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Half of adults want more effort from partners on Valentine’s Day

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Valentine’s Day has been dubbed a waste of money with novelty mugs and cheap underwear amongst the worst presents.

More than half of the 2,015 adults polled, said their partner should make more effort, rather than splurge on presents they don’t even want.

Respondents reported the rubbish gifts they had received included ‘wrong’ perfume, socks, candles and even, a car mat.

But while most said the day of lovers is a waste of time, one in three said they’d be gutted if their better half did nothing to celebrate.

Travel together

The research by Railcard.co.uk, found that one in five said a trip away would be the best romantic gesture with the Lake District top destination in the UK.

Relationship expert and coach, Sarah Louise Ryan, said: “Couples who travel together often end up more fulfilled and happier in their relationship.

“There are many reasons for this; inclusive of the fact it encourages communication and can deepen feelings of commitment as they plan their trips ahead of time, looking towards the future.

“Travel allows more opportunities for romance and time outside of the day-to-day routine, meaning romantic sparks can be reignited.

“Where flowers and chocolates can play a part, this Valentine’s Day I’d encourage all couples to carve out some time to book and experience a romantic getaway, whether for a day trip or a long weekend.”

The study also found 36% had considered a trip together as a way to rekindle a floundering relationship.

Mother of Two Who Beat Breast Cancer Is Now on a Mission to Find 60 Franchise Partners

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A mother of two from Merseyside who overcame breast cancer last year after choosing alternative therapies in place of chemotherapy is channelling her renewed sense of purpose into an ambitious plan to grow her wellbeing organisation, The Happiness Club, to 60 UK franchisees within the next 18 months.

Jo Robinson-Howarth, 54, is building on her existing network of 11 franchise partners with the goal of reaching 60 sites across the UK before turning her attention to international expansion, a growth plan that speaks both to the rising demand for accessible mental and emotional health support in schools and workplaces and to the proven strength of a business model founded on genuine, measurable impact.

A qualified hypnotherapist and mindfulness practitioner, Jo received a diagnosis of early-stage HER2+ breast cancer in July 2025. She has spent more than a decade studying and working across the disciplines of neuroscience, hypnotherapy and mindfulness. Choosing to decline chemotherapy, she instead committed to an intensive course of alternative therapies, making significant changes to her nutrition and ultimately undergoing surgery under local anaesthetic, having made the decision to forgo a general anaesthetic entirely.

The Happiness Club already has franchisees working across a wide spread of the country, from Sussex to Scotland and Shropshire to the South East of England, with many other regions represented in between. The network is run by local women who chose to leave behind corporate careers in search of something more meaningful. Among them are practitioners who have incorporated Jo’s methodologies into their existing work, women in midlife who faced redundancy and took the opportunity to step into entrepreneurship, and former members of The Happiness Club who experienced the benefit of its tools in their own lives and decided they wanted to extend that impact to others.

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 timing of this expansion is significant. The UK reached three million working days lost to mental ill-health by 19th February 2026, just 50 days into the year, according to figures published by the Health and Safety Executive. Data from the CIPD identifies mental ill-health as the leading cause of long-term workplace absence, accounting for 41% of cases, as well as a key driver of short-term absence at 29%. Separately, new NHS data drawn from the Adult Psychiatric Morbidity Survey shows that 22.6% of adults aged 16 to 64 are now living with a common mental health condition such as anxiety or depression, up from 17.6% in 2007, a rise that the Mental Health Foundation has described as requiring urgent action.

“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.

Each person who joins the franchise is trained to deliver two core programmes. The first is The Schools Programme, a four-week CPD-accredited curriculum that teaches 12 mindfulness techniques to entire primary schools, equipping children with the emotional skills they need to build resilience that will serve them 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 is a suite of Business Workshops, developed in response to the growing evidence of poor mental wellbeing in the workplace, which costs UK employers an estimated £42 to £45 billion annually through presenteeism, sickness absence and staff turnover, according to the Mental Health Foundation. These workshops bring mindfulness and resilience training directly to corporate clients, offering practical, evidence-informed responses to the widely documented crisis of workplace stress and burnout.

Running through everything The Happiness Club does is a deliberate challenge to the norms of the wellness industry as it has traditionally operated. Jo is an outspoken critic of what she refers to as high vibes culture, the kind of performative positivity that encourages people to suppress difficult emotions rather than work through 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.”

Those interested in joining the franchise network can find further information at thehappinessclub.co.uk/franchise.

Award-Winning Interior Designer Lindi Reynolds Takes Her Place on the BIID Student Drawing Competition 2026 Panel

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Lindi Reynolds, founder of the award-winning luxury interior design studio Lindi Reynolds & Co, has been appointed to sit on the judging panel for the British Institute of Interior Design Student Drawing Competition 2026, a highly regarded annual event that exists to shine a light on the next wave of creative talent emerging from interior design education across the UK.

The competition has earned a strong reputation for the platform it provides to students wishing to showcase the depth of their technical and creative drawing skills, connecting emerging designers with experienced professionals who can offer both recognition and invaluable feedback at a formative stage in their careers.

In her capacity as a judge, Lindi Reynolds will assess each entry against a set of criteria encompassing creativity, originality, technical skill and the clarity with which the entrant has communicated their design concept. The panel will convene in London on 10th June 2026, and the name of the winner will be made public on 25th June.

Reynolds arrives on the panel with a career of more than 20 years behind her and a professional background that weaves together fine art, architecture and brand design into a perspective that is both wide-ranging and distinctively her own. Prior to founding Lindi Reynolds & Co, she occupied a senior position within the WPP Fitch Communications Network, gaining deep experience of working with global brands and developing a sophisticated understanding of visual identity and the communication of design intent. She is additionally the founder of The Artists Appreciation Initiative, a platform dedicated to nurturing and supporting emerging British artists.

Her appointment to the panel is a natural reflection of the standing she has built within the interior design profession and of the consistent commitment she has shown to supporting those who are at the beginning of their journeys within the industry.

Commenting on her role in the panel, Reynolds said: “I am truly honoured to be invited to judge the BIID Young Artists Drawing Competition later this year. Drawing is where everything begins — it is the most honest and immediate expression of creative thinking, and there is something deeply exciting about witnessing fresh talent in its early stages. As someone who has spent a career championing the role of art and creativity within design, this feels like a privilege and a responsibility I will relish in equal measure. I cannot wait to see what the next generation has to offer.”

Reynolds also dedicates time to projects that give something back to the communities around her, including planned charitable work alongside the Royal Brompton and Harefield hospitals, activity that sits alongside but extends well beyond the remit of her own studio practice.

Entries for the BIID Student Drawing Competition 2026 opened on 12th March and will be accepted until 14th May. Those entries that make the shortlist will go before the judging panel for consideration in June.

Nearly a Quarter of UK Property Sales Failing to Complete in the Opening Months of 2026

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Headline figures may suggest that the UK housing market is demonstrating a degree of stability in the early part of 2026, but new data reveals that roughly 24% of property sales are still collapsing before they reach the finishing line, indicating that significant challenges remain for buyers and sellers alike.

Quick Move Now has conducted analysis that moves beyond the surface-level statistics to uncover the specific reasons why so many sales are ending in failure. TwentyCi’s latest Property and Homemover Report does show that the overall volume of fall-throughs dropped by 12.1% year on year, yet the underlying causes of those that do collapse continue to pose a considerable challenge for the many thousands of people navigating the UK property market.

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.”

“I was one of the world’s most in-demand keynote speakers earning close to seven figures. But losing it all is what finally made me happy.”

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Jez Rose spent years as the speaker that businesses and organisations turned to when they truly wanted to change the way their people thought and worked. A number one bestselling author and one of the most in-demand keynote speakers of his generation, he became known worldwide for the power and impact of his talks on leadership, behaviour and performance.

When his career reached its zenith, he was living in America, had bought a farm and was travelling the world, speaking in front of audiences numbering in the thousands. The brands on his client list included Ford, Audi, Marriott, Volkswagen and Philips. He featured on BBC, ITV, QVC and Discovery, gave TEDx talks in both the UK and the United States, and was selected by Microsoft as one of the ten business speakers most in demand worldwide. Earlier this year Jez was officially voted in the top UK motivational speakers by a poll of customer feedback, testimonials and live scores.

His business was generating revenue approaching seven figures. Yet the life he was living to sustain that success was relentless in its demands. There was a period in which he spent close to 250 nights of the year sleeping in hotels. The schedule was so unforgiving that on occasion he would find himself at a hotel reception desk, searching for a way to ask, without raising eyebrows, which city he had arrived in.

And then it fell apart.

The life he had constructed no longer exists. What remains in its place is something quieter, simpler and, as he readily acknowledges, far more fulfilling. Jez is now rebuilding his life as a ceramics artist, and using everything he learned during his most difficult period to fuel a new and more honest phase of keynote speaking.

What follows is his story, told in his own words.

“I didn’t decide to become a speaker. I fell into it accidentally, really. I hadn’t even seen a keynote speaker, or known what one was, until about four or five years into doing it. It was never a planned career.

“A friend whose dad was very senior at Lloyds Bank heard me talking about Disney, customer service and leadership. He told me they were sending teams out to Disney in the USA and spending a fortune, and suggested I visit them and do the training for a lot less. Which I did. I delivered the session and had suggested he not pay me unless he thought it was worth it.

“That was the beginning and, from there, it just snowballed. One client led to another, and I was just doing what instinctively felt right to me. I didn’t know what ‘good’ was supposed to look like because I hadn’t seen other speakers at that time, so I just did my thing. I think my unique style and take on delivering information is why people noticed me.

“Before long, I realised it was actually a job. People were booking me to speak at conferences all over the world, audiences were responding really well, and I began to see that I could make a living from doing this thing that I was really enjoying.

“I’ve had an eclectic background, having worked as a television presenter, first in children’s TV and then on shows like Saturday Kitchen, performed for 20 years as a magician, worked in the ambulance service, and, for a short time, trained dogs for TV and film. Part of what I brought to speaking came from those varied skills I had developed. The other part came from a desire to communicate properly and make learning enjoyable.

“I remember sitting through dreadful mandatory training sessions in hospital and thinking, probably quite arrogantly, that I could do better than this. That pushed me to qualify as a further education teacher and properly understand how people learn.

“Once the speaking took off, it moved so quickly. More than 80 per cent of my work came through agents, which is unusual in this industry, and the audiences were large very early on. One of my first major bookings was speaking to 1,000 people in Hall One at the ICC in Birmingham. Bigger conferences brought larger rooms and budgets.

“At its peak, the business was generating close to seven figures.

“But the lifestyle that came with it was often relentless.

“In my busiest year, I spent 233 nights in hotel rooms. There were moments when I genuinely didn’t know where I was. I would go down to reception and try to ask, in a way that didn’t make me sound odd, what city I was in.

“Delivering that many talks takes a toll. Your brain never switches off. You are constantly adapting, reading the room and adjusting your delivery in real time. The travelling is tough, but there is also constant pressure around meeting expectations. People have paid for you to be good, and that sits in the back of your mind all the time.

“Looking back, the warning signs were there, I guess.

“I remember driving to a couple of jobs and thinking I could just keep driving and nobody would know. That was when I realised something wasn’t right.

“At the same time, as the business was growing, I made a decision that turned out to be a huge mistake. I stepped back from being so involved in running it so I could focus on speaking and let others handle everything else.

“The truth is, no one cares about your business as much as you do.

“In retrospect, I was naive and trusted people too easily. I was young, I was earning well, and I assumed the people around me knew what they were doing and would want me to succeed. It didn’t turn out that way, unfortunately.

“The consequences were severe. There was a £150,000 backdated tax payment I discovered after taking what turned out to be incorrect advice from an accountant, and, with that, I had to repay £80,000 in VAT within five days. I took out a personal loan just to cover it.

“Then Covid happened.

“Everything collapsed at the same time. The work disappeared, the income stopped, and the lifestyle I had built vanished with it.

“In the end, I had to sell everything, even the contents of my house. I used to joke that I was busy on eBay, but the reality was I was trying to sell things to pay the bills.

“I had drifted a long way from who I was.

“I can’t believe how different I am now and I’m almost ashamed to say this, but at one point, when things were going well, I was shopping in Fortnum & Mason and saw these beautiful silver pencils based on a Victorian design. They were about £150 each. I bought three, justifying it to myself by saying I needed one for the office, one for my bag and one for home.

“That is how it happens. It becomes normal. Luxury luggage, expensive watches, all the things you think successful people are supposed to have. I used to collect watches. Some of them were incredible.

“Now I have only one left and, really, why do we need more than one watch? It’s a simple watch that costs $20 and features Mickey Mouse. His hands rotate to point to the time. I get more comments about that than I ever did about a £5,000 Cartier watch.

“Losing everything changes you and forces you to reassess what really matters.

“For me, that came back to something I had promised myself when I recommitted to Buddhism. I said I would live my life by three values, in this order: joy, passion and purpose. I wasn’t really living by any of them.

“I’ve experienced a lot of loss in my life, so joy matters to me first. Every day, I make a point of noticing something joyful. Passion is about making a conscious decision to do things I love. That makes me come alive. That’s what working with porcelain does for me now. Then purpose. When I speak to groups of people now, I feel a deep sense of doing something meaningful, evidenced by their reaction and responses to my talks.

“I learned through all of this that what we call success is often an illusion. I know people with huge amounts of money who are very unhappy in life.

“Leaving America was another breaking point. I didn’t want to leave. I made great friends and was creating a life I loved over there, but the people I trusted to get me work didn’t deliver and it ruined my business. I simply couldn’t afford to stay and lost almost everything in my attempt to do so.

“I was a speaker. That was my identity. But when you don’t have any work and aren’t speaking, I was left asking a difficult question: who am I if I am not that?

“That identity loss was as challenging as the financial collapse.

“The answer came from somewhere entirely unexpected. Ceramics.

“I have done a lot of different things in my life, but this is the first time I have felt completely certain. It just feels right in a way nothing else ever has. Working with clay is immensely satisfying, soothing, creative and meditative. I don’t have to travel, don’t have endless meetings, and can fail as many times as I want without fearing fallout. It is utter joy. I’ve never felt so content.

“Now, I split my time between selective speaking engagements, team-building workshops that use clay, and building a ceramics studio due to launch in 2026. I’ve built charitable giving into everything I now do, with a goal of raising £75,000 over the next year.

“Speaking is still part of my life. I think it always will be. But it’s different now. I say yes to the right things, not everything.

“Since I started talking more openly about failure and my personal reset, I have experienced such a strong response to my work. I think it’s because it’s honest. I am not telling people I climbed a mountain and they can too. I’m simply saying I’m human. I tried, it didn’t work, but the opportunity to start again never expires, so I’m starting again, but this time wiser.

“The result of all of this is that my understanding of success has completely changed and I live a much simpler life now. On the wall where I make my ceramics, I have a writing from the late Thich Nhat Hanh, the Zen Buddhist monk of Plum Village, a tradition I follow, which says, ‘You have enough.’ I see it multiple times every day and it’s a wonderful reminder.

“In practical terms, enough means my bills are covered and there is more money coming in than going out. That’s really all we need. But it also means something deeper. It’s about living in a connected, present and mindful way. While I’ve never been so financially vulnerable, I have also never been happier. Which is quite something, isn’t it? I wake up in the morning and feel grateful. Many people didn’t wake up this morning. I have had what some people would call huge success, and with that came the distraction of continuing to grow and reach for more success. But when you lose it all, you realise that was never the important part. The impact we have while we are here, that is what really matters.”

To find out more about Jez Rose, visit his exclusive speaker agency at speakout.uk.

Every JewelHub™ Order Now Comes with a Curated Surprise Through the New JewelGift™ Programme

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JewelHub™, recognised as the United Kingdom’s first AI-structured modular jewellery brand, has transformed its enduring commitment to generosity into something official, launching JewelGift™ as a permanent pledge to include a complimentary curated surprise gift with every order placed by a customer and every collaboration undertaken with a creator.

The foundation of JewelGift™ is a rich library of 100 symbolic charm motifs, each one drawing from cultural traditions spanning East and West and connected to the 60-year family craft legacy that lies at the heart of JewelHub™, with roots stretching back to the jade trade in Hong Kong. The symbols chosen most often for gifting include those associated with fortune (福), protection, love, clarity and new beginnings, with each selection informed by the time of year, the relevant collection and the significance of the occasion.

Whenever a customer places an order with JewelHub™, something unexpected will be waiting for them inside, handpicked by the team. It is a principle the brand takes seriously: that no order, however modest, should arrive without its own moment of delight.

When a creator begins working with JewelHub™, they receive a curated order before anything is asked of them in return, assembled with the same thoughtfulness, surprise and purpose that goes into every customer order. As the partnership develops, commission is earned on each sale made, with rates that rise alongside the relationship.

Eug Stone, Founder of JewelHub™ said: “We have over 100 charm motifs in our collection, and every one carries meaning. When we select a JewelGift™ for a customer or a creator, we are not filling a box — we are choosing a symbol we think might resonate with them at this moment in their life. That is a very different thing. JewelGift™ is not a discount. It is simply how we choose to do business. Consumer expectations around gifting and brand generosity have shifted. Increasingly, buyers and content creators look for brands whose operational decisions reflect their stated values. Our decision to include a curated gift with every order — and every collaboration — without codes or conditions, reflects a practical commitment to that principle rather than a campaign built around it.”

To find out more about JewelHub™, visit jewelhub.co.uk.

The Rise of the Refurbished Laptop: How UK Buyers Are Changing Their Tech Habits in 2026

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Savings on cost, trustworthy everyday performance and a more sustainable approach to consumption are together bringing about a meaningful change in how British shoppers buy their technology.

The appetite for refurbished laptops among UK consumers shows no sign of waning in 2026, with more people than ever opting for pre-owned devices as a practical way to keep costs down while still benefiting from reliable, capable machines suited to the demands of daily life.

Supporting data from within the industry confirms that this trend is well established and continuing to strengthen. Research published by CONTEXT in February 2026 highlights several noteworthy findings:

  • UK sales volumes for refurbished PCs effectively doubled from the fourth quarter of 2024 through to the fourth quarter of 2025
  • The UK became a larger market than Germany for refurbished PCs at some point during the second half of 2025
  • When measured in the fourth quarter of 2025, refurbished PC unit sales across Europe’s five most significant markets were up 7% compared with the same period the previous year

Why UK Buyers Are Making the Switch

Affordability remains the top reason. A quality refurbished laptop typically costs 30–50% less than its brand-new equivalent. Consumers who browse refurbished tech today will usually find a range of tested devices from major brands, giving them more choice across different budgets.

Confidence is also improving. Buyers who once questioned whether refurbished laptops were reliable are now more likely to focus on grading, testing and battery health instead. This reflects a more informed buyer and a market that has become easier to navigate.

Sustainability is an equally strong driver. Keeping a laptop in circulation for an additional cycle avoids the energy and raw materials required to manufacture a replacement. For environmentally conscious buyers, that is a practical benefit rather than simply a marketing point.

“We are seeing a more informed customer than we did even a year ago,” said a spokesperson for Laptop Outlet. “People still want strong value, but they also want clarity on condition, dependable day-to-day performance and a buying process they can trust. That is why refurbished now feels like a considered first choice for many shoppers, not a compromise.”

That shift is also changing how people assess refurbished laptop deals against new machines. Instead of looking only at headline price, buyers are weighing specification, build quality and intended use more closely. In 2026, that is helping refurbished laptops move further into the mainstream.

Who Is Buying Refurbished in 2026?

The buyer profile has broadened considerably. It is no longer just students or budget-conscious shoppers. Freelancers, small business owners, remote workers, and even schools are now sourcing affordable laptops as a practical, responsible choice.

About Laptop Outlet

Laptop Outlet is a UK technology retailer specialising in tested and graded refurbished laptops and other computing devices. Each device sold is backed by warranty and supplied ready to use.

James Squires Joins Niche Private Clients in Non-Executive Director Capacity

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Niche Private Clients, a firm specialising in wealth management and financial planning, has announced that James Squires has joined its board in the role of Non-Executive Director.

With a professional background spanning over 15 years in financial services, private equity and corporate finance, James will bring his considerable experience to bear on the firm’s strategic direction and plans for sustainable long-term growth.

Prior to joining Niche, James spent 12 years at Phoenix Equity Partners, a UK mid-market private equity fund with assets under management of around £1 billion, where he was a Partner responsible for directing the firm’s financial services investment activity. Before his time at Phoenix, he worked for four years in corporate finance at DC Advisory. James holds a degree in Biochemistry from Oxford University.

Alongside his position at Niche, James maintains a portfolio of non-executive and advisory roles elsewhere in the sector. He is a Non-Executive Director at Mobius Life, an institutional investment platform overseeing more than £30 billion on behalf of UK pension schemes, as well as at Great Yellow, which focuses on advising clients on the financing and performance of nature restoration initiatives.

James also lends his expertise to BIGTXN, a firm providing sanctioned securities screening solutions to financial institutions. Given that the majority of businesses he works with operate under FCA and/or PRA regulation, he has developed a thorough understanding of the strategic, commercial and governance dynamics that are central to running a financial services firm effectively.

Aled Phillips for Niche Private Clients added: “James is someone I’ve known and respected for a long time. He brings a depth of experience and perspective that is rare in our space, and a very clear understanding of what it takes to build something properly over time. As we continue to develop Niche, it was important to bring in someone who can challenge our thinking as much as support it. James does both.”

James’s arrival at Niche Private Clients reflects the firm’s broader intention to invest purposefully in the long-term structure of the business, rather than focusing solely on expanding its size. The addition of senior expertise from private equity and regulated financial services continues to set Niche apart from firms that operate in a more transactional manner, underscoring its commitment to building something that is both strategically considered and genuinely high in quality.

Commenting on his appointment, James added: “Niche has been purpose-built to provide great client outcomes; the combination of high-quality advice from chartered professionals, fantastic client support enabled by a slick tech-stack, and a conflict-free fee model sets Niche apart from the competition. I’m delighted to be working with the team and look forward to supporting the firm’s next phase of development.”

More information about Niche Private Clients is available at https://nichepc.co.uk

Helen McGinn Joins Forces with Calvet to Demystify French Wine for British Shoppers

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Wine brand Calvet has unveiled a new campaign in collaboration with wine writer and broadcaster Helen McGinn, taking aim at one of the most persistent issues facing the UK wine aisle: the confusion that continues to surround French wine for many British shoppers.

Even as the trend towards premiumisation shows no sign of slowing, large numbers of UK wine buyers remain uncertain when faced with French wine, and frequently opt instead for bottles from regions they find easier to interpret, such as those from Italy, Spain or the New World. Data from within the industry indicates that although consumers are increasingly open to spending more on a single bottle, a shortage of confidence at the shelf remains one of the principal barriers to doing so.

Titled A Taste of France with Helen McGinn, the campaign has been developed to address this challenge directly where it matters most, weaving together digital content, integration with e-commerce platforms, and physical activations inside the stores of leading UK retailers.

Launching in April 2026, the initiative takes the shape of a six-episode content series in which McGinn handpicks wines from some of France’s most notable wine-producing regions and presents them alongside simple, home-cooked meal ideas. The episodes will be released via her Instagram account (@knackeredmother), with embedded links taking followers directly to the relevant supermarket listings.

In-store support for the campaign extends across Tesco, Sainsbury’s, Morrisons, Co-op, Waitrose and Ocado, where a number of selected Stock Keeping Units will carry Point of Sale materials and neck tags designed to highlight pairing suggestions and regional identifiers, making the choice of wine less daunting for the average shopper.

The campaign sits within a wider industry trend towards retail activity that is more fully integrated, connecting the discovery and learning process with the final purchase decision in a single, uninterrupted experience. The combination of social content and tangible in-store prompts is intended to lower the barriers that shoppers encounter in the wine aisle and to inspire them to consider styles and regions they might not otherwise have explored.

Henry Colyer, Marketing Manager at Calvet, said: “French wine offers incredible diversity, but we recognise that shoppers often need clearer guidance on the shelf. This campaign is about turning regional complexity into something practical and accessible, helping consumers feel confident trading up and trying new styles.”

The series shines a spotlight on six regions including Bordeaux, Burgundy, Alsace, Loire and Rhône, reinforcing Calvet’s position as a trusted starting point for those consumers who are keen to engage more deeply with French wine but are unsure where to begin.

Helen McGinn added: “Once shoppers understand a region’s style and how it works with the food they already enjoy, French wine becomes far more accessible. This campaign is about making those connections simple and relevant for everyday occasions.”

Running through to the beginning of 2027, the campaign will be sustained by a continuous stream of digital content, ongoing promotion across social channels, and a schedule of in-store activity planned around the seasonal occasions and moments that traditionally drive wine purchasing.

Defence Academy of the UK Engages Sterling Training to Support Instructor Development

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Sterling Training has been appointed by the Defence Academy of the UK to deliver a series of specialist trainer training programmes, designed to develop and strengthen instructional capability within the defence training environment.

The Defence Academy of the UK, which serves as the Ministry of Defence’s foremost institution for professional military education and training for the UK Armed Forces, is partnering with Sterling Training to improve how training is delivered across its programmes, with a specific aim of enriching the learning experience for its international delegates.

The decision to appoint Sterling Training aligns with a growing movement across both defence and commercial sectors to invest in developing internal training capability, a shift prompted by the increasing need for adaptable instruction as workforces become more diverse and multicultural in their composition.

Based in Southampton and led by its founding Managing Director Emma Lacey, Sterling Training provides training solutions that can be deployed at short notice, available through both in-person and online delivery, and reaching clients across the country and beyond, in both defence and business training contexts.

“To now be appointed by the Defence Academy of the UK is a real validation of everything we’ve built, and reflects our commitment to excellence, innovation and long-term impact in defence education and training,” said Emma.

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Managing Director of Sterling Training, Emma Lacey.

The organisation was originally established to deliver rapidly deployable training solutions for military organisations.

“I started Sterling Training in 2015 to meet the demand for high-quality, rapidly deployable training solutions for international military organisations. Beginning in Oman, we quickly earned a reputation for delivering outstanding bespoke training, tailored to diverse operational requirements. 

“TILT (Train the International Learner and Trainee) was born from that experience – designed to ensure our own trainers could deliver in any cultural context – but what happened next surprised even us. It was identified as addressing a critical gap within the British Army’s own framework, adopted as a solution and has since been delivered to more than 2,000 serving personnel,” added Emma.

The TILT programme was developed in 2016 to support effective, consistent and adaptable training delivery across varied learning environments and a wide range of learner profiles. It is embedded within Sterling Training’s trainer development approach and used across defence-related training contexts.

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The appointment comes as defence and commercial organisations increasingly focus on strengthening internal training capability in response to changing learning environments, including the growth of hybrid and digital delivery models.

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Within defence training environments, there is a continued shift towards developing internal instructional capability as organisations modernise training systems and adapt to evolving workforce requirements.

“Synthetic training environments come with inherent dangers”, says Emma, “if we simply bolt technology onto poor trainer practice, we simply have more expensive, less effective training.”

In addition to its international defence work, Sterling Training has held a continuous contract with the British Army since 2016, including the Royal Military Academy Sandhurst, with 6–10 TILT courses delivered annually. Further details on trainer training courses for UK Forces personnel available online. 

Bedford Agency crdone Reaches Finals of Two Categories at SME Bedfordshire Business Awards 2026

crdone, a Bedford-based digital growth agency, has been selected as a finalist in the Business of the Year (Less Than 50 Employees) and High Growth Business of the Year categories at the SME Bedfordshire Business Awards 2026.

The nomination reflects what has been a positive twelve months for the agency, characterised by solid growth and an unwavering commitment to producing results that matter to its clients.

Set up by Carl Darnell, crdone has developed a strong reputation for focusing on how well marketing activity performs, rather than simply doing more of it. The agency works alongside its clients to build coherent strategies, test performance on an ongoing basis, and direct resources towards whatever is most likely to generate meaningful impact.

Being shortlisted across two categories highlights both the momentum the agency has built and how well its methodology is working in practice. Over the course of the last year, crdone has continued to develop its approach to digital growth, guided by a commitment to honest communication, achievable goals, and continuous performance improvement.

Organised by the Bedfordshire Chamber of Commerce, the SME Bedfordshire Business Awards shine a light on businesses that have shown genuine performance, sustainable development, and a positive contribution to the local economy. Finalists are those who can demonstrate tangible results from the previous year.

Making it through to the finals places crdone alongside a small number of businesses that are being recognised for the strides they have made and the contribution they have provided to the region.

Carl Darnell, Founder of crdone, said: “It’s been a strong year for us, but more importantly for our clients. We’ve focused on delivering better outcomes, not just more activity, and that’s what has driven our growth. We test. We measure. We learn. We adapt. Being recognised in both categories is a great result for the team.”

The winners will be revealed at an awards evening on Thursday, 18 June 2026 at The Marquee Bedford, an occasion that will draw together businesses from across Bedfordshire to celebrate the region’s commercial success.