The Unpredictable Aftermath of Winning

I am incredibly thankful for my experience on The Apprentice, but I would advise prospective contestants to enter with caution. It’s not just about Lord Sugar, but the sheer magnitude of media attention and publicity you’ll face. It’s unimaginable until you experience it.

My motivation for joining the show stemmed from the financial hurdles I encountered while renovating the gym’s basement. Lacking the necessary funds, I thought, “I have nothing to lose,” and saw this as an opportunity to secure the investment needed for the second floor. Filming and completing tasks were the highlights for me, and there was a strong camaraderie in the house. The producers banned “task talk” when we weren’t filming, ensuring we weren’t constantly trying to outdo each other.

However, after my win, I faced paparazzi outside the gym, vicious articles, and a level of scrutiny that was overwhelming. It’s similar to what Love Island contestants face. As an ordinary person, there’s no way to be prepared for it. So, I strongly advise people to evaluate their resilience before participating.

The Pros and Cons of Having a Billionaire Investor

There’s a common misconception that Lord Sugar’s involvement is purely for the show, but it’s very real. I communicate with his team almost daily, and he has been incredibly supportive, visiting the gym a few times. I handle the daily operations, but significant financial decisions are made collaboratively.

Receiving the £250,000 investment as a lump sum after my victory was surreal, and sharing a bank account with Lord Sugar is still unbelievable. Beyond the financial boost, having him as an investor has provided us with exposure that we couldn’t have achieved otherwise.

The downside is the immense pressure on me to make no mistakes, all while in the public eye. As a first-time entrepreneur, it’s almost inevitable to make errors, but there are no private mistakes here.

Lord Sugar’s philosophy is that there’s always room for improvement, and while the business is profitable, better margins are always the goal. His constant push is very motivating.

Dealing with an Overload of Opinions

After my win, I was inundated with well-meaning advice. In many cases, I now wish I had trusted my own instincts.

My success on The Apprentice was partly due to my ability to secure funding with my business plan and my passion for boxing, which provides vital opportunities for youth struggling in life.

Lord Sugar’s decision to invest in me was based on the business’s financial viability, but he also recognizes potential. For anyone starting a buzz-worthy business, it’s essential to remember that it’s your creation, and you know it best.

Marnie Swindells shared her insights with Amy Wilson, a regular contributor to the Times Enterprise Network

Reflecting on my early career, I wish someone had told me that sustaining a long career is equally about maintaining good health and perseverance, irrespective of where you stand in the organizational hierarchy. We all grapple with mounting responsibilities that demand exceptional levels of stamina and resilience — physically, mentally, and emotionally. Personal and corporate growth relies heavily on staying healthy. Indeed, health is wealth, and it’s imperative for businesses to lead by example.

Alan Milburn, a former Labour health secretary, recently proposed an intriguing idea for driving Britain’s growth: integrating the long-term sick into the workforce.

If achieved, this could yield significant societal benefits. Healthier and happier individuals are more engaged, collaborate better, and have higher morale, which translates into more productive and rapidly-growing businesses. One of the standout achievements of the HomeServe team has been implementing measures that led to being ranked among the top 50 workplaces in Britain for employee wellbeing this year.

This summer, consider how you can revolutionize your health and the wellbeing initiatives within your company. Start with exercise. Many CEOs and chairpersons, myself included, rise at 6 am to hit the gym or go for a jog. Consistent physical activity is essential for wellbeing. Even a daily half-hour walk can enhance memory, cognitive function and reduce stress. If motivation is an issue, find a gym buddy (my sports-enthusiast kids often drag me off the couch) or form a small group at work to encourage each other.

As white-collar managers, excessive sitting and incessant virtual meetings are detrimental. For those still working from home, I recommend a stand-up desk. Though commuting might have been unpopular, it kept us more active, as did navigating the office or stepping out for lunch. Increased physical activity also improves sleep quality (I’ve shifted from believing five or six hours sufficed to aiming for seven and a half), enhancing alertness and energy throughout the day.

Next, focus on nutrition — a continuous challenge for me, especially amid endless temptations. Frequent business meals make turning down alcohol difficult, but I limit consumption to four times a week, aspiring to reduce it to three, even opting for kombucha (ginger or citrus hops).

Gradually, I’ve adopted a healthier eating routine, avoiding processed foods, though my love for crispy bacon persists. My breakfasts include porridge and blueberries, with weekend treats like poached eggs and avocado on brown toast, accompanied by vegetable juices such as celery or beetroot mixed with ginger. Lunches feature salads with chicken or salmon, reserving red meat for just once a week.

Additionally, corporate culture should emphasize wellness. Cultivate a sense of community from the top down to mitigate feelings of loneliness and bolster confidence. If possible, provide access to mentors, coaches, or peer support. Guidance isn’t just for CEOs. For example, Checkatrade, where I am chairman, offers employees gym memberships, fully funded mental health counseling sessions, comprehensive family health insurance, and a cashback scheme for medical expenses.

An investment of mine, Passenger Clothing, permits employees to work from anywhere globally for up to 12 weeks annually. The company facilitates frequent gatherings, covering hotel and travel costs, and encourages volunteer work, empowering the staff significantly.

Leveraging data can also augment our health. Beyond wearable tech, I enjoy monitoring my Coros watch for daily steps and sleep patterns. Tracking sick days provides a corporate health indicator, and it’s why I’m exploring “Medicine 3.0,” which focuses on preventive health measures. Proactively undergoing health checks, especially as we age, is crucial. Annual check-ups for boilers and cars are routine; why not extend the same care to our wellbeing? Early detection via comprehensive health evaluations is far better than reacting when it might be too late.

Managing a company means seven-day workweeks, irregular hours, and disrupted holidays. It demands quick decisions while being pulled in various, unpredictable directions. Although it’s a privilege, it takes a significant toll on our physical, mental, and emotional health, and relationships.

If this resonates, I strongly recommend some holiday reading such as “Outlive: The Science and Art of Longevity” by Dr. Peter Attia, focusing on preventive health. Or, listen to “Just One Thing” podcasts by the much-missed Dr. Michael Mosley, offering simple yet transformative healthcare tips. Post-summer, prioritize your team’s health.

This will not only expand your business but also prevent expanding waistlines.

Richard Harpin is the founder and chairman of HomeServe and Growth Partner, and owner of Business Leader magazine

A crucial sale had fallen through, emptying the pipeline with no hope of meeting payroll in two months. Her crowdfunding campaign to address a £120,000 funding shortage also missed its target.

“That was the moment I thought, ‘I think we’re done’,” said Taylor.

Taylor, 40, launched Do Nation in 2010, an app promoting eco-friendly behavior among employees. Revenues peaked at £650,000 in 2021, but by April this year, after 14 years, the company ceased trading due to rising competition, dwindling customer interest, and an inability to secure new funding.

In the past year, business failures reached a 30-year high of 25,158 as owners struggled with high interest rates, increasing costs, and reduced customer spending.

This year could see even more businesses closing, with the Centre for Economics and Business Research forecasting 33,000 company failures. However, last week’s figures suggest the trend may be peaking, with May’s insolvencies at 2,006 — a 21% drop from the previous year.

While a company’s closure might seem sudden, warning signs often emerge months, even years earlier.

“When we started, encouraging employees to cycle to work or switch to renewable energy was radical, but now it’s mainstream,” said Taylor. “Initially, we had great market fit, but rapid market evolution and a short runway prevented us from adapting.”

Josh Lachkovic, 35, faced a similar fate with his business, Wine List, which shuttered in September 2021.

In July that year, a missed wine shipment delayed monthly deliveries, causing a spike in unsubscribes. Revenues dropped 36%, or £22,500, that month.

Lachkovic attempted to raise funds to cover the shortfall but couldn’t secure them in time. “The decision was out of my hands,” he said. “We would have been trading insolvently without investment.”

The lost funding triggered the closure, but declining numbers indicated trouble. Wine List thrived during lockdown when people sought new activities at home. At its peak, it grossed £85,000 monthly and was on track for £1 million annual turnover. Yet, post-lockdown, the product lost relevance. “Our retention rates told the story,” said Lachkovic.

Entrepreneurial narratives often highlight big wins and resilience, rarely touching on the prevalent business failures and recognizing when to pivot or exit.

John Pritchard, 51, of Pala Eyewear, decided to close his ethical sunglasses brand in 2016 before it ran out of cash. “We shut down with a zero balance and all supply chains paid,” he said.

The decision came in August last year after a meeting with an investor revealed that profitability was years away. With rising living costs and family responsibilities, his £26,000 salary wasn’t sufficient.

To sustain Pala, a pivot to B2B services was necessary, but Pritchard couldn’t pursue it. “It was an easy decision and a relief,” he said. “I was almost burnt out, mentally and financially.”

Pritchard estimated needed £35,000 in final sales, achieved via a clearance sale and fulfilling wholesale orders. Pala ceased trading in September and was later bought by Coral Eyewear.

Despite their setbacks, none of these entrepreneurs is ready to abandon the founder title.

Lachkovic founded Ballpoint, a growth agency, while Pritchard runs Illume, helping SMEs with sustainability strategies and B Corp certification.

Lachkovic believes failure has made him a valuable advisor to entrepreneurs. He compared closing a business to experiencing a deep loss. Writing about it on LinkedIn, he received outreach from fellow business owners for advice. “I didn’t expect to be so helpful to early-stage founders, but I was,” he said. “I now see what issues were fatal and which weren’t. It’s a unique perspective.”

Meanwhile, Taylor continues to inspire through the annual Ride The Change challenge from London to Brussels.

“I’m not rushing into another business, but I’m organizing this ride that’s becoming bigger than expected,” she said. “Since it’s been 16 years since I was employed, I’m taking time to decide what’s next.”

Liam Molesworth, aged 31, has propelled Clive Henry Group—a technology and recruitment firm in healthcare—to join three other prominent companies created by the high school’s alumni. Cumulatively, these businesses have generated nearly £1 billion in personal wealth and employ over 1,000 people, many of whom are former students of South Bromsgrove High and others from the West Midlands.

The three other standout enterprises include: Gymshark, the activewear brand founded by Ben Francis and Lewis Morgan, both 32, which topped the Sunday Times Fast Track 100 in 2016; the activewear brand AYBL, launched by brothers Reiss Edgerton, 31, and Kristian Edgerton, 30; and the fashion label Manière De Voir, established by ex-Manchester City footballer Reece Wabara, 32, which appeared on the list in 2022 and 2023.

James Siddle, deputy head of the school, fondly recalls a 2019 textiles class visit to Gymshark’s headquarters, highlighting the number of former students employed there, likening it to a reunion of the sixth form common room. Key alumni at Gymshark include Dan Parkin and Richard Boon, with even Molesworth’s younger brother, Jordan, contributing for five years as a product designer.

Gymshark, established in 2012 by Francis and Morgan during their university years, reached a £1 billion valuation in August 2020 when US private equity firm General Atlantic acquired a 21% stake. Gymshark’s sales soared to £556 million, despite profit margins tightening.

Read the full list of companies on this year’s Sunday Times 100, along with interviews and company profiles.

Meanwhile, Molesworth founded his business, Clive Henry Group, in 2019 alongside Sam Alsop-Hall, 34, after a stint as a professional footballer. The firm provides a variety of services to the NHS and has been recognized as the second-ranked business this year, showing a 265% sales growth to £20 million over three years, even though recent trading has been challenging.

Paul Topping, who served as headmaster from 2010, recalls Molesworth as a student unafraid to express his opinions. Siddle remembers his memorable performance of Michael Bublé’s Fly Me to the Moon at the school’s Pop Icons competition.

Molesworth has light-hearted memories of school, even recounting a suspension incident during a Year 12 study period game. This camaraderie among South Bromsgrove alumni has seemed to spur their entrepreneurial spirits.

Alsop-Hall humorously ponders the recipe behind the entrepreneurial wave from South Bromsgrove, while Ben Francis emphasizes the importance of friendships and the shared experiences at school.

The group’s strong bonds are evident. Reece Wabara, who turned professional in football, inspired others with his early success. Francis’s passion for weightlifting improved his grades and led him and Morgan to create Gymshark.

Wabara launched Manière De Voir as a project alongside Gymshark’s rise. Initially a hobby, the brand now thrives, focusing on artistry over his previous football career.

Lewis Morgan believes the group’s success stems from mutual inspiration and healthy competition.

Edgerton and Molesworth cherish their school memories, crediting sports for their competitive edge and teamwork skills, attributes they took into their business ventures.

South Bromsgrove continues to produce stars. Katherine Priddy has graced Glastonbury and the BBC Proms, while Poppy O’Toole, a Michelin-trained chef, regularly appears on TV and is a bestselling cookbook author. Meanwhile, Jess Varnish competed as an Olympic cyclist.

The school, the largest Duke of Edinburgh awarding center, continues to excel, with significant participation in the awards and competitive house activities fostering essential skills.

Headteacher Chris Smith emphasizes the importance of employability, collaborating with local businesses to enhance students’ real-world experience and job readiness.

Smith advocates for continued educational investment to foster entrepreneurial success similar to its notable alumni.

MacIntosh highlighted that the decline in international student enrollment is impacting business schools. He asserted that with rising costs and decreasing real-terms income from domestic students, universities face the risk of underinvesting in business schools.

“Business schools are largely profitable, so there is definitely a golden goose aspect,” he explained. “In any other business, generated surpluses would be reinvested to maintain competitiveness and high-quality student experiences. There’s a concern that we may asset-strip our business schools or prevent them from reinvesting and growing.”

MacIntosh noted that although he has not yet observed university vice-chancellors protecting other subjects’ budgets over business, the risk persists. “Business schools often transfer tens of millions in surplus income to the parent university, supporting professional services, libraries, and various other disciplines,” he said. “When business schools face financial challenges, due to declining international student numbers, the parent universities quickly feel the impact.”

Over 50 universities have recently announced layoffs, with recurring cuts at institutions including Aston, Cardiff, Nottingham, and Hull. In May, the Office for Students, an industry regulator, reported that 40 percent of all universities in England anticipated financial deficits this year.

MacIntosh is transitioning from Northumbria to the University of the West of Scotland to become the pro-vice-chancellor for research and innovation. Times Higher Education revealed that at least 20 percent of UK universities are changing their vice-chancellor or faculty leadership this year.

Having spoken to several business school leaders, MacIntosh observed that the financial outlook varied. “Many prominent universities are experiencing a significant drop in international student recruitment, while some see an increase,” he noted.

Larger universities’ business schools can enroll 2,000 to 3,000 international undergraduate students annually, he said, each paying fees of about £22,200 per year, compared to £9,250 for domestic students in England and Wales and £4,750 in Northern Ireland. MacIntosh foresaw continued strain on business schools in the current academic year.

MacIntosh has held senior leadership positions at the business schools of Heriot-Watt, Glasgow, and Strathclyde and views business schools as the “front door” for local businesses to entire universities.

He dispelled the assumption that “business schools” primarily interact with large, corporate private sectors, highlighting that MBA students represent only 8 percent of the total in a typical business school. “We engage significantly with start-ups, small businesses, charities, and public organizations,” he emphasized.

“Businesses are not always inclined to reach out to universities directly. However, they often see business schools as a safe space,” he added. “This can lead to discussions about challenges in various fields like chemical engineering or actuarial mathematics, connecting businesses to the right experts.”

MacIntosh encouraged small business owners to join the government-backed “Help to Grow” management training scheme, offering 50 hours of structured learning and access to mentors for £750.

The initiative, launched by Rishi Sunak, is funded until next April and has been adopted by over 7,000 businesses. “There’s a vast opportunity for those who haven’t yet participated,” he said. “The program is still available and has withstood the transition of government.”

MacIntosh urged the new government to include post-graduate training in their upcoming reforms of the apprenticeship levy. Since 2018, employers have been restricted from using the levy to train their middle and senior managers. While large private companies were perceived as overusing the scheme, it was also beneficial for the NHS and other public sector entities.

“Public sector organizations were enhancing their skills through this process,” he stated. “If I were in business, I’d question why elected representatives oppose using the levy for post-graduate apprentice training for leadership teams, given the difficulty in utilizing contributions effectively.”

While it may look like soot, this black powder is crucial for limiting our reliance on fossil fuels. The substance is lithium iron phosphate (LFP), an essential material in the batteries powering approximately 40% of electric vehicles sold last year.

LFP is integral to making cathodes, the battery component where electrons flow from the anode. Despite being inexpensive, non-toxic, and abundant, LFP was initially overlooked by automakers in favor of batteries made with nickel and cobalt for higher energy density. With recent advancements in LFP energy density, companies like Tesla are now adopting it for electric vehicle production.

However, more than 90% of LFP production is currently based in China, a fact that concerns western automakers who fear supply chain disruptions. Determined to change this, Hormozi founded Integrals Power, the UK’s first LFP supplier, in 2020. After self-funding the venture, the company recently began operations at its inaugural production site.

“The battery industry will become as important, if not more important, than the oil industry. Relying solely on one country like China isn’t safe,” claims Hormozi. “Reducing China’s market share to 50 or 60 percent would be an improvement.”

China’s state-backed battery giants might not be threatened by Integrals Power’s new facility, which operates from a warehouse in Milton Keynes and can supply LFP for only 250 cars annually. However, its primary purpose is to produce cleaner, higher-quality LFP samples for manufacturers, aiming to scale up to 10,000 tonnes annually by the end of the decade.

Hormozi is optimistic about the UK’s battery industry revival. Unlike Britishvolt, which went into administration last year, he believes the key challenge for UK battery-cell manufacturers is sourcing materials. Integrals Power aims to bridge this gap, boosting both battery-cell and EV manufacturing in the UK.

Signs of growth are evident: Tata is building a gigafactory in Somerset, Chinese EVE Energy is discussing building another in Coventry, and Labour has pledged £1.5 billion for industry development. Integrals Power is seeking £40 to £60 million in government funding to build a £200 million, 10,000-tonne-a-year facility.

Building a British battery supply chain is essential not just for geopolitical reasons, but also because Chinese companies employ toxic, carbon-heavy production methods. Hormozi notes that stringent European environmental standards could discourage Chinese firms from operating locally, making UK production more viable.

Integrals Power opts for a cleaner method, starting with pure lithium, iron, and phosphorus, dissolved in water and heated to form a fine powder. This approach allows better control over the atomic structure, enhancing energy density and extending EV range by 30 percent. Future formulations may include manganese for further improvements.

Chinese battery firms benefit from state subsidies and lax environmental regulations. Hormozi argues that to build secure and sustainable battery supply chains, western governments must provide more subsidies and enforce higher tariffs on Chinese imports. Although the EU recently imposed tariffs between 17 and 38 percent on Chinese cars, Hormozi believes further measures are needed. The UK, however, is not planning to increase its current 10 percent tariff.

“Net zero is an admirable goal, but it’s unattainable without subsidies and tariffs. Only then can we compete on a level playing field,” Hormozi concludes.

As a serial entrepreneur, author, podcaster, and influencer with three million followers globally, Beverley has collaborated with tech entrepreneurs Jake Browne and Gary Meehan to develop Retrograde.

Retrograde’s AI assistant is designed to replace traditional talent agencies for social media creators who have straightforward brand transactions. The software will automate tasks such as assessing new sponsorship deals, negotiating rates and terms, and sending invoices, allowing content creators to concentrate on their videos and posts. The service will charge a 10% fee on any secured income, compared to the typical 20% charged by agencies. Browne, 34, remarked that creators often resort to agencies even if their interests aren’t best served, citing, “It’s the done thing, it’s not a first principles decision. Twenty per cent of gross income really isn’t fair in 2024.”

Beverley, 27, pointed out that creators frequently receive subpar service as agencies prioritize their most profitable clients. “I have friends who earn considerable amounts as creators, yet often miss out on opportunities due to lack of communication from their agents,” she said.

“Anyone can monetize their social media presence, and the industry has outgrown the one-size-fits-all talent management model. There are simply too many content creators for good talent agents to manage,” she added.

Beverley, who partnered with the YMU talent agency in April, emphasized the need to make monetization accessible to all creators. “We need to democratize this monetization. Small, independent creators need the option to earn income and focus on creating, without the burden of self-management or forfeiting 20% of their earnings,” she said.

Beverley’s journey began as a fitness influencer, sharing workout videos from her Oxford University dorm room. She has since founded three businesses: Tala, an activewear brand that recently secured an additional £5 million to expand in the U.S.; Shreddy, a fitness app; and The Productivity Method, where she sells her own line of daily planners.

Such impressive growth would have ranked a company at No. 80 last year; this year, AYBL, an athleisure brand based in Redditch and a former No. 1, appears at No. 100 with a 61.89 percent annual growth rate, boosting its annual sales to £38.8 million.

AYBL’s products were notably worn by Victoria Thomas Bowen, 25, when she covered Reform UK leader Nigel Farage with a McDonald’s banana milkshake in Clacton this June. More importantly, AYBL and the other 99 companies have created 10,000 new jobs in the past three years, increasing their collective workforce to 13,670. They plan to add 3,800 more jobs in the next 12 months alone.

• View the complete list of companies in this year’s Sunday Times 100 with interviews, profiles, and more.

The fried-chicken chain Wingstop UK (No. 38), popular among rappers like Central Cee, Stormzy, and AJ Tracey, aims to create 1,000 jobs as it expands nationwide. Future Prime Ministers might want to align themselves with favorites too.

The top Sunday Times 100 collectively generated £2.9 billion in sales, an enormous increase of £2.6 billion over the past three years. With more jobs slated, that turnover is expected to climb further.

Despite tough trading conditions for many businesses, the performance of this year’s elite 100 companies stands out significantly. They have managed to overcome challenges like higher wage bills, skills shortages, and inconsistent consumer demands to achieve their success.

Jeremy Clarkson supports Hawkstone (No. 24), Britain’s fastest-growing beer brand, though he knows the pub trade, crucial for his brewery, faces ongoing hurdles. His attempt to sustain operations at his 1,000-acre Diddly Squat farm is documented in the Clarkson’s Farm series on Amazon Prime Video.

Clarkson’s media presence may have boosted Hawkstone’s sales, but most founders of this year’s companies had to find other breakthrough strategies. Castore, a Manchester-based sportswear brand founded by brothers Tom and Phil Beahon, ages 34 and 31, ranks No. 34 and has secured deals with high-profile sports teams. Recently, Premier League club Everton signed a deal with Castore for kits and official merchandise. Akula Living (No. 85), a Wetherby furniture maker, caters to prestigious clients like cruise lines Carnival, Holland America, and Princess. Founder Tim Appleton, 56, delivered 22,000 custom pieces to Dubai’s luxury Atlantis The Royal hotel, which features 44 rooms with private infinity pools.

• Discover what it takes to make The Sunday Times 100.

This year’s list also features innovative inventors. Alan Rock, 65, established Warwick-based Moasure (No. 40) in 2014, creating a handheld tool for tracking distance and height, utilized by building contractors for measuring large outdoor spaces. The team at Nottingham consultancy Bigspark (No. 48) created MyNara, a smartphone app to discreetly capture evidence for domestic abuse victims, in addition to their IT consultancy work.

Bigspark’s founders Shaine Ismail, 48, Chris Finlayson, 38, and Richard Hay, 47, previously worked at NatWest before venturing into entrepreneurship in 2019. Switching from a successful banking career to the entrepreneurial landscape can be challenging. Allica Bank CEO Richard Davies, leader of this year’s No. 1 company, recounts being headhunted from Barclays for OakNorth acquisition before founding Allica. “It seemed risky, yet something I would regret not doing,” the 45-year-old recalls.

• Discover the hottest new UK start-ups with founders under 35.

Britain’s financial sector isn’t the only talent pool. Former special forces members Louis Tinsley and Anthony Stazicker, both 40, founded Poole-based high-performance clothing brand Thrudark (No. 61). Emma Parkinson, 36, who founded Sheffield steel stockholder International Energy Products (No. 37) in 2017, transitioned from engineering recruitment to entrepreneurship due to financial insecurity.

• Learn about companies that survived Covid.

International Energy Products is one of 25 female-founded companies this year, down from a record 28 last year. Female founders include Ama Amo-Agyei, 27, of hair and skincare brand Plantmade (No. 29); Aneisha Soobroyen, 36, co-founder of pet food brand Scrumbles (No. 45); and Sonia Murton, 55, CEO of property maintenance group Westbury (No. 90).

The path to success is rarely easy. Entrepreneurs like Hyrum Cook, 31, founder of Manchester’s Adanola (No. 7), have faced tough times. Before Covid, Cook almost shuttered Adanola due to poor sales but rebounded with the viral success of the Ultimate Leggings during the at-home workout craze.

• Read more: the full list of companies on this year’s Sunday Times 100

1. Allica Bank

▲ 536.98% Fintech Britain’s fastest-growing business aids others by offering loans, cards, and accounts, led by CEO Richard Davies to £191 million sales in 2023

2. Clive Henry Group

▲ 264.50% Healthcare recruitment and consultancy This company is the fourth ST 100 business started by former South Bromsgrove High School alumni; Liam Molesworth and Sam Alsop-Hall reached £20 million in sales last year [link to school feature]

3. Rheal

▲ 243.02% Food supplement brand Charlotte Ali, living with coeliac disease, and her husband, Sean, began making natural ‘superfoods’ in 2017. In 2023, sales hit £19.8 million

4. Trip

▲ 224.75% Drinks and supplements brand Husband-and-wife Olivia Ferdi and Daniel Khoury launched this cannabidiol-infused drinks brand in 2019, reaching £20 million in sales by February

5. Ancient + Brave

▲ 222.51% Health supplements brand Former media lawyer Kate Prince started the firm in 2018, consuming collagen and MCT oil for personal health improvements, achieving £10.2 million in sales in 2023

6. Pentalec

▲ 218.73% Building services contractor The electrification of Britain’s energy network has driven this company’s growth. Led by John Hatt and Sam Stageman, sales hit £9.3 million by February

7. Adanola

▲ 201.52% Fashion brand Co-founder Hyrum Cook grew this athleisure brand to £57.4 million sales by March; this month, he appointed Niran Chana as CEO

8. Heroes

▲ 201.43% Baby and youth consumer products Three brothers founded this company in 2020, acquiring niche brands on Amazon Marketplace. In 2023, they raised £200 million from investors, and sales reached £82.2 million

9. Purdy & Figg

▲ 187.76% Consumer cleaning product Counter Clean is one of this brand’s bestsellers, with all products made using natural ingredients at its Hertfordshire facility. Sales hit £18.3 million by March

10. Liqueo

▲ 186.35% Management consultancy Founded by Andrew Proud, Richard Over, and CEO Stephan Williams, the firm advises asset and wealth managers on operations. They achieved £19 million in sales last year

Richmond, 37, is the head of employee engagement and wellbeing at Aiimi, a technology firm based in Milton Keynes with over 200 staff members. For years, she has collaborated with Steve Salvin, the company’s founder, who often shares his own burnout experiences that were severe enough to resemble a heart attack. Together, they have fostered a culture where employees can openly discuss their issues and mental health concerns without fear of negative repercussions.

The workplace in Britain is experiencing a severe mental health crisis. Mental health issues have become the leading cause of workplace absence. A recent Axa study reveals that productivity loss due to mental health concerns cost organizations about £57 billion in 2023. An annual report by Peninsula, an HR and employment law consultancy, notes a 140% year-on-year increase in small and medium-sized enterprises reporting a negative impact on their business due to mental health issues.

Experts attribute the sharp decline in employee wellbeing to long-term effects of the COVID-19 pandemic and the difficulty of accessing NHS psychological services due to extended waiting lists.

Maria Lawless, 42, the founder of Signature Associates, an HR consultancy for small businesses, states, “People are grappling with increased pressures post-COVID, along with the economic downturn and other global issues.” She adds, “Limited access to NHS services has driven employees to seek support from their employers.”

Richmond concurs. “Employers, particularly in the private sector, are now bearing the responsibility to provide the necessary support for their employees,” she explains. Her role primarily involves listening and offering support to maintain employee morale and productivity through approaches such as flexible scheduling, regular check-ins, and Bupa counseling sessions. These initiatives have helped retain highly talented staff at Aiimi.

Smaller businesses in the UK are similarly investing in mental health support due to growing demands from employees and data demonstrating the effectiveness of such interventions. Deloitte research indicates a productivity gain of £4.70 for every £1 spent on employee mental health and wellbeing.

Mental health first aid training is an increasingly popular tool. The Peninsula survey recorded a 71% rise in booked training courses over the past year alone.

Mental health first aid programs aim to enhance workplace mental health by training employees to support colleagues in need. Trainees learn to listen, not provide advice, and to guide colleagues towards professional help.

In May, the British division of Kompan, a playground equipment provider, offered two-day mental health first aid training at the request of its employees. The company, which employs 130 people across the UK, has already observed positive feedback.

“Several employees asked if Kompan could support their training due to personal challenges they faced,” said Jodie Strong, 37, the HR coordinator. Providing this opportunity has led to improved personal health and managerial skills among the staff.

“I recommend other companies consider this. It’s affordable and quick, yet beneficial for both those trained and those they assist. HR is often seen as intimidating, but mental health first aid can make team members more approachable,” Strong added.

Some critics argue that mental health first aid places undue stress on those trained. Eliza Thomas, 33, Kompan’s mental health first aid lead, recognizes the pressure but highlights the team’s confidential buddy system for support. “Knowing there’s someone to turn to immediately is reassuring,” she said.

Other businesses anticipate that mental health first aid initiatives will reduce employee absenteeism.

Liverpool John Lennon Airport began mental health first aid training for 12 team members in February. HR advisor Tracey Cunningham, 56, noted the program’s necessity due to increased absences linked to mental health struggles. She hopes it will encourage employees to discuss issues rather than take sick leave.

Cunningham and the Kompan team observed participation from all age groups, including women experiencing menopause, who sought assistance.

Beyond mental health first aid, companies are exploring additional employee support methods. Emily Austen, founder of Emerge, a London-based PR agency, recently introduced unlimited therapy sessions for her 20-person team. The decision followed frequent inquiries about mental health resources from job candidates and Austen believes it will be beneficial. “Employee expectations are realistic, and companies not aligning with these will lose top-tier talent,” she said.