Home Blog

Chester’s newest large-scale build-to-rent scheme launches

Helen Greaney
-
0
Chester’s newest large-scale build-to-rent scheme launches

Marking a new chapter in Chester’s rental market, All Six House has announced that work will complete on the first phase of the development at the end of May.

Located on Charterhall Drive, just minutes from Chester train station, the 176-apartment development marks the city’s first large-scale build-to-rent scheme.

The £36.18 million regeneration of the former Lloyds Building introduces a model more commonly seen in Manchester or Birmingham, with professionally managed homes, lifestyle-led amenities and a focus on long-term renting.

Alongside one- and two-bedroom fully furnished apartments, residents will have access to an on-site gym, co-working space, cinema room, communal gardens and parking, supported by a concierge-style management service. The scheme is being fully managed by The Leef Property Group, which has already signed up more than 50 tenants for the initial allocation of 77 homes, through its off-plan marketing, with a show apartment now open for viewings.

lounge

Joe Knowles, CEO of The Leef Property Group, says: “This is a landmark step-change for Chester’s rental market, which tends to be dominated by smaller-scale landlords and conventional flats.

“All Six House Chester brings convenience, flexibility and community within rental living, rarely seen in the local market. It signals a clear shift in how this style of renting is evolving beyond the UK’s major cities.

“With co-working space and fast connections to nearby employment hubs, including Wrexham and Flintshire, its designed for how people live and work today. At the same time, its proximity to Chester city centre offers walkable access to retail, hospitality and leisure – reinforcing the appeal of city living without the scale or pace of larger urban centres.”

The development has been delivered by local developer Blueoak Estates, with investment and development support from Get Busy Living, the UK property investment firm specialising in sourcing and structuring large-scale residential opportunities.

open plan lounge

Keith Hollinrake, CEO of Get Busy Living – who structured the off-market deal for existing international clients – said: “We identified the huge potential in bringing a landmark building in Chester city centre back to life, while creating a new kind of rental community for the city.

“There is growing demand for high-quality, professionally managed homes beyond the UK’s core cities, and this scheme is a strong example of how underutilised buildings can be transformed into long-term, income-generating assets while creating a genuine sense of community.”

Mike Bryce, Operations Director for Blueoak Estates, adds: “All Six House isn’t just delivering new homes, but is creating a complete luxury living environment. As cities like Chester continue to grow, we expect this type of development to become an increasingly important part of the housing mix.

“From the outset, our focus has been on giving this site a new purpose – transforming existing buildings into high-quality homes that support a growing city centre community. Our approach has been shaped by a clear sustainable vision, influencing everything from site selection and design through to the materials and technologies we’ve chosen.”

Appointments can be booked via Rightmove or by contacting: [email protected]

Cost-effective ways to modernise your business premises without a full renovation

Helen Greaney
-
0
Cost-effective ways to modernise your business premises without a full renovation

A dated fit-out or an inefficient workspace can quietly undermine how a business presents itself, both to clients and to the people working there every day.

The encouraging news is that meaningful improvements don’t necessarily require gutting the
place. With some focused thinking about where to spend and what to prioritise, most businesses can achieve a noticeably better working environment without taking on the
cost or disruption of a full renovation.

1. Refresh your space with smart, affordable design tweaks

Small changes to layout and aesthetics can have a disproportionate impact on how a
workspace feels. Reorganising the floor plan to improve flow, decluttering communal
areas, and adding modular furniture that can be reconfigured as needs change are all
low-cost interventions that make a real difference.

Lighting is particularly effective, and installing LED strip lights under shelving, along corridors, or around workstations adds visual warmth and a more considered feel to a space without requiring any structural work. These relatively small changes can also have a measurable effect on employee morale and productivity, making the investment worthwhile on both practical and human
levels.

2. Improve energy efficiency to cut long-term costs

Energy costs remain a significant overhead for UK businesses, and upgrading
inefficiencies in lighting, heating, and insulation is one of the most straightforward ways
to address this.

Switching to LED lighting alone can reduce lighting energy consumption substantially, and smart heating controls can prevent energy being wasted in unused areas of a building. These upgrades tend to involve an upfront outlay, but the long-term savings on energy bills mean they typically pay for themselves within a few years, and they also position the business well ahead of anticipated regulatory changes.

3. Take advantage of government grants and support schemes

Before committing to any upgrade, it is worth exploring the financial support available.
The UK Business Climate Hub lists a range of active grants, loans, and support schemes
across England, Scotland, Wales, and Northern Ireland, covering areas including energy
efficiency improvements, low-carbon heating, and digital improvements.

Schemes vary by region and business size, but many SMEs are eligible for meaningful funding that can offset the cost of improvements. Checking eligibility before proceeding can make
upgrades that might otherwise seem out of reach considerably more affordable.

4. Prepare for future regulations by making small changes now

Commercial premises are likely to face tightening energy performance requirements in
the coming years. According to Energy Advice Hub’s analysis of the non-domestic MEES
landscape, the commercial property sector is expected to face a minimum EPC B rating
requirement with a deadline likely falling between 2030 and 2035.

Businesses that begin making incremental improvements now will be better placed to meet these standards without facing the higher costs and contractor shortages that tend to accompany last-minute compliance. Low-cost measures such as improved lighting, better insulation, and draft-proofing all contribute to an improved EPC rating and reduce the scale of any future, larger works required.

Making your premises work harder does not require a major project. A series of well-
chosen, affordable improvements can change how a space looks and feels, reduce
running costs, and ensure the business stays on the right side of regulations as they evolve.

Hybrid working in Manchester and how businesses are reclaiming their space

Helen Greaney
-
0
Hybrid working in Manchester and how businesses are reclaiming their space

Commuting five days a week no longer fits how most teams operate, yet fully remote setups
rarely deliver everything you need. In Manchester, businesses now sit somewhere in between, shaping work around purpose rather than habit.

You likely face the same pressure: balancing flexibility with productivity while making sure your office still earns its keep.

Hybrid working has changed what the workplace is for, and businesses now must make that shift practical.

Why hybrid working is popular across the UK

Employees value the ability to manage focused tasks at home while using the office for
collaboration. When you structure this properly, you get better use of both environments. You
can improve this balance by setting shared in-office days for each team.

This simple step ensures people meet with a purpose in mind, rather than by chance. For example, a finance team might come in midweek to review forecasts together, reducing long email chains and speeding up decision-making.

What Manchester businesses are doing with their office space

You no longer need rows of permanent desks when attendance varies each day. Many
Manchester businesses now reduce their footprint or redesign layouts to reflect real usage.
You can operate a hot desk system where employees book seats for the days they’re in. You
can also replace unused desks with meeting areas or flexible seating that adapts to demand.

For equipment or furniture that is still needed but not used daily, businesses are looking
towards self-storage options in Manchester. This approach lets you clear clutter without
losing access to important items. A retail firm, for instance, might store seasonal displays
offsite and rotate them in when required, freeing up space for everyday operations.

Why the office still has its place

You might consider removing the office entirely, but doing so often impacts colleague relationships. People still benefit from a shared area where they can interact with colleagues,
build relationships and solve problems quickly.

When you keep an office, even if it is reduced in size, you give your team a base for collaboration and culture, plus, it can help new starters settle faster when they meet colleagues in person. Without that, you risk slower onboarding and less engagement across the team.

Upgrades to the office

You can make your office more effective without overspending by focusing on how people
use it. Notice where teams gather and invest in tools that support those behaviours. For
example, adding better video conferencing equipment allows remote and in-office staff to
work together smoothly. When your office reflects real working patterns, you make it more
useful and more likely that people will choose to come in.

Making hybrid work pay off long term

You now have an opportunity to shape how your business operates rather than simply react
to change. Hybrid working rewards those who stay intentional, reviewing what works and listening to how teams use their time and space.

When you treat your workplace as something that evolves with your people, you avoid wasted costs. The businesses that succeed will keep refining their model to suit how their business really works.

 

Bridging the gap between safety pilots and enterprise implementation

Helen Greaney
-
0
Bridging the gap between safety pilots and enterprise implementation

Transitioning a new technology from a limited trial to full-scale deployment presents significant challenges for operations teams.

Many organisations successfully test hazard detection tools in a single facility but struggle to replicate those results across multiple sites. Scaling requires aligning technical capabilities with diverse workforce cultures and existing operational workflows.

A localised test often benefits from dedicated attention and surplus resources. Expanding that success demands a structured approach that accounts for varying site conditions and personnel capabilities. Leaders must bridge this divide to ensure that investments translate into tangible risk reduction across the entire network.

Identifying the common stumbling blocks

Moving beyond a localised test phase demands clear visibility into what works and what fails. Teams often encounter friction because they treat broad deployment as a simple copy-paste exercise.

Each facility operates with distinct layouts, varying equipment, and unique management styles. A strategy that succeeds in a modern distribution centre might falter in an older manufacturing plant. Recognising these variations early prevents stalled rollouts and wasted capital.

Infrastructure disparities represent a major hurdle during expansion. One location might boast high-speed wireless connectivity, while another struggles with dead zones and outdated hardware.

Implementing advanced monitoring systems requires a stable technological foundation. Information technology departments must conduct thorough site assessments before approving any hardware installations. This preparation ensures that local managers have the resources needed to support the transition without disrupting daily output.

Personnel differences also complicate the scaling process. A pilot program usually involves highly motivated volunteers who are eager to test new tools. Broad deployment forces interaction with employees who might resist change or lack digital literacy. Leaders must anticipate this resistance and develop strategies to address concerns directly. Ignoring the human element often leads to poor adoption rates and inaccurate data collection.

  • Inconsistent network infrastructure across different regional warehouses.
  • Varying levels of digital literacy among frontline supervisors.
  • Misaligned metrics that fail to capture site-specific hazard reductions.

Building cross-functional alignment

Successful expansion relies on collaboration across multiple departments. Information technology, operations, and human resources must work together since isolated initiatives rarely survive long-term.

Establishing a central steering committee helps maintain focus and drives accountability throughout the organisation. This group oversees the rollout schedule and allocates resources based on site-specific needs. Regular communication between these departments prevents overlapping efforts and conflicting directives.

Operations managers provide essential context regarding daily workflows and production targets. They help identify the best times to install equipment or conduct training sessions without halting operations.

Human resources professionals assist with updating job descriptions and developing training materials. Their input ensures that new procedures align with existing labour agreements and company policies. Technical specialists handle the system integration, ensuring that new software communicates seamlessly with legacy platforms.

This steering committee should establish clear communication channels to share updates and gather feedback. Regular check-ins allow the team to address technical glitches before they escalate into major roadblocks. Transparent dialogue builds trust among all stakeholders and keeps the project moving forward. When departments share their expertise, the entire organization benefits from a smoother transition.

Adapting workflows for frontline teams

Technology alone cannot prevent accidents or improve operational efficiency. The true value of any system emerges when workers actively use the tools provided. Adapting daily workflows to incorporate new procedures requires patience and clear instruction.

Supervisors must explain the reasoning behind the changes rather than simply issuing new rules. Employees adapt faster when they see their direct managers endorsing the new processes and actively participating in the training.

Training programs must be tailored to specific job functions. A forklift operator requires different instructions than a maintenance technician. Generic presentations often fail to engage the audience or provide actionable guidance. Hands-on practice sessions allow workers to familiarise themselves with new interfaces in a low-pressure environment. Providing immediate feedback during these sessions corrects mistakes early and builds confidence.

Sustained engagement depends on demonstrating the direct benefits of the new system to the workforce. Highlighting advantages like saving time or eliminating cumbersome paper processes encourages adoption.

Workers are more likely to embrace changes that make their jobs easier or safer. Recognising individuals who actively participate in the new workflows encourages others to follow suit. Positive reinforcement creates a culture of shared responsibility and continuous learning.

Standardising data collection and analysis

Accurate measurement forms the foundation of any successful scaling effort. Organisations need consistent data to evaluate performance across their entire network. Disjointed reporting methods make it impossible to identify systemic risks or track meaningful improvements.

Establishing uniform performance indicators allows executives to compare facilities accurately and allocate resources where they are needed most.

Teams should focus on leading indicators rather than relying solely on lagging incident rates. Tracking near-misses and hazard observations provides actionable insights that prevent future accidents. A proactive approach shifts the focus from reacting to past events to anticipating future challenges. Standardised data collection ensures that a near-miss in one facility is recorded and analysed the same way as a similar event in another location.

  • Automating data entry to reduce administrative burdens on staff.
  • Integrating new metrics into daily shift handover meetings.
  • Developing visual dashboards that highlight critical trends instantly.

Transparent reporting empowers local managers to make informed decisions quickly. Access to real-time information transforms reactive responses into proactive risk mitigation strategies. When supervisors can see hazard trends developing, they can intervene before an incident occurs. Sharing these insights across the network allows different facilities to learn from each other and adopt best practices.

Overcoming financial and resource allocation barriers

Securing funding for a network-wide rollout often requires a different approach than funding a single-site test. Executives need comprehensive cost-benefit analyses that project long-term savings and operational efficiencies.

Building a compelling business case involves quantifying the indirect costs of workplace disruptions, such as lost productivity and equipment damage. Presenting a clear financial roadmap helps secure the necessary budget approvals and ensures that the project remains adequately funded through completion.

Resource allocation extends beyond financial investments. Assigning the right personnel to manage the expansion is equally important. Organisations must dedicate project managers who can focus entirely on the rollout without being distracted by daily operational duties.

Expecting local supervisors to manage a complex implementation on top of their regular responsibilities often leads to burnout and project delays. Dedicated implementation teams provide the necessary support and guidance to keep the project on schedule.

Phased rollouts offer a practical solution for managing resource constraints. Introducing the technology to a few sites at a time allows the implementation team to refine their approach and resolve issues before moving to the next group. This staggered strategy reduces the strain on technical support staff, ensuring that each facility receives adequate attention during the transition. Learning from each phase improves the efficiency of subsequent installations.

Integrating new systems with legacy infrastructure

Many industrial environments rely on older equipment and proprietary software that complicate the introduction of modern tools. Bridging the gap between cutting-edge applications and legacy systems requires careful planning and technical expertise.

Technology teams must evaluate compatibility issues early in the planning phase to avoid costly surprises during installation. Developing custom application programming interfaces or middleware might be necessary to facilitate data exchange between different platforms.

Data security remains a primary concern during integration. Expanding a network increases the potential attack surface for cyber threats. Organisations must implement strict access controls and encryption protocols to protect sensitive operational data.

Collaborating with cybersecurity experts ensures that the new system complies with internal security policies and industry standards. Regular vulnerability assessments help identify and mitigate potential risks before they can be exploited.

Maintaining system performance during the integration process is essential for minimizing operational disruptions. Testing the new software in a simulated environment allows technical staff to identify bottlenecks and optimise performance before deploying it to the live network. Establishing clear rollback procedures provides a safety net in case the integration causes unexpected issues. A cautious approach to technical integration protects the integrity of existing operations while enabling new capabilities.

Sustaining momentum through continuous improvement

Deployment marks the beginning of the operational shift rather than the final destination. Maintaining engagement requires ongoing effort and regular system updates. Facilities that treat implementation as a one-time event often see adoption rates decline over time. Continuous improvement ensures that the technology evolves alongside the business and remains relevant to daily operations.

Gathering feedback from frontline employees highlights areas for refinement. Workers interacting with the system daily offer the most valuable suggestions for workflow optimisation.

Acknowledging and acting on this input reinforces a culture of shared responsibility. If an interface is confusing or a process takes too long, management must address the issue promptly. Ignoring user feedback breeds frustration and leads to workarounds that undermine the system.

Periodic audits ensure that the technology continues to function as intended. Reviewing system performance helps identify hardware degradation or software bugs early. Proactive maintenance keeps the infrastructure reliable and maintains user confidence. Regular refresher training sessions keep skills sharp and introduce new features to the workforce. A commitment to ongoing education maximizes the return on investment and drives long-term success.

Achieving scaled impact across operations

Moving from a controlled test to a widespread rollout demands strategic planning and dedicated resources. Organisations achieve long-term success because they prioritise communication, standardise their metrics, and engage their workforce at every level. Consistent execution transforms isolated successes into enterprise-wide improvements. The transition requires patience, adaptability, and a willingness to learn from early mistakes.

Facilities seeking to standardise their hazard management processes often look for proven frameworks to guide their expansion. Implementing a structured approach with tools like Protex.ai can lead to a ≥30% reduction in SIF precursors and <24 hours from alert to action.

This level of responsiveness ensures that potential risks are addressed swiftly across all locations. Building a resilient operational network depends on equipping every site with the right resources and maintaining a clear focus on continuous improvement.

Building a more efficient jobsite: Essential gear for reducing downtime

Helen Greaney
-
0
Building a more efficient jobsite: Essential gear for reducing downtime

There is a lot involved in keeping a job site running smoothly, and it is not just about having the right people employed and on the task. You must also make sure that your team has access to the right tools and tech to avoid unnecessary stoppages.

With businesses under growing pressure to deliver projects efficiently and stay competitive, even small upgrades to site gear can make a big difference to day-to-day productivity.

Understanding the real productivity challenges

Recent reports in the UK show that productivity remains a significant structural issue in the construction industry. As many as one in five UK construction firms do not measure productivity at all, while labour shortages continue to slow delivery.

There are also notable industry pressures, including skills gaps, planning inefficiencies, and uneven sector recovery, all of which are affecting construction productivity in 2026.

Power management tools that keep work moving

Power is essential for keeping projects moving. Ensuring reliable access to power can help avoid delays, which is especially relevant with the current rising energy and material costs that increase pressure on site efficiency.

It is worth investing in equipment that can reduce downtime, such as cordless chargers, which allow tools to remain active throughout the day.

Digital tools supporting smarter jobsite operations

These days, many digital technologies can be utilised to support smarter job site operations and boost productivity. Technologies such as drones, IoT sensors, BIM, and AI-supported scheduling are being adopted by UK construction firms to reduce risks, improve decision-making, and avoid costly rework.

Reports in early 2026 highlight that UK firms increasingly view digital tools as essential for reliable project delivery, so you do not want to fall behind the times.

Workforce & skills – The human side of jobsite efficiency

The UK’s ongoing skills shortage, driven by demographic trends and reduced labour inflow, continues to be a key factor affecting UK construction productivity in 2026. This is why businesses should take practical steps to bolster the workforce and enhance productivity, including investing in things such as training, upskilling, and retention initiatives.

Productivity remains a major issue in the UK construction industry. There are a few reasons why UK construction firms are struggling to improve efficiency, which can make it challenging to remain competitive and deliver projects on time.

It is important to understand the causes of inefficiency, invest in suitable tools and technologies, and bolster the workforce in order to address productivity concerns, improve project efficiency, and compete at a higher level in 2026.

Cancer Survivor and Mother of Two Sets Sights on Building 60-Strong Franchise Network

News Desk
-
0
Cancer Survivor and Mother of Two Sets Sights on Building 60-Strong Franchise Network

A Merseyside mother of two who successfully fought breast cancer last year by choosing alternative therapies over conventional chemotherapy is directing the sense of purpose that experience has given her into a significant expansion of her wellbeing business, The Happiness Club, with a target of 60 UK franchise partners to be secured within 18 months.

Jo Robinson-Howarth, aged 54, is working to grow her current network of 11 franchisees to a total of 60 locations throughout the UK, after which she intends to pursue international expansion. The trajectory reflects both the increasing national demand for accessible support around mental and emotional health in schools and workplaces, and the resilience of a business model that has been built around creating real and lasting impact.

Jo, who holds qualifications in hypnotherapy and mindfulness practice, was diagnosed with early-stage HER2+ breast cancer in July 2025, following more than a decade of study and professional work across neuroscience, hypnotherapy and mindfulness. She took the decision to decline chemotherapy and instead pursued an intensive programme of alternative treatments, overhauling her diet and undergoing surgery under local anaesthetic after choosing not to have a general anaesthetic.

Across the UK, The Happiness Club’s franchisees are already active in a diverse range of regions, stretching from Sussex to Scotland and from Shropshire to the South East of England and beyond. The network is largely made up of local women who chose to walk away from corporate life in favour of a career with greater personal meaning. This includes practitioners who have added The Happiness Club’s tools to their existing professional practice, women who faced redundancy in midlife and chose entrepreneurship as their response, and individuals who first encountered the organisation as members, found that it changed their own lives, and wanted to share that experience more widely.

Practitioners deliver The Happiness Club’s mindfulness-based resilience programmes to businesses and its CPD-accredited emotional management curriculum to primary and secondary schools.

The scale of the need that this expansion is designed to meet is striking. According to data from the Health and Safety Executive, the UK had already accumulated three million working days lost to mental ill-health by 19th February 2026, barely seven weeks into the year. The CIPD reports that mental ill-health is now the single most common cause of long-term absence from work, responsible for 41% of all such cases, and a significant contributor to short-term absence at 29%. The Adult Psychiatric Morbidity Survey, published by the NHS, reveals that 22.6% of adults between the ages of 16 and 64 are currently living with a common mental health condition such as anxiety or depression, compared with 17.6% in 2007, an increase that the Mental Health Foundation has said demands urgent attention.

“Stress and anxiety aren’t character flaws, they are learned programmes. And if they can be learned, they can be unlearned. That’s the foundation of everything we do, and the reason our franchise model works: because it’s built on tools that genuinely change people’s lives,” said Jo.

New franchisees are prepared to deliver two distinct programmes. The first, The Schools Programme, is a four-week CPD-accredited course that introduces 12 mindfulness techniques to whole primary school communities, giving children a set of emotional tools designed to support resilience throughout their lives. “With one in four young people now experiencing a common mental health condition, a 47% increase since 2007, early intervention has never been more critical,” Jo said.

The second strand is Business Workshops, which exist to address the measurable and growing cost of poor mental wellbeing in the workplace. The Mental Health Foundation estimates that this costs UK employers between £42 and £45 billion each year through the combined effects of presenteeism, sickness absence and staff turnover. The workshops bring practical, evidence-informed mindfulness and resilience training directly to organisations, addressing a crisis of stress and burnout that is now firmly established across UK workplaces.

Central to The Happiness Club’s approach and to the philosophy behind its expansion is a willingness to challenge the way the wellness industry has long presented itself. Jo speaks critically about what she calls high vibes culture, a tendency within wellness to promote a form of performative positivity that leads people to push down difficult emotions rather than acknowledging and processing them.

“Real happiness is the ability to be fully present to all of life, the difficult and the joyful, the messy and the beautiful,” added Jo. “The willingness to feel everything, rather than chase only the approved emotions. That’s what we teach, and it’s why it works.

“If the daily habits of mental and emotional self-care can be taught early, the downstream impact on stress, anxiety and resilience across a lifetime is profound. This is prevention, not just treatment.”

Further details on becoming a franchisee are available at thehappinessclub.co.uk/franchise.

Food Escapes debuts in Manchester amid surge in experience-led leisure

Helen Greaney
-
0
Food Escapes debuts in Manchester amid surge in experience-led leisure

A brand new immersive food concept, Food Escapes, is launching in Manchester, bringing together interactive puzzles and dining in a format designed to celebrate the city’s vibrant food and drink scene.

Founded by Manchester-based entrepreneur and former managing director of Myprotein UK at The Hut Group (THG) Aaron Winsloe (pictured), Food Escapes has been created in response to the growing demand for experiential activities and competitive socialising.

Launching in partnership with leading independent eateries across the city, including vendors inside Mackie Mayor, House of Social and Hello Oriental, the concept, a first for Manchester, invites players to follow a trail of clues delivered via WhatsApp, with answers hidden in the city’s architecture. Successfully solving each stage unlocks access to a series of three secret dining locations, where guests can enjoy a curated dish included as part of the ticketed experience.

Food Escapes is designed to appeal to both consumers and corporate groups, with eight themed routes tailored around culinary themes such as dumplings, tacos and brunch, on offer. Each journey is mapped across key Manchester districts such as the Northern Quarter, Chinatown and Ancoats, driving footfall to new and established hospitality hubs.

In line with the growing demand for competitive socialising, the format introduces a timed, gamified element, as participants can compete for leaderboard positions, with the game paused at each venue to maintain a high-quality dining experience.

Founder Aaron Winsloe brings a decade of global e-commerce experience to the venture, having previously spearheaded the international expansion of THG’s Myprotein into Asia and their Beauty division in the USA. He comments; “Food Escapes is about creating something you simply cannot replicate digitally or with AI; an experience that’s immersive, hands-on and brings people together in a genuinely fun and interactive way.

“It’s a concept shaped by my background in e-commerce combined with my love of international cuisine and geocaching. Bringing those elements together felt like a natural way to tap into the growing appetite for experience-led activities.

“I grew up surrounded by different cuisines and cultures, and Food Escapes is really a reflection of that – blending a love of global flavours with a sense of curiosity, discovery and adventure. Manchester has one of the most exciting and diverse food scenes in the UK, and we want to celebrate that by offering a completely new way to explore it.”

Tickets for Food Escapes are now available, and start from £40 per person when you use code LAUNCH20 for an introductory 20% off, valid until 31 August 2026, available to purchase now at foodescapes.com. Additional discounts available for larger groups and team-building events.

UK Property Sales Continue to Crumble at Alarming Rate Despite Signs of Market Resilience in 2026

News Desk
-
0
UK Property Sales Continue to Crumble at Alarming Rate Despite Signs of Market Resilience in 2026

Whilst a range of national indicators point to a property market that is weathering current conditions with some degree of resilience in the early months of 2026, the reality for a significant proportion of home sellers and buyers is considerably less encouraging, with nearly 24% of all sales failing before they can be concluded.

Quick Move Now has published new analysis that looks beyond the top-line statistics to examine the specific triggers responsible for these transaction failures. TwentyCi’s most recent Property and Homemover Report does indicate that the number of fall-throughs recorded nationally has fallen by 12.1% on a year-on-year basis, but the underlying reasons that cause sales to collapse in the first place continue to represent a major stumbling block for UK homemovers at every stage of the process.

Reasons behind the Q1 2026 house sale fall throughs

The companies research into failed transactions in the first quarter of 2026 reveals five primary reasons why house sales fail to complete:

  • Survey issues (37.5%): The leading cause of collapse, with physical issues found during property inspections leading to a breakdown in negotiations.
  • Change of heart (31.25%): Nearly a third of failed sales were attributed to buyers simply changing their minds, often linked to market jitters and future uncertainties.
  • Lending and chains (25% combined): Chain breaks and lending issues each accounted for 12.5% of failures. Despite lenders stretching criteria to support the market, mortgage volatility remains a factor in 1 in 8 failed deals.
  • Legal red tape (6.25%): Complexities during the conveyancing process accounted for the remainder of the losses.

The data shows that timing is critical. According to the TwentyCi report, 38% of fall-throughs occur within the first four weeks of a sale being agreed.

“While it is encouraging to see the national fall through rate drop slightly from 24.0% to 23.7%, the human cost of these failed sales is immense,” says Danny Luke, Chief Executive Officer at Quick Move Now. “In particular, the spike in Inner London, where fall-through rates surged by nearly 10% this quarter, suggests that high-value transactions are under increased pressure from policy changes such as the mansion tax.”

“To mitigate the 37.5% risk associated with surveys, we recommend that sellers address known maintenance issues before listing. Furthermore, with 1 in 3 buyers changing their minds, securing a committed buyer is more vital than ever in a market where the average time to exchange has now risen to 134 days.”

BizX Awards 2026: Midlands Businesses Coached by Anu Khanna Claim Top Honours

News Desk
-
0
BizX Awards 2026: Midlands Businesses Coached by Anu Khanna Claim Top Honours

Businesses based in the UK Midlands and supported by coach Anu Khanna have enjoyed considerable success at the BizX Awards 2026, with two client companies claiming category wins and a further 11 being recognised as finalists.

The winning businesses were ACT, whose Managing Director John Courtenay accepted the Best Import-Export Company of the Year award, and The Buddy Bag Foundation, led by Karen Williams, which was named Not-for-profit Business of the Year. Anu Khanna has worked closely with both organisations over a number of years as their coach.

The success was not confined to client businesses. Principal Coach Anu Khanna and fellow coach Harneet Kaur were also honoured at the ceremony, underscoring the measurable connection between the coaching these businesses receive and the results they go on to achieve.

Three awards went to Anu Khanna on the night: Best Client Results 2026, Executive Partner of the Year 2026, and the ActionHERO Award, each recognising her ongoing commitment to delivering growth and tangible performance improvements across her client portfolio. Harneet Kaur was presented with the Growth Partner of the Year 2026 award, further evidencing the role that structured, purposeful coaching plays in producing lasting business outcomes.

Designed to celebrate the very best in business growth, leadership and operational excellence, the BizX Awards bring together leading figures from the entrepreneurial and professional business community across the UK. The breadth of recognition achieved this year points not to a collection of isolated successes, but to a replicable model in which structured coaching consistently enables businesses to perform at a higher level.

Sustained coaching challenges business owners to set aside reactive instincts and replace them with clarity and direction. As a result, decisions are made with greater confidence, priorities are more clearly defined, and the ability to follow through on plans improves markedly. Owners who once felt pulled in every direction find themselves leading their businesses with genuine purpose.

The coaching relationship Anu Khanna builds with her clients brings a discipline and accountability that permeates how the business is run. It tightens decision-making processes and closes the gap between strategy and implementation, ensuring that what is planned is also what gets done.

For the businesses she supports, the practical outcomes of this approach have included more rigorous sales processes, teams that take greater ownership of their responsibilities, and systems that are clear enough to allow the business to operate without the owner at the centre of every decision. The result is a more stable, controlled and ultimately more scalable business.

The pattern emerging from this year’s awards is a reflection of something that repeats itself consistently across Anu’s client base: that when structured coaching is applied with discipline and sustained over time, the results follow.

For more information, visit: https://anukhanna.actioncoach.co.uk/

Bolton’s The Wellsprings hits 50% occupancy

News Desk
-
0
Bolton’s The Wellsprings hits 50% occupancy

A business transformation consultancy, a commercial design agency, and a Polish translations service are amongst the newest users of The Wellsprings, which is now at 50% occupancy within months of opening.

Four new businesses have moved into The Wellsprings in the last quarter, taking its total to 19. Recent additions include Partomer, Redef1ne and Clever Night Owl, as well as Head Forward Consulting, which provides bespoke recruitment solutions across multiple sectors.

The team behind The Wellsprings – which officially launched in November 2025 – says the continued growth in new occupiers reflects the strength of the collaborative environment within the space and its growing reputation among Bolton’s business community.

Kirsty Humphries, centre manager for The Wellsprings, said: “Reaching 50% occupancy is a significant milestone for The Wellsprings and a real reflection of the vision we set out with. From day one, our aim was to create a workspace that is not only high quality, but genuinely welcoming, collaborative and supportive for businesses of all sizes.

“It’s incredibly encouraging to see such a strong and diverse mix of organisations now calling The Wellsprings home. The energy within the building is growing every day, with businesses actively connecting, sharing ideas and making full use of the space, whether through events, partnerships or simply being part of a vibrant working environment.

“What’s particularly rewarding is that the community taking shape here truly reflects Bolton’s innovative, ambitious and supportive spirit. Interest is still building around The Wellsprings, and we have lots more enquiries coming in, so we’re excited to build on this momentum and welcome even more local businesses in the months ahead.”

Oli Wall (pictured), delivery director for Partomer, said: “We initially booked meeting rooms at The Wellsprings and were so impressed we quickly decided to take a permanent space.

“The modern aesthetic and central location were key draws, but it was the fresh, vibrant feel and strong sense of community that really stood out. Since moving in, that has only been reinforced, with regular networking and knowledge-sharing creating a constant energy and making it easy to feel part of something from day one.

“Looking ahead, we see real value in being part of a collaborative business hub in the North West, where we can both benefit from local expertise and contribute our own, and with high-quality facilities and a supportive team, it’s somewhere we would strongly recommend to any business looking to grow.”

The Wellsprings is a new flexible office, meeting room and co-working innovation space based in the heart of Bolton town centre. It boasts a wealth of high-quality features, including a welcoming business lounge, fully kitted meeting rooms and a relaxing wellness space.

Users of The Wellsprings receive the support of in-house innovation director Ian Balderson, who provides growth and innovation coaching and support to businesses who use the space.

Businesses also benefit from a growing programme of networking events and workshops, as well as access to The Wire, a new digital platform that aims to connect people to others in the network of Oxford Innovation Space, which manages The Wellsprings on behalf of Bolton Council. Flexible workspace packages are available, designed to suit businesses at all stages of growth.

The Wellsprings renovation was backed by £6.9 million from the Towns Fund with a further £1.4 million from the UK Shared Prosperity Fund.

123...1,065Page 1 of 1,065