Month: September 2024

We sit down with Jennifer Davidson, the founder of Sleek, a leading experience marketing agency based in London with a global client base.
Known for delivering captivating, immersive events that challenge norms and inspire change, Davidson shares the journey behind launching Sleek and discusses the agency’s core mission to create meaningful connections through expertly crafted live experiences. From the motivations that sparked the creation of the agency, to the values that shape its culture and the innovative approach to client collaboration, Davidson offers a glimpse into what sets Sleek apart in a competitive industry.
I’m the founder of Sleek, a full-service experience marketing agency based in London that works with clients globally.
We’re known for our ability to create real moments that captivate audiences, challenge norms, and inspire change. We pride ourselves on serving as strategic partners for our clients, crafting experiences that leave lasting impressions and creating authentic connections, evoking genuine emotions, and delivering impactful events.
What is the main problem you solve for your customers?
We understand the importance of forming meaningful connections, and we believe that well-crafted events can address this need effectively. Our approach involves a deep dive into a client’s strategy, values, and objectives to design moments that truly resonate with audiences and secure tangible results. Through our comprehensive experiential marketing services, we create immersive live experiences that captivate audiences, develop compelling brand narratives, and produce engaging content.
What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?
It’s hard to believe it’s been over a decade since I started Sleek. In all honesty I did  want to rock the status quo to bring a fresh perspective to agency life. Before taking the leap into agency ownership, I spent years as a freelancer, working with diverse brands and agencies. During this time, I encountered a significant gap in the industry: a lack of transparency and genuine communication. Clients and agencies often spoke in code, and staff welfare and growth seemed secondary to just getting the job done.
What are your brand values?
Respect – This is the foundation of each department. We respect our clients’ businesses, including brand values, working styles, processes and budgets and importantly ourselves and our colleagues.
Versatile – It’s important for us that we tailor our service to your requirements and budget with guaranteed high standard, no matter the size of the event. Our clients always appreciate our flexibility.
Big Hearted – We pride ourselves as being friendly, approachable and reliable, with everyone from clients to partners and suppliers.
Resourceful – We love to be challenged and won’t rest until we’ve found what you’re looking for. We’re always open to thinking differently; from spaces and budgets to objectives and timings. Nothing’s too much trouble. No idea is too big and no request is too quirky. If there’s a way, we’ll find it.
Do your values define your decision making process?
Absolutely, our values are central to our decision-making process. We prioritise working with clients who share our values because they play a crucial role in maintaining our team’s well-being and fostering a positive company culture. We seek partnerships with clients who understand the true role of an agency and are interested in growing together, rather than just engaging in one-off projects.
Is team culture integral to your business?
Building a culture of inclusivity, transparency, and gender equality has always been my top priority. It’s not just about the bottom line; it’s about empowering the team. I’ve created a sense of ownership. With a focus on work-life balance, equal pay, and initiatives supporting women’s health, we’ve fostered an environment where everyone feels valued and empowered. Our most recent employee engagement score of 86% speaks for itself.
What do you do to go the extra mile to show your team you appreciate them?
Doing the bare minimum to be an equal employer was never an option for me and I wanted to tackle specific problems that I know employees face.
I’m so proud that we now have a comprehensive suite of policies and initiatives in place that put employee wellbeing at every life stage into central focus. This really helps foster a culture of inclusivity and transparency. Here are some key examples:
Profit Sharing: Sleek ties a portion of profits to employee performance, further incentivising success and a shared financial stake.
Work-life Balance: Generous parental leave policies exceed legal requirements, recognising the vital role parents play.
Equal Pay: Clear salary bands ensure equal pay for equal work regardless of gender. Bonuses are awarded based on transparent criteria, fostering accountability and ensuring women are rewarded fairly.
Gender Equality Initiatives:
Women in Leadership positions:
Women’s Health & Wellbeing: Programmes specifically address challenges faced by women, including menopause and other health conditions.
In terms of your messaging do you think you talk directly to your consumers in a clear fashion?
Yes, we believe our messaging speaks directly and clearly to our consumers. We recently underwent a ‘Sleek Evolution’, which allowed us to refine our approach to ensure that our communication is straightforward and free of unnecessary jargon. Our goal is for visitors to understand what we offer as soon as they land on our website.
What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?
We always try to remain competitive with our pricing, but pride ourselves on being fair across the board. Having this approach may mean a transparent conversation would need to happen about how that impacts rates. As with all businesses we have to move with the times and do what we need to to protect those we pay a salary to.
How often do you assess the data you pull in and address your KPIs and why?
Often. Every eight weeks we meet as a board where each department reports on their KPIs. This all ladders up to our business strategy and targets. But regardless of meetings, we assess these data points daily to ensure clarity on all metrics. I believe this is why we’ve been able to build the success we have so far as we’re very focussed on ensuring clarity with our goals.
Is tech playing a much larger part in your day-to-day running of your company?
Yes, I think naturally it’s the way the world is moving and as a service-based company with global clients, tech is a tool we have to utilise. It also enables us to find more efficient ways of working though which ultimately benefits the clients bottom line. We also adapt to our clients needs so will often be using different forms of tech for collaborative working. We have an inquisitive team who are always bringing ideas and new tech to the table to inform everyone.
What is your attitude to your competitors?
There is a great quote by Henry Ford that sums this up: ‘The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.’
Our goal is to remain focused on us and not be distracted by our competitors. We aim to create better work this week than we did last week, and make this month better than last month – for no other reason but to continuously raise the bar.
Do you have any advice for anyone starting out in business?
Success wasn’t something I ever expected, and the feelings of doubt were a constant companion. However, my inner thoughts of “you can’t” only fuelled my fire. The truth is anyone can achieve anything they set their mind to. Our abilities aren’t defined by anything other than the belief in ourselves. We should always look to show up with confidence and keep in mind that every failure presents the opportunity to learn, and the harder we work, the closer we get to proving the doubters wrong.
It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?
To relax, recharge, and maintain focus, I prioritise a few key practices. I take Fridays off to ensure I have time to unwind and reflect, as well as spend time with my young son and husband. I also make it a point to exercise regularly, which helps me stay energised and clear-headed.
Mornings are my personal time for quiet reflection; I wake up early to read, journal, and enjoy some peaceful headspace, which sets a positive tone for the day. I cherish time spent with family and friends, especially when we get away to the coast, as it provides a refreshing break from routine.
Additionally, I invest in continuous learning and improvement by using a variety of coaches over the years. I listen to podcasts in the car and read books, which helps me relax away from screens. These practices are essential for maintaining my well-being and sharpening my focus.
Do you believe in the 12 week work method or do you make much longer planning strategies?
We tend to plan on an annual basis, but we ensure that progress is reported on monthly. This approach allows us to remain agile, enabling us to quickly identify any issues and make necessary adjustments to our strategy. By regularly reviewing our performance, we can refine our approach in real-time and stay on track to achieve our goals.
I don’t think there’s a right or wrong way to approach strategy planning – ultimately it’s down to what works for the business, industry they are in and the people doing the doing
What is your company’s sustainability strategy?
This year, we teamed up with The Bulb to create our sustainability strategy. We’re taking a step-by-step approach, starting by measuring our environmental footprint and then building a plan focused on people, planet, and partnerships. I am committed to equipping our team with the tools and knowledge they need to make a difference.
What three things do you hope to have in place within the next 12 months?
Launched the Sleek Academy – We want to take our learning and development programme to another level by engaging an external ambassador to formulate more structured training and development which we will have badges and certificates for. The ultimate goal is to make it an academically accredited course.
Fully execute the Sleek Evolution – We recently announced we were evolving and becoming a full-service experience marketing agency which expanded our service offerings and reinforced our commitment to create authentic and memorable experiences. This evolution will continue to roll out as we implement these new services and offerings to ensure our client’s get access to the best possible event outcomes.
Nailed year 1 of our 3 year strategy – Our company year starts on the 1st August so we want to ensure we are nailing this and getting into the rhythm of our strategy across the board as we’ve just kicked off our new year!
Read more:
Secrets of Success’: Jennifer Davidson, founder, Sleek

Prime Minister Sir Keir Starmer is set to reassure the nation that there is “light at the end of this tunnel,” urging the public to endure short-term financial hardships in exchange for long-term prosperity.
In his first speech to the Labour conference since taking office, he will outline the need for tough economic decisions to address the “black hole” in public finances left by the Conservatives, stating that tax cuts are not on the horizon until these issues are resolved.
Looking to the future, Starmer will pledge that stabilising the economy will deliver tangible benefits over the next five years, including higher growth, reduced NHS waiting lists, stronger borders, and a cleaner energy system. This positive message is aimed at dispelling criticism, even from within his own Cabinet, that his rhetoric since becoming Prime Minister has been too pessimistic.
‘Short-term pain for long-term gain’
Starmer’s speech comes as the government faces backlash over the removal of winter fuel payments for 10 million pensioners, a move that prompted boos at the Labour conference. He will acknowledge the difficulty of the current situation but argue that the sacrifices made today will ultimately lead to a more secure and prosperous future for the country.
“The politics of national renewal are collective,” Starmer is expected to say. “This will be tough in the short term, but in the long term, it’s the right thing to do for our country. If we take tough long-term decisions now—higher economic growth, reduced hospital waiting lists, safer streets, stronger borders, clean British energy—we will reach that light at the end of this tunnel much more quickly.”
His speech is likely to set the stage for the Labour government’s first budget on October 30, where tax increases and spending cuts are expected, echoing earlier warnings from Chancellor Rachel Reeves. While Labour has ruled out raising income tax, National Insurance, VAT, or Corporation Tax, other areas such as Capital Gains Tax and inheritance tax may see adjustments.
Tackling the ‘financial black hole’
Starmer will highlight the £22 billion fiscal deficit inherited from the previous government, warning that financial prudence is essential to prevent further damage to the economy. “It’s not just the financial black hole left by the Tories,” he will say, “but also our decimated public services. Just because we want low taxes and good public services doesn’t mean we can ignore the need to properly fund policies.”
The Prime Minister’s remarks are expected to include a defence of Labour’s economic strategy, positioning it as the only responsible path forward after years of what he describes as Conservative economic mismanagement. This comes as Starmer faces declining approval ratings and disillusionment among voters, with some accusing him of focusing too heavily on the mistakes of the previous government rather than offering hope for the future.
Read more:
Starmer promises ‘light at the end of the tunnel’ despite looming tax rises

Goldman Sachs has predicted that the pound will surge to its highest level against the US dollar in over three years, buoyed by strong UK economic growth and a gradual reduction in interest rates by the Bank of England.
The US investment bank forecasts sterling will reach $1.40 within the next year, a significant leap from its current value of $1.33 and surpassing its previous projection of $1.32.
Goldman also anticipates that the pound will be among the top-performing currencies against the US dollar over the coming year, with the euro also rising to $1.15 from $1.11.
According to Goldman, the Bank of England’s “patient” approach to lowering interest rates, in contrast to more aggressive cuts from other central banks, will be a key driver of the pound’s strength. Last week, the Bank chose to maintain interest rates at 5%, while the US Federal Reserve reduced its benchmark rate to a range of 4.75% to 5%. Historically, higher interest rates tend to boost demand for a currency by offering better returns on investments like bonds.
Goldman Sachs analysts also noted that the UK’s “solid growth momentum” would fuel sterling’s rise, especially as a robust US economy increases global demand for riskier assets such as the pound. Reduced political volatility under the Labour government is another stabilising factor, as confidence in the currency rebounds following the turbulence of the Truss administration’s mini-budget in September 2022.
Rachel Reeves, the Chancellor, reinforced Labour’s commitment to driving economic growth in her speech at the party’s conference, marking the first time a sitting chancellor has spoken at the event in 15 years. Reeves pledged an ambitious budget on October 30 that would reject austerity while prioritising public investment and working in tandem with the private sector to bolster the economy.
However, she acknowledged the need for tough fiscal decisions, citing a £22 billion deficit inherited from the previous government, which Labour plans to address through a combination of tax increases and spending adjustments.
Read more:
Pound set to reach highest level against US dollar since 2021, says Goldman Sachs

JCB, the renowned Staffordshire-based manufacturer of heavy machinery, has reported a significant surge in profits despite a global slowdown in the machinery sector.
The company posted a 44% increase in pre-tax profits, reaching £806 million last year, up from £558 million in 2022. Revenue also saw an impressive 14% rise, totalling £6.5 billion, as machine sales soared to 123,228 units, compared to 105,148 the previous year.
While the global construction and agricultural machinery market contracted by 4.3%, JCB defied the trend and remained debt-free, marking it as one of the UK’s top-performing manufacturers. The company’s growth was particularly strong in North America, its largest market, and India, while it gained market share in the UK despite a flat performance domestically.
Graeme Macdonald, JCB’s CEO, acknowledged challenging conditions in the UK and Europe, particularly in Germany, where economic activity had sharply declined. The slowdown in UK housebuilding had also affected machine utilisation rates. However, the company’s focus on innovation, including its new JCB Pothole Pro and ongoing development of hydrogen combustion engines, has positioned it for future growth.
Founded in 1945, JCB is chaired by Lord Bamford and employs 15,000 people globally, with manufacturing operations across four continents.
Read more:
JCB boosts profits despite global market downturn

GMB, one of the UK’s largest trade unions, is urging the government to favour businesses that recognise trade unions when awarding public contracts.
The call comes after revelations that Amazon secured £1 billion in government contracts despite allegations of “union-busting” practices.
At the Labour Party conference today, GMB will push for companies that recognise trade unions and allow unions to engage with their workers on recognition to receive preferential treatment in public procurement processes.
This follows a narrowly missed vote at Amazon’s Coventry distribution centre in July, where workers came within 28 votes of becoming the first site outside the US to compel Amazon to negotiate union terms. GMB is now mounting a legal challenge against Amazon, accusing the company of pressuring employees to revoke their union membership, making it harder to reach the threshold for union recognition. Amazon has denied the claims.
Most of the £1.04 billion in contracts awarded to Amazon last year were for cloud services, according to data from Tussell, analysed by GMB. Gary Smith, GMB’s general secretary, stated that if Amazon is to continue receiving such lucrative government contracts, it must start treating its workers with respect, which includes fair pay and better working conditions.
The Labour government has pledged to simplify union recognition procedures and give workers more rights, aiming to create a more balanced power dynamic between employers and unions. Current rules prevent unions from reapplying for statutory recognition for three years if they fail to meet the required vote threshold.
Amazon responded by saying that employees have always had the choice to join or not join a union and that direct engagement with workers is a key part of the company’s culture.
Read more:
GMB calls for government to prioritise union-friendly firms in public contracts

The pace of economic growth in the UK slowed in September, as concerns about the government’s upcoming budget weighed on business activity, according to a preliminary estimate from the widely tracked PMI (Purchasing Managers’ Index).
The UK PMI “flash” composite output index, which measures business activity in both the services and manufacturing sectors, slipped to 52.9 in September from 53.8 in August, falling short of the consensus forecast of 53.5. Although the figure remains above the 50-point threshold, indicating continued growth, it reflects a deceleration in the pace of recovery.
The PMI, compiled by S&P Global from a survey of 1,300 firms, highlighted that businesses are increasingly adopting a “wait and see” approach in the lead-up to Chancellor Rachel Reeves’ budget announcement on October 30. Some companies have paused investment and recruitment decisions until fiscal policies are clarified.
Chris Williamson, chief economist at S&P Global Market Intelligence, noted that while business optimism had risen, uncertainty about the budget was “jangling nerves,” particularly in the manufacturing sector. “Investment plans have been put on hold, and hiring has slowed as businesses await clarity on government policies, especially taxation,” he said.
Both services and manufacturing sectors experienced a slower pace of growth than in August, with new business tempered by fragile client confidence and a reduction in inventory levels. However, Williamson was optimistic, stating that the data suggested a “soft landing” for the UK economy and that inflation pressures appeared to be easing without triggering a downturn.
While costs faced by businesses rose in September, breaking a 45-month low recorded in August, the rate at which companies raised prices was the slowest since February 2021, hinting that inflationary pressures may be under control.
Despite the slowdown, Alex Kerr from Capital Economics said the dip in the PMI was not indicative of a looming downturn. He expects the Bank of England to make one more cut to the base rate this year, following the reduction from 5.25% to 5% in August, with further cuts expected in 2024.
The final PMI report, based on more complete data, may revise these initial estimates.
Read more:
UK economic growth slows amid uncertainty over upcoming budget

South Yorkshire is set to host Britain’s first factory dedicated to building small modular reactors (SMRs), marking a significant boost for the region’s economy and the UK’s nuclear industry.
Holtec, a privately owned nuclear company headquartered in Florida, has chosen South Yorkshire as its preferred location for the £1.5 billion facility after considering sites across the country, including in the West Midlands, Cumbria, and Teesside.
The factory could create up to 3,000 high-tech jobs, manufacturing components for SMRs—a technology that could become central to the UK’s planned nuclear revival. Holtec is exploring several sites in the county, including areas around the city of Doncaster.
Gareth Thomas, Director of Holtec Britain, said: “Holtec Britain was impressed by the resounding interest in our new SMR factory across the UK and the strong support received by the local authorities during our engagements. South Yorkshire overcame stiff competition from other areas of the UK to be our preferred location for our advanced SMR factory.”
The region offers practical benefits for Holtec, including proximity to Sheffield Forgemasters, a specialist in complex castings required for reactor housings, and a skilled workforce rooted in heavy engineering traditions.
Oliver Coppard, South Yorkshire Mayor, commented: “In South Yorkshire, we’re building on hundreds of years of innovation and engineering heritage to create world-leading facilities, skills, and expertise today; assets that will power the clean energy transition in the UK and beyond. We are right at the cutting edge of the new nuclear, hydrogen, and sustainable aviation sectors, and proud to be home to the largest cleantech sector in the UK.”
SMRs are seen as a potential breakthrough in nuclear technology, aiming to reduce the cost and construction time of nuclear power plants. Unlike large reactors built on-site from scratch, SMRs are constructed from modules manufactured in factories and assembled on-site, which proponents say will make them cheaper and quicker to produce at scale.
Holtec is one of five companies vying for government funding to build the country’s first SMRs, alongside Rolls-Royce, Westinghouse, GE Hitachi, and NuScale. Great British Nuclear, the government agency overseeing the competition, is expected to narrow the shortlist from five to four companies later this month. Two winners are anticipated to be selected either late this year or in early 2025 and will be granted sites to develop.
Read more:
South Yorkshire selected for £1.5bn mini-nuclear reactor factory, creating 3,000 jobs

Middle-class homeowners across the UK are postponing their kitchen renovation plans as fears mount over potential tax hikes in the forthcoming October Budget.
The possibility of higher taxes, signalled by shadow chancellor Rachel Reeves, has led to a marked decline in consumer confidence, according to kitchen retailers.
Jamie Everett, co-founder of bespoke kitchen manufacturer Naked Kitchens, noted a sharp drop in orders after a strong start to the year. He said: “In September, it’s like somebody just turned the tap off. The Budget is the big roadblock right now.”
Many customers are adopting a wait-and-see approach, concerned that tax increases could impact their disposable income. Kitchen retailers such as Thomas Matthew in Dorset report that some customers have explicitly stated they are waiting for the Budget before proceeding with orders.
The uncertainty has had a knock-on effect on consumer confidence across the wider home improvement sector. According to GfK’s consumer confidence index, there has been a notable drop in sentiment, plunging seven points in September to -20, indicating that households are feeling less secure about their finances.
Retailers are also grappling with the aftershocks of supply chain disruptions and rising costs from recent years. Vince Gunn, CEO of Harvey Jones, observed that the positioning of the Budget has further diluted consumer confidence, despite a relatively positive economic outlook earlier in the year.
Nick Glynne, CEO of Buy It Direct Group, which sells large home items such as appliances and furniture, echoed these concerns, citing a 9% decline in website traffic following public discussions about potential tax increases. “We’re dependent on excess cash,” Glynne said, emphasising the impact that fiscal uncertainty is having on high-ticket purchases like kitchens.
As the sector waits for clarity in the autumn Budget, kitchen retailers remain cautious, with many anticipating that a difficult market may persist for up to six months if significant tax hikes are introduced. The potential strain on consumer spending could further exacerbate challenges for businesses already on the edge following years of economic turbulence.
Read more:
Middle-class homeowners put kitchen renovations on hold over fears of tax hikes in autumn budget

It’s a warm, sunny day on Slough Trading Estate, where enormous grey warehouses dominate the skyline. But inside one of these unassuming buildings, the future is unfolding.
At Equinix’s LD6 data centre, Mike Oxborrow, senior sales engineer, demonstrates the high-security measures required for entry, including biometric scans. Once through the airlock, known as a “man trap”, visitors are greeted by spotless corridors lined with server-filled cages, their fans working overtime to cool the hardware.
This facility is just one of six Equinix sites in the town, a crucial hub for some of London’s financial institutions. The demand for data centres is surging, driven by the exponential growth of AI and cloud computing. With the UK government recently designating data centres as “national critical infrastructure”, these vast facilities are becoming more essential than ever.
“The boom is already here,” says Harro Beusker, CEO of nLighten, a data centre developer. “Over the last 25 years, IT has grown more important, and now companies are investing more, even beyond economic cycles.”
This month, Amazon announced an £8 billion data centre investment in the UK, promising 14,000 new jobs. Meanwhile, Global Infrastructure Partners and Microsoft have launched a $30 billion global fund to support AI-driven data centre projects. Investors, lured by the high capital requirements and substantial barriers to entry, are eager to capitalise on this rapidly expanding sector.
Data centres are no longer just urban phenomena. Regional hubs are gaining traction, with Newcastle emerging as a hotspot. Firms like Stellium are building data centres there, capitalising on lower land and staffing costs while remaining connected to undersea fibre-optic cables. AI may make these regional centres even more viable, as it is less dependent on the low-latency demands of traditional cloud computing.
Despite the optimism, challenges remain. Data centres are power-hungry operations, with their electricity needs set to increase six-fold over the next decade. As the industry scales up, balancing energy demands with sustainability goals is a critical issue.
The future is not without its uncertainties, but what is clear is that the UK is at the forefront of a data centre revolution. From Slough to Newcastle, these facilities are driving technological change, creating regional job opportunities, and prompting major infrastructure investments across the country.
Read more:
The rise of AI-fuelled data centres set to transform UK regions