A new Brewers Decorator Centre in South Ealing will be opening on Monday 2nd November. Joining 35 other Brewers stores in London, the store is your ultimate destination for painting and decorating supplies. Great Location You can find the store at 152 South Ealing Road, London, W5 4QJ. Brewers takes over the plot from decorating brand Costello’s, carrying on the painting and decorating tradition in the local community. It’s well situated on the corner of a busy high street with a couple of free parking bays outside the store and lots of paid parking in the surrounding streets. A Wide Selection Of The Biggest Brands South Ealing store offers a wide range of products from the best brands including tinting machines from Benjamin Moore, Crown, Dulux, Farrow & Ball, Johnstone’s, Little Greene and TOR mixed specifically for you to take away the same day. The team are equipped with expert product knowledge and will be on hand to answer any questions you have about products in store. Exclusive Discounts There’s lots of exciting offers coming your way when the store opens. Sign up to email or follow @BrewersPaints on socials to be the first to know. ! The team can’t wait to welcome you to the new South Ealing store on Monday 2nd November. Pop in, say hello and pick up a treat or two. For more information, please contact here.

In 2026, SimpsInns marks 30 years as one of Ayrshire’s leading family owned hospitality groups. Founded by Malcolm and Karen Simpson and now led alongside their sons, the business has grown into a collection of award winning hotels, restaurants, spas and golf destinations along Scotland’s Golf Coast. Paul Andrews spoke to the second generation, Lee Simpson, Managing Director, and Jack Simpson, Property and Development Director, to find out more. Thirty years is a significant milestone for any business. In hospitality, a sector that has faced more than its share of upheaval, it is an achievement worth celebrating. For SimpsInns, named Ayrshire’s Hospitality Business of the Year 2025 and SLTN Family Business of the Year 2026, the anniversary is a chance to look back and forward with real ambition. “Running a family business in hospitality is not easy,” says Lee. “But reaching 30 years is a real milestone, so we must have got something right.” Built on Entrepreneurial Foundations Both brothers are clear that much of today’s success stems from the way their parents built the business. Growing up with hard working, entrepreneurial role models, Lee and Jack learned from a young age, absorbing advice and building their knowledge along the way. “The way Mum and Dad built the business has helped fuel our success,” says Jack. “Irrespective of all the hours they put in, the diversity of the business has stood us in good stead and helped us navigate a number of storms successfully along the way.” Today the SimpsInns collection includes The Waterside Hotel & Spa in West Kilbride, The Gailes Hotel & Spa in Irvine, The Loans Inn near Troon, The Potting Shed and The Terrace in Irvine, and Gailes Golf: Leisure at The Gailes. Alongside hotels and restaurants sit two Si! Spa destinations, wedding and events venues, a leisure club and golf breaks within easy reach of some of the world’s most celebrated links courses. “We are a wee bit of everything when it comes to hospitality,” says Lee, “and there is always something to shout about.” Stepping Up: The Second Generation For Jack, joining the family business was always on the cards, but it was never a foregone conclusion imposed by his parents. “Joining the family business was always going to happen, but it was never forced upon us,” he explains. “We both went to university and then travelled, working for other businesses, some of them family owned. About ten years ago it felt like the right time for me to come back and start working in the family business.” Those years away proved invaluable. Much of Lee’s time overseas was spent in hospitality roles, building skills he still draws on today. “Apart from a stint on an avocado farm and some construction work, my roles were in hospitality,” he says. “But it was all good experience to bring back.” Jack’s journey followed a similar path. His travels included time in a commercial kitchen, where he found himself preparing dishes he had never attempted before, octopus among them, and truly learning on the job. Back home, the brothers have settled into clearly defined roles that play to their strengths. Lee is very much the public face of the business, while Jack prefers to work behind the scenes. Rather than competing, their roles complement one another. Malcolm and Karen remain actively involved, but the balance is shifting. As Lee and Jack take on more and more responsibility, their parents are gradually stepping back. Both brothers point to The Waterside development as one of their proudest achievements to date. It was a project where they were given greater input into the decision making process and helped shape the final product, a clear sign of the trust being placed in the next generation. Weathering the Storms Lee is candid about the pressures facing the sector. “Legislation keeps increasing, costs keep rising and margins are under constant pressure,” he says. “Recruitment isn’t easy either.” Part of the answer has been a consistent commitment to reinvestment. “Right from the start we have invested in the business, and we continue to do so,” Lee explains. “Investing in our properties, and our people is what attracts guests.” That investment continues to pay off, with the spa and wellness facilities and the leisure club drawing growing numbers of guests. The breadth of the business is also a deliberate strength. “We’re a diverse second generation business, with restaurants, weddings, events, leisure facilities and more besides,” says Lee. “That works well for us because all our eggs aren’t in one basket.” Yet growth for its own sake has never been the goal. “It’s about being profitable, delivering a great service and not being busy fools.” Family Values in Practice The Simpsons are a close knit family, aligned on their purpose and vision. They holiday together and dine out together, though inevitably the conversation turns to the business and the world of hospitality. Those family values permeate SimpsInns, right down to where the leadership sits. The main office is located above the spa, keeping the family close to the ground, on hand for the team and involved in what is happening day to day. “Ayrshire is our home, and we are fortunate that all five of our locations are in close proximity,” says Jack. “People see us leading from the front.” With almost 300 employees and growing, the group’s stated values of fairness, inclusion, integrity, teamwork, learning, passion and quality are designed to cascade from the owners through to every member of the team. Loyalty runs deep, too. “It’s a special place to be,” says Lee, “and we were delighted to share the anniversary celebration with a number of staff who have been with us on the journey from the start.” Proud of Ayrshire Place is central to the SimpsInns story, and the family champion their home region at every opportunity. “We are proud of the business, the venues and Ayrshire as a place where we live and work, and we shout about it as much as we can,” says Jack. “Ayrshire is beautiful, it has some real hidden treasures and it is a great place to visit.” The Next Chapter The past year has brought another milestone, with both Jack and Lee starting families of their own. There is now a third generation, albeit a very young one. “We are excited about the future,” says Lee. “Being a family business is so important. It is who we are, and the values we have make the business what it is today. They will help drive the next phase of the journey.” SimpsInns shows what can be achieved when one generation builds with ambition and the next is given the space to grow into leadership. Thirty years on, with continued investment, a diverse portfolio and family values that run through every venue, the Simpsons are not just celebrating the past. They are building the foundations for a third generation and the next chapter of their Ayrshire story.

Hendy Foundation, the independent charity affiliated with leading car dealer business Hendy Group, has opened its second grant window of 2026, inviting local charities across the South Coast to apply for funding. Up to £20,000 is available to support local charities and community projects, with applications open until Friday 30th October. This follows a successful first half of 2026 which saw Hendy Foundation award £16,000 to eight local charities within Hendy Group’s footprint. Rebecca Hendy, Chairperson of Hendy Foundation said: “The Hendy Foundation is committed to supporting the communities it serves, and the latest round of funding offers another opportunity to make a real difference. We encourage local charities of all sizes to apply and benefit from the support available.” To be considered for Hendy Foundation’s 2026 grant window, charities should make a submission via the Hendy Foundation website: Grant Request - Hendy Foundation A panel of volunteer Hendy Foundation trustees will review applications before carrying out an assessment to determine which charities are eligible to receive support this year. Successful applicants are expected to receive their grants before the end of 2026. Launched in 2018, Hendy Foundation is a dedicated charity that provides grants to local charitable projects, people and charitable organisations. The family-run Hendy Group’s commitment to supporting local communities goes back generations, and the Hendy Foundation continues to explore exciting new ways to strengthen and improve upon these links.

An independent insurance and risk management firm has strengthened its trade credit team with the appointment of Account Executive, Derek Chissell. Derek joins Caledonia Dallas, which is part of the TL Dallas Group, following a 20-year career with Lloyds and Bank of Scotland. He is part of a group-wide 13-strong trade credit team and is based at the firm’s Elgin office. He will help businesses understand how trade credit insurance can protect against customer insolvency and non-payment, and work closely with colleagues at the group’s other offices in Shetland, Orkney, Inverness, Glasgow and Edinburgh to promote trade credit insurance across Scotland. Initially, Derek will focus on developing new business through his existing professional networks and relationships across the group, before taking responsibility for his own client portfolio. Derek said: “I’m looking forward to bringing my experience and existing relationships to the role, whilst building new connections with businesses and professional partners across Scotland." “Trade credit insurance plays an important role in helping businesses manage risk and protect cash flow, particularly in an uncertain economic environment. I’ll work with colleagues across the group to raise awareness of its benefits and help more businesses access the protection they need.” Paul Chiffers, Head of Office at Caledonia Dallas in Inverness and Elgin, said: “We’re delighted to welcome Derek to the team. His experience and regional connections will help us develop our trade credit offering and reach more businesses across Scotland." “We remain committed to investing in our people and specialist capabilities to meet clients’ evolving needs. We look forward to supporting Derek as he establishes new relationships and contributes to the team’s continued growth.” TL Dallas has been providing trade credit insurance for more than 50 years, helping businesses across the UK manage the risk of non-payment. The group employs more than 230 people across 14 offices. Visit more on TL Dallas here. Photo: Paul Chiffers and Derek Chissell outside the offices of Caledonia Dallas.

Every four years, the world watches granite glide across Olympic ice. Few viewers realise that each of those stones began life on an uninhabited island in the Firth of Clyde and was shaped by hand in a small Ayrshire town. Kays of Mauchline has been making curling stones for more than 175 years, and its story is one of family enterprise, family conflict and, ultimately, renewal. A Business Born of Kinship Tradition dates the firm's origins to 1851, when William Kay and his sons Andrew and Thomas set up a workshop at Haugh, near Mauchline. Before Kays, curling had little regulation and stones of any shape or size were used. The family helped change that, and the key was a rock. Granite from Ailsa Craig proved highly resistant to splintering, and the Kays secured the right to harvest it, a permission granted by the Marquess of Ailsa. When Tragedy Tests the Family Every family business eventually faces a moment that tests it, and for the Kays it came early and brutally. By 1881, Andrew was employing thirty people. Then, in the summer of 1887, his wife Catherine gave birth to twins, and four days later Andrew died aged just 32. Within weeks, the twins had died too. What followed will be painfully familiar to anyone who has watched a business stumble through an unplanned succession. Legal action ensued and the business went to auction in 1888. Thomas won the business name, but Catherine held on to the Haugh premises and built a successful rival under the name Andrew Kay and Company. For years, two branches of one family competed in the same town, making the same product from the same rock. Grief, ownership and livelihood collided with no framework to hold them apart. The Wyllie Era Stewardship eventually passed by marriage to James Wyllie, and the company remained wholly owned by the Wyllie family for generations. In 1911 the business moved to Barskimming Road in Mauchline, where it remains today. The Wyllies ran Kays as a genuinely hands on enterprise; archive photographs from around the 1960s show Tom Wyllie, one of three brothers running the firm, operating the machinery himself, at a time when the workforce numbered around forty. The business weathered history in unexpected ways too. When the liner SS Athenia was torpedoed on the first day of the Second World War, her cargo included 278 Kays stones bound for Canadian curling clubs. Craft as Inheritance What the Kays and Wyllies really passed down was a craft. Ailsa Craig Blue Hone granite forms the running edge, prized for its resistance to water, while Common Green granite makes up the body because it withstands impact without splintering. Because the island is now a bird reserve, quarrying is restricted, and each meticulously planned expedition gathers only granite that has already fallen naturally, enough to keep the Mauchline workshop supplied for years to come. The reputation that craft earned is extraordinary. Kays stones have been used at Olympic level since 1998 and at every World Curling championship, and new stones were made for the Milano Cortina 2026 Olympic and Paralympic Winter Games. A New Chapter For Kays By the early 2020s, Kays was in financial difficulty and under threat of moving out of the area. Jim English, an Ayrshire man with a background in business turnarounds, led the recovery and returned the firm to profit, and ownership passed from the Wyllies to English and chairman Paul Davidson. The new owners recognised immediately that the real asset was knowledge held in the hands of a few craftsmen and set about bringing young people in to get knowledge transfer going. The result was striking: a young craftsman made half the Olympic stones, veteran John Brown made the rest, and World Curling could not tell them apart. All this despite external shocks, including the loss of a Russian market that had once been a significant proportion of sales, with Kays now exporting to around 70 countries. Perhaps the most telling development is that Kays is once again manufacturing with a family connection as Jim's son, Ricky English, has given up his career on the oil rigs to join the business, swapping the North Sea for the workshop floor in Mauchline. It is a decision that echoes his father's own journey, and it brings fresh energy to one of Scotland's oldest manufacturing stories. As Ricky explains, “There is obviously still a nice family connection." "With me now working alongside my Dad and Paul, and a proud family business legacy from years gone by and I am very proud to be a part of the business and to help take it forward.” Ricky is now helping the business continue on the next chapter of its journey, with exciting plans for the future. Among them is the potential development of a heritage centre, an ambition that would allow visitors to experience the remarkable history of Kays and the craft behind every stone. For a company whose story spans Victorian rivalries, wartime losses and Olympic glory, it would be a fitting way to share a legacy that belongs to Ayrshire and to curling worldwide. Lessons for Every Family Business What can today's family firms take from nearly two centuries in Mauchline? First, plan for the unthinkable. Andrew Kay's death split a family and a business because nothing had been agreed in advance. Is your shareholder agreement ready for a sudden loss? Second, protect the knowledge, not just the assets. Exclusive access to Ailsa Craig granite is invaluable, but without skilled hands it is simply rock. Who in your business holds knowledge that has never been written down or shared? Third, stewardship matters more than surname. The Kays legacy survives because new custodians chose to keep the craft in Mauchline, and now a new ownership and leadership team is building on it. If your next generation cannot or will not continue, have you considered who might carry your legacy forward? Finally, heritage is an asset to be shared. A heritage centre turns history into connection. How well does your business tell its own story? Kays of Mauchline shows that a family business legacy is measured not only by how long one family holds the shares, but by whether the values, skills and sense of place endure. From a water powered mill on the banks of the River Ayr to Olympic ice, and now into new ownership, the journey of Kays continues and the stones still carry the fingerprints of all who came before. The question for every family business is simple: what will you leave behind, and who will be ready to carry it?

Family Business United (FBU), the UK’s independent champion of the family business community, has today launched Insight Guide: The Value of an Outside Voice. The new publication examines the role of Non-Executive Directors (NEDs) in family businesses and how to make the appointment a success. The guide is produced in association with TWYD & Co, leadership advisers to families in business. It brings together two complementary perspectives. The first explores why NEDs matter so much in a family business and the roles they play. The second is a practical guide to making an appointment, covering how to define the need, run a search, agree the terms and give the relationship the best chance of success. Family businesses carry a particular tension at their heart. The shared history, deep loyalty, patient capital and sense of stewardship that make them strong can also make difficult questions hard to ask. When the people around the board table are also the people around the Sunday lunch table, uncomfortable truths can go unspoken. The guide argues that the right NED does not dilute those strengths but protects them, bringing independent judgement, constructive challenge and wider experience. The launch comes as family businesses face a demanding agenda. Succession, growth, the governance needed as they scale, and the wider planning made more urgent by the reforms to Business Property Relief and Agricultural Property Relief all call for clear thinking at board level. Paul Andrews, Founder and CEO of Family Business United, said: “Ask the families who have thrived across generations what made the difference, and many will point to the moment they chose to invite an outside voice into the room. That decision is rarely easy, because opening the boardroom to someone from outside the family can feel like a step into the unknown." "But with succession and the reforms to BPR and APR firmly on the agenda, the case for independent perspective has rarely been stronger." "I hope this guide prompts an honest conversation around board tables across the country. The families that endure are those willing to keep asking whether their board is fit for what comes next.” David Twiddle, Founder and Managing Director of TWYD & Co, said: "This guide is important for family firms considering the appointment of a Non-Executive Director. The value of an appointment depends far more on defining the need properly than on finding an impressive CV, and families who agree why they need a NED before they start searching tend to make the strongest appointments.” The guide covers: The roles a great NED plays, from constructive challenger and guardian of good governance to steward of succession, honest broker and mentor to the next generation Finding the right person, including the qualities that matter most and why independence of mind outweighs comfort and familiarity Appointing a NED, from agreeing the mandate and running the search to assessing candidates, setting the time commitment, fees and terms, and planning the first year Changing long serving board members, one of the most sensitive parts of board renewal A glossary of governance terms and a step by step checklist for employing a Non-Executive Director Insight Guide: The Value of an Outside Voice is available here to download.

Britain risks becoming a nation of company sellers rather than scale-ups as a growing number of business owners question whether the rewards of further growth still justify the risk and effort, according to Rathbones Group, one of the UK’s leading wealth management firms. Rathbones, whose advisors work with professionals, business owners and entrepreneurs from its 21 UK offices, analysed* almost 28,000 UK businesses sold between 2018 and 2025, alongside trends in start-up and scale-up funding. The research found that the number of UK businesses sold each year has risen by 70% over the past seven years, with sales accelerating in the most recent two. Annual sales increased from 4,989 companies in 2023 to 5,684 in 2024 and then to 5,774 businesses in 2025. While selling a business is often a sign of entrepreneurial success, allowing founders to realise the value they have created and potentially reinvest in future ventures, Rathbones says conversations with business-owner clients suggest many feel fed up and this, combined with a shortage of growth-stage funding is driving many to sell their companies early. Rathbones’ analysis highlights the challenge of securing capital to help companies grow to the next stage. While Britain attracts a similar share of global venture capital investment at the start-up stage as California's Bay Area, home to Silicon Valley, its share falls to just 6% at the breakout stage and 5% at the late-growth stage, compared with 16% and 48% respectively for the Bay Area. Richard Greenhalgh, Head of Rathbones’ Manchester Office, says: "The UK doesn't have a start-up problem. It has a scale-up problem. We speak to business owners who are still generating sales but tell us that the sacrifice and effort required to reach the next stage of growth is becoming increasingly hard to justify and deliver." “One automotive business owner told us sales remain robust, but as his overheads and regulation have risen, his profits and quality of life have plunged. Another client, who owns a pet food supplier said they have little choice but to keep going but feel squeezed by the costs placed upon them and lack support." “Manchester has no shortage of investment capital, and private equity and venture capital firms play a vital role in supporting business growth across the region. The challenge is that early-stage scaling can be inherently high risk, making it important to create an environment where investors can be rewarded for supporting promising young businesses through their next phase of development, as well as more established companies." The analysis also found that businesses completing five or more funding rounds are more than three times as likely to create significant founder wealth as those completing only one, underlining the importance of access to capital throughout the growth journey. Dominic Hughes, Senior Investment Director at Rathbones’ Manchester office, says: “Britain creates no shortage of ambitious businesses. The bigger challenge is helping them stay independent long enough to fulfil that ambition and deliver the growth the country needs." "It isn't hard to understand why some founders decide to sell. Growing a business takes years of effort, personal sacrifice and often repeated rounds of funding. If that journey becomes harder and the rewards become less certain, many will understandably decide to cash in earlier than planned." "The risk is that businesses with the potential to become the next generation of major British employers are sold before they reach that stage. When that happens, we don't just lose future founder wealth. We risk losing future employers, exporters and regional success stories too."

Many new business owners assume profit should be the immediate goal, but cash is the real lifeblood of a business, and even profitable businesses can fail if they don’t pay close enough attention to their cashflow. Especially in the early stages of a business, carefully managing cashflow can be the difference between survival and insolvency. Understanding where cash is coming from, where it is going, and what demands are coming around the corner is one of the most valuable disciplines an entrepreneur can develop. There are steps you can take from day one to ensure that you stay on top of your liquidity and avoid any nasty surprises. Profit Doesn’t Pay The Bills, Cash Does One of the most common mistakes made by growing businesses is assuming that a healthy profit means the business is financially secure, but profit is not the same as cash. In reality, there can be a significant gap between making a sale and receiving the cash. For example: You invoice a customer for £20,000 The customer has 60-day payment terms You need to pay staff, suppliers and overheads before the customer pays. On paper, the business is profitable. In practice, the bank account may be running dangerously low. Long-term investments, slow payers, delivery delays; there are many examples of business pressures that don’t affect profitability but can be seriously detrimental to your cashflow. Understanding the difference between profit and cash is one of the most important lessons entrepreneurs often learn the hard way, Successful business owners focus on both from day one. Rolling Cashflow Forecasts If you’re flying blind as a business owner, by the time you identify a liquidity crisis it may be too late. Lack of visibility can make it daunting to invest if you’re running low on cash, or overconfident if you have a significant buffer sitting in the bank. Forecasting can help eliminate that uncertainty. A good cashflow forecast will show future predictions of the following: Cash available at any given time – This can identify financing needs in advance, or good times to invest. Do you have a buffer in place for surprise bills? Customer receipts – Make sure your credit terms work for your business needs, and identify when you might need customer incentives to pay early. Seasonality – Not every business is consistent throughout the year. Make sure expected seasonality is factored into your forecasts. Planned expenditure – When will you pay suppliers and will you need to renegotiate supplier terms? When will you need to make large investments? Tax liabilities – Stay on top of your payment obligations. Multiple liabilities might need to be paid at certain pinch points throughout the year, so save for these in advance. Loan repayments – Will you have enough cash to meet requirements? Consider any banking covenants you need to comply with. Stress tests – Scrutinise your own assumptions - how much would it impact you if actual sales were, say, 20% below estimates? Plan for unexpected shocks. A combination of the right accounting software, AI solutions and discussing your assumptions with your accountant can produce a forecast you can rely on, and it means you have one oven-ready if external lenders and investors ask for proof of future liquidity. It should be updated regularly to ensure you’re adapting to the performance in real time, and assumptions made should be realistic so that you can make sensible business decisions. Out-of-date or misleading forecasts can be just as dangerous as having none at all. Don't Forget The Finance Finance is sometimes seen in a negative light by new business owners, but raising external finance is not always a sign of a struggling business. In contrast, it can accelerate growth and provide liquidity for the up-front investment often needed when setting up a new business operation. There’s a whole range of financing options available to business owners, even at the early stages, such as: Bank lending Asset finance Invoice finance Director funding Equity investment. The right option will depend on the stage and nature of the business. Choosing the wrong kind of finance can often leave you paying more in fees and interest than needed. We work with businesses to identify the right type of finance for the specific needs of their business such as investment, credit control, growth or asset purchase. Understand Your Working Capital Cycle Working capital is the cash tied up in the day-to-day operation of the business and is unique to every business. From the moment you accept an order to the moment cash has exchanged hands, there are key cogs in the machine that need to turn, and this process is known as the working capital cycle. For example, you may have to buy raw materials in first, pay for the staff to carry out the work, convert those materials into a finished product, deliver that product to the customer and after all that, you need to ensure the customer pays! Cash might change hands at vastly different times at each step in this process, so understanding your own working capital cycle can help you forecast and negotiate the right credit terms with your suppliers and your customers. Three key areas deserve particular attention: 1. Debtors The faster customers pay, the stronger your cash position. Consider: Issuing invoices promptly Using clear payment terms Following up overdue balances consistently Taking deposits where appropriate Many businesses spend excessive time winning work but insufficient time collecting payment. 2. Creditors Managing supplier payments effectively can improve cash flow without damaging relationships. This means: Understanding payment terms Avoiding unnecessary early payments Planning larger purchases carefully. The objective is not to delay payment unfairly, but to manage cash sensibly. 3. Stock For product-based businesses, excess stock can absorb large amounts of cash. Ask yourself: How much stock is genuinely required? What’s your stock turnaround time? Are slow-moving items tying up cash? Can ordering processes be improved? Every pound sitting on a shelf is a pound unavailable elsewhere. Summary In the early stages of a business, cash is often the difference between growth and stagnation, or even survival and failure. While sales, profits and growth are important indicators of success, maintaining control of cash flow provides the foundation that allows everything else to happen. Businesses that regularly forecast, collect cash promptly, manage working capital carefully and plan ahead for tax obligations put themselves in the strongest position to navigate the inevitable challenges of growth.

Family Business United is delighted to announce that Saffery has joined as its latest partner, further strengthening its network of organisations dedicated to supporting, celebrating and championing family businesses. The partnership brings together two organisations with a shared commitment to helping family businesses thrive, recognising the important contribution they make to the UK economy and the communities in which they operate. As a leading professional services firm, Saffery has a long-standing commitment to working with family-owned businesses, providing specialist advice and support to help them navigate the opportunities and challenges that come with running and growing a family enterprise. Through its partnership with Family Business United, Saffery will become part of a wider community committed to raising the profile of family businesses, sharing knowledge and insight, and creating opportunities for family businesses and those who support them to connect and learn from one another. Paul Andrews, Founder & CEO at Family Business United, commented: “We are delighted to welcome Saffery as our latest partner. Building a strong network of organisations that understand and champion family businesses is central to what we do at Family Business United, and Saffery brings valuable experience and insight to our community." “Family businesses are a vital part of our economy and society, and it is important that they have access to the right expertise, advice and support to help them navigate the challenges of today while planning for the generations of tomorrow. We look forward to working with the team at Saffery and developing our relationship in the months and years ahead.” Fenella Martin-Redman, Partner at Saffery, added: “We are delighted to be partnering with Family Business United. Family businesses are at the heart of the UK economy, creating jobs, driving innovation and investing for the long term. They often face unique challenges, from succession planning and governance to growth and intergenerational wealth, and having access to the right advice and a strong support network can make a real difference." “We look forward to engaging with the Family Business United community, sharing our experience and expertise, and helping family businesses build successful and sustainable futures.” The partnership reflects the continued growth of Family Business United's network of professional advisers and organisations that recognise the distinctive contribution of family businesses and the importance of supporting them at every stage of their journey. Through its growing partner network, Family Business United continues to connect family businesses with the people, knowledge and resources that can help them succeed across generations.

Family Business United is delighted to announce that Higgs LLP has joined its growing network of partners, reinforcing its commitment to supporting, connecting and championing family businesses across the UK. The partnership brings together two organisations that recognise the importance of family businesses to the UK economy and the distinctive opportunities and challenges they face as they grow, evolve and plan for future generations. Higgs LLP is an award winning, full-service law firm supporting owner-managed businesses and the people and families that build and run them across the UK.Its expertise and understanding of the legal issues affecting family enterprises make it a valuable addition to the Family Business United community. Through the partnership, Higgs LLP will have the opportunity to engage with family businesses and fellow professional advisers, share knowledge and insight, and contribute to the wider conversation around the issues that matter most to family-owned enterprises. Paul Andrews, Founder and CEO at Family Business United, commented: “We are delighted to welcome Higgs LLP as our latest partner. Family businesses have their own unique dynamics, with decisions often shaped by the interaction between family, ownership and business, and access to the right professional advice can be invaluable in helping them navigate the challenges and opportunities they face." “Higgs LLP brings valuable expertise to our growing partner community, and we look forward to working together to champion family businesses, share insight and create opportunities for the family business community to connect, collaborate and learn from one another.” Philip Barnsley, Head of Family Law at Higgs LLP added: “We are delighted to be partnering with Family Business United and to be joining a community that shares our appreciation of the contribution family businesses make to the economy and society." “Family businesses often balance commercial ambitions with family values, legacy and long-term stewardship. Understanding those priorities is essential when providing legal advice that helps them navigate change, plan for the future and build sustainable businesses for future generations." “We look forward to sharing our expertise and supporting family businesses as they continue to grow and thrive.” The addition of Higgs LLP further strengthens Family Business United’s network of professional advisers and organisations committed to helping family businesses succeed. By bringing together family businesses and those who support them, Family Business United continues to create opportunities for collaboration, knowledge sharing and meaningful connections, helping to ensure that family businesses have access to the insight and expertise they need to prosper across generations.

Changes to inheritance tax (IHT) rules are set to increase the financial support provided through the Bank of Family, new research from Investec Save shows. More than one in five (22%) retired people say they plan to increase how much they give their family over the next five years as a direct result of the changes. These include bringing most unused pension funds and pension death benefits into estates for IHT purposes from 6 April 2027 and freezing IHT thresholds until April 2031. Investec Save’s research found that two out of five (40%) provided financial support for adult children and grandchildren in the past 12 months. Nearly half (46%) of them gave up to £1,000 but one in six (17%) handed over more than £5,000 in financial support during the 12 months. They were most likely to have provided help with day-to-day bills and holidays. Around 28% say they helped with everyday bills and 25% gave money for holidays or leisure spending while 28% said they gave cash but did not know what their children or grandchildren spent the money on. Around one in eight (12%) say the money they gave was for a house deposit while 7% say they helped out with mortgage or rent payments. One in 10 helped pay for childcare or activities while 9% contributed to weddings or other major family events. Giving money to family can create emotional as well as financial concerns. Nearly half (47%) of respondents with children or grandchildren worry about treating family members fairly when providing support. Over the next five years the financial value of the help for family will increase with more than half (52%) of those questioned expecting to give money. That includes 18% who expect to give £20,000 or more. Around 6% estimate they will give £50,000 or more. David Hunt, Head of Savings, Investec Bank, said: “Changes to IHT are prompting some retired people to think differently about when they support their families, with 22% planning to increase what they give over the next five years." “The sums can be significant, with nearly one in five of those planning to provide support expecting to give at least £20,000. Before making substantial gifts, people should consider how much they may need for their own retirement, potential care costs, unexpected expenses and tax treatment.” Investec Save’s range of accounts can be opened online in minutes and are fully managed online with no hidden fees or charges. The Online Flexi Saver, which currently offers 3.79% AER, is a simple and secure instant access savings account. Unlimited deposits and withdrawals are allowed. This makes the Online Flexi Saver worth considering for unexpected expenses. Its 1-Year Fixed Rate Cash ISA, which currently pays 4.95% AER, enables customers to lock in higher rates for longer, helping them grow their savings and make the most of their tax-free ISA allowance each tax year. It is available to all eligible customers, whether they are opening a new ISA to fund using their current annual allowance or transferring in an existing cash ISA from another provider. The Fixed Rate Saver offers 1-Year term at 5.00% AER, 2-Year term at 5.16% AER or 3-Year term at 5.19% AER. Interest is paid on maturity of the 1-Year term and annually on the 2-Year and 3-Year terms. No withdrawals are permitted until the end of the term in each case, and no further deposits can be made after the first seven days. In addition, its 90-Day Notice Saver, which currently pays 4.00% AER, offers unlimited deposits with withdrawals subject to 90-days’ notice. For more information on Investec Save products, visit here.

Award-winning Scottish hospitality operator Buzzworks has officially opened the doors to The Bass & Barrel in North Berwick, following a major seven-figure transformation of the former Nether Abbey Hotel. Newly opened, the new pub and restaurant marks an exciting new chapter for the well-known East Lothian property, bringing a fresh identity to the former hotel while creating a welcoming destination for locals and visitors. Designed first and foremost as a neighbourhood pub and restaurant for the North Berwick community, The Bass & Barrel will be open seven days a week, offering somewhere to eat, drink and socialise from early until late. Whether popping in for a morning coffee and breakfast, enjoying some casual family dining, meeting friends for a pint or celebrating a special occasion, guests are welcome to drop in throughout the day. Alongside its welcoming pub and restaurant, The Bass & Barrel offers 12 stylish bedrooms, perfect for a coastal getaway or a longer break exploring East Lothian, with overnight guests able to enjoy the venue's food and drink offering alongside its boutique accommodation. Behind the bar, guests can enjoy draught beers and local ales alongside a selection of wines, spirits and classic and signature cocktails. The venue's all-day dining offering celebrates quality Scottish produce and coastal flavours, with fresh seafood, prime Scotch steaks and much-loved pub classics at the heart of the menu. Working with trusted suppliers including Edgefield Craft Butchers, whose owner is from North Berwick, the kitchen showcases quality ingredients, with highlights including Grilled Scottish Langoustines and seasonal lobster, premium fish and chips and a signature four-person sharing Sunday roast served with all the trimmings. Kenny Blair, CEO of Buzzworks, said: “We’re absolutely delighted to finally open the doors to The Bass & Barrel and welcome the North Berwick community into the new venue." “A huge amount of work has gone into transforming the former Nether Abbey Hotel, and we’re incredibly proud to bring it into a new chapter. We wanted to create somewhere that feels like a proper local, with a relaxed, welcoming atmosphere where people can come together, feel at home and enjoy spending time." “We can’t wait for everyone to come in, experience The Bass & Barrel for themselves and hopefully make it a place they’ll return to time and time again.” Part of Buzzworks’ growing House Collection, The Bass & Barrel has been designed by internationally acclaimed designer Jim Hamilton, combining relaxed hospitality with timeless, stylish accommodation. Buzzworks is a B Corp-certified business and has been recognised as one of the UK’s Best Companies to Work For for ten consecutive years. The group currently operates 25 award-winning bars and restaurants across Scotland and was named Best Managed Pub Company in the UK under 51 sites at the 2025 Publican Awards.