Chancellor John Healey’s first Budget will hand high-growth founders the most generous tax relief since 2020 but halves the lifetime limit on the relief many other business owners rely on, according to accountancy and business advisory firm Johnston Carmichael. From 6 April 2027, qualifying founders of high-growth, innovative companies will benefit from a new 10%, compared with the standard 24% rate, on up to £10m of lifetime gains. Eligibility will be set following a technical consultation, but the conditions are likely to be stringent. On the same date, the lifetime limit for Business Asset Disposal Relief (BADR), which reduces the CGT rate to 18%, is halved from £1m to £500,000. A founder who qualifies for the new relief on the full £10m could save up to £1.4m while those who rely on BADR will see their maximum saving fall from £60,000 to £30,000. The Treasury says three in four BADR claimants will be unaffected. Alex Docherty, Partner and Head of Private Client Tax at Johnston Carmichael, said: “Ahead of the Budget, we said founders needed a relief that properly rewards the risk of building a business. For high-growth, innovative companies, the Chancellor has delivered exactly that. A 10% rate on up to £10m tells anyone building the next big British business that the UK wants them to do it here." “But this Budget has created two classes of founder. The engineering firm, the hotel, the family business that sustain jobs in local communities – these are the backbone of the economy, and most are unlikely to count as high-growth and innovative. The cut to Business Asset Disposal Relief affects exactly the owners who spent a lifetime building something substantial. The consultation on who qualifies for Founders’ Relief must address that divide.” On business tax, the government reaffirmed its Corporate Tax Roadmap. The main rate of corporation tax remains capped at 25%, and full expensing continues for qualifying expenditure. But the balance of capital allowances has shifted. The main First Year Allowance rises from 40% to 50% for qualifying expenditure from 1 January 2027, while the main Writing Down Allowance falls from 14% to 12% from April 2027. John McAuslin, Partner and Head of Corporate Tax at Johnston Carmichael, said: “Keeping the 25% cap and full expensing gives businesses planning significant capital investment some continuity. But spending that doesn’t qualify for full expensing will now be relieved more slowly. Any business contemplating material capital expenditure should look carefully at the timing and nature of that investment, and at whether it can qualify for full expensing or the enhanced First Year Allowance.” David Ward, Partner and Head of Tax at Johnston Carmichael, urged owner-managed and family businesses to watch a potentially significant reform of how company distributions are taxed. The proposals aim to stop profit extraction being structured to obtain more favourable tax treatment, with draft legislation due for consultation in 2027 and the new rules expected from April 2028. He said: “The government has committed to protecting capital treatment for genuine changes in ownership, including family business succession, and intends to expand demerger relief in some circumstances. These commitments are welcome, but the detailed rules will be critical in determining how effectively legitimate succession, shareholder exits and commercial reorganisations are protected.” David also pointed to the sector-specific taxes funding targeted support. The Bank Corporation Tax Surcharge doubles from 3% to 6% for 15 months to help pay for lower energy bills, while Machine Games Duty on higher-stake machines rises from 20% to 25% from April 2027 to help fund a real-terms freeze in business rates for retail, hospitality and leisure properties in England. It remains to be seen whether Scotland will follow. The Scottish Government will receive an additional £600m through the Barnett formula over the Spending Review period and sets its own Budget on 3 December. David added: “The Chancellor has promised breathing space now and fresh hope for the years ahead. But what businesses need most from a Budget is long-term certainty, and once again the rules have changed for people trying to plan ahead. Business Asset Disposal Relief is a case in point. Since 2020, the lifetime limit has gone from £10m to £1m and now to £500,000, and the rate has nearly doubled from 10% to 18%." “Businesses are built over a lifetime, not a single Parliament. Owners need to plan succession years in advance, and repeated changes to the tax treatment of business disposals make that planning more difficult." “Moves such as asking Ofgem to scrap gas standing charges are welcome, but they’re tinkering at the edges. A tax system set for the long term and then left alone would do far more for investment and growth than another round of adjustments.” For more information on Johnston Carmichael, please visit  here.

Ed Wood, Financial Planning Director at Rathbones, outlines what the Budget announcements could mean for business owners Founders Relief offers a major incentive for high-growth businesses “The announcement of a new Founders Relief, reducing capital gains tax to 10% on gains of up to £10 million when an entrepreneur sells their business, could provide a significant incentive for individuals to build and grow businesses in the UK." “From the 2027/28 tax year, the relief could deliver a potential tax saving of up to £1.4 million. However, the small print will matter. The relief appears designed specifically to reward high-growth businesses, meaning some founders could be disappointed to discover their company does not qualify." “The Government’s consultation suggests businesses would need to meet two out of three potential criteria: 25% annual turnover growth across three consecutive years, 25% average annual headcount growth over the same period, or £1.5 million of qualifying R&D expenditure.” Business Asset Disposal Relief reduction takes some of the shine off “While the Chancellor gave with one hand, he took away with the other by reducing the maximum gains eligible for Business Asset Disposal Relief (BADR) from £1 million to £500,000." “BADR reduces the capital gains tax rate from 24% to 18%, so halving the lifetime limit reduces its maximum potential benefit from £60,000 to £30,000 per person." “For many business owners, that means the Budget is something of a mixed bag. The biggest rewards are being targeted at those able to meet the Government’s definition of a high-growth business, while the existing relief available to the broader population of entrepreneurs is being scaled back.” A broadly revenue-neutral reshuffle “Ultimately, this looks less like a broad tax giveaway and more like a reshaping of incentives towards high-growth businesses." “The Government’s own figures forecast the two measures to be broadly revenue neutral by 2030/31, with the £285 million cost of Founders Relief almost entirely offset by the £280 million raised from reducing BADR." “The direction of travel is clear: the Government wants to put greater tax incentives behind entrepreneurs who can demonstrate sustained growth, job creation or significant investment in research and development.”

Responding to today’s Budget announcements, Tina McKenzie, National Chair of the Federation of Small Businesses (FSB), said: “This Budget should have been the moment to help small businesses with the soaring costs holding them back, and the taxes restricting job creation. Instead, they got nothing to ease sky-high energy bills and nothing to make hiring someone more affordable, while the increase in business rates relief excludes too many." “The Government has an ambition for growth in every postcode. Today’s Budget missed the mark on matching that ambition." “Our latest research shows nearly half of small businesses (47%) expect their revenues to shrink in the coming months, while only around a fifth (22%) expect revenue growth. They are three times more likely to be planning to reduce headcount than increase it (18% versus 6%). There was nothing today anywhere near big enough to change that gloomy outlook. “The increase in Small Business Rate Relief for small firms in retail, hospitality and leisure is welcome for those who will be lifted out of rates. FSB has campaigned hard for the threshold to be lifted for the first time since 2016, but it should have been applied much more widely. Small businesses blighted by the rates system aren’t just on the high street. Where was the help for the likes of manufacturers, small exporters, nurseries, office-based businesses and – in turn – the people they employ?" “Of the smaller measures announced, we’re pleased the Chancellor has acted upon our call to increase the Trading Allowance from £1,000 to £3,000. This will incentivise potential small business owners of the future to take the first steps to exploring a business idea, alongside the new Young Entrepreneurs Allowance. Parental pay rights for self-employed dads and partners is also a good step." “We’ve been very pleased to see the Government adopt 14 out of the 15 recommendations from the Small Business Regulation Taskforce, which was co-chaired by FSB, including a reversal of the Companies House plan to make even the smallest businesses submit profit and loss declarations." “The Chancellor acknowledged the risks and hard work involved in setting up and running a business, and building it across many years. It is incredibly unclear what difference his plans for founders’ relief compared to entrepreneurs’ relief, officially called Business Asset Disposal Relief, will make." "The Chancellor must urgently clarify whether he intends to tax or back those who spend a lifetime running and growing successful businesses.”

While expectations were high for what the 2026 Autumn Budget might mean for businesses, the lack of major upheavals might be concealing some core concerns affecting businesses, cautions leading Cumbria accountancy firm, Lamont Pridmore. With a continual emphasis on delivering breathing room for individuals and businesses, Chancellor John Healey outlined a range of small changes without announcing any significant overhauls that would dramatically change the economic conditions facing the country. The optimistic note may have been appreciated by those watching along, as would the commitments to mitigating the ongoing impacts of the Iran war, but the gap between those who may benefit from the Budget and those who have been overlooked was palpable. Graham Lamont, Chief Executive at Lamont Pridmore, said: “The Chancellor had a clear vision about driving innovation in the UK and empowering entrepreneurs to take their chances in getting a business going despite the ongoing difficulties they would likely face." “While this is important for keeping the economy moving, there is deep concern that an entire section of the business community has once again been forgotten.” The Government’s plans to adjust Business Rates will be welcomed by many, as the increased threshold of £18,000 will see approximately 70,000 more businesses no longer liable for payments. Retail, hospitality, and leisure businesses above the threshold will have the rates frozen for two years, though there is a question of whether this will offset rising costs elsewhere. “Businesses in Cumbria will once again be tasked with managing higher employment costs in the wake of an increase to the National Minimum Wage (NMW) and National Living Wage (NLW)." “While the small businesses that rely on low-paid staff may be given provisions to handle the increase, slightly larger businesses that employ graduates face little to no support despite the need to increase salaries across the board.” The new NLW of £13.20 an hour will see workers over 21 earn £25,740 annually for working 37.5 hours or £27,456 for working 40 hours. As the median graduate salary for those 15 months out of university is only £28,500, employers can expect those who conduct more skilled work to have firm expectations around pay increases. With little Government support on offer for many key businesses, Graham expressed concern that many would struggle to maintain equity in pay bands. “It will be disappointing for employers who work with graduates to once again face rising employment costs with little support,” Graham said. “A thorough engagement with finances is going to be necessary and further details around the reduction in red tape could clarify whether savings could provide the necessary assistance." “Young people on the whole are the clear winners of this Autumn Budget. The upcoming limit to Cash ISAs has been scrapped and additional ISAs are being established and tweaked to better support first-time buyers and first-time investors." “The measures taken to support entrepreneurs through a new Capital Gains Tax Founders’ Relief and tripling the generosity of the Trading Allowance could see some exciting new businesses take root in the UK.” Other key measures introduced to assist businesses and individuals manage their bills included an abolition of gas standing charges by the end of 2027 and an extension of the 5p fuel duty cut and freeze, now remaining in place until 1 July 2027. Much talk was made of devolution, both in terms of investment and in the ways that financial obligations could be imposed in the future, with an aim of empowering regional bodies and Mayors to make adjustments that better suit the region. “With the Cumbria Mayoral elections scheduled for May next year, the opportunities for greater local spending powers and the ability to attract investment to help our economy should be welcomed. However, further details are needed before we can help businesses understand what rules will apply to them and what opportunities are present." “There could be challenges for businesses operating in multiple regions if rules and reliefs vary too much, so we will continue to look out for further details on devolution as they are announced.” Ultimately, while the Autumn Budget had been expected to be a major reset for the UK economy, the Chancellor elected to make small changes designed to push things back towards the rosier predictions made in the 2026 Spring Statement. Graham said: “There were some key points about the next Spending Review that were suggested in this Budget that will need to be handled by businesses and individuals when they come to pass." “In the meantime, getting professional accounting support will be vital for those looking to understand which of the many tweaks and changes impact them and whether this Budget is a net positive for them or if it will increase hardship.” Lamont Pridmore notes that the lack of truly headline-grabbing announcements may leave some uncertain of what the future may hold and that getting clarity on the specific impact is essential for moving forward with confidence.

Responding to today’s Budget, Ross McNally, Hampshire Chamber Chief Executive and Executive Chairman, said: “From a business perspective, the Chancellor was treading water and playing it safe. We recognise that the long-term national debt challenge cannot be resolved overnight, and this was, as predicted, a ‘no harm’ Budget. But the reality is that businesses have already been harmed by previous Budgets, and today’s announcements do little to fundamentally change the outlook or move the dial on business confidence, investment and growth." “The Chancellor has presented this as breathing space and a downpayment on renewed hope for the future. Businesses will welcome such reassurance but still need a stable, competitive environment in which to invest, recruit and grow. “Measures to bring down energy costs, including action on standing charges and the extension of fuel duty relief, are helpful. Reforming the energy system and ensuring new projects reduce bills when connected to the grid are also sensible steps. However, we wanted to see more targeted fiscal measures, including enhanced capital allowances and tax incentives for businesses investing in renewable energy, grid innovation and carbon-reduction technologies. These would help unlock private investment, strengthen resilience and accelerate the transition to a sustainable economy." “The increase in small business rate relief from £12,000 to £18,000, alongside support that will remove thousands of businesses from the rates system altogether, is welcome. High streets, hospitality and leisure businesses have faced sustained cost pressures, and this support should make a tangible difference. The ambition for local authorities to retain 100% of business rate income by 2030 is also worth pursuing, provided it gives local leaders the resources and flexibility to support economic growth. “For Hampshire particularly, the commitment to increase defence spending sustainably towards NATO commitments will be important to our defence and advanced engineering supply chains." “Ultimately, this Budget offers some breathing space, but not yet the step change businesses need. The test will be whether these measures translate into lower costs, greater confidence and sustained investment. Hampshire businesses need a clear, long-term growth strategy that turns cautious stability into genuine opportunity.” Photo: Ross McNally, Chief Executive and Executive Chair of Hampshire Chamber of Commerce

Luke Shannon-Little will deliver group-wide approach across all eight businesses as Munnelly strengthens an area of ‘strategic importance’. The Munnelly Group has announced the appointment of Luke Shannon-Little to the position of Director of Compliance, in a move which will see him lead the company’s dedicated focus on compliance and governance. Strong compliance and governance have always been central to how the Munnelly Group operates, and this appointment will now take that process one step further by embedding such a key discipline at board level. A graduate of the University of Reading, where he achieved a bachelor's degree in history, Luke joined Bishopsgate in 2019 with a wealth of compliance industry experience already behind him, having worked across several umbrella-focused organisations as managing director, founder and supplier. He is now focused on utilising that expertise in reducing operational risk and supporting continued growth within the Munnelly Group. His appointment as Director of Compliance will allow for greater collaboration across the whole organisation, working closely with the managing directors across the Group to help achieve their goals while ensuring the Munnelly Group is well-positioned for a compliant and successful future. The process is already underway to appoint a new managing director at Bishopsgate, with Luke personally involved in that appointment. Commenting on his new role, Luke said: “The move to the Munnelly Group Board is an exciting opportunity and comes at a time when compliance is no longer just a ‘buzzword’ or a ‘nice to have’, but a fundamental requirement for success. I am looking forward to supporting the other Munnelly Group brands and helping drive forward the “One Group, One Mission, One Standard” vision." “I am also excited to gain a deeper understanding of each Munnelly Group business while sharing my experience to help reduce operational risk and support continued growth. My appointment to this role will allow for greater collaboration across the Group, working closely with the managing directors to help achieve their goals while ensuring the Munnelly Group is well-positioned for a compliant and successful future.” Paul David Munnelly, CEO of the Munnelly Group, said: “I am delighted to welcome Luke to the Group Board as he focuses on leading our compliance function across all eight of our businesses, recognising the growing strategic importance of compliance across the industry." “Compliance and governance have always been central to how the Group operates and to the trust our clients place in our businesses. Luke’s appointment as Director of Compliance reflects our decision to embed that discipline at Board level, building on Bishopsgate’s track record and extending the same standards of supply chain governance across all eight of our businesses. It is a deliberate step to build on what is already a competitive strength as expectations on compliance and governance continue to grow.” Photo: Munnelly Group has appointed Luke Shannon-Little to the new role of Director of Compliance.

Johnsons Nurseries Ltd, one of the UK's leading commercial horticultural suppliers, has continued its support for Martin House Children's Hospice with a further donation of 1,300 bulbs, following its previous contribution of £1,500 worth of plants to the hospice's transformational 'THE BUILD' redevelopment project. Located just 12 miles from Johnsons' North Yorkshire headquarters, Martin House Children's Hospice provides vital care and support for babies, children and young people with life-limiting conditions across Yorkshire. The hospice offers planned stays, symptom management, end-of-life care and bereavement support, helping families navigate some of the most challenging moments in their lives with expert, compassionate care. As a long-established business in Yorkshire, Johnsons Nurseries is passionate about supporting local causes. The donated plants have been used to create calming, therapeutic outdoor spaces at Martin House, giving families a peaceful environment to relax and reflect. Building on this support, Johnsons has recently donated a further 1,300 bulbs to bring additional seasonal colour and interest to the hospice grounds. Bulb varieties such as Daffodils and Crocuses will help brighten the gardens in spring 2027, providing an uplifting environment for families, visitors and staff. Graham Richardson, Group Managing Director at Johnsons Nurseries Ltd, said: “As a Yorkshire family business, supporting organisations within our local community is incredibly important to us. Martin House provides an invaluable service to children and families across the region, so we were delighted to contribute plants to the redevelopment." "It is particularly rewarding to see the planting becoming established and know that these outdoor spaces will continue to be enjoyed by families for many years to come." Martin House's £21.9 million redevelopment transformed its facilities to ensure the hospice can continue meeting the changing needs of children, young people and their families. The redevelopment included a new children's wing with adaptable spaces for specialist care, a dedicated teenagers' wing and a wellbeing centre providing therapy, counselling and wider family support. Robyn Mountain-Wade, Director of Income Generation at Martin House, expressed her appreciation: “The gardens at Martin House have long been a haven for families, as a place to play, a place to relax and the setting for times of both celebration and remembrance." "During the build project, we had to close a lot of our grounds, so we’re extremely grateful to Johnsons Nurseries for helping us restore them with such a generous donation of plants." “We’ve already seen how much families are benefiting from spending time in our gardens since we reopened them, and the difference it makes to stays at the hospice.” Alongside Martin House, the family-run business has supported organisations including Henshaws and York Cares through plant donations and other initiatives. The latest donation reflects Johnsons Nurseries' ongoing commitment to supporting local organisations and using its horticultural expertise to make a positive difference within the community.

Munnelly Group, the family-owned group of businesses serving critical infrastructure and the built environment, has published its results for the year ended 31st March 2026, reporting turnover growth of 8.6% to £181.2 million (2025: £166.8 million). Highlights Turnover up 8.6% to £181.2 million (2025: £166.8 million) Gross profit up 6.6% to £14.5 million (2025: £13.6 million) Profit before tax up 15% to £1.79 million (2025: £1.55 million) Cash generated from operations of £2.8 million (2025: £1.8 million), with year-end cash of £7.8 million and no bank debt Net assets up 7.6% to £12.4 million (2025: £11.5 million) People retention up to 74% (2025: 66%) Long-term, contracted growth Growth came from across the Group and increasingly from long-term, contracted work with tier one contractors and public sector clients. During the year the Group secured new multi-year programmes in the custodial and justice estate, extended its role on major rail renewal and upgrade programmes, was mandated across the rail estate of leading tier one contractors and deepened its relationships in transport, aviation and regulated infrastructure. Investing in the future The Group invested in its people, technology, home and governance during the year. It strengthened its Board with two new executive roles, a Director of Compliance and a Director of People and Culture, from 1st April 2026. It also delivered its own leadership development programme across all eight businesses and moved into its new headquarters at The Dock in Kings Langley. Both the leadership programme and Munnelly Support Services have been shortlisted at the Construction News Workforce Awards 2026. Target 2030 During the year, the Board launched Target 2030, the Group's strategy to become the UK's most trusted vertically integrated delivery partner across critical infrastructure and the built environment, built on the principle of One Group, One Mission, One Standard. Across its eight companies, the Group supports clients from pre-construction through to delivery and handover. PD Munnelly, Group CEO, said: "These results are a credit to our people across all eight of our companies. In a market that has been challenging for much of the sector, we have grown, strengthened our balance sheet and invested in our people, our technology and our governance. Clients increasingly want one trusted partner who can support them from the earliest stages of a project right through to handover." "That is exactly what we are building through Target 2030, and we are excited about the opportunities ahead in energy, nuclear, defence, rail, roads and justice." Phil Munnelly, Group Chairman, said: "As a family business, we plan in years, not quarters. This has been a year of real progress, and the investment we have made in our people and platforms puts the Group in a strong position for the rest of the decade." Graham Fisk, Group Finance Director, said: "We have grown the business while keeping a firm grip on cash. Cash generated from operations rose to £2.8 million, debtor days improved to 23, and we ended the year with £7.8 million in the bank and no borrowings." "That financial strength gives us the freedom to keep investing in our people and technology and to move quickly on the opportunities Target 2030 sets out." Outlook Trading in the first months of the current financial year has been in line with the Board's expectations, with turnover ahead of the prior year. The Group enters the period with no bank debt, a strong cash position and a broad base of long-standing clients.

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 has launched a dedicated Autumn Budget 2026 content library, bringing together the commentary, analysis and expert insight that family business owners need to make sense of the Chancellor’s announcements and what they mean for the future of their firms. With John Healey set to deliver his first Budget as Chancellor on Wednesday 28 October, the library offers a single place to follow the issues that matter most to the family business community, from tax and investment to succession planning and the long term health of the businesses that underpin the UK economy. What The Library Includes The collection brings together pieces published ahead of the Budget, reaction on the day and considered analysis in the weeks that follow. The library will be updated regularly as the detail of the Budget emerges and as the implications for family businesses become clearer. Why It Matters Paul Andrews, Founder and CEO of Family Business United, said: “Every Budget brings a flurry of headlines, but family business owners need more than headlines." "They need clear, considered insight into how the decisions made in Westminster will affect their businesses, their families and their plans for the next generation." "This library brings that thinking together in one place so that owners can focus on what really counts.” What do this year’s announcements mean for your family business and your succession plans? And is your business ready to adapt to whatever the Chancellor brings? The Autumn Budget 2026 will shape the landscape for family businesses for years to come. FBU’s new content library is designed to help owners cut through the noise and plan with confidence. Explore the library here

Stafffinders and sister company Kingpin International are strengthening their senior leadership teams with the return of two highly experienced recruitment professionals, Derek McCulloch and John Gaughan. Derek McCulloch returns as Associate Director with over 20 years of recruitment experience; Derek brings extensive industry knowledge, expertise, and a strong understanding of the recruitment landscape. His return marks an exciting addition to Kingpin International as the business continues to strengthen its specialist international tax recruitment offering. This is a great time for Kingpin as the demand for tax professionals is unmatched right now. Derek previously worked in a senior management capacity at Stafffinders for 10 years. John Gaughan also returns to Stafffinders, stepping into the role of Director. John originally joined Stafffinders 6 years ago as IT Divisional Manager and quickly demonstrated his expertise, leadership and commitment to the business. He progressed to Associate Director, taking responsibility for consultants across multiple divisions and playing an important role in the wider success of the company. John now returns as Director, bringing his experience and knowledge of the business into an expanded leadership role. The two appointments bring significant recruitment experience back into the wider Stafffinders business at an important time for the family-run recruitment company, which has been connecting businesses with talent for more than 55 years. The return of two former employees at senior level also reflects the long-standing relationships Stafffinders has built with its people, with both Derek and John bringing valuable experience gained throughout their careers back into the businesses. Since returning, both have settled seamlessly back into the wider team, with colleagues across Stafffinders and Kingpin International enjoying the opportunity to work together again, share expertise and build on those established relationships. Jane Wylie-Roberts, CEO of Stafffinders and Kingpin International, said: “We’re delighted to welcome Derek and John back to the businesses. Both bring a wealth of recruitment experience, but importantly, they also already understand our values, our people and the standards we expect." “Their commitment to delivering an outstanding level of service truly reflects the culture and values at the heart of our business - connecting growing organisations with exceptional talent, not only across Scotland but around the world.” “To see former colleagues choose to return and take on senior leadership positions is something we’re incredibly proud of. Their experience will be invaluable as we continue to develop Stafffinders and Kingpin International and look ahead to the next stage of growth.” Alongside investing in experienced people, Stafffinders and Kingpin International continue to lead the way in recruitment innovation. By embracing cutting-edge technology and specialist applications created in-house and not used by other recruitment agencies, both businesses are enhancing their recruitment processes, improving efficiency and creating a more seamless experience for clients and candidates. This forward-thinking approach, combined with decades of industry expertise, ensures both Stafffinders and Kingpin International are well-positioned to embrace the future of recruitment. With Derek joining Kingpin International and John strengthening the leadership team at Stafffinders, the appointments reinforce the group’s commitment to investing in experienced recruitment professionals and building on more than five decades of success.

One of Nottingham’s most inclusive choirs has received a financial boost from global packaging firm The Wilkins Group as part of the business’s commitment to local charitable organisations. Music for Everyone is a Nottingham-based charity with 19 adult and youth performing groups, providing inclusive choral and instrumental opportunities for more than 1,000 people. Now, it has added £1,000 to its funds thanks to the Wilkins Group’s ongoing charitable donation programme. Singing the praises of the business’s actions, Rachel Parkes, artistic director and choir leader, said: “We are delighted to receive this donation from The Wilkins Group. It will help us continue providing free choir sessions for our participants. Our groups welcome people of all abilities and needs. As our charity name suggests, we offer music for everyone.” The charity works with people of all ages and has around 500 regular members across its groups, as well as between 50 and 80 children participating in its youth orchestras, choirs and wind bands. The £1,000 donation will support the charity’s Open Voices groups, which promote singing for health and wellbeing. These free-to-attend sessions serve learning disabled adults and those living with dementia at locations across the county including Sherwood, Beeston, Ruddington, West Bridgford and Mansfield. Rachel said: “Choirs provide significant social benefits as well as having a therapeutic element. Music stimulates almost every area of the brain, strengthens connections and can support learning, memory and concentration. Of course, the sessions are also tremendous fun.” “Music can offer great benefits to people living with dementia, and our Open Voices groups are often the highlight of participants’ week. They also give carers a valuable break.” The charity was founded as the Nottingham Choral Trust by Angela Kay MBE in 1983. Its aim was to promote weekend choral courses and concerts for singers from all walks of life in the Nottingham area. Since then, the charity has grown significantly but has remained true to its principles. Its groups present a varied programme of concerts, including performances at Nottingham’s Albert Hall. The charity also runs its ‘Blow the Dust Off Your Instrument’ workshops for adults returning to music and raises funds through second-hand bookshops in Newark, Southwell and Hockley. Aron Wilkins, joint managing director of The Wilkins Group, said: “Music has a wonderful ability to lift spirits, create friendships and help people feel part of something. When we visited Music for Everyone and heard the choir sing, we were blown away by the power and harmony of their voices. It was a joy to see the happiness and sense of connection the group creates.” For the past two years, The Wilkins Group has donated £1,000 each month to a different local charity. The Colwick-based family business has contributed £10,000 so far in 2026, supporting organisations including Robin Hood Theatre Company, Nottingham Youth Orchestra, Carlton Operatic Society, Young Creatives Nottingham and St John the Baptist Primary Academy. The Wilkins Group is a family-run business which has grown from humble graphic design beginnings based in a rented building in Talbot Street, Nottingham, to a global firm. Remaining true to its founder’s ethos, it still has its UK headquarters in Nottingham, making it one of the East Midlands’ major employers, while also prioritising giving back to the community and workforce that has helped build the firm’s reputation and success. Dedicated to improving the environmental impact of industry, the business creates packaging designs and innovations that aim to reduce and ultimately eradicate single-use plastics within the industry. It is already leading the way in alternatives including the use of compostable materials and oven-safe board trays for food packaging. The Wilkins Group produces food packaging for brands including Pukka, Pizza Express, Harrods and Cadbury. It also is credited with producing bespoke and award-winning items such as eco-friendly coat hangers and the iconic M&S light-up glitter gin bottles. For more information on Music for Everyone visit here.