The UK recruitment market saw a notable uplift in September, with contract roles rising by 10% year-on-year and 18% month-on-month, reaching their highest level recorded so far in 2025. That’s according to the latest Hiring Trends report from the Association of Professional Staffing Companies (APSCo), produced in partnership with Bullhorn. Contract placements also rebounded, up 11% month-on-month and 8% year-on-year, indicating that the contingent recruitment market has entered Q4 in a stronger position than it began the year. Meanwhile, permanent roles also showed signs of optimism, climbing 27% month-on-month to return to pre-summer levels, although they remain 7% below September 2024 figures. Placements for permanent jobs rose 12% between August and September, remaining on par with last year’s performance. Samantha Hurley, Managing Director at APSCo UK commented: “The September data paints a promising picture for the UK’s professional recruitment sector, particularly in the contract market. The rise in contract roles and placements reflects the agility businesses are adopting in response to economic uncertainty and evolving workforce demands." “While permanent hiring has seen a healthy month-on-month recovery, the year-on-year dip suggests that employers remain cautious about long-term commitments. However, the stability in permanent placements compared to last year is encouraging and points to a steady recalibration of hiring strategies." “As we move into the final quarter of 2025, we expect contract hiring to continue playing a pivotal role in workforce planning, especially in sectors where project-based work and specialist skills are in high demand. The data also reinforces the need for recruiters and employers to remain flexible and responsive to market shifts, ensuring they can attract and retain top talent in a competitive landscape.” Andy Ingham, SVP Sales, EMEA & APAC "September closed out Q3 with a promising bounce back from the August lull. The contract market was a clear standout, with jobs up 10.4% year-over-year and placements rising by 8.7%, which paints an optimistic picture for temp employment." "While the permanent market saw its expected jump from August, it has settled back into the steady, incremental growth we've seen throughout the year. As we move into October, we are hopeful that these trends will continue, setting us up for a strong start to Q4."

Arkell’s Brewery and French & Jupps are proud to announce the launch of Ancestry (ABV 3.8%), a brand-new cask ale brewed in collaboration between one of Britain’s oldest family brewers and Great Britain’s oldest maltster. Together, they have crafted a speciality dark heritage beer that celebrates more than five centuries of combined brewing tradition. Ancestry will be available in pubs during October/November 2025. Brewed exclusively for cask, Ancestry is a smooth, easy-drinking, session-strength dark ruby ale. Head Brewer Alex Arkell selected a unique blend of French & Jupps' heritage roasted malts to build a complex flavour profile. Expect delightful notes of caramel, maple syrup, nuts, chocolate, and roast coffee in this speciality heritage beer. The collaboration began in September when Arkell’s Head Brewer Alex Arkell and Foreman Brewer Bob Mercer visited French & Jupps’ historic maltings. They conducted an in-depth tasting and analysis of the malts, selecting the most complementary heritage profiles to shape the recipe. In late September, James Marinos from French & Jupps joined the team at Arkell’s Victorian brewhouse in Swindon to help brew the final product—a true meeting of traditions, where French & Jupps’ story dates back to 1689 and Arkell’s to 1843. Ancestry is the product of 518 years of shared tradition and expertise. Alex Arkell, sixth generation family member, said: “It’s wonderful to work with another family business that has such a passion for their heritage and traditions just like we do. We brew our beer in one of the oldest breweries in this country, they malt their barley in the oldest maltings, could there be a better collaboration of brewing heritage?” "It's an honour to see our range of malts being used by a family brewer of the pedigree of Arkell's." said James Marinos, Growth & Marketing Manager at French & Jupps. "Together we chose a unique blend of our Crystal and Roasted Malts to give Ancestry a flavour which reflects the complexity and depth of our shared centuries-old craft. I’m especially excited to share and taste a beer with such a unique story behind it." Ancestry (ABV 3.8%) will be available exclusively on cask at participating Arkell’s pubs throughout October and November 2025.

The Furniture Makers’ Company, the City of London livery company and charity for the furnishing industry, is delighted to announce that leading UK retailer Furniture Village has signed on as the headline sponsor of the 2025 New Furniture Makers exhibition. Organised by The Furniture Makers' Company, the New Furniture Makers exhibition – formerly Young Furniture Makers exhibition – has a proud legacy of championing emerging talent in the UK’s design and manufacturing sectors. The 2025 edition will take place on Wednesday 29 October across two City venues – Furniture Makers’ Hall and the Dutch Church at Austin Friars, London. The exhibition provides an invaluable platform for aspiring furniture designers and makers to showcase their work to an audience of industry professionals, employers, and fellow creatives. Participants benefit from enhanced visibility, constructive feedback, and the opportunity to forge lasting connections within the sector. A highlight of the event will be the presentation of a series of awards recognising excellence in various disciplines. These include the Bespoke Award, Design Award, Textiles Award, and Apprentice Award, each celebrating innovation, craftsmanship, and the creative integration of materials. Charlie Harrison, managing director at Furniture Village, said: “Supporting the next generation is a responsibility we take seriously at Furniture Village. We’re proud to be the headline sponsor of the New Furniture Makers exhibition, an exciting initiative that gives young designers and makers the recognition and exposure they deserve. We look forward to celebrating their creativity and craftsmanship.” Debbie Johnson, Master of The Furniture Makers’ Company, added: “We’re thrilled to welcome Furniture Village as the headline sponsor of the New Furniture Makers exhibition. Their generous support will help us showcase and champion the future stars of our industry. It’s partnerships like this that make a lasting impact and help ensure the continued strength and innovation of British furniture making.” Register for a free ticket to attend the event here

After four months of elevated confidence, September saw a return to levels seen in the first part of the year. The latest Lloyds Business Barometer saw a reduction of 12 points in September, with confidence remaining above the long-term average of 29%, close to the average seen across 2024 (44%) and above the average in 2023 (33%). Economic optimism edged down for the second time since April, with a fall of 11 points to 33%, but remains above the long-term average of 19%. The fall in business confidence included a 12-point fall in trading prospects to 51%. The figures that make up business confidence, such as economic optimism and trading prospects, are arrived at by calculating the difference between the percentage who responded positively and the percentage who responded negatively. Wage Expectations Soften Wage growth expectations eased to a five-month low, with 32% (down six points) of businesses forecasting average pay increases of 3% or more. Firms expecting to increase wages by 4% fell six points to 17%, although these levels are still above pre-pandemic norms, suggesting some underlying buoyancy. Hiring intentions for the next 12 months fell for the first time in four months despite the majority of firms expecting to take on more staff. Over half, (55% down from 62%) of businesses surveyed expect to hire more staff in the coming year, with 17% anticipating reducing employee numbers, decreasing the net balance by 12 points to 38%. Price Pressures Cool In September, the net balance of firms expecting to raise prices over the next year was down two points to 63%. Of firms surveyed, 65% (down two points) said they would raise prices in the coming year, while those anticipating price reductions remained unchanged at 2%. As with wages, pricing expectations remain significantly above pre-pandemic levels. Hann-Ju Ho, Senior Economist, Lloyds Commercial Banking comments, "While increased market volatility earlier in the month may have impacted confidence, levels of trading prospects and economic optimism remain above their long-term averages." "Businesses may find reassurance that the Bank of England is expected to reduce interest rates further in the next six months, while long-term global bond yields have calmed which, if sustained, may have a positive impact on businesses as we move into the last few months of the year." Sectors See Confidence Ease Firms across manufacturing, construction, retail and services all saw confidence fall this month. The biggest change was in manufacturing with a decline of 31 points to 31%, a two-year low. Retail sentiment fell 17 points to 40%, its lowest level in four months. Similarly, confidence in the service sector fell six points to 47%, the lowest reading since April. Construction continued to decline for the fourth consecutive month, dropping 5 points to 35%. Regional Confidence Slips Most of the UK’s twelve regions and nations saw a decline in confidence in September. Notable exceptions include the North East, South East and Northern Ireland, where confidence rose 13%, 3% and 2% points respectively. Paul Kempster, Managing Director for Commercial Banking Coverage, Lloyds Business & Commercial concludes, "While business confidence has returned to levels seen earlier in the year, a range of metrics remain well above the long-term average." "Businesses still have opportunities ahead, whether that be upskilling their workforce, evolving their products or exploring new markets."

In a world of global travel and promises of ‘first-class’ service that often fail to meet their billing, there is something quietly special about a chauffeured journey done well - the pleasure of a memorable trip enhanced by the knowledge that every small detail has been taken into account in creating a travel experience that will never be forgotten. Little’s Chauffeur Drive, a firm grounded in tradition yet ever evolving, modest in its origins but ambitious in its standards, has dedicated itself to providing world-class chauffeur services for over half a century. This family run Scottish business has built its reputation on customer service excellence, attention to detail, reliability, and a respect for the road less travelled. Humble Origins, Rooted in Family The story of Little’s begins in 1966, when two brothers, George and Mike Wills, purchased a modest three car taxi company from George Little, who was emigrating to Australia. From these humble beginnings, Little’s Chauffeur Drive was born. Mike, a mechanic by trade, looked after the cars - ensuring they ran smoothly - while George, with a more entrepreneurial tendency, took on bookings, drove the vehicles, and steered the business’s day to day growth. In the early years, their work was predominantly in weddings and leisure travel. The tools of the trade were humble: guidebooks, wall maps of Scotland, carefully planned itineraries and pre trip checks. There was no GPS tracking of chauffeurs, no instant updates. Journeys had to be planned with rigour, with allowances for weather, road conditions and distance. It was a business built on precision, trust and the belief that clients deserved more than just a ride - they deserved a memorable journey. Expansion and Second Generation Leadership By the late 1970s, as global travel and corporate demands intensified, Little’s began to stretch beyond its original scope. George was among the founding members of the 'International Limousine Association' which helped establish partnerships with chauffeur drive companies worldwide. This network enabled Little’s not just to host local clients, but to become a part of international travel plans. A pivotal change came when George’s daughter, Heather Matthews, entered the family business in 1991. Initially helping during her postgraduate studies, particularly in marketing, Heather was asked to lead efforts to expand Little’s profile among financial services clients from London. Her success in those early years led her to commit full time, becoming a partner in 1997, and eventually Managing Director in 2005, as her father stepped back. As Heather explains “As so many of my second-generation family business peers will tell you, it was not my plan to enter the business, far less to lead it. However, what started as an opportunity to help grow the business for my father, became something which I committed to because I loved it, and looking back it was the best decision I ever made.” Weathering Challenges, Embracing Opportunities Over the decades Little’s has had to negotiate many hurdles - recessions, crashes & shifting market demands. One of the most severe challenges arrived with the global COVID 19 pandemic. As travel slammed to a halt, Heather Matthews made a difficult but strategic decision: to put Little’s into what she called a 'financial coma'. In other words, the firm scaled back completely, furloughed staff, put cars off the road and conserved resources - so that when travel resumed, Little’s would still be standing. Not only did it survive, it went on to thrive. The COP26 climate summit in Glasgow in November 2021 proved something of a turning point. Suddenly, Little’s found itself in demand again, scaling up its operations quickly - from relatively low activity to running hundreds of hires per day, employing dozens more chauffeurs and adding over 100 vehicles to meet the surge. As Heather continues “When the reality of the pandemic was realised, it was one of the lowest points of my life. Leading a family business comes with great responsibility and I knew I had to draw on every ounce of my own resilience to make sure we survived." "Eighteen months of sleepless nights, lots of tears, thwarted plans to pivot, plenty of cold showers and far too many zoom calls to count seems like a bad dream now." "We came out the other side better than ever, and our growth in the last three years is something I would never have believed possible back in the dark days of 2020.” Values, Luxury & Sustainability Through all growth and change, one thread has remained constant: family values. Although Little’s now operates on a global stage - serving corporate clients, large events, incentive travellers, tour designers, and more - the tone remains personal. The ethos is not 'corporate first' but 'client first' which is combined with high standards of professionalism, discretion, clean and well-presented vehicles, and rigorous planning. Being a family business is important to Heather and the wider Little's team. As she explains, “Our values are at the heart of everything we do. We believe in them, we measure them and we reward using them.” Sustainability has gradually become central to the company’s identity. Over recent years Little’s has: Transitioned much of its fleet to hybrid vehicles. In Scotland, more than half the fleet (and all the saloon cars ) is now hybrid, with plans to increase this further. Been awarded 'Silver' in the Green Tourism Awards for all the steps taken to eliminate carbon emissions across the whole business. Made wider environmental commitments: planting native Scottish trees through 'Trees for Life' and offset all carbon generated via the Scottish fleet since 2021, adopted green practices in washing & maintenance, and zero chemical cleaning. Eliminated single use plastic bottled water from its Scottish cars, the first chauffeur company in the UK to do so almost ten years ago, replacing them with recyclable aluminium cans to reduce waste. These changes reflect Little’s belief that luxury and responsibility can go hand in hand. And in today’s world the market demands family businesses lead the way in driving down emissions. Present Day & Looking Ahead Today Little’s Chauffeur Drive boasts over 40 luxury vehicles in its Scottish fleet, a staff of more than 70 (chauffeurs plus office based roles), and a reputation for resilience and adaptation. The leadership team under Heather has expanded and restructured in recent years to support ambitious growth plans. In recent times the Company has expanded the scale of its Scottish operation. In 2025, Little’s acquired Vigilant Chauffeur Services in Aberdeen, bringing together two well regarded firms, and allowing Little’s to embed itself more deeply in the North East of Scotland with its own dedicated fleet and local presence. A significant step as they near their 60th anniversary. The touring side of the business has tripled in size since 2022, with a dedicated Touring Team created in 2023, offering high-end chauffeur driven sightseeing tours to visitors from North America and Europe. This remains a focus for growth as Scotland becomes a more sought after than ever destination due to its cooler summers. Financially, the business has also made major investments. In 2024 it committed over £1 million to increasing its fleet with newer vehicles - particularly people carriers with higher capacity which help reduce carbon footprint per passenger. What Makes Little’s Special What sets Little’s apart is this combination of legacy and forward thinking. They are equally proud of their roots as a modest family taxi firm as they are of offering chauffeur services for world class events, global corporate clients, even heads of state. Their success isn’t in casting aside tradition but in turning it into a foundation from which to build something both elegant and resilient. Meticulous attention to detail, discretion, an understanding of Scotland’s beauty and quirks, and a willingness to invest in sustainability give the brand its character. It’s not just about arriving in comfort- it’s about being confident your journey is handled with care, whether in a hybrid BMW 7 Series saloon cruising Glasgow roads or a luxury people carrier negotiating the Highlands. Final Thoughts: Legacy in Motion Little’s Chauffeur Drive demonstrates how a family business, over generations, can adapt without losing identity. From two brothers buying a three car fleet in 1966 to a modern company with international reach, environmental awareness, and nearly sixty years of learning, the journey has been anything but ordinary. As they look toward 60 years in the business, their path offers lessons in leadership, resilience and purpose. In a quite literal sense, Little’s shows that driving forward with tradition and sustainability, can make all the difference.

Nestled in the heart of Paisley, a town just outside of Glasgow, lies one of Scotland’s most enduring names in recruitment: Stafffinders. It is the oldest, and arguably the most deeply rooted family-run recruitment agency in the country. Over a period of more than five decades, it has weathered economic shifts, changing attitudes to work, and the rise of digital technologies, all while remaining committed to people, place, and family values.  Beginnings In Paisley   Established in 1971 in St Mirren Brae, Paisley, by the father of the present owner, Jane Wylie‑Roberts, Stafffinders started life serving the local labour market, placing temporary, contract, and permanent staff across sectors as needed. Over the years, what began as a small neighbourhood agency grew, first by reputation, then by geography, now covering Scotland, the wider UK and Ireland.   Growth, Generational Change, And Expansion   In 2006, Jane became CEO after a management buy-out from her father and sister. Determined to honour her father’s legacy while modernising the company, Jane oversaw significant expansion and diversification into new industries. Today, Stafffinders recruits across a wide spectrum, from hospitality & catering to industrial sectors, IT & Digital, Property, Legal, Commercial, Office Support and Accountancy & Finance.   In addition to Stafffinders, Jane founded Kingpin International 11 years ago, a specialist recruitment firm focused on placing senior tax professionals with Big 4 firms and multinational companies worldwide.  Together, the two businesses now work with organisations across the UK, Ireland, and beyond, headhunting for senior appointments such as Operations Directors, Finance Directors, HR Managers, and niche specialists. Whether filling local roles or international executive positions, the Stafffinders and Kingpin teams are recognised as experts at solving “hard-to-fill” recruitment challenges.  Family Values At The Core   What truly sets Stafffinders apart is not just its longevity, but its values. Despite its national reach, the Stafffinders headquarters remains in Paisley town centre 55 years on.   Jane has always championed the identity of Stafffinders being a family business, actively supporting Scottish Family Business and highlighting the essential role family-owned companies play in local communities.  These values are reflected day-to-day, focusing on building long-term relationships, offering a personal service and ensuring continuity for staff, clients and candidates alike.   Supporting other family-run businesses in attracting and securing key talent has become a true specialty for Stafffinders. As these firms trust the team’s deep understanding of the unique dynamics of family-run enterprises and value their ability to identify people who will make a lasting, positive impact.  Adapting Through The Decades    To survive more than five decades in recruitment is to adapt; to changing labour laws, evolving markets and workplaces, changing expectations of employers and employees and to the rise of digital recruitment tools. Stafffinders has embraced many of these changes and makes clear that it remains modern and forward thinking.    Their accomplished Director, Tamlin Roberts, is the driving force behind their strategic vision and investment in innovation, automation and digital tools. With a background in Software Engineering his expertise in technology is unparalleled; he is constantly on the lookout for cutting-edge solutions to integrate into Stafffinders processes, ensuring they remain at the forefront of industry advancements.   In the last few years, they have accelerated the use of technology to significantly reduce the administrative burden on consultants, allowing them to focus on the service they provide to clients and candidates. Stafffinders has also invested in developing unique tools for candidate attraction and engagement, enabling more sophisticated profiling of both candidates and roles to improve job-matching.    Community And Recognition  Stafffinders has not operated in isolation. In its home region, it has become part of the business ecosystem: engaging with chambers of commerce, participating in awards (including Family Business of the Year), and contributing to local skills and employment initiatives. They work closely with the UK’s schools and colleges to provide support and jobs for the next generation of workers.   The team actively raises money for local charities. Currently, they support Beatson Cancer Charity, but in the past, they have also supported Alzheimer Scotland, MND Scotland, Motor Neurone Disease, Recovery Across Mental Health and Cash for Kids. They aim to do everything they can to support their chosen charities. As a team, they volunteer their time to organise regular fundraising events and promote the charity’s incredible efforts throughout their online channels.   Looking Ahead    In just a few months’ time; Stafffinders will mark over 55 years in business. They remain dedicated to balancing tradition with innovation, continuing to place staff in multiple sectors, for permanent, temporary and contract work.   Jane sums it up best: “Finding talented, resilient and hardworking people for companies and hearing how they have positively impacted growth is just one of the reasons I love leading our family business." "Our work has woven into the fabric of thousands of wonderful companies and working closely with them allows us to show them when usual talent comes onto the market so that they can have an opportunity to meet them first. It’s a privilege to play our part in identifying great talent." Significance & Legacy   Stafffinders represents everything people admire in a family business: longevity, stability, strong community ties and adaptability. In a sector that can often feel impersonal and transactional, Stafffinders is proof that businesses built on trust, values and relationships can endure and flourish.

National security concerns are rapidly becoming a defining influence on corporate innovation strategies worldwide, according to the seventh annual International Innovation Barometer published today. The latest report by innovation funding consultancy Ayming finds that national security concerns, from geopolitical instability to supply chain vulnerabilities, have become a top priority. Over two-thirds (67%) of small, and 85% of large, businesses are now integrating national security risks into strategic planning, with almost a quarter (23%) of companies reporting that these considerations have a significant influence on strategy. However, far from stifling creativity, these pressures are actively fuelling innovation. 81% of firms have effectively innovated in direct response to national security threats in the last five years, peaking at 91% in the Finance sector. The research points to a lasting trend, with nearly four-in-five (79%) businesses expecting to increase their investment in security-related innovation over the next two years. Innovation: Risk And Reward Cybersecurity tops the list of national security issues, which 54% of businesses cite as their biggest concern. However, it is also seen as the largest innovation opportunity (51%), reflecting a closer alignment between defensive priorities and commercial ambitions. The rise of dual-use innovation further underscores this shift, with over a quarter (26%) of companies developing innovations that serve both civilian and defence purposes. Nearly half (48%) of the Defence sector cites pressure for immediate results as the biggest barrier (48%) to innovation, suggesting that civilian industries will continue to drive strategic defence value. Njy Rios, Partner at Ayming UK, comments: “National security risks have shifted from a specialist concern to a core driver of innovation. The urgent need to protect infrastructure, supply chains, and digital systems is encouraging businesses to align R&D priorities with security goals, shaping a new era where innovation is measured not only by commercial impact but also by its contribution to stability and resilience." “As this trend accelerates, we expect to see unconventional partnerships emerge, with industries that once had little to do with defence now playing a direct role in it – in turn boosting their own performance.” Innovation: Enduring And Evolving Despite the volatile macroeconomic landscape, innovation remains a strategic imperative. The International Innovation Barometer finds that: ‘Enhancing operational efficiency’ is the top priority for businesses, followed by ‘driving innovation’ and ‘cost reduction’. 96% of businesses now have a dedicated innovation team, up from 78% last year. AI has become the top innovation priority, overtaking last year’s ‘new tools and technology,’ indicating its divergence from general technology. Talent shortages have emerged as the number one barrier to innovation, with the Energy sector hardest hit. Rios continues: “Even amid ongoing funding challenges and near-static budgets, the meteoric rise in dedicated innovation teams shows that businesses are prioritising innovation like never before." "At the forefront of this shift is AI – no longer just a subset of ‘technology improvements,’ but a distinct and dominant focus in its own right, driving speed, efficiency and strategic advantage.”

Major changes are coming to one of the most valuable inheritance tax (IHT) reliefs for UK business owners. From 6 April 2026, sweeping changes to Business Property Relief (BPR) will significantly scale back the protection currently available on qualifying business assets – potentially exposing estates to significant tax liabilities. What’s Changing? Currently, BPR provides 100% IHT relief on the value of qualifying business assets. However, under the new rules, set to take effect from 6 April 2026: The first £1 million of qualifying business assets will still receive 100% BPR However, any value above £1 million will qualify for only 50% relief (resulting in an effective tax rate of 20% on all value above £1 million) This severely shifts the landscape for business owners of high-value trading companies. Who’s Affected? These changes will impact a wide range of individuals and businesses, including: Owners of private trading companies valued at over £1 million Investors holding AIM-listed or unlisted shares Families using trusts to pass down business assets Entrepreneurs planning to scale or exit their businesses in the next 5 to 10 years If you fall into any of these categories, proactive planning is essential. Why It Matters Current position: A business owner with £3 million in qualifying company shares currently enjoys full IHT relief. From 6 April 2026: The first £1 million remains tax-free The remaining £2 million gets 50% relief thus leaving £1 million exposed to IHT At 40%, that’s £400,000 in tax, potentially payable within six months of death And for owners of larger businesses the impact is of course even greater. Anti-Forestalling Rules: The Hidden Trap It is worth noting that making a gift prior to 6 April 2026 may not be a 100% effective tax planning tool. This is because the government has introduced anti-forestalling measures as follows: Any gifts made on or after 30 October 2024 will be caught by the new BPR regime if the donor dies on or after 6 April 2026. This means that even if you transfer assets now, they may still be subject to the reduced relief if death occurs after the new rules come into effect on 6 April 2026, if the donor does not survive 7 years from the date of the gift. Timing and structure are crucial, especially for gifts into trusts or gifts to family members. Insurance options might be part of the answer here. Liquidity Headaches: Many estates are asset-rich but cash-poor. A sudden six-figure tax bill could force heirs to sell off parts of the business at reduced prices to cover IHT, even if they wish to keep it in the family. Before-and-After Comparison Table Scenario Current Rules From April 2026 Private company shares worth £3M 100% BPR on full £3M = £0 IHT 100% BPR on £1M + 50% on £2M = £400K IHT exposure AIM-listed shares worth £1.5M 100% BPR = £0 IHT 50% BPR = £300K IHT exposure Trusts with multiple business asset gifts Each trust could claim full BPR separately £1M cap applies per settlor, not per trust Spouse inherits unused BPR allowance N/A (not needed or previously relevant) No transfer of unused £1M allowance permitted What actions can be taken now Business owners shouldn’t wait until 6 April 2026. Steps to consider include: Reviewing ownership structures to thoroughly assess exposure Exploring lifetime gifting strategies to use today’s full relief while it lasts. Modelling IHT liabilities under both current and future rules to test resilience of the family business to future tax shocks Most importantly, revisit your estate plan. What worked before may be obsolete soon. The upcoming BPR changes represent a fundamental shift. Business owners who take action now can still protect the value they’ve worked so hard to build. About the author - Simon Warne is a tax partner at Crowe UK. If you need help unpicking how these changes could impact your plans or affect your circumstances, then please do get in touch with your usual Crowe contact.

Family Business United is delighted to announce the dates for the 2025 Family Business Road Trip across England. Taking place from April 28 until May 31, our sponsored car will be visiting family firms across the country, getting behind the scenes and sharing stories and showcasing businesses on social media along the route. Confirmed partners of the 2025 Road Trip and supplying the car for the trip is Hendy Group who were partners in 2023 and 2024. As Paul Andrews, Founder and CEO of Family Business United explains, "We are delighted to have the support of Hendy Group for the event again in 2025 which adds real authenticity to the Road Trip as they are a long standing, multi-generational family firm themselves. We love getting out on the road and seeing family firms and what they do, where they do it." If you are interested in a visit, or would like to sponsor the event, please do not hesitate to get in touch.

In a typical boardroom, decisions are driven by data, profit margins, and shareholder value. In a family business, those same decisions might also be shaped by something more complex — memories of a founder’s sacrifices, loyalty to a sibling, a parent’s legacy, or the weight of tradition passed down through generations. Family businesses occupy a unique and emotionally charged space where the personal and professional intertwine. While this deep sense of connection can be a powerful asset, it can also cloud judgement, complicate choices, and create tensions between heart and head. So how exactly do emotional ties, family heritage, and tradition influence decision-making — for better and for worse? 1. The Power of Legacy Most family businesses are built on stories: a grandparent who started with nothing, a father who worked seven days a week, a mother who held the business together through adversity. These stories don’t just shape identity — they define purpose. Legacy can be a powerful motivator. It inspires pride, dedication, and a desire to preserve what previous generations built. For many owners, every decision is weighed against a silent question: Would they approve? This connection to the past can instil caution and care in decision-making. But it can also make it harder to embrace necessary change. When tradition becomes a constraint rather than a compass, businesses may find themselves resisting innovation or failing to pivot when the market demands it. Impact: Legacy encourages long-term thinking, but it can also make the past a prison. 2. Family First — But at What Cost? In many family enterprises, loyalty runs deep. It’s not uncommon to prioritise a relative’s job security or emotional well-being over financial performance or business needs. While this familial bond can foster loyalty and cohesion, it can also result in difficult dynamics: Underperforming relatives kept in roles they’re not suited for Strategic decisions delayed to avoid upsetting family members Resistance to bringing in external professionals who "don’t understand the family" The emotional need to protect relationships can override rational judgement — especially when conflict avoidance is prioritised over honest dialogue. Impact: Emotional loyalty can build a tight-knit culture but may undermine meritocracy and objectivity. 3. Conflict and the Family Dynamic Every family has its history — unresolved tensions, rivalries, alliances, and expectations. When these dynamics are transplanted into a business environment, they can influence everything from leadership succession to daily operations. A sibling who always felt overlooked may challenge decisions from a position of insecurity. A parent reluctant to let go might resist their child’s modernisation plans, interpreting change as critique. Without clear governance and boundaries, emotional undercurrents can create toxic work environments, leading to poor communication, internal power struggles, and eventually, a breakdown in trust. Impact: Emotional baggage can distort business reasoning and breed dysfunction without proper conflict resolution frameworks. 4. Tradition vs. Transformation Many family firms pride themselves on doing things “the way we’ve always done them”. That sense of identity and continuity is part of what makes them special — customers often value the personal touch, consistency, and values-driven approach. But in a fast-changing world, clinging too tightly to tradition can lead to stagnation. Responsible next-generation leaders often face the challenge of honouring their heritage while pushing for modernisation. This balancing act is deeply emotional. Updating the logo, rebranding the business, or pivoting the product line can feel like betrayal, even if it’s necessary for survival. Impact: Emotional attachment to tradition can preserve authenticity, but delay innovation. 5. Succession and the Emotional Hurdle Perhaps no moment in a family business carries more emotional weight than succession. Handing over the reins isn’t just about leadership — it’s about identity, legacy, and trust. For founders, letting go can feel like giving up a part of themselves. For the next generation, stepping up often comes with pressure to prove themselves, to respect the past while defining a new future. Succession planning must therefore deal not only with business readiness, but emotional readiness. Without open conversations, hurt feelings, unrealistic expectations, and avoidance can derail even the best-laid plans. Impact: Emotional reluctance to confront succession can leave the business vulnerable and unprepared. 6. The Emotional Advantage Despite the risks, emotional investment isn’t inherently bad — in fact, it’s one of the greatest strengths of a family business. Passion, loyalty, perseverance, and pride often drive a level of commitment and care that’s hard to find elsewhere. When managed well, emotional ties can humanise leadership, deepen employee relationships, and foster a culture rooted in shared values. The key is ensuring that emotion supports — rather than dominates — strategic thinking. Impact: Emotion is a powerful driver when combined with structure, clarity, and self-awareness. Navigating the Emotional Landscape To harness the benefits and mitigate the risks of emotional influence, family businesses can adopt a few key practices: Establish clear governance: Formal boards, family charters, and advisory councils can provide structure and accountability. Encourage honest communication: Safe spaces for discussion help prevent resentment from festering. Bring in outside perspectives: External advisors or independent directors can offer impartial advice and diffuse emotional bias. Separate family and business roles: Clear job descriptions and performance expectations maintain fairness and professionalism. Invest in emotional intelligence: Training in conflict resolution, leadership, and family dynamics can equip leaders to manage the human side of business. In family businesses, emotion is not a side effect — it’s part of the DNA. While it adds complexity to decision-making, it also brings heart, history, and meaning. The challenge isn’t to remove emotion from business, but to ensure it serves the enterprise — not steers it off course. When families manage emotional ties with clarity and care, they don’t just build successful businesses. They create enduring institutions rooted in both reason and love — and that’s a legacy worth preserving.

Family businesses are often seen as the backbone of many economies, with success stories that span generations. Built on strong personal bonds, shared values, and a deep level of trust, these businesses thrive on the unique dynamic that comes from family involvement. However, introducing in-laws into the mix can significantly shift this balance. While in-laws can bring fresh perspectives and valuable skills to a family business, their involvement also risks creating complications that disrupt both business operations and family harmony. In-laws have the potential to offer considerable benefits to a family business, often injecting it with new ideas, expertise, and diverse professional experiences. For instance, an in-law with a background in finance, marketing, or operations can introduce critical insights that help the business grow or adapt to shifting market conditions. They may also bring fresh perspectives from their previous industries, introducing best practices that could improve internal processes or foster innovation. Moreover, in-laws who are not part of the immediate family’s legacy may view business issues with more objectivity, making them well-positioned to identify opportunities or potential problems that family members, who may be emotionally invested in the business, might overlook. However, the introduction of in-laws can also challenge existing power structures within the family business. In such enterprises, balancing authority and influence is always delicate, and the arrival of in-laws can disrupt this equilibrium. If an in-law is perceived to have too much influence over decision-making, especially at the expense of other family members, it can spark tension. This is particularly true in cases where the in-law assumes a prominent role in the company, and family members feel that their own positions or contributions are being undervalued. This shift in power dynamics can cause internal conflicts, sometimes escalating to deeper divisions between family members. The tension often stems from a perception that the in-law’s success or influence threatens the established order within the family and business. For some, these perceived power struggles make it difficult to separate business from personal relationships, causing fractures that can erode both the family bond and the overall health of the company. A more subtle but equally challenging issue is the blurring of personal and professional boundaries when in-laws are involved. Family businesses already face the challenge of navigating personal relationships within a professional context, but the presence of in-laws can complicate this dynamic even further. Disagreements at work can quickly spill into family life, creating tension during family gatherings or putting additional strain on marriages. In-laws may also find themselves caught in the middle, torn between loyalty to their spouse and their business obligations. This emotional overlap can work in both directions. Personal relationships outside the business may influence business decisions in inappropriate ways, with conflicts at home affecting professional judgment or vice versa. If an in-law disagrees with a sibling or parent-in-law on a business matter, personal feelings can cloud objectivity, leading to biased decision-making or unnecessary conflict. Another potential issue is the perception of favouritism or nepotism. Family businesses are often vulnerable to accusations of favouritism, and the introduction of in-laws can exacerbate this problem. If an in-law rises quickly through the ranks or takes on a key role in the company, other family members or long-standing employees may believe that their position was secured through personal connections rather than merit. Such perceptions can damage morale among employees and lead to divisions within the family itself. This risk is particularly high when the business lacks clear, objective criteria for roles, promotions, or compensation. Additionally, in-laws can complicate one of the most sensitive issues in family businesses: succession planning. The question of who will take over the business and how ownership will be distributed is often fraught with emotion and personal stakes. When in-laws are part of the business, these issues can become even more complex. Blood relatives may feel that in-laws should not be involved in major ownership decisions, leading to disagreements over succession strategies. In some cases, in-laws who are seen as overly ambitious may create distrust among family members, while those who are more passive or disinterested may frustrate those who believe they should take on more responsibility. However, there are also cases where in-laws play a crucial role in bridging generational gaps. In family businesses, older generations may resist change, while younger family members push for innovation. In-laws, who are often not as entrenched in family traditions, can act as intermediaries, helping both sides navigate these tensions. They may serve as neutral mediators during family disputes, offering an outsider’s perspective while still having a vested interest in the business’s success. This ability to facilitate communication across generations can be instrumental in helping the business evolve while maintaining family cohesion. While the potential for conflict is real, in-laws can also strengthen family bonds when their involvement is managed well. Being part of the business often gives in-laws a greater sense of belonging and purpose, helping them build deeper relationships with their new family members. When everyone is working toward a shared goal, the business can become a unifying force, fostering teamwork and mutual respect. This shared commitment can transcend personal differences, creating a stronger and more cohesive family unit. Ultimately, the impact of in-laws on a family business is a double-edged sword. Their involvement can bring new skills, fresh perspectives, and an ability to bridge generational gaps, all of which can benefit the business in the long run. However, their presence can also lead to power struggles, blurred boundaries, and accusations of favouritism, which can damage both the business and family relationships. The key to navigating these complexities lies in clear communication, well-defined roles, and a shared commitment to the business's success. When handled thoughtfully, in-laws can become valuable contributors to a family business, helping it grow and thrive across generations.

Family business-built connections with the family and business are created through the essential elements of trust. Entrepreneurial activity within a business is virtually impossible without trust. Families lacking trust will not grow as they don't take operational risks in business. It will negatively impact business performance, innovation and value creation for the family and other stakeholders. Family business historians said trust takes time to build, seconds to lose and forever to restore. The broader objective of this article is to create a generational successful family business on the foundation of trust. Families that run businesses for generations, work hard on family along with working on business. The critical factors for family business success are to ensure succession, transfer of leadership, founder’s vision and ownership from the Now Gen to the Next Gen along with the sharing of various resources and profit. All is possible on a formal governance system, shared purpose, open communication, transparency in financial and non-financial goals, and clear roles and responsibilities of family in business. Above all setting clear expectations is helpful to avoid tricky situations where the family may experience outsider feelings if they believe family members get special treatment like promotions or generous raises. Global research on family business observed that at the time of the untimely death of the leader or Karta of the family, healthy relationships and trust, built confidence in the family and other stakeholders. It gives psychological safety to the family and non-family executives who are equally important for the success of the business. Trust is the cornerstone in critical situations. Business strategies for managing operations, growth, and controlling ownership, including ownership transfer, buy-sell agreements, employment, management and voting rights, work smoothly in a conducive environment. Family enterprises can address challenges positively by leading through example. A leader’s behaviour helps build confidence and trust. The family enterprise links to its stakeholders with faith and confidence. Businesses can flourish on social and emotional capital. Family firms can build them rooted in the community. Family should have a constitution that is clear to the individuals in the family about what the family want to achieve and how. Leadership is the heart of the family business that takes care of the concerns and anxiety of individuals and gives them assurance for their better future in family and business. Family-built healthy relationships, emotions and letting go create a culture where families forego short-term gain in favour of long-term relationships based on faith. Working with family businesses for the last three decades, I observed that business never fails, it’s the family's failure in trust and relationship and as a reaction business fails. However, on the other hand, too much trust leads to situations where individuals are tempted to misuse the resources. Family members should learn to respect differences in values, opinions and lifestyles, especially in a multigenerational family business, where family members have different personal beliefs, workings, education, and cultures. Next Gen inherited ownership along with the past experiences and complexities in family relationships. A child sees the world of their family through the eyes of his/ her mother and elders in the family and creates a blueprint for their future relationship. A family that has open communication, willingly discuss the undiscussable and clarifies all doubts in family council on a time-to-time basis can sustain long term. Next Gen should respect the past and create the future for healthy relations and business. If there have been family tensions in the past, acknowledge them and try to solve them and if you cannot solve them, manage them respectfully without affecting to other person’s feelings. Family beyond first generation seek each other’s attention, approval and support for better management of family and business. A formal platform of decision-making is needs to be created for sustainable business, where non-family executives can contribute equally to the betterment of the business. Leaders should understand the needs, wants and emotions of others, and respectfully respond to them rather than react. When there are differences that lead to conflict in the family, it’s tempting to blame other members. Instead, consider what you can do to improve relationships and communications. Gradually, you’ll move towards family harmony and business strength. Finally, family businesses can build trust through transparency, capability and communication. Once trust is built, it must be verifying time to time through formal governance processes for the generational success of the family business. About the Author: Hitesh Shukla is a Professor and Family Business Therapist at Saurashtra University, Rajkot in India