Through an on-demand business model and prioritising the customer, Universal Graphix Limited is a signage company on the move…

Often, an entrepreneur starts a business based on their own desires, but sometimes they get a push in the right direction from another source. For Rob Errington, co-founder of signage and graphics firm Universal Graphix Limited, a satisfied client led him to this business idea.

Errington, who has a background in multinational sales roles, was co-running a ‘P.P.E and Welfare’ supplier serving the construction industry. “Our reliability and dependability led our clients to push us into other areas and we began to supply temporary protection products and corporate workwear,” he explains. “One client pushed us into providing signage and in that moment Universal Graphix was born.”

 “One client pushed us into providing signage and in that moment Universal Graphix was born.”

At Universal Graphix, it’s their “on-demand business model” that makes it stand out by helping clients with signage needs “right from the beginning of a project to its completion.” Care and assistance is offered throughout the client journey, from supplying health and safety signage early on in the construction process to “hoarding with CGI images of the finished project” and “marketing material to help with sales” and supplying “the finished signage to the interiors of the buildings and the outside.”

For Errington, the firm’s “in-house full design service” ensures a client’s “corporate” identity “is followed, repeated and recognised across all their projects,” meaning they get a uniform, high-quality service. “We don’t believe there are many suppliers that operate internal systems that allow themselves to turn their attention to whatever their clients require next,” he says.

Investment, he adds, was an initial challenge when launching the business, as it required purchasing cutting-edge machinery to deliver the best client service and “allow us to turn our attention to bespoke designed and manufactured permanent signs.” Another, more present, challenge today are pr price fluctuations in raw materials.

“We often find ourselves in a position where we are designing and quoting signage for the end of the project six months prior to the requirement,” explains Errington. “A small rise in the prices of stainless steel or aluminum can be problematic,” he adds.

Market issues aside, there are more positive and exciting plans on the horizon for the company, with expansion a key goal for the remainder of 2025. This includes a major digital marketing campaign: “We hope that will bring us to the attention of clients that haven’t heard of us yet and are looking for a supplier that they can trust and lean on to fulfil all their signage requirements.”

A recent technological adoption has been a new printer which will double output and add new client services to the business. Recruitment has also featured in recent plans, with a new member of staff in manufacturing and graphic design set to enhance the client experience further.

With two business experiences under his belt, Errington has learned a thing or two about leadership, a major one being “you can’t do everything on your own.” Having the right people in place matters too, he says, namely surrounding yourself with “like-minded individuals that fit in and have the same drive and determination to fulfil client requirements.”

On this topic, Errington likes his staff to be confident about delivering the best service possible: “Every member of the sales team needs the confidence to sit in front of a potential or existing client and know that what they promise will be delivered. The operations team also needs to know that when they fulfil an order as promised, they are helping cement the relationship with a client and that they will trust us again on the next project.”

“If your clients view your business as an extension of their own, then you’re walking the right path.”

All in all, customer satisfaction is king for the folks at Universal Graphix. “If your clients view your business as an extension of their own, then you’re walking the right path.”

The post The ‘Sign’ Of Business Success With Universal Graphix Limited appeared first on Real Business.

The dust has now settled on Chancellor Rachel Reeves’ Spending Review, giving our business writers and experts time to gather their thoughts about what was present and what was missing. Below we’ll react to the key announcements as they relate to UK businesses, before assessing what more needs to be done in order to make sure UK business isn’t left behind.

The Spending Review Pros For Businesses

Below we’ll cover the things the Spending Review got right for UK businesses. It was clear that at least some of the British Chambers of Commerce‘s earlier calls for consideration were listened to.

Green Businesses

If your business is focussed on Net Zero targets and supporting others in the green space, then you’ll have no doubt heard about the government’s record-breaking spend on nuclear technology, namely:

• £14.2bn for Sizewell C
• £2.5bn for the UK’s first Small Modular Reactor
• £2.5bn commitment for fusion technology

If your business is involved in the fusion or nuclear technology then obviously the increased spend compared to previous years will prove beneficial. But even if you’re a small business owner who focuses on crafting green products, the government’s increased spending is a sign of their appetite for greener business and green practices in the UK, and that can only benefit green businesses moving forwards.

Continued Digitalisation Of HMRC

Part of Reeves’ Spending Review was the government’s renewed commitment to making HMRC a “digital first organisation” which will be detailed further in the HMRC’s Transformation Roadmap. Essentially, though, digitalising HMRC makes managing things like your business tax account and accessing HMRC’s services much easier, streamlining your responsibilities and making business easier for all.

Cons Of The Spending Review For UK Business

Our business contributors were impressed with many of the announcements in the Spending Review for UK households and individuals. Many of the increased spending announcements are good news for households using services throughout the UK. However, there were some glaring omissions for business pointed out by the Confederation of British Industry that many of our own experts noticed too.

The Cost Of Powering A Business

In the UK, our businesses are continuously up against it when it comes to energy costs. The bills UK businesses face are astronomical compared to other parts of the worlds, with recent estimates suggesting our businesses spend:

• 50% more on energy costs than France or Germany (our closest EU competitors)
• and 4x more on energy costs than the US and Canada

That puts our businesses at a serious disadvantage compared to our competitors overseas. It also makes the UK a less attractive place to start up a business when the cost of simply powering it is so much higher than in other countries.

With the Industrial Strategy supposedly incoming, a lack of information in the Spending Review does nothing to ease the frustrations of business owners UK wide.

Lack Of Made Smarter Programme Expansion

One of the joys of the recent Made Smarter programme is that it has proven so successful in encouraging UK businesses to invest in new technologies to improve the efficiencies of their businesses and ultimately stand out from competitors outside the UK.

Many were hoping the Spending Review would include an expansion of the programme to all sectors of the economy. This wasn’t announced, meaning the success of the programme is now limited in its scope and it’s to the detriment of UK businesses more broadly.

Is The Spending Review Good Or Bad For UK Businesses?

Overall the Spending Review is probably equally good and bad for businesses. Ultimately, the Spending Review is more important to government departments and service users than businesses anyway, but it would have been nice to see more spending that would directly impact UK businesses for the better.

But with more announcements and packages surely to come that will focus primarily on the business world, we wait with bated breath to see what measures will be implemented in the future.

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The post Spending Review June 2025: Recap & Reaction appeared first on Real Business.

By Dr Haleema Sheikh, a specialist in integrative women’s health and bioidentical hormone balancing for the Marion Gluck Clinic

As summer temperatures soar, so do the challenges faced by people going through menopause, particularly in the workplace. Hot flushes, fatigue, brain fog, and mood fluctuations can be difficult enough to manage on their own. Add stifling heat, poor ventilation, and lack of understanding from colleagues, and a difficult experience can quickly become unbearable.

Rising temperatures don’t just increase physical discomfort, they can amplify symptoms, reduce concentration, and even lead to higher rates of absenteeism. For businesses, failing to recognise and respond to this intersection of climate and health is not just a wellbeing issue—it’s a productivity and retention risk.

The good news? With a few thoughtful, hormone-aware adjustments, organisations can create workplaces that are more comfortable, inclusive, and resilient during the summer months and beyond.

Why Menopause Deserves a Place on the Workplace Agenda

Menopause is a natural phase of life that typically affects individuals between 45 and 55, although symptoms can begin earlier. Around 13 million people in the UK are currently peri- or post-menopausal, this demographic makes up a significant portion of the workforce.

Despite its prevalence, menopause has long been underacknowledged in workplace policies. Research by the Fawcett Society found that one in ten women have left a job due to menopause symptoms. These numbers are likely to rise if workplaces don’t adapt to climate change’s impact on thermal comfort and employee health.

The Heatwave Effect on Menopause Symptoms

Summer heat can worsen key menopausal symptoms, including:

• Hot flushes – Already one of the most commonly reported symptoms, flushes can become more frequent and severe in hot environments.
• Fatigue – Heat can disrupt sleep, making it harder for those already struggling with menopause-related insomnia to feel rested.
• Brain fog – Cognitive symptoms like forgetfulness and poor concentration are harder to manage when overheating or sleep-deprived.
• Mood changes – Rising temperatures and physical discomfort can intensify anxiety or irritability.

This isn’t just a matter of comfort, it’s a business issue. Discomfort and stress can reduce performance, increase sick leave, and damage morale. Being proactive is not only compassionate, it’s commercially sensible.

Practical, Hormone-Aware Strategies for Cooler Workplaces

Creating a menopause-ready workplace doesn’t require a full office overhaul. Here are several actionable steps businesses can take to support affected employees, particularly during a heatwave:

1. Prioritise Thermal Comfort

• Allow for temperature control where possible. This might mean adjustable desk fans, access to cooler rooms, or permission to adjust windows and blinds.
• Review dress codes. Formal uniforms or restrictive clothing can make hot flushes more unbearable. Offer flexibility in what’s considered “professional” attire during the summer months.
• Monitor ventilation and ensure that air conditioning units are serviced and effective. Poor airflow exacerbates discomfort.

2. Flexible Working Hours and Locations

• Consider offering earlier or later start times to avoid peak heat hours.
• Enable hybrid or remote working, giving individuals the chance to control their environment and take breaks as needed.
• Let employees take brief cooling breaks—short walks, hydration pauses, or simply stepping into a cooler space should be encouraged, not frowned upon.

3. Training and Awareness

• Provide manager training on menopause, including how it interacts with environmental stressors like heat.
• Build psychological safety by making it clear that discussing menopause is not taboo. Employees should feel confident disclosing symptoms without fear of being judged or overlooked for opportunities.

4. Update Policies

• Include menopause in occupational health and wellbeing strategies.
• Audit your equality, diversity, and inclusion (EDI) policies to ensure they explicitly acknowledge menopause and related needs.
• Implement anonymous feedback systems to identify temperature-related concerns and workplace barriers.

Leading by Example

Forward-thinking organisations are already taking menopause seriously. From offering menopause leave to providing tailored healthcare plans, businesses that invest in inclusive wellbeing see returns in engagement, retention, and reputation. As the climate warms, the need for these strategies becomes even more urgent.

By recognising the compounded impact of rising temperatures on menopause symptoms, businesses can position themselves as compassionate, future-ready employers. Creating a menopause-ready workplace isn’t a summer-only initiative, it’s an all-year-round necessity. But getting ahead of the heatwave is a smart starting point.

About the Marion Gluck Clinic

https://www.mariongluckclinic.com/

The Marion Gluck Clinic is the UK’s leading medical clinic that pioneered the use of bioidentical hormones to treat menopause, perimenopause and other hormone related issues. Founded by Dr. Marion Gluck herself, the clinic uses her method of bioidentical hormonal treatment to rebalance hormones to improve wellbeing, quality of life and to slow down ageing.

The post How To Get Ahead Of The Heatwave & Make Your Workplace Menopause-Ready appeared first on Real Business.

Companies differ from businesses in that they are a separate legal entity that lives on beyond the lifespan of the previous owner, saving owners from being personally liable for debts. The transfer of control means that a company can potentially continue for as long as there are people who operate under it. For a limited company to end, it has to become “dissolved”.

But what is does dissolving a company mean? In this article, we outline this, the legal framework around it, the process of dissolving a company and more.

The “dissolved company” meaning

A dissolved company is one that has been formally struck off and removed from the Companies House register under the Companies Act 2006. This differs from a company simply having no employees and quitting trading, as it officially marks the end of its function as a limited company. It cannot hold assets, enter into contracts, incur liabilities and its former assets rest in the Crown as “bona vacantia”, meaning it’s ownerless property. This, effectively, means the company ceases to exist, with serious legal consequences occurring in the event that trade continues in its name.

Dissolving a company happens for many reasons:

• Ceased trading or purpose served – Many small or one-person companies end due to never getting off the ground, or completing the project that they were formed to complete. In the case of limited companies that have never owned assets/liabilities or traded, a voluntary dissolution is available.
• Retirement or change of direction – Company directors or founders may retire or sell their business line and find no more use for the current company. Another reason can be that they wish to operate under a different structure, such as a partnership, and company dissolution can allow them to extract the remaining assets tax-efficiently for shareholders after outstanding debts are paid.
• Insolvency or creditors’ actions – If a company becomes insolvent, meaning its liabilities exceed its business assets or ability to make payments, it may enter a creditors’ voluntary liquidation. When consistent failure to meet payments occurs, creditors can petition the court for compulsory liquidation.
• Regulatory non-compliance – Companies House can strike off a company from the official register if it fails to abide by the multitude of obligations it signed off for, such as annual accounts or confirmation statements. Alternatively, prolonged inactivity can initiate compulsory strike-off.

What are the different types of company dissolution processes?

There are five main types of dissolution processes. All voluntary strike-off procedures are actioned through the Companies House website, whereas non-voluntary action must take place through court orders.

Voluntary dissolution

The voluntary process, often called a “strike-off”, is the simplest kind of process that leads to a dissolved company. It is reserved for a solvent company, which means the organisation has sufficient assets and has no outstanding debts or arrangements with creditors. Its defining feature is that it’s done unilaterally, meaning all interested parties are behind the decision, and have the power to dispute it if against.

It is a cost-effective way to dissolve a company without lasting consequences through a simple, streamlined procedure:

1. Eligibility criteria – The company must not have bought or sold goods or services, nor sold any assets for gain in the ordinary course of business, during the three months before the application. They must also not have changed name, nor must they be subject to any insolvency proceedings (e.g a company voluntary arrangement).
2. Application process – Company directors (all of them) must complete and sign a DS01 form, also known as an application for “strike-off”. Applying online costs £33, whereas a paper DS01 costs £44.
3. Post-application timeline – Within a few days of receiving the DS01, the public register will publish a “first notice” in The Gazette that announces the intended strike-off. From there, interested parties have at least two months to object to the strike-off. Should no valid objections be raised, Companies House issues a second notice, and it converts to a dissolved company.

Members voluntary liquidation

Dissolving a company via this method is only available to solvent companies, after undergoing both balance-sheet and cash-flow tests and paying all outstanding debts in full within 12 months of the process commencing. It is done with the assistance of a licensed insolvency practitioner (IP) to ensure compliance with regulations, give professional advice and maximise tax efficiency.

It happens during the following steps:

1. Declaration of solvency – The majority of company directors must sign a statutory declaration of solvency within five weeks before the resolution to wind up, stating that after making a full inquiry into the company’s affairs, directors believe the company can pay all its debts.
2. Shareholders’ resolutions and appointment of IP – Within five weeks of the declaration, the company calls a general meeting where at least 75% of shareholders (by value), must pass a special resolution to wind up the company via MVL. During this meeting, an IP is formally appointed as liquidator to administer the process and safeguard stakeholder interests.
3. Notification and gazette advertisement – Within 13 days of the resolution, the liquidator places a final notice in The Gazette. This will alert the creditors and other interested parties to the impending liquidation.
4. Realisation of assets and distribution – The IP collects and sells assets tied to the company bank accounts, settles all creditor claims (such as HMRC’s dues and final staff wages), and distributes any surplus funds to shareholders. Distribution is treated as capital relief rather than income. This potentially qualifies for Business Asset Disposal Relief at a 10% capital gains rate.
5. Final statutory accounts and dissolution – After distributing the rest of the assets, paying final staff wages and fulfilling statutory obligations, the liquidator will prepare the final account and company tax return with Companies House.

Creditors voluntary liquidation

If directors seek to dissolve a company voluntarily, but it is insolvent, this procedure allows it under the Insolvency Act 1986. CVLs allow directors to wind up the company in a controlled way, with oversight by creditors and a licensed insolvency practitioner.

1. Decision to liquidate – The company directors assess the company’s financial position and find it has financial difficulties that it has no realistic chance of overcoming. A board meeting is called, and they prepare a statement of affairs, detailing all assets and liabilities, to inform creditors and IP of the company’s position.
2. Shareholders’ resolution – The board will give at least 14 days’ notice of a general meeting, as a special resolution to wind up the company requires 75% of shareholders by value.
3. Notification of creditors – Within 14 days of the resolution, creditors must be notified in writing of the winding-up decision and the date of the creditors’ meeting. The IP will place a notice in The Gazette, alerting any other creditors and interested parties.
4. Creditors meeting and appointment of liquidator – 14 days after the notice, creditors review the Statement of Affairs and can question directors and the proposed IP. They may nominate an alternative liquidator if they wish. By default, the IP is nominated by directors unless creditors vote otherwise, but the IP’s duty is to the creditors, not the directors.
5. Liquidator takes action – Once the IP is nominated, they secure and sell the company assets. They investigate the company’s affairs and the director’s conduct, reporting any misconduct to the insolvency service. Proceeds are distributed in statutory order: secured creditors, preferential creditors, unsecured creditors and finally any surplus to shareholders.
6. Conclusion – Upon realisation of asset distribution, the IP calls a final meeting to creditors and, then, a final meeting of members if any surplus exists to present accounts of liquidation. After filing accounts, the IP applies to have the company struck off the Companies House register.

Compulsory Liquidation

Compulsory, as the name implies, is a process in which the company’s dissolution occurs regardless of the company director’s wishes. Under part IV of the Insolvency Act 1986, creditors (including HMRC themselves) can petition the court to wind up an insolvent company if it cannot act on unpaid debts. This usually, but not always, occurs after a statutory demand or a judgment for payment goes unpaid.

The process is as follows:

1. Court order – If the judge finds the company has no viable reason to continue trading, then it will issue an order to start the process.
2. Official receiver – An official receiver will be appointed to investigate company assets, creditors and former directors. They may be paired with a licensed IP later in the process to liquidate assets and distribute proceeds, if possible.
3. Company dissolution – Once all obligations are met, the company is dissolved.

Compulsory strike off

If a company fails to meet basic obligations, such as filing confirmation statements, annual accounts or tax returns, then Companies House may assume the company is not carrying on business or in operation. This gives them the power to mandate that the company is dissolved.

1. Warning – Companies House will issue a formal warning before company dissolution. This will allow a two-month objection period before the company is officially dissolved, during which any interested party can object to the strike-off, so long as they have valid reasoning. Common objections are ongoing legal proceedings, outstanding debts, or that some other type of company dissolution is in the works.
2. Company dissolution – Company dissolution will commence after the time period has passed. Assets become bona vacantia and are passed to the crown, and business activities cease.

What obligations do I have before the company is dissolved?

For directors and other authoritative figures in a company, there exist certain obligations that have to be handled before the company is dissolved. Failure to meet them may cause the company to be investigated, delayed dissolution or directors being held personally liable for misconduct.

1. Staff and wages – All final staff wages must be paid, including holiday pay, bonuses and notice periods. For staff who are made redundant, staff redundancy rules may apply, meaning proper notice must be given, redundancy letters must be issued, and statutory redundancy payments made where eligible. Redundancy pay is treated as a preferential creditor claim in insolvency, and may be covered by the national insurance fund in a CVL if a company cannot afford the payment.
2. Final company filings – Final statutory accounts must be prepped and submitted to Companies House. Information about the company’s last trading period will be clearly outlined within, and is a legal requirement before dissolution. A final company tax return must be sent to HMRC, including any final corporation tax liabilities.
3. Business assets – What happens to assets differs according to what type of company dissolution is taking place, with any assets not dealt with before dissolution may vest in the Crown as bona vacantia.
   • Member’s voluntary liquidation – Assets are distributed tax-efficiently to shareholders.
   • Creditors’ voluntary liquidation – Assets are sold to repay creditors, with a licensed insolvency practitioner managing the process.
4. Closing accounts and notifications – Companies must close all business bank accounts and inform HMRC that the company is ceasing to trade. Directors should ensure the register contains correct information to avoid and defend against allegations of unfit conduct or misleading the registrar.

Can you reverse the company dissolution?

Yes, although the process is as rigid as dissolving a company. There are several points that you can reverse the company’s dissolution.

• Before company dissolution – Within the two-month Gazette notice period, dissolution can be halted. Send a formal objection explaining why the strike-off cannot proceed.
• After the company is dissolved – If the company was struck off by Companies House, you can restore it so long as the company was active at the point of dissolution, and all outstanding documents and penalties are filed and paid. If it was voluntarily dissolved, you must show a valid reason for its dissolution and appeal.

Conclusion

Dissolving a company is a lengthy and often stressful process, one that reflects the price of creating an organisation granting limited liability that is designed to last beyond its owners. The process is designed to protect interested parties as much as possible, provided all Companies House’s requirements are met.

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Through an experienced and talented team in Telecoms, Mobiles and IT, Blue Portal Group covers every service needed for its clients with an added personal touch.

Telecommunications can seem a strange language to businesses outside the sector, with terms like SIP and VoIP, likely intimidating for some. However, understanding and adoption of telecoms technology in the digital age is crucial for business success across the board.

South Yorkshire based Blue Portal Group is cutting the sometimes tricky world of telecommunications down to size for its business clients. Through three decades of industry experience and a carefully selected array of products and services, their clients get the best possible solutions.

“The business model is to give honest and transparent advice to our customers and follow this up with excellent customer service,” explains Eddie Portman, a senior telecoms authority and director at Blue Portal Group. “We help small to medium businesses be more effective and efficient using the tools of our industry.”

The team at Blue Portal Group are not only highly experienced in the telecommunications sector but in IT too, allowing for a multi-angle approach when assessing and delivering on client needs.

The different sectors of the business are headed up by a wealth of experience at Director level.

• Telecoms and Connectivity (broadband) – Eddie Portman and Matthew Perry
• Mobiles – David Dickens and Martin Hodder
• IT – Rob Davies

The knowledge, skills and experience of the company’s staff and leadership has filtered down through the organisation and attracted loyal customers. Portman confirms that “building a good reputation in the industry” has facilitated its success “in all areas” of the business. “Getting the word out to your target audience is never easy,” he admits, but clearly the hard work has paid off.

Like any business, the team at Blue Portal Group are concerned with the “usual financial metrics” that showcase sales, customer retention and general growth, but they also like to see their success in a more holistic way: “We measure our business success on where our new customers have come from and how we look after them to make sure they stay with us.”

Looking further into the future, consistent growth will remain part of the five-year-plan and Portman has some explicit goals including a vision of 50 percent growth in sales and maintaining their personalised form of customer experience, something that has served them very well so far.

Like any honest leader, Portman admits he has learned some leadership lessons in his business journey. These include the need to “give more responsibility and delegate to others” in order “to give myself time to work on other areas.” As many who lead successful businesses know, self-awareness and the desire to constantly improve is one of the biggest green flags concerning those at the helm. All in all, it sounds like Blue Portal Group is in very safe, and capable hands…

The post Blue Portal Group: An All-Encompassing Telecommunications Service Provider appeared first on Real Business.

A large roster of clients isn’t enough, quality services and referrals are what makes a construction firm great, says Belgrave Construction Director, Scott Tricker.

A commercially successful construction company will have a strong bottom line, but the ones that really go the distance are defined by great client relationships.

Hampshire-based Belgrave Construction, which offers high-end design, build and refurbishment projects, is one such firm. “One of our most valued indicators of success is the number of client referrals we receive,” explains Director Scott Tricker.

While black-and-white figures matter, it’s client satisfaction that is the true indicator of success here. “A significant portion of our new business comes through word-of-mouth recommendations which we view as a testament to the trust and confidence our clients place in us,” he adds. “We take great pride in the consistently positive feedback we receive from our clients, many of whom return to us for additional projects.”

The culture at Belgrave Construction which prioritises “quality, attention to detail and craftsmanship”, speaks to the firm’s customer centric approach. “What sets us apart is not just our technical expertise but the personal approach we bring to every engagement,” Tricker says. Company values echo this and include “clear communication, transparency and collaboration” ensuring clients experience “a stress-free experience from concept to completion.”

Belgrave Construction was launched to meet the “growing demand for premium design, build and refurbishment services” and “set new standards in quality, craftsmanship and client-focused project delivery.” In a somewhat saturated construction sector, they stand out via comprehensive services spanning new builds, refurbishments and residential and commercial maintenance. In short, the client offering is sky-high and enabled by “building a strong internal team and fostering long-term relationships with trusted subcontractors and suppliers.”

Another aspect that ensures the firm cuts through the noise is what Tricker describes as its “traditional values combined with a modern approach” where client needs are put first and needs met through “in-house teams and carefully selected specialists and subcontractors.”

In a sector where logistical problems can arise, Belgrave Construction focuses on “careful project planning and collaboration with architects and designers” to keep things running smoothly and client satisfaction high.

There are challenges, however, such as market volatility in the residential sector. “Fluctuating material costs, rising interest rates, and economic uncertainty have led to a more cautious approach from both developers and private clients,” Tricker states. However, the firm has innovated to meet these demands and become “more agile, cost-conscious and strategic in project planning and client engagement” as a result.

The next year looks to be an exciting one, with a plan to make substantial in-roads in the commercial arena: “We recognise the increasing demand for reliable, high-calibre construction partners in commercial development, and we are positioning ourselves to become a trusted name in this space.”

Expanding its “client referral network” in the domestic market is also part of the firm’s twelve-month-plan. “We believe that word-of-mouth remains one of the most powerful endorsements in our industry,” says Tricker. “We are investing in client engagement and satisfaction to organically grow our portfolio of residential projects through strong recommendations.” The five-year-plan is similarly ambitious, namely to build on the firm’s existing “emphasis on quality and client satisfaction” and position it for “continued growth and potential expansion into new markets and service areas.”

It’s been hard work getting Belgrave Construction to where it is now, namely a “sustainable business that is recognised for quality and reliability”, yet, it has been worth it for Tricker and his team, as in his words, “there is no greater endorsement than a satisfied client who chooses to recommend us.” Well, no-one can argue with that.

The post Belgrave Construction: Where Happy Clients & Craftsmanship Meet appeared first on Real Business.

Professional cleaning is a crucial service for many business customers, but true success for these providers lies in service quality, explains Vistavis MD, Tony Dorey.

In the world of business, certain services remain in constant demand and professional cleaning is one of them. However, sustained success in this sector depends not just on the service itself, but on how well it is delivered. Vistavis, known as a “one-stop shop for all aspects of specialist cleaning,” is a business that exemplifies this standard.

Offering a comprehensive suite of services, Vistavis covers everything from window and floor cleaning to deep cleans, kitchen sanitation, and specialist data centre cleaning. “We also supply, install, and restore all types of floor coverings, and provide building services too,” says Managing Director Tony Dorey.

Based in Crawley, Vistavis was born from a joint venture between Tony and fellow entrepreneur Andy Willis. “Andy had a floor-care company, and had the opportunity to branch into window cleaning,” Tony explains. “We set up Vistavis together as a window cleaning company, and as the business grew, we merged the companies and became full partners.” With Andy’s existing customer base providing a solid foundation, Vistavis quickly expanded, attracting a host of new clients along the way.

What sets Vistavis apart is its dynamic and diversified business model. “We’ve evolved our services to meet the needs of our customers,” Tony says. “Our reputation for delivering first-class service and customer care means our clients trust us with more and more of their cleaning requirements.”

Customer satisfaction and long-term retention are key measures of success for Vistavis. “Some of our clients have been with us for over eighteen years,” That loyalty is mirrored by consistent year-on-year growth, a notable achievement given the challenges faced in recent years, including the national insurance increase and ongoing labour shortages in the wake of the pandemic. “Sourcing suitable labour is still difficult,” Tony admits, “but we’ve retained our team and continued to grow.”

Vistavis is committed to social values. The company prioritises local recruitment, reinforcing its connection to local communities. Andy coaches a local football team, and the company sponsors their home ground, the Vistavis Community Stadium in East Grinstead, which also supports youth teams. “I’m also Chair of our local Parish Council,” Tony adds. “I dedicate as much time as I can to support our villages and their residents.”

Looking ahead, exciting opportunities lie on the horizon. The company is preparing to take its services international with a possible new contract in Norway. “The opportunity was too good to overlook!”  We are also in discussions to partner with NHS facilities, a move that could unlock a significant new customer base.

Reflecting on the success of Vistavis, Tony shares one of the most important leadership lessons he’s learned, inspired by Richard Branson: “Look after your people and they will look after your business.”  a philosophy that underpins everything at Vistavis, where happy, motivated, and empowered staff are seen as the foundation for exceptional service and satisfied clients.

The post Vistavis: Providing Service Solutions For The Modern Workplace appeared first on Real Business.

Audley Capital offers investors significant returns with a healthy dose of social impact.

It’s harder for a business to impress these days. It’s not just about being innovative or getting ahead of the competition, social impact matters too. Audley Capital, a London-based global litigation finance and legal services consultancy, is firing on all three cylinders.

Founded in 2023, the bright-eyed and bushy-tailed Audley Capital has a strong mission, namely to transform the litigation finance industry via “a win-win scenario” which provides solid returns for investors “whilst driving positive social impact through the cases we fund,” explains co-founder Nick Wood. “The inception of Audley Capital was motivated by the recognition of litigation finance as an uncorrelated asset class with tremendous potential,” he continues.

Its primary market speaks to the firm’s social impact heart: “We target the mass consumer claim market, financing human interest cases that yield positive results for disadvantaged groups. Our clients encompass law firms, litigation funders, family offices, wealth managers, and impact investors.”

Litigation funding isn’t a brand new concept, but Audley Capital’s innovative approach is. Its AI platform, from a collaboration with legal-tech AI platform Legal Intelligence, is integrated throughout its platforms. The technology improves both decision-making and risk management, enabling Audley Capital to “democratise access to justice whilst delivering attractive returns to investors.”  Work with litigation funders is streamlined by incorporating Audley Capital’s technology into their funding processes to ensure operational efficiency and capital protection. “Our return profile is exceptionally competitive and uncorrelated with traditional market forces, rendering it an appealing option for investors pursuing diversification and impact.”

“While litigation finance remains a relatively new investment environment, we are confident that it will soon become as mainstream as traditional asset classes,” Nick states. Evidence points to the fact he is correct. The annual market size is expected to grow to $30 billion by the end of the decade. “Our deal-flow-centric model complements this growth by constantly innovating, whether through our proprietary Legal Intelligence platform or our investment instrumentation.”

Like any competitive business, challenges have been had. For Nick and his co-founder Rick Gregory, this includes gaining the trust of investors to show that legal assets are a great alternative to traditional investments. “We envision a bright future not only for traditional investors but also for ESG funds and impact investors who are increasingly attracted to the sector.” Market education is another significant, yet positive challenge. Some investors are still unfamiliar with litigation finance and its potential for considerable returns and social impact versus other, more traditional investments like property and equities. However, the team are committed to empowering more investors with knowledge over the next year and beyond.

The firm has many exciting plans in place, one of them being global market expansion, particularly where “litigation finance is still emerging.” This, Nick explains, will help them “to tap into new deal flows” and diversify their investment portfolio. Partnerships with legal tech startups to “further enhance technological capabilities and stay ahead of industry trends” feature too.

Audley Capital has a compelling five-year vision. This includes integrating “AI-driven tools” into case assessment, outcome prediction, and portfolio management, helping them secure their place as a leader in the innovative litigation finance space.

Of course, the co-founders have learned plenty of leadership lessons along the way; keeping their cool in an emerging market fraught with challenges is one of them. Others include the importance of building a solid team with diverse skills and being adaptable to navigate the complexities of litigation finance, but it’s all part of the journey.

While Nick and his co-founder have not chosen the easiest market to operate in, it’s a space which has huge commercial and social pay-offs for both businesses like theirs, and clients. Considering Audley Capital’s focus on innovative technology and pure, entrepreneurial ambition, they are in the right place to prosper.

The post Audley Capital – Ahead Of The Curve On Smart Litigation Finance appeared first on Real Business.

By Calvin Bannan, Founder & Director, CB Services Group

Adaptability is not just a competitive edge for small businesses, it’s a necessity. The journey from skilled practitioner to successful business owner is rarely straightforward, and the businesses that endure are those that embrace change, learn from missteps, and continue moving forward in the face of adversity.

Many small business founders begin with deep confidence in their technical or trade skills. It’s often this very expertise that gives them the push to start out on their own. However, one of the first and most difficult lessons they face is the realisation that being good at a craft does not automatically translate to being good at running a business.

Business Requires More Than Skill
The transition from being a technician to becoming an entrepreneur demands a significant shift in mindset. Business ownership isn’t just about delivering quality work anymore, it’s about generating leads, closing sales, managing cash flow, building a brand, and planning for the long term. Those early months or years can be especially tough as founders realise that technical excellence is only part of the equation; understanding how to run and grow a sustainable business is equally vital.

Hiring for Values, Not Just Skills
One of the most challenging aspects of this transition is often recruitment. Many small business owners start out with the expectation that others in the trade will naturally share their work ethic and standards. Unfortunately, that’s not always the case. Hiring becomes a process of trial and error. Over time, it becomes clear that success lies in recruiting not just for skill, but for mindset and values.

The most effective hiring strategies are those grounded in clear, non-negotiable values, traits like reliability, pride in workmanship, and a willingness to learn. Skills can be taught, but attitude and professionalism are much harder to instil. Building a dependable team aligned with the business’s core values allows founders to step back from the day-to-day operations and focus on scaling the business more strategically.

Managing Growth Without Losing Control
Growth, while desirable, also introduces a new layer of complexity. Rapid expansion can strain even the most well-run businesses. The demands of increased customer volume, higher expectations, and stretched resources can quickly overwhelm unprepared systems. To make growth sustainable, businesses must evolve their internal operations, bringing in structured processes, leadership roles, and stronger delegation practices.

Implementing systems for planning, communication, and performance management becomes essential. What once could be managed informally now requires clarity, consistency, and coordination. Small businesses that scale successfully do so by balancing agility with structure, retaining the responsiveness of a small team while developing the infrastructure needed to support larger operations.

The Importance of Flexibility
Throughout all these phases, startup, hiring, scaling, adaptability is the common thread. Business owners must be willing to reassess what isn’t working and make bold adjustments when needed. The ability to reflect, pivot, and improve processes quickly separates those who survive from those who stall.

Why Persistence Pays Off
Equally important is persistence. There will inevitably be periods where everything feels like an uphill battle, where growth slows, leads dry up, staff challenges arise, or plans fail to materialise. These low points are part of the entrepreneurial experience. But crucially, they are also the times when the most meaningful growth happens.

Small business ownership is often best compared to climbing a mountain. There are moments of triumph and exhilarating views, followed by steep descents that test resolve. What most people don’t see are the times when a backward step is necessary in order to find a better path forward. They force reflection, re-alignment, and eventually, renewal.

Fail Fast, Learn Fast, Grow Fast
This process of failing, learning, adapting, and continuing, drives long-term success. Mistakes, while painful, are often the most effective teachers. The quicker entrepreneurs can recognise them, extract the lesson, and apply changes, the quicker they move toward building a more resilient, well-run business.

Consistency Over Perfection
Perhaps the most critical takeaway for anyone in the early stages of building a business is this: consistency matters more than perfection. Success rarely arrives in a straight line. It’s the accumulation of small, deliberate steps, taken even when motivation is low or results are slow, that builds momentum over time.

There will always be moments of doubt, and setbacks are inevitable. But true failure only happens when progress stops entirely. As long as business owners keep showing up, making decisions, adjusting course, and moving forward, they remain in the game. That resilience, more than any single tactic or strategy, is what sets successful businesses apart.

In a world where market conditions shift rapidly, customer expectations evolve, and technology disrupts industries overnight, the ability to adapt quickly and stay grounded in core values is what ensures longevity. Those who cling too tightly to what worked yesterday risk falling behind. But those who stay open to change, who remain committed to learning and growth, are the ones most likely to thrive.

For small business owners, the journey will never be without challenge. But with adaptability, persistence, and clarity of purpose, success remains not only possible, but sustainable.

Calvin Bannan, Founder & Director, CB Services Group

Calvin Bannan is the founder and Director of CB Services Group, a fast-growing Glasgow-based company specialising in radiators, heating, plumbing, and drainage for both residential and commercial clients. Inspired by his stepfather, an engineer, Calvin pursued his own qualifications and built a career in the trade, starting as a call centre agent before stepping into the world of plumbing and heating at 17 years old.

Following years of hands-on experience as a fully qualified and gas safe heating and plumbing engineer, Calvin launched CB Plumbing & Heating Services in 2022 with a vision to deliver high-quality service and expertise. What began as a one-man operation quickly expanded to a team of 3 employed heating and plumbing engineers, reaching a first-year turnover of £135,359. By year two, revenue had more than doubled to £348,841, and today, with a team of seven, including his stepfather and stepbrother, Calvin is now leading the company into its next phase—scaling operations and moving into the commercial sector with the ambition of trebling turnover once again.

Beyond the business, Calvin brings the same drive and determination to his personal life. A passionate athlete, he travels worldwide to compete in Hyrox fitness events, constantly pushing his limits. His ability to combine strategic leadership with relentless ambition continues to shape CB Services Group into one of Scotland’s most dynamic emerging businesses.

The post How Adaptation To Change Is Key For Small Business Survival appeared first on Real Business.

Debit finance is just one way a business can raise capital when it’s starting out. Rather than looking to investors and drumming up support from new shareholders, you fund business activities at the start with a specific type of loan. Here you keep the business interests your own (full ownership with nobody holding you accountable), but you will need to repay the loan amount over time, with interest payments on top, according to the loan terms and timescale. Failing to do so could result in your business closing and debts spiralling.

We don’t give you that warning to stop you. Debt financing works for some businesses and can be a great way for you to keep control of your business without having anybody to answer to – like you would if you asked for investment from others. When your business borrows money, you only need to ensure the business loans are repaid each month according to the repayment schedule to avoid repercussions, leaving you free to run your business however you please.

Why Is It Called Debit Financing?

Debit is an accounting term for any payment associated with the purchase of assets or an expense. Debt is money that is owed and needs to be paid back – often with interest. Debit financing is usually called debt financing because it requires repayment and incurs interest. But it can also be referred to as debit finance because it is directly linked to business assets.

Either way, debt financing and debit financing are the same thing and refer to how debt funding is used to kickstart your business, rather than relying on investors.

Equity Financing vs Debit Financing

When it comes to funding a business, capital is paramount. Capital is the operating money that you need to get your business running smoothly before you start bringing in money to break even and eventually turn a profit. Capital comes first and cash flow follows. There are two types of capital: equity and debt. Equity and debt are very different and will have different bearings on your business so it is important to understand your business needs and the type of capital that will work best for you.

Equity funding involves selling shares in the company. Equity investors they pay to be a shareholder at your business and are entitled to shareholder payments throughout the years as your business turns a profit. Essentially, they pay upfront for your business’ future success. It’s these future profits that they’re entitled to a cut of.

Debt financing, as we’ve already talked about, means you borrow to get started.

Is Debt Financing Secured Against An Asset?

Yes, debt financing is usually secured against an asset as it gives the lender assurance that they won’t lose money from the deal because they can claim the asset if the loan is not repaid according to the deal agreement. Common assets used in debit finance include property, vehicles, or equipment, depending on the size of the loan.

In addition to putting up an asset as collateral, you will also be required to pay interest on your loan and pay it back within a set timeframe. Interest can be fixed or floating, depending on your lender and the terms of the loan. The one advantage here is that because there is an asset tied to the loan, interest rates are usually lower.

In some cases, capital is not the problem, but operating costs are. Some more established businesses will also use debit finance to help them with daily operating costs when they have cash flow problems. This is the preferred method over overdrafts for handling long-term debts as well where repayments are likely to take months rather than weeks. It is more secure for lenders because of the asset attached, and there are usually lower interest rates for the business.

There can be advantages of debt financing when used in the right way.

Examples Of Debit Finance

Debit finance comes in many different forms, from peer-to-peer loans to traditional bank loans.

Traditional Bank Loans

These are becoming harder to find for small and new businesses as banks and building societies start to handle their risks differently. There are a lot of requirements that banks have in place for debit finance and they are more likely to lend money to established businesses where they have a higher guarantee of return. Banks often also put in place guidelines for the type of loan they are giving. That could mean the money is earmarked for equipment or salaries, but you need to be able to show that the money has covered the intended expense.

Personal Loans

For sole traders and partnerships, you may be able to get a personal loan. There is a risk here as you will need to put up personal property as collateral against the loan and if you are unable to make payments you risk losing personal assets.

Family And Friends

If you are lucky enough to have friends and family with deep pockets, family and friends loans could be a good choice. Loan terms are usually looser and you are more likely to be able to negotiate terms if you need to.

However, there is significant risk associated with loans from friends and family. Borrowing from a lender means you borrow money from someone who fully understands the risks, and if you can’t repay them for any reason, there is no damage to an existing relationship. When you borrow money from people you know there is the risk of them not fully understanding the risks they are incurring. You must factor in that if you are unable to pay them back you could lose a relationship.

If you choose a family and friends loan it is vital to have a written and signed agreement in place to protect both you and them. You should also make sure you explain exactly what the loan is for, the terms of repayment that are expected, and the risks that are involved.

Peer-To-Peer (P2P)

Peer-to-peer lending is common these days for new businesses, especially businesses that are niche or are based on ethical values. Websites like KickStarter, Prosper, and GoFundMe allow lenders to give to businesses that they believe in.

This is not a true form of debit finance as there is no risk to the business and no collateral attached. But if a business can’t produce the service or product that has been promised, they risk losing a global reputation and following, meaning it could be almost impossible to get the business running again.

Invoice Financing

This is an example of debt financing for cash flow when a business is already up and running. Once debt financing occurs here, you’ll need to be very mindful of what has been used to borrow and what hasn’t.

Essentially with invoice financing you use unpaid customer invoices to access funds before they pay. You can sell your invoices to a third party finance to access cash from them, and they will then collect payment when the invoice is paid – plus interest payments to make it worth their while of course.

These forms of cash flow loans provide you with working capital in the here and now, but it can be one of the riskier forms of secured loans because there isn’t always a guarantee the customer will pay the invoice in the short term. Selling debt instruments like invoices when you can’t guarantee payment in time could land you in hot water so it’s important that you’re careful.

Merchant Cash Advances

Merchant cash advances are other forms of debt financing. They work by helping you raise capital at the start of your business venture. There are different types of debt in business when debt financing. Some you have a repayment schedule for, and others involve striking a deal with the lender to give them a cut of future profits. Both debt financing options require care.

For merchant cash advances, you strike a deal. If your business uses debit or credit cards then you can work with a lender offering merchant cash advances to raise capital now. Here, you borrow money from the lender which is then paid back via a % of the debit and credit card payments received whilst your business is running.

They won’t take the % of your sales forever, of course, but usually long enough for the lender to get their money back and earn quite a bit for themselves in interest payments.

Home Equity Loans

Home equity loans work in a similar way to a mortgage in that you are expected to pay the same amount on a regular basis including interest repayments. The loan is secured by your property so there is usually a lower interest rate, but this puts your property at risk should you find yourself unable to pay.

How Does Debit Finance Work?

Debit finance is typically divided into two categories: long-term loans and short-term loans. The type of loan you get depends on your needs and you will need to factor in what the loan is specifically for, how long it will take to repay the loan, and what kind of interest you are willing and able to pay.

Long-Term Debit Finance

Businesses are likely to choose long-term debit finance if they need to purchase larger items like property, vehicles, equipment, machinery, or buildings. These loans are often secured against the item that is being purchased and terms of repayment are longer, usually lasting between three and seven years or more.

Long-term loans are usually predictable in their repayments with a fixed interest rate and payment made for the same amount and at the same time each month. This makes budgeting easier as you will always know what money needs to come out of your account every month to repay the loan. Making these regular payments can also increase your credit score and improve your chances of borrowing again in the future should you need it for business expansion or further product or service development.

Short-Term Debit Finance

This type of financing is usually used to combat cash flow problems and help businesses with basic operating capital. Small payments or purchases such as wages, inventory, or bills might be covered by this type of loan if the business knows there will be income in the following months to cover the borrowed amount.

Short-term debit finance usually has to be paid back within a year and is usually secured against a smaller asset that the business owns. It is a lot more popular for smaller businesses and start-ups because it helps with temporary cash flow problems and is a debt that can be resolved within a year rather than several years.

What To Consider Before Debit Financing

Before you decide to finance your business with debit rather than equity, there are important considerations that you need to make to decide if this is right for your business.

You will need to consider the cost of debt to your business against the cost of equity. The cost of debt will be interest and repayments on the loan while the cost of equity will be dividend payments to shareholders. Comparing what will be owed in each case will help you decide which form of financing is more feasible and profitable for your business in the long run.

Remember to factor in any tax deductions you might be able to make on things like interest on loans as this could make a difference to your bottom line as well.

You will also need to carefully consider the interest rates of various lenders and what they are offering you. Although most lenders will stay within a certain interest bracket based on market rates and your credit score, you may be able to find a lender with a lower rate, or one with better terms for long-term loans. On a longer term loan you might want to look for fixed interest rates to ensure you have fixed payments for a few years that are predictable.

Remember that just because a lender has better interest rates does not mean they are a better choice for your business. Check all the legal terms and conditions and make sure you borrow from a reputable source.

What Are The Advantages Of Debit Finance?

If you are still trying to decide if debit finance is right for you, it may be time to weigh up the pros and cons of borrowing against assets.

One of the biggest advantages and a reason a lot of businesses choose debit finance is that you remain in sole command of your company. You will not have to report back to shareholders or share profits with other stakeholders. Knowing that you will take home all the profits from your business can be a big draw for debit finance over equity finance.

Interest on loans is also tax-deductible as a business expense. This means lower taxes on your business and, if you have a long-term loan, reduced monthly expenses. If the interest is fixed, it also means budgeting is more straightforward. You will know exactly how much you need to repay every month and can easily budget the repayments and ensure they are always up to date; paid in full and on time.

Timely payments of debit finance loans can also help to build your business’ credit score, making borrowing in the future a lot easier. A good credit rating will also make your business look more appealing to future investors if you choose to go that way in the future.

Long term debit finance also offers greater stability to a company because the terms are clear and the loan spans many years. Interest rates are typically lower than on short-term loans and overall the loan is likely to work out cheaper.

What Are The Disadvantages Of Debit Finance?

There are also distinct disadvantages to choosing to finance your business through debt rather than equity.

As already stated, you will need to put up collateral against your loan so that the lender has security that they won’t lose money. For bigger businesses this might not be as much of a problem, but for small businesses where there are not a lot of assets, many lenders will expect personal assets to be used as collateral. Personal guarantees put you directly at risk rather than only risking your business.

Risk associated with personal guarantee carries to incorporated businesses as well and doesn’t only apply to sole traders and partnerships. You will need to be prepared to lose your car, house, or other asset you put up as collateral in the event of not being able to pay back the loan with business income.

You will also need a proven track record for most lenders to consider you for a loan. That means your business usually needs to be more established and needs to have built up a credit score before you can even apply for a loan.

Fixed repayment schedules, especially on long-term loans, can also be a disadvantage to certain businesses as they can prevent businesses from growing. If you are constantly trying to catch up on repayments it is harder to focus on turning a profit and difficult to build up lump sums of money that can be reinvested in the business.

You will need to be extremely disciplined with your money to ensure you make your payments on time. If you become too dependent on debt then you may be seen as a high risk company and find that fewer lenders will give you loans in the future.

Finally, if your business is bigger you will also need to consider how much money you are able to borrow. Often, debit finance is offered in lower amounts than you are able to get as equity finance, which means you may not be able to completely cover the costs you are budgeting for.

What Is Debit Finance: Final Thoughts

Debit finance is an excellent option for both new and established businesses as a way of raising capital for cash flow management or to cover the cost of starting up your business. It can be used in different ways depending on your needs and there are different types so you can choose the one that’s best for your business and makes you most comfortable as the owner.

The important thing to remember about debit finance is that it can be problematic if you don’t manage it carefully and know when repayments are due and that you can make those payments on time and in full month after month.

Guarantee that, use your funds raised wisely, and ensure you prioritise repayment, and any business can make the most of debit finance so long as it’s handled with responsibility.

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