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  • 5 Hard Truths About Running a Family Business (And How To Get It Right)

    Gary Beckwith is a pioneer of the UK tourism industry and family business owner. He is the author of How To Make A Million In Business , which will be published on 25 March 2025. It documents his career from operating London’s first floating cash and carry to becoming the visionary founder and CEO of City Cruises PLC, the book offers a compelling and candid account of a family business owner who shaped the future of the UK’s tourism industry. Over the years, I’ve seen work commitments turn the most doting couples into passing ships in the night and transform great parents into people who never find time for their kids. My solution to this problem was to combine the two biggest areas of my life. It’s taught our family many lessons, some hard-earned. But when we got the balance right, for me, it became the only way to do business. Take Them On The Journey With You (Or Prepare To Go It Alone). My attitude to business has always been all-consuming. If you believe in a four-work week, good luck to you. But it's not for me. What would I do with all my free time? In fact, I’ll tell you what I’d do: I’d start another business. Some people run companies because they don’t want a boss or because they fall into it. For me, it’s who I am. It’s my hobby, my passion and my work. So, I knew from a young age that if I wanted to have any sort of relationship with my family, I had to bring them on the journey with me. With my wife, Rita, at my side and my children, Lucy and Matthew, both playing a part, only then could I strike the delicate balance between work and family. Every Mealtime Becomes A Board Meeting. When my daughter, Lucy, was young, she threw down her knife and fork one afternoon and screamed, “Can we talk about something that isn’t business? Just for once!” There was awkward eye contact around the table for a moment as we acknowledged her point. We then enjoyed a lovely meal in silence. When your dad’s the CEO and your mum’s the MD, it’s got to be tough on you. All you want to do is talk about your school friends or a new singer you’ve fallen in love with. But as you get older and start working in the company, that’s when it really takes over. Every mealtime becomes a board meeting, and my kids have had three a day for most of their lives. Running a business is like your own little Coronation Street. Everyone has a story. It’s almost impossible not to get wrapped up in it. There are sick days, romances, and people leaving and joining. Then there’s the big picture stuff like legislation changes, force majeures, and global events like the Olympics coming to town. The phrase ‘working lunch’ became redundant for us; it was just lunch. So, be prepared because people talk most about the things they have in common. The Kids Have To Make it On Their Own. When my son Matthew turned 15, he’d already been working in the business for a few years. He ran the ticket operation on the South Bank as we transported passengers to the Millennium Dome. He worked in maintenance, on the store barge and in engineering. Then, at 15, we found a master to train him as a captain, and by 21, he was fully qualified. This all gave him crucial context. By the time he worked his way onto the board at the age of just 24, no one could question it. He was well-liked well-respected, and he’d earned it. He was also the only person who had seen the business at every level. He could hold staff accountable but also defend them because he was the only one who truly understood their jobs. He learned very young that there’s only one way out of your parent's shadow: shine your own light. You Must Have A Succession Plan. At the turn of the Millennium, Wilkinson’s (later known as Wilko’s) had 152 shops across the UK. In 2023, the granddaughter of the founder appeared in the House of Commons, answering for the loss of more than 400 stores, 12,000 jobs, 625 million pounds of debt, and a pension deficit of 50 million pounds. My first question when I read things like this is: where was the succession planning? Who was the first person in the company’s upper echelons underqualified for their position? You don’t get to this stage of collapse without a decade of knowing it’s coming. What was your graph telling you? The first time your line stopped, levelled out and came down, what did you do? Did anyone say, “How do we get out of this mess? Why have we got stores in these locations? How do we fix it?” The latest generation may be taking all the flack, but I suspect the problems started long before. You have to plan for when you’re no longer leading the business. Train your staff and put the right people in the right roles, or, one day, your legacy could be in ruins. It’s Not Just YOUR Baby. As we were on the eve of selling our business we were all having second thoughts. I’d spent a lifetime building it and I just wasn’t sure if I could let go. Lucy took it one step further; she was threatening not to sign the paperwork, as she felt blindsided by the sale. And in fairness to her, I should have followed my own advice and taken her on the journey more. She wasn't involved in the sale, so she had no time to process it. Both our kids made sacrifices their entire lives: their holidays, meal times, and even their school plays. In 2019, when we finally put pen to paper, it was the first time we’d ever had Christmas day at home, and by then, they were both in their 30s with kids of their own. It was a lesson to me that just because you create something doesn’t mean it’s yours alone. About the Author - Gary Beckwith is the author of How To Make A Million In Business , which will be published on 25 March 2025, priced £12.99.

  • HMG Paints Supports Local Community Gym Project

    Manchester-based, HMG Paints’ range of sports venue coatings has once again played a crucial role in a refurbishment project at Broadhurst Park, transforming the club's community gym as part of the partnership between HMG Paints and FC United. The project, which saw the transformation of an underutilised space under the main stand turned into a community gym space, utilised HMG's HydroPro All Purpose paint. HydroPro All Purpose played a crucial role in the successful completion of the project. Its user-friendly formula ensured a smooth and efficient application process, while its minimal surface preparation requirements significantly reduced project time and costs. Furthermore, HydroPro All Purpose boasts quick recoat times, enabling rapid project completion. FC United of Manchester’s Community Gym is designed to be inclusive and accessible, offering various programmes and services for everyone. From women's health classes and after-school activities for kids to support for academy players and rehabilitation after injury, the gym provides a welcoming environment for people of all ages, backgrounds, and abilities to belong and thrive. Expressing his gratitude for the paint donation, FC United of Manchester’s General Manager said: “We are incredibly grateful to HMG Paints for their generous support and high-quality paint, which has truly transformed our new gym. Your contribution has helped us create an inspiring and vibrant space for our community.” James Burton of HMG Paints added: “Well done to all involved in creating this fantastic, well-equipped space for the local community. HMG is pleased to support such projects, and we’re proud to see our new All Purpose helped make the refurbishment easy with its multi-surface application, minimal preparation, and fast recoat times.” HMG is proud to have contributed to this important community project. By supporting FC United's efforts to enhance the fan experience and provide a valuable resource for residents.

  • The Hygiene Bank Awards Cleanology Gold Partnership Status

    Cleanology, the multi-award-winning UK office and commercial cleaning company, has been awarded the highly coveted Gold Partnership status by charity The Hygiene Bank, in recognition of its ongoing efforts to champion the movement to tackle hygiene poverty in the UK. The prestigious Gold Partnership status with The Hygiene Bank, held only by household names Unilever and Method, highlights Cleanology’s tireless commitment to help end hygiene poverty through financial support, product donations and raising awareness. Over the last four years, Cleanology has raised over £117,000 for the charity, helping to fund vital initiatives. Cleanology has actively contributed to the charity’s work, and now, through this new partnership, will continue to give their support to this necessary cause - at a time when over 4.2 million adults in the UK are living in hygiene poverty (Hygiene Poverty in 2024 report, The Hygiene Bank, 2024). Cleanology has played a significant role in raising the profile of The Hygiene Bank within the Cleaning & Facilities Management industry, through the promotion of their successful annual fundraiser - which this year broke all records - on social media, PR articles and by introducing their suppliers to the work of the charity. Employees from Cleanology have also participated in The Hygiene Bank’s half marathon team for the past two years, raising funds and furthering the charity’s visibility and impact. Dominic Ponniah, CEO and Co-founder of Cleanology, commented: “It continues to shock me that so many families cannot afford to buy basic cleaning and hygiene products. More has to be done to help and support those who need it most, which is why we are thrilled and proud to be appointed a Gold Partner by The Hygiene Bank, and excited to make a real and lasting difference in the fight against hygiene poverty." "Not only is it a privilege and an honour to partner with an organisation that, at its core, helps the most vulnerable by providing basic necessities for living, but we also hope that through this partnership, we can leverage our influence within our industry to champion the needs of others, and, in doing so, play a part in transforming society.” Quote from Ruth Brock, CEO, The Hygiene Bank: " Cleanology’s unwavering support over the years has not only provided vital funds and products in our mission to end hygiene poverty but has also helped amplify our message within the Cleaning & Facilities Management industry. Their commitment to ending hygiene poverty is truly inspiring, and we are delighted to recognise this dedication by awarding them Gold Partnership status. Together, we can continue to drive meaningful change and ensure that no one has to go without the basic essentials that so many of us take for granted.” According to studies undertaken by The Hygiene Bank, hygiene poverty not only impacts mental and physical health but forces families to choose between buying food and paying bills or purchasing basic toiletries such as period products, shampoo, toothpaste or deodorant. For many on a low-income or with disabilities and long-term health conditions. essential products have literally become luxuries they cannot afford. There are many, and sometimes complex, reasons why this happens, such as loss of a job, illness, family breakdown and disability which leaves people without the financial resources to support their basic needs.

  • Nearly A Third Of Consumer Brands Don't Do Social Commerce

    Research unveiled today has revealed that almost a third (30%) of marketers at global consumer brands admit they don’t yet have a social commerce strategy, despite the growth of social search. Although 86% of marketers say Google is still the number one place where customers search for their brand online, Instagram and TikTok are closing fast at 70% and 44%, respectively. For those that have a social commerce strategy, Instagram was first choice, employed by 40% of brands and ahead of the 34% who use their own e-commerce platforms. Nearly half said they prefer leveraging social platforms like TikTok and Instagram with commerce features already built in. The survey was carried out by SAMY Alliance, the social-first digital marketing agency, among senior marketers at 70 global consumer brands. It also found that Instagram is still the overall marketing channel of choice, as one in four (25%) plan to devote at least a quarter of their entire annual marketing budget to the platform in 2025. The analysis also found that short-form video content is seen as the cornerstone of marketers’ planning efforts for 2025. More than two-thirds think Instagram Reels (69%) and TikTok video (66%) will gain further prominence on social media over the coming year. Patricia Aragón, Global Director of eCommerce Emerging Solutions & Innovation at SAMY Alliance, notes: “Instagram is clearly still the channel that consumer marketers feel will best resonate with audiences. And the rise of short-form video highlights how bite-sized clips captivate audiences with quick, impactful bursts of joy and entertainment, requiring minimal time commitment. We’re seeing more and more focus on ‘shoppertainment’." “However, social commerce strategies will only succeed if they are humanised and handled correctly. Brands must remember their goal is to connect with consumers authentically, build trust, and provide an experience that adds value." “The fact that nearly a third of consumer brands admit to lack a social commerce strategy, when you can see the growth of platforms such as TikTok Shop, is astounding.” The research also highlighted that many brands are still struggling with online community management, a cornerstone of effective social media strategy. Only a quarter (25%) say their brand engages in frequent, proactive interactions with their community. Aragón adds: “When used effectively, online community management can increase brand loyalty and grow authentic connections with followers, making it a vital tool in a brand’s marketing toolbox. Community managers act as brand ambassadors, engaging in discussions with followers, connecting with customers, and creating shareable content." “Brands that sleep on community interactions are missing out on algorithm-boosting engagement, customer feedback, brand loyalty, sales, and product awareness.” Download the full report here

  • Enabling Difficult Conversations in Family Businesses

    Running a family business comes with unique challenges. Blending personal relationships with professional responsibilities can create tensions that, if left unaddressed, can impact business success and family harmony. One of the biggest hurdles in family enterprises is the reluctance to engage in difficult conversations. Whether it's discussing succession planning, financial concerns, or personal conflicts, avoidance often leads to long-term resentment and business stagnation. So, how can family business owners enable and navigate these difficult conversations in a way that strengthens both the business and familial relationships? Let's explore key strategies to turn challenging discussions into opportunities for growth. 1. Shift the Mindset: Conflict is Not the Enemy Many family businesses avoid difficult conversations because they fear conflict. However, conflict itself is not the problem—how it is handled determines whether it becomes destructive or constructive. Viewing tough conversations as a chance to align goals, improve communication, and build trust can help reshape the approach. Action Tip : Encourage a culture where open dialogue is seen as a strength, not a threat. Regularly remind family members that addressing complex topics fosters transparency and long-term success. 2. Create a Safe and Neutral Space for Discussions The setting and tone of a conversation can influence its outcome. A structured, neutral environment ensures that discussions remain productive rather than emotional battlegrounds. Action Tip : Establish regular family business meetings where sensitive topics can be discussed professionally. Consider bringing in a neutral facilitator to mediate discussions and keep conversations focused if necessary. 3. Establish Clear Roles and Boundaries Blurred lines between personal and professional roles can create friction. Defining roles, responsibilities, and decision-making structures can help prevent misunderstandings. Action Tip : Clearly outline job descriptions, reporting structures, and decision-making authorities within the business. Set boundaries to ensure that personal relationships do not interfere with business operations. 4. Use Structured Communication Frameworks A structured approach to difficult conversations can prevent emotional escalation. Frameworks such as 'The Three Cs: Clarity, Curiosity, and Compassion' can be beneficial: Clarity: Clearly define the issue and desired outcome. Curiosity: Ask open-ended questions to understand different perspectives. Compassion: Acknowledge emotions while maintaining focus on solutions. Action Tip : Before a problematic conversation, plan key talking points and frame them using the Three Cs to keep the discussion constructive. 5. Emphasise Active Listening One of the most common mistakes in difficult conversations is listening to respond rather than listening to understand. When people feel heard, they are more open to finding solutions. Action Tip : Practice active listening techniques, such as summarising the other person's words before responding. This ensures clarity and reduces misunderstandings. 6. Address the 'Elephant in the Room' Early The longer a problematic issue is avoided, the more damaging it becomes. Delaying these conversations only amplifies tension, whether a disagreement over business strategy, succession planning, or compensation. Action Tip : Address key concerns as early as possible, even if they seem uncomfortable. Frame the discussion as a proactive step to ensure the longevity and health of the business and family relationships. 7. Develop a Conflict Resolution Process A predefined process for handling disputes can help resolve conflicts before they escalate. Action Tip: Establish a formal conflict resolution framework that includes: Identifying the issue. Acknowledging each party's perspective. Brainstorming potential solutions collaboratively. Agreeing on a resolution and implement the next steps. Seeking professional guidance when necessary Sometimes, internal discussions reach an impasse. Seeking outside help from business consultants, mediators, or family business advisors can provide fresh perspectives and structured solutions. Action Tip : If a conversation seems unresolvable, consider engaging a professional mediator to guide the discussion and find common ground. 9. Follow Up and Maintain Accountability A one-time conversation is not enough; follow-ups are crucial to ensure that agreements are honoured and improvements are made. Action Tip : Document key takeaways from the conversation and set up check-ins to assess progress. Accountability ensures that difficult discussions lead to tangible results. Final Thoughts Difficult conversations in family businesses are inevitable but don't have to be destructive. By fostering a culture of open communication, establishing clear roles, and implementing structured conflict resolution methods, family businesses can navigate challenging discussions to strengthen both business and family ties. Instead of fearing difficult conversations, embrace them as opportunities to align, grow, and build a legacy that withstands the test of time. About the Author - Kim Adele-Randall is a Business Growth Consultant helping to unlock growth, drive transformation and empower businesses to scale and succeed. Find out more here

  • Notts Educator Celebrates First Year Of ‘Shaping’ Young Minds

    A Nottingham family business that set up an alternative education establishment for teens excluded from mainstream schooling is celebrating its first anniversary and its own success story. Safe Haven Support Care & Education Group launched SHAPE (Safe Haven Alternative Provision of Excellence) on Alfreton Road in Radford, to improve the prospects of 13-16 year-olds who had been permanently excluded from school. In Nottingham City, some 204 young people were permanently excluded from school in the academic year 2023/2024, according to internal data from Unity. Just a year later, the provision has doubled its staffing, achieved up to 95 per cent attendance from its pupils, and now has plans to expand its venture to a second Nottingham campus. Shamraiz Younas, Group CEO of Safe Haven Support Care & Education Group, said: “Our success is really the success of the young people who engage with our teaching methods and commit to enhancing their own futures. Getting students back into the classroom and finding their pathway is our primary aim and our success marker.” Figures from the Department for Education (DfE) showed that Nottingham has one of the worst student attendance records in the country. At 7.3 per cent persistent absence, it is the highest in the East Midlands and above the national average of 6.7 per cent. Nottingham is one of only 10 areas across the country to benefit from a £15m government fund to help children and young people back into the classroom. Shamraiz said that SHAPE students had excellent figures for 85 per cent attendance with some students achieving 95 per cent attendance. He attributed the success to the teaching staff’s engagement with the young people and teaching subjects that maximise their skill sets. The Pearson-accredited centre teaches core subjects of Maths and English with pupils offered additional GCSEs and vocational courses including Science, Digital Media, Geography, Art and Design, as well as Life Skills and tutorials on topics such as living independently. The provision has links with Denewood Academy, in Forest Road West, and is working to build relationships with other Nottinghamshire Trusts and educational facilities. It also works in partnership with Urban Spirits recording studio, giving creative students time in the Nottingham-based studio. Louise Smith, Head of Provision, said: “We are so proud of our pupils and what they are achieving. We believe education is more than just lessons - it is about growth, creativity and unlocking potential.” There are currently 33 students on the roll. The facility has the capacity to take 55 students from years 8 to 11 (Key Stage 3 and 4). Most students attend on a part-time basis, though SHAPE also has capacity for four full-time students. Louise said: “Our students are achieving great things. One of our shining stars is pupil KJM. His passion for creating and learning embodies everything we strive to cultivate in our students." “Whether he’s freestyling raps, expressing himself through art, or excelling in group discussions, his energy is infectious, his confidence inspiring, and his social awareness unmatched." “His 'can-do and will-try' mentality, balanced with creativity, maturity and always recognising how to surround himself with the right influences makes us so excited for his future.” Since SHAPE’s launch a year ago, staffing levels have doubled. Eight full-time staff members are now employed following promotions in recognition for their dedication and commitment to the school. Shamraiz has plans to continue the organisation’s success and its expansion. The current campus in Alfreton Road includes classrooms, a Common Room and multi use space. Building on this solid base, a second Nottingham campus is expected to launch for the academic year 2025/2026. Shamraiz said the team was also working towards gaining Independent School Status in September 2025. He said: “It is tremendously rewarding to help young people achieve their full potential and see them engaging in education. I have many instances of young people saying that they would love to attend SHAPE five days a week if they could.” The provision celebrated its first year with a party and cake for students and staff.

  • GAP Giving Celebrates 10th Anniversary With £1Million Donated

    GAP Hire Solutions, the UK’s largest independent hire company, proudly announces a remarkable milestone as its charitable foundation, GAP Giving, surpasses £1 million in donations to charities across the UK. Since its inception in 2015, GAP Giving has contributed an impressive £1,122,553, benefiting over 1,000 charities nationwide, ranging from national organisations to smaller, local charities. Established in 1969 by Gordon Anderson, GAP Hire Solutions has long upheld a culture of giving back to local communities. In 2025, the company celebrates the 10th anniversary of GAP Giving, reinforcing its commitment to philanthropy. Through this initiative, GAP donates 0.5% of its annual profits to charities chosen by its employees, ensuring support reaches causes that matter most to its workforce. Douglas Anderson, Joint Managing Director, commented: “Giving back to the community is something that has always been very important to GAP. It’s the reason why we introduced GAP Giving and all of our employees are encouraged to participate by nominating a charity that is close to their heart.” GAP Hire Solutions empowers its 2,000+ employees to take an active role in charitable giving. Team members are encouraged to nominate charities that have made a meaningful impact on their lives, leading to direct donations through the foundation. Additionally, GAP Giving’s ‘Charity of the Month’ scheme enables each region, division, and Head Office department to select a charity to receive a £1,000 donation. Furthermore, through the GAP Match initiative, the company matches funds raised by employees in sponsored events, up to £1,500. Moreover, as part of GAP’s commitment to creating a sustainable impact on both its employees and the wider community, every GAP employee is entitled to take up to one day away from work to volunteer at local charities and community initiatives. As GAP Giving marks this significant milestone, the company remains dedicated to its mission of supporting charities both big and small across the UK, strengthening its legacy of corporate social responsibility.

  • The Power Of Strategic Planning In Family Businesses

    Fact: Family businesses are the backbone of the economy! A worthy claim when you consider that 80% of UK SME companies are defined as family owned and SME companies deliver 60% of UK employment and 48% of business turnover. Family businesses are known for their resilience, deep-rooted values, and long-term vision. However, as with many businesses they struggle with translating vision into action to achieve their goals. Niki Sterling, a multi-channel growth specialist who expertise is finding those hidden pockets of growth in your business shares her thoughts on the power of strategic planning in family firms. Why Strategic Planning Matters. A strong strategic plan is more than just a document—it’s a roadmap that ensures the business thrives for generations. It provides clarity, aligns family and business goals, and ensures that every decision contributes to long-term success. If we consider that according to Harvard Business Review, 67% of business strategies fail and Kaplan and Norton suggest that up to 90% are not executed successfully across all businesses (public, private or family owned), there must be a missing link, what is that missing link? I’ve worked with senior leaders for over 30 years helping them to understand where the missing links are. The missing link I’ve observed has been a lack of a strategic plan and without a structured plan whatever the type of the business or available resources, even the best idea’s fall flat. A couple of examples of key issues I have found/observed within those businesses all of which have resulted in missed opportunities for growth. Misalignment between the strategy and key enablers Lack of integration and alignment among key stakeholders A disjointed approach to their customer base resulting in missed opportunities for growth. Family businesses, with their unique challenges of succession planning, governance, and balancing family dynamics, in addition to the commercial challenges cannot afford to fall into this trap. Key Benefits of Strategic Planning The levels of certainty that a strategic plan creates drives a team who have a central focus and vision point and will create your opportunities for 20%2 growth in 2025. In addition you will;  Future-Proof Your Business, ensure you can withstand market changes and win in today’s challenging and evolving landscape. Ensure your business strategies are laser-focused, adaptable, and capitalise on new and emerging growth opportunities. Understand your customers' needs and ensure your strategies are aligned. Ensure every metric and performance measure is aligned with your business strategies, to drive your desired outcomes. Strengthen your competitive advantage by identifying and seizing opportunities before your competitors do. When your business has clarity around this you will have the ability to drive an increase of 20% in revenue. It will also preserve your family legacy and values and foster alignment between family and business goals, ensuring that your founding vision and core values continue to guide future decision making. Common Pitfalls with Business Strategies In each organisation where I have worked with my clients who are struggling to delivering their strategies, there is a common theme that I have found and that is that there is a disconnect between the insights, the strategy, the action plan and the execution. This leads to a lack of clarity of expectations, alignment and accountability. The good news is that this can be brought together in a simple and practical cohesive multi-channel strategy that is easy to execute and will deliver your goals in 2025 and beyond. Turning your Strategy into Action Strategy planning does not have to take a long time, but it does require focus and if you follow the steps outlined below you will have a cohesive strategy that is relevant, action focused and will deliver!  Define Clear Business & Family Objectives – What does success look like for both the business and the family? Aligning these goals is crucial. Identify ‘Spaces to Play’ for Future Growth – Where are the greatest opportunities to expand while staying true to your legacy? A multi-channel strategy ensures that you can unlock new revenue streams and optimise existing ones. Develop a Practical, Action Focused, Execution Plan – A great strategy without an action plan is just an idea. Define responsibilities, lead measures, timelines, and key milestones to ensure implementation and enable you to be adaptable and respond to changes. Regularly Review & Adjust – The business landscape changes, and so do family dynamics. A regular cadence and consistency of reviewing your plan will ensures it remains relevant, effective and allow you to course correct if necessary. And don’t forget - Plan for Leadership & Succession Early – A family business must have a roadmap for leadership transitions to ensure smooth generational shifts. Final Thoughts Strategic planning is the foundation of business growth, it provides clarity, structure and alignment whilst helping your business to navigate challenges and seize opportunities ensuring your business continues to grow and succeed in 2025 and beyond. I hope I’ve convinced you of the value, become a strategy plan advocate and join the 10% of business who successfully execute their strategies and take your business to the next level! About the Author - Niki Sterling is a multi-channel growth specialist who expertise is finding those hidden pockets of growth in your business, expanding your Spaces to Play, delivering incremental revenue and profit. Find out more here

  • Hill Cross Furniture Celebrates 25 Years Of Sustainable Growth And Global Impact

    Hill Cross Furniture, the market-leading, family-owned contract furniture supplier, celebrates its 25th anniversary on Valentine’s Day with a deep commitment to sustainability, community, and an ambitious vision for the future.   From humble beginnings on the Barker family farm in North Cowton, North Yorkshire, Hill Cross Furniture has grown into one of the UK’s largest independently-owned contract furniture suppliers, now employing over 50 people across the group. Their work is global, serving prestigious clients such as Kensington Palace, Nando’s, Grantley Hall, Cote Restaurants, Newcastle United Football Club and Formula 1, all while still operating from their headquarters on the family farm. A Legacy of Sustainability and Innovation In celebration of the company’s anniversary, Hill Cross Furniture revisited its first-ever project at Swinton Estate, where original co-founders Richard Barker and Jake Bailey delivered the handcrafted bedroom furniture used by Swinton to set up their opulent castle hotel in Richard’s cattle wagon!   The team was delighted to see that some of the very pieces from that initial delivery are still in everyday use, showcasing the lasting quality and durability of their furniture. That first delivery, 25 years ago, marked the beginning of a journey that now spans global projects, driven by a commitment to sustainable, high-quality furniture solutions.   As part of its anniversary celebrations, Hill Cross has planted trees on the estate to offset its carbon emissions locally through the Carbon Plus program. This effort reflects the company’s dedication to achieving net-zero carbon emissions by 2035 and its current carbon neutral status. Co-founder Richard Barker reflects, “Revisiting Swinton Estate was a powerful reminder of how far we’ve come, and it was uplifting to be amongst the tree planting that’s contributing to our environmental goals.”   Expanding Offerings with Sustainability at the Forefront In 2022, Hill Cross Furniture expanded its portfolio with the acquisition of Tamarisk Designs, a luxury furniture brand known for its commitment to blending traditional craftsmanship with modern innovations. Tamarisk, based in the beautiful town of Bourton in the Water in the Cotswolds countryside also has a recently refreshed showroom in Long Eaton, Nottinghamshire together with a new website launching in March.   A key highlight of this acquisition is the launch of Sitting Green – a more sustainable version of Tamarisk’s existing collections and a market-first offering.   Debuting at the January Furniture Show 2025, Sitting Green is the result of extensive research and collaboration with trusted supply chain partners. The new range features eco-conscious plant-based foams, recycled fibres, and sustainable fillings, all rigorously tested for longevity and quality. The introduction of Sitting Green marks a significant step in Tamarisk's ongoing journey toward reducing environmental impact, offering clients a stylish yet environmentally conscious option that upholds Tamarisk’s renowned quality standards.   A New Era: The Showroom and Growth To mark this quarter-century milestone, Hill Cross Furniture recently opened a new on-site showroom, providing clients with an immersive experience to sample its high-quality furniture offerings. Officially opened by Former Prime Minister, Rishi Sunak MP, the new showroom showcases the company’s growth trajectory and unwavering commitment to innovation.   Over 50 people work for the Hill Cross Group extending to and supported by an eco-system of local suppliers, several of whom are also based at the farm, providing local employment, enhanced flexibility and quality control across the supply chain.   Celebrating Community and Family Values Throughout its history, Hill Cross Furniture has maintained strong community ties. CEO Jen Barker, reflecting on the company's journey, said, "Our success is a testament to the hard work and dedication of our team, and we’re grateful to have had the privilege of working with so many incredible clients. We’re a family business at heart, and we remain committed to sustainability, innovation, and giving back to the community that supported us."   A Future of Growth and Innovation What began 25 years ago as a small business operating out of repurposed farm sheds has transformed into a leader in the contract furniture industry. “We’ve exceeded expectations and are proud to be a trusted partner to some of the world’s most well-known brands,” said Jen Barker. “Our ambition is to continue growing while staying true to our core values: delivering exceptional furniture, pioneering sustainability, and maintaining a supportive, family-driven work environment."   Hill Cross Furniture looks forward to the next chapter of its journey with an eye toward further innovation, expansion, and sustainability, as well as continuing to enrich its local community.

  • Major European Plant Hirer Invests £65 Million In New JCB Fleet

    Leading European plant and tool hire company BOELS Rental has placed its biggest ever order with JCB as it invests in a new machine fleet worth £65 million (€78 million). Netherlands-based BOELS Rental has ordered more than 700 machines including tracked and wheeled excavators, wheeled loading shovels, Loadall telescopic handlers, rotating telescopic handlers, electric scissor lifts and electric site dumpers. The deal includes the introduction to the BOELS’ fleet of a large volume of the recently launched 145XR X Series tracked excavators. Delivery of the machines will be completed in the next few months. The order also marks a huge milestone for JCB which has now supplied a total of more than 3,000 machines to BOELS Rental since the first was sold in 2012. All the excavators and wheeled loading shovels purchased in the latest deal are largely destined for use in central Europe, particularly in Germany, to support BOELS’ focus on the contractor sector. JCB Global Major Accounts MD, Claudio Fiorentini, said: “We are delighted to secure this major order from one of Europe’s leading plant and tool hire companies, particularly as the deal represents one of the biggest in JCB’s history for excavators and wheeled loaders." "BOELS Rental has been a valued customer of JCB’s for many years and it’s testament to the quality of JCB’s machines, as well as our world-class service back-up, that we’ve secured another valuable order.” Boels Group Chief Procurement Officer, Guy Cremer, said: "BOELS Rental is one of Europe’s leading rental companies and our annual growth is driven by investing in the best machines available. JCB’s range is tailored exactly to the needs of the rental sector which makes them our machine of choice. The high standard of service back up we receive across Europe was also key to our purchasing decision.” Established in 1977, Boels Rental is one of Europe’s leading machinery, tools, modular accommodation, and event equipment rental companies. It operates in 27 countries and has more than 830 branches.

  • JCB Fastrac Top Of The Class For Village School

    Early years pupils at a Staffordshire Moorlands village school were treated to a very special visitor as part of a project to learn about farming in the local community. A JCB Fastrac tractor made the short journey from the JCB Landpower factory at Cheadle to be put through its paces on the playground of Hutchinson Memorial C of E First School, Checkley. JCB Agriculture Product and Marketing Manager David Timmis took along the machine and invited children from the school’s Early Years Owls class to sit at the wheel of the revolutionary machine along with a question and answer session with the youngsters. The 12 children, aged between three and five were eager to learn more about the role of farmers in the local community as part of their Understanding the World curriculum. Teacher Gemma Grady explained: “As a rural school many of the children come from farming backgrounds and a number of our children’s parents work at JCB so this visit really brought the children’s learning to life and made it real for them." “They heard about the JCB Farm and learned about what the machines do on the farm then each of them got to sit in the Fastrac and see it in action, which they loved.” JCB Agriculture Product and Marketing Manager David Timmis added: “We were delighted to be invited to the school to talk about the importance of farming, explain where food comes from and the part we play in the world of agriculture. The children were very knowledgeable and had lots of great questions about the Fastrac and our Backing British Farmers campaign." “It was fantastic to explain to the children world famous tractors are made just down the road, show them the machine and give them the chance to sit in the driving seat too.”

  • Commercial Insurance Broker Joins TL Dallas In Cumbria

    A family and employee-owned insurance broker in Cumbria has expanded with the appointment of an experienced commercial insurance broker. Kelly McCartney has relocated to Cumbria from Dumfries, where she previously worked for James Hallam insurance brokers, to join TL Dallas. The nine-strong team at TL Dallas is based at Lakeland Business Park in Cockermouth and provides independent insurance broking and risk management services to a wide range of commercial and agricultural clients. The close-knit team has quickly grown since TL Dallas expanded into Cumbria with just two people in May 2023. Emma Irving, Lynne Taylor, Philip Jackson, Heather Wood, Karen Coombe, Tracy Hickman and Anna Jones were all former colleagues before they joined TL Dallas alongside apprentice, Talia Frazer. Emma Irving said: “We are in a privileged position to have more than 200 years combined industry experience between us, and we work for a fabulous range of clients who value our expertise and guidance. Through personal recommendations and connections, we have quickly grown in Cumbria and were keen to recruit another experienced and reliable commercial broker to help manage our ever-growing client base.” Kelly said: “I wanted to join TL Dallas as it’s an independent business, with a real client focus and an in-house claims team and I really liked its ethos and commitment to delivering a personal service from 15 regional offices." “Having worked in an account handler role within the schemes division at my last firm, I’ve had clients that operate in varying industry sectors and helped them with every aspect of insurance, from buildings insurance to cyber insurance and everything in between! I’m an Acturis software superuser, so I know the system inside out and am very organised and love working in a busy and friendly environment.” Polly Staveley, managing director at TL Dallas, said: “Our Cockermouth office is a real success story, and it showcases why our commitment to regional offices is important." "Clients like to meet face to face, and deal with people they trust, and we are pleased to welcome Kelly to the team.”

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