Yorkshire-based food group, Regal Food Products Group Plc is set to boost its chilled desserts offer with the acquisition of artisan cheesecake makers, Love Cheesecakes. Based in Lancaster, Love Cheesecakes specialises in handcrafting over 100 premium cheesecakes for wholesale, food services and the hospitality sector. Focusing on single serve and canapé style cheesecakes, the bakery also sells directly to consumers through event catering, attending festivals and other large outdoor events. In 2020 Love Cheesecakes appeared on the popular television show, Dragons’ Den, giving the artisan bakery a step on the online ladder. The bakery now also holds a strong online presence through several ecommerce platforms in which it operates. With a strong focus on gifting, the service allows customers to indulge in doorstep desserts at home. Since the acquisition of Just Desserts Yorkshire in 2022 and more recently Love Handmade Cakes, the Regal Group have strategically focused on growing and developing their desserts range in the food service and wholesale market. Younis Chaudhry, CEO of Regal Food Products Group adds: “The acquisition of Love Cheesecakes will further strengthen our chilled desserts portfolio allowing us to give customers a solid offer across all ranges and price points.” “With a catalogue of over 100 products, there will be plenty of opportunities for new product developments, giving us the platform to bring a whole new range of exciting flavours and combinations to customers old and new.” “As a group we have the resources and infrastructure in place to bring Love Cheesecakes in line with our vision and family of dessert brands and look forward to integrating the bakery and its assets into one of our existing manufacturing sites." “This strategic step will further strengthen our growth and open up opportunities in the chilled desserts category.” James Asquith, founder of Love Cheesecakes adds: “This acquisition marks an exciting new chapter for the Love Cheesecakes, promising tremendous growth and innovation. I am confident that Regal Food Products Group’s expertise and resources will take the bakery to new heights, reaching even more customers and continuing to deliver the quality and values we as a business stand for.” The acquisition of Love Cheesecakes was advised by Mills & Reeve LLP. Alex Kenworthy, Partner at Mills & Reeve LLP adds: “It’s a real pleasure to be part of the Regal story in helping them grow with the acquisitions of Love Cheesecakes and Love Handmade Cakes. You only have to follow them on social media to see the passion, pride and enthusiasm they have for their brands. Regal is a real gem in the Yorkshire food sector, and the food sector team at Mills & Reeve is delighted to be by their side.”

Dunelm is set to continue making gains in the UK homewares market in 2024 as some consumers pivot away from retailers which are solely focused on price. Dunelm excelled throughout the cost-of-living crisis due to its wide price architecture that attracts a wide range of shoppers and allows them to trade up or down, and 2024 will be no exception to this outperformance, says GlobalData , a leading data and analytics company. GlobalData’s latest report, “The UK Sector Series: Homewares, 2023-2028,” reveals that Dunelm’s UK homewares market share is forecast to increase from 11.2% in 2023 to 11.5% in 2024, while the discounters will see more muted share gains. Emily Salter, Lead Retail Analyst at GlobalData, comments: “Dunelm is well positioned to retain and attract shoppers, who will be increasingly focused on design and quality as the year goes on and as consumers start to feel better off, as it has worked to cement its style credentials recently. This should also help stave off consumers trading back up to upper-mass market retailers like Next and John Lewis.” As consumers start to switch away from purely value-focused retailers, the discounters are forecast to see more subdued share growths, with for instance B&M’s share set to rise by 0.2ppts in 2024 following a 0.4ppts increase in 2023, while Home Bargains and The Range will see increases of 0.1ppts each. Salter adds: “For discounters and other value-focused players to succeed in homewares in 2024, their emphasis needs to not just be on price, but on their quality and design credentials too.” GlobalData’s 2024 How Britain Shops survey of 9,000 nationally representative consumers revealed that for 93.1% of consumers the main driver of their homewares purchases was quality, overtaking value for money, which was the most important factor in driving homewares purchases in 2023. Salter continues: “Although value for money still closely follows quality in terms of importance, this indicates the marginal improvements in how consumers feel about their personal finances since last year, and they are more willing to invest in quality homewares as a result.” A threat that all retailers need to keep an eye on is the rise of the second-hand market. 8.6% of UK consumers have bought second-hand homewares in the past year, compared to 42.8% of consumers who have bought homewares overall. Salter concludes: “Consumers are increasingly aware and accepting of purchasing second-hand from specialist platforms like Vinterior, or marketplaces like Facebook Marketplace and Vinted. The most important driver of purchasing second-hand was saving money or to find a bargain, so retailers which promote their value credentials but have reputations for lower product quality will especially come under pressure from the financial benefits of buying second-hand.”

Family businesses are distinctive entities that blend personal relationships with professional pursuits. Although they benefit from strong family ties, they also encounter the challenge of harmonising personal dynamics with business imperatives. One crucial element that can promote harmony and success is the alignment of values. Aligning values can nurture family unity, boost business performance, and establish a enduring legacy. The Significance Of Values In Family Firms Values act as the guiding principles that influence behaviour, decision-making, and the culture within a family business. When family members share a common set of values, it establishes a groundwork of trust, mutual respect, and solidarity. These shared values not only aid in navigating the complexities of running a business but also in preserving familial peace. Understanding Family Values Family values are deeply ingrained beliefs and principles that mirror the family's priorities, culture, and vision. They encompass a broad spectrum of aspects, including: Ethical Conduct: Principles concerning honesty, integrity, and ethical behaviour in business dealings. Work Ethic: Attitudes towards hard work, dedication, and the pursuit of excellence. Legacy: The emphasis on safeguarding the family business for future generations. Social Responsibility: Dedication to making positive contributions to the community and environment. Innovation: The openness to embracing change and fostering creativity. Advantages of Aligning Values Enhanced Decision-Making: When family members share the same values, decision-making becomes more straightforward. There is a mutual comprehension of what is significant, aiding in making decisions that align with the family's long-term goals and principles. Reduced Conflicts: Values alignment diminishes the likelihood of conflicts. Disagreements are inevitable, but when family members operate from a shared value base, conflicts are more likely to be resolved constructively. Strengthened Trust and Respect: Shared values cultivate an atmosphere of trust and respect. Family members are more inclined to support one another and collaborate towards common objectives. Unified Vision and Mission: Aligning values ensures that all family members are striving towards the same vision and mission. This establishes a coherent strategy for business expansion and sustainability. Legacy Building: Values alignment aids in constructing a robust legacy. It guarantees that the family business remains faithful to its fundamental principles, which can be passed down through generations. Steps to Align Values in a Family Business Identify Core Values : The initial step in aligning values is to identify the core values that are cherished by the family. This can be accomplished through open discussions and workshops where family members express their beliefs and priorities. It is essential to ensure that everyone has a voice and that the final set of values reflects collective input. Communicate Values Clearly : Once the core values are identified, they must be communicated clearly to all family members and employees. This can be done through formal statements, mission and vision documents, and regular meetings. Clear communication ensures that everyone comprehends and commits to the shared values. Integrate Values into Business Practices : Values should not remain mere statements on paper; they need to be integrated into daily business practices. This includes incorporating values into decision-making processes, company policies, and business strategies. For instance, if integrity is a core value, it should be evident in how the business handles customer relationships and financial transactions. Lead by Example : Family leaders play a pivotal role in reinforcing values by setting an example. When leaders embody the shared values in their actions and decisions, it establishes a standard for others to follow. This leadership commitment is crucial for instilling values throughout the organisation. Foster Open Communication : Open communication is crucial for maintaining values alignment. Family members should feel at ease discussing their concerns and suggestions. Regular family meetings and feedback sessions can aid in addressing any issues and ensuring that everyone remains aligned with the shared values. Review and Adapt : Values alignment is not a one-time process. It necessitates regular review and adaptation to remain relevant in changing times and business environments. Periodic assessments can assist in identifying any deviations and making necessary adjustments. Challenges And Triumphs The path of a family business is rife with challenges—balancing family dynamics, managing succession, and sustaining innovation. Nonetheless, the triumphs often surpass the struggles, as family businesses forge enduring legacies, contribute to their communities, and build strong brands rooted in core values. Aligning values in a family business is vital for fostering family unity and ensuring business success. Shared values establish a strong foundation for decision-making, conflict resolution, and strategic planning. By identifying, communicating, and integrating core values, family businesses can navigate challenges, seize opportunities, and build a lasting legacy that honours both the family and the enterprise. In an ever-evolving business landscape, the alignment of values serves as a guiding light leading family businesses towards sustained growth and harmony.

Regal Snacks has launched a range of South Asian savoury snacks into Morrisons stores, following on from a rebrand aiming to make the range more appealing to a wider audience. The South-Asian savoury snack packs feature classics such as Bombay Mix, Hot Bombay Mix and Balti Mix and will make a new addition to the world food aisle in stores nationwide. The new snack packs will also join Regal Baklawa and Regal Petit Rolls, also new to the world food aisle in Morrisons. Arainn Cleland, Sales Director of Regal Food Products Group comments: “Using a darker theme overlayed with splashes of bold colour and pattern, the new packaging really showcases our delicious savoury range capturing the essence of world foods and the mouthwatering flavours it brings.” “The new design has been created with the aim of making classic snacks such as a Bombay Mix more accessible to a wider audience.”

The Growing Business Awards have named The Pantry amongst the shortlisted candidates in the Growing Business of the Year:£10-£25m, and Innovator of the Year categories, and our Managing Director Luke Consiglio in the Entrepreneur of the Year - Medium or Large Business category for 2024. Now in their 27th year, the Growing Business Awards are the most credible and highly valued recognition of exceptional growing businesses in the UK. Previous winners include Ella’s Kitchen, Fever-Tree, Moneysupermarket.com, Ovo Energy, Zoopla Property Group, and many more. “Being recognised at the Growing Business Awards is always an honour for our business and it’s reflective of our continued growth and success to be nominated in three very distinct categories,” says Luke Consiglio, Managing Director of The Pantry. “Having won an award at both 2022 and 2023 Award, we’re incredibly excited to see if we can make it a three-peat!” Since 1998, the Growing Business Awards have been bringing together and honouring some of the UK’s most outstanding entrepreneurs and high-growth businesses. Finalists in this year’s awards will attend an interview with a panel of judges – leading figures from the UK SME community – at the judging day in September. The awards will be presented at a prestigious ceremony on 26 November at London’s Hilton Bankside hotel. The Pantry are a Contract Caterer that have grown exponentially over the past four years, developing a reputation across the country for being a service provider that is about More Than Food. From innovative meal ordering systems, a family-style approach to employee and customer care, and comprehensive educational support for clients, to competitive pricing, sustainable sourcing and nutritionally-led menus, The Pantry have been the fastest-growing company in the industry over the last four years – and entirely organically, too. Starting life as a Sandwich Shop on Hayes High Street, The Pantry now numbers over 150 Schools in our client-base, as well as turning over nearly £17million a year – helping us employ over 700 people in London and across England. As Luke concludes, “The Pantry are on an exciting and continuing journey that sees us pioneering change in our sector, raising the bar in terms of food service within the education sector where we deliver more than 38,000 meals daily." "Our passion is to continue to educate and inform whilst delivering food memories for the current generation in school and to make a difference." "Our team continue to push boundaries each and every day and I am proud of what are we achieving and recognition in these awards is testament to the hard work, dedication and commitment of each and every one of our team, each and every day." "I am incredibly proud of our journey and look forward to the awards evening later in the year which will be a further celebration of the journey too.”

Independent family brewer and pub company Shepherd Neame has unveiled its first pizza wagon, offering handmade sourdough pizzas to eat in or take away at its pubs. The wagon, titled Little Tom due to its eye-catching tomato-red colour, has been adapted to incorporate a bespoke pizza oven along with fridges for the ingredients, and two hatches for the team to serve customers. In keeping with Shepherd Neame’s long beer heritage as Britain’s oldest brewer, it is decorated with hops, and the inscription ‘Master Bakers’ instead of Master Brewers. All pizzas are made fresh to order, using handcrafted sourdough bases. Current topping options include the following: Pepperoni (tomato sauce, Pepperoni, Mozzarella, basil); Classic Margherita (roasted cherry tomatoes, Mozzarella and fresh basil, with a vegan cheese option available); Diablo (hot and spicy tomato sauce, ‘Nduja, meatballs, chillis, onion, pepper poppers, Mozzarella and sriracha); and Kent Garden (tomato sauce, spinach, olives, red peppers, mushrooms, basil, vegan cheese and cherry tomatoes). There are also doughballs available, served with a garlic butter. Each pizza is presented in a recyclable cardboard box featuring a bespoke Little Tom-branded sticker, with the name of the customer and the topping handwritten on it. Shepherd Neame’s Head of Food Sang Nguyen said: “Pizza is always a popular choice with our customers, and now the Little Tom pizza wagon can allow us to offer fresh, handmade pizzas at any of our pubs and hotels." “Our teams have been trained in making the perfect sourdough for the base, and we are using the finest ingredients, locally sourced wherever possible, for the toppings. We have seen a great reaction to the wagon, which is a real talking point wherever it goes.” Little Tom is currently situated at the Ship and Trades in Chatham Maritime, where will be open from 4pm this Friday (August 23) and from 12 noon on Saturday (August 24). It will then be moving to The Limes in Faversham where it will be open during the Hop Festival weekend from 11.30am to 7.30pm on Saturday (August 31) and from 11.30am to 6pm on Sunday (September 1).

Human-grade pet snack recognized in the 6th annual Pet Independent Innovation Awards for innovation in ever-expanding pet care industry Full Moon® Artisanal Sausage Recipes won “Dog Treat Product of the Year” in the 6th annual Pet Independent Innovation Awards. This award is a testament to the brand’s belief that pets deserve food that is just as good as the food their owners make for themselves. In March 2024, Full Moon, the brand known for its human-grade dog food and meat-first treats, announced the launch of a new line of Artisanal Sausage treats, crafted for devoted pet parents who understand the importance of the quality of their dog’s diet as part of their health and wellness. These first of their kind, snackable treats come in two varieties - Chicken Apple Sausage and Turkey Cranberry Sausage recipes- featuring USDA-certified meat and recognizable pieces of fruits and vegetables.  Ryan Perdue, founder of Full Moon Pet and fourth-generation Perdue family member said: "We are honored to be the recipient of Pet Innovation’s Dog Treat Product of the Year. Full Moon Pet was founded in 2011 with the mission to make food and treats from high quality human grade meat that is free of cheap fillers. We were excited to take on that challenge over a decade ago and continue to prioritize innovation and quality to give pet parents foods they feel good about choosing for their dogs.” Under its parent company, Perdue Farms, Full Moon Pet benefits from an entirely food grade supply chain that upholds high people food safety standards. All products, including Artisanal Sausage Recipes, begin with meat raised by Perdue Farms, a leader in raising animals ethically and without use of antibiotics. They are cooked in USDA inspected kitchens and facilities with low heat in small batches with human grade ingredients, resulting in food that is highly nutritious, tasty and safe to consume by people, too. With more than 2,500 submissions from around the world this year, the Pet Independent Innovation Awards honor innovative leaders in the most competitive categories within the pet care industry, including Food & Treats, Health, Toys and Retailers. About Full Moon Pet Established in 2011 by founder and devoted dog dad Ryan Perdue, we believe that our dogs deserve food that is just as good as the food we make for ourselves. This commitment drives our choices every step of the way, from how we raise our animals, to the ingredients we choose, to the kitchens we cook in. Full Moon treats are proudly made in the United States using regionally-sourced, 100 percent human-grade ingredients: from the USDA-approved, farm-raised meats to the other natural ingredients you'd feed yourself. More importantly, we never use artificial preservatives, colors or flavors, and our products are all free from corn, wheat, soy, glycerin, and other fillers. Learn more at fullmoonpet.com.

St Austell Brewery is hosting a series of supper clubs in a selection of its coastal managed pubs, to support and raise funds for the RNLI. With sites located in some of the most picturesque locations by the sea, St Austell Brewery has long worked with and supported the RNLI and its lifesaving efforts. The special supper clubs will raise funds for the RNLI during its 200th anniversary year, with the evenings celebrating local seafood. The menu will be served family-style, with guests dining together across larger tables to enjoy great food, drink, and conversation. Guests can expect a menu with paired drinks options for each course, including a fruits de mer sharing platter brimming with lobster, crab claws, oysters and more. Canapés will be served on arrival and the supper will round off with a warm chocolate tart with blood orange sorbet, paired with St Austell Brewery’s Mena Dhu stout or port. There will also be tipples available from Camel Valley and Salcombe Gin along with Lyme Bay Winery and seafood from fish supplier Matthew Stevens. Laura McKay, St Austell Brewery’s Marketing and Communications Director said: “The RNLI is an integral part of living in around the coast in the South West, and their lifesaving efforts are vital." “What better way to support the volunteers and charity than by curating a seafood themed supper club in our pubs, with £12 from every ticket donated directly to the lifesaving cause. We can’t wait to spend an evening celebrating the efforts of the RNLI to mark its 200th anniversary year.” Dave Nicoll, Fundraising and Partnership Lead for the RNLI, added: “To have the work of the RNLI celebrated at a special event such as this is a fantastic boost to our volunteers and everyone involved in having kept the charity alive for two centuries, saving lives at sea. We’re thrilled that St Austell Brewery are helping us fundraise with this event through ticket sales.” Participating dates and times include: Monday 23rd September - Harbour Inn, Porthleven Tuesday 24th September - Old Custom House , Padstow & Victoria Inn, Salcombe Wednesday 25th September - Lifeboat Inn, St Ives - Mill on the Exe, Exeter - Hare and Hounds, Bath - Fort Inn, Newquay & Rising Sun, St Mawes Thursday 26th September - Haveners, Fowey - The Old Success, Sennen - Waterfront, Plymouth & Chain Locker, Falmouth All supper clubs kick off at 7pm. Tickets will cost £60 per person, including a 20% donation to the RNLI. For more information and to book, visit her e.

In family businesses the interplay between traditional values, succession planning, family dynamics, roles and responsibilities and recognition of the need for both governance of the family and the business is not easy. Balancing the needs of the family and the business can become more complex as a family grows, a business becomes bigger and multi-generational and the world continues to change at such a fast pace. Governance practices and frameworks need to continually evolve to meet the needs of modern day family firms. We asked our Global Family Business Think Tank Panel if they thought that family firms are becoming more innovative when it comes to their governance. The Results: Our panel recognises that governance is important for all families in business but despite all the changes going on in the world, it is not fully apparent that governance is evolving and becoming ore innovative. Whilst there are those that are seeing innovation, there are others who are seeing little change in the way that family firms are governed which could present issues going forward.   THE THOUGHTS OF OUR ‘THINK TANK’ REPRESENTATIVES: “Many family businesses still need to implement more robust governance structures for both the family and the business, create formal conflict resolution processes, and add in external voices to help fill in gaps of knowledge. The stats are clear as a large percentage of family businesses fail as they move down the succession line, not for any singular reason, but family conflict is certainly high on the risk of causes.” Jeremy Stevenson Managing Partner, iBridge Global Partners “I like the idea that governance is about learning, it’s about learning to collaborate together, to listen to each other and giving everyone a voice before making a decision. I worry that too many Asian families are still not doing even the basics of family or family enterprise governance.” Christian Stewart Independent Family Advisor, Family Legacy Asia “Individual families try new-to-them approaches, but those approaches have usually already been tried elsewhere. The trick is finding sources of support who can take an overview of the sector and share different approaches so that individual families can find robust routes forward.” Claire Seaman Emeritus Professor of Family Business, Queen Margaret University “Boards today focus more on strategy, growth, organisational development and aligning shareholder objectives than in the old days of financial statement review and compensation. Boards need to be forward looking to navigate the multitude of challenges facing businesses today.” George A Isaac Founder & Managing Partner, GAI Capital Ltd. “Most family firms are not aware of the benefit of good governance. Innovation is only observable in family firms who have been investing in family and business governance for a long time – and those are in the minority.” Susanne Bransgrove Founder and Lead Family Expert, LiquidGold Consultants “Family firms have more awareness on the importance of governance for their survival. They are open to finding the appropriate solutions that work for them. They network with other family businesses to listen and learn from stories of successes and failures and try to adapt what is most effective for their family business." "Through closed networks, family businesses are becoming more comfortable opening up and sharing their stories and family businesses have the flexibility in being more agile in responding to the challenges and crises they face by adapting their governance rules in the interest of the survival of the family business.” Lina Chehab Shareholder & Chief Governance Officer, Chehab Brothers SAL Find out more: These results were part of the 2024 Global Family Business Think Tank Report that was published in Spring 2024. Check out the full findings in the report here

David Baggott, is a Founding Partner of CN Strategic Advisors LLP, a family-owned independent advisory boutique, providing specialist advice to business owners on key business decisions and milestones such as; Strategy, Succession, Business sales, Acquisitions and Raising finance. Here, he explains some of the situations that require a business owner to appreciate which 'hat they are actually wearing' when it comes to the decisions that are being considered. A common question that I get asked as a family business owner is…How do you find working with your brother? The answer, is that it works really well and we are almost always on the same page when key business decisions need to be made. This is great for us, however this is not always the case in all family businesses. The answer to this type of question can vary significantly, and how the family members deal with conflict or disagreements can have a long term impact on success or failure. Which Hat To Wear And When – Family Or Business? One of the key reasons for business success or failure is people. Ensuring the business has the right people in place within the most appropriate roles and responsibility is vital. The best leaders surround themselves with the best people, and so should family businesses. It is important to ensure the best management structure is in place for the future success of the business. However, in family businesses it is also important to strike the right balance between strengthening certain roles with non-family members to drive growth and value enhancement, and retaining the family values & culture. The best performing family businesses will be able to maximise the positive impact of their culture and values - one of their key USPs as a family business, whilst also strengthening their key business roles with the best people (which may be a mix of family and non-family). Understand The Ultimate Aims To help in deciding whether to prioritise family or business in key decisions, it is important to ensure the ultimate family aims from a wealth and business value perspective are understood. Ensuring the family are aligned in these goals will help to facilitate decisions being made with the best intentions of realising these goals (rather than in the best interests of resolving short term family disagreements or conflicts). Family businesses typically support many generations of family members. Ensuring the business performs well will allow the family to have many more options available to them to deliver their goals. This could range from: Retaining within the family to support current and future generations, either via gifting or selling to the next generation, or alternatively It could be from selling to a competitor to de-risk the wider family wealth away from share capital to invest in alternative means or to pursue different goals. Find out More - If you are looking to facilitate a family discussion about business goals, family wealth objectives, legacy and ‘what next?’ for the current and future generation, don’t hesitate to get in touch with David at CN Strategic Advisors via their website www.cnsa.co.uk or by email to Enquirires@cnsa.co.uk

Chris Tate, Partner at Azets, at UK top 10 accountancy and advisory firm Azets, comments on the July 2024 company insolvency statistics for England and Wales: “Company insolvencies in England and Wales were 2,191 in July 2024. This represents a decrease of 7% over June but the figures are remaining stubbornly high – 16% above that for July 2023." “Despite recent encouraging signs, a great many businesses are still being pushed into insolvency while the challenges faced by many others are often proving to be almost insurmountable." “The August interest rate reduction from 5.25% to 5%, being the first in over four years, was welcomed by business but will not be enough to significantly aid those businesses who are highly leveraged." “The traditional summer slowdown, added to ongoing economic challenges – extra costs, supply chain issues, pay increases, cautious customer spending – may be a decisive factor for many companies." “Typically, poor cashflow management is the biggest killer and many businesses are simply not forecasting future cashflow or acting quickly enough at the first signs of distress." “Therefore, business leaders and directors must be alert to the signs that their business could be in trouble and must have that difficult conversation immediately, rather than when worries have spiralled. The earlier action is taken, the more options will be available." “Business owners should avoid throwing good money after bad during downturns until they have sought specialist advice and considered all of their options, including potential restructuring and insolvency." “Anecdotally, the businesses we are speaking to most are those which provide a discretionary spend service, indicating cautious business and consumer spending endures following the recent cost of living crisis.”

A West Country business launched by an entrepreneur working from his dining table has celebrated its 20th anniversary and now turns over £10m a year and employs 70 staff around the globe. Computer Network Defence (CND) held a celebratory day to mark its two decades in business and brought workers from the UK and US together to enjoy the event. Headquartered in Corsham near Bath, the cyber security company was founded by Andy Cuff and wife Amanda.   It  now works across all areas of cyber-security, develops its own products, recruits in the sector and provides intelligence to all the world’s major governments. Andy, originally from near Preston, Lancs, said: “When I left the RAF after 23 years I secured a contract for cyber security and formed a company in order to take it on. Amanda and I began CND literally on our dining table with servers in the garage." Cyber security wasn’t much known about then in the wider business world, so we were pioneering. “Since then, the business has kept on growing and everything has been organic; we’ve had no external investment. We work in the public and private sectors and have clients from SMEs to government, space to maritime and charities to banks." “Celebrating our 20th anniversary was a big occasion and we held a great garden party at the Digital Mansion in Corsham where we have one of our offices.   It  was an opportunity to thank our staff who have been incredibly loyal over the years. We flew in staff from our Isle of Man and US offices." “We really focus on the work-life balance for our staff, and we are now looking ahead to our next 20 years, new offices and opportunities. Our staff are constantly working on new products and services and CND will continue to innovate and stay ahead of the curve in cyber security.”