Search Results

Using a ghostwriter is not cheating, honestly... even though there is still a lingering perception that it is. The reality is far less dramatic and far more professional. It’s not some mysterious person in a back room inventing content to make an author look impressive, well at least not the way I work anyway. In practice, a ghostwriter is there to handle the heavy lifting, the ideas, experiences, and expertise always come directly from the author. I’m not sitting there making things up, I’m listening, asking the right questions, and translating years of knowledge into a book that is structured, engaging, and commercially viable. Most of my clients could absolutely write their own book if they had unlimited time, energy, and the patience to organise thousands of words properly, yet they are running businesses, leading teams, operating at a high level, on stage and screen or fundraising, which means the book keeps slipping down the priority list. That’s where professional support becomes valuable rather than indulgent. What people often don’t realise is how collaborative the process actually is. I spend a significant amount of time understanding how someone speaks, how they explain things when they are passionate, and what tone feels natural to them, because the finished book has to sound like them on their best day, not like a generic writer. This takes several hours of interviews, reading previous articles and blogs and simply listening to how a person speaks. What phrases do they use a lot, what accent do they have (yes you can bring an accent into a book, I once wrote like a 65 year old Yorkshire man!). Tone of voice is where the real craft comes in, because some authors are warm and conversational while others are direct and authoritative, and the writing has to reflect that naturally rather than forcing a style that does not fit. There’s also a huge difference between knowing something and communicating it clearly to a reader. Experts tend to jump between ideas because everything makes perfect sense in their own mind, so my role is to add structure, flow, and clarity without diluting their authority or personality. Audience understanding sits right at the centre of ghostwriting as well. A book aimed at potential clients will sound very different from one written for industry peers or a wider readership, and getting that alignment right is what turns a book from a vanity project into a strategic asset. All of these skills take years, I’m really fortunate to have been in the industry for fifteen years as well as having been published myself at an early age. Working in marketing gave me the expertise to listen to people and also to know what is likely to resonate and what can be left out. I may have hours of recordings but won’t always use everything that’s said to me. Another key skill is asking the right questions. Many authors don’t know what they want to say until they’re guided in the right direction. I’ve got be honest that’s one of my favourite parts, when someone says “I’d forgotten about that” or “I don’t think I was going to talk about that”. It’s a really cathartic process for the author too. From a publishing perspective, quality matters more than ever. Readers are discerning, and a well-written book strengthens credibility, positioning, and professional reputation in a way that rushed or poorly structured writing simply cannot. Because I know the industry, I know whether a book needs to be short and to the point, or if there is scope for more detail. I don’t believe you can cram an entire eighty year life into four hundred pages but you can take the reader on an exciting and interesting journey through their highlights. At its core, ghostwriting is a professional partnership built on trust, discretion, and respect for the author’s voice, ensuring their ideas are expressed with clarity, confidence, and impact while still sounding unmistakably like them. I truly feel honoured that people are prepared to trust me with their words and with the outcomes of their books. Author: Taryn Lee Johnston Business: The FCM Group Email: hello@tarynleejohnston.com Photography: Headshot Toby

Is business networking redundant? We don’t think so. In fact, blending in-person networking with the digital world can elevate your profile, business, and connections to new heights. Success comes from combining both! By creating digital profiles and connecting online, then showing up in person, you increase your chances of people knowing, liking, and trusting you. When that happens, opportunities open up. But to make in-person networking work for you, here are some tips: 1. Ditch the Sales Pitch Networking is about making connections, not selling. Go in with a mindset of curiosity wondering who you’ll meet that’s interesting. 2. Listen More, Talk Less Build rapport by showing genuine interest in others. Ask thoughtful questions and really listen. 3. Provide Value Be helpful. Share resources, offer assistance, or make introductions. The law of reciprocity often comes into play - what you give, you’ll receive in return. Even if not immediately, helping others builds lasting connections. 4. Be Authentic Forget the old notion of acting a certain way at business events. Just be yourself. Authenticity creates meaningful relationships. If you’re not genuine, people sense it, and trust won’t form. 5. Consistency is Key Trust isn’t built in one meeting. Regular attendance at events shows reliability and commitment. Over time, you’ll meet more people and build stronger relationships. 6. Leverage Online Platforms Business cards might be outdated, but LinkedIn isn’t. Skip the physical cards and connect online immediately. That way, you stay in their orbit, showing up regularly in their feed and building rapport even when you’re not at the event. Tip: Open your LinkedIn App, click the search bar and click the square in the right hand side of it. This allows you to scan another members QR code or they can scan yours, which instantly sends you a connection request - Trapping them in your online vortex for life! By blending in-person and online networking, you’ll maximise your chances of growing your business and your personal brand. You’ll also have a lot more fun. Let’s face it, working in the digital world now is handy, but theres nothing like catching up with people in person and connecting in real life. Why not come along to the next Lincoln Business Club meeting which is on the last Friday of every month (except December) 7am-9am, at the YMCA venue on Tritton Road. Visit the website for more information https://www. lincolnbusinessclub.co.uk/ and to book your ticket. THE COMPANY IS GREAT AND THE COFFEE ISN’T BAD EITHER! Author: Lincoln Business Club Photography: Headshot Toby

Ping! ...another notification telling you to befriend John Walters from Newark; 24 hour flash sale nearly over, don't miss out! Fuel prices surged by 10%! From the moment we wake up to the moment we go to sleep, everybody and everything is fighting for our attention, all 8 seconds of it! It's all consuming, tiring and soon becomes a blanket of white noise. Then as a small business owner, a sense of dread spreads over you. How can you possibly compete with all this attention? Do you shout louder, harder, or just keep shouting in any direction, hoping that someone will hear you somewhere, click and buy. What about jumping on ANOTHER social media trend, 'I deleted my post last week because…' that will get me noticed right? Everyone else is doing it, so it must work? Yeah right. Another blending in mechanism so you become invisible with the rest of the 2 million accounts who are doing it. Unoriginal blending in nonsense! Invisible businesses are a financial drain. It's not about doing more. Or posting more. Jumping on trends. Or "just getting it out there and seeing what happens." If your marketing isn't working, the instinct is to spend more. But in most cases, the problem isn't your budget, it's the idea underneath it you're asking people to buy into. Because when that's off, even slightly, everything built on top of it has to work twice as hard. And still doesn't land. Then you panic and start creating more noise in your business by adding more products to your shop, or extra services to your portfolio in the hope that you might hook customers in that way. You become everything to everyone. A busy fool, losing direction, focus and money. Yes, I know you can relate. STOP!!! If you find yourself shouting loudly and no one is listening, it's time to turn the attention back on your business; the concept, the hook, the details, the hidden opportunities. The thing that makes people stop, pay attention, and actually care. Because without that you're not building momentum, you're building more noise. No, it's not the "algorithm", or the "marketplace is saturated". If you have a strong idea, no shouting or excuses needed. The idea gets repeated by people who will naturally talk about it and do the marketing for you. You don't need more output, you need an idea that actually holds up. A strong idea does the heavy lifting When the idea is right, it carries weight and everything gets easier. The idea needs to be clear enough, strong enough, and defined enough to carry what comes next. It creates its own momentum. • People will understand it quickly • They will remember it and they repeat it • No over-explanation needed • No sales talk to convince people to buy • No SHOUTING and competing with the rest of the world's noise, it quietly speaks for itself That's when attention stops being something you chase, and starts being something you earn. When people actually hear you, no more silence from lack of reactions, questions or forgetting who you are. A strong idea cuts through instantly. No padding. No fluff. People engage because something CLICKED, it felt relevant or different, it had meaning, not because you showed up. That's where attention lives. Start engineering your own attention, no more "how do we get seen?" Start asking: • What is it that we actually stand for? • What makes us stand out? • Why should anyone care? • Is this offering driving revenue or attention right now? • If we cut this tomorrow, what would actually happen? No more assumptions, a clear direction, sharp priorities and one strong core idea that cuts through the noise. The commercial reality This isn't a creative debate. It's a financial one. A weak idea costs you; sky rocketing ongoing marketing costs just to stay visible. A strong idea creates impact, drives word of mouth and makes every pound work harder. It's not about being loud. It's about being clear enough to be chosen. Author: Lucie Mountain Business: The Attentionist Email: inspireme@theattentionist.co.uk Photography: Headshot Toby

Stuart Burlton shares how growing up around a traditional factory, and seeing it disappear shaped the way he thinks about skills, work and why they matter more than we often realise. My perspective on manufacturing was shaped long before I ran a business of my own. It began with my father and the factory that he managed - RSB - the Royal School for the Blind. The charity employed partially sighted and blind workers, in solid full time employment making hand stitched Coir Mats. Using the same craft techniques that had been used for hundreds of years, they made Traditional Coir Matting for the likes of the National trust, English Heritage, and people’s Edwardian and Victorian homes. Just the same way as they had always been made. Factories like that rarely make headlines. Skilled jobs for workers that may usually be economically inactive. For many people, RSB wasn’t just a place of work; it was a long-term commitment. Skills were learned slowly, passed on informally, and refined over decades. That kind of environment creates something hard to measure but easy to recognise: confidence. The workers knew what they’re doing. They trusted their hands, their judgement, and the people around them. All in an inspiring environment where everyone is treated equally. When the factory closed, it didn’t happen because the work had suddenly lost value or because the workforce had failed to adapt. A change of government policy towards the workshops, fundamentally changing the business model, made them unsustainable. The decision itself may have made sense on paper. The consequences were felt far beyond it. What struck me most at the time was how quickly something solid could disappear. A factory that had taken decades to build, with centuries old skills was gone in a matter of months. Machinery was removed. People dispersed. Skills disappeared. That experience stayed with me, because it revealed something uncomfortable: manufacturing capability is far more fragile than we like to admit. According to the Office for National Statistics, UK manufacturing employment has been in long-term decline since the late 1970s, with the steepest impacts felt in regional economies. Statistics like that help explain what many communities have lived through, the gradual erosion of skilled work and the confidence that comes with it. But numbers don’t capture the full picture. When a factory closes, it’s not only jobs that go. It’s informal training. It’s problem-solving knowledge. It’s the quiet understanding of how materials behave, how processes fail, and how quality is maintained under pressure. These things don’t transfer easily into manuals or spreadsheets. RSB didn’t survive, but the lesson it left behind is practical rather than sentimental: if you still have skilled people, functioning processes and shared knowledge, they are worth protecting. Once they’re gone, no amount of hindsight can bring them back intact. When we made the decision in 2018 to reboot traditional coir matting, the starting point was skills rather than scale. The craft knowledge had disappeared, so the focus was on rebuilding it patiently, teaching ourselves how the material behaves, how designs translate into fibre, and why consistency matters over speed. That approach now supports a dedicated workforce, producing traditional coir mats both in our own workshops and our workshops within Lincolnshire prisons, where learning a tangible craft helps rebuild confidence, discipline and pride. In a country where reoffending remains a persistent challenge, restoring practical skills has proved to be about more than making products - it’s about giving people something solid to build from. For readers, the takeaway is broader than manufacturing alone. Any organisation that relies on skill, judgement and experience faces the same risk. These things don’t disappear with a bang. They erode quietly, one shortcut at a time. Seeing that up close taught me to treat capability as something active, not assumed. Something that needs looking after. And that understanding, earned early and reinforced often continues to shape how I think about work, value and responsibility today. With social impact at the core and giving people a chance. Author: Stuart Burlton Business: Make An Entrance Email: stuarty@makeanentrance.com Photography: Headshot Toby

I never planned to build a print business from a garden shed, but like many people in this industry, my journey started on the production floor. Long before sales meetings, business strategy and acquisitions, I was learning the trade properly, understanding machinery, deadlines, pressure and the reality of what it takes to get work out of the door on time. After redundancy, I found myself at a crossroads. I had a young family, bills to pay and no real safety net. What I did have was experience, determination and a belief that customers still valued service, honesty and reliability. That was the beginning of Visual Print & Design. What started as a small operation from home slowly grew into something far bigger than I could ever have imagined. Sixteen years later, the business had grown into a £1m turnover company with more than 1,000 customers across councils, universities, schools, charities and national brands. But the reality behind growth is rarely as polished as people imagine. Running a business teaches you resilience very quickly. There are sleepless nights, cashflow worries, staffing challenges, difficult customers, supplier issues and moments where you question everything. Especially in print, where margins can be tight and expectations are always rising. One thing people rarely talk about in business ownership is the weight of responsibility that comes with employing people and managing cashflow. There were periods over the years where the pressure was enormous. Customers paying late, supplier costs increasing, unexpected machinery issues, economic uncertainty and still needing to make sure wages were paid on time at the end of every month. When you run a business, especially in print where margins can move quickly, that responsibility never really switches off. You carry it home with you. Those moments taught me some of the biggest lessons of my career. Stay calm under pressure. Make decisions early. Communicate honestly with both staff and customers. Most importantly, build strong relationships because the customers, suppliers and people who genuinely trust you are often the ones who help you through the hardest periods. I think many business owners also learn the hard way that turnover alone means very little without strong systems and financial discipline behind it. Growth is exciting, but sustainable growth is something completely different. The print industry has changed massively during my career. When I started, relationships were built over handshakes, site visits and face to face meetings. Quotes were slower, workflows were manual and customers expected longer lead times. Today, clients want instant pricing, automation, online ordering, sustainability credentials and faster turnaround times than ever before. At times, the pace of change has been relentless. We have seen recessions, digital disruption, Covid, paper shortages, energy increases and enormous pressure on independent businesses. I think many people outside the industry underestimate just how tough print can be operationally. But despite all of that, I have always believed good businesses survive by adapting. One of the biggest lessons I learned building Visual Print & Design was that relationships matter far more than transactions. We retained more than 90 percent of our customers over many years, not because we were always the cheapest, but because clients trusted us to deliver, solve problems and care about the outcome. That culture became the foundation of the business. As the company grew, my role changed too. In the early days, I was doing everything myself, sales, account management, production, delivery runs and even building furniture in the office at weekends. Over time, leadership became less about doing everything personally and more about building a team, empowering people and creating consistency. In the early years, I thought good leadership meant doing everything yourself and being involved in every detail. Over time, I realised that approach only takes a business so far. One of the hardest lessons for many founders is learning to let go, trust people and build systems that do not rely entirely on you. That transition was not easy for me personally because when you care deeply about standards, customers and reputation, delegation can feel uncomfortable. But sustainable growth only happens when businesses move from reactive decision making into structured processes, accountability and scalable systems. I also learned that growth alone is not enough. Businesses need structure, systems and scalability if they are ever going to become genuinely sustainable or saleable. Preparing a company for sale is probably one of the hardest parts of business ownership because it forces you to look at the company differently. You stop asking, “Can we grow?” and start asking, “Can this business operate successfully beyond me?” that is a huge mindset shift for many founders. Earlier this year, I sold Visual Print & Design and joined Solopress as Head of Partnerships Selling a business is a strange experience emotionally because from the outside people often assume it is simply a commercial transaction. In reality, it is letting go of something that has consumed a huge part of your life for many years. You remember the difficult periods far more than the highlights. The risks taken. The customers who backed you early. The team members who helped build the culture. The moments where things could have gone badly wrong but somehow worked out. I think going through that process gave me a completely different perspective on business. Growth is important, but longevity, relationships and reputation matter far more in the long run. Joining Solopress has opened my eyes to the scale of innovation now happening within print technology, workflow automation and AI driven systems. What excites me most is not replacing the human side of print, but improving the customer experience around it. Customers now expect the same ease and speed from print procurement that they receive in other sectors, and businesses that embrace technology intelligently will have a huge advantage over the next decade. What has not changed though is the importance of people. Print is still a relationship industry. Trust still matters. Accountability still matters. Service still matters. I genuinely believe print remains one of the most powerful forms of communication when done properly. It creates impact, credibility and permanence in a way digital alone often cannot. For me personally, this next chapter is not about leaving entrepreneurship behind. It is about taking everything I have learned from building a business over sixteen years and applying it in a new environment with fresh opportunities ahead. The industry is evolving rapidly, but that is exactly what makes it exciting. And after more than 30 years in print, I still believe the best businesses in this industry are yet to come. Author: Graham Hunstone Business: www.solopress.com Email: graham.hunstone@solopress.com Photography: Headshot Toby

There's a version of you that has a great headshot. Updated LinkedIn profile, proper photo on the website, something you’d actually be happy to send across when someone asks for a bio picture. You’ve thought about it more than once, and you will sort it… just not yet. Ring any bells? You’re not alone. It’s one of the most common things I hear, usually so mewhere between “I’ve been meaning to do it for ages” and a slightly embarrassed laugh. And what’s interesting is after ten years of working with business owners and professionals is that the reasons people give for waiting are almost never the real reason. The most common ones go something like this. I’ll wait until I’ve lost weight Or get a haircut. Or wait until the new office is ready. Or until the rebrand is finished. Or until things have settled down a bit at work. These feel like practical, reasonable reasons to pause. It can feel like timing is everything as if you only get one shot at photos. Ideally, treating your photos as a brand campaign that you will use and update every 1-2 years takes all the pressure off waiting for the stars to align. I’ll wait until I’m more confident. Working with business professionals, rarely do I meet people in the studio who are excited to get in front of the camera. Even the creatives! I share this to reassure anyone reading that if you’re nervous about having your photo taken then you are with the majority! The positive is that confidence actually comes with taking action, getting booked in and discussing how you want to be represented and how you can utilise your new photos. I’ll wait until I’m ready. Ready for what, exactly? Ready to be seen. Ready to put yourself out there. Ready to be the kind of person who has professional photos? I totally get it, it can feel like a declaration, but this can actually be a really powerful and motivating change for your personal brand. Simply updating your photos on LinkedIn can boost engagement from your community and who knows what conversations could spark from noticing you. If you’ve built your reputation through word of mouth and doing good work, the idea of putting a professional photo on LinkedIn and actively saying “here I am” can feel uncomfortably self-promotional. I’d love to remind you that you’ve worked incredibly hard to build your brand, and now you get to own and enjoy it! Because for a lot of people, the hesitation isn’t really about the photoshoot itself. It’s about what comes after. Getting the photos means using them. Using them means people will see them. And being properly seen is quietly terrifying for a lot of otherwise very confident, very capable people. The photo isn’t the problem. Visibility is. But what I’ve noticed after ten years of watching people walk into a studio feeling one way and leave feeling another, is that most of the time, the fear of the thing is much worse than the thing itself. The opportunities and empowerment to promote themselves with their new photos and marketing materials far outweighs the nervous initial moments of booking a photoshoot. So don’t rush into it, but also stop getting in your own way sharing old selfies with the justification that you’ll update them professionally soon. Honestly, who would do such a thing? Author: Toby Lee Business: Headshot Toby

James Fowler tells us how to build value where you already stand Many businesses spend a lot of time looking ahead. More leads. More sales. More customers. More turnover. There is nothing wrong with wanting to move forward. Ambition is a good thing. But there is a risk when a business becomes so focused on the next opportunity that it stops seeing the value already sitting in around it. Business development is not simply about selling more. It is about building a stronger, more profitable, and more sustainable business. Sometimes the biggest opportunity is not in the next prospect. It is in the client you already have, the relationship you have not fully looked after, the service you have not introduced yet, or the problem you have not taken the time to sort out Think of your business like a well run workshop. You can keep bringing new materials through the door, but if the tools are not in the right place, the team is unclear, and half finished work is left on the bench, you are creating activity, but not always real momentum. That is where businesses can get caught out. They chase more sales, profitable or not, while existing clients quietly drift, their needs go unnoticed, and potential margin is left on the table. Sometimes that opportunity is something you can provide directly to them. Sometimes it is something another client, partner, or trusted supplier can help with. Either way, if you are the person who makes that connection, solves that problem, or adds that extra value, you become harder to replace. This is where business development is different from sales and marketing. Sales has a place. Marketing has a place. But business development is wider than both. It brings together strategy, account management, customer service, relationship building, pricing, supplier relationships, internal processes, team support, and commercial understanding. It looks at how the business works, how clients experience it, where profit is made, where margin is lost, and where opportunities are being missed. A good business development strategy starts with the right questions. Are we selling the right things to the right clients? Are we making enough margin on the work we win? Do our existing clients understand everything we can do? Are we checking in with people, or only contacting them when we want something? Do our systems support the team, or slow them down? Are sales, marketing, service, delivery, and finance all pulling in the same direction? These sorts of questions can show you where the gaps are. A business might have plenty of enquiries but poor conversion. It might win work but the price is too low. It might deliver a great service but then never go back to ask what else the client needs or wants. It might have a CRM full of data that nobody trusts, updates, or uses. None of those things are dramatic on their own, but together they silently hold a business back. The first step is to understand where your work really comes from. Look at your last ten good clients. How did they find you? Why did they buy? What did they value? What did they buy again? Which ones were profitable, easy to work with, and good for the team? This is really important as it should be a judgement of all three parts together, not just one. I have seen businesses label a great client because of the value it bought in, but missed the fact they took up so much time, labour and removed any profit. The next step is to keep your eyes and ears open with the clients and prospects already around you. Not every opportunity arrives as a clear buying signal. Sometimes it is hidden in a throwaway comment, a frustration mentioned in passing, a project they are struggling with, or a supplier they are not happy with. If you are too focused on getting to the next sale, you can miss what is being said between the lines. Then comes the internal work. Your pricing needs to reflect value and cost. Your proposals need to be clear. Your follow up needs to be consistent. Your team needs to know what a good opportunity looks like. Your customer service needs to feedback what clients are saying. Your systems need to help people do the right thing, not become another admin pain. The best business development strategy is not complicated. It’s joined up. It connects the client, the team, the numbers, and the plan. More sales can look good from the outside, but better business development strengthens what is underneath. It helps you build a business that is not just busier, but sharper, calmer, more useful, and more profitable. So, keep looking ahead. Just do not forget to look around first. The next stage of your business may not come from doing more. It may come from developing what is already there. Author: James Fowler Business: Komplete Metanoia Email: james@kompletemetanoia.com Photography: Headshot Toby

The annual gathering that puts governance centre stage returns this June... and you're invited. For governance professionals, company secretaries, legal counsels and directors across the Midlands, the calendar date to protect is 11 June 2026. Gather Round, the annual governance gathering brought to you by Round Governance Services Ltd, is returning for another year of practical, peer-led learning at YMCA Newark and Sherwood. Now firmly established as a fixture in the Midlands governance calendar, Gather Round has built its reputation on a simple but refreshing premise: governance as it actually works in the real world, with relevant conversation grounded in genuine experience. Why does it matter? Day-to-day professional life doesn't always leave room to step back, reflect, and take stock. Gather Round exists precisely to create that space. Attendees come away not just informed, but genuinely energised with practical insights they can apply immediately across boards, organisations and advisory roles. It's also, frankly, a brilliant opportunity to connect. The governance community in the Midlands is a tight-knit one, and Gather Round brings together the people who are shaping how organisations are run, held accountable, and led with integrity. Whether you're a seasoned company secretary or newer to the governance world, the conversations in the room are as valuable as anything on the formal agenda. Who should attend? Gather Round is designed for anyone with a professional interest in governance — company secretaries, governance professionals, legal counsels, company directors, and those in advisory roles who want to sharpen their thinking and broaden their networks. The event is built around the values that Round Governance Services champions: affordable, accessible and applicable. This isn't an exclusive or prohibitively expensive conference. It's a gathering designed to be genuinely open to the professionals who need it most. Secure your place Gather Round takes place on 11 June 2026 at YMCA Newark and Sherwood. Full programme details and ticketing information are available here — or get in touch with Round Governance Services directly to find out more. Don't miss it. Venue Address: YMCA Newark and Sherwood, Lord Hawke Way, Newark NG24 4FH. Photography: Headshot Toby

Charlotte Mather & Andy Nisevic Are you a Coach, Healer, or therapist? You are amazing at what you do, you're clients get huge value from the work you do. You know exactly what you SHOULD be doing, and find yourself not doing it. You're not alone. There are 2 very common reason: 1, lack of clarity on where to focus, and 2, emotional blockers preventing the motivation to achieve. This is where Duality was born. The only business support programme that blends the best of feminine, and the best of masculine energies together. Charlotte Mather is a world class hypnotherapist renowned for helping people reprogramme the way they think about themselves. Andy Nisevic is world class at helping people get strategically focused and keeping themselves accountable to achieving their targets. Together, they're hosting the Subconscious & Strategic Masterclass. A one-day workshop, hosted just outside Newark, where you'll leave with clarity on where to focus your efforts over the next 3-months, and a complete understanding on what your personal emotional blockers are, with tools to overcome them. What's more, it's free to attend! There are 2-dates to choose from, both 1000 to 1600: 20 May 2026 15 June 2026 There's a max capacity of 12 people in the training room, so we are asking for a £99 deposit to secure your place. This is your commitment to attending, once you arrive, you'll have it refunded back to you. For more info, to check out the dates, and to book your spot, please follow this link: https://training.learn-hypnotherapy.com/sign-up-for-event

What if 'Good Enough’ could win the Marketing Game? Eleanor & Matt Hancock of Number 75 Design Calling all Respectful Rule-Breakers and Diplomatic Disruptors! We want to talk about flipping the flipping marketing script. Aren't you getting tired of the relentless pursuit of picture-perfect campaigns? It's time for a real reality check. We want to introduce you to the '75% Rule', a game-changer from Number 75 Design. This isn't your standard marketing mumbo-jumbo. This is  about getting real, raw, and (a little bit) rebellious. Because let's face it - we’re all getting tired of glossy, over-polished brand messages that are all glitter and no grit. It's time for something genuine; we’re all looking for more meaning. Ditching the Perfection Paradigm Perfection is overrated, and although 'Authenticity' is the buzzword for brands, that's where to strike gold. Enter the '75% Rule’! It's about hitting 'send' when things are real and heartfelt, before the pernickety-ness and procrastination set in. It’s about embracing those rough edges and showing the world what your brand is genuinely about - no airbrushing necessary. Why Spontaneity is Your New Best Friend We're constantly told that we 'should' batch create content and "plan ahead", but perfect planning often lacks life! Spontaneity in marketing keeps things lively and unpredictable. The '75% Rule  is your green light to jump on real-time trends, respond in the moment when inspiration strikes, and create content that feels like a conversation, not a batch-created broadcast. Play the game by your own rules, and colour outside of the lines if you want to. Feedback is Your Fuel Let's just be clear here, launching campaigns at 75% doesn't mean sloppy - it means smart. It's about putting your ideas out there, gathering real-time feedback, and tweaking on the go. It’s marketing in beta mode - always improving, always evolving, responding to what works. We like to think of it as your 'Brand Bumpers'  - as long as they're up, that ball can bounce around anywhere! The Rallying Cry So here's your permission to embrace the 75% Rule . Let's make marketing a little less about pixel-perfect and a lot more about people-perfect. Let's show the raw, the real, the relatable, and the (respectfully) rebellious! Work out what really matters to you, what lights you up, your unique POV that makes you stand out from the crowd, and focus on that. Build it and they will come. Remember, sometimes the magic happens in that 25% of imperfection. It's where your brand gets to shine, human to human, in all its gloriously unpolished splendour. Because when you're bold enough to show up as you are, that's when the real connection happens. And isn't that what it's all about? Find out more about Number 75 Design here Photography: Headshot Toby

Podcasts with Rebecca Heald In a digital world teeming with content, establishing your unique presence can be a daunting task. I had been considering launching a podcast for some time. One day, I decided to seize the moment - which transformed my professional life. In this article, I will walk you through my podcasting journey, and how my robust presence on LinkedIn made me an attractive destination for potential guests. This not only enriched my podcast but also led to an exponential increase in visibility and network growth. The Birth of a Podcast Like many, I had toyed with the idea of starting a podcast, but the apprehension of taking that first step often overpowers the desire to bring a passion project to life. Yet, I decided to stop procrastinating and make my podcast vision a reality. Casting the Net on LinkedIn Once I had my podcast concept, I needed captivating guests. That's where my LinkedIn presence came into play. LinkedIn was a platform I had cultivated for some time, and I realised the immense potential it held for connecting with diverse professionals who could bring their unique insights to my podcast. The journey began with a simple post on LinkedIn, extending an invitation to potential guests. The response was amazing. The post was met with enthusiasm and a barrage of inquiries from individuals interested. This instant resonance reaffirmed the belief I had in the strength of LinkedIn as a platform for sourcing engaging guests. Streamlining My Process With an expanding list of potential guests, I needed to manage scheduling efficiently. Enter Calendly  - a scheduling tool for guests to book interview slots seamlessly. This streamlined the scheduling process, reducing the back-and-forth that often accompanies guest coordination. Moreover, to ensure the podcast’s success, I delved into research to select the right platforms and hosting services. Initiating a podcast and cultivating a robust presence on LinkedIn were the pivotal choices that fundamentally reshaped my professional journey. Seizing the moment, leveraging LinkedIn to connect with potential guests, streamlining the process, and embracing the learning curve had a resounding impact. Not only did my network and confidence flourish, but the increasing visibility of my podcast attracted a steady stream of guest inquiries. Careful consideration led me to choose a platform that aligned with my vision and budget. The stage was now set for broadcasting episodes. Building Confidence and a Network The podcast journey was educational. It involved mastering the art of recording, editing, and promoting episodes. Although the path had its challenges, each obstacle offered a valuable lesson. With time and experience, I have become increasingly proficient in the entire process which has boosted my confidence. In addition to these newfound skills, hosting a podcast had a more far-reaching consequence - it expanded my network and my circle of professional contacts diversified. These relationships extended beyond the podcast itself, culminating in collaborations, partnerships, and enduring connections. The Moral of the Story The moral of the story is clear: don’t wait for the “perfect moment” to embark on your passion project or expand your professional network. Take the leap and seize the opportunities. By proactively establishing your presence, you can inspire others and unleash a wave of professional growth, just as I did through my podcast and LinkedIn presence. Connect with Rebecca Heald on LinkedIn. Photography: Headshot Toby

One of the things we see time and again is a successful business that has overlooked the true value of its people. We get it, you often start by recruiting people you know, like and trust. But as your business grows and more people join the team, the dynamics inevitably change and it becomes more important to have a strategy and a plan in place. So , here are our top tips: 1. Start with the end in mind You don’t have to create a fully developed people strategy on day 1, but you can develop your key principles that will guide you through your growth and provide a scalable platform for the future. After all, if you’re clear from the outset what you’re trying to create, you stand a much better chance of achieving it. So, what are these principles? What do you want your company to stand for and be known for? (e.g. purpose, vision, mission, and values) What are the key behaviours (linked to your values) that will drive ‘the way we do things around here’? Using these as part of your recruitment processes will help ensure you hire  the right type of people and develop the right company culture. Also, think about: How will people who work for you describe your company? What will they say to others about your company culture? What would they say to encourage others to come and work at your company? 2. Set up your team for success Getting the right people in the right roles is the first crucial step in success. When the company is small, it’s much easier to maintain a tight-knit team, all pulling in the same direction. But as the team grows, it’s important to be more structured and thoughtful about how you will do this. Make sure that you: Set clear expectations of success Share your vision and goals Communicate regularly Give and receive feedback Provide opportunities to allow people to grow, develop and shine Reward and recognise your team We believe this is what good HR is all about. Ultimately, HR exists to make better workplaces and what better place to start than at the beginning. Create that solid platform for future growth and start with the end in mind. This is straightforward HR! Click here to find out more about Petaurum HR Photography: Headshot Toby