Michael Lorimer: Talented Brits can power our economic renaissance, but only if government allows them to
Unelected doesn't mean harmless.
Michael Lorimer is Chief Executive of DCS Group.
Britain’s economic story has always been written by people willing to take risks, build businesses and create work for others. From family firms to fast-growing challengers, enterprise is the quiet engine of national prosperity. Yet today, that engine is being asked to run with the handbrake on.
Prosperity comes through growth yet at precisely the moment when growth should be the Government’s central mission, British businesses face a cocktail of rising taxes, regulatory burdens and policy uncertainty that actively discourages long-term thinking. Nowhere is this clearer than in the treatment of family businesses.
The latest family business polling report from the Jobs Foundation paints a sobering picture. Changes announced in the Budget have shaken confidence among family firms, making it harder for them to plan, invest and pass businesses on to the next generation.
Family businesses account for a significant share of private sector employment in the UK. They invest smartly, train locally and think generationally. Undermining their stability may raise short-term revenue, but it risks long-term damage. Fewer jobs created, less capital invested and less wealth retained in Britain.
At DCS Group, we are determined not to let that happen on our watch.
Despite a difficult economic backdrop, we are on a clear path towards £1 billion in turnover. That ambition is not about scale for its own sake. It is about building a strong, sustainable British business that creates jobs, develops skills and supports a broad UK supply chain. Even in today’s climate, we are investing £10 million in a new Customer Innovation Centre and offices, because standing still is not an option.
We were pleased to welcome Kemi Badenoch and Sir Mel Stride to DCS recently. They spent time on our warehouse floor, picking products and working on our co-packing lines, seeing first-hand the operational realities of a British business like ours. We discussed our growth plans, the pressures facing employers and the stark findings of the Jobs Foundation report. It was refreshing to have a serious policy conversation grounded in reality.
But while policy matters, businesses ultimately succeed or fail because of people.
People like Karen, now our Head of Quality and Compliance, who joined DCS in 2003 as a temporary warehouse order checker. She left school at 16 and learned her trade through on-the-job training and sheer determination. Over two decades, she progressed into senior leadership. Her journey is a reminder that Britain’s talent is not confined to university lecture halls.
Then there’s Ella, one of our health and safety apprentices, who joined us in her early twenties after an injury forced her to change career direction. She is …
Unelected doesn't mean harmless.
Michael Lorimer is Chief Executive of DCS Group.
Britain’s economic story has always been written by people willing to take risks, build businesses and create work for others. From family firms to fast-growing challengers, enterprise is the quiet engine of national prosperity. Yet today, that engine is being asked to run with the handbrake on.
Prosperity comes through growth yet at precisely the moment when growth should be the Government’s central mission, British businesses face a cocktail of rising taxes, regulatory burdens and policy uncertainty that actively discourages long-term thinking. Nowhere is this clearer than in the treatment of family businesses.
The latest family business polling report from the Jobs Foundation paints a sobering picture. Changes announced in the Budget have shaken confidence among family firms, making it harder for them to plan, invest and pass businesses on to the next generation.
Family businesses account for a significant share of private sector employment in the UK. They invest smartly, train locally and think generationally. Undermining their stability may raise short-term revenue, but it risks long-term damage. Fewer jobs created, less capital invested and less wealth retained in Britain.
At DCS Group, we are determined not to let that happen on our watch.
Despite a difficult economic backdrop, we are on a clear path towards £1 billion in turnover. That ambition is not about scale for its own sake. It is about building a strong, sustainable British business that creates jobs, develops skills and supports a broad UK supply chain. Even in today’s climate, we are investing £10 million in a new Customer Innovation Centre and offices, because standing still is not an option.
We were pleased to welcome Kemi Badenoch and Sir Mel Stride to DCS recently. They spent time on our warehouse floor, picking products and working on our co-packing lines, seeing first-hand the operational realities of a British business like ours. We discussed our growth plans, the pressures facing employers and the stark findings of the Jobs Foundation report. It was refreshing to have a serious policy conversation grounded in reality.
But while policy matters, businesses ultimately succeed or fail because of people.
People like Karen, now our Head of Quality and Compliance, who joined DCS in 2003 as a temporary warehouse order checker. She left school at 16 and learned her trade through on-the-job training and sheer determination. Over two decades, she progressed into senior leadership. Her journey is a reminder that Britain’s talent is not confined to university lecture halls.
Then there’s Ella, one of our health and safety apprentices, who joined us in her early twenties after an injury forced her to change career direction. She is …
Michael Lorimer: Talented Brits can power our economic renaissance, but only if government allows them to
Unelected doesn't mean harmless.
Michael Lorimer is Chief Executive of DCS Group.
Britain’s economic story has always been written by people willing to take risks, build businesses and create work for others. From family firms to fast-growing challengers, enterprise is the quiet engine of national prosperity. Yet today, that engine is being asked to run with the handbrake on.
Prosperity comes through growth yet at precisely the moment when growth should be the Government’s central mission, British businesses face a cocktail of rising taxes, regulatory burdens and policy uncertainty that actively discourages long-term thinking. Nowhere is this clearer than in the treatment of family businesses.
The latest family business polling report from the Jobs Foundation paints a sobering picture. Changes announced in the Budget have shaken confidence among family firms, making it harder for them to plan, invest and pass businesses on to the next generation.
Family businesses account for a significant share of private sector employment in the UK. They invest smartly, train locally and think generationally. Undermining their stability may raise short-term revenue, but it risks long-term damage. Fewer jobs created, less capital invested and less wealth retained in Britain.
At DCS Group, we are determined not to let that happen on our watch.
Despite a difficult economic backdrop, we are on a clear path towards £1 billion in turnover. That ambition is not about scale for its own sake. It is about building a strong, sustainable British business that creates jobs, develops skills and supports a broad UK supply chain. Even in today’s climate, we are investing £10 million in a new Customer Innovation Centre and offices, because standing still is not an option.
We were pleased to welcome Kemi Badenoch and Sir Mel Stride to DCS recently. They spent time on our warehouse floor, picking products and working on our co-packing lines, seeing first-hand the operational realities of a British business like ours. We discussed our growth plans, the pressures facing employers and the stark findings of the Jobs Foundation report. It was refreshing to have a serious policy conversation grounded in reality.
But while policy matters, businesses ultimately succeed or fail because of people.
People like Karen, now our Head of Quality and Compliance, who joined DCS in 2003 as a temporary warehouse order checker. She left school at 16 and learned her trade through on-the-job training and sheer determination. Over two decades, she progressed into senior leadership. Her journey is a reminder that Britain’s talent is not confined to university lecture halls.
Then there’s Ella, one of our health and safety apprentices, who joined us in her early twenties after an injury forced her to change career direction. She is …
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