IQ-Magazine-Issue-17

Issue 17: june - august 2016

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IQ welcome 

welcome to the seventeenth edition of iq business magazine, 

a quarterly publication that offers insight and inspiration 

to sme business owners in cambridgeshire and suffolk 

The last sentence of Emily Dawson’s editorial on 

page 13 is probably the most poignant message 

throughout this issue of iQ Magazine, as she gives 

her opinion on the distracting nature of the EU 

debate to business. Writing one month before the 

EU vote, the parties are pushing out all the stops 

and coming up with every argument they can. I do 

feel we have had information overload, and worry 

that there will be an especially low turnout, as the public 

simply doesn’t know who or what to believe so may just 

‘let others decide’. 

Keep us up-to-date with your latest 

business news and press releases. 

Please email gemma@cubiqdesign.co.uk 

WEBSITE 

www.iqmag.co.uk 

FOLLOW US ON TWITTER 

@IQBusinessMag 

FACEBOOK 

www.facebook.com/iqbusinessmag 

Contact us 

01638 666432 

email info@iqmag.co.uk 

Jumping on this bandwagon, this issue of iQ does offer 

much local opinion on Brexit, but this is balanced 

with expert opinion on other topics such as finance, 

investment, HR, law and marketing. Steve Elsom’s 

chosen topic was to highlight the importance of tourism 

to the East (P22), and you’ll also find some insights into 

the importance of the horseracing industry to the UK, 

and specifically to Newmarket itself (P24). If you’re a 

business which relies on tourism, we would love to hear 

from you and follow this topic into the next edition of 

iQ Magazine. 

Gemma Treby 

to receive your free issue of iq each quarter 

Visit www.iqmag.co.uk and sign up to the iQ database. 

issue 17 | page 5

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IN 

THIS 

ISSUE 

iQ contents 

Gemma Treby Editor 

John Treby Creative Director 

Sammi Nice PR & Editorial Executive 

Elyssa Fagan PR & Marketing 

Rachel Cracknell PR & Marketing 

Pete Townshend PR & Marketing 

Becca Plaxton Publication Sales 

Adam Blythe Designer | Rachael Savory Designer 

Matt Cockerton Designer | Eugene Hector Designer 

James Willcox Designer | Steve Parr Designer 

Sean Brkovic Designer 

Expert Contributors 

Emily Dawson | Patrick McMahon 

Ryan Windsor | Steve Elsom 

Paul Brown | Mark Edmondson 

James Pinchbeck | Mick Biegel | Jacqui Kemp 

Paula Pryke | Sam Sales | Indy Singh 

Lauren Eade 

Cubiqdesign 

Goodwin Business Park 

Newmarket, CB8 7SQ 

01638 666432 

www.iqmag.co.uk 

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Business overview 

Top under 30 insight: EU Referendum 

A gamble with our economy: EU Referendum 

Welcome to ‘Cranebridge’ 

Property investing: The cocktail of uncertainty 

The quarterly debate: Cambridge Vs Suffolk 

The quarterly debate: Devolution 

Focus on: Tourism 

The contribution of kings 

Innovation and opportunity: Food and beverage 

Retail: What’s changing? 

Legal update: Employment 

Does your business have an intrapreneur? 

Mind the gap or nudge the gap? 

How to: Introduce mindfulness at work 

Success you can relate to 

Social spend 

Sowing the seeds of digital success 

Crisis comms: Are you prepared? 

To rebrand or not to rebrand? 

And they said that print is dead? 

Quick fire questions: Cathedral Dental 

Business diary 

Book review: Anatomy Of The Bear 

Book review: The Fear Free Organization 


IQ business overview 

It’s a difficult time to be in business, 

says Glen Mon Hughes 

Every day, turning to the newspaper business pages, 

there’s another threat or promise about what will 

happen after 23rd June, depending on how the people 

vote in the Referendum over continuing membership 

of the European Union. 

We can be in the single market, we can be outside the 

single market. Millions of jobs will be lost, millions of 

jobs will be created. Thousands of migrants will be 

flooding in, most people will run away. 

The truth probably is that nobody knows. But for those 

of us old enough to remember the last Referendum 

– just: it was this writer’s first ever time to enter a 

polling booth – all this conjecture, these crystal ball 

consultations and general navel gazing really did 

not happen. That time, though, the result was pretty 

conclusive. The ‘stay in’ camp had a head of steam 

and they romped home with two thirds of the eventual 

vote, with only peripheral areas voting for an exit. 

This time, things are a lot more precarious. The Junior 

Doctors’ dispute, the Prime Minister’s tax affairs, a 

rather unpopular budget and not-so-good news on the 

economic front could all turn into a toxic cocktail for 

those members of the Government – David Cameron 

in particular – who could be seen ripe for a kicking 

from a disgruntled electorate. The problem is that it’s 

the business community which could end up paying the 

price. 

While not advocating a vote either way, if the Vote 

Leave camp prevails, will all the overseas banks desert 

the City of London and decamp to Frankfurt? Will 

everybody in what’s left of the European Union decide 

that they don’t want British goods? Will the likes of 

pan-European companies such as Airbus decide that 

their massive investments in the UK in recent years will 

all be torn down and production moved somewhere 

else? 

Already, a few business leaders are saying that change 

is inevitable. The economist Roger Bootle has already 

said that Brexit, or the threat of it, could make 

Europe change its attitude after years of crises and 

bad management decisions. The shockwaves from 

Britain no longer being part of the club could make 

for some far-reaching changes. The Federation of 

Small Businesses has said that, whatever the result in 

June, changes will be made. Too much will have been 

said by too many people to revert to the status quo. 

Mike Cherry, National Chairman, has said that half 

the small businesses surveyed simply do not know 

the implications of the Referendum and what might 

happen in the future. The reality is, though, that 

neither does anyone else, judging by the headlines 

which, day after day, predict utter disaster and then, 

the next day, a glowing, glorious future for going it 

alone. 

Another glowing future was underlined by Carolyn 

Fairbairn, CBI Director-General, who said recently 

that anyone in business, small, medium or large, knows 

that partnerships do not form overnight; it takes years 

to establish their true value. 

“European businesses are clear that 40 years’ worth of 

collaboration through the EU is critical to attracting 

investment to the UK – let’s not turn our 

back on our closest partners. 

“We must not put barriers 

OUT 

in the way that could risk 

over £550 billion worth 

of investment between 

issue 17 | page 8 

More Information 

www.iqmag.co.uk

IQ business overview 

the UK and four major European economies alone 

- which supports jobs across the country. Working 

together inside the EU has established a strong 

relationship based on mutual trust, business certainty 

and common rules. It also means we can draw on our 

collective strength to be world leaders in research and 

innovation.” 

Certainly, life in the political and the business worlds 

will change radically come the summer. 

Strangely, though, life in the Eastern Counties of 

England is changing, too. Just as we collectively think 

about our massively complex relationship with Brussels, 

there are proposals to bring decision making at a local 

level nearer to the businesspeople of the region. 

The business community of Greater Cambridge, 

for instance, joined other communities to condemn 

new devolution proposals. They said that the tricounty 

proposals for a Mayor and governance across 

Cambridgeshire, Norfolk and Suffolk would be 

unwieldy. “We believe that the Greater Cambridge 

area has an important role to play in boosting the 

competitiveness of the UK economy as a whole. 

However, it can only play its full role if the key 

constraints of insufficient housing of all types and 

inadequate transport infrastructure can be overcome. 

The deal on offer would do little to address these 

issues,” they stated. 

Businesses are calling for recognition of the unique 

circumstances of one of the UK’s fastest-growing cityregions 

and economies and to provide a better platform 

for managing our remarkable future growth potential. 

That’s right on the doorstep and there’s no 

Referendum taking place over that. And which 

one, really, is more important? 

IN 

Certainly, life in the 

political and the business 

worlds will change radically 

come the summer. 


IQ opinion 

Ahead of the EU Referendum this month, we hear from 

three of our Top Under 30, Louis Fairfax, Lorna Pissarro 

and Thady Senior, about the implications of a UK Brexit 

June 23rd has the potential to be a monumental day, not 

just for the UK, but for the entire world. It is the day that 

the British public will decide whether or not the nation 

should leave the EU. 

The vast amount of publicity surrounding the vote has 

meant that it is a day that everyone has heard about. 

However, despite all this attention, it is also a day that 

surprisingly few people really know about. 

So, we’ve asked some of our region’s brightest young stars 

from three important industries to give us an insight into 

how the UK leaving the EU might affect their businesses. 

top under 30 INSIGHT: 

ENERGY 

Louis Fairfax 

Managing Director 

CUB UK 

June is set to be a big month in the energy 

world, with the large oil-producing 

countries meeting to discuss possible oil 

production cuts and maintenance on the 

UK power interconnector. The big news 

dominating the headlines, however, will be 

the EU referendum. 

The market has already reacted to the 

potential impact of Brexit, as there is a 

high potential that the UK will no longer 

be part of the EU. This has weakened the 

pound versus the euro, dragging prices up 

as our energy trades with the continent 

become more expensive. 

The potential long-term implications of 

Brexit could have a positive effect on the 

UK economy, as it would actually increase 

energy prices as demand levels rise, but 

question marks always remain over claims 

of growth predictions with or without the 

EU, given their previous accuracy. 

The market may have already overcooked 

the imminent impact of Brexit upon 

UK energy prices, or it may not have 

interpreted the polls correctly and might 

have got it completely wrong. However, 

what is certain is that, as with any 

significant change within the political 

landscape, the full effect of Brexit or no 

Brexit is completely unknown. 


IQ opinion 

Lorna Pissarro 

Sales & Marketing Director 

Stuart Inns 

TOURISM & HOSPITALITY 

In our industry we rely on people 

feeling comfortable with regularly 

spending their spare income on 

food, drink and our rooms. Will it 

really cost each person £4,300 if we 

leave? Would leaving also stop the 

free transition of tourists, reducing 

the number of customers? 

Stability and certainty to invest, 

expand and create new jobs is 

relied upon not only by markets 

but also British business; therefore, 

this uncertainty, which could well 

continue for many, many months, 

will have a substantial effect. 

Our economy is weak but with 

massive potential. The hospitality 

industry has evolved and done 

rather well since the depths of 

recession. People still have money 

and are willing to spend it on 

services they value. Our business 

continually evolves and redesigns 

itself to keep delivering our brand, 

staying ahead of our competitors. 

This will never change, so either 

in or out, we need an environment 

where we are allowed to grow with 

fair support. 

Thady Senior 

Marketing Manager 

Jacobs Allen Chartered Accountants 

& Chartered Tax Advisers 

PROFESSIONAL SERVICES 

Irrespective of the Brexit 

Referendum’s outcome, there is 

little chance that the UK will be 

dislodged as Europe’s leading 

provider of financial services. 

That said, existing EU regulations 

would make it harder for the UK 

professional services sector to 

serve European markets if Britain 

was to exit the EU. As a result, 

some businesses would be likely to 

relocate to a Eurozone financial 

centre or simply pull out of Europe 

altogether. 

Competition between Eurozone 

countries to attract any relocating 

businesses, while benefitting a few 

professional services centres, would 

ultimately result in EU citizens and 

businesses bearing higher charges 

for poorer products. So no, I don’t 

think the UK will be knocked off 

its professional services perch, but 

that’s not to say that some feathers 

won’t be ruffled, at least in the short 

term! 

The reality is that we simply don’t 

know the effects of Brexit; no 

country has left the EU before, so 

it’s an unprecedented move. The 

only thing that we can say for sure 

is that the uncertainty around the 

future of the UK economy, either 

within or outside of the EU, only 

serves to weaken our currency and 

slow down our economy. 

So, my best advice to protect our 

professional services sector? Decide 

one way or the other, and let’s 

get back to having some certainty 

about the future of our country and 

economy. 


Visit iqmag.co.uk for opinions post result 


IQ debate 

The EU Referendum: 

A gamble with our economy 

Emily Dawson of the Cambridge Chamber of 

Commerce, discusses how the EU Referendum debate 

is having a huge impact on the business community, and 

she isn’t just talking about the way it’s dominating the 

dinner table 

Investment plans have been put on hold, employment 

growth is being reconsidered and options to relocate 

operations are being investigated. 

When it comes to continuing to drive our economy forward, 

the eye has been taken well and truly off the ball and 

right now there’s no sign of things getting back on track. 

GDP results for Q1 have already slowed, key firms are 

communicating very effectively the negative impact that 

leaving the EU would have on their businesses, and they’re 

looking for support in the way of facts. 

Unfortunately, the biggest challenge businesses are 

faced with currently is the clear lack of 

informed debate, and, with so many 

questions being left unanswered, the 

overwhelming concern is that the 

respective campaigns are coming 

to little more than a Punch and 

Judy show. 

The lack of information on 

how businesses will or won’t 

be affected is not only having 

a negative impact on the 

credibility of the results of the 

Referendum and the mandate 

it will provide, but it’s also 

creating a nervous uncertainty 

that’s not particularly healthy 

for business growth either. 

We recently heard from an independent think-tank that 

concluded, come the referendum, still neither side would 

really know what they’re voting for. After all, we still don’t 

know what shape Europe will take in the future, whether we 

choose to stay or remain. 

For several months now, we’ve been asking our members 

what impact the prospect of leaving the EU would have on 

their businesses. One, a trade mark specialist, emphasised 

the necessity to retain an office in the EU. Another, a 

manufacturer with a huge world-wide export market, has 

already put all future investment plans on hold until 

after the Referendum. And two separate 

companies I’ve met with in recent weeks 

have indicated that, should access to 

the skilled migrant workers 

they’ve come to rely on 

be under threat, they 

would both be looking to 

relocate their businesses 

to a country that 

provided access without 

employment barriers. 

Amongst so few facts, 

only one thing seems 

certain. It’s yet another 

distraction that our business 

community could probably do 

better without. 


To find out more about the 

Cambridgeshire Chamber of Commerce 

www.cambridgeshirechamber.co.uk 

issue 15 | page 13

Magical 

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welcome to ‘cranebridge’ 

In a recent survey, Bidwells has shown that Cambridge is 

towering ahead in the development stakes, with 50 cranes 

spread across the city. The active development review, 

undertaken by property consultants Bidwells, highlights the 

staggering growth currently shaping the city. 

IQ insight 

Patrick McMahon, Senior Partner at Bidwells said: “As 

you approach the city from any direction, you cannot 

help but notice the cranes towering across the skyline. As 

one of the UK’s fastest growing cities, the level of active 

construction provides clear testimony to the strength of 

the Cambridge development market. 

“Cambridge is the most innovative city in the UK, and 

is a cornerstone of the Oxford/Cambridge/London 

‘Golden Triangle’. Key sectors like bioscience and ICT 

are driving this and are the vanguard of the nation’s 

future economic prosperity.” 

The Bidwells survey notes that 14 major developments 

were initiated in Cambridge in 2015. This is a significant 

rate of growth in a city with a population of only 128,500. 

Bidwells has compared its research to the findings of 

the very well established and renowned “Crane Survey” 

carried out by Deloitte. A recent Deloitte survey noted 

nine new major development starts in Birmingham 

last year – a city with a population of 2.47 million. In 

Manchester, there are 21 new projects in a city with a 

population of 2.41 million. 

The Bidwells Cambridge data shows that the city 

presently has one crane for every 2,500 people. 

As Bidwells notes, from the major new housing 

developments ringing the city, to AstraZeneca’s global 

R&D centre and headquarters on the Cambridge 

Biomedical Campus, to the multi-million pound CB1 

development at the station and the University of 

Cambridge-led North West Cambridge initiative, it is 

clear that the “Cambridge Phenomenon”, traceable back 

to the 1970s, continues unabated. 

Recent data released by Cambridge Ahead highlighted 

the true strength of the city’s booming economy when 

it revealed that for every £100 generated by business in 

the entire UK as revenue, £1 of this has been produced 

by Cambridge. The recent Centre for Cities report 

identified Cambridge as having some of the best socioeconomic 

indicators in the UK and, at 102 per 100,000 

of population per annum, a patent registration rate more 

than five times its nearest rival (Aberdeen with 19.7). 


www.bidwells.co.uk 


IQ investment 

To help I’ve listed two key property strategies 

to consider: 

Property 

Investing: 

the Cocktail of 

Uncertainty? 

We are all having to drink the ‘Cocktail 

of Uncertainty’ in regard to our 

economy both nationally and globally, 

and this may be affecting landlords 

investing in the private rental sector the 

most, says Ryan Windsor 

First there were blows from George Osborne about the 

reduction of mortgage interest relief, then came the 

introduction of the extra surcharge for second properties 

in the form of SDLT, and now landlords are facing even 

more uncertainty in the build up to the EU Referendum 

and Brexit. 

Things are looking bleak when you mix them all 

together – stock markets are underperforming, pensions 

are returning near to nothing, and if you’re putting 

‘savings’ in the bank, they actually lose you money. 

So, going forward, how could you make your money 

work a little harder and go a little further? First off 

is to make sure you know the impact your potential 

investments can have on your income and tax. Second 

is to decide on the strategy you choose, going forward. 

“Volatility is likely to rip through financial 

markets in the first half of 2016. Today’s 

turbulence is only the beginning.” 

Nigel Green, CEO of deVere 

Group, a financial consultancy based in the U.K. 

Cash Flow 

Often the starting strategy, this means increasing income 

to enjoy more of what life has to offer. But remember, 

the more you earn the more tax you will have to pay, 

and the amount you earn will determine whether you 

purchase in your name or through a Limited Company. 

The two main types of investment for the cash flow 

strategy are Buy to Let (BTL) and Houses of Multiple 

Occupation (HMO). Each has its pros and cons, but 

considering what is happening in the market, I would 

suggest investors look at HMOs, as the ROIs and yields 

can often be three times higher than traditional family 

BTLs. However, be warned; with HMOs you’ll need to 

find an experienced letting agent, or be a lot more hands 

on to reduce those void periods. 

Capital Appreciation 

In my experience this type of strategy is often used when 

the investor can afford to ‘park’ some cash for a certain 

period of time. It is often employed in larger cities like 

London and Cambridge, where homes are in extremely 

high demand and in very short supply. This creates a 

stable environment for houses to continue to appreciate 

and hold their value, hedging against inflation. With 

this strategy, due to the location and house prices, the 

investor will not be making huge amounts of profit each 

month, but once sold, the property should release a lot 

more, due to the increase in value. 

“Long-term secure investment in core 

markets will be the norm.” 

As John B. Friedrichsen, CEO of Colliers International 

These are the two of many types of investment 

strategies for property. If done right, they can work for 

you. The most important thing to do is to make sure 

your calculations are airtight and you have several exits. 

Property investing should be thought of as a long-term 

approach to building wealth, and those who game and 

speculate often get stung and lose. 

contact 

ryanwindsor89@gmail.com 

issue 17 | page 17

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The Quarterly Debate: How are 

Cambridge and Suffolk positioned 

from a business perspective? 

In this issue, we spoke to some of the 

key players working in these locations 

to find out their opinion 

Cambridge 

Outside of London, I’d argue Cambridge is the 

best place in which to do business in the UK. It 

has a thriving startup community, with almost 700 

businesses set up each year. Not bad in a city with 

a population of less than 130,000! If you do need 

to head to central London, trains take as little as 

45 minutes to get into King’s Cross, while services 

also run regularly to Liverpool Street. But, much 

more exciting is what’s going on in the city itself. 

Digital industries thrive here; indeed, the region 

has become known as ‘Silicon Fen’, with perhaps 

the city’s biggest success story being tech-giant 

ARM. 

It’s also a particularly advantageous spot if 

you’re working in the med/bio-tech sectors; 

Addenbrooke’s Hospital is one of the UK’s key 

sites in these fields. So much so, AstraZeneca plans 

to build its global centre for R&D here. Astra 

and ARM are not the only impressive names on 

Cambridge’s roll-call, with the city also playing 

host to Microsoft, Apple and Amazon. Finally, 

if your best business often happens at the pub, 

you’ll be well set in Cambridge. The city is home 

to a myriad of fine, authentic drinking holes - I 

recommend The Maypole. 


suffolk 

We operate in 10 counties across the country, 

few of which enjoy the access to markets, growth 

potential, quality of workforce and lifestyle found 

in Suffolk and Cambridgeshire. This makes it 

hard to say which of the two is best for business; 

they are both excellent and we should be proud of 

them. However, some industries are more suited 

to one rather than the other, and certainly those 

in transport and logistics find much in Suffolk to 

prefer with its access to Europe via Felixstowe, 

London via the A12 and The Midlands via the 

A14. 

Agriculture is well served by quality Colleges, 

heritage, weather and land, while house builders 

benefit from better land availability at lower prices 

and growing demand at both ends of the market. 

Suffolk enjoys a good balance between affordable 

housing and quality lifestyle, meaning that those 

in the less well paid parts of the service sector 

can afford to live and work in Suffolk without the 

compromise of a long commute or a small rented 

property. In my experience, employee family 

welfare is essential if a business is to attract and 

retain staff, and Suffolk offers this in spades. All 

it is missing is a premiership football team, which 

applies to the whole of East Anglia, but we keep 

on believing! 

Peter Ames 

Head of Strategy at 

Cambridge-based office 

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the quarterly debate: Devolution 


The debate on whether or not to devolve central government powers to Norfolk, 

Suffolk and Cambridgeshire has been somewhat overshadowed by the EU 

Referendum. No doubt once all has been decided, attention will turn to what’s likely 

to be the next hot topic, devolution 

Lucy Nethsingha 

Leader of The Liberal Democrat Group 

Cambridgeshire County Council 

“In March this year the Chancellor announced a 

‘Devolution Deal for the East’ with an elected Mayor 

for East Anglia. This announcement followed weeks 

of crazy negotiations between council leaders. 

Unfortunately they failed to check that the proposals 

had any backing from their councils. Within weeks, 

the proposal had been thrown out by several councils. 

Negotiations are continuing to try to salvage some 

kind of deal, but is the deal worth saving? 

The Mayor would have sweeping powers to decide 

on planning matters. This would mean that one 

person (in reality a Conservative appointee, as with 

Police and Crime Commissioners) would decide on 

where thousands of new homes would be built. 

The document proposes setting up a new “combined 

authority” to keep a check on the sweeping powers 

given to the new Mayor, but in the initial document 

a 2/3 majority was needed to reject any of the 

Mayor’s proposals. 

This does not sound like devolving power to local 

people, but is locking the concerns of local people 

out of the planning process, while giving an easy 

“one-stop shop” for large developers. 

The proposals also introduce yet another layer of 

local government. In East Anglia we already have 

Parish, District and County Councils, so the idea of 

having yet another layer, a combined authority with 

a Mayor’s office on the top of the three layers we 

already have, seems crazy. Devolution should give 

power to our Councils to get on with the job; we 

don’t need a foreign Mayoral system to introduce yet 

more bureaucracy!” 

John Dugmore 

Chief Executive 

Suffolk Chamber of Commerce 

“We live in an era of important D-words: deficit, 

debt and now, devolution. 

Suffolk Chamber of Commerce is broadly supportive 

of the principles behind Government plans to give 

Cambridgeshire, Norfolk and Suffolk more control 

over business-critical issues such as infrastructure, 

investment and skills development. 

We think that would allow the private and public 

sectors, as well as local communities, to make 

better decisions and take speedier advantage of 

opportunities in the fast-moving national and 

international economic systems. 

However, we are keen to ensure that the voice of 

business is heard loud and clear both during the 

current consultation stage and if – or when – the 

new, devolved structures are in place. Any significant 

initiatives need to be evaluated against the expertise 

and needs of Suffolk’s wealth creators. 

The business community must be at the heart of the 

devolved entity and not kept at arm’s length or used 

as an occasional think tank. 

No matter how the devolved authority is organised, 

it will be trust, relationships and knowledge-sharing 

between those organisations involved that will help 

devolution realise its potential. 

Devolution should be all about another D-word – 

delivery – and that is what business is all about.” 


IQ industry insight 

Focus On: 

The UK is the eighth largest international tourism 

destination ranked by visitor numbers, placed behind 

France, USA, Spain, China, Italy, Turkey and Germany, 

not bad for a little island! It is also the eighth largest 

destination ranked by visitor expenditure, bringing 

£126.9bn to the UK economy, which makes up 9% of 

the UK GDP, so visitors are spending money once 

they get here. 

With tourism in Norfolk, Suffolk and Essex 

now valued at £7.7bn (according to the office 

of national Statistics), the industry accounts for 

30% of all new jobs created in the UK since 

2011, which includes 147,000 in the East of 

England. In Norfolk and Suffolk alone, there 

are 99,000 jobs in the sector. 

With an astonishing 70 million day trippers 

heading to East Anglia each year, there is 

a fantastic opportunity for local tourism 

businesses to cash in on the action. 4.8 million 

visitors stayed last year, which equated to 20 

million staying nights - good news for any 

boutique hotel and guest house owners who 

chose to run their businesses in the East of 

England. It’s amazing to think that a 2% 

increase in the sector spend would mean an 

additional £21m into the local economy. 

With that number of people visiting our 

beautiful counties, we have a fantastic 

opportunity to continue the growth this sector 

has seen over recent years. As published 

in Larking Gowen’s Annual Tourism Survey, 

businesses in this sector are optimistic about the future, 

with 66% expecting an increase in turnover in 2016 

and 59% anticipating higher profits. Larking Gowen 

celebrated the 10th year of the Survey’s publication 

this year, and Lloyds Banking Group has joined them 

in their support for this sector as one of their sponsors. 

There are many positives to boast about in this country, 

but the one thing we can’t escape from is the weather. 

At least East Anglia is the driest, sunniest region 

of the UK, even though it may not always 

feel like it. 36% of the businesses which participated in 

Larking Gowen’s Survey said they had concerns about 

the influence of the weather, although the reality is 

that last year’s weather either had no affect on overall 

business performance, or a positive influence, and makes 

you wonder if there has been an element of weatherproofing 

of tourist attractions. We do need to change our 



Tourism 

Tourism is such a huge industry in our country, and particularly in the 

Eastern Counties, that you sometimes have to take a minute to absorb the 

enormous scale of it, says Steve Elsom, Regional Director for SMEs at 

Lloyds Banking Group 

More INFORMATION 

Steve Elsom, Regional Director 

for SMEs, Lloyds East England. 

steve.elsom@lloydsbanking.com 

@steveelsom1 

mindset though, and stop talking about ‘The Season’ 

in order to develop the year-round economy. East 

Anglia is open for 12 months of the year, not 12 

weeks, and not everyone is tied to school holidays. 

In fact, if you’re anything like me, you actively avoid 

them. 

Local tourism businesses are lucky to have great 

support through Visit East Anglia, which is supported 

by some of the most successful tourism businesses in 

Norfolk and Suffolk, and is a business-led organisation 

promoting tourism across the counties. As part of our 

commitment to this sector, Lloyds Banking Group has 

partnered with VEA to offer concessional rates for 

Card Merchandising Services for any member, details 

of which can be found on the VEA website. 

As part of the Lloyds Banking Group strategy, we 

recognise how important tourism is, not only to the 

East England Area but also to the UK economy 

as a whole. With 500 miles of coastline and five 

International Airports, the Eastern Counties have a 

lot to offer. Their lovely beaches, beautiful countryside, 

friendly people, and great selection of food, pubs and 

beer make you question why you would want to go 

anywhere else… 

As part of our commitment to this sector, we 

have created a Tourism Division with dedicated 

Relationship Managers to support these businesses. 

Optimism and investment go hand in hand, and 

we are keen to ensure we are there to support those 

businesses when they feel the time is right to make 

important decisions regarding the their growth plans. 


IQ economy 

By Pete Townshend, Cubiqdesign 

This year is a landmark year for Newmarket. It marks 350 years since King Charles 

II returned to the town and modern organised horseracing was born. Three-and-ahalf 

centuries on, we take a look at just how much the ‘Sport of Kings’ contributes 

to the economy of the ‘The Home of Horseracing’ 

When it comes to horseracing, Newmarket is a unique 

place, not just within our region, Britain, or even Europe, 

but across the world. 

On a national scale, it offers the most substantial prize 

fund in Britain at over £10m; it is the largest training 

centre in the country; and, is the leader in breeding with 

offspring from Newmarket stallions claiming 75% of the 

prize money won by horses bred in the UK. 

On an international scale, it is home to the largest 

bloodstock auctioneers in Europe, Tattersalls, and it is 

the only location in the world to boast two separate turf 

courses, both with their own facilities. 

All of these factors, along with the town’s rich history, 

combine to mean that there is nowhere else like 

Newmarket in the world, but what does it all contribute 

to the local economy? 

Newmarket’s racing industry in figures 

According to recent reports from SQW¹ and Deloitte², the 

total local economic contribution from the Newmarket 

horseracing industry in 2012 was £208m, through 180 

businesses providing direct employment to 3,285 people. 

This can be broken down into a number of different 

individual sectors. On the following page we have 

outlined exactly what comes from where. 

¹ ‘Newmarket’s Equine Cluster: The Economic Impact of the Horseracing Industry centred upon Newmarket’, SQW, January 2014. 

² ‘Newmarket Horseracing Industry: Local, National and International Impact of the Horseracing Industry in Newmarket’ Deloitte, September 2015. 


IQ economy 

1. Trainers 

There are 85 trainers in 95 yards around Newmarket, 

which make up a total of approximately 4,000 boxes. Of 

these, six to eight of the top 15 flat trainers over the past 

decade have been based in the town. Local expenditure 

per horse is estimated at £7,200 for trainers with up to 

40 horses, and at £8,000 for those with more than 41 

horses, and the overall contribution of this sector breaks 

down as follows: 

• Direct economic contribution: £42m 

• Total economic contribution: £97m 

• No. of businesses: 85 

• Direct employment: 2,020 

2. Stud Farms 

Within a 25-mile radius of Newmarket, there are 57 stud 

farms, which include some of the biggest bloodstock 

operations in the world. These house around 40 

stallions which can demand fees ranging from £5,000 to 

£125,000. In 2013, the total coverings in the town was 

approximately 3,300. Per employee, local expenditure 

is estimated at £10,000 for small stud farms, £23,500 

for medium-sized farms and £25,000 for the largest 

operations, with an overall economic contribution as 

follows: 




• Direct employment: 814 

3. Horseracing Institutions 

This sector includes the following horseracing 

institutions: The British Racing School, Jockey Club 

Estates, The National Stud, Tattersalls and a number 

of national associations and racing charities. Altogether, 

their total local contribution looks like this: 





4. Vets/scientific institutions 

There are a number of major veterinary practices and 

scientific laboratories in Newmarket which are closely 

linked to the horseracing industry. These include 

the Animal Health Trust and Newmarket Equine 

Hospital. Each is world-renowned for their work in the 

equine field. 





5. Visitors 

A combination of Newmarket’s race meetings and 

various sales at Tattersalls attracts business for 10 months 

of the year. Newmarket’s two racecourses attracted 

339,972 attendees in 2012, all spending approximately 

£11 per head on food and drink. The National 

Horseracing Museum also attracted a further 13,000 

people, a yearly figure that is projected to rise to 50-60k 

with the opening of the National Heritage Centre for 

Horseracing and Sporting Art this autumn. 





6. Capital Expenditure 

Due to different individual projects dominating from 

one year to the next, this overall figure is likely to vary 

considerably. For this reason, the figures below are 

conservative estimates. 



• No. of businesses: n/a 


So, one thing’s for sure, horseracing provides a major 

contribution to the local economy, but where does all the 

money actually come from? The answer: undeniably the 

Middle East. 

As you can see above, trainers and stud farms are 

responsible for a whopping 85% of the total contribution, 

and all of these are employed by racehorse owners. 

Of the top 20 Newmarket owners by number of horses 

that ran in 2014, 14 are of Middle Eastern origin, the 

majority from UAE. 

This high level of international investment is testament 

to the unrivalled skill and talent of the trainers in the 

area and has helped the sector in Newmarket to remain 

stable while the rest of UK industry has seen a decline. 

However, it does beg the question: has the ‘Sport of 

Kings’ become the ‘Sport of Sheiks’? 



Innovation and 

Opportunities 

in the Food and 

Beverage Sector 

Article by Paul Brown, Associate Director at Grant Thornton 

Much has already been said about 

the potential devolution of power 

to a new East Anglian power house 

encompassing Cambridgeshire, 

Norfolk and Suffolk. Whether 

you agree or disagree with the 

concept, there is no doubting that 

East Anglia as a region has some 

fantastic businesses and creating a 

culture that supports and nurtures 

these is vital to the sustainability of 

this success. 

Grant Thornton prepare a series 

of local economic surveys based on 

the top 100 companies within each 

of the counties of Cambridgeshire, 

Norfolk and Suffolk. These provide 

a barometer of the local economy, 

as evidenced by businesses that 

are owned and operated within 

each county. For the first time, this 

data has been combined to give an 

intriguing insight into the wider East 

Anglia economy. 

There are many differences across 

this wide region, but one thing that 

is common is the importance of 

the Food and Beverage Sector. It 

accounts for almost 20% of the total 

sales generated, hardly surprising 

given the wealth of natural resources 

in the region and the proximity to 

important import routes. Although 

a large sector, overall growth in 

sales lags behind the average at 

only 2%, reflecting pressures on 

the food supply industry from the 

large supermarkets. This is also 

evident from the profit level, which 

represents only 9% of the total. 

However, there is an interesting split 

between the larger food packaging 

and processors, which typically 

report low margins and little profit 

growth, and those often smaller 

businesses that have developed a 



strong, recognised brand or niche 

profile. Here we see higher margins, 

and more profit growth. 

The sector is an important employer. 

Almost 393,000 people are 

employed, that’s 12% of the total for 

the region. The sector is reporting 

strong growth in opportunities for 

people. Of the 5,500 new roles 

created in the region, almost 1 in 

5 were in the Food and Beverage 

Sector. Over 1,000 new roles, an 

increase of 15%, were created last 

year. This would seem to suggest 

that business leaders feel that 

productivity levels are best increased 

by investing in new roles, rather 

than being gained from further 

efficiencies. It also reflects a degree 

of confidence that this capacity need 

is sustainable, and that profitability 

can be maintained even in the face 

of future cost increases arising from 

changes to legislation, pensions and 

the National Living Wage. 

The sector is characterised by many 

lower skilled, lower paid roles and 

the data supports this. Average pay 

rates at £20,800pa are some way 

below the national average and have 

remained fairly flat for the year. 

The sector has a strong asset base: 

25% of the fixed assets of the region 

are deployed by the sector, which 

continues to invest in new plant 

and facilities. This investment has 

perhaps helped drive the growth in 

turnover and profits seen. Certainly 

the most forward-looking businesses 

have looked to innovation, 

sustainability and reduced wastage 

to generate a competitive advantage 

and stimulate end consumers who 

increasingly look for convenience 

and something different. 

More information 

www.grantthornton.co.uk 



Retail: What’s Changing? 

Article by Rachel Cracknell, Cubiqdesign 

BHS was the latest high street chain to collapse, and 

we’re sure it won’t be the last, but what’s changing 

in the retail market in 2016 and how are businesses 

evolving to meet the demands of their customers? 

The change in customer behaviour 

Meeting the expectations of consumers today is 

a tiring job for any business owner. Customers 

can shop online, offline, over the phone, at work 

- they have the opportunity to shop wherever and 

whenever they want. But what comes with that is the 

demand for a prompt and quick service - a service 

that’s user friendly and which meets the exact needs 

of the customer and where they are at that point in 

the day. And the expectation of timeliness doesn’t 

just apply to the delivery of products, it also refers 

to the speed of response on social media, via email 

and any other forms of communication. 

To meet the demands of customers, retail businesses 

are investing even more time than ever in profiling 

their customers. What time of the day do they prefer 

to shop; what do our customers do at the weekend; 

are they tech-savvy? - these are the types of questions 

retail marketing experts are asking themselves every 

day of the week. Consumers want bespoke messages 

that suit their activity there and then. 

The rise in collaboration 

In April it was confirmed that Sainsbury’s won its 

battle to buy leading catalogue retailer, Argos, but 

what will this mean for the supermarket giant? 

Working with other businesses such as Argos as 

well as Homebase will put Sainsbury’s in the same 

league as other retail giants such as John Lewis 

and Amazon. The deflation of the food market 

due to budget supermarkets Lidl and Aldi, means 

that Sainsbury’s needs to differentiate beyond its 

food heritage. The collaboration with Argos and 

Homebase means Sainsbury’s is offering customers 

even more reasons to visit its stores. It can now 

offer multi-products across multi-channels, meeting 

the demands of its customers. 

The appeal of independent retailers 

At the start of 2016, a study conducted by 

the Leadership Factor found that one in five 

consumers were doing more of their shopping with 

independent shops in 2015 than in the previous 

year. Also, about 55% of UK consumers now shop 

with independent retailers once a week or more 

frequently. These statistics vary across the country, 

but, in general, consumers are more likely to enjoy 

shopping with smaller retailers because they offer 

better customer service and better quality products, 

as well as offering something a little more unique 

compared to the national high street chains. 

Bury St Edmunds is a town that’s thriving, with 

an independent business community. Mark 

Cordell, Chief Executive of Ourburystedmunds, 

the business improvement district for the town, 

explained, “Bury St Edmunds town centre is 

synonymous with independent business and vice 

versa. I consider the high quality independent 

businesses in our town as our USP, and I am 

delighted to see that in recent months there 

have been a number of new ”Indies” opening 

up in town. In fact there are more independent 

businesses in Bury Town Centre than national 

chains!” 


Ourburystedmunds is celebrating independent businesses during its Independents Week, 

from Monday 4th to Sunday 10th July. To find out more visit: www.burystedmundsfestivals.com 


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Legal Update: Employment 

IQ legal 

As we all know, employing staff is an increasingly 

challenging but, for many of us, essential part 

of daily business life. The employment law 

landscape is already very wide and getting wider. 

With so many things 

to consider, it’s easy to 

forget the basics, says 

Mark Edmondson 

Remember that employer’s obligations arise during the 

recruitment process and continue through the critical 

stages of job offer and engagement. 

For every new starter, the following information, 

contained either in letter format or in a contract, 

must be given: 

• Business name 

• Employee’s name 

• Job title or description 

• Location of work 

• Start date (and whether any previous periods of 

employment count towards length of service) 

• Details of pay and when payment is to be made 

• Days and hours to be worked 

• Holiday entitlement (currently 5.6 weeks pa based on 

a 5 day week) 

• Pension information 

• Notice periods and disciplinary and grievance 

procedures 

Obviously, these terms are only the very minimum, 

and most prudent employers will take the opportunity 

to fully set out the arrangements between employer 

and employee, including any essential items needed to 

remain in employment, such as a driving licence, and 

any potential restrictions upon leaving. Other obligations 

also arise where businesses are being taken over and 

the transfer of undertaking protection of employment 

regulations (TUPE) apply. This is not something that can 

be dealt with sensibly without advice from a specialist 

solicitor or qualified HR person. Regrettably it’s not as 

simple as perhaps it should be, and careful advice as to 

the rights and liabilities which arise upon the transfer 

have to be considered. For example, there is a duty to 

inform and consult, and careful advice needs to be taken 

as to whether any changes to working conditions may be 

implemented. Care needs to be given as to how this will 

impact upon the deal as a whole. Early consultation with 

your advisers will guide you through a tricky landscape 

and avoid any potentially expensive mistakes. 


Edmondson Hall Solicitors & Sports Lawyers 

25 Exeter Road, Newmarket, Suffolk, CB8 8AR 

Tel: 01638 560556 

www.edmondsonhall.com 


IQ advice 

Does your business 

have an intrapreneur 

or could it benefit 

from one? 

Whilst a business full of intrapreneurs might 

be challenging to say the least, the benefit of 

having at least one in terms of driving growth 

and business improvement can be significant, 

says James Pinchbeck, Marketing Partner at 

Streets Chartered Accountants 

Whilst you shouldn’t answer a question with another question, it is probably 

the starting point here in that perhaps it would be helpful to answer: what is 

an intrapreneur? A simple definition is ‘the employee of an existing business 

and someone that has not founded or is an owner of the business itself but 

who, to all intents and purposes, has the characteristics and behaviour of 

an entrepreneur.’ 

Whilst a business full of intrapreneurs might be 

challenging to say the least, the benefit 

of having at least one in terms of 

driving growth and business 

improvement can be 

significant. 

Typically an 

intrapreneur has 

many of the 


IQ advice 

characteristics of their entrepreneurial counterparts, in the sense that they welcome a challenge, seek solutions to 

problems, take calculated risks and are often creative, innovative, highly motivated and self-driven. High levels 

of integrity, loyalty and persistence, equally synonymous with the business owners, are often part of their DNA, 

with a work ethic not limited to the normal working day. 

In contrast to an entrepreneur, whose focus is on the business as a whole, their internal counterparts are 

more likely to be focused on undertaking project or task driven initiatives. 

This may include developing a new product or market, a new business opportunity or introducing a 

new process. 

Whilst the entrepreneur often operates alone, or in isolation, our insider often benefits from being able 

to draw on the expertise of their colleagues and the resources of the organisation to achieve their goal 

along with those of the organisation. 

Success is measured in terms of their ability to deliver the project or task in line with objectives, on 

time and profitably. Often the completion of one project leads on to another one. 

Intraprenuers are often more motivated by the desire to achieve or deliver as opposed 

a pure monetary reward. There is, however, the possibility that they are approached 

by another business and offered enhanced remuneration attracting them 

away. Therefore, ensuring your business provides recognition and a conducive 

environment is key to their retention. 

The ability of the business to capitalise on the skills of their intrapreneur is to a 

great extent dependent on the management’s ability to allow such individuals to 

have the freedom to deliver, but also control and support them to achieve shared 

aspirations. 

For those with their own in-house intrapreneur, hopefully these points hit a 

chord. Others may now recognise the traits of such people amongst their 

employees, and some may now be considering what an intrapreneur might do 

for them. Certainly they can make a significant impact on the bottom line, but 

the challenge, like finding any good staff, is exactly that, finding one. 


www.streetsweb.co.uk 

Streets Chartered Accountants 


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IQ training 

It is widely recognised that investment in employee 

skills and aptitudes is a vital element in securing the 

future success of businesses and indeed society’s wider 

prosperity. 

For example, the need for skills investment is referenced 

in the manifestos of each of the five town chambers 

that make up the Suffolk Chamber of Commerce. 

Yet sometimes the perceptions held by smaller 

businesses are that the issue is all about scale and not 

about them; that whole sectors are 

suffering from skills gaps; and, that 

what is required are considerable and 

prolonged training outlays and grant 

application processes. 

There is a parallel assumption among 

some grant providers that nothing much 

less than a 100% subsidy will prompt 

smaller employers to act and invest. 

Neither world view is entirely valid, in my 

opinion. 

The Employer Training Incentive Pilot 

(ETIP) was launched a year ago as a joint 

venture between the Suffolk and Norfolk Chambers of 

Commerce with funding from Suffolk County Council 

and supported by HM Government with Employer 

Ownership funding. Our remit is to help small and 

medium businesses across the two counties to help train 

their employees aged 19 years and upwards on both 

accredited courses such as NVQs and non-accredited 

training. 

Mind the gap 

or nudge the gap? 

Mick Biegel, OBE of the Employer Training Incentive Pilot 

(ETIP), questions some commonly-held assumptions about how 

best to encourage local businesses to invest in their skills base 

To date, 

over 1,500 

employees 

have had 

their training 

supported by 

ETIP grants. 

From what we have seen over the last year, even if there 

are particular skills gaps in major business sectors which 

employers are seeking to redress, it is nonetheless the 

case that all companies have key workers who they are 

keen to develop. 

But employers can neither afford to have these 

colleagues out of the workplace for a long period of 

time, nor the significant costs of protracted training 

courses. ‘Short and sharp’ training which nudges 

employees to acquiring new skills and, 

then, allows the individual back to work 

without delay best meets their needs. 

Furthermore, ETIP’s experience suggests 

that 100% grants in themselves are not 

required for smaller businesses to act. 

Providing the application, subsequent 

claim and actual grant payment are 

handled efficiently – and the required 

paperwork is straightforward – a 25% 

grant is attractive and can make a real 

difference. 

We will consider virtually any nonmandatory 

training course as long as it can be 

shown to benefit the business applying for the grant. 

Furthermore, we let the employer choose which trainer 

to use from an extensive countywide list. 

It’s all about the trade-off between immediate costs – 

including time – and future benefits. Again, nudging 

businesses is often enough, rather than overwhelming 

them. 

more information: 

mick@suffolkchamber.co.uk 


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How to: Introduce 

Mindfulness at Work 

by Jacqui Kemp, of Namasté Culture 

IQ HR 

From Google and the Marines in the USA, to asset 

management companies and primary schools in the UK, 

it seems that more and more businesses are choosing 

to adopt mindfulness into daily business practice. But 

how do so many organisations manage to implement 

something that is, on the face of it, not related to 

business? 

In my last article I talked about the benefits of 

mindfulness applied in business environments as well 

as individual wellbeing. The benefits for businesses are 

becoming increasingly well documented, yet there is still 

a lot of scepticism about introducing something that is 

based on meditation. 

How to make mindfulness 

operational for businesses 

People are motivated to adopt new practices if they 

can see meaning and purpose in what they are doing. 

Before introducing mindfulness to your business, I 

suggest you may want to consider the following: 

1. Create an understanding. 

Why are you introducing mindfulness? 

In our experience, we have found that offering a two 

hour introduction to mindfulness, including information 

on the history and benefits of mindfulness, and an 

invitation to practice one mindful meditation technique, 

helps organisations to introduce the concept to their 

people and to find out if there is a desire for more. 

2. Set objectives. 

Why is mindfulness important to your business? 

If there is an interest in mindfulness, you should set 

individual or business objectives to 

be met during a full programme, 

which is typically eight weeks. 

These may include: 

Personal Objectives 

• Increase personal resilience 

• Increase self-awareness 

• Deal more effectively with 

stressors 

Business Objectives 

• Decrease sickness 

absence 

• Increase productivity 

Building 

mindfulness 

into business 

routine 

Regular practice of 

mindfulness is key to 

changing individual 

behaviours to meet your 

business objectives, so 

individuals must commit to practising mindfulness daily 

during a programme. This helps to create a new habit, 

which is easy to continue after the programme ends 

Not everyone is ready to undertake a full programme 

of mindfulness, so before accepting people onto a 

programme, they should be assessed in terms of 

their current wellbeing and ability to commit to the 

programme and home practice. 


For more information call 01954 267640 

www.namasteculture.co.uk 


IQ industry profile insight 

Success you can relate to 

Following James Pinchbeck’s article ‘DNA of a Successful 

Family Business’, in the last issue of iQ, we decided to shed 

some light on our homegrown heritage businesses. James 

identified 10 fundamental characteristics which he believed 

were pivotal in running a family business. We wanted to see 

how these were being implemented across the region. 


IQ profile 

Third Generation Business 

Paul Glasswell, Managing Director 

Glasswells 

q&a with paul 

How many generations has Glasswells passed 

through and how many family members have 

been involved? 

Three. Glasswells was started by my grandfather, Jerry 

Glasswell, in 1946. My father Leslie joined him after 

being released from the RAF in October of that year, 

and I joined the family business in 1978. Jerry’s younger 

brother Frank, and his brother-in-law Tom Buckle, 

were the company’s first employees, with his wife Ethel 

helping out in the shop. Jerry’s daughter, my auntie 

Peggy, joined the business in 1948 as a cashier and 

hire purchase clerk, and her fiancée Tim Reardon was 

employed in 1953 to manage the Brentgovel Street shop. 

Later, Tim became responsible for running the removals 

side of the business. 

In 1966 Peggy left to bring up her children, and my 

father’s cousin Terry Glasswell took over the hire 

purchase department and in 1987 was made Financial 

Director. In 1976 my sister Susan joined, working in 

the stock office under Terry Glasswell, and became my 

father’s secretary in 1978. My other sister, Judy, joined 

in 1979 as assistant to the Company Accountant. Both 

sisters left the business to raise their families, but have 

remained active decision makers and advisers. Peggy’s 

daughter, Shelley O’Sullivan, worked as a receptionist 

and later as the Commercial Interiors administrator. My 

wife Fiona is involved with the buying of gifts and home 

accessories. As you can see, there have been quite a few 

of us! 

How has, and does, your family structure the 

business? 

The business has always been owned and managed by 

the Glasswell family, and I’m the present Managing 

Director. Some of us work on a day-to-day basis; some 

work in part-time roles assisting with the restaurants and 

gift buying; and some in an advisory capacity. We are 

ably supported by several professional managers whose 

expertise we use in specialist fields for floorcoverings, 

sales and marketing. 

The family acts as the overall management of the 

company, but in a non-executive role in the main, 

and the executives report back to the family on the 

progress of the decisions being made. Ultimately, it’s the 

family which controls the company and determines the 

direction of the business. It’s always been this way. 

What would you say is the best thing about being 

a part of a family-run business? 

We have control and speed of decision making, so we 

choose the manner in which we do business, where we 

do it and how we do it; all the policies and decisions 

we take are not necessarily taken on immediate financial 

reward for shareholders. We can afford to take a long 

term view; we have a 70 year old business and our aims 

are to be successful, not for the next week or two, but for 

the next several years. We are in the fortunate position 

of being right at the centre of how the business runs and 

are able to make decisions quickly and tweak directions 

as and when we see fit. 

What do you think is the biggest challenge about 

being part of a family business? 

I don’t think there’s any challenge about being part of a 

family business, apart from competing in a wider market, 

which is the same for any type of business. The fact is, 

it’s a harsh economic world and a tough environment 

to trade in; being successful and growing the business is 

the biggest challenge we have to face, which is the same 

as it has been for the last 70 years and one we are quite 

ready for! 


Glasswells, Newmarket Road, Bury St Edmunds, IP33 3TU 

Tel: 01284 752804 

www.glasswells.co.uk 



Second Generation Business 

Sheila, Keith and Thady Senior 

Jacobs Allen Chartered Accountants 

& Chartered Tax Advisors 

q&a with Thady 

What is the current structure of your business 

and what are your individual strengths within 

your family which help contribute to its overall 

success? 

Jacobs Allen was established in 1993 by my parents 

Keith and Sheila. Keith, my father, heads up the 

practice and is a fully qualified Chartered Accountant 

and Chartered Tax Adviser, specialising in tax advice. 

Sheila, his fellow director and wife, is an Associate 

Member of the Institute of Chartered Accountants and 

is in charge of running the practice, managing both staff 

and administration. They each have different strengths 

and weaknesses, both personally and academically which 

really helps. 

I’d undertaken work experience in 2009 and was invited 

back as IT Assistant shadowing the IT Manager. In 

2010, alongside my A-levels, I accepted a job as IT and 

Special Projects Manager. Fortunately, the flexible nature 

of the work allowed me to work around my studies at 

Trinity College in Dublin. From March 2012, I assumed 

the position of Marketing Manager at Jacobs Allen. As 

the company has grown, my role has evolved; the IT 

is now managed by a specialist firm and my role is 

focused on PR and Marketing. Part of the beauty of 

a family business is that the job can evolve alongside 

your personal development and the growing needs of 

the expanding business. 

Whilst my role has changed a little since I started, Sheila 

and Keith’s roles have remained constant since 2006. 

In 2006, there were just four staff in one office. We 

now have 16 staff across two offices, Bury St Edmunds 

and Haverhill, both in their respective town centres. 

Community is at the heart of the Jacobs Allen ethos 

and we not only show this through our charitable work 

but also through our choice to remain at town centre 

premises. 

For you, what is the best thing about being a part 

of a family-run business? 

We work closely together, sharing our differing expertise, 

to pursue a common objective - to provide a better 

quality service to more clients and to grow our business. 

It’s incredibly rewarding, and who better to share the 

reward with than family! Naturally, owning and running 

a family business does allow greater flexibility and more 

freedom, but it is not without its challenges either. We’re 

proud to say that all the staff at Jacobs Allen have a great 

deal of flexibility and no member of the team has ever 

had to miss their child’s school play, parents’ evening or 

a family event whilst working for us. 

Do you find there are any challenges in being a 

part of a family business? 

One of the biggest challenges is keeping a distinction 

between private and professional relationships, not 

letting the two overlap too much. That said, there are 

always times when work is the topic of discussion at 

home of an evening, and when family is the topic of 

discussion at work. Running a family business involves 

fully investing oneself into the business, but it’s enjoyable 

because work becomes a fully integrated part of life. I 

think a common misconception of family businesses is 

that family members are treated preferentially. This is 

certainly not the case. Everyone is treated as colleagues 

on an equal level and positions, with promotions and 

rewards being decided only on a merit basis. All in all, 

it’s a very enjoyable and rewarding experience. 



59 Abbeygate Street, Bury St Edmunds, IP33 1LB 

Tel: 01284 704260 

www.jacobsallen.co.uk


The Husband and Wife Team 

Gemma & John Treby 

Company Directors 

Cubiqdesign Ltd 

q&a with gemma 

How did Cubiqdesign begin and what was the 

initial drive behind it? 

My husband John and I both met at University. I 

studied Marketing and John studied Design. When we 

left University we both got jobs in our chosen fields; 

John working in greeting card design and me within 

marketing for the fragrance industry. During this time 

John would have requests from friends and family to 

do small jobs on the side, such as flyers or designing 

small websites. Demand grew so much that he was at 

the stage where he really needed to make the choice to 

go freelance or carry on in employment. With nothing 

to lose and no commitments (mortgage, children etc), in 

2004 we decided John should go solo. Two years later, I 

had to make the same decision, as clients began to look 

for a more strategic approach. The industry as a whole 

was changing, with much more choice on how a business 

can be marketed and promoted. 

What has been your biggest achievement? 

From scratch, creating a design and marketing agency 

that employs 23 amazingly talented people. At 24, John 

and I were relatively young when we started our business 

and to be honest, had no experience of running a 

business or indeed a design agency. We did it the way we 

thought best and carved our own route to success, having 

had no experience of ‘the way things should be done’ in 

the early days. I believe this gave us a competitive edge 

which was a natural point of differentiation from our 

competitors. 

What would you say the biggest challenge in 

being a part of a family business is? 

Very often, people will comment, suggesting that they 

could never do what we do, work together, own a 

business together and be married. For us, it’s perfect. 

We really do not mind bringing work home, and most 

evenings we happily talk shop and bounce ideas off each 

other. As a married couple, there is no game playing, 

no company politics and no fear that one of us would 

pull the rug from the other’s feet. We are very much in 

it together, so I can only really say that being part of a 

family business, for us, can only be viewed as a positive. 

We have each others’ backing 100%. 

What challenges have you faced as a business 

and how have you overcome these? 

It was more of a personal challenge but it would have 

to be when our children came along. I decided to take 

a back seat from the business as they, quite rightly, 

became our priority. John and I naturally restructured 

our responsibilities, and I became ‘Head of Kids’ and 

he became ‘Head of Cubiqdesign’, with each of us still, 

of course, taking a concern in each other’s responsibility. 

During that time, it is fair to say we both found it hard 

as John had lost his Cubiqdesign sidekick and I had the 

culture shock of being a stay-at-home-mum. He did find 

another sidekick in terms of recruiting a management 

team and, to date, I have filtered back into the business, 

picking up projects as required. I guess the main thing 

we learnt is to not become overly reliant on each other. 


Goodwin Business Park, Willie Snaith Road, Newmarket, CB8 7SQ 

Tel: 01638 666432 

www.cubiqdesign.co.uk 


IQ marketing 

social spend 

Gone are the days when social 

media was a fad amongst teenagers. 

Native and social advertising spend is 

creeping up a media buyer’s priority 

list, and not slowly either. Elyssa 

Fagan, Marketing and PR Manager 

at Cubiqdesign discusses 

Social media is an element 

of marketing businesses need 

to ensure they include within 

their planning, for a whole host 

of reasons; here are just a few 

for you to consider if you’re 

questioning its merits: 

Some large-scale businesses are reportedly allocating 

20% of their advertising budgets on social spend; 

and social engagement is one of the top priorities 

of marketers around the world. If you’re still sat on 

the bench regarding digital and social media for your 

business, it’s time to realise the power it can have, and 

seize it for your own benefit. 

We all know the value of ensuring your online 

presence is the best it can possibly be. Your website 

is, after all, your company’s shop window, and by 

analysing the traffic of people visiting, it can drive 

consumers to specific elements, pages or offers on site; 

dictate how you position yourself against competitors; 

and, can even alter how business is conducted 

completely. In years gone by, users would log on at 

home on their desktops to look at various companies, 

seeking information and taking a journey across the 

Internet. User behaviour inevitably shifts rapidly and 

businesses need to keep a close eye on the changes to 

ensure they can keep up. 

Data points to evidence that mobile usage to access 

digital information is higher than ever before, at a 

reported 3.790 billion; the abundance, availability 

and sheer choice within smartphone devices, as well 

as increased connectivity, means that for the majority 

of people across the world, a mobile phone is the 

main access point to services like the internet and 

social media. Businesses need to ensure their online 

site is responsive to ensure they don’t lose the mobile 

browsers as they continually increase. 


Nearly one-third of the world’s 

population now uses social media, 

and from January 2015 to January 

2016, the number of reported users 

across the globe increased by 10%, 

to 2.307 billion people – meaning 

social media delivers 31% global 

penetration.


Driving traffic to your website. 

Looking at your website analytics, 

you should be able to see not only 

how many people arrived at your 

site, but where they arrived from. 

With mobile usage continuing to 

grow, social media is a simple and 

effective route to your website, all 

in a tap. 

As with all marketing, social media acts 

as another touch point for your brand 

to reach out and be remembered in the 

minds of your target audience. You might 

not be constantly pushing consumers 

to ‘buy buy’, in fact, I would heavily 

suggest not doing this on a daily basis, but 

posting relevant, informative, engaging, 

and potentially emotive content will keep 

your brand in the minds of those target 

audiences you’re trying to reach. 

Social media is customer service on a 

24/7 timeframe. Companies have had to 

adapt and change their social policies to 

deal with consumer demands across social 

to ensure they can respond in a timely and 

appropriate fashion. Customer feedback 

is vital – you are now talking directly to 

your target audience through social, what 

do they like? What do they suggest? Use 

recurring feedback constructively and 

offer realistic answers and solutions. 

Social media is one part of your wider marketing 

toolbox - whilst important, it shouldn’t be considered 

as the only element a company needs. Companies 

need not just focus on the ‘king of social’, Facebook, 

but can try thinking outside of the box with their 

marketing activity; hosting a WhatsApp group for 

updates or information to a sign up based group, for 

instance, could showcase your business as being on 

the pulse of information and industry news. 

Digital utilisation of our world is ever expanding – 

make sure your business can see the benefits this can 

bring to grow turnover, even if it means stepping 

outside of traditional comfort zones. 




The Cambridge 

Shakespeare 

Festival 2016 ® 

Coriolanus 

Robinson College Gardens - 11th to 30th July 

Twelfth Night 

Downing College Gardens - 11th to 30th July 

The Tempest 

St John’s College Gardens - 11th to 30th July 

A Midsummer Night’s Dream 

King’s College Gardens - 11th to 30th July 

The Comedy of Errors 

Trinity College Gardens - 1st to 20th August 

Henry V 

St John’s College Gardens - 1st to 20th August 

The Winter’s Tale 

Robinson College Gardens - 1st to 27th August 

As You Like It 

King’s College Gardens - 1st to 27th August 

Performances every evening except Sundays. 

All performances begin at 7.30pm 

Tickets cost £16 (£12 concessions) 

Available online at 

www.cambridgeshakespeare.com 

Also available on the door or in advance from: 

Cambridge Live, 2 Wheeler Street, Cambridge 

Tel: 01223 357851 

www.cambridgeshakespeare.com 

shakespeare

Sowing the Seeds 

of Digital Success 


From independent retailer to national online boutique, 

florist to the stars Paula Pryke, OBE, recently altered her 

business model to change with the times. Here she gives 

her advice for business owners looking to follow suit 

Paula Pryke has been hailed as a floral icon. With almost 

30 years’ experience in the industry, she has produced 17 

books, boasts celebrity clients and fans across the world, 

and even has her own flower school. Starting out with 

a passion for flowers, Paula has transformed her hobby 

into a fully-fledged entrepreneurial business. As times 

have changed and retail has evolved, Paula decided 

to implement an exercise that she hopes will alter her 

business dramatically, her own online flower store. 

The process behind moving a localised offering to a 

national outlook took Paula 18 months to implement. 

With a bricks and motor retail store in London, Paula 

had to transfer her highly personal outlook to suit a wideranging 

audience. Whilst Paula is known throughout the 

world for writing and media work, this experience was 

completely new to her and whilst it was a task that she 

wanted to undergo, it would mean diverting from her 

usual approach. 

Paula says, “I took some good advice from someone 

experienced in e-commerce and national marketing. 

One thing I would relay to anyone looking to take their 

independent brand national is to make sure that you have 

sufficient funds, or a strong investor. Web development, 

SEO and marketing services are ongoing aspects of any 

retail business; costs mount up, and don’t end once a site 

is complete. You need to be realistic.” 

When it comes to advising others looking to pursue 

their dream of going national with a business that has 

stemmed from a hobby, Paula offers sound advice: 

“Drive and ambition is key, but also you need to ensure 

you have a key USP. There will always be someone out 

there looking to compete, but you need to be sure that 

you’re offering the best service you can, with something 

desirable or required by a consumer. If your service and 

product is strong, and you’re promoting this efficiently 

through effective branding, PR, advertising and 

marketing, the more likely you are to be successful. I’ve 

always been proud to provide the best possible service, 

with the best possible products to my clients – and have 

been lucky enough to have been recognised for it across 

the world.” 

High street shops are altering, customer journeys are 

changing and Paula had to adapt. If you’re looking to 

adjust too, perhaps you can be inspired by words that 

Paula holds close, words of Charles Darwin, which 

apply to both life and business: “It is not the 

strongest of the species that survives, nor the most 

intelligent that survives. It is the one that is most 

adaptable to change. In the struggle for survival, 

the fittest win out at the expense of their 

rivals because they succeed in 

adapting themselves best to 

their environment.” 


www.paulapryke.com 


IQ PR 

Crisis Comms: 

Are You Prepared? 

Elyssa Fagan, PR and Marketing Manager at Cubiqdesign 

imparts her knowledge for when the S*** hits the fan 

Tomorrow a crisis erupts within your 

organisation, the media discover this 

and start researching, planning to 

publish stories that could damage the 

business; what would you do? 

Managing corporate reputation is 

crucial in this day and age. Social 

media encourages the viral spread 

of information, news and rumours, 

meaning everyone with access to an 

IP address can have an opinion on 

your company, business or those you 

choose to hire. 

Every organisation in the world is 

vulnerable to crises and you should 

be prepared to act quickly to protect 

your organisation from slander or 

controversy. Most recently, I’m sure 

you would have heard of businesses 

under fire, for instance pwc’s stance 

on women wearing heels whilst 

at work, Alton Towers’ roller 

coaster disasters and Maria 

Sharapova’s doping 

scandal. 

Whilst many 

say “today’s news is tomorrow’s 

chip paper”, shrug off the problem 

and wait out the storm, in reality, 

yes, a burst of negative coverage is 

unlikely to create a lasting problem or 

impact sales, but only if it is handled 

correctly. Silence is rarely the answer. 

One of the best ways a business 

can protect itself is to look at 

auditing internal activities, aligning 

communications and creating a crisis 

management plan. This will ensure 

there are steps in place should a 

crisis arise. Here I’ve listed five main 

things to consider when embarking 

on a basic crisis management plan for 

your business. 

Elements 1 to 3 should be put into 

place prior to any crisis happening, 

so I’d start looking at what you can 

implement straight away to ensure 

your organisation is protected. 

1. Communication is key: 

I’m talking about internal 

communication here – across various 

departments; from operational 

and customer teams, right up to 

senior-level management. 

If one area doesn’t 

know what the other is saying, 

mixed, confused messages set in 

and you end up with an even larger 

problem than you started with. 

If your business has shareholders, 

they also need to be communicated to 

so they don’t lose faith in the business, 

and are reassured that you’re dealing 

with the issue. This lack of internal 

communication can often be the 

element that is overlooked within 

a business in general – and the one 

thing that can easily cause issues 

when a crisis hits. 

2. Anticipation of a potential 

crisis: 

Create a team to be your 

organisaation’s 

‘Crisis 

Communications Team’. This 

should be made up of a member of 

senior management, ideally the key 

spokesperson or CEO, the company’s 

head public relations practitioner as 

well as legal advisors for the company. 

If the team requires extra advice, for 

instance if 

your inhouse 

PR 

executive 


IQ PR 

doesn’t have sufficient experience in 

crisis communications, or you don’t 

have a PR practitioner within the 

business, you can choose to retain 

an agency that has experience within 

that sector of PR. 

This team will need to look at 

brainstorming sessions on all the 

potential crises that could affect 

your business – identifying external 

threats to your business, as well 

as any internal weaknesses your 

business has. They should also use 

‘PESTLE’ (Political, Economic, 

Socio-cultural, Technological, Legal 

and Environmental) analysis to see 

which areas your business needs to 

take into consideration. 

They should think about questions 

that might be posed around those 

threats or weaknesses and answer the 

following: 

- What one thing that if aired in the 

media, could be most damaging to 

your business? 

- What one area/topic/problem, do 

you not want to be asked about in the 

media? 

Your PR team, in whatever format 

they take, needs to liaise and work 

in conjunction with your legal team 

when looking at these weak areas to 

find a suitable stance the business 

would take should a crisis hit. They 

should always be keeping their ear 

to the ground, reading industry 

news, current affairs and thinking of 

potential impact on the organisation. 

PR teams should look 

at the worst possible 

outcome and work 

backwards; preparing statements, 

questions and answers, statistics, 

information as well as training 

spokespeople and developing holding 

statements, to ensure that if a crisis 

hits the company is prepared. 

3. Monitoring news and setting 

up notification systems: 

Ensure your crisis management 

plan includes quick, effective 

communications solutions at 

hand – to reach key stakeholders, 

senior management and various 

departments, should a crisis occur. I 

know that sounds simple, but when a 

crisis hits, a PR team needs to respond 

rapidly and ensuring you can pull a 

senior manager out of a meeting or 

making sure you can reach the CEO 

no matter where he or she might be, 

is crucial in quickly responding to 

queries from the media. 

Monitoring conversations and 

gathering intelligence has increased 

in sophistication as technology has 

advanced. From Google Alerts 

through to social media reporting, 

monitoring, gauging sentiment 

and word clouds, you’re able to see 

the news as it hits and engage with 

consumers on a one to one basis – 

helping to track trends and potential 

issues so you can create tailored, 

prepared responses. 

4. When a crisis hits, assess the 

problem: 

You cannot assess a situation before 

it has happened, so when a problem 

hits and your PR team has decided 

whether to release 

a holding 

statement or not, the crisis team you 

have gathered will need to refer back 

the brainstorming session they’ve 

undertaken previously. They will need 

to assess the situation accordingly and 

develop specific messaging, based 

around their holding statements, 

brief key stakeholders with this 

messaging and deploy accordingly. 

Responding to a crisis needs to be 

frank and fast – you want to ensure 

you can get your statements in before 

any slander can set in. 

5. Post-crisis: 

After a crisis has erupted within 

the media, the team will then need 

to look back and think about what 

the company and the team learnt 

from the experience. What could 

have been accomplished had the 

communications gone in a different 

way? Did we respond quickly 

enough? Look at what happened, 

what can be improved upon and then 

ensure that this is applied to your 

crisis management plan. 

Finally, never think ‘It won’t happen 

to us,’ I’m not here to scare, but a 

crisis can happen to any business, 

big or small. Be aware of what 

could happen to your organisation’s 

reputation from a crisis occurring, 

what could damage corporate 

reputation and how you would deal 

with this – so you’re not left lost 

when the worst happens. 




Helping you to grow. 

We help businesses just like yours get 

the most out of their people and succeed. 

Find out what our specialists could 

do for you and your team in 2016 with 

a free HR consultation. 

your hr partner 

call-hr.com | 0845 299 6195


to rebrand 

or not 

to rebrand? 

Six months on from the launch of call 

hr, Sam Sales helps us to understand 

why she felt her businesses needed a 

re-brand 

We took the decision to rebrand from Cambridge Interim 

HR to call hr simply because it was taking too long to 

explain what we did, and worse, deal with the ‘oh, I thought 

you did…’. For us, this was particularly important, as one of 

our skills is to keep things straightforward! We were falling at 

the first hurdle and that was not good enough. 

We needed to show what we did in a crystal clear and 

straightforward way. It was not an easy decision - although 

Cambridge Interim HR had only been around for two years, 

it was a name businesses were getting to know. We knew we 

had to get trusted partners to help us through the rebrand, 

and to give us some sound, honest advice. That takes time, 

but it is worth talking to a few specialists to get it right. Also, 

be clear on your budget, and stick to it. A well developed 

plan will help you, and make sure there are no hidden costs 

from partners. 

We did spend some time ourselves to think about the new 

company name, style and what we stood for before engaging 

with an agency. Some would say that is back to front, but 

cost was a factor. It actually worked very well for us; when 

we sat down with the agency to discuss the rebrand we could 

articulate what we wanted the outcome to look and feel like. 

The skill was then down to the agency to interpret our brief. 

We have taken a gentle approach to rolling out the brand. 

We needed brand awareness, so for the first time we invested 

in advertising, and we got great advice from specialists in 

the field – it saved us making some costly mistakes. And the 

advertising has worked well. 

We have had some great feedback about the company name 

and our fresh approach. We also involved some of our 

clients in the rebrand, asking them for their views on new 

names/proposals for the logo and content. Their feedback 

was invaluable. 

The change is incredible, we have certainly 

seen an increase in engagement. In particular 

people have said how they have connected 

with our approach, which is exactly what we 

set out to achieve. 

If you are planning a rebrand, think about 

what you want the end result to look and feel 

like first. You may be able to do something 

with what you have, but if not, get your team 

involved to pull together what defines your 

business. 


www.call-hr.com 

01223 919606 



And they said 

that print is dead? 

Firstly, I’m not chipping into the 

value of digital, its significance in 

the world of modern marketing 

has been monumental and hugely 

important to the growth of my 

business, Cubiqdesign. I am in no 

doubt that, moving forward, online 

marketing will continue to dominate 

the lion’s share of the budget, but 

what about print? The 90s are back 

in vogue, so is it now the turn of 

print? I think so! 

The savviest marketing pros will be 

exploring the development of their 

own branded publications, following 

the example of such recognised 

brands as John Lewis, ASOS, Center 

Parcs and Grant Thornton. 

ASOS Magazine for example, 

has a print audience of 486k yet 

an online audience of 120k, with 

indications that its print offering 

enhances (cue the buzz word!) 

‘customer experience’. Net-a- 

Porter’s magazine Porter, launched 

early last year, containing 300 

pages of high-end fashion. The 

magazine is there to support the 

e-commerce titan’s digital efforts, 

and some may argue that it acts as 

a physical temple, taking the place of 

a bricks and mortar shop front. Tess 

Macleod-Smith, VP of publishing 

This may be true of those 

wrapped up in the evermore 

competitive world of digital, 

fighting for the lucrative page 

one, but for those creative brands 

looking for a point of difference, 

where is their budget going? 

asks Gemma Treby 

and media at Net-a-Porter, stated 

“85% of our top customers were 

inspired to shop after reading an 

issue of Porter”, confirming that the 

company was very pleased with its 

ROI to date. However, one of the 

biggest success stories in the world 

of brand magazines has to be John 

Deere’s The Furrow. This magazine, 

which has been covering farming for 

120 years, now has an audience of 

2. 

Basic Questions to ask 

• Who is your target customer? What other interests do they 

typically have besides the concern of your business? 

1. 

• What’s your budget? The beauty of print is that budgets 

can be worked with by adjusting the quantity, size and 

paperweight. 

• Have any of your competitors developed their own 

publications? What’s right or wrong with them? Could you 

do any better? 


More INFORMATION 



1. Co-op Magazine: published by Cubiqdesign 

2. Mercedes-Benz Magazine: published by Cubiqdesign 

3. Loving Christmas: published by Cubiqdesign 

4. Figleaves Magazine: published by Cubiqdesign 

3. 

4. 

almost 2 million! 

What’s synonymous with all these 

brands is that they focus on the 

high end of the market, and produce 

luxury magazines that have value, 

yet are ‘free’; this ensures that 

the publications are very different 

from brochures or pamphlets. This 

strategy helps command payment for 

advertising space in the publications 

to which other interested parties or 

suppliers can contribute. At best, 

selling advertising space could 

reduce the publications’ cost, but 

it is important to remain clear 

about initial objectives - a branded 

magazine is a marketing tool, not a 

revenue generator. 

The key is to not treat your 

publication as if it’s a brochure 

about your company; readers will 

sniff that out straight away and 

quickly become disengaged. Instead, 

you’re aiming to convey a series of 

useful subliminal messages, and you 

can achieve this by integrating wellplaced 

and well-crafted content with 

a refreshing mix of editorial and 

writers. Having a company magazine 

sets you up as an ‘expert in your field’ 

- an authority on the subject, giving 

you the jurisdiction to dictate what 

you publish, who you publish it for, 

and how you communicate it. This 

concept works equally well in both 

the B2C and B2B arena. 

Having published magazines for 

the automotive, retail, supermarket, 

tourism and business audience, I 

can assure you that there is an angle 

whatever your product or service. 

You just have to work to develop it 

and turn it into your most lucrative 

marketing project to date. 



Quick Fire Questions 

With Indy Singh, owner of Cathedral Dental, 

one of the most pioneering and ambitious dental 

practices in the UK 

1. Why did you decide to open your own practice? 

When we opened in 2008, I wanted my own independence, 

which would allow me to do my own thing and create something cool. 

2. Where do you find your inspiration? 

Everywhere - TV, movies, Twitter, friends and family. 

3. What is the worst piece of advice you’ve received? 

That running a business is easy! 

4. Any regrets? 

No, I haven’t got any regrets. Dwelling on things is a waste of energy. 

5. What advice would you give? 

“Everyone wants to live on top of the mountain, but all the happiness and growth occurs whilst you 

are climbing it.” Running a business is really tough, so make sure you take time to enjoy the journey. 

6. What is your proudest moment? 

Winning Best UK Marketing at The Dentistry Awards - this is like the UK Oscars of Dentistry! 

7. And your biggest mistake? 

When you run a business, it’s inevitable that you’re going to make mistakes and I’ve definitely had my 

fair share. I don’t let it bother me too much, and I treat them all as learning experiences. 

8. What makes you unique? 

I always try to be different and inject a bit of my personality into my business. 

9. How do you approach business development? 

Probably not in the most conventional way. If I think something is a good idea and will benefit the 

business, then as long as it seems feasible, I just go for it and work out the details later. 

10. How has the social media revolution benefitted your business? 

It has definitely helped to increase our brand awareness. The whole social media thing is a constantly 

evolving form of marketing, and I feel I’ve only scratched the surface with it. 

11. How much of a risk was it branching out into new areas of treatment? 

I don’t feel trying new things is a risk. It is something you need to do if you want your business to 

grow. In fact, it is more of a risk not to do anything new and different. 

12. Where do you see your business in 10 years? 

I would like Cathedral Dental to be an established brand with practices nationwide. 


www.cathedraldental.co.uk 

www.indytheexpert.co.uk 


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about yourself, but if your reading this then your 90% there. I was 

nervous being a 30 something male in bad shape going into Alevere, 

but once you’re in, the staff and doctors walk you through everything, 

and you feel at ease straight away. With good planning and listening to 

the girls the diet is not hard. I didn't feel hungry and my energy levels 

were noticeably higher to myself and others. The treatments can be fun 

if you chill out, listen to the music and chat away. I would thoroughly 

recommend the program to anybody" 

WWW.ALEVERECAMBRIDGE.CO.UK TEL 01954 488008 

7 HAZLEWELL COURT, BAR ROAD, LOLWORTH, CAMBRIDGE CB23 8DS

IQ diary 

Effective Business Network 

(ebN) 

EBN events provide the 

opportunity to build business 

relationships, generate referrals 

and increase your revenue. 

Dates: Every Wednesday from 23rd 

May 

Time: 08:00 

Venue: Belstead Brook Hotel, Ipswich, 

IP2 9HB 

Organiser: Brian Hull 

Booking Details: £15 

www.effectivebusinessnetwork.co.uk 

Cambridge South Business 

Networking 

Relaxed, friendly and productive 

networking including 3 x 10 mins 

1:1 with people you choose, a 40 

second round and a 4Sight slot. 

Dates: 1st, 15th & 29th June, 13th 

& 27th July, 10th & 24th August 

Time: 08:00 - 10:00 

Venue: The Granta Centre, Granta 

Park, Great Abington, Cambridge, 

CB21 6AL 

Organiser: The Cambridge South 

Team, 4Networking 

Booking Details: £13pp. 

Visit www.4networking.biz 

Cambridge North Business 

Networking 

Relaxed, friendly and productive 

networking including three 10 min 

1:1 with people you choose, a 40 

second round and a 4Sight slot. 

Dates: 6th & 20th June, 4th & 18th 

July, 1st 15th & 23th August 

Time: 08:00 - 10:00 

Venue: Brewers Fayre, Brampton Hut, 

Brampton, Huntingdon, PE28 4NQ 

Organiser: The Cambridge North 

Team, 4Networking 


Visit www.4networking.biz 

St Neots Business Coffee 

Morning - No Fuss No Fees 

Free fortnightly coffee morning; get 

to know other local businesses. 

Dates: 7th & 21st June, 5th & 19th 

July, 2nd & 16th August 

Time: 08:00 - 10:00 

Venue: Moores Walk Café, 20 Moores 

Walk, St. Neots, PE19 1AJ 

Organiser: Chris Hornby 

Booking Details: No need to book. 

www.meetup.com 

breakfast networking 

This workshop, delivered by 

Namaste Culture, gives you 

a different perspective on the 

possibilities of error at work. 

Date: 7th June 

Time: 09:30 - 11:30 

Venue: Future Business Centre, King’s 

Hedges Road, Cambridge, CB4 2HY 

Organiser: Cambridge Network 

Booking Details: Members £15 

plus VAT; non members £25 plus 

VAT. Contact Becky Dodds on 01223 

760135, email 

becky.doods@cambridgenetwork.co.uk or 

book online at 

www.cambridgenetwork.co.uk 


storm in a teacup 

For professional women to 

share ideas and experiences 

in a supportive women-only 

environment. 


Time: 14:00 - 16:00 

Venue: Holiday Inn, Lakeview, 

Bridge Road, Impington, Cambridge, 

CB24 9PH 

Organiser: Cambridgeshire Chambers 

of Commerce 


plus VAT; non-members £17 plus VAT. 

Contact Helen Bosett on 01733 370809 

or email h.bosett@cambscci.co.uk 

bookkeeping and financial 

control 

Neil Sandry is the trainer for this 

half-day workshop in basic, manual 

book keeping for beginners. 


Time: 09:30 - 12:30 

Venue: 5 Eastern Way, Bury St 

Edmunds, IP32 7AB 

Organiser: Menta, The Suffolk 

Enterprise Agency 

Booking Details: £20 incl. VAT. 

Teas and coffees provided. Book online at 

www.eventbrite.co.uk


EU Referendum Business 

Networking Event 

Suffolk Chamber would like to 

offer businesses the opportunity to 

hear both sides of the debate. 


Time: 17:30 - 19:30 

Venue: Waterfront Building, Neptune 

Quay, Ipswich, IP4 1QJ 

Organiser: Suffolk Chamber of 

Commerce 

Booking Details: Free 

www.suffolkchamber.co.uk 

Business over Breakfast (BoB) 

BoB Clubs creates a secure and 

successful networking environment 

for members to cooperate and 

exchange referrals. 

Dates: 9th & 23rd June, 7th & 21st 

July, 4th August 

Time: 07:30 

Venue: The Bushel, Bury St Edmunds, 

IP33 1SN 

Organiser: Kathryn Fletcher 

Booking Details: £12 

www.bobclubs.com 

safari business breakfasts 

Meet new business connections, 

moving round 3 different tables, 

with 2 mins at each one. 

Fenland 


Venue: Oliver Cromwell Hotel, High 

Street, March, Cambs, PE15 9LH 

Cambridge 


Venue: Homerton College Conference 

Centre, Hills Road, Cambridge, 

CB2 8PH 

Peterborough 

Date: 21st June 

Venue: Holmewood Hall Conference 

and Training Centre, Church Street, 

Holme, Peterborough, PE7 3BZ 

Time: 07:45 - 10:00 


of Commerce 

Booking details: Members £15 plus 

VAT, non-members £22.50 plus VAT. 

Call 01223 237414 or book online at 

www.cambridgeshirechamber.co.uk 

Coffee means business 

Relaxed, informal business 

networking for all local businesses. 


Venue: The Athenaeum, Bury St 

Edmunds, IP33 1LU 


Venue: The Apex, Bury St Edmunds, 

IP33 3FD 


Venue: Frankie & Benny’s, Haverhill, 

CB9 0ER 

Time: 09:30 - 11:30 

Organiser: Menta, the Suffolk 


Booking details: No need to book. 

Pay £2 on arrival. 0800 085 5090 

huntingdon business women 

Monthly meetings for women 

in business in and around 

Huntingdon. 

Dates: 10th June, 8th July, 12th 

August 

Time: 11:00 - 13:00 

Venue: Wood Green Animal Centre, 

London Road, Huntingdon, PE29 2NH 

Organiser: Ann Hawkins 

Booking Details: £5 fee. 


Informal networking 

evenings 

These free, popular evenings 

attract businesses of all sizes from a 

wide range of sectors. 

Ely 

Dates: 13th June, 11th July, 6th Sept 

Venue: The Lamb Hotel, Lynn Road, 

Ely, CB7 4EJ 

Peterborough 


Venue: Park Inn by Radisson, 

Wentworth Street, Peterborough, PE1 

1DH 

Cambridge 

Dates: 16th June, 21st July, 15th Sept 

Venue: Holiday Inn Cambridge, 

Impington, Cambridge, CB24 9PH 

Huntingdon 


Venue: Holiday Inn Huntingdon 

Racecourse, Brampton, Huntingdon, 

PE28 4NL 



of Commerce 

Booking Details: Call Peter Watts 

on 07545 697799 or email 

p.watts@cambscci.co.uk. 


Whipping it up at the 

Work Station 

This evening event includes 

presentations by a keynote speaker 

and a guest speaker as well as 

informal and formal networking. 

Dates: 15th June, 20th July, 17th 

August 

Time: 18:00 - 20:00 

Venue: The Work Station, 2 

Huntingdon Street, St Neots, PE19 1BG 

Organiser: Chris Hornby 



anglia business exhibition 

The biggest and best established 

event of its kind, in this its 20th 

year, it will have over 250 stands. 


Time: 11:30 - 18:00 

Venue: Trinity Park, Felixstowe Road, 

Ipswich, IP3 8UH 

Organiser: Ipswich & Suffolk Small 

Businesses Association 

Booking Details: Free. Find out more 

by downloading the brochure at 

www.angliabusinessexhibition.com 

Lunch is Serious Business 

(LISB) 

LISB is a regular event for business 

women hosted and organised by 

Atkins Thomson Solicitors. 

Charity Afternoon Tea 


Venue: The Ickworth Hotel, IP29 

5QE 

Organiser: 

robina@atkinsthomson.com 

Dates: 15th July, 19th August 

Booking Details: 

www.lunchisseriousbusiness.co.uk 

Cambridge Alternative 

Networking - Cromwell 

Group 

Meetings are a mixture of 

structured and informal 

networking. Find out about other 

members’ businesses, and source 

quality referrals for each other. 

Dates: 16th & 30th June, 14th & 

28th July, 11th & 25th August 

Time: 06:45 - 08:30 

Venue: Quy Mill Hotel & Spa, 

Church Road, Stow-cum-Quy, 

Cambridge, CB25 9AF 

Booking Details: £12.50. 

Find out more at www.cambscan.co.uk 

Book online at www.eventbrite.co.uk 

Cambridge Small Business 

Mastermind Group 

Breakfast meet up themed around 

collaborative problem solving. Stay 

on for co-working until 17:30. 

Dates: 17th June, 15th July, 19th 

August 

Time: 08:45 

Venue: Cambridge Business Lounge, 

Burleigh House, Cambridge, CB1 1DJ 

Organiser: Ed Goodman 

Booking details: 

Call 01223 324040 or email 

info@cambridgebusinesslounge.com. 

Breakfast £10 incl rolls, tea, coffee, 

juice. Co-working £12 all day 

(normal price £20). 

making the most of Cambridge 

Network membership 

Come along to this informal 

seminar and networking lunch to 

find out what the Network can 

offer. 

Date: 17th June 

Venue: Hauser Forum, 3 Charles 

Babbage Road, Cambridge, CB3 0GT 

Time: 11:00 - 13:00 

Organiser: Cambridge Network 

Booking Details: Free. Contact 

Becky Dodds on 01223 760135, email 

becky.dodds@agritech-east.co.uk or book 

online at www.cambridgenetwork.co.uk 

running a business from home 

This workshop will give you 

an overview of the key legal, 

commercial and practical points to 

consider when working from home. 

Date: 23rd June 



Time: 12:30 - 14:30 





www.eventbrite.co.uk 



advanced selling skills 

Christine Guy-Clarke’s lively, 

interactive workshop with will give 

you lots of selling tips, helping you 

to increase your ROI. 


Time: 09:30 - 12:30 







www.eventbrite.co.uk 

global business network 

Informal networking events for 

exporters or those considering it. 

Dates: 28th June, 26th July 


Venue: The Moller Centre, Storey’s 

Way, Cambridge, CB3 0DE 


of Commerce 

Booking Details: Call Helen Bosett 

on 01223 209815 

Cambridge Business Lounge 

Women’s Network 

An informal monthly group for 

Cambridgeshire businesswomen to 

exchange ideas and experiences. 

Dates: 28th June, 26th July, 

30th August 

Time: 10:00 

Venue: Cambridge Business Lounge, 

Burleigh House, Cambridge, CB1 1DJ 

Organiser: Ed Goodman & Nicky 

Smerdon-Goodman 

Booking Details: £10. No 

membership, no booking required. Stay on 

and work from CBL for the rest of the 

day for £5 (usually £10). 

www.cambridgebusinesslounge.com 

number one networking 

circuit 

Friendly business networking, hog 

roast, go-karting, charity auction in 

aid of Each. 



Venue: Wildtracks Outdoor Activity 

Park, Newmarket, CB8 7QJ 

Organiser: Cambridge Alternative 

Networking Group 

Booking Details: Drivers £35; 

spectators £15. Book by 18th June. 

www.cambscan.co.uk 

Cambridge Roar B2B 

Exhibition Down to Business 

With over 60 stands to visit, speed 

networking opportunities and 3 

seminars, promote your products 

and services, and connect with 

other local organisations. 


Venue: Quy Mill Hotel and Spa, 

Church Road, Stow-cum-Quy, 

Cambridge, CB25 9AF 

Time: 10:00 - 14:00 

Organiser: Cambridge Roar 

Booking Details: Book online at 

www.thecambridgeroar.co.uk 

St Ives Small Business 

Mastermind Group 

The town’s first and only pop-up 

co-working space. Stay on after the 

monthly problem solving breakfast 

meetings and co-work until 17:00 

Dates: 7th July, 4th August 

Time: 09:00 - 10:00 

Venue: St Ives Corn Exchange, The 

Pavement, St Ives, Cambs, PE27 5AD 

Organiser: Cambridge Business 

Lounge 

Booking Details: Call 01223 

324040 or email 

info@cambridgebusinesslounge.com. 

Breakfast meeting £10. Co-working 

£2p/hr or £7.50 for the day. 

The Cambridge Summer 

Garden Party 

Enjoy Pimms on the lawn and 

canapés at this afternoon of 

informal networking and garden 

games. 

Date: 8th July 

Venue: Trinity Hall, Trinity Lane, 

Cambridge, CB2 1TJ 

Time: 14.00 - 16.00 


of Commerce and Cambridge Network 


plus VAT, non-members £25 plus VAT. 

Contact Jenni Misseldine on 01223 

209810 or email 

j.misseldine@cambscci.co.uk 


IQ review 

book 

review 

Anatomy of the Bear: 

Lessons from Wall Street’s 

Four Great Bottoms 

Author: Russel Napier 

Paperback: £29.99 

How does one 

spot the bottom 

of a bear market? 

What brings a 

bear to its end? 

Review: How does one spot the bottom of 

a bear market? What brings a bear to its end? 

There are few more important questions to be 

answered in modern finance. Financial market 

history is a guide to understanding the future. 

Looking at the four occasions when US equities 

were particularly cheap - 1921, 1932, 1949 and 

1982 - Russell Napier sets out to answer these 

questions by analysing every article in the Wall 

Street Journal from either side of the market bottom. 

In the 70,000 articles he examines, one begins 

to understand the features which indicate 

that a great buying opportunity is emerging. 

By looking at how markets really did work in these 

bear-market bottoms, rather than theorising how they 

should work, Napier offers investors a financial field 

guide to making the best provisions for the future. 

If you’re interested in international financial 

marketing this book is a great read to enhance 

depth of understanding. However, if your forte 

lies elsewhere, you could find this book a little 

overwhelming. 

article by 

Gemma Treby 


Engineered with 

Mercedes-Benz. 

>> Driving business in the city 

smart stands FOR fun, so make your business stand out from the crowd with the latest forfour or 

fortwo. Perfect for nipping into the city for client viewings, smart’s affordable monthly prices 

will let you explore your world FOR less. 

Get to grips with the smart fortwo’s class-leading turning circle or the smart forfour’s fourseater 

practicality, whilst using the model’s eye-catching appearance to showcase your business 

whilst out on the road. 

But don’t just take our word for it… with CO 2 as low as 93 g/km and 74.3 mpg see what smart can do 

FOR your business? 

Robinsons Mercedes-Benz 

Mercedes-Benz of Bury St Edmunds, Northern Way, Bury St Edmunds, Suffolk IP32 6NH 

01284 778 950 corporatesales@robinsonsmercedes.co.uk 

We also have sites at Cambridge, Kings Lynn, Norwich and Peterborough. 

Official government fuel consumption figures in mpg (litres per 100km) for the smart range: urban 54.3(5.2)-60.1(4.7), extra urban 

72.4(3.9)-78.5(3.6), combined 65.7(4.3)-68.9(4.1). CO 2 emissions 99-93 g/km. Official EU-regulated test data is provided for comparison 

purposes and actual performance will depend on driving style, road conditions and other non-technical factors.

IQ review 

book 

review 

Bio: Paul Brown is a Faculty Professor, clinical and 

organisational psychologist and executive coach who 

researches how individuals can prevent themselves from 

gaining profit in a business organisation. Joan Kingsley is a 

consultant clinical and organisational psychotherapist with 

her own private practice in London. She also practices 

as an executive coach and has experience working with 

members of senior management in business organisations. 

Dr Sue Paterson is an oil and gas business professional 

with over 20 years of experience and, as of 2012, is the 

director of an international management consultancy. 

She has worked for Shell International in numerous 

departments and therefore has a wealth of business insight 

and knowledge. 

Review: Written by three authors, The Fear-Free 

Organization is a compelling read, with a rich insight 

into neuroscience and business that hasn’t been explored 

before. The authors all come from different backgrounds, 

so that means the book covers a multitude of varied 

perspectives, referencing a dynamic range of sources and 

case studies. The book, aimed at business professionals 

and leaders, introduces the idea that we live and work 

in business where fear is used as the primary motivation. 

Fear of being sacked, fear of being unfairly criticised and 

embarrassed in front of work colleagues, as well as fear of 

not being promoted, keeps people motivated to work and 

quickly overtakes excitement and passion as a motivator. 

The book highlights how a culture of fear is detrimental 

to both people and business, and that therefore a ‘fearfree 

organisation’ should be worked towards. This is a 

place where employees are encouraged to think outside 

the box, take risks, stand out from the crowd and make a 

difference. With accessible and open language, The Fear 

The fear-free 

organization: 

Author: Paul Brown, Joan 

Kingsley and Sue Paterson 

Paperback: £29.99 

Free Organisation avoids using too 

much complex jargon. However, 

that’s not to say it’s a light read. You 

really have to become engrossed 

in this book to truly understand its 

message; just scanning and hoping 

to pick out key points is unattainable, 

something that can be taken as either 

criticism or praise. Although it’s 

written in an accessible manner, you 

do need to immerse yourself in it to 

understand its full message. It reveals 

interesting ideas that will be ideal 

for those looking to motivate their 

employees or team in 2016. 

article by 

Lauren Eade 


You might not expect your 

accountant to be trendy, 

but you would expect 

them to be on trend. 

What’s trending this month? 

Tax planning is not something you should 

leave until the end of the tax year. Taking 

appropriate action will help to ensure that 

you are able to make the most of the tax 

saving opportunities available to you and 

your business. 

For further information and hints and tips 

for 2016/17 please visit our website: 

www.streetsweb.co.uk 

www.streetsweb.co.uk 01223 570000 

info@streetsweb.co.uk 

Follow us on Twitter @streetsacc 

Watch us on YouTube 

Connect with us on LinkedIn 

Offices in Cambridge, Newmarket, Peterborough, Bedford (Wyboston Lakes) and Stevenage.

IQ-Magazine-Issue-17

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