Gordon Bateman wanted to build something that felt a bit more useful. After decades of working alongside fast-growth companies, founders, and investors, he launched ClimbUK to skip the corporate fluff and focus entirely on the messy reality of running a business.

Now entering its fourth year, the platform’s flagship festival, Climb26, is returning to the Royal Armouries Museum and Leeds Dock on 1st and 2nd July. Instead of predictable corporate panels, the event brings together thousands of entrepreneurs, operators, and investors to share practical, honest lessons from the trenches. Many of the speakers are purposely chosen because they are just a step or two ahead of the audience, making the advice completely relatable and actionable.

The two-day festival is explicitly designed to tackle some of the toughest, unvarnished challenges in the UK startup landscape, from the fact that all-female founding teams still secure just 2% of venture capital funding to the massive geographic imbalance that sees most investment concentrated in London and the South East. Across 40 workshops, pitch sessions, masterclasses, and curated networking hubs, the goal is simple: create real, casual spaces for meaningful connections.

We sat down with Gordon to chat about the driving frustration behind the event, what happens when a founder accidentally becomes their own biggest bottleneck, and why he believes business is ultimately about trust and human chemistry.

Q: Every founder has a “lightbulb moment” where they realise the current market isn’t working. What was the driving frustration or gap in the market that compelled you to step up and launch ClimbUK?

A: The frustration was that I kept seeing brilliant founders and businesses outside London who simply did not have the same access to investors, networks, visibility and practical support.

After 30 years working with founders, business leaders and investors, I knew the talent was there. The ambition was there. The quality of businesses was there. But too often, the access was not.

At the same time, I felt the traditional business event model was not really solving the problem.

There were plenty of events with big stages, big-name speakers and big crowds, but founders were telling us that they often left exhausted, without meeting the people they actually needed to meet.

ClimbUK was created to do something different: to bring the right people together in a curated, practical and outcome-focused way. Not just to inspire founders, but to help them make useful connections, learn from people who had real experience, and leave with something they could actually use to grow their business.

Q: We often hear about the massive economic pull of London and the South East. In your experience, what are the unique advantages and untapped potential of regional business hubs like Yorkshire that national investors frequently overlook?

A: Don’t get me wrong, I am delighted that the UK is the 3rd largest Venture capital market in the world, and whilst we often hear that London still commands roughly 60% of total UK investment value, accounts for around 47% to 54% of deal volume, and is home to around 80% of UK VC firms…

Perhaps what people don’t talk about quite as much is that whilst London still attracts the largest cheques, early-stage deal counts are becoming more distributed.

Nearly half of all VC-backed businesses in the UK are now based outside London, which means the regions are full of start-ups raising smaller, earlier-stage rounds.

The opportunity around regional university spin-outs is also one of the most dynamic areas of growth in the UK venture landscape.

But the structural challenges are real.

Q: Building a business ecosystem from the ground up requires tackling systemic issues. What do you believe is the single biggest barrier facing ambitious UK entrepreneurs today when it comes to accessing vital investment and networks?

A: Perhaps this is a bit controversial, but I believe that the biggest barrier is not always the absence of capital; it is access to the right people at the right time.

Many founders do not know which investors are relevant to them, how to approach them, how to position their business, or what they need to prove, before they are genuinely investable and transactable.

At the same time, many investors do not have enough visibility of strong regional opportunities.

That creates a gap on both sides.

Founders can spend huge amounts of time chasing the wrong investors, while investors miss businesses that could be a very good fit. The result is frustration, wasted time and slower growth.

That is why curation matters. It is not enough to just put people in a room and call it an ecosystem. You have to understand who needs to meet whom, why that relationship might matter, and what needs to happen before, during and after that introduction to make it valuable.

Q: When business leaders look for guidance, they are often met with high-level theory rather than practical reality. Why do you advocate so strongly for peer-to-peer learning and sharing honest, raw lessons from the trenches?

A: We recognised that there are many events, perhaps too many, that follow the same format: professional speakers, polished keynotes, sector predictions, big economic views and personal success stories.

There is nothing wrong with those events:

A keynote on the “steps to building a billion-dollar business” can be interesting.

A celebrity founder or influencer running around the streets interviewing billionaires can be entertaining.

A high-level view of the economy can be useful.

But founders need more than inspiration, they also need practical advice, honest insight and real tools they can take away, implement and use to grow.

We don’t grow businesses in theory. We are in the real world, where things are messy, fast-moving and often uncertain.

From speaking to thousands of founders, they tell us that what they really value is hearing from people who have been through the difficult moments: raising money, losing customers, hiring the wrong people, restructuring teams, entering new markets, managing cash, making mistakes and finding a way through.

Peer-to-peer learning also creates trust. A founder is far more likely to open up about a problem when they are speaking to someone who understands the pressure and has faced similar challenges.

That is why ClimbUK is built around practical insight from experienced entrepreneurs, investors, operators and specialists. Inspiration matters, but it has to be connected to action.

Founders need ideas they can take away and implement, not just polished stories that sound good from a stage.

Q: As the CEO of an organisation dedicated to helping others scale, what is the most critical hurdle you see business leaders face when trying to transition from a small startup to a high-growth operation?

A: I can say this from my own experience and my own admission – the founder CEO syndrome, where we get in the way. Where we become the bottleneck to decision making, and where our “Why” can get in the way.

In the early stages, a business is driven by the founder’s vision, relationships, resilience and ability to get things done. That can take you a long way, but it cannot scale indefinitely.

At some point, the business needs stronger systems, better leadership, clearer roles, deeper management capability and the right people around the founder.

As a founder, you have to move from doing everything to building a team that can execute without everything running through you.

That transition is often really difficult because it requires letting go.

Yes, it also means hiring better than yourself, creating accountability and building culture deliberately rather than accidentally. We have all read it in a book, heard it on a stage or been taught in an accelerator programme, and most founders I know do try to do that from the start.

The hard bit is knowing when the right time is, and having the emotional intelligence to move. This is particularly hard if you are building a business based on passion and purpose.

Q: Technology is rapidly reshaping how we network and manage operations. How do you approach integrating modern tech tools into your business strategy without losing the core, irreplaceable value of genuine human connection?

A: As you can imagine, having spent over 30 years helping businesses design, build and retain high-performing teams, the importance of having the right people in a business is at my core.

I therefore see technology play a critical part as an enabler, not a replacement for human connection.

At ClimbUK, we are using the latest technology to make the human experience better. For example, “Climb Growth Score” (which we have launched for Climb26) will help founders understand where they most need support and connect them with the most relevant sessions, investors and growth partners.

Our investor matching platform is designed to make introductions more targeted and useful.

And most recently, our new “Climb Insights” platform, built on the latest AI harnesses technology and will help investors, ecosystem builders, policymakers and support organisations access current, practical intelligence to improve speed and quality in decision making.

But the real value still comes from trust, conversation, judgement, chemistry and relationships. Technology can help identify the right people, reduce friction and improve decision-making, but it cannot replace the moment when a founder sits across from someone who understands their business and can genuinely help them move forward.

The best use of technology is to make those moments more likely and more productive.

Q: Reflecting on your own journey as a founder and leader, what is the most valuable lesson you have learned about building a resilient, high-performing team?

A: Obviously, this is where I do have genuine domain expertise, and I could write a book on it, so I will just pick a couple of areas

High-performing teams are not built by simply hiring impressive people and hoping they work well together. You need alignment, trust and shared standards. Teams need clarity on what matters, honesty about where the business is going, and a culture where people can challenge each other without politics or ego getting in the way.

When things are difficult, people need to know that they are part of something meaningful, that their contribution matters, and that the people around them will do what they say they are going to do.

I have also learned that leaders have to be very deliberate about the environment they create. You get the behaviour you tolerate, and if you want a team that is ambitious, generous, accountable and resilient, you have to model that consistently and make sure the people around you believe in the mission, not just the job.

As an example:

We know from experience that the final few weeks before the ClimbUK festival are the most intense and stressful of the year for us.

The deadlines are immovable, and everything feels as though it sits on the critical path. Some of the work we are doing now may feel like small changes and may not have the excitement of the bigger strategic tasks we were focused on in previous months, but these final details are critical to the success of the event.

Add to that the fact that we are working incredible hours, we are all tired, we are all passionate about making this the best ClimbUK event yet, and we are all highly capable people who care deeply about getting it right.

That is why, in meetings, calls and day-to-day conversations, we need to keep coming back to the shared goal. We should be able to challenge each other, speak directly and have robust conversations, while always remembering that they come from a place of respect, trust and commitment to the same outcome.

Q: If you could sit down with an ambitious entrepreneur who is just starting on their growth journey today, what is the one piece of definitive advice you would give them to accelerate their success?

A: Here, I am not the expert. Our job is to help founders get access to the very best support. So my advice would be: Be very clear about who you need around you.

Most founders focus heavily on the product, the pitch and the funding, and of course, those things matter. But the speed and quality of your growth will often be determined by the people you surround yourself with.

Only yesterday, I was talking to a very successful entrepreneur turned investor, and he explained this in very simple terms. What investors look for (because they know what makes a good business) is, in this order, – People, market, product.

That means the right co-founders, team members, investors, advisers, mentors, customers and peers.

I would add that you need people who will challenge you, open doors, tell you the truth, and help you see around corners. Not just somebody you already know, you need to be intentional about it:

Work out what you need next, who can help you get there, and how you can build relationships that are genuinely useful on both sides.

The founders who move fastest are usually the ones who build the strongest support system around them.

Pregnancy loss is a topic close to home for me, too. Having experienced three consecutive miscarriages, I know how complex the grieving process can be, and how difficult many women find it to open up about first-trimester loss. For pregnancies that follow a loss, the usual excitement can be clouded by fear and anxiety. In this interview, Sam opens up about her journey through miscarriage and pregnancy after loss and how her experiences have shaped the way she supports others through Cocoon.

Sam Naughton on Navigating Pregnancy Loss and Mental Health

Can you tell us a little about your journey and what led you to start Cocoon?

My journey towards starting Cocoon wasn’t planned at all. I’d built a career I loved, had a busy family life with my husband Ben and daughter Ruby, and felt settled in who I was and where I was heading. Losing my baby changed everything.

When Willow died during early pregnancy, it forced me to slow down and really look at how unsupported women can feel through pregnancy, loss and anxiety. Cocoon came from a very personal place; it’s a business I created in response to my own experiences and the gaps in care I encountered when I needed support most.

How did your journey take you from your previous corporate career into what you’re doing today?

Before starting Cocoon, I was Head of Brand Communications at Yorkshire Tea. I loved my job and had invested years into building that career. After losing Willow though, my perspective shifted. I couldn’t return to that world unchanged. What mattered to me felt different, and I needed to create something that reflected that shift. Stepping away wasn’t easy, but it gave me the space to build a business that felt really aligned with my lived experience.

What experiences or moments in your life have shaped the way you approach supporting others through pregnancy and loss?

Living through both baby loss and pregnancy after loss shaped everything. Sitting in waiting rooms feeling terrified, grieving quietly while still parenting my daughter Ruby, and trying to protect my family while struggling internally, all stayed with me. Those experiences taught me how vulnerable these moments are, and how important empathy, time and emotional safety really are when supporting people through pregnancy and loss.

Could you share a bit about your experience with miscarriage and how it affected you emotionally?

My baby died at ten weeks, and emotionally it felt as though time stopped for me while the rest of the world carried on. Ben and I had already named our baby Willow and imagined where they would fit into our family, so the loss felt incredibly real and personal.

What I struggled with most was how miscarriage is often spoken about in clinical terms. For me, it was a bereavement. I was grieving a child I would never meet. Alongside the sadness, there was this shock and anxiety, often all at once. I learned very quickly how easy it is to grieve quietly when your loss doesn’t fit how people expect grief to look.

How did you cope with grief while still being present for your family and everyday life?

Life didn’t stop after Willow died. I still had to be a mum to Ruby and show up each day, even when things felt incredibly heavy. I focused on routines and getting through one day at a time, often putting my own feelings to one side so I could keep everything moving for my family. Looking back, I can see how much I was holding inside. I was coping by carrying on, but it was lonely, and I didn’t always feel there was space to say how hard things really were.

What advice would you give to partners, friends or family who want to support someone going through pregnancy loss?

Acknowledge the loss and don’t try to minimise it. You don’t need perfect words. Listening, checking in regularly and remembering important dates can mean so much. If parents have named their baby, using that name matters. Support shouldn’t disappear after the first few weeks; grief doesn’t work to a timetable.

How did your previous experiences with miscarriage shape how you approached later pregnancies?

Pregnancy after loss felt completely different. When I became pregnant again, fear replaced excitement. I didn’t trust my body, and every milestone felt fragile. Ben and I both carried that anxiety, trying to stay strong for each other and for Ruby. It showed me just how much emotional support is needed during pregnancy after loss, not just clinical reassurance.

What fears or anxieties did you face, and how did you manage them?

I was anxious about almost everything: physical symptoms, scans, appointments and the constant fear that something might go wrong again. I lived in a heightened state of alertness that was exhausting. What helped most was eventually talking openly about those fears and seeking support, rather than trying to manage them on my own.

What advice would you give to parents who are pregnant after experiencing loss?

Be gentle with yourself. Fear and anxiety don’t mean you’re ungrateful; they mean you’ve been through trauma. Seek support early, talk honestly about how you’re feeling, and remind yourself that you don’t have to navigate pregnancy after loss alone.

What inspired you to create Cocoon, and what kind of support do you offer for women and families going through loss or anxiety?

Cocoon was inspired directly by my own experiences. After everything Ben and I went through, I wanted to create a space that acknowledged the emotional reality of pregnancy and loss. We support women and families through fertility challenges, pregnancy, baby loss and anxiety. Alongside clinical care, we offer counselling, talking therapy, midwifery support and a calm, compassionate environment where people feel listened to and supported. We also work in partnership with the incredible Jane at Taking Baby Steps, who provides free talking therapy for those affected by baby loss, ensuring emotional support is accessible regardless of circumstances.

Why do you think combining clinical care with emotional support is so important for those dealing with pregnancy or fertility challenges?

Because the emotional experience is inseparable from the physical one. Fear, grief and anxiety affect how people feel, think and cope. When emotional support sits alongside clinical care, people feel safer, more understood and less alone.

Looking back, what would you say to anyone struggling to speak up about loss, trauma or pregnancy anxiety?

I’d say that what you’re feeling is valid, even if it doesn’t look how you expected it to. You don’t have to carry it quietly. Speaking up can feel frightening, but it can also be the first step towards feeling understood and supported.

I’m incredibly grateful to work alongside a dedicated, compassionate team at Cocoon, whose care and understanding make that support possible every day. Welcoming our son Alby into the world after loss has reinforced just how important that support is for families navigating these experiences.

To find out more about Cocoon, please visit www.cocoon-hgt.com

Starting with just seven members, FAB has rapidly grown its membership presence, representing some of Yorkshire’s most successful female-led businesses, with ambitious plans to support c.1000 business leaders with UK-wide expansion. We caught up with Samantha to explore her journey, the unique challenges facing female entrepreneurs, and how peer advisory is revolutionising the way women approach business leadership.

What inspired you to launch The Female Advisory Board in 2023, and how did your own experiences shape the vision behind it?

Having run my own businesses and worked in senior operations roles at high growth companies, I understood the unique challenges that come with female leadership in business. I experienced first-hand the isolation that can accompany being at the top – that loneliness of making difficult decisions without peers who truly understand the pressures you face. Throughout my career, I realised there was a profound need for more robust support systems specifically designed for female-owned and led businesses. I saw talented, ambitious women struggling with challenges that could be overcome through the power of shared experiences and collaborative support.

My vision for FAB was born from this realisation: to create an equal business landscape where female-led businesses don’t just survive, but thrive. I wanted to build something that would eliminate the barriers and isolation that many women face in business leadership roles. Having experienced the power of peer support in my own career, I knew that bringing together like-minded female business leaders could create something truly transformative. The goal was simple yet ambitious – to level the playing field for the global workforce, resulting in a stronger economy and society. I wanted to create a sanctuary where women could engage in open, honest dialogue and receive valuable advice from peers who genuinely understand their journey.

FAB is the UK’s first all-female peer advisory organisation. Why was creating a female-only space so important to you, and how has that focus impacted the way your members connect and grow?

The business world continues to underrepresent women in leadership positions, and I knew from my own experience that many female leaders struggle with isolation, especially those operating at the highest levels of their industries.

Women often face different pressures, different forms of self-doubt, and unique barriers that can only be truly understood by other women who’ve walked similar paths. I wanted to create a sanctuary where women could be completely honest without judgement about both the professional and personal challenges they face, something that might be more difficult in mixed-gender environments.

The impact of this female-only focus has been transformative for how our members connect and grow. The testimonials speak volumes – our members consistently mention the solidarity, the sense of “it isn’t just me,” and the safety they feel in sharing their vulnerabilities and challenges. One member perfectly captured it by saying that although their businesses and skillsets are very different, they all suffer similar challenges, fears, and bouts of loneliness. This shared understanding creates an environment where women can engage in open, honest dialogue and receive advice from peers who genuinely get it.

The female-only structure has fostered an alliance where members are fully invested in each other’s success, offering not just business advice but emotional support and friendship. This approach has created a positive environment where women can work on their businesses, not just in them, leading to remarkable results like one member achieving £350K growth in just one quarter after implementing suggestions from a FAB meeting.

One of FAB’s founding principles is helping to level the playing field. What systemic issues do you believe are still most urgent for female entrepreneurs in the UK?

I often get told, “Women don’t need coaching or mentoring, they just need money.” Now, yes, they absolutely do need money and sourcing investment/funding for a woman without a male on her founding or leadership team is incredibly and frustratingly very difficult. But this is just one out of so many challenges and systemic issues.

We hold inter-generational beliefs, going back circa six decades, that need unpicking. Women are far freer now than ever, yet there is still so much holding us back. We are typically the main caregivers; we are judged based on whether we do/don’t have children; we are judged on how we present and articulate ourselves that a man would never be.

We are brilliant leaders (typically servant leaders), which comes at a significant emotional cost to our wellbeing.  There is a constant battle to prove ourselves as the leaders we are, and we can struggle to get our voices heard in a room despite growing multi-million-pound businesses. Most importantly, we typically undervalue our self-worth and how much potential we actually have – when you support someone to realise their true value, it is very powerful and transformative.

The need for safe, supportive environments is a recurring theme in your work. What does a truly safe space look like in a business context, and why do you think it’s still so rare?

“Talking shop” is very private and personal. You need trust to be able to divulge information, and importantly, you need to know that there is no bias in a room of people whose sole intention is to hear you, understand you and give their advice and support.

A genuinely safe, supportive environment has several key characteristics. Leaders need to feel they can express controversial opinions without fear of retaliation or being judged. There’s psychological safety where they can admit mistakes, ask questions, and propose unconventional ideas without judgement. Communication flows openly in a room of people who know exactly what you are going through, and feedback is given constructively rather than punitively.

In practical terms, this means leaders model vulnerability by acknowledging their own uncertainties and errors. Leaders’ diverse perspectives are genuinely valued, not just tolerated, and there’s trust that confidential information will be respected.

The scarcity stems from several deep-rooted factors. Many business cultures still operate on outdated command-and-control models where admitting uncertainty is seen as weakness. There’s often a mismatch between stated values and actual behaviours.

Leadership development frequently focuses on technical skills rather than emotional intelligence and creating psychological safety. The pressure for quick results can override the patience needed to build trust. Additionally, many leaders haven’t experienced truly safe environments themselves, so they don’t know how to create them or where to find them.

Mental health challenges, particularly loneliness and mindset, are something you regularly see among female founders. How does FAB help members navigate those struggles?

Mental health challenges, particularly loneliness and mindset complexities, are absolutely something I see regularly among female founders, and it’s one of the core reasons I created FAB. When you’re leading a business, the responsibility sits squarely on your shoulders – every decision affects your team, clients, and personal life. For many female entrepreneurs, this isolation can quickly lead to overwhelm, self-doubt, and that crushing feeling of being alone at the top. The loneliness that comes with high-level decision-making is something that many leaders in business experience, especially those operating at the highest levels of their industries.

FAB directly addresses these mental health challenges by creating a trusted sanctuary where women can share the emotional load and feel genuinely supported. This solidarity is incredibly powerful for mental wellbeing. Through our monthly meetings and one-to-ones, members can work on their mindset and business challenges collaboratively, knowing they have a network of smart, experienced and empathetic women who will always have their back.

A 2023 survey by Simply Business found that 56% of small business owners have experienced poor mental health, with 22% reporting loneliness. What more needs to be done by both the business community and policymakers to support women’s wellbeing in entrepreneurship?

The business community must recognise that supporting female entrepreneurs isn’t just about equality, it’s about economic strength. We need more investment in female-led businesses, better access to funding, and crucially, recognition that women face unique challenges that require tailored support systems.

Policymakers need to implement policies that recognise the specific barriers women face in business, from childcare support to flexible working arrangements, and invest in initiatives that level the playing field.

We also need better representation in leadership positions across all sectors, because when women see other women succeeding, it changes what they believe is possible for themselves. Ultimately, we need a cultural shift where supporting women in business isn’t seen as a nice-to-have, but as essential for creating a stronger economy and society – because when women thrive in business, everyone benefits.

Many small business owners feel disconnected from government support. What is your perspective on the current relationship between small businesses and government, and where do you think improvements could be made?

The relationship between small businesses and the government is frankly broken, and as someone who works daily with female entrepreneurs, I see the devastating impact this has on our economy first-hand. The government has become a dirty word to most small business owners I know, and for good reason; the new legislation being introduced is creating employment issues in the private sector that are particularly crushing for small and micro businesses. As a result, redundancies are being made, profit margins are being squeezed, and this is resulting in frustration and anger towards the government.

Rather than supporting the backbone of our economy, we’re seeing business owners forced to outsource talent, systems, and processes outside the country just to survive, which is completely counterproductive to British entrepreneurship. There’s a real irony here. While the government pushes for more public sector employment, it’s simultaneously ignoring and under-supporting the small business sector that actually drives innovation and job creation. There is a reason so many business owners are leaving the country – we can’t be leaders in innovation when the appetite for investment is low and we are being penalised for growth through taxes and restrictions.

What I’m witnessing is a boom in micro businesses where entrepreneurs are choosing not to employ anyone because the regulatory burden makes it too risky and expensive. These business owners are finding they can have a better quality of life running lean operations than being trapped in rigid corporate structures. The government needs to fundamentally shift its approach. Instead of viewing small businesses as a revenue source to be taxed and regulated, they need to recognise them as the economic engine they are.

We need simplified regulations, genuine support for growth rather than barriers, and policies that encourage employment rather than discourage it. Until policymakers understand that supporting small businesses isn’t just good policy but essential for our economic future, we’ll continue to fall behind as a nation rather than leading as an example of British entrepreneurship.

FAB is already connecting women across the UK. What is your vision for expanding its reach, and what would you say to women thinking about joining a group in their region?

I’m incredibly proud of the powerful alliance we’ve built in Yorkshire through our FAB Scale and Enterprise boards, and the momentum we’re seeing is truly exciting. I’ve had demand from female leaders from other regions reaching out to ask when FAB will be available in their area.

This appetite for genuine peer support tells me we’re addressing a real need that extends far beyond Yorkshire. To meet this demand, I’m starting to expand FAB into new regions across the UK, each led by a dedicated FAB Chair who will be a well-connected and experienced business leader in their area. These Chairs will undergo extensive training to ensure we maintain the same values and high standards that have made FAB so successful in Yorkshire.

This expansion model allows us to scale while maintaining the intimate, trusted environment that makes FAB so special. For any female leaders who are inspired by what we’re building and want to either join FAB or step up as a Chair in their region, I encourage you to visit our website and register your interest.

Looking ahead, what are your priorities for FAB in the next 12 to 18 months, and how do you see the organisation evolving?

Year two for FAB has been about establishing strong foundations to scale. It’s all centred around membership experience and the value they get at each and every board meeting, one-to-one and encounter with FAB.  

I’ve strategically decided to grow slow in order to listen and understand what great boards look like and, honestly, what not so great boards look like, too.

Success for Fab over the next 12-18 months has national roll out expansion on the horizon, and that will be complex to deliver. I’m also very open-minded to learning with the changes, and what I mean by that is, no matter what you plan and prepare for, sometimes it doesn’t always work out like that.  So long as I listen to existing and new members, new Chairs, FAB will be guided by them.

The rest is just economies of scale, whilst upholding the vision to be recognised as the global leader for female business leaders to access executive coaching and peer advisory board groups.

Finally, what advice would you give to a female business owner who is looking to grow but doesn’t know where to start? 

My biggest piece of advice is that you don’t have to figure it out alone. Nor do you have to have all the answers and solutions or have all the knowledge. Many of us suffer from similar challenges, fears, and bouts of loneliness, questioning our own abilities and juggling that messy mindset, this is regardless of our industry or business size.

The first step is recognising that seeking support isn’t a sign of weakness – it’s a strategic decision that successful leaders make to grow their business. This is where peer advisory groups become invaluable. When you’re surrounded by other female business leaders who understand your journey, you gain access to collective wisdom that can transform your business and your knowledge. The beauty of peer advisory is that you’re not just receiving support, you’re also contributing your own expertise, which strengthens your leadership skills and builds confidence.

Whether you’re in the early stages of growth or scaling for larger success, having a trusted alliance network of like-minded women who are fully invested in your success provides the clarity, accountability, and strategic thinking you need to move forward. Don’t underestimate the power of collaboration – it’s often the missing piece that transforms overwhelm into confident, strategic action, and ultimately growth for you and your business.

Can you tell us how Herd & Hive began and what inspired you to launch the business? 

My father was a hobby beekeeper for many years, keeping just 6–8 hives. He enjoyed pottering around with them in the garden and producing enough honey for family and friends. I had a full-time job but also worked on our small farm with my partner, Ollie, raising sheep and cows. We earned a modest income selling meat boxes locally until, one day in 2021, I brought home my first goat, Mary (who we still have). My intention was simply to have a new pet and try my hand at making authentic goat’s milk soap.

After much trial and error, I perfected the recipe and started making enough soap for family and friends. Demand quickly grew, and before long, people were asking for more. That’s when I decided to get a few more goats—now we have 20. My parents and I began selling both honey and soap at local markets, and we found they complemented each other well.

As our reputation grew, I had to push my dad for more beehives. Before long, he told Ollie and me that we needed to train as full-time beekeepers as well. A year later, we had 60 hives and 20 goats, and I quit my job to do this full-time. Eight months later, Ollie followed suit. Fast forward another year, and we now have over 100 beehives, and two new donkeys (to make donkey milk soap), and last year, we produced roughly 10,000 bars of soap.

Throughout this journey, our inspiration has always been to reinforce the message of “quality local produce” for our community.

What does a typical day on your farm look like?

Our day starts early, around 6 am, with a trip around the farm to feed the sheep, goats, and now donkeys, making sure everything is in order. While doing this, we also exercise our two sheepdogs.

We usually leave early for my parents’ house, where we have a custom-built honey processing facility. There, we spend the day either jarring over 700 jars of honey per week or preparing orders for delivery to shops and individual customers. From March to September, our routine includes visiting one of our seven apiaries to check the bees for strength and honey flow.

Right now, we’re also preparing for lambing season, and we have nine pregnant goats due to give birth in the next few weeks.

Most evenings, we head out to the various fields we rent to check on and feed our sheep. We usually return to the farm around 7 p.m., then spend a few hours responding to emails and processing orders from TikTok, Shopify, and other platforms before finally crashing into bed by 9 pm.

You’ve won the Young Market Trader of the Year 2024 award both regionally and nationally—what does that achievement mean to you?

This recognition means so much to Ollie and me, as it reassures us that what we’re doing is not only worthwhile but, most importantly, being done right.

Attending markets has been an invaluable opportunity to listen to our customers, witness their reactions to our products firsthand, and learn directly from those experiences. I genuinely don’t think we would have achieved as much if we had relied solely on online sales.

The Market Traders Association has been incredibly supportive, providing valuable information and guidance, and these awards help reinforce our credibility with customers.

What are the main benefits of locally produced raw honey compared to supermarket honey?

Unlike supermarket honey, which often undergoes extensive heating, processing, and filtration, our local raw honey is unheated, unprocessed, and unfiltered—preserving 100% of its natural goodness. This means it retains higher levels of enzymes and pollen, offering a richer nutritional profile. We quite literally take it straight from the hive and put it into the jar.

Most supermarket honey is “blended,” meaning suppliers purchase large bulk barrels of cheap honey from all over the world and mix them in giant vats. The result is honey with a bland taste and little to no nutritional benefits.

How do the Yorkshire landscape and local flora influence the taste and quality of your honey?

Local honey changes throughout the season, so buying regularly from a local beekeeper means that each jar will have a unique taste and colour as the nectar flow shifts from plant to plant throughout the year. Dandelion honey in April is light in colour and flavour, while Hawthorn honey from the Yorkshire landscape in June is thick and cloudy. Blackberry honey in August is dark and rich, and Heather honey has a thick, complex taste. None of these varieties are found in supermarket “generic” honey.

What are some common misconceptions about raw honey?

We find that many customers who buy from large outlets think all honey is the same. We’re still genuinely surprised when, time after time, we speak with customers who have no idea that there is such a wide variety of tastes and colours in honey. We offer tastings at all our markets, and we love to see the reactions on people’s faces when they realize that pure raw honey is completely different from what they expected based on past supermarket purchases.

People are also often misled by labels on supermarket honey. Labels might mention things like rolling hills and picturesque landscapes or include small details about the origins of a honey company, all designed to create a positive image. But in the legal ingredients list, in small text at the bottom corner, it will often say “blended from non-EU honey.” This is made even worse when ordering online, as the rear label is often not shown.

Honey fraud is a growing concern. Can you explain what it is and how consumers can identify real honey?

In November 2024, DNA tests commissioned by the Honey Authenticity Network and conducted by Estonia’s Celvia laboratory found that more than 90% of honey jars from major UK retailers were contaminated with cheap fillers like sugar syrups. (By contrast, all five samples from local British beekeepers passed with flying colours.)

Honey adulteration kits, designed to allow sugar syrup-laced honey to pass basic authenticity tests, are even available on online B2B marketplaces.

Cheap honey is often processed sugar syrup fed to bees, who then store it in the hive. When extracted, it’s classified as honey, but it has no natural elements in it whatsoever. Honey should be pure nectar, directly from the plant source, without any interference.

Regrettably, the only way to identify authentic honey on the supermarket shelf is to check the rear label under the ingredients list. It should simply say “English Honey.”

Anything else must legally be listed as either EU honey or non-EU honey. Unfortunately, terms like “Raw” and “Pure” are often misused, leading customers to believe they’re getting high-quality honey when it’s often far from it.

Here’s a great article that explains this issue better than I could, which may offer some inspiration:
How to spot fake honey

Why is it important to support local beekeepers, and what challenges do they face today?

Most local beekeepers work for 6-8 months of the year to support their bees as best as they can, without any guarantee of a honey crop. A local beekeeper will always put their bees first and will only remove surplus honey. In a bad year (like 2024), when the weather was too wet here in Yorkshire for the plants to flower for long, it meant we had only about a third of the honey crop we anticipated.

Beekeeping is a very expensive and time-consuming activity, and we are entirely reliant on an insect we have no real control over. It’s unlike any other form of husbandry. We face an increase in diseases caused by weather changes that affect the bees, as well as the parasitic varroa mite.

A whole apiary of millions of bees can be wiped out by a single tractor spreading insecticide over a crop within a 3-mile radius. This is becoming more common, and the government continues to authorise the use of known problem chemicals, even after we petition them every year.

How does Herd & Hive ensure ethical and sustainable beekeeping practices?

We manage all our bees ourselves, on farmland in the Yorkshire area. We do not supplement feed our bees between March and October, and during winter, we leave plenty of honey for them to get through the season. We only top this up if needed during the winter months. If we must feed them, we try to feed back only honey.

In addition to honey, you produce goat’s milk soap and beeswax products. What inspired you to expand into these areas?

The beeswax products, such as candles, beeswax food wraps, and beeswax lip balms, were a natural progression from using the resources from the hive and have proven successful. The goat’s milk soap was an idea I had after reading about the benefits of goat’s milk for sensitive skin issues, such as eczema and psoriasis.

Coming from a farming background, I’ve seen many farmers with rough hands and skin problems, which inspired the idea. Now, we have plenty of Google reviews from customers sharing before-and-after pictures. This only strengthens my resolve to keep improving and spreading the message about the benefits.

Do you have any new products or projects in the pipeline for Herd & Hive?

We are currently trialling some new soap scents and we’ve recently launched a beeswax hand cream, which is being well received.

Additionally, we now support other local beekeepers by supplying live bees to help them get started on their journey, complete with training.

Our beekeeping experiences, which give people the opportunity to get inside a working hive with over 50,000 bees, are proving very successful.

What advice would you give to someone looking to start their own sustainable business?

Get advice from as many people as you can. It can be very lonely at first if you’re trying to do it all. Ollie and I have been lucky to have supportive families with some business experience, and they taught us the importance of seeking out more opinions.

Listening to and adapting to your customers is key, and always honour your sustainability beliefs. It can be tempting to take shortcuts as you grow, but remember, you’re providing the better alternative, not the average. So, stick to your values.

How do you engage with the local community to raise awareness about beekeeping and sustainability?

We use social media a lot. I try to keep our content varied, sharing a mix of our activities, some educational posts, and a bit of humour where possible. I’m constantly educating myself through various courses on both beekeeping and animal husbandry for our farm animals, so I can be well-informed and pass that knowledge on in an engaging way to the community. We also love chatting with people at markets.

Where can people find and buy Herd & Hive products?

Visit our website to learn more about us and our products: www.herdandhive.co.uk. We post most days on Facebook, TikTok, and other platforms:
https://www.facebook.com/BridgeHouseFlock

Or come and see us at one of our many markets. We’re at Skipton High Street Market every Saturday and often have a stall at other locations and events too.

Finally, what’s the best way for customers to support local producers like yourself?

Find outlets that support local producers and frequent them for your products.

Local garden centres, farm shops, butchers, florists, and others often work with small-scale producers who create excellent products.

Rank Math SEO

Hi Tajinder, thank you for taking the time to talk to us. Could you tell us a little about your career before your successful entrepreneurial ventures? 

My first job at age 16, which I loved, was working for Calvin Klein in a department store; it whet my fragrance appetite! After that, I worked in the fine fragrance department at House of Fraser. It wasn’t long before I was given the opportunity to become the first account manager for Fashion Fair Cosmetics, an organisation that was then, the only make-up provision for women of colour. I came from a large entrepreneurial family and knew that, ultimately, I would have my own business. However, I also wanted to learn as much as possible before starting it. 

At around age 22, I was completing a degree while working full-time. It was at L’Occitane that I found my passion for bath and body products and I became a national account manager after six months. Next, I went on my own to become a distributor. Eventually, I married and moved to Yorkshire. At that time, I worked for a fashion lifestyle brand, commuting to London from where we lived and was about to have my first child. I knew I had to make a decision. 

It was a risk, but a calculated one, in 2012, I started Urban Apothecary from my kitchen table. Before I even had a product in hand, I presented my plan to John Lewis and they bought me in. The brand was an immediate hit and we’ve gone from strength to strength ever since. 

What inspired you to launch Urban Apothecary and how does the way the business operates today, differ from your original idea

I often think back to those early days at home, surrounded by an abundance of aromatic botanicals spilling from apothecary-style bottles that I collected. Plus, I was always scribbling in my scent notebook, recording my olfactory moods and memories that later became candles, diffusers, room sprays, perfumes and body fragrances. Thus, the inspiration for launching my business was constantly around me. 

It might seem counter-intuitive, but I decided to launch my fragrance brand shortly after the birth of my first child. I would create, plan and even hold supplier meetings with the baby carrier on the table. This way, I had the best of both worlds, being with my newborn and growing the business I loved. By the time my son was out of the cot, my products were in 40 John Lewis stores and Bergdorf Goodman in New York. 

We no longer operate from my kitchen table! There’s a Leicestershire candle factory that I grew from scratch, training the artisans in hand-pouring the natural vegan candles myself, and a small head office team. My first candle collection had a different aesthetic from the one you see today; gradually, the design became more minimalist and closer to my style and preference. While the look has been refined, the original idea of combining my passion for perfume and aromas that stir the senses with an appreciation of stylish interior accessories remains.

What were your main challenges when launching and how did you overcome them?

Building a business comes with challenges and entrepreneurship often requires adapting to rapid change. You must expect obstacles, which can all be overcome if you hold your nerve, think outside the box and brainstorm solutions.

Hailing from an entrepreneurial family, at 16, I knew I would one day become my own boss. A career in the beauty industry was certainly not ‘the norm’ for Asian girls, so I knew I would have to work extra hard to achieve my dreams. My biggest challenge came very early in my career and required breaking the stereotype of what a beauty industry entrepreneur should look like. During my business journey, I became more and more visible, with press features and social media helping to increase my profile. I took every opportunity to share my brand story and with it my Asian heritage, so those following in my footsteps, or wishing to, could see it and therefore be it. I was setting myself up as an example of what can be achieved if you set your mind to it.

When I first started Urban Apothecary, I didn’t set out to be in manufacturing. This happened only after our candle manufacturer let me down at the busiest time of year. Then, I sat down and discussed the situation with my dad. Being an entrepreneur himself and having met and overcome so many different challenges over the years, I knew he could help me find a solution. He said…you know what, we can do this ourselves, it’s just a process which we need to understand, so let’s start our own factory. Overnight, we purchased a wax melting tank and took on our first factory space. My dad was 63 at the time and retired, but he didn’t hesitate to step up to help me and in doing so, he became our production manager. To this day, ten years later, he’s still running the Leicestershire candle factory alongside my mum, and he loves it!

No matter how much you plan, there will always be a curve ball. Losing space with a significant retailer was disappointing, frustrating and concerning at the same time when it happened…but it forced a brand refresh, improving the business and increasing sales. Knowing I needed to stop and re-evaluate the business, plus, as I was running my brand alone, wanting to connect with other entrepreneurs, I applied for the Goldman Sachs 10KSB programme. After completing it, I decided to re-brand and put everything in place before we answered the growing international interest. We sold through the original stock and in 2016, I introduced the aesthetic you see today, with a universal appeal and price points guaranteed to provoke a positive response. The timing was also right to reach an international audience. What came next was the beginning of our export journey. 

If you could return to the day you launched Urban Apothecary, what advice would you give yourself?

That’s easy to answer because it’s advice I often give to others, particularly to entrepreneurs starting from scratch and on their own. When you begin like this, you are the sales director, creative department, marketing manager and every other role in one, which has its positives as you learn and are involved in every aspect of your business. On the flip side, sometimes it feels like the world is on your shoulders, but it needn’t be so; there are many networks and experts willing to mentor that can help. So, the advice I would give myself is to reach out to fellow entrepreneurs and the business community from day one. 

In March 2023, you launched your second brand, Palette London. Could you tell us a little about the brand?

Just over a year ago, I launched my eco-beauty brand, Palette London, starting with nail paints that are vegan, halal accredited and formulated with up to 70% plant-based bio-sourced ingredients. The glass bottle is recyclable, the cap and brush stem are 100% post-industrial recycled plastic, and the soft nail brush is made entirely from castor bean oil. 

Palette London nail paints are one of the cleanest bio nail polishes. The collection features colours that give the effect of gel nails, without any damage and are easy to remove. Our planet-friendly approach is embedded in the formula to the bottle and beyond; it’s hard to beat. 

I wanted to create a collection for everyone, so Palette London is vegan and halal accredited, plus there are plenty of colours to choose from. With the act of creating more comes the need to be eco-responsible; that’s why we created plant-based formulas, chose recycled and recyclable packaging, and ensured as much circularity as possible. While it wasn’t easy, we delivered all of this within a strict budget, knowing many more could enjoy the products if we maintained an affordable price.

Just recently, as we celebrated Palette’s first birthday, we received not one but five accolades in this year’s Beauty Shortlist Awards that spotlights natural and sustainable brands. Our Pearl top coat was a winner in the category of Best Free-From Top Coat; all our top coats are exceptional products as they change the final effect of any colour you wear and customise your nails! In addition, Pixie Dust, Flamingo and Vermillion Poppy nail paints, plus our base coat, all won an Editor’s Choice award.

What differentiates Palette London varnishes and treatments from others on the market?

We are challenging the nail sector with colours that are also caring. Our innovative nail paint formulation contains our ‘Super 3’ natural ingredients, which are clinically proven to improve the nail’s health during wear. Arginine, an amino acid that helps prevent nail breakage, is blended with tea tree oil, known for its antioxidant and antiseptic properties and nurturing vitamin E.

The collection addresses the recent distrust arising from unhealthy, allergy-inducing gel colours. I’ve always struggled with nail health after gel manicures, so it was important that my formula, while having the glossy, long-lasting gel-effect finish, wasn’t damaging. In the end, we achieved more than that, because you can see that nails look better after colour than before!

We always go the extra mile. While others might be 5-free or 12-free, we make our nail paints without 21 ingredients typically used in nail polishes that are considered harmful to people and the environment. 

You have been awarded numerous accolades during your career, including an MBE for services to Business and the Beauty Industry in the 2024 New Year’s Honours List. How do you personally define success? Is it such accolades or is it money, freedom, influence, or perhaps, something else entirely?

I can define success as any day I’ve balanced my family life with running two businesses without a hitch! Success is about feeling energised and happy in life and business. I feel grateful that I am doing something I enjoy every day, surrounded by the people I love; it’s incredibly rewarding. 

That said, the accolades do play a part. When we were honoured with The Queen’s Award for Enterprise in the category of International Trade, it wasn’t just reflective of my work, but all the team’s efforts. We felt we had won it together and we celebrated together too. It’s really important, to take the time to enjoy these special moments that do feel like an extra reward for all the hard work. 

More recently, my MBE was a total shock. I had no idea I had been put forward, and I felt humbled to be recognised not only for building two brands but also for the work I do to encourage businesses to take their first steps to export, supporting women in business and championing ethnic minority businesses.

Your entrepreneurial journey is certainly inspiring. What advice would you give to a young person considering starting a business?

Hard work and resilience are some of the main ingredients required to run a successful business, plus the ability to adapt to change. You’ll always have challenges; while it may look rosy on the outside, a lot goes into building a business. You must be prepared to work hard until you can build a team. That legwork you do in the beginning – researching your market and working out a niche, will put you in good stead for the future. Additionally, networking is hugely important and don’t be afraid to take calculated risks.

You now own two successful brands. Are there any plans to launch a third?

Yes and no! I have so many plans for Urban Apothecary and Palette London that I’m committed to giving them my full attention right now. But this doesn’t mean there won’t be another brand in the future as I’m always thinking about new ideas.  

Finally, what book would you recommend all budding entrepreneurs read?

I recommend Who Moved My Cheese by Dr. Spencer Johnson. My manager gave this book to me 20 years ago, and I still remember the key message about how to deal with change in your work and life positively. It’s short, straightforward and thought-provoking.

This week, we spoke with Craig Allen, Founder of GSN (Gold Standard Nutrition). Craig founded GSN in 2012 when he was just 21 years old and through inspiring determination, has successfully created a healthy frozen food brand which boasts hundreds of stockists up and down the country.

Interview with Craig Allen, Founder of GSN

Hi Craig, thank you for taking the time to talk with us. Please introduce yourself to our readers and tell us a little about your company, GSN. 

Craig Allen, 32, Husband, Dad of 2 and Founder of GSN. 

GSN is a healthy frozen food brand designed to offer the best balance of taste, nutrition & convenience.

We started in 2012 from the small town of Selby and as of today, have sold over 7.5 million meals, we are stocked in over 450 UK independent gyms, police ptations, universities, garage forecourts and military sites. 

The mission for GSN is to make healthy eating as affordable, accessible and enjoyable as possible as we all thrive for a healthier Britain. 

What was your professional life like before you launched GSN and what inspired you to do so? 

Prior to launching GSN, I worked mostly in retail. My first job at JJB sports earned me £3.64 an hour. Following this I worked in Ted Baker and then Selfridges before heading off to university in Manchester where I spent a year studying Business Enterprise. After a year I’d had enough and took myself out to work with the family meat trading business before taking the chance on an idea that steam cooked chicken would be a good fit for students and gym goers. 

What were the most difficult challenges you faced during your first year of business? 

Driving my converted Tesco delivery truck round the country for 15 hours a day at the restricted speed limit of 56 MPH, with 3 chest freezers and a frozen compartment jam-packed with 225 bags of chicken and finding the self belief that this little idea could one day become a successful business.

I used to have to walk into bodybuilding gyms at 21 years old and sell a concept that they had never seen before. The gym owners were usually very hard to warm up to, especially compared to retail customers and I had to get them to trust in a 21 year old’s dream. 

What was the initial overall response from your target market when you launched your first range of products and did you need to make any adaptations? 

It was a completely new concept that had only been used in restaurants and food service so people needed convincing, however once people understood the concept the feedback and response was amazingly positive, we have always battled against the preconception that frozen isn’t good for you, so our challenge as a brand is to change this perception. 

Many food products found on supermarket shelves that are marketed as “healthy” aren’t always everything they claim to be. How do GSN products differ as regards quality and nutrition? 

We stick to 2 very simple principles to help people eat healthily:

High Protein – We use quality lean sources of meat to ensure all of our foods are classed as being high in protein. A high protein diet supports an active, healthy lifestyle by aiding muscle repair and growth. 

Low Sugar – We choose to use low sugar carbohydrate sources to avoid the use of unnecessary added sugar in our foods. Low sugar carbohydrate sources tend to be more nutrient dense than higher sugar options and therefore better to support an active lifestyle. 

Whilst sticking to these principles, before we release anything under a GSN label we have to be sure that it ticks all 3 boxes of being; HEALTHY, TASTY AND EASY.

HEALTHY 

With a focus on protein-packed ingredients, our dishes will keep you feeling full and satisfied while providing the essential nutrients your body needs. 

TASTY  

Who said healthy eating has to be boring? Our complete solution offers indulgent flavours that bring variety to each day of the week.

EASY  

We’ve done the hard work, so you don’t have to. Prepared by our chefs and approved by nutritionists, cook from frozen, ready in minutes.

Now we’ve entered a new year, many people will be trying to make lifestyle changes and stick to resolutions. What three pieces of advice would you give to someone keen to lead a healthier lifestyle? 

Don’t diet; change the lifestyle choices. 

Diets are periodically not enjoyable, people hate dieting so instead of dieting you find a balance to move more, hydrate more and replace the unhealthy food choice with a tasty healthy alternative instead. 

Address good habits 

Set a routine, stick to the routine and it will mold you into the person you want to be. 

Always have a GSN Meal in your freezer 

It’s the hero you look for when you finish a late shift, when you don’t want to cook or when you and your partner want to eat together but want completely different meals. Cooking up a meal in 6 minutes, saving you time, money and you’re not cheating on the new healthy eating lifestyle. 

Since launching in 2012, GSN has grown substantially and is consistently smashing sales targets and business milestones. What would you say has been your proudest achievement thus far? 

When you set up a business, the goal is to have a business that works even when you are not there. So back in November 2021 it was the day before my 30th birthday and my whole team Facetimed me to tell me we hit the milestone target for the first time ever!

We toasted over the video call and everyone was buzzing! What was even better than hitting the figure was the fact that my team had the same energy as me to succeed and hit targets. That’s when I first took a minute to sit back and appreciate the hustle, the hardship and the success of GSN. 

In the past two years alone, you have sold more than 5 million meals. Which are your most popular products and where do you find the inspiration for new recipes? 

The most popular product for us is the Breaded Chicken Katsu Curry ready meal.  

It’s a meal that can compete against its restaurant alternatives at a fraction of the price and superior nutritionals!  We can’t give away all of the secrets but this is handmade in the UK. Packed with 29g of protein, we use real panko bread crumbs and are topped with an authentic japanese katsu curry sauce. 

As for inspiration on new flavours we as a team are enthusiastic foodies so that helps us come up with new ideas. We work with some incredibly talented Development Chefs and we challenge the standards. We will look at what is trending on the street food scene, what worldwide flavours are trending and look at how we can make a healthier alternative without losing all of the flavaour and enjoyment. 

Initially, GSN provided high protein ready meals to the indie gym and leisure sector. Where can our readers source your products in 2024?

www.mygsn.co.uk 

We work with DPD to deliver the frozen food directly to your door. 

Alternatively you can find us in a local stockist, just drop us a DM on instagram and we will point you in the direction of your nearest stockist. 

We hope to see you join GSN on our journey of becoming Britain’s best loved healthy frozen meal solution provider.

Please use promo code YORKSHIREPRESS for a discount on your first order. 

Born in 1961 in the Harehills area of the city, Marco grew up in a working-class Yorkshire family. His mother, who had roots in the Veneto region of Italy, passed away when he was six. Her early death shaped much of his life, yet her influence lived on through the flavours she introduced to the household. Simple Italian dishes, especially risotto, played a quiet but lasting role in his palate and cooking philosophy.

By 16, Marco had left school without qualifications and began an apprenticeship at the St George Hotel in Harrogate. Those early years were demanding and often thankless. He absorbed the structure and discipline of the kitchen while working long hours. Even then, mentors and colleagues saw a rare determination in the quiet teenager. His drive to master technique and elevate his craft became the foundation for everything that followed.

From Harrogate, he went on to work in some of the most renowned kitchens in the country. His early mentors included influential figures such as Albert Roux, who recognised his potential and helped shape the exacting standards that would become his signature. By the age of 33, Marco had become the first and youngest British chef to be awarded three Michelin stars.

Despite his global influence, his roots in Yorkshire remain central to his identity. As our conversation began, it was Yorkshire, not fame, that he spoke of first.

Returning to the Beginning

“I know it seems like a terribly long time since I started,” he said. “I began my career at the St George Hotel in Harrogate and not much has changed actually. It is bizarre. The Crown is still The Crown and The George is still The George. The Grand is being turned into a care home but The Swan is still The Swan. It is like it has never changed.”

He spoke from Valley Gardens, where he was taking a morning walk before our interview.

“I arrived and spent some time in Coverdale. I stayed in a place called Carlton in a converted church. It is really well done. Really clever. I am not saying I had forgotten how beautiful Yorkshire was, but it is truly breathtaking.”

The Food That Shaped Him

As we continued talking, Marco began describing the foods and traditions that shaped him long before anyone knew his name.

“My mother came from the Veneto region of Italy where risotto comes from,” he told me. “Risotto always walks across the plate. It is quite light, but we have a habit, even in Italian restaurants, of making it very heavy. Everyone thinks risotto is difficult to make but they like the idea of making it.”

His voice warmed as he talked about childhood dishes.

“I love tripe. When I was a boy, I used to go through to Leeds market with my father and you would always see the tripe hanging. I love it. I have cooked tripe every week of my life. As I always say, you never leave home really. You take it with you.”

Paying Tribute to Mentors

Throughout our conversation, his appreciation for others stood out.

“I was just saying to my friend over breakfast this morning. Mr Reid and Mr Long at The Box Tree were the most influential in my career when I reflect back. They were amazing. Working at The Box Tree in the late seventies and early eighties when it was regarded as the best in Britain, it was amazing really.”

His respect for fellow chefs continues today.

“There is Simon Shaw from Leeds. He is one of my favourite chefs in the country. A proper cook. Old-fashioned. He makes food tasty and delicious rather than pretty and pointless.

“For me, it is all about the eating and it always has been. Now you get small little portions. I do not want to go to a canape party. Twelve courses of little knickknacks are not for me. Give me two nice courses and I might have a bit of cheese.”

His Yorkshire accent thickened noticeably during this part of the conversation, which amused us both.

“The truth is I was born and bred in Yorkshire for 19 years, so my values and my sense of humour were made here.”

A Changing Food Culture

We shifted to talking about how Britain’s relationship with food has changed.

“Home cooking has been on the increase for a very long time,” he said. “Even before the pandemic, interest in food and cooking was growing. People started cooking more because they were having love affairs with food.

“What galvanised everything was the pandemic and the lockdowns. People had to cook at home. One of the silver linings was that it brought families closer. It is tragic that so many good restaurateurs lost their businesses. People are still trying to recover.”

He reflected on how far British food has come.

“If I think back 45 years and compare it to today, it is amazing. The world is a very different place. When I was a boy, we had dinner every night at home and lunch on Saturdays and Sundays. I went out once a year on my birthday. When I came home from school, we were not allowed to go in the fridge. Metaphorically speaking, it was locked. We waited for dinner and we were hungry.”

Lessons From a Lifetime in the Kitchen

Before ending the interview, I asked Marco what he would say to his younger self if he could go back.

“I do not know whether I would say anything to myself. I think I had to make all those mistakes in my life to become the boy I became. You have to live life. You have to make mistakes. You have to upset people sometimes. That is how your empathy grows.

“I would want to make all those mistakes again. Maybe not upset as many people as I did though.”

A Career Defined by Hunger, Influence and Heritage

My conversation with Marco Pierre White highlighted something often lost behind his reputation and achievements. Beneath the myth and the Michelin stars is a Yorkshire lad who started with very little, worked relentlessly and never forgot the flavours, mentors and landscapes that formed him.

His story is one of grit, curiosity, devotion to craft and a deep appreciation of the people and places that shaped his journey.

To kick off our new series, Yorkshire Talk, in which we will be talking to inspirational leaders from across the county, we spoke to Rik Courtney – founder and CEO of one of the UK’s largest social media marketing consultancy groups.

Here’s what Rik had to say…

Could you tell us a little about yourself and your career prior to launching Be More Social?

Prior to launching Be More Social, I was a wantrepreneur (wannabe entrepreneur). I had multiple business fingers in pies. 

Yet, my career story really started way back when I was, unfortunately, a failed student at 14 and made the decision to leave school. I expected to walk straight into a college, which obviously I didn’t. (Definitely not the advice I give to my four kids!). 

I miraculously managed to hustle my way into college. I accused the lecturer who turned me away initially of ruining my career, forcing me to go and stack shelves for a living and it was her fault that was going to be the rest of my life. I think she took the responsibility and put me through the course I was trying to do, which was great and I’m always thankful to that lecturer for taking a chance on me. 

After completing my course, I went on to do an HND in Advertising – this spurred me on to go to London and do a stint working in big city advertising agencies, where I was paid absolute peanuts! 

I came back up North and was lucky enough to be put on a pretty good wage for my age at that period in time. Six months into working for someone else, I realise I didn’t enjoy being creatively limited and being told what to do, so I decided to go it alone – setting up as ‘Courtney Creative’. 

After spending a few years fumbling around trying to find my way into becoming a proper entrepreneur. Which, I wrongly thought at that point in time was to have multiple businesses and multiple income streams – despite not having my basic foundations in place. 

As soon as the internet came, I saw it as a massive opportunity for me to amplify my skills and my business and I really put my all into using the internet. This is what made me decide to set up Be More Social in 2010, and I’ve not looked back since.

Looking back, were there any indications during childhood that foreshadowed your becoming an entrepreneur?

Wow, that’s a really deep question. I would say yes, for lots of reasons. Reason number one, my dad wanted me to be part of the family business, which was construction. 

I turned my back on that because at a young age as it wasn’t where my heart was at, and that really scuppered our relationship for a while, as my dad was at a time in his life where he wanted to retire and pass that business on to me. 

This meant my dad didn’t really believe in or understand my pursuit of a marketing career initially, so he didn’t really support it or me through college, leaving me to keep three jobs down to support myself, which I suppose made me feel a little insecure.

I felt that sometimes, I didn’t make the right decisions. That really was a little bit of a shadow as I was always continuously doubting myself in the early years. And being an entrepreneur, making multiple mistakes on a regular basis, you look back on those times thinking, wow, maybe my dad was right.

Maybe that had a large impact as I didn’t come from a family that had the opportunity to support me in becoming an entrepreneur, like financially, they couldn’t fund a period of my life where I could have time to experiment. So I also had to hold down multiple jobs to make it happen, which is very typical of a lot of entrepreneurs.

What was your mission for Be More Social at the outset and how does it differ from the business today?

My mission, right from the beginning for Be More Social, was to educate people through the transition through the digital age. 

As I was involved in the first internet bubble, I saw the power the internet had for businesses. I created multiple websites that sold garden furniture, Christmas decorations, sporting equipment and gear and so on. 

I got a taste for it and thought, it’s great. Yet, I knew that not many people knew how to shop online then. They didn’t really trust it. So, I felt a duty to educate people on how to use this new social media thing. 

At that point, everybody thought it was going to be a phase and didn’t believe in it. So, I went from educating into providing a full digital marketing service or do-it-yourself service that we support businesses with. So, to answer your question, not one little bit has changed. It was only circumstances that changed my direction. I always knew that people needed that hand holding to go from what they’re used to, which was TV, radio, press, door knocking, cold calling, to be able to understand and trust in the benefits of digital marketing.

Getting a business off the ground can be pretty challenging. Was there ever a time you wanted to give up? If so, how did you overcome this? 

Yeah, so many times, I felt up against it. I was at the point of introducing the consultative education stage of Be More Social and continually hearing, ‘this is just a phase I’m not interested, thank you very much’. 

I was really busy, working eight hours a day trying to build the business up and I think I was earning about 250 quid a month. And, I was embarrassed, having to be honest with my family about this, who was telling me to go and get a job. At that point, I thought, I’m going to have to go back to what I knew – which was agency life. 

So, I freelanced for a short period of time, I didn’t go and work for anybody. I still wanted to be self-employed because I wasn’t very good at being told what to do. During the time I freelanced, I was miserable, absolutely miserable because I wasn’t effecting change like I wanted to. 

So, I went back to having my own agency, which was great for a bit. But that comes with demands and expectations, not that I’m afraid of them. It’s just that I know how social media works and being on the agency side isn’t a complete process for clients. 

Although I would have a large attribution of customers at times, it was lonely and I used to get frustrated and despondent. Going back to my point earlier, the beginning was hard, whereby I thought that everybody, everybody was right about me, particularly that I wasn’t cut out to be in business, that I wasn’t an entrepreneur because I wasn’t very good at all the stuff that you require to run a business. 

I’ve got the vision. I’m a big dreamer. But in terms of everything else, I fell short, and it was those reasons that made me doubt being in business at times. 

What would you say is the most challenging aspect of starting a new business?

The most challenging aspect from what I can see is, it shouldn’t be about finances anymore. 

For example, if you’re a good technician, and you’re good at your trade and you’ve got a few tools, you can make a start. 

What we identified very early on at Be More Social is people can’t find the first runner, having customers, delivering a good value proposition that people buy you, that’s often a real challenge for people.

If you do need finances, it’s hard to come by. I’ll be honest with you, it’s really really difficult to go to a bank and say can I have this. Especially if you’ve had a similar upbringing to me where you’ve had to hustle a little bit and you’ve made a few mistakes along the way and certain issues that you had when you were a child stop you from getting decent finance to get a foot on the ladder. So, for me, identifying customers and finances are the most challenging aspect of starting out.

If you could travel back to day one of Be More Social, is there anything you would do differently? 

There is so much I would do differently. There’s so much I understand now about the systems and procedures in place that are absolutely vital to enable growth. 

Without a precise understanding of your numbers. You cannot identify a system and a procedure that will continually deliver those results. And I don’t mean financially, I mean, how many people that you need to speak to, that you need to in turn then convert into a customer. 

Throughout the whole 14 or more years that I’ve been in Be More Social, I didn’t have a full grasp of that. It’s only been the last three-four years that my life has changed exponentially. That is due to me growing up, realising that to have a grasp of my numbers, I need to be completely aware of how many people I need to speak to, how many people I need to set a free review with, to then become a customer and refine each of those processes. That for me has changed my life and if I’d known that when I started out, I’d have managed things that way all along.

How do you personally define business success? Is it money? Freedom? Influence? Creative expression and innovation? Something else?

I have to say all of it. I’m striving for every single one of those pieces. 

I’m definitely striving for freedom of choice. To choose where I want to go, where I want to be, how I want to do it, having a job and responsibility does not give me the freedom to go and do what I want, whenever I want. Because I have a responsibility to 717 other people in the office. 

So, I need financial gain, to have more freedom. To be able to do things that I want to do in the way that I want to do it. So, this is a tough question for somebody like me to answer and give you one simple answer – I honestly have to say, it is all of the above. 

Every last one of those things is really important to me. 

I believe a leader should always work both on and in the business, as I know for a fact that if I decided to be free with my time and spend the cash now, the business would suffer a great deal, which would be really unfortunate. It would be irresponsible of me to do so, therefore I think definitely, all of the above is business success. 

How did you initially distinguish yourself from other social media marketing agencies?

I distinguished myself really early because I knew that nobody can market a business like a business owner themselves. 

Every business owner knows their business inside out, they’ve educated themselves on their trade their entire life. Only the business owner knows their reasons for starting, which should shine through in the story they tell online. 

That’s why at Be More Social, rather than act like a typical agency, we form a partnership. We don’t only create a do-it-for-you service. We guarantee our results based on the fact that we work closely together with our clients to ensure they get the attention their business deserves.

Be More Social has moved away from the standard agency style company and now operates as a consultancy. Can you tell us a little more about this? What led you to make this change and what does it mean for your clients?

As I alluded to a couple of points previously, this shift is due to that sheer frustration and negativity that the industry faces, through lack of true results.

There are various things like algorithms, for example, that work against an agency platform. 

I can create adverts, I can post daily for people, however, if clients are happy just to let results happen with little involvement. Then, there’s plenty of other people and agencies out there that will happily work with them in this way. 

But, I want to genuinely deliver the best results. I know that to switch an algorithm on to educate the artificial learning that these platforms have, you have to do a very, very consistent mix of everything. You personally have to engage, you have to outreach, you have to post consistently, you have to have a very, very strong value proposition and story to even be considered. 

This is why I changed to a consultancy model. I got sick to death of big, big companies paying me a lot of money and expecting huge results yet, not cooperating with anything I asked them to do. And because they were paying me big money, their expectations were huge. Unfortunately, with mismatched expectations and a lack of willingness to understand how to get the best results, relationships were inevitably frayed.

In what ways do you think social media marketing has changed since the beginning of the Covid 19 pandemic?

For us, it hasn’t changed very much. I think for everybody else, it has become a realisation. 

We have always known that on social media, it’s more about community and connection. It’s about entertainment. We coined the phrase, entertain, educate and inspire. And for me, that’s what social media is all about. 

It’s a discovery tool. It isn’t a search tool. It allows people to discover something new and fresh. I think what has changed is the realisation of that. Businesses are realising they’ve got an opportunity to really inspire people, and the only spontaneity that social media gives you is that leap click ‘That’s interesting. I’m going to go over here and check it out’.

And then, the everyday assets that, I think we don’t really pay much attention to, our landing pages, blog articles or the stuff that we refer to as long-form content, the educative things that give people more information they need, the valuable bytes of information that helps them make that all-important purchase decision is required. 

I think the change or shift has been that people are now taking social media marketing seriously. We have really gone full circle, and now rely heavily on this digital space and the shift has been to really look at this in a more important light. 

In your opinion, which Yorkshire brand has completely nailed social media marketing?

Wow, well… I think my team in Doncaster would all run off and work for someone else if I named another Yorkshire brand when we’re all working so hard to be the best in social media marketing haha! 

However, in all seriousness, and not to sound arrogant or rude, it’s easy for us to pick flaws in other people’s broadcasts as – it’s what we do. It’s also hard for me to stick my head above the parapet and identify all the people that are doing it great in the Yorkshire region, when I’m trying to help so many other people to master it themselves. 

There are many, many local brands doing great on social media, I couldn’t pick just one. Those that tend to be smashing it are the ones really invested in learning how it works and trying to provide a good mix of entertaining and valuable, informative content to their audiences – not those using it solely as a sales platform.

What does the future hold for your company?

The future is looking very bright. We are rolling out a number of different services that are making understanding social even more affordable. 

We’re creating our own academy, which every single month allows those involved to be fed the basic information they need to keep up to date, along with weekly webinars and various other bits and bobs. 

Our national rollout of the Be More Social franchise is making sure that we are educating people to use social media properly, and is set to see huge growth nationally in 2022 and potentially, internationally as well. 

We’ve just dipped our toe in the water, engaging in online networking events in the States, South Africa and Jamaica, believe it or not,  just for well, in the first instance a bit of a laugh for Jamaica to see how we would be received over there because I would like to go there regularly and visit. Surprisingly, as it happens, it’s been received very very well and offers some interesting potential for both the franchise and having maybe another shift that considers international trade.

As part of our series of interviews with Yorkshire business owners and entrepreneurs, we spoke to Meagan to find out more about her range of vegan confectionery and her reasons for launching it…

Hi Meagan, could you tell us a little more about your business?

Mummy Meagz is my alter-ego – and it’s also the name of the confectionary brand I founded alongside my adult daughter, Willow. We’ve started a plant-based revolution in sweet treats from the kitchen of the Cottingham café we also own together, Blondes.

What inspired you to start Mummy Meagz?

In 2016 we decided to turn the café vegan, after adopting plant-based lifestyles ourselves. I put my sweet tooth to use, and started to make recipes that would appeal to this customer base. Soon after, products such as our famous Rocky Roads began to fly off the shelves and we decided to launch them into retail too. By working with Holland & Barrett, we’ve been able to introduce our range to more people than ever, and you can now purchase our products from shops on High Streets around the country – and online.

How do your vegan confectionery products differ from others on the market?

We often describe ourselves as ‘taking the world’s favourite snacks and turning them vegan’. There’s a perception that vegan food is bland, overly healthy, and boring. We’re changing all that with products such as our Chuckie Egg – a vegan ‘dupe’ of a crème egg, our new Orange Choccie Bars, and with our sumptuous Rocky Roads that are topped with vegan marshmallows and come in flavours including Original, Minty, Orange and Sea Salt and Cinder Toffee. Our Rocky Roads are gluten-free too, meaning that everyone can enjoy a treat, regardless of their dietary preference.

What challenges did you face when launching your vegan product range?

I’m 72, so I never planned on being at the centre of a plant-based revolution! But I’m a child of the sixties, with hippie values at heart, and by running a vegan confectioner, I know I can do my bit to make the world a kinder place, one chocolate bar at a time. By partnering in the business alongside Willow, I’ve been able to depend upon the unrivalled support of my family at a time when we’ve scaled up from a single counter to be stocked in retailers all around the UK and Ireland – and even as far afield as Europe. I just couldn’t do this without them.

If you could go back to the day you decided to start Mummy Meagz, is there anything you would do differently?

We started running Blondes in 2003, and it was 13 years before we turned it vegan. Like most people who make this change, I wish I’d found out about a plant-based lifestyle sooner. My body feels better for it, and I know I’m creating real change for the planet and the animals which inhabit it. Turning the business plant-based was a risk, and something we had to consider carefully, but I’m so glad we made the change. There are more than 600,000 vegans in the UK now, and business is booming – whether it’s from people committed to a plant-based diet, or omnivores who realise that our vegan fare is tastier than much of the competition!

You’ve recently launched a Christmas range. Could you tell us more about these products?

We’ve just launched a bumper selection of Christmas treats, which you can find in Holland & Barrett. The range is so exciting – it includes a Hot Chocolate Bursting Bauble, which you can drop into hot plant-based milk to create a luxurious hot chocolate before it opens to reveal fluffy pink and white marshmallows to top your hot drink. I also love the Caramel Fondant Filled Snowman and our Jolly Buttons, which have been inspiring so many Christmas bakes. There are a whopping eight products in the range, so I’d really encourage everyone to take a look at our website to find out more!

How do you balance your working life and your home life?

Working with family, in a business that we are genuinely care about, means that the line between work and home is often blurred. However, because we are passionate, our work is often a pleasure – and of course, involves lots of chocolate! As well as spending time in meetings with my daughter, I also make sure we have dinner together at least once a week. We also do things as pair, such as getting involved with Hull Animal Rights Team and walking our pack of dogs, including our Romanian rescue, Bertie – who is also the Mummy Meagz mascot.

What would you say is your proudest achievement so far?

There’s been so much that we’ve done together. Business-wise it has to be the continued popularity of the Chuckie Egg this year – during the Easter period, they were selling at a rate of one every thirty seconds, which was well beyond our expectations and meant that shelves were bare in many of the stores around the country. We’re bringing them back nice and early for the start of 2021, so chocolate lovers who are quick off the mark can get their hands on one while they last!

But it’s not all about business. I couldn’t be prouder of my family. Not only do they make all this possible, but they work hard to support our community. From sponsoring the Cottingham Christmas lights, to walking elderly residents’ dogs while we were in lockdown, they’re always looking to help others.

What advice would you give to a mum with a new product idea? What are the first steps they should take to turn their idea into a profitable business?

You’re never too old to turn your idea into a business reality. If anything, age brings experience, which is vital to making a business successful. For those seeking to capitalise on the growing vegan economy, there is plenty of financial help available. In particular, we benefited from Veg Capital, which was able to back us, as well as the support of other experts in the plant-based world. These people are now a part of our extended family – they know us and our business, and now I’m able to support others to grow their business too, just like any mother should!

What can we expect from Mummy Meagz in 2021?

2020 has been a challenging year, but I’ve been making the most of it. As well as offering a takeaway service from Blondes, I’ve also been busy in the kitchen cooking up some new products! I can’t reveal too many of the details just yet, but all I can say is to expect from exciting flavour combinations for Veganuary and Easter that won’t just tantalise your tastebuds – they’ll completely shake up your idea of what vegan chocolate is supposed to be!

A huge thank you to the inspirational Meagan for speaking to us about her exciting brand. If you would like to take part in our “Yorkshire Business Leaders” series, please email business@theyorkshirepress.co.uk

Hi Mark, could you introduce yourself please?

Mark Eburne CEO, Sigmat. We are based in Leeds & Skipton and are the UK market leader in Light Gauge Steel Frame (LGSF) technology. What we do falls under the broad banner of “modern methods of construction” or MMC, also often referred to as “offsite construction”. We create everything from individual homes to huge superstructures from our manufacturing facility in Leeds.

What were you doing before you started Sigmat?

I’ve had a fairly broad range of senior roles across a  number of different industries. Most recently I was CEO of a large builders merchant business  based in the South West and I also spent a number of years working within the automotive industry.

What was your initial vision for Sigmat and how does that differ to how the business is today?

Our main vision hasn’t changed since we launched. We wanted to be the market leader in our field so in that sense we have fulfilled our initial aims. However, MMC is still a relatively small niche in the context of the construction industry and my vision is to see LGSF become the default construction method for mid-rise structures.

The sector we work in is on a rapid growth trajectory so our challenge now is to retain our position as market leader and grow rapidly alongside the industry as a whole.

What projects are Sigmat currently working on?

Currently we are involved in 16 live projects around the UK, from Scotland down to the South West.

Every project is different and spans pretty much every sector within construction. For example we are working on a really exciting extension to a Grade 2 listed five star hotel in Scotland, building a new retirement village in the North East, close to completion on a new Marriot Hotel in Exeter and creating our first few Sigmat Bespoke Homes with a developer on the South coast!

It’s such a fast moving and evolving industry that our product and proposition is continuously adapting to an ever changing market.

This year, many businesses have had to alter the way in which they operate. How did lockdown affect Sigmat?

One of the advantages of our construction technique is that it involves fewer people on the building site and therefore we have been fortunate that we have continued with construction throughout the lockdown period as social distancing is much more achievable.

We have a large, state-of-the-art manufacturing hub in Leeds, so again it has been fairly easy to remain Covid safe throughout.

Some of our team work remotely so that hasn’t changed, but I do think lockdown has given us a new perspective and allowed us some breathing space to finesse and finalise projects like the luxury housing launch.

If you could go back in time, what advice would you give your younger self?

No advice – be yourself.  I wouldn’t change anything, what do they say? The butterfly effect? I wouldn’t want to risk not having what I have now.

What are the key qualities you look for in potential employees?

Drive, ambition and passion. I know it might sound like a cliché but if you love what you do work shouldn’t feel like work! We have built an amazing team at Sigmat, with some of the best talent in the industry but we all share the same ethos and embrace the same goals and core values.

What can we expect from Sigmat going forward? Anything exciting in the pipeline?

As I mentioned we have used the lockdown period to explore options for moving into housing, from social housing to luxury bespoke homes.  Our new Sigmat Luxury Homes division has just launched  so this is something we really want to push in 2021. It’s an ideal choice for high-end, local developers or first time self-builders as the homes come in three distinct styles, are all fully customisable, have epic green credentials and most importantly can be constructed and fully water-tight, on site in just fourteen days.

We are so keen to get a Yorkshire build underway, so if you are thinking of a self-build, give us a call!

Finally, Yorkshire is home to some magnificent buildings and constructions. Do you have a favourite?

Has to be Leeds Town Hall. For me it sums up Yorkshire. Its majestic, dramatic and hugely aesthetically pleasing. It’s built of Rawdon Hill millstone grit – so its even constructed with Yorkshire grit – you can’t beat that!