Embracing the latest additive manufacturing technology has accelerated a family-run dental laboratory’s move to a state-of-the-art facility in Macclesfield. Bant Dental, founded by husband-and-wife team Steve and Susan Bant in 1990, has enjoyed a major surge in business after switching from analogue to digital technology, tapping into the capabilities of the industry-leading Stratasys J5 DentaJet™. Supplied and installed by UK Platinum Partner SYS Systems, the 3D printer allows the lab to print fully customisable, full-colour monolithic dental parts, including dentures, surgical guides and models. Multiple components can be printed in a single run, with dentures produced with realistic depth and translucency, removing labour-intensive steps and reducing potential errors. “When I started back in 1990, everything was analogue based. However, as time went on, digital started to creep in and, as it stands today, we are 95% digital at our new lab on Beech Lane in Macclesfield,” explained co-founder Steve Bant. “Initially, the J5 DentaJet™ could produce models, implant models, guides and special trays and this made us a lot more efficient as a business. Then SYS Systems received approval for its groundbreaking TrueDent™ CE-marked resin in the UK, and this opened up a whole new range of possibilities, including 3D printing full-colour monolithic dentures.” He continued: “The ability to print in colour is next level. You can alter the colour of the gingiva, you can give it depth, and you can add translucency on the tips of the teeth. They’ve actually got real depth and, importantly, look fantastic!” Part of advanced technology specialist Carfulan Group, SYS Systems has been a trusted partner throughout Bant Dental’s digital journey. From initial introduction to the available solutions, its 3D printing experts have provided expert guidance and technical assistance to Steve and his team, ensuring the lab gets the most from its investment in Stratasys technology. “The speed and the accuracy of the J5 DentaJet™ is simply next level and has revolutionised our workflow,” continued Dan Bant, Digital Lab Manager and son of Steve and Susan. “In the simplest terms, the volume of work we produce digitally today would necessitate the need for at least three times the number of staff we currently have. The investment we’ve freed up has been poured back into making Macclesfield one of the most advanced dental labs in the country.” He added: “We first met SYS at the Dental Technology Showcase and, from day one, it got our business and where we wanted to head. Its technical specialists walked us through the solutions, eventually settling with the introduction of the J5 DentaJet™. “The support we’ve had with the printer and how we integrate the TrueDent™ resin has been second to none and made an unbelievable difference to our performance at the lab and, more importantly, for patients who are receiving even higher quality and more flexible dentures.” Chris Fulton, Managing Director of SYS Systems, picked up the story: “Embracing digital dentistry has been a gamechanger for Bant Dental and helped it set the foundations for the next thirty-five years in business. “The family-run company is a great example of how our revolutionary 3D printing technology isn’t just for the big laboratories but can be deployed to offer real quality and efficiency savings for fast-growing, innovative labs too.” SYS Systems, which has been a Stratasys UK platinum partner since 2012, delivers a complete turnkey solution, including installation, service, maintenance, training and technical support. From its £2.5m advanced Innovation Centre near Derby, the company has seen sales in the dental market soar by 350% over the last twelve months with the installation of one J5 DentaJet™ every two weeks, as more laboratories and clinics come round to its speed, functionality and aesthetic performance. For further information, please visit here or follow SYS Systems across its social media channels. Photo: Bant Dental (Team Action): (l-r) Steve and Dan Bant inside its Macclesfield lab.

Nearly three quarters (73%) of family business owners are concerned about the impact of upcoming policy and tax changes on both their business and family plans, such as succession, according to research from Hymans Robertson Personal Wealth. Family businesses must prioritise building resilience to help manage any unexpected policy and tax changes that arise in the next tax year, warns the leading financial wellbeing firm. With changes to areas such as Business and Agricultural Property Relief on the horizon, reviewing the strength of their business and personal positions early business owners can gain clarity and reduce risk, leaving them better prepared for the year ahead. The research reveals that employment related tax (41%) and corporation tax (36%) are the biggest drivers of concerns around immediate cost pressures. At the same time, longer term taxes linked to ownership and exit, remain front of mind for family business owners. Over a quarter cite capital gains tax (28%) and state inheritance tax (26%) to be complicating long term decision making. Hymans Robertson Personal Wealth says there are practical steps that owners should take to help them manage their concerns and support ongoing business decisions. These include stress testing cash flow and cost assumptions through scenario testing. Clarifying exposure to tax and policy change to see how the business would perform under different cost, tax or revenue conditions, would also be beneficial. Commenting on the steps family business owners can take, Jeff Simpson, Head of Wealth Management, Hymans Robertson Personal Wealth: “Family businesses are vital to the UK’s economy but in the face of uncertainty resilience is key to continuity. Recently, they’re facing real difficulty when it comes to deciding which changes to act on and how to plan with confidence." "With rules changing infrequently, and the government often back tracking, this instability actively disrupts long-term thinking, making decisions around investment, ownership structures and succession much harder to commit to. These are the same decisions that once felt relatively straight forward, however owners may feel they’re harder to make now." “Steps like scenario testing and clarifying the potential impacts of varying tax changes will help build an understanding of the resilience of their business and reinforce foundations that promote a forward-looking approach to planning. A proactive review can highlight things are perhaps no longer working as intended, or where small adjustments now could have a meaningful impact on future tax obligations or the smooth transfer of the business to the next generation." "Owners should prioritise using available allowances, structure profits in the most tax efficient way, and check whether recent decisions may have unintentionally increased inheritance tax exposure. These are straightforward steps, but they’re often the ones that slip under the radar." “Taking action early doesn’t just reduce risk; it opens more choice. The sooner business owners start assessing their positions, the more options they have to protect value, adapt their plans and put the family in a stronger position should new rules come into force. At a time when clarity is hard to come by, getting organised sooner helps families reinforce the foundations that support confident, forward looking planning and long term resilience.” See the full report here .

UK entrepreneurs are confident about their own business prospects in the upcoming tax year, despite pessimism over the wider UK economy, according to new findings from Rathbones, one of the UK’s largest wealth and asset management groups. A survey of more than 1,000 SME founders, owners and senior executives found that over two thirds (68%) feel confident about their business outlook this year, including almost one in three who are very confident. Yet 37% are pessimistic about the broader economic environment, and 25% believe the government does not do enough to support people looking to build and grow businesses. Faye Church, Senior Financial Planning Director at Rathbones, based in Guildford, says: “Entrepreneurs are clearly backing themselves, even if they don’t feel backed by the system around them. The gulf between business level confidence and national economic optimism shows how hard business owners are working to maintain momentum amid tax pressure and rising costs. This resilience is encouraging, but it also highlights the need for policies that unlock investment and restore long-term confidence." Confidence holds, but fatigue is setting in While motivation among business bosses remains relatively strong (cited by 60% of the sample), nearly a third (29%) report feeling neutral and 12% say they are unmotivated. The findings point to operational fatigue amid ongoing cost pressures and economic uncertainty. Earlier research revealed that more than one in five SME leaders (21%) laid off staff last year due to cost increases, including higher business rates and national insurance contributions. “In our recent conversations with business owners, one theme keeps coming up: in a world of rising costs, shifting tax rules and continued economic uncertainty, people want clarity,” Faye Church adds. “Our clients want to know which financial decisions matter most right now and what practical steps they can take to protect and grow their personal wealth while running a successful business.” Five financial planning priorities for business owners this tax year With business confidence diverging sharply from broader economic sentiment, many founders are refocusing on the areas they can control, starting with their own financial planning. Faye Church outlines five strategies to help business owners strengthen their long-term position. 1. Separate business wealth from personal wealth For many founders and directors, the boundary between personal and business finances can blur. If too much personal wealth is tied up in the company, an unexpected downturn can throw long-term plans off course. Review how much of your net worth sits within the business, whether your salary/dividend mix is tax efficient, and whether surplus company cash is better reinvested, moved into personal investments or added to pensions. 2. Make the most of the current tax environment Tax planning remains a core part of effective financial management for directors, and recent changes to allowances mean business owners should review their approach each year. Key areas to revisit include: • Reduced dividend allowances and the most efficient way to extract profits • Lower Capital Gains Tax allowances on asset or share disposals • Using pension allowances, which may create opportunities for company contributions 3. Manage excess business cash more effectively A common question from business owners is: “What should I do with excess cash in my company?” Cash offers stability, but in a higher inflation environment, holding too much can erode long-term value. Options include optimising working capital reserves, using short-term cash management solutions, and considering longer-term extraction strategies such as company pension contributions (where appropriate). Your approach should reflect your cashflow needs, growth ambitions and personal financial goals. 4. Plan early for succession or a business sale Whether you’re preparing for a future sale, considering a management buyout or thinking about family succession, starting early gives you more choice and usually leads to better outcomes. Questions to explore now include: What does a “sale ready” business look like for you? Is your ownership structure aligned with your future plans? Are you building sufficient personal wealth outside the company? Early planning helps avoid financial surprises and gives you more freedom when the time comes. 5. Build a personal financial plan for life beyond the business Entrepreneurs often prioritise the company at the expense of their own planning. A well-structured financial plan can clarify when you can afford to step back, the income you’ll need later in life, how your investments should be structured and how to protect wealth for future generations. Good planning gives you options, whether that’s growth, a sale or simply more time.

In an era of fast fashion, global supply chains and corporate takeovers, it might seem surprising that family-owned textile businesses, some established over two centuries ago, still thrive. Yet firms such as AW Hainsworth, Johnston’s of Elgin and the historic Macnaughton Group demonstrate that, for certain enterprises, longevity is woven into their very fabric. In an industry shaped by tradition, skill and close community ties, these businesses have stood the test of time where others have faded. As Paul Andrews, founder and CEO of Family Business United, observes: “Family businesses are humble by nature… They’re more focused on getting the job done than shouting about it. But behind closed doors, these businesses are delivering real value, to their employees, their communities, and the wider economy, as many have done for generations." His words capture something intrinsic about family firms, a blend of quiet resilience, stewardship and long-term commitment that differentiates them from many modern corporate models. Craftsmanship and Continuity: The Case of AW Hainsworth In West Yorkshire, AW Hainsworth has been producing fine woollen cloth since 1783, making it one of Britain’s oldest textile manufacturers. For more than 240 years, the business has remained rooted in traditional craftsmanship while embracing innovation to meet changing market needs. Hainsworth fabrics have clothed soldiers, adorned nobility and furnished theatres and palaces around the world. Its longevity is not merely a matter of heritage, it’s a testament to the ability to marry quality with adaptability. The firm continues to invest in sustainability and technical development, recognising that heritage alone is not enough without ongoing evolution. Luxury and Integration: Johnstons of Elgin Across the border in Scotland, another name synonymous with enduring quality is Johnstons of Elgin, founded in 1797. What began as a small weaving operation in Elgin has become one of the world’s foremost luxury textile houses, vertically integrating spinning, weaving and finishing under one roof. Johnstons’ expertise has ensured its cashmere, tweed and knitwear are not just sought after in the UK, but internationally, supplying haute couture brands and holding royal warrants. Its longevity stems from a willingness to innovate within tradition: preserving artisanal skills while embracing modern design and sustainability practices, such as becoming a certified B Corporation. A Highland Legacy: Macnaughton Group Family business history in textiles extends beyond England and the Lowlands of Scotland. Macnaughton Group traces its roots back to 1783, when Alexander Macnaughton established a spinning operation near Loch Tay. Over seven generations, the company built a reputation for quality woollen fabrics before passing to a new family ownership in recent years. Though no longer under the original family’s control as it has passed to the aptly named Cotton family, Macnaughton reflects the resilience of traditional textile firms: surviving industrial revolutions, two World Wars, economic downturns and the challenges of modern global competition. Its commitment to craftsmanship, meaningful customer relationships and integrity has carried the company forward. Why Textiles Favour Family Ownership So what is it about the textile sector that has enabled these family firms to endure when so many others have disappeared? 1. Heritage as a Competitive Asset In an industry where quality, provenance and identity matter, heritage brands command loyalty. Consumers of luxury textiles or specialist materials often seek authenticity, something that a multigenerational family story reinforces. 2. Long-Term Perspective Textile production, from fibre sourcing to finished product, can be complex and time-intensive. Family owners are often prepared to invest for decades, not quarters. This patience allows them to refine techniques, build deep supplier relationships and withstand cycles that might break other businesses. As Paul notes, family firms share “a deep-rooted commitment, to legacy, to stewardship, and to doing business in a way that reflects their family’s values and they tend to think in generations rather than weeks or months.” 3. Community and Skill Transmission Textiles rely on skilled craftsmanship passed down through generations. Many family firms act as custodians of these skills, fostering loyalty among workers and ensuring knowledge continuity. Apprenticeship traditions and family involvement help to sustain expertise that is otherwise easy to lose in a world of mechanisation and outsourcing. 4. Adaptability Anchored in Values While rooted in tradition, successful family textile firms are not fixed in time. They innovate, diversifying product ranges, expanding into new markets and embracing sustainability, without abandoning their core identity. This balance between continuity and evolution helps them remain relevant even as fashions change. Looking Forward Today’s global textile industry is vastly different from what it was in the 18th century. Yet the enduring success of family firms such as Hainsworth, Johnstons of Elgin and Macnaughton suggests that there is still a place for businesses that think in generations rather than quarters. These companies remind us that longevity is not just about survival, but about preserving something worth passing on: craftsmanship, community, values, and a story that continues to be woven into the fabric of the modern world.

By the time the “handover” party is over, the speeches made and the LinkedIn posts published, many family businesses discover an awkward truth: retirement, in practice, is rarely a clean break. The founder may have stepped back “operationally”, but their presence lingers – in WhatsApp messages sent at dawn, in surprise visits to the office, in quiet interventions with long-standing staff. Officially, they are no longer in charge. Unofficially, they are everywhere. This phenomenon, the leader who retires in theory but not in behaviour, can be one of the most common and corrosive issues in family-run firms. It sits at the uncomfortable intersection of identity, power and loyalty, and it can leave the next generation stuck in a kind of corporate purgatory: responsible without authority, visible without control. Family businesses make up more than four million firms in the UK and employ over 13 million people. They are often celebrated for their long-term outlook, deep community ties and strong values. Yet succession remains their Achilles heel. Research consistently shows that only a minority survive the transition to the second generation, and fewer still to the third. Among the reasons most frequently cited is the difficulty founders have in truly letting go. For many entrepreneurs, the business is not just a livelihood but a life’s work – an extension of self. Stepping back can feel less like retirement and more like erasure. When you’ve built something from nothing, it’s very hard to watch someone else make decisions you wouldn’t make and it can be even harder when that someone is your child. The problems tend to emerge gradually. A new managing director is announced – often a son or daughter, sometimes a trusted non-family executive and for a while the transition appears smooth. But then the former leader begins to “dip in”. They attend key meetings “just to listen”. They call suppliers directly, “because I know them so well”. They overrule decisions in private conversations, leaving the new leader to manage the fallout. Staff, understandably, are quick to read the room. When two centres of gravity exist, people gravitate towards the one with the longest history of power. Instructions from the new boss are quietly double-checked with the old one. Decisions stall. You can’t run a business when everyone is waiting for a nod from someone who supposedly isn’t in charge anymore. The emotional dynamics are particularly fraught when succession happens within a family. Unlike in listed companies, these transitions are rarely just professional. They are bound up with decades of parental authority, sibling rivalry and unspoken expectations. A founder who insists they are “only advising” may not see themselves as undermining their successor at all, merely fulfilling a duty of care. To the successor, it can feel like a vote of no confidence. There is also the question of ambiguity. In many family firms, the boundaries of the retired leader’s role are never properly defined. Are they a chair? A consultant? A mentor? Or simply a shareholder with strong opinions? Without clear governance structures, personal relationships fill the gaps and personal relationships are notoriously difficult places to enforce limits. Some families try to manage this by physical distance. The retired leader stops coming into the office, or moves abroad, or takes on philanthropic projects. Others formalise involvement through a board role with explicit terms of reference. The key, advisers argue, is clarity: who decides what, and how disagreements are resolved. Getting The Conversation Started Here are some clear, probing questions family business leaders should address early and explicitly to reduce the risks of a “retirement in name only”. They are framed to surface both practical and emotional fault lines, and to encourage governance rather than guesswork. Role Clarity And Authority What decisions does the successor have full and final authority over from day one? Which decisions, if any, remain reserved for the outgoing leader – and for how long? Who has the right to overrule whom, and through what formal mechanism? How will staff be told, in unambiguous terms, who is in charge? Boundaries Of Involvement What does “stepping back” actually mean in behavioural terms (meetings, calls, emails, site visits)? When, how and how often can the former leader be consulted? What actions would clearly cross the line into interference? Who is responsible for enforcing boundaries if they begin to blur? Governance And Structure Is the former leader’s ongoing role formalised (eg chair, adviser, non-executive), or is it informal and undefined? Are there written terms of reference that limit scope, influence and duration? Is there an independent board or trusted external voice to mediate disputes? How will disagreements be resolved without reverting to family hierarchy? Communication With The Organisation What message are employees receiving about where authority truly sits? What happens if staff bypass the successor and go directly to the former leader? How will mixed messages be corrected quickly and publicly? Are long-standing loyalties being acknowledged and actively managed? Emotional And Identity Issues What does retirement mean personally for the outgoing leader beyond the business? What fears sit beneath the desire to stay involved (loss of relevance, control, purpose)? How will the successor earn legitimacy without being constantly second-guessed? What family dynamics might resurface under pressure, and how will they be handled? Accountability And Consequences Who carries responsibility if a decision goes wrong – authority without accountability, or accountability without authority? What are the consequences if agreed boundaries are ignored? Is there a point at which the arrangement will be reviewed or reset? What would a failed transition look like – and how will it be avoided? Timing And Exit Is this a genuine transition or an open-ended halfway house? What is the timeline for further withdrawal, if any? How will success of the handover be measured? What does “fully letting go” look like, and when will it happen? Used properly, these questions force family businesses to confront the uncomfortable reality that succession is not just a structural change, but a psychological one. The risk is not that founders care too much – it is that without clarity, their care quietly turns into control. Yet even with structures in place, the psychological challenge remains. Retirement from a family business is not like retirement from a job. The phone still rings. The surname is still on the building. The sense of ownership – emotional as much as financial – does not diminish overnight. Nor does the temptation to intervene when the business hits turbulence. Ironically, it is often during moments of difficulty that the old leader’s presence becomes most destabilising. For successors, the experience can be quietly demoralising. They carry the legal and moral responsibility for outcomes, but not the freedom to act. Some respond by becoming overly cautious, deferring decisions in the hope of consensus. Others push back aggressively, escalating family conflict. A few simply leave, concluding that it is easier to build something of their own than to run something they do not truly control. The wider consequences are not just personal. Businesses caught in this limbo can lose talent, miss opportunities and struggle to adapt. In fast-moving sectors, the inability to make decisive change can be fatal. What began as a well-intentioned desire to “support the next generation” can end up sabotaging it. None of this is to deny the value of experience. Former leaders often have deep institutional knowledge and hard-won wisdom. When used appropriately, as mentors, sounding boards or non-executive chairs, they can be an enormous asset. The problem arises when influence is exercised informally and invisibly, without accountability. At its heart, the issue is one of trust. Trust by the founder that the business can survive, and even thrive, without their constant input. Trust by the successor that they are allowed to lead, and to fail, on their own terms. And trust by the organisation that the person named at the top is, in fact, the person in charge. The most successful transitions tend to start long before retirement is announced. They involve honest conversations about identity and purpose, not just profit and strategy. They recognise that letting go is a process, not an event, and that stepping back requires as much discipline as stepping up. In family businesses, the hardest part of succession is rarely handing over the keys. It is resisting the urge to keep turning the lock.

Cybersecurity expertise has risen to the forefront of the UK’s technology hiring agenda, becoming the most sought after and among the highest paid technical skill sets. Amid intensifying cyber incidents and mounting regulatory pressure, businesses are offering salary premiums to compete for a limited pool of qualified security professionals according to new research from global talent solutions firm Robert Half. The firm’s latest data reveals intensifying pressure on the UK tech talent market, with cybersecurity emerging as the single highest priority skill set for employers, cited by 48% of technology leaders. This is matched by strong hiring intent: 44% of companies plan to recruit for cybersecurity and IT security roles within the next six months, outpacing all other technical specialities. Skills Shortages Are Driving Salary Premiums As the talent gap widens, Robert Half’s data reveals that employers are relying on premium pay packets to attract talent. The findings show that 44% of employers report cybersecurity skills as a primary driver of salary increases within their IT functions. This mirrors global trends, with the World Economic Forum estimating a worldwide shortage of more than four million cybersecurity professionals, fuelling competition and inflating salaries as employers try to secure scarce expertise. However, with demand far outstripping supply, employers are being forced to rethink how they attract, develop and retain critical security talent. Roles In Cybersecurity On The Up Robert Half's proprietary job posting database reveals strong growth in the UK cybersecurity job market in the past year, with more than 6,000 new security roles advertised nationwide, a 14% increase over the previous year. Demand was highest for Information Security Analysts, with more than 3,100 new vacancies, reflecting a significant (29%) year on year rise. The role of Information Security Manager also remained in strong demand, with over 1,300 new postings and an 8% year-on-year increase. The UK’s leading hubs for cybersecurity hiring in the past year were London (over 2,200 new roles), Manchester (around 450 roles), Bristol (around 350 roles), and Birmingham (around 350 roles), underlining ongoing demand for specialist security talent across both major metropolitan and regional markets. Craig Freedberg, Regional Director at Robert Half, comments: “Cybersecurity has become mission critical for every business, but the demand for skilled professionals has grown far faster than the available talent pipeline. While employers are increasingly turning to premium salaries to compete, pay alone is not a sustainable long-term solution." “To attract and retain cybersecurity specialists, businesses need to focus on comprehensive, value rich employment packages that go beyond compensation, including career development, continuous training, meaningful work and flexible working options. This becomes even more important when considering future talent pipelines." “Our 2026 Salary Guide research shows that when salary increases aren’t available, professionals place a high value on structured professional development opportunities." "Investing in skills growth will not only strengthen retention today, but it will also help secure the cybersecurity capabilities businesses will urgently need tomorrow.”

Hendy Foundation, the charitable organisation affiliated with the family-run Hendy car dealer group, has donated nearly £5,000 to The Allendale Centre to help fund a kitchen upgrade that will allow the café to prepare a broader range of freshly prepared meals for those in need across the community. Hendy Foundation often receives donations from generous local organisations looking to support community-led missions, and this particular donation for The Allendale Centre benefited from funds raised by Wimborne Cricket Club at its end-of-season awards presentation, totalling £2000. Together with the charity's donation, The Allendale Centre received a sum of more than £4,800. A hub for the community, The Allendale Centre on Hanham Road in Wimborne provides a safe and familiar environment for local families. The installation of the new oven will help support after-school activities at the centre, as well as expand assistance to more local people. Following its latest round of funding in late 2025, Hendy Foundation awarded grants totalling more than £61,000 to support 50 non-profit organisations. The Foundation aims to raise £90,000 in 2026, which would take its total funds since its launch in 2018 to more than £500,000. Rebecca Hendy, Chairperson of Hendy Foundation, said: “It’s so encouraging to see organisations galvanise their own supporters for philanthropic activities, and we know this new donation from Wimborne Cricket Club will make a real and lasting impact for those who use The Allendale Centre." "We strive to help charities across the south coast through our annual funding rounds, and with support from local organisations like WCC, we can step up our ad hoc support activities.” Carole Chedgy, Vice Chair from The Allendale Community Centre, said: “This new oven allows us to widen what we can offer as a community café, from nutritious meals to simple, comforting favourites that people genuinely enjoy. It will make a real difference for families, young people attending after-school activities, and for our staff and volunteers who benefit from accessible, easy-to-use equipment. We’re extremely grateful to Hendy Foundation for their support.” Jim Williams, Chair of Wimborne Cricket Club, adds: “Hendy Group is a highly valued and significant supporter of Wimborne Cricket Club, and their backing plays an important role in helping the Club thrive both on and off the field." “As an act of appreciation for Hendy Group’s ongoing generosity, we were delighted to donate the proceeds of the WCC’s end-of-season awards evening auction to Hendy Foundation. We look forward to continuing our extremely positive relationship with Hendy Group, working together to support both local cricket and the wider Wimborne Community.” For more information, visit here .

Passing a family business from one generation to the next is about far more than the transfer of ownership or assets. It is a delicate balancing act that requires careful planning, clear communication, and a long-term strategic mindset. Done well, succession preserves a family legacy and ensures the business continues to thrive. Done poorly, it can create legal disputes, fractured relationships, and even the collapse of a company built over decades. The Distinction Between Wealth and Problems Many family business owners focus on the financial side of succession—the transfer of equity, assets, and profits. Yet equally important is the management of “problems”: unresolved conflicts, unclear governance, and lack of clarity around roles and responsibilities. Bequeathing a business successfully means passing on wealth and opportunity without leaving behind confusion or tension that could jeopardise its future. Planning Early: The Key to Smooth Transition Succession is rarely a spontaneous event. Owners who begin planning early—often decades before retirement—are able to take a structured approach: Identify potential successors and assess their capabilities, interests, and alignment with the company’s long-term vision. Establish governance frameworks, such as family councils or boards, to guide decision-making and prevent disputes. Clarify roles and responsibilities, ensuring that each family member understands their remit and expectations. Delaying this planning can lead to uncertainty, resentment, and poor decision-making during the transition period. Governance and Communication Family dynamics are often the most challenging aspect of succession. Misunderstandings or hidden resentments can quickly escalate if not addressed proactively. Open, honest, and regular communication is essential. Many successful family businesses establish formal communication channels, including family meetings, written policies, and mentorship programmes for younger generations. Formal governance structures also help distinguish the business from the family. Clearly defined boards, shareholder agreements, and advisory committees provide stability, allowing decisions to be made objectively rather than emotionally. Financial and Legal Considerations Passing on wealth through a family business requires careful attention to tax, inheritance, and legal frameworks. Effective planning can reduce exposure to inheritance tax and ensure that ownership structures support both the financial and operational continuity of the company. Common tools include: Trusts and holding companies to manage ownership and succession rights. Shareholder agreements to formalise decision-making and dividend policies. Life insurance policies or liquidity planning to provide heirs with cash to settle tax obligations without destabilising the business. Consulting advisers with expertise in both family business and estate planning is essential, as poorly executed plans can unintentionally burden successors with liabilities or disputes. Developing the Next Generation Wealth without preparation is often a recipe for underperformance. Preparing successors involves more than financial training: they must understand the company’s values, culture, and long-term strategy. Many family businesses encourage the next generation to gain external experience, cultivate leadership skills, and gradually assume increasing responsibilities. This approach builds confidence, credibility, and competence. The Cultural Dimension Succession is as much about culture as it is about capital. Family businesses often carry traditions, principles, and reputations that extend beyond financial statements. By instilling these values in successors and embedding them into governance structures, owners can ensure continuity not just of wealth, but of the business ethos that has sustained it for generations. A Legacy of Opportunity, Not Burden Ultimately, successful succession is about leaving opportunity rather than problems. Wealth can provide security, but without preparation, guidance, and governance, it can create conflict or complacency. The goal is a legacy where the next generation inherits a business that is structured, resilient, and ready to grow—a foundation upon which they can build, rather than a minefield of unresolved issues. Bequeathing wealth in a family business is therefore not just an act of financial generosity; it is a commitment to continuity, stability, and shared purpose. By planning thoughtfully, communicating openly, and preparing successors thoroughly, owners can ensure that their business—and their legacy—endures for generations to come.

In an age of rapid technological change and global competition, family businesses have a unique asset that many corporations lack: history. The stories, traditions, and legacy accumulated over generations are more than mere anecdotes: they are powerful tools for creating identity, trust, and long-term advantage. When thoughtfully integrated into business strategy, heritage can strengthen brand loyalty, inspire innovation, and provide a sustainable edge in the marketplace. Understanding Heritage As A Strategic Asset Heritage in a family business is multifaceted. It encompasses the founding story, the evolution of the business, the values and ethics passed down through generations, and the skills and craftsmanship preserved over decades. These elements are more than sentimental relics; they are tangible differentiators that communicate stability, authenticity, and expertise. Customers and partners often perceive businesses with a rich lineage as more credible and reliable, providing a foundation for sustainable relationships and market positioning. Storytelling: Making History Visible And Memorable One of the most effective ways to leverage heritage is through storytelling. Narratives about the founding of the business, pivotal moments in its development, and the family values that guide decision-making can humanise the enterprise, foster emotional connection, and enhance brand identity. For example, highlighting generational craftsmanship or long-standing community involvement not only builds trust but also distinguishes the business from competitors in a crowded market. Modern digital platforms (websites, social media, and video content) allow these stories to reach wider audiences while preserving the authenticity that heritage demands. Preserving And Innovating Traditions Heritage should not be treated as static; the most successful family businesses balance respect for tradition with a willingness to innovate. For instance, a centuries-old winery may maintain traditional fermentation techniques while adopting sustainable viticulture practices or modern distribution channels. By integrating heritage into contemporary business practices, companies retain the credibility and uniqueness of their past while remaining relevant to current and future markets. This combination of continuity and adaptability can create a distinctive market position that is difficult for competitors to replicate. Branding And Visual Identity History can be seamlessly incorporated into branding and design. Logos, packaging, and marketing campaigns can reflect legacy through colours, typography, or symbols that evoke the business’s heritage. Limited edition products, anniversary releases, or commemorative collections can celebrate milestones while engaging customers in a narrative of longevity and craftsmanship. These visual and experiential cues reinforce the message that the business has stood the test of time, building trust and enhancing perceived value. Education And Community Engagement Incorporating heritage also extends to education and community involvement. Family businesses can host workshops, tours, or exhibitions that showcase traditional skills, historical processes, or archival collections. Such initiatives strengthen ties with the community, reinforce the brand’s authenticity, and position the company as a custodian of knowledge and culture. Customers and employees alike gain a sense of participation in a living history, deepening loyalty and engagement. Succession Planning: Heritage As A Guiding Principle Heritage is equally critical in succession planning. By clearly defining the values, principles, and cultural identity that underpin the business, family members can ensure continuity across generations. A structured approach to passing down institutional knowledge, from operational expertise to ethical standards, maintains both the business’s competitive edge and the integrity of its legacy. This continuity becomes a form of strategic resilience, enabling the enterprise to navigate change without losing its identity. For family businesses, history is more than a story to be told - it is a strategic resource to be leveraged. Through storytelling, the preservation of tradition, intelligent branding, community engagement, and thoughtful succession planning, heritage can be transformed into a source of sustainable competitive advantage. By honouring the past while innovating for the future, family enterprises not only preserve their legacy but also build resilience, authenticity, and market distinction. In a world often obsessed with novelty and rapid growth, family businesses demonstrate that longevity and legacy are powerful drivers of future success. The past, when embraced strategically, becomes a compass for the future, guiding decisions, inspiring loyalty, and creating a sustainable advantage that few competitors can match.

F.Hinds is proud to announce that it has been shortlisted as a finalist in the Retailer of the Year (6 stores or more) category at the highly respected UK Jewellery Awards 2026, following a record-breaking number of entries this year. The UK Jewellery Awards are among the most prestigious accolades in the industry, celebrating excellence, innovation and outstanding achievement across the jewellery sector. Being recognised alongside some of the UK’s leading names is a significant milestone for F.Hinds and a testament to the brand’s continued commitment to quality, value and exceptional customer service. With a heritage spanning 170 years, F.Hinds has built a reputation as a trusted, family-run jeweller, offering a wide range of jewellery, watches and gifts across its nationwide store portfolio. His latest shortlisting reflects the dedication of its teams across the country, who work tirelessly to deliver a welcoming and knowledgeable in-store experience for every customer. Andrew Hinds, Chairman of F.Hinds said, “We are absolutely delighted to be a finalist for Retailer of the Year at the UK Jewellery Awards 2026. This recognition means so much to us as a family business and is a true reflection of the hard work, passion and commitment of our colleagues across all our stores. We are incredibly proud to be acknowledged within such a competitive and respected industry.” The winners will be announced at a prestigious awards ceremony taking place on 8th July 2026, where leading names from across the jewellery industry will come together to celebrate the very best in the sector.

HP Inc. have released The Workflow Wakeup: How Unexpected Tech Can Help Future-Proof Small and Medium Businesses, a new report exposing growing operational strain facing small and medium-sized businesses (SMBs). Drawing on extensive global research, the report uncovers how outdated technology, inefficient document workflows, and overlooked print security vulnerabilities slow productivity, drain budgets, and spur employee burnout. Across industries, SMBs are working harder than ever, but not necessarily more efficiently. According to HP’s analysis, 56% of UK SMB IT leaders say their teams spend more time fixing problems caused by outdated systems, creating a cycle of constant firefighting that prevents teams from modernising or innovating. The research also finds that nearly half of SMB workers say outdated tools make daily tasks unnecessarily frustrating, while 50% of UK IT leaders spend too much time on manual tasks that could be automated— an often-overlooked drag on productivity in hybrid and distributed workplaces. Meanwhile, AI-enabled workflow tools present powerful new opportunities. HP’s data show 90% of UK knowledge workers say smart printing has reduced strain on IT, freeing teams for strategic work, and 79% of UK IT leaders say smart printing has delivered a strong return on investment, revealing significant upside in rethinking everyday office systems. On the security front, SMBs remain alarmingly exposed. Quocirca research indicates that six in 10 SMBs experienced at least one print-related data loss in the past year, underscoring the need for modernised endpoint protection as hybrid work expands the attack surface. The Workflow Wakeup consolidates these insights into a comprehensive look at how smarter, more connected print ecosystems can help SMBs reclaim time, reduce risk, and build resilience for the future of work. Aurelio Maruggi, Division President, HP Office Print Solutions, comments: “What our research makes clear is that the biggest obstacles facing SMBs aren’t always the ones that make headlines — they’re the everyday systems that quietly slow teams down." "Outdated workflows, unsecured printers, and manual document processes chip away at productivity in ways leaders can’t always see, but employees feel every day." "Modernising print and document management isn’t just about efficiency; it’s about giving growing businesses the visibility, control, and intelligence they need to compete." "When you turn a routine task like printing into a smart, secure, AI- enabled workflow, you unlock capacity across the entire organisation.” Key Findings from The Workflow Wakeup 56% of UK SMB IT leaders say their teams are constantly “putting out fires” caused by outdated systems, limiting innovation. 53% of UK knowledge workers say they spend too much time on manual tasks that could be automated. 50% of UK IT leaders say print issues take up more support time than they should. 25% of UK knowledge workers say smart printing has saved me more than an hour each week. UK SMBs could unlock up to $7.1 billion annually in productivity gains by modernising print workflows. Younger employees — especially Gen Z — are the quickest to abandon inconsistent tools and the fastest to embrace intelligent, seamless workflows, illustrating the rising expectation for friction-free technology at work. Six in 10 SMBs have experienced a print-related data loss, highlighting major security blind spots. 73% of UK IT leaders say smart printing has delivered a strong return on investment. For additional insights on digital transformation for SMBs, please visit The Workforce Wakeup Download and read the report here:

Family businesses are the backbone of the economy. From multi-generational manufacturing firms to fast-growing professional services companies, they are built on trust, reputation and long-term relationships. Yet it is precisely these strengths that can create a dangerous blind spot when it comes to cyber security. While large corporations often dominate headlines after cyber attacks, family-owned enterprises are increasingly becoming preferred targets for cyber criminals. The assumption that “we’re too small to be of interest” is no longer just outdated, it is actively risky. Why Family Businesses Are Particularly Vulnerable Family businesses tend to operate differently from publicly listed or private-equity-backed firms. Decision-making is often concentrated within a small group of trusted individuals, many of whom have worked together for decades. Systems evolve gradually, layered on top of legacy processes that “still work”, and technology investment may be viewed as a cost rather than a strategic necessity. This environment can unintentionally create ideal conditions for cyber attackers: Legacy IT systems that are no longer supported or regularly updated Informal access controls, where staff have broad system permissions Limited internal cyber expertise, particularly in smaller firms High levels of trust, making employees more susceptible to social engineering and phishing attacks Cyber criminals understand this. They know that a well-crafted email appearing to come from a family director or trusted supplier is more likely to be acted upon quickly and without question. The Real-World Impact of a Cyber Incident For family businesses, the consequences of a cyber breach can be far more personal than for large corporations. A successful attack may lead to: Theft of customer or employee data Financial loss through fraud or ransom payments Operational disruption, halting production or service delivery Regulatory penalties and legal costs Reputational damage that affects not just the business, but the family name itself Unlike large enterprises, family firms may lack the financial resilience or insurance coverage to absorb a major incident. In extreme cases, a single cyber event can threaten the survival of a business built over generations. Complacency: The Greatest Cyber Risk The most dangerous cyber threat facing family businesses is not malware or hackers — it is complacency. Common warning signs include: “We’ve never had a problem before.” “Our IT provider takes care of that.” “We don’t hold sensitive data.” “Cyber security is an issue for big companies.” In reality, past safety offers no protection against future attacks. Cyber criminals constantly evolve their techniques, often exploiting human behaviour rather than technical weaknesses. A single untrained employee clicking on the wrong link can undo years of hard work. Cyber Security as a Governance Issue Cyber security should not be treated as a purely technical matter delegated to IT support. For family businesses, it is fundamentally a governance and risk management issue. Boards and senior family members should be asking: What are our most critical digital assets and data? How would we continue operating if our systems were unavailable for a week? Do we know who is responsible for cyber risk at board level? When did we last test our ability to respond to an attack? In the UK, organisations can draw guidance from bodies such as the National Cyber Security Centre, which provides practical, accessible advice tailored to businesses of all sizes. Building a Cyber-Resilient Family Business Cyber resilience does not require enterprise-level budgets, but it does require intent and discipline. Practical steps include: Regular staff training to recognise phishing and social engineering Strong password policies and multi-factor authentication Routine system updates and patching Data backups that are tested and stored securely offline A clear, rehearsed incident response plan Perhaps most importantly, cyber security must be embedded into the culture of the business, treated with the same seriousness as financial controls or health and safety. Protecting the Business — and the Legacy Family businesses are defined by continuity. They are built not just for the next quarter, but for the next generation. In today’s digital world, protecting that legacy means recognising that cyber risk is business risk. Complacency is no longer a neutral position; it is a strategic vulnerability. By taking cyber security seriously now, family businesses can safeguard not only their operations, but their reputation, their relationships and the future they intend to pass on.