Allied Vehicles are pleased to announce the latest acquisition in exciting plans for growth for the north-Glasgow based business. Allied Autocare and Fix Auto Glasgow North are two brands in the Allied Vehicles Group, repairing vehicles through the largest independent bodyshop in Scotland. Allied Vehicles are expanding their bodyshop offering into the north-west of England through the acquisition of Fix Auto Wigan. It's hoped the purchase will help bring Allied Vehicles headcount of employees to nearly 750 across the group. The move signals a programme of expansion for the Scottish repairer with owner Gerry Facenna stating the purchase was the first of several planned over the next three years. The sale includes the two main units that totals 17,500sq ft of bodyshop workspace and the additional 7,500 sq ft purpose-built bodyshop opened in March 2019 as the company’s dedicated smart repair centre that also houses its alloy wheel refurbishment facilities. Shortly after securing the sale Gerry, said: “These are certainly exciting times for the industry as a whole and for our business. After 30 years repairing cars in Glasgow where, I am extremely proud to say, we have built one of the largest bodyshops in Scotland, the time is now right to expand our business and explore other avenues." “Andy has run an extremely tight ship, the business is in a great place and is ideally placed for further investment and expansion. It really is a perfect acquisition.” Ian Pugh, Managing Director for Fix Auto UK, added: “We are so delighted Gerry and his team have stepped in and taken Fix Auto Wigan over and kept it firmly within the Fix Auto UK family. Anyone who knows his business will know it’s a colossal organisation with several world class divisions to it. Gerry’s decision to invest and expand his own repair footprint is truly exciting, not just for Fix Auto UK but for the industry as a whole.” Fix Auto Wigan has been bought from previous owner, Andy Sankey, who will continue the day-to-day running of the site, reporting directly into Fix Auto Glasgow North's General Manager, Ronnie Stewart. Said Andy: “I have dedicated a huge part of my life to the business and fulfilled my personal ambition of owning my own repair centre. But, the time is now right for me to spend more time with my family, especially my grandchildren. Thankfully, while I’m still going to be helping to manage the day-to-day running of the site, my arrangement with Gerry and Ronnie will hopefully give me that much needed time.” Andy concluded: “What has been absolute paramount to me has been to safeguard my team and to ensure the business remains part of the Fix Auto UK network. I know the business and each and everyone who works within it is in the safest of hands thanks to Gerry and his team. It really is a new chapter for Fix Auto Wigan.”

Working at height specialists from Arco Professional Safety Services abseiled down the lastminute.com London Eye with BBC Breakfast presenter John Maguire to give the iconic attraction a fresh coat of paint on the first day of spring. Positioned high above the capital, the Arco team worked at heights of 68m from the hub of the London Eye to help safely carry out the abseil and painting on live TV. The team had to utilise a range of work at height kit to ensure safe access and egress, including fall arrest lanyards, work positioning systems and personal suspension (abseil) equipment. The full paint refresh, which takes place every three years, requires around 5,000 litres to cover the entirety of the 135m high observation wheel - roughly the equivalent of painting 1,660 cars. Taking a team of eight painters working five nights a week for six months, this iconic London landmark requires a staggering 9,360 hours of painting maintenance to look its best. The Arco team consisted of Steve Dawson, work at height training manager, and Level 3 IRATA (Industrial Rope Access Trade Association) training instructors Pete Hancock and Chris Fricker. Steve Dawson said: “The London Eye has been a great partner of ours for the past 20-25 years and it was a pleasure to work with the team on this event to showcase a British landmark and ensure it was carried out safely and securely." “This event showcases the truly bespoke offering that we are able to deliver at Arco and demonstrates the strength and breadth of expertise within our team.” Arco Professional Safety Services covers a complete range of safety solutions, including working at height, confined spaces and respiratory services visit here for more information.

More than 160 JCB employees will put their paddling skills to the test at the weekend for a charity event which is set to raise at least £20,000 for the company’s NSPCC Appeal. They are set to take to the waters of the lake at Trentham Gardens on Saturday in a fleet of nine dragon boats watched by hundreds of supporters. The fundraiser is the initiative of JCB employee Robert Canning, aged 34, of Trentham, Stoke-on-Trent, who is also Chairman of Trentham Canoe Club. Seasoned paddler Robert said: “All the teams have had one practice session and even though the course is only 200 metres long, it is going to be a tremendous work out for everyone as well as lots of fun. One of the biggest challenges for everyone taking part will be ensuring they paddle in unison with one another and go in a straight line! Whatever happens, the weather is set fair, and we are really looking forward to a fantastic day.” Competitors will participate in two heats, with the fastest two teams going head-to-head to compete for the winner’s trophy at around 4pm. Among the nine crews bidding for glory will be a team of JCB Directors. Originating from the Far East, dragon boating involves single blade paddling in a boat of up to 18 paddlers including one who acts as a drummer to help the team maintain timing with the beat of a drum. In addition, each boat has a helmsman to help maintain a straight course. Money raised at the event will go towards JCB’s £2 million appeal to support the work of the NSPCC in Staffordshire. The appeal is the biggest fundraising drive in JCB’s history and will culminate in 2025 when the company celebrates its 80th anniversary – and 40 years of support for the UK’s leading children’s charity. The NSPCC helps to keep more than a million children safer through its work with schools, national helplines, and specialist centres such as Carole House in Newcastle-under-Lyme, which was named in honour of Carole Bamford. It was through Lady Bamford that the NSPCC originally became JCB’s nominated charity, with millions of pounds raised over the years.

St Austell Brewery has signed a new 10-year deal with fellow Westcountry drinks brand, Thatchers Cider. The two companies have been working in close partnership since 2002. As part of the new, long-term strategic deal, St Austell Brewery will stock Thatchers cider in its managed pubs, from the Isles of Scilly to Bath. Thatchers will also continue to be a key drinks partner for publicans across the company’s 122-strong leased and tenanted estate. As the South West’s leading wholesale drinks distributor, Thatchers brands are also widely available to St Austell Brewery’s 3,000+ free trade customers across the region. Kevin Georgel, Chief Executive, St Austell Brewery said: “We’re delighted be continuing our longstanding partnership with Thatchers by signing this new 10-year deal. It’s a fellow family-owned drinks company, which shares many of our values." “Working collaboratively with other businesses in our region, and building strong long-term relationships, is something which has always been important to us. It’s fantastic to continue supporting one another by growing Thatchers’ Westcountry distribution whilst bolstering our drinks portfolio and cider offer for pub guests and wholesale customers.” Martin Thatcher, fourth generation cider maker, said: “Working in partnership with St Austell Brewery just makes sense; we share our values, roots and commitment to giving customers a great experience. This 10-year deal, which may seem short in comparison to the combined 292 years of family expertise our companies have, is a testament to our shared commitment to collaboration and sustainability. We look forward to raising a glass in a St Austell pub to celebrate!” Thatcher’s cider has been made on Myrtle Farm in Somerset since 1904. A family business just like St Austell Brewery, they’re on their fourth generation dedicated to its craft with a fifth already learning the craft. St Austell Brewery was founded by Walter Hicks in 1851. It remains an independent, family-owned business 172 years later. The company’s range of award-winning beers - including Tribute pale ale, Proper Job IPA and korev lager - are available in pubs and supermarkets nationwide. The business owns over 160 pubs, inns, and hotels across the West Country - including managed houses and leased and tenanted sites. It also operates two breweries, in St Austell and Warmley, near Bath.

There were more than 2500 visitors through the gates of a Meon Valley farm to meet its newest bundles of joy. Visitors flocked to Westlands Farm Shop for its lambing days - an annual four-day springtime event much-loved by families across Hampshire and beyond. Despite the muddy conditions, guests donned their wellies to greet and cuddle the newest additions to the Westlands flock of Romney sheep. The event provided a unique opportunity for children to witness farming in action and learn about the lambing season first-hand. There was also face-painting, a bouncy castle and a barbecue grill. Kayleigh Collett of Westlands Farm Shop said she was delighted to see another great turn-out for the lambing days. She added: “We had so many messages this year asking when our lambing days would be returning - it’s always been a really popular event and I was so pleased to see so many visitors once again this year." “Being aware of local agriculture and food production is so important for children. We like to use these days as an opportunity for learning and seeing farming first-hand.” One visitor said: “We had such a fantastic time at the lambing event and our children are already counting down the days until next year! It was so lovely to see them have such a close encounter with the lambs.” Westlands Farm Shop is based in the Meon Valley and offers a range of locally sourced groceries and gifts as well as its own butchery.

Chris Harris admitted it was the most “insane” two minutes of his life after getting a race win for his team…just seconds after jumping out of his van! The three-times British Champion was caught in a FOUR-HOUR traffic jam on the M6 as he travelled from his home in Rugby to Glasgow’s home circuit at Ashfield Stadium. He is scheduled to take part in the opening race for his Tigers team and roared into the stadium as the riders were almost ready for Heat 1 on Friday night. Harris, 41, jumped out the back of his van in his racesuit and helmet on, got on a borrowed bike and went straight onto the track. He then passed both opposition riders from the Edinburgh Monarchs to win a maximum race win with team-mate James Pearson! The video of his remarkable exploits has gone viral on social media with over ONE MILLION views. Harris, nicknamed ‘Bomber’, admitted: “I think that was the most insane two minutes of my life. Someone told me that when I crossed the finish line to get a 5-1 with James Pearson, I had only been in the stadium for 120 seconds!" “It had come after the most stressful afternoon of my life, that’s for sure. I left home at 10.30am but we got stuck on the motorway. Suddenly as time went on we realised time was running out. We did two miles in three hours on the M6. I had to be in Glasgow for 7.30pm at latest for the first race. The sat nav was then saying arrival in Glasgow for 8pm." “However we thankfully got clear of the traffic and the estimated time came down. I told the team boss Cami Brown and he said we’d try to go for it and get me in Heat 1. I got changed in the van, I was sitting in my racesuit and helmet ready for the last few miles!" “My team-mate Steve Worrall had his bike ready for me to jump on. We arrived just about 7.45pm, I got out the back of the van, on his machine, and then managed to get past the Edinburgh boys to join James for a 5-1." “To get a race win like that on a borrowed bike I’m not used to was quite special. I’d like to thank Steve for being so helpful. To be honest, it was a really horrible feeling. I was thinking I was going to let my team and fans down and miss the meeting. I hate being late as it is, I’d rather be five hours early. So I was just relieved in the end.” After all the drama, the meeting was eventually RAINED-OFF after six heats following a torrential downpour of rain. The result doesn’t stand and the meeting will need to be re-staged. So the remarkable race against time by Harris didn’t even count in the end! He added: “That was just typical I guess. Next time I might even leave home even earlier just in case!”

New research from Advania, a leading Microsoft partner, reveals that IT complexity is hampering the progress of mid-market organisations in harnessing the full potential of new technologies. The vast majority, 81%, struggle to scale, update and future-proof their underlying tech stacks in the era of Artificial Intelligence (AI). This independent study by Censuswide, is the largest of its kind, surveying 966 mid-market IT decision-makers across organisations in the UK, Sweden, Denmark, Finland, Norway and Iceland. A significant portion, 98%, acknowledge IT Complexity issues in their current tech stack, such as: Limited understanding of AI’s potential for their organisation Existing technical debt and confused budget spending Net-Zero knowledge gap Limited Understanding Of AI's Potential A third of the mid-market organisations surveyed, 33%, believe they cannot future-proof their tech because of a lack of knowledge in AI. Even including those who don’t feel they lack AI knowledge, a staggering 81% feel unable to grasp the transformative potential of AI for improving their operation’s productivity. Only 16% can see how AI could help them build the long-term technical skills needed for revenue growth. This suggests most mid-market organisations have not developed a strategy for AI integration. Business leaders need knowledgeable technical partners, not only to help them successfully implement and adopt AI technology, but to envision the benefits AI can make for their organisations and support them in making the right choices for their business needs. Many are unaware of the power of embedded AI solutions such as Microsoft’s Generative AI virtual assistant, Copilot for Microsoft 365. These AI solutions require minimal technical configuration, allowing business leaders to focus on driving adoption and usage in add real value to their organisation. Existing Technical Debt & Confused Budget Spending A key complication for the mid-market is Technical Debt, the burden of work required to upgrade existing IT systems. When asked how they prioritise and remove technical debt, over half, 57%, of mid-market organisations admitted they don’t regularly review and replace legacy systems. One in four also take a reactive approach to IT, waiting for issues to occur before they act. Ignoring tech debt worsens the impact and solution. It will inevitably cost more to fix later. Within mid-market organisations, siloed teams can suffer from a lack of concrete guidance on where to invest fragmented budgets, resulting in confused or incohesive spending on technology. Budget constraints are a clear barrier to innovation. Nearly a third, 30%, of mid-market organisations cite limited budget as the reason for their outdated technology infrastructure. However, when asked what they spend today versus what they would spend with an ideal budget, they would make the same decisions again, signalling that their priorities are right but that they lack the funds and don’t know where is best to allocate budgets to solve IT complexities. Mid-market organisations, with a finite budget, require assistance in prioritising their spending to effectively repay technical debt, which can act as a barrier to AI exploitation. Conversely, integrating AI can also contribute to the repayment of this technical debt. However, only 16% of mid-market organisations recognise building the technical skills needed for long-term growth as a key impact of integrating AI, leaving many unable to see or understand the benefits. Net-Zero Knowledge Gap Finally, Net Zero commitments mean organisations cannot operate in a vacuum. They need to be aware of the effect of IT decisions on society’s sustainability goals. Budget pressures and IT complexity impact wider strategic organisational goals such as achieving Net-Zero. Mid-market organisations must face the Net-Zero challenge too far on top of maintaining flawless everyday IT operations. The interest is there, with a third of respondents having shifted to the cloud to reduce emissions, and one in four opting for Net–Zero cloud providers. Most are struggling to make progress however, as two- thirds, 66%, admit there is currently no internal education about the environmental impact of their tech stack. Nick Isherwood, Chief Information Officer, Advania, says “The mid-market is smart and competitive, yet IT complexities act as significant roadblocks to them. Many just focus on one-time fixes when there are problems, but don’t recognise the need to be set up for constantly evolving circumstances." "The mid-market simply does not have the luxury of large IT departments and unlimited budgets to resolve these issues. This leads to them not being able to focus on other priorities like AI and Net-Zero, they’re distracted by their IT complexities. They follow official guidance on how much they should budget for cloud services, for example, but one size can’t fit all." "Organisations need to consider their specific needs, the market they play in, the contextual threats they face, and flex their budgets accordingly. That’s where we add the greatest value.”

Although economic activity has picked up since the start of the year, the outlook remains weak by historical standards. GDP growth is forecast at 0.3% in 2024, accelerating to 0.9% in 2025, with longer-term economic growth expected to reach just 1% this decade, according to KPMG’s latest UK Economic Outlook. Headlines Economic performance has slightly improved, but structural headwinds will constrain growth. Weakening inflationary pressures should put the Bank of England in a position to begin cutting interest rates from the middle of the year. Narrow path to recovery in activity; the upcoming general election could prolong the uncertainty for businesses and delay investment decisions. Inflation is expected to return to its 2% target in the first half of the year, which should pave the way for interest rate cuts from the summer. Interest rates are forecast to fall by 100 basis points this year, settling at 3% in the second half of 2025. Falling interest rates could spur partial recovery in liquidity conditions, with accumulated ‘dry powder’ aiding a bounce-back in private equity deals. However, the deterioration in access to finance pre-dates the current interest rate cycle and funding costs are expected to remain above earlier lows. So, while short-term recovery in liquidity conditions is on the cards, longer-term issues may be more persistent. There are ongoing signs that the labour market is softening, with employers hesitant to commit to new hires. However, a lower participation rate - due to adverse population trends and a larger proportion of the population actively choosing not to look for work - could leave the supply of labour relatively low. Pay growth is expected to ease but to outstrip inflation, at 4.5% in 2024 and 3.7% in 2025, according to KPMG’s latest projections. Yael Selfin, Chief Economist at KPMG UK, commented on the report: “The UK economy is recovering from the shallow recession registered in the second half of last year. Business surveys are consistent with a reacceleration of growth, households are rebuilding their purchasing power, and consumer confidence is expected to bounce back. However, persistent weakness in the economy’s supply potential will prevent growth from exceeding 0.2-0.3% per quarter.” The fall in house prices may have already bottomed out, but higher borrowing costs and expectation of lower rates are likely to keep housing transactions at low levels, as potential borrowers delay purchases in anticipation of better deals. Nonetheless, the fall in house prices turned out milder than expected, at around 4% from peak to trough. This could help support the housing wealth of homeowners, restoring confidence and fuelling growth in consumption. KPMG forecasts household consumption rising by 0.5% in 2024 and 1.5% in 2025 in real terms. Meanwhile, looser financial conditions and lower interest rates are the main factors driving stronger investment growth. While investment is forecast to see a minor fall of 0.1% during 2024, a recovery is then is expected to take hold in 2025, reversing this decline with growth of 0.3% that year. Yael concludes: “Demand remains the main source of concern for many businesses, as they put hiring decisions on hold and reconsider investment plans." "The upcoming general elections, both at home and among the UK’s main trading partners, compound the uncertainty surrounding future tax and trade policies within an already fragile geopolitical landscape. Those adept at navigating these challenges stand to gain the most from seizing the first-mover advantage.”

Bechtel and the American Foundation for Suicide Prevention have announced a new, multiyear partnership dedicated to saving lives in the construction community lost to suicide. Bechtel’s $7 million dollar commitment to the American Foundation for Suicide Prevention will provide critical resources and programming to 500,000 US construction workers over the next five years. Bechtel and the American Foundation for Suicide Prevention (AFSP) today announced a new, multiyear partnership dedicated to saving lives in the construction community lost to suicide. The initiative was unveiled this morning in Washington, D.C., at an event focused on raising awareness, educating stakeholders on this crisis, and beginning to build a coalition to prevent construction worker suicides. The new partnership will reach 500,000 US construction workers over five years through industry-specific programs and resources developed by Bechtel and AFSP. The $7 million, five-year commitment to AFSP to fund the effort is the largest-ever pledge received by AFSP and the largest single donation ever made by the Bechtel Group Foundation. “This is the start of a long-term, sustained effort to lift up the whole construction community. We want to see mental health become as much of a priority as physical safety in our industry,” said Brendan Bechtel, chairman and CEO of Bechtel. “It’s our belief that addressing suicide in construction is as vital as wearing a hard hat on site. This is the next frontier in taking care of each other.” The construction industry has one of the highest suicide rates of any profession in the US. In fact, the number of suicides in the industry is nearly five times higher than the number of lives lost in jobsite safety incidents, according to data from the Centers for Disease Control and Prevention and the US Bureau of Labor Statistics, respectively. The initiative will leverage Bechtel’s industry knowledge and reach in combination with AFSP’s expertise in research, education, and effective prevention strategies, as well as its national network of local chapters. Bechtel welcomes participation from others in the industry, as this partnership forms a construction working group and a first-ever senior advisory council to help guide the effort. “We know we cannot meet this challenge alone. Real change will take all of us. We want to build an industry-wide effort, and we are actively encouraging others in construction to join us,” added Brendan Bechtel. “The partnership with Bechtel is the first of its kind for AFSP, and we are thrilled to be collaborating with an industry leader that is focused on improving the mental health of the construction industry as a whole,” said Robert Gebbia, CEO of AFSP. “We’re excited to be building a team within AFSP dedicated to this important initiative aimed at reaching thousands of people in need and preventing suicide.” “All of us who work in construction have seen gains in physical safety that were once unimaginable, become the standard for success,” said Sean McGarvey, president of North America’s Building Trades Unions, who also spoke at today’s event. “It’s time to bring the same mindset, resources, and innovation to the issue of mental health and suicide prevention.”

Small and medium UK businesses are being held back by a reluctance to adopt new technologies, experts have warned. Experts from TelephoneSystems.Cloud have warned that the future of many SMEs is at risk after recent technological changes across the wider business sector. They warn that thousands of small and medium sized UK businesses are struggling to adapt to these changes with many finding their businesses are struggling as a result. Now the experts are encouraging SMEs to come to terms with their technophobia and to adopt new innovations such as cloud and VOIP technologies. Those failing to evolve with the digital landscape are losing out on valuable business because of their fear of change and reliance on outdated systems. Communications experts say that fear of new technology is still deeply rooted in many leaders who are deterred by a lack of in-house tech knowledge and resistance to intimidating change. Juliet Moran, from TelephoneSystems.Cloud said: “Technology may seem scary, but decisions should never be based on what leaders are comfortable with. Rather, the decision to change should be based on what will most benefit a company, aka the effectiveness of a system for operations, efficiency, and profitability." “The business owners that have seen earlier technological opportunities have had the advantage of accessible and streamlined systems and are now taking huge strides." “It can be used for many benefits, including expanding customer base, improving internal and external services, minimising admin, optimising markets, and streamlining communication threads." “There was once a time when people only shopped on the high street and watched films on video cassettes, but with time these industries have transformed, and the companies that didn’t adapt and embrace the change were left behind." “This will be the case for SMEs failing to keep up because new technology has been proven to revolutionise business operations." “Being on the wrong side of the digital divide will only continue to have negative implications for businesses as success continues to balance on their ability to modernise.” Whilst over 50% of SMEs have accelerated their digital transformation in recent years, those failing to adapt are now falling behind. Research has revealed that 48% of SME leaders still lack a clear tech investment strategy. The success of markets like cloud computing in recent years has demonstrated that technology can be used within businesses to reduce costs while improving overall efficiency and productivity. The public cloud computing market is estimated to reach over £533 billion in 2024, as more businesses realise these technologies make work easier and more cost-effective, not harder, and more expensive. In spite of this, there are still myths within traditional workplaces that concepts like “cloud computing” are too complex, and they’d rather stick to what they know best. Fear of change and a lack of technical knowledge is now incredibly destructive for a business. Without innovating with technology, UK businesses will fall behind. Finding technology partners that can help assist with the continual change can be really helpful for the SME business. It is important to understand that today, nothing is static with technology. Businesses need to embrace the idea of continual change and innovation, overcome fear, and build it into their way of working.

The CEO and Chairman of a family business play distinct yet interconnected roles within the organisation, shaping its governance and strategic direction. The CEO, or Chief Executive Officer, is responsible for day-to-day operations, implementing strategies, and ensuring the company's overall success. In contrast, the Chairman focuses on the board of directors, governance structure, and long-term vision. The CEO, often a family member, is at the forefront of decision-making, leading the execution of business plans and managing the company's resources. This role demands a deep understanding of the industry, effective leadership skills, and the ability to navigate complex operational challenges. In a family business, the CEO often balances familial relationships with professional responsibilities, requiring a delicate blend of personal and strategic acumen. On the other hand, the Chairman presides over the board of directors, providing oversight and guidance. This role is crucial for maintaining a balance of power, ensuring ethical practices, and safeguarding the interests of shareholders. While the Chairman may also be a family member, their primary focus is on governance, strategic planning, and risk management. One key distinction lies in the temporal scope of their responsibilities. The CEO is immersed in the day-to-day affairs, tackling immediate issues, and steering the company toward short-term goals. In contrast, the Chairman adopts a more future-oriented perspective, contemplating the organisation's trajectory, succession planning, and sustained growth. Conflict resolution is another aspect where their roles diverge. The CEO often deals with operational disputes and management challenges, striving for efficiency and profitability. The Chairman, however, addresses governance-related conflicts, ensuring that the board functions cohesively and aligns with the company's long-term vision. Succession planning is a critical area where the roles intertwine. Both the CEO and Chairman contribute to developing a robust plan for transitioning leadership within the family business. The CEO focuses on grooming potential successors within the operational realm, while the Chairman oversees the broader governance aspects, ensuring a seamless transition that aligns with the organisation's strategic goals. In conclusion, the family business CEO and Chairman serve complementary yet distinct roles. The CEO is the operational leader, steering the company through daily challenges, while the Chairman focuses on governance, long-term vision, and board oversight. Balancing these roles effectively is essential for the success and sustainability of a family business, especially when familial ties intersect with professional responsibilities.

An entrepreneur who became a mother at 16 and has overcome major financial and domestic hurdles is now head of a multi-million pound company. Hampshire’s Charisse Smith launched CMe Media in 2014 and is poised to celebrate its 10th anniversary. She appointed her mother Belinda as Financial Director in 2015 and recently hired her eldest child Jack as Business Development Manager. Located at the Fareham Innovation Centre, CMe has grown to a team of 18 and boasts clients who are local, regional and national. The company specialises in media buying and providing creative, digital and complete marketing support. While the brand CMe is almost 10 years old, the new business CMe Automotive has just celebrated its first birthday. Charisse, 41, a mother of three, is optimistic about the company's expansion in the coming year, with plans to grow her team. She said: “A decade ago, I faced some of the toughest personal challenges and struggled from the impact of the 2008 financial crisis when I lost everything I had worked for." “By then I had a second child so the level of responsibility increased and survival mode kicked in. I needed to provide financial security for my two children forever. It was then I launched CMe Media from my dining room table and regularly worked through the night to get things off the ground." “As we approached our fifth year I was pregnant again and chasing a large contract and on the way home from an important boardroom meeting had my third child who was premature. It led to a month of juggling business and being a mum from the neo-natal intensive care unit at Queen Alexandra Hospital in Portsmouth." “I watched the lines on my daughter’s life support machine move up and down for a painful touch-and-go 41 days. Just as I thought I could start to think about reducing my hours and adjust to looking after her whilst she remained wired up to oxygen, we were faced with the Covid-19 bombshell." “CMe suffered a dramatic loss of £500,000 in billings in five days and we were owed hundreds of thousands of pounds that businesses were unsure if they could pay." “This was one of the biggest tests of my mental health and strength in my life but working with clients and partners we came through it, diversified and created a new future.” Charisse puts her journey from a 16-year-old mum to a successful business owner down to ‘a need to survive’. She added: “After having my first child I started work at a scuba diving magazine selling advertising - I rollerbladed to work. I then broke into the automotive advertising sector working for Wave 105." “I had great managers there and they taught me a lot which I’ve relied on to grow CMe into what it is today. We have had a decade of success despite Covid and my aim is to continue to grow the company and the team.”