What Would the Loss of Poundland Mean for the High Street?

The future of Poundland has become uncertain just weeks before Christmas, raising questions about the effect its potential loss could have on workers, shoppers and town centres across the UK.

The retailer has filed a notice of intention to appoint administrators. This gives it a short period of protection from creditor action while efforts continue to find a solution. 

Poundland’s shops are still trading, and its future has not yet been decided. But around 12,000 jobs and hundreds of stores are at risk.

For many people on tight budgets, Poundland is more than a place to pick up an occasional bargain. Its everyday value offer can help households stretch their money, particularly at a time of year when the cost of food, gifts and Christmas preparations can put pressure on family finances.

Lisa M has started a Change.org petition arguing that Poundland is a cornerstone of the high street for millions of people. With the threat of job losses arriving just before Christmas, she is urging the Government to take decisive action to save the business and protect those 12,000 jobs. The measures she suggests include financial assistance, tax reliefs or help facilitating a restructuring process.

The impact could reach beyond Poundland’s employees and customers. A large store can bring regular footfall to a town centre, benefiting nearby shops and cafés as people combine errands. If branches close, landlords may be left with empty units, while neighbouring businesses could lose passing trade. Replacing a sizeable retailer can take time, and some high streets already have more vacant premises than they would like. Some branches closed down last year are still empty.

The timing adds to the concern. In the run-up to Christmas, many households depend on low-cost options for decorations, small gifts, wrapping supplies and everyday essentials. 

Staff, meanwhile, face the prospect of uncertainty over their jobs during a period when household bills are already high.

Government support is not a simple decision: any intervention would need to consider whether it could help secure a viable future for the company and its workforce. 

But the petition highlights the wider consequences that may follow if a major retailer disappears, particularly for communities with limited shopping alternatives.

For now, Poundland remains open while discussions continue. The coming days will matter to its employees, customers and the high streets that depend on the activity its stores bring.

Put Your Business on the Map: Personalised OS Maps Make Memorable Corporate Gifts

Finding a business gift that feels thoughtful can be surprisingly difficult. 

What do you give a longstanding employee, a valued client or a business partner to show that you have put some care into choosing their present?

Personalised Ordnance Survey maps offer a rather splendid answer.

By placing a meaningful location at the centre of a map, businesses can create gifts with a story behind them. OS’s folded custom-made maps can also feature a personal photograph and cover text, making them particularly suitable for marking milestones.

A thoughtful way to recognise staff

For an employee celebrating a significant work anniversary, a map centred on the office, factory or shop where their career began could make a lovely keepsake.

A photograph of the team or premises, used with the appropriate permission, could add another personal touch. Accompany it with a handwritten message recognising their contribution, and the gift becomes a tangible reminder of their working life.

Retirement presents offer another opportunity. You might choose somewhere connected with the recipient’s plans: a favourite walking destination, their home town or an area they hope to explore.

The key is knowing the person. A carefully chosen location demonstrates the attention that makes recognition feel sincere.

B2B gifts that celebrate a shared journey

These maps also lend themselves beautifully to business-to-business gifting.

A supplier could mark a longstanding relationship with a map centred on its customer’s headquarters. Two businesses celebrating a partnership anniversary might choose the location of their first joint project.

For a client opening new premises, a map of the surrounding area could provide a thoughtful welcome. Estate agents, property developers and relocation businesses could also consider a personalised map as a completion or moving-in gift.

Framed versions offer the possibility of a lasting display in a reception area, meeting room or office, with a story ready to share whenever someone asks about it.

Options for different budgets

Small folded custom-made maps are listed at £7.99, with large folded maps at £21.99. Framed and canvas options are also available for more substantial gifts. OS additionally advertises quantity discounts on folded custom-made maps, subject to its terms.

For Christmas, work anniversaries, retirements or partnership milestones, the appeal is clear: a location can say something meaningful about the people and businesses connected with it.

Choose the place carefully, explain why it matters, and you have a gift worth remembering.

Explore the options at the Ordnance Survey shop https://shop.osmaps.com/custom-made

Prices and offers may change. Check current details before ordering.

How management skills could get a boost from added horsepower with Equine Facilitated Learning

Could a horse help your team communicate better? At Harness Change, Zara Myers believes so. Her Equine Facilitated Learning (EFL) workshops use horses to bring leadership and teamwork into focus.

“Horses give genuine, immediate and non-judgemental feedback,” she says. “They respond to subtle cues in your body language, breathing and energy that you might not realise you’re giving.”

Myers is chief executive of Harness Change, part of Cumbria Rural Academy, a community interest company offering EFL, alternative education and riding-school activities.

 A management consultant and dressage competitor at Prix St Georges level, she combines disciplines to create bespoke programmes for organisations and teams seeking better communication, teamwork and less siloed working.

She first used EFL to support behavioural change in Cumbrian primary schools. Horses can reduce anxiety, build confidence and encourage mindfulness. Sensitive prey animals, they respond to the present moment, making unspoken behaviour visible.

In an arena, participants complete groundwork exercises with Gaia, a grey Lusitano mare, individually or in teams. Leading Gaia around obstacles can reveal how people give direction, listen and adapt.

“Every workshop is tailored to how participants present themselves on the day,” Myers told That's Business. 

She identifies gaps between current behaviours and the group’s goals, then uses a classroom session to explore them. Participants return to the arena to try new approaches. The horse is chosen to suit the aims: a team developing assertive sales communication might work with one that responds only to confident direction.

Jacqui Gale MBE, chief executive of Reframe Cancer, took part with colleagues during organisational change. She wanted the team to step away from pressures and consider how they communicate, build trust and work together.

“Working with Gaia brought all of that to life in minutes,” Gale told us. “You could see and feel the reaction to your behaviour, make a small adjustment and see the difference.”

She found it humbling. Leadership, she reflected, is not always about pushing harder or giving more direction; a small change in approach can make a big difference. Gaia also let colleagues see one another in a new setting and understand how individual behaviours affect the group.

Gale hopes the team will carry that awareness into challenging moments, drawing on a shared experience to prompt open conversations. The workshop was memorable, enjoyable and effective, she says, with learning that might take hours of discussion becoming clear in minutes.

For information about Harness Change workshops, contact Zara Myers https://www.harnesschange.co.uk

FM Conway leads construction sector support for The Big Goal

FM Conway has become the headline construction sector sponsor of The Big Goal, a national funding drive supporting homeless and vulnerable young people through football.

Led by the Street Soccer Foundation, The Big Goal brings businesses together to help young people facing significant disadvantage build confidence, develop skills and move towards employment, education and independent living. 

FM Conway has supported the charity since 2016, when it became its first corporate sponsor and founding commercial partner.

At the centre of the programme are Street Soccer Academies. Football helps engage participants, while mentoring, education, employability and wellbeing support gives them tools to take their next steps. The impact can extend well beyond the pitch, helping young people build relationships, learn new skills and imagine a different future. 

Academies combine football with personal development, employability, education and wellbeing support, alongside clubs and community organisations.

During the 2025–26 season, FM Conway sponsored 10 Academy groups across London, West London, South East London and Kent. 

The partnership supported 82 young people and delivered around 480 hours of education and mentoring. More than 80% of participants who completed the programme progressed into employment, education or further training.

For the 2026/27 season, FM Conway will sponsor up to 12 Academies, alongside its new headline construction sector role with The Big Goal. The expanded partnership aims to turn individual business support into collective action, bringing employers, supply chains and industry partners together to widen opportunities.

Construction can offer meaningful routes into work, skills development and long-term careers, yet many young people may not know about the opportunities available. The Big Goal aims to connect them with those pathways, while helping them develop the confidence and support networks to thrive.

Street Soccer Foundation founder and chief executive Keith Mabbutt said FM Conway’s long-term backing had helped the charity grow from a Kent pilot into a national programme. He added that football was a powerful way to engage young people, while the wider support helped them build confidence, learn skills and see new possibilities.

Matt Smith, managing director at FM Conway, said the company had seen the difference the Foundation could make. He said construction had an important role in creating opportunities and opening pathways into employment, adding that collaboration could help young people build the skills and confidence to take their next steps.

Businesses across the sector are invited to find out more and join The Big Goal at www.TheBigGoal.co.uk.

Jewish Employees’ Concerns Highlight Gaps in Workplace Inclusion

More than seven in ten Jewish employees surveyed have avoided raising concerns about antisemitism because they were unsure how those concerns would be received, according to new research from business psychology consultancy Pearn Kandola.

For employers, the findings raise an uncomfortable question: does a public commitment to inclusion translate into support when employees need it?

The survey of 1,002 Jewish employees found 87% agreed their organisation expressed a clear commitment to tackling racism and discrimination. 

However, 75.5% said its Diversity, Equity and Inclusion (DEI) approach was inconsistent in responding to antisemitism.

Meanwhile, 70.8% had avoided raising antisemitism concerns because of uncertainty about the reception they would receive. Just 15.9% said they felt able to raise such concerns.

These findings suggest that visible equality initiatives do not necessarily give every employee confidence that their experiences will be understood.

Interviews conducted as part of the research identified responses including denying discrimination, explaining away behaviour, treating incidents as misunderstandings and acknowledging prejudice without taking meaningful action.

Particularly concerning, the consultancy says, was that some dismissive responses came from DEI functions themselves.

Professor Binna Kandola OBE, Pearn Kandola’s co-founder and senior partner, told That's Business: “No employee should have to repeatedly prove that their experience matters before it is taken seriously.”

The research follows the consultancy’s earlier work examining antisemitism and Islamophobia at work. It also follows its Antisemitism at Work Week webinars in May 2026, during which Jewish attendees described difficulties obtaining responsive support from DEI teams.

For business leaders, the practical message is clear: reporting procedures need to be backed by knowledgeable people who can listen carefully, recognise prejudice and respond appropriately.

Pearn Kandola recommends six areas for improvement: independently reviewing DEI practice; developing specific expertise in antisemitism; distinguishing representation from inclusion; clarifying Employee Resource Groups’ responsibilities; strengthening organisational listening; and encouraging DEI teams to examine their own assumptions.

The consultancy also warns against assuming that perceptions of Jewish wealth, influence or success remove vulnerability to discrimination.

Crucially, Pearn Kandola presents its findings as an opportunity to strengthen DEI. Any function responsible for challenging bias must also be willing to recognise shortcomings in its own understanding.

For employers of every size, inclusion must mean more than policies, statements or awareness campaigns. Employees need confidence that raising a concern will lead to a fair hearing and an appropriate response.

The full report, “Yes but…”: Antisemitism and the Limits of Workplace Inclusion, is available from Pearn Kandola’s website, https://pearnkandola.com

Why Are Businesses Still Flushing Money Down the Toilet? Clever Ways to Save Water and Money

Combined basin/cistern really saves water

Discover how combined toilet cistern washbasins, waterless urinals and simple plumbing improvements can help UK businesses save water and cut costs.

From the smallest village pub to the headquarters of a multinational corporation, businesses could be wasting thousands of litres of water every year. 

Yet some remarkably simple innovations could help put an end to this unnecessary expense.

Take a look at the photograph accompanying this article.

At first glance, it appears to show a rather unusual, compact handwashing basin with a soap dispenser mounted above it.

But look more closely.

This isn't an ordinary washbasin. It's actually part of an ingenious water-saving toilet system that uses the same water twice!

Wash Your Hands, Then Flush the Toilet!

The principle is beautifully simple.

Instead of having a separate washbasin connected directly to the drainage system, this arrangement incorporates a small basin into the top of the toilet cistern.

When the toilet is flushed, fresh water flows through the basin's tap, allowing users to wash their hands.

Rather than disappearing down the drain, the handwashing water flows into the toilet cistern, ready to be used for the next flush.

The result? Water that would ordinarily be discarded after handwashing gets a second, perfectly practical use.

It's important to emphasise that users wash their hands with fresh, clean water. Only afterwards is that water collected for flushing.

For pubs, restaurants, offices, shops and other commercial premises, particularly those with frequently used toilets, this could represent a worthwhile reduction in water consumption.

The compact design can also be useful where washroom space is limited.

Waterless Urinals: Another Clever Solution

Another innovation deserving serious consideration is the waterless urinal.

Traditional urinals can consume considerable quantities of water, particularly older systems that flush automatically at regular intervals day and night, even when the building isn't used.

Waterless urinals eliminate flushing water altogether.

Instead, specially designed traps or cartridges allow urine to drain away while preventing unpleasant sewer gases from entering the washroom.

Some systems use replaceable cartridges, while others employ different sealing technologies.

For businesses with busy male washrooms, the potential water savings can be substantial.

However, proper installation, regular cleaning and appropriate maintenance are essential to prevent odours and drainage problems.

Think About the Bigger Picture

Water-saving toilets and urinals are only part of the solution.

Businesses should also consider:

Installing tap aerators and flow restrictors.

Repairing dripping taps and leaking toilets promptly.

Introducing dual-flush toilets where appropriate.

Using water-efficient commercial dishwashers.

Monitoring water meters to identify unusual consumption.

Training employees to recognise and report water wastage.

Larger organisations could benefit from comprehensive water audits to identify opportunities for improvement.

Saving Water Makes Good Business Sense

With commercial water and wastewater charges representing an ongoing operating expense, reducing consumption can deliver financial as well as environmental benefits.

Of course, any new plumbing installations must comply with relevant water regulations and hygiene requirements.

Businesses should also consider installation costs, maintenance requirements and likely usage before investing.

Nevertheless, innovations such as the combined handwashing basin and toilet cistern pictured here demonstrate that sustainability doesn't always require complicated technology.

Sometimes the cleverest solutions are also the simplest.

So, whether you're running a village pub with two toilets or managing a corporate headquarters with dozens of washrooms, perhaps it's time to ask a very important question:

Is your business quite literally flushing money down the toilet?

That's Business – Helping Businesses Work Smarter.

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"Don't Shop Here! Go Online and Buy It!” Why Retailers Could Be Driving Customers Straight Into the Arms of Their Competitors

There is a worrying trend developing in Britain's high streets. Customers enter shops intending to spend their money, only to be told by retail staff: “We haven't got that in stock. You'll have to go online.”

At first glance, this might seem perfectly reasonable advice. After all, online shopping has become an integral part of modern retailing. 

But there's a fundamental flaw in this approach, and it's one that could be costing retailers thousands, potentially millions, of pounds in lost sales.

Once you tell a customer to go online, you've lost control of where they spend their money.

Consider the situation. A customer visits a shop looking for a particular product. They have already demonstrated their willingness to buy from that retailer by making the effort to visit the premises.

However, rather than securing the sale, the assistant suggests buying online, instead.

What happens next?

The customer takes out their smartphone, searches for the product and discovers that Amazon, eBay or a competing retailer offers the same item, possibly at a lower price and with next-day delivery.

Suddenly, the original retailer has lost the sale, despite having done the hard work of attracting the customer into the shop.

Worse still, the customer might discover an alternative retailer they prefer and never return.

The Customer Is Already There. Why Let Them Escape?

Retailers spend enormous sums on advertising, marketing, attractive window displays and maintaining physical premises, all designed to encourage customers through their doors.

Yet some businesses seem remarkably willing to let those potential sales walk straight back out again.

Surely a better approach would be to empower shop assistants to complete online orders on behalf of customers?

Imagine the difference if, instead of saying “You'll have to go online,” the assistant responded: “We don't have that particular item here today, but I can order it for you now and arrange delivery to your home or collection from this shop.”

That simple change transforms a potential lost sale into a completed transaction.

It also demonstrates genuine customer service.

Not Everyone Wants to Shop Online

Another consideration is that some customers deliberately choose physical shops because they prefer personal interaction, want advice or simply don't enjoy navigating websites.

Others may have accessibility difficulties, limited internet access or concerns about online payments.

Telling these customers to go online effectively communicates that their business is less welcome unless they are prepared to do the retailer's work themselves.

That is hardly a recipe for building customer loyalty.

Retail Staff Need the Right Tools

This isn't necessarily the fault of shop assistants. Many are working within systems and policies established by head offices.

If staff cannot access online stock, arrange deliveries or process orders for unavailable products, they have few alternatives.

Retail management should therefore consider equipping employees with systems that connect physical shops with online inventory.

Such arrangements can also help preserve the importance of the high street while allowing retailers to benefit from their wider distribution networks.

There is another advantage: a customer who receives helpful service is considerably more likely to remember the experience positively.

The Amazon Factor

Amazon has built much of its success around convenience, availability and straightforward purchasing.

Why would any high street retailer voluntarily encourage customers to enter an environment where Amazon is only a click away?

Once shoppers begin comparing prices online, the original retailer loses one of its greatest competitive advantages: the personal relationship established during the shop visit.

The customer may even find a better deal without having to leave home again.

Every Customer Through the Door Represents an Opportunity

Successful retailing isn't simply about displaying products on shelves. It's about recognising opportunities, solving customers' problems and making purchases as straightforward as possible.

Of course, there will always be occasions when a product cannot be supplied. But that should be the exception rather than an automatic invitation to search the internet.

Retailers need to remember that the customer standing in front of their assistant has already made a choice about where they would like to spend their money.

The challenge is to make sure they complete that purchase before somebody else gets the opportunity.

Because in today's fiercely competitive retail environment, telling someone to “go online” might be the most expensive piece of customer service advice a business can give.

And the ultimate beneficiary could be Amazon, rather than the shop that attracted the customer in the first place.

What Can Ancient Chinese Poetry Teach Today’s Business Leaders?

Budgets, artificial intelligence, customer reviews and staff retention: the modern business leader’s working day rarely lacks urgent questions. 

What it often lacks is time to stop, think and consider whether a different perspective might produce a better answer.

A book from LID Publishing invites managers to find that perspective in an unexpected place: classical Chinese poetry.

Verses of Wisdom, by Dr Catherine Hua Xiang and Zhining Xu, connects 25 centuries of literary wisdom with the challenges facing contemporary business leaders. Its central proposition is that reflections on human nature can offer valuable guidance for those responsible for people, decisions and organisational direction.

Drawing particularly on poetry from the Tang Dynasty, which lasted from 618 to 907 CE, and the Song Dynasty, from 960 to 1279 CE, the authors explore themes that remain recognisable across centuries and cultures.

Self-improvement, resilience, difficult choices and the search for meaning are hardly historical curiosities. They are everyday concerns for anyone trying to build a business, support colleagues or lead through uncertainty.

The book encourages readers to approach leadership with curiosity, considering how achievement and purpose, commercial results and human relationships can work together.

Crucially, readers do not need to speak Chinese or have studied Eastern philosophy to engage with its ideas. The invitation is to consider what another culture’s literary heritage might reveal about familiar professional challenges.

For managers accustomed to dashboards and performance indicators, that could provide a useful opportunity for reflection. Figures can identify a problem, but understanding the people behind those figures often requires patience, empathy and judgement.

Advance endorsements suggest the approach has struck a chord with experienced business figures. Sir Tom Troubridge praises its introduction of Chinese poetry to Western business leaders, while Brompton Bicycle chief executive Will Butler-Adams welcomes its combination of ancient verse and stories from successful contemporary businesses.

Verses of Wisdom is the third title in LID Publishing’s Navigating China series, which aims to deepen readers’ understanding of China and its relevance to leadership and business practice.

For That’s Business readers, its appeal lies in the opportunity to broaden the sources from which leadership lessons are drawn. Useful insights can emerge from literature and cultural traditions as readily as from the latest management discussion.

At a time when every working minute seems accounted for, making room for thoughtful reading may feel difficult. This book offers leaders a reason to put reflection back into the diary—and see what follows.

https://lidpublishing.com

Nigel Barnett Buys Back TalkTalk’s Stake in TAL Group

Nigel Barnett, (PICTURED) chief executive of West Sussex-based Telecom Acquisitions Ltd (TAL Group), has repurchased the 51% shareholding held by TalkTalk Group for the past four years.

The buyback was planned over 18 months, with both companies working together to reach an agreed outcome. 

During TalkTalk’s involvement, TAL Group doubled in size and now serves more than 80,000 customers every month.

Barnett said the opportunity was different from what he had expected four years ago, but one he could not miss. He also praised his daughter, Sasha Barnett, who has taken the reins of the residential business.

“I’m incredibly proud of my daughter, Sasha Barnett, who shows the same passion for the residential business that I’ve always had,” he said. Barnett added that, after working in the business-to-business sector with Global 4, he had found the residential market “refreshing and fast-moving”. He thanked TalkTalk for its support over the past four years.

Home services for people moving house

Home Telecom, one of TAL Group’s leading brands, receives more than 30,000 introductions each month from people moving home across the UK. With energy and Sky TV added to its offering, the brand aims to provide movers with a wider package of home services.

The group’s growth has come through both organic expansion and acquisitions. Before and during TalkTalk’s involvement, TAL Group acquired 17 residential broadband customer bases. It says further deals are in the pipeline, with several hoped to be completed before Christmas.

A round-the-clock service

TAL Group moved to new premises in Horsham, West Sussex, in September 2025. It now employs more than 100 people, working both from its office and from home across the UK.

The company says it is among the few residential broadband suppliers to provide a 24-hour service, 365 days a year. Its service has received more than 20,000 reviews on Trustpilot, where it has a 4.7 rating.

TAL Group also offers a postcode checker covering the major broadband networks and larger alternative network operators. This enables homeowners to compare services available at their address in one search.

The group comprises Home Telecom, Fleur Telecom, Eclipse Broadband and EZE Talk Residential. It also serves customers from a number of other providers, including Bulldog Broadband, Cuckoo, Gigabit Networks, Link Broadband and Origin, under its trading brands.

Barnett’s repurchase returns the majority shareholding to TAL Group’s leadership as the company continues to pursue growth in the UK residential broadband market.

https://www.telecomacquisitions.co.uk

Solvent company liquidations have surged around tax deadlines, research finds

Solvent company liquidations have clustered sharply around tax deadlines, with activity reaching almost seven times its usual daily level before a tax increase in April 2025, new research has found.

The findings come as businesses look ahead to the Autumn Budget on 28 October, amid speculation about possible Capital Gains Tax changes and further reforms to Business Asset Disposal Relief (BADR). 

The research suggests that known deadlines can prompt shareholders to bring forward decisions about closing solvent companies, though it cannot establish why individuals acted when they did.

Licensed insolvency practitioners Clarke Bell analysed 21,839 Members’ Voluntary Liquidation (MVL) resolutions recorded between January 2024 and September 2026. MVLs allow solvent companies to be wound up, with remaining funds distributed to shareholders.

The study found the three highest monthly totals occurred ahead of the 2024 Autumn Budget or BADR tax increases. In October 2024, there were 2,760 resolutions, including 1,092 in the five working days before the Budget.

In April 2025, as the BADR tax rate rose from 10% to 14%, activity in the final five working days reached 6.83 times the January daily average, with 604 resolutions recorded. A year later, ahead of a further increase from 14% to 18%, 673 resolutions were recorded in the final five working days. In each case, activity fell by 93–94% over the five working days immediately after the deadline.

Clarke Bell’s Senior Partner, John Bell, said the pattern was consistent ahead of all three events, with activity concentrated in the final few working days before falling sharply afterwards. He added that the figures could not explain individual shareholders’ motivations, but that the timing was difficult to ignore.

The researchers also compared the figures with other periods to test whether seasonality might explain the peaks. Activity before the 2024 Budget was 3.38 times its usual level, with no comparable increase in 2023. The April 2025 and 2026 spikes were also substantially higher than in April 2024, when BADR did not change.

Jason Piper, Head of Tax and Business Law – Policy and Insights at ACCA, told That's Businesses that tax reform timetables inevitably influence behaviour. 

While the figures cannot prove people’s reasons, he said they suggest tax can be a factor in the timing of decisions.

The latest figures show solvent liquidation activity also rose through summer 2026, from 11.5 resolutions per working day in May to a provisional 22.0 in September.

With the Budget approaching, the previous peaks highlight how strongly activity has gathered around fiscal deadlines. Whether that pattern will be repeated remains to be seen.

https://clarkebell.com

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Bunta Beer founder shortlisted for Entrepreneur of the Year

Gunikka Ahuja, founder of Bunta Beer, has been shortlisted for Entrepreneur of the Year at the 2026 Women in Beer Awards.

The nomination recognises Gunikka’s ambition to bring a fresh perspective to the UK beer industry. 

She founded Bunta in 2025 after leaving a successful career at Adidas in Los Angeles, where she worked in textile innovation.

Inspired by her Indian heritage and Britain’s much-loved “curry and a pint” tradition, Gunikka saw an opportunity to create a beer designed to complement Indian food. Bunta’s flagship citrus lager is brewed with orange peel and coriander seed. At 0.5% ABV, it is light, crisp and refreshing, and is also gluten-free and vegan.

Since launching, Bunta Beer has secured more than 100 listings across the UK, including more than 40 restaurants. Its venues include acclaimed restaurants Kricket, Jikoni, Pahli Hill and Bombay Bustle, as well as the Royal Albert Hall, Novotel, The Gladstone Arms and East West Pizza.

The brand’s first draught listing was at The Latimer in Notting Hill. Bunta is now poured at 60 accounts across London, with a distribution partnership with Champers Drinks supporting further growth in the capital and South East.

The company reports 40% year-on-year growth, as interest grows in premium alcohol-free beers made with food and flavour in mind. For Gunikka, winning the confidence of respected hospitality operators has helped show that diners are looking for more thoughtful choices than a standard alcohol-free lager.

Her plans reach beyond the beer, too. Drawing on her textile innovation background, she is developing Buntatex™, a concept exploring how brewing by-products could be turned into biodegradable textiles and packaging.

Gunikka said: “I started Bunta Beer because I saw an opportunity to create something different, a beer that celebrates my Indian heritage while bringing a fresh perspective to the UK drinks industry.

“Seeing Bunta listed in restaurants, pubs and hospitality venues across the country has been one of the most rewarding parts. It’s exciting to see operators embracing a different approach to alcohol-free beer, one that’s focused on flavour, food and the overall drinking experience.”

The Women in Beer Awards celebrate women’s achievements across the brewing and beer industries. The 2026 winners are due to be announced at the awards ceremony on 20 October.

Founded in 2025, Bunta Beer is on a mission to rethink how beer can pair with Indian food. Find out more at buntabeer.com.

LinkedIn Lead Generation Starts with a Clear Proposition

Businesses struggling to generate leads from LinkedIn may be focusing on the wrong problem. 

According to social selling expert Dean Seddon, the answer is not simply to post more often or blame the algorithm. It starts with a clear commercial proposition and a joined-up sales strategy.

Dean, founder of social selling training company Maverrik, says businesses often treat posting, networking, outreach and engagement as separate activities.

But these tactics are unlikely to deliver consistent results if a company has not first worked out what it is selling, who is most likely to buy it and why they would pay for it.

“The three big reasons people don't get leads on LinkedIn are that they're unfocused on what they're selling, unfocused on who would buy it and unfocused on why,” Dean told That's Business.

It is a useful reminder for businesses tempted to focus on activity for activity’s sake. A regular stream of posts might attract attention, but attention alone does not explain what a company offers or give a potential customer a reason to take the next step. 

Likewise, networking and outreach need a clear purpose if they are to support sales.

Dean says consistent lead generation rests on three connected elements: content, newsletters and events. Each can help a business communicate its offer, build relationships with potential customers and create opportunities for further conversation. The key is to bring them together around the same commercial proposition, rather than treating them as isolated marketing tasks.

For businesses, that means starting with some straightforward questions. What problem does your product or service solve? Who is most likely to need that solution? And what makes your offer worth paying for? Clear answers can help shape the messages shared through LinkedIn content, the subjects covered in newsletters and the focus of events.

This approach also offers a more useful way to judge LinkedIn activity. Instead of asking only whether a post received likes or comments, businesses can consider whether their communications are reaching the right people and helping them understand the value on offer.

LinkedIn can be an important part of a sales strategy, but it cannot make an unclear proposition compelling by itself. Before changing the posting schedule or chasing higher engagement, businesses may want to review the foundations of their offer and how each part of their marketing supports it.

Dean Seddon’s comments were issued in London on 15 October 2026.

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Countryside Connections uses KeySIM multi-network IoT SIMs for Ajax alarm systems

Rural connectivity makes access to multiple mobile networks important for alarm installations across the areas served by the Welsh connectivity provider.

Countryside Connections is using KeySIM multi-network IoT SIM cards with Ajax alarm systems, helping provide cellular connectivity for security installations in rural locations.

Founded by Morgan Jones, Countryside Connections works to improve connectivity for rural communities and businesses. 

In areas where mobile coverage can vary from one location to another, a multi-network IoT SIM gives a connected device access to multiple available mobile networks.

That flexibility is valuable for Ajax alarm systems installed across Countryside Connections’ service area. By using KeySIM IoT SIMs, the company can support alarm connectivity with a SIM designed for connected devices and deployments where network availability matters.

Morgan Jones of Countryside Connections told That's Business: “We work across rural areas where mobile coverage can differ significantly from one place to another. 

"Having a multi-network SIM is important for the Ajax alarm systems we install, because it gives us more flexibility in finding the best available connection. KeySIM is a good fit for the way we work and the locations we serve.”

KeySIM provides multi-network IoT SIM cards for security, telemetry and other connected applications. Its SIMs help businesses connect devices in locations where relying on a single mobile network may not be suitable.

https://www.keysim.co.uk

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Self Assessment: Start Early and Give Yourself Less to Worry About

Running a business brings plenty of deadlines, but the annual tax return can be one of the most daunting. 

If Self Assessment is already hovering at the back of your mind, making a start now could help make the coming months considerably less stressful.

Ahead of World Mental Health Day on 10 October, HM Revenue and Customs has revealed that more than 26% of respondents to an HMRC-commissioned survey experienced anxiety as tax or financial deadlines approached. The survey explored the digital habits of more than 5,200 customers.

For sole traders, freelancers and other people completing Self Assessment, the message is straightforward: give yourself time.

The main deadline for submitting your online tax return for the 2025–2026 tax year and paying any tax due is 31 January 2027. Those using paper returns generally have an earlier submission deadline of 31 October 2026.

January might feel comfortably distant, but Christmas, busy trading periods and everyday responsibilities can soon eat into that preparation time.

HMRC’s Chief Customer Officer, Myrtle Lloyd, encourages customers to tackle their returns in manageable stages, using the guidance available on GOV.UK.

That is a sensible approach. You do not have to complete everything in one sitting. A few practical steps can help:

Gather your records. Bring together income details, invoices, receipts and other relevant documents before you begin.

Make a start. You can save your progress and return to the online form, allowing you to work around other commitments.

Check carefully. Give yourself time to spot missing information and check that income and allowable expenses are recorded correctly.

Plan for payment. Knowing your bill earlier gives you more time to organise your finances.

Filing early does not bring forward the usual payment deadline. Eligible customers can also use HMRC’s Budget Payment Plan to make weekly or monthly payments towards their next bill. This is an advance payment arrangement, so any outstanding balance still needs to be paid by the deadline.

Some customers who already pay tax through PAYE may be able to have a Self Assessment bill of less than £3,000 collected through their tax code. To use this option, online returns must be submitted by 30 December 2026, and HMRC’s other eligibility conditions must be met.

Customers using Making Tax Digital for Income Tax should also remember that their 2025–2026 Self Assessment return is still required.

Unsure whether you need to file? Start with the Self Assessment checker on GOV.UK.

Here at That’s Business, we think setting aside a little time now is a worthwhile investment. Even gathering your paperwork today could make January feel much more manageable.

Is It Time Councils Sold Street-Name Sponsorship?

Could your local High Street become “High Street: Sponsored by Smith & Co”? 

It might sound strange, but perhaps councils are overlooking a potentially valuable source of income.

Local authorities are constantly looking for ways to raise additional revenue without simply increasing charges or putting further pressure on council taxpayers.

So here's an idea: why not sell sponsorship of street names?

We already accept sponsored football grounds, sporting competitions, festivals, theatres and countless other public events and spaces snd roundabouts. Businesses spend substantial sums putting their names in places where people will see them.

Street signs are certainly visible.

Importantly, we're not suggesting that historic street names should disappear or that residents should suddenly find themselves living at a completely different address.

Instead, the existing street name would remain, with a smaller sponsorship panel underneath:

CHURCH STREET

Sponsored by Bloggs & Co

That distinction is important. Actually renaming streets could cause problems for residents, businesses, postal services, emergency services, mapping companies and numerous databases.

Adding sponsorship should be considerably simpler.

It doesn't have to be big business

This could also be about much more than multinational companies buying prominent locations.

Local businesses could sponsor streets near their premises. Football, cricket and rugby clubs might sponsor nearby roads. Rotary and Lions clubs, chambers of commerce, historical societies and other community organisations could participate.

Imagine a local history society sponsoring an historic street and using a small QR code on the sign to direct visitors towards information about its past.

Suddenly street sponsorship becomes more than advertising, it becomes part of promoting the town.

Let the market decide the price

Not every street would have the same value.

A busy town-centre shopping street would clearly be worth considerably more than a residential cul-de-sac. Councils could create sponsorship bands, perhaps ranging from relatively modest sums for less prominent locations to substantial annual agreements for major streets, squares and pedestrian areas.

Contracts might run for one, three or five years.

Councils could also ring-fence some of the income. Imagine signs stating that sponsorship revenue helps pay for flower displays, street cleaning, public toilets, Christmas lights or maintenance of parks.

Residents could actually see where some of the money was going.

There would need to be rules

Clearly, councils couldn't simply accept money from anyone.

There would need to be restrictions on inappropriate or controversial advertising, protection for historically important signs and sensible limits on the size and appearance of sponsorship panels.

Residents and traders should also have a voice, particularly where prominent or historic locations are involved.

But these are practical issues rather than reasons to dismiss the entire idea.

Local government needs imaginative new revenue streams.

Selling the legal names of our streets might be a step too far.

Selling discreet sponsorship underneath those names, however, could be an idea whose time has come.

Would you be happy to see your street sponsored if the money helped pay for local services – or would you regard it as commercialisation gone too far?

Tell That's Business what you think.

To Start Up or Not Start Up? Asking the Right Questions Before Taking the Leap

“I can do that.” It is a thought that has launched countless business ideas. 

But being able to provide a product or service and building a sustainable company are different challenges.

For anyone contemplating the leap into self-employment, a book by entrepreneur and executive Pantelis Velentzas encourages a pause before committing money, time and energy.

To Start Up or Not Start Up?, published by LID Publishing, explores the questions aspiring founders should ask before turning ambition into action. Its central message is straightforward: enthusiasm matters, but it needs to be matched by preparation, clear thinking and an honest understanding of the journey ahead.

The book groups its questions into seven areas: mindset, opportunity, strategy, money, team, systems and context. Together, these offer a framework for examining both the business proposition and the person preparing to lead it.

Is there a worthwhile opportunity? What resources will the venture require? Who should be involved? And does growing bigger necessarily mean becoming more successful? These are practical considerations that can easily disappear beneath the excitement of launching something new.

Velentzas draws on two decades of experience founding and scaling ventures across European markets, alongside senior executive roles at Hellenic Duty Free Shops and Avolta. His business background includes franchise, distribution and representation partnerships involving brands such as Victoria’s Secret, Hershey’s, Superdry and Korres.

He describes the book as the one he wishes he had read before his first start-up. Rather than offering a rigid checklist, it is intended to support structured reflection on the forces that help businesses succeed or quietly undermine their progress.

His experience also challenges the assumption that every company must pursue rapid expansion. Some businesses achieve success through stable, profitable income while deliberately choosing to remain small. Others may benefit from strategic growth, while some ideas are best reconsidered before substantial commitments are made.

That is a useful perspective for first-time founders, existing small business owners considering expansion, and students exploring entrepreneurship. Investors, enterprise educators, accelerators and incubators are also among the intended readership.

For That’s Business readers, the appeal lies in its emphasis on making a considered decision. Starting a business can be rewarding, but deciding how, when and whether to proceed deserves attention.

Sometimes, the strongest entrepreneurial move is to start confidently. Sometimes it is to grow carefully or stay small. And sometimes, having asked the difficult questions, it is to walk away with your resources intact.

https://lidpublishing.com