Thelatestnewsandexclusivesfromacross NorthernIrelandandbeyond
Finnebrogueonputtinginnovationfrontand centreasaleadingfoodproducer
NinefrmsfromNorthernIrelandhavemade thisyear’sDeloitte TechnologyFast50list
Outlook2025
Someofourleadingbusinessandindustry leaderslookatwhatthisyearhasinstore
Orwriteto:IPSO,c/oHaltonHouse,20-23Holborn,LondonEC1N2JD 49
49
LeadersinBusiness
UlsterBusiness speakstosomeofthetop namesacrossNorthernIreland’seconomy
EntrepreneuroftheMonth
ThemonthfeaturesBronaghGaillardof technologybusinessBazaarvoice
We speaktoestablishedbusinessownersand topup-and-comingentrepreneurs
PatBurnschecksoutthenewupdated Mazda3andCupra’sfreshSUV 84
Photocall
Alookatwhat’sbeenhappeningacross NorthernIrelandoverthelastfewweeks
JohnMulgrewpicksoutsixwatcheswhich madeasplashforhimin2024 94
CiaraDwyerimproviseswiththebestof Dublin,Meath,Kildareand Wexford
Blueskymayoffernewopportunities…butisit therightftforyourbusiness?
UlsterBusinessisapartoftheIndependentPressStandardsOrganisation(IPSO).Ifyoubelieveyouhavebeenunfairlytreated,youcancontactIPSOinwritingviaitswebsiteforguidanceonwhattodo. Theserviceisfree.IPSOcan thenadviseonwhetherit’slikelyyouhavegroundsforacomplaintandwhattodoaboutit. Thenormalprocedureisforthecomplainanttothencontactthepublication’seditordirectly.Ifnoagreementisreached,thecomplainant cangobacktoIPSOtolookforanadjudication,orforittotakeoverthecomplaint. Fulldetailsareavailableatwww.ipso.co.uk.Alternatively,emailcomplaints@ipso.co.uk,orinquiries@ipso.co.uk,ortelephone03001232220,ortheout-of-hoursemergencynumber: 07659152656.
EDITOR’S COMME NT S
There’s stillplentyto addressin2025 Welcometo2025.Everything’s beensorted. We’ve a fullyfundedwatersystem,house buildingisatanalltimehigh,we’re headingtowardsnetzero andgreen generation,andproductivityisthrough the roof.
Unfortunately, we’re not.Theseare just someofthesizeablechallengesahead forNorthern Ireland’s economyandwider society
Theyare farfromtheonlyissues,but certainlysomeofthosewhichfeellikethey are considerablysomewayoff.
Butthere are manypositivestoturn tohere. You onlyhavetolookatthesuccessesof someofourmajorfrms,SMEs,andmicro
businesses,rightacrossthesectors,tosee a degreeofpositivityaboutwhatliesahead overthenext12months.
Theendof2024broughtchallengeson thegroundtothefore,includingthetraffc chaos(althoughtheInfrastructure Minister maypreferweuse a differenttermforit)in andaroundBelfastcitycentre.
Atthetimeofwriting, a numberofideas were beingairedbyvariousgroupsand interestedparties,eachwithitsownmerits, butmanyunabletobeintroducedinthe shortterm,orsimplyunfeasible.
I frst requestedaninterviewwithJohn O’DowdbackinJune.ItwasSeptember beforeI chasedthe requestagain.ButI’ve heard nothingsince.It’s thesortofthing I
think UlsterBusiness readerswouldwant toengagewith.It’sa roleand responsibility whichinteractswith a varietyoffacetsof businessanddevelopment – fromwater, to planningandtransport.
Let’s seewhatthenewyearbrings,and hopefullywecanbringyou a conversation withtheminister
WelcometotheLeadersinBusinessedition of UlsterBusiness We speaktosome ofourbigbusinesschiefs,take a wider outlookon2025,andshowcasesomeof theburgeoningfrmsandentrepreneursout there. We alsospeaktoFinnebrogueforthis month’s coverstory, whichlooksatputting innovationatthefore. ■
JohnMulgrew
Publisher UlsterBusiness c/oMediahuisUKLtd Belfast TelegraphHouse,33ClarendonRoad, ClarendonDock,BelfastBT13BG
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Editor JohnMulgrew,j.mulgrew@independentmagazinesni.co.uk
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Graphicdesign SusanMcClean,MediahuisIrelandDesignStudio
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MediahuisUKLtd©2025.Allrights reserved.Nopartofthispublicationmaybe reproduced,storedina retrievalsystem,ortransmittedinanyform, orbyanymeans,electronic,mechanical,photocopying, recording,orotherwisewithoutthepriorpermissionofMediahuis.
A month innumbers Numberofnew homes built fallsin 2024 £15m
Thepriceofaportfolio ofcaravanandholiday parksintheArds Peninsula,whichhave goneonthemarket.
£70m
Theestimatedincrease inNationalInsurance billsfor retailershere followingproposed governmentchanges.
£5.3m
Theprofts ofveterinary pharmaceutical giantNorbrook.
6
Thenumberofhotels theRinglandGroupis aimingtooperateover thenext20years.
ByJohnMulgrew
Thenumberofnewhomescompleted inNIlastyearlookssettodecline onceagainfollowinga60-yearlow, ithasemerged.
That’saccordingtoa recent reportby CIS,whichshowsthatwhilethereisa strongpipeline–althoughhinderedbyan underfundedwatersystem–completionsof newhomesin2024 remainedlower.
“HousingcompletionsinNIlooksetto continuetodeclinein2024oratbestmaintain pacewithcompletionsin2023whichfelltoa 60-yearlowlastyear,”itsaid.
“Plansforanestimated19,000homes arebeingheldupdueto restrictionsfroman underfundedwatersystem.
“Newinvestmentinhousingoveranumber ofyears,asmeasuredbynewdevelopments gettingunderway,hasbeenerratic.
“In2023,150newhousingdevelopments gotunderway,comprising6,632units.This peaklookslikelytobefollowedbyadramatic downturnininvestmentin2024. To theend ofQ3,105newdevelopmentsgotunderway equatingtojust2,772units.
“This representsa54%fallininvestment whencomparedtothesameperiodlastyear. We foreseea20%fallinnewinvestmentin housingthisyearwithamodest recoveryin 2025.”
Itsaysthe“pipelineforhousing remains strong”andthat“onceinfrastructuralissuesare
addressedgrowthinthissectorwillfollow”.
“Newapplicationsforhousinghave remainedsteadysince2022butaresetto increasesignifcantlyin2024indicating renewedoptimisminthehousingmarket. To date,attheendofquarterthree,planshave beensubmittedforover11,000newhousing units,up23.8%forthesameperiodlastyear.”
Itcomesashousingassociationshereare callingformorepropertiestobebuilt.
“Delivering1,403newsocialhomesthis year–despitethebarriersfaced–hasbeen positive,butthatissimplynotenough,”
SeamusLeheny,chiefexecutiveofthe NorthernIrelandFederationofHousing Associations(NIFHA),said.
Hesaidhousingassociationshave “chartereduncertainwatersthesepast12 monthsduetoacombinationofinfationary pressuresandthecontinuingstrainon governmentbudgets”.
“Thissituationhasnotonlyimpactedthe SocialHousingDevelopmentProgramme (SHDP)funding,butalsothecapitalfunding requiredforvitalinfrastructuresuchas waterandsewagethatiscriticalfornew builddevelopments.Thishasledtodelays innewbuildhandoversandstartswhichat atimeof reducedfundingfornewbuilds fromgovernment,combinedwitharapidly growingwaitinglistofover48,000applicants, iscausingsignifcantconcernsforhousing associations.”
Hospitality group ‘plans to expand to sixhotels’ ByJohnMulgrew
Ahospitalitygroupsaysit’saimingtotripleitshotel businesstosixlocationsoverthenexttwodecades, Ulster Business can reveal.
TheRinglandGroupincludestwohotels–TheFlintandThe1852 Hotel,threebars,AmeliaHall, TownSquareandSouthsideSocial,along withpropertydevelopment.
“Ourambitionistodevelopandoperateatleastsixhotelsoverthe next20years,”PeterRingland,managingdirector,told UlsterBusiness Inthelastfewyears,TheRinglandGrouphasgrownits reach, investment,andworkforce.
“Wehave160staff–morethan70havebeenemployedforour latestdevelopmentAmeliaHall,”hesays.
“Wehaveinvested£5moverthepastthreeyearsandhaveplansto
investafurther£10moverthenextthreeyears.
“Wearecurrentlyintheplanningprocessforanadditional60hotel roomsandanew rooftopbarforTheFlintHotel. We arealsoactively lookingforanew renovationprojectinTheLinenQuarter.”
Lookingatthehospitalitysector–onewhichhasstruggledwith apandemic,risingcosts, rentandrates,andarguablyanunfairtax landscape–hesaysthelocalsceneis“fullofbrilliantoperators,which meansthatthecompetitionisstrong”.
Readthefullinterviewonpage52-53
PeterRingland
NI retailers fear extra £70m in bills withNationalInsurance rise Retailersherecouldenduppaying upto£70mayearduetochanges inNationalinsurance,according tofguresfromtheNIRetailConsortium (NIRC).
TheNorthernIrelandDepartmentofFinance saidthattheyweretryingtohelpNIbusiness afterthe“decisionbytheBritishGovernment.”
HM Treasurysaidtheyhaddelivereda“record settlement”forNIinthebudgetandwanted tohelpbusinessesgrow.
ChancellorRachelReevesannouncedarise inEmployer’sNationalInsurancecontributions (NIC)anda reductioninthesecondary thresholdofNICforemployers.
Businessesand representativebodieshave beencriticalofthechanges,sayingthatit discourages recruitmentandwillhurtproft margins.
NIRC’sfguresindicatethat retailersinNI wouldenduppayinganextra£18.4mdueto theformerchange,and£53.5mforthelatter.
Overall,theyestimatethatthechangewill increasecostsforthesectorby£71.5m.
Thebody,which representsNI retailers,has writtentoPhilipBrettMLA,theDUPchairof theEconomyCommitteeatStormont.
Intheletter,theyexpressedconcernsover “fallingshoppingfootfallandatbeststagnant sales”,andsaytheseriseshavea realchance ofhurtinga“sectorinwhichproftmarginsare notoriouslysmall”.
NIRC’sdirectorNeilJohnstonsaid: “TheNationalInsurancechangesthatthe
Quotes of the month
Westminstergovernmentareintroducingarea hugetaxhike.”
“Theywillhit retailersinNorthernIreland extremelyhard,tothetuneof£70mayear.
“Over40chiefexecutivesof retailerstrading inNorthernIrelandsignedalettertothe Chancelloroutliningtheirsignifcantconcerns abouttheimpactoftheBudgetonthe retail industryandtheeconomicconsequencesfor infation,employmentandinvestment.
“ItisimperativethattheNIExecutive understandsthattheeye-wateringhikein employer’snationalinsurancecontributions disproportionatelyhits retail,asit’sthe country’slargestprivatesectoremployerand becauseitemployslargenumbersinentry-level andpart-time roles.
“Theyneedtotakethatintoaccount
“Belfast city centre has a fantastic retailand hospitalit y ofer...itis important, consumers can travel in a timelyandhasslefreemanner.”
GlynRobertsofRetailNI speakingabouttraffc problemsfollowing ameetingwiththe InfrastructureMinister.
whenconsideringthe regionalrateand theimplicationofanyincreaseinbusiness rates.”
AspokespersonfortheNIDepartment ofFinancesaid:“Thedecisionbythe BritishGovernmenttoincreaseNational InsuranceContributionswillnodoubtprove challengingformanylocalbusinesses.
“TheExecutivedoesnothavethefnancial capacitytocompensatefordecisionsmade on reservedtaxationmatters.
“TheFinanceMinisterhasengagedwith thebusinesscommunityandlistenedtothe challengesposedfollowingtheChancellor’s AutumnBudgetandhastodayannounced planstocommission researchintothecost ofdoingbusinesstobetterunderstandthe issuesfacingbusinesses.”
“I’mimpressedabout the commitment, the resilience and the passion here.I thoughtasanItalian I was passionate until I met the people in Norbrook, Newry.”
NorbrookchiefAndreaIucci speakinginthiseditionof UlsterBusiness,following strong resultsfortheNI company.
“As welook forward to 2025, chief executivesare focused on several key issues. While someaspects are more predictable,others remain uncertain.”
CBIdirectorAngela McGowantakingalookat whatthisyearhasinstore, writinginthiseditionofthe magazine.
Belfastcitycentre
NI renewable sector ‘in the blocks’ but policy must follow NorthernIreland’s renewableenergysectoris“inthe blocks”butpoliciesmustbeputinplaceto“frethe startingpistol”.
The regionissignifcantlybehindits80% renewableenergy generationtarget,by2030–atargetsetbygovernment.
Planninganddelayshavebeenblamedonslowingthebuildingand developmentofnewwind,solarandbatteryschemes.
“In2025thepoliciesneedtobeinplacetofrethestartingpistol,” StevenAgnew,directorofRenewableNI,told UlsterBusiness “Jobcreation,guaranteedratesforlocalcouncils,savingsfor consumersandabetterclimateforourchildrenarethe rewardsof actionthisyear.
“WhentheUKGovernmentsetitscleanpower2030mission,it raisedthebarforclimateaction.ThisisaGreatBritaintarget,but NorthernIrelandshouldbeafastfollower.
“Thisyearwillbeacrucialtimeforthe renewablesindustry.The
NIhospitality ‘looking towards 2025 with pessimism’ NorthernIreland’shospitalitysectorislookingtowards2025 “withpessimism”inthewakeoftheUKBudgetandrising costs,it’sbeenclaimed.
ColinNeillsayswhile a cutindraughtbeerdutywaswelcomed“the costofeverythingelsethatgoesintothatpintcontinuestorise”.
“Withoperationalcostsnowsohigh,thelikelihoodofthisminiscule savingbeingpassedonareslim,”hesaid.
“Adding£2,500peremployeeworkinga38-hourweekinNational Insurancechargesisimpossibleforhospitalitybusinessestoabsorb.
“Wearenottheonlysectortosufferfromtheseincreases,butour marginsandlabour-intensiveindustryarebetweena rockandahard place. We willstruggletopasscostsontocustomersalreadystretched bythecostoflivingcrisis,butwedon’thavetheproftmarginsto absorbthisincrease.
“Liketheircolleaguesinmanysectors,hospitalityoperatorsare lookinginto2025withpessimismfollowingtheimpactoftheUK
publicationoftheEnergyStrategyandtheClimateAct,in2021and 2022 respectively,isfnallybeginningto resultinpolicyactionsthatwill deliveragainstthetargetsset;includingthe80%by2030 renewable electricitytarget.
“The reviewoftheEnergyStrategyin2025givesustheopportunity tolookbeyond2030.”
Readthefullarticleonpage36-37
Budget,whichaddedtobarrageofchallengeshittingourindustryover thelastfveyearssinceCovid.
“Recoveryhasbeenveryslowandamidalloftheuncertaintyand insecuritypost-Covid,themassivesurgeinfation,particularlyfoodand energycosts–whicharehugeinoursector–tookhold.”
Readthefullarticleonpage40-41
Steven Agnew
ColinNeill
Probe announcedinto majorNI wind farm in planning fora decade ByJohnMulgrew
Aprobeintoawindfarmwhichhas beensittingintheplanningsystem foralmostadecadewilltakeplace thisyear,itcanbe revealed.
Gruggandoo WindFarm,closetoHilltown, CoDown,isoneofanumberoflarge-scale schemeswhichhassatintheplanningsystem hereforinexcessof500weeks.
AndaftersittingwiththePlanningAppeals Commission(PAC)fortwoandhalfyears,a dateforalong-awaitedpublicinquiryhas beenannounced.It’ssettotakeplacebetween March12and13.
Thedeveloperbehindtheschemehassaid NI’splanningsystemis“oneofthebiggest hurdlestodecarbonisingoureconomy”.
TheapplicationforGruggandoo WindFarm wasfrstsubmittedbackin2015.
Itwasthen referredtotheformer DepartmentoftheEnvironment,nowthe DepartmentforInfrastructure(DfI),before
beingsenttothePlanningAppeals Commission(PAC)morethantwoyearsago.
Theschemewouldincludeeightwind turbinesandanelectricalsubstation,along with roadandjunctionworks.
Thereweremorethan400 responsesto thescheme,manyofwhichhaveobjected toit.
Itcouldincludeeightwindturbines,not tallerthan142.5m,anelectricalsubstation andcontrolbuilding,constructionof internalaccesstracks,spoildepositionareas, temporaryconstructioncompound,and road andjunctionworks,atRostrevorRoadand MullaghgarriffRoad.
TheformerInfrastructureMinisterNichola Mallonannouncedapublicinquiryintothe developmentbackin2022.
Thedepartmentpreviouslythatdecision camefollowingthe“considerationofher offcials’developmentmanagement report which recommendedthattheapplication shouldbe refused”.
Speakingearlierthisyear,PatriciaMcGrath, UKdirectoratABOEnergy,whichisbehind theGruggandoo WindFarm,saidthat whilethecompanyappreciatedthe“large caseloads”withinthesystem,thedelaysand slowprogresswere“extremelyfrustrating”.
“Thecurrentperformanceoftheplanning systeminNorthernIrelandisoneofthe biggesthurdlestodecarbonisingoureconomy andwidersociety,”shesaid.
Meanwhile,threeother regionally signifcantschemes,includingtwootherwind farms,weresubmittedasfarbackas2020, whileDalradian’splansforagoldmineinCo Tyronewerefrstfledin2017.
The PAChassaidanyfurther referralsfrom theDfIarenowonholduntilthat reportis completed.
Plannersanddevelopershavebeencritical ofthe PAC,particularlyoverthetimetaken todealwithappeals.TheAuditOffce saysitisundertakingafresh reviewofthe organisation.
AI‘willallow workers to spend more time collaborating’ Artifcialintelligencewillhelp workersherespendlesstimeat desksandmoretimecollaborating face-to-face,atopexperthassaid.
RuthMcGuinnessisheadofdataand artifcialintelligenceattechgiantKainos. Shesays“thepromiseofAIisthatit willgiveusthegiftoftimeaswemove
towardsan‘agentic’future”.
“WecanexpecttoexperienceAIineveryday lifeandthatitwillhelpusspendlesstimeat ourdesksandmoretimecollaboratingwith ourcolleaguesandcustomersinperson. KainosisworkingtoembedAIintoeverything thatwedo,creatingsolutionsthatenableus andourcustomerstoworksmarter,notharder.
“Forexample,AIcopilotsandagentic systemsarealreadytransformingour workfows,automating routinetasks,and freeingupourteamstofocusoncreativity, collaboration,andstrategicdecision-making.
“Oneofthebiggestshiftsinthetechnology landscapeistheunderstandingthateveryapp willnowbeanAIApp.Muchofourworkin Kainosinvolvestransforminglegacysystems,as wellasbuildingnewapplications,andweare achievinggreaterimpactthroughtheinfusion ofAI-by-default.”
Readthefullarticleonpage56-57
Saleofhotel ‘proofofnorth coast’s statusas a golfng hotspot’ ByMargaretCanning
Thesaleofanorthcoasthotelformillionsofpounds toaUSgolfvenuespecialistaheadofTheOpen in2025signalsthatthissideoftheborderrivals anywhereintheRepublicforattractingfansofthesport, ithasbeenclaimed.
AJCapitalPartnershasboughttheAtlanticHotelinPortrush inadealfrst reportedbytheIrishNews. It’sunderstoodthebusinessonMainStreetwassoldfor between£7mand£10m.
AJ’sMarine&Lawngolfhotelbrandalreadyownsthe neighbouringAdelphiHotel,aswellastheSlieveDonardResort inNewcastle,nexttoRoyalCountyDowngolfclub.
Anumberofhotelshavebeenchanginghandsorgetting redevelopedaheadofTheOpen’s returntoRoyalPortrush. TheprestigiousMajortournamentwasplayedatthevenuein 2019forthefrsttimein68years.
Asourcewithknowledgeofthesalespeculatedthat,inthe longerterm,anambitiousprojecttoknocktogethertheAtlantic andAdelphiandcreateabiggerhotelcouldbeonthecards. TheydescribedtheAdelphias“agreatsite,but underdeveloped”.
RuthMcGuiness
The‘anti-trends’to lookoutforin2025 ByJohnMoore,managingdirector,HaysNI
Atthestartofthenewyear,you’d beforgivenforexpectingmeto usethiscolumnin UlsterBusiness totalkaboutthetrendslikelytoshapethe recruitmentmarketoverthenextyear.
Januaryisatimewhenpeopleindifferent industriestrytousetheirexpertisetopredict thekeythemesintheirsectorandmostof thosefocusingontheworldofworkwilllikely centreongenerativeartificialintelligence(AI), ESGandtheriseofcontractworkers.
Insteadofdoingthatthisyear,Hayshas decidedtofocusonwhatwe’recalling“antitrends”–lookingatwheretheworldofwork isfailingandhowtofixit.
A recent reportfromMercerfoundthat twoinfiveworkersgloballybelievetheworld ofworkisfundamentallybroken.That’sa
soberingviewandsowehavetriedtoidentify whereorganisationsarestrugglingtomake progressandoffer recommendationstoturn thetide.
ANTI-AISENTIMENT Ourfirstanti-trendisthebacklashagainstAI. We areoftentoldAIwilltransformtheworld ofwork,butweexpectthegrowingtensions aroundjobdisplacement,privacy,biasand transparencytoputAIinthespotlightfor other reasonsin2025.
Asurveyof2,000studentsintheUS showedthatwhilemanyare‘closelyfamiliar’ withGenerativeAI(GenAI)tools,it’snot equatingtoenhancedtrustandconfidence. LessthanhalfofthosesurveyedbelieveGenAI willincreaseproductivity,andjust17%believe
itwillmakehiringmoreequitable.Participants wereunitedonlyintheirbeliefthatGenAI needstobemorestrictly regulated,with70% ofstudentsagreeing.
Locally,our researchshowsthat16%of workersinNorthernIrelandarealreadyusing AItoolsortechnologiesaspartoftheirjob and33%ofemployersare recommendingthe useofAI.AmongthosenotusingAI,overa thirdinNI(39%)citealackofunderstanding, support,ortrainingasthe reason,while32% don’tseethebenefitsofAI.
Asignificant37%ofNIworkerssaythey areconcernedaboutthepotentialrisksto futureemploymentopportunitiesduetoAI advancementand10%ofworkersheresay theyintendtochangeprofessionorfieldthis yearin responsetoAIdevelopments.
RECRUI TM EN T
So,howdoorganisationsapproachthis tippingpointfortechnology?
Executiveteamsarebeingaskedtomake decisionsaboutwaysofworking,operating modelsandtechnologywithwhichthey’re unfamiliar.They’rehavingtoflterhuge amountsofinformationonAIanddecidewhat impactitmayhaveontheirorganisations.
CONTRACTORCOMPLICATIONS In recentyearstherehasbeenafocuson howtogetworkdone,ratherthanthe specifc resourcetypeneededtocompleteit. Organisationshave realisedthebeneftsof drawingonexpertiseofablendedworkforce ofpermanentemployees,contractors, freelancersandconsultanciestocomplete projects.
However,manyorganisationsarefailingto translatetheblendedtheoryinto realityfora numberof reasonssuchasdifferentattitudes totemporarystaffacross regions,poor organisationaldesignscattering responsibility forcontractors,anda reactive,transactional approachtodeployingcontractworkers.
2025isexpectedtobringanewwaveof platformsandmodelscateringtohighlyskilled professionals.Buttop-qualitycontractors won’tbeshortoftop-qualitywork,meaning astrongemployerbrandandcontingentvalue propositionwillbecomecriticalinthebattlefor keyskills.
UNSUSTAINABLEESG ESGhasrightlybecomeafocusforalltypesof organisationbutmanyhavefailedtoarticulate orsustaintheircommitments.Forsome thishasledtoaccusationsofgreenwashing andgreenhushing,orclaimsthey’veused misleadingdataaboutthediversityoftheir workforce.
Duringperiodsofeconomicprosperity, organisationscanallocate resourcesto sustainabilityprojects,diversityandinclusion programmesandcommunityengagement efforts.Butintimesoffnancialstrain,it’s temptingtokickthecandownthe roadand shift responsibilitytofutureexecutives.This inconsistencynotonlyhamperslong-term progress,butalsoerodestrust.
LEADERSHIPLOWS Therearemultipleopportunitiesand challengesinthefutureofwork–fromdigital accelerationtoalternativeworkmodelsand theimpactofeconomicuncertainty.Ourview isthattomorrow’sleadersaren’t readytoface thesechangesormakecomplexdecisions thatwillhaveoutcomeswithwideranging implications.
Thereareseveralfactorsthathaveledtothis situation.Firstly,asmulti-generationalteams grow,sotoodoesthevolumeofconfict, aspeoplestruggleto relatetooneanother. Secondly,asorganisationsincreasinglytake astandonbigissues,confictsbetween coworkersonsubjectssuchasgeopolitical confictandpoliticsalsoarise.
Inour research,nearlyhalfofNIworkers (48%)saidthereisalackofcareerprogression opportunitiesintheirorganisations,indicating alackoftransparentcareermapping,learning opportunities,mentorshipandsupport.
FLEXIBILELIMITS Workingfromhomebecamenormalpostpandemicandasproductivityimprovedand candidateswentinsearchofabetterworklifebalance,organisations respondedwith remote-frstopportunities,hybridoffersand globalmobilityprogrammes.Thefocuswas frmlyonfexibilitytoattract–and retain–theskillsneeded, regardlessoflocation.
Butwithlabourshortageseasinginsome industries,andeconomicturbulenceputting careerchangesonhold,manyorganisations aretakingtheopportunitytoadjusttheir approach.Soisfexibilitysettobecomejust abuzzword?
Hays’ researchshowsmorethantwo infveworkersinNorthernIreland(42%) arecurrentlyworkinginahybridway, comparedwith44%whoarespending theirworkweekfulltimeinanoffce–a fgurethatwas38%ayearearlier.Only 14%ofprofessionalsinNIarenowworking remotelyfulltime.
Acontrastexistsbetween regulationand reality.IntheUK,arighttofexibleworking isnowthedefaultfrom‘dayone’underthe workers’rightspackage.However,global businesseslikeAmazon,DellandGoldman Sachshavehitheadlinesintheir recent effortstogetworkersbacktotheoffceand asurveybyKPMGfoundthateightin10 chiefsbelieve remotearrangementswillbe ‘dead’inthreeyearsorless.
Butwhileseniorexecutivesmaywant peopleintheoffceagain,weknowbeing presentdoesn’tequatetoproductivity. Organisationsneedtoensureproductivity istheir‘NorthStar’,empoweringpeople tomakedecisionsbasedonwherethey performmosteffectively.
Ifyou’reaskingpeopletocomeback totheoffce,youneedtoconsiderwhat you’reofferingin return.Fromlearning opportunitiestobettercollaborationand networking,showpeoplehowtheoffce cansupporttheirpersonalandprofessional growth.Locationmaybecriticaltoyour company,butcouldyouoffercompressed hours,job-sharingorpop-upoffces,togive peoplesomecontrolovertheircareer?
Thisyearwillseeorganisationsattemptto reversetheimpactoftheseanti-trends. ■
To fndouthowHayscanhelpgoto www.hays.co.uk
MayorofLisburnandCastlereaghCityCouncil KurtisDicksonjoinschefandCarrydufflocal GemmaAustintocuttheribbononthestore, alongsideLidlNIbossIvanRyan
Lidlcreates 35 jobs with new CoDown store Lidlhascreated35newjobsasit openedanewsupermarketinCo Down,its43rdinNorthernIreland. Thecompanysaidithadmadea£9m investmenttoopeninCarryduffinthetown’s once-derelictshoppingcentre.
Lidlsaiditsopeningmarkedthefrststage in redevelopmentofthecentre,andpavedthe wayforothernewopenings.
Anotherfour retailunitsandadrive-through restaurantorcoffeeshophavebeenidentifed forfutureinvestment.
Lidlsaidthenewstore refectedits “concept”design,withaspaciousshopfoor withwideaisles,longtills, restroomsandbabychangingfacilitiesaswellasanin-storebakery andextensivecar-parkingandlandscaping.
Ivan Ryan,LidlNorthernIreland regional managingdirector,said:“We’vebeen incrediblyexcitedtoopenournewstorein Carryduff,whichmarksasignifcantmilestone inourgrowthandexpansionplans,asthe43rd LidlstoreinNorthernIreland.
“Itwillalsobeagamechangerforthe localcommunityasthefrstphaseinthe redevelopmentoftheformerCarryduff ShoppingCentresite.
“Thisnewstorewillplayakey roleinthe localcommunity,offeringnewandexisting customersaccesstoLidl’shigh-qualityproducts ataffordableprices,justintimeforthefestive season.
“Theexcitementandsupportwe’veseen fromthe residentsofCarryduff,stakeholders, aswellasotherbusinessesintheareahas beenfantastic.
“Aswecuttheribbononourfnalnew storeof2024,welookforwardtocontinuing ourgrowthandinvestmentinNorthern Ireland,withmoretocomein2025.”
Mr Ryanwasjoinedatanopeningceremony bychefGemmaAustin,whoisfromCarryduff.
“AsaCarrydufflocal,I’vebeeneagerly awaitingtheopeningofthisnewstore,soI wasthrilledtobepartoftoday’scelebrations, joiningmanyofmyneighboursandmembers
ofthelocalcommunitywhowerequeuing beforeIwasevenawake,”shesaid.
“Asachefandpassionateadvocatefor NorthernIreland’sexceptionallocalproduce, I’mexcitedtosupporta retailerlikeLidl NorthernIreland,thatchampionslocal suppliers.It’sfantasticthatCarryduff residents willnowhaveaccesstohigh-quality,affordable productsrightontheirdoorstep.
“Anylocalaspiringchefswillhavethe opportunitytocreate restaurant-qualitymeals athome,thankstoLidl’simpressiverangeof top-tieringredients.”
Establishedin1999whenitopeneditsfrst storeinCookstown,LidlNorthernIreland marked25yearsinthe regionthisyear. AccordingtoindustryfguresfromKantar forNovember2024,ithasa9%shareofthe grocerymarketinNorthernIreland.
CarryduffShoppingCentre,whichwas openedinthelate1980s,hadbeenindecline sincelosingitsanchortenantSuperValuin 2013. n
Finnebrogue hasgrown andexpandedintoone oftheUK’sleadingfood producers,makinga widerangeofmeatand plant-basedproductsin itsnativeDownpatrick. DeclanFerguson speaks to UlsterBusiness about abusinessputtingR&D andinnovationtothe forewhileensuringit embracestechnologyand itspeople
Innovation remainsfrontandcentreat Finnebrogue.
AsoneoftheUK’sleadingfood producers,stillbasedinitsnativeDownpatrick, it’sexpandedintoacompanyemployingmore than1,300people,workingacrossawide rangeofbothmeatandmeatalternative products–supplyingsomeofourlargest supermarkets.
It’safoodproductionbusinesswhichnot onlyhasexpandedandbranchedoutinto theburgeoningworldofplant-basedfood, butcontinuestoutilisetechnology,advanced processesandcrucialR&Dtomakemore traditionalmeat-basedrangestastierand healthier–modernisingtechnologiesofold andbringingascientifictouchtodevelopment.
DeclanFergusonis researchand development,sustainabilityandtechnical directorwiththefirm,andboastsalengthy careerworkingacrossfoodtechnology.A graduateofQueen’sUniversityBelfasthe’s counted TescoandMarks&Spenceramong hispreviousemployers–bothhavebeenmajor
Finnebrogue: placing innovation andproduct development at the core customersofFinnebrogueformanyyears. Finnebrogueisthebrainchildofthelate Denis Lynn–anentrepreneurwhogrewa smallbusinessinvenisonintothefoodgiant thattheDownpatrickbusinesshasblossomed intotoday.
“IfirstworkedwithDenisbackintheearly daysofthevenisonfactorywhenIwasafood technologistforMarks&Spencer,”Declan says.“Sincethen,Iwatchedthebusiness growandI’mnowmarking10yearswiththe company.”
Whatstartedoutasasmallcompany, focusedprimarilyonvenison,hasgrowninto a Top100companymakingawiderange ofmeatandnon-meatproducts–including
brandedranges,suchasNakedBacon,which isfreeofnitrites,andaraftofprivatelabel productsforourbiggestsupermarkets.
“Forus,it’saboutmakingfoodthebestit canbewithoutdoingitthewayit’salways beendonebefore,”Declansays.
“It’sabouthowwemakeproductsbetter thanbefore.Fromthetasteperspective,tothe ingredientsandthevisualappearance.
“Forexample,whenwe’remakingsausages orburgers,wetalkaboutgettingthatmeatytypestructure,andthat’ssomethingwewant togetacross.It’salsoabouthowitlookson theshelfandhowitlooksandtastesforthe customer.”
Finnebrogue’sownmulti-millionpound
productionfacilitiesinitsnativeDownpatrick aretestamenttothefrm’ssignifcantgrowth inthelastfewyears.Downstairsinthemain receptionisaprominentportraitoffounder Denis Lynn–themanwhobuiltthebusiness –paintedbyworld-renownedartistColin Davidson,whohasalsopaintedthelateQueen ElizabethII,EdSheeranandAngelaMerkel, amongothers.
Finnebrogueboastsaworkforceofaround 1,300staffacrossitsfourfactories–allof whicharelocatedinDownpatrick.That includesasiteproducinghigh-volumeitems suchassausagesandburgers,anadded-value site,whichproducesChristmasproducts,such aspigsinblankets,afacilitydedicatedtoits
pioneeringnitrite-freebacon,anditsplantbasedfactory.
Declansayswhiletherearethe‘fourPs’in marketing,Finnebrogueoperatesitsown‘four P’ethosandbusinessoutlook.“Wealways focusonfourareas–product,planet,people, andprocess,”Declansays.
Intermsofthatinnovation,Finnebroguehas, andcontinuestothinkoutsidethebox.
Onesuchareawasthedevelopmentof itsNakedBacon,whichdoesn’tcontainthe traditionalnitrites,usedtopreserveandcure themeat.
“Sincethen,wehaveexpandedthatlineand developedadrycurebaconwithoutnitrites,” hesays.
“We’vedevelopedsomefavouredoptions, sothingslikeatreaclebaconorahothoney –thesearesomeofthenewproductsweare goingtobebringingtothemarketsoon.”
Finnebrogueisutilisingandembracingnew technologiesinabidtoachievebetter results, andbetterproducts.
Fromaprocessperspective,Declansays thefrmcontinuestobefocusedaround sustainability.
“Thatbeganwithdevelopingsolarpanelson ourbuildings,”hesays.“Wehavealsofocused ongreenenergy,andbuying renewableenergy offthegrid.
“Butthenthat’sledustothinkabout,well, howarewe reallygoingtomakeanimpact>
DeclanFerguson
ontheenvironmentfromafoodperspective, todrivechange?
“It’sthenfocusingon‘howdowemake theseproductsmoresustainable?’.”
ThatincludeslinkingupwithNorthernIrish porkfarmershereandeyeingcarbonneutrality. Andaspartofthatsustainabilityjourney, DeclansaysFinnebrogueisusingsoftwareand technologytocreateproductswithlessofan environmentalimpact.
“It’slookingatthesoftwareweusetotry tomakethoseproductsbetterinthefuture. Forexample,wecanseewhereproducts, likeherbsorspices,arebeingsourced andassessingwhatoptionwillbemore sustainable.”
Finnebrogueisalsolookingathowitcan makeitsproductshealthier,while retaining thesametextureandmouthfeelasmore traditionallymaderanges.
“Peoplearethefocusofwhatwedo,” Declansays.“Weknowthatthehealthofour customersisparamount.So,welookathow wecanmakeourproductsbetter.”
Thatincludes reducingthefatcontent ofsausages,forexample,andintroducing ingredientswhichcanbothhelp retainthat mouthfeelwhilealsobeinghighinfbre.
“Theyarehighinprotein,andinfbre.But becauseoftheingredientsweareusing,they arealsosucculent.”
Andit’stheprocessandtheattentiontoR&D thatseesFinnebroguecontinuingtofocus
onmakingitsproductsbetter,andhealthier. Thatincludesrangesfocusedonhelping guthealth,aswellas removingartifcial ingredientssuchasphosphatesorsulphites.
“Wefocusonhowwecandothings better,”Declansays.“It’saboutgetting naturalalternativeswhileensuringthe products remaindeliciousforourcustomers.
“It’salsothinkingaboutwhatcomesnext, andinwhatwaycanourproductshelp–areassuchasbrain,cognitive,orhearthealth.
“Weareverymuchfocusedonthat–helpingpeopleonafoodjourneyandhelping themachievealongandhealthylife.”
Finnebroguewasalsoattheforewith developingplant-basedproducts.That includesmeat-likeranges,includingsausages andburgers,throughtovegetable-focused items.
“Somepeoplewantthoseproductswaps–aburger,forexample.“Thereareotherswho wantto reducetheirmeatintakeandjust wantgreattastingproducts.”
Turningtoitspeople–fromthecustomers toitshugeworkforce–Declansaysthey remainattheforeofthebusiness’sthinking.
“We’refocusedonexpandingandgrowing hereinDownpatrick,”Declansays.“Withour staff,learninganddevelopmentiskey.”
Thatmeanswelcomingworkerswhomay havejustleftschool,butofferingthema careerpaththroughoutthebusiness,andinto moresenior roles.
“Wealsofocusondevelopingmanagersand ‘headsof’teamsinupskilling–thecontinued learninganddevelopmentjourney,givingthem theskillstogrow.
“Weareofferingcareers,becausewewant thosepeopletostayhereforaslongaswe can.”
Finnebrogue’sfocusonprocess remainsa keystrandinitsjourney–bringinginnew techniquesandautomationtoimprove production.
“Butwealsoneedpeople–theyaddvalueto ourbusiness.It’sautomatingsomeofthemore mundaneand repetitivetasks.”
Finnebroguenowhasfourautomaticpacking lines,whichimproveeffciencyforitslarger volumeproducts.
“It’saboutembracingtechnology,”Declan says.“Forexample,fnishingthepackaging withoutpeoplehandlingtheproducts.”
Lookingaheadtothenearfuture,Declan saysfurtherproductdevelopment,R&Danda focusonsustainability remainatthefore.
“Wehaveateamofaround30product developers–it’saboutcreatingmore sustainableproductsfromdayone.
“Weareaproducerandsupplierof processedmeats,butwedon’twantthattobe adirtyword. We wantittobesomethingthat weareproudof.
“Weknowwecancreate reallygreattasting products,whicharesucculent,andthatpeople wanttobuy.” ■
COVE R STORY
DeclanFerguson
Brendan Mooney returns to headup tech giant Kainos TheformerchiefexecutiveofBelfastbasedKainosplcis returningtothe topjob15monthsafterstepping down.
TheITprovider,whichistheonlyNIfrm listedontheFTSE250,announcedthe returnofBrendanMooneyinaLondonStock Exchangeupdate.
ItannouncedthatRussellSloan,whohad takenoverfromMrMooneyinSeptember lastyear,is“steppingdownwithimmediate effect”.
Thefrmsaiditsexpectationsfortrading overtheyeartoMarch31,2025were unchangedfrominterim resultsannounceda monthago.
Sharesinthecompany rosefollowingthe announcement.
MrMooneyfrstbeganworkingforKainos in1989,andservedaschieffor22years.He usheredthecompanythroughitsIPOin2015,
and“turnedKainosintoaninternational businessandoneoftheUK’sleadingIT providers,”thecompanysaid.
MrSloanhadjoinedthecompanyin1999, servinginleadership rolessuchasdirectorof itsdigitalservicesdivision.
RosaleenBlair,chairofKainos,said:“We aredelightedtowelcomeBrendanbackto the roleofchiefexecutive.Havingoverseena hugelysuccessfulperiodofgrowthforKainos, heneedsverylittleintroductiontoanyone connectedwiththegroup.
“Brendan’sknowledgeofthegroup,its challengesandopportunitiesisunsurpassed andwelookforwardtoaclearfocusona returntogrowth.”
“IwouldalsoliketothankRussellforthe enormouscontributionthathehasmadeto Kainosinhis25yearswiththegroup.
“Heplayedakey roleinthedevelopment ofKainos.Inhistimewiththebusiness,it
wentfromasmallprivatecompanytoan internationalbusinessoperatinginover20 countries.
“Heleaveswithourgratitudeand respect andwewishhimeverysuccessinthefuture.”
MrMooneysaidhewas“delighted”to returntothechiefexecutive role,addingthat hesaw“signifcantgrowthopportunities ahead”.
“Mytimesincesteppingdownaschief executivehasgivenmeafreshperspective onKainosanditspotential,andIamlooking forwardtosupportingtheteamindelivering thenextphaseofourgrowth.”
MrSloansaid:“Ithasbeenaprivilegeto workwithsomanytalentedpeopleovermy 25yearcareerinKainosandI’mtremendously proudofeverythingwehaveachievedand deliveredforourclients.
“Mybestwishesforthefuturesuccessof Kainos.” ■
Brendan Mooneyand RussellSloan
Budgetbolsters the case for alternative hiring pathways such asapprenticeships AsbusinessesgrapplewithrisingNaturalInsurance contributions,nowisthetimetoreconsiderrecruitment strategies,writes RichardKirk,chiefexecutiveof Workplus, anorganisationwhichmatchesapprenticeswithcompanies
TheBudgethascausedalarmfor manybusinessleaders,particularly thosewithambitionstoinvestin theirbusinessandgrowtheirworkforce.
TheprovisionofincreasedNational Insurancecontributions(NIC)inChancellor RachelReeves’frstBudgethashadsomething ofachillingeffectformanybusinesses.
SuzanneWylie,chiefexecutiveoftheNI ChamberofCommerce,hassaidthatthe riseinNICforhermemberscouldmeanan additional£20,000inannualcoststoanSME of10people,whileforlargerfrms,thehit couldbeinthemillions.
TheCBItoohasalsofoundthathalfof frmsareplanningto reduceheadcount,and nearlytwo-thirdsoffrms reportedthatthe BudgetwilldamageUKinvestment.This isunderpinnedbytheOffceforBudget Responsibility’s(OBR)EconomicandFiscal OutlookOctober2024,whichindicatedthat theemployerNICsrisecould“reducelabour supplyby50,000average-hoursequivalents”.
Sowhatdoesthismeanforbusinesseshere seekingtogrowheadcount?
AccordingtoEnterpriseNI’s(ENI)most recentSkillsBarometer,that’sthemajority ofbusinesseshere.Three-ffths(61%)of businessesexpecttogrowoverthecoming year.Howwilltheydosowhentheyarebeing taxedmoreperemployee?
Therearealternativehiringpathwaysthat makesenseforaccessingtalent,aswellas beingcost-effective.Apprenticeshipsaresuch apathway.
Firstly,considerthecompellingfnancial argument.Choosinganapprenticeovera graduatecansaveabusinessover£40,000 indirectemploymentcostsoverthreeyears. Thesesavingsaredrivenbyseveralfactors.
First,startingsalariesforapprenticesare typicallylowerthanforgraduates.While graduatescommandanaveragestarting salaryof£30,000,apprenticesbeginat £21,000(typicalstartingsalaryfordegree-level apprentice).
Second,theGovernmenthasintroduced asignifcantincentive.FromApril2025, employerswillpayzeroNICsforapprentices, comparedtothe15%rateforother
employees.Thispolicyalonecreatesa substantialcostadvantage.
Apprenticeshipsdeliverlong-termvalue andareknownfortheirloyalty:95% remain withtheiremployers(accordingto Workplus apprenticefgures)afterthreeyears,compared toonly70%ofgraduates.
This retentiontranslatesto reduced recruitmentandonboardingcosts,aswellas improved returnoninvestment–crucialfactors forbusinessesstrivingtogrowsustainably.
Apprenticeshipsalsohelpaddressindustryspecifcskillgaps.Insectorsrangingfrom technologytohealthcare,thedemandfor highlyspecialisedskillsisgrowing.
RichardKirk
Theseofferadirectpathwaytotrain employeesinthetechnical,professionalor tradeskills requiredforthese roles.
Butthis routedoeshaveaperception problem.ThatsameENISkillsBarometerfound that51%ofbusinesseswouldconsidertaking onanapprentice—butlessthan10%are activelydoingsoatthemoment.
Thepopularviewisthatapprenticeshipsare foryoungpeopleenteringtheworkforcefor thefrsttime.Butthe realityisverydifferent.
At Workplusweareseeingpeopleofall agesandbackgroundsseekingalternativesto traditionaleducationalpathwaysintoworkand employment.
Fromcareer-changersandfemale returners tothoselookingtoupskill,apprenticeships provideafexibleandinclusive route intoindustriesasdiverseassoftware engineering,marketing,fntechandadvanced manufacturing.
Anotherbarriertowideradoptionof apprenticeshipsisthelingeringperception thattheyarelimitedtoyoungpeopleentering trades.
Thisoutdatedviewfailsto recognisethe evolvingnatureofapprenticeshipprogrammes andthedirectionoftheeconomygenerally. Today,apprenticeshipsareasmuchabout equippingcandidateswithtechnicaland professionalskillsastheyareaboutfostering tradeexpertise.
Forbusinessesoperatingintheknowledge economy,thisshiftisparticularlyimportant. Apprenticeshipscanprepareindividualsfor rolesindataanalytics,digitalmarketing, softwaredevelopmentandotherhighdemandfelds.Employerscantapintoa broadertalentpool,includingcareerswitchers andmid-levelprofessionalsseekingnew opportunities.
Byembracingapprenticeships,businesses canalsocontributetocreatingthe“good jobs”theDepartmentfortheEconomy(DfE) hasemphasisedinits recentcampaigns.These are rolesthatprovidestability,opportunities forgrowth,andfairpay.Apprenticeshipsalign perfectlywiththisvision,offeringstructured careerdevelopmentandtangibleskillsthat beneftbothemployersandemployees.
Inthecontextofrisingcostsandshrinking margins,businessesmustbeinnovativeintheir approachtohiringand retention.
ForSMEs,they representalifeline,helping tosustainhiringplanswithoutcompromising onquality.Forlargerorganisations,theyoffer ascalablesolutiontoaddressskillsshortages whilebuildingamore resilientworkforce.
Asbusinessesgrapplewiththe implicationsofrisingNICs,nowisthetimeto reconsiderhiringstrategies.Thebeneftsof apprenticeshipsareclear: reducedcosts,higher retentionandadirectpipelinetotheskillsyour organisationneeds.
Apprenticeshipsaremorethanasolutionto risingcosts—theyareastrategyforbuildinga better,moresustainablefutureforbusinesses andemployeesalike.
At Workplus,wearecurrentlyplanningfor our2025apprentice recruitmentcampaign, whichbringstogetheremployersfromacross thesectors,creatingopportunitiesinone coordinatedcampaign,makingiteasier forcareerexplorerstofndandapplyfor apprenticeshipsthroughouronlineplatform.
DBECco-chairs
Powerof collaboration createsbright futureforDBEC The DublinBelfastEconomicCorridor(DBEC) hasbroughttogetherstakeholdersfromacrossthe regioninauniqueinitiativewhichwilldriveinclusive economicgrowth
Thecollaborationwhichhasbeen spurredbytheDublinBelfast EconomicCorridor(DBEC)initiative willactasthecatalystforwidespread inclusivegrowthandtransformthe 100-milestretchintoaglobaleconomic powerhouse.
Thatisthemessagedeliveredbytwokey figureheadsforDBECwhobelievetheunique cooperationbetweenthepublic,private andthirdsectorsintheeightcouncilareas stretchingfromDublintoBelfastcanprovide therightconditionsforbusinessesandsociety tothrive.
Co-chairsofDBEC,councillorPeteByrne andcouncillorBrianMcDonagh,saidthe collaborativeapproachwillcreateaprobusinessecosystemwhichwillleveragethe strengthsacrosstheeightcouncilareas,fuel jobgrowthandfostertalent.
“Ourlong-termvisionisforDBECto becomealeadingeconomiccorridorin Europe,”councillorByrnesaid.“Across theeightcouncilareaswehaveathirdof thepopulationoftheislandofIrelandand numerousworld-classbusinessesandsector clusters.”
“Ourfocusisonimprovingtheconnectivity alongthecorridorandensuringweare workingtogethertoharnessourcollective potential,sowecan retainandgrowour indigenousbusinessandalsoattractforeign directinvestment. To dothat,weneedtobe cognisantofourstrengthsandweaknesses intheareaofskills,infrastructureandpolicy, plugginganygapsandprovidingtheright conditionsforourstandoutspecialismsto shine.”
CouncillorByrneisalsothecurrentchairof Newry,MourneandDownDistrictCouncil,a regionwhichisstrategicallylocatedmid-way ontheeconomiccorridorbetweenBelfastand Dublinandakeygatewayforcrossborder tradeandpartnerships.
HesaidthatcrucialtoDBEC’ssuccessis its’focusonboostingeconomicactivityright alongthecorridoraswellasacrossthespecifc councilareas.
“Wearecommittedtoworkingtogether toensurethereisgrowthonthecorridor asawhole;thatthereissomethingin itforeveryone. We’renotstartingfrom scratchbecausethereisalreadylotsof collaborationhappeningthroughthelikesof InterTradeIreland, WaterwaysIrelandandthe FoodSafetyPromotionBoardandotherforms ofcrossborderco-operationsetupviathe NorthSouthMinisterialCouncil.”
“We,asDBEC,arefocusedonadvocating forthedevelopmentofthecorridorasa whole. We have recognisedthatwehave strengths-inoursociety,inoureconomyand inourenvironment-asacollective region andaredeterminedtohelpbuildonthose strengthsinthefuture.”
CouncillorMcDonaghisalsothecurrent MayorofFingalCountyCouncilandsaidthat securinglong-termstrategicinvestmentinthe infrastructureofthecorridoriskey.
“Withtheongoingandfutureinvestmentin infrastructureandthecontinued regeneration ofthetownsandvillagesalongthecorridor, wecannotonlyhelpbusinessesthrive,wecan alsoprovidehugebeneftsforthepeoplethat liveandworkinthe region.Forinstance,better transportinfrastructuretolinkareasofhigh
unemploymentwithareaswheretalentisin demandwillhelpeveryone;better roadandrail infrastructurewillhelppeoplegettoworkand helpbusinessestransportgoods;betterairand seainfrastructurewillgrowthe regionsimport andexportcapability”.
“It’saboutdevelopinganecosystemwhich ultimatelyimprovesthelivesofeveryone withinthatcorridor,includingbusinesses. We wanttheclustereffect–whetherthat’s manufacturing,fntech,professionalservices, agriculture,orthecreativeandtourism industries-tospreadalongthecorridorsothe economicbeneftswhicharisefromitcanbe shared.”
MayorMcDonagh’s referencedhisown councilofFingalas recognisingthecorridoras keyforeconomicgrowthinthelongterm.He saidthatFingalhasalreadybeendevelopinga skillsstrategytoidentifyfuture requirements there,somethingheseesasessentialforFingal andwhichcouldbenefttheDBEC regionasa whole.
CouncillorByrnesays:“Wearecurrently workingwithuniversitiesandcollegesto ensurewecanhavetherightpipelineoftalent comingthroughforthejobsofthefuture. We havebeenidentifyingwhereourskillsbaseis atthemomentandwhereweneedtodevelop acrossthecorridor.”
Lifesciences, renewableenergy,creative industries,greeninfrastructureandagrifood arejustsomeofthesectorsexpectedto beneftinthecomingyears,notjustasa result ofsuccessforindigenouscompaniesbutalso asa resultofinwardinvestment.
Bothsaidthecollective‘sell’ofthe region undertheDBECumbrellaisapowerful attractorforforeigndirectinvestors.
“TheDBEC regionisstrategicallylocated inIreland,withaccesstoexcellentdigital connectivity, road,rail,airandseaportsaswell asprovidingaccesstoGB,EUandinternational markets,”councillorByrnesaid.“We sometimesoverlookthedrawofthefantastic qualityoflifewhichweallenjoyalongthe corridor,butwhenyouhearthatfrominvestors you realiseitplaysahugelyimportant role intheirdecisiontosetupabaseina region. Thatissomethingwecan reallypromotewhen we’resellingthecorridorinthefuture.”
CouncillorMcDonaghsaidthatpartofthe DBECCouncils’focusisalsoonhighlighting thesupportpackagesforsmallerlocal indigenousbusinessestosetup,growand develop.He referencedtheimportanceofthe
ECONOMIC CORRIDOR TheDublinBelfastEconomicCorridor (DBEC)isacollaborativenetworkofeight councils(DublinCityCouncil,Fingal CountyCouncil,MeathCountyCouncil, LouthCountyCouncil,Newry,Mourne andDownDistrictCouncil,Armagh City,BanbridgeandCraigavonBorough Council,LisburnandCastlereaghCity CouncilandBelfastCityCouncil)andtwo universitiesfromacrossIreland(Dublin CityUniversityandUlsterUniversity), whichareworkingtogethertorealise theeconomicpotentialofthecorridor betweenDublinandBelfast.
Visitwww.dbec.infoformoreinformation
supplychainnetworkstobolstertheraftof smallandmedium-sizedorganisationswhich arethebedrockoftheeconomiesinthe corridor.
Thesustainabilityangleissomethingwhich isalsoattheheartofDBEC’splans,bothin supportingthedevelopmentofthegreen economyandinenhancingthegreenand bluespaceswhichthelengthofthecorridoris blessedwith.
Inall,themultiprongedapproachto inclusiveeconomicdevelopmentwhich DBECisdrivingissomethingwhichwill betransformational,andahugelyexciting initiativetobeinvolvedwith,councillorByrne said.
“DBEChasalreadycreatedaunique levelofcollaborationbetweenthecouncils, businesses,educationsectorandothersalong thecorridor.Thathasalreadyhadabigimpact onthe regionandbycontinuingtoharness ourcollectivepotentialwewillbeabletodoso muchmore.
“Individually,thecouncilareasthatmakeup theDublinBelfastEconomicCorridoralready haveapowerfuloffering.Bybringingthat togetherunderone,collaborativeumbrella, DBEChaspotentialtobeworldleading,now andespeciallyinthefuture.” ■
AidanCorbett,chiefexecutiveandco-founderat Wayfyer,whichtoppedtheFast50
Ninecompaniesfrom Norther n Irelandrankedin Deloitte TechnologyFast50list NinecompaniesfromacrossNorthernIrelandhavemadeitontothis year’s Deloitte TechnologyFast50 list,whichcelebratesinnovation andentrepreneurshipinthetechnologysectoracrossIreland
Nowinits25thyear,theDeloitte Fast50listranksthefastest growingtechnologycompanies basedon revenuegrowthoverafour-year period.
Therankingfeaturesbothprivateand publiclistedtechnologycompaniesthathave demonstratedinnovativestrategies,sound managementpracticesandmarketplacevision, drivingthemtoachievethestatusofhighgrowthleaders.
ThenineNorthernIrishcompanieswho madeitontothisyear’sFast50listwere Fibrus, Catagen, Syndeo, Halo, Locatea Locum, BarclayCommunications, SciLeads, PlotBox and Totalmobile.Itmatchesthe numberofNIfrmsrankedinthepreviousyear.
Thetop-placedcompanyfromNorthern Irelandwasfullfbrebroadbandprovider Fibrus,whichtookthenumbertwopositionon
OliverLennon,chiefexecutiveofSyndeo,withAisléan NicholsonfromDeloitte
EimearMcVeighandKeava McHughfromFibruswith James ToomeyofDeloitte
AlanRingfromHalowithAisléanNicholsonfromDeloitte
theFast50list,whilethreeothercompanies –Catagen,SyndeoandHalo–placedinthe top10.
AtanawardsceremonyatTheMansion HouseinDublin,provideroffnancingfor e-commercebusinesses Wayfyerwasnamed thefastest-growingtechnologybusinessonthe islandofIreland.
The50companiesonthe2024listemploy over6,000peopleand11ofthe50ranked companieswerefrsttimewinners.
Inadditiontoannouncingthemainranking, theDeloitte TechnologyFast50awardsinclude severalspecialawardcategories.Catagen wasnamedthewinneroftheImpact Award, inassociationwithMeta,which recognisesa companythathasmadeasignifcantimpact withinthecurrentyear.
DeloitteFast50leadpartnerinBelfast, AisléanNicholsonsaid:“TheFast50rankingis abadgeofhonour,offeringtrusted recognition basedonfouryearsof revenuegrowth.This credibilitydistinguishestheprogramme, andnotonlyidentifesthetechleadersof tomorrow,butsignalstheir readinesstoscale globally.
“Congratulationstoallofthecompanies andindividualswhosehardworkand innovationhaveearnedthemawell-deserved placeonthisyear’slist.Itwasgreattospend timewiththemallatthisyear’sawards.
“NorthernIreland’s reputationasahubfor creative,homegrowntechnologycompanies continuestogrowandthesuccessofthose whohavemadetheFast50demonstratesthe talent,expertiseandvisionoftheinnovative leadersinourlocaltechnologysector.”
TheNorthernIrelandcompaniesrankedthis yearareasfollows.
Fibrus providesfull-fbrebroadbandservices toruraland regionalcustomersinNorthern IrelandandthenorthofEngland.Itiscurrently deliveringProjectStratum,providingaccess tofbreforaround80,000homesinNorthern Ireland.Fibrusarealsocurrentlydeliveringfbre networkconnectionstoaround60,000homes inCumbriathroughProjectGigabit.
Catagen providespatentedgreen emissionstestingservicestoglobalautomotive manufacturers.Itsexpertiseinthemobility sectorandglobalemissionsstandardshasled thecompanytodevelopnewtechnologies including:biohydrogengenerators,e-fuel, hydrogencompressionandcarboncapture.
Syndeo isaleaderinconversationalAI, transformingcustomerexperienceforglobal enterprisesinmarketing,sales,andservice.The companyutilisescutting-edgetechnologiesfor seamlessomnichannelinteractions.Specialising indeeplearning,includingtraditionaland generativeAI,Syndeoenablesbrandsto improvecustomersatisfactionandoperational effciencies.
Halo istheleadingproviderofsubscriptionbasedbodycamsandcloud-baseddigital assetmanagementsystems.Halo’sinnovative andaffordablevideoevidencegathering technologyenhancessafetyandsecurityfor individualsandorganisations.Halooperatesa subscriptionmodelthatoptimisestechnology budgetsandenablesbroaderdeployment.
LocateaLocum isanonlineplatform developedforlocumpharmacyandoptometry workerstohelpthembooklocumshiftsinthe
UK.Theyalsoofferaworkforcemanagement platformthathasbeenintegratedintothe UK’slargestpharmacychainsforexample Superdrug,BootsandDayLewis.
BarclayCommunications isaninnovative telecomscompanyincorporatingahighly specialisedfeldsalesandtelesalesacquisition team.Byembracingthenewtechnology availableinfxedlinecommunicationthrough Barclay’s VoIP(voiceoverinternetprotocol) andcloud-basedproducts,theyareableto implementfreshwaysofmanagingcalls comingintoaclient’sbusiness.
SciLeads providesavisionarylead generationandmarketintelligenceSaaS platformthathelpsscientifccompanies identify,engagewith,andclosetheirideal buyers.SciLeadshascreatedadatabase thatmapstheworld’sscientifc researchand biotechoutput,helpingsalesandmarketing teamsquicklyidentifypotentialcustomers.
PlotBox isaninnovativecloud-based managementsolutionthatenablescemeteries, crematoriesandfuneralhomestoservetheir familiesinthebestwaypossible.PlotBoxis headquarteredinNorthernIrelandwithoffces intheUSandAustralia.
Totalmobile isaleadingfeldservice managementsolutionproviderthatempowers organisationstodeliverexceptionalservices effciently. Withinnovativetechnologyat itscore, Totalmobileenablesbusinessesto optimisefeldoperations,improvecustomer experiences,anddrivegrowth. ■
Fulldetailsonthewinnerscanbefoundat www.fast50.ie
ProfessorRoyDouglasandAndrew WoodsfromCatagenwithLouiseKellyfromDeloitte andMajellaMungovanofMeta
Food trendsI’d like to seein 2025 WhileNorthernIrelandboastsalitanyofgreatfood anddrink, JohnMulgrew takesalookatafewthings he’dliketoseemoreofasweringinthenewyear
NEW YORK-STYLEDELI I’llstartbysayingIknowwehavethe wonderfulSawersinBelfastcitycentre,which has remainedabastionofingredients,the hardtosource,topcheeses,andtheweird andwonderful,fordecades.Anditknocksout extremelyheartyandgeneroussandwichesat lunchtothrongsofpeople,anditdoessovery wellandwithaplomb.
Butifyou’veeversetfoodinatopNew Yorkdeli,you’llknowwhatI’mafter.Whether there’senoughdemandforkilosofsaltbeef andpastramibeingmadein-houseeachday,I don’tknow.
Allthatworkalsocomesataprice.Ifyou’ve everbeentoKatz’sorthesadlynowshuttered
CarnegieDeli,you’llknowthataReubenor pastramisandwichdoesn’tcomecheap.But theyaretrulysublimethings.I’dhappilymake itmyweeklytreatiftherewasoneonour doorstep.
ALITTLEMOREOFFAL This reallyalldependsoncustomer demand,andjudgingbyhowinfrequentlyoffal appearsonourmenusit’sprobablynotone we’regoingtoseechangingsignificantlyinthe yearahead.
Igetwhypeopledon’tlikeoffal–there’s aswatheofoffalIfindchallenging.AndI’ll consumealmostanything.Liver,cookedwell, isaheartyandrich replacementforaleancut,
whilesweetbreads–handledbyacompetent chef–aretheadultversionofchickennuggets wedidn’tthinkweneeded.
Bonemarrow,whileaningredientonce unpopularonamenu,isnowverymuch envogue,thankstoFergusHendersonand company.Andifitappearedonamenu tomorrow,I’dhavemybookingin.
Heartisanotheronewhichissimply mindovermatter.It’sacleanandleancut, searedandservedthinitcouldbelargely indistinguishablefromamorefamiliarchoice likebavette.Alittlesplashhereandtherecan reallyliftamenuoradish.
THECASUAL TAVERNAORFOOD BAR Ifyou’veeverspenttimeincitiesacross Europe,you’llknowthatcasualeatingand drinkingonthego reallydoesmeancasual. Theideaofbeingabletodanderdowna
bustlingstreetandpopintoabarservingup pintxos(asmallsnacktraditionallyservedupin northernSpain),orderacoupleoflittlebites, maybeboquerones(marinatedanchovies) ongoodbread,alittlecheese,curedmeat, orchunkofSpanishomelette,fllsmyheart withdesire.Aglassofsomethingchilled,and thenontothenextstop.It’sadreamwhich Iimaginewon’tbefulflled,butit’sadream nonetheless.
Themainissuewehavehere,ofcourse,is surroundingourlicensinglaws,whichmake thissortofthingstrickier.Andwedohavea penchantforsitdown,billattheend,dining.
MOREMICHELIN ATTENTION AMichelinstarisfarfromwhatmany restaurants–evensomeofourbest–are eitheraimingfor,orshouldbetryingto achieve.Butthere’sdefnitelyscopeforanother
IsittimeBelfastgot afewhotdogcarts?
Katz’sDeli’sfamouspastrami sandwichonrye
star,hereorthere,aswellasacoupleofspots whichcouldbeincontentionforasecond.
Whatwedobetterthanmanyother regions isthatsweetspotof reasonablyaffordable,yet precise,well-sourcedandentirelysuperbfood, sowedon’tneedtobechasingthatMichelin patonthebackveryoften.
Butatthesametime,it’safagwhichhelps piquetheinterestoffoodloversandtourists, andit’ssomethingthewiderhospitalitysector canpiggybackoffalongthewayintermsof PR.
THE‘DIRTY WATER’HOTDOG YoucanprobablyestablishthatNew York anditscuisineandculturehashadsomething
ofanimpactonmychoiceshere,andfor good reason.Whilewehaveseenaplethora ofgreatfoodvansandpop-upsinthelast fewyears,includingfoodmarkets,wedon’t havethatcheap,on-the-gobitethatthe classic,simple,New Yorkstreethotdogcan offerusall.
Mostspotsarechargingbetween£10£14fordishesthesedays,andwhilethere’s atimeandplaceforthat,a£3-4hotdog wouldhitthespotonthewaytoafewpints ofsomethingcreamyorfoaming.It’snot withinourculture,traditionally,soit’shardto gaugetheinterest.
ButI’dcertainlywelcomeacartortwoon ourcitycentrestreets.■
PROF IL E
NoelBrady: majoraward topsoff20yearsofNb1 NoelBrady,founderofNb1,hasmarkedtwodecadesinbusiness,withanothertwo decadespreviouslyworkingacrossboththepublicandprivatesectors,andrecently markedthatsuccesswithawinattheBelfast TelegraphIT Awards
It’sbeenanotherbusyyearfor businessmanandentrepreneur NoelBrady.
Asidefrommarking20yearswithhis companyNb1,hecontinuestoworkwith majorfrmsandFDIcomingintoNorthern Ireland,aswellashisnon-executiveand chairmanship rolesacrossthesectors.
Andhehasalsojustbeengiventhegong forOutstandingContributiontoIT Awardat theBelfast TelegraphIT Awards.
“Forme,it’sbeenaboutanevolutioninmy career–acrossleadership,”hesays.“Itstarted withleadinginthepublicsector,thenintoIT andthenstartingmyowncompany.”Change issomethingwhichNoelhascontinuedto evolvewithinhisdecadesworkingacrossthe techsectorinparticular.
“Therehasbeenthatmovefromtraditional hardware,mainframes,intocloudcomputing, andnowintoartifcialintelligence(AI),” hesays.
Butduringthattime,Noelsayshis leadershipstylehasfrmly revolvedaround people,andface-to-facecontactand relationships.
“Workingwithpeopleandtryingto collaboratetoachieveourmutualobjectives – thatiskey,”hesays.“Ifyouwanttoleadin anyscenarioyouneed a goodteamofpeople aroundyoutoachieveyourobjectives,andthen itisveryimportantto reward thosepeople.
“Formeit’salwaysbeenverypeople-based, andcustomerfocused.Ispendalotoftime withclientsandcustomers.It’sabouttryingto understandthem,whilealsohavingsomefun andenjoymentalongtheway.”
Andonthewinatthe recentBelfast TelegraphIT Awards,hesaiditwasan importantandhumblingplauditfromhis industrypeers.
“Nb1isamicrobusiness,andassuchitfelt
NoelBrady(centre)ispresentedtheawardforOutstandingContributiontotheITSectorbyEllenDickson, Telefónica Tech,andEoinBrannigan,editor-in-chief,Belfast TelegraphandSundayLife
verypersonaltome,ratherthanifIhadbeen workingforalargeorganisation,”hesays.
“It’sveryvaluabletomeandhasvalidated whatI’vebeendoingwithmybusinessNb1 overthelast20years.
“IhavebeeninICTforcloseto40years andIwashonouredtobeconsideredinthis way–itmeansevenmorebecausetheaward ismadebymypeersintheindustry.”
Choosingthewinner,thejudgesfeltNoel stoodoutfromthegroup.
“NoelstartedoffhiscareerintheNorthern IrelandCivilService,thenICL,thenbecame managingdirectoroftherapidly-growingSX3 organisation,winningmanymajorITcontracts inUKandIreland–hethencreatedhisown consultancybusinesswhichhasbeenhugely successfulnowforover20years.
“He’stheultimateconnector–connecting
people,connectingtheprivatesectorwiththe publicsector,helpingtodevelopandgrow theICTindustryinNorthernIreland,andalso helpingtocreatehundredsofnewITjobs.
“Butwhatpeopledon’tseebehindthesuit, bracesandtie,isalovelyfamilyman,aperson withamassiveheart,whocaresaboutpeople andenjoyslifetothefull.”
Lookingahead,Noelsaysthenextmajor evolution,particularlywithinthetechsector, willbetheriseinAI.
“It’sgoingtohaveamassiveimpact,on boththepublicandprivatesectorsway ofworking,intermsofeffciencyand functionality,”hesays.“Ilookforwardto workingwithawholenewsetofpeopleon anewsetofchallenges–that’swhatkeeps memotivatedandprovidesmewiththegreat privilegeofwhollyenjoyingwhatIdo.” ■
Outlook 2025 We speak to businessleaders about what’s ahead
The Openandmore to play centre stage for NIin 2025 EllvenaGraham
Theendofanotheryeargivesus theopportunityto refectonthe onejustpastandplanfortheyear ahead.Fromatourismperspective,Iam lookingforwardto2025withexcitement, astheOpenChampionship returnsto RoyalPortrushGolfClub.
Thefactthatitiscomingbackforthe secondtimeinsixyearsisa refectionofjust howsuccessfultheeventwaslasttimearound. At TourismNIwearedelightedtohavethe opportunitytoonceagainshowcasetothe worldwhatafabuloustourismandgolfng destinationNorthernIrelandhasnowbecome, buildingonthesuccessofthisyear’sIrishOpen atRoyalCountyDown.
In2019,hostingtheOpenwasthepinnacle ofanunprecedentedperiodofgrowthwithin thetourismsectorandwasayearwhen overnightvisitorspendbrokethroughthe £1bnbarrier.Nevercouldwehaveanticipated thearrivalofCovid-19soonafterandthe terribleimpactitwastohaveonglobal tourism.
StatisticsfromtheNorthernIrelandStatistics andResearchAgency(NISRA)for2023show wehaveprettymuch recoveredfromthe ravagesofCovid.Thankstotheindominable spiritofthepeoplewhoworkwithinthe sector,overnightspend reached£1.2bn.For thefrsttimethestatisticsincludedavalue fordaytrips,whichstoodat£1.1bn,making tourismworth£2.3bnin2023.
Allthedataavailabletodatepointsto performancein2024beingonaparwiththe previousyear.Whilethedomesticmarkethas beensofter,primarilyduetocostofliving pressuresandthepoorweather,thishasbeen compensatedforbythe returnofvisitorsfrom theUSandGBmarkets.
Thehotelsectorhasbeenparticularly buoyantwith roomsalesforthefrst10 monthsin2024upandaverage roomrates 27%abovethelevelsattainedin2019.The growthhasnotbeenuniformthough.While placeslikeBelfastandDerryhavebenefted fromthe returnofinternationalvisitors, locationssuchasFermanagh,whicharemore dependentuponthedomesticmarkethave foundthingsslightlymorechallenging.
Despitetherisingcosts,theindustry remains optimisticaboutthefuture.A recentsurvey oftourismbusinessesconductedby Tourism NIindicatesthat80%of respondentswere positiveintheiroutlookfornextyear.
Thatconfdenceis refectedinthe ongoinginvestmentweareseeinginthe accommodationsectorwiththeopening ofanumberofnewpropertiesand recent acquisitionsbylocaloperatorsliketheGalgorm Collection,McKeeverGroupandAndras Houseallveryprominentinthemarket.That optimismisalsosharedbymajorplayersfrom theRepublicofIrelandliketheInuaandMHL Collectionswhohaveenteredthelocalmarket forthefrsttime,bringingwiththemexciting
newbrandstoBelfastlikethe VocoandMoxi hotels.
I recentlyhadtheopportunitytoview DunluceLodge,thenewluxuryoffering overlookingRoyalPortrushGolfCoursewhich isduetoopeninFebruary.Thisambitious investmentbythe Texas-basedLinksCollection followsonfromAJCapital’s recentacquisition oftheAdelphi,SlieveDonardandnowthe AtlanticHotelinPortrush,makingNorthern Irelandanincreasinglypopulardestinationfor thelucrativegolfandluxurysegmentsofthe tourismmarket.
Asthechairof TourismNIIhavethe opportunitytomeetwithmanyproviders withinourlocalindustry.Iampleasedtosay thatitisnotonlyouraccommodationsector thatisfourishing,butwehavealsoseen manynewauthentictourismexperiencesand attractions recentlyemerge,thatallowour visitorstoenjoyourlandscapeandexploreour uniquecultureandheritage.
JanuarywillseetheEconomyMinisterConor Murphylaunchanew Tourism Visionand ActionPlanforthenextdecade.Iverymuch welcomethispathwayforgrowthandbelieve thattourismhasamajorcontributiontomake toaproductive,sustainableand regionally balancedeconomy.The returnoftheOpenin Julyisagreatplatformfromwhichtoembark uponthisexcitingjourney. ■
EllvenaGrahamischairof TourismNI
Inclusive growth requires courage in 2025 LorraineAcheson Refectingonthepastyearitseems likeonlyablinkofaneyewhen itwasannouncedinJanuarythat thepowersharingexecutivehadbeen re-establishedbringingpoliticalstability locallythatweallneeded.
Howeveraswelookforwardtothenext12 months,onanationalandglobalstagethat senseofstabilityhasbeenlefthangingbya threadandIcannothelpbutfeelapprehensive abouttheseriousimplicationsfornotonly NorthernIreland’seconomy,butourentire society.
Businessesarefacingtheprospectof risingcostsintheformofincreasednational insurancecontributions,coupledwithincreases inminimumwages,allsetagainsttheglobal backdropofinternationalconfict.Addtothis the real-worldeffectsofclimatechangeand potentialeconomicimpactofnewtradetariffs withtheUS,anditiscleartoseewhythere mightbeuneaseandcaution.
Astheleadingorganisationthatchampions thecreationofaninclusive,prosperous economy,thisleavesmedeeplyconcernedfor thegainsthatsomanybusinesseshavemade intermsofdevelopinginclusionstrategies andworkplacepoliciesthataremorediverse–tangibleprogressthatrisksbeingsweptaway altogetherwhenbudgetstightenandcaution takesover.
Thedangerof retreatingintoacost-cutting mindsettosatisfyshareholdersisthatthose whoarealreadyeconomicallydisenfranchised
areleftfurtherbehind. Toofrequentlynowin thenewswehearoffoodbanksinundated, risingnumbersofpeopleexperiencing homelessnesswithinourtownsandcities,and thestark realityfacingtheworkingpoor:just becauseahouseholdhastwoincomesdoes notmeantheyarenotstrugglingfnancially.
Fromabusinessperspective,theonusis onleaderstopioneerprogressrightacross NorthernIreland,strikinga regionalbalancein theyearaheadthatensuresnoonebusiness orindividualisleftbehindorundervalued. EspeciallywhenNI’srateofeconomicinactivity remainsamongthehighestofallUK regionsat 28%oftheworkingagepopulation.
Thepositivechangethatincreaseddiversity andinclusionhasbroughtoursocietyis increasinglybeingtarnishedbyvoicesthat wanttoclaimthis‘woke’activityistothe detrimentofindividualsandcommunities. Thetruthofthematteristhatsupporting underrepresentedcommunitiestoengage withandfourishinbusinessisnotjustthe rightthingtodo–itisessentialforathriving society.
TheoutlookinJanuarymightfeelbleak andperhapsoverwhelming,butthenew calendaryearpresentsatimelyopportunityfor leaderstotesttheirmettleinthesechallenging circumstances.Whatweneedtoseeisa collectivestepforwardfromthosepurposedrivenleadersamongus,andsurelythatis whatweallaimtobe.
Themeasureofasuccessfulsocietyinmy viewisnotinGDP,itisinhowittreatsthe mostvulnerable.Howithelpsthosewhohave beenleftbehindandstandtobefurthercast adriftbytheheadwindsyettocome.Forme thetruetestofleadershipisnotinnavigating calmwatersbutinweatheringthestorm.
Atthedawnofanewyear,wehavetimeto refectandIbelievenowisthetimetodouble downonpurposeandourowncourage.Now isthetimetonotlosesightofthegainswe havemadeandwhatwestandtoloseifwe giveupnow. We havenotcomethisfarto stopnow.
Couragewilldefne2025.Itwill require leaderstostaysteadfastintheircommitment toinclusion,toprotectthegainswe’vemade, andto refusetoleteconomicchallengesderail ourprogress.Theseeffortswillshapethe legacyweleavebehind–forourbusinesses, ourcommunities,andoursociety. ■
LorraineAchesonismanagingdirectorof WomeninBusinessanddeputychiefexecutive ofTheWiBGroup
Manybusinesseshavemadeprogressive changestoenablemorewomentosucceed intheworkplace,toimplementstrategies thatfacilitateabetterworklifebalancefor everyoneandenableunderrepresentedgroups tostartandscalebusinesses.Thesechanges benefteveryoneanditisimperativethatwe donotlistentothecriticsofdiversityand inclusion.Progressiveleadersheremustshow couragenowandprotecttheDEIbudgetline.
Renewable energy industry isin the blocks… but we have enough projects inpipeline to hit target WhentheUKGovernmentset itscleanpower2030mission, itraisedthebarforclimate action.Thisis a GreatBritaintarget,but Northern Irelandshouldbe a fastfollower.
Thisyearwillbe a crucialtimeforthe renewablesindustry Thepublicationofthe EnergyStrategyandtheClimateAct,in2021 and2022 respectively, isfnallybeginningto resultinpolicyactionsthatwilldeliveragainst thetargetsset;includingthe80%by2030 renewableelectricitytarget.
The reviewoftheEnergyStrategyin2025 givesustheopportunitytolookbeyond 2030. We needourowncleanpowermission. RenewableNIhaslongarguedthat2030is a stagingpostto a fossilfreesystem.Knowing ourfnaldestinationmeanschartingthemost effectiveeconomicandinfrastructure journey
Thosewhoforgetthepastare doomedto repeatitsfailures,butthescarsofenergypolicy mistakesare stillfreshandmustbelearned from. We achievedour2020targetfor40% renewablesaheadoftimeandwethenwe facedby a policyvacuum.As a resultwesaw a dropoff ingridinvestment,webecamethe onlypartoftheseislandswithnosupport schemefor renewablesandwehaveconnected only a fewnewprojectsas a result.
Itisvitalthatweavoid a similarpost2030 cliff edge.Having a cleanpowertargetwillgive investorconfdencethatpolicymakerswillnot leadusintoanotherboom/bustcycle. Renewableshavethepotentialtosupport multipletargetsoftheNIExecutivebeyond energypolicy EconomyMinisterConorMurphy hassaidhewantstopromote regionalbalance, andhighlightedthenorthwestas a region
thatneedsparticularattention. We knowthere isalsoanurban/ruraldivide.RenewableNI memberswanttoinvestwestoftheBann, weneedtoworkinpartnershipwithour ruralcommunitiesandweare determined tomaximisethebeneftstothosethathost ourprojects. We hopethatpolicymakerswill supportustoachievetheseaimsthisyear
We are notcontentwithsimplybuilding more renewablesfortheirownsake:ultimately, weexistasanindustryasthere is a needto decarbonise.Northern Irelandcontinuesto operatewiththreefossilfuelunitsonline atalltimestoprovidebackupgeneration for renewablesandtoprovideothersystem services.
With roughlyhalfofourelectricitycoming from renewables,andincreasingvolumesof batterystorageonthesystem,RenewableNI wouldliketoseeus reducetotwofossil generatorsin2025.Thiswould resultin signifcantcarbonsavingsaswellasallowing betterutilisationofour renewable resources. Procurementpolicyforlongdurationenergy storagewillalsoallowustoprovideclean powerwhenthewinddoesn’t blowandthe sundoesn’t shine.
Lastyear’s RenewableRewards report demonstratedthateverynewwindturbine erectedandeverynewsolarfarminstalled,is savingyoumoney Since2020,investmentin windandsolarhas resultedinanaverageof £160savingsoff consumerbills.Achievingthe 80%targetwouldseeanadditional£110m a yearsavingforconsumersacrossNorthern Ireland.
Thepublicationofthedesignofthenew Northern Ireland renewableelectricitysupport
scheme,expectedearlythisyear, willhelp stimulate a newwaveof renewableinvestment. Theschemewilleffectivelyactas a contract betweenconsumersandgenerators,setting a fxedpriceforelectricityfromnewprojects, protectingconsumersfromthetypeofprice spikewesawfollowingtheinvasionofUkraine andderiskinginvestmentsfordevelopers.This inturn, reducesthecostofprojectfnancing, savingsthatwillbepassedontobillpayers. Noneofthiswillbeachievablewithout goodplanningpolicyandprocess.Planning authoritiesneedtotakedecisionsthatare in linewithourclimateobjectives.Thesystem alsoneedstobe resourcedsothatdecisionsare takenin a timelymanner Ourmembershave acceptedthe recentraisingofplanningfees, nowweneedtoseethevalue.
Unfortunately, 2024saw a stallingof offshore policythatmustbe reenergised thisyear Afterencouragingearlyprogress, inertiahassetin.DespitethedraftOffshore RenewableEnergyActionPlanbeingpublished attheendof2022,weare stillwaitingforthe nextstep.In2025weneedtheplanpublication andthekeystrategicenvironmentalassessment thatwillindicatewhere projectscouldbe developed.
The renewableenergyindustryisinthe blocks – there are enoughprojectsinthe pipelinetoachievethe80by30target.In 2025thepoliciesneedtobeinplacetofre the startingpistol.Jobcreation,guaranteedrates forlocalcouncils,savingsforconsumersand a betterclimateforourchildrenare the rewards ofactionthisyear ■
StevenAgnew
Strong appetite for investment inNIbut challenges remain for localfrms ChrisNixon
Tryingtopredictkeytrends, challengesandopportunitiesforthe upcomingyearisalwaysdiffcult: anyonewhocandothissuccessfully islikelysittingonabeachsomewhere havingtakenearly retirement.Whatis cleareraswelookaheadtowhat2025 mayhold,isthatbusinessownersand investorsalikearefacingincreasinglevels ofuncertainty.
Theglobaleconomy’songoing recalibration withinatumultuousgeopoliticallandscape presentedachallengingyearforbusiness ownersin2024,whichisunlikelytochange in2025.
Despitethisbackdrop,therewascontinued resilienceandstrongappetiteforgrowth amonglocalbusinessesacrossawiderange ofsectorswithinNorthernIreland.Lastyear wemadesignifcantinvestmentsin Woodland Kitchenstoenableittoacquireabusinessin Scotland,andalocalcarebusinesstohelp driveexpansionintheRepublicofIrelandasan existingmarketleaderwithinNorthernIreland –showingthattherearethoseforgingahead despitetheheadwinds.
Thesearen’tisolatedsuccessstoriesand it’sclearthatwithmorefundingoptionsin themarketandagreaterunderstandingof whatanequityinvestorcanaddtoabusiness, thetraditional reluctancetoconsiderequity fundinghaschanged.
Lookingahead,thesectorswhichgarnered mostinterestin2024arelikelytocontinueto beattractivesectorstoinvestinthroughout 2025;healthcare,technologyenabled,
businessservicesandadvancedmanufacturing. Astheglobalracetoleverageemerging technologycontinues,businesseswhichare involvedin renewablesorhaveexpertisein artifcialintelligence(AI)alsohaveagood chanceoffndingthemselvesoninvestors’ targetliststhisyear.
Butwhilethebigpictureforinvestment is relativelypositiveandfamilybusinesses acrossNorthernIrelandcontinuetoshowan adaptable,fexibleapproachunderongoing uncertainty,therearesomewidermarket driverstobeconsidered.
Akeyconcernforbusinessownerswillbe theinheritancetaxchangesannouncedby theLabourGovernmentinitsfrstBudget inNovember.FromApril2026,theability totransferatradingbusinesstothenext generationofafamilyfreeofinheritancetax willchangeasBusinessPropertyReliefcomes toanend.Whilethischangewasdesignedto stopagri-businessesusinglandastax-saving vehicles,smallandmediumsizedbusinesses havebeencaughtupthenewrules.
Thisnewpolicymeansthatitisparamount forbusinessesownerstostartthinkingabout theirfutureandsuccessionplanningsooner ratherthanlater.Whethertheywantto grow,sell,ortakemoneyoffthetableinthe future,companyownersarenowfacingmore signifcantinheritancetaxliabilitieswhich requirecarefulconsideration.
ThesecondBudgetmeasurewhichhas impactedSMEbusinesseswelookatarethe loweringofthethresholdatwhichEmployers NationalInsuranceapplies,whichhasadded
costsforeverybusiness,butparticularlythose inindustriesthat requireahighnumberof staff.
IntheimmediateaftermathoftheBudget, riskappetitewasundoubtedlyhampered insectorssuchashospitality, retail,and healthcareasattentionwithinaffected businessesturnedquicklytounderstanding howtheycanworktoabsorborpassonthe (insomecases,signifcant)additionalcosts.It willtaketimetoseehowthesesectorsadapt andwhethertargetedsupportwillbegranted byGovernmentin responsetothebacklash. Whilethesechangesundoubtedlymake forachallengingyearforbusinessinthe shortterm,thisisagoodtimeto recalibrate longer-termgrowthplans. To useacliché‘the creamalwaysrisestothetop’–thebest,most innovativeandforward-thinkingbusinesses whocansuccessfullyadaptbusinessmodels andpricingwillcontinuetothrivewhere othersfounderandwill remainattractiveto institutionalinvestorslikeBGF.
Thispresentsanopportunitytopartnerwith aninvestorwhocanhelpachievepersonal fnancialgoals,successionplanningand assistonexecutinggrowthplanstocreate sustainablebusinessmodels.
Giventheinherent resilienceofcompanies andbusinessownersacrossNorthernIreland, weexpectlevelsofinvestmentto remain strongwithplentyofinvestmentopportunities intoattractivebusinessesdrivingforambitious growth. ■
ChrisNixonisaninvestoratBGF
Governmentneeds to recognise our roleas a partnerandour plightasanindustry ColinNeill
Liketheircolleaguesinmanysectors, hospitalityoperatorsare lookinginto 2025withpessimismfollowingthe impactoftheUKBudget,whichaddedto barrageofchallengeshittingourindustry overthelastfveyearssinceCovid.The lockdowndevastatedourindustry, andwe havebeenverygratefulforthesupport providedbytheNIExecutiveandUK Government.
However, recoveryhasbeenveryslowand amidalloftheuncertaintyandinsecuritypostCovid,themassivesurgeinfation,particularly foodandenergycosts – whichare hugeinour sector – tookhold.Atonepoint,foodinfation reached19%andenergycostsmore than doubled. We havebeendealingwiththisever sinceandnowthechallengeoffndingpeople andskillshasledtogreaterwagepressures.
Ontopofthis,oursectorfaces a numberof continuouschallengesincluding:
• Being a labourintensiveindustryandonethat can’t andshouldn’t automate
• Operatingonlowproftmargins
• We havehit a priceceilingandcan’t increase prices
We wanttoworkconstructivelywith governmenttomakesure thesectorworks. We alreadyengagepositively, forexample,in developingskillsandcareersinlinewiththe conceptofgoodjobsandtheGoodJobsBill. We workcloselywithgovernmentaroundthe tourismsectorgivenourkey roleinitsoffering anddevelopment.However, manyhospitality businesseswillstruggletodealwiththe loomingcostincreasescomeApril2025.
Itmighthaveraised a cheerin Westminster whenitwasannounced,butthecuttingof
dutyondraughtbeerisunlikelytolessenthe priceof a pintwhilethecostofeverythingelse thatgoesintothatpintcontinuestorise. With operationalcostsnowsohigh,thelikelihoodof thisminisculesavingbeingpassedonare slim. Adding£2,500peremployeeworking a 38-hourweekinENICchargesisimpossiblefor hospitalitybusinessestoabsorb. We are not theonlysectortosufferfromtheseincreases, butourmarginsandlabour-intensiveindustry are between a rockand a hard place. We will struggletopasscostsontocustomersalready stretchedbythecostoflivingcrisis,butwe don’t havetheproftmarginstoabsorbthis increase.
We allwanttoseepeoplepaidmore.Our memberswantto reward goodworkandmake workpaybutwhatisbeingaskedofbusinesses issimplyunsustainableiftaxesare going toshootupatthesametime. Withoutthe extensionofrates relieftoNorthern Ireland’s hospitalitybusinessesor a decreaseto VAT, thesemeasureswillonlythreatenemployment andbusinessesinthesector
Itisnotalldoomandgloomofcourse;there isstill a strongfuture inoursectorasconsumer demand remainshigh.CCGAconsumer researchshows a continueddemandevery monthandoursectorisalltooaware ofhow importantthemaintenanceofthatdemandis.
Thechallengeinthat regard willbethat consumersare currentlylowondisposable income. We haveseensomeimprovementsin this regard in2024.AsofOctober2024,the averageNorthern Irelandfamilyisleftwith £129 a weekindisposableincome, a £22 increaseonthesametimelastyear Theissue here isthatincreasestillleavestheaverage
consumerhere withalmosthalfthedisposable incomeoftheirUKcounterparts.
Northern Irelandistheweakestperforming regionoftheUKintermsofdisposableincome, withtheaveragefortheUKas a whole standingat£250 a week, a £29increasefrom October2023.
It’sa virtuouscircle;hospitalityis reliant onitsconsumers,buttheNIeconomyat largeis reliantonhospitality Forevery£100 spentinhospitality, £58ofit returnstothe localeconomyandoursuppliers.Themore disposableincomebeingearnedinNorthern Ireland,thebetterforeveryoneinvolved.
Nowhere isthekey roleofhospitalitymore pronouncedthaninourbustlingtourismsector TheDepartmentfortheEconomyhasmadethe growthoftourismoneofthemostsignifcant planksforeconomicgrowth,andthehospitality sectorlooksforward toplayingitspartinthat growth.Giventhathospitalityaccountsfor two-thirdsofthe£1.2bntourismspendin Northern Ireland,itisnoexaggerationtosay thatwithoutus,thetourismsectorwouldbe unrecognisable.
I believethere willbesignifcant opportunitiesforourhospitalityindustryasthe DepartmentofEconomydrivestosubstantially increaseouttourismincome. I knowthatthe domesticconsumerdemand remainsstrong. IftheNIAssemblyistodelivertheeconomic targetssetoutintheProgrammefor Government,thentheyneedto recogniseboth our roleas a deliverypartnerandoutplightas anindustrypartner – becausetheNIAssembly needus,asmuchasweneedthem. ■
Colin Neill ischief executiveofHospitality Ulster
Uncertainty aboutdirection of geopolitical tensionsand trading relationshipsahead AngelaMcGowan
In 2024,thepoliticallandscapewasmuch more dynamicthantheeconomicscene. Thebusinesscommunitycelebrated the restorationoftheNorthern Ireland Executive,whiletheUKsaw a Labour government return with a strongmandate followingtheGeneralElection.
LOOKINGBACK However, bothnewadministrationshave facedsignifcantchallenges.Theyhave inheritedweakeconomicgrowthand a legacy ofunder-investmentincriticalareassuchas infrastructure andskills.Bothgovernments have recognisedthaturgencyisneededto addressthedeeplyembeddedbarriersto economicgrowth,withprioritygivento planning reformandincreasinggridcapacity
Admittedly, Romewasnotbuiltin a day, but businessesare nonetheless relievedtoseework commenceinthesecriticalareasandhopefully theywill remainatthetopofgovernment agendasinearly2025anduntilfully resolved.
Lastyear a major reportbytheNIAudit Offceshone a lightontheunderinvestment inNI Waterinfrastructure.Itstatedthatsince 2007“there have remainedmajorchallenges tosecuringthelevelofinvestmentinwater infrastructure requiredtodeliverservices”. Withdevelopmentapplicationsheldup inapproximately100areasacrossNorthern Irelandbecauseoflong-termlackof investment,thebusinesscommunityiseager toseetheDepartmentforInfrastructure andNI Wateragreeanalternativefundingmodelto deliverthisessentialinfrastructure intheyear ahead. Withoutanagreedwayforward topay forourwaterinfrastructure,economicprogress willbeimpeded.
October’s UKBudgetwaswithoutdoubt a blowtomanycompaniesacrosstheUK – and Northern Irelandwasnoexception.Rising
employmentcostsandinsuffcientsupport forcompaniestotransitiontolowcarbon leftmanybusinessleadersaccusingthe governmentofstifinggrowth,employment andinvestment.TheCBIisurgingthe governmenttomovetowardsco-designed policiesandtoworkwithbusinesstoease thebudgetpressures, restore confdenceand provideheadroomforinvestment.
On a more positivenote,theUKgovernment hasproduceditsgreenpaperonthecountry’s industrialstrategyentitledInvest2035.Given theglaringabsenceofanindustrialstrategy intheUKformanyyearsnow, thisisprogress and,iffullydevelopedinpartnershipwith business,willgiveUKcompanies a muchbetter chanceofsucceedingontheglobalstage.
LOOKINGAHEAD Aswelookforward to2025,chiefexecutives are focusedonseveralkeyissues.Whilesome aspectsare more predictable,others remain uncertain.Forexample,itiswidelyanticipated thatUKinterestrateswillcomedown,butat a slowerpace.Companyleadersalsoanticipate thatthecostofdoingbusinesswillsoarin2025 withincreasedEmployerNationalInsurance ContributionsandthehigherNationalLiving Wage.
Theserisinglabourcostswillbebudgeted forandwillundoubtedlyplayoutintheyear aheadinthefrm’s hiringintentions,theirpay negotiationsandthefnalpricethatcustomers pay Essentially, frmsexpectheadcounttofall, payrisestobemutedandtheypredictcharging higherpricestocustomersinthedomestic market.
Localexportershowevermaintainthat theycannotpassontheirrisinglabourcosts throughpriceincreases – astheywillsimply pricethemselvesoutoftheglobalmarketplace. Atthesametime,UKbusinessesexpectto
seeEuropeanandUScompaniesaccesslower interestratesandenjoylowerinfation – sofor localfrms,theirabilityto remaincompetitive inforeignmarketsnextyearwillbecome increasinglydiffcult.
Aschiefsputthebrakesonhiring,they willsimultaneouslylooktoautomateand digitalise.Whenwethinkaboutinvestmentin 2025,technologyistheoneareawhere many businessleadersexpecttosee a muchgreater focus.However, thechallenge,theysay, will bechangingcompanyculture toallowforthe widespreadadoptionoftechnologicalsolutions suchasAIandmachinelearning.
Itis,however, mucheasiernavigating challengeswhentheyare anticipated.But there are alsoseveralsignifcant‘known unknowns’aheadin2025.Forexample, companiesare highlyuncertainaboutthe directionofgeopoliticaltensionsandfuture trading relationshipsastheworldbecomes more polarised.Politicalinstabilityhassteadily risenoverthelastfewyearswiththeRussia/ Ukrainewarand a highlychargedcrisisinthe MiddleEast.
War andpoliticalinstabilitydon’t just destroylives,theyhave a knock-onimpact oneconomiesandlivelihoodsthroughtrade sanctions,disruptiontosupplychains,energy prices,commodityandinsurancecosts,right throughtothemovementoflabourandability toaccessmarkets.
Chiefexecutives relyheavilyonglobal politiciansanddiplomatstobrokerpeace dealsand reducepoliticaldisruption;butwith a plethoraofelectionsheldduring2024, onlytimewilltelliftheworld’s newlyelected governmentswill rejectdivisionanddualityor deliverpeaceandprosperity ■
AngelaMcGowanisdirector, CBINorthernIreland
Lagarde’s idea of US trade deal ‘naive’ ChristineLagarde’sideaofanEU‘winefor weapons’tradedealwith Trumpsounds naive,writes RichardCurran
ImagineifIrelandcouldavoidthe excessesofanew Trumptariff regime bypiggybackingonwhatthebigger EUcountriesaredoingtoplacatethe protectionistintheWhiteHouse.
ECBpresidentChristineLagardehas suggestedthattheEUshouldnegotiatewith
Donald Trumpontheissueoftariffs,rather thanjumpintoatit-for-tattradewar.
She recommendsEUcountriesspend moremoneybuyingAmericanLNGgasand militaryhardwaretoavoidtheharshestofnew tariffs.Kindofa“wineforweapons”typeof arrangement.
InIreland’scase,wedon’tbuyLNGgasfrom anybody. We don’tevenhaveanywhereto storeit.Plansforalargestoragefacilityhave beenboggeddowninpoliticsforsometime. Equally,weareveryunlikelytostart purchasinglargequantitiesofmilitary equipmentfromanybody–leastofalltheUS.
ButifLagarde’sstrategydidactuallywork,it wouldn’tbethefrsttimewe’dsneakinunder theradarofbiggercountrieswithouttaking toomuchpain.
WhatcouldwebuymoreoffromtheUS?
Rightnow,Irelandrunsahugetradesurplus withtheUS. We exportalotmorewestwards thanwebuyinfromtheUS.Oneofthe biggestproductimportsoccurswhenIrishregisteredaviationleasingcompanies“import” billionsofdollarsworthofplanesmainlyto leasearoundtheworld.
President-electDonald Trump speaksataHouseRepublicans Conferencemeeting
Ontheservicesside,wedefnitelybuyina lotmorethanweselltotheUS.Mostofthisis R&Dandconsultancyservices.
ThebigproblemwithLagarde’ssuggestion (andsomethingsimilarwassaidbyUrsulavon derLeyen),isthatitmaybenaive.
Trumpsensesweakness.Hecansmellthe fearintheGermaneconomyrightnow,and canseehowFranceisteeteringonthebrink ofafull-blownfscalanddebtcrisis.Whatever theyofferwon’tbeenoughinthatkindof powerstruggle.
Itwouldsuit TrumptoforceEUcountriesto spendmoreontheirowndefenceandtobuy -Americanwhentheydo.Butheknowshehas thatconcessioninhisbackpocketbeforehe eventakestheoathforthesecondtime.
HealsoknowstheEUhastosourcemore LNGfromsomewhere–andhis“drill,baby,
drill”policywillensurehehasplentytosell.
InIrelandwecouldbelookingat10%tariffs onarangeofgoodswhichmightincludeIrish whiskey,buttersuchasKerrygold(thenumber twobutterbrandintheUS)andotherfood products.Puttingtariffsonpharma,chemicals andmedicaldeviceproductswillbemore complicatedbythefactthatmanyofthe exportersareAmericanfrms.
Analystsbelieve Trumpwillusetriedand testedtradelawstointroducenewtariffs quickly.HecoulduseSection232ofthe US TradeExpansionAct,whichgivesthe Americanpresidentbroadpowerstoadjust imports–includingthroughtheuseoftariffs –ifexcessiveforeignimportsarefoundto beathreattoUSnationalsecurity.Hecould designatepracticallyanythingathreat.
JamesonandKerrygolddon’texactlyft
intothisbox.Butanythingtodowithsteel might,eventheGermanmotorindustry.Ifhe optsforbiggerandmorewide-rangingtariffs onMexicoandChina,hemay requiremore groundworkandalittlemoretime.
TheproblemforEUcountriesisthata majortariffwarwouldunderminethevalue oftheeuro.AUS/Chinatariffwarwould undermine,orpossiblyevencollapsethevalue oftheChinese renminbi.Chinacouldend updumpinghugeamountsofgoodsonthe Europeanorothermarketsverycheaplyjustto fndbuyers.
Meanwhile,businessinIrelandwillwantto keepitsheaddownandhopeforthebest.The scaleoflobbyingandhorsetradingthat’lltake placein Washingtonaroundwhatgoodsand sectorsaretobehitfrstwillbea realcircus. Here’stohoping. ■
EuropeanCentralBank(ECB) presidentChristineLagarde
Restaurantsaretryingto bringinasmuchrevenue aspossibleforeachseat taken.Buthascasualand informaldiningmeant peoplearespendingless? asks JohnMulgrew
Restaurantswereoncedaunting places.Forsome,theystillare.
Butonthewhole,mosttrepidation aroundpseudoformalities,perceived‘hidden costs’,orgeneral‘etiquette’haswashedaway overtheyears.
We haveamorevariedandhealthier restaurant,andwiderhospitality,landscapeas a result.
Butasthetradeherehaspivoted,become leaner,andhastomakemenudecisionswitha greaterweightonproftandwhatsells,it’salso means restaurantshavetothinkharderabout increasing revenuetocovertheburgeoning bills.
Thatoftenmeansthatthey’dverymuchlike youtoenjoyyourselfduringyourvisit.Eata fewthings,twoorthreecourses,andhavea coupleorthreeglassesofsomethingvinous.
But,that’snotalwaysthecase.
Itwasatalkingpointoverthelastfewdays, followingcommentsfromBelfast-bornHugh Corcoran.He’s recentlyopenedupLondon’s most-discussed restaurant,The YellowBittern –aparedbackspotwithafocusverymuchon simplicity,andjustahandfulofthings.It’sonly openforlunchonweekdays,onlytakescash, andbookingsovertheblower.
Hebemoanedthesharingplateandhow theconcepthad“ruineddining”andthatitis now“apparentlycompletelynormaltobook atableforfourpeople…andthenorderone starterandtwomainstoshare,andaglassof tapwater”.
“Restaurantsarenotpublicbenches…you aretheretospendsomemoney,”hesaid.
TheObserver’sJayRayner responded toCorcoraninamixed reviewofthenew restaurant.
“Afewdayslater,Corcorancomplained onInstagramthatdinersweren’tordering
There’s pressure onhospitality, so should restaurants have minimum spends? enough,”Raynerwrote.
“…perhapsopenfordinnerthen,when peoplearehappiertodrink.”
There’sgeneraletiquette,thatperhaps youshouldbespendingafewquidifyou’re holdingontothatseatfordearlifeforthe gutsoftwohours–andthenthere’sactually bringinginminimumspending.
Inanevisceration,Raynergotstuckintothe PoloLoungeatLondon’sDorchesterHotelina previous review–a restaurantwithaminimum spendof£60ahead.Thefnancialcaveatwas farfromitsworstfaw.
Minimumspendsinsomecomedyand
loungebarsarethenorm–atwoorthree drinkminimum,forexample.
Butit’scertainlynotthedonethinghere. Anysuggestionofbringinginaminimum spend,orvolumeofdishes,wouldbemetwith considerablekickback,Iimagine.
However,thetastingmenuisonewayof tryingtogetaroundthisbarriertothebank.
Whileitmightnotbetheraisond’etreofa restaurant,itdoes,however,galvanise revenue pertable–many requiringeachguesttoorder fromthesamemenu–andensureswhena managerlooksdownatcoversonagiven evening,heorshecanworkout roughlywhat
theymightbeabletobringin.
Some restaurantsherehavetakenthebig citystepandslappedservicechargesontoall bills, regardlessofhowmanygueststhereare. This,whileperfectlyunderstandable,doesirk theoccasionaldinerwhohasafgureinmind ofhowmuchheorshewantstospend.
Andit’sfamiliaritywhichstillbolstersthe successofthequickservice restaurantsector here.
Nando’sisaprimeexample. Youcan read thepricesonlineinadvance,knowingthey won’tbeinfatedbythetimeyouarriveatyour locationofchoice.Then,youpayupfront.
Therearenoadditionalcharges,mistakes,or confusingshorthandonadocketwhichyou havetosheepishlychallengeattheendofa meal.
Onaseparatestrand,I’msuremanywill havenoticedhowmanyofthepointofsale cardmachinesthesedaysdelivera‘tip’prompt beforepaymentistakenonanything–froma singleespressoorpint,throughtosomething moresubstantial.
Thatautomatictippingissomethingwhich hasn’tbledintotheUK’shospitalitytrade,yet. It’sasimpleenoughthingto‘decline’,but again,havingtostandinfrontofyourserver
andclickthatbigbuttonwhichessentiallyis refusingthemabitofextracash,iswhatmany areirkedbyinparticular.Or,youcouldjusttip.
TheUSstyleoftippinghasbecome increasingrabidin recentyears,depending onwhereyougo.Around15to20%hasto befactoredinwitheachandeveryhospitality exchange.
Often,youareproppingupthewages ofsomeonewhoshouldbepaidmore. Whiletippinghere(andyoushouldtip)is anexperiencewherebyyougenerallyfeela warmthandlevelofgratitudetostaffand servers,intheUS,itsimplyfeelslikeatax. ■
Word FROMTHE Wise Thecolumnwithan earforexperience...
Howdidyoustartoutinyourbusiness?
Mybackgroundinaccountmanagement withPropertyFindersparkedmypassion forbusinessinformationin realestate, construction,andland.JoiningCISfeltlikea naturalnextstep,asI’vealwaysbeendrawnto helpingbusinessesharnessdata.
Thedemandforactionableinsights, ratherthanjustrawinformation,hasgrown immensely.AtCIS,wefocusondelivering businessintelligencethatempowersclientsto makedata-drivendecisions,enhancingtheir strategiesandmaximizingvalue.
Whathaveyoufoundthemost challenginginbusinesssofar?
Onemajorchallengehasbeenhelpingclients navigateourvastdataofferingsandturningit intoactionableinsights.Astechnologyevolves rapidly,weconstantlyadaptourmethodsto integratetoolslikeAPIs,ensuringaccessibility and relevance.
Thepandemicbroughtitsownchallenges, pushingusto rethinkteammanagement, adapttohybridworkmodels,andnavigate politicalandeconomicinstabilityintheUK andNorthernIreland.Issueslikeinfation, risinginterestrates,anddelaysinconstruction projectscausedbyalackofgovernment havefurthercomplicatedthelandscape. Yet, thesechallengeshavedrivenustoinnovate and remain resilientinanever-changing environment.
Howwouldyoudescribeyour managementstyle?
Ifocusonpurposeandempowerment, ensuringeveryoneunderstandstheir role, goals,andhowtheyalignwiththebigger picture.Micromanagementisn’tmystyle–I trustmyteamtotakeownershipandstay accountable.
DaveThompson VicepresidentUKandIreland,CIS
Opencommunicationiscentraltomy approach.Imaketimeforbothstructuredand informaldiscussions,astrulyunderstandingmy team’smotivationsandaspirationsallowsme toleadeffectively.
Whatwouldyouchangeifyoucouldgo backanddoitallagain?
IinitiallypursuedaBAinaccountancy,butI quickly realisedmypassionwasinbuilding relationshipsandengagingwithpeople.While myaccountancybackgroundprovidedvaluable skills,ImighthaveprogressedfasterifIhad recognisedmystrengthsearlier.
Myadvicetoothers?Explorewidely,and don’tfeelconfnedtotraditionalpaths. Careersareasdiverseasindividuals,andthe rightftmaybeoutsidetheusualoptions.
Haveyoudoneitallonyourown?
Absolutelynot.Myjourneyhasbeenshaped byworkingwithincredibleteams,learning frommentors,andgaininginsightsfrompeers andlifelongfriends.Oldfriends,inparticular, providehonest,freshperspectivesthatoften
proveinvaluable.Balancingadvicefromboth workandpersonalcircleshasbeenkeytomy growth.
Howwouldyoulikeyourbusinesstobe remembered?
IwantCIStobeknownasthedefnitive, trustedsourceforconstructionandland projectdata–globally,notjustinIreland. We aimtosetthestandardfor real-timeinsights thattransformhowtheindustryoperatesand plansforthefuture.
Whatadvicewouldyougivetoa20-yearoldyou?
Twokeylessons:First,learntopause. Takea stepbackinmomentsofpressureorconfict to refectbefore responding.Thisthoughtful approachcanturnemotional reactionsinto strategicdecisions.
Second,pursueworkthatexcitesandfulfls you.Successisn’tjustfnancial–it’sabout lovingwhatyoudo.Whenpassiondrives yourcareer,themotivationtoexcelcomes naturally. ■
Leaders in Business We speak to someof thoseleading the way across the NIeconomy
Sponsoredby
AndreaIuccilearnedoneofhis bestpiecesofadvicenotfromthe pharmaceuticalindustry,butfrom aMichelinstarchef.TheItaliannative andhiswifeElenawerehavingameal ata restaurantwhenthechefmetthem afterwardsandtoldhim:“’Andrea,the workIdoisnotsodifferentfromthe workyoudo.Itdoesn’tmatterhowmany customersyousatisfed,howmanymeals youinnovated,orevenhowmanystars youget.Itisalwaysthenextmealthat matters’.”ItwasametaphorthatAndrea tooktoheart:“It’snotimportantwhat youdointhepast.What’simportantis whatyouwilldointhefuture.”
Thismottowascertainlyapplicablewhen AndreajoinedNorbook,amanufacturerof veterinarypharmaceuticalsfoundedinNewry in1969byLordBallyedmond(EddieHaughey). InOctober2023Andreawasappointedchief executive, replacingLiamNagle.Itwasa yearofrisingbusinesscosts,stifedprofts, increasedcompetitionfromIndiaandChina, andstafflosses;atoughyearforNorbrook. Yet thefnancialyear2024 resultsfromNorbrook HoldingsLtd revealadramaticturnaround. Globalsalesofcustomerordersforthe secondhalfof2024wereup16%on2023, generatinganetproftincreaseof£5.3m. Andrea–whowasborninRome,Italy,and nowliveswithhisfamilyinAmsterdam–is delightedwiththe resultsbuthecreditsthe teamratherthanhisownleadershipskills. “Therewasamassiveamountofworkfrom everybodyinthecompany,tobehonest. I’mimpressedaboutthecommitment,the resilienceandthepassionhere.Ithoughtasan ItalianIwaspassionateuntilImetthepeople inNorbrook,Newry.Theyareverypassionate aboutwhattheydo.Therewasalotofwork behindthescenestoachievethisturnaround.”
AndreaIucci NORBROOK In2024,Norbrookappointedthreenew leadersandintroducedtwomajornew products,includingFelanormOralSolution,a liquidtreatmentforhyperthyroidismincats: thefrstproductofitskindtobeapproved bytheFederalDrugAdministration(FDA)in theUS.“Weareadvancingthedevelopment ofdifferentiatedgenetics,”Andreasays.“… whichwillgiveusthepossibilitytoaddvalue toanddifferentiateourselvesfromcompanies producinginIndiaorChina.”Thebusiness engagedinan£11mcapitalinvestment programme,includinga£2.5minKenyaand a£1.3msterileinjectablemanufacturing suite(forthemanufactureofproductsfor thetreatmentandpreventionofinfectionsin livestockandpets).
Andrea’sleadershipinpharmacompanies suchasAbbottandIDEXXbodedwellforhis tenureatNorbrook,butthechiefexecutiveis modestabouthispastachievements.“What Ileft[inthosebusinesses]ismoreimportant thanwhatIbrought.I’mnotthekindof personthathassuchastrongegotopretend thatIhavealltheanswersandthecapabilities tofx,solveordevelop.Icomewithquestions. Myonlytalentistofndpeoplewithtalentand putthemtogetherasaneffectiveteam.Ileave thecompanywithaleadershipteamthatis capabletodobetterwithoutmethanwithme. That’swhatI’mtryingtodoatNorbrook.”
Whatinterestedhiminthepositionat Norbrook?“Firstofall:thepeople.The peopleinthecompanyaretrulypassionate, committedandhardworkers.”Norbrookis alsoafamilybusiness.Andreahasexperience inthisfeld,havingpreviouslyledthefamilyrunSigma TauGroup– Avantgardeandits
portfolioofpharmaproducts.“Whenyouare incontactwiththepeoplewho(A)created thecompanyand(B)investeverydayinyour future,itbecomesmorepersonal.Amultinationalcompanymighthavemore resources andpeople,butafamilybusinesshasmore connectionwithpurposeandvalues.It’smore meaningful.”
Andreawasattractedtothe“strong entrepreneurialspirit”atNorbrook,instilled byhispredecessorLiamNagle.“Regaining thisentrepreneurialspiritwaspartofmy philosophy”.Thechiefexecutivespendsfour daysaweekintheNewryoffce,fyingback hometoAmsterdamonThursdayevening. Howwouldhedescribehisleadershipstyle? “I’mfascinatedeverytimeIattendbig congresseswhereleaderstelleverybodyhow complicatedandcomplexleadershipis.Iam anold-fashionedguy.Isticktosituational leadership,whichmeansyouneedtoadjust yourselftoeveryproject,everyperson,every situation. Youneedtoparkyouregoandtake astepback.Askyourselfthis:‘Whatisthebest styleaperson,companyorproject,needsfrom you?’”
Andreaconfessestohavingalotofdrive, ambitionandenergy.“Mymotheris83and stilldoinghydrospinningclassesfourtimes aweek.Igotmyenergyfromher.I’mfast paced.Byjoiningamid-sizedcompanythat competeswithmulti-nationalgiants,youneed tobeambitiousbecauseotherwiseyou’renot establishingtherightpositiontocompete withthem. Youhavefewer resourcessoyou needtobefaster,smarterandbolderthanthe others.”
Norbrook–betweenitscost reduction
LE ADER S IN BU SI NE SS
initiativesandenvironmentalambitions (thecompanyisontrackto receiveitsfrst environmental,social,andgovernance certifcation)–isalsobrimmingwithenergyas itturnsacornerinto2025.Andreaisnotblind tothechallengesthatstillfacetheindustry, though.“In2024,themicroeconomic conditions(A)havenotimproved and(B)sometimesdeteriorated, especiallywhenitcomesto supply,logistics,shipments.
It’snotsomethingthatis improvingatall.Butan amazingteam,especiallyin procurement,ismanaging tocontrolandnegotiate coststoouradvantage.”
Buttheopportunities ahead,hebelieves, outweighchallengesin the rear-viewmirror.
“I’mcommittedand focusedandwantto developateamand acompanythatwill thriveinthefuture. Thisisacompany withmorethan50 yearsofexperience andhistory.Ilike historybuthistory hastobe refreshed and renewed. You needtowritenew historyeveryday andthatiswhat wearetryingto do.” ■
LE ADER S IN BU SI NE SS
Peter Ringland THERINGLAND GROUP Ambitioniscertainlysomething whichisn’tlackingforPeter Ringland.
The35-year-oldheadsupahospitalityand propertygroupwhichcontinuestohaveeven biggerplansforBelfast,andpossibly,beyond.
“Ourambitionistodevelopandoperateat leastsixhotelsoverthenext20years,”hetold UlsterBusiness
He’smanagingdirectorofTheRingland Group,whichincludestwohotels–TheFlint andThe1852Hotel,threebars,AmeliaHall, TownSquareandSouthsideSocial,alongwith propertydevelopment.
“Iamluckyenoughtohaveanincredible seniormanagementteam,”hesays.“Ispend around40%ofmytimeoverseeingthe tradingbusinessand60%ofmytimefocusing onnewpropertydevelopment.
“Ihaveawifeandtwoyoung daughters,allofwhomIadore.My otherpassionsincludeclassiccars, travellingandbeautifularchitecture. MywifeandIarecurrently painstakingly restoringan1840s cottageinHolywoodandIamin themiddleofpainfully restoring avintagePorsche.
“Ibelievethathavinggood craicisanecessityinlifeand Ilovetosocialise.Iaman extrovertandabsolutely lovetosocialise.Ienjoy nothingmorethan eatinganddrinkingin
thesunwithgoodfriends.”
Afnanceandbusinessgraduate,who wasbasedinEdinburghandDubai,before returningtoBelfast,Petersaidhehas“never hadaconventionaljob”.
“Instead,IstartedoutwithasmallAirbnbstylebusiness,”hesays.“Ileasedlong-term apartmentsfromlandlordsandthen rented themouttotravellersonanightlybasis.My youngerbrotherandIsubsequentlyraisedthe fnancetobuyasmallstrugglinghotel,which wesuccessfully‘turnedaround’and rebranded asThe1852Hotel.Thebusinessgrewfrom there.”
Inthelastfewyears,TheRinglandGroup hasgrownbothits reach,investment,and workforce.
“Wehave160staff–morethan70have beenemployedforourlatestdevelopment AmeliaHall,”hesays.
“Wehaveinvested£5moverthepastthree yearsandhaveplanstoinvestafurther£10m overthenextthreeyears.
“Wearecurrentlyintheplanningprocess foranadditional60hotel roomsandanew rooftopbarforTheFlintHotel. We arealso activelylookingforanew renovationprojectin TheLinenQuarter.”
Lookingatthehospitalitysector–one whichhasstruggledwithapandemic,rising costs, rentandrates,andarguablyanunfair taxlandscape–hesaysthelocalsceneis“full ofbrilliantoperators,whichmeansthatthe competitionisstrong”.
“Youneedtobeconstantlyinnovatingand
pushingforwardtocompete,”hesays.The competitionmakesitanexcitingindustrytobe involvedinandalsodrivesupqualityforthe customers.
“Weconstantlypushtheboundarieswith ourmarketingcampaignsandareinthe processofimplementingleanmanagement practicesacrossthebusiness.
“Themajorbarrierthatwefacerightnow istheproblemswithNIwater.Decadesof underinvestmentinourinfrastructurehasleft uswithanoldandoutdatedseweragesystem inBelfast.
“Thismeansthatevenwhenwejump throughallthehurdlesforanewdevelopment includingplanningpermission,itcan sometimesbeimpossibletobuildoutdueto thelackofsewerageprovision.Thislackof infrastructureis reallystifingdevelopmentin Belfastcitycentre.”
Turningtohisownstyleofmanagementand leadership,Petersays“Ibelievethathaving goodcraicisanecessityinlife”.
“Ibelievethatifweensurethatourstaff areenjoyingtheirworkandhavingfun,we’ll getthebestoutofthemandinturn,the customerswill receivethebestproductor service.
“Myjobistoensurethatthe‘rightpeople’ areinthe‘rightseats’andthentohavefaith inthemtodeliverineachoftheir respective specialities.InanSME,youtendtowantto overseeeverythingpersonally,butthisisabig inhibitorofgrowthsoitisessentialtoletyour staffhavespacetoshine.”
Fiona Bennington CATALYST FionaBenningtonhashad a diverse andvariedcareerpathonwards toher rolewithCatalyst – from productengineertoentrepreneur
“I’vealwaysbeeninspiredbythe transformativepowerofideas – theway a singleideacanrippleoutandchangemillions oflives,”shetells UlsterBusiness
“Thatbeliefinthepowerofdesigntomake a realdifferencehasshapedmycareer I’ve developedassistivetechnologiesforchildren withspecialneeds,anti-suicidebeddingfor hospitals,andwaterdistributionequipment forcharitieslikeOxfamand Trocaire.
“I’vealsostartedthreeverydifferent ventures.Duringthepandemic, I co-founded HeroShield, a not-for-proftconsortiumof thirtycompaniesacrossIrelandthatproduced PPElocallyanddistributeditforfree. I launchedHug WearableHeatpack, a product designedtohelpmanageperiodpainand backpain. I alsorunmydesignconsultancy, NuliDesign,whichsupportsindividualsand organisationsinturningimpactfulideasinto reality.”
Catalystisnowhometomore than140 innovativecompanies,withtheorganisation itselfboasting a teamof50staff– helping supporthundredsofothers.
“WhatsetsCatalystapartisitscommitment todiversityandaccessibility,”Catalyst’s directorofentrepreneurship,says.“We’re workingwithover60partnersacrossthe public,private,andeducationsectorstocreate pathwaysintoentrepreneurshipforpeople whomayneverhavehadaccessbefore.
“By2035,weaimtomakeNorthern Ireland oneofthetopthreeUK regionsforinnovation drivenenterprises,butequallyimportant,we
wantthisecosystemto refectthediversityof oursociety
“Thisworkmattersdeeplytomebecause oftheimpactithasonpeople’s lives.When weopenthedoorfordiverseentrepreneurs – thosefromdifferentgenders,ethnicities, geographies,orsocio-economicbackgrounds – we’re notjustcreatingopportunitiesfor individuals;we’re building a bettersociety Theentrepreneurswesupporttodaywill solvetomorrow’s biggestchallenges,andthe ideathat I canplay a roleincreatingthese pathwaysiswhatmakesmyworkatCatalystso meaningful.”
Ontheentrepreneurialandbusinessstart-up landscapehere,Fionasaysthathavingthe chanceto“peakbehindthecurtain”highlights that“there’s somuchtobeexcitedaboutin Northern Ireland”.
“In recentyears,this regionhasbecomean increasinglyvibrantanddynamicplacetostart a company,”shesays.“Theentrepreneurial energyhere ispalpable,andwe’re seeing a real surgeinearly-stageactivity
“Thisgrowthisbeingdrivenby a combinationoffactors:theworld-classtalent emergingfromouruniversities,thewidespread availabilityofsupportprogram,andthe collaborativenature ofourecosystem.Across sectorsliketech,healthcare,cyber-security, andadvancedmanufacturing,Northern Ireland isbecoming a hotbedforinnovationand ambition.Covidcreated a surgeofearlystage entrepreneurshipwedidnotexpect.
Andonthechallengesfacingthetechsector, andthewiderbusinessenvironment,Fionasays Northern Irelandstrugglestakingfrmstothat nextlevel,asanecosystem.
“Thechallengeisn’t justatthelaterstagesof
growth;itoftenbeginsrightatthestartofthe entrepreneurialjourney,”shesays.“Perhaps duetoournativeculture manyentrepreneurs don’t startwith a globalcommercialfocusfrom theoutset,whichlimitstheirabilitytothinkand actatthescale requiredforsignifcantgrowth.
“We alsoseegapsincommercialleadership, with a shortageofexperienced‘beenthere donethat’leaderswhocanguidebusinesses throughscalingandinternationalexpansion. Thisisespeciallycriticalinsectorslikelife sciences,where expertiseinenteringglobal markets,suchastheUS,canmakeorbreak a company’s trajectory Accesstofundingand investmentisanotherkeybarrier Accessto fundingandinvestmentisanotherkeybarrier.”
Andonherownworkandstyleas a leader, Fionasays“leadershipformeisaboutcreating a culture where boldideas,collaboration,and learningthrive”.
“It’s aboutshowingtheteamwhat’s possible, encouragingexcitementandjoyaroundthe impactofourworkandempoweringthemto believethattogether, wecanachieveit,”she says.
“AtCatalyst,oneofourcore valuesisto beboldandtakeonchallengesthatmight seemdauntinginordertoachievebigthings. Thisvalueiscentraltohow I leadtheteam. I encourage a culture ofambitionandcalculated risk-takingbecause I believeit’s theonlyway todrivemeaningfulprogress. We support ourteamintryingnewthings,knowingthat sometimesthingswon’t goasplanned – but that’s partofthelearningprocess,andit’s essentialforgrowth.Myentrepreneurial background reinforcesthisapproach,as I’veseenfrsthandhowinnovationandfree experimentationgohandinhand.” ■
Ruth McGuinness KAINOS ForRuthMcGuinness,artifcial intelligence(AI)willmoveusall towardsan‘agentic’futurewhereby wespendlesstimegluedtoourdesksand moretimewithcolleagues.
Sheheadsupateamof200attechnology servicegiantKainos–and remainsoneof theleadersinthefeldofAIhereinNorthern Ireland,asheadofdataandartifcial intelligence.
“KainosisworkingtoembedAIinto everythingthatwedo,creatingsolutionsthat enableusandourcustomerstoworksmarter, notharder,”shetells UlsterBusiness.
“Forexample,AIcopilotsandagentic systemsarealreadytransformingour workfows,automating routinetasks,and freeingupourteamstofocusoncreativity, collaboration,andstrategicdecision-making.”
Kainosisnowagrowingbusinesswitha hugeworkforceofmorethan3,000,andis currentlybuildingitsnewheadquartersonthe DublinRoadinBelfastcitycentre.
Someofthekeyworkitsdoingin regards toAIinvolveshelpingtheMinistryofDefence establishtheDefenceAICentre,alongwith developingethicalAIprinciples.
“Oneofthebiggestshiftsinthetechnology landscapeistheunderstandingthateveryapp willnowbeanAIApp,”shesays.
“MuchofourworkinKainosinvolves transforminglegacysystems,aswellas buildingnewapplications,andweare achievinggreaterimpactthroughtheinfusion ofAI-by-default.ByadoptingAItechnologies, particularlyadvancementslikegenerativeAI, agenticAI,andautonomoussystems,we areabletoenhancepersonalisation,improve effciency,andenableentirelynewwaysof
solvingproblemsforourcustomers.
“Workforceswillexperiencebothdisruption andopportunityintheageofAI.Repetitive andmanualtaskswillbeautomated,leading toadeclineindemandforcertain roles. However,thiswillalsocreateasurgein demandfornewskillsetsand roles,inKainos thishasincludedAIethicsspecialists,AI engineers,datagovernanceprofessionals,as wellaslowcodeandcopilotexperts.
“Workerswillneedtoadapttonew technologiesbyacquiringdigitalandAI-related skills.Lifelonglearningwillbecomeanecessity, andorganisationswillneedtoinvestheavily intrainingtheirteamstoworkalongsideAI systems.”
RuthgrewupinBelfast,andwas recently namedMicrosoftIreland Womanofthe Year 2024–aswellaspublishingherfrstchildren’s book.
“I’vespentmostofmycareeratthe intersectionoftechnology,leadership,and innovation,”shesays.
“MyfocushasalwaysbeenonadvancingAI whileensuringitalignswithsocietalvaluesand regulatorystandards.
“PriortoKainos,Ibuiltastrongfoundation intechnologyleadership.Ispenttheformative yearsofmytechnologycareerat Tascomi Ltd,alocalcloudsoftwarescale-upand homegrownsuccessstory,eventuallyserving ontheboardofdirectorsandexitingpriorto thecompany’sacquisitionbyIdoxplc.Pursuing astrongpersonalinterestinAI,Itookupan emergingtechnology roleatPwCNI,leading theoperationaltechnologyteam,which eventuallybecametheAdvancedResearch andEngineeringCentre(ARC),ajoint research partnershipbetweenQueen’sUniversity
Belfast,UlsterUniversityandPwC.”
Lookingatthe roleAIwillplayhere,Ruth saysitwill“notjust reshapeworkforces–it will redefnehowwethinkaboutworkitself”.
“Whilesomejobswilldisappear,wecan becertainthatmanymorewillevolve.The keyliesinpreparation–equippingindividuals andorganisationstoadapttothisnew reality responsiblyandsustainably.Governments, academicinstitutions,andindustriesmust collaboratetoensurethatasAIbecomesmore centraltoourlives,itcreatesopportunitiesthat benefteveryone.”
AndonthechallengesfacingNorthern Irelandanditstechsector,shesays“oneof themostpressingissuesistheshortageof specialisedtalentinfeldslikeAI,datascience, andsoftwareengineering”.
“WhileNorthernIrelandproduces exceptionaltechgraduates,manyaredrawnto largermarketssuchasDublin,London,orthe US, resultingina‘braindrain’.
“Althoughthere’sstronginterestin technologycareersinschool-agedpeople, gapsinadvancedtrainingandupskilling opportunities–particularlyincutting-edge areaslikeAIandmachinelearning–are limitingthe region’sabilitytomeetgrowing demand.”
“Turningtoherown roleasaleaderin business,shesays:“Asayoungwoman andamother,myapproachtoleadershipis deeply rootedinempathy,collaboration,and authenticity.Ibelievethateffectiveleadership isaboutcreatinganenvironmentwherepeople feelempowered,valued,andsupportedto reachtheirpotential–bothprofessionallyand personally.
“Aleadershiplessonthatmymumtaught
meearlyinmycareerwastosurround myselfwithpeoplewhoaresmarter thanme–andtoletthemgeton withit.That’samantrathatIhave alwaystriedtofollow.Itrustmy teamandimportantly,givethem theautonomytotakeownership oftheirwork.Iencourage creativityandproblem-solving, ensuringeveryonefeelsconfdent contributingtheirideas.”
“Iseemy roleasaleaderas notjustaboutguidingoutcomes butalsoaboutmentoringand growingfutureleaders.
“Ultimately,Ibelieve leadershipisaboutleavinga legacy–notjustthrough results, butthroughthepeopleyou inspire,theopportunitiesyou create,andthecultureyou cultivate.” ■
LE ADER S IN BU SI NE SS
Ivan Ryan LIDL NI IvanRyanhasbeenworkingwithGerman discounterLidlforthelast17years–holding arangeoftoppostsduringthattime.
Andinthose17years,thesupermarketchainhas expandedsignifcantlyhereinNorthernIreland.It nowhasafootprintof43storesinNI,employing some1,300people.
“Myexperienceacrossdifferentareasofthe businesshasgivenmeasolidfoundationtoleadin amarketasuniqueasNorthernIreland,aswellasa deepunderstandingandappreciationforthewide rangeofskillsandexpertisethatcontributetoour success,”hetells UlsterBusiness
“I’vebeenwithLidlforover17yearsnow,and duringthattime,I’vehadtheprivilegeofworking acrossdifferentmarketsinavarietyofsenior roles acrossHR,salesandoperationsandfnance.
“Priortotakingonthe regionalmanagingdirector roleinAugust2023,IwasseniordirectorofITand chiefinformationoffcer.
“Myexperienceacrossdifferentareasofthe businesshasgivenmeasolidfoundationtoleadin amarketasuniqueasNorthernIreland,aswellasa deepunderstandingandappreciationforthewide rangeofskillsandexpertisethatcontributetoour success.
“Alongtheway,I’vealsohadtheopportunity tobuildstrong relationshipswithcolleaguesacross everyareaofthebusiness,whichhasbeenhugely rewarding.”
Lookingatthe retailmarkethere,Ivansays NorthernIrishconsumers“areknownforbeingboth savvyandvalueconscious”.
“We’veendedtheyearwith43storesinNorthern Ireland,whichthroughoursupplychainsourcing willequatetoatleast£10mspentineachofthe 11councilareas,aswellasanimpressive6,900 jobssupportedindirectlyandover1,300direct employees.
“OurlatestSupplierandBusinessPartnerImpact
Report,publishedinNovember,highlightsLidl’s commitmenttosupportingourentirenetworkof morethan60localagri-foodsupplierstogrowand developbyshowcasingtheverybestoftheirproduce athomeinNorthernIreland. We procuredmore thanhalf-a-billionpoundsfromlocalsuppliersand businesspartnersinthe regionlastyear,and£404m worthoflocallysourcedgoodswereexportedtoLidl storesacrosstheglobe.
“We’realsocommittedtosupportinglocal suppliersandproducers–these relationshipshave beenfundamentaltooursuccessinNorthernIreland.
“Thereisalsoastrongemphasisonsupporting localproducehere,andthat’ssomethingwe’ve embracedwholeheartedly.”
Onthewiderindustrychallenges,hesaysBrexit andsupplychaindisruption remainpartofthat.
“The retailsector,especiallyin recentyears, hasfacedmanychallenges,fromBrexittosupply chaindisruptionsandtheever-evolvingneedsof consumers,”hesays.
“Ongoingchallengesexistfromclimaterisksto labourshortages,challengeswhichwewilltackle headonwiththe robustplansandprogrammeswe haveinplaceacrossthebusiness.”
Andonhisownleadershipstyle,Ivansays“great businessesachievesuccessbecauseofthecumulative effortsofhighlymotivatedanddriventeams”.
“Iliketosurroundmyselfwithpeoplewhoare motivatedtobethebestandthengivethemthe platformtosucceed,”hesays.
“Beingtherewhensupportisneededbutalso knowingwhentostepbackandallowteamsto growisimportantforlongtermsuccess.
“Finally,cleardirectionandclarityofvisionare extremelyimportantforaneffcientteam–onceyou establishanenvironmentwiththesekeyelements yourpeoplewillsurpriseyouagainandagainand yourbusinesswillthrive–there’sgreatpleasurein watchingthatgrowth.” ■
EamonnDonaghy HNH Whilethere remainbusiness challengesoutthere,fromthe outworkingsofBrexitanda post-pandemicenvironment,theymay seemlesschoppywaterstonavigate comparedto30yearsago,saysEamonn Donaghy.
TheBelfast-borncharteredaccountant andtaxadviserhasbeenworkingacrossthe sectorshereformorethanthreedecades,and isnowexecutivechairmanwithHNH.
“WhileIamstillspendingalotofmytime advisingmyclients,inmy roleIamassisting mycorporatefnancecolleaguestosource, resourceanddeliveroursuiteofservicesin corporatefnance,M&Aandtax,”hesays.
HNHhasoffcesinBelfastandEdinburgh withplansforexpansion.Itcurrentlyhas30 membersintheteam,withthatexpectedto riseto40inthenextyear.
“Whileitmightseemstrangetosayfora 30-yearveteran,everydayisstillalearning dayandespeciallysointhedynamicandever changingworldoftax,”hesays.
“Asacorporatefnancehouse,weare involvedinamultitudeofmergerand acquisitiondeals,duediligenceexercisesand familywealthplanningadvice.Everydealor transactionisdifferentandthecomplexity oftheUKtaxsystemmeansthatwehaveto considereachtransactiononacase-by-case basis.
“Icomeintotheoffceeveryday–Iama bigadvocateofbeingintheoffceasitgreatly enhancescollaborationandlearning,thatyou justdon’tgetfroma Teamscall. Togetherwith mycolleaguesweprovidetaxadvisoryservices
toourclientsonanenormousarrayofboth commercialandtechnicalmatters.”
Lookingatthecurrentbusinesslandscape here,intermsofbothbusinessgrowthand entrepreneurship,Eamonnsays“Icansaythat entrepreneurshipinthispartoftheworldis notonlyaliveandwellbutisthriving”.
“Thebusinesscommunityherehashad ahistoryofnotonlydoingwellinadverse situationsbutinmanycasesgoingoutand takingontheworldandwinning,”hesays.
“Whilethecurrentpost-Brexit,post pandemicandpostinterestratespikeis lookingfatattheminute,thesemayseem lessofanissuewhencomparedtowhatthe businesscommunityof30yearsagohadto faceandyettheymanagedtonotonlysurvive butalsotogrow.
“Iamveryblessedto regularlymeetsome ofourmostsuccessfulentrepreneurswhoare lookingtoeithergrowtheirbusiness,pass itontothenextgenerationorevensellon. Theirsuccessisdemonstratedbythevalue thattheirbusinessesareworth,thenumber ofpeopletheyemployorbytheirexpansion plans.
“Ofcourse,itwouldallbeeasierifinterest ratesfell,taxrateswere reducedandthere werenoborderchecksandforms,butthat allsaid,timeandagainbusinessesherehave overcomeamyriadofproblemstosuccessfully growandexpand.Idon’tseeany reasonwith thiscan’tcontinue.”
Onthebarriersandchallenges,however, hesayswhileNorthernIrelandboastsaraft ofgreatentrepreneursandbusiness–westill don’thaveenoughofthem.
“Asaformerseniorpoliticianusedto regularlytellme,NorthernIrelandhassome greatbusinessesandentrepreneurs,butit justdoesnothaveenoughofthem,”hesays.
“Ithinkthatisstillthecasehere. We are stilltoodependentonthepublicsectorand theimpactofhavingnolocalgovernment forseveralyearshassignifcantlystuntedthe growthpotentialofthelastdecade.
“TheimpactofBrexithasledtoa forestof regulationsandformsthathas causedsignifcantupsetandunduecost–irrespectiveofyourviewonwhetherBrexit wasneededornot.Havingsaidthat,thereis stillagreatopportunityforbusinessesbased here. We haveafootinbothcampsand whilstweavingthroughthebureaucracyis noteasy,businesseshereshouldtrytomake thebestofbothmarkets.”
Turningtohisownmanagementstyle, Eamonnsays“leadershipisnoteasy”.
“Theoldsayingofleadingbyexampleis amaximIhavetriedtofollowmostofmy career,”hesays.
“However,Ihavealsolearnedthat empoweringyourteamtotake responsibility andgivingthemtheeducationandtoolsto succeedisthebestwaytodevelopnotonly theindividualbutatthesametimegrowand expandthebusiness.
“Self-assessingyourownmanagement styleisalwaysadangerousthingtodo. However,despitebeinginaleadership role forover25years,I realisethatjustassoonas youthinkyouhaveeverythingundercontrol, thegoalpostsmoveandyouhaveto refocus andpivot.” ■
EUROSPARNIcelebrates 25yearsrevolutionising communitysupermarkets WhenthefrstEUROSPAR supermarketsopenedin January2000,theconceptof alargeformatstorenestledintheheart ofcommunitieswassomewhataliento NorthernIreland.
Itwasn’tlongafterthearrivalofthe multiplebrands,whichopenedoutoftown superstores,buttheyweren’tclosetohome, andthatiswhereEUROSPARNIstoodout.
Thebrandbroughteverydayessentialsand keyservicesunderone roofbut,crucially,right onshoppers’doorsteps. Today,thereare90 EUROSPARsupermarketsinNorthernIreland, withthebrandmakingsuchanimpactthat manySPARbrandedstoreshaveexpandedand rebranded.
PatrickDoody,salesandmarketingdirectorat HendersonGroupwhichownsthe retailbrands inNorthernIreland,said:“Thereis roomand anappetiteforbothbrandshere,andour SPARstoreshavealsobeenincreasingtheir footprint,withmanyofourindependentstores keentoofferevenmoreproductsandservices underourpopularsymbolbrand.”
Most recently,The WallGroupintroduced aEUROSPARsupermarkettotheirportfolio ofSPARstores,followingsuitofmanyother independents.
Thegrowthofthebrandinthepastfve years,sincethepandemic,hasseenasteady riseinnumbersofthelargeformatstores openinghere,MrDoodysaid.
“In2020,therewere68EUROSPARsin NorthernIreland. Today,wehave90,madeup of35independentand55company-owned stores.
“Covid restrictionsmeantmoreshoppers werediscoveringwhatweoffered.They realisedwestockedamajorityofwhattheir usualoutoftownsupermarketmayhave, evenmatchingtheirprices,butatthattime,
consumersweren’twillingtostraytoofar.They alsoknewtheirlocalstoreownersandteams asthey’reallrunbylocalpeople.”
TheMcVeighfamilyopenedtheir Warrenpointsupermarketin2000,thefrst independentEUROSPARtoopenhere.It continuestoberunbythelateDesMcVeigh’s wife,FrancesanddaughterPaula,alongside long-termstoremanager,Brian.
Francessaid:“Itwasaveryproudmomentto openourstore,andI’mdelightedtosaythat wehavebeenthrivingeversince,consistently investinginourstaffandstore,upgrading, renovatingandengagingpositivelywithour localcommunity.”
Overthepastquarter-century,EUROSPAR hasnotonlybecomeahouseholdnamebut hasplayedapivotal roleintheevolutionof
communitysupermarketsinNorthernIreland, andnow,HendersonGroupislookingtowards thenext25years.
“EUROSPAR’ssuccessis rootedinitsabilityto adaptandgrowwhilestilldeliveringonitscore missionofprovidingvalueonthedoorsteps ofourshoppers,whilestayingconnectedto localcommunities”,MarkMcCammond, retail directoratHendersonGroup,said.
“Throughoutourcompany-ownedstores,we arefocusedoninnovationandsustainability, buildingstoresthatnotonlyservethe region fortoday,butwillbethereforthefuture.In thepast25years,wehavegrownourlinks withlocalsuppliersandnowover75%ofour freshfoodissourcedfromlocalproducers. We arecommittedtomakingapositivelocal impactforthenext25yearsandbeyond.”
HelenandGavan WallofThe WallGroupopenedtheirfrstEUROSPARinSeptember2024
Review: Nellie Rua’s is a cosy spot with friendly staf… shame about the music JohnMulgrew paysavisittoNellieRua’s inBallycastleforsomeheartylateafternoon autumnalgrub…buthopefullysomeone updatestheSpotifyplaylistforthenextvisit
What’soozingoutofthe PA inthis welcominglittlecoastalpubon anippyautumnalafternoonis thevery reasonIspentmyformativeyears explainingwhatImeantbycountrymusic –andwhyIenjoyedit.
Idon’tquiteknowhowtodescribeit.Ithas someoftheartifcialvocalisedfalseperfection ofoverwroughtchartdrivel,atouchofthe traditionalthemesbywhich‘countryand western’usesasbricksandmortar–loves lost,yourfavouritetruck,ordrinkingtoo muchhooch,forexample–butlacksanything resemblinggenuineness,anddepth-wise doesn’tgetpastthefrststepoftheshallow endofthechildren’spool. Townes VanZandt, thisisnot.
Thispseudo-countrypopwhineslikea rumblyairconditioningunit,itmurmurs,and itneverseemstoend–Ican’tdecidewhether it’saSpotifyplaylistoracontinuousplaydigital radiostationfromthedepthsofhell,bypassing acoupleofthesouthernstates.GuyClark,this isnot.
Theauditoryexperiencedidnotquell
thisafternoonpubgrubexperience–but itcertainlyaddedsomethingofalasting memory.
Ballycastlehascementeditselfasabolthole forus,nowandagain,overthelastfewyears. Igrewupjustafewmilesdownthe road,and manyfriendsstillcallithome,butdespiteits degreeoffamiliarityitstillfeelslikesomething ofalittlecoastaloasiswithlessofthedense seasonalpopulusofPortrushbutwithenough characterandhospitalitytokeepacoupleof adultsandtoddlerentertainedforacoupleof days.
Ofcourse,weatherplaysitsownpart.On thislateautumnafternoon,rainwasfrmlycast inthelead role.
NellieRua’s,whichsitsintheheartofthe town,wasformerlytheCentralBar(the receipt stillsportstheoldname),beforeitsname changeand rebrand.Outside,theoncemuted darkandcreamexteriornowsportsboldblue andyellowlivery.
Themenuitselfhasasub-brandof‘Ma Nellie’s’.Incaseyou’rewondering,yes,you willseelotsof referencestosaidbranding
Pilpilprawnsand goatcheesebon bonsatNellieRua’s
throughoutthemenu.
I’mnotentirelysurehow‘Ma’sgoatcheese bonbons’differfromthoselackingmatriarchal ownership,buttheyarriveaschunkylittleballs dottedaroundmixedleavesandtomatoes—a crispexteriormakingwayforsomemildfunk fromthesoftcheese.
‘Ma’makesnofewerthan19appearances onthemainmenualone.Doesitgettiring? Yes.Asizeableportionofchilli-ladenpilpil prawnsarrives,swimminginaheftypoolof dairyfatandgarlic.
Theyarelikelynotoftheseshores,buthave
adecenttextureandbenefitfromaheavily seasonedfattybrothsittingbeneath,bumping upthosesavourynotes.
Theaccompanying‘charredbread’forgoes 50%ofitsmoniker.It’sallabitpallid,butit doesthejobinsoakinguptheseaofslightly fiery,salty,garlic-heavybutter.
Theotherhalf ’s musselsfeellikeasolid choice,andarepepperedwithlittlepocksof allium.
Otherpubbistrostaplesmakethemenu –fishandchips,burgers,a roastoftheday, lambshank,andduck.
Thelittlemangetsanextensiveplateof chickennuggetsandthinfries.Thenuggets appearhomemade,fromwholechicken breast,ratherthananemulsifiedextractionof somethingnolonger resemblingpoultry.
He’smorethancontent.Thatwillchange, however,asthe restlessnessemerges.
Inside,NellieRua’sisafairlyprettylittlespot. There’slotsofwood,pub-relatedparaphernalia inandaroundthebarandwalls.It’sacosy spotdownstairs–amainbartotherightwith someseating,afewbanquettestotheleftand thenasmallstaircaseinthemiddlebringing
youtothemaindiningarea.
Ofcourse,therearedistractions–thoseof whichthebarhasnocontrolof.Themajority ofthesecentrearoundasmallmanwhois determinednottostayseated. Throughoutthelateafternoon,it’s continuallyconvivial–friendlystaffareon handtohelpoutandfailtoleaveyouwanting. TheGuinnessisadecentdrop,andcomes inat£4.60–apricewhichwouldmakemany citycentrepublicansblush. We’reinatough placeasasector,but£7foraplasticcupof poorly-pouredstoutisn’tgoingtofixthat. ■
Howisbusiness?
Businessisgood.BazaarvoiceBelfast hasgrownto120peopleacross product,design,engineering,anddata science,andwearecontinuingtogrow ourteam.Forthosewhodon’tknow us,Bazaarvoicegathersanddisplays authenticuser-generatedcontent (UGC),connectingbrandsand retailers tocustomervoices.
Strategicallylocatedbetweenour offcesin TexasandIndia,Belfastisa keyinnovationhubforus,leadingthe architecturaldirectionofthecompany throughourprincipalengineering community,drivinginnovationthrough ourAIcentreofexcellenceandour productinnovationlab.
Belfastisalsoagreatbaseforevents likeourBazaarvoicegloballeadership summits,whereourseniorleaderscan getafeelforthevibrantNItechscene. We are proudtohelpputBelfastonthemap.
OFTHE Entrepreneur Month Howdidyougetstartedintheindustry?
I’vebeenwithBazaarvoicefornearlyfve years,butmypassionfortechnologybegan atStLouisGrammarSchool,Ballymena. There,aninspirationalfemaleteacherwho taughtmecomputersciencesparkedmy interestintechnology.Thisearlyexposureto programminglaidastrongfoundationformy universitystudiesandwithsofewfemale role modelsinthetechsector,thisamplifedmy drivetosucceedevenfurther.
IstudiedcomputerscienceatQueen’s UniversityBelfast,spendingmyplacementyear withCompaqinGalway.Aftercompleting mydegree,IworkedinLibertyITwhereI workedacrossmultiplebusinessunits.Iloved experimentingwithnewtechnologies,and itwasherethatIdevelopedadesiretowork inaproduct-focusedorganisation–like Bazaarvoice.
Typically,whoareyourclientsor customers?
We partnerwithadiverserangeofglobal customersincludingwell-knownnameslike Walmart, Targetand L’Oreal.Closertohome weworkwithfamiliar retailersandbrands
suchasArgos,Sainsbury’s,andDyson. Intoday’srapidlychangingmarket,Gen Zisinfuencingshoppingbehaviour.There isashifttowardssocialmediaasasearch tool,andpersonal reviewsplayakey rolein consumerdecisionmaking.Ourcommitment toauthenticityunderpinseverythingwedo, ensuringoursoftwareestablishestheseclient andconsumerconnectionsinatrustworthy manner.
Doyouenjoywhatyoudo,andwhatin particular?
Yes,IgenuinelyenjoywhatIdo.Ileadan exceptionalteamthatleveragetechnologyto solve realproblemsforourclients.Thegreat partnershipwehavewithclientshelpsusfully understandtheirchallenges,andtobepartof drivingpositiveoutcomesgivestheteamgreat pride.
Eventhoughwearepartofalarger organisation,ourBelfastoffceenjoysa signifcantdegreeofautonomy.Ibelievein empoweringeveryteammembertocontribute toshapingoursoftwaresolutions,andby doingso,theBelfastteamisdrivingsignifcant
successforBazaarvoice.
Whatisthemostdiffcultpartofyourjob? Themostchallengingaspectofmyjobis ensuringwehavetherighttalenttomeetthe needsofourindustry.Whilewearefortunate tohavetalentedindividualsandhave retained them,navigatingabusyandcompetitivejob market remainsachallenge.
To dealwiththis,weprioritisedeveloping outstandingtechnicalskillsandcreatingan environmentwhereoursoftwareengineers thriveandexcel.Throughinitiativeslike ‘ThinkingThursdays,’wherethereareno scheduledmeetings,ourteamhasdedicated timetoenhancetheirtechnicalexpertise.
Whatarethechallengesfacingyoursector andtheeconomyingeneral?
TheriseofgenerativeAImarksthemost disruptivedevelopmentindecades.Whilethis presentsexcitingopportunitiesitalsocreates issuesaroundtruthandtrust.Theongoing innovationatBazaarvoiceaimstostrikea balancebetweenleveragingAI’scapabilities andensuringcustomersaccessauthentic reviewstheycantrust. ■
BronaghGaillard Bazaarvoice
Ones to Watch UlsterBusiness showcasessomeofourup-and-coming entrepreneurs andleaders of the future
Charlotte Dixon ELEPHANTROCK Whatdoesyourcompanydoandwhat roledoyouplay?
We areafamilyowned18bedroomboutique hotelintheheartofPortrush.Thepropertyhas stunningseaviews,brightandboldinteriors, fantasticcocktailsanddeliciousfood.Iam themanagingdirector–myday-to-dayis veryvariedbutmymainfocusisoverseeing, developingandelevatingthebusiness.
Howdidthebusinessstart?
IhadmovedhometemporarilyduringCovid andwasoneofthe‘workfromhomebrigade’. MymumandIweretoldaboutaproperty goingupforsaleandwereconvincedtotakea lookatit. We loveinteriordesignandmymum almostalwayshasaprojectonthego. We fell inlovewiththebuilding.
Whatisyourownbackground?
Ihadstudiedchemistryatuniversityandstayed ontocompleteaPhD.Ithenworkedfora scientificpublisher.Thisnewcareerpathto hotelierhasbeenatotalbutvery refreshing change.Thereareelementsofmypast experiencesthatImissofcoursebutIloveto meetnewpeopleandIthinkthehotelbrings joytosomany,whichmakesitvery rewarding. Ilovetheteamwehavebuiltupandwhatwe areachievingtogether.
Whatareyouruniquestrengths?
IwouldsayIamempathetic–itisimportant to relatetocustomersandstaffandknow howtogetthebestfrompeopleorhelpthem whentheyarenotattheirbest.Iamgenerous, whichhelpswithrunningthehotelasitcan
getinyourwayifyouarefocusedsolelyon revenuegeneration.
Whowillbeyourmaincustomers?
We haveawiderangeofcustomers,whichis a realhonour. We haveeveryonefromgolfers, tocouples,tofriendsgoingontheirannual tripawaytogether–allagerangestoo. We definitelyhavea romanticvibeduetoour locationandthe romanceoftheCauseway Coast.
Howdoyouwantthebusinesstogrow?
Iwouldlikeustokeepelevatingouroffering andhostinguniqueeventsmakingElephant Rockthego-todestinationonthenorthcoast. We havebeenveryfortunatetohave received somefantasticawardsinourfirstthreeyears. Thisyearwewonseveralawards.Ithinkitis aboutunderstandingwhatyouruniqueselling pointsareandfocusingonhowyoucancreate aspecialstayforthecustomer.
Whatchallengeshaveyoufacedsofar?
Thebiggestchallengewasprobablytaking onapeople-management role.Whenyouare doingadoctorate,youareveryself-managed andthereisanelementofcontainment.I foundithardtodelegateinthebeginningand alsodealwithissueswhenpeopleweremaybe notperformingasIneededthemto.
Whoorwhatmostinspiresyou?
Mymuminspiresmeasshehasthekindest heartandisthemostgenerouspersonIknow. IthinkIgetmyempatheticcharacterfrom her.Mypartnerisalsoisverykindandjust amazing,havinghiminmylifemakesmewant tobebetter.AndBeyonce–Igrewupwithher music.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
Ithinkwewillbegoingfromstrength-tostrength.Iwantustohavegrowninsome way–beitinsizeor reputation.Someone recentlytoldme,‘thinkaboutwhatyoudo wanttohappen,not‘whatyoudon’twant’.I amallaboutgoalsettingandwanttofocuson thelevelofservice,keepingourfriendlyfeel, anddeliveringexcellentfoodandcocktailsina relaxingatmosphere. ■
ON ES TO WAT CH
John McAreavey CLEARHILL Whatdoesyourcompanydoandwhat roledoyouplay?
Clearhillpartnerswithshoppingcentres toprovideleisure,amusementandservice vendingproductsthroughourFunHubbrand, aswellasprovidinggiftcardsolutionsthrough ourClearGiftbrand,enablingshopping centrestooperatetheirownprivatelabelgift cardprogram.Asadirectorinthebusiness, alongsidemybrotherBrian,Iruntheday-to -dayactivityaswellassettingthestrategic visionforthecompany.
Howdidthebusinessstart?
Thebusinesswasfoundedin1992bymy fatherBrendanwhostillworksinthebusiness today.Dadhadalwaysbeeninvolvedinkids entertainmentbusiness,havinganoutdoor gamesbusinessandalsoIreland’sfrstsoft play,IndianaLandinDundonaldIceBowl.An opportunityarosetosupplykidsridesinto CastleCourtShoppingCentrewhenitopened over30yearsago,whichiswhentheFunHub brandwasbornandthebusinesshasgrown fromthere.
Whatisyourownbackground?
I’magraduateofQueen’sUniversity, studyingbusinessmanagement,Ithen pursuedCharteredAccountancy,following
qualifcation,IjoinedClearhillin2011.Ilove business,andhavea realpassionforsolving problems.
Whatareyouruniquestrengths?
IbelieveI’magoodcommunicatorandcan organiseteamsandstructurewell.Thisis really importantwhentryingtoscalethebusiness. I’mveryproudoftheLeanstructurewehave inplaceatClearhill,inspiredbythe‘2-Second Lean’approachdevelopedbyPaulAkersin theUS.
Whowillbeyourmaincustomers?
We partnerwithshoppingcentresandgrocery storesallovertheUKandIreland,with430 locations.SoataB2Blevel,ourcustomersare landlords,propertymanagementagentsand shoppingcentremanagers.Ultimately,our end-usersarethecustomerswhoenjoyour productssuchaskiddierides,massagechairs, clawmachinesetc,in-situ.
Howdoyouwantthebusinesstogrow?
We have recentlysetourvisionforthe nextthreeyearswhichwillseeusscaleour businesstoimpactevenmorepeopleby 2027.In2025,ourbrandnew retailunit conceptwillbeinitiated,bringhighquality amusementattractionsto retailunitswithin
shoppingcentres.Ourgiftcardbusinesswill alsoseesignifcantgrowthin2025withthe additionofanumberoflargehighprofle shoppingcentres. We alsowantClearhill tobeafantasticcompanytoworkwith,so growthinareasofcareerdevelopmentandjob satisfactionarebigareasoffocus.
Whatchallengeshaveyoufacedsofar?
Patience! We areveryambitiousandwhilstit’s importanttodrivethingsforward,weneed tobepatienttoallowourplanstocometo fruition.Further,ensuringwehaveallthebest peopleintherightareasofourbusinessis crucialaswesetoursightsonscaling.Overall, businessisalwayschallenging,butthat’swhat it’sallabout.
Whoorwhatmostinspiresyou?
Myfather,Brendan.Hetriedanumberof pathsduringhiscareertofndawayto createabusinessthatwouldhavealasting impact.Hestillhasthathungertodaywhich continuestoinspiremeandmanyothers withinthecompany.Iamalsoinspiredtobe thebestversionofmyselfwhichiscrucialif I’mtosuccessfullyleadothersaswescaleour businesstogether.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
Ourbusinesswillbethenumberone amusementattractionproviderinshopping centresintheUKandIrelandwhilstalsobeing thenumberoneproviderofprivatelabelgift cardsforshoppingcentresinIreland. ■
Gemma McAllister WEARMATTER Whatdoesyourcompanydo,andwhat roledoyouplay?
WearMatteriswhere functionmeetsfashion. We designinclusiveclothingwithinnovative featuresforindividualswithdisabilitieswho oftenstruggletofndgarmentsthatmeet theirneedsand refecttheirstyle.Ourmission istopromotewellbeing,independence,and empowermentthroughinclusivefashion,driven bythebeliefthateverybodymattersand deservestofeelconfdent.
Howdidthebusinessstart?
After a decadeinthefashionindustry, my eyeswere openedtoitslackofinclusivity The industry I oncedreamedofbeingpartofbegan todisillusionme,and I felloutoflovewith it. Transitioningtodisabilityservicesallowed metomarrymytwopassions – fashionand accessibility WearMatterwasborn outof a needtoserve a communitythattheindustry hadneglected,ensuringeveryonehasaccessto
functionalandstylishclothing.
Whatisyourbackground?
I studied TextileArt,Design,andFashion atUlsterUniversityandworkedindesign andbuyingformajorhigh-street retailers. Disillusionmentwiththeindustryledmeto a roleas a civilservicedisabilityadviser This uniqueblendofexperiencesgavemeinsights intothechallengesindividualswithdisabilities face,withsomethingasfundamentalasgetting dressedinthemorningoftenbecomingan obstacle.
Whatare youruniquestrengths?
Mystrengthslieincombiningcreativeexpertise frommyfashioncareerwithpracticalinsights frommytimeas a disabilityadviser This balanceenablesmetodesignclothingthat isbothstylishandfunctional.Aboveall,my passiondrivesme – passionformaking a difference,inclusivedesignandensuringno
oneisexcludedfromthefashionworld.
Whoare yourmaincustomers?
Ourmaincustomersare individualswith disabilities.Recognisingthatnotwopeople withthesameconditionare thesame,ourfrst rangefocuseson‘easyon,easyoff’ garments. We are alsodeveloping a linespecifcallyfor amputees.
Howdoyouwantyourbusinesstogrow?
Thesky’s thelimitfor WearMatter.I envisionit becoming a globalbrand, reachingpeoplewith disabilitiesworldwide.However, I’mnotdoing itallonmyown, I recentlywoninvestment attheGoSucceed:TheUltimatePitchfnal whichwillallowmetoworkonfurtherproduct developmentasweexpandrangeand reach.
Whatchallengeshaveyoufacedsofar?
Findingsuppliershasbeen a signifcant challenge,asmanyare resistanttoadapting traditionalproductionmethodsforadaptive clothing.Communicatingourbrandhasalso beencomplex. We’re notaboutexclusivitybut creatingfunctionalfashionforall,with a strong emphasisoninclusivity We alsostruggled toincreaseourwebsitetraffc.Thankfully, there ishelpavailable,includingthroughthe government-backedbusinesssupportservice GoSucceed,throughwhich I havebeenable toavailoffreementorship.This reallyhelped mewithdigitalmarketingallowingmeto,for example,increasesearchengineoptimisation.
Whatinspiresyou?
Myinspirationcomesfromoften-overlooked detailsineverydaylife.Myfnaluniversity projectwasinspiredby roadworks – the markings,cracksand repairs. I seebeauty inimperfectionandpotentialinthe unconventional,whichmirrorsmyapproachto inclusivedesign.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
I see WearMattercollaboratingwithlikemindedbusinessestoexpandourrangeand reach. A signifcantgoaliscontributingtothe designofthenextParalympicsIrelandteam kit,creatingperformancewearthatcombines functionality, styleandempowerment.Through strategiccollaborationsandambitiousprojects, I envision WearMatterbecoming a globalleader inadaptiveclothingand a symbolofinclusivity, leavingnobodybehind. ■
ON ES TO WAT CH
Whatdoesyourcompanydoandwhat roledoyouplay?
AschiefexecutiveofPropertyPal,Northern Ireland’sleadingpropertywebsite,we’re committedtohelpingpeoplenavigatethe home-movingjourney.Fromfindingtheright hometohelpingestateagentsconnectwith buyersand renters,ourmissionistomakethis processstraightforwardand rewarding.
Howdidthebusinessstart?
Recognisingtherapidchangesintheproperty industryandthepotentialofemergingdigital technologies,thecompanyevolved,shifting itsfocustobecominganonlineproperty website.Thistransformationledtothelaunch ofPropertyPalin2008,andby2012,the brandhadfirmlyestablisheditselfasNorthern Ireland’sleadingpropertywebsite.
Whatisyourownbackground?
Istartedmycareerinbanking,whichgaveme astrongfoundationinbusinessandfinance. Mypassionforeconomicsledmetoacademia, whereIlecturedattheUlsterUniversity BusinessSchoolandworkedinpublicpolicy research.Overthepastsixyears,I’vegrown alongsidethecompany,steppinginto rolesas chiefeconomist,chiefoperatingofficer,and nowchiefexecutive.
Whatareyouruniquestrengths?
I’dsaymystrengthsarebeinganalytical anddatadriven,whichhelpsmemake clear,well-informeddecisionsandsimplify complexinformationforothers.I’mnaturally organised,focusedonstrategyandvalue effectivecommunicationtoalignteamsand stakeholders.
Whowillbeyourmaincustomers?
Ourmaincustomersareestateagents, developersandpropertyadvertiserswhouse ourplatformtoshowcasepropertiesand reachbuyersand renters. We’rebestknown asNorthernIreland’sleadingpropertywebsite, butwealsodevelopandsupportover250 agentwebsites,providingtechnologysolutions tohelpthemworkefficientlyandconnectwith theiraudiences.
Howdoyouwantthebusinesstogrow?
IwantPropertyPaltogrowbystayingfocused onwhatmattersandcontinuingtoadd meaningfulvaluetoourcustomersandusers. Growthshouldbethoughtful,buildingonour
Jordan Buchanan PROPERTYPAL strengthsasalocallyfocusedcompanythat trulyunderstandsitsmarket.
We’llkeepinvestingintechnologytoenhance userexperience,simplifyprocessesanddevelop productsthatmakea realdifference.Mygoal isforPropertyPaltocreatemoreopportunities forourteam,supportourcustomersandmake apositiveimpactontheNorthernIreland propertymarket.
Whatchallengeshaveyoufacedsofar? Innovationandtechnologyarenaturally disruptiveandmanagingthisdisruption,both internallyandexternallyisalwayschallenging. Implementingnewsystems,diversifyingour offeringandensuringeveryoneisalignedtakes alotoffocus.Atitscore,it’saboutpeople –empoweringourteam,supportingour customersandbuildingtrust.
Whoorwhatmostinspiresyou? Professionally,I’vebeeninspiredbyNeil
Gibson,nowthePermanentSecretaryatthe DepartmentofFinance.Earlyinmycareer,I wasluckytoworkcloselywithhimformany yearsandgainedinsightsbothtechnicaland personalthatIstill relyontoday.
Personally,I’mmotivatedbythesimplerthings inlife–walkingthedog,enjoyingpizzawhile watchingsportsandspendingtimewithmy family.AttheheartofeverythingIdoismy desiretocreateahappyfutureforthem.My incrediblypatientwifesupportsmethrough longhoursandmytwoyoungdaughtersare mygreatestmotivation.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
PropertyPalissettogrowandstrengthenits positionasthemarketleaderthroughpushing theboundariesoftechnology,expanding ourproductofferingsandstayingclosely connectedtotheevolvingneedsofour customersandusers. ■
Aisling Gallagher HOPSKIP STUDIOS Whatdoesyourcompanydoandwhat role doyouplay?
HopSkipStudiosisaproductioncompany specialisinginproducingempowering, engagingandeducationalcontentforchildren andyoungpeople.
We createandproducetelevision programmes,onlinevideoandothercontent.
We haveworkedwith RTÉjr,BBCLearning,BBC Children’sandChannel4.Iamthemanaging directorwhichmeansthat,togetherwithmy businesspartnerKateFinn,(creativedirector)I am responsibleforrunningthecompany.
Howdidthebusinessstart?
KateandIstartedthebusinessinJuly2019. We hadworkedtogetherasproducersinanother companyfornineyearsandhaddippedour toesintochildren’scontentandfoundwehad asharedpassionforit. We decidedtotakethe leaptogetherandsetupHopSkipStudiosand specialiseinthisarea.
Whatisyourownbackground?
Ibeganmycareerinjournalismandspent sometimeinprintaswellasbroadcastnews, but realisedIwasmostinterestedinthe televisionandvideoendofthingssotooka sidewaysstepintoproduction.Iworkedmy wayupasa researcher,assistantproducer andthenproducer.Ispent13yearsasa producercreatingavarietyofvideocontent
andbroadcastcontentwithacommunications agency.
Whatareyouruniquestrengths?
We livebythemantra‘don’tmakesomething formewithoutme’–meaningweinvolve childrenandyoungpeoplethroughoutall aspectsofourproductionprocess,from steeringgroupstousertestingandonscreen. We havetraineesinourproductionteamsas it’simportanttoustodevelopyoungtalent. We areskilledatworkingwithchildrenand youngpeopleandgettingthebestoutofthem onscreen.
Whowillbeyourmaincustomers?
OurmaincustomerstodatehavebeenBBC Learningand RTÉKids.Abigdevelopment forusin2024wassecuringourownsix-part series,‘What’sNext?’for RTÉKids,which challengedyounginventorstocomeupwith thenextbigideatosavetheplanet. We are nowpartofTheBBCSmallIndieFundandare workingcloselywiththemtodevelopideasfor BBCChildren’s.
Howdoyouwantthebusinesstogrow?
Ourplanistokeepgrowingbothexisting armsofourbusiness–theeducationalonline contentweproduceforthelikesofBBC Learning,aswellasourbroadcastcontent. We areseekingnewcustomersandpotential
partnerstoworkwithonthese. We alsowant tofndcustomersinotherpartsoftheworld andareintalkswithdistributorsabouthowto achievethis.
Whatchallengeshaveyoufacedsofar?
Themainchallengewehavefacedsofaris time. We havenowbuiltanexcellentteam arounduswhichmeansKateandIcandevote moreofourtimeandeffortstostrategy andthedevelopmentofnewproductsand customers.Thatsaid,Iamsureitwillstillbea jugglingactforanotherwhile.
Whoorwhatmostinspiresyou?
KateandIbothfndthemostinspiration fromworkingwithchildrenandyoungpeople though. Timeandtimeagainwedevelop ideas,writescriptsanddreamupconcepts, butitisonlywhenwegetchildrenandyoung peopleinvolvedthataproject reallycomesto life–that’swherethemagictrulyisforus.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
IbelieveHopSkipStudiosisgoingtogofrom strengthtostrength. We arelookingtoa futurewhereHopSkiphasseveralwell-known propertiesandapresenceintheinternational children’smediasector,proudly representing athrivingcommunityfromthispartofthe world. ■
Whatdoesyourcompanydoandwhat roledoyouplay?
IownLMDBeautylocatedinFairhill, Ballymena,LMDCosmeticsmakeupbrand,I amanambassadorformultiplebrandsonline, andIdobridalmakeup.Myplateisprettyfull.
Howdidthebusinessstart?
Ileftschoolat16topursueacareerin beautyundertakingacourseataBelfast beautyschool,whileworkingthreejobsin Portglenone. WorkisinmyDNA–mydaddyis selfemployed.Istarteddoingmakeupinthe utility roomusingtwofoundations.Icouldn’t affordmore,soImadedo.Initiallyfamily andfriendswantedmakeup,myfrstclients followedandthenIopenedmyfrstsalon. Soonpeoplewantedmetoteachthemhow todomakeup.Ibegantrainingformakeup artistsandpeoplewhilebuildingmybrand onlineasamakeupartistinfuencer,whichin 2010wasn’tevenaconsideration.
LaurenGoodgerfrom‘TheOnly Wayis Essex’askedmetodohermakeup.Ifewto Essexwithasuitcaseofmake-up.Instantly,my proflegrewfrom2,000to7,000followers.I workedwithpersonalitiesincludingKatiePrice, ChloeFerryandSuzanneJackson. Mybusinessesarefemaleownedandrun. LMDBeautyemploys12amazingladies, refectingmyethostosupportandempower women, retailingworldwide.LMDCosmetics createsaffordable,qualityproductswhich leavemakeuplookingfawless. We supply intonationalstoresincludingGordonsand McKeeverChemists.
Whatisyourownbackground?
Iamtheoldestsiblingofseven–weare engineers,lawyers,andbusinessowners. BeingfromPortglenoneIhaveastrongsense ofcommunityandhavegreatpeopleas role models,includingmygrannywhostillkeeps meonmytoes.
Whatareyouruniquestrengths?
Ithriveunderpressure.Chaosismy‘calm’.I amverysolutionorientated,inworkandlife,
Louise McDonnell LMD BEAUTY anyproblemsthatarise,Isimplyworkthrough. Havingmadeupthousandsoffaces,Iknow whatworkswhenitcomestoproducts.
Whowillbeyourmaincustomers?
ForLMDBeauty,everyone.Alittlegirlwanting herfrstlipgloss.Amummyseekingabeauty overhaul.Agrannywantingtokeeplooking andfeelingyoung.ForLMDCosmetics,its make-upprofessionalswhowanta reliable product,andpeoplewholovemakeupand wanttowearit.
Howdoyouwantthebusinesstogrow? Makeupcantransform.IwanttogrowLMD Cosmetics,soitisavailable,wherebypeople wholovemake-uploveLMD, refectingmy passionformakeupandpeople’sdesiretofeel goodaboutthemselves.
Whatchallengeshaveyoufacedsofar? Whatstartedasapassionisnowabusiness andIamstilllearning.Jugglingmumlife(the bestjobofall)andbusinesslifehasbeen
massive,andvery rewarding.LMDBeautyand LMDCosmeticsweremybabiesuntilspring 2021andthenAlaraarrived–myperspective andprioritiesquicklychanged.Iwanttogive herthebestlifepossible.Thatsaid,mumguilt is real.
Whoorwhatmostinspiresyou? Igetinspiredbyinspiredhappypeoplewho dowhattheylove.MypartnerNeilandmy daughterAlaraaremylife,theysupportmeas apartnerandmummyaswellasmybusiness ambitions,sowhenthebusinessstops,our family,ourhomeandthat’swhereIam happiest.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears? Everywhere.IfIcanachievewhatIknowis withinmyambitionforLMD,therewillbe bigger,brighterandbetterversionsofmy businessinmoreplaces,withmorepeople enjoyingmakeupandfeelingbeautifulabout themselves. ■
ON ES TO WAT CH
Whatdoesyourcompanydoandwhat roledoyouplay?
Mycompanyiscalled WingItandwearea casualdining restaurantthatspecialisesin chickenwings.My rolewithinthecompanyis operationswhichinvolvescontrollinglabour/ foodcostsandincreasingtheoveralleffciency ofthecompany.Iamalsoinchargeof developingthemenu.
Howdidthebusinessstart?
WingItstartedduringlockdownin2021 whenevermybusinesspartner,Jonny,cameup withtheconceptofachickenwing restaurant inBelfast.OurfrstsitewassituatedatThe BotanicInnwhereweinitiallystartedwitha verysmallmenuofjustfvewingfavourswith nosides.Fromthereweexpandedourmenu eachyear,alongwithourteamofstaff.
Whatisyourownbackground?
Mybackgroundisactuallyinphysiotherapy.I fnishedschoolin2016,tookagapyearand thenstartedathree-yearcourseinphysioat UlsterUniversity.Ienjoyedmytimestudyingat theuniversity,howeverIcameto realisethat thedegreewasn’twhatIoriginallythoughtit wasgoingtobe.Ihadalwaysenjoyedcooking athomeandtryingnewthingsinthekitchen, howeverIhadneverhadanyexperienceof workinginhospitalitybefore.Ilovedtheidea ofhavingmyownfoodplaceinBelfastso whentheopportunitycameabouttostart WingItIwasveryexcitedattheprospectofit.
Whatareyouruniquestrengths?
Ithinkoneofmystrengthsisbeingableto buildamotivatedteamofworkers. We have madesome reallygoodhiresovertheyears whohaveplayedkey rolesinshaping WingIt intothecompanythatitistoday.Itwas really importantforusthatourstaffcameintowork andenjoyedtheirjobs,whichultimatelyledto amotivatedworkforce.
Whowillbeyourmaincustomers?
Ourmaincustomersvary,dependingoneach location.OurMaloneRoadsitehasaheavy studentbasedfollowingduetoitbeing situatedneartheQueen’sUniversitycampus. We dohavefamiliescomingdowntoenjoy ourfood,howeverthisismoresoatour BallyhackmoresiteineastBelfast.
Callum Robson WING IT Whatchallengeshaveyoufacedsofar?
Personally,oneofthebiggestchallengesIhave facedsofarisbalancingmyhockeycareerwith mywork.Ihavebeenfortunateenoughto playinternationalhockeyoverthepastnumber ofyears,howeveritcanoftenbechallenging managingmytimebetweenworkandtraining. Ihave reallyappreciatedthesupportthatmy businesspartnerandstaffhavegivenmeto helpovercomethischallenge.
Whoorwhatmostinspiresyou? Myfamilyandfriendsarewhoinspireme
most.Theyareallbigsupportersof WingIt andIaimtobuildacompanythattheycanbe proudof.IamalsoabigfanofRafaelNadal, hisworkethicandnevergiveupattitudeis somethingItrytolivebyeveryday.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
It’sdiffculttosaywherethebusinesswillbe inthenextfewyears,howeverIwouldloveto increaseournumberofsitesandworkforce, aswellascontinuingtoimproveonwhatwe havealreadybuilt. ■
LiamCullen MERCURY SECURITY& FACILITIES MANAGEMENT Whatdoesyourcompanydoandwhat roledoyouplay?
MercurySecurity&FacilitiesManagement (MSFM)isoneoftheUKandIreland’sleading securityandfacilitiesmanagementsolutions providerswithoffcesinLisburn,Dublin, LimerickandLondon.Asmanagingdirector,I am responsibleforevaluatingthecompany’s positioninthemarketandplanningforfuture growth.
Howdidthebusinessstart?
MercurySecuritywasfoundedbymyfather Frankin2001andestablishedastrong reputationasapioneerintheareaof integratedsecuritysolutions–combining physicalmanpowerwithcutting-edge technology.In2018,thecompanylauncheda newfacilitiesmanagementdivisionandisnow themosthighlyaccreditedsecurityandsupport servicesproviderintheUKandIreland.
Whatisyourownbackground?
Istartedworkingpart-timeinourfamily
businesswhich,atthetime,wasabar& restaurant,clearingbottleskips,cleaningthe keg room,washing,collectingglassesinthe bar,etc.Ifnishedfull-timeeducationat16 toworkinmyfather’snewly-formedsecurity businessandfoundIhadanaturalaffnitywith thejob.Sincethen,I’veworkedhardtoclimb theladdertomycurrentposition.
Whatareyouruniquestrengths?
I’mnotsureaboutuniquebutI’mvery determined,demandingandself-motivated –whichIthinkinturnenablesmetobea goodmotivatorofpeople.IgiveloyaltyandI expectloyaltyin return,andIknowhowtosay ‘thanks’forajobwelldone. Treatingeveryone withkindnessand respect, regardlessof backgroundorposition,hashelpedmebuild trustandstrongconnections,whichIbelieve areessentialtolong-termsuccess.
Whowillbeyourmaincustomers?
We haveexperiencedsignifcantgrowthfrom customersseekinga‘onestopshop’forall
ON ES TO WAT CH theirsecurityandfacilitiesmanagementneeds –everythingfromcleaningandmaintenance throughtoprotectingpropertyandassets viaourfullsuiterangeofintegratedsecurity solutions. We expectthistrendtocontinueas customersacrossallsectorswantacombined securityandfacilitiessolutionthatenhances servicedeliveryandgives realvalueformoney.
Howdoyouwantthebusinesstogrow?
Technologyisthefutureandthekeyto growthinourindustry.Fromtheoutset, Mercuryhasalwaysledthewayinthisarea, combiningphysicalmanpowerwithcutting edgetechnologytooffercustomersintegrated andinnovativesolutionstotheirsecurity requirements.Agame-changerforuswasthe creationofouralarm receivingand remote monitoringcentre(ARC)whichmeansthat, throughourmonitoringbusinessEverwatch, wecanmonitorclientoperationsacrossthe worldfromourcommand-and-controlcentre, hereinNorthernIreland.
Whatchallengeshaveyoufacedsofar?
To behonest,throughsolidoperational planning,wehaveenjoyedsteadyand continuousgrowthfromdayoneandhopefully thatwillcontinue.Thebiggestchallengethat weandjustabouteveryotherbusinessfaced wastheCovid-19pandemic,whichactually presentedopportunitiesforfurthergrowthas, morethanever,premiseswereleftemptyand vulnerableduringlockdownandinneedof protection.
Whoorwhatmostinspiresyou?
Mybiggestinspirationhasdefnitelybeenmy parents–myfatherFrankandmylatemother Margaretwhosadlypassedawaylastyear. WithoutthemIwouldnotbethemanIam today,inbusinessandalsolifeingeneral.They builtstrongfoundationsandtaughtmevalues andtogive respecttoothers,whichhasstood meingreatsteadthroughoutmybusiness career.
Wheredoyouthinkyourbusinesswillbe inthenextfewyears?
Asmanagingdirector,myambitionistomake MSFMthenumberonesecurityandfacilities managementproviderinIreland,theUKand Europe–andIfrmlybelievewe’reontheright road. n
Luxury footwearbrandset to take over former Argos store inBelfast ByJohnMulgrew
AvacantArgosstore inBelfastcity centre willsoonseethearrival of a luxuryUKfootwearand handbag retailer’sfirstlocationalongside a Spanishfashionchain’s newstore,itcan be revealed.
Russell & Bromleyistakingononeofthe dividedunitsattheformerlargeArgosat Ross’s Court,closetothe VictoriaSquare in thecitycentre.
It’s understood fit-outcouldbecompleted atthestartofthisyear, withdoorsopeningin March.
Andnextdoor, Spanishfashionchain Mangohaslaunchedplanstotakeonthe largerneighbouringunitfor a newstore.
It’s currentlybasedat VictoriaSquare,close by Russell & Bromleyis a family-owned businessdatingbackto1873,whichsells footwearandhandbags.Itwasmore than40 locationsacrosstheUKandIreland,including a store inDublin.
Thenewstoreshavebeendescribedas “goodnews”forthearea,accordingtoNicky
Finniestonofcommercialpropertyagency, Finch,whichwashandlingthelettings.
“It’sa primespot[inthecitycentre],”he said.“Thetownisprettymuchfullatthe moment,andany requirementisstilldifficult toplace.”
HighendfootwearbrandRussell & Bromley beganlifewhenGeorgeBromley,a shoemaker, marriedhisemployerAlbionRussell’s daughter Elizabeth.Thefamilystore inEastbourne becamethe firsttocarrytheRussell & Bromley namein1880.
Thebusinessopened a store onBondStreet inLondoninthe1940s,where itbeganto focusonhighendgoods.
Itopenedits firststore outsidetheUK,in Dublin,in2022.
“Russell & Bromleyhas remained synonymouswithexpertcraftsmanshipand fashion-leddesignsince1880,”the firmsays.
“Specialisinginluxuryshoesandhandbags formenandwomen,thebrandcontinuestobe thedefinitivechoiceforthewell-dressed.”
Elsewhere,Mangohasannouncedit’s openingnewstoresintwoNorthern Ireland shoppingcentres.
ThecompanyisopeningatFoylesidein
LondonderryandRushmere before theendof theyear
Itwillopenan8,000sqftunitonlevelthree atFoyleside,bringing10newjobsandselling ladieswear, children’s wearandaccessories.
Meanwhile,atRushmere,it’s opening a 6,700sqftstore onthemainmall,bringing sevennewjobsandsellingladieswearand accessories.
PaulDevlin,directorofDuneaneAsset Management,said:“We are thrilledtoshare thisexcitingnew retailerannouncementsfor FoylesideandRushmere.
“Mangois a well-regardedbrandthat delivers a qualityfashionofferingto a loyal customerbase,andweare confidentitwill beanimmenselywelcomeadditionforboth schemesandtheirsurroundingcatchment areas.
“Sincethestartofthisyear, Mangohasbeen advancingitsUKexpansionobjectives,and whilethere were severalsitevisitsconducted acrossvariousNorthern Irelandlocations, the retailerchoseFoylesideandRushmere as theirselectedlocationsduetobothschemes demonstratingexcellentperformancemetrics, includinghighfootfallandoccupancyrates.”
Ross’sCourtin Belfastcitycentre
Motoring ByPatBurns
Mazda3getsanupgrade forthenewyear ThenewMazda3has receivedsome upgradesforthe2025modelyear. All2025Mazda3snowfeature integratedAlexavoiceassistant,whilethe Mazdanavigationsystembeneftsfromcloudbasedpointsofinterestanddatabaseupdates. Theselatestconnectivityupgradescomplement the10.25-inchcentrescreen,wirelessApple CarPlayandAndroidAuto,Qiwireless chargingandUSBtype-Cchargingports.
Thebiggestchangetothe2025Mazda3 line-upistheintroductionofanewe-Skyactiv Gengine.Replacingthecurrent2.0-litre122ps e-SkyactivGengine,thepopular2.5-litre e-SkyactivG–foundintheMazdaCX-5makesitsdebutinMazda3whereitproduces 140ps.PartofMazda’songoingcommitment tomeetcustomerandmarket requirements, thisprovenandadvancedenginefeatures cylinderde-activationandtheMazdaM-Hybrid mild-hybridsystem.
Deliveringan18psincreasetotheentry-
pointengineintheMazda3range,the real customerbeneftistheincreaseinusable torque.Theoutgoinge-SkyactivGengine produced213Nmat4,000rpm,whilethe newenginein2025modelyearcarsproduces 238Nmat3,300rpmensuringthatthere’s anoticeableimprovementin real-world performance.The0-62mphaccelerationis 0.9secondssecondfasterwiththemanual gearbox,whiletheMazda3autoisonesecond quicker.Otherbeneftsincludeimprovednoise, vibrationandharshnesscharacteristics,which ensureenhanced refnement.
Theintroductionofthe2.5-litree-Skyactiv GengineisanotherexampleofMazda’s ‘right-sizing’approachwhereincreasingthe enginecapacityallowsforalargercombustion chamber,meaningmorespaceforaneffcient andpowerfulcombustionprocess.Thisallows forthelowestlevelsofemittedemissionsat thesametimeensuringthedeliveryofhigh levelsoftorquetoimprovedrivingfeel.
Atthetopofbothmodellineupsthe186ps e-Skyactiv-Xengineis retainedunchanged, featuringMazda’suniqueSPCCISpark ControlledCompressionIgnitiontechnology itproduces186psat6,000rpmandmaximum torqueof240Nmat4,000rpm.
Acrossboththe2025Mazda3line-up bothenginescanbematchedtomanualor automatictransmission.Anotherstandout modelisthestylishMazda3Saloon,whichalso comesexclusivelywiththe186pse-SkyactivX engine,butforthe2025modelyearissolely offeredinExclusive-Linegrade.
Withanidenticalwheelbase,thestylish Mazda3Saloonis200mmlongerthanits hatchbacksiblingandthankstosharingjustits windscreenandbonnetwiththehatchback,it’s uniqueexteriorpanelsandlongerproflemake itastylishandstandoutmodelintheline-up andacontenderinthecompactpremium saloonsector.PricesfortheMazda3rangestart at£23,685. ■
Cuprashinesalight onnew Terramar SpanishcarmakerCuprahaslaunched anewSUVcalledthe Terramar.
The Terramarisavailablewith differentpowertrainoptions,includingthe newgenerationofplug-inhybridtechnology, delivering272PS,whileofferingmorethan70 milesofall-electricrange.
Thefrstcarstoopenfororderarethe1.5 150PSDSGeTSI,1.5204PSe-Hybridandthe 1.5272PSe-Hybridengines.The Terramar willhaveanumberofadditionaloptionsthat customerscanadd,suchasupgradedalloys, spacesaversparewheel,performancebrakes, panoramicsunroof,andSennheisersound system.
AsCuprahasjoinsforceswithAmerica’s Cupunderthemotto‘thereisnosecond’, thebrandhasalsolaunchedalimitededition TerramarAmerica’sCup.
Oneofthemainsellingpointsofthenew Cupra Terramararetheintelligentheadlights.
Oneoftheirbiggestinnovationsisthe automaticglare-freehighbeamheadlight function,whichdetectsoncomingtraffcor carsinfrontandshieldsthemtopreventglare, allwithout reducingvisibilityonotherareasof the road.Thetechnologyworkswithmillimetre precisionthankstothecompartmentalisation ofthelightemittedbytheLEDsintotwelve separatesegments.
Startingat30km/handwiththehigh beamactivatedandinautomaticmode,these lightsectorsintelligently regulatethemselves andswitchoffindependently,adaptingto theneedsofthe road.Inthepreciselocation wherethesystemdetectsanotheruser,this createsashadowthateliminatesglarewhile stilllightingupthesurroundingareas.
Equippedwithhigh-defnitiontechnology, thelowbeamsofferfurtherinnovativelighting functions.Forexample,on roadswithmore thanthreelanes,thelanelightbasicfunction
comesintoplay.Thisfocusesextralighton yourlaneanddefnesitbyadaptingtothe layoutofthe roadtomakenightdriving easier.
Meanwhile,thelanelineindicatorfunction aimstohelplanechangesandalsothelane changeassistthatshinesadimmerlineof lightonthesidewhereitdetectsanother vehicle,toalertthedriverthattheycannot makealanechangeatthatmoment.This functioniscoupledwithawarningdisplayin theexteriormirror.
Otherlightinginnovationsincludethe projectionofanimationsontothesurfacein frontofthevehiclewhenopeningandclosing thedoors,totheorientationlightbasic function,whichdisplayslinesontheground thatcorrespondtothevehicle’swidth,making iteasierforthedrivertonavigateverynarrow roads.PricesforthenewCupra Terramarstart from£37,605. ■
SubarulaunchesfrstEV Subaruhaslauncheditsfrstever Electric Vehicle(EV),theSolterra.Like allSubarus,itisawell-engineered fourwheeldrivecardesignedtohandle theworstofconditions.ThisnewEV handleswell,isverynimbleanddoesn’t feelparticularlyheavythewaysome otherEVsdo.
Inside,theSolterraisverywellappointed andcontrolsarewelllaidoutinthestylish centralconsoleandonthesteeringwheel.It’s fulltimefourwheeldriveandbeinganEV,is virtuallysilentinoperationwhichmakesthe HarmonKardonsoundsystemallthemore enjoyable.
TheSolterraisthemostadvancedSubaru evermade.Powerisdeliveredthroughtwo electricmotors,onepoweringeachaxle,with anoutputof80kWperaxle, resultingin168.5 Nmtorque.Thataddsuptoatotalpower outputof215bhp.
The71.4kWhbatterycapacityprovides arangeofupto289milesandischarged viaa7kWtype2portor150kWCCSport,
whichislocatedonthefrontrightwingof thevehicle.Therearepaddleshiftsbehindthe steeringwheelthatallowsyoutoadjustthe regenerativebrakingaswellasbuttononthe centralcontrolpanelthatallowsforonepedal driving.
Subaru’spermanentall-wheeldrivesystem deliverssubstantialon-demandtorquetoall fourwheels,providinggreaterconfdence andsafety,nomattertheterrainconditionsor weather. Withtheall-terrainsystem,Subaru’s renownedX-Modewithsnow/dirtanddeep snow/mudsettings,andaclass-leading 210mmofgroundclearance,theSolterra providesassuredhandling,versatility,and outstandingcapabilityinbothoff-roadand towndrivingenvironments.
TheSolterraachievedthemaximumfvestaroverallratingintheEuropeanNewCar AssessmentProgramme(EuroNCAP).The Solterra registeredscoresinallfour-assessment areas(adultoccupant,childoccupant, vulnerable roadusers,safetyassist)thatstand abovetheminimumthreshold required.
TheSolterraattainedthehighestscore everachievedbyaSubaruvehicleinSafety Assistaccordingtothelatesttest.Italso registeredthehighestmarksinoccupantstatus monitoringandalso receivedaveryhighscore foritspre-collisionsystemandemergencylane keepassist.
TheSolterraisbasedonthesameplatform asthe ToyotabZ4XandtheLexusRZ450e though,withtheirconsiderableexperience, Subarulookedafterthefourwheeldrive system.
PricesforthenewSolterrarangestartfrom £49,995.There’sahighlevelofstandard equipmentincluding18-inchalloywheels, apoweredtailgate,adaptivecruisecontrol, heatedfrontand rearseats,andaheated steeringwheel.Otherstandardequipment includesa360-degreeparkingcamera,a digital rear-viewmirrorandaheatpumpthat shouldmoreeffcientlywarmthebattery. Thereisahigherspecversion,the Touring,that has20-inchalloys,apanoramicsunroofand wirelessphonechargingfor£3,000more. ■
Newcar salesfallinNI Thenumberofnewcarspowering outofNorthernIrelandshowrooms hasfallenbymorethan3%,fresh figuresshow.
Thereweresome3,318newvehicles registeredduringNovember,accordingtothe SocietyofMotorManufacturersand Traders (SMMT).Thatwasdownaround3.21%onthe samemonthayearearlier.
Overall,carsalesfellby1.89%during November,with Walesseeingthelargestslump at7.87%.
Butoverall,carsalesinNorthernIreland wereuparound6.6%throughoutthecourse oftheyear,basedontheprevious.
TheKiaSportagewasthemostpopularcar soldhereinNovember.Thatwasfollowedby theFordPumaandHyundai Tucson.
AcrosstheUKasawhole,153,610deliveries ofnewvehiclesweremade.
It’sthesecondconsecutivemonthlydecline, andthethirddeclineinfourmonths,asthe marketcontractsamidtheracetomeettough
EVmarketsharetargets,theSMMTsaid.
“Demandfromprivatebuyers,amongwhom uptakehaswanedfortwoyears,droppedby 3.3%to58,496units,accountingforfewer thanfourin10(38.1%)new registrations.
“Fleetpurchases,which representthebulk (59.9%)ofthemarket,fellby1.1%to91,993 units,whilelow-volumebusinessdemand rose by5.2%to3,121units.
Meanwhile,fully-electricvehicle registrations roseforan11thsuccessivemonth,up58.4% to38,581units, representing25.1%ofthe overallmarket.Thatwasdrivenbyheavy manufacturerdiscounting.
“Withthebestmarketsharesince December2022,Novemberisjustthesecond monththisyearinwhichBEVuptakehas reachedmandatedlevels,albeitagainstthe backdropofadecliningoverallmarket.
“Manufacturersarecommittedtothe mandate’sambition,butmarketdemand forEVs remainsweakandbelowthelevels expectedwhenthe regulationwasdrawnup bythepreviousgovernment.
“TheindustrynowexpectstheUK’sBEV marketsharetobe18.7%in2024,although astrongDecemberperformancecouldraise thatto19%–still,however,shortofthe22% mandatedtargetfortheyear.”
MikeHawes,SMMTchiefexecutive,said, “Manufacturersareinvestingatunprecedented levelstobringnewzeroemissionmodelsto marketandspendingbillionsoncompelling offers.
“Suchincentivesareunsustainable–industrycannotdelivertheUK’sworld-leading ambitionsalone.Itisright,therefore,that governmenturgently reviewsthemarket regulationandthesupportnecessarytodrive it,givenEV registrationsneedtorisebyovera halfnextyear.
“Ambitious regulation,aboldplanfor incentivesandacceleratedinfrastructure rolloutareessentialforsuccess,elseUKjobs, investmentanddecarbonisationwillbeat furtherrisk.” ■
APPOIN TM EN TS IsoldeGogginisnowaboardmember oftheUtilityRegulator.Asamember oftheboard,shewillutiliseherwealth ofexperienceandknowledgetohelp theUtilityRegulatorfulflitscorporate strategy.
HMSCarolinehasappointedSharon Hannatotheroleofgeneralmanagerasa signifcantinvestmentintheship’ssuper structurefollowingthelatestinvestment.
ShelbourneMotorshasstrengthened itsseniormanagementteamwiththe appointmentofSeanMcCormickas aftersalesmanageratitsKia,Renault,and Dacia,franchisesinNewry.
DownRoyalRacecoursehasappointed ChloeFerrisasitsnewcommercialdirector. Shebringsawealthofexperiencetothe team.
RosamundBlomfeld-Smithisthechair oftheboardoftheUtilityRegulator. Shewillplayavitalroleinsettingthe organisation’soverallstrategicdirection.
Robyn-DeeHerdmanhasjoinedMillar McCall Wylieasanassociateworking withinitscorporateandcommercialteams. Shebringsexperienceinallaspectsof corporatetransactionsincludingM&A, shareholderarrangementsandcontracts.
BrownO’ConnorCommunicationshas appointedformerNorthernIreland AssemblyAllianceMLAChris Lyttleasa clientdirector.Hejoinstheagencyafter severalyearswiththeIrishFootball Associationasheadofpublicaffairs.
MillarMcCall Wyliehasappointedsenior solicitorLeahDeehantoitsprivateclient department.Anexperiencedsolicitor,she willspecialiseinwillsandprobateand controllershipinadditiontocareofthe elderlyandestateplanning.
Baker TillyMooneyMoorehasexpanded itsconsultingservicesdepartment, welcomingWill Youngasadirector.He joinsBaker TillyMooneyMoorefromthe DepartmentofFinance.
1. YoungEnterpriseNI hashelditsannualBig Market,showcasingthe entrepreneurialskillsof studentsfromschoolsacross NorthernIreland,whichtook placeatStGeorge’sMarket inBelfast.
2. Solarfxhassecureda£1.5m fundingpackagefromWhiterock tohelppoweritsfreshgrowth plans.PicturedareJennaMaris, fnancedirectorandChris Trotter, investmentdirector,picturedwith MichaelO’DonnellofSolarfx.
3. Picturedatthelaunchof Sysco’sannualPurposeMonth initiativeareAllenBobinac, Tiglin atTheLighthouse,andJoanne Oldak,warehouseteamleader, SyscoIreland.
4. Translinkhasbegunnew enhancedhourlyEnterprise trainservicesfromBelfastGrand CentralStation,connectingboth citiesmore regularlyheadinginto thenewyear.
5. JusticeMinisterNaomiLong (right)hasvisitedthePolice RehabilitationandRetraining Trust toseethesupportservicesbeing deliveredacrossthejusticefamily. Sheispicturedwithitschief executive,DrNorryMcBride.
6. Japanesecybersecurity frm,NihonCyberDefence, iscreating15newjobshere asitexpands.Picturedare YukoKoshikawa,InvestNI, AllyBurns,Nihon,Economy MinisterConorMurphyand SteveHarper,InvestNI.
7. HealthMinisterMikeNesbitt (left)hasexpressedhissupport fortheestablishmentofanew childrenandfamiliesarm’s-length body(ALB).He’spicturedwith ProfessorRayJones.
8. Picturedatthelaunchofthe 2025NorthernIrelandLocal Government AwardsattheGame ofThronesStudioinBanbridge areSharonMcNicholl,Local GovernmentStaffCommission, NILGAcouncillorAlison BenningtonandBumperGraham.
9. JuliaGalbraith,brand developmentandmarketing managerforthefood-to-go categoryatHendersonGroup andStuartKidd,senioraccount manageratAroundNoon, launchingthefrm’snewrange for2024.
10. Dairyco-operativeDale FarmhasappointedNeville Grahamasproducerservices director.Heis responsiblefor farmsupport,producerservices andsustainability,andjoinsthe executiveleadershipteamatthe organisation.
11. CelebratingwinsatGo Succeed:TheUltimatePitch aretheRisingStarwinner EmmaStephenson,Inclusive Entrepreneurship Award winnerJayneFaulkner, Peoples’ChoicewinnerJared Wilson,Impact Awardwinner RachelPedder,andoverall winnerGemmaMcAllister.
12. Ninefrmsfromacross NorthernIrelandhavemadeiton tothisyear’sDeloitte Technology Fast50list.PicturedareAndrew WoodsfromCatagen,Deloitte’s AisléanNicholsonandLinda McMillan,Fibrus.
13. Hannah(KilmainePrimary School)andRiley(Ballymagee PrimarySchool)helptheMayor ofArdsandNorthDown,Alistair Cathcart,plantatreeinBangor’s LinearPark.
14. CharlesHurstFerrarihas toppedoffa record-breaking seasonofsuccess,celebrating theeffortsofracingenthusiasts Gilbert YatesandAndrew Morrow,whopoweredtheirway tothetopoftheleaderboardin thelatestUKseries.
15. UrbanplanningexpertJoe Berridge(right)has returned toBelfastadecadeonfrom thepublicationoftheBelfast CityCentreRegenerationand InvestmentStrategy.He’spictured withNatashaBrennanandLord MayorofBelfastMickyMurray.
16. Jenny WattsinBangor hasmarkedthe35-year residencyofMarty Wilson andhispopularjazzband, alsoknownas‘theKingsof Swing’.
17. EngineersIrelandNorthern Regionhasannouncedthe return ofEngineersIreland’sEngineers WeekinMarch.Picturedare committeemembersLaura Duggan,ClareMorris,andHayley McQuaid.
18. PicturedattheEY EntrepreneurOfThe Year AwardsareJohnMackey,Ruth MackeyandDavidMackey, MbryonicsLimited,EYEstablished EntrepreneurOfThe Yearwinners.
19. EconomyMinisterConor Murphyhasannouncedthat fromthe2025/26academic yearstudentsattheGraduate EntryMedicalSchoolatUlster University’sDerrycampuswillbe abletoaccesstuitionfeeloans.
20. Maxolhasannouncedthe renewalofitsstrategicalliance withtheHendersonGroup,worth morethan£625moverfveyears. PicturedareNeilGamble,chief fnancialoffcer,HendersonGroup withBrianDonaldson,chiefof MaxolGroup.
21. BelfastlawfrmCarson McDowellhasannounced sevenpartnerpromotions. Theyinclude Timothy Cockram,LucyClarke,Laura McKee,FergalMcGoldrick, NiallHargan,Laura CunninghamandStuart Nelson,picturedwithRoger McMillan,andNeasaQuigley.
22. The‘NothingatStormont’ eventhasbeenheldatStormont’s SenateChamber.It’sbeingused toencouragepeopletousethe spacetodonothingasamoment ofpause,protestandpossibility. PicturedareTheDaisyChainInc team,whichorganisedtheevent.
23. GreenFieldMarketing Solutionshasbeendriving distributionandincreasingonshelfspaceatconveniencestores throughoutGBfordrinksbrand Boost.PicturedareJack Taylorand MartinRice.
24. SparandEurosparNIhave addedanotherfourweeksof savingstoendabumper2024 editionoftheirannualcampaign, 12DealsofChristmas.Picturedis Stephanie TaresofSpar.
25. UlsterUniversity,in partnershipwithCelsio,has releasedthefndingsofa comprehensivestudyinto innovationskillsacrossNorthern Ireland.PicturedareAdrian Johnston,ProfessorMichael Brennan,LordMayorMicky Murray,DrShirleyDavey,and Charlie Tuxworth.
26. NorthernIreland’s outstandingbusinesswomen willbe recognisedatthe 2025 WomeninBusiness Awardswhentheceremony returnsinMarch.Picturedare LorraineAcheson, Womenin Business, VirginMediaO2’s, IanBailey,andawardshost PamelaBallantine.
27. DecomEngineeringhas fnishedonahighwiththe completionofseveralkey contractsintheUKNorthSea, GulfofMexicoandSouth America.PicturedisSeanConway ofDecom.
28. AttheMaritimePower-to-X eventareDavidSurplusOBE, B9EnergyStorage,Emmet McFadden,MutualEnergy,host SamMcCloskey,SimplyBlue Group,JohnGarner,JGMaritime Solutions,DrKumarPatchigolla, TeessideUniversity,andJohnKerr, LarnePort.
29. SparandEurosparhavecome upwithanovelideaandhave arrangedtoturntheChambers’ familyhomeawonderfulpinkfor survivorsofBreastCancer.
30. SpeakersattheSpecsavers ‘It’stimetotalkabouthearing’ eventatStormontincludeGemma Small,SpecsaversinBelfast, Lynne Weatherill,BritishSocietyof HearingAidAudiologists,Alliance MLAKellieArmstrong,andAnnie Morris,Specsavers.
31. ArdsandNorthDown BoroughCouncilhasunveiled aplaqueinmemoryofthe eightspectatorswhodied afteranaccidentduringthe 1936Ards Tourist Trophy(TT) raceinNewtownards.
32. VavaInfuence,aninfuencer marketingagency,hasannounced thatdirector,ChloeHenning(left), hasassumedfullownershipof thebusiness.Sheispicturedwith FrancescaMorelli.
33. EducationMinisterPaulGivan (right)hasannouncedthatonline applicationsofthetargetedearly yearsPathwayFundfor2025/26 and2026/27haveopened.He ispicturedwithEarly Yearschief executive,Pauline Walmsley.
34. Belfast-basedsoftware companyProAptivityhas expandedintotheRepublicof Irelandmarketplacewiththe acquisitionofAcclivityCRM. PicturedareOliverO’Kelly, AcclivityCRMandNiallMcCaffrey, ProAptivity.
35. LibertyIThaspickedupthe Excellencein TalentDevelopment awardattheannual Technology IrelandIndustry Awards.Pictured areLaurenBell,EmmaMullan, ColinHiggins,andLiamScott.
36. EmmaDrury,directorof SeacourtPrint Workshop, andPhelimSharvin,head ofCommunityFinanceNI, standbesideanantique printingpressatSeacourt’s newlocationinBangortown centre.
37. Picturedlaunchingthe NorthernIrelandHummingbird AwardsareJudeCopeland, CleaverFultonRankin,Professor MaryHannon-Fletcher,Ulster University,MichaelBoydOBE,MB Consulting,andAlfe WongMBE, RaceandEthnicityChampionof theNICivilService.
38. Some43%ofNIbusinesses reportgrowthinthepast12 months,the resultsoftheNI EnterpriseBarometer2024have revealed.PicturedareMichael McQuillan,EnterpriseNI,Susan Nightingale,BritishBusinessBank, andJonathanMcAlpin,Enterprise NI.
39. TheInstituteofDirectors NorthernIreland(IoDNI)has announcedtheline-upforthe 2025 Women’sLeadership Conferencewithincludeauthor andfnancierHelenaMorrissey. PicturedareHeatherWhite,IoD NI,andBrendaCharnock,Herbert SmithFreehills.
40. TheKennedyCentreinwest Belfastiscelebratingayearof successwitha3%increasein footfall.PicturedareJoeCaddell, storemanager,O’Neillswith picturedwithKennedyCentre manager.
■
OMEGASEAMASTER300M AnytimeanewSeamasteriseludedtoor beginstopoponcelebrityandendorseewrists beforeanyoffcialunveiling,thehorologypress willtakenotice.
DanielCraig,whohelpedincreasethe brand’sBond-linkedbrandingduringhis timewearingatux,wasspottedwearingan unreleasednon-dateSeamaster.
Ifyou’regoingcleanandsimple,thenanodateisthewaytogo.Thisnew referencewas unveiledafewweekslater,intwovariants.
Takingmanycuesfromthetitanium‘No TimetoDie’BondSeamaster,although sportingamoretraditionalstainlesssteelcase, thelatest referencesincludeamoresubtle
Watches in review: someofbighitters andmore in 2024 Thereweresomeinterestingwatchreleases lastyearfromrightacrossthespectrumof horology. JohnMulgrew gothandsonwith manyofthem–andsomefromafar–andtakes alookatsomeofthehighlightsof2024
aluminiumdialinblack,andabrushedPVDtreatedstainlesssteelinsilver.
InsidebeatstheOmegacalibre8806,Master Chronometer-certifedmovementwitha Co-Axialescapement,andoptionsoneither rubberstraporstainlesssteelmeshbracelet. Botharelikelytoprovepopularwhentheyhit theboutiquesandstores.
■ PATEKPHILIPPE5236P WhilethesomewhatcontroversialCubitus receivedthemostattentionin2024–Patek’s
frstnewsportswatchinsome25years–thereweresomecomplicationvariantswhich particularlydrewmyeye.
The5236Pisagrandcomplicationperpetual calendar.However,thepiece’spartytrickis packinginallthoseextrajewelsandadditional componentsundertheservicetokeep,what’s otherwiseanormallybusydial,clean.
Itfrstcameinastrikingbluedial,butPatek releasedanewdial reference.It’sstunning –thistimeinopaline rose-giltwithcharcoal batonhandsinwhitegold.
■ TUDORBLACK BAY CHRONOGRAPHBLUE While TudorhasbeenproducingitsBlackBay Chronographforanumberofyears,thelatest ‘boutiqueonly’blue referencemightbethe brand’spurestexpressionofthemodeltodate. Cominginat41m,itwearsitssize,ifnota littlemore,duetothefactit’sachronograph.
Butthenewfve-linkbracelet–which wecanunoffcially refertoasa‘jubilee’on thisoccasion–makesitaveryfushandtidy experienceonwrist.
Anditallfeelsverybalanced.I’veworn chronographswithslightlybiggercasesbut casedepthswhichmakeeverythingfeel extremelytopheavyandunbalanced Turningtothatbracelet–whichisamixture ofbrushedouterlinksandpolishedinner links–itallhelpsliftthepiece,withsizeable taperingmakingitacomfortableft,whether you’rewearingalittlelooseortightertothe wrist.
Theblue referencefeelslike Tudormaking itsownmarkonthemarkethere.Thissitsat thatsweetspotforachronograph–working withsmallerwristsandthosewhomayhave gravitatedtosomethingconsiderablychunkier.
■ IWCPORTUGIESER ETERNALCALENDAR ThisisSwissbrandIWC fexingitshorological muscles.It’sthefrst secularperpetual calendarfromIWC Schaffhausenand automatically considersthe Gregorian calendar’sleapyearexceptions. Inaddition,it alsofeaturesa moonphasedisplay withamathematical accuracyof45million years.
It’sanextremely beautifulandcomplicated piece,cominginat44.5mm housedinaplatinumcase,and ispricedupon request.
■ MD WATCHES SUPERNATURAL Thisissomethingofaleftfeld optionfromanIrishmicrobrand. Itpiquedmyinterestthankstomy timespentwatchinghorologycontent on YouTube.
MartinIglody’scompanyisbasedinCork, andhehailsfromSlovakia.Previousmodels I’dlookedhaddidlittleforme–toobusyand lackingany reallyinterestingdesigncues. ButtheSupernaturalisadifferentbeast. It’sa regulatorwatch,whichseesanentirely differentdialarray–alargebluedminutehand onthemaindial,alongsidesmallsubdialsfor thehoursandseconds.
Thesilveroptiononaratherstriking ‘cracked’blackandwhiteleatherstrapevokes dialdesigncuesfromthelikesofboutique suchasGlashutte,FPJourneandatouchofA Lange&Sohne,andcertainlyoffersatalking pointforsuchanaffordablepiece.Itobviously doesn’thavethehandcraftednatureofsaid watches,orthecomplications–sporting astandardJapaneseautomaticMiyota movementinside–butit’sparticularly interestingnonetheless.
■ TUDORBLACK BAY58GMT It’sthesecond Tudormakingthe list,andforgood reason.
Tudorperfectedthe39mm BlackBay58whenitwasa releasedafewyearsback.It’sin manywaystheperfectwatch foralloccasions.Anin-house movement,well-builtand fnished,punchy,clean, date-freedialandwith dimensionswhich makeitsuitablefor mostwrists. Therehadbeen rumblingsthataGMTcould follow,andwhenithitearlier in2024itwaspickedupwith great reverie.
Theblackand redaluminium bezeliscleanandmaintainsalittle ofthatvintagelookofsomeofthe olderRolexGMTs–manyofwhich exchangehandsforsignifcantcash
thesedays,amongcollectors.
Tudor’s T-Fitadjustableclaspisalsotherein bothrubberandsteelbraceletvariants,andit arguablylookseverybetterontheblackrubber strap–balancedandclean,butstillwith enoughcharactertomakeitatalkingpoint. It’sverymuchaonewatchcollection. ■
Howaholiday fubbecamea greatstaycation Findingherusualhotelfull, CiaraDwyer hadto improvise.ShewoundupwiththebestofDublin, Meath,Kildareand Wexford
Itstartedasasimpleidea. We would takethefrsttwoweeksoffinAugust andstayinIreland.Isupposeit’sasign ofthetimesthatbeforeCovid,thiswas calledaholidayinIreland.Nowadays, manywoulddeemitastaycation.
Theplanwastogoto Wexfordtown,but theaccommodationwewanted– Talbot Suites,anapartmentinthecentrelinkedto the TalbotHotel–wasbookedoutforthe frstweek,duetotheFleadhCheoilthatwas takingplace.SowedecidedtostayinDublin andhavesomeadventures. Wexfordwould waituntilthefollowingweek.
InDublin,theplanwastodothingswe
wouldn’tnormallydo,withnorushingaround orwatchingtheclock.Bliss.
Mondaynightwewentto TolkaParktosee afootballmatch.Shelbournewereplaying DerryCityinoneoftheseason’sbiggames. Itwasnicetoseethatitwassofamilyfriendly.Intheseatsbehindus,Inoticeda grandfather,hissonandthegrandchildren.I thoughtofmylatefather,RoryDwyer,who usedtoplayforShelsbackinthe50s,and howhewouldhavelovedit.
Nextdayitwastimeforabitofhistoryand sooffwewenttoGlasnevinCemeterytovisit DanielO’Connell’scryptandtoclimbthe198 stepsoftheO’Connell Tower.It’sthetallest
roundtowerinIrelandandyouhavetobeat leasteightyearsofagetoclimbit.Mykids havelookedatitlonginglyformanyyears,and it’seasytoseewhy:theviewsofthecityand theseafromthetopwereworththetrek.“I haveachievedalifelongambition,”wrotemy 11year-oldson Telmointhevisitors’book.
Soon,itwasofftoSallinsinCoKildarefora two-and-a-half-hourbargetripon theGrandCanal.Ourguidedidagreatjob explainingthehistoryofbargesandalsohow hecametoworkonthem.Itwasveryexciting watchingthelockclose,thewaterriseand thenanotherlockopeningwhenthewater hadrisentotheexactheight.
Asweslippedalongthecanal,Isawa kingfsherfortheveryfrsttime.Ispottedthe suddenfashoforangeandmydaughterSive sawtheelectricblue.Thrilling.
Thebargetripwastotallydifferentandleft usvery relaxed–Ihighly recommenditfora family. We willbebacktodoitagainwithmy father-in-law,whocan’twalkfar.
BackinDublin,theplanfornextdaywas tomoocharoundtown. We didthestripof charityshopsonCapelStreetandthenwentto theMuseumofLiteratureIreland(MoLI). To my shame,Ihadyettovisit.
Later,wewenttothecinemaandwere enchantedbyHaroldandthePurpleCrayon.
Irishweathermeansitcanbehardtoplan ahead,butontheonedaythatweknewthe sunwouldbeshining,wewenttoLullymore FarminCoMeath.Mynine-year-olddaughter hadbeenthereonaschooltripandwas verykeentogoback.Thesunshonebrightly aswewalkedaroundthepettingzooand theheritagecentrecompletewiththatched cottages. We eventriedourhandatcrazygolf.
Stickingtothesportytheme,wearrangeda visittoFortLucan,anactivityparkforchildren upto14. Waterslides,go-kartsandmorecrazy golf–greatfun.
Thenextdaywepackedourbagsandhit themotorwaytowards Wexford.Ontheway intothetown,wefoundourselvesstuckin seriouslyheavytraffc–aparadewasabout tostart.
Wexfordwasbuzzing:650,000peoplehad rockedupfortheFleadhCheoilandplentyof themwerestillthere. We watchedkidsbusking onthestreetwiththeirmothersstanding nearbywatchingthemperform.
Anotherhistorylessonawaitedusatthe NationalHeritageParkwherewelearned aboutthe VikingsandancientIreland.Oneof thebiggestdrawsto Wexfordisthefamous HookLighthouseandthat’swherewepointed thesatnavnext.
Ouroutstandingguide,JonPearce,wasa brilliantcommunicatorandpassionateabout thehistoryoftheplace.Hetoldusaboutthe soundoftheoldfoghorn,howheandhis friendsusedtohearitasyoungboys,feelthe vibrationsofthegroundandthoughtitwasan earthquake.
Afterwards,wedidanartsessionwithJon’s mother,RoseFinn,atalentedpainterwho workedthere. We paintedonslatesandairdryingclay.
Beinginthe“sunnysouth-east”,wehoped foratleastoneniceday.So,withblueskies above,wewereofftobeautifulCurracloe Beach–whereSavingPrivate Ryanwasflmed. We allenjoyedourdipsintheseasomuch thatSivesaidshe’dforgottenhowmuchshe lovedit.
Withtheweekclosingin,wewereoffto anotherfarm:thistime WexfordLavender FarminInch. We enjoyedthewoodlandwalk, playedagiantsnakesandladdersgameinthe middleofthelavenderfeldandhadaspotof lunch.Ifyoulikepeacefulsurroundings,this placeisperfect.
Forourfnalday,wedecidedtomooch around Wexfordtown,foatinginandoutof themanyshopsand restaurants,chattingto friendlylocals.
ThenwefoundheaveninRedBooks,a gorgeoushiggledy-piggledysecond-handbook shopwithsomethingforeveryone.
Whentheyhadselectedtheirfavourites, TelmoandSivewastednotimeinsittingdown onthebenchinthenearbysquareto readtheir booksstraightaway.
Whiletheyweresittingthere,asweet elderlymancalled TomarrivedwithhisdogSid andstruckupaconversation. Tomtoldusthat hegothisdogafewyearsafterhisbeloved wifehaddiedandhowheusedtoplaythe fddlebuthisfngersweren’tuptoitanymore. At94,itwasnowonder.
Asweleft,thechildrenfeltsad–butthey werealreadytalkingaboutwantingtogo back.“Andwemustvisit TomandSidtoo,” theysaid. ■
Glasnevin Cemeteryin Dublin
TECH NOLO GY
Blueskymayoffer newopportunities… butisittherightft foryourbusiness? Bar ry Scannell,partnerat WilliamFryandamember ofIreland’sAIAdvisoryCouncil,looksatthenewsocial mediaplatformanditsmorethan20millionusers
Ifyou’veheardwhispersaboutBluesky in recentweeks,you’renotalone.
Thisnewsocialplatform,createdby Twitterco-founderJackDorsey,hasquietly growntomorethan20millionusers,with hundredsofthousandsmorebeingadded daily.
Butit’snotjustanothersocialnetwork–it representsafundamentallynewapproachthat could reshapehowbusinessesengageonline.
Atfrstglance,Blueskylooksfamiliar. Usersshareposts,followothers,andengage inconversations–similartoothersocial platforms.Butbeneaththisfamiliarsurface liesaninnovationthatcouldchangehow businessesapproachsocialmedia.
Thekeyissomethingcalledthe AT protocol (shortforauthenticatedtransferprotocol). Whilethatmightsoundtechnical,its implicationsforbusinessesarepotentially game-changing.Here’swhy.
Thinkabouthowsocialmediaworkstoday. Whenyoujoinanyplatform,you’reessentially rentingspaceinsomeoneelse’shouse. You followtheirrules, relyontheirservers,and adaptwhentheychangetheirsystems.The AT protocolchangesthisdynamicentirely.
Insteadofonecentralplatformcontrolling everything,Blueskyallowsorganisationsto hosttheirownserversandbecome“server operators”,while remainingconnectedtothe broadernetwork.It’ssimilartoemail–you canuseGmail(likebeinga regularBluesky user),orrunyourownemailserver(likebeing
aBlueskyserveroperator).Eitherway,you cancommunicatewitheveryoneelseonthe network.
Formostbusinesses,startingasa regular usermakesperfectsense.Creatinganaccount isstraightforward,andyoucanbeginposting andengagingwithothersimmediately. Theplatform’sgrowinguserbaseincludes journalists,professionals,andengaged audiencesacrossmanysectors.
Butforbusinesseswantingmorecontrol, becomingaserveroperatoropensup fascinatingpossibilities.
Youcancreateabrandedenvironment, designingyourowninterfacewhilestaying connectedtothemainBlueskynetwork. You cancontrolyourdata,keepingitonyourown serversratherthan relyingonthirdparties. Youcansetyourownrules,defnecontent policiesthatalignwithyourbrandvalues, andpotentiallydevelopnew revenuestreams throughpremiumfeaturesorspecialised services. Youcanbuildprivatenetworks foremployeecommunicationorcustomer communities.
Imaginerunningyourcompany’ssocial mediapresencethewayyourunyourwebsite –withfullcontrolovertheexperiencebut connectedtoabroadernetworkofusers.This iswhatmakesBlueskyunique.
However,beforejumpingintoserver operation,businessesneedtounderstandthe signifcantlegaland regulatory responsibilities thatcomewithit.Thesevarydramatically
dependingonwhetheryou’rea regularuseror aserveroperator.
Asa regularuser,yourlegalobligations arestraightforward–mainlyfollowingthe platform’stermsofserviceandstandard business regulations.Butasaserveroperator, you’repotentiallysteppingintothe roleofa platformprovider,whichbringssubstantial responsibilities.
UnderlawslikeGDPR,serveroperators mustconsiderissueslikewhethertheybecome “datacontrollers”, responsibleforprotecting userdataandhandlingprivacy requests. Ifso,youneedsystemstomanagedata access,deletion,andportability requests,plus processesfor reportingandmanagingdata breaches.
Contentmoderationbringsitsown challenges.Serveroperatorscouldbelegally responsibleforhandlingillegalcontent, andmayneedclearpoliciesandsystemsfor
moderation,andmust respondpromptlyto reportsofharmfulcontent.Ifyou reachcertain sizethresholds,youmightfaceadditional obligationsunderdigitalservicelaws.
Youneedcleartermsofserviceand communityguidelines,user reportingand appealsystems,andmechanismsforensuring usersafetyandpreventingharassment. Dependingonyourserver’sscope,you mightneedageverifcationsystems,consent mechanismsandtransparency reporting.The complexityoftheseobligationsdependson yourserver’ssizeandscope.Asmallserverfor internalcompanyusefacesdifferentchallenges thanonehostingthousandsofpublicusers.
Youwillneedtoconsiderwhetheryou havethetechnicalexpertiseforcompliance, resourcesforcontentmoderation,capacityto handleuserdata requests,andbudgetforlegal andcomplianceexpertise.
Restassured,however,ifBlueskytakesoff,
anditlookslikeitwill,bigbrandswillbecome serveroperatorsontheplatform,operating theirownserversandcuratingtheirownuser experiences.
Thismightsounddaunting,but remember, mostbusinessesdon’tneedtobecomeserver operators.Startingasa regularuserisperfectly fneandcomeswithminimallegalcomplexity. Ifyou’reconsideringjoiningBluesky,start bycreatingabasicaccounttosecureyour businessname.
Spendtimeobservinghowothersin yourindustryusetheplatform,begin sharingupdatesandengagingwith relevant conversations,andmonitorthe responseto adjustyourstrategybasedonwhatworks.
Ifyoudodecidetobecomeaserver operator,considerstartingsmall. Youmight beginwithaserverforinternalcompanyuseor alimitedcommunity,whereyoucandevelop yourcomplianceprocessesbeforeexpanding.
Manyorganisationspartnerwithlegal expertsandcomplianceconsultantsto ensuretheymeetallobligationswhiletaking advantageoftheplatform’suniquebenefts.
Theplatformisstillevolving,butitsrapid growthsuggestsit’sworthunderstanding. Whilenoonecanpredictwhichsocial platformswillthrivelong-term,Bluesky’s innovativeapproachoffersbusinessesnew possibilitiesforcontrollingtheirdigital presencewhilemaintainingbroadconnectivity.
Remember,youdon’tneedtobefrst,and youdon’tneedtodoeverything.Startsmall, learnthelandscape,anddecideifBluesky’s growingcommunityalignswithyourbusiness goals.Whetheryouchoosetobea regular useroreventuallybecomeaserveroperator, understandingthisnewmodel–anditslegal implications–putsyouinabetterposition tomakestrategicdecisionsassocialmedia continuestoevolve. ■
TECH NOLO GY
Blueskynowhas around20millionusers
my day UNCOVERINGTHE9-5 SharonHanna Generalmanager,HMSCaroline
7.20am
Igetup,showeredandthenpickoutthewee man’sclothes.That’sArran,ourtwo-yearold son,notmyhusband.Idon’thavebreakfast untilIgetintotheoffce.
8.30am
Arriveattheoffce.I’maGlideruserandlove foatingdownthelengthofQueen’sIslandto AlexandraDockwhichisjustbesideCatalyst. AssoonasIgetinIprepareanicecupoftea andabowlofporridge.
9am
Ifit’sapublicopeningdayIwillboardand unlocktheshipandconducthealthandsafety checks.Justlikeforanymodernshipcrew, healthandsafetyareamongthefrsttaskson thelongto-dolist.
9.45am
Iwillholdapre-shiftbriefngforthestafftolet themknowhowmanyticketshavebeensold forthisday,whattourshavebeenbookedand whattheweatherforecastislike.Iwillspend timeonhowthetidesarebecausetheseaffect usdirectly.Athightide,accesstotheshipcan becomechallengingforthoseinawheelchair orpushingapram,Lowtidecanpresentsome problemstoo.InthiscaseIwillensurethat
amemberofstaffisinthevicinitytooffer assistancejustincase.
10am
TheshipisnowopenforthefrstvisitorssoI unlockthemaingateonthegangway.Iwill thenstayonboardtosellticketsandtalkto visitors,helpthemnavigatearoundthebowels oftheship. We havemadeitasaccessibleas possible,eventheengine roomscanbevisited. Iloveitwhensomeoneclimbsdownintothe engine roomformtheworkshopbecausethis ignitesasoundtrackofthefourParsonsSteam Turbines,startingatalowgrowlandthen crankinguptoa roarastheskippertelegraphs fromthebridgethathewantsfullspeed ahead.The TitanichadthreeoftheseParsons’ turbinesbutourCarolinehasfour.Shecould do30knots,whichiswellover34mph.
11am
IfthereisadaytimeeventonboardIwillhelp staffandeventorganiserssetupthedrillhall thewaytheywantit.I’llalsoassistthecatering contractorsfndtheirwayaround.
12pm
Iheadtotheoffceinthepumphousetodeal withemailsandhavelunch.Ilovenipping overtothe YellowDoor restaurantinCatalyst
buttrytolimitthistotwiceaweekforlunch. WhileIhavelunchI’llvideocontactArranwho willtakeouthis‘laptop’andhelpmewithmy work.
12.30pm
Icoverstafflunchesandmightrunoneofthe tours.
2pm
BacktotheoffceforthedailycallwithHQ, theNationalMuseumoftheRoyalNavyin Portsmouth.
3.30pm
Aswehaveplentyofeveningeventsbooked inI’llgobacktotheshiptohelpoutwith preparations.
4.30pm
Thedaytimeshiftcomestoacloseand eveningstaffstartarrivingfortheevents.
5.30pm
Ifthere’snoevent,I’llmakemywaybackto theGliderandhome.LotsofplaywithArran, bathandbedtimeforhim.
10.30pm
Andsotobed. ■
