In 2004, LEGO was weeks from insolvency. Losses the previous year reached roughly $300 million. The Kristiansen family had owned the business since 1932, and for years the board had governed the steady extension of an operating model built for a market that no longer existed. More themed ranges. More branded products. More distribution. Each programme hit its targets. The model itself had already failed. The redesign began only when Jørgen Vig Knudstorp became LEGO's first non-family CEO, with the Kristiansens retaining ownership through KIRKBI. It started with deliberate decommissioning: the 2005 sale of the Legoland parks to Merlin Entertainments for around $460 million. Within a decade, LEGO had overtaken Mattel as the world's largest toy maker. Kjeld Kirk Kristiansen later described the family's role as being "professional in our ownership". Every family business board understands the difference between governance and management. Far fewer understand the difference between governance and redesign. That distinction is what matters when conditions shift. The board's competence does not degrade. Its function becomes misfitted to the environment it is governing. The Same Mechanism, Two Environments Oversight checks management against standards the board and the family have agreed. It protects the business from drift, the family from the business, and the business from the family. When the operating model fits its environment, this is what good governance looks like. When the environment moves, the function does not adapt. The board keeps checking. But the standards it checks against belong to a model that no longer fits. The oversight remains competent. The competence is now applied to the wrong question. This is how oversight becomes obstruction. The question being asked has outlived the conditions that made it useful. Where It Bites In Family Firms Three patterns recur when this shift is underway. First, legacy commitments carry emotional weight. A product line, a site, a supplier relationship, each tied to a family member or a generation. Retirement begins to feel like defiance rather than stewardship. Second, role clarity is hard. In a single week, the same person acts as owner, family member, director, and operator. Tagiuri and Davis described the overlap of family, ownership, and business more than forty years ago. The structure still holds. What has changed is the speed at which each role demands a different decision. Third, the next operating model rarely receives a design brief. The board governs the current model: authorises capital, reviews performance, signs off succession. It rarely owns the structured question of what the next model should look like, or holds anyone accountable for designing toward it. Without that design work, oversight has nothing to check against except the model being replaced. Controller and Steward Structural change asks the board to shift from Controller to Steward. A Controller optimises for certainty. It manages variance and reviews performance against a known model. Family business boards are often good at this, particularly when the business is mature and the family's history with the model runs deep. A Steward optimises for capacity. It cultivates the conditions for redesign, sets direction, and leaves outcomes to the people who will run the next model. Stewardship is the harder discipline. It requires distinguishing between what must be retired, what must be resourced, and what must be designed, and refusing to confuse a programme conversation with a structural one. What The Board Does Differently Three practical moves separate oversight that works from oversight that has become obstruction. The Kristiansen board, after 2004, ran all three. Separate governance of programmes from diagnosis of structural fitness. Programme performance and financial reserves remain necessary but insufficient. A structured diagnosis of whether the operating model is fitted to current conditions sits alongside them, scored and dated, so the board can see when the model itself is drifting out of fit. Treat decommissioning as a formal discipline. "What should this business stop doing?" runs as a standing item, answered in writing, owned by a named director. The discipline distributes the emotional load across the governance body rather than leaving it with one family voice. Commission the design of the next operating model. A brief with a specification, an owner, a timeline, and a reporting line into the board. The board holds the space for the design. The production work sits with the operators who will run the model, supported by external capability where the internal capability is thin. The Question The Board Can Ask Itself The test for a family business board in 2026 is whether its current oversight is fitted to the conditions. A board protecting the model that is being replaced is, by its own actions, obstructing the model that needs to be designed. Start with one question: what instrument do we read when we decide the operating model still fits the work it has to do? If the answer is programme performance and financial reserves, the oversight is doing the job it was built for. The live question is whether that job is the one the conditions now require. About the Author: Stuart J. Green is founder of Blue-Green Advisors and author of The Regenerate Leap (2026). He advises boards on the structural redesign of operating models that no longer fit their conditions, drawing on work with the Packard and Walton Family Foundations. Visit his website here References Rosen, Bob. “Leadership Journeys: Lego’s Jørgen Vig Knudstorp.” International Institute for Management Development (IEDP), October 23, 2014. More Cecily Group. “A Case Study: The Kristiansen Family Succession.” The Cecily Group Family Office, 2026. More Renato Tagiuri, and John A. Davis. “Bivalent Attributes of the Family Firm.” Family Business Review 9, no. 2 (1996): 199–208. More

Aldi is thanking shoppers in Scotland for helping the supermarket raise £13 million for Teenage Cancer Trust through their nine-year partnership. Since 2017, Aldi colleagues in Scotland have organised a range of fundraising activities – from sky dives and cake sales to marathon challenges – with generous donations from shoppers in the region further boosting the total. In celebration of the milestone, Aldi colleagues in Scotland and across the UK will take part in the 'Walk With Us' challenge to mark International Nurses Day (12th May), walking 13,000 steps a day over two weeks – the approximate distance a nurse covers during each shift. The money raised will help Teenage Cancer Trust continue to provide specialised nursing care and expert youth support for young people with cancer across the UK. Having set a target of £10 million by 2027, Britain’s biggest discounter reached this milestone early in 2024 and has since extended its commitment to raise £20 million by 2031. Aldi is also making an additional £13,000 donation to support the charity's ongoing work. Liz Fox, National Sustainability Director at Aldi UK, said: “Reaching £13 million is a fantastic achievement and shows what can be accomplished when colleagues and customers come together for a cause that truly matters." "The work Teenage Cancer Trust does is invaluable, and we're determined to go even further – that's why we've set ourselves the ambitious target of £20 million by 2031.” Hannah Lloyd, Head of High Value Partnerships at Teenage Cancer Trust said: “This milestone represents a significant commitment from Aldi, their colleagues and customers, and we're enormously grateful for their ongoing support." "Every pound raised helps us fund specialist nurses, youth workers and hospital wards that make such a difference to young people facing cancer. This partnership is changing lives, and we're excited to build on this success together.”

Family Business United is delighted to announce the launch of the second issue of Bitesize, its official digital magazine, created to deliver timely insight, inspiration and practical thinking for the family business community. Published throughout the year and distributed widely across the Family Business United network and the broader family business ecosystem, Bitesize has been designed as an accessible and engaging resource for family business owners, leaders, next-generation members and professional advisers. Insightful, Relevant And Easy To Digest Each edition of Bitesize brings together a carefully curated mix of expert insight and real-world experience. The magazine reflects the realities of family enterprise, combining practical thinking with thought leadership to support informed decision-making across generations. Content within this second issue of Bitesize includes: Insight into family businesses in Norway and how they are the unsung heroes of the Norwegian economy A feature on George Bence & Sons, a multigenerational family firm based in Cheltenham Research findings from the 2025 Deloitte Private report 'Defining The Family Business Landscape Insights into developing a brand narrative, good governance and how philanthropy is reshaping family business strategy. Designed with busy readers in mind, Bitesize delivers high-quality content in a format that is both informative and easy to consume. A Platform For The Family Business Community Bitesize has been created to inform, connect and support the family business community. It provides a platform to share experiences, highlight challenges and celebrate the diversity, resilience and long-term contribution of family enterprises. Through a combination of storytelling, expert insight and practical guidance, the magazine aims to strengthen understanding and foster collaboration across the sector. Bitesize is available in digital format and if you want to find out more about advertising and sponsorship opportunities in the magazine please do not hesitate to contact us. Check out the second issue of Bitesize here

St Austell Brewery is launching its latest impact report in a bold and practical way, rolling out biodegradable, plantable beer mats across its South West pub estate. Following the launch of its first sustainability strategy - Crafting a Brighter Future - last year, the company has introduced seed embedded beer mats that can be planted after use. Each mat features a QR code, allowing pub goers to explore St Austell Brewery’s sustainability initiatives across its breweries, pubs and drinks wholesale operation - all with a pint in hand. Emily Coon, Sustainability Manager at St Austell Brewery, said: “We’re proud of the progress we’re making across our business, but for us this has always been about bringing people with us on the journey. Our pubs are where we connect with more people than anywhere else, so we wanted to create a simple and accessible way for guests to access our impact report and share the progress happening behind the scenes as well as our future ambitions." “The plantable beer mats are a small idea, but they represent a bigger mindset - thinking differently about waste, creating moments for conversation, and making sustainability feel part of everyday experiences rather than something distant or abstract. We know meaningful change comes from much bigger actions than a beer mat alone, but if it encourages more people to engage with sustainability - and better understand the role businesses like ours can play in driving momentum - that feels like a positive step.” The past year has marked a standout period of progress for St Austell Brewery, with its sustainability work receiving national recognition alongside significant operational improvements, across waste, energy and water efficiency. Last month, the business was named Best Sustainable Pub Company in the UK at the Publican Awards, while its pub waste reduction programme also won Excellence in Waste Management at the Green Awards UK. Across its 45 managed pubs, St Austell Brewery now operates on 100% renewable electricity, while total waste has fallen by 49% since 2023. General waste has been reduced by up to 40% year on year, recycling rates have doubled, and all food waste is now diverted from general waste streams. Water usage remains a key priority, with action taken both in pubs and at the companies two breweries, in Cornwall and Warmley. Waterless urinals, installed as part of recent pub refurbishments, are saving up to 100,000 litres of water per pub each year, while engineering improvements in brewing have also significantly reduced water use in the production of award winning beers including Proper Job, Tribute and korev. Supporting the regional economy is central to the company’s strategy, with local suppliers playing a key role. Food delivery miles have been cut by 33%, while the use of locally landed fish on pub menus has increased by 20%. Alongside environmental progress, St Austell Brewery raised more than £93,000 for charities and South West causes in 2025, with Children’s Hospice South West named as its Charity of the Year. Pub teams and colleagues have continued to volunteer and fundraise locally, supporting initiatives ranging from beach cleans to a community defibrillator campaign. Looking ahead, the business has committed to reaching net zero ahead of the UK’s 2050 target and will host its first Sustainability Week in 2026. Plantable beer mats will land on pub tables across the South West from next week. To read the full impact report, visit here. About St Austell Brewery St Austell Brewery was founded as a family-owned company in 1851 and has been fuelled by Cornish spirit and independent thinking ever since. Celebrating its 175th anniversary this year, it is the South West’s leading brewing, hospitality and drinks wholesale business.

Solar shading specialist Caribbean Blinds has unveiled a new brand identity, signalling a bold step in its growth strategy and a renewed focus on its people. Following a review with Purplex Marketing CEO Andrew Scott, the company recognised that while its name was familiar to the trade, it did not fully capture the scope of its work across the various sectors it works within. The refreshed identity removes “Blinds” from the name and introduces the strapline “Outdoor • Shade • Shelter,” reflecting the company’s full range of external shading solutions. The updated logo now features a device representing Caribbean Blinds’ turnkey approach and all shading types, including vertical, horizontal and sloping. Font and spacing changes improve clarity and approachability, creating a modern, durable look built for growth. The rebrand goes further. Employees are now known as Shading Heroes, with benefits designed to reward loyalty and commitment. Packages include tiered health cash plans covering dental, optician, physio and specialist scans, enhanced holiday entitlement of up to five extra days, service life bonuses and refreshed birthday and team incentives. “We’ve gone way beyond a standard facelift,” said MD Stuart Dantzic. “In fact, we’re positioning the company for the next era and our Shading Heroes are at the heart of everything we do. They transform spaces, create comfort and help people enjoy their surroundings." “The new identity reflects the work we do, the sectors we serve and the growth we are building for tomorrow. We wanted a brand that works as hard as our people do.” With its new identity, Caribbean positions itself for expansion, reinforcing its role as a leader in innovative external shading while underlining its commitment to the team driving its success. For more information about Caribbean visit here.

A young Warwickshire entrepreneur has gone from replacing his mom’s dishwasher with a homemade 3D printer to becoming arguably the youngest ever recipient of two King’s Award for Enterprise. Mitchell Barnes, who is about to turn 30-years-old, founded RYSE 3D in 2017 after proving out the importance of additive manufacturing (AM) in future production techniques for university friends. Since then, he has created one of the UK’s biggest disruptors in AM, supplying high performance production parts to 23 of the world’s hypercar projects and delivering complex components to exciting new contracts in aerospace, defence and energy. These orders have taken the Shipston-on-Stour firm to nearly £5m in annual turnover, with nearly half of that emanating from international orders to the US, Denmark and Latvia. Global success has led to the business securing the King’s Award for International Trade, following its earlier success in the ‘Innovation’ category in 2024. Mitch, who runs the company with his brother Cameron. explains: “To win one King’s Award is special, to win a second for our efforts in growing the business overseas is mind-blowing, I still can’t quite believe it." “When I first started in additive manufacturing, I wanted to prove that we could go from prototyping into series production and that’s exactly what we’ve done…supplying the most complex automotive, aerospace and renewables components in batches of a few thousand and, in some cases, tens of thousands.” He continued: “Importantly, we wanted to demonstrate that we could take UK technology and export it as something international firms want. The last three years have proved this was the right approach, with global sales up 2,322% since 2023." “We have also expanded our reach. The US used to be our only destination and, whilst this will always be a primary market, we are now supplying clients in Denmark, France and Latvia.” The growth in exports for RYSE 3D has given it the confidence to reinvest more than £1m into new printers, R&D, lighter materials and the launch of its own UK-engineered 3D ‘LANDR’ printer. Its team has also expanded to 18, some of whom were coffee baristas transformed into 3D printing engineers. The combination of its own large format printers and industry-leading technology has boosted its capacity to confidently print four million components every year. Mitchell continued: “This is what makes all the hard work worthwhile. There is no greater sense of achievement, for our workforce and senior management team, than seeing a part carefully engineered in Shipston-on-Stour entering production overseas for a high-profile global brand." “To have two concurrent King’s Awards is the stuff of dreams and every member of our team needs to take time out to appreciate what they have helped us achieve. We’ve already won work in the US based on winning one award, I can’t wait to get back overseas and tell people we are a double winning King’s Award business!” RYSE 3D’s production process is highly scalable, requires no tooling investment and uses widely available engineering polymers. This makes it easy to adopt internationally and attractive to companies looking to derisk supply chains, reduce capital expenditure and lower environmental impact – three features that are increasingly important to meet ‘Net Zero’ challenges and address recent global supply chain uncertainty. Whilst automotive and motorsport offered it the initial market opportunity, the company is fast proving that 3D printing can also deliver production parts to aerospace, construction, energy generation, medical and defence. Adam Archer, who switched from making coffees in the market town to leading a team of 3D printing engineers, concluded: “The pace of evolution at RYSE is incredible and I still have to pinch myself when I think we’re making performance parts that are changing the way some of the most ambitious hypercars and technology are built." “Our second King’s Award is the icing on the cake, and we look forward to using the prestigious accolade to help us secure more work and orders that see additive manufacturing expertise in Shipston-on-Stour exported all over the world.” For further information, please visit here.

The Matthew Good Foundation has announced a major expansion of its team as it accelerates ambitions to bring its successful Grants for Good programme to more businesses across the UK. Over the past 18 months, the Foundation has grown from an operational team of two to five. Following the addition of four new trustees in 2024 and the appointment of Executive Director Kirsty Clark in early 2025, three strategic hires are now strengthening operational delivery and supporting national programme expansion. Kathryn Biggin joins as Strategic Partnerships Manager, bringing extensive experience in charity leadership, fundraising, and corporate partnerships from senior roles at major charitable organisations in Hull. Supporting this growth, additional Charity Assistant and Admin Assistant roles have also been introduced to strengthen grant-making, due diligence, and support programmes. Fully funded by founder and principal corporate partner John Good Group, the award-winning Foundation has established itself as an innovative force within Hull’s third sector while developing a nationally scalable model that connects businesses with high-potential grassroots charities through practical, measurable philanthropy. Kirsty Clark, Executive Director of the Matthew Good Foundation, said: “Our growth reflects both the success of our work so far and our ambition for what comes next. We believe businesses have enormous potential to drive meaningful change. By growing our team and investing in strategic partnerships, we are creating new opportunities for businesses to deliver genuine social value while supporting exceptional grassroots organisations.” Since launching in 2021, the Foundation’s flagship Grants for Good programme has awarded more than £250,000 to 100+ grassroots charities, and now attracts up to 900 applications per quarter from small charitable organisations across the UK. Focused exclusively on organisations with annual incomes below £50,000, the programme identifies exceptional underfunded charities and connects them with meaningful corporate support. Following its success within John Good Group and its subsidiaries, the Foundation is now expanding the programme to other businesses seeking credible, accessible ways to strengthen social impact. As ESG expectations and supply chain scrutiny continue to rise, particularly for smaller businesses, demand for practical social value solutions is increasing rapidly. Through a fully managed, completely free programme, businesses benefit from expert-led grant-making with no fees or administrative costs, ensuring 100% of funding reaches vetted grassroots charities while enhancing CSR, ESG, and employee engagement outcomes, in a low-risk, high-impact way. Kathryn Biggin, Strategic Partnerships Manager, said: “Grants for Good gives businesses a powerful way to create authentic social impact without the complexity of building programmes themselves. We connect organisations with exceptional grassroots charities, helping them strengthen communities, engage employees, and achieve meaningful social responsibility goals.” The Foundation is now inviting businesses interested in enhancing their CSR, ESG, employee engagement, or community impact strategies to explore how Grants for Good can support their goals. For more information or to arrange a conversation, businesses can contact Kathryn Biggin at the Matthew Good Foundation.

With many new parents in Scotland experiencing a drop in contact with others just a few months after having a baby, a leading psychologist has shared her advice to help parents feel more connected during early parenthood. To mark Maternal Mental Health Awareness Week (4th–10th May), Dr Caroline Boyd, clinical psychologist, author and ambassador for perinatal mental health charity PANDAS Foundation, has teamed up with Aldi to highlight the very real loneliness many parents can experience in the months after bringing their baby home, and to raise awareness of the help available. New research from Aldi found that 53% of parents in Scotland have experienced loneliness since having a baby, peaking at five months, when visits slow down and partners return to work. Many said loneliness was driven by the reality of life with a newborn setting in (34%), as well as a growing sense that their priorities no longer aligned with those of their friends (35%). More than half of mums (56%) and nearly a third (31%) of dads said they felt lonely even when they were with their baby. Worryingly, more than three quarters (76%) admitted they hid how they were feeling from others. The study also highlights how meaningful even small interactions can be, with nearly half of parents (47%) saying they feel relieved when a stranger speaks to them. To support, Aldi, Britain’s biggest discounter, is donating £20,000 from proceeds of Mamia baby wipe sales to PANDAS Foundation during Maternal Mental Health Awareness Week, helping to fund vital, free and confidential support for parents and caregivers across the UK. Support is also signposted directly on-pack across Aldi’s Mamia baby wipes, helping parents access mental health guidance when they need it most. Dr Caroline Boyd, clinical psychologist, author and PANDAS Ambassador, said: “These findings reflect a common but often hidden experience of early parenthood - a period where loneliness can intensify as support drops away and parents are still adjusting to their new identity." “In the context of this profound transition, feeling connected to trusted others is not a luxury but essential, particularly in a culture that places pressure on parents to cope alone." Julie Ashfield, Chief Commercial Officer at Aldi UK, said: “Support is often strongest in those early weeks of parenthood – but it’s the months that follow where many parents can feel most alone. That’s why it’s so important we keep checking in, long after the initial excitement has passed." “Through our partnership with PANDAS Foundation, we want to help break the silence around perinatal mental health and ensure parents know support is there when they need it most.” Dr Caroline Boyd shares five simple ways to feel more connected during early parenthood: 1. Start small with connection Even a brief interaction when you’re out and about – at the coffee shop, in the supermarket, on the bus. Make eye contact, smile, exchange a few words. Even a short, positive interaction - just 30 seconds – can lift your mood. 2. Find one space that feels safe enough A group, a class, a walk, a local stay-and-play - spaces offering music, singing, yoga, art or nature-based activities can help you feel more connected to others. Try shifting the focus from supporting your baby’s development to enhancing your own sense of connection, even if you only stay a short while. 3. Give it 7 minutes Connecting with someone new can feel awkward at first. The “7-minute rule” suggests it can take a little time before a conversation starts to flow. Give it a chance. 4. Be intentional with your online time If doomscrolling is leaving you feeling worse, try shifting towards online spaces that feel more real and reciprocal - like a book club, writing group, or a forum for parents with shared experiences - where you can share, reflect, and feel part of something. 5. Share how you’re (really) feeling In a culture shaped by the myth of ‘Supermum’ it can feel risky to speak honestly about how we feel. But talking helps us make sense, even when the words don’t come easily. If you can, share a little of what’s going on with someone you trust, whether it’s a friend, partner or a support service like PANDAS. For more information or to access support, visit here. *Research carried out in April 2026 by OnePoll on a sample of 1,000 parents with children aged under five

50 per cent say money feels like a taboo subject in the UK, and an estimated 2.8 million adults would rather “do anything” than talk about it The impact is heightened during times of volatility as 29 per cent avoid conversations about finances even if it would help their situation These perceptions form at an early age – 59 per cent say how they learned about money as children shaped their financial behaviours today Achieving financial milestones in adulthood can overcome these barriers – paying off debt or starting to invest are shown to significantly boost long-term financial confidence To support consumers navigate the current geopolitical climate, Barclays is sharing practical ways to strengthen financial confidence during uncertain times New Barclays research shows that a long‑standing reluctance to talk about money continues to affect how confidently UK adults manage their household finances. While many avoid financial conversations – often reflecting attitudes shaped in childhood – there is growing recognition that being more open can make a real difference. With six in 10 UK adults (59 per cent) are concerned about the potential impact of the conflict in the Middle East on their household finances, greater confidence and openness around financial challenges could help people feel better supported and more able to navigate periods of volatility. Three in 10 (29 per cent) say they avoid talking about money even if they know it would help their situation, including four in 10 Gen Zs (39 per cent). Half of all adults (50 per cent) say it feels rude to discuss money, one in three (33 per cent) say talking about their finances makes them feel uncomfortable, and 5 per cent would rather “do anything” than talk about it, which equates to 2.8 million people. Money norms form in childhood Early experiences play a powerful role in shaping how comfortable we feel with money as adults. Analysis from Barclays’ and National Numeracy’s recent Nurturing number confidence report3 estimates that 2.1 million children in the UK have at least one parent with low number confidence, which shapes their relationship with numbers. Nearly six in 10 (59 per cent) say the way they learned about money as children has shaped their financial behaviours today. Almost a third of adults (31 per cent) say the children they know are already thinking about the lifestyle they want in the future and what they will need to do to financially achieve it – underlining the necessity of early education and support. The confidence to talk grows after positive financial moments The research also shows that achieving positive milestones or life events, such as buying a house or career changes, consistently strengthen financial confidence and encourage people to open up. Half (53 per cent) of those who experienced a positive event say it made them more willing to talk about money. Paying off a major debt boosted confidence for 70 per cent of people, while 56 per cent reported the same after starting to invest. Conversely, financial shocks, such as an unwanted reduction in working hours (44 per cent), a long-term illness or injury (43 per cent) and job loss or redundancy (41 per cent) are most frequently cited as having had a negative impact on financial confidence. Fraud concerns also persist, with 68 per cent saying that being scammed would significantly damage their confidence. Vim Maru, Chief Executive of Barclays UK, said: “Everyday conversations with friends and family can play an important role in shaping how we feel about our finances. Yet for many, a fear of judgement – or the sense that money is simply ‘not talked about’ – still holds them back." “During periods of volatility, household finances can come under real pressure, but clear and accessible support can help people feel more confident navigating these challenges. Our research shows that when people feel able to talk about their money and seek support, they are likely to make more informed choices. Over time, these benefits are felt not just by individuals, but, by the wider economy too.”

Demand for bicycles across Europe rises sharply within a small window each spring. For manufacturers and retailers alike, timely product availability is critical during this peak season. To reliably manage these seasonal surges, international children’s and youth bicycle manufacturer, woom relies on Gebrüder Weiss for its European logistics operations. Gebrüder Weiss transports woom bicycles and accessories such as helmets, baskets, and water bottles from production sites in Poland, Lithuania, and Romania to the Gebrüder Weiss logistics hub in Vienna. There, shipments are consolidated and subsequently distributed to retailers throughout Europe. Key sales markets include Austria, Germany, and Switzerland. Tanja Stätter, Senior Manager Transport and Logistics at woom says: “Especially in spring, bicycles and accessories must be available across Europe within a very short time frame. This requires a logistics solution that is reliable and capable of handling peak volumes. With Gebrüder Weiss, we have a partner that understands our requirements precisely.” Gebrüder Weiss operates a Europe-wide logistics network with daily scheduled line services and has been working with companies in the bicycle industry for many years. This enables the company to handle increased volumes at short notice, even during peak season. Using the myGW customer portal, shipments can be tracked digitally at all times, with real-time status updates and estimated arrival times available to woom as well as its retail partners. About woom woom is an international manufacturer of children’s and youth bicycles headquartered in Vienna, Austria. Founded in 2013 by Christian Bezdeka and Marcus Ihlenfeld in a Vienna garage, the brand quickly evolved from an insider tip to market leader in Austria. Today, woom is recognized well beyond Austria’s borders, with children and teenagers riding woom bikes in more than 40 countries worldwide, including the United States, the Middle East, and China. In the 2025 financial year, woom achieved record results, generating revenue of 149 million euros and selling 392,000 bicycles.

Hendy Group continues to strengthen its position as one of the UK’s leading automotive retail businesses, combining significant scale with the enduring values of a fifth-generation, family-run organisation. Operating across the South Coast from Devon to Kent, the Group represents 26 different marques across over 70 sales and aftersales locations and employs more than 1,500 colleagues. Under the leadership of Paul Hendy, the company has expanded significantly, growing sixfold since 2016 through a combination of acquisitions and organic development. That sense of continuity is reflected not only in leadership but in the relationships the business builds over time. A recent example saw the Hendy family reunited with a pristine Ford Anglia originally sold by Percy Hendy Ltd in Chandler’s Ford more than 75 years ago. The vehicle has returned to the very area where the business remains based today. It is now displayed at Hendy Ford showrooms, offering customers a tangible link between the company’s past and present. Paul Hendy, CEO at Hendy Group, commented: “As a family business, we see ourselves as custodians of something that’s been built over generations. That comes with a responsibility, not just to grow the business, but to look after our people, support our communities and maintain the standards our name stands for.” This philosophy is reflected in Hendy’s continued investment in skills and development. The Group has secured a top 20 position in the national Family Business Apprentice Employers Report 2025, underscoring its continued commitment to nurturing future talent. Alongside its focus on developing local talent, Hendy Group has long embedded charitable giving into its culture, with a commitment that spans more than 165 years. As the business has expanded across the South Coast, so too has its ambition to deliver a more coordinated and meaningful social impact. This is delivered through Hendy Foundation, the Group’s dedicated charitable arm, which provides ongoing funding and support to a wide range of local charities and grassroots initiatives. Its work spans youth development, health and wellbeing, and wider community support, ensuring that Hendy’s growth translates into tangible benefits beyond the business. The Group’s impact has also been recognised internationally. Ford Motor Company recently honoured Paul Hendy at its global “Salute to Dealers” event for his leadership and dedication to community service, naming him as one of just eight recipients worldwide. Alongside this community focus, Hendy remains committed to delivering world-class customer service across its multi-brand, multi-site operation. By combining operational scale with a relationship-led approach, the business continues to build long-term connections with customers across the region. While the automotive sector continues to evolve, Hendy’s approach remains consistent: growth driven by strong foundations, with family values embedded at every level of the organisation. It is this combination of sustained growth and family-led values that defines Hendy Group today.

The modern workplace likes to speak the language of wellbeing. Employers talk about psychological safety, open cultures and purpose-driven leadership. Yet for many workers, the daily reality is far less enlightened. Behind the rhetoric sits a familiar figure: the toxic boss. They may not shout or swear. Some are charming, even celebrated. But their impact is corrosive, eroding confidence, distorting judgement and, over time, pushing capable people out of organisations altogether. Toxic management is not a fringe issue. Research consistently shows that poor leadership is one of the primary reasons employees leave their jobs. It cuts productivity, increases sickness absence and damages institutional memory. Despite this, individuals who find themselves reporting to a toxic superior are often left feeling isolated, unsure whether the problem lies with their manager or with themselves. The first challenge is recognising toxicity for what it is. Work can be stressful without being abusive. Deadlines, scrutiny and high expectations are part of professional life. Toxicity, by contrast, is defined less by pressure than by pattern. It shows up in repeated behaviour that humiliates, undermines or destabilises. A boss who routinely shifts blame, withholds information, sets people up to fail or rules through fear is not simply “difficult”. They are exercising power in a way that damages others. This distinction matters because many high-performing employees are inclined to internalise mistreatment. They assume that if they worked harder, communicated better or showed more resilience, the situation would improve. In reality, toxic behaviour is rarely about performance. It is more often driven by insecurity, poor emotional regulation or an organisational culture that rewards results without scrutinising methods. Understanding this is not about absolving bad managers, but about freeing employees from misplaced self-blame. Once the problem is named, the task becomes strategic rather than emotional. The uncomfortable truth is that confronting a toxic boss head-on rarely produces a satisfying outcome, particularly when power is uneven. Instead, employees often have to manage upwards with care and calculation. This begins with observing patterns rather than reacting to individual incidents. Most toxic managers are not chaotic all the time. They have triggers, preferences and blind spots. Learning when they are most volatile, what they value and what they fear can help reduce exposure to unnecessary conflict. Clear communication becomes a defensive tool. Following up conversations in writing, clarifying expectations and documenting decisions can prevent goalposts from being moved later. This is not about bureaucracy for its own sake, but about creating a paper trail that anchors reality when narratives begin to shift. In workplaces where gaslighting thrives, written records become a form of self-protection. Documentation, however, should be discreet. Keeping a private record of troubling incidents, including dates, language used and witnesses, is often essential. Not because every case will end up with human resources, but because patterns are difficult to dispute when they are recorded calmly and consistently. Memory is fragile, particularly under stress. Notes restore clarity. One of the most damaging aspects of toxic management is isolation. A boss who controls information and visibility can make an employee feel professionally dependent, as though their future rests entirely in one person’s hands. The antidote lies in building relationships beyond the immediate reporting line. Colleagues in other teams, senior figures who recognise good work, mentors who offer perspective: all of these dilute the power of a single manager. They also provide alternative narratives about performance, which can be crucial when blame is unfairly assigned. Human resources departments are often seen as the natural route for redress, but expectations need to be realistic. HR exists primarily to protect the organisation, not to arbitrate every interpersonal conflict. Approaching HR emotionally, or with vague claims about a manager being “toxic”, is unlikely to succeed. What carries weight is evidence of repeated behaviour and its impact on work, morale or retention. Even then, outcomes vary. In some cases HR intervenes constructively. In others, particularly where a manager delivers results, problems are minimised or quietly ignored. Knowing this in advance allows employees to decide whether formal escalation is worth the risk. Throughout all of this, the toll on mental and physical health should not be underestimated. Toxic bosses have a way of colonising inner lives. People replay conversations late at night, brace themselves before meetings, and begin to doubt their own judgement. Over time, this constant vigilance can lead to burnout or anxiety. Protecting wellbeing is not a luxury; it is a prerequisite for clear thinking. Setting psychological boundaries, seeking external support and maintaining a sense of identity beyond work can make the difference between resilience and collapse. There is, however, a point at which strategy gives way to realism. Not every toxic boss can be managed. In some organisations, bad behaviour is tolerated or even rewarded. In others, complaints lead to subtle retaliation or stalled careers. When health deteriorates, ethical lines are crossed, or professional growth becomes impossible, leaving may be the most rational option. This is often framed as defeat, but it is better understood as self-preservation. Exiting well matters. Securing references from others, maintaining professionalism and resisting the temptation to vent publicly can protect future prospects. The aim is not to erase the experience but to extract its lessons without carrying its damage forward. The persistence of toxic leadership raises uncomfortable questions about modern work. As organisations chase performance metrics and growth, too little attention is paid to how results are achieved. Until that changes, individuals will continue to shoulder the burden of managing those who manage badly. Surviving a toxic boss is not about martyrdom or grit. It is about clarity, strategy and self-respect. Sometimes that means staying and navigating carefully. Sometimes it means leaving. In both cases, the goal is the same: to protect one’s dignity, health and professional future in a system that too often fails to do so itself.