Dr David Bozward

Tag: British Business

  • 90 New Businesses an Hour: Entrepreneurship Is Alive and Well in the UK

    90 New Businesses an Hour: Entrepreneurship Is Alive and Well in the UK

    It is easy to believe that entrepreneurship in Britain is struggling.

    High interest rates, uncertain consumer demand, taxation, regulation and geopolitical instability create a difficult environment for anyone considering starting a business. Yet one of the most interesting pieces of recent UK business news tells a different story.

    Britain registered 388,922 new companies during the first half of 2026.

    That represents a 9% increase compared with the same period in 2025 and equates to approximately 90 new businesses being incorporated every hour.

    Entrepreneurship in Britain appears remarkably resilient.

    Entrepreneurship thrives on change

    The important question is why.

    Entrepreneurial opportunities frequently emerge precisely when established markets are changing.

    Artificial intelligence is transforming professional services. Cybersecurity requirements are creating new markets. The energy transition is reshaping infrastructure and manufacturing. Defence investment is generating demand across supply chains. Universities continue to produce intellectual property capable of becoming commercial ventures.

    Each transition creates problems requiring solutions.

    Entrepreneurs recognise those problems as opportunities.

    A striking recent example is manufacturing start-up Isembard, which has opened a 160,000-square-foot factory close to Tower Bridge in London. The company intends to manufacture components for drones, submarines, robots, rockets and jet engines, using software-driven manufacturing methods. It currently employs around 35 people and reportedly expects that figure to reach approximately 200 next year.

    This is entrepreneurship applied to one of Britain’s oldest industries: manufacturing.

    Capital is still looking for entrepreneurs

    Investment is also continuing.

    On 23 September, the British Business Bank announced a £50 million commitment to Phoenix Court, alongside institutional investors including M&G, NatWest and HSBC. The objective is to provide growth capital to British technology and science companies capable of scaling internationally.

    Earlier in September, a further £210 million South East Investment Fund was launched, offering loans between £25,000 and £2 million and equity investments of up to £5 million for growing SMEs.

    These developments matter because entrepreneurship requires more than ideas.

    It requires an ecosystem containing finance, skills, customers, universities, infrastructure, mentors and experienced founders.

    The UK already possesses many of these ingredients.

    Indeed, the UK remains the world’s third-largest venture capital market behind the United States and China.

    Entrepreneurship is spreading beyond traditional clusters

    Perhaps the most encouraging development is the geographical spread of entrepreneurial activity.

    London, Oxford and Cambridge remain important innovation centres, yet entrepreneurial capability is increasingly visible across Britain.

    Recent analysis has highlighted how successful British technology companies can become what might be described as “founder factories”. People learn how to build teams, raise investment, develop products and enter international markets inside growing companies. Some subsequently use that experience to establish businesses of their own.

    That effect is increasingly visible in cities including Manchester, Bristol, Edinburgh, York and Warrington.

    Entrepreneurial ecosystems can therefore become self-reinforcing.

    One successful company creates experienced employees. Those employees become founders, investors, advisers and mentors. Their businesses create another generation of entrepreneurial talent.

    The nature of entrepreneurship is also changing

    The next generation of UK businesses may look very different from those created even ten years ago.

    AI allows small teams to automate administration, undertake sophisticated analysis, develop software rapidly and reach international customers. Cloud infrastructure reduces the capital required to launch technology businesses. Digital marketplaces provide immediate routes to customers.

    This creates the possibility of the highly leveraged entrepreneur: a founder capable of achieving significant economic output with a comparatively small organisation.

    That could dramatically widen participation in entrepreneurship.

    Britain still has entrepreneurs

    Britain undoubtedly faces economic challenges. Entrepreneurship, however, should be judged partly by how people respond to those challenges.

    Nearly 389,000 company registrations in six months suggest that hundreds of thousands of people are still prepared to identify opportunities, accept uncertainty and attempt to build something.

    The bigger policy question therefore concerns what happens next.

    Starting companies is important. Helping the strongest of them survive, innovate, employ people, export and scale is where much of the long-term economic value will be created.

    Entrepreneurship is alive and well in the UK. Our next challenge is creating an environment in which more of those 90 businesses being created every hour can become the successful employers, exporters and innovators of the next decade.

  • English Whisky: A New Entrepreneurial Ecosystem Is Emerging

    English Whisky: A New Entrepreneurial Ecosystem Is Emerging

    English whisky has reached an important inflection point. The UK Government has approved English Whisky/English Whiskey as a protected Geographical Indication (GI), with registration taking effect on 1 October 2026. The decision gives English whisky a recognised geographical identity alongside established protected whisky categories and creates something particularly interesting for entrepreneurs: a new market category around which businesses, brands and experiences can be built.

    The numbers already suggest significant momentum. More than 70 distilleries now produce English whisky, compared with 46 in 2023. English whisky is exported to more than 30 countries, while industry estimates put the value of whisky currently maturing in English casks at approximately £1 billion.

    That combination of regulatory recognition, growing production capacity and international interest creates entrepreneurial opportunities extending far beyond opening another distillery.

    1. Building the English whisky brands of the future

    The most obvious opportunity lies in brand creation.

    Scotch benefits from centuries of accumulated recognition. English whisky has the advantage of being a much younger category whose identity is still being formed.

    Entrepreneurs therefore have space to experiment with provenance, grain varieties, production techniques, maturation, casks and regional storytelling. The English Whisky Guild itself emphasises diversity, creativity and innovation as important characteristics of the developing category.

    The commercial opportunity comes from converting that innovation into distinctive premium brands. Consumers increasingly buy provenance and experience alongside the liquid itself. A whisky connected convincingly to Yorkshire, the Cotswolds, East Anglia or another English landscape can create a proposition combining product, place and story.

    2. Whisky tourism could become a significant industry

    A second opportunity sits outside the bottle.

    Successful whisky regions generate economic activity through distillery tours, hotels, restaurants, festivals, tasting experiences, specialist retail and tourism routes.

    England already possesses a substantial domestic and international tourism economy. English whisky can become another layer within it.

    Imagine regional whisky trails connecting distilleries with local hotels, restaurants, farms and heritage attractions. Entrepreneurs could develop curated tasting weekends, corporate experiences, whisky schools, specialist tours and premium hospitality packages.

    This creates an important economic multiplier. The value generated by a distillery begins flowing into neighbouring businesses and communities.

    3. A new supply chain needs to develop

    Every expanding industry creates opportunities around its core producers.

    English whisky needs farmers, maltsters, barrel suppliers, logistics providers, bottlers, designers, laboratories, technology companies, distributors, exporters and specialist professional advisers.

    This may prove to be one of the most interesting entrepreneurial effects of GI recognition.

    A growing cluster of 70-plus distilleries creates sufficient critical mass for businesses dedicated specifically to supporting English whisky. Digital traceability, sustainability measurement, specialist insurance, cask management, export compliance and direct-to-consumer technology are examples of services that could develop alongside the category.

    The entrepreneurial opportunity therefore includes building the infrastructure around English whisky.

    4. Export represents perhaps the biggest prize

    English whisky is already sold in more than 30 international markets. GI protection provides another mechanism for establishing authenticity and protecting the category as international awareness grows.

    Entrepreneurs should think internationally from the outset.

    Specialist export agencies, overseas distributors, whisky clubs, luxury retailers and hospitality partners could help smaller English producers enter markets that would be difficult to access independently.

    There is also an opportunity for collaboration. Several producers working together can promote English Whisky as a category while maintaining competition between individual brands.

    The first commercial battle is therefore category awareness. Once consumers recognise English whisky as a category worth exploring, individual brands gain a larger market within which to compete.

    5. Innovation can become England’s competitive advantage

    A young industry also has fewer inherited assumptions about how things have always been done.

    That creates room for experimentation.

    The English Whisky Guild has highlighted approaches that allow producers to draw upon brewing expertise and develop distinctive production methods. This connection between brewing, farming, distilling and innovation could become an important feature of English whisky’s identity.

    Universities and agricultural colleges could also participate through research into grains, fermentation, sustainability, sensory science, manufacturing technology and circular production systems.

    English whisky consequently has the potential to become an innovation ecosystem as much as a drinks category.

    The opportunity is bigger than whisky

    The wider lesson is about how entrepreneurial ecosystems emerge.

    A protected geographical identity establishes boundaries around a category. Producers create products within it. Suppliers develop around those producers. Tourism builds around the places. Researchers improve processes. Exporters open markets. Investors provide capital. Consumers gradually develop recognition and trust.

    That is how a cluster develops.

    English whisky appears to be entering precisely this stage.

    The entrepreneurs who benefit most may therefore include distillers, farmers, technologists, tourism operators, exporters, designers, retailers and investors.

    The billion pounds of whisky currently maturing in English casks represents accumulated product value. The greater entrepreneurial opportunity lies in building the ecosystem that will eventually sell, support and amplify it.

    English whisky has secured its identity. The next phase is about turning that identity into businesses, jobs, exports, innovation and regional economic growth.