Dr Hannah MacKechnie, managing director and co-founder of Radfield Home Care, reflects on building a national care franchise from its roots in Shropshire. Drawing on her upbringing in her family’s care home, she explains why ownership, quality and long-term thinking have determined the company’s growth. Here, she sets out how remaining family-owned continues to influence the way Radfield operates and expands. Alex and I grew up around our parents’ care home in Shropshire, and that experience shaped how we see this sector. We watched our mum build a culture where staff felt valued and residents were known as individuals. It was never only about running a business; it was about creating an environment where people felt safe, respected and properly supported. That belief still underpins Radfield today. If you look after your people well, they will look after your clients well in return. When we founded Radfield Home Care in 2008, we based it in Shrewsbury because it is home and because it made sense for us personally. We both moved back to the area, and for a period, we ran the new home care business alongside the existing care home. Being rooted in Shropshire has never felt like a limitation. Our franchise partners come to see us here, they meet the wider team who support them, and they understand that we are accessible. As we have grown, we have not felt the need to relocate simply for appearances. In the early years we expanded through company-owned offices across Shropshire, Worcestershire, Staffordshire and Cheshire. That model allowed us to test and refine our systems, but over time we began to see its constraints. We had strong regional managers who were capable and committed, yet there is a difference between being very good in a role and carrying full responsibility for a business. What became clear to us was that the gap was not skill; it was ownership. Running a care business requires constant attention to quality, thoughtful people management and sustained local business development. Those demands rarely sit comfortably together in an employed structure. Franchising offered a different alignment - the person leading the business locally is investing their own capital and reputation, and that changes the level of focus and accountability. For us, it created a way to grow without loosening our standards, because we were partnering with people who were motivated to build something of their own within a proven framework. When people hear the word ‘franchise’, they sometimes assume light-touch oversight. In care, that simply is not possible. Compliance with CQC requirements, safeguarding processes, training structures and brand standards are set centrally and are not optional. Our franchise partners often say that this clarity is reassuring. They are not starting from scratch or interpreting regulation alone; they are building on a model that has already been tested. That structure is backed by dedicated teams. Our quality and compliance team carries out audits and delivers ongoing training and support. Our business performance team works with partners on planning and financial oversight, while marketing support covers both digital activity and local outreach. We made an early decision that we would rather grow steadily, with the right level of support in place, than expand quickly and risk stretching the centre too thinly. The ratio of support team members to offices reflects that approach. The outcomes give us a useful measure of whether the system is working. Every CQC-assessed office in our network is rated Good or Outstanding, and franchisee satisfaction has been recognised with consecutive Workbuzz Five-Star awards. Those indicators matter more to us than headline office numbers, because they show that quality and commercial performance are aligned. Remaining family-owned influences the way we make decisions. In a sector where some larger networks are backed by private equity or overseas groups, it is common to see strategies influenced by relatively short investment horizons. We do not operate against an exit timeline. That means we can slow territory sales if necessary, decline prospective partners who are not the right fit and prioritise steady, sustainable growth over rapid expansion. We also think carefully about longevity. Franchise partners sign 10-year agreements and deserve confidence in the direction of the business. Over time we have built a strong management team so that Alex and I are increasingly focused on long-term strategy rather than day-to-day operations. Investment in technology forms part of that thinking, particularly where it improves efficiency and visibility across the network without compromising care quality. For franchise partners, the most impactful form of succession planning is a model that remains profitable, compliant and trusted locally. Working together as siblings has required clarity and discipline. In the early stages there was a tendency for both of us to be involved in everything, which can create confusion for teams. We have learned to divide responsibilities according to our strengths. My medical background and operational focus sit alongside Alex’s strength in strategy, brand and communications, and that separation provides clearer leadership internally. We encourage the same clarity among franchise partners who enter the business with a spouse or friend, because well-defined roles at the outset tend to prevent tension later. Looking ahead, the home care sector will face both opportunity and pressure. Demographic trends point to rising demand, but increasing employment costs and regulatory requirements will continue to challenge margins, particularly for providers reliant on local authority funding. We operate in the private-pay market, which allows fees to move in line with genuine cost increases and supports continued investment in our teams. That positioning is as much about stability as it is about growth. From a single operation in Shrewsbury to a national network, the central idea has not changed. We focus on quality, ensure that ownership sits locally and make decisions with the long term in mind. Scale matters, but only if it is sustainable, and our aim has always been to build a business that will still be strong many years from now.

Bitcoin is surging as global markets rebound and President Donald Trump reinforces his support for the digital assets sector in its intensifying confrontation with traditional Wall Street banks. This is the bullish assessment from Nigel Green, CEO of global financial advisory giant deVere Group as the cryptocurrency jumped 8% to as much as $73,777, its highest level in a month, as investors rotated back into risk assets following easing fears about the potential impact of the war in Iran on global energy markets. He says: “The Bitcoin rally reflects two powerful forces aligning at once: improving risk sentiment across global markets and renewed political backing for crypto from Washington. The original and most influential crypto is responding to a combination of macro relief and political support." "Markets had been rattled by concerns the Iran conflict could deliver a prolonged shock to energy markets and global growth. As those fears eased, investors moved back into risk assets and crypto is often the fastest responder when sentiment turns." The deVere CEO continues: “At the same time, President Trump has stepped in publicly, via his Truth Social platform, to defend the digital assets sector against pressure from traditional banks, which sends a clear signal to markets about the direction of US policy.” Late on Tuesday, Donald Trump posted that banks were attempting to undermine the Genius Act and warned his administration would not allow it. The legislation created a regulatory framework for the rapidly expanding stablecoin sector. Since its passage, tensions have grown between crypto firms and traditional lenders over rules that allow platforms such as exchanges to pay interest on stablecoin balances held by users. Nigel Green says the dispute highlights a deeper shift underway in global finance. “Stablecoins are emerging as a new digital form of the US dollar, and that places crypto platforms into direct competition with traditional banks,” he explains. “When banks push back against that development, it shows how significant the shift has become.” Bitcoin had fallen sharply from its October peak near $125,000 before rebounding in recent sessions as broader market sentiment appears to improve. The latest rally illustrates how closely digital assets are now tied to both macroeconomic developments and political signals coming out of Washington. “Crypto markets react rapidly to changes in global risk appetite, but they also respond to regulatory direction,” he says. “When geopolitical concerns ease and the White House signals clear support for the sector, those forces combine to create powerful momentum for digital assets.” Last week, before the latest relief rally, and looking beyond mid-2026, Nigel Green said that he sees the potential for Bitcoin to exceed its previous record high before the year concludes. “Once momentum re-establishes, fresh all-time highs are achievable before year-end,” he stated. “The prior peak is not a permanent ceiling.” Nigel Green emphasises that volatility remains intrinsic to digital assets but argues that cyclical corrections have historically preceded renewed expansion phases. “The key issue is whether structural adoption has stalled,” he says. “Our assessment is that it has not. Institutional infrastructure is broader, deeper and more resilient than at any point in Bitcoin’s history.” He concludes: “For now, the Bitcoin bulls seem to be back in charge.”

St Austell Brewery is raising a glass to its 175th anniversary with the launch of a special limited-edition cask ale range for 2026. The range includes several much-loved favourites, revived from the brewery’s archives. Drawing on recipes from brewing books dating back to the 1800s, the 175th anniversary collection pays tribute to some of the most well-loved beers in St Austell Brewery’s history. Alongside reimagined beers from its past and current core range - including a new anniversary ale named 1851 - each release has been carefully curated. Classics such as Admiral's Ale (5% ABV), first brewed in 2005 to mark the bicentenary of Nelson's triumph at Trafalgar will return, alongside best bitter Trelawny (3.8% ABV), named after Bishop Trelawny from Cornish folklore. The burnished copper ale is still fondly remembered by beer fans. The final release in the eight-strong cask line-up is Tribute Extra (5.3% ABV), the big sibling of St Austell Brewery’s best-selling Tribute pale ale. Brewed with Cornish barley and signature Celeia and Willamette hops, the rich pale ale is bold, complex, and full of character - a true celebration of that little bit extra. The collection forms part of St Austell Brewery’s wider programme of 175-year celebrations, which includes commemorative events, special collaborations and a renewed focus on the business’s heritage pubs and regional roots. Georgina Young, Brewing Director at St Austell Brewery, said: “Reaching 175 years is an extraordinary milestone, so it felt only right to celebrate by bringing some of our most cherished beers back to life. Our brewing archives are full of wonderful recipes - beers that meant something to the people who brewed them and to the communities that enjoyed them." “Revisiting classics, such as Trelawny and Tinners is a reminder of just how deeply our heritage runs, while giving us the chance to brew the beers with the quality and consistency made possible by modern techniques. As a team, we’re incredibly proud to honour our past while continuing to innovate for the beer drinkers of today.” The commemorative cask beer range will be available in St Austell Brewery pubs and available to order for its wholesale customers. Cornish Ale, Trelawny – the first beer in the range – will be available from March 30th. For pubs wishing to stock the limited-edition beers, visit here .

A new survey of 500 senior decision-makers within UK businesses, commissioned by Alliance Manchester Business School, has found that UK business leaders are struggling with the increasing complexity of their roles. Key findings include: 73% say their role as a leader has become more complex over the past five years The emergence of new technologies, such as AI, was the main reason cited, followed by increased cybersecurity and data privacy risks, and the performance of the UK economy Almost three quarters (73%) of senior decision-makers within UK businesses said their roles had become more complex since 2020, rising to 79% among directors and C-suite, and 82% among decision-makers within mid-size companies (100-249 employees). This is according to a study by Alliance Manchester Business School (AMBS), one of the world's leading business schools. It commissioned Censuswide to survey 500 managers, directors and C-suite executives within UK businesses. When asked what factors had contributed to this increased complexity, the most common response was the emergence of new technologies, such as artificial intelligence (AI). More than three in ten (31%) respondents selected this as one of the main reasons for their jobs getting harder. Other key factors were increased cybersecurity and data privacy risks (28%), the performance of the UK economy (27%) and new regulation and legislation (also 27%). Elsewhere, a quarter (25%) of the business leaders surveyed said that pressure on meeting expectations around diversity, equity and inclusion (DEI) had been a contributor to the greater complexity of their roles over the past five years. The same number (25%) cited the rise of remote working, while 21% pointed to employees’ pay demands. Stuart Wells, Managing Director of Executive Education at Alliance Manchester Business School, said: “Over recent years, significant new pressures have been placed on business leaders, and evidently this has translated into the vast majority feeling as though their roles have become far more complex." “If you look at the different factors contributing to this increased complexity, you quickly appreciate just how much the business world has been transformed since 2020. The rise of remote working since Covid, the proliferation of AI tools, scrutiny over DEI, cyber threats and data privacy, and turbulence within the broader economic climate – senior decision-makers are needing to navigate all these changes as they lead their teams and perform in their roles, and that is hugely challenging." “Regardless of experience or competence, it’s clear that many senior managers require greater support. From peer-to-peer learning to formal training, it is imperative that organisations consider which issues are impacting their leadership team and take action to ensure individuals are suitably equipped to lead effectively in this rapidly changing business world.”

Two Lake District hotel managers have swapped respective job roles and venues to obtain more experience and develop their professional skills. Adam Bujok from Wild Boar Estate and Gary Tennant from Low Wood Bay Resort & Spa have changed places on a mutual month long secondment to manage new teams and learn about the different ways each venue is run. As part of English Lakes Hotels Resorts & Venues’ Leadership and Development programme, the rationale for the switch is to accelerate Adam and Gary’s continuous professional development and managerial skills. The job swap has been designed to ensure each manager benefits from maximum exposure to distinctly new environments out of their usual comfort zone, especially as Low Wood Bay and Wild Boar Estate are two distinctly diverse venues in character and set-up. For Adam, the secondment has provided a new challenge in managing ‘The Spa at Low Wood Bay’ and supporting the spa team in all that entails. “It’s been a real eye opener to look after a new team and a departure from the norm in that my responsibilities during the secondment have been specific to spa services and management,” he explains. “That’s been quite a different and varied challenge and I think the biggest take-away from the job swap has been getting into the intricacies of plant maintenance and equipment operations for both the spa facilities and the pools. There’s a lot of behind the scenes technical work that goes into ensuring spa equipment runs smoothly and safely.” Gary’s move from the spa to managing the day to day running of the entire Wild Boar Estate with its Grill and Smokehouse restaurant and on-site microbrewery has been highly motivational for him too. He says: “It’s a great venue with lots of subtle, charming and traditional touches from its previous life as an historic, traditional inn." “I’ve enjoyed the challenge of managing a full hotel operation, including rooms, food and beverage and leading a different team. The day-to-day revenue dynamics have reinforced how small operational decisions directly impact overall performance. It’s been a great opportunity to step outside my comfort zone and sharpen my leadership style in a different environment." “The experience has undoubtedly improved my skills and that will hopefully stand me in good stead for further managerial opportunities.” English Lakes Hotels Group Operations Director Michael Kay adds: “We are always looking for opportunities to freshen up our management approaches. The aim has been to stretch and enhance Adam and Gary’s existing skills by swapping hotels and working with other teams under different circumstances. Both of them have benefitted from knowledge sharing and each has brought new ideas and innovations to the table too.” In partnership with Godfrey Owen Consulting, the English Lakes Hotels Leadership and Development programme is designed to develop management and employability skills, increase industry know-how and encourage innovation and new approaches. For further information about new job roles at English Lakes Hotels, visit here .

Emma Gross, Employment partner at law firm Spencer West LLP s ays: “The current situation involving employees who are stranded in the Middle East raises a number of important employment law and HR considerations. Employers will need to approach matters carefully, balancing legal obligations with operational realities and employee welfare." "The starting point is whether the employee is able to continue working remotely. If the employee can carry out their duties from abroad and is ready and willing to work, they should ordinarily continue to receive their normal pay. An employee who is prepared to work but prevented from physically returning due to circumstances outside their control will generally remain entitled to pay, subject to the terms of their contract." "Where the employee is unable to work at all, the position becomes more complex. Much will depend on the contractual terms and any applicable policies. In many cases, there is no express contractual right permitting an employer to withhold pay where the absence is involuntary and caused by external events (for example, airspace closures or conflict). Any unilateral decision to suspend pay could expose the employer to claims for unlawful deduction from wages or breach of contract." Employers should therefore consider practical and lawful alternatives, such as: Agreeing a temporary period of paid leave; Requiring or permitting the employee to take annual leave (subject to statutory notice requirements); Agreeing unpaid leave by mutual consent; or Considering whether any other form of leave under company policy may apply. "Each case will turn on its facts, including the reason for the employee being abroad, whether the travel was business-related or personal, and whether the employer required or authorised the travel." "Where the employee was travelling for work, additional considerations arise. Employers owe a duty of care to employees on business travel, which includes taking reasonable steps to safeguard their health and safety. In higher-risk regions, this may extend to maintaining regular contact, monitoring Foreign Office guidance, assisting with evacuation arrangements where appropriate, and ensuring suitable insurance and support mechanisms are in place." "Even where the travel was personal, employers should remain mindful of the implied duty of mutual trust and confidence. A rigid or punitive approach in circumstances involving conflict or emergency may carry employee relations and reputational risks, as well as potential legal exposure." There may also be practical HR considerations, including: Business continuity planning; Immigration implications if employees are stranded outside the UK for extended periods; Data protection and confidentiality risks if employees are working remotely from unfamiliar environments; Consistency of approach across the workforce to avoid grievances or discrimination allegations. "In short, employers should prioritise clear communication, consistency, and documented decision-making. Policies on business travel, emergency response, and remote working should be reviewed as a matter of urgency where necessary. Legal advice should be sought before taking any steps that could affect pay, employment status, or disciplinary action." "A measured and pragmatic response will be essential in navigating what is, ultimately, an evolving and fact-sensitive situation.”

Commenting, Faye Church, Senior Planning Director at Rathbones, says: “The Spring Statement offered little immediate relief for business owners already grappling with a heavy tax burden and persistently rising costs. For many SMEs, the issue isn’t just what was announced, but what remains unresolved - not least the absence of an extension to business rates relief." “Our research shows that tax and cost pressures have already forced more than one in five SME leaders to cut staff, with business rates, employer National Insurance and regulatory costs weighing heavily on confidence and investment." "Against that backdrop, the renewed spike in oil and gas prices following the escalation in Iran risks adding another layer of strain at a time when margins are already thin." “Higher oil and gas prices can feed quickly into transport, utilities and supply chains, pushing up day to day operating costs across the economy. For smaller firms with limited pricing power, these external shocks are particularly hard to absorb - especially when they come on top of an already rising business tax burden." “In this environment, stability and targeted support matter. Without meaningful action to ease the cumulative burden on SMEs, there is a real risk that higher costs - now compounded by geopolitics and global energy shocks - could further dampen investment, hiring and growth at a time when the UK economy can least afford it.”

RH Amar has completed the move into its new purpose-built headquarters in High Wycombe, marking a major milestone in the company’s 80-year history. The new home for the third-generation family business provides increased warehouse capacity, brand new office space, and plenty of personal touches - including Henry’s Place, a social hub named in honour of Chairman, Henry Amar. The new site also includes expansive kitchen facilities, along with wellness rooms and a games area for colleagues to enjoy. Rob Amar, RH Amar Managing Director, said: “The move to our new headquarters is a special moment for our family business, and for me personally. It has been a long journey to get to this moment, and it’s incredibly rewarding to see colleagues’ excited reactions to our new home, which has been designed to support our expanding operations and long-term growth ambitions." "It is a modern working environment for colleagues to enjoy and excel, and we look forward to welcoming our brand partners, customers and other visitors.” The move follows a period of significant expansion for RH Amar, which has achieved double-digit revenue growth in each of the past five years. Recent business wins have seen brands such as Branston, Dunkin’, Hermesetas and Weetabix join RH Amar’s portfolio and further strengthen the company’s position in the market. RH Amar is a full-service food distributor which partners with brand owners to drive growth across the UK market through distribution, sales, marketing and technical expertise. The new headquarters maintain the company’s excellent transport links, located less than a mile from M40 Junction 4 on the outskirts of High Wycombe. About RH Amar RH Amar is one of the UK’s leading full-service distributors and growth partners for ambient foods - providing sales, marketing and technical support to successfully grow brands across the UK market. The company is a family-run business, founded in 1945, and now in its third generation. It retains family values at its core and treats every brand as its own. RH Amar’s brand portfolio includes some of the UK’s best-loved food brands such as Branston, Del Monte, Dunkin’, Ella’s Kitchen, Kikkoman, Mutti and Weetabix alongside smaller specialist brands. The company also owns the Camp Coffee, Cooks&Co and Mary Berry’s Dressings brands. The company donates 10% of its profits each year to charity, with more than £3m donated to charitable causes since 2013. View the RH Amar brand portfolio here .

Workers would prefer to earn less if they had guaranteed hours, a new major survey has discovered. When considering a job, Diversity, Equality and Inclusion (DEI) is the least important factor, along with benefits and perks. The study was carried out by Berry Recruitment, a national recruiter with branches across the country. It employs mainly temporary workers in the hospitality, industrial, office/professional, driving, construction, rail and IT sectors. In the wide-ranging survey workers also said that the salary remains the most important reason for deciding whether they apply for a role – with benefits/perks and culture barely registering. When asked what the most valuable benefits an employer could offer were, training and funded courses were the most popular – with team events and activities deemed the least valuable. Lee Gamble, managing director of Berry Recruitment which is headquartered in St Albans, Herts, said: “We carried out the survey in order to help employers understand what workers want and value. Respondents said they would prefer to earn a little less in exchange for guaranteed hours." “In the survey, more than half of those questioned said their personal lives are regularly disrupted by last minute changes – it is a major driver of dissatisfaction and turnover. We go as far as saying that predictability is the new perk." “Results show that workers don’t feel valued because of grand gestures or flashy freebies, but by clarity, consistency, fairness and support. When asked about the most valued benefits, training and funded courses are most important, along with flexible working. Least important are team events and activities." “When deciding whether to apply for a job, the most important things are pay and work-life balance. DEI and benefits and perks are of very low importance. The results vary between sectors and age groups but there are some takeaways for employers." “Transparency, stability, more certainty of hours, better onboarding processes, improved communication, investment in training and progression opportunities are all things that can help improve retention and foster loyalty." “For many years we have had a candidate-driven market because of the lack of workers. But we are now seeing unemployment rise and this might be why the desire for guaranteed hours is so important. Choice of employment opportunities is narrowing so certainty becomes more important for workers.” The unemployment rate rose to a near five-year high of 5.2 per cent for the period of October to December 2025. The results of the survey that polled 444 workers across the country in December can be found here :

A leading independent brewer has partnered with a student run microbrewery to produce 500 casks of the students’ popular stout for this year’s Wetherspoon Spring Beer Festival. Stu Brew - Europe’s first student-led brewery, based at Newcastle University – travelled to St Austell Brewery’s headquarters in Cornwall in February to scale up production of Exam Room Tears (5.5% ABV), its rich maple and pecan stout that has become a firm favourite in the North East. The collaboration was sparked by Stu Brew’s long-standing presence in the Students’ Union-run Wetherspoons on campus, where it operates a permanent keg line and frequently supplies guest cask lines. After Wetherspoons invited the student brewery to take part in its national festival, it requested 500 casks of Exam Room Tears - a volume that would have taken Stu Brew more than a year to produce on its own brewing kit. To help meet demand, Dr Chris O’Malley, Senior Lecturer in Chemical Engineering and Head Brewer at Stu Brew, approached St Austell Brewery’s Head Brewer, Georgina Young, after previously meeting her while judging together for the British Guild of Beer Writers. St Austell Brewery stepped in to support the students, hosting them at its historic Victorian brewery in Cornwall where its iconic beers including Tribute and Proper Job are brewed. Georgina Young, Head Brewer at St Austell Brewery, said: “Working with the Stu Brew team was a great experience. Exam Room Tears is a fantastic cask beer and helping them bring it to festival scale felt like a brilliant way to support the next generation of brewers.” In addition to brewing the stout, Stu Brew made the most of their visit by creating a brown ale on St Austell Brewery’s small-batch kit ‘just for fun’. For students Kypros Lakovou and Will Tyson, who travelled down with Dr O’Malley, the trip marked their first-ever visit to St Austell Brewery - and to Cornwall itself. Will said: “Every brewery is unique, but St Austell really stood out - it was this maze of history, with different layers of the site built up over generations. You could see the heritage all around you while still watching a modern brewery in action. It was a special environment to learn in, and really interesting to see how different brewing on a much larger scale was.” Exam Room Tears is available in Wetherspoons nationally across the beer festival, which takes place between March 4th-15th.

Veritage International has published a new global research report highlighting significant, often overlooked risks facing business families during wealth and ownership transitions. Titled The Missing Link in Family Business Transitions: How Emotional Disconnection Threatens Family Legacy, the report reveals a substantial disconnect between founders or current owners and the rising generation. The findings point to persistent gaps in communication, trust and emotional alignment that undermine effective succession planning and long-term family cohesion. Drawing on patterns reported by families of wealth worldwide, the research explores how both generations prepare — or fail to prepare — for the transfer of wealth and ownership. It examines concerns around letting go and taking over, alongside the emotional challenges that frequently remain unaddressed within affluent families. The report stresses that success in family enterprises cannot be measured by financial performance alone. Instead, it argues that enduring success depends equally on family wellbeing, unity and a shared long-term vision. According to the research, a family’s vision and its wealth strategy are inseparable, and both must be intentionally designed to support and reinforce one another. Veritage’s analysis identifies several categories of risk, including inadequate succession preparation, strained family relationships, unclear individual roles, questions of personal value, and low emotional engagement across the family system. These pressures, the report warns, can distort decision-making as family members react from unresolved emotional wounds rather than shared objectives. The study introduces the concept of “emotional governance” — the ability to regulate emotions so they become an asset rather than a liability — as a critical factor in sustaining both business continuity and personal wellbeing. It also highlights the consequences of generational disconnection, noting that a majority of next-generation members do not feel that a clear role has been defined for them in future ownership or wealth decisions. The findings suggest that families in which members feel heard and respected experience less internal friction and are better equipped to manage complex transitions and disputes with confidence and alignment. Veritage positions the report as a practical resource for advisers, family offices and business families seeking data-driven insights and tools to create safe environments for meaningful intergenerational dialogue. Veritage International says the research is intended to spark open discussion around the emotional challenges that are frequently avoided in families of wealth, particularly during periods of transition. The firm plans to share its findings through events, private briefings and educational sessions with families and advisers worldwide. Francesco Lombardo, Founder and Managing Director at Veritage International, described the report as a catalyst for change. “The biggest message is that there is a clear disconnect in communication between the generations,” he said. “A lack of honesty and integrity in these conversations due to a lack of emotional safety — or the absence of conversations altogether — is one of the greatest enemies of family businesses and family offices.” He added that, despite an unprecedented wave of intergenerational wealth transfers on the horizon, families are struggling to discuss what inheriting wealth truly means. “Both the retiring and rising generations often see the other as unprepared for the transition, yet the conversations needed to address this are simply not happening.” According to Lombardo, traditional governance structures alone are insufficient. “Governance systems do not handle emotions thoroughly enough to facilitate these transitions successfully,” he said. Thomas Clark, COO at Veritage, echoed this view, warning of a growing sense of disenfranchisement among next-generation family members. “The result is a generation that does not feel listened to,” he said. “There is a broader issue for the family business community in understanding the scale and impact of the emotional challenges currently at play.” Clark argued for a balanced reliance on conventional governance and greater focus on emotional dynamics. “By addressing the emotional layers and bringing generations together, advisers can then build detailed plans rooted in shared values, alignment, purpose and mutual respect.” The report concludes that a meaningful shift in advice and practice is needed, beginning with greater personal awareness of emotions and a willingness to address them openly. In some cases, it notes, families may need specialist support to move conversations forward constructively. “As advisers, we must help families feel safe to express what they truly want,” Lombardo concluded." “The first step is admitting there are communication issues, putting them on the table and being willing to address them honestly." "Only then can families put emotional governance into action and successfully navigate the intergenerational wealth transfers that will define the coming years.” Download the research report here:

Family Business United and Good Business Travel today announce the launch of a new strategic partnership aimed at supporting UK family businesses with smarter, more responsible and more efficient business travel solutions. The partnership brings together Family Business United’s extensive insight into the needs and priorities of family-owned enterprises with Good Business Travel’s expertise in managing business travel in a way that balances cost, convenience and sustainability. Together, the organisations will work to help family businesses simplify travel management while aligning travel decisions with long-term business values. Family businesses often face unique challenges when it comes to business travel, including managing costs, ensuring employee wellbeing, and meeting growing expectations around environmental responsibility. Through this partnership, Family Business United members will gain access to tailored travel solutions, practical guidance and specialist support designed specifically with family firms in mind. “Family businesses think in generations, not just quarters,” said Paul Andrews, Founder and CEO of Family Business United. “This partnership with Good Business Travel reflects the sector’s desire to operate responsibly while remaining efficient and competitive. It’s about making business travel work better for family firms.” Good Business Travel focuses on helping organisations make informed travel choices, offering transparent reporting, proactive travel management and tools that support more sustainable decision-making without compromising on service or traveller experience. “Family businesses are values-led organisations, and that aligns strongly with how we approach business travel,” said Natasha Inglis from Good Business Travel. “By working with Family Business United, we can help family firms manage travel in a way that supports their people, their performance and their principles.” The partnership will include collaboration on insight-sharing, thought leadership, and practical resources, as well as access to tailored travel management services for Family Business United members. Find out more about the new strategic partnership and the benefits for family businesses here