Archive for the ‘Uncategorized’ Category

Leigh Sayliss Comments on Legislation Day 2026 Tax Reforms in LexisNexis

Posted on: July 20th, 2026 by Ella Darnell

Partner and Head of Tax Leigh Sayliss has been featured by LexisNexis, one of the UK’s leading legal, tax and regulatory information providers, for his expert commentary on the tax measures announced as part of Legislation Day 2026.

Leigh’s insights were included in a LexisNexis analysis of the draft provisions for the Finance Bill 2027, providing readers with practical guidance on key developments, including the proposed introduction of Securities Transfer Tax and wider tax reform measures.

The inclusion of Leigh’s commentary reflects his recognised expertise in corporate tax and his contribution to discussions on significant legislative and regulatory developments affecting businesses and advisers.

You can find the analysis on the LexisNexis website here, please note access may be subject to subscription.

If you’d like to get in touch with Leigh to speak about his thoughts on the upcoming bill, you can get in touch here.

Lawrence Stephens Advises STB Real Estate Finance on £36.4 Million Build-to-Rent Financing for Livingway

Posted on: July 14th, 2026 by Ella Darnell

Lawrence Stephens is pleased to have advised Secure Trust Bank (STB) Real Estate Finance on the provision of £36.4 million in funding to Livingway, the build-to-rent (BTR) investor and operator, supporting three residential assets across its growing portfolio.

The three-year facility has been structured to support three build-to-rent schemes, including ROCO, a flagship residential development located on James Street in the heart of Liverpool city centre. The scheme offers fully furnished apartments alongside a range of resident amenities, including co-working spaces, wellness facilities and communal lounges.

The transaction marks the beginning of a new relationship between STB Real Estate Finance and Livingway, reflecting STB’s relationship-led approach to lending and the continued strength of the UK build-to-rent market.

The Lawrence Stephens team advised STB Real Estate Finance on all legal aspects of the financing, working closely with the lender to deliver a bespoke funding structure that supports Livingway’s growth plans across its residential portfolio.

Mike Feasey, relationship director at STB Real Estate Finance, commented:

“It was clear that flexibility and collaboration would be key to delivering the right outcome, so we worked closely with Lawrence Stephens and the client to structure facilities that supported its objectives while reflecting the strength of the underlying assets and business model. This is a great example of the relationship-led approach we pride ourselves on at STB, and we look forward to supporting Livingway as the portfolio continues to grow.”

Ajoy Bose-Mallick, Partner and Head of Banking at Lawrence Stephens, commented:

“We were delighted to advise STB Real Estate Finance on this significant transaction. The build-to-rent sector continues to attract strong investor interest, driven by increasing demand for high-quality rental accommodation and professionally managed residential communities. This deal demonstrates the value of bespoke financing structures in supporting experienced operators as they continue to expand their portfolios.”

The Lawrence Stephens team was led by Ajoy Bose-Mallick, Partner and Head of Banking, with support from Ann Ebberson, Head of Real Estate Finance, Lucy Barnett, Senior Associate in Banking, and Alex Ruder, Solicitor in the Banking team.

Congratulations to STB Real Estate Finance and Livingway on the successful completion of the transaction.

You can read more about our Banking team here and our Real Estate Finance team here.

Lawrence Stephens Sports and Entertainment Team Shortlisted for Best Legal Team at the Global Football Industry Awards 2026

Posted on: July 8th, 2026 by Ella Darnell

Lawrence Stephens Sports and Entertainment team has been shortlisted for the Best Legal Team category at the Global Football Industry Awards. 

These awards recognise excellence off the pitch, whether through marketing, sustainability, sponsorship, grassroots development, diversity and inclusion, or investment in the sport. Nominations for these awards were made by professionals across the football industry, recognising the outstanding work and strong relationships that our team is known for. 

The Global Football Industry Awards are returning for their second year on 5 November 2026 and will be hosted by global football icons Peter Crouch and Jamie Carragher. 

Founded by football players and industry leaders, the Global Football Industry Awards exist to recognise the often-overlooked heroes driving the game’s success behind the scenes. From grassroots initiatives to corporate partnerships, this event shines a well-deserved spotlight on the international business leaders, brands, and innovators who make football’s global impact possible. Judged by a panel of experts from across the game, the awards acknowledge those whose vision, dedication, and leadership are shaping the future of the sport, and we are delighted to be recognised here. 

You can read more about the work that our Sports and Entertainment team have been up to here. 

Lawrence Stephens Makes Bumper Promotion Round

Posted on: July 1st, 2026 by Ella Darnell

 Lawrence Stephens is delighted to announce the promotion of nine colleagues to Senior Associate, and a further six colleagues to Associate, effective from 1 July 2026. These promotions are from across the firm and reflect the contribution made by them in the delivery of our services to our clients and the wider firm.

 Aaron Rajan becomes a Senior Associate in the Residential Real Estate team. Aaron is focused on the prime Central London residential real estate market and has developed great experience in dealing with tight timelines and complex ownership/purchase structures.

Annabel Andreou becomes a Senior Associate in the Family team. Annabel specialises in advising and assisting individuals in connection with separation, divorce, parenting agreements, child arrangements, and domestic abuse injunctions.

Bola Kim becomes a Senior Associate in the Real Estate Finance team. Bola focuses on working with regulated and unregulated banks for property refinances, bridging loans and secured lending.

Charlotte Hamilton becomes a Senior Associate in the Corporate and Commercial team. Charlotte trained at the firm and qualified into the Corporate and Commercial team. She has been instrumental in developing our Flourish bundled legal services product aimed at early-stage businesses.

Joseph Furze becomes a Senior Associate in the Private Wealth and Succession Planning team. Joe previously practised as a Barrister and Solicitor of the High Court of New Zealand before moving to the UK. He advises high net worth clients with their succession planning and their internal restructurings, including advising clients in relation to trusts, tax, Wills and Powers of Attorney.

Lefteris Kallou becomes a Senior Associate in the Dispute Resolution team. Lefteris specialises in insolvency matters and resolving complex and high-value disputes relating to breach of contract, shareholder and boardroom, debt and professional negligence claims.

Louisa Hartley becomes a Senior Associate in the Commercial Real Estate team. Louisa joined Lawrence Stephens with the team from Memery Crystal in early 2025, she advises on landlord and tenant matters, acquisitions and disposals, development projects and corporate real estate.

Lucy-Jane Barnett becomes a Senior Associate in the Banking team. Lucy focuses on secured lending transactions, including investment and development finance matters, from deal originations to refinancing and loan/property management assistance.

Miran Sharif becomes a Senior Associate in the Real Estate Finance team. Miran focuses on advising bridging lenders and borrowers ranging from first-time buyers to high net-worth individuals and property developers.

 

Becci Collins becomes an Associate in the Employment team. Becci represents businesses and individuals on contentious and non-contentious matters spanning the breadth of employment law.

Bethany Jacobs becomes an Associate in the Real Estate Disputes and Secured Recoveries team. Bethany trained and qualified at the firm, she advises on a wide range of residential property possession claims and commercial forfeiture, debt recovery claims, 1954 Act Lease renewals, secured lending recovery and enforcement work.

Carla Galkoff becomes an Associate in the Corporate & Commercial team. Carla trained and qualified at the firm and advises on a range of matters, including share and asset sales, mergers & acquisitions and company restructuring.

Isabella Tamlyn becomes an Associate in the Private Wealth & Succession Planning team. Isabella trained and qualified at the firm. She advises high net worth clients with their succession planning and their internal restructurings, including advising clients in relation to trusts, wills and Powers of Attorney.

Mithushan Sivagurunathar becomes an Associate in the Banking team. Mithushan acts for overseas and domestic banks, bridging lenders, alternative lenders and non-bank lenders in respect of secured lending transactions.

Mohammad Hammoud becomes an Associate in the Commercial Real Estate team. Mo joined Lawrence Stephens with the team from Memery Crystal in early 2025, his focus is on landlord and tenant matters and commercial property acquisitions and disposals.

Steven Bernstein, Chief Executive Officer at Lawrence Stephens, commented: “Nothing gives me greater pleasure than seeing my legal colleagues recognised for their dedication, expertise, and contribution to our clients and the firm. Equally pleasing is to see these promotions happening across the firm, and not just from one or two teams which indicates how the firm is managing to grow across the board in what have been globally challenging times.”     

Lawrence Stephens Strengthens Employment Team with Senior Associate Robert Turner

Posted on: June 30th, 2026 by Ella Darnell

We’re pleased to welcome Robert Turner to the firm as a Senior Associate in our Employment team.

Robert advises businesses, senior stakeholders and HR teams across the full range of employment law matters. His work covers day-to-day HR advice, Employment Tribunal litigation and complex claims such as discrimination and whistleblowing, as well as restructurings, redundancies and senior exits.

He also provides employment law support on corporate transactions, offering practical insight on organisational change and people-related risk.

Robert is known for giving clear, practical advice and takes a commercial approach to the challenges his clients face. With experience both in private practice and in-house, he works closely with decision-makers on sensitive and business-critical people issues.

Alongside his client work, he regularly delivers training and webinars on employment law developments and supports businesses with internal investigations.

Andrew Conway, Head of Employment added:

“Robert is a fantastic addition to the team. He brings a strong mix of advisory and contentious experience, which adds real depth to our employment offering. Just as importantly, he will be working closely with colleagues across the firm, particularly in the Corporate and Commercial team, to help our clients manage growth and change in a way that’s both commercially sound and people-focused.”

You can find out more about our Employment team’s offering here.

What 47 Skin’s Journey Tells Us About Building Something That Lasts

Posted on: June 25th, 2026 by Alanah Lenten

When Nic Taylor started 47 Skin, there was no grand masterplan.

It began with a problem. His own skin.

What followed wasn’t a polished brand launch and a slick go-to-market strategy ready to roll-out. It was something much more familiar to most founders: a reactive, scrappy process of trying to prove something worked, first to himself, then to everyone else.

We spoke to Nic Taylor, Founder and CEO of best-selling beauty brand 47 skin about what he’s learnt from growing his business since 2018.

In those early days, Nic says, the focus was simple.
Does the product work?
Will anyone buy it?
Can this actually become something?

Everything revolved around validation.

Validating the product, validating customer demand, and figuring things out as they went along.

The shift from proving to building

Fast forward to today, and the business looks very different.

47 Skin now operates with a leadership team, defined strategy, international ambitions and established retail partnerships. But the biggest shift isn’t structural, it’s mental.

The question has changed from does this work? to how do we build something durable?

That shift is one many founders underestimate.

Early-stage businesses reward speed. Decisions are instinctive. Progress is scrappy. But as the business grows, velocity alone stops being enough. What matters more is the quality of decisions and the long-term value they create.

As Nic puts it, it’s no longer just a product. It’s an organisation. And the job changes with that.

A smarter (and tougher) market

The skincare and beauty industry has evolved alongside the business.

What once leaned heavily on branding and influencer momentum is becoming more sophisticated. Customers are more informed, more sceptical, and less willing to buy into hype.

Nic sees three clear shifts:

  • Science over storytelling
    Brands with real differentiation, genuine formulation or protected intellectual property are pulling ahead. The bar for credibility is rising.
  • Retention over acquisition
    With paid media costs climbing, growth increasingly depends on loyalty, community and lifetime value rather than constant new customer acquisition.
  • Global thinking earlier
    Digital-first brands are expected to think internationally far sooner. Expansion is no longer a late-stage decision. It’s baked in from the start.

For founders, this signals a broader theme:
Markets are maturing faster. And so expectations of businesses are rising with them.

It’s Not Just What You Build, It’s What You Protect

That growing emphasis on differentiation and credibility isn’t just a branding challenge, it has practical implications for how founders protect what they’re building.

As Will Bowyer, IP lawyer at Lawrence Stephens, puts it:

“From an IP perspective, this point about long-term brand credibility closely reflects how rights are actually created and enforced in practice. In many cases, protection is effectively first come, first served, particularly with registered rights such as trade marks and designs. Businesses that take early, deliberate steps to protect what makes them distinctive are in a much stronger position than those that wait.

Enforcement is also about evidence. Being able to demonstrate the steps taken to protect your IP, including filings, ownership arrangements, consistent use and contractual safeguards, is often critical when asserting rights later on.

Investors tend to focus on the low-hanging fruit here. Basic trade mark protection, alongside robust contracts such as supply and development agreements, can go a long way in protecting both the product and the brand. These are straightforward steps, but they have a real impact on enforceability and value.”

It’s a practical reflection of Nic’s point: as the business matures, it’s not enough to have something that works. You need to be able to prove it’s yours and protect it.

What you don’t compromise on

As the business has grown, one thing has remained constant: product integrity.

47 Skin was built around a patented, clinically tested ingredient, Silver Chitoderm®. That foundation creates both differentiation and responsibility. In a category like acne and skin confidence, trust isn’t a nice-to-have, it’s everything.

There are always opportunities to chase short-term wins.
New trends. Faster margins. Wider appeal.

But, as Nic highlights, diluting what makes the brand distinct is rarely worth it. Long-term credibility matters more than short-term spikes.

It’s a useful reminder in any sector:
the more personal the product is to solving the user’s problem, the more valuable trust becomes.

The reality behind growth

From the outside, business growth often looks linear.

Revenue charts go up and to the right. New markets open. The team expands.

Internally, the reality is less smooth.

The hardest challenges are rarely product or marketing. They’re people and decision-making. As a founder, the role evolves constantly, from being hands-on and reactive, to becoming the person responsible for clarity, direction and difficult calls.

Growth, in practice, is a series of uncomfortable decisions.

And resilience comes less from confidence, and more from continuing to make those decisions when outcomes are uncertain.

Defining success properly

For Nic, success isn’t just tied to revenue or scale.

It’s something more long-term.

If in ten years the business is still solving a real problem, still innovating and still trusted by customers, that’s what matters.

It’s a mindset shared by many founders who build enduring brands. Growth is important, but only when it’s built on genuine value creation.

Or put more simply:
the goal isn’t just to grow, it’s to last.

What founders can take from this

There are a few clear lessons in 47 Skin’s journey:

  • Early-stage businesses are about validation, but long-term businesses are about durability
  • Markets are getting smarter, so your product, proposition and how you protect these differentiators need to be stronger
  • Growth shifts from acquisition to retention and trust
  • The biggest challenges are rarely technical, they’re people, judgement and decision-making
  • Short-term wins are tempting, but brand integrity compounds over time

If you’d like to see how you can protect your brand to grow your business, do get in touch.

The Fineprint: Edition 3

Posted on: June 25th, 2026 by Alanah Lenten

 

View as PDF for the best experience

A note from the editors:

As we move into the second half of 2026, this edition of The Fineprint focuses on a consistent theme we’re seeing across founder-led businesses: growth is shaped by how well the fundamentals are set early on.

A key thread is the evolving employment landscape. With the Employment Rights Act underway, risk is arriving earlier and with greater impact, particularly around hiring, performance management and unfair dismissal. Alongside this, we explore the shift from informality to structure, from insights by Anthony O’Brien on building a C-suite and introducing governance to protecting your name when it is your brand.

We balance this with founder insight, including Nic Taylor on building for the long term, Joe Roberts-Walker on scaling with purpose, and lessons from a 24-year study into what drives fast growth.

This edition also marks our partnership with The Ideas Community, reflecting our shared belief that founders do not grow in isolation.

As always, our aim is to provide clear, practical insight to support you as you grow.

– Charlotte Hamilton and Alanah Lenten

Subscribe here if you’d like this newsletter delivered straight to your inbox 

In this edition 

What 47 Skin’s Journey Tells Us About Building Something That Lasts

From early product validation to building a long-term brand, the story of 47 Skin highlights how founder priorities shift as a business grows. Alanah Lenten explores what it took Nic Taylor, founder of 47 Skin to move from proving a concept to building something durable, trusted and scalable.

Building Better Businesses Together: Our partnership with The Ideas Community

Lawrence Stephens has partnered with The Ideas Community to support founders through connection, collaboration and practical insight. This article explains what the partnership means in practice, from events and legal clinics to long-term support for growing businesses. This year we will be at Ideas Fest and have an exclusive discount code on tickets for friends of Lawrence Stephens. 

Doing Business for Good: Lessons from Joe Roberts-Walker, Founder of Mejuicer

From starting in his family kitchen to scaling a purpose-driven brand, we share the honest insights from Joe Roberts-Walker on growth, mistakes and building a values-led business. Tilly Kelly and Ella Darnell explore the key lessons founders can take, from the power of community to adapting under pressure. 

What Actually Drives Fast Growth? Findings from a 24-year Study

Insights from a 24-year study of high-growth UK businesses reveal a consistent set of factors behind sustained growth. Alanah Lenten explores the findings from the study by Professor Dylan Jones-Evans OBE on what matters most, from people and customer relationships to cash discipline and founder mindset.

Keeping It in the Family: How FICs Are Reshaping Long-Term Wealth Strategy

Family Investment Companies are becoming an increasingly popular tool for founders thinking about succession and long-term wealth planning. Amanda Nelson explains how FICs work, why they are gaining traction and when they might be the right fit.

When Old Leases Meet Modern Retail

A High Court dispute between John Lewis and its landlords highlights a growing tension between legacy lease agreements and modern omnichannel retail. Sophie Levitt and Alex King explore how click-and-collect is reshaping turnover rent and what businesses should be considering when reviewing older leases.

Hiring Your First Employee: What Founders Need to Get Right

Hiring your first employee is a major milestone, but it comes with important legal and practical responsibilities. Robert Turner sets out what founders need to have in place from day one, including a clear checklist to help you get it right from the outset.

What’s in a Name? And How to Protect Yours

Building a business around your personal identity can be powerful, but it comes with legal risk if that business is sold or restructured as experience by Jo Malone and Bobbi Brown. Charlotte Hamilton explores real-world disputes and what founders should consider when it comes to name rights, restrictive covenants and protecting their future freedom.

When Is It Time to Bring in a C-Suite?

Knowing when to step back and bring in senior leadership is a common challenge for founders. Charlotte Hamilton’s article includes insights from Anthony O’Brien, CEO of Profici, outlining the key signs to look for and how fractional C-suite support can help businesses scale without overcommitting too early.

The Employment Rights Act 2025: What It Means for Growing Businesses

The Employment Rights Act introduces significant changes that will affect how businesses hire, manage and retain employees. Robert Turner breaks down the key milestones and what founders should be doing at each stage to stay compliant and manage risk.

Are You at Risk of an Unfair Dismissal Claim?

Changes to unfair dismissal rules will significantly increase risk for employers, with employees gaining protection much earlier in their tenure. Robert Turner and Jack Francklin outline what is changing and the practical steps businesses should take now to protect themselves.

 

If you would like to know more about how you, or your business, can contribute to The Fineprint, please email Alanah Lenten. 

Are You at Risk of an Unfair Dismissal Claim?

Posted on: June 25th, 2026 by Alanah Lenten

The Employment Rights Act 2025 (ERA 2025) reduces the qualifying period required for employees to bring an unfair dismissal claim against their employer from two years to just six months as of 1 January 2027.

What does this mean?

A ‘qualifying period’ refers to the minimum length of continuous employment before an employee gains the legal right to bring a claim for unfair dismissal if their employment is terminated by their employer.

The changes apply to existing employees and new joiners after 1 January 2027. In practice, anyone employed on or after the 1 July 2026 will have the requisite six months’ service to immediately benefit from the legislative change.

It is worth noting that the continuation of employment (and therefore length of service) does not break during particular periods of leave or between certain consecutive contracts.  

The changes to qualifying periods are significant. To fairly dismiss an employee, an employer needs to demonstrate a statutory fair reason and to have also acted fairly by following a fair procedure when applying that fair reason. Having just six months in order to protect themselves against a potential claim means an employer’s procedures need to be robust from the beginning and must be able to establish performance issues or identify conduct or behaviour issues immediately.

It is important to note that the ERA does not alter the existing position that employees benefit from day-one protections against discrimination and automatically unfair grounds for dismissal.

What can employers do?

  • Revisit probation periods: A traditional six-month probation period is likely to lose its practical value. Many employers may instead consider shorter periods (for example, three to four months), with scope to extend where appropriate.
  • Strengthen performance management early on: Regular review meetings during probation will become increasingly important. Any concerns around performance or conduct should be identified and addressed promptly, rather than deferred until the end of the probation period.
  • Document decisions carefully: Employers will need clear, contemporaneous records of feedback, reviews and any steps taken to address issues. Where employment is terminated after six months, there will be a need to evidence both a fair reason and a fair procedure.
  • Invest in line manager training: Managers will need to be confident handling probation reviews, performance issues and fair processes. Poor handling at this stage is likely to increase litigation risk.
  • Reviewing recruitment processes including methods of attracting the widest pool of applicants, shortlisting processes, and assessing suitability very early on. Coupled with effective and supportive supervision arrangements from day one.
  • Check fixed term contracts that are currently in place. This is a complicated area and in certain circumstances the non-renewal of a fixed term contract can be recognised as a dismissal with the same statutory rights therefore applying.

Effect on potential employment tribunal claims

With the time limit for bringing an unfair dismissal claim also extending from three months (currently) to six months (as of October 2026) there is little doubt that these changes will mean many more claims for unfair dismissal will be brought to the employment tribunal.

We are already seeing final hearings listed into 2029, and delays are likely to grow. This will affect how claims are managed, with employers likely to incur costs earlier in the process. For example, witness statements may need to be taken sooner to reduce the risk of memories fading or key witnesses leaving the organisation.

The strain on existing tribunal services should push parties to think more deeply about settling matters between themselves – either directly or through ACAS. Avoiding litigation can mean both time and cost savings (albeit there will still be some costs), and allow all parties to move on.

The ERA will also remove the statutory cap on the compensation award for ordinary unfair dismissal as of 1 January 2027. Currently, the statutory cap is the lower of one year’s pay or £123,785. Removing the cap could see much higher awards, particularly for high-earning employees. View our article on what founders should think about now, here

Get in touch if you require further guidance on mitigating against unfair dismissal claims or any of the changes in force or due to come into force by the ERA 2025.

The Employment Rights Act 2025: What It Means for Growing Businesses

Posted on: June 25th, 2026 by Alanah Lenten

The Employment Rights Act 2025 received Royal Assent in December 2025 and introduces wide-ranging changes to employment law, with many measures being phased in over the next two years. Founders and leadership teams will need to navigate an evolving landscape to stay compliant while continuing to scale. You can view the full timeline of changes here. Below, we’ve set out the key takeaways founders should be considering at each stage.

December 2025

Don’t react yet, get ready.
The law is in place, but most changes haven’t landed. Use this window to audit contracts, policies and HR processes so you are not caught on the back foot.

January 2026

Move from awareness to planning.
Consultations are underway and direction of travel is clear. Start mapping what will need to change across hiring, policies and people management.

February 2026

Expect a more union‑friendly environment.

  • Key industrial action and trade union reforms begin to take effect, with stronger protections for workers taking protected industrial action.

April 2026

Operational shift.
This is where employer obligations begin to increase:

  • Day-one rights widen for paternity leave and unpaid parental leave, with SSP payable from day one
  • Protective awards for failure to collectively consult during a redundancy are doubled
  • Increased record-keeping compliance – maintain auditable records proving compliance with statutory holiday and pay entitlements for six years
  • Harassment and whistleblowing protections expand

Founder takeaway: your processes need to be tighter from day one of employment. There is less room for informality. 

July 2026

Your new hires now carry future risk.

  • Anyone hired from this point may be among the first cohort to gain ordinary unfair dismissal protection after six months’ service from January 2027.

Founder takeaway: hiring decisions matter more than ever. There’s less margin for error.

August 2026

Workforce organisation gets easier (for employees).

  • Further trade union reforms are expected to make organising and balloting more accessible, with some existing thresholds remaining in place until at least August 2026.

Founder takeaway: employee voice and organisation will be more visible and faster-moving.

October 2026

Employer obligations step up significantly.

  • Employment tribunal limitation periods to increase from three months to six months
  • Employers must take “all reasonable steps” to prevent sexual harassment, including third-party harassment by clients or customers
  • New compliance requirements around unions, tips and workforce structures

Founder takeaway: risk exposure increases as does the need to take proactive steps, particularly if you rely on lean HR processes or client-facing teams.

January 2027

The big one, risk arrives earlier and costs more.

  • Ordinary unfair dismissal protection after six months’ service, rather than two years
  • The statutory cap on the compensatory award for unfair dismissal is removed, although awards will still be based on actual and projected loss
  • New restrictions on “fire and rehire” and “fire and replace” practices are expected

Founder takeaway:
You now have a very short window to assess and manage underperformance, and mistakes are significantly more expensive.

During 2027

Ongoing shift towards worker protection and predictability.

  • More rights for atypical workers (hours, shifts)
  • Stronger family and pregnancy protections
  • Further flexibility reforms
  • Continued strengthening of union rights

Founder takeaway: employment models that rely on flexibility, informality or ambiguity will be under pressure.

TBC

Further restrictions on confidentiality clauses expected.
Timing is unclear, but the direction of travel is towards tighter restrictions on provisions that prevent disclosures relating to harassment or discrimination.

Founder takeaway: assume less ability to rely on confidentiality provisions in sensitive employment situations going forward, particularly where harassment or discrimination issues arise.

Bottom line for founders:
This is not one change, but a steady tightening of employee protections. The biggest shift is timing: risk now arises much earlier in the employment lifecycle, so getting hiring, onboarding and early performance management right is critical. View our checklist on hiring employees here and the full timeline of what to expect from the ERA here.

 

When Is It Time to Bring in a C-Suite?

Posted on: June 25th, 2026 by Alanah Lenten

One thing we hear consistently from founders is that building a business often means wearing hats you never expected — and sometimes never wanted — to wear. Finance, operations, HR, technology: roles that require entirely different skill sets from the vision and drive that got the business off the ground in the first place. It is one of the most common pressure points in founder-led growth, and one that often goes unaddressed for longer than it should.

We spoke to Anthony O’Brien of Profici about what he considers the five key flags that tell a founder it is time to bring in C-suite. Here is what he had to say:

  1. The founder has become the bottleneck

If growth is starting to slow, and the common thread is that too many decisions, approvals and problem-solving moments sit with one person, that is a structural issue rather than a capacity one. The business is not short of energy or ambition — it is short of decision-making infrastructure. When everything has to pass through the founder, the business can only move as fast as the founder can.

  1. Revenue is growing, but control is not

Turnover going up is encouraging, but if the reporting, forecasting, cash management, margin visibility or operational rhythm has not kept pace, the business is scaling on uncertain foundations. This is one of the clearest moments where a CFO or COO can add immediate and tangible value — not just bringing financial discipline, but building the operational structure that allows growth to be sustained rather than just experienced.

  1. The team is working hard, but not always in the same direction

Good people working without a clear senior leadership layer above them can mean energy being spent in the wrong places, priorities shifting without proper accountability, and the founder’s vision never quite translating into a coherent operating plan. A strong C-suite hire creates the connective tissue between the founder’s ambitions and the day-to-day running of the business.

  1. Technology and systems are starting to hold the business back

Many founder-led businesses reach a point where the tech stack, CRM, data infrastructure or reporting tools that served them well in earlier stages are no longer fit for the next chapter. Patching things together works for a while — but it is rarely a long-term strategy. A CTO or senior technology lead can help the business build the systems it actually needs to scale, rather than constantly managing the limitations of what already exists.

  1. The founder is spending too much time outside their strongest role

Perhaps the most telling sign of all. When the founder is deep in finance, operations, people management or commercial detail, they are almost certainly spending less time on the things that only they can do — vision, relationships, culture and growth. The business needs the founder to lead it. That becomes harder when the founder is also running it.

Does this mean hiring a full-time executive?

Not necessarily — and for many founder-led businesses at this stage, it should not be the first move. Fractional C-suite support has become an increasingly popular and commercially sensible solution, giving businesses access to experienced, senior leadership on a part-time or interim basis. The business gets the expertise and structure it needs without committing to a full-time salary before it is ready to do so. For founders who are not yet sure which role they need, or how much support is right, fractional appointments can also be a useful way of testing the fit before making a permanent hire.

The decision to bring in senior leadership is rarely easy for a founder. It can feel like giving something up. In reality, it is usually the moment the business is given the best chance to become what the founder always intended it to be.

What’s in a Name? And How to Protect Yours

Posted on: June 25th, 2026 by Alanah Lenten

For many founders, particularly in creative industries, there is no cleaner way to build a brand than to build it around yourself. Your name, your reputation, your story. The business grows because of who you are. But what happens when you sell that business — or leave it — and the name you built it on goes with it?

This is not a hypothetical question. It is one that has played out in some of the most striking commercial disputes of recent years, and it carries real lessons for any founder considering a sale, an employment arrangement or a partnership where your personal identity is part of the commercial offering.

When you sell the name, you sell more than a word

Jo Malone sold her fragrance business to The Estée Lauder Companies in 1999, transferring not just the brand but the contractual rights to her name in commercial contexts. She left in 2006, launched Jo Loves in 2011, and began a fragrance collaboration with Zara in 2019. In early 2026, Estée Lauder filed legal action against her for breach of contract, trademark infringement and passing off — a concept in English law referring to misleading consumers into believing goods or services are connected to another business — all centred on the words “in collaboration with perfume Ms Jo Malone CBE, founder of Jo Loves” appearing on Zara’s promotional material.

When the clock runs slowly

When Bobbi Brown sold her cosmetics brand to Estée Lauder in 1995, she signed a 25-year non-compete. She left the company in 2016, spent years waiting out the remainder of her restriction — reportedly wearing a charm necklace engraved with its expiration date — and launched Jones Road Beauty the day it expired in October 2020. The brand has since grown to approach a $1 billion valuation.

This was a US dispute, and a 25-year restriction would face serious challenge under English law. UK courts will not simply enforce whatever the parties agreed;

When your name is licensed, not sold

Bridal designer Hayley Paige signed an employment contract in 2011 that gave her employer, JLM Couture, the rights to her name and her designs. When she sought to renegotiate in 2019, she was sued for using her own name and lost the right to design wedding dresses under it during the litigation. In 2024, following a settlement, she paid $263,000 to reacquire her name, her intellectual property and her social media accounts. She released a comeback collection in 2025.

Again, a US case — but the underlying issue resonates in any jurisdiction: signing away your name rights early in your career, without fully understanding the long-term implications, can cost you far more than you bargained for.

What this means for UK founders

These cases share a common thread: founders who built businesses around their personal identity, and later found that identity contractually constrained in ways they had not anticipated. For UK founders — whether selling a business, entering an employment arrangement or taking on investment involving any assignment of IP or brand rights.

These are the questions worth asking before you sign:

What are you licensing or transferring?

Name rights, trademarks and goodwill can be transferred independently of the business itself. Be precise about what you are giving up and in which contexts.

What restrictions apply after exit?

Non-compete and non-solicitation clauses in UK sale agreements are enforceable where reasonable. Courts look at time, geography and the scope of restricted activities.

Does the restriction apply to you personally?

There is an important distinction between a company selling a brand and an individual agreeing to restrict their own future conduct. Both are possible in the same transaction — but they need to be understood separately.

What happens to your name in a commercial context post-completion?

If your name is being transferred or licensed as a trademark, understand precisely what you can and cannot do with it going forward — including on social media, in collaborations and in any new ventures.

Are there protections built in for you as an individual?

The right to use your own name for non-commercial purposes, to reference your professional history, or to be identified as a founder are all capable of being preserved — but only if negotiated and documented properly.

Founders who build businesses around who they are should take as much care over the legal architecture of their name as they do over the commercial architecture of the business itself. Once those rights are transferred, reclaiming them is rarely straightforward — and can, as these cases show, take years.

A note on jurisdiction: the Bobbi Brown and Hayley Paige cases arose under US law. The legal frameworks — particularly around non-compete enforceability — differ materially from the position in England and Wales. The commercial lessons, however, translate universally.

Hiring Your First Employee: What Founders Need to Get Right

Posted on: June 25th, 2026 by Alanah Lenten

Hiring your first employee is a milestone moment for any founder. It’s exciting, a little daunting, and often a signal that your business is moving from idea to operation.

But becoming an employer brings legal and practical responsibilities that many early-stage businesses underestimate. From HMRC registration to contracts, pensions, and workplace policies, there’s a lot to get right from day one.

That’s why we’ve created a practical checklist for hiring your first employee in the UK to help you navigate the process with clarity and confidence, and we answer some key questions below.

Download the checklist here

When do you need to register as an employer in the UK?

You must register as an employer with HMRC before your first payday if you plan to pay someone as an employee.

Once registered, you’ll receive a PAYE reference number, allowing you to run payroll, deduct tax and National Insurance, and report to HMRC.

What do you need to set up before hiring an employee?

Before recruiting, you need to put the right foundations in place:

  • Register with HMRC for PAYE and obtain your employer reference
  • Decide the role and employment terms, including:
    • Working hours (full-time, part-time or fixed-term)
    • Salary (ensuring compliance with National Minimum Wage requirements)
    • Job responsibilities
    • Holiday entitlement in line with Working Time Regulations
  • Ensure your workplace is safe and accessible, including for remote employees
  • Obtain Employers’ Liability Insurance, unless an exemption applies
  • Set up a workplace pension scheme if your employee qualifies for automatic enrolment

Putting these elements in place early will help ensure compliance and avoid delays once recruitment begins.

How do you recruit an employee in the UK?

Recruitment should be carried out carefully and in line with your legal obligations:

  • Advertise the role and run a fair recruitment process (complying with the Equality Act 2010)
  • Make a formal offer of employment (conditional or unconditional)
  • Check the individual’s right to work in the UK before they start
  • Carry out any pre-employment checks relevant to the role, such as:
    • References
    • DBS checks (if required)
    • Professional qualifications or licences

These checks are essential to ensure both compliance and suitability for the role.

What documents do you need when hiring an employee?

Employers must ensure proper documentation is in place:

  • A compliant employment contract or written statement of employment particulars covering the required statutory information
  • Staff handbook and key policies (where relevant)
  • Notification to HMRC about your new employee
  • The principal written statement of employment particulars (the contract) must be provided on or before the employee’s first day. The right also applies to workers.

What should you do before the employee’s first day?

There are several key steps to complete before employment begins:

  • Issue the employment contract
  • Obtain a P45 or complete a new starter checklist
  • Consider reasonable adjustments if the employee has a disability
  • Set up systems to manage the probation period
  • Provide a privacy notice explaining how employee personal data will be processed
  • Arrange IT access, equipment and email accounts

This stage is about making sure both legal requirements and practical onboarding are covered.

What needs to happen on day one of employment?

The first day sets the tone and ensures compliance:

  • Conduct a formal induction, including health and safety
  • Set out clear expectations for the role and performance
  • Begin onboarding and introduce key policies and processes

You should also plan regular check-ins aligned with the employee’s probation period.

What are your ongoing responsibilities as an employer?

Once the employee has started, your obligations continue:

  • Enrol eligible employees in a workplace pension scheme (within statutory deadlines)
  • Manage and monitor:
    • Annual leave
    • Sick leave
    • Family leave
  • Meet statutory payment obligations (e.g. sick pay, maternity and paternity pay)
  • Put in place processes for:
    • Performance management
    • Handling disciplinary issues
    • Ending employment, if necessary

Having clear procedures in place helps reduce risk and ensures consistency.

Why is it important to get the setup right from the start?

Becoming an employer is more than simply paying a salary. It involves a structured framework of payroll, pensions, insurance and legal documentation.

Getting the basics right early on helps you:

  • Avoid regulatory issues or penalties
  • Build a compliant and scalable business
  • Create a positive experience for your first hires

Hiring your first employee is an exciting step, but it comes with important responsibilities. Taking a proactive, structured approach ensures your business is set up to grow with confidence.