwater builds high quality two to five bedroom family homes. The business is run by founder and executive chairman Patrick McGinnis and his son, managing director Joe McGinnis. The growth capital investment will be used to support the development of residential properties across existing sites and provide Braidwater with long term strength. It is the second house-builder BGF’s team in Leeds has invested in, following a £5m deal with North East based Cussins in December 2012. Andy Gregory, regional director for BGF in North & Northern Ireland said: “This deal shows the breadth of experience of our team of investors, not just geographically but also across sectors. Braidwater was identified as a strong investment opportunity and we are delighted to be supporting the business.”

Khaleel’s a rising star Khaleel Ahmed, a data inputter employed by Leeds based The Right Fuelcard Company, has won a Rising Star Award at The Prince’s Trust and Samsung Celebrate Success Awards. The accolade acknowledges the achievements of young people who have faced and overcome substantial personal obstacles and are now in sustainable employment. After leaving school with no qualifications, Khaleel, who said he was “excited and very proud” of the award, got into trouble with the police. During his 14 month spell in prison however, he studied hard and gained a range of qualifications. Following his release he secured a place on the Prince’s Trust’s ‘Get into Customer Service course’ which led to an opportunity to join The Right Fuelcard Company. His manager Nick Elletson, commented: “It’s tremendous that the work we undertake alongside the Prince’s Trust has resulted in this well-deserved achievement. We value our longstanding partnership with the Trust which helps to develop key skills, confidence and motivation – enabling young people to move into work, education or training.”

PLAYING THE GENERATION GAME Let’s face it the majority of family businesses will do anything to avoid challenging issues. As succession becomes a point to be raised, sibling rivalries and longstanding grievances come to a head and your normally absent brothers, sisters, aunties and uncles arrive at the boardroom table with agenda led grins. It’s the succession game in full swing and the current generation are resisting the imminent need for succession discussions. Their role in the business has reached its natural end and the business is in desperate need of new life blood. But who within the family are right to pick up the reins. With the incumbent losing their status and leadership position it is sometimes difficult for them to just let go and put their trust in those around them. In their eyes no one can do as well as they have and all the knowledge of the inner workings of the business resides within their own mind. It comes down to trust and real self awareness. The decision can become easier for those who have a positive plan for life after the business and when in reflective mode can start to be open and honest about their intentions to those around them. I have witnessed many families start to have an open dialogue, and as long as they haven’t left it to the last minute, an early introduction leads to a more harmonious outcome and a more open communication is understandably linked with successful succession and sustains the business for the next generation. Visit www.armstrongwatson.co.uk/ blue or contact Dave Clarkson on 0113 2211300 or dave.clarkson@ armstrongwatson.co.uk

BUSINESS UPDATE bqlive.co.uk/breakfast

TOP TWEETS Defos think I’ve put on a bit of weight. Damn the pastry abundance of Yorkshire. @Noble_Kylie The #city name #Sheffield derives from the #River #Sheaf running through the city - #TAB #Yorkshire - @The_Ad_Bureau Weekend working, fuelled by Yorkshire Tea and deadline-induced fear. - @ tinycopywriting

Stairlifts raise the bar

To save money the Czech police have started using Yorkshire Terriers because they are small and eat less food - @ rjwakeman

Acorn Stairlifts has been awarded the top accolade in West & North Yorkshire Chamber’s Raising the Bar Awards. The Chamber hosted its third annual ‘Raising the Bar’ awards at the Northern Ballet in Leeds to provide benchmarking for businesses involved in corporate social responsibility work and to profile the good deeds of companies in the region. Acorn, from Steeton in West Yorkshire, took away the award for the overall winner who in the eyes of the judges had ‘Raised the Bar’ the most across four categories of community, education, economy and the environment. With more than 1,000 employees worldwide, Acorn Stairlifts impressed the judges with its commitment to local employment and its community activities, especially for the nearby Sue Ryder Manorlands hospice. The award was collected by company secretary Dave Belmont who said: “When we looked back at the past 12 months we were pleasantly surprised at what we have achieved and are delighted to be recognised. As a medium-size business it is easy to stay in your own business bubble but we have made a conscious effort to make a positive impact on the local community and environment plus creating jobs for every level too. We were very proud to pick up the accolade for overall winner; this is an award the whole team will treasure.”

In Yorkshire, “g’morning”, “’afternoon” and “eh up” are all synonyms for “it’s raining” - @ mmalcC Great news that Burberry is taking on Temple Mill and it will once again be producing textiles! - @kevingradyleeds What do great fresh local ingredients + skilled producers make? The best of Yorkshire - @yorkshire_dales The inaugural 2015 @letouryorkshire had 1.5 million spectators and brought £50 million into the For frequen t region. #TDY business chat at your - @letouryorkshire fingertips

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From pottery to body armour An innovative super strong material developed by a Barnsley company to make the manufacture of pottery more cost-efficient is also being evaluated for use as an armour material for the Ministry of Defence. The process of using the material, a sialonbonded silicon carbide, to make parts was discovered by Sheffield Hallam University material scientist Dr Hywel Jones and ceramics

expert Dr Anthony Pick, who set up XeraCarb in 2011. The company is being supported by Enterprising Barnsley, a business support programme delivered by Barnsley Council. The material can withstand extreme heat, up to 1,500C, and possesses enormous strength. It was originally designed to produce thinner space saving shelving in kilns which last longer than traditional materials and is currently being supplied to a number of major tableware and

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ceramics manufacturers. But it is also being assessed for use as personal body armour with the research sponsored by the MoD. Prototype armour components are undergoing full ballistic trials because the material offers significant advantages over existing armour in terms of the cost, shape and size of components as well as total system weight. XeraCarb plant manager, Roshan Aucklah, said: “We have been able to demonstrate that we can make armour that can curve, can be formed into any shape or dimension and is able to The UK’s recruitment, stop a variety staffing and HR sector of military is worth more threats. ”

FACT OF THE QUARTER

than £28bn

QU O T E OF TH E Q UA R TE R “You have to know both ends of a business, selling as well as making” Adam Cox, Cavendish Pianos Homes, sweet homes Leeds-based Duchy Homes has been named Best Builder in Yorkshire and North East by the National House Building Council. David Mills has won the regional award in the 2-50 units per annum category for the quality of his work at Duchy Homes’ site ‘The Orchard’ in Braithwell, Rotherham. His success was announced at the recent Pride in the Job regional event at York racecourse where over 350 industry colleagues attended. Jim Cropper, group managing director of Duchy Homes said: “This award places David and Duchy Homes firmly as a top house builder in the region. A Pride in the Job award is the highest industry accolade a site manager can receive and represents the success of the whole team from the site manager, his team and associated trades, as well as the contribution of everyone back in the office.”

MOVERS AND SHAKERS Thirsk-based Twisted Automotive has supported its international growth plans with the appointment of a new brand manager. Erica Thorpe from York will be responsible for supporting the company’s international expansion, brand partnerships, and the launch of a range of new services over the next three years. She said: “Twisted is a globally recognised brand with a passionate following. The company plans to grow its overseas business, and use the value in the brand to launch new products and services. It is a great time to join the business and help shape this development.” West & North Yorkshire Chamber has made changes to its board of directors. The group includes Bradford Chamber, Leeds Chamber and York & North Yorkshire Chamber. Stephen Wright of Thorite, past president of Bradford Chamber, takes over as chairman and Graham Cooper of Agfa Graphics has been appointed as vice-chairman of the Board. Also joining the board is Ed Everard of Saville Audio Visual, Bridget Davies of Minster FM, Paula Dillon of Bond Dickinson and Nick Garthwaite of Christeyns. Leeds based recruitment specialists Care Futures, which is part of the recruitment group Futures.co.uk, has done some recruiting itself, bringing in Allan Tucker as part of a specialist team that sources talent for social care organisations across the UK. These include adoption and fostering agencies, residential care homes, special needs residential schools, social care charities and local authorities. Madge Moore has been appointed chairman of the Yorkshire Food, Farming and Rural Network which brings together rural communities, businesses and the food and farming industries,

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THE HEIRS TURNED TO BLUE A key to the success of our strategic Blue service is its ability to discuss the elephant in the room or in our case the Blue elephant in the room. How difficult is it to express an opinion about a family member who is not pulling their weight or the opposite and being too involved and destructive with it. Our Blue teams have been able to open up conversations into both a healthy and very positive discussion. Using the service as a facilitation tool we have seen members of the same family move from complete opposite ends of the Boardroom through to side by side sessions finishing each others sentences. We have also unearthed no go areas of discussion which clearly have had a deep rooted past and brought them to the surface for the greater good of the business. On occasion we have also identified a member of the family become a blockage to positive progress and helped address the obstacle. So when its time to start planning for succession with the next generation picking up the reins it has to begin with an open conversation. That discussion is at its most effective when a non-biased facilitator is working with the family to help air all the hopes and dreams of both the incumbent and new family owners. So through our Blue service its time to open up the discussions and help us plan and mediate the conversations with the next heirs to the business. Visit www.armstrongwatson.co.uk/ blue or contact Dave Clarkson on 0113 2211300 or dave.clarkson@ armstrongwatson.co.uk

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Actor puts new business Dominic Colenso has one of those faces. You’re sure you’ve seen him before but can’t think where you would have met. The likely answer is that you might have seen him in the multi-million dollar Thunderbirds film, where he played Virgil Tracy, or perhaps as Prince Andrew in Whatever Love Means or as David in Stephen Poliakoff’s 2003 film The Lost Prince. Yes, he’s THAT Dominic Colenso. So why are we talking in his office in a business centre near York? Dominic has written his own script for this role – as the head of In Flow Training, which teaches teamwork, leadership and presentation skills to individuals and businesses. He has spent many of his 34 years getting himself into other people’s personalities and thinking as others do. For Dominic this is a natural extension of that – as an entrepreneur, there have to be ways of selling your image to someone and making them believe in you. It’s about how you breathe, how you stand and how you make the most of your four or five minute slot in a boardroom. “I had been doing some work for companies while I was acting and started to think about

Mike Hughes meets Dominic Colenso, who is using his considerable acting and directing experience on a new stage in his career it as a possible business,” Dominic explains at his office in the York Eco Business Centre in Clifton Moor. “But like any start-up in Yorkshire, In Flow itself began as an idea, which led to me trying some things that worked and some that didn’t. I put a lot of time into getting some content out there on You Tube and having something people could use early on. “As I pulled the threads together and people started to get to know what I was doing, I started to get referrals from companies who might have seen me at events like MADE or Venturefest and had a situation they wanted me to look at. “That might be a firm wanting to get investment into its business and needing presentation skills or perhaps someone IT-based who now finds they need to get out and pitch

and sell the brand. “I think I provide a good blank canvas on which people can put their ideas and talk through their targets and act as a role model for what I teach. People are always interested, but it can take anything up to six months to convert that into a sale.” For Dominic, this is not a matter of putting on a mask and pretending to be someone you are not. The In Flow techniques are about revealing the full potential of your personality and skills – what you are capable of that you might not have realised before. It has been said that we only use about 10% cent of our brain’s potential. We become content with that because it is enough to get us through our lives. But what would we be capable of if we had another 20 or 30% to work with.

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role in the spotlight That saying might ring a bell with BQ entrepreneurs. Rather than put up with that 10%, they squeeze every last drop out of themselves to make their business work. Their determination helps them dig deep and access the hidden percentage. “I encourage people to work in groups because you can learn from other people and create an environment where you can let your guard down,” says Dominic. “There is no theory or PowerPoint to start things off, we must get up and do it. I tell them they have a body and a voice to use and it is up to me to help them find which bits of themselves they want to turn up and which they want to turn down. “We all have different stages in our lives, whether that is a stage at home, a stage at work or a stage down the pub. One each of those stages we play a different role – I am a dad, a husband, a business owner, a trainer or a best mate. “You give different parts of yourself to those relationships and decide which one to use on each occasion.”

When he was a teenager living in Germany where he was studying for the all-encompassing International Baccalaureate, Dominic took the chance to go to Africa and help teach in a school. The ability to talk to people and make an impact has stayed with him and helped shape his career. His parents were completely supportive when he opted for acting ahead of law and his own confidence was already showing: “I remember thinking: if this acting doesn’t work out I’ll just go back and do law the next time around...” As a trainer, he can see nerves and a lack of confidence as a session starts, but can turn that to a freedom later in the day and likes nothing better than receiving follow-up letters and emails about a job success. In Japan when

he was promoting Thunderbirds the fans were almost storming the hotel and the cast had to be whisked away, but now Dominic aims for the applause of a roomful of business leaders. “There is a curiosity about the people I work with, particularly the entrepreneurs. They are genuinely excited to see what happens and how far they can go and what challenges they will face. But none of us are Teflon – as an actor you certainly need a resilience because you need to get used to not getting 90 per cent of the work you go for. “Earlier in my career I pinned my hopes on every audition, but as an entreprenuer you can’t do that all the time. You just have to give the best performance you can each time as your side of the bargain and realise it is not always your

“We all have different stages in our lives, whether that is a stage at home, a stage at work or a stage down the pub. One each of those stages we play a different role – I am a dad, a husband, a business owner, a trainer or a best mate”

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fault if it doesn’t happen. “You still have to nurture the relationship with the person who has just turned you down because just because people said ‘no’ now doesn’t mean they will say ‘no’ later.” As he came to appreciate this himself as a young man, he was offered a place at Drama Centre in London, where Tom Hardy was in the year above him and Michael Fassbender had just left. With about 90 in the school, it was an exciting and inspiring three years. In his final year he got the role in Poliakoff’s The Lost Prince working alongside Michael Gambon, Tom Hollander and Bill Nighy – for whom Dominic also took the key role of holding the umbrella while Bill had a smoke between takes! “I just wanted to spend as much time with these people as possible – sitting in make-up with them, chatting as often as possible and getting advice from Michael Gambon who simply told me to never turn anything down, just go and have the experience and learn from it. “I was then in a drama in Chichester and then the next thing was Thunderbirds.” The US$50m film, released in 2004 and directed by Star Trek actor Jonathan Frakes, starred Bill Paxton as Jeff Tracy, head of the family’s International Rescue organisation based on Tracy Island in the Pacific. Dominic sets the scene: “I had an agent when I was at Drama Centre who was getting me some good parts and he got me an audition for Thunderbirds with Mary Selway, the casting legend who had worked on iconic films such as

“You still have to nurture the relationship with the person who has just turned you down because just because people they said ‘no’ now doesn’t mean they will say ‘no’ later”

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Withnail and I, Star Wars and Love Actually. “I went to her offices and had a few lines to read and we had a chat. It was quite a moment, but one thing I teach my businesses is how to control that emotion and nervousness and it is very much down to how you use your body and how you breathe.” The reading went well and with her advice of ‘work on that accent’ Mary sent Dominic to another audition, this time with Jonathan Frakes. Arriving into a room “full of people who looked like me” made him think about how he could stand out and the answer seemed obvious. Be yourself and have self-belief. Things had obviously improved between the two events, as Frakes’ verdict was ‘Now there’s an American accent!’ and the role was eventually his. “But fame is a very fickle thing,” he reflects. “The adoring Thunderbirds fans might also have seen me in The Lost Prince, or an episode of Doctors, but there was no context for the mania, particularly in Japan where we were like Beatles with girls waiting everywhere and paparazzi knowing just where we would be. “The premiere there was at The Budokan, where our film voices were provided by Japan’s biggest boy band, V6, who arrived with us through the floor in swirls of steam in front of an audience of 6,000.” Thunderbirds was intended to be a trilogy and Dominic had seen his £1m contract for the third film, but reviews were mixed and there wasn’t enough money made at the American box office, so the cast never got past the original.

ENTREPRENEUR bqlive.co.uk

So from 6,000 fans at the Budokan to a twodesk office outside York is quite a journey, but it is a personal one for him. His content and thoughtful persona proves he can enjoy the success and fanbase movies and theatre work have brought but can also step back and assess himself to see what he has learned and realise the wider implications of those skills. In 2007 seven weeks of filming the lead role of Luke in the Simon Cowell-backed Rock Rivals TV series with all its headlines and X-Factor glamour came to an abrupt end when Cowell wanted to change actors because he didn’t think the look was right. Start-up businesses who are confident in their product will need to be used to these refusals and eventually treat it as a change of direction. The test of self-belief is the confidence that the person who has just given you the bad news may not be right, or if they are then it just needs to be taken on board as advice and not the end of the challenge. “I’m glad my attitude with my career has been to enjoy every minute of it, but don’t take it all too seriously, otherwise I would have hit the ground with quite a bump.” says Dominic. “I realised that as an actor there are so many factors that were out of my reach it can never be a linear career and the task of getting more work is actually made more difficult because people presume you are busy because you’re that 23-year-old guy who was in the Thunderbirds film, so you won’t have time for this project or that production. “There were some roles out there, but I also loved the directing side. As an actor you are one part of a jigsaw, but as a director you are facilitating the talent of loads of different people which is one of the reason I like my work as a business trainer. In Flow bases much of its work around breathing techniques, which Dominic knows well “having spent much of my three years at Drama Centre lying on the floor practising it”, and for him it is about realising you have a choice – and can have control – over how you perform. “Think of the way Jonny Wilkinson places the rugby ball, makes that exact pattern with that exact swing, places his arms, looks up and down. I can guarantee that he is working on his breathing as well. “It’s not that there is one prescribed process for breathing during a high-profile performance,

“I am not an out-of-work actor looking for something else to do, I am using what I have learned from all my past experiences and applying them to a different problem and give the business different strands. That’s the entrepreneur in me” but more that you are in control. If you are breathing up in the chest, then you are facilitating the ‘fight or flight’ mechanism and pumping adrenalin around the body, but if you are breathing lower the alignment and space is right and the body is in the position it was designed to be in.” The business is also in the position it was designed to be in, with wife Laura joining as 22-month daughter Nell starts at nursery. Laura will spread the word about a buy-one-give-one scheme where for every day the business is working on a contract, they will bank an hour to work with local schools. “We want people to get what we are doing as early as possible and it shocks me that they don’t teach this sort of relaxation and breathing techniques in schools. It is about confidence and the ability to make eye contact and why it is important even for children as young as seven or

eight to be comfortable in their own skin. “I am very serious about turning In Flow into something incredible and tangible. It is not just a little lifestyle business, I want it to be the go-to provider for communications training in Yorkshire over the next couple of years. “I am not an out-of-work actor looking for something else to do, I am using what I have learned from all my past experiences and applying them to a different problem and give the business different strands. That’s the entrepreneur in me.” Dominic’s next role, growing his company, may well be his most challenging and the spotlight will be well and truly turned towards him. But with such experiences behind him and the ability to use them to fuel a new journey, it might not be too long before businesses are saying: ‘Isn’t that Dominic Colenso? He’s the guy who runs In Flow Training...’. n

PROFILE Oulton Hall

Waiting on your every need! From fine dining to running the perfect bubble bath – experience personal service like never before at Oulton Hall The glorious grand mansion on the outskirts of Leeds, Oulton Hall are welcoming back by popular demand the beautiful bespoke Butler packages and Butler Dining Experiences. With over 60 years experience and training between the Butler team of Peter, Karim and Youssef working at the likes of The Claridge’s and The Savoy Hotels in London as well as The QE2 Cruise Liner anything they don’t know

about personal service is not worth knowing. The private dining experiences are tailored to your specific needs with a full consultation with the Head Butler and Head Chef to arrange a menu of your choice – 4/5 or even 6 courses along with the perfect service and table décor as you see fit, served on the finest china and using the finest crystal glasses. Prices start from as little as £65 per person, and the team at Oulton can cater

for anything from; an in-suite romantic dining experience for 2 people and a Butler to wait on your every need 24/7 during your stay, including serving you breakfast in bed and running the perfect bubble bath, to a private dining experience for up to 20 guests with our Head Chef carving and serving food by the side of your table – magnifique! Get know to Oulton’s Head Butler a little more intimately by reading his profile.

“Just returned from a lovely afternoon tea, beautiful setting in lovely grounds, we are so lucky to have such a stunning hotel in our area, all the staff are amazing, a big thank you to Ian and Graham for the lovely greeting and to Peter, Yousef and Karim for looking after us you all work so hard. Loved every minute. ” Mr & Mrs Dickinson – 04/07/15

Peter McMahon – Head Butler Having set his eyes on a career in hospitality, Peter attended Cauldron College in his home town of Stoke-on-Trent (also a fan of the Potters for his sins) where he was recognised with a City & Guilds in Hospitality & Catering. His first role was as Chefd’etage at the luxurious Claridge’s Hotel in London where he spent four years plying his trade to some of London’s finest gentry. Looking after the Penthouse Suites and catering for the likes of Sir Hugh Wontner & Lady Wontner GBE, CVO – Chairman and then President of the Savoy Group. Peter’s next move was to the position of Room Service Manager at the iconic ‘The Grand’ Hotel located on the centre stage of Brighton’s famous seafront. He spent four years attending to guest’s each and every need before he journeyed North where he found Oulton Hall just outside of Leeds and he stepped into the position of Head Butler, managing a team of Butlers offering bespoke dining experiences, exceptional attention to detail and wowing guests at every opportunity. Some twenty two years later he is still offering the same fantastic personal service to all the guests that enter Oulton Hall - here’s to the next twenty two years!

Why not meet Peter and his team for yourself - contact the hotel on 0113 2821000 to get more details and make your booking!

INSIGHT bqlive.co.uk

Designing the future of Yorkshire

Why is China so crucial to the development of the Northern Powerhouse? By 2030, China is expected to be the world’s largest economy. Its growth story has been remarkable. Every two years it creates an economy that is the same size as that of Australia. Even if China’s growth slows it will still be a crucial engine for the world economy with clear opportunities for businesses in the North. Whilst Manchester is one of the four anchor cities of the Northern Powerhouse, how does Yorkshire fit into the region’s strategy for growth? The Chancellor unveiled the Northern Powerhouse around a year ago, and its launch Osborne stated: “The cities of the North are individually strong, but collectively not strong enough. The whole is less than the sum of its parts.” The broad aim of the Northern Powerhouse is to try to redress the economic imbalance between the North and the South, with a view to attracting investment into the northern towns and cities. According to Ed Cox of think tank IPPR North: “To win business and public

Jeannine Gavaghan, an associate at HLM Architects in Tudor Square, Sheffield, takes a designer’s view of Yorkshire’s economic revival and its part in the Northern Powerhouse investment, I too often have to go to London, but this is insane; each city in the north is too small to fight against that. We can only drag some of that investment northwards if we work together. “If the people of Wigan, Pontefract and County Durham are better off commuting to Manchester, Liverpool, Leeds, and Newcastle then that’s what has to happen. So many young people in those places currently leave. A Northern Powerhouse gives them an option to stay.” Northern cities collectively need to concentrate their existing centres with high quality retail, office and residential developments and to improve their transport infrastructure. Our universities need to play an integral role with

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new talent, fresh ideas and innovation. We have more than 70 universities across the North. To boost the economy of the towns and cities across Yorkshire a strategy is needed to build on their unique qualities to enhance as well as their existing strengths. Creative Industries in Liverpool, Media in Manchester, legal and financial in Leeds, advance manufacturing in Sheffield, software in Newcastle and energy in Hull. To help achieve this concentration we need to address transport links and infrastructure at a strategic level. For cities to succeed, an integrated transport authority is required. For example the West Yorkshire Combined Authority (WYCA) Plan brings together councils from Bradford, Kirklees, Calderdale, Leeds, Wakefield and York together with the Leeds City Region

09/06/2015 14:51

INSIGHT bqlive.co.uk

Enterprise Partnership as a combined force for economic growth. The £1bn fund will be targeted at reducing congestion, improving the flow of freight and making it easier for people to commute to and from expected major growth areas. Cities need places and spaces to provide experience, character and journey experience. Good design contributes to this through quality buildings, façades, street scenes, attractive public squares and parks, and first class leisure facilities. The out-of-town car-dependent model of urban regeneration in several cases has not worked and in recent years the focus has been to reverse the planning model that left city centres like ghost towns after 6pm. While certain out-of-town leisure complexes remain popular however we need to continue to re-energise our city centres to become destinations for evening and weekend leisure activities, as well as providing a first class retail shopping experience. Trinity Leeds was built during the last recession. It is a million square foot shopping and leisure development in the heart of Leeds city centre and opened in March 2013. Leeds rose in CACI’s UK Retail Rankings for 2013 to become the sixth largest shopping location in the UK after London’s West End, Glasgow, Manchester, Birmingham and Liverpool. By regenerating Leeds city centre it has become a premium

“Cities need places and spaces to provide experience, character and journey experience. Good design contributes to this through quality buildings, façades, street scenes, attractive public squares and parks, and first class leisure facilities” destination. Coast-to-coast and north-south transport links are desperately needed to help re-balance the Yorkshire economy. It takes around an hour by train from Manchester to get to Sheffield — a journey which should only take 35 to 40 minutes. Having a regular, quicker, more integrated and better-connected public transport infrastructure — linking city with city and town— would help the economy of Yorkshire to develop, boosting employment, investment and improving the quality of life for all. Town and city councils also need to address the situation that has resulted in many acres of prime city centre land that is given over to car parking. With city centres needing more space for development land for residential, retail and commercial schemes where will we park our cars? Park and ride schemes are now beginning to offer a viable alternative to parking in the city reducing congestion and taking cars out of the city. Leeds recently opened its Elland Road 800 space Park and Ride. It is a collaboration between the council, First bus and the WYCA. The scheme is set to double in size with

another park and ride at Temple Newsome. Sheffield’s Tram system recently celebrated its 21st birthday. Designers need to assess current and future skills and workforce business trends based around their immediate location, local strategies need to be developed (each city doing the same thing won’t work), specialist, growth markets and deficits in provision. Good design — for both buildings and urban and green space — can contribute to the creation of distinct characterful areas and identities, such as Little Kelham, Sheffield; the Antiques Quarter and Match Works in Liverpool. In time, such quartiers become self-developing as more individuals identify with an area and move to live or work there. Also, Green Infrastructure presents a way to address the complex interactions between various elements of modern life while unlocking additional benefits for local communities. This can be defined as the network of natural and semi-natural features, green spaces, rivers and lakes referred to individually as GI assets and the roles which they play are defined as

INSIGHT bqlive.co.uk

GI functions. Green Infrastructure approach benefits from maximising land utilisation and the provision of sustainable transport links within and between towns or cities. This includes: • Cost effective way to address water management • Addressing contaminated land and water pollution • Builds resilience to climate change • Promotes economic growth and investment by attracting people • Providing health benefits through recreation and increased opportunity for exercise • Providing social benefits through education, food production and building communities • Providing ecological benefits by enhancing biodiversity • Creating Healthy Places • Improve air, water and soil quality helping us to adapt to climate change by establishing the effects of urban heat islands, cooling the urban heat island effect, managing water and restoring contaminated land • Overcome health inequalities and promote healthier lifestyles. • Make people feel comfortable and at ease, increasing social interaction and reducing antisocial behaviour, isolation and stress. • Optimise opportunities for working, learning and development by providing space to play, enhancing learning and development and connecting landscape, health and the workplace. • Restorative, uplifting and healing for physical and mental wellbeing. We need to start re thinking what we need and what we want from designers, developers, local authorities, individuals and society. Housing needs to stop being viewed as a market for investment. A new challenge for affordable housing is how the variety of tenures (market rent, equity loan, shared ownership, subsidised rent, right to buy etc.) integrates with the wider market and urban infrastructure. Good design needs to facilitate innovation both in tenure and construction.Landscape and urban design need to mix with the creation

of lifetime neighborhoods not just homes so individuals can live different phases of their lives within their community. Place making with public realm, parks, facilities and green infrastructure all integrated as part of a single multifunctional design space to create robust and pleasant places to live work and play. Investing in landscape to benefit businesses and communities will: • Increase footfall • Increase property values • Realise the full potential of development sites • Reduce development cost using landscape techniques and solutions • Place built and natural environment at the heart of regeneration It was recently announced that the Sheffield city region will follow Greater Manchester with an elected mayor in 2017. George Osborne said: “Sheffield is forging ahead in the Northern Powerhouse, which this historic deal proves is taking shape”. “It has the power to change the shape of local government in the region in a way that would have been unthinkable even just a few years ago. For local people, it will mean the decisions that affect them being taken locally”. “Manchester is not a one-off – far from it. In becoming the second great northern city to sign up to managing its own affairs with this ambitious agreement, Sheffield city region

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is playing a vital part in helping to build the northern powerhouse.” Councils in the North-East and Tees Valley recently became the latest group to agree devolution deals with the Chancellor, but the West Yorkshire wrangles continue. West Yorkshire councils want a Leeds City Region deal covering their authorities together with Harrogate, Selby, York and Craven. Other authorities however want a single devolution agreement - known as Greater Yorkshire covering North, East and West Yorkshire. Should we not just create one brand – “Yorkshire”? Yorkshire needs to have a far more joined-up approach to economic development, which is underpinned with good urban planning with high quality buildings and a truly integrated transport infrastructure. Can Yorkshire (effectively four Yorkshires) operate as a unified body when each region has its own economic imperatives which are essentially competing with each other? My feeling is that Yorkshire has great potential to become its own economic powerhouse, but until a unified vision for Yorkshire takes shape then we are likely to continue to see piece-meal and uncoordinated developments continue. The pull of London is only set to increase and that would be a missed opportunity for all the people of Yorkshire. n

09/06/2015 14:51

PROFILE Doncaster Racecourse

Doncaster Racecourse offers sponsorship opportunities to promote your business Doncaster Racecourse is well known for staging prestigious horseracing events and entertainment – a tradition that dates back to the 1700s One of the UK’s premier sporting venues, it hosts a fantastic array of flat and jump races throughout the year, with the famous St Leger festival in September one of the main highlights on the UK sporting calendar. Now the jump season has kicked off in style, with the Ice Cream Direct Raceday bringing a host of top jockeys, trainers and horses to Doncaster on November 27. Racedays provide an ideal opportunity for businesses and organisations to network and promote their products and services via a range of attractive sponsorship packages on offer. A typical single race sponsorship package includes a private hospitality suite for up to 20 people who can enjoy a tantalising three-course meal and all-inclusive bar. Those who take up the opportunity will receive a full-page advert in the racecard, while a PA announcement during the day will also promote their sponsorship of the race. As well as the marketing benefits that a sponsorship package can bring, there’s also the chance to network with suppliers, customers and colleagues and generally enjoy a fun day out of the office. Sponsors have access to the main parade ring and can present the winner’s prize at the end of the race. They can also get involved in a range of activities, such as nominating the best turned out horse, and receive a souvenir photo of their time at the racecourse. Following the race, they get the opportunity to round off the day in style by enjoying a champagne reception with the winning connections. Kieran Gallagher, executive director at Doncaster Racecourse, said: “Race sponsorship is a superb vehicle through which organisations can promote their brand, products and services to a wide audience. It is worth the investment and the pricing is affordable for organisations of all sizes. Not only does it give them increased exposure and positive publicity, it can also help them to win new business and customers. “We have put together an attractive range of affordable race sponsorship packages and the benefits are numerous. They provide a great

There are a range of attractive raceday sponsorship packages on offer at Doncaster Racecourse

“Sponsorship of the Summer Raceday gave us an ideal opportunity to promote our brand and messaging to a mass audience.” opportunity to network in a relaxed, informal environment while treating customers and suppliers to a great day out at the races. “Larger organisations can also take advantage of on-course advertising, which gives them fantastic exposure on national television – a great way of getting their brand noticed by thousands of people. “There really is no better place to be than Doncaster Racecourse, which has fantastic transport links.” Several high-profile organisations have invested in a raceday sponsorship package including the Federation of Small Businesses (FSB), which sponsored the Summer Raceday held at Doncaster Racecourse in June. Over 10,000 people enjoyed a day of racing and exciting entertainment giving FSB the opportunity to promote their products and

services to a wide range of visitors. Dave Stallon, operations director at the FSB, said: “Sponsorship of the Summer Raceday gave us an ideal opportunity to promote our brand and messaging to a mass audience. Throughout the course of the year Doncaster Racecourse stages some fantastic racedays which attract thousands of people and provide a captive audience for organisations such as the FSB. “We’ve received some excellent feedback following our sponsorship of the Summer Raceday.”

For more information about sponsorship opportunities at Doncaster Racecourse, visit www.doncasterracecourse.co.uk or call the venue on 01302 304200.

PROFILE Blue Logic

Remote Access: A risky business, or the technology revolution we’ve been waiting for? Tim Hall, Technical Development Manager at Blue Logic, reflects on the potential security risks of remote working, and the smart solutions to combat them

Remote working has grown in popularity in recent times, which is reflective of both a shift in professional thinking, and advances in remote working technology that allow for more seamless integration with existing company systems. The latest figures from the Office of National Statistics show that 87% of UK employees are still primarily office based. However, in a nationwide survey conducted by Microsoft, 70% of workers stated that they felt more productive working away from the office, 38% said they were more creative out of the office, and 90% felt flexible working didn’t impact on their ability to interact with colleagues. Whilst remote working can boost business productivity and staff morale, the potential security risks and pitfalls involved in establishing a remote network shouldn’t be underestimated; not least due to the proliferation of devices; such as tablets, laptops and smartphones; that are now prevalent in the workplace. However, with the right knowledge and technical capabilities, likely problems can be identified before they manifest into complex issues. Accessing company systems remotely can be achieved in a number of ways; such as through a remote VPN (Virtual Private Network) connection established via the company server, via accessing Cloud computing services, or by using a Virtual Desktop (also known as VDI or Remote Desktop).

Cloud services can offer businesses increased scalability and flexibility; however, it cannot work in tandem with a VPN connection, so increased security measures will be needed. Using a Virtual Desktop connection is a great option to consider, mainly due to its high level of security and the fact that it doesn’t store data on local devices. The user can log in from any connected device, with a high-level security password necessary to connect. Whichever remote solution you deem appropriate for your business, ensuring strict security protocol is of paramount importance when it comes to safeguarding your company’s data. Social Engineering represents a very real threat to businesses that support remote working principles. A non-technical method of intrusion used by hackers, social engineering relies heavily on human interaction, tricking people into breaking normal security procedures. For example, virus writers can try to persuade people to run malware-laden email attachments, phishers might use social engineering to convince people to divulge sensitive information, and scareware vendors might use it to frighten people into running software that is useless at best, and dangerous at worst. Countering social engineering is best achieved by running social awareness training within your business. If employees are aware of how a social engineering attack can manifest, it is far easier for them to stay alert and aware of potential risks. Companies can also be proactive and run regular penetration testing, using the social engineering tactics discussed previously to test the strength of their network. This allows for any network weaknesses to be identified, and steps taken to eradicate potential threats before they become apparent. Another way to tighten remote business security is to enforce the Two-Factor Authentication process. This can be used with all remote connection options mentioned above. 2FA, as it’s commonly known, adds an extra step onto the standard log-in procedure – requiring the user to have two out of three types of

credentials before accessing an account. The three types can be: • Known to you; such as a PIN, password or pattern • Object; such as a bank card, phone app or fob • Physical, such as a biometric like a fingerprint or voice print Using 2FA, whilst not a 100% fool-proof solution, will certainly deter the vast majority of hackers, as well as offering more protection than logging in without it.

Top 5 Tips for Employees using Remote Access 1. 2. 3.

Don’t use the same password twice Keep all company related logins strictly confidential Be vigilant when working remotely – does the connection look legitimate? Make sure your home connection is adequately secured, and use encryption technology such as VPN and 2FA Password protect all necessary devices which contain company data or connect to your company network

For more information visit www.bluelogic.co.uk or call us on 01132739040

SME GROWTH SPECIAL FEATURE

The essential guide to building a business

SPECIAL FEATURE bqlive.co.uk

Laying the foundations

As a new year approaches, BQ Yorkshire editor Mike Hughes looks at the essential steps for SMEs setting off on a new journey

It is rare that someone just ‘becomes’ an entrepreneur. If you are going to succeed it will have been in your personality and your character since you were a kid, just waiting for the lightbulb moment to start the whole adventure. But going from there to running a business is a long and challenging road, so it is good to know that you can share the burden with people whose whole career is based around how many small businesses they can help to succeed. But even that idea can challenge an SME. When your dream is your own you want to protect it and make success your personal way of showing how capable and skilled you are. So needing to bring someone in to help can be seen as an admission that being an entrepreneur isn’t always about a single spotlight on only one star – but we all need the backing group, the chorus and the producers as well. So no true BQ Yorkshire entrepreneur takes all of that spotlight. It needs to be an early decision to build a team, bringing in the right people, with the specific skills you need to move to the next level. It’s no reflection on you; instead their decision to work with you is a vote of confidence that you are the right person to drive the investment forward. So who needs to be among the first signings as Yorkshire men and women build a premier league business? They need to have a checklist

that includes structured funding, equipment, a base and a sellable brand. Financial stability will be a priority from day one. Drip-feeding the right amount of money into the right spending pots can be a challenge, particularly when there is a temptation to secure that key piece of expensive equipment rather than travel to an important Europeana sales conference. Even for a very new business, there will always need to be a route to expansion and a good relationship with an experienced expert can almost literally be worth its weight in gold. There are plenty of funding options out there and just a few weeks ago the most recent report on the situation said £20bn could be lost because SMEs didn’t know their way around the market. The Case for Raising SME Awareness of Alternative Finance, compiled by Cambridge University Centre for Alternative Finance and GLI Finance said four UK banks provide 80% of SME lending but 56% of SMEs still don’t know about alternative sources. Co-author Dr Louise Beaumont said: “Lack of awareness amongst SMEs of the financing options available to them – despite a plethora of well-intentioned documents, reports and guides for SMEs - is an issue that threatens to undermine the UK’s economic recovery. “We must think less about individual policies

PROFILE BHP

Moving on up Managing Director Paul Hilton and creative director Ian Stanyer of Can Studios talk about how 17 years ago they turned their hobby into a business – and how they’re still following their dreams

(L to R) BHP Partner Howard Ringrose with managing director Paul Hilton and creative director Ian Stanyer from Can Studios outside their new offices at Park Hill flats Paul Hilton and Ian Stanyer met at Staffordshire University, where they founded the company 3ddog and quickly made their mark by winning an international web design competition. On the back of this, a Swiss marketing agency asked 3ddog to design some animations for what became the first Flash 3 website in Switzerland. Ahead of the game, even from a young age, Paul and Ian have never stopped innovating and have gone on to act for some big

“Our time with BHP has taught us that a good accountant will save you money in areas you didn’t realise you could save money. BHP has simplified our finances and made it easy for us to focus on our business, whilst our finances are kept in safe hands”

names, including the NSPCC, the Environment Agency, both Cambridge and Oxford University Press and a growing list of international aid organisations. In 1998, during their final year at university, the duo moved to Sheffield where they joined two friends to establish Can Studios. During the business’ formative years, projects carried out by Can Studios served a dual purpose and counted both for good business and for good grades. These projects also taught the team a lot of valuable lessons about where they wanted to take Can Studios in the future. They simultaneously carried out a job for a casino alongside a project called ‘Viewpoint’, for which they delivered a platform to encourage children in care who didn’t feel comfortable talking with adults to express themselves through an online platform. The contrast between the effects of both projects taught Paul and Ian that they wanted to specialise in ethical projects and e-learning – two areas Can Studios has excelled in ever since. Paul said “carrying out morally sound projects makes for interesting work, and gives you a strong

sense of achievement when you succeed in creating something which will really make a difference to people. It also inspires customer recommendations to like-minded organisations, which has helped to drive our business in the direction we wanted it to. We are absolutely passionate about doing something worthwhile. We also think it’s important to get an element of fun into all that what we do.” Ian added: “sometimes we build platforms on our own initiative because we know they will be useful to people. For example, we created a website called Awardsome, which allows people to create online awards and share them with others by Twitter or email. Teachers find them useful – you could consider these online awards as the modern version of the traditional gold star. We enjoy these side-projects as they allow us creative freedom, which helps us to retain a lot of the magic which got us started in the industry all those years ago.” Can Studios, which has grown over time from the original four people to a team of 14, has been based at the Workstation in Sheffield since the start. In January 2016, this is about to change. Paul and Ian have taken the opportunity to invest in new offices at the famous Park Hill flats in Sheffield where they are excited to be joining a new “creative quarter” in the city. This is not the only thing that they are excited about in 2016 – Paul said: “over the last 12 months we have made a concerted effort to raise our visibility in the local area. We have met with local colleges and universities, as well as a lot of enthusiastic local organisations and I am confident in the new year we will be doing some exciting projects close to home.”

Start the conversation today. Call Howard Ringrose on 0333 123 7171 or visit www.bhp.co.uk for more information on how BHP can help you.

SPECIAL FEATURE bqlive.co.uk

and mechanisms in isolation and much more about the bigger picture. We need to do the simple things much more effectively to enable SME behaviour change. “It is imperative the Government now leads the charge, supported by industry groups and industry itself, in order to ensure SMEs get the help they need to grow – not least to give the Northern Powerhouse a fighting chance, given that SMEs in the North are having their overdrafts slashed at twice the rate of SMEs in London.” That has to be the aim of any support network for Yorkshire SMEs – to support their growth and therefore contribute significantly to the Northern Powerhouse’s chances of becoming the most transformational business movement in the country. BQ has always recognised that such economic growth starts with our entrepreneurs, which is why it is so important that their awareness of the help they can get is as broad as possible from Day One. The legal structure of a new SME has to be watertight as well. Compared to the rush of innovation and applause, such matters can seem dull, but if new entrepreneurs immerse themselves in the scaffolding needed to support their ideas, they will be able to build more impressive structures, relaxed in the fact that someone is looking after the paperwork. A recent report from the Legal Services Board underlined how crucial legal support is for a new business and how acute the need is for

‘We must think less about individual policies and mechanisms in isolation and much more about the bigger picture. We need to do the simple things much more effectively to enable SME behaviour change’

SMEs to get sound advice across the board. With responses from 10,000 businesses, it asked about the effects of unaddressed legal issues and found that 23% of SME businesses reported significant loss of income, 12% reported an increased cost, 9% reported damage to their reputation, and 6% - hundreds of firms reported that employees had to be shed or the business closed down. Overall, 46% of SMEs said that unaddressed legal issues had hit their business, with the average financial cost per issue being £13,812. The challenge of keeping up to speed with every new sector and its implications and needs is met head-on by our hugely experienced army of accountants, advisers, financiers, lawyers and specialists. For instance, robotics are transforming healthcare and industry, medical sciences are helping tackle the most complex of problems which seemed lost causes, and digital innovation is changing almost every aspect of our personal and business lives, while

also creating its own specific issues like data protection, privacy, cyber security - and the hazards of some legally-alarming social media! These sectors have advanced beyond recognition and the impact they are having on regional economies has soared. One of the critical advantages each of the companies in this special report can offer is that they will know what is coming next and what SMEs need to take advantage of the opportunities. The matrix of support they can offer comes from years of experience not only in their particular specialisms, but in dealing with individual entrepreneurs and knowing they will have different strategies and targets compared to full-blown manufacturers with 50 years of production behind them. These are Yorkshire businesses with Yorkshire integrity and determination, from the start-up to the people who will help them achieve their long-term dreams, and BQ will be there to help as well – reporting and supporting. n

PROFILE Business Enterprise Fund

BEF: Going further for small business funding A door is open here to the firms that find it difficult to get the loans available from mainstream finance sources for high risk ventures Business Enterprise Fund (BEF) are a not for profit company that delivers loans to businesses unable to access mainstream finance elsewhere. We serve all sectors, including retail, and consider high risk businesses, lending up to 100% of the proposition. We offer unsecured lending up to £50,000 and from £50,000 to £150,000 secured, including commercial mortgages. We are also a delivery partner for the Start Up Loans Company, a Government initiative which aims to finance pre-start and young businesses that have been trading up to 24 months. We understand that it’s not just about the money. Business mentoring and support are on offer to our clients; as well as an assigned member of our investment team to assist with the application process and beyond. We are also partnered with useful services who can help your business thrive, providing added value to our service. We know the positive impact that thriving businesses can have on the community and the economy as a whole. We began in 2004 with a mission to help grow SME businesses in the Bradford area and to this day we assess the potential impact that a business can have on the economy. We have now safeguarded or created over 2000 jobs and have expanded to cover North and West Yorkshire, East Yorks, North Lincolnshire and the North East of England. In 2014 we lent over £7 million. Our loans are used for all kinds of business purposes; from growth financing, wages, stock and equipment purchase, to cash flow support and refinancing. Read some of our client’s stories and to find out more visit us online or give us a call today. CHIQUE PHOTOGRAPHY Chique Photography began in October 2014 and offers photoshoot and makeover experiences.

“We found BEF online and were put in touch with Julie Micklethwaite. She was absolutely brilliant and gave us the help and advice we needed.” Jane Earnshaw, Chique Photography

Chique Photography Co-founder Jane Earnshaw got in touch with Business Enterprise Fund to help begin her venture with a Start Up Loan. The studio, based in Huddersfield, features shabby chic décor and a range of packages, from couples and family photoshoots to hen night experiences. After a successful first year trading, doors have opened of a modern and stylish studio in Wakefield this November. The opening day was a big success with a big list of bookings. “It was almost too busy!” said Jane. “We’re off to a great start.” A quick business expansion was planned and Jane has a vision to continue growth, with her eyes set on Sheffield for 2016. In total the Chique has 12 self-employed makeup staff and 8 photographers and is looking to recruit more to cater for the growing demand. “It’s really important that everyone is well trained. Our photographers have to put up with very quick turnarounds and our makeup staff are professionally trained. We want to be the best and create a truly special experience for our clients.” Chique’s success is also down to their unique and diverse offering, which includes boudoir photoshoots for the more daring! “We want to give ladies confidence and give them a great experience. It’s very rewarding!” NOURISH RESTAURANTS David Stache is a certified nutritionist. He first invested his passion for healthy living into a business by opening Nourish, a healthy fast food restaurant, in Sheffield in October 2014. After a successful year a second store was opened in Leeds thanks to a loan from the Business

Enterprise Fund. “I’ve lived in Leeds for 9 years now so I know it well, it made sense to open here” said David. Nourish’s carefully created menu ensures each customer gets a healthy nutritious meal. To make this available for all, David was able to fit this into a fast food model, proving you can be healthy on the move. In its central location Nourish Leeds has been a popular hit with business men and women for breakfast and lunch. David’s ambition is for Nourish to educate the public too and make a difference in the world. This includes free workshops on healthy eating, ethical shopping and sustainability, as well as a scheme for customers to buy meals for homeless people. BEF exist to help new and emerging

Nourish Restaurants businesses get off the ground. Investment Manager Julie Micklethwaite saw the potential of Nourish and the difference it could make. Since opening in Leeds David has created 19 new jobs, 17 of which are full time. This is set to increase as more chefs are employed and a food delivery service is launched. If you have a passion that could turn into business get in touch with Business Enterprise Fund today.

www.befund.org Tel: 0845 2003919 Email: info@bfund.org Twitter: @BE_Fund Facebook: ‘Business Enterprise Fund’

PROFILE BHP

Starting-up something new Peter Wright, managing director of DigitalLawUK, talks us through his first two years of business DigitalLawUK Ltd is the brainchild of Peter Wright – solicitor, industry leader and now author. Inspired by working as a lawyer in a succession of large law firms on data protection and information management projects, Peter saw an opportunity for a specialist legal firm which focused specifically on digital law. He had previously advised significant clients, including HM Government, and could see that alongside the evolution of the digital world there would be an increasing need for legal advice in this arena. Peter said “I was also inspired by my wife, Heather, who had run her own firm in Arizona for 10 years. It is not a common choice to follow such a route and start from scratch in the UK, but we felt this was the right opportunity to do so.” In February 2014, Peter founded the UK’s first, and to this day only, boutique law firm to focus exclusively on data protection, cyber security, social media law, freedom of information and CPD training. The firm is based in the Digital Media Centre in Barnsley. Peter said he selected the location because “they have Grade A offices and reliable high speed broadband – essential for a digital law firm. Also, Barnsley is a great place to set up a business – we have had help from Enterprising Barnsley which has been of great support. They helped us with building

our website, our new app and they introduced us to business support consultants who have given us some invaluable advice.” In the first two years of business, DigitalLawUK has shown its ability, growing according to its business plan and doubling its turnover from year one to year two. The business was self-funded by Peter, who says “there is a strong motivation to see the business grow organically into a strong and sustainable firm which can service clients both in the UK and internationally.” A great deal of DigitalLawUK’s success is down to Peter’s credibility. He has a long list of credentials, for which people throughout the world are calling on him as an expert in the field of UK digital law. For example, he was recently asked to write a Cyber Security Toolkit for the Law Society, which is due to be published early in 2016. Peter says; “through chairing the Law Society’s Technology and Law Reference Group, as well as being the Law Society Council Member for Yorkshire, I have been offered opportunities to stay at the cutting edge of digital law. Last week I spoke at the Internet Days Conference in Sweden and in March 2016 I will be on the advisory panel at the British Legal Technology Forum, where I will be chairing a stage for the day. Through speaker opportunities like these, I have

Peter Wright, Managing Director of DigitalLawUK

“I have used BHP since day one with DigitalLawUK. They have always given me good, focused advice which made sense and their ideas have been of significant assistance in helping me make the right decisions for my business.” had the great pleasure of meeting other industry experts. Listening to them is always insightful. In a developing industry it is essential to stay on top of the news and the evolving policies regarding the many facets of digital law.” DigitalLawUK has clients in Canada, USA, Germany, Italy, and Portugal. Peter says: “we haven’t experienced any barriers to international trade. We have been fortunate that everyone we have worked with speaks English and has been quite like-minded. What is important is meeting the needs of clients, regardless of where they operate from and which industries they service. I believe this comes back to listening to them and really understanding their specific issues.” To support DigitaLawUK’s growth, Peter is now looking to recruit a specialist in disputes and other senior solicitors who can help him to develop the office and the firm. Peter is considering opening satellite offices in Manchester and London, but for now – there’s no place like Yorkshire.

Start the conversation today. Call Lisa Leighton on 0333 123 7171 or visit www.bhp.co.uk for more information on how BHP can help you.

PROFILE Clarion

Tenth retail outlet for Yorkshire interiors business A growing Bedale business is celebrating completion of its tenth Baytree Interiors shop the third it has opened this year. Located in the Metrocentre, the latest retail outlet is part of the company’s ambitious plans to establish a chain of 15 shops by the end of 2016 From modest beginnings as a small family business founded in 1975 by Graham and Joan Hill, an importing empire has evolved. The Hills’ son, Nik joined the company in the late 80s and quickly discovered that sourcing new and exciting products in the Far East was the way forward. He rapidly grew the business and the Baytree Interiors brand was developed, offering a diverse range of furniture, gifts and interiors accessories. The company recently completed a new extension to its 100,000sq ft head office and warehouse to enable it to accommodate the growing brand, also creating 10 new jobs at the Bedale headquarters now with over 40 staff. The company is on target to reach a turnover of more than £7.5m this year and employs an ever increasing staff of more than 120 people in total. “This year we celebrated the 40th anniversary of the business and we’re proud that 2015 also saw another major investment in our warehouse as well as our staff headcount passing the 100 figure milestone and the continued expansion of our retail outlets,” comments Nik Hill, managing director. “Having built a business based on our ability to source unusual products direct from suppliers in the Far East at competitive prices, we have taken this concept a stage further by developing our own retail offering. “Already, Baytree Interiors accounts for about a quarter of our business and we believe it has huge potential – we have seen 26% growth year on year in retail and, with our three new shops in Ilkley, Middlesbrough and the Metrocentre, we expect the trend to continue. We are actively looking for further new sites and plan to open another five shops by the end of 2016. We have also seen significant growth in our online business which is on target to contribute £700,000 to our turnover this year, bringing revenue from retail to £2.2m.” Baytree Interiors also has outlets in Knaresborough, Harrogate, Northallerton, Halifax, York and two shops in Whitby. Leeds law firm Clarion has worked with the company for the last three years, primarily providing

Nik Hill (left) with Martin Grange

legal advice around the acquisition of new retail units, property transactions and lease renewal negotiations as well as using its debt recovery services. Nik comments: “Martin Grange and the team at Clarion are fantastic – they’re so friendly and easy to deal with. There’s always someone at the end of the phone whenever I want some advice. I love the fact that they’re accessible, enthusiastic and see their role as being quick problem solvers. Their help and support have almost made them part of the Baytree family! “Clarion is the antithesis of a traditional, stuffy law firm – from their vibrant offices to their friendly and expert team, they’re great people to do business with and have made it possible for us to build our retail outlets so quickly.” Martin Grange, partner and head of Clarion’s property team, said: “It’s really satisfying to work with a well-established Yorkshire business which has the vision to use its expertise to explore the market in a different way. The company has made significant investments in expanding its premises, acquiring new Baytree Interiors outlets and growing

“Already, Baytree Interiors accounts for about a quarter of our business and we believe it has huge potential – we have seen 26% growth year on year in retail” Nik Hill, managing director its team in order to support its ambitious plans to build a 15-strong retail chain by the end of next year. Despite a tough market, they have proved that it is still possible to grow a flourishing retail offering on the high street.”

Can we help you? Call Martin Grange on 0113 336 3310 or email martin.grange@clarionsolicitors.com. Please visit www.clarionsolicitors.com for more information.

PROFILE Regional Growth Fund

Print firm pressing on with growth plans A Yorkshire printing firm is doubling its capacity and taking on four new staff after being awarded more than £32,000 from the Let’s Grow fund Alverton Press, which employs 11 staff at Northallerton, applied for the money to help pay for a second press, after a wave of enquiries for its folders, booklets, brochures and leaflets. The existing press was already working 16 hours a day and owner Guy Vasey knew the time was right to invest and expand. “My business partner Peter Anderson and I started the company from scratch in 2010, but have been in print most of our working lives,” he said. “We went to London to look at a printing press, bought it on the train journey back home and it all took off from there. We had to work pretty hard to establish the business at first, and the attitude of the banks back then was a real shock. They were a lot more cautious and it was hard to get finance for equipment – but we had built up a lot of good relationships and found some excellent suppliers who helped us a lot. “Two years in, we bought the unit next door and doubled our space and now we are getting the new Heidelberg press to double the capacity. It is a big step forward for us, but this has always been our aim to have two completely interchangeable presses to grow the business. “We had heard about people in the industry having success with RGF grants and the Let’s Grow programme seemed to be a new pot of funding that would help firms in areas like Hambleton. It was run through the BE Group and came across as a fresh way of doing things. “Let’s Grow made the difference for us about whether to go ahead or not - we might have had to leave it for another year. But we also got on well with the team from Clive Owen who ratified everything and checked the budgeting and now have the head start we needed.” The fact that Let’s Grow creates jobs as part of the grant system was a huge plus for Guy, who is now taking on four new workers, with more possible as the new press starts work. “We are very proud of the fact that we are recruiting. The industry is going through a tough time and there are very few printers in the North East who

are taking people on. It is important for us that the people we have are in a secure job, which brings dividends for us in that we have a very loyal workforce who will work hard to get a job done. “We feel that there is a very bright future and strong possibilities for a business like ours which is very customer-focussed and agile enough to be capable of very tight turnarounds.” Let’s Grow North & East Yorkshire, which awards Regional Growth Fund money to boost job creation, granted the money to Alverton Press from the £4million it was allocated in the RGF’s round 6 programme. Its goal is to help aspiring businesses realise their ambitions, support their expansion and create the job opportunities that underpin the local economy in North Yorkshire, City of York and the East Riding of Yorkshire. Simon Allen, senior project manager for BE Group, which delivers the Let’s Grow programme in partnership with Clive Owen LLP chartered accountants, said: ‘We are delighted to have been able to support Alverton Press through the Let’s Grow scheme. I know that their success since starting the business has resulted in them reaching full capacity.

“Hopefully the new printing press will allow the company to continue to grow and build on its reputation for producing quality work to tight deadlines, and the creation of four new jobs is exactly what the fund is about.”

Call us for more information or to discuss an application on 0191 389 8434 or visit www.be-group.co.uk

APPLY NOW A new grant scheme for businesses based in North Yorkshire, the City of York and the East Riding of Yorkshire. The projects we can support are those which: Involve expenditure of £125,000 or more on capital assets or R&D and, where appropriate, training costs as part of a capital investment project Haven’t yet started Will create or safeguard permanent, sustainable jobs Offer good value for money in terms of value of grant per job created Make a clear case for needing grant support Have adequate private sector funding for the project Comply with State Aid regulations

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PROFILE York St John Business School

Researching innovation orientation: an applied approach David Norris is Head of the department of management at York St John Business School. Working with companies of different sizes, from micro start-ups to large multinational firms, spanning across three continents; David has a track record of working with companies to achieve and support organisational growth David came to be an academic via a non-traditional route; “I left University, worked with a large multinational organisation, decided to study a masters programme and during my masters programme made the decision to set up my own business. From there I was asked to deliver a small number of guest lectures at a university and really enjoyed it. I was then asked to deliver more and more and realised I really enjoyed working with students in an academic setting. This resulted in the business being sold and me becoming a full time academic, who was encouraged to continue supporting and working with businesses. It gave me the best of both worlds really’. David’s passion to continue to work with businesses has remained and throughout his academic career he has supported over 20 businesses in a mentoring and consultancy capacity and his work now focusses on supporting organisational growth through marketing and innovation. The connections with industry and the desire of David to ensure the business school remains connected to Business comes through in the teaching that David and his colleagues at York St John Business School conduct. There a strong blend of theoretical, research informed teaching and business application is found in an environment where guest lectures and input from senior business leaders from a wide array of businesses operating in the Yorkshire region, such as York Cocoa House, Aviva, Enterprise Rent-aCar, Make it York, Portakabin, Steadplan Group, Hotel Du Vin, Cooper York MINI and Ainsty Ales. Research activity is growing at York St John with a

“It’s important that research conducted in business disciplines is both informed by business, but can also inform business”

York St John University located in the heart of York large number of members of staff having research deemed as ‘nationally or internationally excellent’. As you would expect from a business school and a department of management, the research conducted is very action based and incorporates working with Businesses from the local economy and wider afield, in areas such as tourism, coaching and mentoring, marketing, leadership, economics and finance. Impact is of growing importance within the academic community and research with immediate practical application to business is important, “it’s important that research conducted in business disciplines is both informed by business, but can also inform business” says David. David’s own research focusses on the role of innovation orientation upon organisational growth and combines his enthusiasm for innovation focussed growth and business development. “My research interest started as I noticed that the companies who I worked with who were achieving high growth, exhibited many of the same characteristics; namely a similar culture, similar processes and very strong connections with their immediate business environment, regardless of

sector. Innovation orientation as a theory seemed to encapsulate these characteristics well” says David. Innovation orientation is defined as: ‘a guiding principle for all decision making and implementation, with the priority of increasing a firm’s innovativeness’. It is argued that all firms which grow through innovation, utilise a range of common key practices, but that each firms ‘implementation formula’ is particular and specific to that company. ‘Research into Innovation Orientation is still relatively new in academic terms, and is of growing interest, since its inception as a theory in the 1980s just over 100 academic studies have focussed on this area, and over 80% of these have taken place in the last 10 years’, David says. ‘Academic literature states that organisation wide innovation orientation has a positive impact upon organisation turnover, profit and growth, but yet many of the organisations involved in my study do not define themselves as having an innovation orientation. In fact many of them do not have a defined overarching business philosophy. Instead they highlight a whole host of common cultural

PROFILE York St John Business School

David Norris, Head of the Department of Management, York St John Business School values, activities and business processes that are acknowledged within the academic community as antecedents of Innovation Orientation, which is in itself interesting’. David is working with over eight case organisations that are all medium sized firms from either the manufacturing or technology sectors, that have experienced moderate growth in the last three years consecutively or high growth (20% year on year growth) for the last three years consecutively. David aims to recruit another four to eight medium sized private organisations to the study, in the next three months and then publish the findings in 2016. “The businesses who have so far agreed to participate have a real interest in finding out if there is best practice or more effective ways to manage growth through being compared against different firms experiencing similar growth in different, non-competing markets. It is in itself quite common that growing organisations look to benchmark themselves and consider best practice activity within their own industry but also the wider business community, as a source of business improvement’

says David. One of the organisations that David has worked with over a number of years and that is involved in the study is Omega Plastics, headquartered in Blyth, Northumberland. Omega Plastics has over 50 staff and works in supplying the automotive, defence, medical and personal care industries. Omega Plastics has experienced rapid sustained growth in the plastic injection moulding and rapid tooling industries and has worked with David for the past four years. Dave Crone, Managing Director of the Omega Group says “We initially began working with David four years ago on a short knowledge transfer programme, focussing on developing the marketing function within Omega Group. The project was successful and enabled us to look at customer engagement and how that fundamentally influenced the reshaping of our strategic marketing process. When David asked us to be involved in his research study we viewed it as an opportunity to further consider our organisational growth capabilities, while also gaining greater insight into how other organisations manage and drive their growth.”.

Given the growth of York St John Business School in the past five years, the business school itself could have been considered as part of David’s study. ‘There are lots of similarities in the approach of the business school and the approach of the organisations included in my study, it does provide some interesting comparisons and make me reflect on how public sector organisations that are growing, compare and contrast with private sector businesses that are experiencing growth, but that’s maybe a future study” says David.

If you are interested in finding out more about York St John Business School please email business.school@ yorksj.ac.uk. If you are interested in being involved with David’s study then please email d.norris@yorksj.ac.uk or call 01904 876361

PROFILE Grant Thornton

Next day delivery drives success for Yorkshire family business With more than 20 years serving the British food industry, Reed Boardall is continuing to lead the way in cold storage and transport, providing a swift and responsive service to the UK’s leading retailers and food manufacturers, including its highly reliable ‘order today, deliver tomorrow’ promise

Jonathan Riley (left) with Keith Boardall (centre) and Marcus Boardall Based in Boroughbridge, Reed Boardall is one of the leading temperature controlled food distribution businesses in the UK, storing and delivering frozen food from manufacturers across Britain, Europe and further afield to all of the UK’s best-known supermarkets. Operating 24/7, the company’s 180-strong fleet of vehicles moves an average of 12,000 pallets a day, and stores around £100m worth of products on behalf of its customers. Based at a single 55 acre site, the company employs over 750 staff and has a turnover of more than £64m. As one of the stalwarts of Britain’s frozen food logistics sector, Reed Boardall has always prided itself on raising standards within the industry to better meet customers’ needs. Some years ago, it established its ‘day 1 for day 2’ delivery, meaning that its customers, large and small, could be confident that their products would be where they need them, when they need them. Keith Boardall, chief executive of Reed Boardall, comments: “There’s no doubt that our ability to live up to our promise and consistently provide a cost-effective, true seven day delivery to all delivery points service has been instrumental in our continued success.

“Our long experience in this niche sector means that we understand only too well that supply chain security is critical. Our customers have the peace of mind of knowing that they can rely on the resilience and expertise of a well-established cold storage and distribution partner whatever situation arises. “Another key trend we are seeing is customers expanding to use both our frozen and our chilled services. Going forward, we think it likely all of the major retailers will look to a combined temperature controlled distribution provider to give greater certainty of supply and simplify the logistics process.” Marcus Boardall, deputy chief executive, adds: “Operating a fully integrated cold storage and transport business enables us to provide a seamless service for food manufacturers and retailers. We have established a highly efficient operation, ensuring optimal usage of our 142,000 pallet cold storage facility, and we are adept at meeting orders by combining different products from various suppliers, enabling us to provide a cost-effective service to customers, whatever their size.” Since it was founded, Reed Boardall has been supported by Jonathan Riley and the team at Grant Thornton in Leeds. The business advisory

firm provides a full service including audit, tax compliance and tax services as well as advising the Boardall family on personal tax matters. Keith Boardall continues: “Being a Yorkshire business and working in an extremely competitive sector, we keep a close eye on costs and only spend money on things which we believe really add value. Having worked with Grant Thornton for more than 20 years, we know that having trusted, reputable advisers who really understand our business is worth every penny. The firm has been able to offer us a complete service across all of our accounting needs and has consistently proved itself to be a great partner.” Jonathan Riley, partner in tax at Grant Thornton in Leeds, said: “Reed Boardall is one of the region’s unsung business heroes. What you see from the A1 as you speed past is the side of just one of the group’s mammoth four high tech cold stores which make it the largest site of its kind in Europe. “Based on a single site model from which it can serve all of its customers’ needs efficiently, Reed Boardall has endured in an extremely tough sector and continues to serve many of the leading names in the British food industry as well as being one of North Yorkshire’s largest employers. It is all credit to Keith and Marcus’ tenacity and business acumen that the business is continuing to grow and prosper in such a dynamic and competitive market.”

Can we help you? Call Jonathan Riley on 0113 200 1542 or jonathan.c.riley@uk.gt.com. Please visit www.grant-thornton.co.uk for more information.

COMMERCIAL PROPERTY Roof terrace gives a view of the future Rockspring Property Investment Managers and their development partner, Marshall CDP have started marketing 6 Queen Street in the centre of Leeds, set over six floors, totalling a net area of over 70,000 sq ft, and due for completion in June 2016. One of its key selling points is an exclusive roof terrace, as well as secure basement parking for 47 cars, 56 cycle spaces and eight motorbike spaces.Rod Mordey, European director at Rockspring, which is making its first investment in the city, said: “6 Queen Street is an outstanding new office development in a prime location, presenting a major new addition and improvement to the Leeds market. The addition of the roof terrace provides a unique element unavailable elsewhere in the vicinity of the city centre, demonstrating our commitment to quality that is reflected throughout the development.”

Foundations laid for future of Esh Foundations have been started for the brand new, purpose built building which will be the base for Esh Group’s apprenticeships and learning and development programme, Esh Academy. Esh Academy at Bowburn in County Durham has been created to draw together Esh Added Value, Esh Training Solutions and group HR activities across the North East, Yorkshire, Scottish Borders and Cumbria under one banner with Esh Training Solutions responsible for apprentices, trainees and Esh Group staff CPD. The new building is part of a £3.6m development which also includes an extension to the main office building and an incubator building. Esh Group has a turnover of over £280m and directly employs around 1,200 people in its construction and property operations throughout the North from offices in Northumberland, Cumbria, Scotland and County Durham and Yorkshire.

Leeds is ROMPing away Investor confidence in the regional office market has surged to an eight-year high according to Knight Frank’s latest Regional Offices Market

Exclusive roof terrace at 6 Queen Street

Presentation (ROMP) report. Total investment in regional offices in the first nine months of 2015 reached £3.1bn, the highest total for the time period since 2007. In Leeds, Knight Frank forecasts headline office rents will increase to between £27.50 and £28.00 per sq ft by the end of the year, their highest ever-level.

Victoria’s secret is out Hammerson has secured four more major names for £165m Victoria Gate development in Leeds. Fashion retailers Cos, &Other Stories, and Anthropologie all make their Leeds debuts alongside internationally renowned restaurant group D&D. Cos has signed up to take a 6,403sq ft store, split across the ground and first floor. Fashion retailer &Other Stories has a 7,922sq ft store. Also set out across two floors, &Other Stories offers shoes, bags, accessories, beauty and ready-to-wear fashion. American brand, Anthropologie will take an 8,697sq ft unit over the ground and first floor. D&D will take a 7,807sq ft rooftop unit that will include an outside dining terrace. Following the launch of Victoria Gate next year, the new 574,745sq ft Victoria Estate will become the city’s new, premium retail, dining and leisure quarter.

COMMERCIAL PROPERTY bqlive.co.uk

Restored and open for business Park Valley House, the historic 19th century mill office at the heart of Park Valley Business Park in Lockwood, Huddersfield, has been restored to its former glory. The 6,000 sq ft heritage building, which has been imaginatively converted to high-quality office accommodation, is now open for business. Leading Kirklees councillors and officers joined developers Holmfirth Dyers, property consultants Dove Haigh Phillips and other guests for the official opening. Already two West Yorkshire companies, Momentum Sales Solutions and Holmfirth Dyers themselves, have taken office space in Park Valley House, with another deal imminent.

Good lord - what a deal! Property consultant Eddisons has acquired the freehold interest of 17-19 York Place in Leeds on behalf of the Church of England. The firm’s Leeds-based team acted for the diocese to purchase the freehold of the self-contained, grade A office building on York Place in the city centre from Bilfinger GVA who acted on behalf of LPA Receivers. The four-storey building, which comprises three Georgian townhouses, provides 17,590 sq ft of prime office accommodation together with 16 spaces in the undercroft car park. Part of the ground floor and first floor are let to property developer Moorgarth and construction consultancy Mace, providing an annual rental income of £82,660. The remaining 10,000 sq ft of floor area, on the top two floors and part of the ground floor, is vacant and will be occupied by the diocese of West Yorkshire and the Dales resource team.

84,000 sq ft for dementia care

Tonic for Gordons

Work is underway at The Abbeyfield Society’s 84,000 sq ft extra care and dementia scheme in Bingley. In partnership with Bardsley Construction the development will be spread over seven floors, and provide 47 one and two bedroom extra care apartments, alongside a dementia wing with 30 rooms and a day centre for use by older people living nearby. Leeds based Brewster Bye Architects has designed the scheme and work is expected to completed in June. The Bingley scheme is one of Abbeyfield’s largest developments, and will include a wide range of communal facilities such as restaurants and lounges for residents, a hair and beauty salon, a laundry room, treatment rooms and a kiosk. The outside area will also be tailor-made with sensory gardens and roof terraces for residents and visitors.

The latest building offered at the Wakefield site of a leading commercial property developer and landlord is now fully occupied, following advice from Yorkshire law firm Gordons. This success for Orion Office Express, part of Orion Commercial Properties, a sister company of Orion Homes, follows its repurchase of the block at Benton Office Park, Horbury, where both organisations are based. The group originally built the property in 1999. Known as Unit 1, the three-storey building offers about 2,000 sq ft of lettable space over three floors, under the Orion Office Express format. The new occupants are all established tenants at the site, who had outgrown their previous accommodation but wanted to stay there.

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Charlieâ&#x20AC;&#x2122;s land of hope and glory Mike Hughes meets Charlie Forbes-Adam, who is turning to SMEs to help him secure the estate his family has lived on for almost 350 years

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When I lived in Shropshire, I had a very overgrown paddock of about a third of an acre. And a Fordson Major tractor to plough it and move things around. At last I was a farmer, of sorts..... So imagine my admiration for Charlie Forbes Adam, who has several tractors and around 8,000 acres to look after at Escrick Park, seven miles south of York. Not on his own, of course, because that would be a step too far, what with being High Sheriff as well. Charlie is certainly a busy chap, redefining the word ‘diversification’ several times as he seeks out new ways to help his glorious surroundings pay the bills. His family has owned the estate since 1668 and at its peak 200 years later it had stretched to more than 22,000 acres. But death duties and the somewhat lavish lifestyles of his predecessors meant things had to change. The home had to become a business.

“It had been downhill all the way until relatively recently,” the very honest Charlie tells me. “The three Ds, death, debt and divorce were the downfall of many rural estates, but I was lucky enough to be born in the generation where it became acceptable for landowners to become businessmen again. For the previous generations it was much more about lifestyle and grandiosity. “In the not too distant past a lot of rural estates were self sustaining, with their own building materials from the timber and a couple of brickworks on the estate. But then the agricultural recession hit and the supertax charges in the Second World War combined and things got a lot tougher than you might see on Downton Abbey.” After working in insurance in London, Charlie returned to the family home in 1990 after his parents announced they were to divorce. He describes his concerns about his inheritance as “a reverse takeover bid”.

“I also made a few changes in my own life, like stopping drinking, which I was doing too much of, and decided to tackle the thing and start that first era of diversification. “There was a mountain of debt, so we needed to get the cash flow up. I did a huge list of how we could sweat the assets that we were lucky enough to have. So whenever a tenant moved out and as property became vacant we renovated it, we started a horse-riding course, which wasn’t big money, but it was getting extra income from the land and the tracks through it. “We then got a 30 per cent grant to convert seven redundant farm buildings to make 39 offices and light industrial units up to about 3,000 square feet. They were at various stages of dereliction and were being used as part of the farming operation, but we worked really hard to get them let as soon as we had finished with them rather than hang around waiting for a extra few quid.”

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The units were marketed on the basis of space, of course, but also on context. Working on part of an historic estate on the outskirts of a beautiful city has its attractions – and Charlie knew it. “We want businesses to enjoy their time here and over the last 17 years not many have left because they didn’t like it. We are a very local landlord, we have lots of free parking and a lovely environment because of the masses of trees and shrubs we have planted around the farm buildings. “We even commissioned one of our tenants to provide animal carvings, at a former farmstead we call Menagerie. That all seems to be working and we have been recognised with a few awards over the years – including the Royal Institute of Chartered Surveyors Award.” The letting of the new units was all done in-house to save money and maximise that cashflow. Refurbishing cottages on the estate with essentials like central heating and loft insulation made them futureproof and worthy of a healthier rent. The latest businesses to join takes the number of jobs created at the park past the 130 mark. Joy’s Bella Bridesmaids, Quattro Auto and Silver and Stone are the new arrivals, while IMC Toys have extended their business on the estate. Hannah Robinson of Joy’s Bella Bridesmaids, who have taken 1,000 sq ft in the Old Granary at Riccall Grange, said: “It is ideally situated in a beautiful rural setting. The estate has been very supportive and guided me through the lettings process as this is my first business venture,” said Hannah. IMC Toys, who first moved on to the estate in 2011, have taken an extra 1,500 sq ft at the Menagerie. Terry Crew said: “The estate is well-run, clean and tidy. Thanks to the peace and quiet away from the hustle and bustle of the city, it is a beautiful place to work, especially in the summer. The offices are great, with plenty of character. “Our business has grown dramatically over the past four years and we need additional space to preview our products to our customers. Our offices suit us as there is room for expansion and our customers can find us easily.” But Charlie still had to keep looking, and in 2003 he went to an open day at Castle Howard, who had some new agents in, and it became clear that another major profit driver would be a holiday park - he thought “if it’s good enough for Castle Howard.....”

The estate got planning permission in 2004 and The Hollicarrs opened in 2005. The holiday lodges are set in 25 acres of Escrick Park’s 750 acre woodlands and provide the most tangible evidence of how the old ways have given way to the new ones for Charlie and his team and how the red lettering on bank statements has been replaced by black. There is an unarguable logic about what he is doing, but the turnaround has been as inventive as it has been dramatic, and all to backdrop of heritage and family history. “We have had 29 planning permissions over the last 20 years,” he tells me. “The idea has always been to retain the core of the estate, while getting added value and leaning towards development. My long term aim is to be able to hand over the place in good order and with as low a debt burden as possible. “One thing that helps there is that we have started working with renewables and have a wind turbine as well as supplying biomass to a former farmstead that has three offices and four houses. “It all adds up when you are trying to make a place like this work. And the people it brings here

benefit the likes of local garages and cleaners and maintenance guys. “Not just in terms of our own business, but having a thriving rural economy is really important for the whole country. It can be frustrating trying to develop sometimes with some negative feelings, but it is a great adventure and there will always be more to do. ““In the last 30 years or so there has been much more of a change in attitude and a lot of farmers and landowners have woken up to the fact that the farm isn’t going to bring home the bacon – if you will pardon the pun – and we have all had to look elsewhere. “Subject to the tax regime, I feel very optimistic. At 58 I’m a bit long in the tooth, but the younger generation are all geared up to be much more business-like in their approach or at least be quite happy to go off and get experience in other professions in order to sustain the family home by getting funds from outside the estate.” So his hard work and vision is paying off and the future for large parcels of the country like Escrick is stronger than for a generation – if there are honest appraisals of what must stay and what must go. No business across Yorkshire will have stayed the same for 300 years and Charlie recognised some time ago that landed families were just as vulnerable as the newest SME if they stood still and relied on the past to support them. Now he can spend time helping the wider community, as High Sheriff of North Yorkshire, where his father Nigel held the title in 1976-77. “I was delighted and honoured to be asked. I have a fantastic team at the estate and once you have your properties in good order it doesn’t require mountains of management, so I have been able to do some of this other stuff. “I have been involved in fundraising at Selby Abbey and am chairman of fundraising at a treatment centre for addicted ex-offenders in Hull, so that probably contributed to my selection. “I remember my dad saying ‘no privilege without responsibility’ and he was on huge numbers of committees supporting various projects. You do get called upon and finding that balance is very key. You can end up being a rather boring committee man.” Boring is certainly not a word you could use for Charlie Forbes Adam - a supporter of small businesses and master reinventor of both himself and his heritage. n

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â&#x20AC;&#x153;Not just in terms of our own business, but having a thriving rural economy is really important for the whole countryâ&#x20AC;?

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A new chapter in courtroom thriller

There is a certain conviction in CEO Judit Petho’s eyes when she says her company does things differently. We would all say that if we were pitching to a client. But her belief in what she is doing suggests Leeds-based Genus Law is not so much rewriting the rulebook for law firms as writing an entirely new chapter. The starting points, quickly arrived at after a chance conversation just over a year ago with chairman Jag Mundi, are transparency and structure. There is no billing by the hour with its inevitable uncertain end figure, and the business puts aside the partnership model in favour of a management structure that follows that of corporate organisations. So is that it? No – Judit is ‘it’ with her vision, international experience at the highest level and a determination to create something very different from scratch. “My background was always with larger

Yorkshire’s reputation as a centre of legal excellence is well deserved. But there are new strategies within the sector, as Judit Petho told Mike Hughes over lunch organisation – which I enjoyed – but I always felt it would be quite nice to build something up from the ground. I had the idea, but I was never really brave enough to do that myself,” Judit told me at The West Park hotel in Harrogate. “About 18 months ago I was talking to some people in private equity and they said I should think about going back into the legal industry because it was a very interesting place with all sort of things happening. But they found it difficult to identify legal providers they would be happy to invest in because the conversations with partnerships was difficult. But because my background was across legal, economics, business and strategy I spoke the language they

wanted to speak. “I then came across people who had invested in Genus Law and Jag the chairman and I started talking to him about what he was doing. Really quickly - within a couple of minutes of the discussion - we realised we had very similar ideas. “We knew that because law firms develop organically over decades, it is not always best practice or how a business should be run. Because the environment and the legislation had changed, you can set up these ABSs (Alternative Business Structures) which allow you to set up a proper company structure not run by a lot of people all trying to come up with ideas.

Want to grow and develop your business? Professional Development – Training – Consultancy & Research – Recruitment – Conference Facilities Contact us to learn more: business.school@yorksj.ac.uk www.yorksj.ac.uk/businessschool

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“The world has changed and people enjoy spending more time with their families, or going to a concert, or picking up their child from school” “We started developing the vision and then the strategic plan to get us there. For me the biggest challenge has come because I have not been used to operating in such a small environment and having to carry so many different tools to do as many functions as you can think of.” This is a challenge many business leaders face, but one that Judit relishes. Stepping out of your comfort zone can be fine if it means going bungee-jumping, or taking part in a sleepout for charity. The real discomfort is if you choose major unpredictable change as a career, when the option is to sit back, count the money and occasionally innovate just to keep your hand in. “In many ways it is living up to its expectations. What is difficult is not what I am trying to do, but doing all things at the same time because you want to go really fast, but you are building products that no one else has on the market, so that juggling has to take place at the same time as finding out what the client wants. “We wanted to turn everything on its head, which you cannot do if you go into an alreadyestablished business. Change can be really difficult because even if everyone kind of wants it there is always somebody who finds it too difficult and will sabotage it. It is a very emotional thing.”

For Judit, dealing with that very personal side of running a business started with changing the payment system, to free up her team to do what they are best at and to allow a little personal freedom into what can be a tightly-bound structure. “I wasn’t interested in how many hours can be put on the clock. I wanted to align my lawyers with the client’s own interests and measure them based on their revenue as opposed to how much time they spend in the office, then I free them up to concentrate on actually solving the problems and delivering the solutions as opposed to the mechanics of it. “I can also accommodate more flexible work arrangements, because the world has changed and people enjoy spending more time with their families, or going to a concert, or picking up their child from school.” Unsurprisingly, the approach has been popular as far as recruiting is concerned. Judit sees every potential new recruit, which helps satisfy that desire to be the designer and builder of the Marshalls Mill based firm. “The initial team is absolutely critical, as it sets the tone for the rest of the growth. I wanted a team around me who wanted the same things, to innovate and do it differently. Some really

great people have joined us over the last six or seven months, who don’t think that business development happens on a golf course. “I encourage them to bring their own passions into work because it makes people happier and can help give them more of an insight into a client’s needs. “The clients are also really engaging with it and it seems we are just what they hoped they would find. Client relationship management is really important, but doesn’t have to be done by a lawyer. Whoever does it needs to understand the client’s business enough to direct the right question to the right person on our team.” Judit once accused managers of using strategies as “a sexy, misty exercise....a grandiose away day”, so how does she see the future for Genus? “It will evolve because we are building it up, growing and adjusting as we go along. We are not a gimmick, we want to change the profession in a way that makes sense, so the interaction between lawyer and client is still really relevant but without the time pressure. “It is not some crazy internet-based set-up, it is just trying to make more sense out of a business model and provide added value. Clients’ attitudes have changed a lot over the

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Old fashioned class Our lunch at the West Park Hotel conjured up thoughts of what fine dining must have been like in the 20s and 30s. Waiters gliding from table to table, the plates decorated with parcels of immaculately assembled food. This contemporary boutique hotel has 25 bedrooms and suites. Guests can choose from an extensive breakfast menu, the afternoon tea experience, or dine a la carte . An exclusive private dining area is available for meetings, conferences and events. We were offered a drink and given time to settle hello before menus were offered. Judit opted for smoked salmon potato pancake with watercress and crème fraiche as a starter, followed by sole fillets ‘en papillote’ with heritage potatoes, fennel, shrimp and tarragon butter. The sole was presented wrapped in foil, which was carefully unveiled at the table and beautifully seasoned. My smoked haddock kedgeree was an ideal starter. I then chose the most tender pork shoulder with a black pudding mash I was tempted to take home in my briefcase just to show off to startled friends and family. This is good old fashioned service and standards, and a perfect fit for the historic town that surrounds it.

last few years, they now have way more power over their service providers and are much more sophisticated.” The future will almost certainly involve an amount of international work. Even after such a short space of time, Genus has many national clients and international interest, but having gone from Hungary to France to Britain and to Germany, Judit herself has the perfect international credentials to handle that. That reputation is boosted again by being in Leeds, which Judit says is “a massive advantage” for the firm. “We will open up in London as well, but the more I talk to clients there the more I realise what an incredibly strong base Leeds is. There are so many highly qualified experienced lawyers here, who have worked for really good firms and are very switched on. The pool of people I can draw on is really good. “I think it is also good that people get to work in a number of different cities because you have more idea about how to go about solving a problem.” The idea that Judit’s pride in her success might be enhanced because she is a woman is immediately rebuffed. For her the idea that sexism still exists and that she should be applauded more loudly than her male peers is to be ridiculed. Her father didn’t believe it and neither does she. He believed in her ability to

live up to her full potential. “It never came up, wasn’t even discussed,” she says. “That’s why I think our parents – our fathers – have such an important role in people’s lives whether they are girls or boys. If you don’t even make it an issue then it is not going to hold you back. “I don’t think ‘Oh my God, I’m a woman and I have achieved all this’. I do what I enjoy doing, that is what is driving me and if I don’t do something to help me achieve the things I want then that is when I feel frustrated. “I need to express my own drive.” Relaxation comes in the form of T’ai chi, the Chinese martial art, philosophy and meditation system. Judit has been practising for four years and finds it keeps her “fit and focussed” and helps her maintain a balance in her life. Friends are also important, and sitting in a coffee shop “observing” with them is hugely enjoyable. Travel and art help as well to broaden her views and her experience of how people work and interact. There is certainly something of the psychologist about Judit. She is too experienced – too good at her job – to be regarded merely as a challenging voice in the legal sector. There are many out there who will make a loud noise about change and evolution in a sector and who will attract the headlines and the initial interest. It takes a Petho and a Genus to make the sort of waves that will change landscapes. n

WEALTH MANAGEMENT SPECIAL FEATURE

Investing in good wealth management BQ Yorkshire Editor Mike Hughes offers a personal view of the Yorkshire market

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PROFILE Clarion

Succession planning for entrepreneurs Clarion gives some salient advice on inheritance tax planning and wealth protection for entrepreneurs While every client we advise has his or her own individual requirements, there are some common themes around specialised succession and tax planning advice which will be of benefit to many business owners. Often, we are approached by clients who are company shareholders, who are concerned about what will become of the company following the death of one of the shareholders. On the one hand, all parties want to protect the full value of their interest in the business for the benefit of their family after their death. On the other, shareholders will also usually want to ensure that the shares of a deceased shareholder pass to them so that they retain control of the company going forward. To ensure the most favourable outcome in both circumstances, such company shareholdings can be eligible for business property relief for inheritance tax of up to 100% of their value. A core part of any planning, therefore, must be to ensure full use of this relief. One option is to consider putting in place a document that gives both the surviving shareholders in the company and the deceased’s estate options to buy or sell (as the case may be) the deceased’s shares in the company. But how would this purchase be funded? Life assurance policies can be taken out and held on a specialised form of trust for the surviving shareholders, giving the latter the funds with which to purchase the deceased’s shares at their market value. In this way, not only are we creating a ready market for the purchase of shares when a shareholder dies, but also affording the purchasing shareholders ready funds with which to do so. Look at the whole picture Richard Moran, senior partner and head of the corporate team, comments “It is so important for business owners to consider their business interests in conjunction with their personal and family protection. Getting to know you and understanding your plans for the future will enable us to get the right people involved from Clarion to ensure all planning is integrated.” So whatever succession planning you are considering you should be aware of the options to ensure that whilst full business property relief is potentially

“Getting to know you and understanding your plans for the future will enable us to get the right people involved from Clarion to ensure all planning is integrated.”

Viv Wild, partner and head of Clarion’s private client team available the right commercial decisions are made for your own family. Whilst planning ahead doesn’t solve every problem, it can help provide a framework and some security for the business and family. Effective will structuring “We are always surprised at how many business owners don’t have a will in place, and also that once in place, it is not reviewed. As businesses grow, it is so important not to forget the personal position. Shareholder’s wills need to take into account his or her particular circumstances, in order to also maximise business property relief” says Viv Wild. One typical will structure would involve the shares being passed into a flexible trust potentially benefiting the shareholder’s spouse and other members of the family. But this is just one of many succession planning strategies to consider and the first port of call is always for you to come in and meet with Richard and Viv and for them to listen to you. Once they fully understand you, your business

and your family structure, only then can the right succession planning structure be put in place for you. A final word of advice Give thought to how your property and financial affairs would be handled should you become incapable of managing your own affairs in the future. Entering into a Lasting Power of Attorney to appoint others to make appropriate decisions on your behalf for your benefit, is a wise precaution.

Can we help you? To arrange a date to come in for a no-obligation chat with Viv Wild and Richard Moran, please call Viv on 0113 222 3228 or email vivienne.wild@clarionsolicitors.com. Please visit www.clarionsolicitors.com for more information.

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New ideas, new opportunities Wealth management can be both the simplest of subjects and one of the most complex. The management of our own income is a daily challenge for many of us. What needs spending and what can be put to one side. Is it best to stockpile, buy cheap or spend on quality? But there is care, skill and experience needed to look after someone’s hard-earned wealth – and a huge amount of trust to be earned if that task is to be dealt with outside the family or business. As we will find in the following pages, Yorkshire is an acknowledged centre of the sector, with vast wealth featuring alongside precious investments that can mean individual and commercial success that is so vital to this and any other region. The financial rollercoaster that has dictated saving and spending habits seems to calming and High Net Worth Individuals across Yorkshire are looking for fresh ideas, with a palpable spirit of adventure as so many new sectors and new companies develop into new opportunities. Wealth management at its best is not only about protection – it also about investment and having the skills to know precisely when and where a fund should be used to solve or enhance wealth issues. Our region’s wealth managers know every strategy and are as client-centric as any industry can be. They are specialists in their field and are now an embedded part of any successful business leader’s portfolio.

‘Wealth Management at its best is not only about protection – it also about investment

Navigating a changing financial landscape BQ Yorkshire Editor Mike Hughes offers a personal view of the wealth management sector in Yorkshire It would be too predictable, too easy, if wealth management was allowed to set its own rules. This is a reactive industry that knows the ups and downs of personal finance just as well as the uncertainty of global government decisions and the sometimes alarming decisions from influential companies. Internationally, it took courage to predict the economic crisis in Greece, or that China would need to apply the brakes to its runaway growth strategy. Yet both have had profound specific effects on investment and savings plans as well as rewriting the rules on how much risk is too much. It is certainly an international market out there, but in Yorkshire’s always-changing business landscape the role of the adviser is made just as complex. As BQ has been highlighting for years, the flame of innovation and entrepreneurialism has never burned brighter than it does now, so the choice of where money should be – saved, invested or slept on – needs a wise head. Those entrepreneurs can be investment minefields – each bright

idea may succeed, but to what level? Managers will need to know the market and its main players inside out. And the entrepreneurs themselves are potential clients, keen as they are to accumulate wealth and, at some stage, possibly exit a successful business with money in their pockets. The wisdom to encompass all of that exists in Yorkshire companies across the region in a variety of sectors Law firms are well practised in the smooth transfer of wealth from one generation to the next, estate planning, wills and probate as well as tax planning services that will include advice on the reduction of taxes after a death in the family. Succession planning is just as critical for families as it is for investors monitoring the future plans of a large company. They are also there to look after unexpected wealth. Perhaps a Lottery win has come your way or a generous payoff from work or perhaps even injury compensation, which is a specialism perfected by a skilled selection of management companies. The finest

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investment managers are also here, bringing decade after decade of experience to bear when handling risk for their clients. They will advise when it is best to play safe and when the time is right for speculation and not always following the rest of the crowd. Private banking teams based in the region will be competing for business and the industry awards that are so important in raising profiles. That rivalry means that more personally attractive opportunities are now being offered, from wine and art to classic cars. After the first Tory Budget for almost two decades set out a few challenges for wealth managers, particularly changes to dividend tax credits, the status of non-doms and the raising of the Inheritance Tax threshold, Chancellor George Osborne’s Autumn Statement included an increase in stamp duty on second properties. So the government has its strategies and is bullish about being in the position to carry them out without coalition speedbumps. In his budget, Mr Osborne did not mince his words, making clear that wealth management was suddenly going to get a lot trickier. He said then: “It is not fair that non-doms with residential property here in the UK can put it in an offshore company and avoid inheritance tax. From now on they will pay the same tax as everyone else. “It is not fair that people live in this country for very long periods of their lives, benefit from our public services, and yet operate under different tax rules from everyone else.”Mr Osborne has already thrown away dusty pension rules around what can be taken when and given that responsibility to the individual and is obviously in the mood – with a move to the top job in his sights – to offer more freedom to people who want to move their money around. Back in Yorkshire, the manager-client relationship can literally be the beginning and end of the job for our experts. The trust you have to have to effectively hand over your savings is almost indescribable, so has to be earned from the first meeting. One bad move and it’s over and a reputation has gone. A collaboration has to be developed, based initially on a proven track record, but even then the advice has to be innovative as well as sound because the market is growing as fast as the wealth of Yorkshire companies and there is plenty of competition out there. So your chosen manager has to be an expert in people as well as money, their fees have to sit

“Factors affecting the institutional and geographic structure of the industry include the direction of investment following the global financial crisis and the Eurozone crisis” at the right point and not feel like a hazardous investment, and they have to be decision-makers, because sometimes the client will need to be told they are doing it wrong, throwing away capital that could be used elsewhere. The arrival of devolution will also affect the investment landscape, as combined authorities take more control of the purse strings and assume a more complete responsibility for attracting the biggest and highest profile companies. Cities will be ranked by wealth managers and the way they project their future plans will make them and the growing companies based there more – or less - investable than ever before. Leeds CityRegion says 109,000 companies have already made their base there, from innovative technology start-ups to global law firms looking for cost-effective European headquarters. In Sheffield they flag up expertise in manufacturing technologies and techniques and a vast supply chain covering sectors such as nuclear, offshore wind, low carbon energy, aerospace and automotive. Hull says its biggest opportunities for growth lie in ports and logistics, renewable energy and chemicals, but also in growing industries like healthcare, food and digital. Wealth managers will look at the benefits of each just as they would assess an opportunity abroad, or a recently-merged manufacturer. Who runs it? What is their market like? How’s the order book looking and how grounded are their projections for the next five years. Internationally, a recent working paper by Oxford University researchers found that global investment opportunities were changing against a backdrop of political and financial upheaval. Co-author Duncan MacDonaldKorth said: “Factors affecting the institutional and geographic structure of the industry include the direction of

investment following the global financial crisis and the Eurozone crisis. “Dollar- denominated assets, such as US Treasury bonds, and the dollar itself became safe havens for investments seeking to place capital. The strong forces which compelled investors to look for dollar assets also gave American firms an advantage over firms based elsewhere in the world.” The landscape at home and abroad is changing all the time, and the work of the quickthinking Yorkshire wealth managers highlighted in this report shows no signs of letting up. Study the market, develop your interests, find your wealth manager... and invest in Yorkshire’s future. n

PROFILE Irwin Mitchell

Finding love in later life Planning to marry after divorce or bereavement More people are finding love later in life, often planning to marry again after divorce or bereavement. Building a new life with your partner can be an exciting and happy time, but it’s also important to consider some practical issues. Making financial arrangements now can save you and your family any unnecessary heartache in the future. For example, Adam (aged 65) and Eve (aged 59) are engaged to be married. Adam is a successful businessman and has accumulated significant wealth although he is now looking to wind down and enjoy retirement. He has one daughter from a previous marriage who is also married. Adam is particularly anxious to protect the wealth he has generated, so that he can provide a substantial lifetime gift to his daughter, whilst managing the financial risk of her own relationship breaking down in the future. WHAT LEGAL OPTIONS ARE AVAILABLE TO ADAM? Before his wedding Adam should consider entering into a pre-nuptial agreement (a ‘pre-nup’). A pre-nup is a document prepared by lawyers which states how the parties wish their assets to be divided in the event of divorce. While sometimes seen as not a romantic concept, pre-nups are becoming increasingly popular with individuals who want to protect their assets. It is important to note that a pre-nup is NOT legally binding in all circumstances however the courts are prepared to lend them

Paula Myers by his daughter in the event of her divorce. It may seem unromantic but taking steps to protect finances now can help ease stress if a relationship does break down in the future and help provide some certainty.” In addition, Adam and Eve should ensure that they prepare wills and letters of wishes in contemplation of marriage. These documents should be reviewed every five years or when there is a change in family arrangements or circumstances. Paula Myers, wills & trust disputes lawyer at Irwin Mitchell, explained: “We deal with a number

“We deal with a number of claims which involve these sorts of family arrangements where there are adult children from a first marriage and then a second spouse. If there is a death of one of the parties then these interests naturally compete with each other and can cause conflict.” Paula Myers substantial weight. Expert legal advice should be taken to ensure any agreement will be upheld. Regarding the gift to his daughter, this can also be protected by her entering into a post-nuptial agreement (a ‘post-nup’) with her husband. This is exactly the same as a pre-nup save that the agreement is entered into after the wedding. Peter Morris, family lawyer at Irwin Mitchell, said:” With specialist legal advice, Adam can achieve some degree of reassurance that his gift will be retained

of claims which involve these sorts of family arrangements where there are adult children from a first marriage and then a second spouse. If there is a death of one of the parties then these interests naturally compete with each other and can cause conflict.” Spouses who are not provided for by a will adequately or at all can bring a claim against an estate for reasonable financial provision. This allows the court to rewrite the will and where spouses are

concerned, particularly if the relationship is a long one, they are treated by the court generously. In certain cases, the court can award a party up to one half of the estate assets which in this case is not likely to sit well with Adam’s instructions or wishes regarding his daughter. Prenuptial agreements/wills and letters of wishes are a good starting point and are documentary evidence which can set out the wishes of party during a lifetime. A court and parties need to have an understanding of what those wishes were so that it can understand any rationale behind the decisions made. In this instance, it would be sensible to set out which assets are considered to be assets of the marriage and which assets are not so that these could be discounted in any claim against the estate that Eve may have, if she is not sufficiently provided for. This would also protect Adam’s intentions regarding the substantial lifetime gift that he intends for his daughter. It maybe that Adam will also need to take some tax advice on the gifts that he intends to make and also regarding his personal circumstances and intentions. It’s important to take advice and to ensure that proper plans are put in place for the future. Parties should talk to loved ones about their plans so that there are no nasty surprises should a sudden death occur. This would help to avoid these sorts of claims or to at least limit the emotional impact on a family. The climate has changed and will claims have increased by 700% in the past five years with claims against executors increasing by 30% in the past year. Irwin Mitchell handles in the region of 70 enquiries each month in relation to these scenarios and so to be prepared is the best advice that we could give is that people should take to their family members and make clear what they want to happen to manage the expectations of all involved.

If you would like to discuss a family law matter please contact Peter Morris on 0113 218 6418. If you need advice relating to a will dispute or to discuss a potential dispute please contact Paula Myers on 0113 394 6832

PROFILE Societe Generale

Interest Rate rises. Remember them? It has been a long time since the Bank of England (BoE), US Federal Reserve (Fed) or European Central banks (ECBs) have increased interest rates. Ever since the 2008 financial crisis interest rates have been close to zero. In the US and the UK that may change soon. Should we be concerned? In the run up to the September meeting of the Federal Open Market Committee which was scheduled to decide, once again, whether the United States would finally raise interest rates, it became obvious that there was a change in investor sentiment about monetary policy. The Fed had been contemplating raising rates for a long time, but had always found reasons to do nothing: the high level of unemployment, the low level of wage growth and the fall in inflation after the oil price collapse. Investors understood this and accepted it. In September, however, with the unemployment rate at 5.1% and signs of a pick-up in wage inflation, there was a persistent undercurrent of investors expressing the view that further delay would betray a lack of confidence in the ability of the US economy to withstand even slightly higher interest rates. In the end interest rates did not rise due to equity market weakness caused by signs of economic weakness in China, but the Fed gave a reasonably clear indication that they would raise rates soon. We believe other western central banks – most notably the Bank of England – will be forced to continue to find reasons not to raise rates until the Americans have moved. Going first would be a brave move and might push the currency up, damaging competitiveness. WHAT DOES ALL THIS MEAN FOR INVESTMENTS? The implication is that the American and British recoveries remain firmly in place and are not threatened by imminent or sharp increases in interest rates. Meanwhile, the recoveries in Europe and Japan, which have benefited from their own Quantitative Easing, currency depreciation and the falls in energy prices, are likely to gather strength. Wage increases in Japan suggest that domestic demand is likely to play a much more important part while a number of European indicators, such as car sales and bank lending, indicate that the recovery

“We remain cautious on emerging market equities and expect volatility in these markets to continue for a while, but developed market equities remain the most attractive area for investment”

John Birdwood - Group Head of Discretionary Portfolio Management is no longer just an export story. Against that background we believe that Continental European and Japanese equities are particularly attractive. They are earlier in their own economic cycles, there is no threat from rate rises and relative valuation is attractive given earnings prospects over the medium term. We remain cautious on emerging market equities and expect volatility in these markets to continue for a while, but developed market equities remain the most attractive area for investment. We give considerable thought to what to do with the fixed income portion of multi asset portfolios. Relative to benchmark portfolios are heavily underweight and short of duration (or interest rate risk). We continue to hold high yield bonds with short duration but recognise, in the US market, that company leverage is rising again and the covenants (which is a way of measuring the lender’s security)

on newly issued bonds are being eroded. With the exception of the energy sector, however, default rates on high yield bonds are not deteriorating, which suggests that these assets are likely to outperform government bonds for some time. We also favour subordinated debt of selected banks. Bank balance sheets continue to improve as regulators insist on rising capital ratios and the problems dating from the credit crisis are steadily resolved. Overall we expect markets to continue to do well as there is very little evidence of inflation, which in turn means interest rate rises are likely to be very limited. The uncertainty around rate rises is likely to cause volatility, but central banks have no need to act aggressively enough to derail the recovery.

For further information about our services, please visit: www.privatebanking.societegenerale.com/ hambros. You can also contact Chris Perkins on 0 113 218 1972 or email leeds@sghambros.com

PROFILE Myddlketon Croft

Myddleton Croft - investment managers with a difference With a heritage of almost 10 years, discretionary investment managers Myddleton Croft have earned a position of trust based on their solid track record working with private clients and advisers in Yorkshire and beyond. New managing partner Julie Jones and the team explain what differentiates them “We were fortunate to be able to build on the sound legacy established by founder David Cowell. She is continuing to share with us his many years of experience, now in the role of chairman,” explains managing director Julie Jones who took the helm last summer having joined the Leeds-based firm in 2012 with over 20 years’ experience in business development. “Our investment director Patrick Toes is also renowned for his expertise, and our innovative investment strategies enable our portfolios to outperform the market. With such a fantastic team in place, we are in an excellent position from which to serve individuals, trusts, pension funds, charities and advisers throughout the region and further afield.” Over the last three years, Julie has been responsible for building key relationships as well as for raising awareness of the firm’s successful discretionary fund portfolios – during that time, the firm has seen 55% growth in assets under management, increasing from £45m to the current level of over £70m. “I believe that niche discretionary management firms like Myddleton Croft have an important role to play within the financial services arena by offering a flexible, but focused approach. Being smaller, we are better able to provide a bespoke, personal service to meet the specific objectives of IFAs, professional advisers and individuals,” explains Julie. “From an investment point of view, we ensure that we build a portfolio to match the needs and objectives of clients. “We are used to not only working directly with business owners and high net worth individuals, but also to liaising with solicitors, accountants and IFAs to offer consistent, well above average returns as well as preserving capital. We pride ourselves on our friendly and straightforward approach, even if someone just wants a no-obligation chat or a second opinion, we’re happy to help.” The growing firm recently added associate director Carolyn Black to its rank of experts. She comments: “For clients, whether entrepreneurs themselves

Julie Jones with Patrick Toes (left) and David Cowell or their professional advisers, service is key. At Myddleton Croft, we are not prepared to compromise on levels of attention and no detail is missed. We are happy to work closely with clients throughout their dealings with us, going that extra mile to ensure that they are comfortable and confident with everything we do. Being reputable investment managers they can trust is vital.” Investment director Patrick Toes adds: “Another advantage is that we are more flexible than many bigger firms, enabling us to act swiftly to take advantage of opportunities rather than being limited by the rigidity of the larger investment managers. For example, we are often approached to seed new investment funds and can add value by being early adopters. “In recent months we have also been reaping the rewards of our contrarian approach. As a boutique firm, we are able to spot the potential of the socalled ‘ugly ducklings’ of the investment world while pessimism often drives down performance, we can identify those with real potential for returning to profitability and evolving into growth investments.”

“From an investment point of view, we ensure that we build a portfolio to match the needs and objectives of clients.” Julie Jones, managing director The firm’s eight-strong team, together with its client-focused approach, is already proving a winning formula with impressive growth in recent years. Myddleton Croft currently runs more than 300 client portfolios and has an ambitious target to double the value of assets under management within the next three years which it knows it can do without compromising personal service.

Can we help you? Call Julie Jones on 0113 827 2396 or email Julie.jones@myddletoncroft.co.uk. Please visit www.myddletoncroft.co.uk for more information.

ARMITAGE ON WINE bqlive.co.uk

Red supporter prefers white Peter Armitage, partner at Leeds-based PE house Key Capital Partners, tries to overcome his wine prejudices When I was asked to do a wine tasting review for BQ magazine with a photo to be included, I thought this seemed like a pretty glamorous gig and that I had finally arrived! Things went somewhat downhill when I got caught in a downpour on the way to the West Park Hotel in Harrogate and turned up looking like a drowned rat for my photo session. Fortunately, it’s pretty impossible these days for rain to have any sort of impact on my coiffure. I would never call myself a connoisseur of wines although I certainly enjoy a glass or two. When asked what sort of wines I like, I usually say ‘anything as long as it’s red’. The red I had been given was a South African Pinotage from a vineyard called Cleef’s. Unfortunately, Pinotage is one the very few reds that I sometimes struggle with and so I was a little bit nervous about how this would go. According to the experts (well, Wikipedia) Pinotage ‘typically produces smoky, bramble and earthy flavours, sometimes with notes of

bananas and tropical fruit, but has sometimes been criticised for smelling of acetone’. I can relate to the latter part of the comment if not the former - to me, when Pinotage is first opened, it can often taste like it’s corked (I tried to think of a less harsh description, but that really does describe it to me). Unfortunately, this one proved to be no exception. I decided to decant it and leave it to breathe for half an hour and try it again later. Luckily, this made quite a difference and, on second tasting, it began to betray some of its origins as I could detect the subtle and complex flavours of a Pinot Noir. My top tip to anyone drinking this or other Pinotages is to decant it, although I’ve got to say this one wasn’t really my cup of tea. The second wine was a 2014 Picpoul de Pinet from Chateau de la Mirande in the Languedoc. I must admit that I had never heard of this white grape before and had to Google it. The wine turned out to be a very pleasant surprise. Young, fresh and fruity

was the expression that immediately sprang to mind. It would be very pleasant to drink on a nice sunny day and it wasn’t bad at all on a cold November evening either. Apparently, it is particularly good with seafood as it neutralises the iodine in shellfish. If I was being pretentious, I would say it was an unpretentious wine. This was definitely one I will add to my future shopping list and I was very happy that it enabled me to end on a positive note – although having tried the Pinotage, in future I won’t make the mistake of claiming that I’m happy with any red! n Wine was supplied by Firth & Co Wine Merchant. www.firthandco.com 01677 451 952. Newton Bank, Newton-leWillows, Bedale, North Yorkshire, DL8 1TE Pinotage Cleefs Classic Collection from South Africa 2013, priced at £8.95. Picpoul de Pinet Chateau de la Mirande Coteaux du Languedoc, France 2014, priced at £8.95

29 & SAT 30 CHASE FRIJANUARY

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Dave Helm, sales and marketing director of Blue Logic, turns James Bond for the morning and goes for the greatest ride of his life

MOTORING bqlive.co.uk

o t E C N LICE L L I R H T It can only be described as a dream to be asked by BQ Magazine to test drive an Aston Martin DB9 GT Bond Edition, and from the beginning, the experience was as you could imagine… exhilarating. Arriving at the courtyard, a row of Aston Martins - including a DB10 from the new Bond movie, Spectre - lined up like a regiment of soldiers standing proud. Catching a first glimpse of the sleek DB9’s dark silver body that I was to drive, I was instantly impressed by the sheer class and style that oozed from it. It had a presence that would stop any man in their tracks. Opening the perfectly weighted door and slipping inside into the driver’s seat, I saw that the fine details have been well thought out and executed to the highest of standards; the paddle shifts were elegantly wrapped in leather, the stitching detail throughout the car highlighted the classically fluted leather seats and door panels, and the display screen glistened. Unfortunately I couldn’t find the Bond gadgets, such as the rocket launcher, however that might have been for the best.... But the car had been fitted with the latest mod cons, from satellite navigation and cruise control to front and rear parking sensors and automatic temperature control. Everything you would expect from a modern day supercar. The real beauty of this prestigious car lay under the bonnet; the 6L V12 engine took it to a whole new level, with the ability to accelerate from 0 – 62 mph in just 4.6 seconds. Pressing the ignition button brought the car to life, the engine awakened with a roar and settled into a low and throaty burble, as the dashboard lit up and the car was

ready to be driven. As with all Bond films there are always two sides to the story and the DB9 followed suit as a perfect example of two halves making a whole. The GT side, designed to retain maximum comfort during long journeys, with relaxed suspension, easy to handle steering and seats made to fit around a body perfectly. The impression I had from my driving experience, was that this dream car would easily maintain its comfort levels on a trip to the South of France and back. On the flip side, once the ‘sports mode’ was activated by pressing a single button, the car truly transformed. Just as an animal trapped in the cage would jump at the chance to be set free, you can feel an instant shift in power, responsiveness and noise. The steering stiffened, the suspension tightened, the throttle became more sensitive and the engine valves opened to allow the car to go from elegant and comfortable, to utterly exciting and extra special. Overall the car is the epitome of enhanced luxury with an edge of speed, and anyone would be lucky to have the opportunity to drive one, let alone be the owner. The Aston Martin DB9 GT Bond Edition would most definitely be one of the top cars on my list, if I had that money to spend. Although I think it’s going to take more than a car to make me feel like James Bond. n The car Dave drove was an Aston Martin DB9 GT Coupe. On the road from £142,500 inc. on the road fees. Aston Martin Leeds, JCT600, Brooklands Ring Road, Lower Wortley, Leeds, LS12 6AA www.jct600.co.uk, 0113890701

Spectre effect The success of James Bond’s latest adventure, Spectre, has meant a busy end to the year at renowned Yorkshire car business JCT600. The family-run firm, which now sells 18 of the world’s most iconic brands at 50 locations throughout Yorkshire, Lincolnshire, Derbyshire, Nottinghamshire and the North East, is expecting its busiest quarter of the year as Aston Martin fans are lured in by the DB10 built specially for the film. “The film and the Aston Martin have created an immense amount of excitement among owners and non-owners,” said JCT600’s head of business Mark Hill. “Being able to bring Bond driver Mark Higgins and the DB10 to Leeds created just the sort of dream event we are known for, with the exclusivity and accessibility our customers expect what they are buying such remarkable cars.” Dr Andy Palmer, CEO of Aston Martin, said: “In the same year that we celebrate our 50-year relationship with 007, it seems doubly fitting that we have this wonderful new sports car created especially for James Bond. I’m incredibly proud of everyone in the team at Gaydon who have brought this special project from concept to reality.” Production has been strictly limited to ten of the bespoke sports cars, developed and built by the designers, engineers and highly skilled craftspeople at Aston Martin’s Gaydon headquarters. JCT600 was established by Edward Tordoff and two other partners in 1946 as Tordoff Motors Ltd, trading as ‘Brooklands Garage’ on Sticker Lane Bradford. In 1950 his son Jack Crossley Tordoff, then aged 15, joined the company as an apprentice mechanic and in 1958 bought all the shares from the two original partners. Three years later he bought a Mercedes 600 bearing the registration number ‘JCT600’ and the name has been at the forefront of the trade ever since. Spectre stunt driver Mark Higgins, left, with Mark Hill of JCT600

PROFILE Esh Group

Nurturing talent underpins growth The saying goes that businesses should measure what they value or they will only value what they measure. The construction sector, like many others, is awash with statistics but some recent figures should give us all pause for thought

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Chief executive, Brian Manning welcomes Esh Group Apprentices 2015 Construction makes up 6.4% of the economy, and has been struggling to add to overall UK growth as it recovers from a particularly deep recession. But recent business surveys have suggested construction firms are starting to feel more upbeat, reporting the general election has removed some uncertainty among customers. However, this upbeat sentiment is undermined by an issue that threatens the construction sector, and wider economy. ONS figures for October showed a 2.2% drop in construction

“Recruiting 150 apprentices is no small undertaking for a business of our size but we see it as an important step to supporting our growth”

output, which according to the Federation of Master Builders (FMB) exposes the growing impact of the construction skills shortage. This view is supported by a recent study by the Construction Industry Training Board which forecast an extra 200,000 new jobs will be created over the next five years. Andy Gawthorpe, regional managing director of Esh Construction said: “We can’t be complacent that the recovery in the construction industry can be taken for granted. Shortages of skilled workers remain an ever present barrier to growth. Esh has taken steps to address the issue with an apprentice programme and a new academy and schools programme to educate the next generation of talent about the career opportunities in our sector. “Only through concerted action across our industry will we address this issue and put in place the building blocks for future growth.” Esh Group has recruited over 100 apprentices in two

years as part of its commitment to employ 150 by 2017. Recent figures from The Royal Institution of Chartered Surveyors (RICS) highlighted that skills shortages are threatening the pace of recovery of the UK’s construction industry. RICS members reported the highest upturn in workloads since 2007 in the first quarter of this year, but it warned skills shortages applied across many trades and in most parts of the country. Andy Gawthorpe said: “Recruiting 150 apprentices is no small undertaking for a business of our size but we see it as an important step to supporting our growth, and helping tackle the problem of youth unemployment, that remains an issue in many of the regions we operate in. I would encourage companies of all sizes in our sector to ramp up their apprenticeship programmes, to address a pressing business need.” The company is making a £3.6m investment in a new

PROFILE Esh Group

Left: (L-r) Apprentices; Joseph Knaggs, Ben Vickers, Zac Widera and Andy Gawthorpe, regional managing director Esh Construction. Right: (L-r) Leigh Deighton, Head of Business Development Esh Construction, Armand Anebo and Andy Gawthorpe, regional managing director Esh Construction. Academy and offices in Bowburn, County Durham, to ensure it has the facilities to train its future talent. Brian Manning, Group Chief Executive, Esh Group said: “At Esh Group our business is built on great people and as it expands and develops we believe that a great apprenticeship programme is essential to supporting our growth. Esh Academy is about us taking responsibility for making sure we’ve got those great people coming through.” The new academy will be a fully accessible building that will feature a range of high quality indoor training facilities including syndicate rooms, administration offices, areas for the trainees to meet and study and an outdoor training area for construction plant and materials handling training. The Esh Academy was created to draw together Esh Added Value, Esh Training Solutions and group HR activities across the North East, Yorkshire, Scotland Borders and Cumbria under one banner with Esh Training Solutions responsible for apprentices, trainees and Esh Group staff CPD. Training and apprenticeships underpin business at Esh Group which has a turnover of over £280m and directly employs around 1,200 people in its construction and property operations throughout the North. Tricia Mullen, group training manager, who is responsible for running the apprenticeships programme explained: “It is really exciting that we will soon have our own dedicated facilities from which Esh Academy will be run. We’re well on the way to achieving our commitment of taking on 150

apprentices over three years. So far we’ve taken on 107 apprentices – almost 7% of our total workforce - across the range of business operations and across all areas in which we operate and our retention rate is just under 90%.” The apprenticeships available at Esh Group cover a wide range of roles including plumbing, business administration, painting and decorating, electrical, quantity surveying, construction engineering, landscaping, carpentry and joinery, bricklaying, groundworks and drainage, vehicle maintenance and IT. Mullen continued: “We select and place our apprentices very carefully and work really closely with local colleges, CITB and JTL to ensure apprentices are trained well and to industry standards. “In addition 88 employed staff members act as mentors within Esh Group, with apprentices working alongside them to learn and gain information, advice and support. “Both the mentors and the apprentices really enjoy this – it’s a great way of transferring skills and knowledge and, we believe, is really important in supporting the current rate of 95% of apprentices enrolled completing their apprenticeships. “Together we make every effort to give the trainees the best chance of succeeding – and we are delighted that our retention rate is so good too; it’s a tribute to everyone involved.” Apprenticeship programmes offer solutions to the skills shortage, and an option to young people who do not wish to progress into higher education,

while allowing businesses to recruit someone with the right attitude and work ethic providing training required to build specific professional skills. Young people are renowned for bringing fresh thinking and enthusiasm into a company providing a solid base to build their skills set. Through Esh Academy the company is investing in its future leaders, while upskilling its current workforce. The company believes it is money well spent if it can nurture its apprentices to enable growth and performance. Apprenticeships are a significant part to the culture at Esh Group as many of its senior members of staff began their careers as apprentices. A final thought from Andy Gawthorpe has resonance for all businesses: “Good business is sound business but we don’t invest millions without a business case. Every part of our academy programme, from schools to graduates, is quantified and measured for a return on investment. After all, you should always measure what you value.”

3360 The Pentagon, Century Way, Thorpe Park, Leeds, LS15 8ZB T: 0113 399 3030 www.eshgroup.co.uk

MADE 2015 bqlive.co.uk

MADE - a festival business Hundreds of businesses showed how strong the BQ entrepreneurial spirit is at this year’s MADE Festival in Sheffield. Set in the stunning surroundings of City Hall at the heart of the city, MADE is now in its sixth year as the UK’s largest festival of enterprise and was again supported by a range of sponsors including Irwin Mitchell, Sheffield Hallam University, University of Sheffield, Sheffield College, Microsoft, JCT600, UK Steel Enterprise as well as Business Sheffield and Sheffield City Region. With presentations throughout the day, entrepreneurs from all over the country came to be inspired by the guidance and experiences of high-profile names such as Paul Lindley from Ella’s Kitchen, Joe McEwan from innocent, Kevin Byrne founder of Checkatrade.com and JB Gill of JLS. A range of masterclass presentations were also delivered by the likes of Geoff Ramm and Anthony Stears with the audience also hearing from a number of BQ featured entrepreneurs including Petra Wetzel from WEST Brewery. There was also a series of fringe events throughout the city covering everything a new business needs to know -

Sheffield saw the UK’s entrepreneurial spirit at its strongest at this year’s MADE festival, celebrating new business and showcasing some stars as Mike Hughes reports from marketing and branding to start-ups, intellectual property and social media. One of the highlights was the naming of BQ’s Emerging Entrepreneur of the Year for 2015 in partnership with Gateshead College. “We spent 12 months searching the UK and eventually narrowed it down to four worthy shortlisted finalists from the North East, West Midlands, Scotland and Yorkshire,” said Bryan Hoare, managing director of BQ. “We were delighted to crown Richard Kirk, founder and CEO of PolyPhotonix in Sedgefield, as BQ’s national emerging entrepreneur of the year, who was up against stiff competition including Darren Padgett from Team Activ, the shortlisted Yorkshire finalist.” When we talked to Richard in BQ North East, he told us how the company’s phototherapy

eye mask, which is worn during sleep, uses light therapy to treat diabetic retinopathy and could save the NHS more than £1bn a year. Richard told us: “We use our expertise to bridge the gap between research and commercialisation and often we meet with academics in unrelated fields to try to create a culture of ‘organised serendipity.’ “It’s great to get physicists, medics and biologists – all at the top of their game – together in one room to spark ideas off each other.” If you have been inspired by this year’s MADE festival and want to find out more about the country’s leading entrepreneurs, follow what’s going on at www.bqlive.co.uk, where you can also sign up for our BQ Breakfast morning email and discover how easy it is to get a subscription to BQ magazines throughout the year. n

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Agriculture • Residential • Commercial • Development • Investment • Energy • Environmental Call your local team: Bedale 01677 425301 Shiptonthorpe 01430 876010

MADE 2015

A MAJOR EVENT TO INSPIRE, MOTIVATE & SHARE BUSINESS SUCCESS bqlive.co.uk

National Emerging Entrepreneur Dinner 2016 In association with

THURSDAY 25 FEBRUARY 2016, LEEDS BQ Magazine is delighted to announce that nominations are now open for the BQ National Emerging Entrepreneur Dinner 2016 sponsored by Irwin Mitchell. Celebrate the legacy of MADE by supporting emerging entrepreneurs across the UK. The search now begins once again to identify some of the UK’s leading emerging entrepreneurs. We are seeking nominations across Scotland, the North East and Cumbria, Yorkshire and the West Midlands to find the best in emerging entrepreneurial talent. The BQ National Emerging Entrepreneur dinner brings together established entrepreneurs with the challenge of being accompanied by individuals who in their view are representative of a next generation entrepreneur. The 2016 dinner is being held in Leeds on Thursday 25 February 2016 where we will celebrate and acknowledge entrepreneurship across the UK. If you would like to nominate an emerging entrepreneur for consideration then visit www.bqlive.co.uk/EED2016

Richard Kirk receiving his award (left) from Bryan Hoare, managing director BQ with Nigel Risner, MADE festival host

“It’s a great honour to win this award. Whilst it is recognising entrepreneurship it is also recognition for the whole company that have put in the hours of work to enable me to stand up and receive it” Richard Kirk, founder and CEO of PolyPhotonix

For more information about joining us at the dinner and to enter see www.bqlive.co.uk/EED2016

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Agriculture • Residential • Commercial • Development • Investment • Energy • Environmental Call your local team: Bedale 01677 425301 Shiptonthorpe 01430 876010

INTERVIEW bqlive.co.uk

Law on his mind, but ink in his veins Tim Coulson may well be the epitome of transferrable skills.From full-time in publishing to full time in law, Tim’s management skills have been in demand for more than 30 years - and as director of the New Park Court Chambers in Leeds and at Newcastle they are on the finest form. With 69 barristers including 10 QCs, to look after, Tim’s calm experience earns him the respect and trust his position needs. It has been honed from an endless series of situations to handle large teams of staff to manage and targets to hit. At BQ Yorkshire, we look for entrepreneurial DNA. If you have it you will come up with that big idea and you will have the drive to take it to market. But it’s a bit more challenging to discuss whether you are born capable of a high-profile manager, or whether you have to go through the experiences to learn the craft. “I had known the chief executive here for some time, from my role running the commercial wing of the Bar Council,” Tim tells me at the chamber’s stately offices in Park Place, Leeds. “He was coming to take over the chambers from London, and was as peripatetic as I was, so I had welcomed him to Yorkshire and he knew he could talk chambers with someone who wasn’t connected with it. “He asked me to come in and help for three

Mike Hughes finds out how Tim Coulson divides his time between inspiration and litigation months. I think that happened because, from the Bar Council work, I knew barristers and how they operated, but could come in and do a project for them without being part of the furniture. “I think that distance is important. I have a saying that a barrister would trust his brain surgeon and his plumber to do their job – but they believe they can do everything else in between. They are incredibly bright people, but I appreciate that the job of support staff in chambers is akin to every other role in the theatre other than acting. “We set the scene for them, make sure the wardrobe is right, and make sure they are in the right theatre at the right time. The challenge is to convince them you can do all those other things – and the finance, IT, office space, staffing and so on - so they can go out there and do Law.” The ease with which Tim selects and delivers these descriptions tells us two things. One is that he has needed to explain his role and that of the chamber on many occasions and over time has trimmed down his library of choices to a few favourite volumes. But also, it portrays him as a man confident

in his status. He can step away and analyse the profession and even gently poke fun at it because he has the highest regard for the people who work in the building and knows he has earned a place among them. Chambers are effectively a co-operative or collective. The members are all proudly independent practitioners, who do not want their own support staff and building to run so, logically, they group together and employ a single team. Barristers can move between chambers and chambers can bring in new members, usually depending on what they can add to the existing set of skills. “A more traditional set of chambers would be reliant on a senior clerk and a team working for him or her. It was more about law and less about business, because some chambers would say they are a profession, not a business. “These people are all independent practitioners, clever, assertive and confident. They have all those skills, but when they are doing their work, they might ask nine questions to set up the tenth. I see this as their funnel pointing downwards, towards that crucial question.

Your business is our business Start the conversation today. Call us on 0333 123 7171 or visit www.bhp.co.uk

INTERVIEW bqlive.co.uk

“A barrister would trust his brain surgeon and his plumber to do their job – but they believe they can do everything else in between”

INTERVIEW bqlive.co.uk

â&#x20AC;&#x2DC;I am blessed now with being able to maintain a very independent voice in that I can still deliver professional integrity while not being part of the furnitureâ&#x20AC;&#x2122;

INTERVIEW bqlive.co.uk

A business funnel is the other way around, always looking for the wider context.” Tim sits in the middle of that hour-glass, pulling together all the outside elements, distils it and shares it with his legal professionals to enable them to do their job. The balance of tact, diplomacy and authority required can only be imagined, but these are principles Tim has been working with for many years and media, law or any other sector in the county will see their value. There is a joke along the lines of ‘how many barristers does it take to change a lightbulb?’ to which the punchline is ‘what does change mean?’. The system has to maintain its integrity and history while relying on its chamber to help it evolve. “I had reached a personal position in my career in newspapers where I was effectively representing the industry as commercial manager of the Newspaper Society,” explains Tim.“I was not sure if I was being asked for my personal opinion or that of my position. “The only way I could think of testing that was to resign my position and say ‘I am no longer this – but I am still me’. I took up a number of projects for newspaper groups where I told people I would come in and look at a situation and make a series of recommendations. “But the USP would be that I would be prepared to deliver those recommendations from within the organisation. It was my way of standing by what I thought and as this happened my periods of consultancy became longer and longer.” The Bar Council role soon came his way as a one-year contract to turn around its commercial enterprise operation. After four years he turned down the chance to stay longer because he believed that it might benefit from having another person in the role with the same outsider’s view that Tim had when he first started. “I am blessed now with being able to maintain a very independent voice in that I can still deliver professional integrity while not being part of the furniture. I am happy that I am allowed to be me.” This independence and capacity to challenge is not, of course, the sole right of experienced senior staff like Tim. All entrepreneurs seek it from the beginning, and

it is a key part of a new business’s infrastructure that the right to have a loud enough voice is maintained. The early confidence of launching a brand gives that voice a natural volume, but it still needs to be heard one year, two years and three years down the line. If it is as listened to and respected as Tim Coulson’s after a few decades, things are going well. But it is clear that there is still ink in the Coulson veins. After six years at Thomson and three years at the Newspaper Society, discovering that he is now helping with a very personal project called What Could I Be? which aims to inspires careers and employability options for 11-13 year olds by engaging with them through a distributed and themed publication that aims to be available nationwide. Every 12-year-old in Scotland has already received three editions and the launch edition (suitably, it covered law and society) is already out in Yorkshire. “In the transition from primary to secondary, there is a fixation about what subjects they will be studying and what options there are. Children are often encouraged to aim for a secure job doing something they know about, but we mustn’t tell them what they are going to be before they have even had a chance to think about it “We wanted to get the concept into the minds of young people that it is OK to have ideas. We want to engage with kids before work experience programmes, which can be of varying

quality. “I think it is a worthy thing and we are totally committed to its lovely creative process. “For a time I was privy to the world of academia via my partner Jane’s work. She was researching access to the workplace and found gender stereotyping was a huge barrier. As with many barriers, it can be so big nothing happens except research and reports. Such an approach was not our style and using our common experience in media and as entrepreneurs we decided to take some action. “Three things became very clear. One: there is no structured starting point for information about jobs and careers for young people and their parents when they start secondary school. Two: we don’t talk about ideas and the value of thinking about lots and lots of things to young people. Three: Business people can bring careers ideas to life with their knowledge so we can deliver ideas with achievable realities. “The best thing about WCIB is the community of members we are building. We use their fees to pay for the printing and distribution and their knowledge to fuel the content. It’s a win, win for everyone.” The aspirations of WCIB present him with a perfect balance for life at New Park Court, it keeps the media section of his brain active, but there is also a commendable paternal side to it for him, using those years of experience to educate and encourage. It’s a work-life balance to be proud of. n

Your business is our business Start the conversation today. Call us on 0333 123 7171 or visit www.bhp.co.uk

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â&#x20AC;&#x2DC;More women now have aspirations to own a designer handbag, so the second-hand market is very busy. But they want it to look perfect, so they will spend money with us having it refurbishedâ&#x20AC;&#x2122;

ENTREPRENEUR bqlive.co.uk

Success is in the bag for Freya From a teenage head buzzing with business ideas, through tragedy, to a successful entrepreneur and employer. Mike Hughes meets 25-year-old Freya Bass I walked into Freya Bass’s offices and workshop on the outskirts of Harrogate with my usual bag over my shoulder – a black canvas satchel sort of thing that my wife picked up for £1.99 at an Age UK charity shop. It holds everything I need, from notebook and digital recorder to five or six pens of varying quality, car keys, phone and, of course, enough sweet wrappers and car park receipts to wallpaper a small room. But I don’t make too much of a scene about my ‘manbag’, because this is The Handbag Spa, where £30,000 Hermes bags come to be made beautiful again. Freya remembers her first customer brought in a £2,000 Dior creation, which her own little treasure had written on while it was still in the box. £1.99 at a charity shop? Close the door behind you.......Thankfully, she is far too gracious for that and reveals a focussed and charming young woman with a business mind that is always on the go. “I spent my years throughout Leeds Met University trying to think of the business idea I would leave there with,” said Freya. “Education is a funny thing. You spend a lot of time being shuffled along with this mass of students, and not always going in the right

direction. I got funnelled into doing fashion, but the part of the course I had most fun with was setting up your own business, with its forecasting and business planning. “Then I had seen the freedom my parents had with my dad running his own business in interior design and upholstery and my mum setting up a children’s clothes business when I was little. Alongside that feeling of freedom I get from running my own business, there are the scary elements like financing and finding the right market out there, but you wouldn’t make much of an entrepreneur if things like that stopped you driving forwards. “We can clean, restore and refurbish bags that may have become damaged.“They can just send us a photo of it on email, we’ll quote for the work and then either collect it by courier or they can drop into one of the dry cleaning shops we use as agents and we will pick it up from there. “More women now have aspirations to own a designer handbag, so the second-hand market is very busy. But they want it to look perfect, so they will spend money with us having it refurbished. I found right from the beginning there was a gap in the market for that work

because women would naturally go to a dry cleaning shop to ask about handbag repairs, but most of them aren’t equipped with the knowledge or expertise for the bigger jobs, so we come in and pick them up. Freya and her mum Judy, who helps run the business, say there are three tiers of customer. The top tier buy that season’s bag or colour, then they sell them on to a second tier who always craved a designer bag but couldn’t afford a new one. Then the final tier are re-selling damaged bags needing refurbishment. “The majority of the work is cleaning and colour touch-ups, perhaps because of scuffs on the corners,” says Freya. “One of the top accidents is ink leaking from a biro, but that is not worth chucking away a bag that you love, or that is an investment.” Looking at the range of paints and potions in the workshop suggests the standard of finish expected by a client that values their latest purchase in five figures is very high, so the potential for the business is well-grounded. “We have a five-year plan but the problem with them is that they always change,” says Freya. “You never know what tomorrow will bring. If I have had a low day I often say to

ENTREPRENEUR bqlive.co.uk

myself on the drive home ‘business is a rollercoaster, so don’t worry, you will be going back up again soon’. Low times can be as pivotal as the good times, of course, and the sudden death of Freya’s dad Andy during his daughter’s first year at university changed everything. She left to be at the side of her mum Judy and the two faced rebuilding their personal and business lives. Freya started working alongside her mum at her training provider LLT Leathercare, developed an interest and then a passion for the work and The Handbag Spa was born. “It was so hard to deal with,” says Freya, “and I had the university to get through. But you have to keep going forwards and I like to think I was a support to mum as well.” “I have always admired Freya enormously for her commitment and hard work from the age of 13,” replies mum Judy. “I see so much potential in her, and I think that comes from the joint genes. Right from the beginning I have given her as much free rein as I could to let her establish her own ideas and methods.” Freya agrees: “I would undoubtedly have set up some sort of business on my own if I hadn’t started working with my mum. I don’t know what that would have been, but it would definitely have happened. I liked the idea of creating a platform for the designers coming out of university alongside me. “I like developing ideas, even if it is someone else’s idea that I can help with. There are always fresh ideas, but sometimes we have to balance that with focussing on growing the business as it is. “That includes things like recruitment, which has been a steep learning curve. This time last year I had one member of staff and now there are six, which shows how quickly we have grown. It is not an easy business to recruit for, because it is unlikely you have the skills already. “So we offer full training and watch as their skills emerge and develop their people skills. That is the process I learned at university. Personality is a huge thing for us, particularly when we work so closely together. You have to be careful who you pick to join the team, but it makes me proud when we can give a job to someone and give them a career path. “Now that we are growing it would be easy to get overwhelmed – with the rollercoaster getting a lot steeper – if I had been on my own without my mum as a mentor or someone like Connect Gazelles, which is full of people in the same boat

‘Personality is a huge thing for us, particularly when we work so closely together. You have to be careful who you pick to join the team, but it makes me proud when we can give a job to someone and give them a career path’ as me as well as others that have been there and made a success of it. I think it is really important for entrepreneurs to have a mentor somewhere that cares about you as well as your business.” During our interview I find myself having to regularly remind myself that this woman is 25 – an age when many of her peers will be starting off on their corporate careers after three or maybe five years at university. Rapid progress is a huge bonus, but the most impressive thing about this latest BQ entrepreneur is how her business brain has grown as well. The insight and awareness she has gained from her mum and dad is there in every sentence and you feel she could stand her ground in a conference hall of seasoned business leaders. But for now there is still much work to do in Harrogate and as her dye-blackened hands demonstrate, Freya is certainly not afraid of hard work “I have very high standards and find it very hard to step away from the day-to-day element completely. In some people’s ideal world they would be overseeing completely but I like to keep involved and make sure I am up to date with everything. “I took a course my mum was running at her company, but I had been around the workshop for a while, so I picked up things like colour mixing quite quickly. The future is as bright as a £30,000 Hermes, with levels of excitement running high as a new, larger, unit nears completion just a short distance away and the business can retain the ability to expand again “We have invested a lot of time in our staff and don’t want to lose them, so it was important to stay local so they could stay with us as we grow,” says Freya. “We could have set up in Barnsley or Burnley and it would have been half the price, but it is important for your staff and for the business to have that Harrogate home.” But that Yorkshire bond doesn’t stop her looking further afield, with a franchise already operating

in Singapore through a dry cleaning agent, another planned for the Middle East and Freya tempted by the possibility of taking the business to America, The Handbag Spa and its 25-year-old boss are already international operators. “Wherever we are, I want to be the reliable, trustworthy business that people keep coming back to. We had to build up our reputation from scratch by doing the work well and letting word of mouth do the rest. If you make one lady happy, she is likely to have five friends she will tell. That is how we grow. “It shows how important every single job is because it can be the difference between winning ten clients or losing ten. “I am also a strong believer in the digital strength of a business. Online can still be a scary place for some people, but it can be more beneficial to a business than a shop front on a high street. I want to invest time and money into our online presence.” Remember – 25.“I don’t feel I have missed out on any carefree years. I decided I wanted to do it all now and drive the business forward so I can have the relaxing time when I’m actually tired! You can’t do that if you haven’t got the money to enjoy it. “I want to build my own Huf Haus home, so I certainly won’t be pausing until I am in a position to afford that. I always feel that I haven’t done enough or done it quickly enough. “The Handbag Spa will always exist, but eventually, multiple businesses would be great. My boyfriend and I are always thinking about what the next big app might be that is missing from our phones. “As a business manager, that means either finding another ‘you’ or structuring the business in such a way that it can be a run by a team of people. That’s where we may be heading.” It is crystal clear that Freya herself is heading in only direction – upwards. She should be a module in schools and colleges to pass on the enthusiasm and drive that will soon be bursting out of the workshop below. n

ENTREPRENEUR bqlive.co.uk

0 0 0 0 1 1 0 10 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 B I T O1F00A 1C0H0A T 0 1 0 0 0 10Bill0Board’s examining 0 1 0 0 0 the news behind the headlines 0 0 0 1 1 1 0 0 0 0 0 0 1 1 0 0 1 0 0 0 1 10Sheffield 1 0 0 0 0 0 1 1 – centre of civilisation 1 0 0 0 0 0 0 1 1 1 0 0 0 0 00 1 1 1 0 0 0 0 0 10 1 1 0 0 0 00 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 00 1 1 0 0 10 0 0 0 0 1 0 1 0 0 0 1 0 0 1 0 1 0 0 0 1 0 0 1 0 1 0 0 0 1 0 0 1 0 1 0 0 1 1 0 0 1 0 0 0 0 1 1 0 It’s fun to stop 0 at the WYCA 0 1 0 0 1 1 0 0 0 0 1 1 0 0 10 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 0 0 0 10 0 0 1 1 0 0 0 0 0 1 0 1 1 0 0 0 0 0 1 0beer 1 Cheers, I’ll have a ginger 1 0 0 0 0 Christmas 0 0 1 1 0 1Wrappy 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 1 0 0 0 0 10 0 10 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 1 0 0 0 1 0 0 0 1 1 Their other car is a ... 0 0 0 1 0 0 1 0 10 0 10 0 10 0 10 0 10 0 1 0 0 0 0 1 1 0 0 1 0 0 0 0 1 1 0 0 1 0 0 0 0 1 1 0 1 0 00 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 1 1 0 0 0 0 10 0 10 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 0 10 0 1 0 0 10 0 10 0 1 0 0 10 0 10 0 1 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 10 0 1 1 0 0 0 0 0 1 1 1 0 0 0 0 0 0 1 1 1 0 0 0 0 1 1 0 0 0 0 0 10 0 0 1 1 0 0 0 0 00 1 1 1 0 0 0 0 0 0 1 1 1 0 0SAT 30 0 0 1 1 0 0 10 0 0 0 0 1 FRI 29 & 1 1 0 0 0 0 0 0 1 1 CHASE 1 0 0 0 0 0 0 JANUARY 1 1 1 doncaster-racecourse.co.uk 0 0 0 0 0 0 1 1 1 0 0 1 0 0 1 0 1 0 0 0 1 0 0 0 0 1 0 0 0 10 0 1 0 10 0 1 1 Engineers and academics have come together to develop a leaflet and walk to help residents and visitors learn about the icons that make Sheffield a civilised city. Led by the Institution of Civil Engineers (ICE) Yorkshire and Humber, “Sheffield: A Civilised Place” covers a 2.75 mile circular city centre walk covering the Cathedral, the City and Town Halls, theatres, the Millennium Galleries, Sheffield Station and Passenger Transport Interchange, Lady’s Bridge, the Parkway Viaduct and Victoria Quays. ICE member Duncan Froggatt, who wrote the leaflet, said: “Civilisation is made possible by engineers, which is where the term civil engineering comes from. Often, people can take for granted the vital pieces of infrastructure that we see every day.”

The festive fun at the Royal Albert Hall will be packaged and neatly delivered by Leeds based marketing firm Wrapped. The firm, which was only formed in May, won the contract to produce posters, flyers and online

advertising its ‘Father Christmas at the Hall’ after a meeting at Interface 2015 in York which introduced Yorkshire creatives to London cultural institutions. Head of brand Rachel Clark said: “We are so proud to name the Royal Albert Hall as one of our first clients and believe that the campaign’s focus on family will win over hearts and minds and drive visitors to the hall.”

The latest technology is being rolled out to help passengers at more than 13,000 bus stops across West Yorkshire. The West Yorkshire Combined Authority (WYCA) is adding QR (Quick Response) codes and NFC (Near Field Communication) tags so that passengers using their mobile phone or tablet can scan them and be connected directly with a web page showing real-time information for that stop. Whatever next – perhaps the return of the legendary clippie to just tell you where to go?

Once you’ve been within touching distance of an Aston Martin, it must be quite a challenge to switch to a 32-year-old Cortina. But the staff from the JCT600 car dealerships have made the move. The company has just worked with Spectre stunt driver Mark Higgins to show off the James Bond DB10 at its Brooklands base in Leeds, and now a management team has returned to the Bradford head office after driving a Cortina 2.0GL to The Blackpool Tower, The Tower of London, the Eiffel Tower and the Leaning Tower of Pisa, to raise funds for Alzheimer’s Society. So a round of applause for group fleet director Neill Richards, Garry Gilmour, Mercedes-Benz group business development manager and Neil Widdowson, of the group fleet centre. “We covered 2,370 miles in four days. What’s more, we’ve succeed in beating our target and raising over £2,000,” said a happy but exhausted Neill.

If you are every getting drinks in for Leeds comms group Ponderosa, just make it a ginger beer. They will be fine with that (most of the time...) as they will probably still be celebrating the deal to help Crabbies Alcoholic Ginger Beer sponsor the return of Chris Evans’ hit Channel 4 show TFI Friday with a “Give it some Ginger campaign. With a Vic Reeves voiceover, Ponderosa produced a series of idents and intros, including a New Year’s Day special. Richard Midgley, group planning director of The Ponderosa Group, said: “Securing the creative account for the TFI sponsorship is a major coup for not just the Crabbie’s brand but also The Ponderosa Group. With just fifteen days to turn the production around and a very competitive bid process, this campaign is testimony to our ability to work quickly without compromising brand quality or creativity. We love the work and hope our core audiences do too.”

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EVENTS

BQ’s business diary helps you forward plan

DECEMBER ALL

All month Christmas Live celebrations at Doncaster Racecourse, The Grandstand, Leger Way, Doncaster, DN2 6BB. Contact 01302 304 265

JANUARY 28

Leeds Chamber Annual Dinner at The Royal Armouries, Armouries Drive, Leeds, LS10 1LT. Contact 0113 2470000

How Apprenticeships can Benefit your Business at The Earl Of Doncaster Hotel, Bennethorpe, Doncaster DN2 6AD. Contact 01302 640132

JANUARY 07

Connections Count networking at John Smiths Stadium, Stadium Way, Huddersfield, HD1 6PG. Register at www.eventbrite.co.uk

Last Friday Club 12.30-13.30 at Harrison Social, 11 Harrison Road, Halifax, HX1 2AF. Register at www.eventbrite.co.uk

MY Network Wakefield 12.30-13.30 at The Hop, 19 Bank Street, Wakefield, WF1 1EH. Register at www.eventbrite.co.uk

Free Information Friday - Seeking Greater Productivity, Reduced Absenteeism or Increased Profits for 2016? 08.00 – 10.00. Details TBA. Contact 01709 386200

Employee Management Skills Workshops – Attendance management 9.30-12. 30 at Eaton Smith Solicitors, 14 High Street, Huddersfield, HD1 2HA. Contact 01484 821309

From Entrepreneur to Member of Parliament with Kevin Hollinrake 08.30-10.00 at The Quadrant, 99 Parkway Avenue, Sheffield, South Yorkshire, S9 4WG. Register at www.eventbrite.co.uk

Three Successful Entrepreneurs in one Session with Connect Gazelles CEO Nick Butler 09.00-10.30 at Carrwood Park, Selby Road Leeds, LS15 4LG. Register at www.eventbrite.co.uk

MY Network Huddersfield 9-11.30 at Cafe Ollo, Media Centre, 7 Northumberland Street, Town Centre, Huddersfield HD1 1RL. Register at www.eventbrite.co.uk

In-procurement live: Yorkshire procurement event 9am-15.30 at Magna Science Adventure Centre, Sheffield Road, Templeborough, Rotherham S60 1DX. Contact 01709 386200

New Member Networking - Maximise your Membership 12.0014.00 at Chamber office, 2 Genesis Business Park, Sheffield Road, Templeborough, Rotherham, S60 1DX. Contact 01709 386200

Speed Networking and Lunch at the Humber Royal Hotel Littlecoates Rd, Grimsby DN34 4LX. Contact 01472 342981

Buy Doncaster Business Club. Details TBA. Contact 01302 640132

Females in Residence - Deborah Bullivant, founder of Grimm & Co 16.30-19.30 at Grimm & Co, 2 Doncaster Gate, Rotherham town centre, S65 1DJ. Contact 01709 386200

FEBRUARY 02

City Region Business Networking Breakfast at Tankersley Manor, Church Lane, Tankersley, Barnsley S75 3DQ. Contact 01302640132

Connections Count networking 09.30-11 at John Smiths Stadium, Stadium Way, Huddersfield, HD1 6PG. Register at www.eventbrite.co.uk

Employee Management Skills Workshops – Performance management 9.30-12.30 at Eaton Smith Solicitors, 14 High Street, Huddersfield, HD1 2HA. Contact 01484 821309

MY Network Wakefield 12.30-13.30 at The Hop, 19 Bank Street, Wakefield, WF1 1EH. Register at www.eventbrite.co.uk

MY Network Huddersfield 9.00-11.30 at Cafe Ollo, Media Centre, 7 Northumberland Street, Town Centre, Huddersfield HD1 1RL. Register at www.eventbrite.co.uk

BQ National Emerging Entrepreneur Dinner 2016, Leeds. For more information about joining us at the dinner and how to enter, see www.bqlive.co.uk/EED2016

BQ’s business events diary gives you lots of time to forward plan. If you wish to add your event to the list send it to mikehughes@bqlive.co.uk and please put ‘BQ events page’ in the subject heading

The diary is updated daily online at bqlive.co.uk

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