Spray foam insulation was widely promoted as an effective way to improve energy efficiency and lower household bills. However, for many homeowners, that once-popular upgrade has become an unexpected obstacle. Properties with spray foam installed in the roof are increasingly being rejected by mortgage lenders, leaving owners unable to sell or remortgage until the issue is resolved. Property specialists say that professional removal remains the most dependable solution.

Across the UK, homeowners who installed spray foam insulation in good faith are now discovering it can complicate property transactions. The Residential Property Surveyors Association (RPSA) estimates that as many as 250,000 homes may be affected (RPSA, 2021). Much of the insulation was fitted during government-supported initiatives aimed at improving the energy efficiency of older homes.

Why mortgage lenders are concerned

The concern is less about the insulation itself and more about its impact on roof inspections. Spray foam adheres directly to the underside of roof timbers, preventing surveyors from carrying out a full visual assessment of the structure. Certain types of foam, particularly open-cell products, may also retain moisture against the timber, increasing the possibility of damp and decay over time. To address these concerns, the Royal Institution of Chartered Surveyors introduced guidance for surveyors in 2023, and lenders have become increasingly cautious when assessing affected properties.

That cautious approach is now common across the lending market. A BBC investigation published in 2024 reported that one quarter of the UK’s largest mortgage lenders, along with every equity release provider included in the research, would not offer finance on homes with spray foam insulation installed in the roof (BBC, 2024). As a result, homeowners may experience failed property sales, rejected remortgage applications or extended periods paying higher interest rates.

Industry experts highlight the risks

Professional organisations have consistently raised concerns about spray foam insulation. In 2023, Property Care Association Chief Executive Stephen Hodgson said that “many lending institutions, surveyors and property professionals are rightly concerned about the risks of defects that can occur as a result of poorly installed or inappropriate sprayed foam.” The Property Care Association has since produced an inspection protocol to help surveyors assess affected roofs.

A joint investigation carried out by the RPSA and the Property Care Association concluded that it had “failed to identify any circumstances” where a roof containing spray foam insulation could receive a “clean bill of health.”

A practical route forward

Although the situation can be frustrating, homeowners are not without options. Removing the spray foam to a lender-approved standard, followed by an independent inspection of the roof timbers and supporting documentation, allows surveyors to properly assess the roof and can help restore lender confidence.

“Spray foam was marketed as a practical way to improve a home’s energy efficiency, and most homeowners had no reason to believe it could create problems years later when they wanted to sell or remortgage,” said Jack Purdie, Director of Operations at Go Green Quote. “Fortunately, there is a solution. Professional removal completed to lender standards, together with the correct certification, enables surveyors to inspect the roof properly and helps homeowners move forward with confidence.”

Homeowners unsure of their position can check which mortgage lenders lend on spray foam and arrange a survey to understand the cost and timeline of removal, which typically takes one to three days on site. As a rough industry benchmark, removing spray foam from a typical three-bedroom roof costs around £3,200 (Checkatrade).

About Go Green Quote

Go Green Quote is a UK spray foam removal service that connects homeowners with vetted, certified removal specialists nationwide and manages each job to a single standard, with a lender-ready certificate and full evidence pack. Eligible properties can save up to 20% on removal, subject to a site visit. More at gogreenquote.com.

Franchising your business can be an exciting way to expand your brand and reach new customers without opening every new location yourself.

Instead of managing each branch directly, you allow other business owners to invest in your proven business model and operate under your brand. This approach can help a business grow more quickly while creating new income opportunities through franchise fees and ongoing royalties.

However, franchising is much more than selling the rights to use your business name. Before expanding, it is important to ensure your business is well organised, profitable and capable of being replicated successfully by others. With careful planning and the right support, franchising can become an effective long-term growth strategy.

What Does It Mean to Franchise a Business?

Franchising involves allowing independent business owners, known as franchisees, to operate their own businesses using your brand, systems and business model. The franchisee pays an agreed fee to join the network and usually makes ongoing royalty payments in return for using your established business model and receiving continued support. As the franchisor, your role is to provide guidance, training and operational systems while maintaining the standards and reputation of your brand.

This partnership allows both parties to benefit from the success of the business while sharing responsibilities.

Is Your Business Ready?

Not every successful business is immediately ready to become a franchise. Before considering expansion, ask yourself whether you are ready to franchise your business and that your business has a proven track record of success. A franchise should be based on a business model that has demonstrated consistent performance over time.

Your operations should also be well organised and capable of being repeated by other people in different locations. If your business relies heavily on your personal involvement, it may be necessary to develop stronger systems before franchising. Taking the time to prepare properly can improve the likelihood of future success.

Develop Clear Business Systems

One of the most important parts of franchising is creating systems that can be followed consistently. Every aspect of the business should have clear procedures, from customer service and sales to stock management and administration. Documenting these processes helps franchisees understand how the business operates and ensures greater consistency across the franchise network. Simple, easy-to-follow systems also make training more effective and help maintain quality standards as the business grows.

Create a Strong Brand

Your brand is one of your greatest assets when franchising. Customers should be able to recognise your business and expect the same level of service regardless of location. Before expanding, review your branding, marketing materials and customer experience.
Consistency helps build trust and strengthens the reputation of the franchise. A strong brand also makes the opportunity more attractive to potential franchisees looking to invest in an established business.

Prepare Training and Support

Franchisees rely on the franchisor to provide the knowledge and tools needed to operate successfully. Developing a comprehensive training programme is an important step before launching your franchise. Training should explain daily operations, customer service, marketing, financial management and any specialist skills required.

Ongoing support is equally valuable. Regular communication, refresher training and business guidance can help franchisees overcome challenges and continue improving their performance. Providing excellent support benefits both franchisees and the overall strength of the network.

Recruit the Right Franchisees

Choosing the right franchisees is just as important as having a strong business model. Rather than focusing only on financial investment, consider whether potential franchisees share your values and are committed to building the business. Look for individuals with strong communication skills, a positive attitude and a willingness to follow established systems.

Building a network of motivated franchisees creates a stronger brand and contributes to long- term growth. Taking time during the recruitment process can help avoid problems later.

Continue Improving Your Franchise

Launching your franchise is only the beginning. As your network grows, continue reviewing your systems, training and support to ensure they remain effective. Listen to feedback from franchisees and look for opportunities to improve efficiency, customer satisfaction and overall business performance.

Successful franchise networks often evolve over time by introducing new ideas while maintaining consistent standards. Continuous improvement helps keep the business competitive and supports future expansion.

Benefits of Franchising Your Business

Franchising offers several potential advantages for business owners looking to expand. Growth can often be achieved more quickly because franchisees invest their own resources into opening new locations. The business can also increase brand awareness as more outlets begin operating in different areas.

Ongoing royalty payments may provide an additional source of income, while franchisees contribute local knowledge and commitment to growing their own businesses. Although franchising requires careful planning and ongoing management, it can become an effective way to build a larger and more recognisable brand.

Wrapping Up

Franchising your business can be an excellent way to expand while sharing your proven business model with motivated entrepreneurs. Success depends on careful preparation, strong operating systems, comprehensive training and selecting franchisees who are committed to
maintaining your brand’s standards. By building a solid foundation before launching your franchise, you can create opportunities for sustainable growth while supporting the success of every business within your network.

CHESTER, CHESHIRE. July 21, 2026 – SAVVY Collective has reinforced its leadership structure by appointing two highly respected figures from the hospitality sector. Marcus Magee joins the business as Operations Director, while Stephen Miles takes on the role of Development Director. Their arrival marks the latest stage in the company’s growth following its recent rebrand and reflects its ongoing commitment to supporting independent hotels, leisure businesses and lifestyle destinations across the North West and further afield.

Founded by award-winning hotelier Steven Hesketh, SAVVY Collective brings together hotel management, consultancy, education, events and investment within one business. Unlike traditional consultancy models, the company is built on practical experience gained from operating hotels and hospitality businesses firsthand.

The business has grown from the realities of running family-owned hotels, balancing commercial performance with community connections. Hesketh’s wife and three children also play an active role in delivering the collective’s services.

SAVVY Collective supports hospitality businesses of up to around 100 keys, working across hotels, food and beverage venues, attractions, social spaces, events and lifestyle destinations. Its portfolio includes The Chester Townhouse, The Annex, The Old Registry, Hotel Wrexham, The Savvy Fox, Queens Square Social, DevaFest, and the Cheshire and North Wales Food and Drink Festival.

The appointments come during a period of strong activity within the UK hospitality investment market. Hotel transaction volumes reached £1.6 billion during the first quarter of 2026, more than twice the level recorded during the same period in 2025, with independent owner operators and private investors continuing to account for most acquisitions.

Between them, Magee and Miles bring decades of senior leadership experience from across the North West hospitality sector. They will play an important role in shaping the next phase of SAVVY Collective’s expansion as the business builds on the momentum created by its recent relaunch.

As Operations Director, Magee contributes more than four decades of hospitality expertise, including over 30 years with Hilton Hotels. He led the opening of Hilton Liverpool One in 2009 before serving as General Manager there for more than 15 years. Most recently, he was General Manager of DoubleTree by Hilton Liverpool. His industry involvement has also included chairing the Liverpool Hospitality Association and Liverpool Accommodation BID, alongside serving on the board of Liverpool BID Company.

Mr Magee said: “Having opened the Hilton Liverpool One in 2009, I became aware of Steven Hesketh as a hospitality leader and have followed his entrepreneurial journey over the past 17 years. We have worked together through the Liverpool Hospitality Board and, more recently, the Liverpool Accommodation BID Board. I am delighted to be joining the business at such an exciting time.

“I have spent more than 40 years in hospitality, including over three decades with Hilton Hotels in both single-property and cluster leadership roles. I have also been part of the opening management teams for three hotel launches across the UK. My priority is to support the continued growth of SAVVY Collective by strengthening our culture, delivering exceptional guest experiences, enhancing our commercial performance and creating value for both the business and our partners.”

Joining as Development Director, Miles brings more than 50 years of hospitality leadership experience. He spent three decades within the Senior Management Team at Edwardian Hotels, holding a variety of leadership positions including General Manager of The Edwardian Manchester, where he oversaw growth across operations, customer experience, people development and financial performance.

After leaving Edwardian Hotels, he established a successful hospitality consultancy, advising owners, operators and investors on business development, operational excellence, commercial strategy and long-term growth. His client portfolio has included Manchester City Football Club, Bruntwood and Magnuson Hotels.

Miles is a Fellow of the Institute of Hospitality, a Master Innholder, and has been recognised among the Top 100 General Managers in the World by the International Association of Hotel General Managers.

Mr Miles said: “The passion, ambition and entrepreneurial mindset that Steven and the wider team bring to SAVVY Collective immediately stood out to me. Their vision for the future made joining the business an easy decision.

“I have enjoyed an incredibly rewarding career in hospitality, including 30 years with Edwardian Hotels, where contributing to the development of its people, products, service standards and commercial success was hugely fulfilling.

“My focus now is to connect with independent hotel owners and hospitality operators seeking practical support, commercial expertise and a trusted partner who understands their challenges. The openness, integrity and energy that define SAVVY Collective are exactly what clients can expect when working with us.”

Steven Hesketh, Founder of SAVVY Collective, said: “Marcus and Stephen each bring an exceptional depth of operational knowledge and real-world hospitality experience. Their appointments strengthen our leadership team and represent another significant milestone as we continue to grow the business with purpose and ambition.”

Anderman & Company partners with The Development Manager Limited to recruit a Level 3 Multi-Channel Marketer Apprentice

SURREY, UK. July 22nd, 2026 – Anderman & Company is investing in the future of its marketing capability by recruiting a Level 3 Multi-Channel Marketer apprentice through a new partnership with The Development Manager Limited (TDM). The initiative supports both the growth of the business and the development of skilled talent across Worcestershire.

Beth Newton, Learning & Development Consultant at The Development Manager (TDM), commented: “The team at Anderman have been a pleasure to work with, demonstrating a genuine commitment to developing new talent within their organisation. Their supportive approach, openness to learning, and clear investment in people create an environment where apprentices can thrive. I’m confident that both the business and the apprentice will find this a highly rewarding experience as they continue to grow and develop together.”

About the Level 3 Multi-Channel Marketer Apprenticeship

The Level 3 Multi-Channel Marketer Apprenticeship equips individuals with expertise in customer-focused marketing, driving demand, building brand perception, and delivering measurable results. Apprentices gain hands-on experience in content creation, market research, campaign analytics, and managing marketing systems, preparing them for roles such as Digital Marketing Assistant, Social Media Assistant, and more.

“Recruiting an apprentice isn’t just about filling a role, it’s about building for the future. From day one they start making an impact, and with a tailored learning plan they’ll develop exactly the skills the business needs.” Gary Hateley, Managing Director of Anderman Ceramics