MiB Mag 7

Military In Business

ARTIFICIAL INTELLIGENCE HARNESSING THE POWER OF AI TO BUILD BETTER BUSINESS WISHING OUR READERS THE VERY BEST THIS FESTIVE SEASON!

FOREWORD Ren Kapur MBE

CEO X-Forces Enterprise As the end of 2023 approaches, I find myself reflecting on how far we've come.

This year, we celebrated 10 years of XForces Enterprise at a wonderful event hosted by London Stock Exchange Group, in the company of beneficiaries, partners, supporters, and friends. Over the last decade, we have supported over 10,000 members of the Armed Forces community to make informed decisions about their careers.

This year alone, we have facilitated four million pounds in start-up funding, and delivered more training than ever before.

Training is an essential element in ‘de-risking’ for those launching their own ventures - it helps them to understand the market, make the right choices, and acts as an effective signpost to support.

Our charity partners share our commitment in this endeavour and allow us to help more beneficiaries enjoy a breadth of skills development.

The 2023 Soldiering On Awards were an enormous success and, as ever, a wonderful celebration of the military family. For me, one spontaneous moment defined the essence of the entire Awards when Khumi Burton, the winner of the Lifetime Achievement category, invited her fellow finalists onto the stage to share the applause.

Together with Minister for Veterans' Affairs, Johnny Mercer MP, and our host

Jeremy Vine, she welcomed them with a warm embrace. My profound thanks go to our partners who enable this unique and progressive programme to continue.

Our Military In Business® network strengthened still further this year and it is inspiring to see the military ethos of ‘looking out for one another’ alive in our community of entrepreneurs. I pay particular tribute to the volunteers who act as Ambassadors for the network, as well as the Business Captains and mentors on our Knowledge Exchange Hub, for their commitment to this mission and the active part they play in encouraging and supporting others.

I am delighted to announce that we are set to reprise our Military In Business® Village at the National Transition Event next year. The 2023 edition was exceptional and the beneficiary businesses who exhibited there provided inspiration for visitors making the move from military to civilian careers. A perfect example of this was Hannah Saunders, whose story of business and personal growth and commitment to community inspires us all.

There are many exciting new projects, collaborative courses, and amazing events to look forward to next year. I wish you health, happiness, and a successful 2024.

IN THIS ISSUE 08

AI: UNLOCKING THE POTENTIAL ENTREPRENEURS IN RESIDENCE

16

14

PARTNERSHIPS BOOST

12

12

THE SOCIAL VALUE ACT 24

18

MENTORING Military in Business magazine is published by X-Forces Enterprise

SUCCESS STORY Editor@x-forces.com

www.x-forces.com

Information contained in our published works have been obtained by X-Forces Enterprise (XFE) from sources believed to be reliable. However, neither X-Forces Enterprise nor its authors guarantees the accuracy or completeness of any information published herein and neither X-Forces Enterprise nor its authors shall be responsible for any errors, omissions, or claims for damages, including exemplary damages, or with regard to the accuracy or sufficiency of the information contained in XFE publications.

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All rights reserved. No part of any X-Forces Enterprise published work may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without written permission from the publisher.

XFE DOWNING STREET DELEGATION X-Forces Enterprise was invited to attend a reception at Downing Street to recognise and celebrate the contribution of military charities and non-profit organisations. On Monday 27th November, a delegation of ten, three from the XFE team and seven business owners, represented the whole Military In Business® network at the prestigious venue.

Each of the group was introduced to the Prime Minister Rishi Sunak's wife Akshata Murty as well as Johnny Mercer MP, Minister for Veterans' Affairs.

XFE commissioned a festive wreath by ex-Navy floral artist Keri Jones, presented to Mrs Murty by XFE CEO Ren Kapur MBE, on behalf of the thousands of military business owners around the UK. Author Charles Cordell also

presented one of his novels, with a personal message to the Prime Minister. The group even caught sight of Larry the cat!

Ren Kapur MBE commented: 'It's always an honour to step into Downing Street, but this invite held a special significance as it allowed us to bring a handful of our supported business owners, representing the thousands we've assisted across the UK. The seven Armed Forces veterans in attendance showcased not only diverse business themes but also distinct drivers and paths that led them to start their own venture.

"What stands out is that each of them is actively contributing to the unique Military In Business® community, inspiring and supporting others along the way."

UNLOCKING THE POTENTIAL OF AI: A PRACTICAL GUIDE FOR START-UPS AND SMEs Artificial Intelligence (AI) is no longer confined to the realms of science fiction; it's a powerful and transformative tool shaping our world today. Join Mark Neill, Managing Director of Landmarc, on a journey into the world of AI. This article aims to demystify AI for readers from all backgrounds, shedding light on its historical roots, current status, and the promising future it holds, especially for start-ups and small to medium enterprises (SMEs).

AI: From Sci-Fi To Reality AI refers to the development of computer systems capable of performing tasks that typically require human intelligence. These tasks include problem-solving,

learning, decision-making, language understanding, and perception. While AI has made significant strides in recent years, its roots trace back to the mid20th century.

The term 'Artificial Intelligence' was first coined at a conference in 1956. Early AI systems were built to mimic human intelligence, and optimism about AI's potential ran high. However, progress was slower than expected, leading to a period known as the 'AI winter' in the

THE EXCLUSIVE LONG READ 1970s and 80s when funding and interest waned. Fast forward to the 21st century, and AI experienced a resurgence thanks to advances in computing power and the availability of vast datasets.

Machine learning, a subset of AI that focuses on training algorithms to learn from data, became a game-changer.

The Current State Of AI Today, AI is all around us, even if we don't always recognise it. It powers virtual assistants like Siri and Alexa, recommends movies on Netflix, and assists in medical diagnoses. Machine learning and deep learning, subfields of AI, have made significant progress in tasks like image recognition, natural language processing, and autonomous driving.

The Future Of AI: What To Expect The coming 5-10 years hold incredible promise for AI. Here are some key trends to watch for as we look ahead: 1. AI in Healthcare: AI will continue revolutionising healthcare, assisting in early disease detection, drug discovery, and personalised treatment plans. AI has already made significant strides in transforming healthcare by enhancing various aspects of medical practice and research, including early disease detection, new drug discovery, personalised treatment plans, and even optimising health providers' operations.

2. Autonomous Vehicles: Expect to see more self-driving cars on the road, offering increased safety and convenience. Companies like Tesla and Waymo have already integrated AI into their systems and have autonomous vehicles on the road, albeit with safety drivers as a precaution. Within our lifetime, this innovation could contribute to the net-zero carbon challenge by reducing the number of cars on the road whilst providing everyone with a solution to their transportation needs. Consider how this will improve the lives of those who are incapable of driving themselves, transforming their independence.

3. AI in Finance: AI-powered financial tools will become more prevalent, offering smarter investment advice and fraud detection. AI algorithms use machine learning techniques to understand typical transaction behaviours for each customer. When a transaction falls outside the norm, the system flags it for further investigation.

This can include unauthorised charges, identity theft, or suspicious wire transfers. This is highly efficient and can detect fraudulent activities that may go unnoticed by traditional rule-based systems. It reduces false positives, saving time and resources while also enhancing the security of financial transactions.

4. AI and Sustainability: AI will play a crucial role in addressing environmental challenges, from optimising energy use

to managing resources more efficiently.

Today, in my own industry of Facilities Management, artificial intelligence is actively contributing to sustainability by optimising energy consumption in various contexts, particularly in buildings.

This is achieved through the implementation of smart building management systems. This technology is transforming Smart Building Management, Energy Optimisation, Predictive Maintenance, and Energy Cost Reduction.

Now, let's explore how start-ups and SMEs can benefit from embracing AI early: 1. Competitive Advantage: Early adopters gain a competitive edge by offering innovative AI-powered products and services that meet evolving customer demands. How is this being used today? Large e-commerce platforms like Amazon use AI to recommend products to users based on their browsing and purchase history, offering a personalised shopping experience.

How could you implement this in your business? You can use AI-driven recommendation engines to provide tailored product or service suggestions.

For example, a small online fashion retailer could use AI to suggest outfits based on a customer's style preferences and previous purchases.

2. Efficiency: AI can automate repetitive tasks, reducing operational costs and allowing businesses to allocate resources more strategically.

How is this being used today?

Manufacturing companies use AIpowered robots for tasks like quality control and assembly, reducing errors and speeding up production.

How could you implement this in your business? You can implement AI-driven process automation to streamline administrative tasks. For instance, a small accounting firm could use AI to automate data entry and reconciliation, reducing the need for manual work and potential errors.

3. Customer Insights: AI-driven analytics can provide valuable insights into customer behaviour, helping businesses tailor their offerings and marketing efforts. How is this being used today?

Social media platforms utilise AI algorithms to analyse user behaviour and provide insights to businesses for targeted advertising.

How could you implement this in your business? You can leverage AI to gain deeper customer insights. For example, a small restaurant can use AI to analyse customer reviews and social media interactions to refine its menu offerings and marketing strategies, catering to specific preferences.

4. Predictive Maintenance: AI can predict equipment failures for manufacturing and logistics, reducing downtime and maintenance costs. How is this being used today? Large manufacturing plants use AI-powered sensors to monitor equipment conditions and predict maintenance needs, reducing unplanned downtime.

How could you implement this in your business? You can adopt AI-driven predictive maintenance solutions for machinery and equipment. A small logistics company, for instance, could use AI to predict when delivery vehicles require maintenance, ensuring on-time deliveries and cost savings.

5. Scaling Operations: Start-ups can leverage AI to scale their operations more efficiently, making growth more manageable. How is this being used today? Ride-sharing services like Uber use AI algorithms to match drivers and riders efficiently, allowing for rapid scaling in response to demand.

How could you implement this in your business? You could utilise AI to scale your operations more dynamically. For example, a small food delivery service can use AI to optimise real-time delivery routes, ensuring efficient delivery even during peak hours. This agility enables businesses to grow without compromising service quality.

In each of these areas, AI technologies are becoming more accessible and costeffective, making it increasingly feasible for start-ups and SMEs to harness their power to gain a competitive edge, improve efficiency, gain customer insights, maintain equipment effectively, and scale their operations efficiently. As AI tools and platforms continue to evolve, smaller businesses can expect even greater opportunities to leverage AI for their growth and success.

While the benefits of AI integration are evident, there are some elementary considerations:

Data Privacy: Handling customer data requires strict adherence to privacy regulations such as GDPR to avoid legal issues. Seek industry-specific guidelines and consult legal experts for data privacy compliance.

Costs: Implementing AI can be a significant investment; thus, careful evaluation against expected returns is essential.

Talent: Finding skilled AI professionals can be challenging due to high demand.

Consider talent development programs, partnerships with AI experts, or outsourcing to bridge the talent gap. By addressing these considerations and seeking expert guidance, businesses can navigate the AI landscape effectively, maximising benefits while mitigating potential challenges.

Conclusion AI is not a distant concept or something to be feared; it's a tangible reality reshaping industry, from tech giants to start-ups and SMEs. Embracing AI early offers numerous advantages, including a competitive edge, operational efficiency, and innovative customer solutions. As AI continues to evolve, those harnessing its potential stand to gain the most.

Martin Wing, Co-CEO of XFE, stressed the benefits for small businesses: "If you lead a start-up or SME, don't hesitate to explore the vast possibilities of AI and strategically integrate it into your operations. The future belongs to those who boldly embrace the transformative power of AI today, while upholding its ethical and responsible development."

THE SOCIAL VALUE ACT Continuing his examination of the Social Value Act, Mark Miller, Vice President at GKN Aerospace, looks at the main barriers to progress and how they have been addressed in the last decade.

The first barrier was ‘Awareness and take-up of the Act is a mixed picture’.

What does this actually mean?

The review found mixed awareness of the Act. As you can imagine, Local Authorities and Housing Associations, Central Government and Health Commissioners were early adopters, most likely due to awareness through formal chains of communication.

Although many commissioners were aware of the Act and reported that they considered social value, far fewer had a

fully developed strategy or policy in place. A further recommendation was that the Cabinet Office promoted better awareness and take-up of social value across the key parts of the public sector and business, including SMEs. There were other recommendations including, ‘Engage senior civil servants and Ministers in championing social value, and consider ways to support these champions to network’.

It is clear that communication and education material was promulgated

A further recommendation was that the Cabinet Office promoted better awareness and take-up of social value across the key parts of the public sector and business, including SMEs

through government and local authorities, however, there is little evidence of strategies or process to ensure that it was implemented and adapted to future procurement. It is also clear that this information flow down was either not clear, or open to interpretation, by business – large or small.

So has awareness of the Act improved?

The author would argue not, however, despite a wealth of available information, there is still confusion on how to apply social value to a proposal or bid and how it is scored.

In September 2020, an ironically named ‘Action Note’ was issued to launch a new model to deliver social value through Government procurement. It specifies that central government bodies must also comply with the requirements contained in Policy Procurement Note 06/20.

Procurement agencies are advised to consider social value as early as possible, ideally in the pre-procurement or development phase, where requirements identified in this stage will be integral to the final contract and the type of suppliers that will perform it.

They are further advised to consult with key stakeholders, supply market, and customer base, in order to reach a common understanding of what social value might look like for your contract.

Benchmarking against previous case studies to show how they have delivered it in the past helps to develop the social value specification and bid evaluation is also recommended.

So how to succeed?

There is a 13 page quick reference guide to advise how to evaluate and award Social Value. This 13 page document is very thorough (so not quick) and answers the exam questions, therefore will be a useful guide for an SME to use when preparing a bid if you have time to wade through it.

That said; this process is still very complex for both bidder and customer. In future articles, the author hopes to provide simpler more focused guidance as he is still to be convinced that ‘Awareness and take-up of the Act is no longer a mixed picture’.

Mark Miller continues the debate in the next issue. In the meantime, we'd love to hear your thoughts.

Greg Watts (left) with Wendy Martin (right)

PARTNERSHIPS BOOST FOR ARMED FORCES BUSINESSES

In the military, cooperation and teamwork are paramount to a mission’s outcome. Similarly, we know that partnerships are crucial to business success, and from the very beginning of XFE we've taken pride in collaborating with leading organisations from the charity, business, and government sectors. These partnerships open doors and champion the burgeoning Military in Business® community.

Finding the right partner is the most significant hurdle and a challenge that the Findr platform efficiently addresses, of course. And, moving forward, a healthy collaboration is an investment of energy, passion, and integrity with the goal of achieving a greater good. Military

entrepreneurs have these qualities in abundance and are ready to commit.

We caught up with Greg Watts, CEO of Findr, to learn a little more about the ethos and drive behind the platform.

"After I graduated, I decided that I wanted to get as much experience as possible across a number of industries so that I could become either a CEO or an entrepreneur. Now, in my forties, I'm so glad that I followed that strategy.”

Greg’s last job in the corporate world was at Visa, where he was responsible for creating partnerships with banks, brands, and retailers to promote the use of Visa cards. A little-known fact is that, across

XFE’s new channel partnership with Findr will help support our mission to strengthen opportunities for business owners in the Armed Forces community Europe, 70% of transactions are still cash, but organisations like Visa and Mastercard obviously want these to be on a card or digital: “We created partnerships across the world with organisations like BP, Tesco, and Carrefour to promote the use of cards. However, one of the challenges we faced was getting a meeting with a decision maker. We used tools like LinkedIn and hired consultants, but it still took a long time to find that person who could say yes or no, even though we were Visa, a global brand with enormous resources. It occurred to me that every business in the world must face this issue. So, Findr was born out of this frustration.”

Greg dug into the problem and discovered that if you hadn’t previously been introduced to someone, you have less than a 3% chance of them agreeing to meet. He created Findr to address this ‘3% problem’: “I had the idea to create what has been described by journalists as a dating platform for businesses. A company comes onto Findr, takes 3 minutes to answer 20 questions about who they are, what they're looking for, and our platform simply shows them recommended matches. They then decide if they want to request a call with a member who, in turn, can either make the proverbial swipe right, or not. On average, our members see 27% of their

requests for a one-hour discovery call accepted - nine times the standard 3%, saving them both time and money.”

It’s fair to say that both XFE and Findr are excited about this new channel partnership and are eager to see business owners in the military community maximise the benefits. Greg described the decision to partner with XFE as a ‘no-brainer’ for him and his CoFounder, Jenny James: “We believe passionately in helping businesses of all sizes, and the individuals therein, to grow. There are thousands of ex-military people and their families in the XFE community who have dedicated years of their lives to serving the country and who now want to retrain and reskill into becoming business leaders and entrepreneurs. What we've seen from them in terms of creativity is remarkable, and if we can help in any small way to help them grow, it would be an absolute privilege.”

Our CEO, Ren Kapur MBE, commented: "XFE and Findr share the same values of mutual reciprocity and can't wait to see our partnership together develop and grow."

Learn more about our channel partnership here.

PROFESSOR GARY PACKHAM MAKES THE CASE FOR ENTREPRENEURS IN RESIDENCE Although things seem to move so quickly nowadays, it wasn’t too long ago that I was lucky enough to be a guest at the latest Soldiering On Awards in London, celebrating the achievements of a wide, diverse range of amazing individuals and teams.

As part of these Awards, X-Forces Enterprise and Anglia Ruskin University (ARU) agreed to offer the winners of the Business Start-Up, Business Scale-Up, and Business Community Impact awards the chance to become Entrepreneurs in Residence (EiR).

But what are EiR, why do organisations and universities engage them and what are the benefits for EiR themselves? EiR are simply individuals who have experience in developing new innovations and/or starting and running

a successful business, who collaborate with institutions to share their insights, experiences and expertise with students and staff to help them develop their own ideas, concepts and research into tangible outcomes.

Organisations often utilise EiR to stay competitive by hoping to enable and empower creativity and innovation, helping them to develop new products and services. EiR also provide a counterpoint to prevailing forms of organisational thinking, challenging leaders, managers, and colleagues to think differently and consider new perspectives. EiR therefore play an important role in an organisation in terms of sustaining competitive advantage and responding positively to customers, suppliers, and partners.

Increasingly, they also play a critical role

The winners of this year's business categories in the Soldiering On Awards are to become Entrepreneurs in Residence at Anglia Rusking University. Here, Professor Gary Packham, Pro Vice Chancellor, Student Enterprise and Entrepreneurship, reveals the massive benefits to both parties of this exciting initiative. in talent acquisition and retention, helping to make an organisation more attractive for new employees and providing inspiration, motivation, and support to existing staff.

Within a university setting, EiR expose students and staff to contemporary thinking, priorities, practices in industry and society. They offer shared experiences of the challenges and opportunities of entrepreneurship, making this career path more relevant, relatable, and realisable. EiR also provide invaluable support and advice on the practicalities of turning ideas and research into action which can benefit the wider communities a university serves and help to transform lives, business, and society.

Moreover, EiR help universities to make connections and form partnerships locally, nationally, and internationally with other key stakeholders, whilst also improving the employability and skills of all students and graduates, and not just those hoping to pursue their own entrepreneurial ventures.

Of course, there need to be benefits for EiR as well. Some EiR use their ‘tenancies’ to explore new ideas and opportunities for their businesses, utilising the access to resources and expertise provided by a larger organisation or university. Others find

real reward in having the opportunity to reflect and share their own entrepreneurial journeys with others and derive significant benefits from helping others to realise their potential and aspirations. EiR also cite the opportunity to expand their own networks and profile by working with another institution, benefitting from the chance to acquire new skills and knowledge, undertake professional development, as well as the prospect of interacting with new sectors, markets, and potential customers.

Ultimately the decision to engage EiR or to become one will depend on a set of preferences, circumstances, goals, and objectives. For all parties however, there is a need to weigh up the pros and cons carefully and be clear on what the expectations, priorities, and outcomes will be. Having stated that caveat though, there is still a strong case for EiR and there is no doubt that they can not only be very beneficial to organisations and universities but also for EiR themselves.

I am delighted that our university community will soon be able to enjoy the insights, expertise, and support from Jim, Erin, Shane, and Craig. I also hope that these award winning entrepreneurs will enjoy and benefit from engaging with an amazing group of students and graduates who are all looking to make things happen, make a difference, and ‘do well by doing good’.

Paul Killick, a seasoned mentor supporting budding entrepreneurs through the Military in Business® Knowledge Exchange Hub, shares his insights into the support required by enterprising ex-military personnel.

MENTORING Mentoring and networking are central to developing essential business connections and knowledge. The mentor aims to inspire, empower, and guide in achieving career and personal objectives.

owners. This is where an experienced business mentor can really help the service leaver to validate that their business concept is commercially viable and to create a model that is functional and sustainable.

It inspires by helping a mentee to discover and understand something within themselves upon which they can build a new future.

A mentor can also help the service leaver to appreciate how the values, skills, and experiences they have acquired during service can be useful assets in a business venture. Qualities such as determination, courage, and strength of mind are ingrained in military life and can also form the basis of making a business successful. Transferable skills, such as leadership, planning, and risk management can be important ingredients in the development of a product or the operation of a business.

Experience of different people, cultures, and situations can also be great preparation for life in business.

It empowers by setting an environment within which a mentee takes responsibility for their life and is encouraged, challenged and held accountable.

It guides by keeping a mentee on track and advocating on their behalf.

Leaving Military Service and Starting a Business Starting and running a business is a very different direction to military life. It can be exciting, full of learning, rewarding and, in some cases, become the purpose and focus that is required to aid recovery from injury. However, it is not without challenges and can be risky, ambiguous, time consuming, and frustrating.

A specific challenge for service leavers aspiring to start and run their own business will often be understanding the commercial world. A business is much more than an idea and needs to be based on a product or service that creates value for customers and makes money for the

The mentoring available through experienced business owners on the XForces Enterprise Knowledge Exchange Hub is an ideal resource to call on as many of these entrepreneurs will have been in the same situation, and those that operate in the commercial world will be able to bring additional value. They can also help the mentee answer these questions: • How do I create a product or service from my idea?

• Why will customers buy the product or service from me?

• How will I make money - is my product or service commercially viable?

MENTORING • What is meant by “the market”, how big is it, what share of the market can I get?

• How do I set the price of my product or service?

• Will I need funding - how do I raise it?

• What suppliers will I need and how do I trade with them?

Once a business has been started there are likely to be many issues that arise, but the good news is that operating the business will create data which can be used to identify the causes of these issues, such as: • Why have I lost deals and how do I improve my win rate?

• How do I know which are the right deals to pursue?

• How do I keep my prices competitive?

• Why am I working so hard but not making much money?

• How can I get customers to return and buy again?

• Why do I keep getting complaints from my customers?

• How can I get customers to pay on time?

At this stage of a business, it can be valuable to work with a mentor, or mentors, with a specific discipline, such as sales, marketing, commercial management, or customer services.

Another part of the lifecycle of a business is when looking to grow or expand, for example when creating a new product, entering a new market, hiring people, or making an investment. This brings added complexity as any growth plans need to

be balanced with maintaining the dayto-day operations of the business.

Business owners can be faced with many dilemmas when planning for growth as there can be many different options available. It’s important to understand all of these options, conduct realistic evaluations, and not jump on the first one that comes up.

Here are some typical examples: • Am I fully exploiting all revenue streams from my products/services and are there any opportunities to attach additional services such as support, training, and consultancy?

• Should I grow the business organically by building my own new products/services or should I grow through acquisition?

• If I were to acquire another business, what would be the best way to fund it and what would the risks be?

• Could I partner with another business to expand the range of products/services I can offer and/or access markets in which they currently operate?

• Are there any adjacent markets that my product/service could be suitable for and how do I know which one(s) to choose?

The Knowledge Exchange Hub is free to join and provides members with access to a wealth of information, as well as the opportunity to connect with Business Captains – experienced business people offering their services as mentors.

Check out the Hub at xfehub.com

MENTAL HEALTH AND BEING THERE FOR OTHERS AT CHRISTMAS

There are lots of reasons that someone in your life might find Christmas difficult. They might worry that they're a burden, or feel like they can't participate.

Or they might have mental health problems that make some parts of Christmas more challenging.

It's important to understand that Christmas means different things to different people, and may bring up very different feelings. You might feel like you're sharing a celebration, but they might not feel the same way. Let them know you understand Christmas can be difficult, and that you're there for them.

Here we've shared some tips from

Mind, the mental health charity, to help you support someone who finds Christmas hard: You should listen to what they say and accept their feelings. Tell them they're not alone and reassure them that it's common to find things hard at this time of year. Ask them if there are certain things about Christmas that are difficult for them.

WELLBEING For example, it could be helping them plan how to deal with difficult conversations. You could also support them if they want to avoid certain situations, such as religious celebrations or visiting family.

Try to make Christmas more inclusive.

For example, if someone has caring responsibilities at Christmas, try to arrange activities around their schedule so they can join in. Think carefully about gifts. Some presents may not be appropriate for everyone, such as food or alcohol-related gifts. If you want to give them something you could think of alternatives, like going out to do something together.

Remember they aren't trying to spoil Christmas. No one chooses to find things hard. Let people know you're thinking of them. If someone you know is struggling or feeling lonely at Christmas, it might mean a lot to them to hear from you. You could give them a call, send a card, or pop by to see them.

Look after yourself. Supporting someone else can be difficult. For example, you might feel sad or conflicted. It might help to talk to someone you trust about how this is affecting you.

The expectation to be happy over Christmas can feel like a huge burden

following them around. They might feel forced to be cheery and smiley but in reality are feeling like the weather – dark and grey.

Avoid making assumptions about why Christmas is difficult for them. There are lots of reasons that someone might find Christmas hard. It can help to talk to someone about how they're feeling. But try not to ask intrusive questions, or make them feel like they have to explain themselves. You might want to know more, but you can support them without knowing their reasons. It could help to tell them you understand this and that they can share as much as they're comfortable with.

Don't force them to cheer up. For example, try to avoid saying things like "but Christmas is supposed to be a happy time" or "you could enjoy yourself if you tried." You could also avoid saying things like "everyone else is enjoying themselves" or "there are people who have it worse." Your intentions might be good, but these often aren't helpful things to hear. Try not to take it personally if they don't join in. It may feel disappointing, but it doesn't mean they don't care about you. Some mental health problems might make it harder to cope with social events or parties.

Find more advice from Mind here.

FROM SERVICE TO CEREMONIES

Gill Charlton, a military spouse and a veteran, served 24 years in the British Army but swapped service for ceremonies to forge a new career as a Celebrant.

Gill's time in the military saw her serve in the Royal Signals, the Intelligence Corps, and the Adjutants General Corps as part of the Army Welfare Service.

She is neurodivergent and a survivor of both cancer and PTSD, but far from dwelling on the past she is always on the lookout for opportunities to use her experience to support others through the power of storytelling. In her capacity as a Celebrant, the telling of other people’s stories is crucial as she marks the major milestones of their lives.

For those not familiar with the term, Celebrants perform wedding/civil partnership celebration ceremonies, vow renewal ceremonies, naming ceremonies, and celebration of life ceremonies. Quite the career change from the Army!

Gill explains: “I trained to be a celebrant as part of my military resettlement, completing two diploma courses partfunded by my Enhanced Learning Credits.

Celebrancy was an area that I was interested in but I initially planned to

secure a full-time management role once I left the Army and work as a Celebrant occasionally. During my last year of service, I was fortunate to have an excellent careers advisor from the Career Transition Partnership and to be offered free mentoring from the Invictus Games Foundation.

Working closely with both I was able to refocus my career goals which led to me choosing to set up my own business as a Celebrant.”

We’re thrilled to say that X-Forces Enterprise (XFE) played a role in Gill’s self-employment journey.

“I was lucky to have access to training opportunities delivered by XFE,” Gill enthuses. “These provided me with an insight into the fundamentals of small business ownership and connected me with other veterans on similar journeys. This in turn gave me the confidence to go forward with my decision. Running my own business gives me flexibility to manage my time around existing family and personal commitments, which is really important to me, particularly with the additional challenges of being a service spouse.”

As a professionally trained, independent Celebrant, Gill creates and delivers bespoke, personalised ceremonies. As she's not tied to any religion or formal legal requirements, the ceremonies can be as traditional or unique as her clients wish. Unlike conventional ceremonies Gill’s are free from any time, location, or content restraints, allowing her to offer a flexible, inclusive service that meets the needs of her couples and families. It sounds like an incredibly fulfilling vocation.

If you have a brilliant idea for a business, click here for help getting it off the ground.

LIFTING THE LID ON:

MICRO-BUSINESSES While small businesses are defined as those employing less than 250 people, for microbusinesses it’s less than ten. Each year, the Small Business Saturday campaign urges customers to support these small enterprises, 6% of which are run by veterans. But what does running a microbusiness look like?

Micro-businesses are often homebased and operate online. They can be started with very little capital and have low overheads, making them an attractive option for people who want to start a business but don't have a lot of money to invest.

One of the biggest advantages of running a micro-business is the flexibility it offers. As the sole owner and operator of the business, you have complete control over your schedule and can work from anywhere with an internet connection.

This means you can take time off when you need to, work from home or while travelling.

Micro-businesses are highly costeffective. Because they are small and run by a single person, they have minimal overhead costs. This means that you don't need to rent office space, hire employees, or invest in expensive equipment. Instead, you can operate the business from your laptop and keep costs low. In addition to being costeffective, micro-businesses also have minimal overhead costs. This means that you don't need to worry about paying for utilities, insurance, or other expenses that come with running a larger business.

Instead, you can focus on providing highquality services to clients and growing the business.

One of the biggest challenges of running a micro-business is having limited resources available. As a one-person operation or a small team, there are only

so many hours in a day and so much money in the budget. This means that you have to be strategic about how you allocate your time and money. You may have to handle all aspects of your business yourself, from marketing to accounting to customer service. This can be overwhelming and time-consuming, and it can be difficult to know where to focus your efforts.

Another challenge of running a microbusiness is the increased responsibility that comes with being the sole decisionmaker. As the owner, you are responsible for every aspect of your business, from making strategic decisions to handling day-to-day tasks. This can be both empowering and challenging.

Finally, micro-businesses often face stiff competition from larger, more established companies. This can make it difficult to stand out in a crowded market and attract customers. To overcome this challenge, micro-business owners need to be strategic in their marketing efforts and find ways to differentiate themselves from the competition. This may involve focusing on a niche market, offering unique products or services, or providing exceptional customer service.

By being aware of the challenges and finding creative solutions, microbusiness owners can successfully navigate the ups and downs of entrepreneurship, particularly if they do so with the support of X-Forces Enterprise - learn more here.

THIRD SECTOR A new report from QinetiQ and Cranfield School of Management, commissioned

by Forces in Mind Trust, found that whilst the majority of Service personnel and their partners have good life skills, some require additional support to help them develop the skills needed to deal with the demands and challenges of daily life when they leave the Armed Forces.

Service personnel most affected included those lower in rank and younger in age, who have not had the chance to develop their skills, or those who had poor life skills on joining. Life skills are a broad set of skills that underpin positive personal, social, and work outcomes. The research found that most Service personnel (87.2%) and partners of serving personnel (82.4%) report having good life skills.

Fewer serving personnel (51.7%) thought they had good life skills when they first joined the military.

Personnel and families highlighted problem-solving, communication, decision making, critical thinking, and planning amongst their strongest life skills. Areas where they felt their skills were weaker included applying for jobs, work-life balance, managing their own learning, networking, and digital/IT skills.

Serving personnel and their families indicated that they would like additional support to develop these skills, as well as assistance with mental wellbeing and

help with the emotional adjustment to civilian life.

The research found that there is a small number of Armed Forces personnel more affected by poor life skills when transitioning to civilian life. Research on negative transitions has shown that weaker life skills are common amongst those who struggle to adapt to civilian life, including those in the criminal justice system and homeless veterans.

Many of those who thought they had poor life skills had not developed positive life skills before joining the Armed Forces, and had not gone on to develop their skills whilst serving. Some indicated that they felt this was due to the Armed Forces lifestyle, including the impact of frequent mobility and a lack of independence.

Whilst there is significant support available for Service personnel and their families when they leave the Armed Forces, there are currently gaps in the provision for life skills development and the support available is not always reaching those in most need.

The report makes a number of recommendations for improving life skills in the Armed Forces, and aiding individuals transition to civilian life. You can read about these in the report here.

Prime Minister Rishi Sunak unveiled £29.5 billion of new investment for thriving UK sectors in front of the world’s A-list CEOs and investors at the recent Global Investment Summit at Hampton Court Palace.

Backing some of the fastest growing and most innovative sectors in the UK, the transformative investments have been secured for projects in tech, life sciences, infrastructure, housing, and renewable energy – creating thousands of new jobs and driving growth across the country.

The summit marks a huge step forward for levelling up, with more than 12,000 jobs being created from just some of the day’s investments. This follows the government’s new £4.5 billion Advanced Manufacturing Plan, a £2 billion investment from Nissan which will secure thousands of jobs in Sunderland, and a new Investment Zone in the North East which will create 4,000 jobs.

The Prime Minister Rishi Sunak said: "Today’s investments, worth more than £29 billion, will create thousands of new jobs and are a huge vote of confidence in the future of the UK economy. Global CEOs are right to back Britain - we are making this the best place in the world to invest and do business. From giving businesses the biggest tax cut in recent history, to our culture of innovation and thriving universities producing some of the finest minds in the world, ours is truly a nation of opportunity.”

PUBLIC SECTOR

PRIVATE SECTOR Rolls-Royce has announced that it has successfully completed compatibility testing of 100% Sustainable Aviation Fuel (SAF) on all its in-production civil aero engine types.

This fulfils a commitment, made in 2021, to demonstrate there are no engine technology barriers to the use of 100% SAF. A ground test on a BR710 business jet engine at the company’s facility in Canada, completed the test regime. Testing has involved a variety of ground and flight tests to replicate in-service conditions. All the tests confirmed the use of 100% SAF does not affect engine performance.

Tufan Erginbilgic, CEO of Rolls-Royce plc, said: "Becoming the first jet engine manufacturer to publicly confirm all our inproduction engines for long-haul aircraft and business jets are compatible with 100% SAF, is an important milestone for both Rolls-Royce and the wider aviation industry. It's also further evidence of our

commitment to becoming a net zero company by 2050 and supporting our customers to do the same."

In addition to proving in-production engine compatibility, Rolls-Royce has already ensured its new generation UltraFan engine demonstrator has the same capability. Its first run, earlier this year, was on 100% SAF. Sustainable Aviation Fuel has great potential to support aviation’s energy transition journey, as a “drop-in” fuel that can simply be used as an alternative to conventional fuel. When the lifecycle of SAF is taken into consideration, IATA (International Air Transport Association) estimates the net CO2 lifecycle emissions of unblended SAFs are up to 80% lower than conventional fuel.

Rolls-Royce estimates that to reach net zero flying by 2050, a combination of highly-efficient latest-generation gas turbines operating on 100% SAF is likely to contribute around 80% of the total solution.

FROM THE ARCHIVE

Business continuity planning is a way for a business to increase its ability to survive and recover from disruptive events.

BUSINESS CONTINUITY PLANNING Business Continuity Planning involves identifying the types of event that potentially threaten the business and developing step-by-step procedures and checklists for dealing with these events, so that the business can continue to operate as effectively as possible.

The first step in making a business continuity plan is to carry out a comprehensive assessment aimed at identifying possible events that may threaten the continuity of the business.

The assessment also involves working out what impacts these events are likely to have on key business operations and determining the steps that need to be taken to reduce these impacts.

To carry out the assessment, it can be useful to list all of the key areas in which the day-to-day running of the business could be vulnerable to disruption.

Examples of this include: premises, employees, customers, supplier, finances, IT equipment, and communication networks.

The contents of a business continuity plan will vary widely, depending on the particular threats that each business faces, and on the size and complexity of

the business. However, the best plans typically include the following information: A list of the potentially disruptive events that have been identified during the assessment.

For each of these possible events, information about the procedures that must be followed to enable the business to survive and recover.

Business continuity plans should be tested and reviewed regularly. This could involve a simple paper exercise, for example checking and updating contact details included in the plan.

Alternatively, it could involve a runthrough of the main actions required in the plan, involving all employees who have responsibilities for these actions.

If the plan is ever used to deal with a real incident it is important to learn as much as possible from the experience and use it to improve the plan where necessary. If the circumstances of the business change, for example moving into new premises, it is important to review the plan and ensure that it still covers the correct steps.

Read the full version of this article on our Knowledge Exchange Hub.

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