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Contents

ON THE COVER...

24: SMALL BUT MIGHTY

For this month’s cover feature, unLTD brought together four South Yorkshire entrepreneurs who have chosen what could be seen as unconventional approaches to business growth. Hosted by James Marriott, this roundtable interview explores why staying small can be a strategic decision for success.

20: LIGHTBULB MOMENT

Ricky Birtles, founder of OALO Security, shares how the idea for his company took shape and why he chose to launch his own cybersecurity business instead of accepting a role with a consultancy.

34: NEW LOCATION, NEW OPPORTUNITIES

With a focus on growth and increased collaboration, Brook Consult has shifted its base from Barnsley Business Village to Sheffield’s vibrant Leah’s Yard. In a chat with unLTD last month, Dom Brook and Andrew Armstrong share what the relocation means for the company’s future trajectory.

42: BREAKING THE SILENCE

In recognition of World Menopause Day, Jo Keen, founder of Green Tomato Consultancy, discusses the importance of addressing menopause as a workplace issue.

48: BUILDING INCLUSIVE WORKPLACES

After recently joining Inclusive Consulting, Becki Ashley draws on her own experience of living with ADHD and dyspraxia to discuss how companies can support neurodivergent professionals and promote inclusive recruitment practices.

Welcome to the latest issue of unLTD – your monthly update on all things business across South Yorkshire.

First, a heartfelt thank you to everyone who attended our inaugural business expo at Magna last month. It was fantastic to put faces to names and see the region’s business community out in full force –networking, exchanging ideas and enjoying the day. We’re already planning the next event and will share details as soon as they’re confirmed.

Back at HQ, we recently had some interesting visitors swing by the office to record the latest instalment of the unLTD Business Podcast. Host James Marriott was joined by Laura Stead, Russell Thompson, Laura Blackburn and Becca Morris in our meeting room for a refreshing conversation about why maintaining a smaller business model can be a deliberate and successful strategy. They shared their career experiences and explored how working outside of conventional growth paths can offer personal advantages. You can find the main takeaways on pages 24-29.

Elsewhere in this issue we’ve got insightful advice from Jo Keen of Green Tomato Consultancy (p.42) and Becki Ashley of Inclusive Consulting (p.48) on building more supportive, understanding workplaces when it comes to the menopause and neurodiversity in the workplace.

Our business spotlights this month feature Brook Consult following their exciting move to the beautifully restored Leah’s Yard in Sheffield city centre (p.34). We also speak with TCH Leasing’s newly appointed Divisional Director about what’s next for the company after more than 60 years in the vehicle leasing industry, and we celebrate a milestone with James Smith and the team at We Do Workwear for hitting the big 1-0 (p.38).

Throw in your usual news updates, interviews with key figures and informed opinions on a range of business topics, and you’ve got another busy issue to peruse.

See you next month!

Joseph Food, Editor.

EDITORIAL

EDITOR

Joe Food

Joe@unltdbusiness.com

ONLINE EDITOR

Ash Birch

Ash@unltdbusiness.com

COLUMN EDITOR

Holly Dibden

holly@unltdbusiness.com

VIDEO CONTENT CREATOR

Lizzy Capps lizzy@unltdbusiness.com

DESIGN

Marc Barker

ADVERTISING

Phil Turner

phil@unltdbusiness.com 07979 498 034

Nick Hallam nick@exposedmagazine.co.uk 07843 483536

FINANCE

Lis Ellis accounts@ exposedmagazine.co.uk

CONTRIBUTORS

Dan Bumby

Steve Brown

Wendy Ward

Jill White

unLTD is published monthly by Blind Mice Media Ltd Unit 1B Rialto, 2 Kelham Island Sq., Kelham Riverside, Sheffield S3 8SD

The views contained herein are not necessarily those of Blind Mice Media Ltd and while every effort is made to ensure information throughout unLTD is correct, changes prior to distribution may take place which can affect the accuracy of copy, therefore Blind Mice Media Ltd cannot take responsibility for contributors’ views or specific listings.

TAKING RISKS, REAPING REWARDS: A LOOK BACK AT THE UNLTD BUSINESS EXPO

The inaugural unLTD Business Expo took place this month, showcasing 75 local businesses and offering visitors the chance to connect and learn from a range of talks, debates and networking sessions.

Close to 500 visitors attended the event, and exhibitors crossed a multitude of sectors: training providers, recruiters business finance, IT services, marketeers, travel companies, law firms and a whole lot more besides.

The brought an array of entertainment with them too, from mini-golf to cakes, cookies and even a cyclone of flying balls.

The day began with our breakfast panel debate about the opportunities the region needs to grasp with greater devolved powers on the horizon. Many attendees left feeling optimistic about the government's plans and their potential impact on local businesses. Visitors began arriving early and continued throughout the day, eager to explore the offerings. Seminars from ActionCOACH Sheffield and Andy Hanselman Consulting drew impressive crowds, while the speed networking sessions from 4N and South Yorkshire Business Network were a resounding success.

The overall atmosphere was incredibly positive, filled with laughter, engaging conversations and the forging of new connections at every table. We’d like to say a huge thank you to everyone who exhibited, attended and supported us in this new venture. We are confident that the unLTD Business Expo will fill a gap in the market and help local businesses connect across the Sheffield, Barnsley and Rotherham area. With over 60,000 local businesses, there is so much opportunity to discover something new and unique.

The space at Magna already has us thinking about future possibilities. We’re brainstorming ways to make the next event - and the one after that - even bigger, busier and more exciting. Stay tuned!

RESTORATION PAUSED ON ICONIC 1920’s CINEMA

CADS (Creative Arts Development Space), the Sheffield-based arts charity, continues to face significant setbacks in securing the future of the historic Abbeydale Picture House. Although much-needed funding was awarded more than four months ago, it remains tied up due to a complex legal situation with the building’s landlord. These legal complexities are now jeopardising the funding and delaying progress, putting the future of the building at serious risk. As time passes, the Abbeydale Picture House continues to deteriorate, further increasing the financial burden required for its purchase and restoration.

The ongoing legal dispute with the building’s landlord, including upcoming court proceedings, has become a major obstacle to finalising the funding and advancing the project. Compounding this, the application for Asset of Community Value (AOCV) protection status was

THE COMPLEXITY OF THIS LEGAL SITUATION HAS SLOWED OUR PROGRESS SIGNIFICANTLY AND THE PROLONGED INACTION ONLY WORSENS THE BUILDING’S CONDITION

unexpectedly rejected.

In February 2024, CADS announced the closure of the Abbeydale Picture House due to extensive damage and escalating costs. The situation worsened when the landlord changed the locks in April 2024, further complicating matters and delaying any progress. With court proceedings imminent, CADS is now focused on resolving these legal issues, while the building, already in a state of disrepair after two and a half years of partial closure,

continues to deteriorate. Water ingress and other structural issues are pushing the project further from its goals.

Despite these challenges, Sheffield City Council has been supportive, particularly throughout the COF application process. The building, a Grade II listed site, was added to the Theatres at Risk Register by the Theatres Trust earlier this year. The Abbeydale Picture House remains one of the few intact venues of its kind in the country, making its preservation even more urgent.

Steve Rimmer, CADS founder and board director, commented, “The complexity of this legal situation has slowed our progress significantly and the prolonged inaction only worsens the building’s condition. Despite the setbacks, we remain committed to purchasing and restoring Abbeydale Picture House.”

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E: info@befund.org

W: www.befund.org

CELEBRATING CULINARY EXCELLENCE

Congratulations are in order for Cambridge Street Collective, which has been awarded the prestigious title of Best Food Hall Award 2024 at the British Street Food Awards.

Since opening its doors in May 2024, Blend Family’s newest food hall has quickly made a remarkable impact, earning its esteemed award in under a year of operation. The victory demonstrates Cambridge Street Collective’s dedication to quality and innovation in the culinary world.

This award is a significant milestone for the Blend Family, especially given that Cutlery Works, another of their food halls in Sheffield, had previously dominated this category by winning the title Best Food Hall Award in 2022 and 2023. This latest win for Cambridge Street Collective demonstrates the continued growth and excellence of Blend Family’s ventures.

Cambridge Street Collective (CSC) proudly stands as the UK’s largest purpose-built food hall, showcasing 20 diverse kitchens and 4 vibrant bars under one roof. With a mission to offer immersive cultural experiences through both culinary delights and

dynamic events, CSC serves as a gateway to global flavours and traditions.

Matt Bigland, founder, and CEO at Blend Family, who operates Cambridge Street Collective, said: “We are honoured to win the Best Food Hall award this year amidst a selection of outstanding food halls. This recognition is a testament to the exceptional array of kitchens we feature at Cambridge Street Collective. From African cuisine to pizza wonders, authentic Asian classics and innovative new dishes, our diverse culinary offerings cater to a wide range of tastes and preferences.

“Our commitment extends beyond delivering exceptional flavours. We are dedicated to and passionate about supporting independent businesses and providing a platform for emerging chefs. It is our mission to offer new opportunities for up-andcoming talents to showcase their skills.”

In addition to its exceptional food offerings, CSC is home to the Blend Culinary Foundation (BCF). All proceeds from the Foundation are reinvested to support their mission: alleviating food poverty.

NEW PARTNERSHIP GOES HAND IN HAND

Leading real estate developer and investor, Scarborough Group International (SGI) has formed a strategic partnership with Sheffield Technology Parks (STP) aimed at enhancing commercial opportunities for innovators in the sports, health and wellbeing sectors at Sheffield Olympic Legacy Park.

The partnership seeks to attract and nurture the brightest minds in these key sectors, providing a supportive environment for the exploration, innovation and delivery of ground-breaking solutions to some of society’s biggest health and wellbeing issues.

Inspired by the London 2012 Olympic and Paralympic Games, Sheffield Olympic Legacy Park is a flagship regeneration initiative designed to bring together expertise from academia, elite sports, the NHS, and the public and private sectors to improve health outcomes across the entire population.

The Park is already home to world-leading sports, research and educational facilities, including the English Institute of Sport Sheffield, iceSheffield, Canon Medical Arena, Living Care Medical Diagnostic Centre, Sheffield Hallam University’s Advanced Wellbeing Research Centre and National Centre of Excellence for Food Engineering, and UTC Sheffield Olympic Legacy Park.

As Sheffield City Council’s development partner for Sheffield Olympic Legacy Park, SGI is focused on expanding its commercial space offering and has brought on board the expertise of STP to enhance the overall occupier experience.

Established over three decades ago, STP has become a cornerstone of the city’s technology and innovation landscape, currently hosting 30 tech or tech enabled businesses. Renowned not only for its serviced office and lab spaces but also for its specialised support for start-ups and scaling businesses, STP fosters an inclusive and collaborative community, closely connected to the wider tech ecosystem.

The initial focus will be on building a supportive business community at Landing Pad, SGI’s dedicated incubation centre for spin-outs, start-ups and scale-ups. This will include the creation of a vibrant business lounge to create a hub for like-minded entrepreneurs to innovate, collaborate and learn from each other.

Ian Sanderson, Estates and Development Consultant at SGI, commented; “Partnering with Sheffield Technology Parks allows us to tap into South Yorkshire’s thriving tech ecosystem, elevating support for our business community and helping to facilitate the ground-breaking research and innovation in sports, health and wellbeing taking place at Sheffield Olympic Legacy Park.”

For more information about Sheffield Olympic Legacy Park visit: sheffieldolympiclegacypark.co.uk and to learn more about Sheffield Technology Parks visit shefftechparks.co.uk.

NIBS

DUTCH-STYLE ROUNDABOUT IN SHEFF

Pedestrians, cyclists and motorists will soon be able to experience Sheffield’s first-ever Dutch-style roundabout as the project nears completion. Located at West Bar, in front of the Emergency Services Museum, the roundabout will give priority to pedestrians and cyclists, making it safer and easier for people to get around the city in an active way.

NEW DEGREE HELPS NHS DEMAND

A new Pharmacy degree at the University of Sheffield will help to address local and national healthcare needs. The launch of the new four-year Master of Pharmacy degree programme is designed to equip students with the knowledge and training to become highly skilled, patient-focused pharmacists to support the NHS workforce at a time of unprecedented demand.

TRANSFORMATION PLANS FOR GRADE II BUILDING

Urban Splash has appointed agents to support the marketing of the former Cole Brothers building in Sheffield. The developer is working on proposals to turn the former John Lewis department store into a flexible workspace, with cafes, retail, leisure, cultural uses and event space –designed to complement the rest of the Heart of the City project.

DELIVERING SUSTAINABILITY

Two Sheffield Hallam University students have won a competition for designing sustainable food packaging for Deliveroo. The winning entry was awarded to William Shaw, 23, and Josephine Cooper, 21, for their innovative new sealing system and creative updates to an already existing product.

NEW CHAPTER FOR CHAMBER OF COMMERCE

Sheffield Chamber of Commerce (SCCI) is embarking on a new chapter following continued growth. The organisation has relocated its headquarters to Westfield House. SCCI’s new high quality flagship office provides a modern space in a prime location. As part of the move, the new office will include numerous meeting spaces, versatile event and training spaces and a dedicated business lounge.

With Jill White of Andy Hanselman Consulting

REVITALISING STREETS IN THE SKY

As they continue their long-term commitment to the redevelopment of Park Hill in Sheffield, joint venture partners Urban Splash and Places for People have secured planning approval for more new homes at the building.

The pair has redeveloped the building over the past decade establishing a new quarter for the city with 455 new homes, accommodation for 356 students, more than 50,000 sq ft of workspace, and extensive landscaping and green space.

Approved plans for the newest phase – phase 5 – include 105 thoughtfully designed new homes. Among the homes will be one-, two-, three- and four-bedroomed flats, duplexes and townhouses –some of them available through affordable tenures , while the ground floor will include 2,000 sq ft of commercial floor area providing a space for independent, local business to thrive, and adding to the already vibrant and diverse Park Hill ecosystem –home to native brands such as South Street Kitchen, The Pearl, and the Grace Owen Nursery.

Sammie Steele, Managing Director of Placemaking and Regeneration at Places for People told us: “We are delighted to have secured permission for the next phase of Park Hill, continuing our great partnership with Urban Splash. Park Hill is an iconic area of Sheffield both culturally and architecturally and we are proud to continue supporting this thriving community and uplift its long and fascinating history. This phase will allow us to not only pave the way for new homes in Sheffield but also to create new commercial spaces where we hope to see local businesses set up and thrive.”

For more information visit urbansplash.co.uk

Expos, Charity Bashes and a Bollywood Ball!

September starts and ends with an Expo! First up, it was the Paces Charity Expo held at The Steam Works. Good to see so many familiar faces supporting Dave, Jason and all at the charity. A new venue for us but I’m sure we’ll be back. The first unLTD Expo was a super success, lots of exhibitors, some great networking and a couple of insightful seminars.

Speaking of super successes, it was a privilege to be at the launch of the Community Parenting Film Premier at the Town Hall, lots of work still to be done but so good to hear of the early work with many businesses looking to work with young care leavers. Some real creative voices there and we were certainly entertained in style.

As indeed we were when we attended the Gripple Cloak and Cocktails Charity Ball at The Cutlers Hall. Hats off to Graduate Trainees Claudia Cresswell and Jacob Bradder who wowed us with style, glamour and intrigue, not to mention the most amazing entertainment!

Excellent job done by both and almost £15,000 raised. What a result.

September breakfasts included the Rotherham Hospital & Community Charity Business Breakfast at Magna. Balliante’s Inner Circle Network and our own 3D Connect session hosted wonderfully by CMS Law in their Heart of the City premises. Lots of panels, debate and discussion.

A trip up the M1 to Leeds to check out Freeth’s stunning new office location followed.

Some great views - and equally great gin - almost completed our legal adventures for September.

But not quite, The Bhayani Bollywood Ball must have a mention.

We ate fabulous food; we dressed the part, and we danced... Oh, how we danced!

Excellent work, Team Bhayani!

Follow Jill at uk.linkedin.com/in/jilltywhite or find Andy Hanselman Consulting at andyhanselman.com.

Scan QR code to claim your free digital marketing audit today!

0114 551 1534

logica-digital.co.uk hello@logica-digital.co.uk

LD-026-Half-page-ad-01.indd 1

WE ALWAYS GET RESULTS!

2024/08/08 15:01

B2B

ATTRIBUTING SUCCESS IS COMPLICATED

Working out why someone made a B2B purchase is difficult and complicated – for example, if someone came to your website via a Google Search, did they find your company via search, or did they hear about you from somewhere else and then just searched for the name of your company on Google rather than typing in your website address? It’s important to delve as deeply as possible into how and why people have bought your product or service – the answers may surprise you!

IT’S HARDER THAN EVER TO GET RESULTS

With high interest rates and economic uncertainty, organisations are looking at how they can operate as efficiently as possible – and this is leading to tighter budgets and reduced external spend. Data from a recent McKinsey study suggested that software companies had to work twice as hard in 2023 to generate the same amount of revenue compared to 2021. Adaptability and creativity are more important than ever.

THERE ARE NO SHORTCUTS

There’s a well-known phrase in project management that goes like this: “You can have it quick, you can have it cheap, or you can have it good – pick two.” It’s the same in B2B marketing. Sustained success comes from hard work, creativity, courage and realistic budgets. If an agency’s offer seems too good to be true, it probably is.

IF YOU DON’T FIND IT FUN, YOUR AUDIENCE WON’T EITHER

It’s a bit of a cliché, but B2B marketing doesn’t have to be boring. It’s important to put yourself in your audience’s shoes and read, watch and listen to your content and communications. Ask yourself honestly whether you enjoy or are interested by them – if the answer is no, have another go!

THE ONLY CONSTANT IS CHANGE

Marketing channels are always evolving, and what worked one year won’t always work the next. It’s important to proactively test out new approaches to ensure that you’re not missing out on untapped opportunities – as well as to make sure that you have options if what you’re currently doing decreases in effectiveness.

Richard Costeloe is founder of Casla, a B2B marketing agency based in Sheffield city centre. They help technology, digital and creative companies with complex B2B propositions to generate pipeline and revenue.

Web: www.casla.agency

Contact: hello@casla.agency Office: 3rd Floor, 32 Eyre St, Sheffield, S1 4QZ LinkedIn: linkedin.com/ company/casla-agency

In the basement of the recently restored Nicholls Building in Shalesmoor, a new urban spa has been beautifully brought to life by the people behind R1SE Yoga. Husband-and-wife team Chris and Jennifer Downham have relocated from their spiritual home just across the road in Krynkl to create R1SE Urban Spa, the latest phase of their wellness journey.

As well as their ever-popular yoga classes, the stylish new space allows them to offer even more experiences, including Fire and Ice sessions where customers will take a 75-minute journey of extremes from the sauna to the ice bath, breathwork and massage. These Fire & Ice sessions totally rejuvenate the body and mind whilst also making your skin feel like you have a full facial. What makes it truly special is that it’s all about self-care; you’re doing it to yourself. You learn the techniques, keeping the costs much lower while empowering yourself with skills to take home.

Sessions in the new spa can be freeflow or guided, with their expert staff on hand to explain the benefits and science behind each therapy. The guided sessions will offer three different levels: blissed out, high energy, or balanced, which will dictate what you actually do in each session, whether it’s breathwork, massage, ice baths, saunas, or meditation.

This space will also be home to social nights, club nights, and silent discos, utilising their so-bar area, which will feature Chris’ homemade kombuchas, a selection of other non-alcoholic drinks, and flights of drinks.

Explaining the ethos of the spa, Chris said: “The three words we use to describe the spa are ‘chaos, control, and calm’; that sums up everything we do. Life is chaotic, you have to have control systems, and we

deserve to be calm. It’s all about using your body in different ways to either feel buzzing or to put you in a calming state, and we can switch those experiences up at the touch of a button.”

R1SE is all about performance and recovery – something that isn’t just for athletes, but for everyone. All humans need to perform and recover, whether it’s mentally, emotionally, or physically. At R1SE, we use your miraculous bodies and natural stimuli – heat, cold, breath, and light – unlocking your ability to perform and recover in the most organic way.

The spa utilises science and technology to replicate the natural experiences we are missing from a busy urban lifestyle. Chris explained: “We want you to have the scientific benefits of sunshine through red light therapy. The key is to surrender to it because everything is going to change, from temperatures to breathing, so you have to be openminded.”

R1SE began life in 2018. Up to that point, Chris had owned various businesses over a 30-year period but had to declare bankruptcy when he found himself in the unenviable position of becoming the victim of fraud. Hence, when it came to naming the new yoga studio, ‘rise’ felt like the perfect fit.

R1SE was more than just starting a new business, though; it was a complete change of lifestyle for Chris and a reordering of his priorities. “At that time I had an earnings restriction, so I decided I would work on a community farm and got to understand a lot more about nature and fill in some of the massive gaps that I had in my knowledge.

“There were pros and cons that I could feel from nature and living a different life, and I made the very deliberate decision to live the second half of my life completely opposite to the first half.

“I was always wearing suits, ties, and driving Mercs to holiday homes; what in my background was perceived as success. It made me happy, but I’m happier now without that.

“But back then I was getting into my mid-40s, and things were starting to hurt. I was also waking up most nights feeling angry about the guys who had stolen millions of pounds from me and put me in the situation I was in.

“I had the opportunity to start again from scratch in a new field. I was enjoying nature, and my

wife’s always done yoga, so the combination of angry head, sore back, and Jen quietly doing the right thing for many years led me to yoga. I went to a studio in Sheffield, and I loved it.

“Old Chris, Chris version one, would have laughed his head off at new Chris in this situation. I went from eating meat to becoming vegan and not drinking alcohol for five years. I turned my world upside down, and it felt great.”

As he learned more and felt the personal benefits of yoga and breathwork, Chris and Jen decided to take the plunge and open their own yoga studio. Chris had a contact in Krynkl, and they set up shop in the Shalesmoor shipping container unit.

Chris said: “We just gave it loads of passion, and it was really busy from the start. It was much more of an urban feel and very accepting. It was less about unwritten secret rules and more about movement and getting out of pain. I found my passion, and I believe if you find your passion, it’s not work. We should all be able to be as happy as a dog!”

From there, they opened a second venue at Brook Place, while developing the offer to complement the movement-based yoga with other areas of focus such as nutrition, nature, and team and community.

This growth led to the decision to open the urban spa, where they will combine the principles of nature with technology in order to ‘hack into’ well-being. “We live unintentionally like battery chickens; we’re a bit like battery humans in artificial boxes, driving artificial boxes, always at the same temperature, taking antibiotics, and eating artificial food.

“We need to be a bit free-range. Just let ourselves out into the field a bit more. We started moving more towards these principles when we opened Brook Place, and that’s where R1SE then starts to become less R1SE Yoga and more R1SE.

“For me, things have to get better, and at Krynkl, we were standing still, so it felt like the right time. I’d spent six years looking at the Nicholls Building, and the basement seemed like the perfect space for a new spa. What better space for a spa than a former rave cave?”

To check out their sessions, mini-retreats, and membership options, head over to their website for details: r1se.co.uk/urban-spasheffield.

HIRING AN ACCOUNTANCY OR FINANCE APPRENTICE?

BUSINESS SELLING EXPERTS

Applications for the increased incentive payment for hiring a new apprentice are now open. The team at First Intuition tell unLTD readers more.

• Aged 16 to 18 or

• Under 25 with an education, health, and care plan or who has been in the care of their local authority.

paying employers can utilise their levy pots.

SELL OR BUY A BUSINESS IN THE UK

Following the Chancellor of the Exchequer’s announcement in April, employers will receive £3,000 for eligible apprentices of any age who start employment from 1 April 2021 to 30 September 2021. You can apply for incentive payments for these apprentices from 1 June 2021 to 30 November 2021.

The incentive payment is in addition to the £1,000 employers already receive for hiring an apprentice:

Apprentices will have an additional two months after the deadline of 30 September 2021 (until 30 November 2021) to start their training programme – this is to allow for probationary periods and sign-up processes to occur.

•

Furthermore, employers will also receive a National Insurance exemption if the apprentice is aged under 25 and a 95 per cent subsidy of the training costs (if not paying via the apprenticeship levy). Levy

•

•

Applications for the increased incentive payment for hiring a new apprentice are now open.

Level 2, 3, 4 and 7 Apprenticeship schemes for the AAT, ACCA, CIMA, ICAEW,

CTA and ATT Qualifications are covered for the incentive payment.

If you are looking to recruit an apprentice into your Finance Team, then we can help. Contact Sheffield@fi.co.uk for more info.

The Accountancy Employers Guide

Trainees and new staff need as much support as possible to ease them into work over the next year.

The Accountancy Employers Guide provides links to relevant resources on trainee recruitment, onboarding, pre-start resources, employability skills, apprenticeship incentives, employer events, and hot topics.

The Accountancy Employers Guide is now available to access for free at www.firstintuition.co.uk/fihub/ accountancy-employers-guide/

FluidOne

BY STEVE BROWN, MD, FLUIDONE BUSINESS IT - SHEFFIELD

THE BENEFITS OF MANAGED IT SERVICES FOR UK BUSINESSES

Managed IT services are no longer synonymous with cost-cutting. Businesses across the UK are utilising them to solve problems and gain market edge. Let’s dive into why – and how FluidOne makes a difference.

1. Focus on you IT issues take up time for businesses. Managed services remove this burden. Stop colleagues spending hours troubleshooting problems, they can focus on what matters – the business.

1. Expert knowledge Following IT developments is demanding. Managed service providers employ specialists who track changes, so you get expertise that may not be found in-house.

1. Smarter decisionsahead of the curve Well-managed service providers can guide IT investments – avoiding costly mistakes and investing wisely in beneficial technologies. We advise you on which technologies should and shouldn’t be implemented

Why FluidOne stands out Understanding and meeting the needs of UK businesses built our reputation:

• Under one roof: We offer a complete range of services, from cyber security to connectivity. You can deal with one provider for all IT needs.

• Platform one: Our network combines services from multiple providers, supplying better performance and flexibility than singleprovider solutions.

• DASH: Our portal gives service control to you. You can make changes and

get quotes in real-time.

• Track record: Low staff turnover means you can talk to someone who knows your business. High customer satisfaction scores show our commitment to you.

• We listen: We take the time to understand you, tailoring our services to match.

• Experience: We’ve seen technology evolve, and we use this experience to give you reliable, futureproof solutions.

• Security: Cyber security isn’t an afterthought. We offer round-the-clock monitoring and regular

testing to keep data safe.

• Real support, real people: Customer support is UK-based and highly trained. You’ll talk to knowledgeable people who care about solving your problem.

The next step

Tired of IT headaches? We offer a free consultation to understand your needs and demonstrate how we can help.

We will:

• Review your IT setup

• Discuss your goals and how IT can support them

• Identify improvements

• Provide a roadmap for optimising IT infrastructure

IT doesn’t have to be a worry – it can be a tool for business growth. Let FluidOne show you how. Contact us today to schedule your free consultation and take steps towards transforming your IT from a headache into an asset. You can reach us through our website at www.info.fluidone. com/book-a-meetingbusiness-it, call us at 0114 292 3800 or email sheffieldenquiries@ fluidone.com.

Lightbulb Moment

RICKY BIRTLES FOUNDER OF OALO SECURITY

What was the initial spark or idea that led you to start your business?

A friend who had set up their own company suggested I do the same. They talked about the freedom it offered and the control you could have over how things were done. It got me thinking about the changes I wanted to see in the industry and how I could do things differently. At the time I was exploring new opportunities in penetration testing and interviewing with several consultancies, but the idea of starting my own company stayed with me.

That same week I had a final interview with a consultancy. The discussion went well and there was interest on both sides. During the meeting I even mentioned that I was considering setting up on my own. Later that day they made a generous offer, and I took some time to consider it. Ultimately, I called them back and thanked them for the opportunity, but I knew I would regret it if I didn’t try launching my own business. They understood and told me the door would always be open if I changed my mind.

Can you describe the moment when you realised this idea could become a reality?

While conducting a penetration test for a customer we discovered a critical issue. Although we were working in a development environment, we asked if the live application was configured similarly. They confirmed it was, so we offered to test the live version as well. Our suspicions were right, and the customer was able to fix the vulnerability in both environments. That experience of working collaboratively to address the issue showed me that OALO Security had real potential.

What problem did you see that your business could solve?

We often see clients being sold solutions they don’t really need. At OALO Security we’re committed to having open conversations to identify what clients truly require and then offer options tailored to those needs. We also aim to break down the adversarial relationship that can exist between penetration testers and developers. Developers sometimes see us as a threat as if we’re there to criticise their work. We want to work alongside them to confirm their security posture and where possible help them enhance it further. Another issue is how companies handle staff who have “failed” – whether by clicking on a phishing link, writing vulnerable code or setting a weak password. Instead of punishment these employees should be educated and supported.

ULTIMATELY, I’D LOVE TO SEE A SHIFT IN MINDSET WHERE DEVELOPERS AND PENETRATION TESTERS COLLABORATE MORE EFFECTIVELY TO BUILD SECURE APPLICATIONS.

Did you have a “eureka” moment when everything just clicked?

Yes, it goes back to that moment with the client’s live application. We identified the issue together, communicated openly, and resolved it. It made me realise that there’s a real need for a company like ours – one that prioritises collaboration and continuous improvement over blame.

What advice would you give to others seeking their own “lightbulb moment”?

You never know when that moment will come. It can be intimidating and overwhelming at times but there’s a lot of support out there. Look for funding, networking events and communities of like-minded individuals who can help you find your path. Don’t give up. Take stock of what’s already available and think about what you can offer that will truly help people and set you apart.

What does the future hold?

We hope to keep growing both in terms of our team and our partnerships. I want us to continue helping companies show they value their users’ data and are proactive about securing it. Ultimately, I’d love to see a shift in mindset where developers and penetration testers collaborate more effectively to build secure applications.

OALO Security provides penetration testing services to help businesses identify and fix security vulnerabilities in their websites, networks and applications. See www. oalosecurity.com for more information.

LAURA BLACKBURN

RUSSELL THOMPSON

BECCA MORRIS

LAURA STEAD

SMALL BUT MIGHTY

EXPLORING ALTERNATIVE BUSINESS GROWTH PATHS WITH SOUTH YORKSHIRE’S ENTREPRENEURS

For this month’s long interview, unLTD gathered four dynamic business leaders who have chosen unique growth strategies that defy traditional expectations. Hosted by James Marriott (Freelance Podcast Consultant), this roundtable discussion brought together Laura Stead (Freelance Marketer), Russell Thompson (Management Consultant), Laura Blackburn (Founder, B Animated Studio) and Becca Morris (Managing Director, Benchmark Recruit) to share insights on why staying small works for them.

JM: First of all, let’s go around the table and meet everyone here.

LS: I’m Laura Stead, a freelance marketer. I typically work with local authorities, thirdsector organisations and some wonderful small businesses. I also do a lot of training and mentoring.

RT: I’m Russ from Russell Thompson, Director On Demand. I’m a non-executive director and business planning specialist. I help business owners and entrepreneurs build more successful, efficient and effective businesses, and manage their mental health and wellbeing so they can spend less time working in their business and more time making memories with their families and friends.

LB: I’m Laura Blackburn. I own a small animation studio based in Barnsley, creating bespoke animated explainer videos, promotional videos, LED advertising and social media reels for the private and public sectors. I’ve been doing this for six years, and I love being my own boss.

BM: I’m Becca Morris, and I run a small recruitment agency called Benchmark Recruit, specialising in office support and commercialbased roles across South Yorkshire and beyond. We work with businesses to grow their teams and with candidates to help them find new roles.

JM: While I’m hosting today, this topic is close to my heart with my own business. I run Sound Media, which, unsurprisingly, is all about podcasting. I help brands enter the world of podcasting and create content as part of their

marketing strategy.

The thing that connects us all is our approach to business growth. We don’t necessarily follow the conventional path of scaling by hiring more staff and expanding into bigger offices. The theme today is ‘small is beautiful’ – the idea that a business doesn’t have to be huge to be successful. Could you each give us a sense of your setup and what led you to this point?

LS: I’ve been a marketer for over 20 years now. I used to work in-house for various public sector organisations and commercial businesses. I had wonderful teams and healthy budgets. Then, in 2017, I went freelance. I loved my corporate life, but an opportunity came up, and I thought, “Why not?” Now, it’s just me. I don’t have an office. I’m fortunate to have clients who let me use their office spaces in exchange for some marketing advice on tap. I don’t have staff or anyone on payroll. Instead, I collaborate with talented freelancers and other small businesses, and that works really well for me.

RT: My journey has been a bit of a mix. I spent 25 years in the energy industry, starting with the Yorkshire Electricity Board before it became part of npower. It was a corporate job, and I grew into managing multi-million-pound contracts.

In 2013, I took voluntary redundancy, and rather than finding another job, I set up as a consultant to help multiple businesses rather than just one. My experience in a troubled industry and working with big consultancies gave me a strong foundation. Since then, I’ve been running my own business, and like Laura, I don’t see myself growing beyond a one-person operation. I love the accountability and flexibility of it.

LB: I started as a graphic designer and worked at a publishing company for eight years, eventually moving into animation. They made money from the animations I created, but my wage wasn’t going up. So, in 2018, I decided to take the leap into self-employment. I set up a limited company instead of going freelance, which turned out to be the best thing I ever did. Now, it’s mainly me and subcontractors. I have two young kids, so I need to be available for school runs and

family time. I recently moved fully remote to accommodate my family life better.

BM: I graduated in 2010 when there were no jobs. I stayed in Sheffield, even though it wasn’t my hometown, and I ended up as a legal secretary, which I hated. Then, I saw a job for a legal recruitment consultant at Benchmark and got the job. It was much bigger then; I started from the bottom as a rookie consultant and worked my way up. In 2020, I became codirector with Louisa, one of the founders. During lockdown, I realised I could do this for myself, and Louisa, who is still a good friend, agreed. I bought Benchmark in 2022. It had already been scaled down at the time, and now it’s just me and my cat, but I love it. I don’t have targets or staff to worry about. I’m the happiest I’ve been professionally, and I’m loving it.

JM: As for my own journey, I started work in the late 90s. Actually, most of my career was spent working in radio. I got involved in podcasting as a bit of fun when the radio stuff started to get a bit too serious. I started out in radio presenting, and then I moved into management, chasing the bigger salaries. I found myself in lots of meetings, talking about things that, ultimately, I didn’t really care about.

I got involved in podcasting to give myself a bit of a creative release. One thing led to another, and I left radio to work for a podcast company. That didn’t work out, and I found myself at a bit of a crossroads. There were points in my career when I’d thought about freelancing, having worked with and employed a lot of freelancers over the years. I wondered, “Could I do that? Could I be my own boss and not have to answer to people or deal with office politics?”

I thought, “If I don’t do it now, I probably never will.” That was in late 2019, moving into early 2020. I made the leap, and then, of course, COVID came along, and all my wonderful plans went out the window. But actually, it turned out okay – it went in a different, but still good, direction.

I enjoy having the freedom I have now. I jokingly told some people that during the Euros this summer, there was an afternoon when I thought, “I’m just going to watch the two o’clock kick-off today. I’ll rearrange my

work and catch up in the evening instead.”

It was all a bit of a crossroads decision for me, and I wondered if any of you had similar scenarios and what was the main thing that convinced you to take this path?

LS: Crossroads have come at points where the workload has been very high, and I’ve found myself wondering, “Should I be scaling this? Should I be hiring staff and getting an office?”

At those points, I’ve managed to step back and reflect objectively, asking myself if taking on staff and getting an office is really the solution. It often isn’t. I always find myself going back to collaborating with the people I know – other freelancers or subcontractors. It’s about staying true to that model.

Sometimes, in my industry, people look at you differently if you’re not on the path to creating a huge business with a multi-million-pound turnover. If I’m not careful – let’s say I go to a networking event or spend too much time on social media – I can get sucked into that mindset and start questioning myself. But I don’t want that. I don’t want to go down that road, and I have to remind myself why.

RT: One key sliding doors moment for me was when I was made redundant 11 years ago. The strange thing is, I’d wanted that redundancy. After 25 years, I’d been positioning myself for a couple of years, planning an exit strategy. Then, one day, they said I could go. They even gave me six months of garden leave, which was fantastic. I got paid, went on holiday a lot, but then I thought, “What next?”

SOMETIMES PEOPLE LOOK AT YOU DIFFERENTLY IF YOU’RE NOT ON THE PATH TO CREATING A HUGE BUSINESS WITH A MULTI-MILLION-POUND TURNOVER... BUT I DON'T WANT THAT.”

I almost had to go on a journey of selfdiscovery to find myself again. I’d been this corporate guy in a suit, and I had to rediscover the real me. I got a temporary gig as a project manager at Ant Marketing in Sheffield, and I thought I’d do it for six months and then find another job. But I loved the autonomy and freedom of it. So, I kept at it.

Over time, I’ve transitioned from focusing

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on corporate contracts to working with more SMEs. That’s because I saw how smaller businesses struggle to access consultancy services. Big consultancies are priced out of reach for smaller businesses, but what they offer is actually very simple. I realised I could bring help smaller business access that level of business support but at a fraction of the cost.

Something that’s come up a few times is this idea that people assume we all want to scale our businesses to the max. That perception is deeply ingrained in the business world. I think it’s worth exploring how this has influenced our journeys.

JM: Becca, you’ve gone in the opposite direction – you downsized Benchmark. I wonder what reaction you get from people, because that’s almost the opposite of what people expect.

BM: I’m hyper-aware that people might look in and think, “Oh, Benchmark’s not doing very well.” But Benchmark’s doing better than it has in years. I’m now able to be fully authentic, work only with businesses I want to, and I can work with organisations that understand and want to work with me.

When Benchmark was bigger, it had a very good reputation, but behind that were a lot of burnt-out people – me included. I don’t do burnout-inducing hours anymore. What you get is someone who isn’t exhausted, who isn’t working 12-hour days.

JM: I imagine you still have moments where you think, “It’d be easier if I had someone else to help.” But you sound like you’re clear that growing in that way isn’t the right thing for you. Is that fair?

BM: I did have a friend working with me for a while, but she left the business at the right time for her, and it was a positive exit for both of us. I don’t get any joy out of managing people. I won’t go too much into the politics, but it’s been difficult with fewer businesses recruiting due to cuts. But now I’m not losing sleep at night thinking about how I’ve got to pay other people’s mortgages as well as my own.

LS: One of the things I enjoyed in my previous roles was managing people, but I found that the higher up you get in the marketing industry, the more people you manage, and the less time you spend doing the stuff you love. I realised one day that the bits that I did actually enjoy about managing people, I can still do without employing people – seeing them develop, rooting for them, supporting them. It’s can put myself in situations where I can get the joy out of the nice bits that I liked about having people to coach and mentor and support without that awful headache.

JM: The way we use the world ‘collaboration’ feels different. We all work for ourselves, but we also kind of run agencies in the sense that we pass work to other people. You talk to other business owner about stuff and discuss the different people you’re working with. That might not on a formal basis, but for me, that’s what collaboration is all about – people helping each other and mucking in together, a bit like ‘freelance incorporated’!

Do you think the business world respects our model of working?

RT: I think there’s a generalised perspective of growth and what that means. That could be earning 500 grand a year, or employing 250 people, and I think that of that is largely driven by social media gurus who got these formulas for rapid growth. That’s far away from my values because I think that growth is a personal thing, and you’ve got to look at it in terms of what it is that you want to achieve from your own life and from your business life.

So, to come back to your original question, James, I think there’s a growing respect for small businesses and how much of an important contribution we make to the economy.

LS: That traditional business model of ‘it’s all about growth’, which a lot of social media people talk about, is overly glamourised. I think there are content creators out there that almost give this kind of very false impression that that that is what you need to do. If you want to get into business, you need to be aspiring to have private jets take you to Dubai and the like. But this is not real. It’s literally fake news. I think there’s an increasing amount of people that do respect small business, but you’ve almost got to find that crowd, because it’s easier for people just to see the shinier, polished fake news version on social media.

JM: One thing I’ve not quite figured out yet is the idea of an exit plan. If you build a business that’s built around you, when you extract yourself from that business it’s not worth anything, right? It’s like you’re missing out on a potential payday. Any perspectives on that?

LS: I’ve got my exit plan absolutely nailed. I’ve resigned myself to the fact that I’ll not have a big bumper payday for selling a business, because that’s just not my vibe. When I decide to call it a day, which will be quite a long way away, I will gracefully pass my clients on to those people that I’ve collaborated with and I know it will be in good hands. I believe that my ultimate goal is to make a really lovely, beautiful living out of what I’m doing now and enjoy the income of it. I have started to put into a pension as well, a sensible thing to somewhat try and compensate for when I just opted out of company pension. Genuinely, my ultimate aim is that once I don’t want to do this anymore, I want to work on the tills in Marks & Spencer’s food hall – I want first dibs on the yellow stickers, slow-paced chat with all the shoppers and a bit of money coming in. That’s fine for me.

RT: Again, an exit plan is very personal to you and what you want. I would like to continue doing what I do in a reduced capacity, so it’s about having that successful work/life blend, not balance, because that refers to equality. Blend would mean I do what I want when I want workwise. There are ways you can sell your business as a solopreneur, but that probably means you’re going to work in someone’s business for a while and do a lot of knowledge and skill transfers. But for me, my exit plan is reducing what you do slowly but still doing it. It’s what I love doing, so why wouldn’t I continue?

THIS IS AN EDITED VERSION OF THE UNLTD BUSINESS PODCAST INTERVIEW. SCAN THE QR CODE TO LISTEN IN FULL.

APPLY NOW FOR THE BUSINESS PRODUCTIVITY AND DIGITISATION GRANT SCHEME

If you’re an SME based in Sheffield, you could be eligible for the Business Productivity and Digitisation Grant programme. The £1.75m funding pot for Sheffield businesses is derived from a sub-regional scheme that has received £5,199,593 from the UK Government through the UK Shared Prosperity Fund.

The Shared Prosperity Fund provides £2.6 billion of funding for local investment by March 2025. The fund aims to improve pride in place and increase life chances across the UK, investing in communities and place, supporting local business, and people and skills.

As part of the programme, businesses can apply for a grant to help them pay for changes that make their business more productive. This could mean saving time, space, energy, or materials, and all applicants will be allocated a specialist Productivity Advisor to work with them to develop their project and submit the application, so it couldn’t be easier.

There are two types of grants available to apply for: Productivity or Digital Innovation.

With a Digital Innovation Grant:

• You can apply for a grant of between £2,500 and £5,000.

With a Productivity Grant:

• You can apply for a grant of between £2,500 and £25,000.

• In total, your project cannot cost more than £125,000.

Funds have already been awarded to 165 businesses, and there is a limited pot remaining.

ENQUIRIES WILL ONLY BE TAKEN UNTIL THE FUND IS COMMITTED SO DON’T DELAY GETTING IN TOUCH TO FIND OUT MORE – TIME IS RUNNING OUT!

TO HEAR MORE ABOUT HOW BUSINESSES BENEFITED FROM THE GRANT, WE SPOKE TO TWO VERY DIFFERENT SHEFFIELD SMES WHO’VE SUCCESSFULLY APPLIED FOR SUPPORT.

Can you start by giving me a brief explanation of your business?

OCPR is a full-service digital marketing agency offering a wide array of services tailored to help businesses succeed online. Our expertise includes web development, Google PPC, Social PPC, graphic design, brand design, email marketing, social media management, SEO and content creation. Can you tell us what your productivity/ digital challenge was?

We are working towards a strategic growth plan, along with extending our capabilities as an agency. Our four new starters needed new equipment, podcasting equipment was required to extend our offering as an agency, and machines needed updating to current market-leading technology to help with video editing. Outsourcing photography had also been a substantial cost.

What did you use the digital grant for and how much were you awarded?

We were issued a grant of £4,548.77, which was 50% of the purchase cost of professional video and podcasting equipment plus high specification MacBooks to support video editing software. What has been the main impact of the grant, and what difference has it made to your business?

We have seen significant improvements in productivity, allowing new members of the team to work on top-spec machines. We have seen a big saving in photography, and we are now able to do a lot of content creation in-house, which has proved a real success. We are currently working on formats for podcasting, which I believe will bring a great deal of additional work and revenue to our business.

Can you detail any support you received from SCC through the application process? We were passed onto a Productivity Advisor, who was a great help throughout the process.

Who are you, what is your business called and what do you do?

I’m David Norman of Hencha Solutions Ltd. We are diverse metal fabrication specialists and supply to some of the biggest names in the retail, hospitality, and infrastructure industries. We undertake all parts of the process from design, through manufacture to final installation.

Can you give us details of your productivity/digital challenge and the impact the grant has made on your business?

Following a strategic review of the business, it was clear we had issues with our production that were causing us some key challenges, specifically in the laser cutting section of our production. The grant provided us with £12,500 towards the cost of a new laser cutting machine, which, without that support, we would have struggled to purchase in the timescales we needed to.

The key successes we have already realised or problems we have addressed include eliminating the cost of subcontracted laser cutting work for the foreseeable future. On top of that, the lack of control was significant, and jobs would occasionally go out late owing to snagging issues that had to be rectified. Since installation, not one job has left late, and in fact, we are now quoting shorter lead times. Productivity has risen significantly owing to less time preparing jobs to go out for laser cutting, managing that process and fixing issues. In terms of flexibility, we are now able to create better solutions than anticipated owing to the experimental work we can undertake with the laser cutter, creating parts that we didn’t think were possible, which in turn has upped our product/service offering.

Funding and support to take your business to the next level!

Regarding our profit margins, the full extent of the increased profitability hasn’t yet been realised, but we believe at least 2.5% has been added to the bottom line.

Please share your experience of working with Business Sheffield and the Productivity Advisors, and the support you received. The service we have received throughout the process has been firstclass. From the initial engagement with the Business Sheffield advisor, who helped us understand the programme and the impact the grant could have; through supporting us with the application to ensure an optimum chance of success with the grant; to the claims team to enable us to receive the funding, the whole journey has been amazing, and I would strongly recommend other manufacturing businesses to engage with Business Sheffield.

For more information on how to apply and eligbility criteria, scan the QR code on this page

You can also head to the council website at www.sheffield.gov.uk/ productivity-grant, call 0114 224 5000 or email businesssheffield@ sheffield.gov.uk.

Expert Recruitment Solutions

FROM TALK OF THE TOWN

TO HEART OF THE CITY

Brook Consult, a well-established business improvement consultancy, has recently made a significant move from Barnsley Business Village to Leah’s Yard in Sheffield city centre. The relocation marks an important step in the company’s growth and positions it in closer proximity to key stakeholders and clients. Managing Director Dom Brook and Strategic Director Andrew Armstrong shared their thoughts on this milestone, reflecting on the company’s journey and what this move means for their future.

“Moving to Sheffield has been a long time coming for us,” Dom tells unLTD. “We’re now in a location that makes it easy for people to visit, and we’re literally on the doorstep of our main stakeholders. This is crucial for us as we look to establish even closer ties with partners. It’s a cool place for people to come to and feels like home already.”

Brook Consult’s journey began in Barnsley as a small, family-run consultancy started by Dom’s dad, who initially operated as a selfemployed freelancer. Over the years, the business has grown steadily, expanding from a single unit in Barnsley’s Business Village to larger

premises while building a team of associates. The move to Leah’s Yard represents another major step forward, enabling the company to further expand and integrate into the region’s business ecosystem.

A STRATEGIC MOVE

The Grade-II Listed building is more than just a new office space for the team – they see it as a springboard for future growth and collaboration. The site’s successful transformation into a creative and innovative hub of businesses offers a unique opportunity to engage with like-minded companies and explore potential partnerships.

“We’re surrounded by plenty of

forward-thinking businesses here, and that’s inspiring,” says Dom. “For example, Herd Consulting, who are based next door, have won several awards recently at the Leeds Digital Festival. Being next to companies like that opens up opportunities for collaboration, and you never know who else might move in that we can work with. We always had one eye on the Leah's development when we were looking around, so once the office spaces became available, we were straight onto it.”

Andrew Armstrong, Strategic Director at Brook Consult, adds that while networking opportunities are aplenty, the move also provides more visibility for the brand in a

key location. “Being in the heart of S1 and in such an iconic building, we’re really raising our profile. It’s the perfect spot for us to be seen as leaders in our field.”

EXPANDING SERVICES

The company specialises in improving productivity, streamlining operations and supporting people development across a range of industries including manufacturing, logistics and construction. A key area of growth has recently been their expansion into assisting businesses in navigating digital transformations, supporting those companies through strategic advice and project management.

“We don’t offer our own technology solutions, but we act more as an outsourced project management team,” explains Dom. “We help clients identify the right solutions for their business and then guide them through the process of integrating those solutions into their operations. For example, we might support a company in implementing an ERP system, redesigning their factory floor layout or managing complex projects.”

SIRI-OUSLY PAVING THE WAY

A particularly exciting part of Brook Consult’s growing offer is being the only Yorkshire-based company to offer Smart Industry Readiness Index (SIRI) assessments,

a comprehensive framework designed to help manufacturers assess and benchmark their readiness for Industry 4.0 – the important next phase of digitising the manufacturing industry.

Andrew, who is currently undergoing his SIRI assessor training, explains: “SIRI looks at an organisation across 16 dimensions covering people, technology and process to identify the most critical areas to focus on. We help businesses refine and implement these strategies, whether it’s onboarding new systems, redesigning factory layouts or optimising workflows. It’s not just about recommending an ERP system; it’s about ensuring it fits and works for that business. We’re seeing growing demand for this service – many of our project sizes have increased from a few thousand pounds last year to £20,000 projects now, with outcomes that can exceed five, six, seven times the investment.”

Positioning itself at the forefront of digital transformation not just in the region but in the country should herald exciting opportunities for Brook, predict Dom. “This is a massive growth area for us. “We plan to add two more SIRI assessors within the next 12 months, either new hires or associates who want to join us as full-time employees. The UK is still catching up in terms of ›

› digital readiness compared to some other regions like Asia and parts of the US. We’re proud to be one of the few consultancies in the UK able to provide this service, and we believe it’s going to become a standard for manufacturers in the coming years.”

Closer to home, Brook is an active participant in regional growth initiatives such as the Made Smarter programme, a collaboration with Oxford Innovation Advice which aims to support manufacturers by embedding digital tools and technologies. Through Made Smarter, they can help small to medium-sized manufacturers digitise their operations and adopt new technologies.

“It’s a wide door for entry – open to small and medium manufacturers in Yorkshire and Humber with a turnover under £50 million,” says Andrew. “The aim is to help businesses digitise by identifying where they’re losing or making money and pinpointing inefficiencies. We’re working in a space where digitisation can range from simple sensor systems to highly advanced monitoring solutions. The technology is accessible for all kinds of manufacturers, whether it’s

a small business looking to optimise its processes or a larger company implementing advanced factory systems.”

Brook Consult has also introduced a new service called the South Yorkshire Productivity Improvement Accelerator. This five-day training programme is designed to help businesses identify and address productivity challenges. It includes a detailed assessment of the company’s operations, followed by workshops to co-design a tailored improvement plan.

“We’re running this programme with a couple of companies at the moment, and the feedback has been great,” says Dom. “It’s about giving businesses the tools they need to overcome barriers and accelerate their growth.”

LOOKING AHEAD

As part of its growth strategy, Brook Consult is planning to expand its team over the next 12 to 18 months. They are currently recruiting a Business Support Manager and looking to grow their digital marketing capabilities to enhance their online presence.

“Our goal is to double the size of our team,” says Dom. “We’re looking

to bring in people who can support our operations and help us reach even more clients. We’ve also gone through a small rebrand to show our focus on productivity, people and growth, and we want our digital marketing to reflect that. We want to show how we’re modern, innovative and at the forefront of what we do.”

The move to Leah’s Yard signals a new chapter for Brook Consult and highlights their commitment to supporting business growth and innovation in South Yorkshire. With an expanded service offering, new opportunities for collaboration and a prime location in the heart of Sheffield, the company is wellpositioned to make a lasting impact on local business landscape.

“We’ve been known for expertise in manufacturing, but we’re now broadening our offer,” says Dom. "We want to be the first port of call for companies looking to improve productivity and drive growth. If it’s anything to do with growth, productivity or people development, we will have a solution.”

www.brookconsult.co.uk

In celebration of reaching a remarkable milestone – 10 years in business –unLTD sat down with James Smith, Director of We Do Workwear, to reflect on the company’s journey. From humble beginnings in a spare room to becoming a thriving provider of customised workwear and merchandise, James shared insights into the key moments that shaped their growth and resilience.

“To say that more than 65% of businesses fail within the first 10 years makes me incredibly proud of what our team have accomplished and where we are,” he told unLTD. “It goes without saying that we would not be here without the loyal support from our customers, friends and suppliers so thank you to everyone who has made it all possible. Here’s to the next 10 and many more after that!”

2014: SMALL BEGINNINGS

We Do Workwear, originally known as Direct Print & Promotions, was founded in October 2014 by James Smith and his father, Alex. The business began operations in a small spare room of their home, where they initially focused on buying and selling printed materials such as flyers, banners and booklets. James handled the design work, while Alex managed sales and invoicing.

Driven by a desire to expand capabilities, James began making small investments in equipment like heat presses and printers. This led to the production of hundreds of phone cases each day and provided the duo with valuable experience in merchandise and other revenue streams, such as customised clothing.

2016: TAKING THE PLUNGE

After two years of operating from the home office and running out of space, the decision was made to take the business more seriously. In 2016, they moved into an office space at Sheaf Bank Business Park, which allowed them to invest further in machinery. They hired their first salesperson and a part-time production staff member, enabling James to focus more on business growth. During this period, they invested in their first

embroidery machine, gaining significant insight into how to embroider various workwear and merchandise products.

2017: MOVING ON UP

After a successful year in Unit C1, it became evident that the business was quickly outgrowing its space. In 2017, recognising the need for expansion, they relocated to a larger unit within the same business estate. This move quadrupled their available space and enabled them to bring more team members on board, as well as make substantial investments in state-of-the-art equipment.

2020: DEALING WITH COVID

The onset of the COVID-19 pandemic in 2020 posed a serious threat to the business, with a significant loss of orders occurring almost overnight. However, amidst the challenges, new opportunities emerged, allowing the business to adapt and serve emerging needs.

They began printing a large number of face masks and supplied high-visibility vests to several national COVID-19 testing sites, demonstrating their commitment to supporting pandemic efforts. Additionally, some customers continued to require customised clothing for their online retail stores.

During this challenging period, they created hundreds of pin badges and donated all profits to the NHS, enabling them to remain engaged and contribute meaningfully to their community.

2022: A NEW HOME

In February 2022, after a tough couple of years rebuilding the business, the team took a leap forward by moving into their current premises, Unit H12. This provided 4,000 sq ft of space over two

floors, creating a foundation for further growth and strengthening their offerings to loyal customers. Alongside the move, a fully integrated e-commerce website was launched, enabling customers to choose and customise their own clothing and merchandise. The development of this platform was a significant undertaking, requiring over 12 months of fine-tuning and ongoing updates.

October 2022 marked another milestone as the company invested in its first DTF (Direct to Film) printer, complete with an automatic curing oven and extraction unit. This investment rapidly reduced turnaround time from two weeks to just five working days and helped to significantly lower print prices. The DTF printer is capable of printing 10 metres per hour, or 350 linear metres every week.

2023: IMPROVING TECH

Towards the end of 2023, We Do Workwear doubled its embroidery capacity to 10 Melco embroidery machines. This enhanced setup offers significant versatility, allowing the team to simultaneously produce 10 different logos or focus on replicating a single design across all machines. Such flexibility positions the company as a dynamic player in the market, enabling them to respond effectively to orders of varying sizes and complexities.

Collectively, these machines can produce an impressive 1,750+ logos each week.

2024: REBRAND AND PUSHING FORWARDS

In January 2024, the company rebranded from

Direct Print & Promotions to We Do Workwear, reflecting its evolution over the years. Significant investments in people, machinery, and software have established the company as a dedicated workwear and merchandise provider.

Rebranding was not an easy decision, requiring considerable thought and planning. However, the team is proud of what they have built together. The company maintains a strong family ethic and is dedicated to providing high-quality service with customers at the heart of the business. By offering top-quality products at competitive prices, We Do Workwear has achieved continuous growth over the years.

In the past two years, additional team members have been brought on board, making a strong team of eight. With four staff in production and four in the sales office, We Do Workwear is well-positioned to push further and take on more new customers. If your business requires custom workwear and merchandise, the team at We Do Workwear would love to collaborate and help you succeed. Call 0114 398 9454 or email sales@wedoworkwear.com for more.

SHINING THE LIGHT ON MENOPAUSE AS A WORKPLACE ISSUE

In recognition of World Menopause Day on 18 October, Jo Keen, founder of Green Tomato Consultancy, highlights the significant impact menopause has on women in the workplace and why it is crucial for organisations to take action.

An analysis by the consultancy firm Bupa and the CIPD found that around 900,000 women in the UK left their jobs due to menopause symptoms, resulting in lost productivity and the cost of hiring replacements. It is estimated that menopause-related productivity losses cost UK businesses millions annually, although exact figures vary based on industry and role.

In many workplaces, there is a culture of silence around menopause. Conversations about health issues that predominantly affect women are often avoided, and menopause is no exception. This can lead to a lack of understanding and support, leaving women to manage their symptoms alone.

However, acknowledging and addressing menopause as a workplace issue is not just a matter of fairness – it’s a business imperative. Women over 50 are the fastestgrowing demographic in the workforce. If organisations want to retain experienced, knowledgeable employees, they need to create environments where these women feel supported.

This isn’t about my experience of living with menopause, but it is that which led me to learn, research and feel prepared to share and raise awareness of the impact menopause can have on women and the workplace. Symptoms can vary in severity, with some being debilitating, creating a sense of not wanting to function or being unable to function, which can lead to feeling inadequate, losing confidence, a diminished quality of life or leaving their career path because they just can’t do it anymore.

Menopause brings with it over 40 different symptoms, including hot flashes, night sweats, mood swings, difficulty concentrating and fatigue. For many women, these symptoms can last for years and can significantly affect their ability to perform at work. In some cases, menopausal symptoms can be severe enough to cause women to take time off or even leave their jobs entirely.

It is a natural biological process that marks the end of a woman’s reproductive years, typically occurring between the ages of 45 and 55. While it’s a natural phase

of life, its impact on women in the workplace is often overlooked. As more women stay in the workforce for longer, the conversation around menopause in professional settings is becoming increasingly important. Yet, in many workplaces, menopause remains a taboo topic, leaving women to navigate its challenges in silence. In this article, we’ll explore why menopause matters in the workplace, the challenges it presents and how organisations can create a supportive environment for menopausal employees.

I have extensive experience of working with menopausal women from pre-perimenopause, perimenopause to post-menopause, whose lives have been impacted so extensively they have had to give their jobs up, almost gave up on their marriages and even their lives.

What’s particularly challenging is that menopause affects every woman differently. Some may experience mild symptoms, while others face more intense physical, emotional and psychological changes. Despite the range of experiences, the impact on work performance is often underestimated. This lack of awareness can create additional stress, as women may feel isolated or misunderstood by their colleagues and employers.

A CIPD survey found that 1 in 4 women considered leaving their jobs because of menopause-related symptoms. Additionally, 1 in 10 women quit their jobs due to a lack of support. Productivity decline is a major consequence for women experiencing menopause symptoms at work. The British Menopause Society reports that 70% of women do not feel supported by their workplace during menopause, which leads to reduced focus, productivity and job satisfaction.

Not supporting menopausal women in the workplace can have significant financial impacts on a business. There are major areas where businesses can experience financial strain by neglecting to address the needs of menopausal employees, such as increased absenteeism, higher turnover and loss of experienced and valued members of staff.

The average cost of replacing an employee in the UK is estimated to be £30,000 per person (Oxford Economics report), which includes recruitment, onboarding and training. With an estimated 900,000 women having left the workforce due to menopause, the financial loss associated with turnover can be staggering for UK businesses.

Not forgetting the potential legal and compensation costs when businesses ‘get it wrong’. Although menopause is not a protected characteristic in certain jurisdictions, it could be recognised as a factor contributing to discrimination or disability claims if employers fail to accommodate women experiencing symptoms. Women may take legal action for discrimination if they feel marginalised or forced out due to their menopause-related needs being unmet. Legal fees, settlements and compensation

costs for claims related to unfair treatment or workplace discrimination can be expensive. Even if cases are not pursued in court, companies can suffer reputational damage, which has long-term financial consequences.

The impact of not doing anything can also affect the workplace culture and decrease morale for others if a business is perceived as unsupportive of menopausal women. Colleagues may see the lack of support as indicative of a broader lack of care or inclusivity, leading to disengagement and decreased loyalty to the organisation.

Failing to support menopausal women can undermine a company’s diversity and inclusion efforts. Women over 50 are an essential demographic in promoting age diversity and gender balance within leadership roles, and ignoring their needs can hinder progress in these areas.

Businesses that fail to embed diversity may miss out on innovative ideas, different perspectives and the competitive advantages that diverse teams bring. This can impact the company’s ability to attract talent, compete in the market and innovate effectively.

Creating a menopause-friendly workplace starts with embracing a culture of openness. Many organisations are actively introducing menopause policies and workplace initiatives to support their female employees through this natural life journey, and they don’t have to have a

ACKNOWLEDGING AND ADDRESSING MENOPAUSE AS A WORKPLACE ISSUE IS NOT JUST A MATTER OF FAIRNESS –IT’S A BUSINESS IMPERATIVE.

Sector: Pharmaceutical / Health Contract:

Sector: Catering Contract:

Full Mechanical Design & Build Full

Install new cold room

E:

high price tag attached to implement authentic and successful strategies. We need more than having a Menopause Policy sitting in a drawer or ticking a few boxes; it must be lived and managed to make a true difference.

Providing training on menopause, not only for managers but across all levels of staff, is essential to reduce stigma and build understanding, whilst also boosting team interaction and empathy.

Many organisations already offer flexible working hours or remote work options where appropriate, providing women the freedom to manage symptoms like fatigue or hot flashes more easily and support them to continue to deliver in their roles. Allowing breaks during the day can also be helpful.

Introducing practical adjustments like providing access to fans, ensuring proper ventilation or allowing women to dress comfortably are small changes that can significantly improve the dayto-day experience for menopausal women and are easily introduced.

Tailored health resources for menopausal women, such as counselling or medical advice, can help employees manage their symptoms more effectively. Some organisations have started providing menopause clinics or workshops. I know of many who have introduced Menopause Cafés in the workplace, which welcome everyone to come along.

Encouraging open conversations about menopause can make it easier for women to speak up when they need support, knowing that they can do so in a safe space without ridicule is crucial when building on a positive workplace culture and ensuring organisations don’t lose valuable talent.

Menopause is an inevitable part of life for many women, and men are affected too. The male menopause, known as Andropause, can be just as impactful. Menopause should not be a reason to feel marginalised or unsupported in the workplace. By authentically having a culture of openness, offering flexibility and providing practical support, organisations can ensure that menopausal women feel valued and empowered to succeed.

One female client, Susan (name changed for confidentiality reasons), I worked with had a terrible experience within the workplace due to lack of awareness and support from senior management and colleagues. Susan’s symptoms were so extensive that after a long period of absence and returning to work, she ended up leaving her high-level, very well-paid job. The employer played lip service to menopause: they made all the right noises, but when it came to the crunch, they dismissed Susan’s symptoms, placing her on a performance plan review process. This led to further anxiety, depression and suicidal feelings. Susan’s confidence had plummeted, her relationship with her family was breaking down, and she could not see a way out of a very dark place she was heading towards. Alongside that, Susan learnt that she had been diagnosed with diabetes, which is becoming increasingly common in menopausal-aged women due to hormonal imbalances.

After much 1-2-1 coaching, Susan began to feel better about herself and began to understand

why she was feeling as she did. It was not her fault that she struggled to retain information or needed to take things a little more slowly; it was not her fault that she felt fatigued, her body ached and had changed shape; it was not her fault that her sex drive had depleted; these and so many more symptoms were all part of her individual menopause experience. Eventually, Susan felt strong enough with the help of prescribed HRT. Not everyone can have HRT, but for Susan, it helped along with some natural remedies, such as vitamins, relaxation techniques, strategies to support her mental health and well-being, and building on her self-esteem and confidence. Susan has now found solace with a new employer and is thriving in the workplace.

It’s so important that we shine a light on this often-ignored issue, encouraging employers and employees alike to embrace the conversation and work towards positive change. For training and development of all employees and management in your workplace on the topic of Menopause or perhaps you are keen to have a member of staff trained as a Menopause Champion to support your employees or have them access 1-2-1 Menopause Coaching, Green Tomato can work with you.

Contact Jo for a chat at jo@ greentomatoconsultancy.co.uk.

ONLINE RESOURCES:

A CIPD SURVEY FOUND THAT 1 IN 4 WOMEN CONSIDERED LEAVING THEIR JOBS BECAUSE OF MENOPAUSERELATED SYMPTOMS. ADDITIONALLY, 1 IN 10 WOMEN QUIT THEIR JOBS DUE TO A LACK OF SUPPORT.

For further reading, I’d recommend heading to cipd.org and equalityhumanrights.com and searching ‘Menopause in the Workplace’. Another useful web resource is acas.org.uk/menopauseat-work.

PHOTO CREDIT:

BUILDING BETTER WORKPLACES

Becki Ashley, Operational Director at Inclusive Consulting, tells unLTD about her recent move to the company and its drive to create inclusive workplaces. With lived experience of ADHD and Dyspraxia, Becki is a strong advocate for supporting neurodiverse-friendly work environments. She shares how businesses can support neurodivergent staff and how personal experiences have shaped her career.

You joined Inclusive Consulting this year. How has that been for you?

After nearly eight years working at a multi-national recruitment firm, I felt ready to transition to a smaller business with ambitious plans for growth. My first six months at Inclusive Consulting have been great – the business has a customer-centric ethos that aligns with my own. There’s a real mix of experience, backgrounds and personalities which make it a fun and dynamic place to work. There’s also a genuine approach towards creating an inclusive environment for all employees. I mean, the clue is in the name!

How important is it for employers to recognise the importance on creating an inclusive culture around neurodiversity?

More and more often I’m having conversations with candidates who are disclosing their conditions and are asking about an employer’s stance on reasonable adjustments, inclusivity and belonging. It’s not just about box ticking and posting on LinkedIn during Neurodiversity Week anymore; it’s about offering adjustments and support that work for both the individual and the business that will boost productivity, morale and, inevitably, results. If businesses do not move with the times and create a genuinely inclusive and supportive culture, they risk losing out on the best talent.

Why are you so passionate about this subject in particular?

I’ve always had a passion for all things ED&I and Neurodiversity, I think partly thanks to my psychology degree, as well as lived experience of being neurodiverse being diagnosed with ADHD and Dyspraxia. Since 2021, I’ve been an advocate for neurodiversity in the workplace and acted as a mentor

for people who had recently been diagnosed, as well as volunteering as an ED&I Lead in a previous role, which looked at internal practices and how the business could adapt to effectively support a neurodiverse workforce. I’ve seen the significant benefits to performance and morale these adjustments can have – both personally and with the people I’ve mentored. This can come from even the smallest of adjustments like a slight change to start and finish times or sending an agenda ahead of a meeting.

How can being neurodivergent impact someone in the workplace? There isn’t one answer to this question. It’s very much about the individual and how it impacts them, that’s why it’s so important for there to be a clear dialogue between the employer and employee. With ADHD in particular, things like organisation, prioritisation and time management can often be challenges, if they’re not supported and managed effectively.

It can also feel daunting disclosing to an employer or colleagues; there are often unhelpful stigmas and pervasive discrimination. People often associate neurodivergence with low intelligence – which is simply not true.

All of these things without the right support can also increase overall stress levels and anxiety, which in turn have their own impact on the individual’s ability to do their job effectively.

How have you found being neurodivergent has helped your career?

I try to avoid terms like ‘superpower’ because it can diminish the challenges that neurodivergent people can face, but there’s no denying the benefits that being neurodivergent can have. The percentage of people who work in

sales-based roles, like recruitment, who have ADHD is very high – often said to be estimated at around 30%.

For me personally, ADHD allows me to ‘hyperfocus’, adopt creative and ‘out-of-the-box’ thinking, considering options and solutions that others haven’t, as well as a genuine, authentic communication style and a level of enthusiasm for my work.

Could you give us some examples of how a business can create a prosperous environment for those who are neurodiverse?

Firstly, listening. You need to listen to individual needs and make adjustments that work for the individual and the business. Also, modernising ‘old school’ recruitment practices by offering reasonable adjustments to interviews. I’m finding more recently that more and more employers are sending key discussion points over to candidates ahead of the interview – rather than just asking a list of the same old competency-based questions. This gives individual’s the opportunity to consider their thoughts and ideas without having the added anxiety and pressure of coming up with an answer in an interview setting.

Then once the individual is through the door, small things like adopting flexitime, allowing people to wear noise-cancelling headphones, offering coaching around organisation, communication and time management, and providing training to anyone with management responsibility around how to effectively support someone who is neurodivergent can have a really positive impact on the employee’s morale and performance. Ultimately, it’s about the individual and their specific requirements – and they will often know the best adjustments for them, so all the employer needs to do is listen and be adaptable.

• Listen and Understand: Focus on the individual and tailor support to meet their unique needs.

• Ongoing Support: Offer assistance from day one, recognising that needs may evolve over time.

• Embrace Innovation: Don’t shy away from challenging

old practices – new, creative solutions can be life-changing for neurodivergent individuals and beneficial for all.

• Leverage Diversity of Thought: Tap into the strengths of a diverse team. Different perspectives foster innovation, inspire change, and drive success.

• Inclusive Recruitment: Implement recruitment practices that signal a safe and welcoming environment, encouraging candidates to confidently disclose any conditions.

If you need further advice on inclusive recruitment practices, contact hello@incconsulting.co.uk.

SIMODA

DIGITAL TRANSFORMATION FOR SMES: MAKING TECH WORK FOR YOU

BY CHARLOTTE GARNER AND JON CARR, HEAD OF COMMUNICATIONS & CONNECTIVITY SOLUTIONS AT SIMODA

Digital transformation can feel overwhelming for many SMEs, but with the right mindset, tools and understanding, it doesn’t have to be. In fact, the businesses that embrace these changes today will be the ones that thrive tomorrow. The trick? Simplifying the process, making informed decisions, and ensuring you invest in tools that truly move the needle for your business. In this article, Simoda will show you how to simplify digital transformation by exploring cloud solutions, 5G and network upgrades, and the impact of the PSTN switchoff on communications. Let’s make it actionable.

Leverage Cloud Solutions:

No more servers, no more headaches

Cloud services have revolutionised how businesses, especially SMEs, manage their IT. Gone are the days of needing physical servers in the back room, collecting dust, and eventually causing panic when they crash. Instead, cloud services have made things simpler, easier to manage, and—best of all— cost-effective. Think about it: you wouldn’t buy every film you want to watch once, would you? You’d probably just get a Netflix subscription. That’s exactly how cloud services work for your business.

Rather than spending a fortune on capital expenses like servers, phone systems, or expensive software, you turn these into manageable

operational costs. What does this mean for you? Flexibility. You can scale up or down depending on your needs without having to worry about overhauling your entire IT infrastructure.

Prepare for the PSTN

switch-off

Don’t get left behind In case you missed the memo, the Public Switched Telephone Network (PSTN) is being phased out very soon in the UK. It’s not just a minor upgrade—it’s a total shutdown. Traditional landlines will be replaced by digital communication systems, meaning that if your business still relies on PSTN, now’s the time to switch to internet-based communication, such as VoIP (Voice over Internet Protocol).

Why make the switch early?

Quite simply, it avoids the

risk of disruptions further down the line. VoIP offers more flexibility, scalability, and affordability. It’s the communications tool that grows with your business rather than holding you back.

Stay ahead with network upgrades and 5G: Faster, smarter, and more reliable

Here’s a simple truth: without a solid internet connection, your business won’t fully thrive or effectively operate. The good news is, the UK’s fibre network is improving rapidly, with speeds reaching up to 10Gbps. If your current connection struggles to keep up with cloud services, video conferencing, or VoIP, it’s time to upgrade your network.

Even better, 5G is here, and it’s bringing faster speeds, improved reliability, and the ability to stay connected even in remote or temporary work sites. That’s what 5G

brings to the table. For you, it means you’re able to rapidly deploy new systems and stay connected, regardless of where your team is based. Plus, 5G provides a powerful failover option—if your primary internet connection goes down, 5G can keep your business online, reducing downtime and maintaining productivity.

Disaster-proof

your business

As an SME, you know how damaging even a small amount of downtime can be. Whether it’s a power cut, a technical failure, or a cyber-attack, disruptions can cripple your business. That’s why having a robust business continuity and disaster recovery plan is essential. By investing in fibre, cloud solutions, and 5G, you’re already taking major steps to protect your business. These technologies give you the tools to implement failover strategies that keep your operations running smoothly, no matter what happens.

Digital transformation doesn’t have to be daunting

The best thing you can do? Start now. Get informed, adapt early, and invest in the technology that makes sense for your business. Because when you simplify digital transformation, you make it work for you—not the other way around. Simoda is here to help the businesses that are willing to simplify, and they will be the ones that will come out on top.

Visit simoda.co.uk/conta ct-us or call 0114 553 3600

DRIVING FORWARD

As the automotive industry navigates rapid changes in vehicle technology and consumer demand, Chris Nightingale, Divisional Director of TCH Leasing, shares his insights on the company’s enduring success and what’s next for the business.

One of the country’s top 30 vehicle leasing companies, TCH has a long-standing history of 60-plus years in the sector. It was established as part of the broader TC Harrison Group, which celebrated its 93rd anniversary this year. Chris Nightingale’s journey with the company began in 2000, and after more than two decades, he’s now at the helm, guiding the business through its sixth decade of operations.

“I joined initially as a remarketing manager, focusing on selling fleet vehicles after their return,” Chris explains. “My background was in used cars, and I was brought on board by the then chairman, Mike Muscroft, and Jim Harrison. Over the years, I’ve taken on various roles within the company, from head of operations to sales director, and now Divisional Director.”

ADAPTING TO INDUSTRY SHIFTS

Chris has witnessed considerable changes in the automotive sector throughout his tenure, particularly in vehicle technology and fuel types. “The industry has shifted from a predominantly petrol culture to diesel, then hybrid, and now electric,” he says. “We’re going through a massive change at the moment, and it’s uncertain where it will end. Hydrogen could also

come into play as a fuel of choice, making it a challenging period for businesses to navigate.”

The transition to electric vehicles (EVs) has posed particular difficulties for leasing companies.

“The challenge is not just about transitioning to EVs, but also making them accessible to the masses at a competitive price point,” Chris adds. “For example, a customer who used to buy a VW Golf for around £12,000 now has to spend over £20,000 on an electric alternative. Their income hasn’t increased proportionately to support this shift, which can make managing and remarketing these vehicles more complex.”

A PERSONAL APPROACH

Despite these challenges, TCH Leasing continues to differentiate itself through its commitment to personalised service, a hallmark of the company’s ethos. “What sets us apart from many other leasing companies is our personal touch,” Chris explains. “We’re not a call centre. Customers know who they’re dealing with and can reach out to us directly. It’s about building relationships, and I believe that’s why many of our team members and clients have been with us for a long time.”

Chris attributes the company’s longevity to its family-driven culture

and the connection between the team and the Harrison family, who remain actively involved in the business. “The Harrisons are visible and approachable. You can pick up the phone and have a conversation with the chairman, which isn’t something you see in every business. Longevity is a big thing here – many of us have been with the company for what would be considered a long time in most businesses.”

THE ROAD AHEAD

With TCH Leasing operating a fleet of around 7,500 vehicles and managing a growing number of others, the business is steadily expanding. “The plan is to grow our fleet carefully over the next five years,” Chris shares.

“We’ve rebounded well since the challenges of Covid, and while vehicle shortages were a major issue, the situation is now stabilising.”

Looking ahead, the focus is on maintaining steady growth and adapting to the ongoing changes in the market. The company’s recent acquisition of another JCB dealership highlights the broader group’s commitment to investment and expansion. “We’re now up to 750 employees across the group,” Chris notes. “This acquisition reinforces our position as the largest JCB dealer in the UK.”

As the TC Harrison Group approaches its centenary, Chris and his team are determined to uphold the company’s legacy while embracing innovation.

“We’re excited about what the future holds and will continue pushing the business forward,” he concludes. “When we hit 100 years, it will certainly be a big cause for celebration.”

For more information on TCH Leasing and how they can help you navigate your fleet vehicle needs, visit www.tchleasing.co.uk or call 0333 014 6059

IT’S ABOUT BUILDING RELATIONSHIPS, AND I BELIEVE THAT’S WHY MANY OF OUR TEAM MEMBERS AND CLIENTS HAVE BEEN WITH US FOR A LONG TIME.”

CHARITY

CANDY IS DANDY FOR LOCAL LEGENDS COLLAB

Sheffield artist Pete McKee has joined forces with chocolate makers Bullion to release a speciality bar in support of The Children’s Hospital Charity.

“Bagsy First Bite” boasts a signature Pete McKee design, combined with the speciality bean to bar chocolate of Bullion for a one-of-a-kind product sure to excite fans of both Sheffield icons.

Pete McKee has been a patron of the arts programme at The Children’s Hospital Charity for 12 years. He has supported the Charity in many ways over the years, including designing annual Christmas cards, and donating money from the sale of his legendary ‘Frank’ artwork that decorated the wall outside his former Sharrow Vale gallery.

Pete said: “It’s great to be continuing to support the Charity with this venture. I’m excited to work with a new business and especially one who do their work right here in Sheffield. I really hope everyone loves the chocolate and that they buy as many bars as possible to support Sheffield Children’s.”

Bullion, through their founder Max Scotford, continue to support The Children’s Hospital Charity following the creation of their chocolate snowflake decoration last year, which was introduced to celebrate the Charity’s annual snowflake appeal. After the incredible success of this project, Max received the New Corporate Partnership accolade as this year’s Charity awards ceremony.

“When the chance came

THE SNOWFLAKE WAS A BRILLIANT PROJECT TO BE A PART OF, BUT THIS BAR WILL BE AVAILABLE ALL YEAR ROUND SO WE CAN SHOW OUR SUPPORT THROUGHOUT THE YEAR, AND NOT JUST IN THE WINTER.

to do another product with the Charity, we jumped at the chance. The snowflake was a brilliant project to be a part of, but this bar will be available all year round so we can show our support throughout the year, and not just in the Winter.”

To celebrate the launch of the new chocolate bar, Pete, Bullion, and the Charity, hosted an event on Wednesday 2nd October. Both Bullion and Pete McKee have recently opened businesses in Leah’s yard, Sheffield’s new independent retail destination. The launch event was hosted at Bullion’s new location, The Chocolate Bar.

From 6pm supporters were invited to come along to the event, buy their bar, and meet Pete and Max.

Customers who bought a bar also received a golden ticket signed by Pete McKee, to commemorate the collaboration with Sheffield’s answer to Willy Wonka.

Proceeds from each bar will go to The Children’s Hospital Charity, who support Sheffield Children’s to change lives every day.

The ‘Bagsy First Bite’ Bar is available to purchase from the Chocolate Bar, Pete McKee’s gallery, Sheffield Cathedral, Atkinsons department store, Ambulo café at Weston Park Museum, and in The Children’s Hospital Charity hub at Sheffield Children’s.

You can buy yours online now at tchc.org.uk/ bagsyfirstbite

PARTNERSHIP’S PINK COMMEMORATION

First Bus and St Luke’s – Sheffield’s Hospice held a celebratory event to commemorate a 25-year long partnership together.

At the event, which was held on The Moor in Sheffield, First Bus revealed its brand-new bus wrapped in a special pink livery – in line with St Luke’s very own branding.

The new bus aims to commemorate this 25-year milestone and cement First’s ongoing commitment to the hospice.

Operating bus services throughout South Yorkshire in Doncaster, Sheffield, Rotherham, to Chesterfield, and Castleton, First Bus is dedicated to delivering a reliable, safe, and punctual service for all its customers. With a focus on innovation and sustainability, First Bus continually strives to improve its services and contribute positively to the local community.

Throughout its partnership with St Luke’s Hospice, First Bus has been providing free services for the charity’s Festival of Light, held in St Luke’s Little Common Lane gardens every December, and other St Luke’s events.

Zoe Hands, Managing Director of First Bus Manchester, Midlands and South Yorkshire said: “We are proud to unveil our brand-new St Luke’s bus to the people of Sheffield, celebrating our 25-year partnership.

“This bus symbolises our ongoing commitment to supporting the incredible work they do, and we’re excited to share it with the community.”

The hospice, which operates in Sheffield, supports people aged 18 and above with terminal illnesses, as well as their families and their loved ones, with medical and holistic care from the point of diagnosis and beyond.

FALL BACK TO AUTUMN

It’s October, spooky season is here and Autumn is definitely upon us. Temperatures have dropped, leaves are falling, and coats are back out!

It’s a great month for doing some audit work for your charity/not for profit so that you are as fundable as possible. Start at the beginning –review your Articles of Association, Objects and what your organisation is now delivering. Then look at your main policies and procedures – Safeguarding, Equality, Diversity and Inclusion, GDPR and Privacy policy as well as all the contracts of service that you provide. Ensure your Health and Safety policy is up to date – if you are in a building – have you had a fire assessment

done this year and are your insurance details up to date.

Funders will not fund organisations who don’t have relevant and reviewed policies and procedures in place. Along with insurance coverage, up to date training is required like Safeguarding and Mental Health First Aid, as well as valid DBS checks if you are in contact with vulnerable adults and children. Ensure that you have a bank statement from the last three months available, latest signed accounts are on file and that your bank signatories are up to date.

Don’t spend valuable time on writing funding applications, only to fail at the first hurdle on compliance or eligibility.

For more ideas relating to funding and financial strategy for your organisation contact - Wendy Ward, Let’s Save Consultancy Services, 0772 9481010. wendy@letssave.biz

CHARITY

HALLAM LAND HIKE TO GIVE BACK

Employees from Sheffield-based strategic land promotion firm Hallam Land (Hallam), subsidiary of Henry Boot, have raised over £20,000 for homelessness charity Crisis by embarking on a gruelling fundraising event.

To celebrate its 35th anniversary, 20 members from Hallam participated in an epic 35-mile hike through the Peak District. The challenging route began in Edale before the team climbed over Kinder Scout, the highest point in the Peak District, and finished in Baslow, just north of Chatsworth House, after traversing the scenic Monsal Trail.

The event aims to honour Hallam’s long history since its incorporation in 1989, during which time the company has grown into one of the UK’s leading land promotion businesses.

Hallam’s commitment to giving back is underscored by several generous donations, including a £5,000 donation from Barratt Homes and David Wilson Homes North Midlands. This contribution will directly support Crisis, Hallam’s nominated charity for 2024, as it continues its work providing essential services to those facing homelessness.

Nick Duckworth, Managing Director of Hallam Land, said: “The Hallam 35 Challenge is our way of marking a key

milestone with purpose, combining celebration with a cause close to our hearts - supporting Crisis in their tireless work tackling homelessness across the country.

“I am proud of all the team that took part and we’re especially grateful for the incredible support from our partners whose donations highlight the shared dedication to making a positive impact. It’s a reminder of the collective power to make a difference”

Mark Cotes, Managing Director of Barratt and David Wilson Homes North Midlands, said: “We value the impactful work Crisis does to address homelessness on a national scale, and we’re delighted to have supported our local strategic land partner, Hallam Land, in this challenge and praise its team for their dedication in completing a challenging walk.”

To support the Hallam 35 Challenge and donate to Crisis, visit: justgiving. com/page/hallamland35challenge

CHRISTMAS JUMPER DASH

Doncaster’s hospice is urging you to dig out your Christmas jumper and help raise funds for charity on Saturday 7 December.

St John’s Hospice has unveiled plans for its first ever Christmas Jumper Dash, which will leave the Balby-based Hospice and take a 3km route around neighbouring Woodfield Park, before finishing at St Catherine’s House.

St John’s Hospice Fundraising Manager

Jenny Baynham said: “Most people own a Christmas jumper, so we’re inviting people to sign up for free and enjoy some fresh air and festive fun, while raising a little sponsorship for our charity.

“It’s a family-friendly event, which is accessible to everyone, and people can run, walk, or wheel around the route. When they reach the finish line, they’ll be able to enjoy the Flourish Christmas Fayre."

Flourish Operations Manager

Ash Evans said: “We are thrilled to celebrate those taking part with their friends and families as they proudly cross the finish line in the beautiful grounds of St Catherine’s House and Walled Gardens.”

For more information, please visit: stjohnshospicedoncaster.co.uk

Wheel to wheel raising funds

Motor racing driver Rowan Campbell-Pilling has been uniting Yorkshire businesses on the racetrack to raise cash for charity and compete for a coveted trophy.

Sheffield-based Rowan, a 17-yearold Motorsport UK Academy driver, is a rising star of British motorsport. He organised the inter-company karting event at Parkwood Karting in the city.

Going from 100 drivers in qualifying to 24, the final saw teams from Gripple, Mattress Online, Cobra Sport Exhausts, Irwin Mitchell and H Harrold & Sons Locksmiths battle it out for pole position.

Rowan said: “It’s been great to see the businesses come back for the second leg of this year’s Steel City Cup and compete to be crowned winners of the final.

“Massive thanks must go to all of them, and those that took part in the qualifying rounds too, for helping us to raise such vital funds."

“My family and I know first-hand how important the services at Sheffield Children’s are, so it means a lot to us.”

After 175 laps and nearly 100 minutes of racing, the winner of 2024’s Steel City Cup was H Harrold’s and Sons Locksmiths, with Irwin Mitchell only just behind them in second place.

A total of £4,000 was raised during the final, helping Rowan to reach over £25,000 in total.

The money Rowan has raised will go towards many life-changing projects currently ongoing at Sheffield Children’s, including the National Centre for Child Health Technology (NCCHT) which will be run by Sheffield Children’s NHS Foundation Trust and based at the Sheffield Olympic Legacy Park. The Steel City Cup is set to return for 2025, with a date TBC.

Bright spark for Belmayne

Dronfield-based financial planners, Belmayne, are welcoming another addition to their support team, who will be focusing on ways to enhance the client experience.

Stephen Bright joins the independent firm as a technical administrator and trainee financial planner, to learn how to offer advice, whilst improving back-office processes and efficiencies.

Stephen has more than six years’ experience in the financial services sector, most recently as a client liaison administrator for a national wealth planning firm in Sheffield.

He said of the appointment: “I am excited to be joining Belmayne at a crucial period in its development. It has a reputation as an outstanding firm, not only from a client perspective, but also among other financial planners and I am looking forward to expanding my knowledge and qualifications under the mentorship of its existing team.”

Belmayne is celebrating its 20th anniversary this year and has ambitious plans for growth.

For more information visit www. belmayne-ifa.com.

CHAIR FOR CLEAN ENERGY

The former chief executive of Sheffield Forgemasters and director of BAE Systems has been named the chair of SY Energy.

David Bond brings decades of experience to the role of chair, having worked for BAE Systems for 39-years before leading Sheffield Forgemasters between 2018 and March of this year.

David will lead the work of maximising supply chain development in the clean-tech sector as well as attracting investment and jobs within the region.

SY Energy, a partnership of private sector companies, researchers and public sector bodies was launched by South Yorkshire’s Mayor, Oliver Coppard, earlier this year.

David Bond, new chair of SY Energy, said: “I am very excited to be asked to lead the important work of SY Energy – a partnership that will help the region meet its significant potential to be a major contributor in driving the UK transition to

clean energy, whilst unlocking new export opportunities.

South Yorkshire mayor Oliver Coppard said: “Step by step we’re making South Yorkshire a clean energy manufacturing superpower. SY Energy, chaired by David Bond, will be one of the most important parts of that plan, helping us to build on our industrial strengths to continue creating those new industries of the future right here.”

www.southyorkshire-ca.gov.uk

DONCASTER DUO SECURE EMPLOYMENT

Two young Doncaster men with autism disorders have landed jobs at a leading warehouse company thanks to specialist employment service Aspire to Be.

Thomas Brown, 18, and Logan Coulthread, 20, recently started work with Doncaster-based GXO. Both

are both registered with Aspire to Be (ATB), the employability service of Doncaster Deaf Trust.

“What a difference coming to ATB has made,” said Thomas. “It has changed my life. I have learnt so many things and the staff encouraged me to participate in all the sessions, and the learning methods used really helped me understand.”

Logan said: “I came to ATB for work-related training as I was told they delivered it in a different way. I really enjoyed the training; it was relaxed and everything was broken down and easier to understand.”

ATB offers tailored, sectorspecific training for those aged 16-60 with special educational needs and disabilities (SEND). It aims to build on personal skills and provide opportunities to increase confidence, self-esteem, self-development, and improve health and wellbeing, with individuals being supported to achieve employment in various sectors. For more information about Aspire to Be please visit: deaf-trust.co.uk/ employability/aspire-to-be or email: tina.rafferty@cscd.ac.uk

New MD Law Partner

Sheffield’s MD Law has secured experienced solicitor Lindsey Gaimster to launch and develop its new employment law division. Lindsey, who joins as partner, has worked with a wide range of companies across South Yorkshire through senior roles at Sheffield and Doncaster law firms, brings employment specialisms for businesses including redundancies, restructures, director exits, business transfers, contract reviews and asset acquisitions.

She said: “I will be covering all aspects of employment law, firstly looking at the needs of MD’s current and established commercial clients and bringing my strong business development skills from my previous role.”

“I have worked with the MD Law team for several years, and what attracted me to join them was not only do they have great clients and a great ethos, but how they work aligned with my values.”

www.mdlaw.co.uk

DUO FLOURISHING GROWTH

Fisher German has promoted Ginny Banham and Thomas Parker to senior associates. Ginny is part of the rural property management team, and her work consists of various rural general professional practice matters and property management across Lincolnshire, Nottinghamshire, Derbyshire, Yorkshire and County Durham. Thomas joined Fisher German in 2019 and is part of the firm’s rural and residential agency team, dealing with the sales and acquisitions of property across Yorkshire, Derbyshire and Nottinghamshire.

Ginny said: “I’m really pleased to receive this promotion in recognition of my work, and it’s good to be in a firm where there is a progression framework in place and you are rewarded.”

Thomas added: “It’s great to be recognised with this promotion. I am currently leading our rural and residential agency offering in the North East as we look to grow.”

Fisher German has seen its national headcount almost double since 2017, with 806 staff members now based across its network of 26 offices. www.fishergerman.co.uk

STEVE KNOWLES PEER2PEER GLOBAL

TRUST

Trust is fundamentally the most important aspect of any business that hopes to succeed beyond a couple of years.

I did my best to instill this mentality into the people at Knowles Warwick during the 30 or so years I ran the company.

If someone receives an invoice for an amount they’re not expecting, or for work they didn’t expect to have to be done, it invokes a natural response of betrayal and hurt. No amount of explanation or rationale can erase that feeling.

Trust is built habitually. What I mean by that is, you don’t earn trust overnight. Someone doesn’t become trustworthy or untrustworthy through one act. Trust is built through your values and morals aligning with action. Doing the right thing every day.

With coaching, trust is the bond that keeps the relationship going. A sports coach won’t last long if a player loses trust in what they say.

Much of people’s reticence and hesitance to use a business coach is the amount of people looking to make a quick buck out of it. You don’t need formal qualifications, so anyone can call themselves a business coach.

When people come to me for help, it’s because I’ve built a business on trust, and a reputation on the back of that business being successful.

At Peer2Peer meetings, trust forms the foundation of our discussions and collaborations. It’s the unspoken agreement that everyone around the table is there to support, challenge, and inspire each other in a safe and open environment. This mutual trust allows members to share openly, seek honest feedback, and grow both personally and professionally.

If you’re running a business and want to experience what Peer2Peer offers, sign up for a free guest place by emailing me at steve.knowles@peer2peer.global

Ruth Postins

FREELANCE BUSINESS DEVELOPMENT MANAGER AND VIRTUAL ASSISTANT

Hi Ruth, tell us about yourself and your new

My name is Ruth Postins and I’m a freelance Business Development Manager and Virtual Assistant. I’m based in Chesterfield but work remotely for clients all over the UK. In my past, I’ve worked in various sectors and organisations, from Local Government, the NHS, to construction and for SMEs to large multinational PLCs, gaining invaluable insights and knowledge in these

In my new capacity, I aim to help individuals and small businesses who are feeling frazzled by their current workload. I can help clients keep their heads above all the countless admin tasks that running a

I have three grown-up children, but at one stage in my life, I had three kids under four years old. Even getting out of the house seemed like a military manoeuvre! With having a young family and holding down diverse jobs while the kids were growing up, I’ve always been extremely efficient, driven and organised.

In my forties, I enrolled in a part-time Business and Management Degree. I found the course to be invaluable but challenging, especially while juggling work and raising three active teenagers. After over three years of hard work and dedication, I gained a First-Class Pass and secured a job as a Business Development Manager for

a masonry consultancy, working all over the UK.

What made you decide to go freelance?

After dedicating eight years to my last role and developing the company into a successful and profitable business, I was unexpectedly made redundant. Despite receiving offers for other high-flying roles, they were all office-based and on-theroad. As I had previously worked from home, and given my preference for flexibility and desire to be near my family (&

my dog!), I made the assertive decision to pursue freelance work.

How have you found the experience so far?

A lot of networking and late nights! I’ve had a temporary contract with an engineering firm, so I’ve been working there 9am-5pm and then taking zoom calls and going to meetings in the mornings and evenings to network and build my business. It’s been full-on, but it’s paying off as I’ve several clients lined up and have already done some paid work prior

to officially launching my business.

Why should people choose you?

As well as it being my initials, like my logo says, I’m Reliable, Efficient and Professional! I take extreme pride in my work; I love helping people and I’m super organised. I’ll love the jobs you hate, such as:

BUSINESS DEVELOPMENT

• Cold Calls/Emails

• CPD/Presentation Writing

• CRM Management

• Market Analysis

• Networking

• Prospecting/Lead Generation

• Systems and Processes

• 3D Technical Drawing

ADMINISTRATION

• Audio Transcriptions & Minutes

• Email Detox

• Finance – Credit Control, Invoices, Cash Flow, Expenses

• Diary Management

• Event Hosting & Organisation

• Meeting Coordination

• Travel Arrangements

This list isn’t exclusive, so if there’s something you need help with, then just reach out to me.

How can people get in touch with you?

Easy! Just contact me through one of the options below...

LinkedIn: ruth postins

Instagram: @ruth_postins

Email: ruth@repva.co.uk

Telephone: 07487690550

RENEWED REGIONAL BUSINESS CONFIDENCE

A record number of visitors from across the region came together to discover local business connections, develop new skills and find out more about the diverse range of business opportunities available across the region at the 2024 Chamber Means Business Expo.

Organised by Barnsley & Rotherham Chamber and sponsored by KAT Communications, KCM Waste Management and Entry Sign, Chamber Means Business is one of South Yorkshire’s longest running and popular business events, and with a number of local businesses, anchor organisations and leading regional names represented at the event, it offered a golden opportunity for visitors to find out more about some of the unique and innovative work being delivered across the region.

Earlier this month, the latest Quarterly Economic Survey, published on behalf of all three of South Yorkshire’s Chambers of Commerce, suggested that despite many businesses facing uncertainty, there was reason for optimism with many businesses seeing sales and orders increase for the fifth consecutive quarter.

During the day, several businesses were presented with salute to business awards, in recognition of the longstanding contributions to the regional economy. Companies recognised were Cynetix IT Services (30 Years), Andy File Associates (15 years) and Balliante (5 years).

Delegates were also given the chance to take part in a special B2B marketing and sales masterclass. Delivered by Dan Broadbent, Managing Director of

THE SEMINAR OFFERED AN INSIGHT INTO BUILDING ROBUST SALES PROCEDURES, FROM IDENTIFYING NEW OPPORTUNITIES TO CONVERTING CONVERSATIONS INTO CUSTOMERS.

Objective and Hayden Fox of Sales Geek, the seminar offered an insight into building robust sales procedures, from identifying new opportunities to converting conversations into customers.

Representatives from several public sector organisations also took part in the event, giving visitors the chance to learn more about some of the opportunities to contribute to the success of key regional organisations including local authorities, education providers and the NHS.

Shane Young, Operations Director, Barnsley &

Rotherham Chamber, said: “When businesses come together, the whole region benefits. Chamber Means Business is one of the most popular business events hosted by Barnsley & Rotherham Chamber.

“Over the past year we have been working closely with public sector organisations from across South Yorkshire to break down barriers when it comes to procurement, as well as encouraging a ‘buy-local’ culture. This approach doesn’t just help to retain investment in South Yorkshire but also plays a vital role in job creation and skills retention across the region.”

Pete Thomason, Hallamshire Physiotherapy Clinic

DON’T MISS OUT!

It’s all go at HQ these days. Following our inaugural business expo, preparations for the unLTD Business Awards 2024 are now in full swing – but time is running out to submit your entry! With just a few days left before the 18 October deadline, this is your final chance to get involved and join South Yorkshire’s most innovative and forward-thinking business event of the year.

The event is a celebration of the thriving SME community in the region, recognising outstanding achievements and contributions over the past year. With a straightforward and transparent entry process, the aim to highlight the best in local business talent, inspiring others to follow in their footsteps.

The awards are open to businesses across a wide range of sectors, making it the perfect opportunity for you to showcase your business’s success, innovations and impact. Whether you’re an established company with a strong foothold in the industry or a rising star making waves in your niche, we want to hear from you.

Winning or even being shortlisted for an award can bring a wealth of benefits – increased visibility, new business opportunities and a

morale boost for your team. As we look back on the huge success of last year’s event, we’re excited to see even more entries from the businesses that make this region such a dynamic place to work and thrive.

Entering couldn’t be easier. Simply head over to awards. unltdbusiness.com, register your details and complete the brief application form. We’ve kept the process as streamlined as possible, so all we ask for is some basic information about your business and the option to

submit a written explanation or a short video (no longer than five minutes) explaining why you deserve to win.

The awards ceremony will take place on 5 December 2024 at the iconic Peddler Warehouse in Kelham Island, Sheffield. This unique venue will host up to 500 attendees in what promises to be another night of celebration, networking and inspiration. With tickets going on sale soon after the judging process is complete, be sure to keep your diary free and your eyes peeled

for updates. Nominations will be announced on 4 November, giving you just enough time to plan your outfit and rally support from your colleagues. Whether you’re attending as a finalist or to cheer on others in the community, it’s set to be a fantastic evening with plenty of opportunities to connect with like-minded professionals and business leaders.

Top tip: it might be worth booking the next day off work if you can!

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Digitisation Grant

Business

You could get expert support to:

Sheffield

• develop ways to drive your business forward

• introduce new technology, equipment, software or ways of working

• apply for funding to make them happen

165 Sheffield businesses have already benefitted and there is a limited pot remaining. Enquiries will be taken until the fund is committed

Don’t delay in getting in touch to find out more - time is running out! Call us on 0114 224 5000 or email

Funded by the UK Shared Prosperity Fund, they’re offering expert support and grants to help businesses find creative solutions to challenges and achieve their goals quicker. And it couldn’t be easier to apply – we also supply a Productivity Advisor to help complete the application!

There are two grants on offer:

Digital Innovation Grants

• You could get a grant of between £2,500 and £5,000 Productivity Grants

• You can get a grant of between £2,500 and £25,000

• In total, your project can’t cost more than £125,000

Your business must be able to pay at least the same amount as your grant towards your project.

Both grants are subject to pre-qualifying checks, for more information please head to www.sheffield.gov.uk/business/ business-productivity-and-digitisationgrant-scheme