November 2018
scaleupinstitute.org.uk @Scaleupinst
Annual
ScaleUp
Review
2018
ACKNOWLEDGEMENTS

Our thanks to our partners, supporters and
contributors to this document.
Report design by NEO and StudioTM
www.neoposition.com
www.studiotm.agency
This work contains statistical data from ONS which is
Crown Copyright.
The use of the ONS statistical data in this work does
not imply the endorsement of the ONS in relation to
the interpretation or analysis of the statistical data.
This work uses research datasets which may not exactly
reproduce National Statistics aggregates.
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www.scaleupinstitute.org.uk
@scaleupinst
THE ANNUAL SCALEUP REVIEW
NOVEMBER 2018
The ScaleUp Institute is a private sector-
led, not-for-profit organisation focused on
collaborating with policy makers, corporates,
finance players, educators and government at a
local and national level.
Our mission is to help the UK to become the
best place in the world to grow a business as
well as start one, and enable our existing high-
growth businesses to scale up even further.
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Forewords
4
Kelly Tolhurst MP
Small Business Minister and Scale Up Champion
for Government
6
Sherry Coutu, Chair, ScaleUp Institute

Executive overview
12
Irene Graham, CEO, ScaleUp Institute

Chapter One
28 Scaleup business landscape
Including update on numbers and 2018 survey analysis

Chapter Two
68 Leading programmes breaking down the barriers for scaleups
How national and international ecosystem actors are leaning in
to engage with scaleups leading case studies and insights.


Chapter Three
130 The local scaleup ecosystem
Driving UK economic growth through scaleup ecosystems


Chapter Four
190 Shaping policy to foster UK Scaleups: Breaking down barriers

Chapter Five
230 Looking forward

Annexes
234 1. Local Area Summaries
276 2. The ScaleUp Institute
Contents
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SECTION TITLE
Kelly Tolhurst MP
Small Business Minister and Scale Up
Champion for Government
Introduction
4
High growth businesses are a critical part of our
economy and make a significant contribution to
economic growth and national productivity.
The number of scaleups is increasing, driving job
creation and growth right across the country.
The UK is home to c35,000 scaleups, making us
one of the leading OECD countries for our share
of high growth businesses.
Through our modern Industrial Strategy this Government is taking
forward a package of measures to help businesses to scale up and
improve their productivity, with a dedicated action plan to unlock over
20 billion of investment in innovative and high potential businesses,
including a 2.5bn investment fund incubated in the Government-
owned British Business Bank. Our network of 38 Growth Hubs
provides a local point of access to the range of support available to help
businesses overcome the barriers to growth.
Having run my own business, I am acutely aware of the challenges fast
growing businesses face and I am determined to use my role as Scale Up
Champion to create the right conditions for businesses to succeed.
The ScaleUp Institute is a key partner for us in this endeavour,
helping drive forward this work and making a real difference to scaleups
across the country through their research and education programmes.
I look forward to continuing to work with the ScaleUp Institute on
this exciting agenda.
Kelly Tolhurst MP
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SECTION TITLE
Foreword
Sherry Coutu
Chair, ScaleUp Institute
6
As this 2018 Review demonstrates, the
evidence is clear for the UK economy,
scaling companies are the engine of growth:
creating high quality jobs and new tax
receipts; leading business investment and
innovation; and providing an important
answer to the UK's great productivity
puzzle. Scaleups have the potential to
give the UK a competitive advantage for
generations to come. And it will be scaleups
that lead any export drive; they are already
twice as likely to be international, hungry
to expand further overseas and expecting
to grow in the next 12 months by expanding
into new markets.
Just four years ago I kicked off the debate
in the Scaleup Report on UK Economic
Growth, using evidence from several
different sources. This showed that a
one per cent boost to the UK scaleup
population would create an additional
238,000 jobs and 38bn in Gross Value
Added (GVA), and over time generate an
additional 225bn in (net) GVA. In the
intervening years, the ScaleUp Institute has
become the foundation for a growing body
of evidence and proposed solutions to the
challenges that scaling companies face.
Year on year thanks to the work of the
Institute, our ambassadors, partners and
collaborators more and more private,
education, and public sector organisations
have mobilised to focus on scaleups and
to realise the potential of these 'growth
heroes'.
This 2018 Review demonstrates that we are
making good progress, but that there is still
much more to be achieved.
Scaleup leaders may be global in their
ambitions, but they want solutions and
programmes delivered locally, in the
communities in which they are based.
To this end, I was delighted that earlier
this year the Institute convened its third
executive education course at Leeds
University on 'Driving Economic Growth
through Scaleup Ecosystems' (DEG)
involving Babson College and supported by
Goldman Sachs 10,000 Small Businesses
UK, Innovate UK and the British Business
Bank. The course brought together over 60
local leaders, including scaleup businesses,
from around the country to understand
the ingredients that can foster a world
class scaleup environment in their locality.
This means that over the past two years we
have trained over 200 ecosystem leaders,
covering many localities of the country
and we are excited by the progress the first
three cohorts are making and the learnings
being exchanged with each other.
If delivery is local, we must also be able to
assess our progress through a local lens.
To truly become a Scaleup Nation, senior
leaders from every scaling business in every
part of the UK should have the tools and
support they require.
This year with our direct access to detailed
datasets from the Office for National
Statistics (ONS) we are able to further
analyse in depth the diversity of scaleup
growth across the country; we can see
where communities are forging ahead in
scaleup development and where scaleup
'cold spots,' remain.
In Chapter 1, we analyse the developing
landscape right down to local authority
level. Looking at our map on page 33, we
aspire to work together to achieve the dark
green colour throughout, yet there are
some cold spots where urgent action needs
to be taken. Some areas, such as the West
of England, Cornwall and Enterprise M3,
are doing terrifically well. Other areas are
lagging, but introducing initiatives, such as
in the Tees Valley where Teesside University
As the UK faces an increasingly
competitive and uncertain
economic outlook, the need for
communities to be able to drive
their economic growth remains
mission-critical. There has never
been a more important time to
focus on scaling businesses.
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launched its LEAP 50 this year to tackle
their local scaleup challenge.
The development of thematic programmes
to address scaleup barriers is covered in
Chapter 2. I am very excited that we are
now able to make available an enormous
body of evidence which can be used by all
stakeholders in the UK about 'what works'
that to respond to the common barriers
that prevent companies from scaling
in their communities. In Chapter 3 we
highlight new local initiatives, emerging
from the Institute's education activity, such
as ScaleUp Ashford, ScaleUp Berkshire,
ScaleUp North East, CanDo Scale
Scotland, Scaleup Enablers and Generator
Initiatives such as these give me cause for
optimism. We are on the right path to close
the scaleup gap even if it is clear from the
data that much more can be done.
Government policy at national, regional
and local levels has also shifted. Scaleup
companies are increasingly being included
as specific components of local and national
strategies. In 2018, we have seen 'scaling
up' embedded into the Government's
Industrial Strategy and Export Strategy,
into the Patient Capital, LEP and
Productivity Reviews, and into the recent
2018 Budget announcements.
I have no doubt that the creation of a
Ministerial Champion for Scaleups has
helped coordinate this national policy
direction and ensure the needs of
scaleups are fully considered in the UK's
economic and industrial agendas. The first
Ministerial Champion, Margot James MP,
has subsequently taken her enthusiasm
for scaleups to her new role as Minister
of State for Digital and the Creative
Industries. Kelly Tolhurst MP, Minister for
Small Business, has eagerly taken up the
mantle and is driving forward the agenda
working closely with the Scaleup Taskforce,
co-led by my fellow serial entrepreneur and
Board member, Sahar Hashemi.
The ScaleUp Institute will continue to
monitor the impact of policy decisions and
other stakeholder interventions, to ensure
that they deliver practical, on the ground
solutions for scaleup needs at a local level.
We have always said that the first obstacle
to supporting scaleups, and high potential
companies, is identifying them. The pursuit
of an open 'scaleup register' remains a
primary goal which will be extremely
powerful in unlocking our full scaleup
potential and I am pleased that we are
making inroads on this.
The ScaleUp Institute has forged valuable
partnerships with ONS and HMRC
and over the past year has engaged in
cross-Government work to help develop
innovative ways of using data to segment
businesses. The current ScaleUp Institute /
HMRC pilots aligning scaleup identification
to bespoke scaleup services is very exciting.
I look forward to the outcomes of these
pilots culminating in a solution that can
work across all areas of the country, and
public and private sectors. With this data
we can fast track scaleup actions and
engagement to greatest effect, unlocking
new talent, markets and finance.
As part of this Review the ScaleUp Institute
continues its role in putting scaleups on
the map with the 2018 Scaleup Index
including AIM companies for the first time
and the inaugural Visible ScaleUp Public
Procurement Index. My thanks go to
Beauhurst and Tussell for their collaboration
on this.
The UK continues to be an attractive
place to start a new company. As I said
in the original ScaleUp Report, we also
have the talent and basic foundations to
become the best place in the world to
scale up a company. It is undoubtedly
true that over the past four years we have
seen more people, more initiatives, more
political will, and critically more money,
We will continue to ensure that the
needs of scaleups remain high on
the political agenda
"
8
SHERRY COUTU, CHAIR, SCALEUP INSTITUTE
FOREWORD
This Review has more new datasets,
more information and more analysis
than ever before. It is a testament
to a vibrant and growing ecosystem
of public and private sector
organisations who themselves have
recognised the power of the UK's
scaleup companies.
"
focused on making that happen. This is
evidenced by having seen the growth
rate of scaleups overall across the UK
increase, to 4 additional scaleups per
100,000 population per annum with
the latest ONS data, compared to 3 as
reported in our 2017 Annual Review.
In the coming months and years, as
Brexit unfolds, there will be many new
and some unforeseen pressures on the
UK economy. And, of course, there
will also be opportunities.
At the ScaleUp Institute our focus will
continue to be on identifying, praising
and promoting what works; helping to
ensure that impactful initiatives and
programmes continue to be funded and
good practice reaches every company,
sector and region. We will continue
to ensure that the needs of scaleups
remain high on the political agenda,
and we will work with larger corporates
to help them understand the benefits
of working and collaborating with fast-
growing companies. And, of course, we
will relentlessly pursue the release of
more data.
That said, this Review has more new
datasets, more information and
more analysis than ever before. It is
a testament to a vibrant and growing
ecosystem of public and private sector
organisations who themselves have
recognised the power of the UK's
scaleup companies. We are our on our
journey to be the best place on the
planet to scale a business let's make
sure this becomes a reality. Do make
good use of the 2018 Review and its
findings to guide actions into 2019.
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SECTION TITLE
CHAPTER THREE
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Executive
overview
12
SECTION TITLE
CHAPTER THREE
Executive overview
Irene Graham
CEO, ScaleUp Institute
Our core focus is to turn evidence and data,
gathered through research and analysis,
into robust practical actions, to remove
the challenges encountered by scaling
businesses in talent, leadership, markets,
finance and infrastructure.
From the outset we have built alliances
and co-operated with the diverse
range of ecosystem players, including
large corporates, financiers, educators,
entrepreneurs, policy makers and local
leaders. Together we are working to break
down the barriers faced by our scaling
companies in their local communities, so
they can seize opportunities to scale further
and faster, without obstacle.
It is clear from our 2018 Review that
through this collaboration we are making
tangible progress.
However, the scaleup race is not yet won.
With further economic uncertainty
ahead including concerns around
Brexit expressed in our 2018 survey
the positive momentum we have built,
must be maintained and accelerated.
The UK economy needs more scaleups
to realise their ambitions of domestic
and international growth. Securing these
ambitions will benefit all of UK society,
helping to boost productivity.
Now is the time to double down on our
collective efforts to address our scaleup
challenges. At the heart of this must be a
scaleup segmented, relationship-oriented
approach at all local levels with initiatives
developed, and policies identified, fully
implemented.
Where we are now
When we started out, the ScaleUp
Institute's imperative was to make sure that
the scaleup challenge was reflected across
the country in local solutions and services
that made a measurable difference to our
scaling community.
Across 2016 and 2017, through research,
data and education, we developed the
route map for local ecosystems to come
together to overcome their scaleup barriers
and we brought a a scaleup lens to the
national policy agenda. We galvanised
actions through our education programme
"Driving Economic Growth through
ScaleUp Ecosystems" (DEG), supported
by Goldman Sachs 10,000 Small Businesses
UK and Innovate UK.1 This in turn, led to
the inclusion of scaleups in local Strategic
Economic Plans, and in the core strategies
of our devolved nations, notably Scotland
and Northern Ireland.
As outlined in this Review, 2018 has seen
the tangible results of this work in:
the development of dedicated scaleup
services across the country such
as: ScaleUp North East; ScaleUp
Berkshire; Scotland CAN DO Scale;
ScaleUp Ashford; Scaling Services,
Northern Ireland; ScaleUp D2N2,
with universities, business schools
and science parks playing a key role
in emerging initiatives. In 2018 these
solutions continue to expand through
our ongoing regional engagement,
including the running of our third
DEG course in May, which was
an opportunity for local leaders to
share what had worked and gain new
inspiration for their local scaleup
actions.
the realisation of the Government's
Industrial Strategy Building a Britain
Fit for the Future with growth and
scaling up as a core foundation, with
data recognised as a core enabler and
The ScaleUp Institute was
established by the private sector
with the practical mission to
make the UK the best place in
the world not just to start but
scale a business.
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1 And in 2018 joined by the
British Business Bank
localities at its heart with further
investment into local infrastructures.
the development and launch of the
Department for International Trade's
new Export Strategy placing high
potential scaleup businesses as a clear
segment within it and the evolution of
Innovate Uk's scaleup services.
data pilots progressed with
Government, including HMRC, to
identify scaling companies and their
characteristics, as well as to inform,
in pilot areas, the businesses of their
scaleup status, and make them aware of
services which they can be fast tracked
into at a local level. The pilots will
inform next steps in 2019.
the implementation of HM Treasury's
Patient Capital Review with the
setting up of British Patient Capital,
a 100m angel fund and a network
of dedicated regional managers to
foster a healthy ecosystem of scaleup
finance at a local level including a
growth capital finance hub.
the private sector's growing focus
on identifying scaleups among their
client base, and creating more tailored
solutions for scaling companies; this is
most notable in the banking, advisory
and tech community.
the 2018 Budget announcements
investing in peer-to-peer networks,
mentoring and Business Leadership.
bespoke sector specific scaleup
solutions emerging, such as that
recently announced in the creative
sector and the recognition of the
importance of scaleups to the UK
economy in the recent formation of
the Prime Minister's Business Councils.

Through 2018 we have continued to work
closely with the Government at local and
national levels on how these policy initiatives
are effectively implemented for scaleups to
deliver practical outcomes. This includes our
continuing work with the Industrial Strategy,
ScaleUp Taskforce, Productivity and LEP
reviews. Politicians and parliamentarians
generally, are looking for solutions to our
scaling challenges. We have seen increasing
interest from overseas in the ScaleUp
Institute's work.
The 2018 Review once again draws on the
thematic work of the ScaleUp Institute and
the results of the recent survey of scaleup
leaders, to present a complete picture of
the national landscape for scaleups. For
the first time it also contains a Public
Procurement Index, identifying total public
expenditure with visible scaleups, and a
Map of ScaleUp Support, highlighting what
support purports to exist for scaling firms,
where the gaps are and consequently what
more needs to be done.
Our partnership with the Office for
National Statistics is proving extremely
fruitful. This year we have analysed
detailed datasets that lay bare the relative
scaleup performance of different areas and
highlighting where local authorities need to
take more and urgent action.
Combined with other research undertaken
during the course of the year, extensive
meetings and engagements with scaleups
and local business ecosystem leaders,
and the results of the 2018 survey and
Scaleup SME Finance Monitor, the data
findings confirm a consistent pattern with
key insights and learnings for us all to take
forward through 2019.

Now is the time to double down on our collective efforts to
address our scaleup challenges. At the heart of this must
be a scaleup segmented, relationship-oriented approach
at all local levels with initiatives developed, and policies
identied, fully implemented.
"
1
Department for
International Trade: Export
Strategy: supporting and
connecting businesses to
grow on the world stage
14
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
EXECUTIVE OVERVIEW
Our key conclusions
for 2018 are:
Scaleups numbers and growth rates are
generally rising but local disparities remain
ONS data continues to show a growing
scaleup population in the UK. The total
number of scaleups increased from 31,440
in 2015 to 35,210 in 2016, a growth of
12 per cent. Using sectoral data from the
ONS, we have also shown that scaleups
are much more productive across almost
every sector of the economy averaging
275,000 turnover per employee. This
trend in ONS data is also evidenced in our
latest ScaleUp Index with Beauhurst, which
shows a 15% increase in number of scaleups
achieving Companies House reporting
threshold levels.
However, regional disparities persist. Our
maps of scaleup density highlight the
geographic variation while some areas
exhibit high growth, others are lagging.
This reinforces the imperative for local
intervention and action.
These datasets increase our understanding
of scaleups, and also reinforce the need
for more real-time information to enable
more effective private and public sector
engagement to scaling businesses at every
level. This is work we continue to progress
with Government.
Scaleups remain ambitious, confident to
scale further, highly innovative, and global
Scaleup leaders again evidence the
fact that they are twice as likely to be
innovative and international than any other
business segment.
The majority of scaleups are globally focused
and hungry to seek out international
markets. As the Export Strategy recognises,
they are crucial to our future trading
success and they are looking further
afield than the traditional markets in
Europe and the USA. The Pacific region,
Middle East, Asia, and India are on their
horizons. It is vitally important that the
commitments made in the Export Strategy
are put into practice to help them grow
their access to overseas customers. The
Government and private sector must help
open doors for scaleups with better buyer
connections and bespoke trade missions.
This is especially important when more than
half of all scaleups surveyed are worried that
Brexit will have a negative impact on their
businesses with one in eight believing it
will have a very negative impact.
The core challenges stand, but Access to
Markets is significantly on the rise
In 2018 our scaleup CEOs continue to
say that they need the most help with
securing talent, but rising up in importance
to be almost on a par is access to
markets, including overseas customers,
and opportunities for procurement and
collaboration with Government and large
corporates.
Challenges in leadership development,
finance and infrastructure also remain
significant and can dial up depending on
locality. Scaleups are keen to see better
access to R&D innovation funding and
growth finance options delivered locally,
along with access to the infrastructure that
supports their innovation drive. Finance and
infrastructure remain vital components to
scaleup success.
This year four in ten scaleup leaders still
perceive no relevant support available
for a company like theirs and two-thirds
want much better coordination of national
services in their local areas through some
form of relationship management.
Scaleup initiatives to break down the core
scaling challenges were sparse in 2014,
but are now emerging at pace, with 1 in 3
EU co-funded. However, coverage of the
country is not uniform; some areas lack
local scaleup solutions; markets access is
under-served. Quality not quantity is vital.
For the first time this year working with
Innovate UK, the London School of
Economics and Arup, we have mapped the
available business support that purports to
exist for scaleups across the UK. This has
provided some critical insights which we will
be following up in 2019.
Notably of the 219 programmes mapped,
60% have been established in the
last three years; 1 in 3 are currently
co-funded by the European Regional
Development Fund (ERDF) and only 10%
of programmes provided assistance with
corporate collaboration, despite this issue
being cited as a key barrier to growth by
scaleups in our survey.
While many programmes state they aim
to support scaleups, many have yet to be
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endorsed by the ScaleUp Institute, and
scaleups do not have the time to assess
their quality. This reinforces the ongoing
role for the ScaleUp Institute in assessing
which programmes work and which do
not and raising awareness of the most
impactful initiatives.
EU funding for support to scaleup initiatives
through EIB/EIF, ERDF, COSME and
others is substantial. In leaving the EU
we need to make sure no 'scaleup chasm'
emerges by failing to have domestic policy
routes to absorb past EU support for UK
scaling businesses. Access to these facilities
must be continued or appropriately replaced.
Procurement and collaborative
opportunities need to be increased
and simplified
Our inaugural Visible Scaleup Public
Procurement Index, developed in
collaboration with Tussell and published
with this Review, highlights the further
work that the public sector needs to do to
engage effectively with scaleups, as well as
the government bodies which are already
benefiting from these interactions.

Public sector bodies awarded 1.5bn worth
of contracts to 397 scaleups in Q3 2017
Q2 2018, but more remains to be done
as scaleups only account for 2.1% of the
total value awarded. Central Government,
in particular, has room to improve. It is
currently only responsible for 10% of awards
given to scaleups by value.
Scaleups continue to cite difficulties in
discovering opportunities to bid, as well as
finding the process too complex. More can
be done to raise awareness and simplify
procedures in the public sector sphere but
also significantly in the corporate world.
People and Place matter most
Scaleup business leaders most value locally-
rooted resources and services to foster their
growth. They are looking for local solutions
that are easy to navigate and tailored to
their specific needs. These include peer-
to-peer networks where they can discuss
solutions to common challenges with
counterparts, stronger access to schools,
universities and collaboration partners in
the public and private sectors. While scaleup
leaders recognise that there are national
Government initiatives, they want these
delivered locally in a manner much easier
to navigate.
THE
INFRASTRUCTURE
GAP
Navigating
infrastructure
THE MARKETS
GAP
Accessing customers
other markets /
home market
THE FINANCE
GAP
Accessing the
right combinations
of finance
THE TALENT
AND SKILLS GAP
Finding employees to
hire who have the
skills they need
THE 5 KEY GAPS
THE
LEADERSHIP
CAPACITY GAP
Building their
leadership capability
So, what does the scaleup ecosystem need to do now?
16
EXECUTIVE OVERVIEW
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
As an ecosystem we must:
Act at a local level to overcome
continuing disparities and act in
a targeted manner with greatest
emphasis on converting scaleup 'cold
spots' to 'hot spots'. Scaleup needs and
solutions must be high on the agenda
of every local area and authority.
Detailed ONS datasets demonstrate
where the challenges are and where
action needs to be taken. In 2019, the
ScaleUp Institute will carry out further
research using these datasets and
others to get behind the figures and
help focus action on local needs and
local areas that most need attention.
Unleash the most up-to-date data so
that we can be ever more effective
in our engagement with scaleup
businesses and leaders and to harness
our resources with more effect, impact
and investment. In 2019 we will
continue our work with Government
and HMRC in piloting the use of
data to identify and communicate
with scaleups and in driving forward a
verification solution including further
analysis on a central opt-in or self-
identification service.
Develop better segmented scale-up
centric and hubbed solutions. An
effective segmentation of the UK
business population and a client-centric
approach to solutions for scaling
firms must be at the heart of ongoing
intervention and developments. All
Local Industrial Strategies should have
a clear scaleup component. Local
Account Managers should be put
in place to curate relevant activities
and help scaleup business leaders to
better navigate impactful private and
public sector initiatives tailored to
meet their needs. In 2018 scaleup
leaders have cited such roles as
valuable to them, which we have also
evidenced in Denmark and Scotland.
Local communities in the UK are now
seeking to emulate this model and
in 2019 the ScaleUp Institute will
continue to monitor progress in this
area. We have also recognised the
positive impact of the Scaleup Enabler
role in the West of England, where
much has been done to galvanise the
ecosystem towards scaleups, and we
encourage replication of this elsewhere.
Collaborate better and more effectively
across markets. Large corporates,
business schools and universities can still
do more with local scaling businesses,
working alongside local authorities
to foster talent, extend research and
development facilities and open up
opportunities to enter markets. Both
public and private sectors can be more
transparent, making their procurement
processes simpler and easier to navigate
for scaling business and joining up
better with local scaleup initiatives to
promote the opportunities. We have
refreshed our corporate collaboration
checklist with Nesta and recommend it
as a tool for improved engagement with
scaleups in the supply chain. In 2019 we
will continue to monitor progress and
highlight best practice as a part of our
ongoing work.
Link scaleups to capital and local spaces
to enable them to grow faster. A series
of new initiatives will provide promising
opportunities for scaleups to access
investment. It is vital that scaleups are
aware of these opportunities and are
given support to access them. In 2019
we will continue our overall work with
the British Business Bank including the
finance hub launched in June this year.
Ensure no gap in scaleup solutions
emerge as a result of leaving the
EU. The Shared Prosperity Fund and
Comprehensive Spending Reviews
must take account of scaling businesses
needs as the growth engines of the
economy.
It is imperative that the public and private
sector in every locality respond to these
findings and continue their scaleup focus.

Our recommendations
for action
For the ScaleUp Institute, 2018 has been a
year of building upon the good work already
underway and ensuring that this is translated
into effective outcomes. We continue to
advance a national scaleup action plan
through education and significant local
engagement, monitoring what exists and
sharing insights on impactful actions around
the country to ensure we have a joined up
ecosystem for addressing the barriers to
scaling up.
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Progress is underway against many of the
recommendations made in prior years.
We are beginning to create the dynamic
environment that our scaleups need to
flourish. But our job is far from done and we
must continue to drive forward.
Here, we refresh and recommend a further
set of actions.
These recommendations are not a menu to
choose from, but a comprehensive series
of actions all actors can take to tackle the
issues that hamper scaleup growth. Taken
together, we are confident that we will make
the UK the most attractive place in the
world for scaleups.
Throughout the rest of this report, we
examine:
Chapter 1: The national and local
scaleup landscape, as regards numbers,
sector and growth trends, including
new data sources on scaleup support
and what our scaleup leaders are telling
us.
Chapter 2: Impactful programmes that
work to overcome the barriers faced by
scaleups and insights for local leaders
to incorporate into their own efforts.
Chapter 3: The progress made and
lessons learned by new participants
of our Driving Economic Growth
programme, as well as updates on
previous participants.
Chapter 4: A review of progress on
our previous policy recommendations,
the work of the ScaleUp Taskforce,
and what is needed in 2019 if we are
to substantially break down barriers to
scaling faster and more effectively.
Chapter 5: A look forward to 2019
and the work that we need to support
and promote to further grow scaleup
businesses in the UK. This is followed
by our "Local Scaleup Briefings" which
draw together various sources to
provide insight into the local picture.
We share evidence on the numbers of
scaleups in each LEP and region; the
scaleup sectors and top 5 local scaleups
growing in employees or turnover,
including a local 'snapshot' of scaleup
leaders' views, to help illustrate what
locally most needs to be addressed.
In summary
Scaleups are essential to a vibrant UK
economy, but we need to continue to
step up our game if we are to surpass our
international competitors and climb to the
top of the OECD rankings.
While we have reason to be optimistic, we
cannot be complacent when barriers to
scale still exist in many local areas and when
scaling businesses are signalling concern that
the UK may become a harder place to grow
and see a lack of resources targeting their
needs. We must act now to remedy this.
Challenges to UK scaleups predate the
current 'Brexit' focus; Brexit simply makes
the prize of reducing the scaleup gap, even
more significant. These challenges are within
our power to fix.
In 2019 the ScaleUp Institute will continue
its mission to drive forward understanding,
action and outcomes to ensure scaling
business leaders are 'top of mind' in every
local community.
We will continue to undertake more sector
specific work, and build on the creative
industry and social business work commenced
in 2018; we will continue our education
focus with more detailed practical guidance
to local areas in most need; we will continue
to progress understanding of well evidenced
impactful programmes (including analysing
further the mapping of the scaleup 'support'
ecosystem with Innovate UK and an online
scaleup hub) and insights on what works. As a
priority we will progress our work on access to
markets and with Government to expand the
timely availability of datasets to ensure better
interventions, investment and alignment
of resources tailored to scaling businesses
requirements. Closer engagement with the
education sector will also be a high priority
with specific attention to sharing of practice
and solutions to the talent and leadership
gaps. Strong engagement across the national
and local, public and private sectors will be
maintained. We will continue to work closely
with Innovate UK and the British Business
Bank on their specific scaleup solutions.
We look to all members of the ecosystem to
join us in driving the scaleup agenda forward
with pace and passion, to make the UK the
best nation in which to scale a business.
18
EXECUTIVE OVERVIEW
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
1.
IDBR, 2013-2016, and associated confidentiality
protections.
2. ScaleUp Survey 2018 and UK Innovation
Survey 2017
3. IDBR, 2013-2016, and associated confidentiality protections.
4. Octopus High Growth Small Business Report 2018
5. Beauhurst Visible Scaleup Index 2018
6. ScaleUp Survey 2018 and Employer Perspectives Survey
2016, Department for Education
Where not otherwise referenced, all statistics are taken from the
2018 Scaleup Survey
SCALEUPS ARE PRODUCTIVE
Scaleups are more productive than their peers, generating
an average of 275,000 turnover per employee.1
SCALEUPS ARE INNOVATIVE
4 in 5 scaleups have introduced or improved a product/service/
process in the last three years, twice the rate of large firms.2
SCALEUPS ARE INTERNATIONAL
Two thirds of scaleups are involved in international trade,
in a range of markets across the world. They are looking to
expand further internationally despite Brexit.
SCALEUPS ARE ACROSS
ALL SECTORS
Scaleups span the economy: the majority of them operate
in sectors outside of technology.
SCALEUPS CREATE HIGH QUALITY JOBS
Scaleups help create high-quality jobs with more
satisfied employees employing 3.6m workers3
and creating c. 3,000 new jobs per week.4
SCALEUPS ARE DIVERSE
40% of all scaleups have at least one female director5

SCALEUPS ARE GOOD CORPORATE CITIZENS
64% of scaleups offer opportunities to young people
through work experience, internships or apprenticeships.
They offer apprenticeships at twice the rate of typical firms.6

SCALEUPS DON'T STOP GROWING
80% of scaleups expect to scale again in the coming year.
62% expect to achieve 20%+ turnover growth.
41% expect to achieve 20%+ employee growth.
We will continue our education focus with more
detailed practical guidance to local areas in most
need; we will continue to progress understanding
of well evidenced impactful programmes
"
19
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
The ScaleUp Institute's
core purpose is to:
Ensure scaleups are a national priority
embedded into the local fabric of the
communities in which they operate,
with solutions delivered across the
private and public sector to break down
the barriers they face.
Engage as a national data observatory,
providing insight on the scaleup
ecosystem across the UK, disseminating
and analysing the most recent data,
ensuring scaleup businesses are on the
map and providing benchmarks for
the landscape each year to see where
more can be done. Acting also as an
international barometer and assessor.
Educate on what is needed to create
and foster a local ecosystem 'match fit'
for scaling businesses at every stage of
their growth journey, and to highlight
well- evidenced impactful programmes
and practices from which others can
learn, emulate and improve.
Enhance knowledge of scaleups
through research, data, policy and
analysis, to understand their needs and
which localities of the country have the
greatest requirement for private and
public sector engagement, resources
and investment to propel scaleup
business growth.
3 Key principles guide
our work:
1. Data and evidence building
upon what works: We will rigorously
assess interventions and programmes
based on data and evidence of
measurable impact.
2. Segmentation: Businesses are not
homogeneous scaling business must
be treated as a separate segment with
bespoke solutions.
3. Client centric and local: Scaleups value
locally delivered solutions even when
a programme is national. In a growing
company, time is a scarce commodity
and community level engagement is
essential, alongside active relationship
management.
These principles we believe should be
at the heart of efforts to overcome the
challenges which scaleups have continually
identified to their growth. We will continue to
champion them.
20
EXECUTIVE OVERVIEW
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
21
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Recommendations for 2018
1
A verification process with Government should be created to allow for local and
national stakeholders to verify the 'Scaleup status' of a business, building on the
recent work of the ScaleUp Institute with Government.
This should tap into datasets that combine ONS, Companies House and HMRC data points to enable
stakeholders to fast track solutions to scaleup leaders. If necessary, legislation should be passed to
introduce such an enquiry capability.
2
A 'Scaleup Visa' should be made available in communities where there are 100+
scaleup companies to enable scaleup leaders, across all sectors, to recruit the staff
they need to increase their capacity to grow.
The Government should make the international skills needs of scaling businesses a priority. Local
authorities, education establishments, advisory and finance companies should be able to be sponsors
of such.
3
Funding for local communities should continue to be tied to the effective
deployment of initiatives that close the scaleup gap as well as the results and impacts
that they have on the number of scaleup businesses in their area.
Every Local Industrial Strategy should have a scaleup pillar, including a markets access strategy and a
scaleup cluster map based on currently available datasets.
4 All local communities should appoint a Scaleup Champion and develop a relationship
management structure for scaleup businesses.
5
The outcomes of the Productivity Review, Shared Prosperity Fund and
Comprehensive Spending Review should ensure that funding for impactful business
support (whether it be mentors, leadership or networks) has a significant focus
and segmentation towards our scaleup businesses, which are generators of wealth,
exports and productivity to the UK economy.
These Reviews should collectively ensure no gap in scaleup support provision is allowed to arise in light
of the UK's changing relationship with the EU.
6
Central Government when implementing its Export Strategy should allocate a
significant portion of resources to scaleups, including supporting dedicated trade
missions for scaleups.
All local areas should be encouraged to set up a local exchange programme for scaling businesses, such
as that developed by the Mayoral 'Go to Grow' campaign in London.
22
EXECUTIVE OVERVIEW
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
7
Public bodies should use the inaugural Visible Scaleup Public Procurement Index to
further improve their understanding and reporting on the procurement involving UK
scaleups, including scaling businesses not yet visible at Companies House.
All public bodies should improve the way opportunities are promoted to scaleup companies by
significantly raising the visibility of procurement champions and ensuring their roles have objectives
and measurements. The Government should continue the evolution of Contracts Finder to become a
smart platform and continue to develop more scaleup specific 'meet the buyer' events working with
local areas and build on the current work underway as regards sandbox environments.
8
Large companies should report on the level of collaboration and procurement they
source from scaleup companies.
Any procurement contracts with Government should require an increase in the amount of business
undertaken with scaleups as part of the contracting process which should be monitored.
9
The Department for Education, Local Enterprise Partnerships and the Careers
& Enterprise Company should use their convening and promotional power to
ensure that students at schools, colleges and universities come into contact with
business leaders and that APIs to the National Pupils database and the destinations
database (with suitable protections) are made available so that the impact of these
interventions can be measured.
The public, private and education sectors should continue to work together to close the gap on
provision of high-quality flexible scaleup leadership programmes, including mentoring, peer networks
and matchmaking of non-executive directors who have scaled businesses before. Better connections
should also continue to be made between national programmes and local ecosystem leaders. The
Small Business Charter, and other such mechanisms, should integrate an assessment of 'scaleup
engagement' into their performance analysis.
10
Government and industry should ensure progress is made closing the finance gap for
scaleup by continuing the work to implement the Patient Capital Review.
Growth finance should be included as core curriculum in all local scaleup leadership programmes,
enabling them to seek out and secure the most appropriate funding at each stage of their company's
growth. The status of current EU sources of funding needs to be monitored, and replaced as appropriate.
23
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24
EXECUTIVE OVERVIEW
IRENE GRAHAM, CEO, SCALEUP INSTITUTE
2018 Highlights of the year
From London to Silverstone to Newcastle to
Manchester a day on the road with the SUI
as we impart insights on scaleup corporate
collaboration and leadership development with
Silverstone Technology Cluster; host a thought
leadership roundtable on Social Scaleups with
Barclays; launch Manchester Business School's
Scale-Up Forum peer network; and head to
Newcastle to kick off ScaleUp North East.
Innovate UK's
ScaleUp Pilot
Advisory Board,
chaired by SUI,
kicks off.
JANUARY
The economic value of scaleups is discussed at
the inaugural Colne Valley Business Conference
And we join the Scottish Ecosystem to assess the
status on their scaleup plans.

(Twitter: @3mbic)
Peer-to-Peer with the Vine Club in Beaulieu
discussing scaling pains with Smith & Williamson.
FEBRUARY
First ScaleUp Female Founder Index is published
to coincide with International Women's Day,
highlighting the diversity and variety of our
female-led scaling business.
Nordic Scaleup Summit invites SUI and Innovate
UK to share UK insights on scaleup initiatives
and to foster cross border collaboration: the first
of many international insights imparted in 2018
with our core partners.

SUI participates in Downing Street roundtable
with SME Crown Rep Emma Jones and Minister
for Implementation Oliver Dowden to discuss
announcements geared to enabling more
Government business
to be contracted with
SMEs and scaling firms,
many align with SUI
and ScaleUp Taskforce
recommendations.
MARCH
SUI participates at Thames Valley Berkshire
Local Industrial Strategy workshop and Northern
Powerhouse Growth Hub Network.

SUI helps shape
Innovate UK's
Scale Up Peer-to-
Peer Summit at
the Belfry.
SUI gives
testimony to Lords
EU Internal Market
Sub-Committee on
Startups, Scaleups
and Brexit.
APRIL
The third DEG course takes
place at Leeds University
with 64 ecosystem leaders
from across the UK.
SUI hosts 2018 Scaleup Taskforce meeting
at Digital Catapult; participates in Growing
Women's Enterprise in Scotland with Strathclyde
University; and continues to work with the
Creative Industries on the sectoral challenges of
accessing finance and scaling up.
MAY
SUI hosts and gives evidence to BEIS
Parliamentary Select Committee inquiry into
business and productivity.
BBB soft launches
Finance Hub focussed
on growth capital
working with SUI and
finance ecosystem.
SUI joins Liverpool LEP
at International Festival
of Business to discuss
Scaling in today's World
(12/6) with the Entrepreneurs' Network and The
Supper Club and meets with all UK chairs of
Vistage to discuss the UK scaleup challenge and
relevance to their UK wide peer-to-peer networks.
London Stock Exchange, ELITE, SUI, Nesta and
Mind the Bridge host SEP ScaleUp corporate
collaboration and investment summit London.
JUNE
Aiming Higher
Innovate UK & Enterprise
Europe Network
Scaleup Programme
25
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
ELITE and Sage go on the road around the UK
to inspire future scaleups working with the SUI
and launch of the British Business Bank's equity
tracker in Manchester.
(photo credit: Saffron Blaze, via
http://www.mackenzie.co)
SUI participates in
Oxford Local Industrial
Strategy Trailblazer
Workshop and hosts with
Engine Shed Bristol the
IUK ScaleUp Strategic
Advisory Board and
visit TasteTech, a local
manufacturing scaleup
participating in the pilot
programme.
JULY
UK Government launches its Export Strategy
with a range of SUI recommendations and a
focus on how government will use advanced
data science
techniques
to identify
businesses with
the highest
potential to
export so that
they can be
approached
with targeted
support. This
will include
high export
potential, high
growth firms
and scaleups.
(Twitter: @LiamFox)
AUGUST
SUI participates
at the first
O2 Blue Door
Conference for
fast growing
businesses.
Somerset
Chamber and
Lloyds Bank
invite SUI to
present on Scaling for Infrastructure at Hinkley
Point as they evolve their scaleup hub for
suppliers. Inspiring to hear JJP Holdings' growth
journey as part of this initiative.
SUI presents to local ecosystem leaders at the
Kent & Medway Growth Hub Steering Group,
bringing together all county councils to learn from
ScaleUp Ashford and replicate it across Kent.
Discussing with Lord Smith of Kelvin, chairman of
British Business Bank, access to growth finance in
Scotland and how BBB is working with the local
ecosystem to enable Scottish businesses to scale
up with patient capital and long-term investment.
SEPTEMBER
Coast to Capital Scaleup Escalator Programme
launches following participation on DEG.
Launch of the HMRC and SUI data pilot
(see page 198 for insights).
SUI hosts a reception for Ambassadors of the
scaleup ecosystem.
OCTOBER
Launch of the Scaleup Annual Review
Following the launch of the SUI's Annual Review 2018 the Institute presents at
ScaleUp Summits in the North East and West of England.
SUI invited to discuss scaleup ecosystems with EU Commissioner Mariya Gabriel.
Launch of interactive tool of scaleup business support and research on social scaleups.
Continuing work with DCMS and CIC on the creative and digital sector on scaling
businesses challenges and needs.
NOVEMBER INTO DECEMBER
EQUITY TRACKER 2018
equity investment
in 2017 up 89% from
3.1bn in 2016
Early stage funding
is strong, with seed
investment value up 91%
since 2016
Venture stage
is the most
volatile, but
investment
value is still
up 72%
The growth
stage is very
strong, with
an increase
of 100%
The number of equity deal
numbers have increased
6% in 2017 to 1,487 deals


Average deal sizes
have more than
from 2.2m in 2013
to 4.9m in 2017
doubled
47%
of all equity deals in 2017
are at the seed stage
forming the largest part
of the market
51%
The London region accounted for
51% of all UK equity deals in 2017
72%
UP
91%
UP
100%
UP
Business and Professional Services
is the breakout sector, up 680m
in 2016 to 2bn in 2017
5.9bn
2018 is looking strong
with investment amounts
exceeding
1.3bn
in Q1
British Business Bank
programmes have supported
7% of all equity deals
since 2011
7%
Private equity and VC involved
in 30% of seed stage deals,
the same proportion as
crowdfunding platforms
30%
51% of deals by
British Business
Bank supported
funds were
in Tech and IP,
higher than the
overall market
of 39%
THE VALUE OF INVESTMENT IS UP AT ALL STAGES:
The Tech and IP based business
sector received 36% of all equity
investment in 2017, the largest sector
by investment value
26
SECTION TITLE
CHAPTER THREE
27
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Chapter One
The scaleup business landscape
28
Scaleup indicators from a
national and local perspective

Core to the ScaleUp Institute's mandate is to work with others to grow
and share the evidence available about scaling businesses in the UK.
With accurate and timely analysis of more data, local communities and
authorities, LEPs, regions, and stakeholders from the private and third
sectors will be better able to target interventions that remove barriers to
scaleup growth.
In 2014, the annual target was set to achieve one net additional scaleup per 100,000
population nationally. This is in line with aspirations deployed by those responsible for
driving economic growth in other nations.
The ScaleUp Institute, in partnership with the ONS, has been able to undertake
detailed analysis of four years of longitudinal scaleup data both at a national level, a
sectoral level, and at an in-depth local authority level against three elements of the
OECD high-growth (scaleup) definition. These are:
Scaleups growing by more than 20% per annum by employee growth
Scaleups growing by more than 20% per annum by turnover growth
Scaleups growing by more than 20% per annum in both employees and turnover.
The scaleup population has grown in line with targets in recent years. In 2013, there
were 26,985 scaleup businesses in the UK. The most recent ONS data shows that this
number has risen to 35,210 scaleups in 2016, representing an increase of 30 per cent
since 2013 and 12 per cent growth since 2015 alone. This annual change was driven
by an additional 1,500 employment scaleups, an additional 3,400 turnover scaleups
and an additional 1,100 scaleups in both employment and turnover. The number of
employment scaleups has been variable, with the 2016 figure still 3.7 per cent below
its peak in 2014, but 12 per cent above its value in 2015.
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
26,985
IN 2013
27,490
IN 2014
31,440
IN 2015
35,210
IN 2016
TOTAL NO. OF
SCALEUPS
12.495
IN 2013
12,180
IN 2015
13,665
IN 2016
14,190
IN 2014
BY EMPLOYEE
GROWTH
BY TURNOVER
GROWTH
BY EMPLOYMENT
AND TURNOVER
20,195
IN 2013
25,530
IN 2015
28,970
IN 2016
19,610
IN 2014
5,705
IN 2013
6,270
IN 2015
6,310
IN 2014
7,425
IN 2016
NUMBER OF SCALEUPS
NATIONAL FIGURE DATA
29
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Data used on this page is taken from the IDBR datasets 2013-2016. The confidentiality of all data held on the
IDBR is protected by the National Statistics Code of Practice and associated Protocols and by specific legislation.
In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in
totals across tables due to disclosure methods used.
Looking at the breakdown by the number of employees that scaleups employ provides an
alternate view of the sectoral dispersion, shown in the figure below. Of the 3.6 million people
employed by scaleups in the UK, administration and support services accounts for more
than 500,000 employees, and health/social work and wholesale/retail account for more
than 400,000 employees each. This also shows how broad based scaleups are across the
economy, given that there are eight sectors all employing more than 200,000 employees in
scaleups. The average scaleup has 105 employees, which varies at the sectoral level from 268
employees in the average finance/insurance scaleup to 50-60 employees in construction,
water and 'other services' scaleups.
Sectoral analysis
For the first time, the ScaleUp Institute has been able to conduct an analysis of scaleups
at the sectoral level using ONS data. This reveals the true diversity of scaleups across all
sectors of the economy, not just technology or science. The figure below shows the number
of scaleups by sector of the economy, as well as the growth from 2015-2016. The largest
sector in the economy by the number of scaleups is health/social work, closely followed
by wholesale/retail and admin & support services. These largest scaleup sectors were also
responsible for the vast majority of scaleup growth, with the top six sectors accounting for
82 per cent of the growth in the number of scaleups.
0.1%
0.2%
0.8%
2.0%
2.6%
2.8%
3.3%
3.4%
3.8%
6.2%
8.4%
9.4%
9.4%
10.5%
11.1%
12.2%
13.9%
0
1,000
2,000
3,000
4,000
5,000
Total number of scaleups
Energy
Agri/Mining
Water/Sewage
Real Estate
Finance/Insurance
Other Service
Arts
Transport
Education
Info & Communication
Manufacturing
Accommodation/Food
Construction
Professional, Scientific & Tech
Admin & Support Services
Wholesale/Retail
Health/Social Work
Scaleups 2015
Change in Scaleups 2015-2016
% of total
SCALEUPS BY ECONOMIC SECTOR (SIC SECTION)
0
200
400
600
Total employment in scaleups ('000)
Agri/Mining
Energy
Water/Sewage
Real Estate
Other Service
Arts
Transport
Info & Communication
Construction
Finance/Insurance
Education
Manufacturing
Accommodation/Food
Professional, Scientific & Tech
Wholesale/Retail
Health/Social Work
Admin & Support Services
SCALEUP EMPLOYMENT BY ECONOMIC SECTOR (2016, SIC SECTION)
30
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
53
55
58
70
74
75
85
86
90
94
94
98
106
137
163
181
268
0
100
200
300
Average number of employees per firm
Water/Sewage
Other Service
Construction
Real Estate
Agri/Mining
Info & Communication
Professional, Scientific & Tech
Accommodation/Food
Manufacturing
Health/Social Work
Arts
Wholesale/Retail
Transport
Energy
Admin & Support Services
Education
Finance/Insurance
AVERAGE NUMBER OF EMPLOYEES IN SCALEUPS, BY ECONOMIC SECTOR (2016, SIC SECTION)
0
200
400
600
Turnover per employee ( '000)
Education
Accommodation/Food
Health/Social Work
Other Service
Admin & Support Services
Arts
Real Estate
Transport
Manufacturing
Professional, Scientific & Tech
Info & Communication
Construction
Wholesale/Retail
Agri/Mining/Energy/Water
UK Average
Scaleups
PRODUCTIVITY BY SECTOR SCALEUPS AND UK AVERAGE
Productivity by sector
The sectoral data allow us to analyse the relative productivity of scaleups against the average
firm in each sector, using the turnover per employee as a proxy of productivity.1 The figure
below shows that scaleups are more productive than the average firm in almost every sector
of the economy. In construction and the combined sector for agriculture, mining, energy
and water scaleups are twice as productive as the average firm, and in 11 out of 13 sectors
scaleups were at least 10 per cent more productive than average.
Source: UK average figures from ONS Business Population Estimates 2016, scaleup figures from ONS 2016
high growth enterprise data.
Notes: Financial sector excluded as UK wide financial sector turnover data was censored in the ONS business
population estimates used. The agriculture, mining, energy and water sectors were aggregated to make like-for-
like comparisons between the two data sources.
1 Turnover per employee
is an imperfect proxy
for productivity, as it
does not account for
differences in profitability
between firms. However,
ONS data does not
measure profitability of
firms, so it is not possible
to compare on this basis.
By controlling for the
sector of the economy in
which the firm operates,
large differences in
business operations are
accounted for.
31
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Local level
There is significant variation at a local level, looking at the 38 English LEPs, Scotland, Wales
and Northern Ireland. The figure below shows the breakdown for the number of scaleups
per 100k population, and the average annual change in this figure from 2013-16. In 2016,
there was a median of 50 scaleups in each area, and there has been a median increase of 4
scaleups per year on average from 2013-2016. The relative 'cold spots' nationally are the
Black Country and Tees Valley, the only LEPs to have a growth in scaleups of less than one
per 100k population. Several regions have had a high average growth rate in the number
of scaleups per 100k population, including Hertfordshire, Gloucestershire, Cornwall, New
Anglia and the West of England.
An interactive visualisation of this data is available on the ScaleUp Institute website,
enabling interrogation across all local authorities, LEPs and regions of the United Kingdom.
Please visit www.scaleupinstitute.org.uk for further details.
-2
0
2
4
6
8
Change in Scaleups per 100k population per annum 2013-2016
20
25
30
35
40
45
50
55
60
65
70
75
80
Scaleups per 100k, 201649.9
3.9
44.8
3.1
Scaleup Growth 2013-16 (All Regions and LEPs)
LEP
Black Country
Buckinghamshire Tham
Cheshire and Warringt
Coast to Capital
Cornwall and Isles of Sc
Coventry and Warwick
Cumbria
Derby, Derbyshire, Not
Dorset
Enterprise M3
Gloucestershire
Greater Birmingham an
Greater Cambridge and
Greater Lincolnshire
Greater Manchester
Heart of the South Wes
Hertfordshire
Humber
Lancashire
Leeds City Region
Leicester and Leicester
Liverpool City Region
London
New Anglia
North East
Northern Ireland
Oxfordshire
Scotland
Sheffield City Region
Solent
South East
South East Midlands
Stoke-on-Trent and Sta
CHANGE IN SCALEUPS PER 100K POPULATION PER ANNUM 2013-16
SCALEUPS PER 100K, 2016SCALEUP GROWTH 2013-16, LEPS, SCOTLAND, WALES & NORTHERN IRELAND
Notes: Solid lines indicate median values for the UK, dashed lines indicate median values from the previous year.
32
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
Notes: Where LEPs overlap, the average of the two LEPs is shown.
This geographic variation is also highlighted in the maps below, which show the number of
scaleups per 100k at a LEP/country level across the UK, where areas of a darker shade of
green have a higher number of scaleups relative to their population. Cheshire & Warrington,
London and areas on the M3/M4 corridor stand out as having a particularly high number
of scaleups per 100k population. The north of England has seen positive changes in scaleup
density since last year, along with the east of England, Wales and Cornwall.
MAP OF SCALEUPS PER 100K, BY LEP/AREA
Scaleups per 100k
population 2015
Scaleups per 100k
population 2016
2015
2016
33
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Notes: Where LEPs overlap, the average of the two LEPs is shown.
MAP OF AVERAGE ANNUAL CHANGE IN SCALEUPS PER 100K, BY LEP/AREA
Avg. annual growth
scaleups per 100k
population 2013-15
0 2 4 6
Avg. annual growth
scaleups per 100k
population 2013-16
0 2 4 6
2015
2016
Particularly encouraging is that despite the high variation across the UK, most regions have
seen their growth rate accelerate since 2015. The maps below show the relative growth
rates of scaleups across the UK, where regions shaded in darker green have exhibited a high
growth in the number of scaleups relative to their population over the last 4 years. Broad
areas of the UK have performed well on this measure, with the South West particularly
high, alongside Wales, Scotland, Northern Ireland and the East of England. In the last year,
the Midlands has seen a material increase in the growth rate, beginning a catch-up with
surrounding areas of the UK.
34
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
To examine these trends in more detail, the table opposite shows how the average annual
change in scaleups has progressed, highlighting that of the 41 UK regions, 34 have seen
their growth rate increase in the last year, including eight of the nine regional 'cold-spots'
identified in last year's ScaleUp Review.
LOCAL GROWTH RATES IN NUMBER OF SCALEUPS PER 100K POPULATION, 2013-15 AND 2013-16
Avg. annual change in scaleups
Local Area
2013-16
2013-15
Rate of growth
+/-
Change in
growth rate
Cornwall and Isles of Scilly
6.3
4.3
+
2.1
West of England
6.0
5.7
+
0.2
Northern Ireland
5.7
4.5
+
1.2
Gloucestershire
5.5
2.8
+
2.6
Hertfordshire
5.3
2.3
+
3.1
New Anglia
5.3
4.2
+
1.0
York, North Yorkshire and East Riding
5.0
4.5
+
0.5
London
4.8
4.1
+
0.8
Heart of the South West
4.7
4.1
+
0.6
Greater Lincolnshire
4.6
4.5
+
0.1
Greater Cambridge and Greater
Peterborough
4.5
3.7
+
0.8
Solent
4.5
3.9
+
0.5
Wales
4.4
4.3
+
0.1
Enterprise M3
4.3
4.9
-
-0.6
Sheffield City Region
4.3
3.1
+
1.2
Coast to Capital
4.1
3.9
+
0.2
Greater Manchester
4.0
3.1
+
0.9
Scotland
4.0
4.9
-
-0.9
Cheshire and Warrington
3.9
3.3
+
0.6
South East
3.9
3.3
+
0.6
Lancashire
3.9
2.1
+
1.8
Oxfordshire
3.7
0.6
+
3.1
Buckinghamshire Thames Valley
3.4
-0.6
+
4.1
D2N2
3.4
3.7
-
-0.3
Cumbria
3.4
3.5
-
-0.2
Humber
3.2
1.8
+
1.3
Thames Valley Berkshire
3.2
4.4
-
-1.2
Worcestershire
3.1
-1.1
+
4.3
Leeds City Region
3.1
2.1
+
1.0
Liverpool City Region
3.0
2.7
+
0.3
The Marches
3.0
2.4
+
0.6
Swindon and Wiltshire
2.8
2.6
+
0.3
North East
2.8
2.2
+
0.6
Coventry and Warwickshire
2.2
-0.8
+
3.0
Leicester and Leicestershire
2.0
0.2
+
1.8
Dorset
1.8
2.3
-
-0.5
South East Midlands
1.8
-0.7
+
2.5
Stoke-on-Trent and Staffordshire
1.8
0.5
+
1.2
Greater Birmingham and Solihull
1.5
-0.3
+
1.8
Tees Valley
0.4
1.4
-
-1.0
Black Country
-0.1
-2.6
+
2.5
35
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Local authority district level
Looking at a local authority area further highlights the regional disparities across the UK.
There was a median increase in the number of employment scaleups per 100k population
of 0.22 annually from 2013-16, but this median figure hides the wide variation. 181 local
authorities saw a decline in the number of employment scaleups per 100k population over
the period, whereas 74 authorities saw an average annual increase of more than 2 scaleups
per 100k population.
The number of turnover scaleups continues to strengthen, now representing a median increase
of 3.6 scaleups per 100k population per year, also with significant variation among local
authorities. Norwich has experienced a growth in turnover scaleups averaging more than 15 per
100k population per year, the greatest of any local authority outside of London. Across the
UK, the median number of turnover scaleups is much higher than the number of UK scaleups,
with 38.9 per 100k population, more than double the figure for employment scaleups.
The table opposite highlights the twenty local authorities which had the highest scaleup density
and growth. London features strongly, with local authorities in London representing eight of
the ten highest authorities by scaleup density and five by scaleup growth; however there is also
a presence from many areas of the UK, including Scotland, Yorkshire, East England and Surrey.
CHANGE IN SCALEUPS PER 100K POPULATION PER ANNUM 2013-16
SCALEUPS PER 100K, 2016SCALEUP GROWTH 2013-16 (ALL LOCAL AUTHORITIES)
Notes: Horizontal and vertical lines indicate median values for the UK, per measure. Seven outlying authorities
with greater than 100 scaleups per 100k population are not shown to aid readability, all of these local authorities
are within London.
-10
-5
0
5
10
15
Change in Scaleups per 1 0k population per annum 2013-16
-50
-25
0
25
50
75
100
Scaleups per 100k, 201638.96
18.62
3.59
0.22
Scaleup Growth for Turnover or Employment , 2013-16
(All ocal Author it ies)
LE P
All
Local Author ity Distr
Aberdeen City
Aberdeenshire
Adur
Allerdale
Amber Valley
Angus
Argyll & Bute
Arun
As hfi eld
As hford
Aylesbury Vale
Babergh
Barking and Dagenha
Barnet
Barnsley
Barrow-in-Furnes s
Basildon
Basingstoke and Dea
Bass et law
Bath and North East
Bedford
Bexley
Birmingham
Blaby
Blackburn with Darw
Blackpool
Blaenau Gwent
Bols over
Bolton
Boston
36
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
Employment growth
Turnover
KEY
The ScaleUp Institute, with ONS, will continue to analyse this data and provide a further
update in December 2018 when the 2017 longitudinal datasets are made available. Preliminary
analysis of 'snapshot' data from March 2017 gives an early indication that the encouraging
trend in the number of scaleups is likely to continue. In the future, we hope this data is released
on a much more frequent basis so that we can more readily respond and act on emerging rather
than historic trends.
The ScaleUp Institute's overarching goal is to narrow local disparity over time and see the
trend in movement of local areas progress upwards. Monitoring scaleup indicators enables us
to evaluate and roll out interventions that work and to roll back those interventions that do not
work. Using a consistent framework allows us to compare like for like, enabling us to learn what
works best in one area and establishing if it could be useful elsewhere. It also helps in prioritising
where resources, investment and particular focus will be of value.
This ONS data also emphasises the importance of getting broader, more 'real-time'
information from sources such as HMRC. Our review, with Beauhurst, of 'visible' scaleups
from Companies House data to create the ScaleUp Index summarised overleaf comes
from those filing accounts. However, given reporting thresholds, many scaling businesses do
not yet file such reports and are not 'on the radar', which limits effective, timely engagement.
Improved data access has been a key theme in our engagement with the ScaleUp Taskforce
and one of its major recommendations. This is now being taken forward in joint work between
the ScaleUp Institute and the Government including Cabinet Office, HMRC, and BEIS,
including pilots on use of HMRC data to reach the leaders of scaling businesses at a local level.
This joint work is welcomed and we hope leads to a future scaleup register that is more detailed
and accessible across the public and private sectors. This remains a priority in our work with
Government.
TOP LOCAL AUTHORITIES FOR SCALEUP DENSITY AND GROWTH
Local Authority
Scaleups per 100k
population (2016)
City of London
7712
Westminster
479
Camden
240
Islington
155
Hammersmith and Fulham
128
Kensington and Chelsea
128
Southwark
125
South Bucks
101
Hackney
97
North Warwickshire
95
Winchester
94
South Cambridgeshire
86
Shetland Islands
86
Tower Hamlets
85
Wycombe
85
Watford
83
Hertsmere
82
Stratford-on-Avon
82
Cotswold
82
Waverley
81
Local Authority
Change in scaleups
per 100k population
per annum (2013-16)
City of London
21
Southwark
16
Hammersmith and Fulham
13
Midlothian
13
Norwich
13
Waverley
12
Harrogate
12
Derbyshire Dales
12
Islington
11
Chorley
11
New Forest
11
Ipswich
11
Maldon
10
Conwy
10
Brighton and Hove
10
Christchurch
10
Cheltenham
10
Hackney
10
Richmondshire
9
Stratford-on-Avon
9
DENSITY
GROWTH
37
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
38
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
VISIBLE SCALEUP GROUPS
11,581
visible scaling legal entities
examined
7,161
legal entities excluded

(charities, PLCs, foreign HQ,
duplicate subsidiaries)
4,420
unique scaleup businesses
2011
2012
2013
2014
2015
2016
2017
1bn
2bn
3bn
1,256m2,747m639m755m867m879m912m72
86
77
89
72
55
66
658
347
318
278
241
Property/land development
Distribution
Builders
Misc. manufacturing & engineering
Food & drink processors
2,948M
1,849M
1,546M
1,530M
1,230M
BestWay Wholesale
State Oil
Motor Fuel Group
Wates
Rontec
25,122
18,607
4,988
4,506
4,187
BestWay Wholesale
The Staing Group
The Siamo Group
Exclusive Contract Services
WGC
South East
Leeds City Region
Greater Manchester
Coast to Capital
Enterprise M3
125
129
186
209
243
METHODOLOGY
TOP SECTORS BY NUMBER OF
VISIBLE SCALEUPS
TOP VISIBLE SCALEUPS
BY EMPLOYEE COUNT
TOP VISIBLE SCALEUPS
BY TURNOVER
TOP LEPS BY NUMBER OF
VISIBLE SCALEUPS
EQUITY INVESTMENT INTO VISIBLE SCALEUPS OVER TIME
Based on Companies House data, excluding charitable and third sector scaleups and listed
companies, which will be subject to separate analysis. Data analysed by Beauhurst.
39
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
4,420
number of visible scaleups
74m
IUK grant funding
47%
scaling 2+ years
164
female-led visible scaleups
687
visible scaleups using equity
23%
scaling 3+ years
Camden
97
City of London
148
Westminster
182
Birmingham
66
Leeds
71
Manchester
50
Cheshire East
42
Draper
Esprit
BGF
TOP EQUITY INVESTORS BY DEALS INTO VISIBLE SCALEUPS 01/11/2011 31/08/2018
KEY FIGURES 01/11/2011 31/08/2018
VISIBLE SCALEUPS IN LONDON
BY LOCAL AUTHORITY
VISIBLE SCALEUPS IN BRITAIN
BY LOCAL AUTHORITY
Index
Ventures
Accel
Partners
Balderton
Capital
Lloyds
Devel op me nt
Capital
14
14
14
19
72
17
In the following pages we focus on the survey responses from the scaleup business leaders
whose companies are cumulatively generating 6bn in turnover. Not only are they fast-
growing and confident, they are sizeable and often well-established companies. They are two
times more likely to be innovative than large companies and they outperform their peers in
the provision of apprenticeships.
The 2018 ScaleUp Survey provides detailed and comprehensive insight into the issues that
the 514 scaleups regard as vital to their future growth and development.
The key issues and barriers faced remain consistent, but a striking aspect of this year's survey
is the continuing rise in importance placed upon access to markets both at home and abroad.
This now now ranks almost equally with access to talent as the key barrier to the continued
growth of the nation's scaleups.
514
SCALEUP BUSINESSES
MORE PRODUCTIVE THAN
OTHER FIRMS, AND TWICE
AS LIKELY TO BE INNOVATIVE
AND EXPORTERS THAN
LARGER FIRMS

OUTPERFORMING THEIR
PEERS IN GOOD CORPORATE
CITIZENSHIP WITH
FOUR IN TEN OFFERING
APPRENTICESHIPS
COMPARED TO TWO IN TEN
FOR TYPICAL UK FIRM
PLANNING TO SCALE
AGAIN IN 2019 GENERATING
1.5BN MORE TURNOVER
AND 7,000 MORE JOBS IN
SPITE OF OVERWHELMINGLY
CITING BREXIT AS A
NEGATIVE EFFECT
STILL CONSIDER TO
BE UNDER-SERVED
BY THE ECOSYSTEM
YET HUNGRY TO
EXPORT AND
COLLABORATE
MORE
190k
REVENUE PER EMPLOYEE
6bn
REVENUE IN TURNOVER
THESE SCALEUPS ARE:
2018 Scaleup leaders' views
2018's ScaleUp Survey was completed by 514 scaleup CEOs.
It provides insight into the views of our most ambitious
scaling businesses from a diverse set of sectors cross the
country 89% of whom expect to grow even further in
2019 in spite of their expectations that Brexit will have an
overwhelmingly negative effect.
40
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
The top challenges
1. Access to talent whether that is the social and technical
skills of their workforce, the ability to recruit from overseas
or having the talent to secure international business,
scaleups have consistently highlighted the need to be able
to attract the right skills and experience as the biggest
challenge to their future growth. In 2018 eight out of ten
single this out as the most significant barrier- slightly down
on 2017.
2. Access to markets for the second year running, access
to markets is identified as the second most important
hurdle to growth. Significantly this year, it is ranked almost
equal with the talent challenge. Many scaleups already
do business with large corporates and/or government and
other public sector bodies, but survey respondents cite
similar barriers to gaining further work with both groups
primarily the complexity of the procurement process, and
the ability to find out about opportunities to bid.

Two-thirds of scaleups are involved in international trade
placing them firmly in the vanguard of the UK's trade
ambitions and, among those who currently do not,
more than a quarter plan to start doing so. The two key
barriers cited here are a lack of people experienced at
winning overseas sales and the inability to find appropriate
overseas partners.
3. Building leadership capacity while this is the third most
important issue for scaleups, it is viewed as slightly less of
a barrier than in recent years. Scaleups are focused on

developing their leadership capability and capacity.
They want solutions for leadership development
delivered at a local level, with local access to mentors
and peers who have the experience of growing a business,
as well as surrounding universities and business schools.
From the public sector they want easier access to public
sector funding for innovation and R&D, general business
support, Growth Hubs and Innovate UK. This includes
two-thirds wanting practical relationship management
support and two thirds wanting HMRC data better
harnessed to link them to private and public sector
offerings on an opt in basis. When force-ranked, peer-to-
peer networks are seen as the most vital support.
4. Finance and risk capital while access to finance is not
seen as the main obstacle to their growth, a notable four
in ten scaleups do not feel they currently have the right
amount of funding in place for their current ambitions.
Three-quarters of scaleups rely on external finance to
support their growth, drawing it from a wide variety of
sources. Regional disparities continue to be noticeable,
with scaleups in London and the South East much more
likely to be using equity finance than those elsewhere.
Reservations about the use of equity finance remain as
regards its unsuitability, fears of having to 'give up control'
or a simple lack of knowledge.
5. Infrastructure (space to grow, digital capacity) remains
consistently cited as a growth barrier by scaling businesses,
and is an issue that has to be considered alongside other
barriers as a complement to a thriving scaleup ecosystem.
Scaleup aspirations remain high eight in ten scaleups are expecting to scale again
next year but half are worried about the future of the UK as a place for doing
business and only four out of ten feel there is sufficient support from the private
and public sectors currently available to them. It is imperative that we continue our
focus on developing local scaleup ecosystems, remove the barriers to their growth and
respond positively and energetically to the needs of UK scaleups.
The desire for a more proactive relationship with the public sector is an important aspect
that has been revealed in this year's survey. Two-thirds of scaleups stated that a named single
point of contact as a local relationship manager would improve their route through to national
government and private sector initiatives designed to foster growth. Four out of ten exporters
wanted this service specifically from the Department of International Trade. The majority of
scaleups also want an information hub specific to scaleup needs detailing the support available
to them which SUI will develop in 2018 with public and private sector partners.
Locally rooted solutions remain the most valued by scaleups, reiterating the need for
national offerings whether public or private to have a local nexus.
41
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THE 2018 SCALEUP SURVEY
AT A GLANCE
THEY ARE HIGHLY PRODUCTIVE
AVERAGING
187,000
TURNOVER PER EMPLOYEE
These scaleups came from across all
regions and sectors:
SCALEUP BUSINESSES
GENERATING
514
IN TURNOVER
6bn
THEY REMAIN
AMBITIOUS
62%
EXPECT TO ACHIEVE 20%+
TURNOVER GROWTH IN THE
COMING YEAR
41%
OF SCALEUPS EXPECT TO
ACHIEVE 20%+ EMPLOYEE
GROWTH IN THE NEXT YEAR
THEY ARE HIGHLY
INNOVATIVE
79%
HAVE INTRODUCED A NEW/
IMPROVED PRODUCT,
SERVICE OR PROCESS IN
THE LAST THREE YEARS
2x
THE INNOVATION RATE OF
LARGE FIRMS
THEY ARE GOOD
CORPORATE CITIZENS
2/3 (64%)
OFFER OPPORTUNITIES TO
YOUNG PEOPLE THROUGH:
2x
AS MANY SCALEUPS
OFFER APPRENTICESHIPS
AS TYPICAL FIRMS
61%
EMPLOY STAFF
FROM THE EU AND
35%
EMPLOY STAFF FROM
OUTSIDE THE EU
APPRENTICESHIPS (38)
INTERNSHIPS (44%)
WORK EXPERIENCE (51%)
54%
EXPORT
43%
IMPORT
59%
ARE ENGAGED
IN TRADE WITH
THE EU
53%
ARE ENGAGED
IN TRADE
OUTSIDE THE EU
THEY ARE
INTERNATIONAL
TWO THIRDS OF
SCALEUPS ARE
INVOLVED IN
INTERNATIONAL
TRADE
THEY HAVE, OR HAVE ASPIRATIONS TO GAIN, LARGE
CORPORATES AND GOVERNMENT AS CLIENTS
SELL INTO LOCAL OR NATIONAL GOVERNMENT
6 IN 10 SCALEUPS (55%)
2 IN 10 (24%)
SELL INTO LARGE CORPORATES AND
A QUARTER OF
THOSE NOT
CURRENTLY
SELLING INTO
EITHER LARGE
CORPORATES OR
GOVERNMENT
HAVE ASPIRATIONS
TO DO SO
SECTION TITLE
42
CHAPTER ONE
Key challenges
The key factors that will allow scaleups to continue to grow are:
The key sources of future help to grow are LOCAL:
Scaleups would also like easier access to Government resources of:
Growth Hubs
Innovate UK
45%
34%
33%
31%
Peer networks
Local universities and
business schools
Local leadership
development programmes
55%
38%
35%
LOOKING FORWARD: HIGH AMBITIONS TO GROW BUT CONCERN THE UK WILL BECOME
HARDER TO SCALE IN WITH LIMITED SUPPORT AND BARRIERS TO BE ADDRESSED
80%
Access to talent
79%
Access to
UK markets
55%
Leadership
development
and training
63%
Access to
infrastructure /
premises
48%
Access to
international
markets
44%
Access to right
bank / equity
finance
Scaleups know they are doing well 63% agree that they are
outperforming their peers. But four out of ten feel there is little support
for businesses like them (40%) and half have concerns about whether
the UK will continue to be a good place to do business (48%).
Two-thirds
scaleups would like a single point of contact
to act as a relationship manager to support
access to services
TALENT
Key future skills for scaleup employees are critical
thinking (64%) and a service orientation (44%). 7 in
10 with overseas sta say it is vital/very important
they can continue to bring in this talent.
INTERNATIONAL MARKETS
Scaleups are already doing business across the world, and
want to do more in regions such as the Middle East,
Australia, Latin America and the Asian Pacific region. Key
barriers to international trade are access to markets and
partners overseas (31%) and having the sta with the right
skills to win overseas sales (31%). A dedicated export
relationship management approach is valued.
FINANCE
Three quarters of scaleups are using external finance (75%),
but 4 out of 10 do not feel they have the right finance in
place for their business. A quarter (25%) are currently using
equity finance and 8% plan to use it in the near future. The
rest (67%) cite a fear of losing control, thinking it is not a
suitable form of finance, or not really knowing much about
equity finance as their reasons for not using this funding.
MARKETS
Selling into both government and large corporates is made
more complicated by complex procurement processes
(50%), the time it takes to win a contract (36%) and being
able to spot relevant contracts to bid for (36%). A
relationship management approach is valued.
LEADERSHIP
Scaleups are looking for support from people who know
what it is like to grow a business, whether as employees
(46%), a network of peers (36%) or as non-exec
directors (27%). They also want to develop their existing
leadership team (57%).
INFRASTRUCTURE
Infrastructure remains a critical component to get right
for our fast growing companies, particularly scaleup
space. The infrastructure challenge is complementary to
other challenges. Scaleups are seeking much greater
university support for space and R&D facilities.
However, when asked to force rank their top 3 priorities, talent and markets remained in first and second place but
bank/equity finance moved up to joint 3rd with leadership ahead of infrastructure.
Public sector funding for
R&D and innovation
General business support
from government
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
43

Scaleup Survey 2018

This report focuses on the views of 514 scaleup CEOs.
They are ambitious businesses: six out of ten (62%) expect
more than 20% turnover growth in the next year; while four
out of ten (41%) expect more than 20% growth in their
employee count. Two out of ten scaleups (18%) expect their
turnover to grow by more than 50% in the next year, and one
in ten (10%) expect that growth in their employee numbers.
Looking at the way they have achieved their growth, one in three (34%) say that they have
had periods of good growth, with periods of stability in between, with steady and consistent
growth for 28% of scaleups, and one in four scaleups (26%) having grown dramatically year
on year.
62% OF SCALEUPS EXPECT TURNOVER TO GROW BY 20% OR MORE IN THE NEXT
YEAR, COMPARED TO 41% EXPECTING SUCH GROWTH IN EMPLOYEES
TURNOVER
22%
18%
18%
19%
11%
1%
10%
Not grow/prefer not to say
Up to 10%
More than 10%
More than 20%
More than 30%
More than 40%
More than 50%
13%
9%
16%
23%
14%
7%
18%
EMPLOYEES
Scaleups remain optimistic about their own growth, despite
having predominantly negative views on the likely outcome of
the Brexit negotiations for their business
These forecasts of high growth contrast with their opinions of Brexit: looking ahead to March
2019, most scaleups believe that Brexit will have a negative impact on their businesses, with
only one in eight (12%) thinking that it will have a positive effect.
Despite this, they remain optimistic, with 96% confident that they will achieve their growth
ambitions. Four out of ten scaleups (37%) are very confident that they will achieve their
growth targets and a further 59% are fairly confident.
44
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
Scaleups are well established and can be sizeable businesses
52% of scaleups have been trading for 10 years or more
10% have a turnover in excess of 25 million
28% have more than 50 employees

Scaleups are highly innovative
Scaleups are significantly more likely to be innovative than the typical firm. Eight out of
ten scaleups (79%) introduced a new or significantly improved product, process or service
in the last three years, while seven out of ten (68%) invested in areas such as internal
R&D/training. This shows their heightened focus on innovation which contrasts sharply to
the broader business population, as reflected in the 2017 UK Innovation Survey, which
estimated that only three in ten (30%) firms had recently introduced new products/
processes/services, and only four in ten (39%) large firms.
SCALEUPS ARE TWO TIMES MORE LIKELY THAN LARGE FIRMS TO BE INNOVATIVE
Source: Figures for large firms (250+ employees) and all firms are taken from the UK Innovation Survey 2017
MOST SCALEUPS EXPECT BREXIT WILL HAVE A NEGATIVE IMPACT ON THEIR BUSINESS
All Firms
Large Firms
Scaleups
79%
39%
30%
PERCENTAGE INTRODUCING A NEW OR SIGNIFICANTLY IMPROVED PRODUCT/SERVICE IN THE LAST THREE YEARS
58%
19%
12%
11%
Don't know
Positive
No eect
Negative
EXPECTED EFFECT OF BREXIT NEGOTIATIONS ON THEIR BUSINESS
45
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Scaleups value relationship management and being identified
'put on the map'
For the first time we asked scaleups what they would want to improve their ability to engage
with government resources. Two-thirds of scaleups (64%) stated that a named single point of
contact as a relationship manager without improve their relationship with the public sector.
The majority (57%) of scaleups also supported the concept of a specific ScaleUp website
detailing the support available to them.
These scaleups are happy to be identified on a public record, with two-thirds (66%) stating
that their scaleup status should be shared on an opt-in basis.
SCALEUPS ARE FOUND ACROSS THE UK, AND BROADLY IN LINE WITH THE
LOCATION OF UK BUSINESSES OVERALL
The scaleups surveyed came from all sectors and locations of the economy, with the greatest
number of responses from professional and scientific scaleups, alongside manufacturing
firms and information and communication firms.
SCALEUPS ARE ACROSS ALL SECTORS
1.0%
1.6%
2.1%
2.3%
2.9%
3.1%
3.3%
3.5%
4.7%
4.9%
5.8%
6.8%
10.9%
12.3%
17.3%
17.5%
Other
Real Estate
Admin & Support Services
Transport
Agri/Mining
Education
Accommodation/Food
Arts
Finance/Insurance
Health/Social Work
Construction
Wholesale/Retail
Info & Communication
Other Services
Manufacturing
Professional, Scientific & Tech
SECTORS OF SCALEUP BUSINESSES, SIC SECTION
0.8%
1.4%
3.3%
6.2%
6.2%
8.6%
9.4%
9.6%
9.9%
12.1%
14.6%
17.9%
Wales
Northern Ireland
Yorkshire and Humberside
East Anglia
Scotland
East Midlands
North/North East
South West
West Midlands
North West
South East
London
LOCATION OF SCALEUP BUSINESSES
Two-thirds of
scaleups stated
that a named single
point of contact
as a relationship
manager would
improve their
relationship with
the public sector
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THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE

Talent and skills
The vital ingredient
Access to talent remains the biggest challenge that scaleups
face. 80% of scaleups said that access to talent was vital or
very important to their business continuing to grow. Scaleups
consistently show good corporate citizenship outperforming
their peers in apprenticeships and offering internships and
work experience.
Scaleups employ a mix of graduates (70%), post-graduates (52%) and school leavers
(36%). In addition, two thirds of scaleups (64%) offer opportunities to younger people
through work experience (51%), apprenticeships (38%) and both UK and international
internships (33% and 11% respectively).
Scaleups are good corporate citizens more likely to offer
apprenticeships and willing to do more if there were easier
school/university connections
The Department for Education estimates that 18% of all UK firms offer apprenticeships,
which would imply that the proportion of scaleups offering apprenticeships is more than
double the proportion of all UK firms.
Among those who do not currently offer apprenticeships1, the most substantial barriers
related to finding suitable candidates (47% did not know where to get good candidates
from, 31% did not have good enough links with universities or schools) and having work
for them to do (52% stated that they didn't have suitable work, 48% said they were not
large enough to have the resources to accommodate apprenticeships). Those who do not
currently offer work experience identified very similar barriers.
SOCIAL AND TECHNICAL SKILLS ARE THE PRIMARY DEMANDS OF GRADUATES
AND SCHOOL LEAVERS
1%
11%
12%
40%
36%
Finance skills
Management skills
Business skills
Technical skills
Social skills
24%
58%
62%
71%
80%
IMPORTANT SKILLS FOR SCHOOL LEAVERS AND GRADUATES
TOP 1
TOP 32
1 Employer Perspectives
Survey 2016, Department
for Education
2 The ScaleUp survey was
conducted both online
and over the phone.
For phone interviews,
respondents were asked to
rate the importance on a
1-10 scale. In these cases,
a "top 3" response is taken
to be any score of 8-10.
47
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Technical and social skills were most likely to be nominated as the top skills required by
graduate and school leavers (40% of scaleups chose technical skills as the most important
with 36% choosing social skills). 80% of scaleups included social skills in their top three,
followed by 71% choosing technical skills and 62% choosing business skills.
When scaleups were asked about the importance of a range of future skills that employees
are likely to need, they ranked critical thinking as the most important, with 28% of scaleups
nominating it as the top priority and 64% including it in their top three. This was followed by
service orientation (anticipating, recognising and meeting others' needs) which was named
as one of the top three factors by 44% of scaleups. Cognitive flexibility was the third most
important skill, with 39% of scaleups naming it as one of their top three.
FOR FUTURE SKILLS, SCALEUPS THINK CRITICAL THINKING AND A SERVICE
ORIENTATION WILL BE MOST NECESSARY
Scaleups have an international employee base, with two-thirds (64%) of scaleups employing
people from overseas: 61% employ staff from the EU and 35% employ staff from outside the
EU. This does not preclude their local employment though, all scaleups hire staff from the
UK as well.
Of the scaleups who employ overseas staff, two-thirds say that it is vital or very important
that they can continue to bring in talent from overseas (66% for EU staff and 69% for other
overseas staff). Half of all exporting scaleups (50%) say that it is vital or very important to
have a fast-track visa system when hiring people and talent from overseas.
13%
30%
30%
31%
32%
32%
34%
39%
47%
64%
Negotiation
People management
Complex problem solving
Creativity
Judgement and decision making
Coordinating with others
Emotional intelligence
Cognitive flexibility
Service orientation
Critical thinking
1%
8%
13%
8%
7%
6%
6%
7%
15%
28%
KEY FUTURE SKILLS MOST POPULAR MENTIONS
TOP 1
TOP 32
48
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
19%
25%
36%
36%
50%
Having correct finance in place
Time taken to get paid
Time taken to win a contract
Finding out about opportunities to bid
Complex procurement process
13%
17%
32%
41%
46%
KEY BARRIERS TO WORKING MORE WITH GOVERNMENT AND LARGE CORPORATES
LARGE CORPORATES
GOVERNMENT

Access to markets
A growing challenge
Many scaleups already do business with large corporates,
government and/or export, and want to do more as scaleups try
to expand into new markets both within the UK and abroad, the
importance they place on access to markets has risen significantly.
For the second year running, access to markets is the second most important factor for
their growth, but this year it almost equals the talent challenge, with 79% identifying it as
vital or very important.
Large corporates and government
Large corporates and government already play a role for scaleups. Three quarters of
scaleups sell, or have aspirations to sell, to large corporates and government:
Six out of ten scaleups (55%) sell into large corporates directly, and 28% of scaleups
are part of a supply chain to large corporates.
One in eight scaleups (13%) sell directly to the UK government, one in five (20%) sell
to local government, and one in seven (15%) are part of a supply chain that sells to the
UK government.
One in four scaleups (26%) have aspirations to sell to large corporates or government
in the future.
The key barriers to working more with either large corporates or government are the same;
relating primarily to the complexity of the procurement process, as well as the ability to
find out about opportunities to bid.
COMPLEX PROCUREMENT PROCESSES AND FINDING OPPORTUNITIES TO BID
PREVENT SCALEUPS WORKING MORE WITH BOTH LARGE CORPORATES AND
GOVERNMENT
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Trading internationally
Most scaleups (64%) are involved in international trade:
54% export (50% to the EU and 44% outside the EU).
43% import (37% from the EU and 33% from outside the EU).
Overall, 59% are involved in some trade to/from the EU and a similar proportion (53%)
trade outside the EU.
Significant numbers of scaleups export to markets across the globe, including: Africa,
the Middle East, Asia, Australia and Latin America.
Among scaleups not currently trading internationally, 27% plan to start doing so, 16% plan
to start trading to the EU and 18% plan to start trading outside of the EU. This means that,
consistent with last year, we are seeing a strong pattern that 7 out of 10 scaleups would be
international businesses a significant prize to the UK's export aspirations.
Among scaleups currently exporting, they are likely to be doing so in the EU (92%) ,
North America (59%) but increasingly are developing a footprint in the Middle East (42%),
Asia (38%), Australia/Pacific region (37%) and Africa (22%). These are also key future
markets among exporters and would-be exporters.
EU AND NORTH AMERICA ARE KEY MARKETS BUT THERE IS CLEAR ACTIVITY
AND APPETITE TO DO MORE IN MORE DIVERSE MARKETS SUCH AS ASIA,
AFRICA AND INDIA
Among those already exporting the main barriers to exporting more are threefold: Having
the people/talent to win overseas sales (31%), Not being able to find partners overseas to
work with (31%), and Not knowing how the Brexit negotiations will unfold (30%). The
scaleups who are not already exporting see limited access to customers overseas as their
main barrier, identified by 16% of them.
19%
21%
22%
37%
38%
42%
46%
59%
92%
Latin America
Indian subcontinent
Africa
Australia/Pacific region
Other parts of Asia
Middle East
Other parts of Europe outside EU
North America
EU
30%
34%
28%
51%
54%
48%
58%
79%
89%
Latin America
Indian subcontinent
Africa
Australian/Pacific region
Other parts of Asia
Middle East
Other parts of Europe outside EU
North America
EU
MARKETS FOR EXPORTERS AND FUTURE EXPORTERS, FOR SCALEUPS ALREADY EXPORTING
OR LOOKING TO EXPORT IN THE FUTURE
NOW
FUTURE
50
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
SCALEUPS WOULD EXPORT MORE IF THEY HAD THE TALENT TO WIN OVERSEAS
SALES, ALONGSIDE FINDING SUITABLE PARTNERS
Breaking down the barriers to exporting
Looking at what would help these scaleups export more, half of scaleups (52%) wanted
better introductions to buyers overseas (either from the public sector or corporates/
financiers) and 4 out of 10 (40%) wanted a single point of contact with the Department for
International Trade (DIT) in the UK.
SCALEUPS WANT BETTER INTRODUCTIONS TO BUYERS OVERSEAS, AS WELL AS A
SINGLE POINT OF CONTACT AT DIT
4%
4%
5%
7%
8%
9%
10%
13%
13%
15%
17%
26%
30%
31%
31%
Meeting quality standards
Having to oer long credit terms to secure a sale
The local support in overseas markets is poor quality
Not getting paid on time
Too much competition in overseas markets
Being invited on trade missions
Having the right finance in place
Not being seen as a credible supplier
The exchange rate with sterling
Language or cultural barriers
Finding local support overseas
Limited access to customers overseas
Not knowing how the Brexit negotiations will unfold
Access to partners overseas to work with
Having the people/talent to win overseas sales
3%
4%
3%
5%
5%
8%
7%
8%
3%
10%
12%
16%
13%
12%
12%
KEY BARRIERS TO OVERSEAS TRADE
EXPORTING SCALEUPS
SCALEUPS WHO DO NOT
CURRENTLY EXPORT
MOST VALUABLE TYPE OF EXPORT SUPPORT, AMONG SCALEUPS EXPORTING OR WANTING TO EXPORT
19%
28%
33%
35%
40%
52%
A local DIT hub/export peer group
Greater bespoke market insights
More tailored scaleup export trade missions
More info on trade missions and market opportunities
Single point of contact in DIT UK
Better introductions to buyers overseas
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Leadership
Building leadership capacity remains one of the most important
issues for scaleups, although it has been slightly less of a barrier
in recent years. In 2018, 55% of scaleups identified it as a vital
or very important factor in enabling their business to grow.
Scaleups want solutions for leadership development at a local level.
They want local access to leaders and peers with experience of growing a business, as well as
surrounding universities and business schools. They also want easier access to public sector
funding for innovation and R&D, general business support, Growth Hubs and Innovate UK.
Scaleups are focused on developing their leadership capability and capacity. More than
half of scaleups included developing the leadership and management skills of the senior
team in their top three factors supporting growth. They want local support, as recruiting
people with experience of growing a business into the leadership team and access to a
network of peers who are growing/have grown are rated as more important in supporting
their growth than private sector led-support (11%) or support from larger corporates within
the supply chain (16%).
Access to peer-to-peer networks is the most likely form of support to be rated vital or
very important to help scaleups grow their business further (55%), followed by support
from local business schools and universities (39%). 35% consider professional advisers an
important resource.
DEVELOPING THE SKILLS OF THE EXISTING LEADERSHIP TEAM IS THE PRIORITY OF
SCALEUPS INCREASING THEIR LEADERSHIP CAPACITY, ALONGSIDE PEER-TO-PEER
NETWORKS AND EFFECTIVE HIRING
26%
27%
36%
46%
57%
Access to mentoring
Access to non-exec directors
Access to a network of peers who are growing/have grown
Recruit people with experience of growing a business
Developing the leadership and management skills of the senior team
7%
8%
11%
20%
28%
FACTORS SUPPORTING GROWTH MOST POPULAR MENTIONS
TOP 1
TOP 3
52
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
Mentors are a vital resource
Mentors continue to be an important resource for scaleups. More than half of scaleups have
a mentor (55%) and more than nine out of ten of those who have a mentor valued their
input. The main reasons why scaleup leaders did not have a mentor were the lack of a need
(27%) and not knowing where or how to find one (24%).
Scaleups were most likely to say that they would welcome easier access to public sector
funding for R&D and innovation (42%). One in three scaleups would like easier access to
general business support from local or national government, Innovate UK or Growth Hubs.
EASIER ACCESS TO PUBLIC SECTOR FUNDING IS CRUCIAL FOR SCALEUPS,
AS WELL AS EASIER ACCESS TO BUSINESS SUPPORT, GROWTH HUBS AND
INNOVATE UK
FORMS OF SUPPORT SCALEUPS WOULD LIKE EASIER ACCESS TO
12%
13%
23%
24%
24%
27%
28%
32%
33%
34%
42%
UKEF
Catapults
Visas
British Business Bank
DIT
Procurement contracts
LEPs
Growth Hubs
Innovate UK
General business support from local or national government
Public sector funding for innovation and R&D
53
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Access to finance
Scaleups are likely to be using a range of forms of external
finance and while access to finance was not seen as the key
issue holding them back, significantly four out of ten scaleups
do not feel they currently have the right amount of funding in
place for their current ambitions.
The regional disparities continue to be noticeable, with scaleups in London and the South
East much more likely to be using equity finance than those elsewhere.
Most scaleups rely on external finance to support their growth (74%). This consists of a
wide variety of sources, including overdrafts or loans (40%), leasing/hire purchase (28%),
cash injections from friends, family or directors (25%) among others. 44% of scaleups think
that their business does not have the right amount and type of funding in place to support
their current ambitions.
SCALEUPS RELY ON MANY FORMS OF EXTERNAL FINANCE, WITH ONLY 24% ONLY
RELYING ON INTERNAL FINANCING
Those who do not use finance, or do not feel they have the right amount available to them
cite not wanting to give up control of the business (29%), finance coming with too many
terms (24%), or a lack of collateral to provide (22%). Education about finance may also be
helpful 17% stated that they don't know anything about equity finance.
Looking at their use of equity finance:
Equity finance is currently used by one in four scaleups (25%)
A further 8% plan to use it in the near future
17% don't think it is suitable for their current business
14% are reluctant to give up control
26%
5%
6%
8%
13%
14%
17%
23%
25%
28%
40%
No funding
Something else
Crowd funding
EU funding
UK Govt funding
Invoice finance
Trade credit
Third party equity
Friends and family/directors
Leasing/ hire purchase
Overdrafts, credit cards or loans
EXTERNAL FINANCING USED
54
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
ATTITUDES ON EQUITY FINANCE VARY CONSIDERABLY ACROSS FIRMS

Scaleups in London and the South East are much more likely to be using equity finance
(36% vs 18%) than those based elsewhere, who are less likely to feel that equity finance is
not suitable for their business (13% vs 21%).
This strongly suggests that there is much more work to do to drive up knowledge and
understanding of growth capital, which remains a key focus of our work with the British
Business Bank and private sector.
10%
17%
3%
6%
17%
14%
8%
25%
Other
Don't know anything about this
Wouldn't know where to start
Equity investors too short term
Not suitable for us
Reluctant to give up control
Plan to use in near future
Using it currently
ATTITUDES TO EQUITY FINANCE
55
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Looking forward
While scaleup aspirations remain high, there remains concern
over sufficient support and the UK being a good location for
doing business in the future, reinforcing the importance of the
public and private sector addressing these businesses and their
needs in a segmented and coordinated manner.

Looking forward, access to markets and customers in the UK has become an increasingly
important focus for scaleups. It now ranks almost equally with access to talent as the key
barrier to the continued growth of the nation's scaleups.
SCALEUPS VIEW ACCESS TO TALENT AND ACCESS TO UK MARKETS AS THE MOST
IMPORTANT BARRIERS TO THEIR CONTINUED GROWTH
When forced to choose a single factor, access to talent stands out as the primary barrier
closely followed by access to markets, with the recognition that leadership development is
likely factored into the demand for talent and skills when scaleups were forced to choose a
single factor.
21%
23%
36%
37%
39%
44%
46%
48%
55%
63%
79%
80%
Access to government procurement tenders
Access to equity finance
Access to larger corporates in supply chains
Access to external support and advice
Access to public sector support and R&D funding
Access to the right bank finance for the business
Access to tax breaks
Access to markets and customers internationally
Leadership development
Access to infrastructure/premises and broadband
Access to markets and customers in the UK
Access to talent
IMPORTANT FACTORS IN BUSINESS GROWING, VITAL/VERY IMPORTANT
56
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
ACCESS TO TALENT IS THE MOST IMPORTANT BARRIER TO GROWTH IN FOUR OUT OF
TEN SCALEUPS, WITH ACCESS TO MARKETS CHOSEN BY THREE OUT OF TEN SCALEUPS
Looking at their attitudes, scaleups are aware that they are outperforming their peers
(63%). Furthermore they remain ambitious; seven out of ten scaleups (69%) think it is
realistic to expect 20%+ growth every year.
7 IN 10 SCALEUPS THINK 20%+ ANNUAL GROWTH IS REALISTIC, BUT HALF ARE
WORRIED ABOUT THE FUTURE OF THE UK FOR DOING BUSINESS AND 4 IN 10 FEEL
THERE IS LITTLE SUPPORT AVAILABLE

Reflecting on the business environment, half (48%) have concerns about the UK being a
good location for doing business in the future. It is reassuring that there has been a decline
in the proportion of scaleups who feel that there is little support available (from 47% in
2017 to 40% in 2018), but it still is significant cause for concern that four out of ten of our
fastest growing businesses do not see sufficient support to available to them.
There is some support (44%) for the view that most of the money and advice is in London
and the South East - which highlights the regional disparities that exist.
4%
4%
4%
5%
8%
9%
18%
40%
Access to infrastructure
Access to private equity
Access to larger corporates in supply chain
Leadership development and training
Access to international markets
Access to bank finance
Access to UK markets
Access to talent
IMPORTANT FACTORS IN BUSINESS GROWING, TOP RANKED
31%
35%
40%
44%
48%
51%
63%
It is not realistic to expect 20%+ growth every year
It is harder to grow the business now than in the past
I feel like there is very little support available for businesses like ours
I feel that most of the money/business advice is provided in London/South East
I worry whether the UK will be a good location for a business in the future
It is very hard to plan for growth, you have to respond well to opportunities
I think we are outperforming our peers
ATTITUDES TO GROWTH % AGREE
view access to
markets as their
number one
barrier to growth
30%
57
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The SME finance monitor 2018
The scaleup perspective
In 2018 we have worked again with our banking partners and
BVA BDRC to assess what our SME scaleups' concerns and
issues are.
In this process through the first half of 2018 we have interviewed 1,819 scaleup CEOs, from
across the country and sectors. This diverse group of scaleups mirror the views held by
respondents to our 2018 Scaleup Survey.
In the SME Monitor review Scaleup SME CEOs were more likely to identify recruiting and
retaining staff as a key barrier to their growth than their peers (10% vs 6%), more likely to
trade internationally (20% vs 13%) and more likely to have innovated (42% vs 31%).
Scaleups in the SME Finance Monitor are ambitious the majority are planning to grow
again in 2019, and looking ahead to the next year are also more likely to pursue growth
opportunities than their peers:
MORE LIKELY TO TAKE ON MORE STAFF
27%
14%
Not Scaleups
Scaleups
58
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
MORE LIKELY TO INVEST IN A NEW PLANT OR MACHINERY
MORE LIKELY TO HAVE INNOVATED

These results reinforce the characteristics of scaleup leaders: they are more ambitious,
international and innovative than their peers, with higher growth and scaling aspirations. Given
these dynamics it reinforces the importance of segmentation when looking at the UK business
and SME landscape, ensuring that scaleups are always treated as a cohort in their own right.
22%
13%
Not Scaleups
Scaleups
42%
31%
Not Scaleups
Scaleups
59
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The scaleup support landscape
Mapping the maze

Scaling companies can benefit from, and are hungry for,
appropriate programmes designed to break down the barriers
that they face. But in a sea of business support offerings many
scaleups find it difficult to identify programmes that are specific
to their needs. For a time-poor, fast-growing scaleup, it is often
very difficult to determine what programmes really work.
To help them, the ScaleUp Institute endorses programmes and initiatives which can
demonstrate that their support provides measurable benefits for scaleups. These are detailed
in Chapter 2 of our report.
This year, Innovate UK and the ScaleUp Institute have also been working collaboratively
with Arup and the London School of Economics to map all the support that purports to be
available to high-growth businesses. This is in order to gain a holistic picture of the available
programmes which specifically target scaleup and scaling businesses (those on the pathway
to scaleup) and those programmes which are designed more generally for SMEs but which
may have some scaling element to them.
Using an online survey, we gathered responses from a wide range of UK sources. The survey
focused on existing programmes in the marketplace whether public, education or private
sector led which address the core challenges faced by scaleups: talent acquisition; building
leadership capacity; access to markets; finance and infrastructure.
Key statistics
The review uncovered 219 programmes designed to address 'growing [scaling] pains'.
Of these we found:
37 programmes have been endorsed by the ScaleUp Institute, 25 have been designated
'one to watch', and a further 80 programmes are designed to target scaleups/scaling firms
Four in ten programmes (37%) are general growth business programmes, with some
element catering to scaling businesses.
77 of these programmes are private-sector led, 49 education sector-led and 91 are public
led, including hybrids of public and private local initiatives led by the Local Enterprise
Partnership or regional authorities.
The majority are delivered at a local level with 142 local, 6 multi-regional, 63 national
and 8 international. The region with the most programmes is the East Midlands, with 30
programmes recorded.
Significantly, of the 219 programmes reported, 1 in 3 are currently co-funded by the
European Regional Development Fund.
Notably more than 60% of the programmes for scaling businesses have been established
in the last three years. Very few have existed for more than ten years. Not only does this
reflect the historic dearth of support for scaleups, it also demonstrates the role and impact
of the ScaleUp Institute in its focus and training through the Driving Economic Growth
programme. It also reinforces the ongoing role for the ScaleUp Institute in assessing which
programmes work and which do not.
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THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
Improving scaleup support requires local engagement and
aligned private and public sector policy
The exercise reinforces the views of our scaleup leaders on what is 'missing' to break down their
barriers, including the regional disparities. It emphasises the vital work remaining to be done if
we are to ensure that every scaleup business, in every part of the country, has the right access
to the tools to fuel their growth.
It also highlights the need to further consider the manner in which we can address the gaps
in scaleup specific interventions and what the priorities of the Shared Prosperity Fund and
Comprehensive Spending Review should be.
Those implementing the recent Budget announcements on leadership, networks and
mentoring should carefully consider the evidence in this review and, in light of it, the
proportion of spend assigned towards scaling firms. The ScaleUp Institute recommends that
a significant proportion be given to scaleup interventions, building on those that have most
impact and ensuring there is meaningful coverage in every local area. The Government should
ensure that scaleups are a key segment in all interventions.
The results, which are summarised below, have been enlightening and give us all a great deal of
food for thought as we consider our drive to become a scaleup nation and close the scaleup gap.
There are significant gaps in programmes addressing scaleup
barriers to growth, notably in access to markets
It is clear that there are very few purely scaleup/scaling focused interventions
and very clear regional and local gaps in offerings. There are few bespoke offerings
for this segment.
There are substantial gaps in addressing the two barriers of access to talent and access
to markets, which have been consistently cited (including in our 2018 survey) as major
challenges to scaling firms.
More than half of all the mapped support programmes focus on leadership
development, peer networks or leadership capacity building.
Only 10% of the mapped support programmes are designed to help scaleups to access
public or private procurement.
Only 7% offer office space / hubs that focus on the needs of scaleups.

THE SCALEUP CHALLENGES SOUGHT TO BE ADDRESSED BY
PROGRAMMES MAPPED
6 8 12
7 63
7 8 6
10
19
9
14
16
14
20
27
15
9
31
22
28
39
19
24
40
36
31
32
39
30
51
36
0
50
100
150
Number of programmes
Other
Oce space/hubs
Procurement support
Corporate collab support
Support in international markets
Access to talent and skills
Support for R&D
Access to peer to peer networks
Skills training
Financial support / access
Leadership development/capacity
ScaleUp Institu
One to Watch
Scaling firm foc
General with sc
6 8 12
7 63
7 8 6
10
19
9
14
16
14
20
27
15
9
31
22
28
39
19
24
40
36
31
32
39
30
51
36
0
50
100
150
Number of programmes
Other
Oce space/hubs
Procurement s
port
Corporate collab support
Support in international markets
Access to talent and skills
Support for R&D
Access to peer to peer networks
Skills training
Financial support / access
Leadership development/capacity
ScaleUp Institute Endorsed/
One to Watch
Scaling firm focus
General with scaling elements
61
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Programmes are often delivered at no cost to the participating business, while those that
do charge have a range of fees from 500 to around 15,000. 23% of the programmes are
accessed by simple referral with the majority (73%) requiring a formal application process.
Very few undertake an interview process.
In addition, most programmes reach a relatively small number of scaling businesses at
any one time, with the majority (53%) catering for scaling businesses in cohorts of up
to 35 businesses and 4 in 10 (37%) focused on cohorts of fewer than 20.
This means that many thousands of scaling businesses, which are driving economic
growth and jobs, are missing out on fundamental engagement with the public, private
and education sectors. In terms of overcoming barriers to growth, this is an enormous
missed opportunity.
69% of the programmes are sector neutral. This is encouraging given the range of
sectors in which scaleups are found and that peer learning occurs across sectors.
Of those with a sectoral focus, programmes are primarily targeting firms in technology,
scientific and manufacturing sectors.
6 in 10 programmes (62%) have no particular focus on attracting innovation-led
businesses or using that as an assessment criteria to gain entry to a programme. This
absence of innovation focus is surprising, given that scaling businesses are twice as
likely as their peers to be innovative. It is a metric that the ScaleUp Institute believes is
a 'must have' for spotting a high potential scaling business. It also highlights the need for
such agencies as Innovate UK to continue a targeted focus on such firms.
MOST PROGRAMMES HAVE NO SECTORAL FOCUS, WITH TECHNOLOGY, SCIENTIFIC
AND MANUFACTURING THE MOST COMMON FOCUS AMONG THOSE THAT DO




While most programmes are intended to increase revenues for participating businesses,
alongside job creation, productivity and regional growth, many could not provide
detailed evidence to show actual impact of results.
This reinforces the need for rigour in analysis of outcomes from programmes. Where
public funding is involved, a much better assessment of the impacts and return on
investment is required so that public funds can be spent and targeted towards impactful
programmes providing scaleup outcomes and aligned to the most effective.
No sector focus
69%
Technology & digital
12%
Engineering & Manufacturing
6%
Agriculture/Food Technology
2%
Health & Life Sciences
3%
Environmental
3%
Other
5%
62
THE SCALEUP BUSINESS LANDSCAPE
CHAPTER ONE
THE PROGRAMMES' PRIMARY AIMS


Notes: Percentages sum to more than 100 because some programmes had multiple objectives
While undoubtedly there are programmes we did not identify with this exercise, this review
is the first of its kind and provides a critical baseline to better understand the growth support
landscape and the gaps in provision that exist. As the ScaleUp Institute continues with its
'case study'analysis and endorsement of impactful programmes, this review provides a rich
data source to interrogate further and better understand what does and does not work.
Although more programmes focused on scaleup
businesses have emerged, considerable local and
regional disparities persist. Segmentation and
coverage remains vital.
Progress is being made in getting more targeted
engagement with scaleups through programmes
that deal with the challenges in talent, leadership
and finance. This needs to continue. Significantly,
both the public and private sectors need to do more
for scaleups to address the challenge of access to
markets.
Quantity is not quality. As scaleup programmes
evolve we must be sure they are truly impactful and
add value to our scaling businesses. This is a role the
ScaleUp Institute will continue to pursue with rigour.
With the rich data now uncovered further analysis will
take place in 2019.
Universities and business schools are playing a key
role in the evolving scaleup support landscape. These
entities have played an important role in closing the
local scaleup gap and in 2019 we will be undertaking
more work to showcase what is being undertaken and
sharing good practices.
Banks, advisory and technology firms are gearing
up their scaleup focus and we would like to see this
mirrored in other sectors.
While we welcome the additional Government spend
towards leadership, peer networks and mentoring, which
builds on a range of our insights, it will now be crucial to
ensure a sufficient proportion of the spend is assigned
towards scaleups and programmes with impact. How
the Shared Prosperity Fund and Comprehensive
Spending Review develop will be crucial.
As more scaleup programmes emerge, the more difficult
it is for scaling companies to navigate the landscape
and to gauge the quality of these programmes. In
order to aid understanding, further analysis and impact
assessment, the ScaleUp Institute is making the
results of this support mapping available online, as an
interactive tool for the ecosystem and for businesses
to self report, and assess programme quality and
outcomes. We will also continue our work with Innovate
UK and our Evidence Committee to analyse the efficacy
of these programmes and to identify any others.

Innovate UK, the ScaleUp Institute and the British
Business Bank also intend to work together with
the Department for Business, Energy and Industrial
Strategy (BEIS) to develop an effective online scaleup
hub that brings together the public, education and
private sector initiatives with proven scaleup impact. This
is an important service that scaling businesses are keen
to see provided. It should also provide useful insights as
we move forward.
Key conclusions and next steps
20%
13%
14%
16%
19%
21%
35%
44%
44%
74%
0
20
40
60
80
Percent of programmes
Other
Corporate/Government collaboration
Attraction of talent/skills
Industry/University collaboration
Sectoral development
Increase internationalisation
Increasing productivity
Regional Growth
Job creation
Revenue growth for businesses
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
1
NUMBER OF PROGRAMMES BY REGION
64
62
SUI ENDORSED
/ ONE TO WATCH
80
GENERAL WITH
SCALING ELEMENTS
77
SCALING
FIRM FOCUS
TOTAL NUMBER
OF PROGRAMMES
UK & INTERNATIONAL
MULTIPLE REGIONS
UK WIDE
6
64
1 IN 3
PROGRAMMES
FUNDED BY ERDF
8
219
CHAPTER ONE
30
EAST MIDLANDS
25
EAST OF ENGLAND
14
SCOTLAND
17
SOUTH
EAST
9
9
7
NORTH EAST
SOUTH WEST
NORTH WEST
21
WEST
MIDLANDS
YORKSHIRE AND THE HUMBER
THE SCALEUP BUSINESS LANDSCAPE
9
65
NUMBER OF PROGRAMMES
BY DELIVERY ORGANISATION
77
PRIVATE
49
UNIVERSITY/
BUSINESS
SCHOOL/
RESEARCH
INSTITUTE
67
PUBLIC
8
BRITISH
BUSINESS
BANK
8
HYBRID
10
INNOVATE
UK
NUMBER OF PROGRAMMES
BY TYPE OF SUPPORT PROVIDED
SUI ENDORSED/ONE TO WATCH SCALING FIRM FOCUS GENERAL WITH SCALING ELEMENTS
Leadership development/capacity building
Financial support / access
Skills training (e.g. digital marketing,
other types of internal training)
Access to peer to peer networks
Support for research and development
(R&D) and/or innovation
Support to enter international markets
Access to corporate collaboration
Other
Support to access public/private sector procurement
Office space/hubs that focus on scaleups
Access to talent and skills
(e.g. connecting scaleups with education providers)
117
102
100
86
62
62
44
38
26
21
16
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
66
CHAPTER THREE
SECTION TITLE
67
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Chapter Two
Leading programmes breaking
down the barriers for scaleups
68
LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Leading programmes
breaking down the
barriers for scaleups

The 2018 Scaleup Survey has demonstrated yet again
that scaleup business leaders share the same needs.
They are looking for the right talent to strengthen their
workforces and scale even further and faster, the chance
to share and learn from successful peers to overcome
challenges and help shape their strategies and wider
access to markets at home and overseas.
They also need access to finance that is 'patient' and 'smart' to meet their ambitions to
scale and innovate and want to operate in supportive but flexible environments in which
they can grow. For many that means an environment where they can learn from the
similar experiences of others and develop through collaboration.
Private, public and education sector players are getting the message and developing an
increasing number of initiatives and programmes to meet the specific needs of scaleups.
As more data and information about fast-growing businesses becomes available they
are developing more proactive engagement models with scaling businesses. However,
the reality is that many scaleup leaders, with the intensive effort required to run their
companies have neither the time or resources to identify or search out the programmes
that will make a real difference to their business.
It is a central part of the ScaleUp Institute's mission to identify what is working well in
both national and local programmes to share emerging best practice and insights. We
provide the information so that scaleup leaders can focus on building their business.
Our commitment is that we will only highlight exemplar programmes that have been
able to provide evidence that demonstrates a measurable impact in dealing with issues
faced by scaleups.
Our historical approach has been to endorse well-evidenced programmes that have proof
that they are making a significant impact. We also seek out new programmes which look
promising but where not enough time has yet passed to receive our endorsement. These are
described as 'ones to watch' to keep them on our radar. We will not endorse any programme
without having researched and verified the evidence supporting the claims made.
The main focus of this chapter of the Review is to describe these newly-endorsed case
studies, highlight 'ones to watch' and review the progress of those endorsed in 2016 and
69
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2017. As well as featuring these programmes we also include a number of practical lessons
and insights from key ecosystem players working in this field.
In 2017 we identified that a significant element of most of the case studies was the
valuable role played by account managers. We continue to recognise the importance of
account managers and the need to train those carrying out this role in the specific needs
of scaleup business leaders which are dramatically different from those of startups, SMEs
or large enterprises. We also point to the successful pilot of a Scaleup Enabler based in
Bristol's Engine Shed in helping to draw together a supportive ecosystem for the region's
fast-growing residents and beyond.
Another important element of successful programmes is the role of the mentor who
can help business leaders find solutions to challenges and barriers, develop successful
strategies and source funding. In its valuable list of lessons learnt the Lazaridis Institute has
highlighted the importance of matching the right mentor to the business leader.
The Mayor of London's International Business Programme continues to be a significant
initiative mentoring and involving scaleups in overseas missions trade missions to Europe,
US and beyond. We would like to see other City and Metro Mayors replicating its
approach to help their local scaleups access new markets and customers.
For raising aspirations and developing skills for the future, we now endorse the Careers
& Enterprise Company, which is focusing action on areas where young people are most
in need of careers support and has 2,000 CEO and business leaders as Volunteer
Enterprise Advisers working with 2,000 schools and colleges. We also feature Generator
Digital Scale-up for its excellent talent development support to creative digital and tech
businesses in the North of England.
Scaleup leaders cite executive education and leadership training as a priority for them, as
well as better access to universities and business schools. We have turned the spotlight on
the Massachusetts Institute of Technology Venture Mentoring Service which is supporting
alumni and staff of this world-famous institution with ideas for innovative business and
propose it as a model for UK universities. We are also pleased to see that programmes we
have endorsed in previous years such as Goldman Sachs 10,000 Small Businesses UK, the
London Stock Exchange ELITE and the British Library's Innovating for Growth continue
to grow their connections and reach.
Financial institutions are increasingly turning attention to scaling businesses and their
need for patient capital. The number of offerings for scaling businesses is developing and
providing a diverse range of funds, very often backed up with the specialist support that
ambitious scaleup leaders are seeking. Regional disparities still exist but by highlighting the
various finance programmes available we hope it provide insight to scaleups, as well as the
finance community on what more can be leveraged and undertaken.
Finally, we focus on exemplar infrastructure projects that are providing flexible but often
sophisticated hubs which scaleups with similar interests and challenges can work in, grow
in and collaborate to develop ideas and overcome challenges. In 2018 we consider the
impact that life science hubs such as Alderley Park and the Babraham Research Campus
are having on scaleups.
In the following pages, we describe the case studies in more detail. The ScaleUp Institute
is always looking to expand this directory of recommended programmes for scaleups and
welcomes suggestions of further well-evidenced and high-impact initiatives.
NEW CASE STUDIES FOR 2018
CURRENTLY ENDORSED CASE STUDIES
Careers & Enterprise Company
Generator Digital Scale-up
Freeformers
Founders4Schools
Google Digital Garage
LifeSkills, created with Barclays
Teach First: Careers Leader Programme
MIT: Venture Mentoring Service
Vistage
British Library: Innovating for Growth
Cranfield School of Management:
Business Growth Programme
Goldman Sachs 10,000 Small Businesses UK
London Stock Exchange ELITE
The Supper Club
Cambridge Network: School for Scale-Ups
Entrepreneurs' Forum: Scale-up Leaders' Academy
Lazaridis Scale-Up Program
The Platinum Group
Productivity through People
Strathclyde Business School: Growth Advantage
Programme
Corporate Stars
Go to Grow: Mayor of London's
International Business Programme
Sharing in Growth (SiG)
Silicon Valley Comes to the UK (SVC2UK)
TALENT AND
SKILLS
LEADERSHIP
ACCESS TO
MARKETS
ONE TO WATCH
ONES TO WATCH
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DORSEDEND
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S
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DAccel
Balderton Capital
Crowdcube
Draper Esprit
Eight Roads
Index Ventures
IP Group, including Touchstone Innovations
LDC
Notion
Partech
Santander Growth Capital Breakthrough programme
Woodford Investment Management
Barclays: Venture Debt
BGF
British Business Bank:
Enterprise Capital Fund
Octopus Titan VCT
Alderley Park
Babraham Research Campus
Barclays Eagle Labs
Cambridge Cluster Map
Engine Shed
Google Campus
FCA Regulatory Sandbox
Level39
NatWest Entrepreneur Accelerator
MIT: Venture Mentoring Service
Endeavour
Manizales Mas
Scale-up Milwaukee
Lazaridis Scale-Up Program
FINANCE
INFRASTRUCTURE
INTERNATIONAL
ONES TO WATCH
ONESTO WATCH
EN
DORSEDEND
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DORSEDEND
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S
E
DEN
DORSEDEND
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S
E
DEN
DORSEDEND
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DORSEDEND
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D70
CHAPTER TWO
LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
Case studies
New and endorsed
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Concern about the UK's skills gap and the impact this has on
scaleup ambitions remains stubbornly the major issue for the
leaders of fast-growing business.
For the fifth consecutive year in our Scaleup
Survey, the challenge to find and develop
the right talent and skills is viewed by scaleup
leaders as the single most significant barrier
to growth. Tackling this challenge and building
a national pipeline of talent and modern skills
remains a priority which will only be solved if
the ecosystem works collaboratively together
to address it.
It is against this backdrop that we highlight
in 2018 exemplars that harness business
leaders to schools and colleges to encourage
the students to develop the skills relevant
to our scaling businesses needs, as well as
the continuing role corporates, charities and
teaching entities have in raising the skills bar.
We also highlight programmes addressing
specific sector needs with notably this year a
focus on the creative industries.
In 2018 we endorse the Careers & Enterprise
Company which in 2017 was identified
as 'One to Watch'. The organisation has
attracted 2,000 volunteer Enterprise
Advisers, 60% of whom are at CEO or
senior management level. These Advisers
work directly with school and college leaders
to develop employer engagement plans and
support local businesses to equip young
people with vital skills. These volunteers are
enthusing the next generation and motivating
them to make the curriculum choices that
will support careers in our current and future
scaleup businesses.
Ofsted has found that careers guidance
within schools is improving. It sees evidence
of integrated, coherent and effective careers
strategies in more schools, with more
frequent opportunities for pupils to access
workshops, themed events, work experience
and contact with employers.1
This improving picture is reflected in the
continued expansion of the exemplar
Founders4Schools which has seen a 50%
increase in educators using its service and
a greater than 100% increase in student-
employer encounters per 1,000 students.
Teach First has also recognised the
importance of skilling up careers leaders in
the nation's schools. Its pilot Careers Leader
programme produced good results and strong
feedback. Teach First is now planning to roll
out the programme more widely and features
in our 'one to watch' category as we evaluate
the progress it makes.
In 2018 social skills are cited by 80% of
scaleups as being in their top three skills
required of graduates and school leavers. So
we are pleased that LifeSkills is continuing its
excellent work helping to equip young people
with the skills they need for the world of work
in the 21st century. Since 2013 more than
6 million young people have benefited from
the interactive tools including a virtual work
experience that the programme provides.
With technical/ digital skills remaining so
vital it is essential that there continues to be
expansion in programmes such as Google
Digital Garage and Freeformers which
remain notable in their reach.
Scaling up in the creative sector has a
multitude of challenges and we endorse
Generator Digital as an excellent example
of how a mixture of interim talent infill,
alongside mentoring, coaching, experts and
peer group learning can support a specific
sector.
We are convinced that these exemplar
programmes offer a strong foundation for
improving the skills and work readiness of
the UK workforce we encourage others to
work with these schemes, learn from them
and emulate their approaches. We need to
relentlessly continue the focus across the
private and public sector if we are to make
further inroads to close the skills gap that is
holding back scaleup growth.
NEW CASE
STUDIES
FOR 2018
CURRENTLY
ENDORSED
CASE STUDIES
ONES TO
WATCH
ONE TO
WATCH
Careers & Enterprise
Company
Generator Digital
Scale-up
Freeformers
Founders4Schools
Google Digital Garage
LifeSkills, created
with Barclays
Teach First: Careers
Leader Programme
1 https://educationinspection.blog.gov.
uk/2018/06/12/building-confidence-
encouraging-aspiration/
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LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Talent and Skills
CAREERS & ENTERPRISE
COMPANY
IMPACT
FOR
SCALEUPS
Established in 2015, The Careers & Enterprise Company links
schools and colleges to employers and helps them to deliver
world class careers support for all young people. Funded by the
Department of Education, it also unlocks resources from LEPs
and other sources.
The Careers & Enterprise Company approach
is based on research that shows quality
careers and enterprise programmes can
improve young people's ability to make career
decisions and increase their employability and
earning potential in later life.
One of their key roles is to connect local
employers with schools via its network of
Enterprise Advisers senior volunteers from the
world of business. Enterprise Advisors are based
in and co-funded by LEPs, which work with the
private, education and local public sectors.
The Careers & Enterprise Company has a
successful record in attracting volunteers,
recruiting over 2,000 volunteer Enterprise
Advisers 56% female/44% male, with 60%
at CEO or senior management level from a
diverse range of businesses. Enterprise Advisers
work closely with a local school or college
leaders to develop a practical careers plan.
In addition, the Careers & Enterprise
Company works with "cornerstone
employers" in each of 12 Government-
identified Opportunity Areas of low social
mobility throughout England, where local
educators, employers, voluntary and
community organisations collaborate to
improve outcomes.
Cornerstone Employers range from large to
small, operating at a local or national level.
They work with their networks and the wider
business community to ensure that all schools
and colleges in the areas have access to an
Enterprise Adviser and all young people at least
four meaningful encounters with businesses.
Across the country, more than 2,000 schools
have signed up to the Network and receive
resources, digital tools and training support.
The Careers & Enterprise Company has
seen a 50% increase in employer encounters
among schools and colleges in the Network
and schools are working with three new
employers on average.
Members of the Network value the
opportunity to showcase their business/sector
and develop useful skills: 80% of Enterprise
Advisors say they are satisfied with their role
and would recommend it to others.
To date, the Careers & Enterprise Company
has invested 19m in the Enterprise Adviser
Network and 14m has supported careers/
enterprise and mentoring programmes
working directly with schools and colleges
through its Investment Fund. Independent
evaluation of the first 5m fund launched in
2015 has shown the programmes reached
380,000 young people with 75% targeted
in "cold spot" areas. Over 7,800 employers
engaged with the projects 45% were new
relationships arising directly from the funding.
If you are a scaling business leader put yourself and your business on
the map for engaging with the UK's future talent by connecting with
the Careers & Enterprise Company.
"Careers and enterprise
education is not only
important in preparing young
people for the world of work. It
is also an essential and central
part of raising standards. The
Careers & Enterprise Company
provides a national platform
to make this happen, bringing
schools and businesses
together to provide students
with their entitlement to skills
acquisition, engagement with
employers and inspiration to
engage with their studies."
NICK BOWEN, PRINCIPAL,
HORIZON COMMUNITY
COLLEGE, BARNSLEY
"Bridging the gap between the
world of education and the
world of work is a priority for
business communities hungry
for new recruits at every level.
The Company's work with local
partners to promote greater
engagement between business
and education is crucial to
preparing the workforce of
the future."
DR ADAM MARSHALL, DIRECTOR
GENERAL OF THE BRITISH
CHAMBERS OF COMMERCE
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
EN
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DCALL TO
ACTION
SCHOOLS AND
COLLEGES
PARTICIPATING
VOLUNTEER ENTERPRISE
ADVISERS
INCREASE IN EMPLOYER
ENCOUNTERS AMONG
NETWORK SCHOOLS AND
COLLEGES
FIRST 5M
FUND REACHED
380,000
YOUNG PEOPLE
AND ENGAGED
7,800
EMPLOYERS (45%
NEW RELATIONSHIPS)
>2,000
>2,000
50%
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
IMPACT
FOR
SCALEUPS
SECTOR FOCUS
Generator is a leading creative digital sector specialist
development agency in the North of England. It has been
supporting business growth and talent development for over
25 years originally with a focus on the music sector
offering a series of services for entrepreneurs.
In 2015 Generator brought together the
strongest elements of existing support into a
12-month programme "Generator Digital
Scale-up" specifically for scaling businesses
showing promise of growth but little
understanding of how to remove barriers and
make further progress.
Generator begins the programme with a full
diagnostic to identify the scaling business'
objectives and needs. A scaleup 'relationship
director' then works with the business over
the year; businesses meet regularly with
mentors to set objectives and review progress.
Scaleup are given guidance on strategy,
processes and resourcing, while leadership
needs are at the heart of the programme's
coaching programme.
A key element of the programme is the
access to interim directors who can help
the scaling business in areas of need such
as finance, sales and marketing as they
grow and evolve their operating models.
The interim directors are chosen for their
broad experience and the ability to share it
effectively. Scaleups are supported to improve
their financial management, to access the
finance they need to sustain further growth
and to increase their revenue. Finance
directors works alongside the business to
prepare for investment that will lead to
further growth. In addition, Generator works
closely with the Department for International
Trade in the North to identify opportunities
for businesses overseas.
An important part of the approach is to
bring businesses on the programme together
as a cohort of ten, to encourage peer-
to-peer discussion and also to attend a
range of masterclasses on subjects ranging
from leadership to access to finance.
Participants are also offered membership of
the Generator-run Digital Union, a major
network of creative digital and tech businesses
in the North East of England which provides
opportunities for networking collaboration as
well as assistance with PR, sector campaigns
and tender alerts.
Generator has worked with a number
of businesses that have scaled between
200% and 300% within two years of
coming to them.
Scaling up in the creative sector has a multitude of challenges and we
think this is an excellent example of how a mixture of interim talent
infill, alongside mentoring, coaching, experts and peer group learning
can support a specific sector. It has the potential to be scaled further
across the creative sector throughout the UK and others in the
creative sector can learn from this model.
Working with the Generator
team helped us create a
clear route to market and a
more rigorous approach to
identifying and qualifying new
business prospects.
DAYKIN AND STOREY
Having access to proven
and experienced business
professionals has given us
insight into what is required to
get our company to the next
level. The format of regular
workshops and reviews has
given us the dedicated time
and space to get our strategic
thinking in order, time which
is often de-prioritised when
focussed on the day-to-day.
CONSULT AND DESIGN
The mentors always listen and
... helped us to streamline our
goals and targets. We have
been able to fulfil the overseas
orders we were struggling to
meet and growth has been a
remarkable 480% in turnover
since engaging with the Scale-
Up Programme.
DOODLE
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
EN
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S
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DCALL TO
ACTION
REPORTED EMPLOYEE
GROWTH AMONG 30
PARTICIPATING BUSINESSES
ON AVERAGE
EMPLOYEE GROWTH
HAS INCREASED BY
230%
IN THESE BUSINESSES
DIGITAL UNION
GIVE ACCESS TO
500
BUSINESS CONTACTS
IN NORTH EAST
53%
REPORTED EMPLOYEE
GROWTH AMONG 30
PARTICIPATING BUSINESSES
420
GENERATOR
DIGITAL SCALE-UP
GEARING UP THE CREATIVE SECTOR
CREATIVE
DIGITAL
TECH
74
CHAPTER TWO
ONE TO
WATCH
Teach First
Getting Teachers 'match fit' for business to build a generation of
Careers Leaders connecting future talent to opportunities
Since September 2018 Teach First has been rolling
out a Careers Leader programme, successfully piloted
in 2015/16. The intention is to work with around 130
schools this academic year, bringing in new schools and
careers leaders in each subsequent year.

The programme is based on research
originally commissioned from the
University of Derby exploring the role of
teachers in the delivery of high-quality
career and employability learning which
stressed the importance of developing
the role of the careers leader in schools
and making sure these leaders have the
business knowledge necessary to impart
careers guidance.
Teach First designed a training regime,
initially for a pilot with 15 schools, which
allowed participating teachers to develop
their leadership skills and knowledge
of career and employability learning
and to transfer this knowledge to other
teachers in their schools. Subsequent
evaluation by the University of Derby
evidenced that schools taking part in
the programme reported a growth in
competency in careers practice and
there were increases in the number of
encounters with employers and pupils'
experience of workplaces. All 15 schools
had written career programmes at the
end of the initiative. Teacher participants
were positive about the support received
from careers providers, employers and
peers on the course.
As a consequence of this excellent initial
impact Teach First is now rolling the
programme out to 130 schools and is
continuing to integrate an element of
careers education in its Summer Institute
in order to ensure trainee teachers
are aware of the need to consider and
champion careers education from day
one in their schools.
In our 2017 Annual Review we called
for a sustained focus to be put into
building teaching capacity to ensure the
continual learning of teachers in evolving
business skills and careers opportunities.
We are therefore very encouraged by
this programme rollout by Teach First
and look forward to tracking its further
progress.
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Updates on currently endorsed
case studies
EN
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DFreeformers
Established in 2012 and now operating in 12 countries,
the workforce technology company Freeformers helps
companies to develop the digital skills, behaviours and
talent required to be successful. They have a dual approach
that combines training within companies and external
training preparing young people for the workplace.
The 'Freeformers Adopt' programme transforms a
business from within by helping staff develop a digital
mindset. Following a digital skills audit that is linked to
the challenges of an individual business, Freeformers
provides a blend of training, technology and consultancy
services. The Digital Pulse online measurement tool then
helps a business to measure its growth mindset over
time. Company leaders are offered an Elite programme
that combines a digital personal training coach to
encourage the leadership team to be more progressive
and forward thinking.
The company has now trained 60,000 front line staff.
4,235 young people have also benefited from their work.
LifeSkills, created with Barclays
LifeSkills has been running since 2013, helping to equip
young people with the skills they need for the world of
work in the 21st century. During that time more than 6
million young people have participated in the programme
and over 84% of UK secondary schools, 66% of UK
further education colleges, and 74% of universities have
registered for the programme.
The programme brings together educators, businesses,
young people and their parents and provides interactive
tools for young people to learn in their own time or with
their parents through a dedicated parents section. It
includes a virtual work experience tool to allow young
people to experience a day in the life of a business.
LifeSkills is independently evaluated annually to assess
its impact. The 2017 evaluation found that 88% of
participants felt more positive about the future, 86% felt
more motivated to do better in academic and vocational
studies, 85% felt better prepared to make future career
decisions and 71% felt they now had higher ambitions and
aspirations. 96% of teachers rated the resources as good
or very good.
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LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Founders4Schools
Used by students, employers and educators in more
than 300 local authority areas throughout England and
Scotland, Founders4Schools builds smart connections
between companies and students aged 6-24.
As an EdTech charity F4S works nationally and locally
with more than 2,000 organisations to connect
business volunteers with teachers and students in their
community. The charity's work-experience service
Workfinder available on mobile phones puts the
young person at the centre of the search process and
enables them to secure experience with growing firms in
their communities.
To date F4S has supported 215,975 students, business
volunteers have given 10,414 hours and created 656,625
student-employer encounters. In its 2017-2018 Annual
Report the charity reported a 50% increase in educators
using its service and a greater than 100% increase in
student-employer encounters per 1,000 students.
A recent innovation on the charity's website showcases
the number of hours put in by business leaders who are
volunteering in their areas to celebrate local community
"Change Agents" and allow local authorities to track
activity in their areas.
Through digital integration with the Careers & Enterprise
Company government officials have access to detailed
database that charts student-employer encounters and
allows them to analyse learner attainment in schools
where students have met 10 business leaders in the past
six months compared to those that have not.
TALENT AND
SKILLS
Google Digital Garage
Google Digital Garage is working to improve the digital
capability of UK businesses and individuals with free skills
training and coaching. Guidance provided ranges from
how to use online tools and social media to maps and
data analytics.
More than 300,000 people have been trained through
the Google programme. This is delivered via:

High Street Digital Garage training shops open
for up to one year in major city centres hubs are
currently open in Edinburgh and Manchester;

Bus tours visiting towns and villages across the
country, delivering day-long face-to-face training;

Pop-ups and bespoke tours such as the Digital
Garage Coastal Tour which helped hospitality and
tourism businesses in 15 seaside towns use online
tools to grow their businesses and the Market Town
Digital Garage Tour which visited 12 towns;

Online training offering users the choice to train
in topics of interest or complete the whole online
course for a certification from Google and IAB
Europe.
Independent research has shown that as a result of the
programme 88% of participants made changes to the
way they run their businesses online; almost half (49%)
had seen an increase in website visitor numbers and a
third (32%) had experienced an increase in customer
numbers.
TALENT AND
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Scaleups continue to highlight their need for employees with the right skills
and experience as their number one barrier to growth. However, there are ways
we can raise aspirations and develop the skills of the future workforce.
Building a talent pipeline
ScaleUp Insights1
Provide encounters.
Scaleup leaders can connect to a local school through the Founders4Schools (F4S) platform. To date, business volunteers
have given 10,414 hours and created 656,625 student-employer encounters, giving careers talks or participating in
activities such as mock interviews and CV workshops. "I would encourage any scaleup that is not connected to F4S to do
so," says Claudia Harris, CEO of the Careers & Enterprise Company.
2
Rethink work experience.
The conventional format of two weeks' work experience in the summer "is not necessarily the highest impact way to support
a young person," says Claudia Harris. There are other ways to provide insight into work, through multiple exposure to
different workplaces or through social interaction. More than six million young people have benefited from the interactive
tools provided by the Lifeskills programme, which includes a virtual work experience tool. Arranging appropriate work
placements has been made easier through innovations such as F4S' Workfinder app.
3
Focus on the local ecosystem.
Know your local priorities, and target resources accordingly. Connect employers with schools and colleges in a local network
to identify opportunities for engagement and open the eyes of pupils to local opportunities in scaling businesses. A city-to-
city, local-to-local approach shows significant results as exemplified by F4S. In one project in Stirling, Scotland, a 10-fold
increase in student-employer encounters brokered on a monthly basis was recorded.
4 Commit senior resources.
Involvement of CEOs and senior managers adds credibility and weight to employer-school engagement plans and
demonstrates the organisation's commitment to growing skills and talent.
5
Use free tools.
Google Digital Garage provides free training and coaching on a range of digital skills and online tools. More than 300,000
people have been trained through the Google programme; as a result, 88 per cent of participants made changes to the
way they run their businesses online; almost half (49%) saw an increase in website visitor numbers and a third (32%)
experienced an increase in customer numbers.
6
Let the young teach the old.
Workforce technology company Freeformers helps companies to develop its digital skills, behaviours and talent with a dual
approach that combines training within companies and external training that prepares young people for the workplace. The
'Freeformers Adopt' programme transforms a business from within by helping staff develop a digital mindset. Freeformers
Pulse offers self and peer assessment, while Freeformers Learn allows employees to access coaching and digital learning . "A
digital future doesn't mean everyone relying on a bunch of hipsters, but a system where older employees learn from younger,
tech-savvy workers is essential in order for companies to adapt to fit evolving working practices," says Gi Fernando, founder
of Freeformers.
7
Be confident about schools' capacity and appetite to work with you.
"There is now a clear standard of excellence in careers education, which there has not been before," says Claudia Harris.
"That standard includes an expectation of much closer working between the worlds of education and work, and an
expectation that every school has a person responsible for making this happen, which we never had before."
78
LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
The leaders of UK's scaleup companies continue to cite the
importance of building leadership capacity to support the
growth of their businesses.
Critically they want locally delivered
solutions that enable better access to
local peer-to-peer networks; they value
highly local leadership development
programmes and access to local universities
and business schools.
A number of well-established programmes
are maintaining their success in equipping
scaleup businesses with the practical tools
to develop personal and group leadership. In
our 2018 survey we again find that peer-to-
peer networks are the form of support that
scaleups most frequently cite as vital or very
important to their continued growth (55%).
In this year's Review we have endorsed
Vistage which has been running private
peer advisory groups globally since 1955. In
the UK, Vistage currently supports nearly
1,500 business leaders with an approach
based on carefully selecting members and
then linking them locally in an advisory
group led by an experienced Chair recruited
for their business background and scaleup
knowledge. The group comes together for
a day each month during which they solve
challenges and evaluate opportunities. The
Supper Club, endorsed in 2017, continues
also to extend its peer to peer offering,
through regional activities working with
local areas and a series of expert guides
based on peer learning.
A shared characteristic of many of the
successful programmes we identify is the
link with an academic organisation. This
year, two of our featured case studies come
directly from world-class North American
universities. The MIT Venture Mentoring
Service was specifically set up to help
mobilise the university's graduates, faculty
and staff to start and scale innovative
companies, using a structured approach to
mentoring and its ability to call upon a pool
of its CEO and business leader alumni to
help those starting and scaling ventures.
We endorse its work which provides an
attractive model for UK universities
to adopt.
In this year's Scaleup Survey, input of
mentors is highly valued by 93% of all
scaleup leaders who have one. Those
who do not have a mentor identified not
knowing where or how to find one as a
main reason. There is a clear opportunity
for universities to use their networks to
provide more mentors to local scaleups, as
in the MIT example. We see the provision
of mentors as a feature in existing endorsed
programmes. We are also encouraged by
the use of mentors in the Manchester
University initiative (see chapter 3), which
others could emulate.
The Lazaridis Institute at Canada's Wilfrid
Laurier University is at an early stage in the
implementation of its scaleup programme
and has been influenced by the work of
the ScaleUp Institute. Lazaridis has already
developed some powerful insights and
learnings into what makes a successful
programme for scaleups, stressing that
networks are the basic currency for
scaleups. It also highlights how scaleup
leaders are looking for practical education
delivered by industry experts and the value
of bringing together leadership teams to
work through strategies and challenges.
We will watch their progress with great
interest and encourage their learnings to be
a mantra for everyone involved in delivering
scaleup leadership schemes.
We will also be watching the progress
of Productivity through People (PtP)
which has completed a pilot involving two
cohorts in the North West with Lancaster
University Management School and is being
expanded to Scotland, the South West,
North East, Midlands and London, working
with a series of academic institutions.
PtP puts a particular focus on businesses
in supply chains with larger companies,
NEW CASE
STUDIES
FOR 2018
CURRENTLY
ENDORSED
CASE STUDIES
MIT: Venture Mentoring
Service
Vistage
British Library: Innovating
for Growth
Cranfield School of
Management: Business
Growth Programme
Goldman Sachs 10,000
Small Businesses UK
London Stock Exchange
ELITE
The Supper Club
ONES TO
WATCH
ONE TO
WATCH
Cambridge Network:
School for Scaleups
(CHAPTER 3)
Entrepreneurs' Forum:
Scale-up Leaders'
Academy
(CHAPTER 3)
Lazaridis Scale-Up
Program
The Platinum Group
(CHAPTER 3)
Productivity through
People
Strathclyde Business
School: Growth
Advantage Programme
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Leadership
thereby helping to address some of the
'access to markets' challenges raised by
scaleups. It begins with a benchmark
assessment which delegates use to assess
their business practices against the best
in class and which forms a focus for the
coaching, action learning and mentoring
offered to delegates.
Programmes that we have highlighted
in previous years, are also a testament
to the value of structured education
for scaleup leaders involving academic
organisations and continue to achieve
valuable benefits for participants. More
than 1,400 businesses have now graduated
from the Goldman Sachs 10,000 Small
Businesses UK programme, benefiting
from the combination of networking, peer
learning and rigorous business education
delivered jointly with a group of UK
universities. Graduates are three times
more likely to create jobs than other UK
small businesses and three-quarters have
created a high-performance culture in
their companies. The UK cohorts of the
London Stock Exchange Elite programme
have raised 3bn to date and now have
access to private capital through its own
funding platform. The Cranfield Business
Growth Programme, which we endorsed
in 2017, continues to go from strength to
strength; on average, participants achieve
profits growth year on year of 41% and
increase sales by 21%. The British Library's
Innovating for Growth programme
continues to improve its highly effective
reach into a truly diverse community of
scaleup leaders, in the last financial year
51% of the participants were female-led
businesses and 51% were Black, Asian and
Minority Ethnic-led (BAME) businesses.
Other programmes that we highlighted
last year Strathclyde Business School's
Growth Advantage Programme, Cambridge
Network's School for Scaleups, the
Entrepreneurs' Forum Scale-up Leaders'
Academy, and the Platinum Group all
continue their important work, providing
opportunities for leaders of scaling
businesses to develop their leadership skills
and to overcome their growth challenges by
engaging with peers and being supported by
mentors and coaches.
These scaleup leadership exemplars
highlight the range of high-impact
programmes on offer to scaling businesses
as well as emerging initiatives. When
combined, they are making a difference
to closing the UK's scaleup gap. The
continued existence and development of
such programmes at local level, as well as
stronger links between local and national
offerings, remains important for continuing
to address the needs of our fastest growing
businesses.
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CHAPTER TWO
VISTAGE
IMPACT
FOR
SCALEUPS
Vistage has been running private peer advisory groups for
MDs/CEOs and Executives throughout the world since 1955.
Worldwide, Vistage currently supports over 22,000 business
leaders; in the UK the number is nearly 1,500.
At the core of the Vistage approach is the
peer advisory group. Members are carefully
selected and invited to join each locally-based
peer advisory group. They meet monthly
for a whole day with a dozen other business
leaders led by a Vistage Chair, who acts as
group facilitator and coach and are recruited
for their business background, scaleup
knowledge and experience. A Vistage Chair
has on average 21 years of MD/CEO or P&L
ownership experience and undergoes at least
126 hours of specific training before they
start to support members.
From the start Vistage developed an
approach for group meetings that allow
members to help each other solve challenges,
evaluate opportunities and explore effective
strategies in a safe and confidential
environment. The group and the Chair then
hold each other to account for delivering on
the commitments made.
In addition to the benefits of the peer group,
members also have access to expert speakers
and thought leaders presenting within a
small group setting, monthly private one-to-
one coaching/mentoring sessions with the
Chair, and networks to build connections
based specific industries or special interests.
Furthermore, online resources containing the
knowledge and insight of the international
Vistage community plus wider research, tools
and data are available through My Vistage.
A 2017 analysis revealed that companies
that joined Vistage over the past five years
had grown 220% faster than equivalent
companies. The feedback from members is
very positive 88% of UK CEO members
state that Vistage is more valuable than any
other source available to them to increase
their knowledge and ability to excel and one-
third of new members are a direct result of
referrals from existing members.
A purpose-built peer advisory group, with group commitment, is
at the heart of Vistage coupled with a business chair who has been
on the 'scaling' journey and has the knowledge and experience to
impart. Others can learn from the Vistage structure, the active
matching of scaleups to appropriate peers, mentors and experts and
its measurement of impact and continuous learning.
Vistage has changed my
approach completely, I now
see myself as a leader I feel
that my job is to lead and grow
my team.
TOM HIGGINS, CHIEF EXECUTIVE
OFFICER, GOLD-I LTD.
I could easily attribute 10%
growth to things I have
implemented because of
Vistage that I didn't do before
ANDREW STELLAKIS, MANAGING
DIRECTOR, Q2Q LTD.
You get an opportunity to
run ideas past people with no
vested interests which I think
is fantastic.
MURRAY MCCALL, MANAGING
PARTNER, ANDERSON
STRATHERN.
Vistage is a great and cost-
effective way to have a non-
executive team around you.
IAN ROSEWELL, MANAGING
DIRECTOR, PROCUREMENT
INTERNATIONAL LTD.
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
CALL TO
ACTION
ANNUAL JOB
CREATION
8,450
EVENTS
30
UK-WIDE PA
AVERAGE
REVENUE GROWTH
23%
122
ACCREDITED EXPERT
SPEAKERS/THOUGHT
LEADERS WITHIN THE UK
SCALEUPS:
35%
OF UK VISTAGE MEMBERS
ARE SCALEUPS WITH A
FURTHER 20% ACTIVELY
PLANNING TO SCALE
INTERNATIONAL
COMMUNITY OF
MEMBERS
22,000
(UK 1,500)
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Update on currently endorsed
case studies
The Supper Club: Peer-to-Peer Networks
The Supper Club is an exclusive membership community
of high-growth founders and CEOs who are supported
through all stages of the entrepreneur lifecycle.
Members learn from their peers and specialist advisers
at over 200 events a year, while dedicated member
managers provide year-round support and connections.
Since 2003 it has enabled thousands of scaling
entrepreneurs from all industries to realise their
potential. The average growth of members is 34% year
on year with sales ranging from 1m to 500m. The
total value of investments into businesses in 2017 was
1.2billion, ranging from management buyouts to private
equity investment.
In 2017 The Supper Club launched a national campaign
to inspire the wider scaleup community with a series of
guides, using insights from nearly 3,000 peer learning
events. Tips for success and practical advice are available
in two guides: Talent Tactics to help founders recruit
and build top-performing teams and Way to Grow
to increase awareness and understanding of different
funding options and how to use them to accelerate scale.
To support scaleup leaders unable to attend regular
events in London but who value the content and
connections of the network, The Supper Club has
introduced a range of new membership options and is
expanding outside of London with regional activities in
cities including Bristol, Birmingham and Manchester.
LEADERSHIP
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CHAPTER TWO
Productivity through People
Supply chain collaboration to foster leadership development,
scale and productivity
Productivity through People (PtP) is a programme
designed to spread better working practices by
encouraging stronger business collaboration, building
industry networks and showcasing productivity exemplars.
The 12-month programme was first
piloted in the North West between a
collaboration of manufacturing partners
BAE Systems, Rolls Royce and Siemens
with Lancaster University. Launched in
January 2017, the focus has been mainly
on SME businesses in manufacturing and
engineering but it is starting to extend to
other sectors. The long-term objective is
to build a National PtP Network involving
a broader range of regional delivery and
industry partners and PtP is now being
expanded to other parts of the country
including Scotland, South West, North
East, Midlands and London.
The programme is built around three
anchors: leadership, strategy and change,
and culture. It begins with a benchmark
assessment which enables the business
leaders to assess their business practices
against the best in class. It also forms a
focus for the coaching, action learning and
mentoring offered to business participants.
This assessment is repeated at the end to
track progress and the distance travelled by
delegates during the programme.
An important part of the programme is
industrial visits which are designed to inspire
the business leaders about the potential
of developing innovative practices in their
own company. Peer networking is another
strong element and the programme has
been specifically designed to enable the
formation of a strong peer group among the
delegates. Modules include action learning
sets, shadowing and exchanges to optimise
opportunities for the delegates to exchange
best practice, share ideas and issues and to
visit each other's businesses.
PtP has supported 37 businesses in the first
two cohorts; its impact will be measured
12-18 months after they have completed
the programme.
ScaleUp Institute research has shown that
scaleups actively seek better collaboration
in supply chains from the private sector
and support from academia. PtP has the
opportunity to facilitate this engagement on
a more active and effective scale we will
be monitoring its progress with interest and
specifically its outcomes and alignment to
scaling businesses.
Strathclyde Business School
Growth Advantage Programme
The Growth Advantage Programme (GAP) is designed
to deliver relevant, accessible and practical learning for
the leaders of ambitious businesses in Scotland looking
to scale up.
It combines world-class executive
education with the power of peer
learning. Importantly, GAP graduates
continue to support each other and
are actively involved in sharing their
experiences with succeeding cohorts
of GAP participants as part of the
Growth Advantage Club. Launched in
2015, GAP is aimed at businesses with a
minimum 1m turnover with real growth
ambitions.
Over ten months, carefully selected
participants attend a one-day
orientation and four two-day workshops
under a common theme: Creating a
Growth Advantage. Participants learn
the practical application of research
on growing businesses, while garnering
inspiration from their peers and guest
speakers. Learning is supported and
reinforced through access to closed
online communications platforms and
a series of specialist masterclasses
dealing with issues facing subgroups
of participants. While the core design
of GAP has remained consistent since
launch, the delivery team have been
responsive to feedback from scaleup
leaders to enhance sessions and improve
their usefulness, for example introducing
a session on the strategic use of IP.
GAP also provides access to project
support from Hunter Centre for
Entrepreneurship undergraduates and
MBA students, product design resource
from the Engineering Faculty, the use
of the University Careers Service, and
the sourcing of interns via the Santander
Universities Internship Scheme.
Since 2015 53 companies have
completed the programme. They had an
average turnover of 2.1m when they
commenced the course and at the end
each company projected average sales of
almost 5.1m within three years nearly
2.5 times greater on average. Total
employment is projected to grow from
1,325 to over 2,800.
ONE TO
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MIT VENTURE
MENTORING SERVICE
MOBILISING STUDENTS, STAFF AND ALUMNI
TO START AND SCALE BUSINESSES
IMPACT
FOR
SCALEUPS
The Massachusetts Institute of Technology (MIT) Venture
Mentoring Service (VMS) was founded in 2000 after two
successful MIT-affiliated serial entrepreneurs proposed and
were asked to develop a programme to remedy a gap in how the
university supported emerging entrepreneurial ventures.
The programme, which provides a model
that other universities can follow, is freely
available to MIT students, alumni and staff
with ideas that they would like to turn into
businesses. The entrepreneur and the venture
must both be based in the greater Boston area
and participants are expected to commit to
a sustained relationship with VMS as well as
be professional, open and responsive to the
volunteer mentors who work with them.
VMS matches both prospective and experienced
entrepreneurs with skilled volunteer mentors.
Participants meet initially with two mentors for a
wide-ranging discussion so they gain as complete
a picture as possible and identify the most critical
action areas. Subsequently, a team mentoring
approach is used with groups of 3-4 mentors
who are continually tailored to each mentee's
challenges. Meeting frequency and length of
participation are up to the mentee who receives
support in sessions that provide practical, day-
to-day professional advice and coaching.

Mentors are selected based on their relevant
experience and their careers represent a
wide range of, such as founders, CEOs, chief
technical officers, or executives of companies.
They give support across a broad range of
business activity including product development,
marketing, intellectual property law, finance,
human resources and business management.
VMS mentors contribute over 12,000 hours a
year.
The message to participants is that the
mentoring services are educational only. All
business decisions remain under the full control
of the participating founder.
VMS complements and works cooperatively
with the numerous other MIT centres and
programmes promoting entrepreneurship and
offering resources to encourage the formation
of new businesses and R&D.
A 2015 impact report underscored the
substantial economic impact of MIT's alumni
entrepreneurs who have founded 30,200 active
companies that have created 4.6 million jobs and
generate annual revenues of nearly $2 trillion.
MIT VMS has created an Outreach Training
Programme to share its practices, experiences
and methods to other universities and
economic development organisations across
the US and worldwide.
All UK universities, colleges and business schools should consider
this model and its learnings; there are significant opportunities for
the education sector to establish similar alumni mentor schemes
and help businesses on their growth journeys, particularly given
the significance scaleup leaders place on access to universities and
business schools and high quality mentors.
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
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EXPERIENCED
MENTORS
1,450
BUSINESSES
ASSISTED
2,500
PARTICIPANT
ENTREPRENEURS
OVER
$1.44bn
IN EXTERNAL FINANCE
RAISED BY PARTICIPANTS OF
VMS VENTURES
OVER
"When I first heard about VMS, I was
immediately attracted by the fact
that it is structured as an educational
journey for the entrepreneur. The focus
on education and learning, combined
with the brilliant feature of group
mentoring, leads to a unique, effective
and highly productive experience, for
both mentee and mentor."
CATHERINE IACOBO,
VMS MENTOR
"It is no exaggeration to say that VMS'
supportsupport was instrumental in
helping us avoid major mistakes in
the early stages of our growth. Now
that we are bigger, the VMS mentor
team provides an invaluable source
of outside expertise both from a
functional perspective (HR, strategy,
financing, product development) and an
industry insight perspective. On several
occasions, the VMS team has also
helped us identify and recruit the talent
we needed to hit our growth objectives.
COGITO
"VMS' mentors have been a steadfast
source of insight for KGS through many
years of evolution and growth. We can
always trust that the VMS mentors, and
the VMS program, have the interest of
the MIT founders and the company at
heart, and not ulterior business motives.
VMS has been and continues to be a
guiding force in our business"
KGS BUILDINGS, LLC
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CHAPTER TWO
Running for two years, the Lazaridis Scale-Up
Program is the flagship of the Lazaridis Institute for
the Management of Technology Enterprises, based at
Canada's Wilfrid Laurier University.
It has been designed to help Canada's
most promising growth-stage tech
companies build their businesses to
globally competitive size.
Ten companies from across Canada are
selected for each 6-month programme;
ideally they have been founded within
the previous three to five years and have
recognised a minimum $1m revenue in
the past year. Participants meet one
weekend a month in different cities.
A significant element of the programme
is that CEOs must commit to taking
part in each and bringing an additional
participant from their companies.
The Lazaridis Institute has identified
that this is one of the critical success
factors of the programme; executives
who involve their senior leadership team
get the most out of the programme.
Alongside this, the Lazaridis Institute
has identified nine further lessons from
building a scaleup programme. These are
featured as an Insight below.
The programme lays a strong stress on
using industry experts to build aware,
self-confident leadership. Weekends
are facilitated by experts in critical
areas such as recruitment, product
development and global growth.
The programme culminates in five
days of meetings in Silicon Valley.
Cohort companies receive 12 months
of support from sector and functional
specialists and 120 individual hours with
a mentor who has scaled a business
internationally and is chosen to meet
each company's current challenges.
All companies in the first cohort
have reported increased revenues,
80% increased jobs, 90% increased
productivity, 90% received external
finance, 90% increased exports.
Others can learn from the lessons Lazaridis lays out when
creating and developing a scaleup programme. How we also
connect peer scaleups with each other on an international
basis is a future focus for SUI with its partners.
1
Scaleups are not startups. The language they use, their
time horizons and their challenges are different make
sure you tailor your content, language and focus.
2
Scaleups want to solve immediate problems and bypass
future ones. Their busy leaders have little patience for
theory.
3
A programme must help participants work on not in
their company. There is huge value in the time spent
stepping back and viewing the bigger picture, and away
from the daily fires that they face in the office.
4
Get the best out of the programme by involving
members of the senior leadership team. They maximise
the learning, can brainstorm in the moment, and are are
ready to make decisions or change direction faster.
5
Don't under-estimate the importance of the peer
network. Bring together diverse companies at the
same stage of growth and they will make incredible
connections. (BUT do not include competitors within
the same cohort.)
6
Partner with accelerators to find participant companies
at the right growth stage. A scaleup programme will help
their graduates be even more successful and that's a
win for everybody.
7
The right mentors are vital and they can't be one-size-
fits-all. The mentors in the Lazaridis Scale-Up Program
are chosen not only for each company but for the
particular challenges that the company is currently facing.
We don't use the same mentors each year. It's crucial that
mentors have actually scaled a business, usually in the
same industry as the company that they are mentoring.
8
Sessions should be led by industry experts who
have scaled businesses internationally. We don't use
consultants or academic faculty members.
9
Networks are the basic currency of everything we do.
Leverage partnerships to expand your network quickly,
but make an ongoing commitment to building your own
networks at the same time.
10
Get a commitment for participating companies
up front that they will report back on key metrics for a
set period of time. It is much harder to chase the data
afterwards.
INSIGHTS FROM CANADA:
Lessons on building a scaleup programme
KIM MOROUNEY, MANAGING DIRECTOR, LAZARIDIS INSTITUTE
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Lazaridis Scale-Up Program
Canadian Insights
ONE TO
WATCH
Updates on currently endorsed
case studies
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DORSEDEN
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DBritish Library: Innovating for Growth
Launched in 2012, Innovating for Growth is a three-
month programme, delivered one-to-one and through
workshops. It has been designed and delivered by the
British Library Business and Intellectual Property Centre
(BIPC) and a number of private sector partners.
BIPC has a 12-year track record in supporting
entrepreneurs to start and run successful businesses;
to date, over 750,000 people have used the centre.
Independent research shows that businesses that use
their services are four times more likely to be successful
and sustainable than the national average.
The Innovating for Growth programme specifically
helps owners of businesses trading for more than a year
and with aspirations to grow their business through
innovation to make the most of the British Library's
expertise in IP management and customised
business research.
Each owner is paired with an Account Manager who
oversees the engagement, acts as a counsellor and
refers participants to relevant services. Post completion
participants undertake regular reviews to track progress
and measure outcomes as well as becoming members of
the "Growth Club," offering events, peer-to-peer support
and networking.
BIPC now has an alumni network of over 430 scaling
businesses; some are acting as mentors to the next
generation of high growth potential scaleups. Notably,
in the last financial year 51% of the participants were
female-led businesses and 51% were Black, Asian and
Minority Ethnic-led businesses.
Cranfield School of Management:
Business Growth Programme
Cranfield's Business Growth Programme (BGP) has been
offering leadership development for ambitious owner-
managed businesses with the potential for growth since
1988. The programme was endorsed in the 2017 Review
for demonstrating the value of linking scaleup leaders with
peers in both the classroom and the business.
Typical participants have been operating for at least three
years, with turnover now set between 0.5m and 20m.
More than 2,500 business leaders have completed the
nine-month programme participating in modules held over
four weekends. Between these they develop their strategy
and make immediate improvements.
Each participant is allocated a business counsellor, who
works with them and visits the business. After the final
module they present their strategy to a panel of BGP
and independent advisers. Participants leave with a robust
and rigorous business growth plan, which is reviewed for
progress three months later.
Alumni can join regionally-run BGP Clubs providing
a network of support and mentoring. Alumni also 'give
back' to the programme by sharing their experiences with
current participants, providing funding and scholarships as
well as mentoring new entrants.
Analysis of the programme shows participants grow their
businesses faster than their peers. On average revenue
growth is 19% a year, profits grow year on year by 41% and
sales increase by 21%.
EN
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LEADERSHIP
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London Stock Exchange ELITE
ELITE is an ecosystem and platform helping the most
ambitious private companies to scale up, structure
for the next stages of growth and access capital. It
was established to link scaleups with industry experts,
corporate advisory and investor communities.
Companies become part of a vibrant community
of founders, fast growing business leaders, advisers,
investors and key stakeholders. ELITE provides
structured training through an 18-month programme
to give scaleup leaders the insights and tools to act
strategically about their growth and investment.
The initiative started in Italy in 2012, expanding to the
UK (in 2014) and further internationally. To date, ELITE
has helped nearly 1,000 companies from 32 countries to
scale up, connect to the right network and access capital.
ELITE also offers support to companies raising private
capital through its own funding platform that provides
access to a range of professional investors.
ELITE companies have raised in excess of 8bn (over
3bn in the UK alone) and 19 are listed on public
markets (5 in the UK).
Goldman Sachs 10,000 Small Businesses UK
Since 2010 Goldman Sachs 10,000 Small Businesses UK
(10KSB UK) has helped accelerate the growth of high-
potential small businesses through practically-focused
business and management education. More than 1,400
businesses have now graduated from the programme.
Competitively-selected businesses are offered over 100
hours of education both online and residential fully-
funded by the Goldman Sachs Foundation. Delivered in
partnership with UK universities1, the programme offers
networking and peer learning opportunities in addition to
high quality, applied business learning.
Studies of the impact of 10KSB UK show that alumni
are three times more likely to create jobs than other
UK small businesses, and grow revenue at 81% per year.
77% increase the training opportunities provided to
staff, 64% launch a new product or service in the year
after completing the programme, and 70% seek external
financing.
In June 2018, independent research on the productivity
of 10KSB UK graduates showed 75% have created a
high-performance culture, 77% attribute a change in the
leadership style to participation in the programme, and
89% seek external partners. The result is a major impact
on productivity: participants demonstrate an additional
22% increase in productivity after completing the
programme, compared to a control group of similar high-
growth UK small businesses.
1 Oxford University Sad Business School, Aston University Centre for Growth, Leeds
University Business School, and Manchester Metropolitan University Business School.
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The leadership mentality
John Morris
Scaling and learning go together. A company can only successfully navigate and
sustain high growth if it is a learning organisation, in which its leaders embrace
new ideas, techniques and tools, and constantly develop their own skills and
those of their workforce. It's exciting to see the strength of the hunger to learn
among the UK's scaleups. In this year's Scaleup Survey, more than half of
scaleups cite "developing the leadership and management skills of the senior
team" as one of their top three factors supporting growth.
This year, I have had the privilege to chair the ScaleUp
Institute's Leadership Capacity committee. Our main
objective is to identify programmes across the UK that
make a real, evidential impact in this regard. So in my
case, chairing and learning go together.
My preconception had been that all leadership
programmes were much the same. The British
Library's Innovating for Growth, with its broad reach
among women, ethnic minorities, and disabled people,
was a revelation to me. It demonstrates that there
is both space and need for a variety of programmes
because our thousands of scaleups come in many
different shapes and sizes. Their leaders have different
beliefs and values, different back stories and priorities,
and different measures of success.
To reflect this, a variety of mechanisms, forums and
interventions are required that will enable scaleup
leaders to achieve their growth objectives and
outcomes.
Such a variety should apply to peer networks, which
are so important for many scaleups. As the Scaleup
Survey shows, access to peer-to-peer networks is
the most likely form of support to be rated "vital" or
"very important" to help scaleups grow their business
further. Our scaleup ecosystems should harbour peer
networks that vary in cost and time commitments,
from which scaleups can choose.
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At a local level, there is more to be done. I am
hopeful that we will soon be recognising and
praising local programmes that are world-class in
their design, delivery and impact.
Many leadership programmes and peer networks tend
to focus on the CEO or founder. That is both logical
and a good start. It's encouraging that some also have
mechanisms for providing access to similar leadership
and talent development tools for their management
teams. This is an issue that we have taken seriously at
Smith and Williamson. We have collaborated with the
ScaleUp Institute on a scaleup benchmark to enable
companies to see how they fare against their peers.
And this year, we launched our Scaleup Diagnostic
tool, which helps management teams not just the
CEO to identify strategic strengths and weaknesses
that may need to be addressed in order to scale up
successfully. By gaining different views of the business,
this tool provides a mechanism for a business to
understand both its ambition and readiness to scale.
At a local level, there is more to be done. I am hopeful
that we will soon be recognising and praising local
programmes that are world-class in their design,
delivery and impact. This year, I attended the ScaleUp
Institute's third Driving Economic Growth course in
Leeds. I would love to see a genuinely local programme
emerge from this course which can stand on its own
terms as an outstanding example of an initiative
fostering scaleup leadership development.
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Innovate UK/EEN Scaleup Pilot Programme
Maxine Adam
The Innovate UK Enterprise Europe Network (EEN) Pilot Scaleup
Programme started in July 2017 and will end in December 2018. Jointly
funded by Innovate UK and the European Commission, and created and
delivered by EEN, the Scaleup Pilot Programme has been an ambitious
initiative aimed at an ambitious group of companies.
Recognising that support ecosystems needed to
be as responsive and agile as scaleup companies
themselves and also that innovative companies have
particular needs, its starting point was to put a group
of innovative scaling companies at the centre, creating
an adaptable service offer around them, from which
support, targeted and tailored to their specific needs,
could be drawn.
Shaping and driving the model is a team of eight high-
calibre scaleup directors who operate together as a
'scaleup board' and provide each of the companies on
the programme with a matrix of skills and connectivity.
A single director provides each company with one
point of contact but is drawing upon the collective
resources of the board.
The scaleup directors help the companies to structure
for global growth and collaboration and work with them
to understand and address the particular set of needs
that each company faces on their scaling journey.
It is a unique model for Innovate UK in how to
deliver intensive support for innovative high-growth
companies.
Selection criteria
Admission onto the Scaleup Pilot Programme was a
rigorous and highly selective process. Drawing from
an initial long list of approximately 1,200 companies,
comprising the pool of companies who had received
support through the Innovate 2 Succeed programme,
Horizon 2020 or international collaboration support.
Following a process including local peer review panels,
leading to invitations to submit expressions of interest
for evaluation, 59 companies were carefully selected
for individual visits by one of the pilot's scaleup
directors. The directors' reports were assessed by the
scaleup board, which then identified and selected 29
companies for inclusion in the full programme.
We looked for innovative, ambitious, high-growth
oriented companies who were already on their scaling
journey, whose innovations and/or business models
had the potential to disrupt an existing market, and
who were establishing or already implementing their
international markets strategy. They had to have a
verified business plan and a commitment to implement
it. They had to have the potential to achieve compound
annual growth rates (CAGR) in the range of 60-100%
or more. In other words, they had the potential to
make the leap to become large but were in need of
help to structure themselves for global growth, finding
the right talent and accessing growth funding.
Team of scaleup directors
The scaleup board was central to our approach. It was
a unique model.
The experience and skills of the eight directors
covered areas such as finance, M&A, international
markets, supply chains and IP. They also came from
different industry sectors.
Each scaleup director performs a relationship manager
role; they are "on call," providing each company
with a single point of contact but critically access
to the collective resources of the board. However
experienced, no one person can provide a high-growth
business with all the answers to its particular set of
needs on their scaling journey but a virtual board
can. The scaleup director can leverage the support and
international connections available through the wider
Innovate UK family including EEN.
Over the period, via structured site visits and ongoing
discussions, the scaleup directors help their companies to
address their scaleup challenges and to harness enablers.
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In addition, a Strategic Advisory Board, providing
input from Innovate UK monitored the overall
progress of the programme.
Participants
The scaleup companies on the pilot programme
covered seven UK regions and six key industry sectors.
They were all scaling with a mix of pre-revenue, early-
stage and established enterprises.
Lessons to date
The Scaleup Pilot Programme concludes in
December 2018 and a formal evaluation of its
impact will be conducted in 2019. What we have
learned to date is indicative, not definitive. But it is
most definitely exciting.
We found the challenges specific to each scaleup
company and its management team could be grouped
into six common themes: international markets,
talent acquisition, accessing finance, leadership and
mentoring, intellectual property, workspace and internal
systems. Of these, the companies highlighted access to
internationalisation, finance and successful exploitation
of innovation as the most important areas where they
needed support, together with responsive intervention
to help them accelerate their scaleup journey.
Participants have not simply been the recipients of
support; the scaleup directors have been a critical
friend to them in their thinking and approaches. A
number of the companies have adopted new strategies
as a result of interventions from the scaleup board.
The companies on the programme have gained from
interaction with their peers. Within the timeline of the
pilot, two peer-to-peer events were held, to facilitate
collaboration and networking between the companies
as well as gain knowledge input from Innovate UK
and make broader connections with members of the
Strategic Advisory Board.
As a result of the programme, the companies have
been exposed and connected to the breadth of offers
available across the Innovate UK family, other public
and private sector programmes, and to each other.
At the time of writing, approximately 100 sessions
have been organised with the participating companies
to support them on their strategies around talent
acquisition, market expansion, funding, IP and
infrastructure. Approximately eight out of ten
ScaleUp Insights91
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
North East
3%
North West
21%
ICT
37%
Manufacturing
22%
London
24%
West Midlands
7%
South West
24%
South East
14%
Environment
14%
Healthcare
10%
Food & Drink
14%
Creative
3%
East of England
7%
companies have engaged with new stakeholders
who were identified and introduced by the scaleup
directors.
The results over such a short pilot period are striking:
9.4m in funding rounds have been secured and a
further 14.5m is in progress a combined total
of 23.9m.
Nine companies have secured new international
collaboration agreements or established their
presence in international markets.
Nine IP audits and valuations have been
conducted with a commercial value identified
of 4.5m.

165 new jobs have been created during the pilot
and a further 141 are projected in 2019 a total
of 306 jobs. This equates to an average growth of
over 40% in job numbers across the pilot cohort.

While it is too early to calculate economic impact,
translating the job growth alone suggests a potential
impact on the UK economy of approx 8.4m and a
benefit of 27 for every 1 invested in the Scaleup
Pilot Programme.
The future
Many businesses have the ambition to scale, but it is
not easy for a high-potential business to become a
high-performing world-beater. Innovate UK will work
with approximately 3,000 businesses each year, our
aim utilising resources from across the Innovate
UK family and our experience of the Scale Up Pilot
programme is for more of these companies to
become scaleups.
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As a result of the programme, the companies
have been exposed and connected to the breadth
of offers available across the Innovate UK family
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CURRENTLY
ENDORSED
CASE STUDIES
Go to Grow: Mayor of
London's International
Business Programme
Sharing in Growth (SiG)
Silicon Valley Comes to
the UK (SVC2UK)
Expanding into new domestic and international markets has been
an increasingly important issue for scaleups in recent years, scaleups
are hungry to export despite the uncertainty of Brexit.
Exporting remains one of the main enablers
of scaling, leading companies to innovate,
access new markets and develop new
management models.
In the 2018 Scaleup Survey, exporters
identified three major barriers to exporting
more: access to customers and partners
overseas, having the right people to win
overseas sales, and uncertainty regarding the
outcome of Brexit negotiations.
To break down these barriers, scaleups want
more effective support: half of current and
aspiring exporters wanted better introductions
to buyers overseas and four in ten wanted a
single point of contact with the Department
for International Trade in the UK.
These findings reinforce the value and
importance of trade missions that are tailored
around the needs of scaleups. The 2014
Scaleup Report noted that trade missions
to other countries should include more
scaleup companies.Through such missions,
scaleup leaders can be introduced to relevant
connections and potential partners as well as
build up their peer networks. Their growth
intentions and objectives for participating on a
trade mission are very different from startups
or large, established corporates.
Participation on trade missions with genuine
stature and credibility is critical for scaleups,
helping them open the right doors and
secure high-level access as the endorsed
Mayor of London's International Business
Programme, Go to Grow, attests. This
programme demonstrates how other UK City
Mayors can help their local scaleups in their
international growth and should be emulated
by others. Silicon Valley Comes to the UK
(SVC2UK) continues its work improving the
relationships between US and UK scaleups,
running a Female Founders trade mission to
San Francisco in May 2018.
Procurement and collaboration
The 2018 Scaleup Survey highlighted that three
quarters of scaleups sell, or have aspirations to
sell, to large corporates or government. But
they face barriers in their desire to do this - with
half of scaleups citing a complex procurement
process as holding them back from selling more,
and four in ten finding it difficult to find out
about opportunities to bid.
This year the ScaleUp Institute has worked
with Tussell to create the first visible Scaleup
Public Procurement Index, highlighting the
visible scaleups already working with local
and national government and showing the
authorities who are effectively engaging with
the scaleup ecosystem.
Corporate collaboration is an important
step in improving the procurement process:
sharing information on how scaling businesses
can improve their ability and opportunity to
connect with larger buyers and more easily
integrate into their supply chain is essential.
We highlight some of the essential attributes
of the companies seen as exemplars in the
manner in which they work with fast-growing
companies and from whom others can learn.
With Nesta we also offer insight into how
corporates and scaleups can maximise the
benefits of collaboration through considering a
number of critical questions.
We also revisit the Sharing in Growth initiative
set up by the aerospace industry as an example
of a scheme that provides concentrated
training and development over four years,
targeted at raising the performance of UK
aerospace suppliers (with at least 10m
turnover) to world-class standards. The
programme is consistently tackling the barriers
to growth by providing training and support in
leadership, strategy, manufacturing processes
and business planning. 90% of sampled
companies who participated in the initiative
have made significant changes to their vision,
mission and values, and have defined product
market groups.
Access to markets
Corporate and Scaleup
Collaboration Exemplars
ScaleUp InsightsScaling businesses benefit enormously from corporate collaboration. But it is
not a one-way benefit because large companies are increasingly recognising that
working with fast-growing companies helps promote innovation and gives them
access to new technologies.
More large corporates have begun to explore the
potential of collaboration with scaling businesses
but identifying what works best and ensures the
most impact remains important to deliver the
most beneficial partnerships. Tackling established
thinking and internal barriers that hold back effective
collaboration requires significant effort.
The ScaleUp Institute has continued its relationship
with Nesta to identify and celebrate those corporates
whose behaviours and procedures are making a real
difference to effective partnership-building. Held two
years ago for the first time, 25 companies were named
as Europe's Corporate Stars with 14 of the 25 either
having significant headquarters or major operations in
the UK.
In 2017 the approach was refined to identify
12 trailblazers from more than 100 nominees
with another 24 recognised as Open Innovation
Challengers. At the award ceremony in December
2017 specific awards were also made to companies
for their accelerator programmes, procurement
behaviours, M&A activity and innovative approaches.
Firms with significant UK operations continued to
feature strongly in the exemplars:
Telfonica, Virgin, Cisco, Mastercard and
Unilever Foundry were among the top 12 stars.
Telfonica also featured alongside Enel and
Iberdrola in the procurement awards.
Aviva, Barclays (Barclays Accelerator, powered
by Techstars), BBC Worldwide, Google (for
entrepreneurs), Microsoft, Nestle, Pfizer, Philips,
RBS, and Shell were included as ones to watch in
the Open Innovation Challenger category.
Barclays (Barclays Accelerator, powered by
Techstars), Mastercard (Start Path) and Philips
(Health Works) were recognised with the
Accelerator Award.
Microsoft and Google were celebrated for their
work on ecosystems.

Alongside the awards Nesta published a detailed
report identifying key components of the leading
firms' collaboration effort based on analysis of 31
of the 36 leading companies chosen because their
headquarters are in Europe. This analysis identified
that 84% had a dedicated innovation unit with just
over half running an accelerator; 87% undertook
innovative procurement from scaleups in 2017,
commercially engaging with an average of 10
businesses each. In addition, 71% had actively invested
in scaling businesses and 61% were active in growing
businesses' M&A.
Senior level engagement is important, the report
found. Among those with an open innovation
unit, 33% report directly to the CEO or Board of
Directors, 38% report to other C-suite executives,
and the rest, 29%, report to non C-level executives
such as the Head of Innovation or Executive Vice
President. Six out of ten exemplar corporates now
have either a digital Chief Innovation Officer or Chief
Digital Officer.
Procurement, which provides a major challenge for
large firms working with young scaling businesses that
often have special needs, was another focus for the
analysis. The majority of exemplar corporates that
engage in procurement with early stage scaleups (24
out of 27) report having set up at least one 'friendly'
procedure. These range from 67% having a "fast-
track" option, 48% have special legal templates, 33%
have dedicated procedures and 26% carry out "other"
practices such as providing preferential payment
conditions and having a full-time person to help
scaleups through the procurement process.
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Analysis of how the 31 foster an internal entrepreneurial
culture demonstrated the value of hiring entrepreneurs,
with this approach favoured by 19 firms. Other
approaches included giving in-house entrepreneurs
(intrapreneurs) time with C-suite executives to seek
advice and exposing employees to innovation via
missions and incentive programmes to tech hotspots
such as Silicon Valley, as well as holding internal
competitions/contests to encourage employees to
develop ideas.
Focus on UK firms
Telfonica was lauded as a great example of digital
transformation making significant efforts to integrate
scaling businesses into the firm. The scale and vision
of their OpenFuture programme was described as a
sign that open innovation is at the core of Telfonica's
strategy.
Virgin was again highlighted as a corporate able to
ingrain entrepreneurship within its culture. This is
reflected in its corporate values and internal KPIs.
All Virgin companies engage with scaling businesses
via different programmes, often supported by Virgin
StartUp a dedicated entity focused on supporting
small innovative businesses.
A Cisco partnership with Mishipay, a company that
provides theft-proof scan, pay and leave shopping
solutions was highlighted in the 2017 report. After
winning University College London's Bright Ideas awards
Mishipay became a Cisco Solutions Partner and its
product was deployed in beta trials for retailers, earning
a host of awards.
In addition, Cisco has introduced the company to clients
such as Media Markt Saturn, the largest consumer
electronics retailer in Europe, and is developing joint
solution with them. Mishipay built the first way-finding
feature in its app using Cisco CMX to be deployed live
by Cisco in a real showroom environment
Awards for 2018 are now being considered and the
winners will be announced in December.
The ScaleUp Institute has continued its
relationship with Nesta to identify and
celebrate those corporates whose behaviours
and procedures are making a real difference
to effective partnership-building
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ScaleUp InsightsDESIGNING YOUR PROGRAMME CHECKLIST
EXPLANATION
Do you know why you want to work with scaleups? (e.g.
innovating brands, entering new markets, solving business
specific problems; changing your culture, CSR, etc.)
Clarity of purpose aids internal communication, promotes
coherent strategy and helps identify the most appropriate
mechanism for engagement.
Given the objectives, scale and scope, which collaborative
mechanisms have you considered?
One off events (i.e. competitions such as hackathons);
Sharing resources (i.e. free tools, coworking spaces);
Accelerator, incubator hub
Business support (e.g. Mentoring; leadership and talent
support);
Partnerships (e.g. product co-development, collaborative
R&D, procurement);
Structured procurement process with fast growing
firms/growth SMEs in supply chain
Investments (e.g. corporate venturing);
Acquisitions (i.e. acqui-hire and buying growing businesses)?
Different modes of engagement suit different purposes
and require different resource commitments from each
partner.
Have you considered instituting a dedicated
innovation/'collaboration' unit (with its own budget)?
Separate units may help insulate early stage fast growing
businesses (as well as internally generated innovations), and
prevent stifling by corporate processes
If so, do you have a plan to ensure that the activities of this
unit align with broader corporate goals?
Separate units can sometimes be counterproductive, as
independence can give rise to new silos, create rivalries and
deepen divisions with the rest of the organisation.
Does it have a Board level sponsorship?
The most effective programmes have Board level
engagement and are monitored at that level.
How will you measure impact and how will you report
impact and benchmark this to others?
The most effective programmes agree impact assessment
and benchmarking.
IMPLEMENTING YOUR PROGRAMME
EXPLANATION
When in the year does the Board review the degree to
which your company is procuring from/collaborating with
scaleups
Innovation almost always entails taking risks and rethinking
processes. Senior buy in is crucial in making clear what is
acceptable and communicating a sense of urgency.
Has this been communicated to different business units?
Handovers between business units are common failure
points, especially when units have conflicting internal goals.
Do you have a scaleup procurement/ collaboration
champion in each business?
Do you have a dedicated point of contact for enquiries
from scaleups?
For small firms, everything has a huge opportunity cost.
Difficulties in finding the right contact are often enough to
prevent scaleups from engaging.
Do you have a account manager for those you are
working with?
Is it clearly signposted on your website?
If yes, does that person have decision-making powers, or
close proximity to those who do?
A quick 'no' is much better for small firms than a
protracted 'maybe'.
7 A checklist for those who are starting out, refreshing and/or considering their collaboration model.
Corporate collaboration checklist
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The checklist was produced by the ScaleUp Institute in partnrship with Nesta and their European Partners in 2017.
For more details: http://www.scaleupinstitute.org.uk/scale-up-programmes/
Do you have a fast-track procurement service for fast/high
growth firms?
Many fast growing companies face a 'catch 22' with
procurement, since they are often required to show
track record or ISO certification, but cannot gain this
without customers.
Do you have a specialised legal team or legal templates?
Many corporate legal teams are great at dealing with large
firms, but don't recognise that smaller firms have unique
needs. For small firms, legal costs can be a major barrier
in themselves.
Do you use standardised agreements for intellectual
property?
IP is a common sticking point, especially for collaborative
research. Templates like the Lambert model agreements
simplify the negotiation.
Have you hired entrepreneurs to manage your scaleup
programmes, and included entrepreneurial metrics in your
recruitment process?
An innovative internal culture starts with the staff, but
recruitment often tends towards 'safe pairs of hands'.
Experienced entrepreneurs and those that have scaled
businesses before, better understand the needs of scaleups.
MEASURING & SUSTAINING YOUR PROGRAMME
EXPLANATION
Do you have a succession plan for account managers?
Business relationships often take longer than the duration
of someone in a given role. Changes in staff are a common
mode of failure.
Do you monitor what proportion of your company's total
procurement (volume and/or value) is from scaleups?
Volumes speak volumes!
Do you publish this in your annual report?
Publicly acknowledging collaboration sends a strong signal
to partners and competitors alike.
Do you know how long it typically takes to register as a new
supplier with you?
Timescales are very different for corporates and scaleups.
Long and complex procedures burn scaleups' precious time
which could be better dedicated to the business.
Do you know how long it typically takes to pay suppliers?
Slow payment kills growing companies.
Do you assess your processes and fast-track policies for
'scaleup friendliness'?
Formalised process may be efficient for day-to-day
business but often hamper exploration of new ideas.
CHANGING YOUR CORPORATE CULTURE TO BE
MORE RECEPTIVE TOWARDS SCALEUPS
EXPLANATION
Do you incentivise entrepreneurial behaviour through KPIs
and related bonuses?
Employees respond to incentives. Even if they see the
potential for improved products or services, most will
focus on their immediate job description unless there is
suitable reward.
How do you encourage learning from failure, in a way which
does not penalise measured risk taking?
Promoting the safe sharing of failure stories is a key ingredient
in combatting a corporate culture of risk aversion and building
an entrepreneurial mindset among employees.
Do you employ a dedicated scaleup manager/champion?
Scaleup champions can be a great way to cut across
internal silos, and provide advice to staff about where to
take their ideas.
Do staff treat risk as something to be minimised or
actively managed?
Not innovating is a lot riskier than innovating. Innovations
always entails risk. An attitude which treats this as purely
negative will kill innovation.
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Updates on currently endorsed
case studies
EN
DORSEDEN
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DGo To Grow:
Mayor of London's International Business Programme
Since launching in February 2016, the Mayor's
International Business Programme has supported
more than 500 of London's high growth businesses in
their international expansion. Each quarter, 50 leading
businesses in the tech, life sciences, urban and creative
sectors are accepted to join the programme. Participant
companies gain access to bespoke support for one year in
the form of mentoring, workshops, access to corporates,
international trade missions and advice.
To date, the programme has supported companies to
create 789 new jobs, close deals totalling 49m and
raise investment to the tune of 133m. A recent cohort
survey showed that more than 86% of the companies
created new jobs in 2017; of these companies, 54%
signed new deals and 56% entered new markets in the
past year.
Through international trade missions, companies have
been able to scope out markets such as China, India
and the USA gaining access to key decision makers at
corporates, investors and influencers. This May a group of
15 leaders of London's fastest-growing women-led tech
companies headed to Silicon Valley in the USA as part of
the Mayor's #BehindEveryGreatCity campaign. Other
missions included Atlanta, Madrid and Toronto. Further
missions are planned to Germany, Nashville and China.
Sharing in Growth (SiG):
Action through supply chains
Established by industry in 2013, Sharing in Growth
(SiG) helps aerospace supply chain companies to
improve their productivity and competitiveness and be
better placed to win a share of continued growth in the
global aerospace market.
Companies on the programme have already have secured
more than 2.5 billion in contracts equivalent to 4,500
high-value jobs. SiG has provided the necessary support
to achieve this from its own 120-strong team of business
coaches as well as a network of global experts including the
University of Cambridge's Institute for Manufacturing,
Deloitte and the National Physical Laboratory. Backed by
aerospace prime customers including Rolls-Royce, BAE
Systems, Airbus and Boeing, SiG has delivered more than
2.5 million hours of support to 63 companies, helping to
skill up around 11,000 employees.
SiG focuses on creating competitive capability by
developing the people and the processes they use. As fast-
growing companies need access to knowledge, expertise
and coaching to move through their stage of growth, each
programme reflects detailed knowledge of the individual
business context and is delivered on site. Tailored support
lasts up to four years, is scaled to a company's ambition
and recognises that the needs of a smaller, evolving
company are vastly different from a multi-site corporate.
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DMARKETS
MARKETS
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CHAPTER TWO
Silicon Valley Comes to the UK (SVC2UK)
Silicon Valley Comes to the UK (SVC2UK) provides
a series of invitation-only events that bring together
investors, serial entrepreneurs, students, policymakers
and first-time CEOs with serial entrepreneurs and
investors from the US and the UK. It is designed to
improve the ecosystem for entrepreneurship in the UK,
Europe and beyond and drive sustainable growth by
helping promising CEOs in their scaling journey, inspire
students, and foster relationships with Silicon Valley and
the UK.
In May 2018, SVC2UK ran its fourth Female Founders
trade mission to San Francisco and Silicon Valley for 15
of London's female-led scaleups. The 3-day programme
to build relationships included a reception, tours of
Facebook and Instagram's HQs, speed mentoring and
roundtables with founders and senior figures from Silicon
Valley.
SVC2UK hosts a summit every November; Silicon
Valley and UK leaders in entrepreneurship lead
workshops, masterclasses and lectures, with the aim to
debate, discuss, create and fund today's most disruptive
technologies to change our world in the years to come.
SVC2UK is run out of London & Partners, a not-for-
profit public-private partnership, funded by the Mayor
of London and a network of commercial partners.
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DMARKETS
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100
CHAPTER TWO
NEW CASE
STUDIES
FOR 2018
CURRENTLY
ENDORSED
CASE STUDIES
Accel
Balderton Capital
Crowdcube
Draper Esprit
Eight Roads*
Index Ventures
IP Group, including
Touchstone Innovations
LDC
Notion
Partech*
Santander Growth Capital
Fund Breakthrough
programme*
Woodford Investment
Management
Barclays: Venture Debt
BGF
British Business Bank:
Enterprise Capital Fund
Octopus Titan VCT
The ecosystem for growth capital continues to improve but the
UK must continue to expand the pool of patient finance available
to scaling businesses across the country and address the regional
disparities, awareness and depth issues that persist.
Findings from the Scaleup Survey in 2018
suggest that while 74 per cent of scaleups
rely on external finance to support growth,
four out of ten scaleups do not have the
right funding in place to fulfil their current
ambitions.
In our analysis of 'visible scaleups' with
Beauhurst, we have identified those equity,
debt and mezzanine investors who have
been the most active in supporting scaleups
between the period of 2011 to 2018. We
feature these as our case studies for 2018.
All of them have demonstrated commitment
to financing scaleups through successive
rounds and they are institutions about which
scaleups should be more knowledgeable. We
hope to see more new models of funding
emerging from the Patient Capital Review.
The breadth of these case studies
demonstrates there can be no single
route to finance for scaleups. A blend of
complementary sources of UK-based long-
term capital, all of whom have the capacity
to participate in follow-on rounds and to add
value by bringing knowledge, networks and
expertise along with their funding, is vital.
Seven of our case studies are VC firms
Balderton Capital, Accel, Index Ventures,
Notion, Partech, Eight Roads. (Draper
Esprit is also a VC firm but one that
is publicly listed on the London Stock
Exchange, and so we consider it with
other institutional funds). They reflect
the emergence of VC investors who are
consistently supporting the scaling up of
companies and provide exemplars of how
the wider VC industry has the potential and
capacity to provide support to all stages of
scaleup growth. Some of the firms, such
as Partech and Eight Roads, have a global
mandate; others, such as Balderton, Accel
and Index, invest in UK scaleups from funds
with a Europe-wide focus. The Octopus
Titan VCT, endorsed in 2017, continues to
grow in size and increase its annual number
of investments; it also offers structured
support for the international growth
strategies of its portfolio companies more
than 60 per cent of its portfolio companies
have a presence outside of the UK.1 It is an
exemplar of how VCT investors can provide
knowledge and resources as well as finance.
These investors are mainly tech-focused
and we need to consider how to develop
pools of capital for all sectors as well as their
greater disbursement throughout the UK's
regions this is a key element of the British
Business Bank's mission.
We have previously endorsed two
programmes provided by banks: the
provision of venture debt, as exemplified by
Barclays, and the Santander Breakthrough
Growth programme. The varied capability
of the principal banks to support scaleups
is underlined by our endorsement this year
of LDC, the private equity arm of Lloyds
Banking Group, as a result of the firm's
ongoing active investment in UK scaling
companies. First formed in 1981, LDC
invests in growing businesses from all sectors
via a regional network of nine offices.
Institutional funds, either investment trusts
or publicly quoted firms in their own right,
form another important part of the funding
landscape for scaleups. The emergence of
these patient capital institutions as well
as the creation of British Patient Capital
by the British Business Bank creates a
fresh source of institutional investment with
time horizons that are less constrained by
the life of a particular fund. This year we
endorse Draper Esprit, which has received a
30m investment from the British Patient
Capital programme, Woodford Investment
Management and the IP Group (which
acquired Touchstone Innovations in 2017).
Finance
*Female Founders focus
1 http://www.growthbusiness.co.uk/
octopus-group-simon-rogerson-and-
chris-hulatt-2554307/
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A newer asset class equity crowdfunding
has emerged over the past decade as
an alternative finance option for scaling
companies. This is reflected in the number
of companies that Beauhurst data has
identified as being supported via the
Crowdcube platform. The growth of such
platforms, along with the fostering of
fintech companies in the FCA's regulatory
"Sandbox," demonstrates the level of
innovation in finance from which scaleups
can benefit.
It is important that this growing number
of diverse funding sources leads to greater
allocation to companies with higher levels of
gender diversity. Financing and supporting
more female scaleup role models will
encourage more women to scale up their
businesses the Santander programme has
expanded its offer, notably including a
Women in Business programme to provide
networking opportunities, mentoring and
events specifically for female entrepreneurs.
Research conducted by Beauhurst for our
Female Founders Index highlight how some
of these endorsed firms such Partech
and Eight Roads also demonstrate
their support of and investment in female
founders.
The British Business Bank (BBB) provides a
model of how public sector finance can work
with and not crowd out private sector
finance in order to develop far bigger pools
of capital in the UK and encourage more
investors willing and able to provide ongoing
rounds of follow-on or scaleup finance.
In 2017, we featured the BBB's Enterprise
Capital Fund (ECF) programme as a case
study. The investment capacity of this
programme has now increased to more than
1.2bn, with 28 funds facilitating finance to
more than 470 businesses (as at end June
2018). In addition, the BBB has amplified
its support of scaleups with the launches this
year of British Patient Capital, the Managed
Funds programme, and a Knowledge Hub for
scaleups to identify and attract appropriate
growth capital.
One of our original case studies, BGF, has
continued to grow its support of scaleups.
It has invested 1.7bn and backed 250
growth companies with 430m of follow-on
funding and has 14 offices including opening
in Ireland in 2017 with a 250m fund to
support growing Irish businesses.
Scaleups continue to emphasise that it is not
just cash that they seek from the financial
community. They want smart money which
brings knowledge and support along with
it. The nature of that additional backing is
taking many forms.
A more plural and diverse finance market
requires strong and clear education for
scaleup leaders about the growth finance
options that are available.
Stephen Welton
CEO, BGF
They say change is the only constant and looking back at the last year or so,
that has certainly been the case. While on one side, technological progress
is transforming our lives, creating new industries and with them, a wealth of
opportunities on the other side, we are navigating increasingly uncertain
waters. As we head towards Britain's exit from the EU in 2019, an exact vision
of the future is hard to imagine.
One might naturally assume that such uncertainty
would be bad for business. But as we've seen at
BGF over the past 12 months, entrepreneurs and
scaleup business leaders across the country, while
acknowledging its impact, are determined to make the
most of the opportunities it might present.
In 2018, BGF has on average made one investment
per week, bringing our overall investment to more
than 1.7bn across 250 companies.
A time of great transformation
The business environment is evolving, even down to
the very ways we define success. There seems to be
a renewed confidence in the impact that innovative,
scaling businesses can have on the world around them.
Leaders are striving to make a positive difference to
society and power progress in the UK.
Indeed, innovation and supporting R&D have been a
clear focus for the government, as seen in its Industrial
Strategy and the new deals being brokered to support
Britain's prowess in emerging areas, such as artificial
intelligence (AI).

Our technology success
Britain's tech industry is certainly flying. The latest
reports from TechNation suggest that the digital tech
sector grew 2.6 times quicker than the rest of the
economy between 2016 and 2017.
This growth is reflected across many of BGF's
portfolio businesses, in particular our earlier stage
group, which is in large part driven by digital. Take
for example Trouva, which is creating an online
marketplace for global bricks-and-mortar boutiques.
But we must not forget that fast growth and the
progress it brings with it is not merely seen in the
technology sector.
I can say with confidence that the bright sparks of
innovation and productivity can be seen vividly from all
sectors. From manufacturing and energy, to business
services, hospitality and healthcare, we are a nation of
passionate and ambitious creators.
The importance of diversity
For the UK to build a sustainable economy, it must
create and support a diversity of businesses across all
regions. We can't put all of our eggs in one basket and
with such a wide-range of skills and talent in every
corner of the country, there is no reason we should.
Having more strings to our bow will bring resilience
and will help us to meet any economic hurdles that
this age of uncertainty might throw up.
It is critical, on a finance and growth capital basis,
to be close to our scaling businesses. We need to
build a nationwide approach, with more investment
needed on the ground and a renewed focus on making
Patient Capital a reality by crowding in institutional
funds to support Britain's scaleups. The future may
be uncertain, but one thing is clear with such an
inspiring crop of innovative, scaling companies, based
in all corners of the UK the future is bright.
ScaleUp Insights102
LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
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ACCEL
BALDERTON CAPITAL
Accel is an early and growth-stage VC firm which has a number of funds
including the $500m Accel London V Fund which is focused on Series A
and B investments in Europe and Israel.
Typically investing between $5-$10m in Series A or B
first-round investments, Accel invests on average $15m per
company over time; the average size of the investment rounds
into UK companies in which it has participated since 2011 is
17.4m.
During this period, the fund has provided follow-on investments
for 13 of the 27 UK companies that it has backed, averaging
1.85 investments per company. For more than half (56%) of
the companies, Accel was the first institutional investor.
Accel contributed to ten equity investments into six unique
scaleups in rounds worth a total of 277m.
The fund invests in technology companies globally, with a
focus on the US, UK and India. Of the 50 investments made
by Accel since the start of 2011, 49 have been into London-
based companies.
Balderton Capital focuses on Series A investments into European technology
companies but also provides growth capital to companies at venture and growth stage.
Balderton typically invests between $1-$20m; the average size
of the investment rounds into UK companies in which it has
participated since 2011 is 10.5m. During this period, the fund
has provided follow-on investments for 20 of the 37 unique
UK companies that it has backed. Balderton has contributed to
11 investments into six unique UK scaleups since 2011 worth a
total of 222m.
The fund primarily invests in businesses based in Europe but
has invested in US and Asian businesses. It focuses on markets
such as technology, e-commerce, software, communications,
security, semiconductors, consumer services, media and
financial services. It does not invest in life sciences or cleantech.
Describing itself as investing in European founders with global
ambitions, Balderton organises hundreds of networking events
across Europe each year, designed to connect companies with
mentors, board members and customers. It provides advice
on talent acquisition and global expansion. In October 2018
Balderton launched Liquidity I, a new $145m fund dedicated
to buying equity stakes from early shareholders in European-
founded, high growth, scaleup technology companies.
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
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DIMPACT
FOR
SCALEUPS
27
COMPANIES
BACKED
48%
FOLLOW-ON
INVESTMENTS
2%
INVESTMENTS OUTSIDE
OF LONDON
27
GROWTH-STAGE
INVESTMENTS
IMPACT
FOR
SCALEUPS
37
COMPANIES
BACKED
54%
FOLLOW-ON
INVESTMENTS
8%
INVESTMENTS OUTSIDE
OF LONDON
37
GROWTH-STAGE
INVESTMENTS
CROWDCUBE
DRAPER ESPRIT
Crowdcube operates an online crowdfunding platform on which businesses pitch to
receive investment. The fund focuses on seed and early-stage businesses due to average
size of capital provided, although businesses at any stage are eligible.
Crowdcube typically invests between 250,000-1m, with
funding available as equity investment or mini-bonds, with the
average size of its investment into UK companies since 2011
being 648,000. During this period, the fund has provided
follow-on investments for 62 of the 543 UK companies
that it has backed. Crowdcube has contributed to ten equity
investments into six UK scaleups since 2011 worth a total of
13.2m; it has also facilitated two debt funding deals totaling
12.3m for the scaleup BrewDog.
Crowdcube exclusively invests in UK companies and has offices
in Exeter and London. It provides companies that raise funds
via the platform with access to a help centre and a campaigns
team, access to a network of founders, and support with
marketing and investor relations.
Draper Esprit invests in seed, venture and growth-stage companies based in Europe.
The firm typically invests between $500,000-$20m; the
average size of the investment rounds into UK companies in
which it has participated since 2011 being 9.15m. During this
period, the fund has provided follow-on investments for 12
of the 33 unique UK companies that it has backed. Draper
Esprit has contributed to 15 investments into seven unique UK
scaleups since 2011 worth a total of 146m.
Founded in 2006, the fund invests throughout Europe,
with offices in London, Dublin and Cambridge. It invests
in technology-based businesses and those in e-commerce,
digital media and online publishing. It focuses on companies in
electronics, software, internet, medtech and mobile.
The average number of deals per annum, including follow-on
rounds, is 20.
21 of the 52 investments made into UK companies by Draper
Esprit since 2011 have been outside of London. The firm
describes growth investing as its core business and emphasises
that as a publicly listed VC fund it is not constrained by the
limited partnership model of a time-limited fund, saying: "we
have a balance sheet, a longer view, and the staying power to
back teams to reach their full potential."
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
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DIMPACT
FOR
SCALEUPS
543
COMPANIES
BACKED
11%
FOLLOW-ON
INVESTMENTS
46%
INVESTMENTS OUTSIDE
OF LONDON
40
GROWTH-STAGE
INVESTMENTS
IMPACT
FOR
SCALEUPS
33
COMPANIES
BACKED
36%
FOLLOW-ON
INVESTMENTS
21%
INVESTMENTS OUTSIDE
OF LONDON
19
GROWTH-STAGE
INVESTMENTS
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CHAPTER TWO
INDEX VENTURES
IP GROUP, INCLUDING
TOUCHSTONE INNOVATIONS
Index Ventures is a multi-stage VC firm, making equity investments at seed, venture
and growth stage.
The firm focuses on life sciences, medical technology, digital
media, e-commerce and software and invests in companies
based in the US, Europe and Israel. It announced new venture
and growth funds amounting to $1.65bn in June 2018.
Index typically invests between $100,000-$2m in seed-stage
companies and up to 50m for growth-stage companies; the
average size of the investment rounds into UK companies in
which it has participated since 2011 is 11.9m.
During this period, the fund has provided follow-on
investments for 25 of the 57 UK companies that it has backed.
Index has contributed to 17 investments into UK scaleups since
2011 worth a total of 386m.
IP Group is an FTSE-250 listed IP commercialisation company whose funds provide
venture capital to spin-out companies from its university partnerships.
IP Group owns several funds, including Touchstone Innovations
(which was acquired in October 2017), Parkwalk Advisors,
and stakes in Oxford Sciences Innovation and Cambridge
Innovation Capital.
IP Group invests in spin-outs from UK universities and some
US universities. The great majority of investments 88%
made by IP Group have been into companies in local areas
of the UK other than London. Its subsidiary Touchstone
Innovations focuses on companies developing research
originating from the UK's "Golden Triangle" (i.e Oxford,
Cambridge, London).
The funds invest at seed, venture and growth stages and assist
companies with the commercialisation of their new products
and services, with technology transfer, IP licensing and
protection. The funds continue to invest in portfolio companies
as they scale. The firm has a long-term partnership model
with UK universities and developed an approach to supporting
businesses from "cradle to maturity," including assistance with
executive search and recruitment and raising growth stage
capital from co-investors.
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
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DORSEDEN
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DIMPACT
FOR
SCALEUPS
57
COMPANIES
BACKED
44%
FOLLOW-ON
INVESTMENTS
13%
INVESTMENTS OUTSIDE
OF LONDON
41
GROWTH-STAGE
INVESTMENTS
IMPACT
FOR
SCALEUPS
TOUCHSTONE
IP GROUP
50/76
COMPANIES
BACKED
58%/32%
FOLLOW-ON
INVESTMENTS
66%/88%
INVESTMENTS OUTSIDE
OF LONDON
23/17
GROWTH-STAGE
INVESTMENTS
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LDC
NOTION
LDC is the private equity arm of Lloyds Banking Group and has been an active investor
in UK companies since 1981.
It makes equity investments between 2-100m to companies
who can demonstrate minimum revenues of 5m with profits
of 1m and a two-year profits history. The average size of its
investment since 2011 is 15.9m.
LDC has contributed to 12 investments into scaleup
companies since 2011, worth a total of 193m. Of the 39
investments made by LDC, 32 have been to companies based
outside of London.
The firm invests solely in UK companies and has nine offices
around UK, including Aberdeen, Manchester, Bristol,
Edinburgh and Birmingham. Portfolio companies are provided
with sector-specific guidance, access to an executive network,
and peer network opportunities with other portfolio companies.
Notion specialises in making seed and Series A investments but has an $80m growth fund
to provide later-stage follow-on capital for portfolio companies. The fund invests exclusively
in the B2B and SaaS sectors. Notion is located in London and invests across Europe.
The firm typically invests between 250,000-5m, the
average size of the investment rounds into UK companies
in which it has participated since 2011 is 6.73m. During
this period, the fund has provided follow-on investments for
16 of the 33 UK companies that it has backed. Notion has
contributed to nine investments into UK scaleups since 2011
worth a total of 108m.
Of the 59 investments made by the firm since the start of
2011, 21 have been to companies based outside of London.
The fund offers knowledge, resources and pro-active support
to its portfolio companies through its venture platform. This
fosters active collaboration among its portfolio companies,
shares knowledge to create "a powerful collective intelligence,"
and creates a network with "deep domain expertise." The
founders say that their strategy is "to be the investor we wish
we'd had."
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
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FOR
SCALEUPS
37
COMPANIES
BACKED
5%
FOLLOW-ON
INVESTMENTS
82%
INVESTMENTS OUTSIDE
OF LONDON
35
GROWTH-STAGE
INVESTMENTS
IMPACT
FOR
SCALEUPS
33
COMPANIES
BACKED
48%
FOLLOW-ON
INVESTMENTS
36%
INVESTMENTS OUTSIDE
OF LONDON
28
GROWTH-STAGE
INVESTMENTS
106
CHAPTER TWO
WOODFORD INVESTMENT
MANAGEMENT
Woodford manages the Woodford Equity Income Fund and the Woodford Patient
Capital Fund; between them, they provide equity investment for venture and growth
finance, R&D and working capital. The Equity Income Fund is limited to up to ten per
cent in unquoted securities and the Patient Capital Fund is limited up to 80 per cent.
Beauhurst research indicates that Woodford's funds typically
invest between 2m-40m, with the average size of deals
being 32.7m. The funds invest in several other patient capital
vehicles which invest in scaleups, including Draper Esprit and
IP Group.
The funds have provided follow-on investments for 16 of
the 32 companies it has backed since 2011. Of the 54
investments, 34 have been to companies based outside of
London. It has contributed to nine deals into scaleups since
2011, worth 266m.
The firm has offices in Oxford and Exeter and invests mostly in
UK businesses. The company vision is to provide patient capital
to support young businesses "through to commercialisation
and fulfillment of their long-term potential." The firms says
that it aims to invest in businesses "with the potential to
become the FTSE 350 companies of the future."
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
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FOR
SCALEUPS
32
COMPANIES
BACKED
50%
FOLLOW-ON
INVESTMENTS
63%
INVESTMENTS OUTSIDE
OF LONDON
27
GROWTH-STAGE
INVESTMENTS
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EIGHT ROADS
Eight Roads provides venture and growth-stage capital, investing in fast-growing technology
companies across the enterprise, consumer, fintech and healthcare IT sectors. It looks for
businesses within a revenue band of 1-5m showing year-on-year growth of 100 per cent
and for those with revenues exceeding 5m whose growth is at least 30 per cent.
The fund has its head office in London and other offices in
Hong Kong, Beijing, Shanghai, Mumbai, Tokyo, Hamilton,
Boston and Stockholm. Eight Roads invests in companies
based in Europe, US, India and China. It has backed 14 UK
companies since 2011 and provided follow-on funding for
three of them. Out of all these investments, the majority
have been into London-based companies. The average size
of the investment rounds into UK companies in which it has
participated since 2011 is 32.4m, compared to 29.1m for all
companies internationally.
The firm says that it aims to provide ambitious founders
with scaleup guidance and business-building experience
to help them "beat the odds" and that "with the right help
the European ecosystem can systematically create $10bn-
plus global tech businesses." Eight Roads is one of the
funds showing a track record on investing in scaleup female
founders or co-founders, investing for example in MADE and
Notonthehighstreet, to name just a couple.
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
DORSEDEN
D
O
R
S
E
DIMPACT
FOR
SCALEUPS
14
COMPANIES
BACKED
21%
FOLLOW-ON
INVESTMENTS
12%
INVESTMENTS OUTSIDE
OF LONDON
13
GROWTH-STAGE
INVESTMENTS
Four per cent of visible scaleups have at
least one female founder. As part of the
inaugural Scaleup Female Founders Index,
the ScaleUp Institute identified the top
funders by number of fundraisings for
deals into scaleups with at least one
female founder.

In total, 414m has been invested into female founded
scaleups since 2011. The top investor is Eight Roads Ventures
which contributed to 5 deals worth 121m. Other newly
endorsed case studies with a track record in backing female
founder scaleups include Partech Ventures with 2 deals
worth 79m; and Santander Growth Capital Breakthrough
Programme with 3 deals worth 15m.
No female founder
Female founder
4%
96%
VISIBLE SCALEUPS IN 2017 WITH AT LEAST ONE FEMAILE FOUNDER
Female founders & finance
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CHAPTER TWO
PARTECH
SANTANDER GROWTH CAPITAL
BREAKTHROUGH PROGRAMME
Partech makes equity investments at seed, venture and growth stage, operating
through five funds. The firm focuses on tech and digital businesses.
The funds make around 45 new investments annually on a
global basis, with a particular focus on the US and Europe. The
funds have made 17 investments into UK companies, of which
12 were into London-based companies. During this period,
the funds have provided follow-on investments for four of the
scaling companies that they have backed. The average size
of the investment rounds into UK companies in which it has
participated since 2011 is 11m compared to 10.3m for all
companies internationally.
In support of its portfolio companies, Partech provides
coaching on strategy, operations, executive hiring, board
structure, as well as preparation for M&A and build-ups. The
firm also provides peer networking opportunities through its
global portfolio.
Partech, itself having a female managing director and CFO, is
one of the funds showing a track record of investing in female
scaleup founders.
Santander Breakthrough Growth Capital provides growth-stage capital through a
mezzanine loan offer, typically between 500,000 to 5m, which can work alongside
additional senior debt facilities.
The funding, which targets companies that are growing at
scaleup rates, has participated in 22 fundraisings totalling
76.4m. It is a national fund; five of the 22 investments have
been into London-based companies.
A range of additional support is offered by the Breakthrough
programme. This includes expertise to companies that are
expanding internationally, providing commercial contacts
and market knowledge to companies looking to export or
open offices abroad. Businesses are connected with an online
network of founders and business leaders, and regional peer
group roundtables are also organised. The programme also
runs a number of 'Access the Buyer' events, leadership
masterclasses, a series of network and mentoring events
focused on female business leaders, and support for internships.
The Growth Capital Fund has provided follow-on finance for
three of the 19 unique companies it has backed since 2011. It
is one of the growth capital vehicles showing a track record on
investing in scaleup female founders.
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
For further information about the programme:
scaleupinstitute.org.uk/scale-up-programmes/
EN
DORSEDEN
D
O
R
S
E
DEN
DORSEDEN
D
O
R
S
E
DIMPACT
FOR
SCALEUPS
11
COMPANIES
BACKED
36%
FOLLOW-ON
INVESTMENTS
29%
INVESTMENTS OUTSIDE
OF LONDON
6
GROWTH-STAGE
INVESTMENTS
IMPACT
FOR
SCALEUPS
19
COMPANIES
BACKED
16%
FOLLOW-ON
INVESTMENTS
77%
INVESTMENTS OUTSIDE
OF LONDON
20
GROWTH-STAGE
INVESTMENTS
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Updates on currently endorsed
case studies
EN
DORSEDEN
D
O
R
S
E
DBritish Business Bank: Enterprise Capital Fund
The Enterprise Capital Funds (ECF) programme is
a significant part of the UK venture capital industry
now with 28 funds facilitating finance to more than
470 growing businesses. It aims to increase the supply
of equity to UK growth companies and to lower the
barriers to entry for fund managers looking to operate
in the VC market.
The British Business Bank the UK's national economic
development bank invests alongside venture capital
funds on terms that improve the outcome for private
investors when those funds are successful. It does this
to encourage venture capital funds to operate in a part
of the market where smaller businesses are not able to
access the growth capital they need.
Enterprise Capital Funds are managed by experienced
fund managers from a variety of backgrounds including
teams from the venture capital industry as well as serial
entrepreneurs with a history of success in building early
stage UK companies.
From inception to June 2018 more than 1.2 billion
(including third party funding) has been committed
through the ECF programme.
In 2017/18 the British Business Bank also developed a
new British Patient Capital programme, providing up to
7.5bn of finance and designed to support high growth
potential innovative UK businesses in accessing the long-
term financing they require to scale up and launched the
250m Midlands Engine Investment Fund to support
businesses across the region.
EN
DORSEDEN
D
O
R
S
E
DFINANCE
BGF
BGF is the most active and influential investor in small
and mid-sized businesses in the UK, with 2.5bn to
support a range of growing companies early stage,
growth stage and quoted across every region and
sector of the economy. BGF opened in Ireland last year
and has an additional 250m to support Irish businesses
on a similar growth path.
BGF makes long-term equity capital investments in
return for a minority stake in the companies it backs.
Initial investments are typically between 1m-10m
followed by significant follow-on funding as required.
BGF is a minority, non-controlling equity partner with
a patient outlook, based on shared long-term goals with
the management teams it backs.
With a specialist internal team of over 150 people,
combined with an international network of business
leaders, sector experts, and board-level non-executives,
BGF has a unique platform and capability to support
growing UK and Irish businesses. This is further
reinforced through dedicated in-house support with
chair and senior executive selection and appointments
provided by its Talent Network, now some 5,000 strong.
BGF invests off its own balance sheet allowing it to
offer flexible investment structures with a mix of equity
and loan notes as appropriate. BGF can also provide
equity release for existing shareholders, and funding
to support acquisitive and organic growth strategies at
home and abroad.
EN
DORSEDEN
D
O
R
S
E
DFINANCE
110
LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Octopus Titan VCT
Octopus Titan is the UK's largest Venture Capital Trust
with 120m raised last year and 600m in assets under
management. The 2017 ScaleUp Review identified it
as an exemplar of how the wider VCT industry has the
potential and capacity to provide assistance to all stages
of scaleup growth.
Typically investing 1-5m in a first round investment
the Trust has the capability to follow its investments up
to 20m. It has built a portfolio of approximately 60 of
the UK's fastest-growing tech-enabled businesses with
the potential for significant growth.
Octopus offers rapidly scaling businesses access to
follow-on funding to promote significant growth,
enabling high-growth companies to scale without the
distraction or delay of seeking other funding sources
whenever required. The firm's wider network of Venture
Partners provides hands-on help, practical advice and
professional connections to other portfolio companies
and industry experts both in the UK and overseas.
Octopus has itself set up a New York office and
collaborates with key partners in Singapore and Shanghai
to help companies cope test and enter new markets.
Octopus is working with other leading organisations in
the finance community, including the British Private
Equity & Venture Capital Association (BVCA) and
the Venture Capital Trust Association to champion
entrepreneurship and scaleup.
Over recent years Octopus investment has enabled
businesses to become part of some of the largest
businesses in the world including Google, Amazon,
Twitter and Microsoft.
EN
DORSEDEN
D
O
R
S
E
DFINANCE
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LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Sam Smith
CEO, finnCap and female scaleup founder
The pool of capital available to scaling private businesses has deepened
significantly in recent years. The landscape has completely changed. For today's
scaling businesses this is very good news. We track the number of fundraising
rounds between 2m-25m they have risen steadily.
Worldwide record low interest rates have been a key
factor, as this has driven both private and institutional
investors to look further afield for yield and to move
into private investment opportunities.
This means that many more public market institutions
will now look at private deals. In 2011, 173 institutional
investors deployed capital in private deals; in 2017,
it was 315. Not only does this deepen the pool of
capital but it also brings different types and styles of
investors.
The rise of patient capital institutions such as BGF and
Woodford as well as the creation of British Patient
Capital by the British Business Bank is creating a
cohort of institutional investors whose time horizons,
unlike VC and private equity firms, are unconstrained
by the life of a particular fund.
Investment in early-stage growing businesses
will continue to increase. This is partly due to the
Chancellor's decision to double the limit on EIS
investment, both in terms of the limits of how much
investors can invest and how much EIS investment
companies can receive, and to make changes to
VCT rules in order to encourage investment in
entrepreneurial knowledge-intensive companies.
These changes will result in further growth in
tax-driven funds, all seeking great investment
opportunities in the private capital landscape. A middle
tier of finance for scaleups is emerging, comprising
many disparate players. They range from family
offices and VCTs to entrepreneurs who have sold their
businesses but now want to be active investors.
In addition, the long-established de facto options for
scaling companies VC and private equity firms
have amassed considerable financial firepower (the
so-called "dry powder") and they continue to look for
great scaling businesses in which to invest.
ScaleUp Insights
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the question today is not so much about access
to capital, but rather access to the right kind of
capital which is best suited to your business
The public markets not only offer entrepreneurs
access to capital and a broader shareholder base but
also the ability to stay in control of their company. Far
from viewing an IPO as an exit, it is another step on
the growth ladder.
So for private scaling companies, the options are broad
and extensive. While this widening and deepening
pool of capital is positive for scaleups, it does create a
more confusing marketplace. It is hugely important for
each scaleup to find the right investors those whose
investment hypothesis is aligned to the vision and
strategy of the company. In an increasingly large and
complex market, that is difficult.
For scaleups, the question today is not so much about
access to capital, but rather access to the right kind
of capital which is best suited to your business. Yet a
great number of companies, particularly female-led
businesses, simply don't try to raise growth capital.
There are many reasons for this, many of which relate
to confidence and ambition. We are trying to fuel
this ambition. We launched Ambition Nation to fuel
growth among UK companies by telling stories of
ambition to entrepreneurs and also providing them
with better knowledge of the financial landscape.
We want to encourage more people to grow their
businesses and to access the right form of growth
capital to help them achieve that.
In building finnCap, my barrier has always been about
getting comfortable with the next stage of growth. If
you are comfortable, the more likely you are to do it.
To get comfortable and to gain that vital confidence,
you have to meet people who have done it. Until you
see what is possible and get comfortable with that, you
won't get out of your comfort zone.
It's all about lighting ambition and refreshing people's
bigger picture thinking. We have to encourage the
mindset that people can build a 100m company
and if they can do that, then it could be a 1bn
company. After all, it's easier to go from 200m to
1bn than it is from nought to 2m.
Entrepreneurs need to have the confidence to grow,
and to hear stories of how they could potentially
increase the size of their company ten times. It is
all about planting the vision and making people feel
comfortable with the risks they are taking.
As a subset of Ambition Nation, we are focusing on
developing this "think big, be bigger" approach among
female founders. Many of them don't want to raise
funds. Few of them go out on the road to do so, and
fewer of them actually get money. But while there
are both push and pull factors at work, we know that
demystifying finance is at the crux of this problem.
There's a general point: financiers and entrepreneurs
can often talk in different languages. Entrepreneurs
want to get comfort on and understand issues such
as the potential loss of control; financiers will focus
on the numbers and financial ratios. And the other
key point is that the world of finance remains very
male-dominated. There's also a shortage of role
models of female CEOs who have been there and
done it who have tackled the challenges of growth
and have raised money.
Things are starting to shift the push is definitely
there. There is no shortage of female-led growing
businesses and it's vital to keep building that pipeline.
Steps are being taken to encourage more female angel
investors and VC partners. Funds have been launched
that will allocate more to companies with higher
levels of gender diversity. Having more role models
will exponentially encourage more women to scale up
their businesses. I'm confident that we will make huge
strides over the next few years.
Social businesses account for a large and growing portion of
the UK business sector, comprising a range of enterprises
focused on responding to complex and challenging community,
environmental and broader societal concerns. In 2018, the
ScaleUp Institute, in partnership with Barclays, has been looking
more intensively at this under-researched sector of the economy.
Social businesses are not always perceived to be high growth but there are many that are
actively scaling.
Not only are they growing their revenues and employee numbers rapidly, they are making
profits which are then being reinvested to further their social goals and increase their reach.
They are not necessarily just operating within their local communities but are active players
on a national and international scale. These social scaleups are driven by ambitious leaders
and are delivering innovative solutions.
The research draws from the findings of our Annual Scaleup Survey, in-depth interviews
with a number of social business leaders and an extensive literature review. It demonstrates
that social scaleups face a number of challenges to their growth.
They cite talent and skills as their principal issue, reflecting the concerns of the wider scaleup
population. However, access to finance is seen to be a greater challenge to social scaleups
than for their fast-growing peers in other sectors of the economy.
The findings will be published in Winter 2018 and will discuss the characteristics of social
scaleups, the challenges they face and help to break down the barriers to their scaling up and
the social impact of their activities.
This report will shed light upon this diverse group, whose scaleup ambitions are not always
recognised. It will explore in more detail their challenges in access to finance and provide
insights to the finance community, policymakers and ecosystem to act upon.
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CHAPTER TWO
ScaleUp InsightsSocial Scaleups
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116
CHAPTER TWO
NEW CASE
STUDIES
FOR 2018
CURRENTLY
ENDORSED
CASE STUDIES
Alderley Park
Babraham Research
Campus
Barclays Eagle Labs
Cambridge Cluster Map
Engine Shed
Google Campus
Scaleups are by their very nature fast-growing and agile companies
and they have a huge appetite for high-quality infrastructure that
is flexible and can help them expand.
Access to the right locally based infrastructure is consistently
ranked as a significant barrier to scaling businesses, alongside the
need in that environment for connection to peer networks, talent,
expertise and investors.
A striking characteristic of this year's
endorsed exemplar programmes is the
ongoing emergence of innovative hubs,
some of which are sector specific, to meet
scaleup needs at a local level that go beyond
just a premises solution. They harness access
to research facilities, technical expertise,
mentorship and peer-to-peer groups.
In the 2018 Review we highlight the work
of two hubs Alderley Park and Babraham
Research Campus that are pioneering
this approach in the field of life sciences.
Alderley Park, based at the former
AstraZeneca R&D facility, offers over
one million square feet of state-of-art
office and lab space to businesses in the
life sciences sector. It provides end-to-
end support for companies, from startup
to scaleup, supporting the challenge of
developing products for universities,
hospitals and institutes as well as corporates
including connecting businesses to an
investor base. The Babraham Research
Campus is co-located with the Babraham
Institute, a world-leading research institute
in life sciences, in order to bring research
and business together. Funded by the
Biotechnology and Biological Sciences
Research Council, the site provides
laboratory and office facilities, with a
supportive and well networked community
to new and scaling companies. This again
includes connections to investors, buyers,
peers and mentors.
We also this year draw attention to the
way in which the banking sector, Barclays
Eagle Labs, and Natwest Entrepreneur
Accelerator (one to watch) is stepping
up to address the challenges the
scaleup community face with bespoke
infrastructure that provides a range of
interconnected services to foster scaleup
growth. Barclays Eagle Labs our third
endorsed initiative offers scaling
businesses offices and co-working spaces
alongside a mix of facilities, workshops
and events with experts to help them
grow. Support includes mentors and wider
connections through the Barclays network
enabling introductions to suppliers and
buyers within the UK market. Barclays also
importantly has as part of this a dedicated
high-growth relationship management
team who work with these businesses
across their finance, international and day-
to-day cash management/treasury needs.
Finally, we turn attention to the public
sector and the role of a regulator in fostering
innovation as we watch with interest the
evolution of the FCA Sandbox and the role
it is playing in providing an infrastructure to
help growing financial services firms break
down regulatory barriers and test out their
business models. We believe this model
would work in other regulatory sectors and is
one others should seek to emulate.
Infrastructure
ONES TO
WATCH
ONE TO
WATCH
FCA Regulatory Sandbox
Level39
NatWest Entrepreneur
Accelerator
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Alongside these initiatives we continue
to see previously endorsed programmes
evolving their offerings with:
Google Campus London now offering
a four-month Residency Programme
with personalised support and access to
Google resources for globally-minded
growth-stage companies.
Engine Shed, Bristol, now planning to
expand to two new sites and further
embedding a ScaleUp Enabler role to
facilitate connections and opportunities
across the city and beyond.
the Cambridge Cluster Map continuing
to harness data from national and local
sources to provide details of all local
scaleups enabling potential employees,
customers and investors to identify
growth opportunities.
Much can be learnt from each of these
endorsed and ones to watch initiatives
as other localities build their industrial
strategies, seek to put scaleups on the
map and corporates, financiers, institutes,
science parks, etc., consider further how
they can repurpose and evolve space to build
a comprehensive infrastructure for scaling
firms that offers end to end solutions to
their challenges.
CHAPTER 2 LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER 3 WHAT IS THE BROADER LANDSCAPE DOING TO SUPPORT OUR SCALEUPS
CHAPTER 3 WHAT IS THE BROADER LANDSCAPE DOING TO SUPPORT OUR SCALEUPS
LEADING PROGRAMMES BREAKING
WN THE BARRIERS FOR SCALEUPS
BARCLAYS EAGLE LABS
DEVELOPING SKILLS FACTORIES TO AID
PRODUCTIVITY AND ECONOMIC GROWTH
EN
DORSEDEN
D
O
R
S
E
DBarclays Eagle Labs aim to become skills factories for the
UK. Now running for more than two years, they offer scaling
businesses offices and co-working spaces alongside a mix of
facilities, workshops and events with experts to help them scale.
Support includes mentors and wider connections through the
Barclays network enabling introductions to suppliers and buyers
within the UK market.
During 2017 Eagle Labs reached 65,000
individuals, including corporates, schools and
businesses and more than 130 businesses
attended an accelerator activity hosted or run
by a Lab.
There are currently 18 Labs spread across the
country, including sites in Wales, Scotland,
Northern Ireland, London, the South, the
Midlands, the North, the East of England
with two venues within Cambridge and the
Channel Islands. The Notting Hill Lab is a
partnership with the Law Society to support
emerging Law and RegTech businesses
develop new products. Member businesses
have access to and licence to use the entire
Lab Network.
Each Eagle Lab has:
An in-house Engineer with the role and
capability to support businesses develop
physical and digital prototypes;
High Growth Business Managers who
can provide scaling businesses with
access to financing options; and,
Local specialist partners such as the
Judge Business School in Cambridge and
Edinburgh's CodeBase to build capability.
The aim is to have at least 22 UK Eagle Labs
by the end of 2018 and there are plans to
develop an international presence, to support
scaleups access international markets, talent,
supply chains and capital.
A significant element of the approach is to
encourage collaborative innovation through
peer-to-peer networking and to support this
the Labs organise structured workshops. By
the end of 2018 Eagle Labs will have an online
connector platform allowing easy and in-time
access to all residents. The Labs also help
develop the skills of the wider community
providing skills sessions for young people and
training in cyber security.
"I don't think we could have
scaled our team successfully
without Eagle Labs' support
and we a very proud to be the
first graduates of Chesterton
Road, Cambridge."
VISHAL CHATRATH, CEO,
PROWLER.IO
"Where the Eagle Lab has
really helped is the support
from people who really
understand our business and
what we're trying to achieve.
Because Barclays understands
where we are trying to get
to, the process is much more
collaborative."
JERRY KRYLOVE, CORNER
WEARABLES, SALFORD LAB
"Sure Chill is a fast-
growing company with a
groundbreaking technology
that is changing the way
people cool around the world.
Currently in a state of rapid
growth, we needed a location
that was agile enough to suit
our expansion with state of
the art facilities to continue
our innovative product
development."
NIGEL SAUNDERS, CEO, SURE
CHILL, CARDIFF LAB.
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
The power of hubs and connected scaleup space that places scaling
businesses together allowing collaboration; peer networking and
connections to investors, mentors and talent has impactful results.
Other corporates can learn from the models deployed in endorsed
case studies and consider how they adopt such strategies and
practical solutions.
CALL TO
ACTION
IMPACT
FOR
SCALEUPS
1,200
ENTREPRENEURS
SUPPORTED
205
JOBS CREATED
IN 2017
474
LAB
RESIDENTS
18
SITES
18m
REVENUE RAISED
IN 2017
118
CHAPTER TWO
Launched in March 2018, this initiative builds upon a
previous three-year partnership with Entrepreneurial
Sparks and is defined by three key features: community,
coaching and networks.
The target is to reach 5,000
entrepreneurs in 2018. Founders
from all sectors are offered a
personalised journey, working with
their Entrepreneurial Acceleration
Manager to identify areas of the
Accelerator that offer the most value
to them. The Accelerator is based on
two programmes:
Pre-Acceleration a 3-month
series of physical and digital
content and workshops for early
stage entrepreneurs; and,
Acceleration this core
programme offers up to 18 months
of fully-funded office space in
12 Accelerator Hubs, a tailored
learning journey with 12 learning
topics, one-to-one coaching and
access to partners and mentors.
As part of this a bespoke Fintech
Accelerator has been launched
at the Edinburgh, Bristol,
Manchester and London Hubs.
The Hubs host a monthly 'Meet Up'
with specific learning content and the
opportunity to network with fellow
founders and key players in the local
ecosystem. A local Development
Manager in each Hub works to
coordinate with local stakeholders
to provide expertise and support to
the businesses. Each hub has strong
working relationships with their local
universities and higher education
bodies, including the Universities of
Sussex, Brighton, Birmingham, Aston,
Ulster and Queen's University Belfast.
In the Entrepreneurial Sparks format,
the programme helped over 3,000
businesses in their scaling journey with
participant businesses raising 255m in
investment and creating 8,096 jobs.
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NatWest Entrepreneur
Accelerator
More than money the finance industry providing space and
guidance at the scaling phase
ONE TO
WATCH
ALDERLEY PARK
MAKING SCIENCE PARKS WORK FOR SCALEUPS
EN
DORSEDEN
D
O
R
S
E
DIMPACT
FOR
SCALEUPS
Acquired by Bruntwood in 2014 and currently undergoing
a 160m investment, Alderley Park is home to the
internationally-recognised Mereside bioscience campus
managed by Manchester Science Partnerships (MSP).
As well as providing over 1m sq ft of state-of-
art office and lab space to businesses in the
life sciences sector, the site provides support
for companies, from startup to scaleup,
supporting the development of products for
universities, hospitals and institutes as well as
corporates.
All companies on site have access to Alderley
Park's flexible infrastructure and scientific
services, which allows them to start small
(such as a hot desk or single lab bench) and
then to expand as their business develops and
grows. There are now 65 physical companies
on site, the number having grown from 16 in
2013 and over 1,200 employees compared to
47 in the first year.
Following participation in the DEG course
in 2018, the Alderley Park biotech business
support service the Accelerator, powered
by BioCity developed a specific Scale-
Up Programme to support rapid growth.
Through bespoke one-to-one engagement
and expertise both onsite and offsite,
companies are supported with leadership
skills and development, access to finance
options and international markets. Other
services available relate to raising company
profiles and acquiring the right talent and
skills through the site's engagement with
universities. Structured support is also
available for biotech startups at Alderley
Park with a focused Pre-Accelerator and
Accelerator programme.
Early in its development, Alderley Park
recognised the importance of mentoring
and the significant impact a small number of
entrepreneurs, business angels and venture
capitalists could have on the growth of the
site and the companies based there. In 2014
an Expert Mentor Network was established
building on the links with senior industry
leaders who wanted to contribute to the site's
future success. Currently there are over 200
mentors within the network, all of whom
are fully integrated into the programmes,
providing unique access to global pharma
leaders and their networks, as well as senior
finance and business executives. Regular
network events are also held during which
companies can ask the mentors for support in
specific areas of business. For scaleups access
to markets and funding support have been
particular asks.
"The three co-founding
directors attended the first
Bio-entrepreneur bootcamp
before becoming one of
the first tenants with a
hot desk. Today, our niche
contract clinical research
organisation helps a growing
portfolio of local, national
and international life science
clients to transform their
promising molecules into
valued medicines. This
success has allowed us to
expand to a team of 48
people and move into a
2,800sq foot office suite."
STEVE MCCONCHIE,
CEO APTUSCLINICAL
"From a practical perspective,
Alderley Park understands
that small, lab-based, growing
companies need to have
space that they can grow
into. Alderley Analytical has
benefited from this approach
on two occasions. Without this
approach we would not have
been able to attain our current
level of growth and would
have had to turn work away
letting down our customers
and shareholders."
ELIZABETH THOMAS, CEO
ALDERLEY ANALYTICAL
Science parks and similar centres have tremendous opportunity to
work across their local communities to step up engagement with
scaling businesses. Alderley Park is a prime example of what can be
achieved at a science park through effective collaboration from which
others can learn. We look forward to seeing more exemplars in 2019.
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
CALL TO
ACTION
65
RESIDENT
COMPANIES
>1,200
EMPLOYEES
21m
FINANCE RAISED
IN 2018
>200
SENIOR INDUSTRY
LEADERS
2
ONSITE
VENTURE FUNDS
SECTOR FOCUS
LIFE SCIENCES
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CHAPTER TWO
BABRAHAM
RESEARCH CAMPUS
PROVIDING A SUPPORTIVE COMMUNITY ENVIRONMENT FOR
LIFE-SCIENCE SCALEUPS TO FLOURISH AND GROW
IMPACT
FOR
SCALEUPS
The Babraham Research Campus is home to 59 life science
companies, co-located with the Babraham Institute, a world-
leading research institute in life sciences. World-class research
and business come together in a campus environment to
promote innovation and strengthen links between academia
and the commercial world.
Funded by the Biotechnology and Biological
Sciences Research Council, the site provides
laboratory and office facilities, with a
supportive and well networked community to
both startup and scaleup companies.
Campus companies have varying funding
streams and structures, from those funded
by grants and customer revenues, to those
funded by venture capital and larger pharma
deals. Others are traded on the public
markets. They are translating UK science
from ideas into products, services and
therapies, creating new jobs, and attracting
inward investment.
Over 500m has been invested into these
companies through equity and corporate deals
post January 2015, and since 2017 campus
companies have raised an additional 308m,
most of which originating from outside the
UK. Several of the companies on campus
have grown rapidly and are expected to be
among the leading life science companies of
the future.
A central element of the success of
Babraham Research Campus is that the site
brings together like-minded organisations
with a common culture, working in the
same industries and sharing experiences
and resources. Members of the campus
have access to the science laboratories and
offices on short-term tenancies, with the
opportunity to grow into larger space as the
company evolves, and specialist scientific
facilities via the Babraham Institute. In
addition, companies can access consultancy,
specialist equipment, skills training and
leadership capacity-building through the
Accelerate@Babraham programme which
includes mentoring schemes.
The site hosts a number of Venture Capital
investors and each year there is a Babraham
Investor Conference which brings investors
and companies seeking investment together.
Campus companies are offered numerous
networking events including "show and tell"
sessions for major pharmaceutical companies
and investors.
Increasingly, the challenge for the campus
is to support companies that started on site,
but which have grown and are in scaleup
stage. The need to provide additional space
for fast growing companies has led to the
announcement of two investments to build
scaleup space.
Babraham truly creates a space to grow with enablers on site in a
coordinated and effective way others can learn and emulate the
practices here as you set up or develop a local hub no matter the
region, sector or facility. Valuable insights and lessons to be had.
"Babraham is a unique bio-
incubator environment, set in
an inspiring landscape, that
provides an immeasurable
service to the Cambridge
Biotechnology phenomenon"
CHRIS TORRANCE, PHD, CEO,
PHOREMOST LTD
"Every company on site
benefits enormously from the
proximity of the cutting edge
Institute and the efforts that
the campus make to enable
interaction between both
academic and commercial
groups."
DR. PETER PACK, CEO,
CRESCENDO
For further information about the programme: scaleupinstitute.org.uk/scale-up-programmes/
EN
DORSEDEN
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S
E
DCALL TO
ACTION
59
COMPANIES
PARTICIPATING
308m
ACCESS TO FINANCE
SINCE 2017
1,027
STAFF EMPLOYED
339%
INCREASE SINCE 2011
SECTOR FOCUS
LIFE SCIENCES
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Science lessons
ScaleUp InsightsThe strategies being successfully adopted by Babraham Research Campus in
Cambridge and Alderley Park in Cheshire hold lessons not just for the life
sciences industry but for all UK scaleup ecosystems.
Recognise that growth is not continuous
The particular challenges of how to scale up a business
in the life sciences sector has been recognised by
the Life Sciences Industrial Strategy, which has set a
strategic goal of creating, in the next ten years, four UK
companies with a market capitalisation of at least 20bn.
Their growth comes in jumps and leaps rather than in a
neat linear fashion. The inflection points are decidedly
non-trivial; to make the next step in its scaling path, a
life sciences company will require fresh finance, larger
facilities, additional clinical expertise and an infusion
of new commercial talent all at the same time. "In
this industry, there are always 'big gulp' moments for
the board," says Andy Richards, biotech entrepreneur
and investor and a board member of Babraham
Research Campus, "but in a truly vibrant cluster, these
discontinuities can be smoothed."
Understand your tenants and help curate their
growth
One aspect that marks out these campuses is that
they regularly review progress with their companies
and this is linked to a suite of business growth services,
primarily through an extensive events programme that
can cover finance, talent acquisition, market access,
organisational design and leadership.
"Most science parks focus on incubation and early-
stage businesses," says Anne Dornan, Head of
Innovation at Manchester Science Partnerships
(MSP). "Our model at MSP is to support businesses
at every stage of the lifecycle, creating a very diverse
and ever expanding portfolio. We know our companies'
business plans, their growth objectives, and target
milestones, when they are going through a major
fund-raise or recruitment round, or are about to land
a big contract. Working closely with our customers
in a proactive way ensures they can access the right
support resources at the right time to help meet their
growth ambitions."
"It is critical to have a 360-view of a company," says
Ned Wakeman, Director of Alderley Park Accelerator,
powered by BioCity. "You have to understand the
company's business when it arrives here. You need to
help them understand with whom they might they
collaborate, or sell their services. Each business has to
know why their presence on the Park will be additive
for them, the community and the ecosystem and
how they can better grow and develop their business
by being here. Our job is to help attract, create, and
scale those businesses here through direct support
on a one-on-one level with domain and business
experts, to structured programmes (early-stage
and scaleup), boot camps, commercial workshops,
on-site conferences, as well as providing access or
introductions to the site's scientific services."
Babraham offers access to consultancy, specialist
equipment, skills training and leadership capacity-
building through its Accelerate@Babraham
programme.
Be flexible about property
Facilities can be a real challenge for life sciences
companies. Their growth requires constant changes
to their infrastructure requirements, in terms of
laboratories and offices. They may require access to
specialist scientific facilities for short periods. It's an
ever-changing jigsaw puzzle. So flexibility is built into
terms, license agreements and access to specialist
scientific services and facilities; "we want to ensure
that companies can move easily and seamlessly
through our portfolio, with security of access to
specialist services, so that we are always enabling their
growth," says Anne Dornan.
Alderley Park's infrastructure allows companies to
start as a hot desk or single lab bench and to expand as
their business develops. There are now 65 companies
on site, the number having grown from 16 in 2013,
now with over 1,200 employees compared to 47 in the
first year.
The 59 life science companies on the Babraham
campus have access to the science laboratories and
offices on short-term tenancies, with the opportunity
to grow into larger space as the company evolves, and
specialist scientific facilities.
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CHAPTER TWO
Build a community that shares things
Both Babraham and Alderley Park work hard on
community building. The co-location of companies
can be hugely influential and additive but relationships
between businesses have to be built. "Science parks
can be sterile places," observes Andy Richards. "You
have to be very pro-active to get people to fit in and
work together."
"Building the buildings is easy," says Anne Dornan.
"It's building a successful and sustainable business
community that can be hard."
So collaboration is built into the DNA of the
campuses. "Collaboration is essential: it takes 100
skill-sets to develop a drug but a biotech could have
only three people," Wakeman cites an oft-repeated
saying, "and it is important to catalyse relationships
both locally and nationally."
Be a talent magnet
For Babraham, the proximity of Cambridge and
its dense network of expertise is vital. It is an
environment, Andy Richards notes, in which
world-class specialists will have their portfolios of
projects. "For example, you can secure a top clinical
development person for one day per week, if they are
excited by your project."
Develop leaders
Access to finance may be a major challenge for
companies but, says Anne Dornan, "the main thing
that many need is talent." Especially for companies
with an academic and scientific background, this can
often mean help with building an experienced business
management team, and recruitment of key board
members.
Provide mentors
The provision of mentors is "absolutely critical," says
Ned Wakeman. Soon after it started operations,
Alderley Park established an Expert Mentor Network
to build on the links with senior leaders within the
industry who wanted to contribute to the Park's
future success. The Expert Mentor Network is based
on a philosophy of giving something back. "This is not
a route for people to seek out investments, non-
executive directorships or consultancy assignments,"
says Wakeman. "It is only for people who are
interested in supporting the companies."
Attract investors
More than 500m has been invested into Babraham
Research Campus companies through equity and
corporate deals since January 2015. From 2017,
campus companies have raised an additional 308m,
the majority of which originated from outside the UK.
"There has been a noticeable shift in the quality of
investors," says Andy Richards. "They are more global,
more patient and bigger ticket."
Build strong corporate relationships
Babraham and Alderley Park represent two sides of
the same corporate coin. The pharmaceuticals giant
AstraZeneca departed from Alderley Park as part
of its decision to relocate its global headquarters to
Cambridge.
So Alderley Park is the site of numerous spin-outs
from AstraZeneca, often started by experienced
executives who did not want to move to Cambridge.
Strong commercial relationships have been maintained
with the pharma giant according to Ned Wakeman,
at least half a dozen companies on site have done
commercial deals with AstraZeneca.
At Cambridge, Babraham is feeling the benefits of
AstraZeneca's arrival. "It is the marriage of growth
within the environs of a global life sciences company,"
says Andy Richards. One impact is on the breadth of
available talent: geographical proximity means that
AstraZeneca executives can take up board positions on
local companies as well as bring their own networks of
international talent into the ecosystem.
Measure the impact
"The success of MSP's portfolio of companies in
terms of revenue and asset growth, employees,
investment in R&D, numbers of new products taken
to market and levels of internationalisation are all
vital economic performance indicators," says Anne
Dornan. "Our shareholders and wider stakeholders
want to see economic impact."
Multiple stakeholders are a source of strength for
these ecosystems
A "triple helix" partnership of public, private and
academic shareholders has always been "a key
defining feature" of MSP. This combination includes
universities, city and county councils, the NHS, and
private sector property company Bruntwood. MSP
has retained this broad partnership structure since its
formation in 1984.
Babraham Research Campus is jointly owned by the
Biotechnology and Biological Sciences Research
Council (UKRI) and the Babraham Institute, which
has the status of a postgraduate department within
the University of Cambridge. "Ownership is important
as it does drive motivation," says Andy Richards. "For
the Babraham Campus the motivation is the long term
health of the bioscience cluster and the companies
within it."
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FCA Regulatory Sandbox
Breaking down regulatory barriers
Located at the Financial Conduct Authority's London
headquarters, the FCA Sandbox provides an environment
for firms to test innovative products, services, business
models and delivery mechanisms in the real market
with real consumers.
The FCA Sandbox provides support
to innovative firms regardless of
their size or maturity and accepts
applications from firms based
internationally; however, the business
must intend to operate within the UK
financial services market.
Qualifying firms must be looking to
deliver innovation that is either regulated
business or supports regulated businesses
in the UK financial services market.
Their innovation must offer benefits to
consumers either directly or through
heightened competition and be
ready to test.
The FCA Sandbox's support to
businesses includes the opportunity
to test developed technologies, assess
commercial viability and pricing strategy
and develop their business models in
response to the testing. Firms also have
access to FCA regulatory expertise.
Launched in June 2016 the
programme has had three cohorts,
involving 60 firms, 70% London
based. Most participants have a
retail finance background with
others in general insurance,
pensions and retirement income,
retail investments and lending
and wholesale.
Initially the programme has attracted
startups, however the FCA Sandbox has
the potential to support scaling up by
reducing the time and cost of getting
innovative ideas to market (90% in
cohort 1 are progressing towards a wide
market launch) and helping to attract
investment (40% in cohort
1 received investment during or
following their test).
Level39
Level39 is an innovation space in the heart of London's
Canary Wharf with a focus on supporting early-stage
businesses from fintech, cybersecurity, AI, data,
blockchain, smart cities and retail technology sectors to
grow and transitioning them into scaleup stage.
More than 200 companies have
benefited from membership which
includes a high-quality infrastructure as
well as structured access to investors,
mentors and business experts. Level39
has strong connections with executive
education provided by Fintech Circle
and CFTE (the Centre for Finance,
Technology and Entrepreneurship)
and informal support from the UCL
School of Management one floor below.
Level39 has 200 mentors on its roster,
formed of finance executives and former
entrepreneurs providing regular advice.
Mentors also connect members to
procurement departments and leads
within financial institutions.
Since Level39 opened in March 2013
it has hosted 1,500 events, provided
92 hours of seminars and workshops,
organised 520 hours of mentoring and
126 investor meetings. It has formal
partnerships with China, Korea, Japan,
Norway and the UK Government and
informal partnerships with financial
institutions and corporates globally.
Members are encouraged to work with
one another, buy from one another, and
collaborate. Level39 members raised
more than $150m in finance in 2016
and almost $100m in 2017.
An immediate measurement of success
is a member company outgrowing
Level39 and taking commercial office
space elsewhere in Canary Wharf and
beyond. Companies that have done
this include: Revolut, Digital Shadows,
Motive Partners, Behavox and Loot.
ONE TO
WATCH
Others can learn from how this centralised regulatory and governing body is opening up to
innovation and streamlining processes to reduce and remove barriers for scaling companies in
financial services. We hope other industry, and public sector, regulatory bodies will learn from this
and seek to evolve similar schemes to progress access to markets, so vital to scaling up.
ONE TO
WATCH
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LEADING PROGRAMMES BREAKING DOWN THE BARRIERS FOR SCALEUPS
CHAPTER TWO
Updates on currently endorsed
case studies
EN
DORSEDEN
D
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DEngine Shed: Infrastructure Hub
Engine Shed, launched in December 2013, is a
collaboration between Bristol City Council and the
University of Bristol designed to generate and encourage
innovation through collaboration and networks. In the
past year the hub, based in Brunel's historic building, has
provided flexible accommodation for 300 companies and
hosted around 29,000 visitors to events and meetings.
Engine Shed hosts the SETsquared Bristol Incubator
which supports 83 fast-growth technology businesses and
Oracle Startup Cloud Accelerator whose latest cohort
had 50% female founders. Investors in Residence help
scaleups explore investment options and an Angel Hub,
in partnership with UK British Angels Association, brings
them together with potential investors.
Supporting scaleups is a central part of the mission and
in June 2017 the hub joined forces with West of England
LEP piloting a 'Scale Up Enabler' role to develop the
broader scaleup ecosystem. The appointment has been
confirmed as a full-time Engine Shed post. In 2018 the
Hub launched a new Entrepreneurial Outreach service
with local partners to bring the established business
support ecosystem into under-represented communities.
Engine Shed also welcomes school pupils and staff to learn
about current STEM careers.
Engine Shed 2 and 3 are both currently in the planning
stages and delivery is on track for Engine Shed 2 in 2020
and Engine Shed 3 in 2022.
Google Campus
Campus London is Google's physical space for ambitious
businesses. It is operated by Google for Entrepreneurs
whose mission is to connect growing young global
companies to resources and to each other to work on
today's challenges.
The hub is based in a seven-storey building in East
London and offers a diverse and connected community
alongside world-class education for entrepreneurs,
including weekly mentoring sessions.
Globally-minded growth-stage startups can now
apply for a four-month Campus Residency that offers
personalised support and access to Google resources.
Campus Experts Summits bring together an experienced
group of Google mentors from across the world for two
weeks of hands-on problem solving.
Since opening in 2012, Campus London businesses have
created over 4,189 jobs and raised more than 194m in
funding. Campus London has over 90,000 registered
members; 40% female and from more than 160
countries.
Campus was started in London but has now scaled to six
cities Tel Aviv, Seoul, Madrid, Warsaw, Berlin and So
Paulo. On a global level, businesses from the Campus
network have created over 15k new jobs and raised more
than $792m since 2012. Last year Google supported
members of Campuses around the world to host more
than 4,200 events for fellow entrepreneurs.
EN
DORSEDEN
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S
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DEN
DORSEDEN
D
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DINFRASTRUCTURE
INFRASTRUCTURE
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
The power of place and space
ScaleUp InsightsCreating a physical environment in which scaleups can thrive is not just about
the provision of property. It's about fostering a campus mentality, in which
many ingredients are mixed to create a vibrant scaleup culture.
Space to grow
All too often, scaling companies have had to adapt to the
physical space available. At places such as Babraham and
Alderley Park, the physical space flexes to the growth
of the enterprise: companies can start at a single desk,
gain access to laboratories and offices on short-term
tenancies, with the opportunity to grow into larger space
and specialist scientific facilities as the company evolves.
An energetic environment
Thriving hubs are super-busy places. Engine Shed, based
in Brunel's historic building in Bristol, provided flexible
accommodation for 300 companies and hosted around
29,000 visitors to events and meetings in the past year.
A learning environment
Education is a key role of a successful hub; activities
can range from international conferences to specialist
workshops, seminars and peer group meet-ups. Barclays
Eagle Labs describes itself as "a skills factory for UK
businesses."
End-to-end support
Structured programmes for scaleups are becoming
a central part of the offer at life sciences parks. At
Babraham, companies can access consultancy, specialist
equipment, skills training, leadership capacity-building
and mentoring through the Accelerate@Babraham
programme. Alderley Park has developed a structured
scaleup programme.
At Google Campus, globally-minded growth-
stage startups can apply for a four-month Campus
Residency that offers personalised support and access
to Google resources. Campus Experts Summits bring
an experienced group of Google mentors from across
the world for two weeks of hands-on problem solving.
Barclays Eagle Labs provide a venue as well as a source
of participants for the bank's scaleup programme.
Numerous, committed, local mentors
The Expert Mentor Network at Alderley Park builds
on its links with senior industry leaders who want to
contribute to the site's future success. The mentors are
not expected to invest, seek non-executive directorships
or consultancies with the businesses that they mentor,
emphasising that this is a place in which successful
individuals can give back.
Expertise on tap
The support service at Alderley Park Accelerator,
powered by BioCity consists a team of eight with deep
business and domain expertise (including M&A, capital
raising, R&D leadership) who roll up their sleeves and
work directly with companies on site.
Each Barclays Eagle Lab has an in-house engineer
with the role and capability to support businesses
develop physical and digital prototypes. They also use
local specialist partners (e.g. Judge Business School
in Cambridge and CodeBase in Edinburgh) to build
capabilities.
Finance on the doorstep
Investor days and conferences, which bring companies
and investors together, are regular fare for all hubs.
More than 500m has been invested in Babraham's
campus companies since 2015 through equity and
corporate deals.
Finance and advice can also be available on site.
Alderley Park has two on-site venture funds and
on-site financiers; Babraham also hosts a number of
VC funds, such as Medicxi Ventures. Bristol's Engine
Shed has Investors in Residence who help scaleups
explore investment options and hosts an Angel Hub in
partnership with UK Business Angels Association. Each
Barclays Eagle Lab has a high-growth business manager
to provide scaling businesses with access to financing
options; members of the Cambridge Eagle Lab raised
more than 108m in finance in 2017.
Strong peer networks
Successful hubs seek to support collaborative innovation
by fostering peer-to-peer networks, workshops and
seminars. Barclays Eagle Labs is building an online
connector platform to enable easy, in-time access for all
its resident companies.
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CHAPTER TWO
Direct market connections
The Financial Conduct Authority (FCA) Sandbox is
located in its London headquarters and provides an
environment for firms to test innovative products,
services, business models and delivery mechanisms in the
real market with real consumers. Support also includes
the opportunity to test developed technologies, assess
commercial viability and pricing strategy and develop
their business models in response to the testing. Firms
also have access to FCA regulatory expertise.
At Alderley Park, a former R&D site for AstraZeneca,
dozens of companies have spun out of the
pharmaceuticals giant and nearly every company on site
has hired out of the corporation demonstrating the
value of a "leaky corporate."
Close to academia.
Strong links to universities play a vital role. Babraham
Research Campus is co-located with the world-leading
life sciences research institute Babraham Institute.
Engine Shed is a collaboration between Bristol City
Council and the University of Bristol.
.and to schools
Alderley Park runs graduate events and provides
sandwich student and work experience placements. As
part of a wider programme of activity, the NatWest
Entrepreneur Accelerator supports 12 all-girls state
schools near to each of its Accelerator Hubs, providing
access to its network of experienced mentors and
entrepreneurs.
A key player in the local ecosystem...
Engine Shed and West of England LEP have created
a full-time post of 'Scale Up Enabler' to develop the
broader scaleup ecosystem. The hub has launched an
Entrepreneurial Outreach service with local partners to
bring the established business support ecosystem into
under-represented communities.
...with a deep understanding of local environment
The Cambridge Cluster Map database now covers
14 local authorities, identifying 49,000 companies
based in the wider Cambridge region with a combined
employment of 458,000 and turnover at 77bn.
Enhanced information showing the location of
employment is being used to inform the modelling of
local housing and transport infrastructure needs.
A window onto the world
The promotion of inward investment and developing
opportunities for collaboration and access to
international customers plays an important role. Places
such as Alderley Park and Babraham exploit their
growing international reputations by regularly hosting
visits from biotech companies from Asia, Europe and
North America.
Strong social connections
The campus mentality extends to services and benefits
that are focused on individuals and their families. The site
at Alderley Park has a full-service gym and a dedicated
specialist company, ClubAZ, whose role is to run events
and help build an on-site culture from family fun days
to film premieres to cycling weekends.
Successful hubs seek to support collaborative
innovation by fostering peer-to-peer networks,
workshops and seminars
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SECTION TITLE
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Chapter Three
The local scaleup ecosystem
In 2016, the ScaleUp Institute, with the support of Goldman Sachs
10,000 Small Businesses UK and Innovate UK, introduced the 'Driving
Local Economic Growth through Scaleup Ecosystems' (DEG) course
led by Professor Daniel Isenberg of Babson College. The course
empowers LEPs, cities, universities and Growth Hubs from across
England, as well as participants from Northern Ireland and Scotland,
to better serve scaleup businesses by developing local ecosystems that
enable faster growth.
The original workshops were highly successful and, in 2018, with the
additional support of the British Business Bank, we were delighted to
run the third programme at Leeds University for an additional cohort
of 64 local ecosystem leaders. This course built upon the first two held
in 2016 in Birmingham and Manchester and brings the total number
of leaders engaged with the DEG executive education programme to
more than 200.
Each cohort has taken part in interactive lectures, exercises and case
study discussions, developing plans for removing the barriers faced
by scaleups in their communities. Participants gain an understanding
of global best practice to identify scaleups and remove systemic
barriers from their path. Participants use examples to develop
practical solutions for their local community and a scaleup plan to
implement and benchmark progress against. The Government has
since encouraged LEPs to include scaleups in their Strategic
Economic Plans.
NORTHERN IRELAND:
TAILORED SCALEUP
PROGRAMMES WITH
RELATIONSHIP
MANAGEMENT
MANCHESTER UNIVERSITY:
SCALE UP FORUM
POWERING LOCAL PEER-TO-
PEER NETWORKS
LIVERPOOL: SCALEUP MBA
THE MARCHES:
SECTOR SPECIFIC
PROGRAMMES FOR CYBER
AND RURAL SCALEUPS
WORCESTERSHIRE:
SMART BOARDS AND PEER
GROUPS FOR SCALEUPS
WEST OF ENGLAND:
SCALEUP ENABLER
CONVENING THE REGION'S
SCALEUP ECOSYSTEM
SWINDON AND WILTSHIRE:
INSPIRE ELITE PROGRAMME
Location, location, location
Driving UK economic growth through
scaleup ecosystems

Scaleup leaders want locally-rooted solutions to help them break down
their barriers to growth. A local environment that provides resources to
address scaling pains in access to talent, leadership, markets, finance and
infrastructure is central to nurturing the UK's fastest growing companies.
KEY TO
EXEMPLARS
2018
2017
THE LOCAL SCALEUP ECOSYSTEM
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CHAPTER THREE
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Since taking part in these three courses, many of
the participants have made progress developing and
implementing plans to improve their local ecosystems
for scaleup businesses. It is encouraging to see bespoke
scaleup initiatives evolving including: scaleup enablers
and relationship managers, scaleup MBAs, scaleup
peer groups and scaleup leadership academies. It is
also promising to see universities and business schools
engage in these initiatives, alongside the collaboration of
the public and private sectors.
In 2018, we review the progress made by 17 areas,
all of whom we have trained. We believe that each
provides an interesting model of engagement and
activity from which others can learn and be inspired
to shape their local scaleup plans. We will continue
to monitor these for impact and will seek to feature
them as endorsed case studies in future years.
We give an overview of the scaleup plans and
programmes across all local areas in the UK in Annex 1.
SCOTLAND: CAN DO SCALE
SCALEUP NORTH EAST AND THE
SCALEUP LEADERS' ACADEMY
TEES VALLEY: LEAP 50
PROGRAMME
LEEDS: SCALEUP CONCIERGE
GREATER MANCHESTER:
SPARK2SCALE AND
GREATERCONNECTED TAILORED
SCALEUP PROGRAMMES FOR
LEADING SECTORS
GREATER BIRMINGHAM AND
SOLIHULL: SCALEUP SERVICES
POWERED BY DEDICATED
ACCOUNT MANAGERS
GREATER CAMBRIDGE:
SCHOOL FOR SCALEUPS
THAMES VALLEY BERKSHIRE:
SCALEUP BERKSHIRE
SOUTHEAST: SCALEUP ASHFORD
POWERING A HUB FOR GROWTH
COAST TO CAPITAL: SCALEUP
ESCALATOR PROGRAMME
Harness the power of local learning.
As "anchor institutions," universities and business schools can help scaleups
address many of their barriers to growth and, through access to their facilities,
research and teaching expertise, and student talent, can play a key role in
the creation of a strong local scaleup ecosystem. They are running a growing
number of scaleup programmes, particularly in the areas of leadership
development and growth strategies.
Engage local leaders in the ecosystem.
Galvanising local leaders from the CEOs of corporations, university vice-
chancellors, secondary school headmasters and governors to City Mayors, City
Council members and the media and engaging them with the scaleup agenda,
are vital. The West of England's ScaleUp Enabler is a role model to emulate.
Identify and celebrate scaleups.
Much is already being done to identify and highlight local high-growth
companies. The Cambridge Cluster Map is a vital data tool for growth
companies to attract talent, customers and investors and to understand the
area's wider economic development. We are seeing advances in areas such
as the West of England, where its Scaleup Generator details both visible and
'invisible' scaleups and various of support services available in the local area.
Focus on peer networks.
Peer-to-peer networks help scaleups to share knowledge and experiences, and
provide opportunities for collaboration, learning and mutual support. We are
encouraged by the high level of enthusiasm among LEPs and Growth Hubs
to promote and develop them at the local level; this year we look at a new
network established by Manchester University. A key point: truly successful
peer networks flourish by having dedicated account management.
Account managers do make a difference.
Account managers help scaleup leaders to navigate available and relevant
public and private sector programmes and can streamline their engagement
with multiple bodies. Scottish Enterprise has a well-evidenced account
management approach. We are seeing this role emerge as a key feature in new
programmes.
Forge a local-national nexus.
Local ecosystem players must be able to prepare and introduce their scaleups
to national programmes such as Goldman Sachs 10,000 Small Businesses
UK, the London Stock Exchange ELITE, or bodies such as Innovate UK at
appropriate points in their growth cycle. Having such a local-national nexus
creates a virtuous circle of growth.
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THE LOCAL SCALEUP ECOSYSTEM
Learnings from local ecosystems
Play to local growth strengths.
Many LEPs are adopting sector-specific approaches to their scaleup programmes, building
on a close understanding of the local economy, strong networks and data insights.
Meet their challenges with a suite of solutions.
Five major areas present challenges to scaleups access to talent and skills, leadership
capacity, access to markets, finance and flexible infrastructure. To help scaleups effectively
at a local level, a suite of solutions is required to overcome these challenges.
Be selective and assess impact constantly.
Helping scaleup leaders is not effectively achieved through a scattergun process. Successful
local programmes apply clear and disciplined filters when assessing the businesses to admit
into their cohorts. Profiling and eligibility screening are important for the selection of
companies; a peer-to-peer network must include true peers.
Measure your impact and outcomes.
These are still early days but there is an encouraging emphasis on the measurement of
impacts and outcomes for scaleup programmes. The Inspire Network in Swindon and
Wiltshire is collecting data from its initial "diagnostic" meetings with companies to use as
a baseline; it then follows up with one-to-one visits to update that data, which is stored on
bespoke CRM systems for regular review. Newcastle University is measuring the impact of
the scaleup programmes in the North East. The ScaleUp Institute will continually monitor
benchmarks to apply rigorous assessment to what is really impactful and will report on
these in coming years.
Images taken at DEG
20
18
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ScaleUp Insights
SCALEUP PROGRAMMES
The Coast to Capital Escalator Programme has been designed to
offer dedicated support for scaleup business owners and decision
makers. The LEP shaped the Programme based on learnings from
the ScaleUp Institute and the highly successful international
escalator programmes highlighted in DEG. Founders will be given
the opportunity to join a time bound growth programme that
will accelerate the development of their businesses by focusing
specifically on the barriers to growth that they are experiencing.
The chosen approach is to combine topical thought leaders, expert facilitation and peer-
to-peer discussion to achieve solutions. Over six months, the cohorts will meet monthly,
taking part in professionally-delivered sessions examining the barriers and developing
appropriate solutions. At the end of the programme businesses are allocated a dedicated
Account Manager from the Coast to Capital Growth Hub to support their long-term
sustainable growth, as well as invited to join an exclusive alumni programme.
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Coast to Capital LEP has an ambitious vision to become the
most dynamic non-city region in England and has recognised the
importance of scaleups to achieve this. In order to promote the
growth of scaleups the Growth Hub is leading the development
of a dedicated Escalator Programme, aiming to support and
sustain the growth of up to 100 scaleup businesses every year.
Background
ONS data for 2016 shows that there are 1,005 scaleups in the Coast to Capital LEP: 410 are
classified as scaleups due to rapid growth in their employees, 820 are classified as scaleups due
to rapid growth in their turnover and 225 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 4.13 per 100,000 of population per year, which is above the median of +3.56 per
100,000 of population.
The LEP moved quickly to establish its programme after attending the Driving Economic Growth
Course in May 2018. Participating in the course gave the Coast to Capital team the insight and
knowhow to understand this group of businesses and, importantly, recognise the specific barriers to
growth they experience and the added value the ecosystem can offer to support them.
An issue for the LEP is identifying scaleups, so Coast to Capital used the research from the ScaleUp
Institute and Beauhurst to help overcome this challenge as well as mobilising stakeholders across the
region to come forward and identify local scaleups. Stakeholders are playing a significant role in helping
the LEP deliver its programme for scaleups.
COAST TO CAPITAL EXEMPLAR
MOBILISING THE SCALEUP ECOSYSTEM
134
CHAPTER THREE
Impact and results so far
The LEP will fully evaluate the programme after the first pilot working with the ScaleUp Institute.
Lessons learned
Coast to Capital has already drawn on the lessons shared during the DEG programme and scaleup
practices around the world.
Future plans
After the first six-month programme pilot, the LEP is aiming to make the Escalator Programme part
of the ongoing support provided by the Coast to Capital Growth Hub. The intention is for the Alumni
Programme to offer long-term engagement and support the development of a scaleup community.
The LEP will collect success stories and promote them across multiple channels to publicise the impact
of the programme and raise the ambitions of the area's businesses.
Growing businesses can also receive a day of specialist support from an expert in a
relevant field from the Growth Champion Network funded by the Growth Hub to
overcome a specific barrier to their growth.
At the end of the programme businesses are
allocated a dedicated Accounts Manager from
the Coast to Capital Growth Hub to support their
long-term sustainable growth.
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Scaleups by Density: Mixed
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 7 of the 14 local authorities1 have an above median density of scaleups measured
by employment growth and 9 of the 14 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Mixed
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 10 of the 14 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 8 of the 14 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
Local Authorities located within the Greater Birmingham and Solihull LEP have a
moderate density of scaleups, and the trend between 2013 and 2016 reveals that most
of the local authorities showed a decrease in the number of scaleup businesses, while few
showed an increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Adur, Arun, Brighton and Hove, Chichester,
Horsham, Lewes, Mole Valley.
2 Adur, Brighton and Hove, Chichester,
Crawley, Horsham, Mid Sussex, Mole Valley,
Reigate and Banstead, Tandridge.
3 Adur, Arun, Brighton and Hove, Chichester,
Croydon, Epsom and Ewell, Horsham, Lewes,
Mole Valley, Reigate and Banstead.
4 Arun, Chichester, Croydon, Horsham,
Lewes, Mid Sussex, Mole Valley, Reigate and
Banstead.
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THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
"So many of our new
plans and strategies
have come from
conversations with
people in the ecosystem
who provide a new
perspective and an
experienced view of how
we can scale up what
we do. It has created
a confidence in the
leadership team to be
more ambitious in our
scaleup plans and has
enabled us to work on
the business with a team
of trusted advisors."
ZANDRA MOORE, CEO,
PANINTELLIGENCE
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Scaleups in Leeds City Region are benefitting from a bespoke
'scaleup concierge' service bringing together the ecosystem
and increasing awareness of the programmes available to help
businesses scale.
Background
ONS data for 2016 shows that there are 1,520 scaleups in the Leeds City Region LEP: 600 are
classified as scaleups due to rapid growth in their employees, 1,255 are classified as scaleups due
to rapid growth in their turnover and 335 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 3.07 per 100,000 of population per year, which is below the median of +3.56
per 100,000 of population.
Complete Resourcing has stepped into the role of connecting the existing dots of scaleup support already
being provided in the region but not visible enough and often delivered as individual services. The vision has
been to ensure each part of the ecosystem helps the other through the provision of a "concierge" service.
This new service has built upon the collaborative culture of the Leeds City Region and avoided the need to
reinvent the wheel and develop new programmes.
LEEDS CITY REGION EXEMPLAR
SCALEUP CONCIERGE: ENTREPRENEURIAL AND CORPORATE ECOSYSTEMS
COMBINING FOR SCALEUPS
SCALEUP PROGRAMMES
A number of scaleup programmes already exist in the region, such as
the Goldman Sachs 10,000 Small Businesses UK, the PwC Scale-
up programme and Growth 365. Grant Thornton currently provides
Growth 365 to business leaders of ambitious and successful firms
helping them develop the vision, advice and insights to put plans
into action but is working with Complete Resourcing to develop a
proposition for companies at the start off their scaleup journey.
The LEP itself has two scaleup projects:
The Strategic Business Growth Programme provides one-to-one advice,
financial support towards capital investment that will accelerate growth, and
specialist workshops.
The AD:VENTURE programme offers a comprehensive and innovative mix of
tailored business support to boost growth and develop businesses in their early
years.
The challenge is that businesses often don't know exactly what they offer, how they will
benefit from them, or where to find them and this is where Complete Resourcing is
making a difference. Although it is early days, the scaleup concierge is encouraging more
companies to work together, seeing events become more coordinated and finding more
people and businesses are wanting to become involved.
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137
SECTION TITLE
"Scaling up is much
less daunting when
you're being helped
by someone who has
already done it but
many companies on
their journey don't have
access to the network
of advice they need.
The Leeds ecosystem
helps companies make
valuable connections
and offers them a way
of navigating the local
landscape of advice."
RICHELLE SCHUSTER,
ASSOCIATE DIRECTOR,
GROWTH 365
Impact and results so far
A big impact is that more people are seeing Leeds as a vibrant business community for high growth and
there is improved visibility of the wide range of support available.
Lessons learned
Complete Resourcing has understood to build an ecosystem it has to reach beyond just the local
business and support services community and look to engage the social, cultural, leisure and public
sector in order to build a vibrant business environment that people want the region to have.
Future plans
Complete Resourcing is developing some structured projects to provide bespoke support to local
scaleups. These will be based focused collaboration, directing companies to the best of what already
exists, ensuring maximum impact to each scaleup business.
As a result a number of structured elements are starting to emerge from these
collaborations. Complete Resourcing has organised a number of workshops with
companies to look at how to build world-class teams and improve productivity and Mills
& Reeve early joiners of the ecosystem have now organised regular informal peer
evenings one example of how the community has started to just do things without
going through a programme.
The scaleup concierge is encouraging more
companies to work together, seeing events become
more coordinated and finding more people and
businesses are wanting to become involved.
138
THE L CAL SCALEUP ECOSYSTEM
CHAPTER THREE
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Good
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 6 of the 10 local authorities1 have an above median density of scaleups measured
by employment growth and 6 of the 10 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Good
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 6 of the 10 local authorities3 are below the median in terms of
improving the density of scaleups by employment in their community and 6 of the 10 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
Local Authorities located within the Leeds City Region LEP have a good density of
scaleups, but the trend between 2013 and 2016 reveals that few of the local authorities
showed a below median change in the number of scaleup businesses, but few also showed
an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Calderdale, Craven, Harrogate, Kirklees,
Leeds, York.
2 Craven, Harrogate, Kirklees, Leeds, Selby,
York.
3 Barnsley, Bradford, Craven, Leeds, Selby,
Wakefield.
4 Barnsley, Bradford, Calderdale, Kirklees,
Leeds, Wakefield.
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Scaling in Leeds
Gordon Bateman, Managing Director,
Complete Resourcing
Eighteen months ago, I was asked for my view of the scaleup
landscape in Leeds. But although my business is based in Leeds
and focused on helping to scale businesses, we had no clients in
the city. I didn't know; it was embarrassing
We started to do some digging around. It was amazing
what we discovered and how easily we found it.
There were some really exciting scaleups dotted all
over the city. There were two in our office block.
It soon became clear that Leeds had all the component
parts in place to support scaleups. But the component
parts weren't connected and the scaleups in the city
region didn't know about the component parts.
At the same time, I attended the Driving Economic
Growth course in Manchester. I was struck by Dan
Isenberg's phrase "build an ecosystem, not a farm."
We had to connect what already existed in the city.
All it took was to make some phone calls to
corporates, investors, banks, professional services
firms, companies that had scaled up for the network
to begin.
Up to now, the network has been principally about
connecting dots. It is not about creating new products
for scaleups; it is about each member of the network
connecting scaleups to existing products and services
which are already in place but about which they were
unaware.
It doesn't have a name and nobody owns it. But
there are clear rules of engagement: members can't
poach clients or make heavy sales pitches. They have
to support each other and recognise that most of
the work they do is for free. We share information
about everyone at each meeting. The core of this
is collaboration, building awareness and knowledge
among the group so we are all aware of what others in
the network can do for scaleups. By building awareness
among the group, we create knowledge that feeds into
action and informal cross-fertilisation.
So if one of the members meets a company founder
with the mindset to scale, we will introduce them
to others in the network. It won't be because the
company is demonstrating certain levels of turnover
growth, or because of their technology or their
business plan but because we can see that they
have the drive and proven capability. In other words,
network members listen to scaleups and point them
to other members who may be able to solve their
problems.
It creates a virtuous circle. For example, large
corporates want access to innovation and to acquire
new customers who are growing fast; scaleups, on
the other had, want access to corporates as potential
clients.
The network is a genuine mix. Membership is
non-exclusive; for example, it includes Leeds
University Business School's centre for executive
and professional education, the Yorkshire & Humber
Academic Health Science Network, the Leeds City
Region LEP, but it also has five accountancy firms,
four law firms and several large technology corporates.
It now comprises about 70 organisations and there is
no shortage of people who want to be part of it. There
are others who don't want to share and they don't
play. There has been no marketing or promotion of the
network, nor has there been a penny of expenditure
on its delivery. It doesn't need a website or PR. To
ScaleUp Insights140
THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
Large corporates want access to innovation
and to acquire new customers who are growing
fast; scaleups, on the other had, want access to
corporates as potential clients.
date, my firm has handled its administration. It has
happened by osmosis and it looks and feels impromptu
and that's one good reason why companies trust it.
In April this year, I attended the DEG in Leeds which
helped to develop our plans for the future. There is
a project in the pipeline and things are constantly
evolving.
We have now mapped the intentions of most of our
network members. Of course, their motivations
differ. Commercial organisations see the potential
for deal flow and gaining greater brand recognition.
Social enterprises want to generate greater levels of
economic activity within all parts of the community.
The public sector has a variety of objectives, such
as attracting inward investment and creating
employment. But these differing objectives are aligned
and complement each other. We can get both hearts
and minds behind this.
The other powerful outcome from DEG is that we are
now able to give stronger articulation to the question
of "why scaleups?" The public sector is often asked
whether it should support companies that are already
growing; corporates find it hard to justify focusing on a
small number of emerging companies.
As the network has not cost anything and is not
funded, we have not yet felt the need to measure it
but we are beginning to collate information about the
number of member introductions to scaleups.
We had thought of an ecosystem as something that
co-ordinated support services and helped to grow
a number of businesses like a virtual accelerator.
We had envisaged a concierge service, which would
require appointing an individual to understand the full
picture and connect with everyone. But actually, the
whole network is the concierge. Having a connected
ecosystem means that you know who, how and where
to call to find the right support.
The real output is to make Leeds a great place to scale
a business, and to get more people to think that it is
good to grow a business.
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SCALEUP PROGRAMMES
In January the Business School launched the Scale Up Forum to provide a
peer-to-peer network for businesses at all stages of the scaleup journey to
explore shared challenges and how different scaleup leaders overcome them.
Participants have been recruited via a number of means. Some members were already
engaged with the University, others have been identified using the ScaleUp Institute and
Beauhurst data sets, or via referrals from the ScaleUp Institute or the Business Growth
Hub. Once a member joins the network, the organisers ask them to refer another
scaleup business, which is helping to grow the network further. The Forum currently has
25 members, which has grown from the original ten.
A Forum event typically begins with a Business School academic giving a thought
leadership overview of the chosen topic to kick off the discussion. The roundtable
discussions are chaired by one of the scaleup members. The opening event focused on
the challenges faced by scaling companies and how successful companies in the North
West are tackling barriers to growth. Other topics include talent recruitment and
retention, building leadership capability and strategies to reach new customers.
"Enjoyed a good
evening with the
Alliance Manchester
Business School
attending the Scale
Up Forum. Some
really bright ideas
and interesting
conversation for me to
take consider further."
PHIL POWELL,
MATRIX TELEMATICS
"Delighted to be
running and chairing
the third Scale Up
Forum, run by the
Alliance Manchester
Business School. Great
opportunity from Prof
Andrew James to build
on the momentum and
support fast growing
businesses in the
North."
BRENDAN FATCHETT,
CEO, 365 RESPONSE
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Fast-growing companies face particular challenges to scale to the
next stage. Alliance Manchester Business School is offering its
internationally-recognised talent, skills and knowledge to support
scaleups in a peer-to-peer initiative that helps business leaders
share experiences and lessons to mutual business benefit.
Background
Manchester University's Alliance Manchester Business School had an ambition to support
scaleups on their growth journeys and overcome their obstacles to growth. Participating in the
Driving Economic Growth course helped faculty members to understand their position within the
innovation ecosystem and the value of peer-to-peer networks.
Impact and results so far
The main objective for Alliance Manchester Business School is to support the North West business
ecosystem. Engagement between the Forum members and the University has also led to one
Knowledge Transfer Partnership and some graduate recruitment.
Lessons learned
Experience has shown that initial recruitment is best targeted at scaleups that have an existing
relationship with the University of Manchester and then using those businesses and others in the
Business School's network to help refer other scaleups. Keeping the Forum events informal leads to a
more open and shared discussion; it works best if a a Scale Up Forum member chairs the discussion,
reflecting the Forum's aim to be a peer-to-peer network run by scaleups, for scaleups
Future plans
Alliance Manchester Business School intends to continue to grow the membership of the Scale Up
Forum and work with the Business Growth Hub and LEP to maximise the benefits of the Scale Up
Forum to the regional business ecosystem.
ALLIANCE MANCHESTER BUSINESS
SCHOOL EXEMPLAR
SCALE UP FORUM: THE POWER OF PEER-TO-PEER NETWORKING WITH
ACADEMIC BACKING
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CHAPTER THREE
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PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Greater Manchester LEP and Growth Hub have focused
efforts on priority scaleup sectors identified in the Science and
Innovation Audit. This highlighted the area's core strengths in
health innovation and advanced materials, along with fast growth
opportunities linked to the future potential of digital, energy,
and industrial biotechnology. The LEP is also working to escalate
sustainable growth in the food and drink sector.
Background
ONS data for 2016 shows that there are 1,490 scaleups in the Greater Manchester LEP: 570 are
classified as scaleups due to rapid growth in their employees, 1,245 are classified as scaleups due
to rapid growth in their turnover and 325 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 4.04 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
Following the 2016 DEG course in 2017, the LEP established a Task and Finish Group to consider how best
to help local firms scale up. The Group reported that while there was awareness of the potential of scaleups
to the economy, there would be real value in Greater Manchester partners collectively identifying this as a
shared priority and overall ambition, so that the message filters through consistently at all levels.
SCALEUP PROGRAMMES
Since 2017 scaleups in the Greater Manchester area have been
offered a range of programmes aligned in the main to the priority
sectors identified, these programmes are:
Spark2Scale, a six-month programme to escalate sustainable and
comprehensive growth among scaling businesses led by a team of four business
advisers who help participants on a one-to-one basis. Six masterclasses on
relevant subjects and peer-to-peer learning sessions with industry experts
equip scaleups with analysis and modelling tools to develop the most effective
business growth strategy.
Greater Connected, a scaleup programme for the digital, creative and tech
sectors now running for over 18 months. The next stage is a new export service
launched in October 2018, Greater Connected Amplify, this nine-month
programme for the senior leaders of the most innovative and global of the
Greater Connected alumni is designed to provide three full cohorts over
the next three years, supporting the senior leaderships of 45 businesses to
implement their business plans.
GREATER MANCHESTER EXEMPLAR
POWERING UP SCALEUP SECTORS: TAILORED PROGRAMMES FOCUSED ON
DIGITAL, TECHNOLOGICAL AND LIFE SCIENCE
SPARK2SCALE
Cross-sector programme:
STEP INTO HEALTHCARE
GREATER CONNECTED
RECIPE4SUCCESS
143
Impact and results so far
Spark2Scale 95 companies have completed the programme since March 2017 and results show
it has led to the creation of new jobs and products and an increase in turnover.
Greater Connected has now supported more than 150 scaleups; currently the programme has
produced 56 new jobs and 7 new products, with a continuing pipeline.
STEP into Healthcare over 50 companies have participated in five cohorts; several
participating companies are in discussion with NHS procurement teams with some securing trials
of their products or services.
Recipe4Success 70 companies have completed the programme and a number of candidates
have acquired new listings with major buyers, including Tesco, Morrisons and Holiday Inn. The
programme has led to the creation of new food and drink products, more jobs, over 2m in sales
and the creation of new collaborations.
Lessons learned
A key lesson of the STEP into Healthcare programme is that the number of Greater Manchester-
based innovative life sciences companies with potential for scaling is small. As a result the programme
may be extended to support companies with innovative products and services relevant to the NHS
but not in the life sciences sector.
Greater Connected has found that "the experience is equally as important as the content". Customer
feedback is that space to interact directly with advisers on a one-to-one basis, both before and after
the programme, allows for principles and theory imparted to be applied with real results and is one of
the main keys to unlocking the scalability of the majority of businesses with the highest potential.
Future plans
Spark2Scale has been adapted to focus more on leadership, personal and sales development. Positive
feedback on the importance of a peer-to-peer network to scaleups' continued growth and development
has led to the creation of an alumni network. The LEP has also collaborated with the University of
Salford to run a specific graduate/student focused Spark2Scale programme, due to pilot Autumn 2018.
The Business Growth Hub is planning to expand Greater Connected beyond 2018 and evolve the
programme as sector challenges change. A major focus in 2019 will be the successful delivery of the
Greater Connected Amplify pilot.
The 2019 Recipe4Success programme is scheduled for a January start with continued support from
Morrisons.
STEP into Healthcare, a repeatable cohort programme for health and life
science scaleups. This provides four sessions of extensive support to health and
life science scaleups including access to networks and workshops with industry
experts on relevant subjects as well as market access opportunities.
Recipe4Success is a six-month programme to support growth in the food
and drinks sector, providing masterclasses and skills workshops with industry
experts, Manchester Metropolitan University and the Department for
International Trade and culminates in a Meet the Buyer opportunity. The
programme is led by a specialist business adviser who supports the participants
on a one-to-one basis.
"Greater Connected
gave me a lot of ideas
about how to tailor our
sales messages and
how to build a senior
management team.
We have already met
a couple of the other
companies to discuss
collaboration, which is
crucial for all of us to
build our business."
NICK BLACK, CHIEF
COMMERCIAL OFFICER
APADMI
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THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
The Task and Finish Group reported there would
be real value in Greater Manchester partners
collectively identifying the potential of scaleups to
the economy as a shared priority
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Moderate
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 5 of the 10 local authorities1 have an above median density of scaleups measured
by employment growth and 5 of the 10 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Good
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 6 of the 10 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 6 of the 10 local authoritie4
are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
Local Authorities located within the Greater Manchester LEP have a moderate-low
density of scaleups, but the trend between 2013 and 2016 reveals that few of the local
authorities showed a below median change in the number of scaleup businesses, while
most showed an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Bolton, Manchester, Salford, Stockport,
Trafford.
2 Bolton, Manchester, Salford, Stockport,
Trafford.
3 Bolton, Manchester, Stockport, Tameside,
Trafford, Wigan.
4 Bolton, Manchester, Oldham, Stockport,
Tameside, Trafford.
Scaleups per 100k, 2016145
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
146
SCALEUP PROGRAMMES
Invest NI aims to help more of its customers to grow faster and succeed
by supporting them to drive higher levels of innovation, increase
competitiveness and increase exports and as a result create more jobs.
Key features of the Scaling Programme include:
Access to world-class leadership, business development and coaching
programmes targeted at the Managing Director/Senior Management Team;
Increased face-to-face contact with Invest NI Client Managers;
Account development planning;
Support to remove barriers to growth.
"The Scaling L4G
Course cohort group
has been very helpful
as a group working
like a board you could
never afford to share
and help solve common
business issues."
CHIEF EXECUTIVE,
INVEST NI SCALING
CLIENT
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Invest Northern Ireland (Invest NI) has a strategic focus
on growth companies. It has taken a tailored multi-channel
approach, which recognises the need to encourage companies
onto and up a pathway to innovation, growth and exports. Invest
NI works with around 1,900 growth companies, including
scaleup and scaling firms, engaging with them through a one-
to-one relationship. This group of companies employs over
100,000 people and delivers around 16bn of sales annually
outside Northern Ireland.
Background
ONS data for 2016 shows that there are 905 scaleups in Northern Ireland: 340 are classified
as scaleups due to rapid growth in their employees, 730 are classified as scaleups due to
rapid growth in their turnover and 165 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 5.72 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
Invest NI aims to be seen as a trusted business partner of choice. It works closely with growth
companies to understand their aspirations better, identify their growth potential and pinpoint where its
support can unlock any constraints.
Companies across Northern Ireland are supported by self-serve online tools and one-to-many
engagement. Physical resources are being focused on high potential startups, pre-scaling and scaling
companies. Ambitious companies achieving 20% growth per annum and a minimum turnover of
10m are offered a tailored Scaling Programme.
NORTHERN IRELAND EXEMPLAR
TAILORED SCALEUP PROGRAMMES WITH RELATIONSHIP MANAGEMENT
CHAPTER THREE
"The Scaling Initiative
has been excellent for
my company ... the 1:1
support and enhanced
focus has allowed
our Invest NI Client
Manager to really get to
know our business and
the opportunities and
challenges we face."
CHIEF EXECUTIVE,
INVEST NI SCALING
CLIENT
Impact and results so far
A review of Invest NI's scaling programme showed that:
Companies found Invest NI more proactive and responsive and appreciated the partnership
approach with Invest NI.
Businesses were challenged to deliver growth.
Participants were more capable of generating growth having developed confidence, honed
strategy, as well as developing structure, skills and operations.
Businesses in the programme experienced on average 20.1% growth on the previous year.
Future plans
Invest NI will continue to work with partners to deliver a comprehensive action plan that encourages
and supports businesses to accelerate their growth and ensure they can access the necessary finance.
Invest NI's ambition is to double the number of participating companies in the Scaling Programme.
Other Invest NI activities that support scaleups include:
Supporting those customers with the greatest growth potential to increase
employment and ensure they can access the skills required to realise their
ambitions.
Prioritising R&D and innovation support towards projects that have a clear link
to exports and ensuring that the research base is aligned to sectors, clusters
and niches of strength.
Working with universities and local and international partners to stimulate
clustering and collaboration.
Developing and increasing the export intensity of local companies to deliver
sales growth beyond Northern Ireland.
Invest NI also partners with Enterprise Ireland (EI) to offer EI's Leadership 4 Growth
(L4G) Programme to Northern Ireland companies. Participation on this programme
enables businesses to be part of an international programme and work with a cohort of
scaleups from Northern Ireland and the Republic of Ireland.
Key features of the Scaling Programme include
access to world-class leadership, business
development and coaching programmes targeted at
the Managing Director/Senior Management Team.
147
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Scaleups by Density: Moderate
Northern Ireland has a marginally below median density of scaleups measured by employment
growth (18.3 scaleups per 100k population compared to the UK median of 18.6) and a marginally
above median density of scaleups measured by turnover growth (39.2 scaleups per 100k population
compared to the UK median of 39.0).
Scaleup Trends over time: Moderate
Northern Ireland is above the median in terms of improving the density of scaleups by employment in
their community (+2.2 scaleups per year per 100k population on average compared to the UK median
of +0.2) and above the median for scaleups by turnover (+4.6 scaleups per year per 100k population
on average compared to the UK median of +3.6).
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Northern Ireland.
Due to the ONS changing the boundaries of Local Authorities within Northern Ireland,
it is not possible to examine the figures at a local authority level. The analysis below
examines the scaleup density and growth trends for Northern Ireland as a whole.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
SECTION TITLE
148
THE L CAL SCALEUP ECOSYSTEM
CHAPTER THREE
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
"Our involvement with
Scale Up Ashford has
been invaluable. The
team have provided an
expert sounding board
which has encouraged
and reassured us
that investing in our
business was the right
thing to do."
CLIVE WILSON, MD,
AES PRECISION
ENGINEERING
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Ashford Borough Council and Kent Invicta Chamber of Commerce
are working in partnership to deliver a programme giving tailored,
intensive support and extensive networks to a group of carefully
selected companies to help them grow their business, deliver more
jobs and create a 15% increase in gross added value.
Background
ONS data for 2016 shows that there are 2,020 scaleups in the South East LEP: 730 are classified as
scaleups due to rapid growth in their employees, 1,690 are classified as scaleups due to rapid growth in
their turnover and 400 are scaleups that are increasing both employment and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 3.89 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
The core of the Scale Up Ashford programme was conceived at the Driving Economic Growth course, which
also shaped the partners' ideas of how to apply it practically. The initial programme was designed as a testing
ground to assess if intensive interventions with high-growth businesses could create more jobs and boost the
companies economically in a more sustainable way than regular business support.
Using the both the chamber's and council's knowledge base of local businesses an original list of 36 business
was selected. These businesses were sounded out about participating in the programme and the willing
participants were interviewed by a business adviser for their suitability to participate in the pilot, potential
for growth and willingness to take on board new ideas. Eventually, six companies from various sectors were
selected for the first cohort.
SCALEUP PROGRAMMES
Scale Up Ashford provides a six-month bespoke programme of support
beginning with a workshop for the entire cohort to introduce the
programme and its concepts. Following the workshop the business
coach holds an exploratory meeting with the individual businesses to
conduct a survey and identify issues within the business which leads to a
tailored plan of activity and targets/goals.
Participants then receive intensive support with the business coach visiting them
on a monthly basis to offer advice, support and planning to meet monthly goals
and programme goals. Company progress against goals is monitored via a software
programme that allows easy visual reference.
Programme participants can also draw on the resources of the Chamber, the Growth
Hub and the Council to help resolve issues such as funding, infrastructure and regulation.
The programme ends with a workshop involving the next cohort to discuss outcomes.
The second cohort involving 10 businesses began the programme at the end of
May 2018.
SOUTH EAST EXEMPLAR
SCALE UP ASHFORD: POWERING A HUB FOR GROWTH
149
"Our business has
blossomed as a result
of taking part in Scale
Up Ashford. Having an
external source come
in and look objectively
at the way we run our
company and offer
recommendations on
how to grow was the best
thing we took away."
JONTI HOBBS, MD,
MEDASH SIGNS
Impact and results so far
All six companies in the first cohort completed the programme creating 17 new full-time jobs during
the six months plus another 43 as a result of programme-related actions. Turnover of the six increased
on average by 21% and the participating businesses had invested 500,000 in new plant and
machinery and secured 20,000 of grant funding.
Lessons learned
Some lessons were learned as a result of the pilot, including the need to be able to source large-
scale funding for growing businesses and the importance of building more structured peer-to-peer
networking into the programme. The cohort did begin trading with each other and using each other's
expertise but more could have been built in to facilitate this.
Though the programme was well publicised it could have benefitted from more continuous publicity
but a decision was taken to proceed cautiously due to it being a pilot project.
Future plans
A third cohort is planned for 2019 and looks likely to include 10 new businesses, though a part-funding
element may be introduced to the programme to make it more sustainable.
Due to the success of the programme, Kent Invicta Chamber of Commerce has also been asked to
run similar programmes in Folkestone and Hythe District and West Kent (Sevenoaks, Tonbridge and
Malling and Tunbridge Wells) with ScaleUp West Kent launched October 2018.
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THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
Participants receive intensive support with the
business coach visiting them on a monthly basis
to offer advice, support and planning to meet
monthly goals and programme goals.
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Moderate
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 16 of the 32 local authorities1 have an above median density of scaleups measured
by employment growth and 16 of the 32 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Mixed
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 21 of the 32 local authorities3 are below the median in terms
of improving the density of scaleups by employment in their community and 19 of the 32 local
authorities4 are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for the South East LEP.
Local Authorities located within the South East LEP have a moderate density of scaleups,
and the trend between 2013 and 2016 reveals that some of the local authorities showed a
below median change in the number of scaleup businesses, while others showed an above
median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Ashford, Basildon, Braintree, Brentwood,
Colchester, Dartford, Epping Forest, Lewes,
Maidstone, Maldon, Rother, Sevenoaks,
Tendring, Tonbridge and Malling, Tunbridge
Wells, Uttlesford.
2 Ashford, Basildon, Braintree, Brentwood,
Chelmsford, Colchester, Dartford, Dover,
Epping Forest, Harlow, Maidstone, Maldon,
Sevenoaks, Tonbridge and Malling, Tunbridge
Wells, Uttlesford.
3 Basildon, Braintree, Brentwood, Canterbury,
Castle Point, Dartford, Dover, Eastbourne,
Epping Forest, Gravesham, Harlow, Hastings,
Maidstone, Rochford, Sevenoaks, Shepway,
Southend-on-Sea, Swale, Thurrock,
Tonbridge and Malling, Wealden.
4 Basildon, Braintree, Brentwood, Chelmsford,
Colchester, Dartford, Dover, Epping Forest,
Harlow, Maidstone, Maldon, Rochford,
Rother, Sevenoaks, Tendring, Thanet,
Tonbridge and Malling, Tunbridge Wells,
Uttlesford.
151
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SECTION TITLE
SCALEUP PROGRAMMES
Launched in 2018, the fully-funded programme begins with a two-
day residential to induct participants to the programme and kick
start their learning experience. This is followed by around 12 one-
day workshops hosted either at Teeside University's Middlesbrough
campus or the Centre for Professional Executive Development
in Darlington. It is designed to provide knowledge, experience
and personal leadership development alongside practical ways of
unlocking barriers to growth. The aim is to enable business leaders
to meet the challenge of accelerating business growth while at the
same time leading and managing it successfully.
Eleven companies are involved in the initial cohort with the programme designed and
tailored to meet their specific needs and respond to the diverse businesses represented.
Participants are receiving support and training from number of experienced
professionals with track records of working with and developing high growth scalable
businesses. They take away actions from each intensive learning intervention and are
encouraged to implement new ideas in their businesses.
Peer-to-peer learning is also another significant element of the programme as LEAP 50
participants work with their cohort members and are encouraged to share experiences
and knowledge. The Digital City SCALE Programme is a three-month programme
"LEAP 50 is an essential
initiative to identify and
assist those companies
best placed to expand,
which will help deliver
jobs and boost our
economy. I look
forward to continuing
our partnership with
Teesside University and
hearing of all the success
stories this project will
undoubtedly bring."
BEN HOUCHEN,
TEES VALLEY MAYOR
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Research from the ScaleUp Institute has driven a new approach
to support growing firms in the Tees Valley region. The result is a
new initiative to help ambitious firms grow to their full potential
led by Teeside University.
Background
ONS data for 2016 shows that there are 230 scaleups in the Tees Valley LEP: 95 are classified
as scaleups due to rapid growth in their employees, 195 are classified as scaleups due to rapid
growth in their turnover and 60 are scaleups that are increasing both employment and turnover
simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 0.42 per 100,000 of population per year, which is below the median of +3.56
per 100,000 of population.
Tees Valley Combined Authority (TVCA) responded positively to the ScaleUp Institute's finding that
scaleups in its area were not capitalising on the opportunity to grow further. The Authority worked
with Teeside University to develop LEAP 50 an imaginative offer focusing on the barriers that scaleup
businesses can face.
TEES VALLEY COMBINED AUTHORITY
EXEMPLAR
WORKING WITH TEESIDE UNIVERSITY TO SUPPORT CEOS WITH STRONG
AMBITIONS
152
CHAPTER THREE
"LEAP 50 places
companies at the
heart of an experience
designed to accelerate
business growth and
contribute to the
economic ecosystem of
the Tees Valley."
MERYL LEVINGTON,
ASSOCIATE DEAN
(ENTERPRISE
AND BUSINESS
ENGAGEMENT),
TEESSIDE UNIVERSITY
BUSINESS SCHOOL
Impact and results so far
The various initiatives undertaken at Teeside University, including LEAP 50 and Digital City, have been
recognised by the university winning the Improving the Business Environment category in the 2018
Enterprising Britain Awards.
Future plans
The LEAP 50 programme has the aim of helping at least 50 ambitious Tees Valley businesses take the
next steps to growth.
for ambitious business owners in the digital and technology sectors. The programme
involves implementing processes and systems to ensure that the company has the
capability to grow, with a focus on strategy formation, people & leadership, intellectual
property development and finance. After each session a dedicated business mentor
helps participants to formulate a bespoke action plan. Importantly, participants work
alongside like-minded peers giving them the opportunity to learn from each other and
share knowledge, ideas and experience.
Growing companies can also benefit from the Growth Fund administered by Tees
Business Compass. This offers funding for projects such as consultancy support
for developing digital and online strategies, business planning and help to improve
business processes.
Other initiatives on offer in Tees Valley include:
Launchpad providing advice, support and co-working and office space to
early-stage companies with potential for high growth.
Innovate Tees Valley to help businesses build innovation capacity for entry
into new markets and sectors with new products and services.
National Horizons Centre a 22.3m bioscience facility, delivered with TVCA
and support from the ERDF, to address the specific needs of businesses
operating in the bio-industries.
The Programme is designed to provide
knowledge, experience and personal leadership
development alongside practical ways of
unlocking barriers to growth.
153
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Needs improvement
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 4 of the 5 local authorities1 have a below median density of scaleups measured
by employment growth and all of the 5 local authorities2 have a below median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Needs improvement
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 3 of the 5 local authorities3 are below the median in terms of
improving the density of scaleups by employment in their community and 3 of the 5 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for the Tees Valley LEP].
Local Authorities located within the Tees Valley LEP have a low density of scaleups, and
the trend between 2013 and 2016 reveals that most of the local authorities showed a
below median change in the number of scaleup businesses, while few showed an above
median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Darlington, Middlesbrough, Redcar and
Cleveland, Stockton-on-Tees.
2 Darlington, Hartlepool, Middlesbrough,
Redcar and Cleveland, Stockton-on-Tees.
3 Darlington, Middlesbrough, Stockton-on-
Tees.
4 Middlesbrough, Redcar and Cleveland,
Stockton-on-Tees.
154
THE LOCAL SCALEUP ECOSYSTEM
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"We now have all our
ideas, forecasts and
action plans down
on paper and have
checklists that can be
referred to and ticked
off when completed."
GUY TOMLINSON,
NEMESIS UK
PERFORMANCE
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
WORCESTERSHIRE
EXEMPLAR
FROM STARTUP TO SCALEUP RESETTING THE DIAL
SCALEUP PROGRAMMES
BizSmart a private sector business support contractor is
delivering the Worcestershire Business Growth Programme a
comprehensive 12 month programme with monthly tutorials and
exercises. In addition, BizSmart provides an in-depth analysis
of business performance and benchmarking against statistically
proven drivers of value. BizSmart also provides SmartBoards which
deliver peer-to-peer networking for growth and scaleup companies
supported by business experts.
Picking up the importance of 'hubs' and the impact they can have on growth the
Worcestershire LEP recently launched its very own dedicated technology accelerator
called 'BetaDen' for entrepreneurs and scale up businesses. Co-located with one of
the UK's first 5G testbeds at the Malvern Hills Science Park, it is building companies
at the forefront of testing and developing future technologies. The testbed provides a
revolutionary platform for businesses to develop next-generation technology, such as
the internet of things and industry 4.0. BetaDen will offer entrepreneurs, startups and
scaleup businesses a package of business support including free office space, mentorship
from selected experts, access to Worcestershire's 5G testbed advice and proof of
concept funds.
Worcestershire's vision to create a connected, creative and dynamic
economy has driven a new strategic approach that has put focus
on business growth. The LEP is working with partners including
local government, the University of Worcester, Herefordshire
and Worcestershire Chamber of Commerce and business support
delivery bodies to identify and support potential scaleups.
Background
ONS data for 2016 shows that there are 340 scaleups in the Worcestershire LEP: 110 are classified as
scaleups due to rapid growth in their employees, 290 are classified as scaleups due to rapid growth in
their turnover and 60 are scaleups that are increasing both employment and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 3.13 per 100,000 of population per year, which is below the median of +3.56 per
100,000 of population.
Despite having a number of high-growth companies such as GTech and Gymshark within the region, the
Worcestershire area has demonstrated a relatively poor performance in terms of business growth and
entrepreneurship when compared to other LEP areas. Participating in the Driving Economic Growth
through Scaleup Ecosystems course encouraged the LEP and its partners to review the existing approach
and challenges to growth.
155
"The support we
have had from
Worcestershire
County Council and
the Worcestershire
Business Accelerator
Programme has
helped us to achieve
significant growth over
the past two to three
years. The increase
in sales volumes can
be attributed to the
training we were
steered towards. The
main result is that the
assistance we received
through BizSmart has
helped us to employ
more staff and expand
further into other
markets and countries."
DAVID LYNES,
FOUNDER OF
UNIQUE IQ
Impact and results so far
The Enterprising Worcestershire Growth Programme has supported over 100 companies and Bizsmart
have a number of SmartBoards running providing growth and development to scaleup companies in
Worcestershire.
BetaDen's first cohort was launched in October 2018 with seven companies supported by the
programme. The second cohort will commence in May 2019.
Lessons learned
BizSmart continues to develop and refine its product to businesses. It is recognised that business
owners and managers want to go at different speeds in dealing with the strategic direction of scaling a
business alongside the urgency of here and now delivery.
Future plans
Worcestershire will continue to identify the resource to ensure the county's scaling businesses have
a joined up approach to their needs between the private and public sector. We consider it vital that
we create an effective 'escalator' of connected support with a holistic scaleup programme where
we provide an entry and landing point locally while also harnessing in impactful national scaleup
programmes to our local scaleup needs.
The LEP's ambition is to prove that the BetaDen model works and then roll out to all locations across
the county making it financially sustainable.
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THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
Participating in the Driving Economic Growth
through Scaleup Ecosystems course encouraged
the LEP and its partners to review the existing
approach and challenges to growth.
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Good
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 3 of the 6 local authorities1 have an above median density of scaleups measured
by employment growth and 5 of the 6 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Needs improvement
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 6 of the 6 local authorities3 are below the median in terms of
improving the density of scaleups by employment in their community and 3 of the 6 local authorities4
are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Worcestershire LEP.
Local Authorities located within the Worcestershire LEP have a good density of scaleups,
but the trend between 2013 and 2016 reveals that most of the local authorities showed
a below median change in the number of scaleup businesses, while few showed an above
median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Bromsgrove, Redditch, Worcester.
2 Bromsgrove, Malvern Hills, Redditch,
Worcester, Wychavon.
3 Bromsgrove, Malvern Hills, Redditch,
Worcester, Wychavon, Wyre Forest.
4 Bromsgrove, Malvern Hills, Wychavon.
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SECTION TITLE
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Greater Birmingham and Solihull LEP has used its knowledge
of local scaleups to provide a diverse range of programmes to
support sustainable business growth.
Background
ONS data for 2016 shows that there are 940 scaleups in the Greater Birmingham and Solihull
LEP: 355 are classified as scaleups due to rapid growth in their employees, 765 are classified
as scaleups due to rapid growth in their turnover and 180 are scaleups that are increasing both
employment and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 1.53 per 100,000 of population per year, which is below the median of +3.56 per
100,000 of population.
Since its activities were highlighted in the 2017 Review the LEP has been focusing on innovating the
ecosystem to fuel scaleup growth. The intention is to continue to build upon a solid foundation of support
that underpins sustainable business growth.
GREATER BIRMINGHAM AND SOLIHULL
EXEMPLAR
SCALEUP SERVICES POWERED BY DEDICATED ACCOUNT MANAGERS
SCALEUP PROGRAMMES
The Growth Hub has introduced a new scaleup service under the banner
'Scale Up Your Business To The Next Level' with a strong account
manager approach. This includes a series of scaleup workshops with
Aston Centre for Growth based on the success of the pilot held in 2017.
Each workshop also includes a follow-on clinic, where business can gain
direct support on the actions they decide to take to grow their business.
The aim is to support up to 100 potential scaleup business leaders
through this scheme.
In addition, the Scaleup service brings together in one place both private and public
sector scaleup offerings, on a coordinated basis. It offers connections to both national,
regional and local solutions covering the key barriers to scaling up this includes linkages
to Goldman Sachs 10,000 Small Businesses UK, PwC Scale Midlands Programme and
London Stock Exchange's ELITE programme.
The LEP is also developing new initiatives to increase access to funding, including holding
a series of targeted 'Investment Readiness Workshops' in partnership with VC firm
Midven and the NatWest Accelerator.
With an Access to Finance adviser and Finance Portal in place the LEP is also developing
a new Regional Angel Investment Hub, working in partnership with the UK Business
Angels Association. A 'hub and spoke' model will be designed to connect angel investors,
the Midlands Engine Investment Fund and corporate financiers to scaling businesses
across the region. The aim is to to unlock over 50m in new angel monies, to help tackle
the equity funding gap in the region, at the same time as building capacity in potential
and existing high growth businesses.
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159
Impact and results so far
Between 1st April 2017 31st March 2018, 674 businesses have received intensive account-managed
support that is focused on unlocking their scale up potential.
Future plans
In the Spring of 2019 the LEP will launch a new scaleup accelerator programme focused on helping
30 businesses to experience accelerated growth of 20% or more within a six-month period. Using a
peer-to-peer learning format, businesses will be supported to deal with a range of scaleup challenges
and receive coaching support from industry partners.
Other projects supported by the Growth Hub include a two-year extension of the
Inclusive Growth Project, in partnership with the Centre of Research into Ethnic
Minority Entrepreneurship (CREME) at the University Of Birmingham. The original
pilot aimed at providing support to businesses based within diverse communities that do
not traditionally access mainstream support. The pilot supported over 200 businesses at
various stages of development but with a specific aim to generate future engagement of
those with scaleup potential into the more bespoke scaleup programme offer.
The Growth Hub has introduced a new scaleup
service under the banner 'Scale Up Your Business
To The Next Level' with a strong account
manager approach.
The Platinum Group was formed in January
2012 by the Black Country Chamber of
Commerce. The original network covered
committed and senior leaders from the
Black Country's high value manufacturing,
automotive, logistics, freight & distribution
sectors. A second cohort for service sector
companies was launched in 2016.
Members meet to share knowledge, new
ideas and best practice, as well as working
collectively to promote the region and
tackle the challenges holding it back.
A feature of the programme is that it
involves as many layers of an organisation
as possible to ensure the benefits spread
beyond the managing director or owners.
Senior teams also have access to the
Strategic Leadership Programme, an
intensive leadership and development
programme run over nine months
including six full-day workshops and six
one-to-one sessions.
The Platinum Group facilitates the
events, agrees the content and sources
the speakers but they are hosted by the
business members and often followed by
an opportunity to tour the premises or
hear about new developments. The Group
has helped members to access funding
and worked with partners to provide
access to infrastructure.
There are presently 25 members in the
current cohort of The Platinum Group
covering the manufacturing, logistics
and freight sectors. The Platinum Group
Service Sector now has 13 members. The
Platinum Group has seen a number of
success stories including one member
growing its workforce from 15 to 140
employees over the last five years. Another
example is a member that increased
turnover growth by 155% in four years and
another where they have set up their own
training academy to improve the pipeline
of apprentices working with the business
and upskill existing staff.
The Platinum Group
ONE TO
WATCH
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Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
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25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
SECTION TITLE
Scaleups by Density: Moderate
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 5 of the 9 local authorities1 have an above median density of scaleups measured
by employment growth and 5 of the 9 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Needs improvement
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 7 of the 9 local authorities3 are below the median in terms of
improving the density of scaleups by employment in their community and 7 of the 9 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
Local Authorities located within the Greater Birmingham and Solihull LEP have a
moderate density of scaleups, and the trend between 2013 and 2016 reveals that most
of the local authorities showed a decrease in the number of scaleup businesses, while few
showed an increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Bromsgrove, Lichfield, Redditch, Solihull,
Tamworth.
2 Bromsgrove, Cannock Chase, Lichfield,
Redditch, Solihull.
3 Birmingham, Bromsgrove, Cannock Chase,
East Staffordshire, Redditch, Tamworth,
Wyre Forest.
4 Birmingham, Cannock Chase, East
Staffordshire, Lichfield, Redditch, Tamworth,
Wyre Forest.
160
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CHAPTER THREE
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Cambridge Network used its lengthy experience working with
scaling businesses in the Cambridge area to build a bespoke
programme developing leadership skills for CEOs and senior
teams in scaleup the School for Scale-ups. The content was
designed with input from successful leaders in high-growth
companies and was further refined after the Driving Economic
Growth course in 2016. This is one of a number of organisations
offering a specialist leadership programme for scaling businesses.
Others in the Cambridge area include Barclays Eagle Labs and
Babraham Research Campus featured in Chapter 2.
Background
ONS data for 2016 shows that there are 855 scaleups in the Greater Cambridge and Greater
Peterborough LEP: 335 are classified as scaleups due to rapid growth in their employees, 705
are classified as scaleups due to rapid growth in their turnover and 185 are scaleups that are
increasing both employment and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 4.54 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
The School for Scale-Ups Programme has been specifically designed to improve leadership and respond
to skills challenges identified in the ScaleUp Report. The core programme is delivered by experienced
business trainers who have supported Cambridge Network members successfully through scaling.
GREATER CAMBRIDGE, GREATER
PETERBOROUGH EXEMPLAR
SCHOOL FOR SCALE-UPS: DEVELOPED BY SCALEUPS FOR SCALEUPS
The programme is open to all high-
growth businesses and social enterprises
and has a guiding principle that growth
demands leadership at all levels so
staff in operational roles are welcome
alongside senior teams.
It runs as active learning with a cohort of
12 delegates meeting face-to-face every
six weeks for a formal training workshop
with an experienced trainer. The cohort
works together over 14 months with
modules focusing on a different aspect of
leadership skills. A Cambridge Network
representative works with trainers
and delegates throughout the process
and delegates can call upon addition
training, coaching or mentoring. Access
to finance is discussed and is indirectly
benefited by improved communication
and confidence of the leaders as well
as introductions to business angels and
different funding models.
On completion of the course, scaleup
leaders benefit from the Cambridge
Network CEO group which acts as 'the
board you cannot afford' on a continuing
basis. To date the programme has
successfully developed three cohorts.
Cambridge Network:
School for Scaleups
ONE TO
WATCH
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"The training is
excellent. Cambridge
Network is helping with
connections and advice
for our investment in
the UK."
GERALD HORHAN,
FOUNDER AND CEO,
INVESTMENT PUNK
ACADEMY
"The exposure to other
small companies has
opened my eyes to the
problems other people
are facing, which I think
in time may help create
additional business
opportunities for BBT or
improve our offering."
DAN COLE, BABRAHAM
BIOSCIENCE
TECHNOLOGIES
Impact and results so far
The businesses participating in the programme are growing fast. One of the first cohort Raspberry Pi
has grown from 30 to 130 people and tripled profit to 10m. In the most recent cohort one company
has raised $10m and is doubling its team, another has grown its workforce from 65 to 150 and raised
$50m new funding. As an estimate, revenues have more than doubled for the aggregate of businesses
since they participated in the School for Scaleups.
Lessons learned
Delegates value the close relationship with peers as a major strength of the programme and the
dynamic of the group changes per cohort based on the participants. Diversity in the group makes it
more successful and is a useful experience for some of the delegates.
The Network has learned to keep pre/post work to a minimum as delegates are all under pressure and
prioritise business demands; content has to be high impact and directly practical to their needs.
Future plans
The aim for School for Scale-Ups is to continue spreading word further afield as the model will work
in many more places than just Cambridge. The Cambridge Network will also review stakeholder
experiences to uncover specific learnings of what makes the most difference. Places are on offer now
for the next cohort which will start in early 2019.
SECTION TITLE
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THE L CAL SCALEUP ECOSYSTEM
CHAPTER THREE
The School for Scale-ups runs as active learning
with a cohort of 12 delegates meeting face-to-face
every six weeks for a formal training workshop
with an experienced trainer.
-1 0
-5
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5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Scaleups by Density: Good
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 8 of the 12 local authorities1 have an above median density of scaleups measured
by employment growth and 9 of the 12 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Good
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 9 of the 12 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 7 of the 12 local authorities4
are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
Local Authorities located within the Greater Cambridge and Greater Peterborough LEP
have a good density of scaleups, and furthermore the trend between 2013 and 2016
reveals that few of the local authorities showed a below median change in the number of
scaleup businesses, while most showed an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Cambridge, Huntingdonshire, King's Lynn
and West Norfolk, North Hertfordshire,
Peterborough, Rutland, South
Cambridgeshire, Uttlesford.
2 Cambridge, Huntingdonshire, King's Lynn
and West Norfolk, North Hertfordshire,
Peterborough, Rutland, South
Cambridgeshire, St Edmundsbury, Uttlesford.
3 Cambridge, Fenland, Huntingdonshire, King's
Lynn and West Norfolk, North Hertfordshire,
Peterborough, Rutland, St Edmundsbury,
Uttlesford.
4 Huntingdonshire, King's Lynn and West
Norfolk, North Hertfordshire, Peterborough,
Rutland, South Cambridgeshire, Uttlesford.
163
SCALEUP PROGRAMMES
Liverpool City Region is home to the UK's first dedicated Scale
Up MBA which is delivered by Liverpool John Moores University's
Business School. The rationale of an MBA fits well with scaleup
businesses. This programme focuses on areas businesses should
investigate to support scaleup potential. These areas combine the key
management disciplines with recent national research on the drivers
of scaling. The MBA Business ScaleUp is structured in four phases:
Phase 1 Accelerating Business Growth provides an intensive focused range
of interventions aimed at realising the potential of growth within businesses.
Phase 2 Developing the Business for Scale brings together the different
strands of scaling up a business investigated in phase 1 and considers how
they integrate in order to develop a business. The focus is on the business
development needs and strategies for accelerated growth.
Phase 3 Leadership Strategies to Enable Growth emphasises individual
leadership and the importance of equipping other leaders within the
organisation to enable growth.
"Even at this early stage
[of the Scaleup MBA
course] there are lots of
things relating to day to
day work that will prove
beneficial. I definitely
think it was a good move
for the business."
KAREN REILLY,
DIRECTOR OF HAYES &
FINCH LTD
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
The Liverpool City Region (LCR) LEP has developed a strong
network to further advance the scaleup agenda in the LCR.
Working with partners in the private sector and particularly
the local universities, LCR has developed the first dedicated
Scale Up MBA which is delivered by Liverpool John Moores
University's Business School.
Background
ONS data for 2016 shows that there are 610 scaleups in the Liverpool City Region LEP: 205 are
classified as scaleups due to rapid growth in their employees, 515 are classified as scaleups due
to rapid growth in their turnover and 110 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 3.01 per 100,000 of population per year, which is below the median of +3.56
per 100,000 of population.
Liverpool City Region recognises that scaleups are already playing an important role in helping the
area to reach its full potential. LCR has worked hard to generate high level political buy in as what
has become apparent is the need for very specific and targeted provision rather than a generic
scaleup support programme. To generate buy in the LEP has outlined the benefits and evidence that
demonstrate the value of bespoke services for scaling businesses.
LIVERPOOL CITY REGION EXEMPLAR
SCALE UP MBA AND LEP LEADERSHIP
164
CHAPTER THREE
Future plans
A comprehensive overview and upgrade of the LCR Growth Hub is currently underway which will
result in a dedicated account management model designed to focus on higher growth and scaleups.
The development and delivery of a scaleup accelerator network is expected to have a transformational
effect of the scaleup agenda in the region.
Phase 4 Business Growth Project brings the strands together into a
significant project aimed at impacting the business.
In addition the LCR Growth Hub continues to develop its scaleup offering for the region
with the following components to it:
Dedicated account management
Mentoring network
Peer-to-peer scaleup business group
Leadership and management development
Targeted growth diagnostic.
The network and programme offering will also seek to integrate with nationally
significant programmes including ELITE and Goldman Sachs 10,000 Small
Businesses UK.
The John Moores MBA programme focuses on
areas businesses should investigate to support
scaleup potential. These areas combine the key
management disciplines with recent national
research on the drivers of scaling.
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
165
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Needs improvement
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 4 of the 6 local authorities 1 have a below median density of scaleups measured
by employment growth and 4 of the 6 local authorities2 have a below median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Needs improvement
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 6 of the 6 local authorities3 are below the median in terms of
improving the density of scaleups by employment in their community and 3 of the 6 local authorities4
are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Liverpool City Region.
Local Authorities located within the Liverpool City Region LEP have a low density
of scaleups, and the trend between 2013 and 2016 reveals that only two of the local
authorities showed a below median change in the number of scaleup businesses, although
few showed an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Liverpool, Sefton, St. Helens, Wirral.
2 Knowsley, Liverpool, Sefton, Wirral.
3 Halton, Knowsley, Liverpool, Sefton, St.
Helens, Wirral.
4 Liverpool, Sefton, Wirral.
SECTION TITLE
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CHAPTER THREE
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167
SCALEUP PROGRAMMES
The Marches LEP continues to work closely with partners and
neighbouring LEPs to deliver a range of programmes. The Midlands
Engine Investment Fund a collaboration between the British
Business Bank and ten regional LEPs has extended its offering
and improving access to finance for scaling businesses. Originally
providing debt and business loan funds, equity and proof of concept
funds were added in February 2018.
The Agri Tech West Alliance involving the Marches, Stoke & Staffordshire,
Cheshire & Warrington and Worcestershire LEPs has been broadened to include
business, Further Education and Higher Education representatives and a Strategic
Board has been established to drive and develop the partnership's work programme.
Its online hub went live in July 2018 to highlight the sector, to signpost scaleups to
relevant areas of business support across the partnership and to encourage the use
of growth hubs by rural and land-based businesses.
Since June 2017 around 100 business leaders have been supported with coaching
and mentoring through the Start2Great and SmarterGrowth programmes and a
further 40 enterprises in their initial stages have been supported to grow. Another
40 have either completed or are currently undertaking the programme for more
established businesses.
"Our aspiration was
to grow the business
both domestically and
internationally; however,
to do so, we needed to
invest heavily in our
own manufacturing
capability. Securing
the loan from BCRS
Business Loans, through
the Midlands Engine
Investment Fund, was
crucial in making this
happen."
TIM HUGHES,
MANAGING DIRECTOR,
MOTIV TRAILERS
LIMITED
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
The Marches is building a track record of supporting cutting-
edge companies and institutions in its area with a particular
focus on agri-tech, defence and security, including the rapidly-
emerging area of cyber security.
Background
ONS data for 2016 shows that there are 330 scaleups in the Marches LEP: 130 are classified
as scaleups due to rapid growth in their employees, 265 are classified as scaleups due to rapid
growth in their turnover and 65 are scaleups that are increasing both employment and turnover
simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 2.96 per 100,000 of population per year, which is below the median of +3.56
per 100,000 of population.
The region has the fourth-highest concentration of employment within the defence and security
sector of any LEP, with the 72-hectare Hereford Enterprise Zone home to over 200 advanced
manufacturing, defence and security businesses. The LEP is now part of the new Cyber Resilience
Alliance involving Worcestershire, Gloucestershire and Swindon & Wiltshire LEPs which is working
with Maryland in the USA.
THE MARCHES EXEMPLAR
SUPPORTING INNOVATION IN CYBER AND RURAL SCALEUP SECTOR AND
COMBINING LEP CLUSTER NETWORKS
I
I
|
.s
l
istitt.r .
|
s
l
ist | s
l
Impact and results so far
Businesses from the Marches have benefitted from funding offered by a number of schemes. Up to
March this year they were awarded nearly 1.8m of funding under the Business Growth Programme,
creating nearly 200 jobs. The Manufacturing Growth Programme has helped more than 50 businesses
with nearly 70,000 of grants.
Future plans
Aston University and Harper Adams University are supporting delivery of the Agri-tech Growth and
Resources for Innovation project which assists Marches-based businesses to innovate and develop new
products and services to exploit growing market opportunities. The project will support 90 businesses
in the region over 3 years and to date has worked with 32 companies with both short one-to-one
assists and longer-term innovation development collaborations.
The proposed Cyber Security Centre being developed by the University of Wolverhampton in
Hereford will provide research capability in cyber supply chain resilience and education and training
facilities. It will link the best of cyber research with business-led activities to commercialise new
innovations, develop skills and create a world class cyber security capability in the UK.
The Business Growth Programme is a 33m fund which consists of four strands
of business support; namely the Business Development Programme, the Business
Innovation Programme, the Green Bridge Supply Chain Programme and the HS2
project. It is delivered by Birmingham City Council in partnership with the Marches
LEP and LEPs in Greater Birmingham & Solihull and Stoke and Staffordshire. The
Manufacturing Growth Programme supports SME manufacturers to grow by
identifying, understanding and removing barriers to growth in the Marches and the
West Midlands, Yorkshire and Humber, parts of the East Midlands, South East and
East of England.
SECTION TITLE
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THE L CAL SCALEUP ECOSYSTEM
CHAPTER THREE
The Marches LEP continues to work closely with
partners and neighbouring LEPs to deliver a
range of programmes.
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Needs improvement
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 2 of the 3 local authorities1 have a below median density of scaleups measured by
employment growth and 2 of the 3 local authorities2 have a below median density of scaleups measured
by turnover growth.
Scaleup Trends over time: Mixed
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 2 of the 3 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 2 of the 3 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the local environment.
ocal Authorities located within the Marches LEP have a low density of scaleups, and the
trend between 2013 and 2016 reveals that some of the local authorities showed a below
median change in the number of scaleup businesses, while others showed an above median
increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Herefordshire, Telford and Wrekin.
2 Shropshire, Telford and Wrekin.
3 Herefordshire, Shropshire.
4 Shropshire, Telford and Wrekin.
169
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As the 2017 Annual Review identified, the North East has a clear
strategic plan to increase the density of scaleup businesses in its
region by 50% by 2024. To do so it has created ScaleUp North
East, a tailored package of business support and intensive account
management. ScaleUp North East will work with the existing
community of scaleup firms to ensure their future growth and,
importantly, focus on identifying businesses with scaleup potential
to help them overcome any barriers to growth. It also includes
the Scale-up Leaders' Academy run by the Entrepreneurs' Forum
which continues to go from strength to strength.
Background
ONS data for 2016 shows that there are 780 scaleups in the North East LEP: 305 are classified as
scaleups due to rapid growth in their employees, 645 are classified as scaleups due to rapid growth in
their turnover and 170 are scaleups that are increasing both employment and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 2.77 per 100,000 of population per year, which is below the median of +3.56 per
100,000 of population.
North East LEP has put a major focus on building the scaleup ecosystem in its region, reaching out to
organisations and service providers. Over 60 organisations have become referral providers working closely
with customers and networks to identify scaleup firms and signpost them to the ScaleUp North East
programme. In addition, solutions providers with evidence of a track record with scaling business have
been identified and the LEP continues to work closely with the Entrepreneurs' Forum Scale-up Leaders'
Academy and other bodies such as the High Growth Mentoring Programme.
NORTH EAST EXEMPLAR
TRUSTED ACCOUNT MANAGERS WORKING WITH SCALEUPS ON A BESPOKE
PACKAGE OF SUPPORT TO MEET AMBITIOUS TARGET FOR HIGH GROWTH
COMPANIES
SCALEUP PROGRAMMES
North East LEP has recognised the importance of using expertise
to tackle specific problems faced by scaleups. ScaleUp Partners or
Directors with proven expertise in scaling have been recruited
to work as account managers to businesses on the ScaleUp North
East programme.
Every scaleup business on the programme works their Partner on a bespoke
action plan that directly reflects the nature of their business needs. The aim is to
support 675 scaling companies produce action plans by December 2020. Initial
assessments focus on the five barriers to growth identified by the ScaleUp Institute:
talent and skills, markets, leadership capacity, finance and infrastructure. The action
plan identifies two or three key challenges which can be overcome to improve the
"Being on the
programme and
benefiting from our
ScaleUp Partner's
invaluable support and
advice has put us at the
forefront of our target
market. Our ScaleUp
Partner introduced us
to staffing agencies
which has eliminated
previous recruitment
issues and the financial
injection we have
received has impacted
extremely positively
on the business and
enabled us to invest in
our further scaling."
TOM TODD,
OPERATIONS
DIRECTOR, THE WHEEL
COMPANY
"The Gazelles approach
used throughout the
Scale-up Academy is
clear and very focused.
The combination of
taught content and peer
discussion has been
very powerful, and has
meant that I've gained
practical tips that we've
implemented pretty
quickly and relatively
easily."
GILL BURGESS,
MANAGING DIRECTOR
OF R//EVOLUTION
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Impact and results so far
ScaleUp North East was launched in January 2018 and 90 businesses (65% of those that applied)
are currently working on ScaleUp Action Plans and the programme is forecasting the first cohort of
companies will create more than 500 new and better jobs.
Lessons learned
A key element of the programme is that ScaleUp Partners develop deep, trusting and long-term
relationships with existing scaleup businesses as well as those with scaleup potential.
Future plans
The ScaleUp North East online hub is to become the main point of engagement for companies interested in
finding out more about the programme. It will capture all enquiries through an Expression of Interest form.
The plan is also to use the digital platform to offer elements of future delivery to the scaleup community.
North East LEP is also planning an annual ScaleUp Summit to supplement monthly events.
ability to scale successfully and matches these to a series of interventions or
opportunities, such as specialist workshops, access to growth mentoring, leadership
development, access to financial assistance or product development.
The programme also offers a series of peer-to-peer events to strengthen the scaleup
community by sharing knowledge and experience based around specific themes.
Every scaleup business on the ScaleUp North
East Programme works their Partner on a
bespoke action plan that directly reflects the
nature of their business needs.
"The Scale-up Leader's
Academy is a fantastic,
thought-provoking and
insightful programme
for fast growing
business leaders.
The Entrepreneurs'
Forum have created
an environment where
it has been possible to
meet, work and learn
with a group of like-
minded individuals over
a sustained period of
time. The impact has
been immediate and is
on-going!"
RICHARD LANE,
CO-FOUNDER OF
DURHAMLANE
The Scale-up Leaders' Academy offers a
programme of support dedicated to helping
high-growth business owners prepare to
scale up their companies faster through
a mix of events, coaching, peer-to-peer
mentoring and action-based learning. The
aim is to support companies to develop a
clear strategic plan.
The Academy organised by Newcastle's
Entrepreneurs' Forum announced its
third cohort will commence in January
2019. Participants must be running
established and fast-growing companies
with at least ten members of staff to join
the Academy. They must agree to commit
to at least two actions during each scaleup
coaching session and workshop that they
will implement and report back to the
group on.
Academy students take part in a seven-
month programme, which includes
workshops on leadership, building brands
and world-class teams, sales and getting
investor ready. Each participant is matched
with an experienced entrepreneur who
provides peer-to-peer mentoring support.
Coaching subjects include strategy and
planning, implementation and finance
for growth. Academy alumni continue to
receive support and inspiration after the
programme ends.
Newcastle University has examined
the progress of nine of the twelve
companies who joined the first cohort in
February 2017. Total forecast turnover
has increased by 66.37% (an average
of 668,413 per company), forecast
operating profit has risen by 71.66%. Eight
companies completed its second cohort in
July 2018, an evaluation of this cohort is
currently underway.
Entrepreneurs' Forum:
Scale-up Leaders' Academy
ONE TO
WATCH
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Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
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Scaleups per 100k, 201638.96
1 8.62
3.59
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SECTION TITLE
Scaleups by Density: Needs improvement
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 5 of the 7 local authorities1 have a below median density of scaleups measured by
employment growth and 5 of the 7 local authorities2 have a below median density of scaleups measured
by turnover growth.
Scaleup Trends over time: Moderate
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 5 of the 7 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 5 of the 7 local authorities4
are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for North East LEP.
Local Authorities located within the North East LEP have a low density of scaleups, and
the trend between 2013 and 2016 reveals that some of the local authorities showed a
decrease in the number of scaleup businesses, while others showed an increase in scaleup
density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 County Durham, Newcastle upon Tyne,
North Tyneside, South Tyneside, Sunderland.
2 County Durham, North Tyneside,
Northumberland, South Tyneside,
Sunderland.
3 Gateshead, Newcastle upon Tyne, North
Tyneside, Northumberland, Sunderland.
4 Gateshead, North Tyneside, Northumberland,
South Tyneside, Sunderland.
"Taking ideas from
the programme and
other business leaders,
and applying them
to Animmersion, has
definitely influenced
our growth. The coached
sessions helped us to
stay focused on the
key issues, rather than
getting dragged into the
detail, and we now have
a clear plan that isn't
overly technical, but
has true scale-ability.
We've identified a cost-
effective framework that
will hopefully allow us
to triple turnover in the
next five years, without
having to re-evaluate
plans at every stage."
DOMINIC LUSARDI,
CO-FOUNDER OF
ANIMMERSION
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SCALEUP PROGRAMMES
CAN DO Scale is working to create an environment in which ambitious
entrepreneurs have the skills and connections to grow to scale and are
provided with appropriate levels of support and challenge from the
ecosystem. Collaboration between public and private sectors is a priority
and a major focus is on scaling businesses' leadership teams.
Important initiatives include Strathclyde Business School's Growth Advantage
Programme, the ScaleUp Scotland leadership programme and the 'Scale' summer
school run by SE, HIE and the Scottish Funding Council as well as a range of executive
education designed to meet the needs of scaling companies.
SE and HIE as the Scottish Government's economic development agencies
continue to enhance their assistance to companies through programmes such as the
Entrepreneurship Development Programme with MIT. SE and HIE directly deliver a
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
In Scotland, there is now a clear recognition among the key
players across the public and the private sectors that scaleups
are critically important to Scotland's economic future. This
consensus has been brought together under the banner of the
CAN DO Scale Movement. It includes the Scottish Government
and its economic agencies, banks and investors, business
schools, advisory community and other entrepreneurial support
organisations.
Background
ONS data for 2016 shows that there are 2,425 scaleups in Scotland: 910 are classified as
scaleups due to rapid growth in their employees, 1,940 are classified as scaleups due to rapid
growth in their turnover and 425 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 4.04 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
Entrepreneurial Scotland, Scottish Enterprise (SE) and Highlands and Islands Enterprise (HIE) have
established a Scaling Ecosystem group. This brings together private sector intermediaries to discuss the
scaleup landscape, increase awareness of support and ensure a smooth referral mechanism in order to
increase the number of scaleups engaged across the system.
This group was instrumental in hosting Scotland's First Scaleup Summit in November 2017 which
attracted over 140 attendees from businesses, professional advisers and investors as well the Scotland
CAN DO Scale partners.
SCOTLAND EXEMPLAR
CAN DO SCALE: COMBINING SCALEUP FORCES PUBLIC AND PRIVATE
SECTOR PARTNERS COLLABORATE TO BRING BENEFITS TO SCALEUPS
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Impact and results so far
SE's Start2Scale service currently works with 180 companies but has ambition to grow this to 250
during 2018/19. SE is in the processing of building up its existing team of 17 Account Managers to 21.
Between June 2014 and March 2017 SE's portfolio of scaling companies (10m+) has grown
from 17 to 60 and by end of 2018/19 aims to reach 100.

130 companies are currently in the scaling pipeline.
Lessons learned
Businesses continue to request stronger support on accelerating international sales, talent attraction
and development, and raising ambition of scaleups in relation to their investment needs. The enterprise
agencies are focused on tailoring support to meet these needs.
Future plans
SE has an ambition to increase the portfolio of the Start2Scale service from 180 to 250 and
specifically grow the number of scaling companies from 60 to 100 during 2018/19. Work will
continue to develop the service so that the customer journey is integrated and seamless.
Scotland CAN DO Scale is continuing to work on widening the involvement of stakeholders
to include banks and the advisory community and developing a communications plan to boost
engagement and raise the profile of scaleup companies. Key groups have been working on aligning
the leadership/executive education provision and establishing consistent measurement criteria as
well as consistent communications.
Piloting additional scaling services to help accelerate growth the London Stock Exchange ELITE
programme is building a Scottish cohort.
Participating in the HMRC data pilot to identify scaleups not already engaged with the
enterprise agencies.
variety of services and programmes to over 2,500 companies through a comprehensive
account management service that provides strategic engagement and access to a wide
range of specialists, products and services.
Businesses receive support to access talent, infrastructure and investment as well
opportunities to develop their leadership capacity and develop new international
markets. This support is provided directly and through collaboration with private
partners. This one-to-one service is underpinned by access to themed networking
events, masterclasses, coaching programmes and tailored learning journeys. These are
delivered in a way that encourages peer-to-peer support with the sharing of challenges,
experiences and learning.
Lack of capacity and experience in the senior leadership team can hold back the speed
of growth of a business and SE responds to this gap with the scaling executive education
programme. These programmes are delivered by world-renowned business schools held
at Strategic Retreats. Targeted at scaling companies with 10m+ turnover, these retreats
often result in positive behavioural change and improved strategic thinking. There are also
opportunities for pipeline scaling companies to attend providing valuable peer-to-peer
networking opportunities and access to best practice academic thinking and toolkits.
Scaleups also receive help in accessing international markets through Scottish
Development International and guidance on accessing and raising the right finance
through Scottish Investment Bank to support growth. In particular, scaleups within the
Start2Scale service are projecting around 175m of investment will be required over the
next 12-24 months to help achieve their growth ambitions.
2018 saw the establishment of a new ScaleUp Scotland programme delivered by
Entrepreneurial Scotland in partnership with The Hunter Foundation and Scottish
Government. The first cohort comprises the leaders of 19 businesses who meet every
6 weeks for a day and a half with established entrepreneurs, content experts and most
importantly each other.
SECTION TITLE
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CHAPTER THREE
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Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
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Scaleups per 100k, 201638.96
1 8.62
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Scaleups by Density: Needs improvement
The vertical axis of this matrix shows where local authorities located in Scotland stand compared to
the rest of the UK: 22 of the 32 local authorities1 have a below median density of scaleups measured
by employment growth and 23 of the 32 local authorities2 have a below median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Moderate
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 17 of the 32 local authorities3 are above the median in terms
of improving the density of scaleups by employment in their community and 17 of the 32 local
authorities4 are below the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Scotland.
Local Authorities located within the Scotland LEP have a moderate-low density of
scaleups, and the trend between 2013 and 2016 reveals that some of the local authorities
showed a below median change in the number of scaleup businesses, while others showed
an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Angus, Argyll & Bute, Dumfries & Galloway,
East Ayrshire, East Dunbartonshire, East
Lothian, East Renfrewshire, Eilean Siar,
Falkirk, Fife, Inverclyde, Moray, North
Ayrshire, North Lanarkshire, Orkney
Islands, Perth & Kinross, Renfrewshire,
Scottish Borders The, South Ayrshire, South
Lanarkshire, Stirling, West Dunbartonshire.
2 Aberdeenshire, Angus, Clackmannanshire,
Dumfries & Galloway, Dundee City, East
Ayrshire, East Dunbartonshire, East Lothian,
East Renfrewshire, Falkirk, Fife, Highland,
Inverclyde, Moray, North Ayrshire, North
Lanarkshire, Perth & Kinross, Renfrewshire,
Scottish Borders The, South Ayrshire, South
Lanarkshire, West Dunbartonshire, West
Lothian.
3 Argyll & Bute, Dumfries & Galloway, Dundee
City, East Ayrshire, East Lothian, East
Renfrewshire, Edinburgh , Fife, Glasgow
City, Highland, Inverclyde, Midlothian, North
Ayrshire, North Lanarkshire, Perth & Kinross,
Renfrewshire, West Lothian.
4 Aberdeen City, Aberdeenshire, Angus,
Dundee City, East Ayrshire, East
Dunbartonshire, Eilean Siar, Fife, Highland,
Moray, North Lanarkshire, Renfrewshire,
Scottish Borders The, Shetland Islands,
South Ayrshire, West Dunbartonshire, West
Lothian.
175
SECTION TITLE
"Growing businesses
that are successful don't
have time to sort out
a lot of pressures and
it's good to talk. It's
been a hand-holding
operation; it's lonely at
the top and to be put in
touch with other people
who are at the top of
their businesses is a
good support."
DOMINIC LEWIS-
BARCLAY, MD,
WENTWORTH
WOODEN PUZZLES LTD
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Swindon and Wiltshire LEP is continuing to emphasise scaling
businesses as an important cohort to strengthen the local
economy. The LEP works in partnership with Inspire a local
Chamber of Commerce organisation to provide intensive
support to scaleups, creating a 3-5 year strategy for growth
through the Inspire Elite Programme. Inspire has now launched a
similar programme in the Bristol area.
Background
ONS data for 2016 shows that there are 335 scaleups in the Swindon and Wiltshire LEP: 135 are
classified as scaleups due to rapid growth in their employees, 280 are classified as scaleups due
to rapid growth in their turnover and 80 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 2.84 per 100,000 of population per year, which is below the median of +3.56
per 100,000 of population.
Inspire Elite has now been delivering intensive support over the past two years to more than 135 businesses.
It is a model based on one-to-one support, peer-to-peer networks and a strong ecosystem involving a
carefully selected but wide-ranging group of more than 60 partner organisations.
Inspire has invested in ongoing training and development for the client-facing team to ensure strong
in-house diagnostic skills and to create a highly professional and proactive culture. The Account Manager
continues to play a key role in the programme.
SWINDON AND WILTSHIRE EXEMPLAR
THE INSPIRE ELITE PROGRAMME, PEER-TO-PEER NETWORKS AND EFFECTIVE
ACCOUNT MANAGEMENT
SCALEUP PROGRAMMES
The Inspire Elite Programme continues to focus on a combination
of peer-to-peer networking now involving 150 businesses and
education, intensive support through workshops, one-to-one advice
and senior management team mentoring and a signposting service
to all publicly funded programmes and commercial expertise. Inspire
Elite is working to help scaleups overcome the key challenges by
providing an in-house recruitment service to members including
supporting interviews if required, and guidance on developing a
successful distribution strategy.
Inspire has also partnered with Goldman Sachs to introduce members to the 10,000
Small Businesses UK programme. Around one third of members have now been through
this programme. Further leadership programmes are provided through the University of
West of England, Weston College and other commercial training and coaching providers
to build an offer which can be bespoke to a member's needs and requirements.
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"What we've done is put
together a business plan
with business objectives
which we hadn't really
been doing before. It's
given us structure."
JACKIE PARKER, BM,
BOA OCCUPATIONAL
HEALTH SERVICES
Impact and results so far
The number of businesses supported by Inspire Elite has increased by 47 over the past year, a total of
130 of Elite participants are pursuing a growth strategy and there are 54 alumni of the Goldman Sachs
10,000 Small Businesses UK programme.
Inspire Elite has made 577 referrals: 36% to public sector bodies and 64% to private sector
Lessons learned

Inspire Elite has learned that the real needs of ambitious business owners go beyond the scope
provided within the current support landscape. As a result Inspire Elite has created a trusted
ecosystem for strategy development/implementation with quarterly development meetings,
peer-to-peer knowledge sharing and education which is available to growing businesses in the
long term.

It is hard to keep finding subjects which are relevant for all members so now the programme is
now divided into three streams to allow selection of relevant topics by attendees.
Different skill sets are required for recruiting new members to the group and providing ongoing
support. Inspire Elite now has a team of Client Relationship Managers providing ongoing support
and a separate team of "recruiters".
Future plans
Inspire Elite has now established in Bristol and recently recruited an Account Manager to lead work
with scaleups in the area. The plan is to launch the programme in Heart of the South West LEP
(covering Plymouth, Exeter and Taunton) in 2019.
It has partnership arrangements with mainstream banks and other financial institutions,
referring members to the most appropriate source of funding and with the Enterprise
Network to help businesses find suitable accommodation across the county.
A key element of the programme is an opportunity to help scaling businesses develop
clear business strategies for growth. Businesses are offered guidance on developing a
strategy, often followed by workshops with the whole management team. Inspire Elite
has found businesses are keen to be pushed into action on delivering their strategy, so
has instituted a regular progress call with the dedicated account managers.
Inspire has invested in ongoing training and
development for its client-facing team to ensure
strong in-house diagnostic skills and to create a
highly professional and proactive culture.
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SECTION TITLE
Scaleups by Density: Moderate
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to the
rest of the UK: Wiltshire has an above median density of scaleups measured by employment growth
and by turnover growth, with Swindon below the median on both measures.
Scaleup Trends over time: Moderate
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: Wiltshire is above the median in terms of improving the
density of scaleups by employment and also by turnover, Swindon however is below the median for
employment and turnover scaleups.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Swindon and Wiltshire.
Local Authorities located within the Swindon and Wiltshire LEP have a moderate
density of scaleups, and the trend between 2013 and 2016 reveals that one of the local
authorities showed a below median change in the number of scaleup businesses, while the
other showed an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
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179
SCALEUP PROGRAMMES
An account management service connects potential and existing
scaleups to relevant and specialist services. As is the long-established
norm for an economy such as TVB, the ScaleUp Berkshire
Programme brokers the support for scaleups rather than deliver it
directly. A ScaleUp Berkshire Advisory Group comprising the LEP,
Business Growth Hub, Henley Business School, Biz United and
business leaders from the sub-region will guide the programme and
review sustainability over time in order to make recommendations to
the LEP.
"The importance of
supporting our mid-
sized companies, many
of whom are scale-ups
at the core of the UK
economy, is becoming
better understood.
The much needed
support network and
infrastructure that
is being launched in
Berkshire will shorten
the learning curve for
these aspiring high
growth companies."
CHRIS DODSON,
CHAIRMAN BUSINESS
UNITED, MORTIMER
TECHNOLOGY
GROUP AND SCALEUP
BERKSHIRE ADVISORY
GROUP
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
Thames Valley Berkshire (TVB) LEP used a year-long project
including one-to-one interviews with a range of scaleups
to review the specific needs of high-growth businesses in
its area. The findings were mapped against existing support
to identify gaps in the Berkshire scaleup ecosystem and in
September 2018 ScaleUp Berkshire was launched to close
those gaps. Managed through the Berkshire Business Growth
Hub, the programme which is aimed at ambitious businesses
with a turnover greater than 1m. It brings together a range
of dedicated scaleup offerings into a single, clear and highly
visible service. This includes private and public providers,
for example the Berkshire Business Growth Hub, Funding
Escalator and Henley Business School.
Background
ONS data for 2016 shows that there are 580 scaleups in the Thames Valley Berkshire LEP: 250
are classified as scaleups due to rapid growth in their employees, 460 are classified as scaleups
due to rapid growth in their turnover and 130 are scaleups that are increasing both employment
and turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 3.15 per 100,000 of population per year, which is below the median of +3.56 per
100,000 of population.
Following participation in the Driving Economic Growth course TVB LEP and partners wanted to do
more to improve the entrepreneurial ecosystem. The chosen approach is to help scaling businesses
achieve their full growth potential by bringing visibility and connectivity to scaleup activity and business
support available in Berkshire.
THAMES VALLEY BERKSHIRE EXEMPLAR
SCALEUP BERKSHIRE
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"The ScaleUp
Berkshire programme
aims to help the local
scaleup community
grow by enabling
scaleups to access
specialist services,
share knowledge
between peers,
connect with partners
and source funding."
JUREK SIKORSKI,
EXECUTIVE
DIRECTOR OF
HENLEY CENTRE FOR
ENTREPRENEURSHIP
AND SCALEUP
BERKSHIRE ADVISORY
GROUP MEMBER
"This programme is
aimed at providing
practical help and
introductions to scaleup
leadership teams. I wish
it had been there when
Fairsail was scaling up."
ADAM HALE,
CHAIRMAN OF
DEVOPSGROUP, BOARD
MEMBER TECH NATION,
FORMER CEO FAIRSAIL
AND MEMBER, SCALEUP
BERKSHIRE ADVISORY
GROUP
Impact and results so far [or expected]
Early indications since launch are that there is high demand for the service and several cohorts now
building which we will highlight in 2019.
Lessons learned
Working closely with scaleup businesses has enabled TVB to fill gaps in the current provision of advice
and support.
The LEP will continue to maintain this map of live scaleup support in Berkshire.
Future plans
The ScaleUp Berkshire programme will be rolled out over 2018-2020 with plans to recruit and account
manage a minimum of 25 existing and potential Berkshire scaleups per year.
The Advisory Group will review sustainability over time and make recommendations to the LEP so that
the programme has longevity beyond the initial 2-year period of BEIS funding.
TVB LEP has used its database of existing and potential scaleup companies, developed
via a variety of sources, to identify around 185 potential participant businesses to be
targeted for the programme. In addition, via an HMRC pilot exercise, the LEP is
targeting a further cohort of businesses that have scaled in the past 3 years.
The new fully-funded programme:
pinpoints the scaleup services and support available locally and nationally and
connects businesses to relevant support to help them grow faster.
Provides one-to-one account management support to help businesses develop
their strategy.
Connects businesses to tools to implement and monitor their business strategy.
Introduces businesses to other local scaleup leaders to share ideas, learn what works and
build mutually beneficial relationships.
A new micro-site includes links to core offers from ScaleUp Berkshire consortium partners,
a list of relevant events as well as case studies to inspire businesses to scale and grow.
Skills agenda
TVB has worked with Founders4Schools (F4S) through the Careers & Enterprise
Company to connect schools and colleges with businesses in the local area. Around
400 local business leaders are now listed on the F4S website and 55 business leaders
have volunteered 446 hours of their time to visit classrooms or to host work experience
placements in Thames Valley Berkshire.
Twelve Thames Valley Berkshire schools have used the service and there have been
9,150 student encounters with F4S' volunteers.
SECTION TITLE
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CHAPTER THREE
ScaleUp Berkshire brings together a range of
dedicated scaleup offerings into a single, clear and
highly visible service.
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Scaleups by Density: Excellent
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: 5 of the 6 local authorities 1 have an above median density of scaleups measured
by employment growth and 5 of the 6 local authorities2 have an above median density of scaleups
measured by turnover growth.
Scaleup Trends over time: Good
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: 3 of the 6 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and 4 of the 6 local authorities4
are above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges for Thames Valley Berkshire LEP.
Local Authorities located within the TVB LEP have an excellent density of scaleups, and
furthermore the trend between 2013 and 2016 reveals that few of the local authorities
showed a decrease in the number of scaleup businesses, while most showed an increase in
scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Reading, Slough, West Berkshire, Windsor
and Maidenhead, Wokingham.
2 Reading, Slough, West Berkshire, Windsor
and Maidenhead, Wokingham.
3 Slough, West Berkshire, Windsor and
Maidenhead.
4 Reading, West Berkshire, Windsor and
Maidenhead, Wokingham.
181
"Working with the
Scaleup Enabler
allowed us to unlock
new relationships and
increase awareness
and applications."
JONATHAN HOLLIS,
COMMERCIAL
INNOVATION, PWC
PARTICIPATING
SECTORS
Working with a diverse
range of sectors including:
The West of England has taken the initiative in creating a
Scaleup Enabler role to bring together the region's vibrant and
diverse ecosystem to increase the opportunities for scaleups. The
role piloted for a year has now been made permanent and
the continuing priority is to drive investment, inspiration and
invigoration of the scaleup ecosystem.
Background
ONS data for 2016 shows that there are 715 scaleups in the West of England LEP: 295 are
classified as scaleups due to rapid growth in their employees, 605 are classified as scaleups due
to rapid growth in their turnover and 185 are scaleups that are increasing both employment and
turnover simultaneously.
The ONS data reflects that across the four-year period from 2013 to 2016 the density of scaleups
has increased by 5.97 per 100,000 of population per year, which is above the median of +3.56
per 100,000 of population.
Participants from the West of England attended the DEG course in 2016 using learnings as a catalyst
for action in the local area. A diverse ecosystem exists in the LEP and following a review of the region's
needs a strategic decision was taken to 'enable' the potential of the scaleup ecosystem rather than
create and deliver a new programme.
The appointment of the "Scaleup Enabler" working jointly between Engine Shed and the LEP
has driven increased interest in this significant group of businesses and helped to ensure that the
support provided by the public and private sectors responds directly to the challenges that growing
companies face.
WEST OF ENGLAND EXEMPLAR
CONVENING THE REGION'S SCALEUP ECOSYSTEM
SCALEUP PROGRAMMES
A number of programmes operate in the LEP, including the locally
delivered: Business West Scale-up Hub; Innovation for Growth; PwC
SCALE; SETsquared Scale-up Programme; Entrepreneurial Spark
SCALE; Inspire Elite; Innovate2Succeed; and, Scaleup 4 Growth
(launches Nov 2018).
Additionally national programmes also provide services to local scaleups including:
Barclays Scale-up Programme; Cranfield's Business Growth Programme; Goldman
Sachs 10,000 Small Businesses UK; London Stock Exchange ELITE; Oracle Scaleup
Ecosystem; and, TechCity UpScale.
These have all been mapped on a Scaleup Generator. 1
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"The availability of
scaleup space has
changed significantly
over the last 12 months.
The Scaleup Enabler's
proactive approach has
helped move this issue
up the regional agenda,
as a result we have now
developed the range
of available options to
ensure that the regions
scaleups are not limited
by available space."
ELAINE MCKECHNIE,
CENTRE DIRECTOR,
FUTURE SPACE, UWE
NORTHGATE
Impact and results so far
Over 700 scaleup businesses have been identified and 53 scaleup meetings held to explore the
challenges such companies face. More than 30 applications have been received to join the Bristol
Angel Hub, a community of investors committed to sharing good practice and invigorating the local
investment ecosystem. Working with the community, the number of data points on the Scaleup
Generator has quadrupled and functionality is growing.
Lessons learned
Being an honest broker, without institutional impediments or objectives has supported the
developments in the West of England.
Developing and building earned trust; creating an environment of collaboration where actions are
pursued quickly and risk taking is encouraged are all elements of the approach of the Scaleup Enabler
and Engine Shed.
The Scaleup Enabler:
In the first year in post the Scaleup Enabler focused on three themes repeatedly raised
by scaleup founders in the West of England: the lack of grow-on space in the region,
the disproportionate amount of time spent courting potential investors and the need to
build leadership capability and capacity.
In response to these challenges, the Scaleup Enabler delivered a variety of peer events
and contributed to programme design and creation as well as promoting the needs of
scaleups through blog posts and articles.
Three key developments in 2018 are:
Scaleup Generator an ecosystem support map which identifies over 400
organisations, programmes and services. The information is organised according to
the challenges reported by scaleup founders and can be accessed online.
Scaleup Company Map highlighting over 800 scaling businesses both those that
are scaleups and those that are on the journey "aspiring."
Work to improve understanding across public and private sectors of what a scaleup
is, the exact nature of the challenges that they face and the gaps in support.
This work was not intended to deliver a programme or service in itself, but to act as
a catalyst to help others deliver the services needed by the scaleup community. For
example, in part due to the Scaleup Enabler's work in amplifying the 'space' constraints,
three new multi-occupancy spaces have come onto the market in Bristol to meet the
infrastructure challenge.
The appointment of a Scaleup Enabler has driven
increased interest in scaleups and helped to ensure
that the support provided responds directly to the
challenges that growing companies face.
183
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SECTION TITLE
Future plans
West of England have made a number of commitments to respond to the challenges identified by
scaleups in the region:
To invigorate the investment ecosystem in the region and improve access to finance the LEP
will continue to run a Quarterly Investment Briefing bringing investors together and facilitate the
Investor In Residence service at Engine Shed.
To inspire founders and aspiring scaleups through briefing events and a growing bank of case
studies and supporting peer-to-peer networks.
To invigorate and build the profile of the region as a home for successful scaleup companies the
LEP will share resources, data and maps to while gathering intelligence to minimise duplication
and maximise collaboration; support will be made more accessible.
The British Business Bank will bring new support to the West of England through the recruitment of a
regional team.
CHAPTER THREE
THE L CAL SCALEUP ECOSYSTEM
-1 0
-5
0
5
1 0
1 5
Cha ng e in Sca leups per 1 00k popula t ion per a nnum 201 3-1 6
-50
-25
0
25
50
7 5
1 00
Scaleups per 100k, 201638.96
1 8.62
3.59
0.22
Scaleups by Density: Excellent
The vertical axis of this matrix shows where local authorities located in this LEP stand compared to
the rest of the UK: all 4 local authorities1 have an above median density of scaleups measured by
employment growth and all 4 local authorities2 have an above median density of scaleups measured by
turnover growth.
Scaleup Trends over time: Excellent
The horizontal axis of this matrix shows whether the density of scaleups has increased or decreased
over time relative to the rest of the UK: all 4 local authorities3 are above the median in terms of
improving the density of scaleups by employment in their community and all 4 local authorities4 are
above the median for scaleups by turnover.
The ScaleUp Institute will continue to monitor this closely in the coming years to track whether the
initiatives described above move the dial in the right direction for increasing the density of scaleups.
For the detailed analysis behind this please refer to www.scaleupinstitute.org.uk
Scaleups per 100k, 2016Change in ScaleUps per 100k population per annum 2013-16
LONGITUDINAL ANALYSIS
According to ScaleUp Institute analysis of data received
directly from ONS for years 2013-2016, the following
picture emerges on the West of England LEP.
Local Authorities located within the West of England LEP have an excellent density of
scaleups, and furthermore the trend between 2013 and 2016 reveals that none of the
local authorities showed a below median change in the number of scaleup businesses,
while all showed an above median increase in scaleup density.
Data used on this page is taken from the IDBR 2013-2015. The confidentiality of all data held on the IDBR is protected by the National Statistics
Code of Practice and associated Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent
disclosure. Differences may exist in totals across tables due to disclosure methods used.
Turnover
Employment growth
KEY
FOOTNOTES
1 Bath and North East Somerset, Bristol, North
Somerset, South Gloucestershire.
2 Bath and North East Somerset, Bristol,
North Somerset, South Gloucestershire.
3 Bath and North East Somerset, Bristol,
North Somerset, South Gloucestershire.
4 Bath and North East Somerset, Bristol,
North Somerset, South Gloucestershire.
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Key learnings from universities
and business schools
ScaleUp InsightsThe role
It is evident that as "anchor institutions,"
universities and business schools can help scaleups
address many of their barriers to growth.
As deliverers of education, their students also
represent an important pipeline for talent for
scaleups. "Universities can connect into the
local scaleup ecosystem by ensuring students
get exposure to local scaleup companies through
curricular and extra-curricular activities, such
as internships, live projects, guest speaking and
mentoring," says Fiona Whitehurst.
"A great role that business schools can play is
connecting ambitious, confident entrepreneurs
to talented individuals," says Eleanor Shaw.
"We can help plug the skills gaps that prevent
them from realising their scaling ambitions. And
that's not just our student population, it is about
connecting them across the ecosystem."
They provide leadership programmes for
scaleups, both as partners of national
programmes and as providers of their own
courses.
Their academics provide expertise and
specialist knowledge and can engage and
include scaleup businesses in research projects
and knowledge exchange initiatives. Campus
facilities can be made available, such as
incubation space, specialist equipment and
laboratories. "Universities are in a great position
to support businesses as they contain experts
in almost every facet of education, not just
the management and administration side of
business, but often the technical expertise in key
departments as well," says Sarah Underwood.
As permanent features on the local landscape,
these institutions also offer stability.
"Universities do not come and go with a change
in government," says Sarah Underwood.
This means that they have relationships with
many other partners all of whom have a
role in fostering the local scaleup ecosystem
and can forge relationships across a wide
range of players. "The beauty of the role of
the business school is its neutrality," notes
Stephanie Hussels. "Business schools are honest
brokers. They are trusted brands delivering
trusted programmes and they are not going
anywhere," says Mark Hart.
They are also a source of many potential
scaleups, both through the formation and
growth of student enterprises and from spin-
outs led by faculty members. "In a world where
everything is online, it's important to have
physical spaces where interaction can happen,"
says Peter Tufano.
One "major game changer" has been the
establishment of the kitemark Small Business
Charter (SBC), says Mark Hart. To achieve an
SBC award, business schools undergo a rigorous
assessment to determine the effectiveness
of their business support, entrepreneurship
CONTRIBUTORS:
Dr Fiona Whitehurst,
Newcastle University
Business School
Professor Mark Hart,
Aston Business School
Peter Tufano,
Dean, Sad Business
School
Professor Sarah
Underwood,
Leeds University
Business School
Dr Stephanie Hussels,
Cranfield School of
Management
Professor
Eleanor Shaw,
Strathclyde Business
School
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THE LOCAL SCALEUP ECOSYSTEM
CHAPTER THREE
Business schools are honest brokers. They are
trusted brands delivering trusted programmes
and they are not going anywhere
education and engagement with their local economy.
The first set of accreditations were issued in 2014 and
there are now 35 SBC-accredited business schools
across the UK which have directly supported more
than 18,750 small businesses. According to the SBC's
2018 Impact Statement, a principal benefit of the
award for business schools is that it "acts as a catalyst
for collaboration with other stakeholders within the
business support ecosystem."
The engagement
There is no single route map for these institutions in
the way in which they engage with, and foster, their
local ecosystems but the number of initiatives has
increased in 2018.
This year, Manchester University's Alliance
Manchester Business School has launched the
Scale Up Forum to provide a peer-to-peer network
for scaling businesses to explore shared challenges
and how different scaleup leaders overcome them.
Teesside University has launched LEAP 50, a
programme delivered by the University and the Tees
Valley Combined Authority, to help at least 50 Tees
Valley companies in their scaling journey. Liverpool
John Moores University Liverpool Business School has
designed and launched an MBA Scale-Ups Masters
level degree apprenticeship in conjunction with the
Chartered Management Institute to help businesses
to achieve growth. Aston Business School is a strategic
partner with the Greater Birmingham & Solihull LEP
working with its Growth Hub to deliver a range of
scaleup services.
For the Sad Business School, a primary mode of
engagement with scaleups is through the Goldman
Sachs 10,000 Small Businesses UK programme, in
which it is a principal academic partner. "It is the best
way for us to focus our resources on some of the best
ventures in the country," says Peter Tufano. "We can
work with them to develop their skills so that they can
move to the next level."
"We look to help businesses at every stage of their
growth," says Mark Hart of Aston. The school is a
strategic partner in the local Growth Hub and runs
its own programme for small business growth as
well as Goldman Sachs 10,000 Small Businesses UK.
"We know what connections are needed and can
demonstrate that we are part of the wider ecosystem.
We pay very serious attention to this."
"Entrepreneurship and innovation is a core priority
for the university," says Strathclyde's Eleanor Shaw.
"It is not restricted to the business school. When an
entrepreneur comes onto the Growth Advantage
Programme they don't just engage with the business
school. That might be their opening into the university
but we work with them to facilitate introductions to
the wider innovation and entrepreneurship ecosystem
at Strathclyde."
The challenges
Getting scaleups to engage with universities remains a
challenge, believes Sarah Underwood of Leeds. "This is
partly because there is confusion or misunderstanding
about what universities can, or will, do to help.
Universities can, and should, do more to get out
beyond the limits of the campus and find ways to
better interact with the business community."
Perceptions can be changed by working with
trusted parties to help convince entrepreneurs
that universities are open places that they come
to, says Strathclyde's Eleanor Shaw. For example,
Strathclyde Business School has an 'open door'
policy which welcomes key partners onto campus
including CBI Scotland, the ScaleUp Institute,
Founders4Schools and the Scottish Chamber of
Commerce. With a growing programme of events and
now being in the fourth year of running its Growth
Advantage Programme, she believes that Strathclyde's
connectivity is developing at pace. "We are getting
real traction with this but it has not happened
overnight."
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"We need to do more to identify champions who
can catalyse students and staff to engage with the
scaleup agenda," says Newcastle's Fiona Whitehurst,
"and we need to work with partners in our case
the Entrepreneurs' Forum and North East LEP
to highlight the potential for engagement with
universities."
Awareness remains a challenge. "There is still plenty of
ignorance about what courses are available and about
how this can help them," says Stephanie Hussels. "I
am always amazed at this."
For many scaleups, it is simply a matter of committing
the time and/or the budget. "It is tough to ask business
owners to commit 100 hours in a year," notes Aston's
Mark Hart. "Businesses can see the value once they
have been on the courses but baulk at the upfront
commitment of time and money."

The future
"Doors are starting to open for scaleup businesses
to access courses, advice and networks that can
be instrumental in helping them to grow," says
Sarah Underwood. Leeds University is currently
implementing a number of physical developments on
its campus and developing new educational courses for
scaleups.
"We want to make it easy for the external community
to engage with us," says Eleanor Shaw. Strathclyde
Business School has joined with Glasgow City Council
to develop a growth programme Innovation GAP
for companies on the council's Tontine business
accelerator. With a physical location in Glasgow
city centre, Tontine and Strathclyde will work
closely together, with other key partners in Glasgow
City Innovation District to help innovation-driven
enterprises grow to scale.
Others are expanding their reach. "Cranfield has
had a thriving entrepreneurial ecosystem for many
years," says Stephanie Hussels. "We are now looking
to replicate this more widely in the region; we are
engaging more with incubators in places such as
Milton Keynes and Bedford." In December, Barclays
Eagle Labs will open its first campus site at Cranfield.
Universities and business schools recognise that
working with scaleups should not be a one-off
intervention. For example, companies are returning to
the Cranfield Business Growth Programme to prepare
themselves for a new phase of growth.
THE LOCAL SCALEUP ECOSYSTEM
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Chapter Four
Shaping policy to foster UK scaleups:
Breaking down barriers
Shaping policy to
foster UK scaleups

The UK scaleup policy landscape has continued to evolve
across 2018 with further impetus from the private,
education and public sectors to address the scaleup gap.
The value that scaling businesses bring to all parts of
the UK and to local economies is broadly recognised.
Scaleup needs are becoming embedded into local
economic strategies and solutions. Now, we must
monitor results, to ensure good intent leads to impactful
outcomes and that no community is left behind.
For the ScaleUp Institute, 2018 has been a year of building upon the good work already
underway to ensure policy intent is translated into effective outcomes. We continue
to advance a national scaleup action plan through education and significant local
engagement, monitoring what exists and sharing insights on impactful actions around the
country to ensure we have a joined up ecosystem for addressing the barriers to scaling up.
An effective segmentation of the UK business population, and a client-centric approach
to solutions for scaling firms, must be at the heart of ongoing policy intervention and
developments.
We have consistently emphasised the need to address scaleup leadership capacity
through peer-to-peer networks and effective mentoring, as well as recommended specific
interventions to break down barriers facing scaleups in relation to talent, procurement,
exports and innovation, finance and infrastructure.
As we reflect on taking action to close these scaleup gaps, we can see progress on many
of our past recommendations, notably in leadership, finance and local policy alignment
towards scaling businesses. However, there remains a long way to go as regards closing
down the UK's scaleup talent and market access gaps; the latter of which is rising in
criticality.
The 2018 Policy Milestones
In 2018 we recognise that there have been some key scaleup policy milestones reached
(outlined overleaf) which have been borne out of the evidence and learnings the ScaleUp
Institute has fostered over recent years and from our work with the Scaleup Taskforce.
It is clear that we are on a journey which is gaining momentum, but we have not yet
reached the finish line in the scaleup race the execution of these policy initiatives now
needs to translate to meaningful scaleup outcomes. As we assess where we are it remains
clear that:
CHAPTER FOUR
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We are far from solving the talent shortage which affects scaleup businesses. We must
work closely with schools, universities and business schools to close the talent gap and
develop a fast track 'scaleup visa' process to enable our scaling businesses, who are major
innovators and exporters, to access the talent they need to fuel their growth.
While an Export Strategy has been launched, which is welcomed, the delivery of the new,
enhanced International Trade Adviser Service must, at home and abroad, provide the
results to scaleups that they want to see in relation to market opportunities, connection
to buyers, market insights and bespoke trade missions, including replicating what has been
undertaken to great effect with the Mayoral Go to Grow programme in London.
In relation to procurement, the policy announcements in April must translate to better
engagement with, and buying from, scaling business across central Government and every
local area. Procurement champions and meet the buyer events need to connect better
with emerging local scaleup hubs and programmes exemplified in Chapters 2 and 3.
As the leadership announcements within the 2018 Budget move in to implementation, it
should be ensured that the spend in relation to peer networks and mentoring so valued
by scaling businesses and the creation of the Small Business Leadership programme
have suitable allocations towards scaleup companies.
On the finance side, the private and public sector collaboration between British Business
Bank (BBB) and financiers needs to continue at pace to deliver more localised equity, as
well as more patient capital from institutional investors. The awareness of and connection
to growth capital solutions needs to also continue, building on the good work currently
underway in the Finance Hub, launched in June, and the Relationship Manager network at
BBB now under development.
At a place level every local area needs to turn their Strategic Economic Plans into
effective Local Industrial Strategies which place scaleups at their heart. This means making
sure infrastructure is scaleup fit and local programmes and initiatives that address scaleup
barriers are built upon including the championing of scaleups, putting them on the map
and coordinating their relationship in more holistic manner across the public, education
and private sectors. We recognise the strategic alignment to scaleups in the devolved
nations of Scotland and Northern Ireland, and will continue to work with them as they
evolve their scaleup ecosystems.
Underpinning all of this is data and segmentation while encouraging progress
continues to be made with Government, this must move ahead at pace in 2019, with the
introduction of legislation if required, if we are to spot scaleups early and lean in quickly
to these businesses. Evidence shows the timeliness of interventions is crucial if we are to
optimise our scaling businesses greatest potential. It is also essential that we crowd in and
build upon what works, while at the same time closing the gap on any under-served areas.
This work should be collaborative with the private and education sectors.
These policy initiatives, alongside the continuing role of a Ministerial Scaleup Champion,
provide a strong foundation for further progress. We need to continue to make sure that
the UK can rise in the ranks to lead our international peers and make the UK the leading
scaleup nation and counter any Brexit headwinds. Challenges to UK scaleups predate the
current 'Brexit' focus and yet remain. They are within the power of the UK to fix.
In this context the work of the ScaleUp Institute is a critical as ever in guiding our
response to closing the scaleup gap.
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SHAPING POLICY TO FOSTER UK SCALEUPS: BREAKING DOWN BARRIERS
CHAPTER FOUR
An ecosystem fit for scaling and productivity
Productivity is a complex issue. There is no silver bullet. But, key to shifting the dial on UK
productivity, is a sharper, better segmentation of the business landscape and the provision
of bespoke solutions for our most productive scaling firms.
The outcomes of the Productivity Review must build upon what works, and ensure that
places lacking in services, and under-served by current programmes, are better provided for.
As we consider the Comprehensive Spending Review and evolution of the Shared Prosperity
Fund no gaps can be allowed to arise should EU support no longer be accessible.
The Industrial Strategy White Paper, including the
ScaleUp Taskforce, with the ambition of making
the UK the best place to start and grow a business
at its core. This has five foundations, each directly
linked to key scaleup needs and challenges People;
Places; the Business Environment; Innovation, and
Infrastructure. It takes forward many of the prior
recommendations of the ScaleUp Institute and those
of the Scaleup Taskforce.
The Patient Capital Review outlining a suite of
actions to be taken to improve the availability of, and
access to, appropriate finance for scaling businesses.
Implementation is now under way with additional
funding allocated to the British Business Bank who
have also established a network of regional managers;
the launch of British Patient Capital in June 2018;
the development of additional regional funds through
British Business Bank, working with the private
sector; and, the launch of a finance hub (on which
the ScaleUp Institute was a collaboration partner).
Improvements in Public Procurement announced in
April 2018, including expansion of Contracts Finder
to include all contracts above 10,000 and requiring
companies working on large government contracts
to advertise subcontracting opportunities; requiring
prime suppliers to report their spend on government
contracts; and, the appointment of Ministerial
Procurement Champions in every department and
within major Government suppliers.
The new Export Strategy launched in August 2018
placing emphasis on high potential scaleup businesses
as a clear segment, and developing a programme of
active peer networks as well as targeted initiatives for
high potential scaling firms.
Alignment of funding for LEPs/ Growth Hubs to
services for scaling businesses and the creation of
the role of relationship managers to better connect
public and private sector offerings to local scaleups.
This builds on the requirement across England for
every LEP to embed scaleups in their Strategic
Economic Plans and emerging Local Industrial
Strategies.
The Budget 2018 builds upon each of these areas
and has at its heart the importance of ensuring the
UK is the best place in the world to start and scale a
business. The Budget details further actions intended
to increase management capability, smooth access to
apprentices for growing firms, improve firms' access
to finance, and support innovation.
PUBLIC POLICY MILESTONES
The ScaleUp Institute will continue its mission to maintain focus on our ambitious scaling
businesses. Three key principles will remain, guiding our input into and evaluation of policy
interventions:
1. Data and building upon what works: All interventions should be data driven and
measurable. Continued funding to initiatives should only occur where impact can
be evidenced.
2. Segmentation: Businesses are not homogeneous scaling business must be
treated as a separate segment with bespoke solutions.
3. Client centric and local: Scaleups value locally delivered solutions even when
a programme is national. In a growing company, time is a scarce commodity
and community level engagement is essential, alongside active relationship
management.
These principles should be used as a foundation for efforts to overcome the challenges which
scaleups have continually identified to their growth. We will continue to champion them.
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The ScaleUp Institute: Driving the
productivity agenda, local solutions,
and ensuring implementation through
parliamentary engagement
This year ScaleUp Institute has appeared, by invitation,
twice at the House of Lords EU Internal Market Sub
Committee. We were also delighted to host the BEIS
Select Committee, at our offices in the Digital Catapult,
for a session of their Small Business and Productivity
Inquiry.
In each of these we were able to clearly impart our
scaleup imperatives.
Key scaleup messages across each of
these sessions:
The UK's scaleup challenge of being 13th in the world
at growing a business significantly predates Brexit
and the challenges to scaling up continue to persist.
It is in the UK's own gift and hands to fix these
challenges through the national policy agenda and
greater collaboration between the public, private and
education sectors.
We need to harness our resources more effectively
towards scaleup businesses, and double down on
efforts to address their needs in talent, leadership,
market access, finance and infrastructure. Building
on what works and as impact, making sure no
community is left behind.
Now more than ever the UK must 'turbocharge'
engagement with scaleups and the solutions available
to our scaleup 'growth heroes' and make sure we
continue to make strides to close the scaleup gap by:
Identifying scaleup businesses sooner through
effective use of our datasets, specifically harnessing
HMRC data to enable engagement. The progress
being made on this needs to be accelerated, and if
required, legislation should be passed to enable a full
scaleup register to be created.
Ensuring our education sector prioritises engagement
with local scaling businesses, and is able to equip all
students with the skills of today and tomorrow. It is
important to link scaleups, schools and colleges to
the local skills agenda by having scaleup leaders on
the boards of LEPs and education bodies, and skills
and business boards.
Higher Education Institutions should also support
scaleups by ensuring that they can easily access
student projects, research facilities and graduates.
Developing a 'client centric', scaleup Relationship
Management approach to scaleup businesses,
harnessing and aligning resources towards them
in a coordinated manner whether this be in the
private or education sectors, and building upon local
infrastructure and solutions which exist and are
proven to work. This must be rooted in local areas,
but measured to a national standard.
Continuing to align UK export and innovation
strategies towards scaleups and dial up the intensity
of interaction with them. Ensure research and
innovation under UKRI is closely connected to
scaling businesses.
Boosting access to public sector procurement
contracts for scaleup firms; Government should
also encourage OEMs and Tier 1 companies to
seek out innovative scaleup firms as part of larger
opportunities.
Continuing to implement the Patient Capital
Review recommendations, and make steps to unlock
institutional investment, alongside wider progress to
tackle regional disparities.
SELECT COMMITTEE ENGAGEMENT
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Scaleup Taskforce
Sahar Hashemi
Every three months since March 2017, the Scaleup Taskforce has come together
to support and push for the development of policies that will foster growth and
productivity in the UK economy. Our members come from global financial
institutions such as the London Stock Exchange, banks and private equity
houses, entrepreneurs, academics and LEPs. The Scaleup Taskforce doesn't
only comprise a brilliant breadth of institutions, it is also a group of passionate,
highly informed individuals who can provide government with a unique
perspective on the growth challenges facing the UK.
When I was first invited to co-chair the Scaleup
Taskforce, I was particularly struck by one statistic:
that the UK ranked third in the OECD for startups
but 13th for scaleups.
Yet our 35,000 scaleups are the gems in our
economy. They are amazing businesses that should be
celebrated and supported for their huge contribution
to creating wealth and jobs, both locally and nationally.
We are getting better at identifying scaleups. This
is one issue which we are very focused on. A great
amount of work has already been conducted by
HMRC on VAT and NI records to identify and
understand better the patterns of scaling businesses in
the UK. This is essential scaleups can't be provided
with the support that they need unless we know who
they are.
This is not just a question of data science; local teams
need to be able to use these insights to spot scaleups
and companies aspiring to scale. It will be crucial
part of the ongoing work of the Scaleup Taskforce
to ensure that the use of this data can continue to
highlight and better target interventions to businesses
as they scale.
Support for scaleups has to be targeted. A general,
broad-brush approach that tries to help all small
businesses does not yield results. There is a real power
that comes from focusing on scaleups and helping
them get to the top. This is not just about helping
young companies to grow exponentially. Scaleups are
found in all sectors and are of all ages. To continue
their growth, they may need to increase their exports,
win more contracts, develop succession plans, or hire
the right people. That means providing them with the
ScaleUp Insights
1 Supported by Goldman Sachs 10,000 Small Businesses UK,
Innovate UK and in 2018, the British Business Bank.
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There is a real power that comes from focusing on
scaleups and helping them get to the top
right tools and a great level of service. Get this right,
and we will create a climate of aspiration one where
more companies aspire to scale.
The delivery of targeted help to scaleups is an
attainable goal that will deliver fast, fruitful results
to the UK economy. These are businesses who are
already on their way and who just need tiny nudges to
achieve their full potential. The dividend of enabling
scaleups is evident; a one per cent increase in their
number creates a hugely disproportionate yield.
Delivering a consistent, high quality service for
scaleups across the country is achievable so long as
it is carried out at a local level to provide ownership
and focus. The LEP and regional structures do help to
make this manageable there are, several hundred
scaleups per local area. It's great to see how far some
local areas have already gone in their provision of
scaleup support. The work that the ScaleUp Institute
has done through the Driving Economic Growth
(DEG)course1, enabling local areas and Growth Hubs
to share and learn the latest thinking about scaleups,
has been exciting to see.
When I first started out in business, the label of
entrepreneur was attached to just one or two people
such as Richard Branson and Anita Roddick. Now, the
idea that we are a nation of entrepreneurs has taken
hold and many people call themselves entrepreneurs.
The same needs to happen with scaleups. As 2019 is
the year in which we can start Scaleup Week, we are
creating that momentum.
Accessing up to date data remains the single most important item on the ScaleUp Institute's
agenda. This means being able to enquire on a company's scaleup status against the most
recent data held within Government, namely at HMRC.
In 2018, we have been encouraged by the data pilots we are undertaking with HMRC and
the collaborative cross Government approach to reviewing options for disseminating this
data more readily. Evidence shows the timeliness of interventions is key if we are to optimise
our scaling businesses' greatest potential. Research reflects that when a business is scaling
rapidly speedy engagement early on in its journey is vital as the window of opportunity is
'limited' if the scaling firm is to realise its fullest opportunities and 'scale' again.
Data is the fundamental ingredient to make sure all communities can engage on a timely
basis with scaling companies and make sure they get the right support at the right time that
fosters their continued growth here in the UK.
As we move into 2019, we must escalate the current good work underway with Government
with further vigor using data held by HMRC, ONS and Companies House to build an
integrated solution that allows for timely identification and, verification of scaleups for all the
stakeholders in the community.
We believe, that if a company's scaleup status is made available to enquire upon via a
'verification service' it will encourage engagement from the public and private sector. It will
also enable resources to be targeted much more efficiently and effectively towards specific
scaleup firms to foster their continued growth, removing hurdles and allowing access to the
necessary talent, leadership, finance and infrastructure support.
A more granular understanding of UK businesses, and effective firm level interventions,
will also benefit monitoring and analysis of existing policy interventions and work on future
initiatives. It is only through greater understanding, segmenting and targeting of our scaling
businesses and available services towards them that we as a country will be able to shift the
dial on UK-wide growth, exports, procurement, innovation and productivity. The data also
enables prioritisation of those areas of the country where the scaleup gap is increasing and
makes the ecosystem more efficient in their assessments and solutions.
Over the last 5 years, including our 2018 research, evidence has built up and been
corroborated again that leaders of scaleup businesses would value the data that is filed in
to Government, to be used more effectively to engage with them. How we achieve this is
imperative to finalise in the coming 12 months. If legislation is required to be more proactive
with Government datasets, then we believe that Government should actively consider the
appropriate framework for this legislation, and work to move this forward.
Scaleup identification

Resolving the challenges that scaleup business leaders in every
locality face requires a more efficient and quick way to identify
the UK's fastest growing firms at a national and local level
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CHAPTER FOUR
HMRC, Cabinet Office collaboration
In 2017 we highlighted the fact that we would be working with HMRC subject to their
statutory conditions in scaleup ready locations. We are pleased to confirm that this work
is underway; informing scaling companies of their scaleup status and making them aware of
services that they can be fast-tracked into at a local level. Pilot programmes are now active
in Scotland, Greater Birmingham and Thames Valley Berkshire. Each of these areas have
dedicated scaleup programmes in place, able to provide businesses who are contacted with
services that are bespoke and match their requirements.
This work with HMRC is vital to unlocking relevant data particularly as most public
datasets today are not real time and lag the current scaleup status of business. Good
progress with Government has been made. We look forward in 2019 to this work being
accelerated to enable a full scaleup register to be created with a view on what options may
look like for 'self declarations' or 'opt-ins' to a central point for identification, acknowledging
that some form of legislative change may be required. Alternatively, a tool to allow scaleups
to request to self identify against a closed database could be developed.
While this work develops, the ScaleUp Institute will also continue to update its Scaleup Map
and Scaleup Index, developed with DueDil and Beauhurst, and our newly published Scaleup
Procurement Index which we have developed with Tussell. We also encourage universities,
banks, accounting firms, LEPs and schools to continue to put 'Scaleups on the Map' based
upon indices, client, and local knowledge. This challenge has already been taken up, to
excellent effect, in Cambridge, Thames Valley Berkshire, Ashford, and by Barclays and Sage;
just a few examples, which can be emulated.
In summary
While progress continues to be made on a more targeted approach to scaling businesses,
much more still needs to be done across 2019 to move the dial and ensure that a
segmented approach can be implemented at all levels. As such we reinforce our previous
recommendations and update them as follows:
2018 Recommendations
1
A verification process with Government should be created to allow
for local and national stakeholders to verify the 'Scaleup status' of
a business, building on the recent work of the ScaleUp Institute
with Government. This should tap into datasets that combine ONS,
Companies House and HMRC data points to enable stakeholders to
fast track solutions to scaleup leaders. If necessary, legislation should
be passed to introduce such an enquiry capability.
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GOVERNMENT INSIGHT:
Working together to unlock the power of data to
understand and support high growth businesses
ScaleUp InsightsThrough its modern Industrial Strategy, the Government is committed
to harnessing the value of publicly held data as a means of identifying
businesses with scaleup potential and connecting these business to the
range of support available to help them reach their potential.
Her Majesty's Revenue and Customs (HMRC)
has the largest and richest dataset on individual
businesses. HMRC is committed to maximising
the value of the data it holds, both for the
department and for others while continuing
to appropriately safeguard confidentiality.
HMRC has frequent requests to share its
data, but is bound by a strict statutory duty to
protect taxpayer confidentiality, laid out in the
Commissioners for Revenue and Customs Act
2005 (CRCA), which governs all information
held by the department.
In early 2018 the Department for Business,
Enterprise and Industrial Strategy (BEIS)
and HMRC began an experimental project
using cutting edge data science techniques to
understand the characteristics of high-growth
firms and test whether these could be used to
identify firms with similar characteristics that
might go on to achieve high rates of growth.
Initial results are encouraging and the dataset
will be developed further through winter and into
spring 2019 to build a fuller picture of scaling
businesses in our economy.
Making it simple for scale ups to
navigate the support available
A key part of the project is looking at how this
firm-level data can be used to target messages
to scaleup businesses to signpost them to local
initiatives designed to help them in their growth
challenges. Early work by HMRC indicated that
customers would be receptive to such messaging
and wanted targeted, timely and more joined up
communications from government.
Since 2016 HMRC has embarked on a series
of small scale pilots, to understand how data
can be used to profile businesses and then send
them targeted messages to signpost to local,
government-backed growth support.
The most recent pilot, in October 2018, aimed
to signpost selected scaling businesses towards
local scale up programmes. The pilot used HMRC
data to identify scale-up businesses. Emails and
letters were issued to raise the business leaders
awareness of their potential high-growth status,
and to advise them of tailored local initiatives
geared to their growth challenges.
To shape the approach and fine tune the detail
of the offer the work involved HMRC, BEIS,
Cabinet Office, Insights, the ScaleUp Institute
and three of the local areas who have benefitted
from the Institute's Driving Economic Growth
course and established bespoke scaleup
programmes, namely, Thames Valley Berkshire
and Greater Birmingham Growth Hubs, and
Scotland.
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Ruth Mackman, who led the work for HMRC,
said: "Getting these pilots running took a lot of
planning and close collaboration with stakeholders.
All the partners' expertise was needed to ensure we
got various aspects aligned, including timing and
communication styles. Our partners were all very
generous in their support and willingness to work
together to get this right."
NEXT STEPS
The pilots went live in October 2018. HMRC and BEIS plan to continue
working with stakeholders through 2019 to evaluate these pilots and
shape further pilots in 2019. This will lead to delivery of a series of
communications trials from early 2019, to further connect high-growth
potential businesses to the right support at the right time. These trials will
build on this year's work and learnings from it. They will not involve any
sharing of individual company data with BEIS or any of the partners.
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Accessing the right talent and skilled workforce continues to be
the most significant barrier for scaleup leaders.
The intersection between the need for a world class skills pipeline and the modern global jobs
market is a stark reality for our scaling businesses, who continue to experience significant
barriers in recruiting the requisite skill sets into their business as they grow.
On average scaling businesses are increasing the number of people they employ by 3,000
people per week1 and overall employ circa 3.6 million people across the country. Given the
export focus of many of these companies, they place a high value on international expertise
and many two thirds have employees from overseas.
Job tracking company Adzuna shows 1,115,677 open positions in the UK2 a skills shortage
that predates Brexit, but has widened since 20143 and could become ever wider for our
scaling firms if the UK does not address its domestic skills gap and ensure that international
access to skilled workers remains open. Half of all exporting scaleups say that it is vital or
very important, to have a fast-track visa system if they are to retain their growth rates.
Social skills, technical skills and the skills of tomorrow
what more needs to be done
Technical and social skills remain the most vital to our scaling businesses far outstripping any
other skills when force ranked. These findings reinforce our previously stated position that
while retaining the impetus on Science, Technology, Engineering and Maths (STEM) skills is
essential, there is a need to examine how school and university students are prepared for the
world of work developing softer skills, earlier on.
With this in mind, we continue to urge all actors to work together to better prepare students
for the world of work.
This is further cemented by the view scaleup leaders have of future skills, where they highlight
Critical Thinking as most important, followed by Service Orientation (anticipating, recognising
and meeting others' needs), and Cognitive Flexibility.
These survey findings reinforce our own findings last year, and are in line with the World
Economic Forum's (WEF) 2018 Future of Jobs Report.4
Given the future skills desired by our scaleup workforce and the global nature of them it is
disappointing that England (but not Scotland) will be among a number of countries5 to opt out
of the 'Global Competence' section on the PISA Framework which includes a specific goal
to measure how schools are teaching students to develop a fact-based and critical worldview
including understanding of intercultural and global issues.6
From a scaleup perspective this is concerning. All UK students must be equipped with these
attributes and taught them at an early age. We need to monitor our effectiveness in this area if
we are to stay ahead of our competitors in the scaleup race and find an effective mechanism to
do that.
Talent and skills
1 Octopus HGSB Report 2018: https://
octopusgroup.com/high-growth-small-
biz/
2 https://www.adzuna.co.uk/jobs/search
[retrieved 6 November 2018]
3 In the 2014 ScaleUp Report on
Economic Growth, this number stood at
990,000 p46
4 http://reports.weforum.org/future-of-
jobs-2018/conclusions/
5 https://www.tes.com/news/england-
shunning-global-skills-test-because-
pupils-are-not-ready-it
6 http://www.oecd.org/pisa/pisa-2018-
global-competence.html
"Teach them basic professional
skills."
NORTH/NORTH EAST SCALEUP
BUSINESS LEADER
"Teach more relevant social,
emotional and technical
skills so students leave better
armed to thrive in the modern
workplace."
EAST MIDLANDS SCALEUP
BUSINESS LEADER
"Technical skills can be taught
with the right aptitude, but the
soft skills understanding of
workplace culture and buying
into the values of a company
are more important."
SOUTH WEST SCALEUP
BUSINESS LEADER
"Coding skills are crucial across
the board in everything we do
even the non-coding jobs."
EAST OF ENGLAND SCALEUP
BUSINESS LEADER
"It's soft skills and confidence
that we find most lacking and
that we need to train from
scratch."
SCOTTISH SCALEUP BUSINESS
LEADER
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CHAPTER FOUR
The growing role that automation will play of course means that there must be a twin
approach, ensuring that our current and future workforce is equipped to work alongside, and
effectively engage with, AI and Machine Learning driven processes.
The UK skills pipeline connecting educators and scaleups in a
collaborative approach
The evidence shows that scaleups are good corporate citizens, ready to offer work
experience, employ interns and apprentices.
The education sector has an essential role to play in enabling talent acquisition for UK scaling
firms with a resultant knock on effect to productivity and growth.
Domestically, many initiatives exist to better connect schools and universities with
businesses such as the work of the Careers & Enterprise Company highlighted in
Chapter 2. Encouragingly the Government's recent Careers Strategy7 endorses the Gatsby
Charitable Foundation benchmarks and explicitly links careers provision with social mobility
seeing this as vital if we are to address the skills needs in every community. In Scotland, the
creation of the Enterprise and Skills Strategic Board, and the publication of their Strategy
in October 2018,8 is an important step forward and seeks to address skills shortages for
business and boost Scotland's productivity.
Encounters with employers, one of the Gatsby benchmarks, remains a vital factor in making
sure our scaleups needs are well understood by the education community. The Careers
& Enterprise Company's (CEC)work in this area and recent 'Closing the Gap'9 report
highlights the progress being made on this in numerous areas but also flags the significant
gaps and 'patchiness' in others. Scaleups want better engagement and educators to get to
know them.
We still need more commitment from both sides of the fence. The Careers & Enterprise
Company sets out some helpful recommendations for the education sector in this regard.
We encourage all localities to embrace these, including recognising the importance of these
engagements at primary and Key Stage 3 (11 14 year old students) where, approximately,
only 50% of students participate in at least one employer encounter.
We also continue to consider it important that the LEPs, higher education institutions and
schools have scaleup leaders on their Boards and, vice-versa, local authorities align their skills
and business boards with education establishments in a joined-up manner. The recent LEP
Review should offer an excellent opportunity to implement this in England.
Supplementing traditional education establishments and routes is also key, such as through
the work being undertaken in the growing EdTech sector. EdTech 50 showcases some of
the modern ways in which skills training is being supplemented by private and not for profit
players through collaboration with the education sector and/ or direct student engagement.
This should be built upon.
Apprenticeships as a solution and role of the private sector
Scaling businesses value apprenticeships and the significant opportunities they offer. In the
2018 Survey 38% said they employed apprentices double the national average. Of those
not employing apprentices, 47% note that this is because they do not know where to get
good candidates from. Making sure there is readily accessible information on what is available
with helpful tools and resources and examples of what others have done should continue to
be a focus.
The Chancellor's announcement earmarking 695m for apprenticeships, alongside allowing
the transfer up to 25% of apprenticeship funding of larger corporates into supply chains
which we have previously recommended is very welcome. This should be a further valuable
resource to our scaling businesses which we will be monitoring.
7 https://www.gov.uk/government/
publications/careers-strategy-making-
the-most-of-everyones-skills-and-
talents
8 https://www.gov.scot/groups/enterprise-
and-skills-strategic-board/
9 https://www.careersandenterprise.co.uk/
research/closing-gap-report
"Collaborate with employers
and independent training
providers to ensure progression
into employment that meets
predicted skills shortages.
Collaborate to ensure
meaningful careers advice that
highlights opportunities to
secure employment based on
predicted regional needs."
NORTH WEST SCALEUP
BUSINESS LEADER
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The private sector can also play a greater part in building skills. The work of such entities as
Ada, the National College for Digital Skills, with its apprenticeship and digital skills training,
is an excellent example of how larger companies can collaborate to support an education
entity that is gearing up of the skills of the workforce for all. Google's Digital Garage and
Freeformers SUI endorsed programmes also exemplify the role the private sector can
play in skills transformation.
Enabling teachers to make a difference
There is still work to be done to enable the teaching profession to have the capacity to
engage in the scaleup business community. In a resource-constrained profession, which
itself is looking overseas to fill the skills shortages it currently has, there are a number
of practical limitations to the way in which these institutions can effectively resource
additional calls upon their time. Effective collaboration at a local level between the
private, public and education sector becomes ever more vital to enhance the capacity of
our teaching profession. A partnering approach is essential. This enables more innovative
models for curriculum delivery that provide students with practical ways to learn. Barclays
LifeSkills, General Assembly, Makers Academy, Computing at School, RaspberryPi,
Founders4Schools and others highlighted by the EdTech 50 are good examples of these that
can be leveraged and expanded upon.
It is encouraging that Ofsted has found that careers guidance within schools is improving,10
but more work is needed. Ongoing training is a vital component especially for those
teachers leading careers and enterprise education. The ScaleUp Institute particularly
recognises the work of Teach First and their 'Careers Leader' programme which up-skills
careers leaders in the nation's schools. Its pilot has produced good results and is now being
rolled out more widely. It is featured as a key 'One to Watch' initiative in Chapter 2.
Lifelong learning and digital skills
The development of effective skills for the modern workplace is not limited to primary
and secondary education or university. Indeed, opportunities for progression throughout
working life are recognised as core parts of the Taylor Review on 'Good work',11 as well as the
suggested metrics for measuring good work.12
There is wider associative evidence to suggest that ongoing 'upskilling' of our workforce is an
important part of the wider productivity puzzle, facilitating digital adoption among firms of
all growth rates. It is also most significant to ensuring that there is a strong, digitally capable,
and adaptable talent pipeline at all levels of seniority, and across all sectors.
The ability to learn throughout life is also a core skill13 of the future, with the World
Economic Forum explicitly noting that 'active learning' is in itself becoming an in-demand
skill. This tallies with the changing nature of skills requirements within the workplace, and
the recognition by employers that adaptability among their staff will be essential as the skills
required in ten years' time may be substantially different from those today. This is most
evident within scaleup businesses who are rapidly evolving as businesses, innovating and
looking for new market opportunities.
The Digital Skills Partnership launched by the Government in 2017 is beginning to produce
some interesting developments. The launch of the Heart of the South West Digital Skills
Partnership in June saw more than 50 businesses, recognised as excelling in the sector,
attending. We look forward to this initial interest and enthusiasm producing practical results.
The National Retraining Scheme set out in the 2018 Budget is to be welcomed as another
potential resource in the future for scaling business who want experienced hands in the
company but may require them to have more technical skills.
10 https://educationinspection.blog.gov.
uk/2018/06/12/building-confidence-
encouraging-aspiration/
11 Good work: the Taylor Review of Modern
Working Practices July 2017
12 Measuring Good Work, Carnegie UK and
The RSA April 2018
13 https://www.weforum.org/
agenda/2018/09/future-of-jobs-2018-
things-to-know/
"Schools and universities
should recognise the
importance of apprenticeships
and offer students the ability
to train in non-academic areas.
There is a huge shortage of
skills in most engineering and
manufacturing sectors, and
they need to be reintroduced."
NORTHERN IRISH SCALEUP
BUSINESS LEADER
"Not everybody needs to
go to university. Promote
apprentices and work-based
vocational activities."
EAST OF ENGLAND SCALEUP
BUSINESS LEADER
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International talent remains vital
Scaleup companies are significant employers of international talent 64% of scaleups
employ staff from overseas. There is a clear, ongoing need for highly skilled overseas workers
to support the UK's scaling economy. Of the scaleups who employ overseas staff, two thirds
say that it is vital or very important that they can continue to bring in talent from overseas
(66% for EU staff and 69% for other overseas staff). Half of all exporting scaleups (50%)
say that it is vital or very important to have a fast-track visa system when hiring people and
talent from overseas.
Indeed, concerns about accessing skills is likely to be a significant contributing factor in the
high rate of concern about the impact of Brexit, which we have noted elsewhere. In 2017
we recommended that a 'Scaleup Visa' be made available in communities where there are
100+ scaleup companies to enable scaleup leaders to recruit staff they need to increase their
capacity to grow.
The extension of the Tier 1 visa system for exceptional talent14 which was announced at the
end of 2017 is very welcome, as is the Startup Visa adjustment to the existing student visa
announced in June but this needs to also cover scaleups.
We have noted the Prime Minister's recent announcement of a skills-based immigration
system post-Brexit and the expected White Paper. It will be important for the details and
outcomes of this White Paper to address the ongoing evidence of a skills shortage in the
short term, working effectively to smooth access to talent for growing businesses. This
should be in addition to any longer term, structural changes intended to develop a more
robust domestic skills pipeline.
It is essential for outcomes from this policy process to recognise that talent is needed across
growing businesses in all sectors, as was highlighted in the MAC review15 publication earlier
this year.
Sector specific needs cannot be ignored. Scaleup sectors such as life sciences and creative
industries have bespoke needs. The recent letter by 29 Nobel Laureates and six winners of the
Fields Medal further highlights this issue16, emphasising the role that overseas talent plays in
UK science and research. In the letter, the group stated that for science to flourish it "requires
the flow of people and ideas across borders to allow the rapid exchange of ideas, expertise and
technology." This international, inclusive outlook is also fundamental to innovative scaleup
businesses, many of whom are developed from the UK's rich research base.
To support growth across the UK, we recommend a more localised focus for visa
arrangements, with local institutions given powers to act as sponsoring organisations,
better ensuring that the talent needs of growing firms are met across the whole of the UK.
Connecting local sponsoring organisations to local educational institutions will also help to
smooth the wider skills pipeline, ensuring that we are able to capitalise directly upon our
world class education system, and retain the very best minds who have come to the UK to
learn, to start a business, or to join an existing business. As noted elsewhere, international
linkages through graduate students have a direct bearing on companies looking to export,
and can form the seeds of significant overseas expansion.
14 https://www.gov.uk/government/news/
government-doubles-exceptional-
talent-visa-offer
15 https://assets.publishing.service.
gov.uk/government/uploads/system/
uploads/attachment_data/file/741926/
Final_EEA_report.PDF
16 https://royalsociety.org/~/media/
news/2018/brexit-nobels-fields-UK-
letter.pdf
"Like many other businesses,
we have great concerns over
Brexit and the access to labour
from around Europe. We
employ a large number of EU
nationals in our organisation
due to the lack of skilled local
workers."
NORTH WEST SCALEUP
BUSINESS LEADER
"Restricting access means it
is more likely we will consider
opening offices in the EU to
access talent."
SOUTH EAST SCALEUP BUSINESS
LEADER
"UK scaleups have succeeded
through access to UK and EU
talent at all levels."
WELSH SCALEUP BUSINESS
LEADER
"We need to continue to
encourage universities to train
talent from outside the UK
to create a richer and more
diverse pool of talent."
SOUTH EAST SCALEUP BUSINESS
LEADER
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In summary
The Talent Gap remains, and with Brexit around the corner we need to collaborate to find
innovative ways to address it. This demands ever stronger partnerships between educators,
the private and public sector, at both local and national level, as well as greater connectivity
to scaling businesses and their needs. As the UK considers its future outside of the EU, a
specific focus will be necessary on the development of a 'scaleup visa' to be administered
and delivered locally to allow all businesses to have access to the talent that they need to
continue their growth journey.
2018 Recommendations
9a
We recommend that the Department for Education, Local Enterprise
Partnerships and the Careers & Enterprise Company use their
convening and promotional power to ensure that students at
schools, colleges and universities come into contact with business
leaders and that an API to the National Pupils database (with
suitable protections) are made available so that the impact of these
interventions can be measured. To further enable these connections,
LEPs should have higher education institutions and schools
represented on their Boards, and educational institutions should seek
to have scaleup leaders represented on advisory committees.
2
We recommend that a 'Scaleup Visa' be made available in
communities where there are 100+ scaleup companies to enable
scaleup leaders, across all sectors, to recruit staff they need to
increase their capacity to grow. The Government should make
the skills needs of scaling businesses a priority. Local authorities,
education establishments, advisory and finance companies should be
able to be sponsors of such.
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Leadership capacity and extending it remains a consistent
challenge in fast growing firms. They are looking for local
solutions which include peer-to-peer networks, improved
access to universities and business schools, quality mentors
with scaleup credentials and better coordinated engagement
at a local level by Government Agencies.
When a business is growing fast with the number of employees and sales doubling and
trebling in size year after year leadership support in a rapidly changing and fast-paced
environment remains of critical importance to the CEOs of our scaleup companies.
These CEOs consistently advise us that they want local-based leadership development
opportunities. They are concerned that there is insufficient capacity to cater for their
current leaderships needs where they are operating. This is evidenced in Chapter 1 and it
is clear that bespoke programmes for scaling businesses were rare prior to the ScaleUp
Institute being established.
That is why, since 2016, we have placed such an emphasis on our education programme
'Driving Economic Growth through Scaleup Ecosystems' (DEG) delivered in partnership
with Goldman Sachs 10,000 Small Businesses UK.1 This seeks to galvanise local leaders
to work together across the private, public and education sector; to both join up existing
initiatives more effectively and develop new ones where significant gaps exist.
As a consequence of this work a range of solutions is now emerging highlighted in Chapter
3 which we are monitoring closely to ensure they have meaningful and impactful outcomes
that deliver added value to scaleups. Quality remains paramount, as does ease of access for
scaleups. Our evidence shows that programmes which feature a combination of universities
and business schools, working with the private sector at a local level are likely to be the most
valued.
It is also clear that there are localities and sectors which remain under-served a challenge
that we must meet. As such we are pleased to see that the Government has now given the
objective to all LEPs and Growth Hubs to make scaleups a core part of their strategic
offering. In addition, Scotland and Northern Ireland have placed scaling businesses as core to
their strategic growth. This focus and vigour needs to be maintained and requires investment.
Attention should be particularly paid to those programmes that work so they can be
strengthened and expanded to ensure that scaleups can access them across all communities.
Local ecosystems are the gateway to national programmes from both the public and private
sectors. Scaleups want far better signposting of current national Government services at a
local level.
Leadership
Boosting leadership capacity in our
scaling companies
1
In 2016, DEG was also supported by
Innovate UK, and in 2018 DEG was
supported by Innovate UK and the British
Business Bank.
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Peer-to-peer networks and mentoring
Scaleup leaders continue to highlight the importance of meeting peers who are growing at
pace. Well organised peer-to-peer networks and high-quality mentors are the most prized
leadership interventions.
This is reinforced again in our 2018 survey where 6 in 10 scaleup leaders place peer networks
as the most important guidance to their future growth. The number of peer-to-peer
programmes is growing in the UK, with many run locally as standalone offerings or as part
of hubs and broader leadership programmes. A few are national or international in their
reach. However, by their very nature they generally contain a relatively small cohort of
participating firms at any one time and therefore building peer-to-peer network capacity is
essential. In addition, we are seeing some peer groups evolving for varying leadership levels
and disciplines in an organisation, for example for CFOs and COOs, which is valued by the
broader leadership team.
Based on our work it is pleasing that the importance of effective peer-to-peer networks has
been strongly endorsed in the Industrial Strategy, the Export Strategy, and recent Budget
announcements by the Chancellor where 20m has been provided to support local peer-to-
peer networks.
These announcements are helpful, but it will be important to understand better how this
money will work for scaleup firms. A significant portion should go towards bespoke peer
networks for scaling businesses with a defined methodology of measurement. Care should
be taken to build on existing initiatives that are proven to work and crowd-in, rather than
crowd-out, impactful providers of effective solutions that are already in the market and have
structured frameworks of operating based on the below criteria.
From the peer-to-peer groups the ScaleUp Institute has endorsed (detailed in Chapter
2) Vistage, The Supper Club we observe the following key attributes that drive ongoing
impact and value to the scaleup leaders.
Key elements of effective scaleup peer networks
Scaleup leaders consistently tell us about the great value they derive from learning from
their peers. Strong, trusted peer networks between scaleups can have a powerful impact on
their individual performance, and they must be fostered.
PARTICIPANTS SHOULD ALWAYS DRIVE THE
AGENDA FOR DISCUSSION, not the sponsors
of the network or those who organise or facilitate the
meetings.
EFFECTIVE CURATION REALLY MATTERS
Match members on personality, experience and
expertise at appropriate events and forums in order to
optimise peer learning.
HAVE A MIX. Peer networks work well as both
cross-sector and sector-specific groups. Trust between
individual members is built more effectively and quickly
if they are not commercial competitors.
INCLUDE SCALEUPS AT DIFFERENT STAGES
OF BUSINESS GROWTH. Scaleup leaders learn more
effectively from peers who have encountered similar
issues to their own, particularly if recently.
1
2
3
4
5
6
7
8
KEEP IT LOCAL. Peer groups want the engagement
without the disruption to their day-to-day running of
business.
DISCUSSIONS MUST BE CONFIDENTIAL.
Effective peer groups discuss their plans, strategy,
finance and people in an open and frank environment.
PEER NETWORKS ARE NOT JUST FOR CEOS.
Some scaleup programmes run similar groups for other
management team members.
MAKE EACH MEMBER ACCOUNTABLE TO THE
GROUP. Scaleup peer networks should report on their
progress to one another, testing plans and assumptions
with time bounded measurable goals.
"A strong peer network is like
"a trusted board of advisors,
holding you accountable for
turning good intentions into
great results,"
SAYS ONE SCALEUP LEADER
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Local solutions with relationship management at its heart
Scaleup leaders are focused on growing their business and do not have the time or resources
to seek out and research the right programmes to meet their needs.
Over the past two years we have highlighted evidence of the benefits of local account
management structures in working with scaleup businesses, as reflected by activities in
Denmark and Scotland. These account managers act as a single point of contact for the
business, to work with them on their challenges and harness private and public sector
solutions towards their needs, as they arise. They often work alongside product specialists to
create an effective holistic 'relationship team' for the scaleup business.
In our 2018 survey, two thirds of scaleup leaders have affirmed that they value this type
of approach and we are pleased that this model of operation is beginning to take root in
increasing numbers of local areas. This is clear in many of the local DEG-trained areas
highlighted in Chapter 3, such as Greater Birmingham, the North East and Swindon and
Wiltshire, etc. These account managers are skilled individuals, many of whom have scaled
businesses themselves and have direct knowledge of the challenges that scaling brings.
Alongside this approach, the product specialist units of UK Government such as Innovate
UK, the Department for International Trade and the British Business Bank are re-examining
their models of engagement with scaling businesses, harnessing their support for these
companies with a more co-ordinated interaction. For example, Innovate UK has piloted 'The
Scaleup Board' (see page 90) and British Business Bank is creating regional managers to
work across the finance ecosystem in gearing up its alignment with scaling businesses.
We continue to recommend that all local public sector-funded entities adopt this scaleup
'Account Manager '/relationship approach as part of a wholly client-centric, client demand-
led service, with the needs of targeted business leaders at its centre. The development of
such an approach should draw upon models that already operate in this way in both public
and private sectors.
To ensure consistency, this Scaleup Account Management structure should be benchmarked
to a national standard, incorporating standardised Key Performance Indicators (KPIs)
and backed by a comprehensive Customer Relationship Management (CRM) system to
professionally manage the relationships developed. Continued funding should be based upon
success.
We also recommend that to augment local engagement through account managers, an
online communications toolkit should be provided for scaling businesses to signpost public
and private sector programmes and initiatives. This should be created by building on work
underway with the ScaleUp Institute.
The role of the scaleup champion and enabler: diffusing growth,
celebrating success
In 2017 we recommended that all local communities appoint a Scaleup Champion to
celebrate local scaleups and foster understanding of their needs and the connectivity of local
solutions. We continue to encourage local communities to follow this approach, and are keen
for City Mayors to take an even more active role in championing 'scaling up', and acting as a
facilitator within city and regional ecosystems.
We are seeing notable exemplars of this approach in areas such as Greater Manchester,
Liverpool and Bristol. Bristol has established a Scaleup Enabler role working across the
West of England and rooted in the Engine Shed hub supported by the LEP, universities and
the private sector. In Chapter 3, we describe the results of this role, which we recommend
others learn from and replicate.
Entrepreneurial growth is still often inspired by examples of success. It is important to boost
the profile of businesses that are succeeding and help create a clear path to growth by
generating a halo effect in local areas across the UK. Greater awareness among scaling
"I think my managers would
benefit from having a peer
group network of contacts at
a similar level, who they could
share their experiences and
questions with without being
embarrassed in front of their
co-managers."
NORTH EAST SCALEUP
BUSINESS LEADER
"Our MD is a member of
Vistage, our chairman has
just completed the Goldman
Sachs 10,000 Small Businesses
UK course and we are
continuing to strengthen and
train our senior and middle
management team."
SOUTH EAST SCALEUP BUSINESS
LEADER
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businesses of the success of their peers will help spur others on. To this end, it is important
to celebrate scaleup success at a local level. A conscious effort to ground all business support
and inspiration in the stories of successful "growth heroes" is a vital plank of encouragement.
The education sector has a central role
In 2018, as in 2017, local university and business school engagement was ranked by scaling
business leaders as the second most important resource to their current and future growth.
As our suite of endorsed case studies in Chapter 2 shows, there is a growing evidence base
that those scaleup programmes that feature a combination of universities and business
schools, working with the private sector and at a local level are likely to have the most
impact. They can be anchor institutions. We are therefore very much encouraged by the
range of educators who have participated in our DEG programme alongside local ecosystem
teams who have then gone on to be a key element of delivery and partnership in the
emerging scaleup initiatives.
Insights can be gained from those active in this work such as Aston, Sad, Imperial, Bristol,
Cambridge, Lancaster, Leeds, Liverpool, Manchester, Strathclyde, Newcastle, Henley,
Worcester, Cranfield, and Teesside. Each has worked closely with local Growth Hubs and
private sector players, to develop scaleup programmes (see Chapters 2 and 3). Lessons
can be drawn from the programmes these institutions have developed from university-
led bespoke scaleup peer groups such as in Manchester, to a MBA for scaleup leaders in
Liverpool, to a Scaleup Leaders' Academy in Newcastle as well as the established models
of ELITE, Goldman Sachs 10,000 Small Businesses UK and the Cranfield Business Growth
Programme.
Based on our body of evidence, it is pleasing that the importance of expanding the provision
of leadership courses has been recognised in the 2018 Budget, through the creation of a
Small Business Leadership Programme. This aims to deliver 2,000 places in 2019-20, and
has an ambition to train 10,000 managers per year by 2025. It is right that these should be
undertaken in partnership with business schools and leading businesses across England.
Deploying this expenditure to the most effective solutions for scaling businesses will be
essential, as is the need to build on programmes we have identified that work and can be
extended. Tackling regional disparities is crucial; our scaleup support mapping in Chapter
1 has shown how important it is to ensure that every scaleup business, in every part of the
country, has the right access to the tools to fuel their growth. The role of the Small Business
Charter should also be considered in relation to the ongoing assessment of the fostering
of 'scaleup engagement' and leadership development opportunities for scaleups across its
members.
As we progress into 2019, we also need to consider the manner in which we can close the
gaps in scaleup specific interventions that may arise from EU withdrawal as ERDF provides
support to many leadership programmes, as evidenced in our scaleup support mapping in
Chapter 1. Ministers will need to think about what this means for the priorities of the Shared
Prosperity Fund and Comprehensive Spending Review.
"What works best is one-
to-one leadership coaching
from someone who truly
understands our unique
challenges."
NORTH EAST SCALEUP
BUSINESS LEADER
"We need more help from
education sector to ensure that
effective leadership training is
offered."
NORTHERN IRISH SCALEUP
BUSINESS LEADER
"We need flexible, inclusive
mentoring and training."
WEST MIDLANDS SCALEUP
BUSINESS LEADER
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In summary
Following our recommendations in previous years, it is encouraging to see the growing focus
on development of high quality tailored leadership programmes, peer groups and mentoring
at a local level, for scaleup leaders. Scaleup leaders immensely value them and will be pleased
with the recognition in the 2018 Budget of the vital role leadership development plays in
a company's growth and productivity journey. However, some areas are still under-served
and any new programmes must be effective for scaleups, and based upon what works. We
must get better at curating the programmes in a more coordinated and consistent manner.
It is now essential for access to these effective programmes to be made as seamless as
possible for scaleup businesses, through proactive relationship management at a local level.
Ecosystems must increase their efforts at a local and national level if we are to enjoy the
increased productivity and prosperity that comes continued scaleup growth. We therefore
recommend the following:
2018 Recommendations
3
Funding for local communities should continue to be tied to the
effective deployment of initiatives that close the scaleup gap as well
as the results and impacts that they have on the number of scaleup
businesses in their area. Every Local Industrial Strategy should have
a scaleup pillar, including a markets access strategy and a scaleup
cluster map based on currently available datasets.
4
All local communities appoint a Scaleup Champion and develop a
relationship management structure for scaleup businesses.
9b
The public, private and education sector should continue to work
together to close the gap on provision of high-quality flexible
scaleup leadership programmes, including mentoring, peer
networks and matchmaking of non-executive directors who have
scaled businesses before. Better connections should also continue
to be made between national programmes and local ecosystem
leaders. The Small Business Charter, and other such mechanisms,
should integrate an assessment of 'scaleup engagement' into their
performance analysis.
5
The outcomes of the Productivity Review, Shared Prosperity Fund
and Comprehensive Spending Review should ensure that funding
for impactful business support (whether it be mentors, leadership
or networks) has a significant focus and segmentation towards our
scaleup businesses, which are generators of wealth, exports and
productivity to the UK economy. These Reviews should collectively
ensure no gap in scaleup support provision is allowed to arise in light
of the UK's changing relationship with the EU.
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Scaling up creative businesses
ScaleUp InsightsThe creative industries contributed a record 91.8bn to the UK economy in
2016 and employ over 2m people. Measured by Gross Value Added (GVA),
the contribution of the creative industries rose more than twice as fast as the
national average.
Creative industries services exports grew more than three times faster
than those from the rest of the economy in 2016 (up 8.8 per cent),
and accounted for 11 per cent of total services exports from the UK. At
a local level, they demonstrate the vibrancy of a region and can provide
a magnet for economic development. So the economic value of scaling
up greater numbers of local creative businesses is important but it is
not easy.
Talent
In line with the broader findings of this year's Scaleup Survey, access to
talent is one of the main challenges that creative businesses face in order
to maintain their growth. There are concerns about the supply of talent
from the education system as well as deep fears surrounding access to
talent in the wake of Brexit.
"I know we can't just magic ten computer science teachers into every
secondary school but there needs to be greater emphasis on subjects
such as computer languages, digital design processes and data analysis,"
says Jim Mawdsley, CEO of Generator, a creative digital sector
specialist development agency in the North of England.
Apprenticeships are starting to play a role at the junior end of the
employment scale, but there remain concerns about the small number
of relevant apprenticeship frameworks. And it takes "a lot of effort for a
growing creative business to appropriately manage apprentices," notes
Richard Jeffrey, Director of Greater Manchester Business Growth Hub.
Finance
The 2018 Scaleup Survey shows that almost half of scaleups do not have
the right amount of funding in place for their current ambitions. This is
evidently the case for many scaling creative businesses.
Creative Industries Council research shows that there is a greater
appetite for investment among creative businesses than from the wider
population of SMEs but that they do not always ask for enough.
They depend more significantly on informal sources of funding from
friends and family (27% use this source as opposed to nine per cent of
businesses generally) and 52% ask for less than 25,000. "Businesses
in our sector are undercapitalised," says Caroline Norbury, CEO
of Creative England and council member of the Creative Industries
Council.
Leadership
Talent and finance are not the only challenges. The creative industries
are full of "accidental leaders," says Richard Jeffrey. This is because
businesses are formed by an individual who starts as a freelance
contractor and who then takes on a project that grows. After pulling
together a team, the founder has created a business with the potential
to scale. "Leaders of creative business may want to grow and have the
opportunities to grow, but they can find it difficult to put the systems in
place to enable them to grow," says Jim Mawdsley.
The need for more specialist, targeted support
Creative businesses are keen to seek out specialist help from those with
practical experience in the sector yet there is little available sector-
specific support, according to Caroline Norbury.
The benefits of such a sector-specific programme can be seen from the
impact of Generator, the creative digital sector specialist development
agency in the North of England. A key element of the programme is
providing access to interim directors who can help the scaling business
in areas of need such as finance, sales and marketing as they grow and
evolve their operating models. The 20 businesses in the first two cohorts
have reported an average 53 per cent increase in revenues in the 12
months after participating in the programme, and overall employee
growth has increased by 230 per cent. This programme has been
endorsed by the ScaleUp Institute this year.
Mentoring is also greatly valued in the creative industries and demand
for mentors is increasing, according to Richard Jeffrey. And here,
too, he says, "sector experience is the golden ticket for credibility."
Mentoring, peer-to-peer structured learning and coaching are core
aspects of Greater Connected, a service focussed on creative sector
scaling businesses run out of Manchester Growth Hub and based on the
learnings from the ScaleUp Institute's executive education course.
Government Action to address creative industries specific issues
Given the above figures the importance of the creative industries are
an undoubted strength of the economy and are at the heart of the
nation's competitive advantage. To build on this success the Government
announced earlier this year a raft of measures to support creative
businesses to scale as part of the Creative Industries Sector Deal,
including;
Creative Scale-Up A 4m investment readiness programme
improve the leadership capacity for early stage scalable
creative businesses wishing to grow their business through
growth finance; and,
Creative Careers Programme To increase the supply
and diversity of skills and talent in the creative industries,
government will make up to 2m available to support an
industry-led creative careers programme aiming to reach
at least 2,000 schools and 600,000 pupils in two years
and industry development of apprenticeship standards.
Industry will provide further leadership on diversity and scope
expanding the voluntary Skills Investment Fund supporting
on-the-job training.
The ScaleUp Institute has worked closely with DCMS and the
Creative Industries Council on Creative Scale-Up and will continue
to do so in 2019.
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Access to corporate customers, the opportunity to bid for
Government contracts and exporting opportunities are ever
more crucial to scaleups. In 2018 our scaling leaders cite this as
rising challenge on a par with Talent making it a priority for
the ecosystem to address.
Access to Markets, both UK and International, has risen sharply in importance for scaleup
leaders who are twice as likely to be international as compared to other businesses.
In our Scaleup Business Survey 2018, Access to UK Markets (corporate and government
procurement and collaboration) was the second biggest barrier highlighted by scaleup
leaders at 79% and Access to International Markets was a concern for 5 out of 10 of our
scaling leaders.
It is also significant that this spike in importance is consistent with the gaps in provision of
specific 'access to markets' support to scaleups, which we have uncovered as part of the
mapping of scaleup services we have undertaken with Innovate UK (see Chapter 1: Mapping
the Maze). Our mapping shows that of the programmes that purport to exist for scaleups
only 10% of the total are focused upon corporate collaboration and procurement, and only
20% on internationalisation. This highlights a significant gap in provision for scaleups in an
area of acute importance which needs priority attention.
Access to markets
0
4
0
1
2
0
0
1
0
1
2
1
0
4
2
0
3
3
2
4
4
3
5
5
6
5
5
3
5
5
5
9
13
0
5
10
15
Number of programmes
Scotland
South West
Yorkshire And The Humber
North East
East Of England
UK And International
West Midlands
East Midlands
North West
South East
UK
Access to corporate collaboration
Support to enter intnl markets
Public/private procurement support
NUMBER OF PROGRAMMES FOR ACCESS TO MARKETS ACROSS THE UK
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Exporting for growth
Access to customers and partners overseas, and having the people and talent to win overseas
sales, are explicit issues raised by scaleups as barriers to further international expansion. In
our 2018 annual survey, when asked what they would value more from the public and private
sector to address these challenges, they cited as most important: better introduction to
buyers overseas; a single point of contact at the Department for International Trade (DIT);
more information on trade missions and market opportunities, alongside tailored missions.
The Export Strategy1 published by DIT on 21 August this year has an ambitious goal
to increase exports as a share of UK GDP from 30% to 35%. Focusing more support on
scaleups will make this achievable.
The Strategy acknowledges the importance of scaleups as a segment for intensive
engagement as part of its High Potential Export Businesses category. This stated intent
is welcome and now must be delivered on with the implementation of an enhanced
International Trade Adviser Service creating a proactive relationship management team, at
home and abroad, dedicated to our scaling businesses that encompasses buyer introductions,
market insights and more tailored trade missions. This dedicated expert team should be
rooted in hubs closest to the scaling business and be skilled in scaleup needs.
Evidence in Denmark and Scotland shows the value in this approach as we are also witnessing
in our exemplar case studies in Chapter 2. How this also operates effectively in the overseas
markets will be key and considering how best to create a 'soft landing' in markets with a suite
of solutions at hand. The recognition of the need to have peer-to-peer networks as an active
part of ongoing DIT work is to be encouraged.
This export effort should, as indicated in the Strategy, be supported by the broader joint
work being undertaken between the ScaleUp Institute and the Government towards
better use of data, making it easier to identify scaling businesses that are already exporting
and wanting to grow in current or new markets. It is also important to encourage the
development of, and build upon innovative solutions such as the 'Google Market Finder'
tool launched in 2017.2
As noted elsewhere in this report we continue to view the Mayor of London's Go to Grow
programme as an exemplar of a focussed service for scaling businesses which others should
follow. Since our last report it is pleasing to see that Manchester's City Mayor is now taking
a similar approach at a local level. These bespoke scaleup solutions should be accelerated as
part of the Export Strategy rollout involving City Mayors and local areas. Export vouchers
should be assessed as part of this.
The Export Strategy deployed effectively towards scaling businesses has significant potential
to help in closing the UK balance of payments indeed directly working to lift the export
turnover quotient with the Index of visible scaleup companies has alone the potential to
add billions towards the UK's export drive. The public and private sector needs to redouble
efforts to identify and work with scaling businesses in their localities and client base to make
sure we can turn scaleup export aspirations into reality and at pace.
Accessing UK customers
Corporate and Government procurement / collaboration can drive productivity both
through the engagement of scaleups and innovative firms, as noted in the recent IPPR
report 'Charting a Course for the Future',3 and corroborated through our own research.
Engagement in global supply chains gives exposure to global competition, and increases
the need for the adoption of industry 'best practice' and technologies that improve a firm's
competitiveness.
For many scaling businesses achieving an "anchor customer" either a major corporate or a
government department is a huge milestone, acting as a trigger to further growth.
1 https://www.gov.uk/government/
publications/export-strategy-supporting-
and-connecting-businesses-to-grow-
on-the-world-stage
2 https://www.thinkwithgoogle.com/tools/
market-finder/
3 https://www.ippr.org/research/
publications/charting-a-course-for-the-
future
"My company gets 60% of its
revenues from outside the UK,
but this is not recognised or
encouraged by any government
body."
LONDON SCALEUP BUSINESS
LEADER
"Our problem is being able to
execute sales and services in
foreign markets."
NORTH EAST SCALEUP
BUSINESS LEADER
"Help in expanding my supply
base in overseas countries
would be really helpful,
especially India."
WEST MIDLANDS SCALEUP
BUSINESS LEADER
"The Government should
stop trying to fit export
opportunities into neat boxes
and offer tailored supportin
the form of export vouchers."
EAST MIDLANDS SCALEUP
BUSINESS LEADER
"A barrier for us to grow
internationally is not having
people with the knowledge
of different countries and
potential markets."
SOUTH WEST SCALEUP
BUSINESS LEADER
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Improving corporate collaboration
Many scaleups tell us that the most important help they can receive is the ability to access
corporate buyers in a timely, consistent and efficient manner. Consistently, scaleups cite
the culture and procurement processes that go with trying to become a supplier to a large
corporate as difficult and time consuming to navigate.
Our 2018 survey again highlights that the time it takes to secure a contract with a
large corporate is longer than securing one with Government. It reinforces the need for
corporates to become clearer and more transparent in their supplier requirements and to
create simpler online tools that makes the procurement process more accessible to scaling
businesses.
There are some practical ways improvements can be made and this is seen in the endorsed
programmes which we have exemplified in Chapter 2 and the checklist we have created with
Nesta from our observations of good practice. These practices include: Board sponsorship;
dedicated senior level scaleup champions across functions not just in the procurement
arena but also in risk, compliance, legal, IT, etc.; dedicated scaleup units; fast-track options
and procedures, or other practices such as preferential payment conditions.
Corporates should also emulate the Government's transparency in identifying the businesses
they are buying from and what opportunities exist to do more with them. This transparency
has allowed the ScaleUp Institute, with Tussell, to create a Public Procurement Index.
Individual corporates could use the same methodology to cross check their scaleup buying.
Highlighting this work in practical 'meet the buyer' events in local areas and via online hubs is
invaluable to scaling businesses. Despite the intents stated, our evidence currently shows this
is not being undertaken as well as or as extensively as it might. 2019 needs to see a 'stepping
up' of direct corporate / scaleup engagement. We hope the emerging scaleup programmes
across the country will seek to do much more in this space.
UK government procurement
Government procurement at both national and local is a huge potential market for
scaleups. Each year Central Government spends over 40bn with non-public sector
organisations. This year, working with data firm Tussell, and building upon our ongoing work
with Beauhurst to identify visible scaleups, we have published our inaugural ScaleUp Public
Procurement Index identifying the 397 individual scaleups who have been procured from by
the public sector to a total value of 1.5bn. As depicted on page 216, this shows that Local
Government accounts for 49% of public sector purchases from scaleups with contracts
totalling 977m; Central Government comparatively has 20% of scaleup contracts by
number and 10% by value at 149m.4 Cabinet Office is recorded as the largest single
procurer from scaleups and overall 2.1% of purchases made by the public sector are with
visible scaleups. This showcases the opportunity available for more to be done and highlights
the variation between localities and at a central level which can be improved upon.
Going forward this Index will be our benchmark by which we measure the progress of the
Government's intent to do more with scaling firms. The policy announcements made this
year in Spring reflected a range of the recommendations made by the ScaleUp Institute
and Scaleup Taskforce to further move the dial including: expansion of Contracts Finder
to include large corporate supplier subcontracting opportunities, and the development of
procurement champions across all Government departments. The Index will be a tracker by
which to measure whether the announcements actually deliver meaningful impact.
There still remains much to be done to build on the current policy steps if we are to address
the significant scaleup gap compared to larger businesses. In 2019 we would wish to see
further progress on:
"For corporates or
Government, there should
be dedicated entry portals
so vendors can present
themselves and articulate their
value proposition so at least
they are visible."
SOUTH EAST SCALEUP BUSINESS
LEADER
"A SME/Scaleup procurement
track should be made
mandatory we should not
be pushed through the same
procurement process as a large
company... it's too onerous
for us."
SOUTH WEST SCALEUP
BUSINESS LEADER
"Government purchasing
portals are not efficient.
We would need a whole
department just to respond
to tenders. Let's just have one
template that we can complete
and upload to any tender."
SOUTH EAST SCALEUP BUSINESS
LEADER
4 The remainder of public procurement is
from the NHS, Housing Authorities, and
other public sector bodies.
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Contracts Finder being better used by the public sector,5 more user oriented, and
better known among the scaleup business population.
Procurement champions having clear objectives and measurements. They should work
to a defined job description, with clear expectations and recognised outputs and be
more visible in localities and sectors.
OEMs and Tier 1 companies working with Government being further encouraged to
work with scaleups in their supply chain. Productivity will be improved if interactions
within supply chains can be enhanced and made more efficient.
More 'meet the buyer' events being conducted with scaleup firms and Government
departments, working closely with the emerging local scaleup programmes to make
these more targeted. Lessons should be taken from endorsed programmes, such as
SVC2UK, on how to conduct these to good effect.
Qualifying thresholds should not be unnecessarily high as this can create significant
hurdles for scaling firms.
More timely advertising of procurement contracts.
Informal notifications about upcoming tenders, in order to give scaleups time to
prepare.
Breaking larger opportunities into smaller packages, to enable scaleups to compete for a
wider range of contracts where they would otherwise face capacity constraints.
The role of supply chains in scaling up
Some large infrastructure projects, such as Hinkley Point, are already well engaged in
promoting local supply chain opportunities and have created a very effective hub and
engagement model to work with scaling businesses on the huge opportunities they present.
There is an opportunity for others to learn from this which we will be exploring further in
2019. Larger corporates have a key role to play in their supply chain in identifying scaling
businesses and working with them as regards their talent, leadership and finance needs.
Sharing in Growth, outlined in Chapter 2, remains delivering this in the manufacturing space
and we are watching with interest the Productivity through People initiatives to monitor
their effect on scaling businesses.
Requiring large corporates who are competing for Government contracts to do more
through their supply chain, including contract and payment terms will help to shift corporate
culture and lead to a breakdown in barriers to growing firms. Celebrating those that do this
well is also to be encouraged.
Providing new opportunities to innovate
In this year's review we feature the FCA Sandbox as one to watch as it is a concept with
significant value for boosting and facilitating innovation and growth. The FCA Sandbox
provides an environment for firms to test innovative products, services and business models
with delivery mechanisms in the real market with real consumers. The scheme is showing real
signs of success with 90% in Cohort 1 progressing towards a wide market launch and many
attracting investment to enable their scaling up. Sandboxes help scaleups experiment within
a realistic environment without penalty, but they also help 'regulators' learn how they adapt.
In New South Wales (Australia) there is now an open approach to sandbox environments
allowing companies to apply to test ideas relating to any of the State's regulations. Last year
we encouraged the UK to seek to emulate these models across departments and sectors
such as health and education. It is therefore pleasing to see the 10m now being deployed
to regulatory sandboxes through the 'Regulators' Pioneer Fund'. We will be monitoring
outcomes of this programme closely. It is also important to continue to open up APIs to
allow for private sector innovation in this area.
"Large companies are generally
a real challenge unless you
have a very decent and
practical senior sponsor."
LONDON SCALEUP BUSINESS
LEADER
"If corporates want to support
the ecosystem, then lip service
about innovation units isn't
enough. The board should have
a KPI of money spent with
scaleups. To get deals done
takes superhuman powers,
even when a large enterprise
truly wants to buy your
product."
LONDON SCALEUP BUSINESS
LEADER
"Have more, smaller
procurements than fewer,
larger, procurements."
SCOTTISH SCALEUP BUSINESS
LEADER
5 Work by the Spend Network suggests
that Contracts Finder is not being
properly used. So we also need more
emphasis on public bodies using this as
they should.
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Innovate UK's role in the scaleup landscape continues to evolve. As exemplified in the
ScaleUp Index 2018 its investment programme has been a key anchor to over 345 Visible
Scaleups. Crucial to this impact is also the broader services Innovate UK provides across
it's Enterprise Europe Network (EEN), Knowledge Transfer Network (KTN), the Innovate
2 Succeed offer, Catapults, Industrial Challenge funds, international collaboration support
and connections to corporates. In 2018 the ScaleUp Institute has been delighted to work
with the Innovate UK EEN team on their Scaleup Pilot Programme utilising their concept
of a 'Scaleup Board' and engaging a team of Scaleup Directors to work intensively with a
cohort of ambitious innovative scaling firms in breaking down their scaleup challenges. The
initial results reported on this intensive coordinated intervention are encouraging and we are
pleased to learn of its expansion in 2019.
In summary
Access to domestic and international markets has significantly moved up in scaleup leaders
issues and challenges placing it alongside talent as the most significant barrier to further
growth. The research that the ScaleUp Institute has undertaken shows an insufficient range
of of solutions at local level to address scaleup 'access to markets' demands. The private and
public sector need to intensify their focus and services on scaling businesses to make sure
they can achieve their fullest potential both at home and abroad and follow through on the
following recommendations:
2018 Recommendations
"We are working hard to create
good relationships with a
couple of larger corporates but
the changes that occur within
them means that it is hard to
manage their contacts and
delivery timescales."
SCOTTISH SCALEUP BUSINESS
LEADER
"Government spend should
be prioritised towards UK/
regional and local companies
and help develop local and
regional champions."
SOUTH EAST SCALEUP BUSINESS
LEADER
"Work packages are often
aimed at larger companies as
the public sector believes that
large companies are safer than
smaller ones."
SCOTTISH SCALEUP BUSINESS
LEADER
6
We recommend that Central Government when implementing
its Export Strategy allocates a significant portion of resources to
scaleups, including dedicated trade missions for scaleups. All local
areas should be encouraged to set up a local exchange programme
for scaling businesses, such as that developed by the Mayoral 'Go to
Grow' campaign in London.
7
We recommend that Public bodies use the inaugural Visible Scaleup
Public Procurement Index to further improve their understanding
and reporting on the procurement from UK scaleups, including
scaling businesses not yet visible at Companies House.
All public bodies should improve the way opportunities are
promoted to scaleup companies by significantly raising awareness
of procurement champions and ensuring their roles have objectives
and measurements. The Government should increase the promotion
and continue the evolution of Contracts Finder to become a smart
platform and the development of 'meet the buyer' events and more
sandbox environments.
8
Large companies should report on the level of collaboration
and procurement they source from scaleup companies. Any
procurement contracts with Government should require an increase
in the amount of business undertaken with scaleups as part of the
contracting process and provide an annual update.
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Based on visible scaleups from Companies House data,
excluding charitable and third sector scaleups and listed
companies. Data analysed by Tussell, based on the period
July 2017-June 2018.
Scaleup Public Procurement
LOCAL GOVERNMENT ARE THE MAIN BUYERS FROM SCALEUPS
By value, 2.1% of public sector contracts
were won by visible scaleups, worth 1.5bn
An additional 4.6bn was awarded to scaleups
in framework value
Other
15%
(218)
NHS
10%
(137)
Local Govt
49%
(688)
HA
6%
(82)
Central Govt
20%
(290)
Number of Scaleup contracts by buyer type as a proportion (Q3 2017 - Q2 2018)
Other
6%
(93M)
NHS
11%
(170M)
Local Govt
65%
(977M)
HA
8%
(122M)
Central Govt
10%
(149M)
Value of Scaleup contracts by buyer type as a proportion (Q3 2017 - Q2 2018)
HA = Housing Association
0K
10K
20K
30K
40K
Number of suppliers
0K
10K
20K
30K
40K
Number of contracts
Scaleups
SMEs
Not SMEs
15,893
8,716
397
34,082
35,160
1,415
Public sector suppliers and contracts Q3 2017 - Q2 2018
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The top 3 buyers from visible scaleups:
Scaleups won the most contracts in the construction
sector, followed by Health & Social Services and
Business & Finance Services
AWM based in Leeds was the top visible scaleup by
award value, winning awards worth 165m
By number of scaleups awarded contracts
1
Eastern Shires Purchasing Organisation
2 South East Shared Services
3 Staffordshire County Council
1
Cabinet Office/Crown
Commercial Services
2 Business Services Organisation
3 Home Office
LOCAL GOVERNMENT
CENTRAL GOVERNMENT
0
50
100
150
200
250
300
350
400
No. of Contracts
Construction
Health & Social Services
Business & Finance Services
IT & Telecoms
Equipment (Furniture, O ce, Computers)
Transport
Education and Training
Environmental Services
Repair and Maintenance Services
Recreational and Cultural Services & Equipment
Hotel and Resturant Services
Industrial Equipment & Materials
Energy
Other
259
379
154
212
64
53
36
79
76
14
51
18
16
4
Number of contracts won by scaleups by sector (Q3 2017 - Q2 2018)
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The finance challenge for scaleups in the UK remains,
particularly at a local level where surveys continue to show
an ongoing perception that funding is most available in
London and the South East. Scaleups are keen for a vibrant
and connected finance market, that is easily accessible in the
regions in which they operate and suitable to their needs as
scaleup businesses including the availability of patient money
to finance long term growth plans.
While scaleups consistently report the most need for action on talent, access to markets
and leadership, they also cite access to finance and notably long-term patient capital as
a barrier to their growth. Scaling businesses consistently point to the problems of finding
long-term investors which is why they have often turned to overseas investors. This requires
the UK to create 'at scale funds' and deeper and more visible pools of connected capital,
available through the lifecycle of a business to reach global scale, sustained growth and
longevity.
Our annual survey reflects that three-quarters (74%) of scaleups surveyed this year are
currently using a source of external funding, far in excess of SMEs, generally where 36%
are using external finance. The largest proportions of scaleups are, like their peers, finding
resources from traditional sources 40% using overdrafts, credit cards or loans, 28%
through leasing or hire purchase and 25% have received cash injections from family and
friends or directors. Only 23% received equity from a third party investor and 13% from
Government funding.
Reservations about the use of equity finance remain, with too few high profile regional case
studies able to counter: perceptions of complexity; perceived unsuitability; a fear of having
to "give up control"; or, a simple lack of knowledge.
When it comes to finance, scaleups are not just looking for cash; they want smart, patient
money which brings knowledge, skills and customer and market connections with it. It
is clear that financial providers must work more closely with local communities in order
to provide tailored solutions for scaleups where they are based and that certain sector
challenges still persist.
Provision of patient capital
We were pleased by the Government's response in both the 2017 and 2018 Budgets to the
consultation feedback given as regards 'Financing Growth in Innovative Firms' meeting the
challenges of patient capital. The additional capital injection to the British Business Bank
and launch in June of British Patient Capital, a newly established 2.5bn investment fund
incubated in the British Business Bank, is an important step towards enabling long-term
investment in innovative and scaleup companies across the UK.
Accessing finance
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CHAPTER FOUR
We very much welcome the fact that plans have progressed to include regulatory reforms
and a commitment from industry leaders such as Aviva, HSBC, L&G, NEST, The People's
Pension and Tesco Pension Fund, to work with the British Business Bank to explore options
for pooled investment. This is closely aligned with our own consultation response, bespoke
research and recommendations of our Annual Review 2017.
The importance of EIS and VCTs is also noted by many scaleups as a cornerstone of
early stage growth capital and follow on funding. It is important that clarity around these
incentives alongside Entrepreneurs' Relief has been given as part of the 2018 Budget to
maintain long-term investor confidence about the availability of these instruments in order
for them to remain a key component of the funding ladder.
Addressing regional disparity
Regional disparities in access to private equity by deal numbers and value persist.
Latest figures from the British Business Bank show that as in previous years London
accounts for a significant proportion of deal activity. The business stage composition of
equity deals varies by region and devolved administration (see table below) with overall
activity in Scotland in 2018 increasing compared to 2017.
While proportions of deals between seed, venture and growth stages are broadly similar
between London and the rest of UK overall, there is larger variation in individual areas.
Some regions have a higher than average proportion of seed stage deals in 2017 including
Northern Ireland, Wales, West Midlands, Yorkshire and Humber, and the North East. The
North East and East Midlands have a high proportion of growth stage deals. In the case
of the East Midlands this is driven by the small number of seed stage deals in the region.
Scotland has a higher proportion of venture stage deals than the overall UK market, but a
relatively low proportion of growth stage deals.
Area
Seed
Venture
Growth
London
47%
37%
16%
South East
49%
39%
12%
Scotland
43%
48%
9%
East of England
47%
36%
17%
North West
49%
33%
18%
South West
49%
37%
15%
Wales
51%
38%
11%
West Midlands
51%
37%
12%
Yorkshire and Humberside
52%
33%
14%
North East
50%
15%
35%
Northern Ireland
64%
14%
23%
East Midlands
29%
24%
47%
UK
47%
37%
16%
PROPORTION OF EQUITY DEALS BY BUSINESS STAGE (2017)
Source: British Business Bank analysis of Beauhurst
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The role of the British Business Bank and its partnership with the private finance and
business community is ever more important if we are to address these regional and capital
asymmetries.
An important criteria going forward for British Business Bank co-investment will be the
ability of the private investor co-partners to deploy the funds into scaling businesses in the
regions and local areas outside London and the South East.
Equally the British Business Bank-led commercial investment programme to support
developing clusters of business angels outside London, alongside its deployment of a network
of regional managers, which we endorse, are essential elements to address the regional
imbalance.
DISTRIBUTION OF EQUITY DEALS BY TYPE OF INVESTOR (2017)
Source: British Business Bank analysis of Beauhurst
0
20
40
60
Percent
London
South East
Scotland
East of England
North West
South West
Wales
West Midlands
Yorkshire and Humberside
North East
Northern Ireland
East Midlands
All equity investors
PE/VC investors
Crowdfunding platform
All equity investors
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CHAPTER FOUR
The Europe effect
Analysis from the British Business Bank shows that significant amounts of regional equity
funds are backed by EU money, and it is important that money has been identified to fill any
potential EIB shortfalls here for 2018/2021. This will need ongoing assessment.
Additionally, the joint initiative between the EIB and the European Commission has
provided vital pools of capital and research collaboration for life science businesses and other
innovative sectors under the Horizon 2020 and COSME programmes. As matters evolve
and the UK relationship with the EU is clarified, access for UK innovative businesses should
be maintained to these schemes, or they must be replicated as part of the UK replacement
EIB/EIF arrangements through the British Business Bank.
Knowledge and demand
It is not just a question of supply. It is also important to increase the provision of education
about growth capital so that scaleup leaders are fully aware of all the available options and
can structure their companies appropriately.
Our most recent research with Beauhurst shows that 16% of visible scaleups use equity.
This is 687 out of the 4,420 on our Visible Scaleup Index, and continues to show a direct
correlation between even faster growth and an equity stake. The more equity investment
a company has received, the more likely its revenue is to be growing at a rate quicker than
100% a year. It is therefore important to continue our work to encourage other scaling
businesses to consider equity finance as an option for growth.
As part of our efforts to close this knowledge gap, as announced in our 2017 Annual Review,
the ScaleUp Institute has been pleased this year to collaborate with the British Business
Bank, alongside the London Stock Exchange and other important players, to develop the
Finance Hub which better brings together the knowledge on growth capital across the
country on a digital platform tailored to scaling businesses.
The establishment of regional relationship managers within the British Business Bank is
also important to better connect capital between locations and scaling businesses. They
will play an important role in developing a more comprehensive, connected, and productive
UK finance ecosystem across geographies to help ensure the ecosystem is connected and
funding gaps addressed from the seed stages through to public markets.
Funding innovation
Innovate UK's role in the fostering of the UK's most innovative businesses across sector
and geographies is evidenced again in the 2018 Scaleup Index it shows Innovate UK has
played a critical investment role in 345 of the visible scaleups (a 37% increase in the number
supported from the 2017 Index) to a value of 74m (a 19% increase from 2017) showing
the vital role Innovate UK plays with businesses that are scaling up. This role must be
maintained and built upon.
The sector dynamic
As effective finance solutions are developed, it will be important to consider how these
can be applied across different sectors. It is notable from our case studies evidenced in
Chapter 2 that there is a growing pool of financiers providing investment capital to scaling
businesses which is encouraging. However, many of these are addressing the needs of the
tech sector which, while good, also highlights a need to be vigilant on sectors that may be
under-served by the finance community. This is why it is important that monitor finance
options for female-led firms a focus for the British Business Bank and IP rich businesses.
Across this year the ScaleUp Institute has been working with the social business sector
and creative sector to assess the challenges of scaling up as relates to them. Both of these
sectors, alongside Lifesciences, show greater sensitivities to availability and access to scaleup
finance than others. Later this year we will publish, with Barclays Bank, a report into the
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challenges faced by 'Social Scaleups' where we will provide further insights for the finance
ecosystem to act upon. We have also been working across this year with the Creative
Industry Council Access to Finance Forum, and DCMS, and how we address the issues here
in relation to investment readiness, and connections to capital, which will be a feature of our
work in to 2019.
In summary
History tells us there is no single lever to pull to solve the finance challenge but a
combination of initiatives are necessary.
At a time when the global competitive landscape is shifting, many countries are placing more
effort and resources into supporting their scaling firms, and looking to tempt those in the UK
to move overseas and many international investors are scouting here for our scaleup business
talent. While this creates opportunity for our scaling firms, they want better connected
capital here and if we wish to maintain our competitive advantage it is imperative that the
policy initiatives introduced in recent years, or currently being implemented, are ambitious
and deliver meaningful outcomes. We shall monitor carefully the impact of current and
recently announced initiatives as they are implemented and work with organisations to
ensure that funding is targeted towards and reaches scaling businesses. It will be important to
maintain impetus and we therefore continue to recommend:
2018 Recommendations
10
Government and industry ensure progress is made closing the finance
gap for scaleup by continuing the work to implement the Patient
Capital Review. Growth finance to be included as core curriculum in
all local scaleup leadership programmes enabling them to seek out and
secure the most appropriate funding at each stage of their company's
growth. The status of current EU sources of funding needs to be
monitored, and replaced as appropriate.
"The British Business Bank's mission is to help drive economic growth by making
finance markets work better for small and scaling businesses wherever they
are in the UK and wherever they are on their business journey enabling them
to prosper and grow. Compared to their peers in the USA, the leading scaleup
environment, a major barrier holding back the continued development of young
innovative firms is access to longer-term investment. The lack of this patient
capital slows these firms' growth and ultimately holds back the UK's productivity.
Following the Patient Capital Review, addressing this gap has been a major focus
of our activity. To deploy the 2.5bn of new resources for the Bank announced
at last year's Budget, British Patient Capital has been established to enable
long-term investment in innovative companies across the UK led by ambitious
entrepreneurs who want to build successful, world-class businesses. Over
time, our goal is to develop these markets and encourage private institutional
investment into this area.
"Our research also shows that the UK's high-growth scaling businesses suffer from regional imbalances in the supply of early
stage equity finance, with London and the South East receiving a disproportionate share of equity flows compared to their
population of high growth businesses. Launched in October 2018, the Regional Angels Programme will deploy 100m of new
funding to help redress these imbalances and will ensure that more ambitious scaling businesses can access the early stage
equity finance they need to grow and succeed, wherever they are in the UK"
KEITH MORGAN, CEO, BRITISH BUSINESS BANK
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'Place' has been rightly emphasised as one of the five core
foundations of the Industrial Strategy. Finding the right
flexible space in which to flourish and grow is a consistent
concern for scaleups.
Having the 'space to scale' in the localities in which a scaleup already has a presence and
existing workforce is a fundamental enabler to their growth or inhibitor if not available.
Scaling businesses in manufacturing and those in the life science sector are particularly
sensitive to this opportunity given the 'kit' that also comes with any expansion plans. Not
having the local ecosystem make a concerted effort to make sure growth is frictionless can
be an acute hindrance to a company scaling.
This means that ever more local authorities and regions need to know, work with and
consider their local scaleups making sure they plan for the future to meet the capacity
demands that scaling businesses will have. Whether this be in flexible leasing structures and
online tools to showcase available business real estate such as the examples seen in London
and Bristol; or transport and digital infrastructure; or the homes in which employees will
need to live. Significantly it is important to factor these issues into the development of Local
Industrial Strategies, and policies designed to ensure that existing companies can be retained
within localities as they grow.
In Chapter 2 of this Review we have highlighted the very effective work being performed by
universities, science parks and hubs in creating not only the space but the environment to
rapidly grow, so wanted by our scaleup leaders. In particular we have endorsed Alderley Park
in Cheshire and the Babraham Research Campus in Cambridge for their work and continue
to endorse the expanding role of the Bristol-based Engine Shed.
A key attribute that all three bring to the table is not just space but, importantly, the way
in which they have created a 'scaleup' campus mentality in which ideas can thrive and joint
solutions to challenges be developed, as well as a pool of peers, mentors, and investors, to
work with these scaling firms. These hubs are also growing with their scaleup communities
rather than holding a static place in their companies' growth journey. For example,
Babraham is investing to build scaleup space having realised the need to cater for businesses
that have started with them but are scaling fast, and the importance of frictionless access to
new premises on the same campus. Similarly in Bristol, Engine Shed is building new space as
well through their ScaleUp Enabler, who identified the lack of suitable accommodation as a
major challenge for West of England scaleups, and has worked with the local ecosystem to
source new office space for scaling firms.
Infrastructure
Space with room to grow and evolving
scaleup campuses offering a suite of
scaling services.
"Universities work pretty
slowly compared to businesses
so we always find it frustrating.
We usually give up and move
on. They aren't set up to work
at pace and over the summer
they all disappear."
NORTH/NORTH EAST SCALEUP
BUSINESS LEADER
"Universities need to advertise
their facilities and services
better, maybe all on one
website."
EAST ANGLIA SCALEUP
BUSINESS LEADER
"We would like to have
access to a university's R&D
facilities as that would help
us accelerate our product
development and technology
without needing to invest in
expensive equipment that we
might only use occasionally."
SCOTTISH SCALEUP BUSINESS
LEADER
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Financiers are also playing their part in scaleup space with on-the-ground support through
the repurposing of buildings to create new scaleup space and environments to support their
growth. Notable in this regard are:
Barclays Eagles Labs, which we endorse in 2018, now has 18 sites across the UK,
offering scaling businesses offices and co-working spaces alongside a dedicated scaleup
leadership programmes and mix of facilities, workshops and relationship experts to help
scaling businesses grow even further.
NatWest Entrepreneurial Accelerator has 12 UK hubs, offering development managers
who work with scaleups to provide expertise and support. This service makes our 'one to
watch' list in 2018.
Level39, which is 'one to watch', based in the heart of Canary Wharf's financial
district, focuses on supporting early-stage businesses and scaleups with a high-quality
infrastructure, structured access to investors, mentors and business experts as well as
links to major customers.

We are aware that other corporates in the UK are involved in initiatives such as this like BT,
and will be exploring these further in 2019.
Research and development
Research and Development (R&D) is intrinsically tied to the education agenda, but is also
strongly linked to the infrastructure available to growing firms. Scaleup leaders have again
highlighted that they highly value access to R&D and innovation, including Innovate UK, and
wish to see even more engagement with these opportunities.
Those accessing Challenge Funds should be encouraged to engage with growing and scaleup
businesses including the opening up of their research facilities and deployment of students to
projects with scaling businesses. Programmes that are geared towards the commercialisation
of research are likely to have more impact if the role that fast growing firms have in the area
of innovation and research is effectively captured. The options for evolving the R&D tax
credit treatment should also be kept under review including ways in which it could support
firms in adopting new technologies, driving productivity. As in 2017, we continue to view the
Government building upon the work of Innovate UK and the Industrial Strategy Challenge
Funds as important to ensure that research and innovation drives made under it are closely
connected to scaling businesses and sectors.
In this regard we are encouraged by the 2018 Budget announcements allocating 25m to
the Knowledge Transfer Partnership scheme with its intent to place over 200 additional
graduates and academics with relevant skills into firms to translate their research insights
into business growth. We will monitor with interest its progress. It is also positive that the
Government is confirming 115m to extend funding for the Digital Catapult, which has
centres in the North East, South East and Northern Ireland, and the Medicines Discovery
Catapult in Cheshire. This builds on the 1bn in long-term funding already committed to the
broader network of Catapult centres located across the UK.1
As EU transition discussions progress, the continued access to, and/or replication of,
COSME/Horizon 2020 initiatives will be essential.
In summary
Some good progress has been made with certain infrastructure needs of our scaleup leaders
being answered. We need to ensure this continues and encourage ecosystem stakeholders
from across the country to take inspiration from peers so that this hindrance can be
removed from scaleup leaders' list of growing pains. The continued focus and investment by
the on local infrastructure will remain key, as will development of local hubs such as those
exemplified in Cambridge (Babraham Research Campus), Cheshire (Alderley Park), and
Bristol (Engine Shed).
1
Budget 2018 HM Treasury
"Small companies with original
ideas are concerned about
going to some universities
because of IP issues and
because university funded
collaboration attract large fees
for overheads. This makes the
process expensive and erodes
the funding for innovation."
NORTH WEST SCALEUP
BUSINESS LEADER
"We work well with universities
but that is a function of
personal contact with
professors and others, rather
than a more formal process."
EAST ANGLIA SCALEUP
BUSINESS LEADER
"Office space and rents are a
barrier to our growth. We need
the commercial landlords to
move with the times more."
SOUTH WEST SCALEUP
BUSINESS LEADER
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SHAPING POLICY TO FOSTER UK SCALEUPS: BREAKING DOWN BARRIERS
CHAPTER FOUR
EVIDENCE GAP
We recommend that 'Scaleup status' is officially recognised as a formal business
classification and that national datasets are made available to allow local and national
stakeholders to verify the 'scaleup status' of a business.
If this data were to be released, it would answer the calls from stakeholders in local communities to develop a comprehensive
picture of their local scaleup businesses. The development of a scaleup 'kite mark' should also be considered.
2
We recommend that funding for local communities should now be tied to the effective
deployment of scaleup initiatives that close the scaleup gap, and the results and impacts
that they have on the number of scaleup businesses in their area.
PROGRESS KEY
STRONG PROGRESS
PROGRESS
FURTHER PROGRESS NEEDED
SIGNIFICANT PROGRESS NEEDED
TALENT AND SKILLS
3
We recommend that the Department for Education and Local Enterprise Partnerships use
their convening and promotional power to ensure that students at schools, colleges and
universities come into contact with the top 50 scaleup business leaders within 20 miles
of their establishment and that an API to the National Pupils database (with suitable
protections) is made available so that the impact of these interventions can be measured.
4
We recommend that a 'Scaleup Visa' be made available in communities where there are
100 + scaleup companies to enable scaleup leaders to recruit staff they need to increase
their capacity to grow. The Migration Advisory Committee should make the skills needs of
scaling businesses a priority.
2017 Recommendations: Progress
LEADERSHIP GAP
5
We recommend that all local communities appoint a Scaleup Champion and develop a
relationship management structure for scaleup businesses.
6
We recommend that local stakeholders signpost effective mentorship programmes and
matchmaking programmes between peers and non-executive directors who have scaled
businesses before.
Local and national educational institutions should prioritise the introduction of high-quality flexible courses designed to help
scaleup leadership teams with their development needs. Better connections should also continue to be made between national
programmes and local ecosystem leaders to encourage scaling business leaders to apply to courses with known impact. The
Small Business Charter, and other such mechanisms, should integrate an assessment of 'scaleup engagement' into their
performance analysis.
1
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ACCESS TO MARKETS
7
We recommend that Public bodies review and report on the procurement procedures
for scaleups and improve the way opportunities are promoted to scaleup companies so
that we see an increase in the extent to which Government procures from scaleups.
This could also be achieved by significantly raising awareness of scaleup procurement champions. This should include the
evolution of Contracts Finder to become a smart platform and depository of supplier opportunities from large companies
that have contracts with Government; the development of 'meet the buyer' events and the development of more sandbox
environments.
Any Government agencies that interact frequently with scaleups should introduce fast-track procedures for scaleups
and report on these.
8
Large companies should report on the level of collaboration and procurement they source
from scaleup companies. Any procurement contracts with Government should require an
increase in the amount of business undertaken with scaleups as part of the contracting
process and provide an annual update.
9
We recommend that central Government should align a significant portion of its export
activities and resources towards scaleups and create bespoke trade missions for scaleups.
All local areas should be encouraged to set up a local exchange programme for scaling businesses, such as that developed by the
Mayoral 'GotoGrow' campaign in London.
FINANCE GAP
10
Government and industry ensure progress is made closing the finance gap. Growth finance
to be included as core curriculum in all local scaleup leadership courses.
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Chapter Five
Looking forward
230
CHAPTER FIVE
LOOKING FORWORD
We have come a long way together since 2014 when we first
took stock of the barriers that prevented companies from
scaling further and faster and what could be done to break
them down. Much has been achieved since then, but much also
remains to be done.
Our 2016 Review reported upon how local and national players were establishing a more
focused ecosystem for scaling companies. Across 2017, through research, data and
education, we developed the route map for local ecosystems to come together to address
their scaleup barriers and we brought a scaleup lens to the national policy agenda.
In 2018 more local communities have moved forward with valuable practical initiatives after
participating in the ScaleUp Institute's education programme Driving Economic Growth
through ScaleUp Ecosystems. Further progress has also been made within the private,
public and educational sectors, giving us new exemplar programmes which we can endorse.
The UK Government has further embedded scaleups into its Industrial Strategy; Export
Strategy; the Patient Capital Review; and, in the Chancellor's November Budget. The cross-
governmental role of Ministerial Champion for Scaleups has been maintained.
We need to continue at pace if we are to realise our ambition to move the UK to the top of
the OECD ranks in growing a business, with the hundreds of thousands of jobs, billions in
economic value and prosperity that would bring.
Overall, scaleup density has been improving, but the national picture masks the significant
local diversity and drivers of scaling up. This reinforces the need for targeted local action.
A large proportion of scaleup leaders are concerned about whether the UK will continue to
be a good place to grow a business and do not believe they are as well served as businesses
that are not growing as fast. We must continue to work very hard at how we coordinate and
collaborate in order to address their concerns. Only by doing so will we close the scaleup and
productivity gaps.
The ScaleUp Institute will maintain momentum with an ongoing programme of analysis,
research, education, and local engagement. Our Committees will continue to evaluate the
evidence provided through case studies, with a particular emphasis on local and regional
programmes, and we will continue to recommend policy actions for Local and Central
Government and the private sector to address the barriers faced by scaling business leaders.
Making the UK the best place
to scale a business
Our number one priority remains the acceleration of the harnessing of existing Government
data sources to identify scaling businesses. If this can be completed at pace, we will unlock
and dramatically enhance intra-governmental, local and private sector engagement with
our fastest growing firms. We view this as vital outcomes from the Scaleup Taskforce and
Industrial Strategy.
The three P's People, Place and Productivity remain crucial, as is the coordination
and curation of services at local level. Scaleup business leaders most value locally-rooted
resources and services to foster their growth. We will keep the emphasis on local actions
because that is where real value lies for scaleups and where they most want action to
occur. Yet our new research this year has shown that the provision of scaleup support is
variable across the country. We will report once more on progress in November 2019 and
developments as they unfold throughout the year.
We have also seen how innovation, investment and internationalism are integral to scaleup
success. This makes them of even greater importance now. We must ensure that the
scaleup gap, which existed before the UK referendum on EU membership, closes rather
than opens wider.
We pledge ourselves again to the vision of making the UK the best place in the world for
a leader to choose to scale their business. We encourage you to join us in making this
ambition a reality.
1 The Driving Economic
Growth Through Scaleup
Ecosystems Course is
supported by Goldman
Sachs 10,000 Small
Businesses UK, Innovate
UK and, in 2018, the
British Business Bank.
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Annex 1
Local area summaries
BLACK COUNTRY
BUCKINGHAMSHIRE THAMES VALLEY
CHESHIRE & WARRINGTON
COAST TO CAPITAL
CORNWALL & THE ISLES OF SCILLY
COVENTRY AND WARWICKSHIRE
CUMBRIA
DERBY, DERBYSHIRE, NOTTINGHAM,
NOTTINGHAMSHIRE (D2N2)
DORSET
ENTERPRISE M3
GLOUCESTERSHIRE
GREATER BIRMINGHAM AND SOLIHULL
GREATER CAMBRIDGE & PETERBOROUGH
GREATER LINCOLNSHIRE
GREATER MANCHESTER
HEART OF THE SOUTH WEST
HERTFORDSHIRE
HUMBER
LANCASHIRE
LEEDS CITY REGION
LEICESTER & LEICESTERSHIRE
LIVERPOOL CITY REGION
LONDON
NEW ANGLIA
NORTH EAST
OXFORDSHIRE
SHEFFIELD CITY REGION
SOLENT
SOUTH EAST
SOUTH EAST MIDLANDS
STOKE-ON-TRENT & STAFFORDSHIRE
SWINDON AND WILTSHIRE
TEES VALLEY
THAMES VALLEY BERKSHIRE
THE MARCHES
WEST OF ENGLAND
WORCESTERSHIRE
YORK, NORTH YORKSHIRE AND EAST
RIDING
SCOTLAND
WALES
NORTHERN IRELAND
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
WILLIAM GIBBONS
William Gibbons operates a printing
company, which produces a variety of
magazines, catalogues and mail items.
SELECT HEALTHCARE GROUP
Select Healthcare Group operates a group
of care homes.
ASH & LACY
Ash & Lacy provide a range of roof
and building systems such asrainscreen
cladding and steel frame systems.
MECHATHERM
Mechatherm designs and manufactures
equipment for the aluminium industry,
such as casting furnaces and scrap charging
machines for recycling.
JHOOTS PHARMACY
Jhoots Pharmacy operates a network of
pharmacies also offering personal health
care services such as smoking cessation.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
CHARTER COURT
Charter Court provides retail
banking services.
WILCOX
Wilcox operates two companies, Jmp
Wilcox & Co and Wilcox Industrial
Supply Co, that recycle textiles donated
by charities into wiping cloths for use
in industry.
MECHATHERM
Mechatherm designs and manufactures
equipment for the aluminium industry,
such as casting furnaces and scrap
charging machines for recycling.
SELECT HEALTHCARE GROUP
Select Healthcare Group operates a group
of care homes.
DAVRO STEEL
Davro Steel supplies a large range of steel
products such as galvanised steel.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
BLACK COUNTRY LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
AAdvice, Investment and Market Development (AIM)
for the Black Country works in partnership with the
area's Growth Hub, local authorities, the Chamber of
Commerce and the University of Wolverhampton to
deliver a programme that offers scaling businesses a
coordinated approach to a range of services.
Business Navigators work with scaleups to agree a
bespoke 12-month programme of one-to-one support
and events designed to break down barriers to growth.
Scaleup leaders can take advantage of two peer-to-peer
networks: The Platinum Group and the West Midlands
Manufacturing Club.
Boosting leadership skills and management teams'
capabilities, the Black Country Chamber Strategic
Leadership Programme is delivered by a facilitator with
significant experience with both manufacturing and
service sectors. Delegates graduate from the programme
with a toolkit of practical techniques and knowledge.
WHAT'S NEXT/FUTURE PLANS: The Black Country Growth Hub continues to work closely with
neighbouring hubs and the Midlands Engine to devise new activity for businesses with the potential to
scale. There are plans to establish a business angels network, a programme of
pre-investment support and a mentoring scheme in partnership with Be The Business.
SCALEUP VIEWS:
Access to talent is a key barrier to growth,
but also vital are access to UK markets
and to infrastructure. They are looking for
support from Innovate UK, and then from
a range of providers, including DIT, peer
to peer networks, public sector funding
for R&D and local universities and
business schools.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Innovate UK
DIT (Department of International
Trade)
Local universities and business schools
e.g. access to their talent, facilities and
R&D
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
490
TOTAL NO.
OF SCALEUPS
165
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
6.6bn
57,764
TOTAL EMPLOYEES
420
NO. BY TURNOVER
GROWTH
95
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
INFRASTRUCTURE
ACCESS TO
MARKETS














234
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
PHD
PHD provides bespoke scaffolding
building services.
iPRO
iPRO provides bespoke engineering services
to businesses for developing manufacturing
tools, machines and systems.
LCVR
LCVR supplies cars and vans to vehicle
leasing businesses.
SIMPLY WASTE SOLUTIONS Simply
Waste Solutions provides bin collection
services for waste and recycling, alongside
specialist waste management services such
as confidential or hazardous waste.
BIG EASY RESTAURANTS
Big Easy Restaurants operates a chain
of restaurants.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
GREENTECH DISTRIBUTION
GreenTech Distribution recycles old
mobile devices by refurbishing them and
wiping their data and then selling them
onto clients.
BIG EASY RESTAURANTS
Big Easy Restaurants operates a chain
of restaurants.
PHD
PHD provides bespoke scaffolding
building services.
PHOENIX DATACOM
Phoenix Datacom provides businesses with
network and data management services.
COMLAND
Comland operates a property
development company.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Buckinghamshire Thames Valley has a range of
services for scaleups focused on overcoming barriers
such as leadership skills, access to new markets,
finance and infrastructure. Peer-to-peer networking
is a major aspect of these programmes with a new
programme called MD Ngage being rolled out which
allows business leaders to discuss and share issues of
business interest.
A team of advisers provide one-to-one general and
specialist business advice, including in-depth advice on
inward investment, developing action plans, investment
readiness and signposting to relevant provision. The
LEP is also championing simplified cooperation
with universities and workspaces for incubation and
collaboration and the Growth Hub is embedded into
each of these activities.
Sector skills groups have also been set up through a
collaboration between BTVLEP, The Skills Hub and
The Buckinghamshire Business First Growth Hub
with work focussing mainly on skills in the workplace
and apprenticeships.
BUCKINGHAMSHIRE THAMES VALLEY LEP
WHAT'S NEXT/FUTURE PLANS: Plans are underway to build on current work making it more sectorally
focussed and to introduce mentoring for the county's scaleup organisations where need is identified.
SCALEUP VIEWS:
The key barrier is access to talent,
followed by access to markets and
infrastructure. They are looking for
support from peer to peer networks,
Innovate UK and professional services.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Innovate UK
Local professional services
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
335
TOTAL NO.
OF SCALEUPS
120
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
8.4bn
28,088
TOTAL EMPLOYEES
275
NO. BY TURNOVER
GROWTH
60
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS
INFRASTRUCTURE














235
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
PROXIMO
Proximo provides a range of outsourcing
services to companies operating in the
insurance sector, including third party
claims handling, and the management of
incident responses.
COUNTY MILK PRODUCTS
County Milk Products supplies dairy
products and animal feed.
LAKER VENT ENGINEERING
Laker Vent Engineering manufactures
welding and mechanical components such as
pipe racks and pipe work construction.
CREST MEDICAL
Crest Medical supplies first aid and
pharmaceutical products such as plasters,
bandages and burn gels to both retail and
commercial clients.
KINAXIA
Kinaxia runs a group of haulage and
warehousing companies in the UK.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
LAKER VENT ENGINEERING
Laker Vent Engineering manufactures
welding and mechanical components such as
pipe racks and pipe work construction.
WILLIAMS TARR
Williams Tarr provides construction
services for a range of industries such as
pharmaceutical, retail and commercial.
MYPROTEIN
Myprotein retails sports supplements and
nutrition products such as protein shake
powders, weight loss tablets etc.
GLADMAN
Gladman operates a property development
business specialising in retirement homes,
offices and industrial spaces.
KINAXIA
Kinaxia runs a group of haulage and
warehousing companies in the UK.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
CHESHIRE AND WARRINGTON LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Cheshire and Warrington LEP has a 'Scale Up
Programme' providing targeted services, developing
partnerships, and establishing a peer-to-peer mentoring
scheme.
The LEP is using a series of digital data sources and social
media platforms to identify the scaleup businesses in the
area as well as recognise trends in their growth when they
would benefit from information on the provision available.
Growth experts are available to give advice, they are
generalists with experience in business, including
managing and running their own scaleups. The next step
is to further gear up the resourcing to create a broader
dedicated Scaleup Service with specialist scaleup advisers.
WHAT'S NEXT/FUTURE PLANS: The LEP is current considering the next stage of development
including options for reactive and proactively seeking out businesses looking to grow.
SCALEUP VIEWS:
The key barriers are access to talent,
access to markets and infrastructure.
They are looking for a range of support
from local and regional government,
banks, and Growth Hubs and are more
likely to mention wanting support with
procurement contracts and from large
corporates
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Local and Regional Government e.g.
LEPS, Growth Hubs, city councils
Banks and other financial suppliers
Growth Hubs
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
565
TOTAL NO.
OF SCALEUPS
225
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
18.5bn
65,077
TOTAL EMPLOYEES
480
NO. BY TURNOVER
GROWTH
140
NO. BY EMPLOYEE AND
TURNOVER GROWTH














TALENT AND
SKILLS
INFRASTRUCTURE
ACCESS TO
MARKETS
236
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
COACHHOLIDAYS.COM
Coachholidays.com operates a coach
holiday booking website.
ILG
ILG provides a wide range of logistics,
warehousing and procurement services.
KEW ELECTRICAL
Kew Electrical operates an electrical
components wholesale company.
BROOKCOURT SOLUTIONS
Brookcourt Solutions provides IT
consultancy services specialising in
securing and integrating business networks
and technologies.
IDE GROUP
IDE Group (formerly CORETX), provides
a range of services related to a business'
IT infrastructure.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
AMSYS
Amsys provides IT support, repairs and
consultancy services and operates as an
authorised Apple service provider.
COLLINS CONSTRUCTION
Collins Construction provides
refurbishment and interior fit out services.
IDE GROUP
IDE Group (formerly CORETX), provides
a range of services related to a business'
IT infrastructure.
CHERRYFIELD
Cherryfield operates a pork cutting plant.
Chapman Freeborn Chapman Freeborn
offers a range of air charter services such
asprivate jet and air cargo charter.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
The LEP aims to support and sustain the growth of
up to 100 scaleup businesses every year through the
Coast to Capital Escalator Programme. This initiative
currently being piloted offers dedicated support
for scaleup business owners on a six-month growth
programme that concentrates on barriers to growth.
Cohorts meet monthly for sessions relating to the
specific barriers they have identified as holding them
back. At the end of the programme they are allocated
a dedicated Account Manager to support their long-
term sustainable growth and invited to join an exclusive
alumni programme.
Growing businesses can receive a day of specialist
support from an expert in the relevant field from the
Growth Champion Network funded by the Coast to
Capital Growth Hub to overcome a specific barrier to
their growth.
COAST TO CAPITAL LEP
WHAT'S NEXT/FUTURE PLANS: After the pilot, the LEP is aiming to make the Escalator programme
part of the ongoing support provided by the Coast to Capital Growth Hub. Success stories will be
promoted across multiple channels to demonstrate the impact of the programme and raise the ambitions
of the area's businesses.
SCALEUP VIEWS:
Access to talent is a key barrier to growth,
followed by access to markets and
infrastructure. Their key support is peer to
peer networks, followed by Innovate UK
and the banks or other financial suppliers.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Innovate UK
Banks and other financial suppliers
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
1005
TOTAL NO.
OF SCALEUPS
410
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
22.3bn
93,584
TOTAL EMPLOYEES
820
NO. BY TURNOVER
GROWTH
225
NO. BY EMPLOYEE AND
TURNOVER GROWTH














TALENT AND
SKILLS
ACCESS TO
MARKETS
INFRASTRUCTURE
237
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
GOONVEAN
Goonvean acts as a holding company for
a range of businesses, including a clay
manufacturer, a producer of PAT test labels,
and a producer of wristbands.
SEASALT
Seasalt designs and manufactures clothing that
it sells in its stores.
FRED CHAMPION
Fred Champion operates a groundworks
contracting business.
WESTCOUNTRY
WestCountry trades and supplies fresh produces
to both private and public sector customers.
MJL CONTRACTORS
MJL Contractors provides groundworks services
to the construction industry.

Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
GOONVEAN
Goonvean acts as a holding company for
a range of businesses, including a clay
manufacturer, a producer of PAT test labels,
and a producer of wristbands.
AUDIOTONIX
Audiotonix (formerly named Allen & Heath)
designs and manufactures audio mixing devices for
live-sound events, such as concerts and theatres.
Following the acquisition of Calrec and DiGiCo,
Allen & Heath was renamed after the new
enterprise Audiotonix.
SEASALT
Seasalt designs and manufactures clothing that
it sells in its stores.
WESTCOUNTRY
WestCountry trades and supplies fresh produces to
both private and public sector customers.
TEAGLE
Teagle manufactures and sells agricultural
machinery.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
CORNWALL AND ISLES OF SCILLY (CIOS)
LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The LEP has worked closely with the CIOS
Growth and Skills Hubs to develop a stronger
focus on support for scaleup and high-growth
businesses. The Growth Hub now offers a
tiered approach to help target businesses with
high growth aspirations as well as link partner
business support programmes to high growth/
scaleup businesses.
The CIOS Skills Hub can also work with them
to help develop the workforce. The CIOS
Growth Hub developed a highly successful
'Growth Fest' in late 2018 which bought
together 350 businesses, partners and
stakeholders in a day to focus on growth.
WHAT'S NEXT/FUTURE PLANS: The LEP is planning to build on its scaleup focus through: Championing
success stories managing and building CIOS-specific Scaleup Communications, Linking and working with national
growth programmes as well as external programmes such as Goldman Sachs 10,000 Small Businesses UK, Innovate UK ,
Developing a programme of strong peer-to-peer networking for scaleup businesses
SCALEUP VIEWS:
The key barriers are access to markets,
access to talent and infrastructure. They
are looking for support through peer to
peer networks and public sector funding
for R&D and to a lesser extent through
local universities and Growth Hubs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
Local universities and business schools
e.g. access to their talent, facilities and
R&D
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
310
TOTAL NO.
OF SCALEUPS
120
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
1.2bn
14,767
TOTAL EMPLOYEES
235
NO. BY TURNOVER
GROWTH
45
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
INFRASTRUCTURE
ACCESS TO
MARKETS














238
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
STAIRCRAFT
Staircraft is a produces bespoke wooden
staircases for house building companies. They
also provide wooden floors and decking.
EXASOFT
Exasoft develops software products and
offers consultancy services for the financial
services sector.
MILLBOARD
Millboard produces and sells a range of
wood-impression outdoor flooring.
SOLID SOLUTIONS MANAGEMENT
Solid Solutions Management sells 3D
design software and provides ongoing
training, integration and support services
for these products.
MCS GROUP
mcs Group carries out construction
projects including extensions, fit-outs,
refurbishments, and new builds.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
MATRIX
Matrix manufactures various machinery
parts for thread making factories.
STAIRCRAFT

Staircraft is a produces bespoke wooden
staircases for house building companies. They
also provide wooden floors and decking.
EXASOFT

Exasoft develops software products and
offers consultancy services for the financial
services sector.
ALUMET
Alumet designs, manufactures and installs
a variety of products for the construction
industry that envelope buildings in either
glass curtain walling, aluminium windows
or cladding.
BATHEMPIRE

BathEmpire is an online retailer of
bathroom suites.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Coventry and Warwickshire uses data on turnover and
number of employees to identify scaling businesses.
Account managers, who have focused on scaleups since
2014, are responsible for strategically coordinating
district plans working as a whole team to ensure a
joined-up approach.
The LEP has a well-developed system of peer-to-peer
networks including a network of experienced business
mentors and leadership programmes. It has established
a Scaleup Academy which focuses on two key points
in the business cycle the phase of initial growth and
when a natural growth spurt takes place or is needed.
The CW Connect Portal enables local scaleups to
develop businesses opportunities and highlight the
structures and qualifications they need to compete for
such opportunities.
An annual fortnight-long Business Festival with a wide-
ranging programme of events hosted by organisations
from across the region, brings businesses together
to encourage collaboration, networking, learning and
sharing opportunities.
COVENTRY AND WARWICKSHIRE LEP
WHAT'S NEXT/FUTURE PLANS: CWLEP's next focus is on skills and infrastructure. The LEP is
looking carefully at investment in infrastructure to help retain the area's strength in digital.
SCALEUP VIEWS:
The key barriers to growth are access
to talent and access to UK markets.
Their key support is local, through peer
to peer networks and local universities
and business schools, but also from the
Business Bank.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to tax breaks
TOP BARRIERS TO GROWTH:
British Business Bank
Local universities and business schools
e.g. access to their talent, facilities
and R&D
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
490
TOTAL NO.
OF SCALEUPS
185
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
12.1bn
120,606
TOTAL EMPLOYEES
400
NO. BY TURNOVER
GROWTH
95
NO. BY EMPLOYEE AND
TURNOVER GROWTH
Data provided by ONS
TALENT AND
SKILLS
ACCESS TO
MARKETS














239
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
STORY CONTRACTING
Story Contracting offers construction and
civil engineering services, specialising in
transport infrastructure projects.
TOP NOTCH CONTRACTORS
Top Notch Contractors provides
development, construction and land
management services.
LAKELAND LAND ROVER
Lakeland Land Rover sells new and used
Land Rover vehicles, parts and accessories
and offers automotive servicing.
POINT ON TRACKWORK
Point on Trackwork provide railway
maintenance services.
THE SWAN HOTEL
The Swan Hotel operates a luxury hotel
and restaurant.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
THE SWAN HOTEL
The Swan Hotel operates a luxury hotel
and restaurant.
LECK CONSTRUCTION
Leck Construction provides a range
of property development services,
constructing across the residential,
industrial and commercial industries.
STORY CONTRACTING
Story Contracting offers construction and
civil engineering services, specialising in
transport infrastructure projects.
POINT ON TRACKWORK
Point on Trackwork provide railway
maintenance services.
IMPACT INTERNATIONAL
Impact International provides
leadership and management training
to organisations.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Cumbria is developing a programme for scaleups based
on leadership development, investment, trade and
export awareness. The LEP has been using existing data
as a first step to discover suitable scaleup companies
to target.
A significant part of this is to work with large
corporations based in Cumbria to develop local supply
chain knowledge, overcoming barriers to accessing new
customers and markets at a local level, for scaleups.
Existing networks are being used as a knowledge
transfer network and scaleups are invited to participate
in this.
CUMBRIA LEP
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barriers to growth are
access to talent and infrastructure,
alongside UK markets and the right
bank finance. They are looking for
support from LEPs and Growth Hubs,
alongside peer to peer networks.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can hire who
can do the jobs you have available
Access to markets and customers in
the UK
Access to infrastructure/premises and
broadband
Access to the right bank finance for the
business (including debt finance, bank
loans, credit cards, overdrafts)
TOP BARRIERS TO GROWTH:
Growth Hubs
LEPs (Local Enterprise
Partnerships)
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
230
TOTAL NO.
OF SCALEUPS
85
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
0.9bn
10,890
TOTAL EMPLOYEES
170
NO. BY TURNOVER
GROWTH
25
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
INFRASTRUCTURE
ACCESS TO
MARKETS














240
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
COOKE & MASON
Cooke & Mason is an insurance and risk
management firm.
ONCIMMUNE
Oncimmune has developed an early cancer
detection technology, EarlyCDT, which uses
autoantibody assays to detect cancer via a
simple blood test.
SDL GROUP
SDL Group provides a range of services to
property portfolio owners, buyers or sellers
including surveying, valuations, letting, and
mortgage broking.
BARROWCLIFFES
Barrowcliffes supplies and distributes fresh
and processed produce to supermarkets and
other retailers.
BRADBURYS CHEESE
Bradburys Cheese imports and exports a wide
variety of cheeses which it sources from food
producers and supplies to retailers.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
STRAWSONS PROPERTY
Strawsons Property operates a property
development and investment business.
COOKE & MASON
Cooke & Mason is an insurance and risk
management firm.
SDL GROUP
SDL Group provides a range of services to
property portfolio owners, buyers or sellers
including surveying, valuations, letting, and
mortgage broking.
CWC GROUP
CWC Group operates a property development
company.
THE KENT GROUP
The Kent Group offers electrical, mechanical
and civil engineering services specialising in the
rail industry
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
DERBY, DERBYSHIRE, NOTTINGHAM AND
NOTTINGHAMSHIRE LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
D2N2 has launched a new ScaleUp Service,
providing a co-ordinated support programme
tailored to the specific needs and scale
up requirements of selected participant
businesses. Companies invited to participate
in the programme are offered a critical review
of individual challenges and opportunities.
Scaleup Advisers signpost companies to
high-quality coaching as well as leadership and
management development programmes and
workshops focusing on access to markets, talent
and finance, sales and marketing. In addition,
scaleups can join an an executive peer-to-peer
network to share learnings.
The Growth Hub is working with Nottingham
Business School, Nottingham Trent University,
The Centre for Management & Business
Development Centre, The East Midlands
Chamber and the Professional Coaching
Alliance (PCA) to deliver the programme.
It is aiming to create an active and dynamic
support community that will help develop both
the individual businesses and, collectively, the
interaction and profile of those businesses.
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barrier to growth is access to
UK markets, followed by leadership
development and access to talent. They
would find a range of support valuable,
all of it local from the LEP, local
universities, local leadership programmes
and also peer to peer networks.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
LEPs (Local Enterprise Partnerships)
Local leadership development
programmes Local universities and
business schools e.g. access to their
talent, facilities and R&D
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
990
TOTAL NO.
OF SCALEUPS
365
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
9.0bn
80,961
TOTAL EMPLOYEES
835
NO. BY TURNOVER
GROWTH
210
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














241
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
MCCARTHY & STONE
McCarthy & Stone operates a property
construction company, specialising in new build
residential developments which are used as
retirement homes.
LUSH
Lush develops a range of natural bath and
body products.
4COM
4Com provides telecommunication services
for businesses such as mobile and fixed line
provision, internet hosting and phone-related
software such as call recording technology.
WYATT HOMES
Wyatt Homes operates an upmarket
property developer.
AGINCARE
Agincare operates a number of care homes
throughout the UK and also provides live-in
care services for the elderly or those with
physical or learning disabilities.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
HOLTON HOMES
Holton Homes operates a property
development company that specialises in
building houses for first time buyers.
C. SMART AGRICULTURAL SERVICES
C. Smart Agricultural Services sells new and
used agriculturalmachinery such as balers and
combine harvesters.
BOURNE GROUP
Bourne Group design and construct car parks
and steelwork structures.
OSPREY
Osprey manufactures and sells a variety of
backpacks which are designed for outdoor
activities, travel and sports.
WYATT HOMES
Wyatt Homes operates an upmarket
property developer.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Businesses in Dorset can now access high-
level business support free of charge via the
Dorset Gateway service from Dorset LEP.
The Gateway is a new central repository
of information, advice and support for
businesses within the county, providing
them with a business support service and
signposting to the most appropriate local
or national commercial or public funded
assistance available to help them grow.
Drawing on the research undertaken with
three other West Country-based LEPs to
identify businesses with the potential to
scale up, the LEP is now focusing on these
businesses for its bid writing support service.
The fully-funded service gives successful
businesses the option of accessing either up
to 40 hours of support to write a funding
application or a comprehensive application
checking service.
DORSET LEP
WHAT'S NEXT/FUTURE PLANS: Future plans will be posted through the business support pages of the
LEP's website: http://dorsetlep.co.uk/business-support/
SCALEUP VIEWS:
The key barriers are access to markets,
access to talent and infrastructure. They
are looking for support through peer to
peer networks and public sector funding
for R&D and to a lesser extent through
local universities and Growth Hubs
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
Local universities and business schools
e.g. access to their talent, facilities and
R&D
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
365
TOTAL NO.
OF SCALEUPS
135
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
2.9bn
25,419
TOTAL EMPLOYEES
280
NO. BY TURNOVER
GROWTH
50
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE














242
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
MONEY EXPERT
Money Expert runs a comparison website for
financial products such as credit cards, car
insurance and current accounts.
REASSURED
Reassured operates a comparison website on which
consumers can compare a variety of life insurance
policies from a range of both major and smaller
insurance providers.
STATE OIL
State Oil operates eleven fuel service stations
throughout the UK which provide fuel,
convenience retail and fast food services. Under
the brand Prax Petroleum they also import and
supply automotive and industrial fuels to both the
wholesale and retail sectors.
CENNOX
Cennox has developed and manufactures devices
for the ATM (cash machines) sector, including
a security device that combats skimmingfrom
payment terminals.
3V
3V manufactures food and drinks that specialise in the
use of natural, organic and free-from ingredients.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
LYMINGTON PRECISION ENGINEERS
Lymington Precision Engineers manufactures
machine components, fabrications, assemblies and
kit sets for the oil and gas, telecommunications,
aerospace and defence, land and sea systems,
nuclear and marine industries.
HAMBLEDON VINEYARD
Hambledon Vineyard produces sparkling wine.
NURTURE LANDSCAPES
Nurture Landscapes provides gardening and
landscaping services.
REASSURED
Reassured operates a comparison website on which
consumers can compare a variety of life insurance
policies from a range of both major and smaller
insurance providers.
HWM ASTON MARTIN
HWM Aston Martin operates a car dealership
which sells new andused Aston Martins and
services customers' vehicles.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
ENTERPRISE M3 LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Enterprise M3 is now using its strong
evidence base to reach identified scaleups.
To enhance its scaleup activity the Growth
Hub is partnering with local authorities to
target the top scaleups and book them into
joint meetings, introducing them to scaleup
support in the region.
This activity will feed into a blended learning
programme being piloted with two councils
focusing on skills and recruitment. The
programme will include webinars and events
on employer branding, recruiting and
retaining staff.
Current business support mapping is being
extended with the launch of an online
community in October and a live discussion
forum. The Growth Hub has launched a
targeted email marketing campaign aimed
at companies with more than five employees
and with scaleup potential to enhance its
engagement. Sector specialists are being
used to reinforce signposting with scaleups
utilising our sector specialists to reinforce
the message.
WHAT'S NEXT/FUTURE PLANS: Future plans include launching the 5G Scaleup Programme through the
Growth Hub and working alongside other scaleup programme offers to enable high growth companies to scale
faster by offering a blend of business and technology support services. The Growth Hub is also looking at regular
podcast/youtube videos with lead industry figures on scaleup issues.
SCALEUP VIEWS:
The key barrier to growth is access
to talent, as well as UK markets and
infrastructure. They are looking for
support through peer to peer networks,
Innovate UK and local universities and
business schools.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Innovate UK
Local universities and business schools
e.g. access to their talent, facilities and
R&D
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
1120
TOTAL NO.
OF SCALEUPS
470
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
23.3bn
104,651
TOTAL EMPLOYEES
910
NO. BY TURNOVER
GROWTH
260
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE














243
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
PROCOOK
ProCook manufactures and sells a variety of
kitchenware and other accessories such as pots,
pans and knives.
ECOTRICITY
Ecotricity generates and supplies green
electricity to homes and businesses.
LEMACA LIMITED
Lemaca Limited operates a McDonald's
franchisee, a fast food chain.
UK POWER SOLUTIONS
UK Power Solutions provides engineering
and planning services for power and supply
related projects.
AUTO-SLEEPERS
Auto-Sleepers builds, services and sells
motorhomes, specialising in Mercedes and
Peugeot van conversions.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
NEWSPACE
Newspace manufactures metal storage
containers and modified units which can used
as portable offices, canteens, toilets and several
other functions.
DAIRY PARTNERS
Dairy Partners produces and wholesales frozen
and fresh cheese products.
LEMACA LIMITED
Lemaca Limited operates a McDonald's
franchisee, a fast food chain.
AUTOPARTS & DIAGNOSTICS
Autoparts & Diagnostics supplies automotive
parts and tools, as well as diagnostic equipment.
NEWLAND HOMES
Newland Homes operates a property
construction business, specialising in flats,
townhouses and executive homes.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Gloucestershire offers a Scaleup peer-to-
peer network of 30 scaling businesses who
are invited to 6 sessions over a 6-month
period. This familiarity and frequency
of attendance has brought about shared
experiences and application of lessons learnt
throughout the programme.
The engagement of Growth Guides to tackle
key barriers to growth facing the scaleups in
Gloucester provides an opportunity to seek
expertise. A mix of private and public sector
actors from the ecosystem are brought
together to support these peer-to-peer
networking events. These include Ernst
and Young to deliver sessions on product
and processes looking at the key issue of
disruption and innovation, and systems and
IT looking at technology delivery and change.
Other sessions have focused on talent
management, leadership and leading change,
Finance and how to access it, as well as
sales strategy.
GLOUCESTERSHIRE LEP
WHAT'S NEXT/FUTURE PLANS: The LEP will continue to encourage this expert-led peer-to-peer
element in 2019.
SCALEUP VIEWS:
The key barriers are access to markets,
access to talent and infrastructure. They
are looking for support through peer to
peer networks and public sector funding
for R&D and to a lesser extent through
local universities and Growth Hubs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
Local universities and business schools
e.g. access to their talent, facilities and
R&D
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
390
TOTAL NO.
OF SCALEUPS
170
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
10.5bn
44,673
TOTAL EMPLOYEES
305
NO. BY TURNOVER
GROWTH
85
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE














244
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
UK POWER RESERVE
UK Power Reserve operates a portfolio of power
plants that help improve supply at times when
there is high demand on the national grid.
MV KELLY
MV Kelly offers civil engineering and
building services, specialising in groundworks
and infrastructure.
STEEL PROCESSING (MIDLANDS) LTD
Steel Processing (Midlands) Ltd manufactures a
variety of steel products and fittings.
TEACHERACTIVE
TeacherActive supplies a variety of teachers,
such as cover teachers and teaching assistants,
for schools.
PALLETLINE
Palletline operates a distribution company which
offers a range of services including next-day
delivery, lift assistance and European transport.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
PALLETLINE
Palletline operates a distribution company which
offers a range of services including next-day
delivery, lift assistance and European transport.
UK POWER RESERVE
UK Power Reserve operates a portfolio of power
plants that help improve supply at times when there
is high demand on the national grid.
BOX LIMITED
Box Limited sells a wide range of technology
products such as computers, TVs, printers and
home appliances.
HANNAFIN CONTRACTORS
Hannafin Contractors provides construction
related services such as demolition, excavation,
site preparation and deconstruction.
TAMWORTH STEEL
Tamworth Steel offers a range of steel related
services such as drilling, grinding and sawing as
well as stockholding services.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
GREATER BIRMINGHAM AND SOLIHULL LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Greater Birmingham and Solihull LEP has
been focusing on innovating the ecosystem to
build a solid foundation of support for scaleups.
Supported by an account managers scaling
business can access 32 separate programmes in
the region plus 11 ERDF-funded programmes
designed to promote high growth. Three one-
day ScaleUp Workshops with follow-on clinics
are planned after a successful pilot.
The LEP is developing new initiatives to increase
access to funding, including holding a series of
Investment Readiness Workshops in partnership
with VC firm Midven and the NatWest
Accelerator. With a new Access to Finance
advisor and portal in place the LEP is working
to connect angel investors, MEIF funders
and corporate financiers to business support
locations across the region. The aim is to unlock
over 50 million in funding.
WHAT'S NEXT/FUTURE PLANS: In Spring 2019 the LEP will launch a new scale up accelerator
programme focused on helping 30 businesses to experience accelerated growth of 20% or more within a six
month period. Using a peer to peer learning format, businesses will be supported to deal with a range of scale
up challenges and receive coaching support from industry partners.
SCALEUP VIEWS:
The key barriers to growth are access
to talent and leadership development,
alongside access to UK markets and tax
breaks. They are looking for primarily local
support through peer to peer networks,
local professional services, LEPs as well as
national support from Innovate UK.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
Access to tax breaks
TOP BARRIERS TO GROWTH:
Peer to peer networks
Innovate UK
LEPs (Local Enterprise Partnerships)
Local professional services e.g.
accountants and lawyers
WANT TO SEE MORE OF:

TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
940
TOTAL NO.
OF SCALEUPS
355
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
11.6bn
79,305
TOTAL EMPLOYEES
765
NO. BY TURNOVER
GROWTH
180
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP














245
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
NEUL
Neul has developed hardware designed to create
a machine-to-machine network using TV signal
white space frequencies, in order to reduce the
amount of congestion on other networks, such
as WiFi and GSM.
GRETTON SCHOOL
Gretton School operates a school for children
with autism.
MICK GEORGE
Mick George provides contracting services,
waste management and aggregate supplies to
the construction industry.
DCN
DCN manufactures machinery and other
industrial equipment for food processing and
packaging factories.
HOWARD GROUP
Howard Group operates a number of companies
including HowardProperty and Howard Capital.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
NINJA THEORY
Ninja Theory creates offline and mobile video
games and sells game related merchandise in
their online store.
AVEILLANT
Aveillant has developed a 3D holographic radar
that will enable airports to distinguish between
aircraft and noise from wind turbine blades.
FLEXENABLE
FlexEnable develops and commercialises
products based on a proprietary organic
transistor technology, including flexible screens
for smartphones and tablets and sensors for
wearable devices. The company also aims to
develop new applications for graphene.
GEOMERICS
Geomerics has developed technology that aims to
provide real-time lighting within virtual worlds (in
computer games, for example).
DCN
DCN manufactures machinery and other
industrial equipment for food processing and
packaging factories.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
The region's School for ScaleUps Programme
has been specifically designed to improve
leadership and respond to skills challenges
identified in the Scale Up Report. The core
programme is delivered by experienced
business trainers who have supported
Cambridge Network members successfully
through scaling.
It runs as active learning with a cohort of 12
delegates meeting face to face every six weeks
for a formal training workshop on different
aspects of leadership skills with an experienced
trainer. Delegates can call upon additional
training, coaching or mentoring. Access to
finance is discussed and is indirectly benefited
by improved communication and confidence
of the leaders as well as introductions to
business anges and different funding models.
On completion of the course, scaleup
leaders benefit from the Cambridge
Network CEO group which acts as 'the
board you cannot afford' on a continuing
basis. To date the programme has
successfully developed three cohorts.
GREATER CAMBRIDGE AND GREATER
PETERBOROUGH LEP
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barriers to growth are access to
talent, alongside access to international
markets and infrastructure. They are
looking for support through public sector
funding for R&D, but also from large
corporates and for visas.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Public sector funding for innovation
and R&D (e.g. tax credits)
Large corporates
Visas (e.g. easy access to visas for talent
and skills needed from overseas)
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
855
TOTAL NO.
OF SCALEUPS
335
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
9.8bn
78,321
TOTAL EMPLOYEES
705
NO. BY TURNOVER
GROWTH
185
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE














246
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
AMVALE MEDICAL TRANSPORT
LIMITED
Amvale Medical Transport Limited provides
24/7 medical transport services such as rapid
response, front line and transplant units.
ROBSONS OF SPALDING
Robsons Of Spalding provides distribution
services for fresh produce and dry freight.
LUXUS
Luxus operates a plastic recycling plant
helping companies manage their scrap plastic
and also which processes recycled polymers
to create thermoplastics.
THE COACHING INN GROUP
The Coaching Inn Group runs a chain of hotels
in the UK.
FOSTER ENVIRONMENTAL
Foster Environmental installs and service air
conditioning and refrigeration units, as well as
data centre energy management technology.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
FOSTER ENVIRONMENTAL
Foster Environmental installs and service air
conditioning and refrigeration units, as well as
data centre energy management technology.
LUXUS
Luxus operates a plastic recycling plant
helping companies manage their scrap plastic
and also which processes recycled polymers
to create thermoplastics.
BROADGATE HOMES
Broadgate Homes operates a construction
company that focuses on residential projects.
THE CLUGSTON GROUP
The Clugston Group operates a number of
businesses in areas such as construction,
property development and civil engineering.
FOX
Fox operates a civil engineering firm.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
GREATER LINCOLNSHIRE LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The Business Lincolnshire Growth Hub
has developed a tailored offer to help high
growth businesses reach their potential. The
Scaleup Programme is led by the Scaleup
Account Manager who visits premises, works
with business leaders to identify the most
appropriate support and tailors the programme
to a company's specific growth stage and
business needs. The Account Manager provides
expertise and guidance to local businesses,
opens the door to fully-funded programmes and
helps them develop a strategic business plan for
future growth.
The programme includes: one-to-one support
provided by a network of professional experts,
leadership and management programmes,
peer-to-peer networks, including coaching
and mentoring support and pathways to
national offers. Leadership and management
programmes are led by successful business
entrepreneurs, while specialist workshops focus
on challenges such as access to finance and
managing the media.
WHAT'S NEXT/FUTURE PLANS: Alumni from the Lincolnshire programmes will be invited to join
a peer-to-peer network and link to businesses who have accessed other East Midlands Growth Hub
programmes through a cross-LEP partnership.
SCALEUP VIEWS:
The key barriers are access to UK
markets, access to talent and leadership
programmes. They are also looking
for support through local leadership
programmes, as well as peer to peer
networks and local universities and
business schools.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local universities and business schools
e.g. access to their talent, facilities and
R&D
Peer to peer networks
Local leadership development
programmes
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
485
TOTAL NO.
OF SCALEUPS
200
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
4.0bn
38,780
TOTAL EMPLOYEES
390
NO. BY TURNOVER
GROWTH
105
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP














247
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
MYPAY
MyPay is an Umbrella company, acting as
the employer of clients recruitment agencies'
contractual and temporary workers in order to
streamline administrative and payroll tasks for
the client.
PEAKDALE MOLECULAR
Peakdale Molecular provides specialist
chemistry services to a number of industries,
including pharmaceuticals and biotechnology.
THE HUT GROUP
The Hut Group operates a range of e-commerce
websites and has also developed e-commerce
software that it licenses to other onlineretailers.
JOHN HARGREAVES
John Hargreaves manufactures corrugated
packaging materials for the packaging industry.
VIL RESINS
Vil Resins manufactures Alkyd resins which are used
in the paint and ink manufacturing industries to
provide a protective coating to products.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
STEADFAST ENGINEERING
Steadfast Engineering manufactures a variety of
engineering components such as nuts, bolts and
machine screws, and supplies them internationally.
BYROM
Byrom provides management services such as
transportation and logistics for large sporting
events and specialises in ticketing.
LASER QUANTUM
Laser Quantum designs and manufactures
lasers, instruments and accessories which
can used across a large range of sectors from
medicine to the military.
PH PROPERTY HOLDINGS
PH Property Holdings operates a property
development company, specialising in
designing, building and fitting out high
end residential housing.
ALBERT'S
Albert's operates a restaurant.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Scaleups in the Greater Manchester area are
offered a range of programmes:
Spark2Scale a six-month programme led
by business advisers who help participants
on a one-to-one basis. Six masterclasses on
relevant subjects and peer-to-peer learning
sessions with industry experts equip scaleups
with analysis and modelling tools to develop
effective business growth strategies.
Greater Connected a scaleup programme
for the digital, creative and tech sectors; this
year an additional 9-month programme called
Greater Connected Amplify was launched
to support senior leaderships of businesses to
implement their business plans.
STEP into Healthcare provides extensive
support to health and life science scaleups
including access to networks and workshops as
well as market access opportunities.
Recipe4Success a six-month programme to
support growth in the food and drinks sector.
GREATER MANCHESTER LEP
WHAT'S NEXT/FUTURE PLANS: The LEP has collaborated with the University of Salford to run a specific
graduate/student focused Spark2Scale programme, due to pilot Autumn 2018. The Business Growth Hub is
planning to expand Greater Connected beyond 2018 and evolve the programme as sector challenges change. A major
focus in 2019 will be the successful delivery of the Greater Connected Amplify pilot.
SCALEUP VIEWS:
The key barrier to growth is access to
UK markets, followed by people factors
through access to talent and leadership
development. They are looking for support
from local and regional government,
Growth Hubs, and funding either from
banks or through the public sector for
R&D, innovation etc.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local and Regional Government e.g.
LEPS,Growth Hubs, city councils
Growth Hubs
Banks and other financial suppliers
Public sector funding for innovation
and R&D (e.g. tax credits)
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
1490
TOTAL NO.
OF SCALEUPS
570
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
19.2bn
141,856
TOTAL EMPLOYEES
1245
NO. BY TURNOVER
GROWTH
325
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














248
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
SBAW GROUP
SBAW Group operates a wide range of
companies, including developers and hotels
such as Coxley, Holbrook House and
Oakhill Brewery
BLUE CEDAR HOMES
Blue Cedar Homes builds retirement homes for
those that wish todownsize.
BROTHERS DRINKS CO.
The Brothers Drinks Co. produces and sells
variety of flavoured ciders.
SILVERLINE TOOLS
Silverline Tools manufactures and
supplies a variety of hand tools, power
tools and accessories.
STORMFRONT
Stormfront operates an online Apple reseller
and retail stores, specializing also in fixing and
repairing of Apple products.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
ABBEY MANOR GROUP
Abbey Manor Group builds and manages
commercial properties.
SUMMERFIELD DEVELOPMENTS
Summerfield Developments operates a
property development company working on
both commercial and residential projects.
The company also rents, manages and sells
properties.
SBAW GROUP
SBAW Group operates a wide range of
companies, including developers and hotels such
as Coxley, Holbrook House and Oakhill
BREWERY BROTHERS DRINKS CO.
The Brothers Drinks Co. produces and sells
variety of flavoured ciders.
AMULET HOTKEY
Amulet Hotkey designs and manufactures
virtual and physical workstations for businesses.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
HEART OF THE SOUTH WEST LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Heart of the South West LEP is continuing
to develop its scaleup plans and has identified
a number of potential elements for its action
plan, including:
Prioritising referrals to (public/private) service
offers that best meet the needs of scaleup
businesses;
Producing a 'scaleup pack' for businesses with
the available package of schemes and support,
factsheets, workshops, networks and contacts;
Signposting available support such as the
Heart of the South West Growth Support
Programme, international trade/export
opportunities and access to finance resources;
Linking scaleups to wider stakeholder support
such as enterprise centres, Chambers of
Commerce and the knowledge sector. The
Growth Hub is also considering a targeted
marketing and engagement campaign and
creating dedicated pages on its website
bringing together the support options for
scaleup companies.
WHAT'S NEXT/FUTURE PLANS: After attending May's DEG Course the Growth Hub is exploring how
the Smith &Williamson Scale-up Diagnostic Tool could best be used by local businesses. It is also meeting
with organisations to help secure a stronger connection with programmes such as Goldman Sachs 10,000
Small Businesses UK, as recommended by the course leaders.
SCALEUP VIEWS:
The two key barriers to growth are access
to talent and access to UK markets. They
are looking for support through peer
to peer networks and local leadership
development programmes as well as the
Business Bank.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
TOP BARRIERS TO GROWTH:
Peer to peer networks
British Business Bank
Local leadership development
programmes
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
840
TOTAL NO.
OF SCALEUPS
325
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
4.9bn
54,590
TOTAL EMPLOYEES
675
NO. BY TURNOVER
GROWTH
160
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS














249
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
RONTEC
Rontec operates a portfolio of roadside food and
retail outlets. It also has its own convenience-
shop brand, Shop N Drive.
GPF LEWIS
GPF Lewis operates a construction and facilities
management company, working within the
commercial, residential and industrial sectors.
LUCION SERVICES
Lucion Services operates a number of risk
management companies that provide a range of
services such as health and safety training, and
hazardous material removal consultancy.
BOSTON
Boston supplies servers, desktop workstations and
other computer hardware to business clients.
GROUND CONSTRUCTION
Ground Construction runs a construction
company that specialises in concrete frames,
groundworks and demolition services.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
HEPTARES
Heptares develops drugs for central nervous
system and metabolicdisorders (for example,
schizophrenia, type 2 diabetes and depression).
MACK BROOKS GROUP
Mack Brooks Group operates a number of
companies which work in connection with corporate
exhibitions, trade shows and conferences. The group
also publishes related content such as sector directories
and trade magazines.
PIRIN HOLDINGS
Pirin Holdings provides its parent company
with property management and other
administrative services.
RO GROUP
RO Group operates a number of property, real
estate and investment companies including RO
Finance , Charteroak and Metis Homes.
BAMBOO DISTRIBUTION
Bamboo Distribution recycles and refurbishes
electronic devices such as mobile phones and
then resell and distribute them.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Hertfordshire LEP believes that scaleups are
the drivers of growth but are not achieving
their full potential in its area. The LEP is
focusing its attention on overcoming some
of the challenges of growing a business in
Hertfordshire, specifically access to skills
including leadership and management, access
to finance, and access to markets.
HERTFORDSHIRE LEP
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The two key barriers to growth are access
to talent and to leadership programmes,
followed by access to markets in the UK.
The key form of support they are looking
for is through peer to peer networks,
followed by general business support from
local or national Government and support
from banks and other financial suppliers.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Peer to peer networks
Banks and other financial suppliers
General business support from local or
national Government
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
730
TOTAL NO.
OF SCALEUPS
270
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
9.9bn
110,934
TOTAL EMPLOYEES
630
NO. BY TURNOVER
GROWTH
170
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














250
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
BEE HEALTH
Bee Health manufactures and sells a range
of health supplements including vitamins
and minerals.
J ROTHERHAM
J Rotherham operates a stone masonry
business, creating a range ofstone and marble
pieces such as worktops, fireplaces and flooring.
BANKSIDE PATTERSON
Bankside Patterson manufactures steel building
products such as framing and chassis.
CREST
Crest manufactures and sells bricks, roofing
tiles and aerated concrete blocks for use in
construction projects.
WALKER MODULAR
Walker Modular designs and manufactures
bathroom pods for large companies
and developers.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
SPENCER BRITISH ENGINEERING
Spencer British Engineering operates a
transport and infrastructure engineering
company providing construction and design
services across multiple sectors such as rail,
waterways, bridges, and highways.
BEE HEALTH
Bee Health manufactures and sells a range of health
supplements including vitamins and minerals.
J ROTHERHAM
J Rotherham operates a stone masonry business,
creating a range ofstone and marble pieces such as
worktops, fireplaces and flooring.
WALKER MODULAR
Walker Modular designs and manufactures
bathroom pods for large companies
and developers.
JOHN GOOD SHIPPING
John Good Shipping provides a range of
shipping based logistics services, including
distribution and warehousing.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
HUMBER LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The Humber LEP is supporting businesses to
scale up in a number of ways. At the outset the
Humber Growth Hub offers a full diagnostic
service helping to identify businesses that can
grow at a significant rate with some support.
Advisers are networked into local and national
business support providers and can refer clients
directly to brokered solutions.
Renewable energy companies benefit from
initiatives such as the Greenport Growth
programme. This shares latest market intelligence
and sector learning principles with local supply
chain businesses and is supported by AURA, a
University of Hull offshore wind research facility.
Growth in the logistics industry is supported by
the Logistics Institute and the Modal Training
Centre, a world-leading maritime training
simulator facility.
The Humber has a capital grants scheme aimed
at supporting companies with their physical
growth plans. It is part of a suite of financial
products which include an infrastructure
loan scheme and the Northern Powerhouse
Investment Fund.
WHAT'S NEXT/FUTURE PLANS: Support available from October 2018 includes three Growth Hub
programmes funded by ERDF: an ICT Programme will providing specialist support to introduce technology; an
Investor Readiness Programme will help growing businesses draw down funds; and, a Growth Programme with
workshops and masterclasses aimed at improving the understanding and implementation of best practice.
SCALEUP VIEWS:
The key barriers are access to markets
in the UK, and to access to talent and
to leadership programmes. They are
also looking for support through local
leadership programmes as well as peer to
peer networks and Growth Hubs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local leadership development
programmes
Peer to peer networks
Growth Hubs
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
415
TOTAL NO.
OF SCALEUPS
140
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
5.1bn
33,491
TOTAL EMPLOYEES
345
NO. BY TURNOVER
GROWTH
70
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














251
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
WALKERSTEEL
Walkersteel manufactures and sells various
technical steel parts andproducts such as
coils, steel sheets and plates.
THE HUB PHARMACY
The Hub Pharmacy operates several
pharmacies.
H & S RESTAURANTS LTD
H & S Restaurants Ltd operates a
McDonald's franchisee, a fast food chain.
ELITE TELECOM
Elite Telecom provides businesses with a
wide variety of telecommunications and
connectivity services, including broadband,
internet hosting and fixed line hardware
and software.
TYREFORCE
Tyreforce sells tyres for a range of
automotive brands and provides related
maintenance services.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
PAYCO
Payco operates a commercial contracting
business providing business clients with
employee and self-employed individuals.
WALKERSTEEL
Walkersteel manufactures and sells various
technical steel parts andproducts such as coils,
steel sheets and plates.
CUADRILLA RESOURCES
Cuadrilla Resources locates and takes on
projects for extracting underground natural-
gas and oil reserves via fracking.
THE HUB PHARMACY
The Hub Pharmacy operates several
pharmacies.
J MALLINSON
J Mallinson constructs sports fields for a range
of sports including football, golf and cricket.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Boost Lancashire's Enterprise Hub acts as
the first port of call for growing businesses in the
area. It refers them to a range of local scaleup
support programmes:
Productivity through People Lancaster
University Management School's workforce and
efficiency focused 12-month growth programme
for senior managers;
Profitable Growth through Innovation Edge
Hill University Productivity & Innovation
Centre's 3-month sprint programme for data
driven innovation;
DigitMe2 Up to 20 days of consultancy
support at the University of Central Lancashire's
Burnley campus, for new product development
support in areas including 3D Printing /
Additive Manufacturing, Automation, Big Data
Processing, Data Collection and Analytics,
and Robotics. Skills, training and recruitment
support and programmes are offered through
the Lancashire Skills Hub while Boost advisers
and local business leaders provide peer-to-peer
growth mentoring and one-to-one specialist
adviser support.
LANCASHIRE LEP
WHAT'S NEXT/FUTURE PLANS: From January 2019 scaleups will have their own dedicated account
manager at the Lancashire LEP who can refer them to the latest support services, programmes and
funding options across Lancashire and the UK. A number of specialist services will be opening including
the North West AMRC (Advanced Manufacturing Research Centre).
SCALEUP VIEWS:
The key barriers to growth are access
to UK markets and to infrastructure,
followed by access to talent. They are
looking for a range of support, much of
it local through universities and business
schools, local and regional government
and peer to peer networks, as well as from
banks and other financial suppliers.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Banks and other financial suppliers
Local universities and business schools
e.g. access to their talent, facilities and
R&D
General business support from
local or national Government Local
and Regional Government e.g.
LEPS,Growth Hubs, city councils
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
795
TOTAL NO.
OF SCALEUPS
315
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
12.0bn
83,517
TOTAL EMPLOYEES
665
NO. BY TURNOVER
GROWTH
185
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














252
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
LOGICAL PERSONNEL SOLUTIONS
Logical Personnel Solutions provides recruitment
services for businesses in the technical sector such
as construction, logistics and manufacturing.
HARRISON
Harrison operates a land and property
development company, working across a range
of sectors.
NIC SERVICES GROUP
NIC Services Group provides outsourced cleaning
and facilities management services.
PHARMACY2U
Pharmacy2U retails pharmacy products and
prescription medicine online.
GEAR4MUSIC.COM
gear4music.com is an online retailer of musical
instruments and equipment.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
TEAM17 DIGITAL
Team17 Digital develops and publishes a range of
video games for various platforms, including Worms,
Overcooked and My Time at Portia.
D D PORTER
D D Porter provides a range of construction services
with specialisms in medical construction, fit outs and
joinery manufacture.
THE SKILLS NETWORK
The Skills Network provides various technology
related training courses across business sectors,
and also provides training analysis services to
determine whether training is feasible in the
long term.
LOGICAL PERSONNEL SOLUTIONS
Logical Personnel Solutions provides recruitment
services for businesses in the technical sector such
as construction, logistics and manufacturing.
CONTIS GROUP
Contis Group provides alternative debit card banking
and payment services such as branded Visa debit card
and mobile payment app development.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LEEDS CITY REGION LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The Leeds City Region's two primary
scaleup projects are now in full delivery
and are having a positive impact on new
and existing firms across the region. The
Strategic Business Growth (SBG) project
is for established enterprises that have
been trading for over three years. SBG
provides scaling firms with a blended
package of workshops, business coaching
and grant investment, and includes an
important element of peer-to-peer
learning. Ad:Venture follows a similar
model for earlier stage businesses, but with
more focus on helping newer enterprises to
overcome early-stage barriers to growth.
WHAT'S NEXT/FUTURE PLANS: An Investment Readiness project launches Spring 2019 to provide
growth-focussed firms with tailored guidance and advice on how to prepare for and access external finance to
realise their growth plans. It will involve expert industry support from a number of private sector lenders and
investors, sharing what they are looking for when investing in businesses.
SCALEUP VIEWS:
The key barrier to growth is UK markets
but also important are access to leadership
development and access to talent. That is
reflected in their desire for more support
via local leadership programmes and peer
to peer networks and support from local
and regional government.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local leadership development
programmes
Peer to peer networks
Local and Regional Government e.g.
LEPS,Growth Hubs, city councils
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
1520
TOTAL NO.
OF SCALEUPS
600
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
19.5bn
165,072
TOTAL EMPLOYEES
1255
NO. BY TURNOVER
GROWTH
335
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














253
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
TOTAL MOTION
Total Motion provides management services
for commercial vehicle fleets, including
developing vehicle tracking and fleet
management software.
YEW LODGE
Yew Lodge operates a 4 star events venue
including a hotel, restaurant and spa.
MORNINGSIDE
Morningside develops and supplies
healthcare products and pharmaceuticals.
SLM
SLM collaborates with local authorities to
provide management assistance to sports
and leisure outlets.
C3 CONSTRUCTION
C3 Construction works with property
developers to provide a variety of
contractual groundworks, civil engineering
and construction services.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
C3 CONSTRUCTION
C3 Construction works with property
developers to provide a variety of contractual
groundworks, civil engineering and
construction services.
ADEPT CARE HOMES
Adept Care Homes run a number of care
homes that provides residential care for the
elderly.
BRUNTINGTHORPE
Bruntingthorpe operates an automotive
and aerospace testing ground, also offering
facilities for defence and off-road testing.
HKS
HKS operates a number of service stations,
partnering with supermarkets such as Spar to
provide onsite convenience stores in some of
the locations.
CAMBRIDGE & COUNTIES BANK
Cambridge & Counties Bank operates a bank
which provides a range of financial services
specifically to SMEs.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Leicester and Leicestershire LEP (LLEP) Growth
Hub is interrogating a diverse range of datasets to
identify and target businesses with scaleup potential.
The existing network of business advisers is
already well established within the area's business
community and actively engages with companies
that are ambitious about growth. The advisers
provide one-to-one general and specialist
business advice, including in-depth advice on
developing action and growth plans.
The advisers currently provide tailored advice and
support through a wide number of programmes
within the LLEP area, ensuring access to services
that encourage growth, innovation and finance.
There is also a wide range of workshops and
events covering areas such as accessing new
markets, investment marketing, accessing finance
and exporting.
LEICESTER AND LEICESTERSHIRE LEP
WHAT'S NEXT/FUTURE PLANS: LLEP plans a targeted scaleup service to businesses in 2019. The
service will be designed to develop support that focuses on leadership and management, marketing, and
investment readiness. The support will be provided by a consortia of partners and will include peer-to-peer
mentoring and links to other mentoring programmes.
SCALEUP VIEWS:
The key barriers are access to UK
markets, access to talent and leadership
programmes. They are also looking
for support through local leadership
programmes, as well as peer to peer
networks and local universities and
business schools.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local universities and business schools
e.g. access to their talent, facilities and
R&D
Peer to peer networks
Local leadership development
programmes
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
575
TOTAL NO.
OF SCALEUPS
245
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
6.8bn
50,305
TOTAL EMPLOYEES
475
NO. BY TURNOVER
GROWTH
145
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














254
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
CASTLEROCK RECRUITMENT GROUP
Castlerock Recruitment Group is a healthcare
recruitment business that provides permanent and
temporary staff to clients that include the Ministry
of Defence (MOD), NHS, HM Prisons and private
sector companies.
THE CONTACT COMPANY
The Contact Company (TCC) operates a call centre
and provides outsourced customer support services
to businesses.
POTENS
Potens provides a range of specialised care services
for children and adults, including supported living,
residential and domiciliary care.
CHESHIRE MOULDINGS
Cheshire Mouldings manufactures and supplies a
wide range of wooden products from stair parts to
garden decking.
MAC ROOFING AND CONTRACTING
MAC Roofing and Contracting manufactures and
installs a variety of roofing and cladding for buildings
within a range of commercial and public sectors.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
COFFEY GROUP
Coffey Group operates a group of engineering and
construction companies; Coffee Construction Ltd,
Coffee Construction (I) Ltd and Coffee water.
A&B ENGINEERING
A&B Engineering designs and installs electrical,
mechanical and plumbing systems, specialising in
working within the commercial building sector.
CASTLEROCK RECRUITMENT GROUP
Castlerock Recruitment Group is a healthcare
recruitment business that provides permanent and
temporary staff to clients that include the Ministry
of Defence (MOD), NHS, HM Prisons and private
sector companies. Joloda International Joloda
International manufactures and installs manual and
automatic truck-loading systems suitable for the air-
cargo, newsprint and distribution industries.
POTENS
Potens provides a range of specialised care services
for children and adults, including supported living,
residential and domiciliary care.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LIVERPOOL CITY REGION LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The LEP is providing strong leadership
to accelerate the growth of scaleups
across the area. Liverpool John
Moores University are now offering
a Master of Business Administration
for Business Scale-ups. In addition the
integrated high growth programme
for the City Region plans to support
100 local businesses to accelerate
growth through the provision of
dedicated 'Scale up Managers' and
mentoring from local business leaders
and the development of peer-to-peer
networks. The core elements are Scale
Up Leadership Programme; Scale
Up Export Programme; Scale Up
Innovation Programme and Scale Up
Voucher Scheme.
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barriers to growth are access
to talent and to UK markets, alongside
access to public sector funding for R&D.
They are looking for local support through
local and regional government, but
also from large corporates and national
government.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to public sector support
and funding for R&D and
innovation
TOP BARRIERS TO GROWTH:
National Government
Large corporates
Local and Regional Government e.g.
LEPS,Growth Hubs, city councils
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
610
TOTAL NO.
OF SCALEUPS
205
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
4.6bn
58,513
TOTAL EMPLOYEES
515
NO. BY TURNOVER
GROWTH
110
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS














255
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
MARTIN BUNZL
Martin Bunzl supplies and distributes
yarns, fibres and non-woven products
such pulp and paper. Martin Bunzl also
operates a subsidiary company, Martin
Bunzl Marketing, which represents non-UK
companies in the UK and Ireland.
PREMIER FRUITS
Premier Fruits supplies a range of fruit to
its clients.
BULLGUARD
BullGuard provides a range of cyber security
products, including antivirus software and
identity protection for digital users.
METHODS
Methods operates a group of companies
which specialise in the provision of digital
services to the public sector.
BETA DISTRIBUTION
Beta Distribution supplies trade customers
with branded IT products and operates as
Canons largest UK trade for distributor.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
CARGOSTORE
Cargostore sells and leases shipping and
storage containers andaccessories.
CN CREATIVE GROUP
CN Creative Group has developed a hand-
held device that deliversvaporised nicotine
without smoke, carbon monoxide and tar.
ALCHEMI GROUP
Alchemi Group develops mixed-use
building projects.
SHUTL
Shutl has developed an internet platform that
aims to connect retailers with local same-day
courier companies, enabling online and in-
store customers to receive their shopping.
METHODS
Methods operates a group of companies which
specialise in the provision of digital services to
the public sector.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Partnership working with organisations that have
strong relationships with scaleups has been the
lynchpin of London's approach. The data gathered
is being used to identify and target potential
growth businesses and shape the services offered.
A cornerstone of this is the Business Growth
programme run by London & Partners, the
capital's official promotional agency which runs
Go to Grow a leading international and export
programme for our scaling businesses.
Scaleups involved in a London & Partners-
run initiative can join the London VC Club
which connects them with London's financiers,
crowdfunding platforms and angel network.
In addition to the Business Growth Programme,
other services available to scaleups in the
capital come from many private sector leading
institutions such as:
LSEG ELITE
Goldman Sachs 10,000 Small Businesses UK,
which operates across the county
The British Library's Innovation for Growth
Programme.
LONDON LEP
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barrier to growth in London
is access to talent, as well as access
to markets both in the UK and
internationally. Their key support needs
are via peer to peer networks, public sector
funding for R&D and obtaining visas.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to markets and
customers internationally
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
Visas (e.g. easy access to visas for talent
and skills needed from overseas)
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
6895
TOTAL NO.
OF SCALEUPS
2720
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
386.3bn
927,045
TOTAL EMPLOYEES
5735
NO. BY TURNOVER
GROWTH
1560
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS














256
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
THE BIG PRAWN COMPANY
The Big Prawn Company sources, processes and
distributes a range of sea food, specialising in prawns.
IT FLEET AUTOMOTIVE
IT Fleet Automotive provides a range of services to
companies in the automotive industry, including the
logistical transport of cars, vehicle refurbishment, and
secure vehicle storage.
AGCHEMACCESS
AgChemAccess supplies crop protection products to
agricultural companies around the world.
R&D CONSTRUCTION
R&D Construction provides civil engineering, utilities
and infrastructure services.
MATTRESSMAN
Mattressman sells mattresses online, in-store and to
trade contacts.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
CHURCHMANOR
Churchmanor operates a property construction
and development company, specialising in building
developments for the business, industrial, retail and
science sectors, including business parks, research and
development facilities, shopping centres and offices.
IT FLEET AUTOMOTIVE
IT Fleet Automotive provides a range of services to
companies in the automotive industry, including the
logistical transport of cars, vehicle refurbishment, and
secure vehicle storage.
R&D CONSTRUCTION
R&D Construction provides civil engineering, utilities and
infrastructure services.
BREHENY
Breheny operates a civil engineering company that works
on projects such as building railways and bridges.
BATEMAN GROUNDWORKS
Bateman Groundworks provides groundworks and
civil engineering services for both domestic and
commercial clients.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
NEW ANGLIA LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
New Anglia LEP has now identified
high growth companies in the region
using data from Experian, Beauhurst
and Fame/Mint. The LEP is putting
together a menu of business support
that can be offered to high growth
businesses to turn 'silver' companies
into 'gold' companies. Each company
identified from its data mining will
have a dedicated high growth adviser
allocated to them to help explore the
company's exact internal requirements
and the external support that can be
provided by the ecosystem. For the
past two years New Anglia Growth
Hub has been recommending suitable
companies to apply for the Goldman
Sachs 10,000 Small Businesses UK
programme. This has been very
successful and ten companies are now
alumni of the programme.
WHAT'S NEXT/FUTURE PLANS: The LEP plans to create a group of companies interested in high growth
in the region to provide . a forum for discussion of the high growth agenda.
SCALEUP VIEWS:
The key barriers to growth are access
to talent, to UK markets and to
infrastructure. Their two key support
mechanisms are public sector funding
for R&D and Growth Hubs, followed by
interaction with peer to peer networks
and LEPs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Public sector funding for innovation
and R&D (e.g. tax credits)
Growth Hubs LEPs (Local Enterprise
Partnerships)
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
825
TOTAL NO.
OF SCALEUPS
330
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
6.4bn
86,496
TOTAL EMPLOYEES
650
NO. BY TURNOVER
GROWTH
155
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














257
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
FAIRSTONE GROUP
Fairstone Group offers retail and corporate
financial and investment management services.
BARRIER GROUP
Barrier Group provides outsourced coating
management, construction and insulation
services for companies in the construction
civil engineering services.
EDEN FARM
Eden Farms provides a frozen food wholesale
and distribution service to retail businesses.
CONNECT HEALTH
Connect Health provides physiotherapy
services for patients suffering from
musculoskeletal disorders.
DW SUPPORT SERVICES
DW Support Services provides repair,
refurbishment and maintenance services
on properties.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
BARRIER GROUP
Barrier Group provides outsourced coating
management, construction and insulation
services for companies in the construction civil
engineering services.
THE TROUT HOTEL
The Trout Hotel operates a hotel which
features a restaurant and bar, and caters for
a range of events including weddings and
corporate functions.
PARTNER CONSTRUCTION
Partner Construction provides property
development services such as building land
driven affordable houses.
EDEN FARM
Eden Farms provides a frozen food wholesale
and distribution service to retail businesses.
CRABTREE
Crabtree manufactures metal decorating and
coating equipment.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Launched in January 2018 the LEP has created
the ScaleUp North East Programme for high
growth businesses. Every participant business
works with a high-calibre Scale Partner on a
bespoke Action Plan that directly reflects the
nature of their business needs.
Initial assessments focus on the five gaps
identified by the ScaleUp Review: talent and
skills, markets, leadership capacity, finance
and infrastructure. The subsequent action
plan identifies two or three key challenges to
be overcome and matches these to a series of
interventions or opportunities, such as specialist
workshops, access to growth mentoring,
leadership development, access to financial
assistance or product development.
The programme also offers a series of peer-to-peer
events to strengthen the scaleup community by
sharing knowledge and experience based around
specific themes. Alongside this the Entrepreneurs'
Forum offers the ScaleUp Leaders' Academy now
in its second year of operation.
NORTH EAST LEP
WHAT'S NEXT/FUTURE PLANS: The ScaleUp North East website will become the main point of
engagement for companies wanting to know more about the programme, capturing enquiries through an
Expression of Interest form. Eventually it will offer elements of future delivery to the scaleup community.
North East LEP is planning an annual ScaleUp Summit to supplement monthly events.
SCALEUP VIEWS:
The key barrier to growth is access to
UK markets, followed by access to talent
and leadership development. They are
particularly keen for support through peer
to peer networks, and also desire more
support from LEPs, local professional
services and public sector funding for R&D.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Peer to peer networks LEPs (Local
Enterprise Partnerships)
Local professional services e.g.
accountants and lawyers
Public sector funding for innovation
and R&D (e.g. tax credits)
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
780
TOTAL NO.
OF SCALEUPS
305
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
11.0bn
68,267
TOTAL EMPLOYEES
645
NO. BY TURNOVER
GROWTH
170
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














258
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
VIRTUA
Virtua provides design, installation and upgrading of
telecoms and mobile infrastructure to businesses.
SILBURY
Silbury operates a manufacturer and distributor
of food ingredients and other processed foods,
specialising in pizza ingredients such as toppings,
sauces, oils and pastes.
AGILITYWORKS
AgilityWorks provides a range of IT support and digital
consultancy services to businesses, specialising in SAP
software and business analytics.
OXFORD ECONOMICS
Oxford Economics analyses market trends to
provide economic, social and business forecasting
and advice to corporations and government.
YASA MOTORS
YASA Motors develops and manufactures electric
motors for automobiles.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
OXFORD NANOPORE
Oxford Nanopore Technologies has developed a small
device that performs DNA sequencing and analysis.
REBELLION
Rebellion develops video game for multiple formats
such as Xbox 360 and iOS.
GIGACLEAR
Gigaclear provides ultrafast broadband internet access
using fibre-optic service to homes and businesses in
rural communities.
CIRCASSIA
Circassia has developed vaccines designed to treat a
broad range of allergies, and drugs against conditions
such as rheumatoid arthritis and psoriasis.
VIRTUA
Virtua provides design, installation and upgrading of
telecoms and mobile infrastructure to businesses.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
OXFORDSHIRE LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Oxfordshire's team of Network Navigator
advisers is well established within the region's
business community and actively engages with
companies that are ambitious about growth.
Advisers have strong links to other local,
privately funded networks of mentors and
accelerators and refer companies on to these.
Oxfordshire LEP helps design tailored
programmes for each scaleup, ensuring access
to services that encourage innovation, finance
and mentoring as well as a range of workshops
and masterclasses. New programmes added
in 2018 equip scaleups with a comprehensive
programme designed to help scaleups
overcome key barriers to growth.
The 5.2m Innovation Support for Business
programme is designed to help companies
commercialise innovations, promote
business investment in innovation and
strengthening links between businesses and
researchers. Oxfordshire has invested in a
network of four Innovation Centres offering
space and wrap-around support to high
growth potential companies.
WHAT'S NEXT/FUTURE PLANS: With the largest cluster of R&D facilities in Western Europe, Oxfordshire
is strengthening its ambition to nurture scaleups in high growth sectors particularly life sciences, space and satellite
applications, autonomous vehicles, high performance engineering, quantum computing and creative and digital sectors. Its
local Industrial Strategy will have a strong focus on support for high growth potential companies.
SCALEUP VIEWS:
The key barrier to growth is access to
international markets, followed by access
to the talent. They are looking for a range
of support from Catapults and Innovate
UK to general business support from local
or national government and from their
local professional services.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
TOP BARRIERS TO GROWTH:
Catapults General business support
from local or national Government
Innovate UK
Local professional services e.g.
accountants and lawyers
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
455
TOTAL NO.
OF SCALEUPS
175
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
7.4bn
62,483
TOTAL EMPLOYEES
355
NO. BY TURNOVER
GROWTH
85
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS














259
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
SUMO DIGITAL
Sumo Digital develops games that can be
played on multiple platforms, including
PlayStation and PC.
XEROS
Xeros has developed "virtually waterless"
laundry cleaning using a polymer based
method, which reduces the cost and
environmental impact compared to
conventional detergents. Xeros was floated
on AIM in March 2014.
BLUETREE
Bluetree provides commercial printing
services, specialising in large format print
and 3D POS design and production.
CHESTERFIELD POULTRY
Chesterfield Poultry wholesales halal poultry.
EVOLUTION POWER TOOLS
Evolution Power Tools designs and
manufactures power tools for construction
professionals and specialise in power tools for
cutting and drilling steel.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
METALYSIS
Metalysis has developed a technology
that it claims allows it toproduce metal
and alloy powders with reduced costs and
carbonfootprint. This technology can be used to
make titanium powder for 3D printing.
STRATA
Strata builds houses.
DON VALLEY ENGINEERING
Don Valley Engineering designs, manufactures
and installs machinery for the mineral
extraction and power generation industries.
SUMO DIGITAL
Sumo Digital develops games that can be
played on multiple platforms, including
PlayStation and PC.
UNIVERSAL RECYCLING
Universal Recycling provides waste
management services, specialising in recycling
car parts, scrap metal and cables.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Business Sheffield is supporting companies
planning or experiencing growth through the
Growth Hub Enhancement Project. The project
provides dedicated account managers who
can advise companies on support relevant to
their needs, which include intensive one-to-
one support and demand-led masterclasses.
Complementing this broader offer, there is a
team of three specialist scale-up advisors for
digital companies.
A number of new self-organising networks/
meetups have sprung up to support business
growth and leadership, such as Sheffield Digital
Leadership meetup and the Sheffield Women in
Tech network.
The RISE scheme (supporting growing businesses
to access graduate talent) is in its fifth year of
delivery, having supported over 320 growing
companies to employ more than 400 graduates.
The economic impact of the scheme has been
independently assessed to have been 7.3m from
the past three years.
SHEFFIELD CITY REGION LEP
WHAT'S NEXT/FUTURE PLANS: The Kollider Tech Hub has started operating in a temporary space in
advance of the opening of Castle House, early in 2019. This will have acceleration and incubation activity,
including via Barclays Eagle Labs. Sheffield City Council is set to refresh its economic strategy, followed by
developing an action plan on key projects.
SCALEUP VIEWS:
The key barriers are access to markets in
the UK, access to talent and to leadership
programmes. They are also looking
for support through local leadership
programmes as well as peer to peer
networks and Growth Hubs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local leadership development
programmes
Peer to peer networks
Growth Hubs
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
860
TOTAL NO.
OF SCALEUPS
330
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
9.3bn
82,411
TOTAL EMPLOYEES
710
NO. BY TURNOVER
GROWTH
180
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














260
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
ON SITE GROUP
On Site Group provides recruitment and
communication services, specialising in the
engineering sector and covering a number of
areas such as the Automotive, Aerospace, Energy,
among others. Companies in the group includes
On Site Technical and On Site Connect.
OWNTONS
Owntons runs a chain of family owned butchers
supplying lamb, beef, pork and game meat.
A2C
A2C trades IT equipment in bulk.
PATHFINDER
Pathfinder operates a recruitment company, hiring
for temporary and permanent roles within the
driving, industrial and commercial sectors, and for
jobs in ports.
MILLBROOK GROUP
Millbrook Group operates a number of different
companies such as Millbrook Painting and
Millbrook Healthcare.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
BENEFEX
Benefex provides flexible, online employee reward
and benefit schemes.
STEWART SIGNS
Stewart Signs designs and produces signs to be
displayed on a wide range of surfaces, including
trains, fleets, architecture and ships.
WILLIAMS SHIPPING
Williams Shipping offers a range of logistic and
marine services, including container hire and sale,
storage and warehousing, and vessel carter.
CAPTEC
CAPTEC manufactures specialist computers and
provides IT infrastructure support services to their
clients, who exist in a number of sectors such as
medical, energy and defence.
HIGHWOOD GROUP
The Highwood Group operates a land
acquisition and propertyconstruction company,
specialising in building residential properties and
care home developments.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
SOLENT LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The LEP has made available a new fund
called the Solent Prosperity Fund to
support High Growth Potential Businesses
through capital investment. The fund is
accessible and simplified for businesses to
achieve scale.
The Solent LEP Growth Hub also has a
Growth Accelerator Programme providing
intensive support for businesses which have
been trading for at least 2 years with 10
to 250 staff and turnover between 250k
and 25m.
Investment is being made into skills
programmes as provided by the Civil
Engineering Training Centre to make
available the talent required by scaling
businesses in the civil engineering sector.
Action in this area also includes the
introduction of the Solent Apprenticeship
Hub delivered through a range of partners
designed to create opportunities and provide
skilled employees to support growth.
WHAT'S NEXT/FUTURE PLANS: The LEP is planning a "Solent Scale Up Programme" involving 15
scaleup businesses selected through an application process. The programme will develop leadership skills
and create peer to peer networks and include identifying and working with the region's top 40 businesses to
boost leadership skills through a range of roundtable events.
SCALEUP VIEWS:
The key barrier is access to talent,
followed by access to markets and
infrastructure. They are looking for
support from peer to peer networks,
Innovate UK and professional services.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Innovate UK
Local professional services
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
875
TOTAL NO.
OF SCALEUPS
350
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
9.8bn
69,412
TOTAL EMPLOYEES
700
NO. BY TURNOVER
GROWTH
175
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














261
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
SOUTH EAST LEP
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
Data provided by ONS
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
MOTORCLEAN
Motorclean provides car valeting services to retailers
of cars.
CONNEELY GROUP
Conneely Group provides interior and exterior
drylining and facade finishing services.
APOGEE CORPORATION
Apogee Corporation manufactures and sells hardware
and software used in office print and processing
systems.
CALL ASSIST
Call Assist provides vehicle rescue services for broken
down cars, bikes and marine vessels.
NATURE'S FINEST
Nature's Finest has developed a range of fruit salads
in juice.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
COOPER ESTATES
Cooper Estates operates a property investment
and development company. Civils
Civils operates a construction company, working
on a range of projects from aviation infrastructure
to residential properties.
SMITH & OUZMAN
Smith & Ouzman prints secure documents for
a range of clients such as universities, banks
and governments; applying a variety of
technologies to ensure security, such as
watermarks and holograms.
E&S HEATING & VENTILATION
E&S Heating & Ventilation manufactures and
installs ductwork for the construction industry.
GROUND CONTROL
Ground Control provides a range of grounds
maintenance services, such as snow clearance,
landscape design, gardening and roofing.
Data powered by Beauhurst
LOCAL LEP SCALEUP
PROGRAMMES
To meet the needs of the markedly different
sectors and clusters in the South East LEP's
area, three regional sub-hubs Business Essex
Southend and Thurrock, Business East Sussex
and the Kent and Medway Business Hub
deliver targeted action.
Programmes offered in the region include
Scaleup Ashford -a six-month bespoke
programme of support led by a business
coach. Scaleup West Kent launched in
October. Sandwich's Discovery Park is
providing scaleups with the space and support
to progress on the site of Pfizer's former
European research headquarters now a
vibrant community of scientists, innovators,
process designers, experts and professionals.
The LEP is also reviewing evidence from scale-
up projects in comparable areas to develop a
bespoke programme.
WHAT'S NEXT/FUTURE PLANS: The LEP plans to develop a peer-to-peer network for scaling businesses
in Essex and offer bespoke sector-specific scale-up programmes at the Discovery Park Enterprise Zone. In
East Sussex the LEP will select companies to trial a number of different intervention models.
SCALEUP VIEWS:
The key barriers to growth are access to
talent and access to UK markets. They
are looking for a range of support from
public sector funding for innovation,
business support from government, LEPS
and procurement contracts to the British
Business Bank.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
TOP BARRIERS TO GROWTH:
British Business Bank
General business support from local
or national Government LEPs (Local
Enterprise Partnerships)
Procurement contracts
Public sector funding for innovation
and R&D (e.g. tax credits)
WANT TO SEE MORE OF:
KEY SECTORS:
2020
TOTAL NO.
OF SCALEUPS
730
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
22.8bn
143,244
TOTAL EMPLOYEES
1690
NO. BY TURNOVER
GROWTH
400
NO. BY EMPLOYEE AND
TURNOVER GROWTH
TALENT AND
SKILLS
ACCESS TO
MARKETS














262
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
STEVEN EAGELL TOYOTA
Steven Eagell Toyota operates a number of new and
used Toyota vehicle dealerships throughout the UK,
also offering repair and maintenance services.
BROADWAY STAMPINGS
Broadway Stampings manufactures metal pressings
and stampings for the automotive industry.
NEVILLE CONSTRUCTION GROUP OF
COMPANIES
Neville Construction Group of Companies runs
a few businesses in the property industry such as
construction and property development companies.
CHARGEMASTER
Chargemaster provides a comprehensive range
of electric vehicle charging points that have
been developed to accommodate new
technological advances.
PANTHER LOGISTICS
Panther Logistics provides logistic services to
retailers including 2-man assisted delivery,
installation and removal.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
CHARGEMASTER
Chargemaster provides a comprehensive range
of electric vehicle charging points that have
been developed to accommodate new
technological advances.
BLUE CHIP
Blue Chip specialises in hardware maintenance and
the support of IBM products. The company also offers
data storage, backup and website hosting services.
TXM PLANT
TXM Plant is a supplier of vehicles for construction
and maintenance to the rail industry.
STEVEN EAGELL TOYOTA
Steven Eagell Toyota operates a number of new and
used Toyota vehicle dealerships throughout the UK,
also offering repair and maintenance services.
ALTODIGITAL
Altodigital supplies office technology to companies
in the UK, with relevant IT consultancy services
also provided.
Data powered by Beauhurst
LOCAL LEP SCALEUP
PROGRAMMES
SEMLEP is currently developing a
local industrial strategy; one of the
priority themes coming out of this
work is supporting scaleups. The area
is the third strongest LEP area in the
country for startups, but this strong
performance is not carrying through to
the scale-up stage. To turn this around,
SEMLEP's Growth Hub is looking
to provide a more comprehensive
package of support to scale-up
businesses, in conjunction with local
universities. The Growth Hub is also
looking to strengthen the pipeline of
skills that local scale-up employers
need and to increase the quantity of
suitable employment premises for
scale-up businesses.
KEY SECTORS:
1000
TOTAL NO.
OF SCALEUPS
395
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
39.0bn
70,047
TOTAL EMPLOYEES
825
NO. BY TURNOVER
GROWTH
220
NO. BY EMPLOYEE AND
TURNOVER GROWTH
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
SOUTH EAST MIDLANDS LEP
Data provided by ONS
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barriers to growth are access to
talent and UK markets. They are looking
for a range of help and support from local
and regional government, the Business
Bank and Innovate UK, alongside peer to
peer networks.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
TOP BARRIERS TO GROWTH:
British Business Bank
Local and Regional Government e.g.
LEPS,Growth Hubs, city councils
Innovate UK
Peer to peer networks
WANT TO SEE MORE OF:
TALENT AND
SKILLS
ACCESS TO
MARKETS














263
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
KNIGHTS BMW
Knights BMW operates a number of car
dealerships that sell BMWs.
PDM
PDM grows a range of lettuce and baby
leaf produce.
BRI-STOR SYSTEMS
Bri-Stor Systems manufactures van storage
systems and provides vanconversion services.
GRINDEYS SOLICITORS
Grindeys Solicitors provides a variety of legal
services for businesses and consumers.
BET365
bet365 offers online sports and in-game
betting services.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
KNIGHTS BMW
Knights BMW operates a number of car
dealerships that sell BMWs.
BET365
bet365 offers online sports and in-game
betting services.
PDM
PDM grows a range of lettuce and baby
leaf produce.
A.P. WEBB PLANT HIRE
A.P. Webb Plant Hire supplies the construction
and rail industries with a variety of plant
machinery and trucks on a rental basis.
WELLS FARM DAIRY
Wells Farm Dairy supplies milk and other dairy
products as well as eggs, bread, and juices to
retailers, wholesalers, and food processors.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
A strong, well-established partnership
network delivers scaleup services in the
region, ensuring growing companies have
access to a range of services and experience.
A high-level Partnership Group and
Enterprise Round Table facilitate intelligence
sharing and networking opportunities.
The Growth Hub tailors its approach
according to each company's growth status,
current position and ambition. The top 100
growth businesses across the region have
a dedicated account manager and activity
is monitored through an investment and
development database.
Advisers using an account management
model target a further 250 businesses
with demonstrable growth potential. Each
business receives a business assessment
report and ongoing access to services.
Visits to companies involve established
partners, minimising disruption to business
but allowing for maximum intelligence and
information sharing.
STOKE-ON-TRENT AND STAFFORDSHIRE
LEP
WHAT'S NEXT/FUTURE PLANS: Look out for our developing scaleup programme in 2019.
SCALEUP VIEWS:
The key barriers are access to UK
markets and access to talent, followed
by infrastructure. The key forms of
support sought are peer to peer networks,
Innovate UK and professional services.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers in the UK
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Local professional services
Innovate UK
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
510
TOTAL NO.
OF SCALEUPS
220
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
4.5bn
33,990
TOTAL EMPLOYEES
415
NO. BY TURNOVER
GROWTH
125
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














264
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
ANIMAL FRIENDS PET INSURANCE
Animal Friends provides pet insurance.
WILTSHIRE CONCRETE
Wiltshire Concrete distributes a range of
building materials and machinery for hire and
sale such as concrete mixers, pumps and skips.
TITHEGROVE
Tithegrove provides civil engineering and
groundworks services on a contractual basis.
TMTI
TMTI provides businesses with tech support
services such as customer helplines, product
testing and interactive simulations and tutorials.
RED HOUSE FOODS
Red House Foods produces a range of gluten-
free food.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
ATLAS GENETICS
Binx Health (formerly Atlas Genetics) is developing
devices designed to diagnose a range of infectious
diseases, including chlamydia and gonorrhoea.
MYOPTIQUE GROUP
MyOptique Group runs several online optical
retailers that sellprescription glasses, sunglasses
and contact lenses.
TITHEGROVE
Tithegrove provides civil engineering and
groundworks services on a contractual basis.
BIG VAN WORLD
Big Van World runs an online car dealership for
new and used vehicles, specialising in vans.
REPL
REPL manufactures cable accessories, such as
cable joints, cable terminations and heatshrink.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
SWINDON AND WILTSHIRE LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The LEP continues to work with a partner
delivering the Inspire Elite Programme
for scaleups. This programme focuses on a
combination of peer-to-peer networking
now involving 150 businesses and
education, intensive support through
workshops, one-to-one advice and senior
management team mentoring and a
signposting service to all publicly funded
programmes and commercial expertise.
Members are offered an in-house
recruitment service, guidance on developing
a successfuldistribution strategy, support to
access funding and leadership development
through the Goldmans Sachs 10,000 Small
Businesses UK programme.
A key element of the programme is help to
develop clear business strategies for growth.
Businesses are offered strategy advice and
guidance on developing a winning strategy,
often followed by workshops with the whole
management team.
WHAT'S NEXT/FUTURE PLANS: Inspire Elite has now established in Bristol and recently recruited an
Account Manager to lead work with scaleups in the area. The plan is to launch the programme in Heart of the
South West (covering Plymouth, Exeter and Taunton) in 2019.
SCALEUP VIEWS:
The key barriers to growth are access
to UK markets, access to talent and
infrastructure. The key forms of support
they are looking for are peer to peer
networks and access to public sector
funding for innovation, followed by Growth
Hubs and general business support from
local and national government.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
General business support from local or
national Government
Growth Hubs
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
335
TOTAL NO.
OF SCALEUPS
135
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
8.2bn
33,113
TOTAL EMPLOYEES
280
NO. BY TURNOVER
GROWTH
80
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














265
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
GREENCROFT MILK SUPPLIES
Greencroft Milk Supplies sources, sells and
distributes milk products to individual homes,
retailers, bakeries and caterers.
BMSL GROUP
BMSL Group provides recruitment services to
businesses and employers in the construction,
rail, building and engineering sectors.
CAMERONS BREWERY
Camerons Brewery operates a brewery.
MODUS SEABED INTERVENTION
Modus Seabed Intervention operates unmanned
submersible crafts toaid in work undertaken
on the seabed, such as oil exploration and
maintenance of offshore wind-farms.
ALEXANDERS MOTOR GROUP
Alexanders Motor Group operates a number of
car dealerships which sell new and used vehicles
and offer maintenance and repair services.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
APPLIED GRAPHENE MATERIALS
Applied Graphene Materials, formerly trading
as Durham Graphene Science, specialises in
the synthesis of graphene. The company uses a
scalable bottom-up approach to prepare graphene
that is protected by a patent application.
WYNYARD HALL
Wynyard Hall operates a hotel which includes a
spa, gardens and dining facilities.
MODUS SEABED INTERVENTION
Modus Seabed Intervention operates unmanned
submersible crafts to aid in work undertaken
on the seabed, such as oil exploration and
maintenance of offshore wind-farms.
BMSL GROUP
BMSL Group provides recruitment services to
businesses and employers in the construction,
rail, building and engineering sectors.
GREENCROFT MILK SUPPLIES
Greencroft Milk Supplies sources, sells and
distributes milk products to individual homes,
retailers, bakeries and caterers.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Tees Valley responded to the ScaleUp
Institute's finding that scaleups in its area
were not capitalising on the opportunity
to grow further by working with Teeside
University to develop LEAP 50. This fully-
funded programme was launched in July
2018 with the aim of helping at least 50
ambitious Tees Valley businesses.
The programme includes a two-day
residential and 12 one-day workshops
providing knowledge, experience and
personal leader development alongside
practical ways of unlocking barriers to
growth. Peer-to-peer learning is also another
significant element of the programme.
Digital CitySCALE Programme is a three-
month programme for ambitious business
owners in the digital and technology sectors.
The programme involves implementing
processes and systems to ensure that
the company has the capability to grow,
with a focus on strategy formation,
people & leadership, intellectual property
development and finance.
TEES VALLEY LEP
WHAT'S NEXT/FUTURE PLANS: Tees Valley Combined Authority will continue their partnership with
Teesside University to deliver LEAP 50 helping deliver jobs and boosting the economy in the Tees Valley. A
second cohort has recently started DigitalCity SCALE and the programme will be delivered at a number of
key locations across the Tees Valley.
SCALEUP VIEWS:
The key barriers to growth are access to
UK markets, access to talent, leadership
development and infrastructure. The
key forms of support they are primarily
local: professional services, peer to
peer networks, leadership development
programmes and universities, but
also include banks and other financial
suppliers.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can hire who
can do the jobs you have available
Access to markets and customers in
the UK
Access to infrastructure/premises and
broadband
Leadership development: training and
developing the people you have
TOP BARRIERS TO GROWTH:
Local professional services e.g.
accountants and lawyers
Banks and other financial suppliers
Local leadership development
programmes
Local universities and business
schools e.g. access to their talent,
facilities and R&D
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
230
TOTAL NO.
OF SCALEUPS
95
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
1.8bn
18,326
TOTAL EMPLOYEES
195
NO. BY TURNOVER
GROWTH
60
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














266
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
HALA LIMITED
Hala Limited operates a Domino's franchisee,
which operates a pizza restaurant chain.
ARCHWAY SERVICES
Archway Services provides scaffolding and
temporary access services on a contractual base.
ANESCO
Anesco provides efficient energy product packages,
energy cost-tracking and maintenance services.
JAKE'S PLAYBARN
Jake's Playbarn operates a children's play centre
and a mini farm.
ALERTME
AlertMe has developed a device that aims to
help homeowners reduce energy consumption.
The company also enables clients to check their
energy consumption online.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
DISPLAYDATA
Displaydata (formerly ZBD Solutions) designs
and supplies electronic shelf labels (ESL) and
associated software products for the retail industry.
ALERTME
AlertMe has developed a device that aims to
help homeowners reduce energy consumption.
The company also enables clients to check their
energy consumption online.
ESP
ESP offers a range of IT support and
consultancy services.
NEILSON FINANCIAL SERVICES
Neilson Financial Services operates a number of
international insurance brands that specialise in
providing life insurance for families and the over
18s and over 50s age groups.
TENEO
Teneo provides businesses with a variety of IT
management, maintenance and support services,
dealing both with infrastructure and software.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
THAMES VALLEY BERKSHIRE LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
After investigating the specific needs of
scaleups in its area, including using one-to-
one interviews with business leaders, Thames
Valley Berkshire has launched the ScaleUp
Berkshire Programme aimed at ambitious
businesses with turnover above 1m to
make existing offerings visible and close the
gaps identified during the mapping process.
The new fully-funded ScaleUp Berkshire
Programme will be targeted to existing and
potential scaling businesses identified via
the LEP's own dataset and the HMRC pilot.
It will:
Explain services and support available locally
and nationally and connect businesses to
relevant support;
Provide one-to-one account
management support to help businesses
develop their strategy;
Connect businesses to tools to implement
and monitor their business strategy; and,
Introduce businesses to other local scale-
up business leaders to share ideas, learn
what works and build mutually beneficial
relationships.
WHAT'S NEXT/FUTURE PLANS: The ScaleUp Berkshire Programme will be rolled out over 2018-2020
with plans to recruit and account manage a minimum of 25 existing and potential Berkshire scaleups per
year. The Advisory Group will review sustainability over time and make recommendations to the LEP so that
the Programme has longevity beyond the initial 2-year period of BEIS funding.
SCALEUP VIEWS:
The key barriers to growth are access to
talent and UK markets. They are also
looking for access to infrastructure and
to external support and advice, citing
local support in the form of peer to peer
networks, local professional services and
local and regional government.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Local and Regional Government e.g.
LEPS,Growth Hubs, city councils
Local professional services e.g.
accountants and lawyers
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
580
TOTAL NO.
OF SCALEUPS
250
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
28.0bn
94,267
TOTAL EMPLOYEES
460
NO. BY TURNOVER
GROWTH
130
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














267
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
NORTHGATE HEALTHCARE
Northgate Healthcare operates a number of care
homes, providing residential care for the elderly.
GUESTLINE
Guestline has developed guest and property
management software for companies in the
hospitality industry. They also produce front-facing
marketing websites; seen by guests, for example,
when they access a hotel's internet connection.
S&A PRODUCE
S&A Produce grows a variety of soft fruit, asparagus
and avocados in locations around the world, and
sells them in the UK and throughout Europe.
GRAINGER & WORRALL
Grainger & Worrall designs and manufactures
automotive components made by metal casting,
for use in hi-specification vehicles within the
motorsport industry.
DODD GROUP
Dodd Group designs and installs mechanical and
electrical systems for buildings in a range of sectors,
such as education and leisure, with relevant repair
and maintenance services also provided.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
WYE VALLEY GROUP
Wye Valley Group operates a number of
construction and recycling companies including
Wye Valley Demolition , Wye Valley Metals and
Wye Valley Skips .
EUROPEAN AVIATION
European Aviation operates a group of 5
companies that specialise in aircraft manufacturing,
maintenance, pilot training and aircraft operations.
SHROPSHIRE HOMES
Shropshire Homes operates a property construction
company, specialising in new build and refurbished
residential developments.
NORTHWOOD
Northwood operates a number of companies that
manufacture and supply a number of paper-based
products such as toilet roll and tissue paper, mostly
from recycled office waste-paper. Edmo Edmo
designs, manufactures and installs a variety of
extruded aluminium components and products.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
The Marches is working closely with high-
growth businesses in agri-tech, defence
and security sectors including the
rapidly-emerging cyber security area.
Partnership with organisations and
neighbouring LEPs remain important
in the delivery of programmes such
as the Midlands Engine Investment
Fund which provides a range of
funding sources for scaling businesses.
It is also a partner in the Agri-Tech
West Alliance with three other LEPs
working with businesses and further/
higher education to boost skills and
opportunities, applying research and
innovation to the sector.
Grants and support have also been
made available under the Business
Growth Programme, creating nearly
200 jobs, and the Manufacturing
Growth Programme which has
helped 50 businesses identify and
remove barriers to growth. The
SmarterGrowthprogramme is
helping business leaders with
coaching and mentoring.
THE MARCHES LEP
WHAT'S NEXT/FUTURE PLANS: The LEP is partnered with Aston and Harper Adams Universities to
deliver the Agri-tech Growth and Resources for Innovation project which will support 90 businesses over 3
years to innovate and develop new products and services. A new Cyber Security Centre in Hereford will link
cyber research with business to commercialise new innovations.
SCALEUP VIEWS:
The key barriers are access
to UK markets and access
to talent, followed by
infrastructure. The key forms
of support sought are peer to
peer networks, Innovate UK
and professional services.
Analysis by BVA BDRC from the Scaleup
Survey 2018
Access to the talent you can hire who can
do the jobs you have available
Access to markets and customers in the UK
Access to infrastructure/premises and
broadband
Leadership development: training and
developing the people you have
TOP BARRIERS TO GROWTH:
Peer to peer networks
Local professional services
Innovate UK
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
330
TOTAL NO.
OF SCALEUPS
130
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
3.9bn
27,517
TOTAL EMPLOYEES
265
NO. BY TURNOVER
GROWTH
65
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














268
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
BRC
BRC provides recruitment services for the social
housing, construction and care industries.
INDIGO FOODS
Indigo Foods operates as a holding company for
a number of businesses that produce meat based
products for food retailers, including The Welsh
Pantry and BM Foods .
MOLSON GROUP
Molson Group is a supplier of machinery and
equipment for the construction industry.
FIDELIUS
Fidelius provides a range of financial services
for businesses and individuals, specialising
in employees benefits, insurance and wealth
management.
KINGS COURT TRUST
Kings Court Trust provides legal services,
specialising in probate (dealing with a person's
assets after death).
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
INDIGO FOODS
Indigo Foods operates as a holding company for
a number of businesses that produce meat based
products for food retailers, including The Welsh
Pantry and BM Foods .
MD GROUP
The MD Group operates a property construction
and maintenance company, providing a wide
range of refurbishment, building services and
utility system repairs.
KINGS COURT TRUST
Kings Court Trust provides legal services,
specialising in probate (dealing with a person's
assets after death).
UPLANDS
Uplands operates a property construction
company, specialising in new-build and
refurbishment projects within the retail and
leisure sectors.
MAWDSLEYS PUMP SERVICES
Mawdsleys Pump Services provides installation,
maintenance and repair services for a range of
pumping systems such as sewage pumps.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
WEST OF ENGLAND LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
The West of England has appointed a Scaleup
Enabler to ensure a strong ecosystem that
responds to the specific needs of local
scaleup businesses.
Significant achievements during the
year include the mapping of the regional
ecosystem in the Scaleup Generator,
identifying existing services and programmes
and categorising them against the challenges
faced by growing companies and the
development of the Scaleup Company Map
which highlights 700+ invisible scaleups
and around 100 visible scaleups. In addition,
the Scaleup Enabler has held more than 50
scaleup meetings to explore the challenges
faced by growing companies.
Acting as a catalyst the Scaleup Enabler has
brought the local investment community
together to ease access to finance and pressed
the case for more local infrastructure which
has led to three multi-occupancy office spaces
coming onto the market in Bristol.
WHAT'S NEXT/FUTURE PLANS: More action to encourage finance options for scaleups through a
quarterly investment briefing, continued briefing events and support for peer-to-peer networks, sharing of
data, resources and maps to demonstrate the strength of the region. The British Business Bank will bring new
support through the recruitment of a regional team.
SCALEUP VIEWS:
The key barriers to growth are access
to talent and UK markets, followed by
infrastructure. The support they are
looking for is from peer to peer networks,
public sector funding for innovation and
local universities and business schools.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Access to infrastructure/
premises and broadband
TOP BARRIERS TO GROWTH:
Peer to peer networks
Public sector funding for innovation
and R&D (e.g. tax credits)
Local universities and business schools
e.g. access to their talent, facilities and
R&D
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
715
TOTAL NO.
OF SCALEUPS
295
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
7.1bn
76,332
TOTAL EMPLOYEES
605
NO. BY TURNOVER
GROWTH
185
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














269
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
GTECH
Gtech produces cordless vacuum cleaners, garden
tools, power sweepers and electronic bikes.
LIONCOURT HOMES
Lioncourt Homes operates a residential
property developer.
PRIME
Prime offers property management, design and
development services to the healthcare industry.
HERITAGE MANOR
Heritage Manor operates a number of care
homes that provide residency and care services
for the elderly with dementia.
INDUSTRIAL & TRACTOR
Industrial & Tractor supplies tubular
components to a range of industries from
agricultural to automotive.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
LIONCOURT HOMES
Lioncourt Homes operates a residential
property developer.
GTECH
Gtech produces cordless vacuum cleaners, garden
tools, power sweepers and electronic bikes.
LUDLOWTHOMPSON
Ludlowthompson operates an independent
estate agents for residential properties.
HERITAGE MANOR
Heritage Manor operates a number of care
homes that provide residency and care services
for the elderly with dementia.
MAINSTAY GROUP
Mainstay Group provides residential,
commercial property and facilities management
services such as rental collection and increasing
the property's value.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Working with the Chamber of Commerce,
Worcestershire County Council's ERDF
programmes and Growth Hub, the LEP
plans to search for, identify and qualify
potential scaleups. It has two current offers
for scaleups:
BizSmart delivering a comprehensive
programme is a 12 month programme with
monthly tutorials and exercises, an in-
depth analysis of the business performance
and benchmarking against statistically
proven drivers of value. BizSmart also
provides SmartBoards which deliver peer-
to-peer networking and is supported by
business experts to scaleup companies.
A new technology accelerator called
'BetaDen'. Situated at Malvern Hills
Science Park, BetaDen will offer scaleup
businesses a package of business support
including free office space, mentorship
from our handpicked experts, access to
Worcestershire's 5G testbed advice and
proof of concept funds.
WORCESTERSHIRE LEP
WHAT'S NEXT/FUTURE PLANS: The LEP is ambition is to prove that the BetaDen model works and
then roll out to all locations across the county, making it financially sustainable.
SCALEUP VIEWS:
The key barriers are access to
UK markets and access to talent,
followed by infrastructure. The
key forms of support sought are
peer to peer networks, Innovate
UK and professional services.
Analysis by BVA BDRC from the Scaleup Survey
2018
Access to the talent you can hire who
can do the jobs you have available
Access to markets and customers in
the UK
Access to infrastructure/premises and
broadband
Leadership development: training and
developing the people you have
TOP BARRIERS TO GROWTH:
Peer to peer networks
Local professional services
Innovate UK
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
340
TOTAL NO.
OF SCALEUPS
110
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
2.8bn
19,877
TOTAL EMPLOYEES
290
NO. BY TURNOVER
GROWTH
60
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
TALENT AND
SKILLS
ACCESS TO
MARKETS














270
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
CAWINGREDIENTS
Cawingredients manufactures and packages
soft drinks and advises brands in the soft drink
industry on product development.
RBA MOODY BROS (CONTRACTORS)
RBA Moody Bros (Contractors) builds and
restores properties,specialising in buildings
within the education and healthcare sectors
and new-build housing. They also manufacture
timber furniture and joinery.
WHITBY SEAFOODS
Whitby Seafoods produces chilled and
frozen seafood.
METCALFE FARMS
Metcalfe Farms operates a number of divisions
within the automotive, agricultural machinery
and distribution sectors, including a garage, an
agricultural machinery hire business, and a haulage
division which specialises in the transportation of
heavy goods. It also operates a crop and dairy farm.
SAM TURNER & SONS
Sam Turner & Sons sells garden supplies,
machinery and accessories.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
NEWQUIP
Newquip sells pig and poultry equipment made
by Big Dutchman .
BRIGHT STEELS
Bright Steels produces and supplies steel flat and
square bars.
IAN MOSEY
Ian Mosey manufactures and supplies animal
feed to the agriculturalindustry.
PROCTERS COACHES
Procters Coaches provides coaches and
minibuses for hire.
SAM TURNER & SONS
Sam Turner & Sons sells garden supplies,
machinery and accessories.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
YORK, NORTH YORKSHIRE AND EAST
RIDING LEP
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Current: The York, North Yorkshire and
East Riding LEP is committed to developing
services that help businesses to scale
up in a way that delivers wide societal,
environmental and economic impacts across
the region. The LEP has moved away from
a sector specific approach to focus on
the ambitions, opportunities and growth
potential of businesses across the region.
The LEP is works closely with its partners
to support them in designing business
support services that are based on
extensive economic, demographic and
ethnographic analysis and new programmes
focused on scaleups will be launched in
the coming year. Business leaders are
supported by wraparound relationship
management provided by two dedicated
business relationship managers who work
with them face to face to help them to
realise their ambitions.
WHAT'S NEXT/FUTURE PLANS: The LEP currently has a number of scaleup services in various stages
of development and will be launched over the next 12 months including Investor Readiness, Leadership and
Management and Supply Chain support services. For further information contact support@howsbusiness.org
SCALEUP VIEWS:
The key barriers are access to markets in
the UK, access to talent and to leadership
programmes. They are also looking
for support through local leadership
programmes as well as peer to peer
networks and Growth Hubs.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can
hire who can do the jobs you
have available
Access to markets and
customers internationally
Leadership development:
training and developing the
people you have
TOP BARRIERS TO GROWTH:
Local leadership development
programmes
Peer to peer networks
Growth Hubs
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
610
TOTAL NO.
OF SCALEUPS
235
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
4.9bn
36,602
TOTAL EMPLOYEES
510
NO. BY TURNOVER
GROWTH
135
NO. BY EMPLOYEE AND
TURNOVER GROWTH
LEADERSHIP
TALENT AND
SKILLS
ACCESS TO
MARKETS














271
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TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
TRACEY CONCRETE
Tracey Concrete manufactures pre-cast
concrete products specialising in drainage
equipment, such as pipes and rings.
B.MCCAFFREY & SONS LTD
B.McCaffrey & Sons Ltd manufactures and
distributes a variety of sand and gravel made
building products such as gravel, asphalt plants
and window panels.
MAC-INTERIORS
Mac-Interiors offers construction, interior fit-
out and refurbishment services, specialising in
commercial interiors.
ABBEY BOND LOVIS
Abbey Bond Lovis provide corporate insurance
for companies involved in a variety of industries,
such as agriculture, manufacturing and
commercial property.
SIMPLYFRUIT
Simplyfruit manufactures and distributes fresh
fruit produce.
Data powered by Beauhurst
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
TRACEY CONCRETE
Tracey Concrete manufactures pre-cast
concrete products specialising in drainage
equipment, such as pipes and rings.
B.MCCAFFREY & SONS LTD
B.McCaffrey & Sons Ltd manufactures and
distributes a variety of sand and gravel made
building products such as gravel, asphalt plants
and window panels.
HEARTSINE TECHNOLOGIES
HeartSine Technologies develops mobile
defibrillators which are used to treat patients
undergoing cardiac arrest.
ABBEY BOND LOVIS
Abbey Bond Lovis provide corporate insurance
for companies involved in a variety of industries,
such as agriculture, manufacturing and
commercial property.
WILSONS AUCTIONS
Wilsons Auctions provides independent
auctioneering services to various sectors
such as construction, private treaties and
government auctions.
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
Data provided by ONS
LOCAL LEP SCALEUP
PROGRAMMES
Invest Northern Ireland aims to support
scaling companies to grow faster and
succeed by supporting them to drive
higher levels of innovation, increase
competitiveness and increase exports. The
approach is based around dedicated scaleup
services led by relationship managers.
It has introduced a Scaling Programme
aimed at ambitious companies achieving
20% growth per annum and with a
minimum turnover of 10 million. Senior
teams from these companies are given
access to leadership, business development
and coaching programmes, increased
face-to-face contact with Invest NI
Client Managers and help with account
development planning as well as support to
overcome barriers to growth.
Other Invest NI services include support to
increase employment and access to skilled
workers, advice on access to overseas markets
and partnerships with universities and others
to stimulate clustering and collaboration.
WHAT'S NEXT/FUTURE PLANS: Invest NI aims to double the number of participating companies in the
Scaling Programme
SCALEUP VIEWS:
Scaleups in Northern Ireland view
many barriers as equally important:
access to talent, leadership
development, access to UK markets,
bank finance and infrastructure
were all seen as critical. They want
more support from local leadership
development programmes and
universities, as well as banks and peer
to peer networks
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can hire who can do the
jobs you have available
Leadership development: training and developing
the people you have
Access to markets and customers in the UK
Access to the right bank finance for the business
(including debt finance, bank loans, credit cards,
overdrafts)
Access to infrastructure/premises and broadband
TOP BARRIERS TO GROWTH:
Banks and other financial
suppliers
Local leadership development
programmes
Local universities and business
schools e.g. access to their
talent, facilities and R&D
Peer to peer networks
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
905
TOTAL NO.
OF SCALEUPS
340
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
8.9bn
62,277
TOTAL EMPLOYEES
730
NO. BY TURNOVER
GROWTH
165
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
NORTHERN IRELAND
TALENT AND
SKILLS
ACCESS TO
MARKETS














272
ANNEX 1
TOP 5 VISIBLE SCALEUPS BY
EMPLOYEE GROWTH
EDEN SCOTT
Eden Scott provides specialised recruitment
services to businesses for specific projects and
campaigns, covering both professional and
technical employees.
INTERACTIVE INVESTOR
Interactive Investor is a community of traders
and investors, which provides execution-only
products and services that enables its site users
to trade and invest directly from the site.
GRAMPIAN CONTINENTAL
Grampian Continental provides specialist
road transport for the oil & gas and energy
industries, including hazardous goods such as
explosives, gases, and radioactive material, as
well as abnormal loads such as wind turbine
towers and blades.
LORIMER CARE HOMES LTD
Lorimer Care Homes Ltd operates a number of
care homes for the elderly.
GPH BUILDERS MERCHANTS
GPH Builders Merchants sells a range of
building materials at wholesale prices to
construction companies.
TOP 5 VISIBLE SCALEUPS BY
TURNOVER GROWTH
HFD GROUP
HFD Group operates a property construction
company specialising in designing and building
commercial properties.
INTERACTIVE INVESTOR
Interactive Investor is a community of traders
and investors, which provides execution-only
products and services that enables its site users
to trade and invest directly from the site.
CAMPION HOMES
Campion Homes designs and builds
housing developments.
KINNELL GROUP
The Kinnell Group operates a number of
insurance companies whichservice the
construction and health industries, including
Kinnell Corporate and National Warranties .
ALBAVET
Albavet operates a network of veterinary clinics.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
LOCAL LEP SCALEUP
PROGRAMMES
Scotland CAN DO Scale is working
across public and private sectors to
create an environment in which ambitious
entrepreneurs have the skills and
connections to grow to scale and are
provided with appropriate levels of support
and challenge from the ecosystem.
Initiatives include Strathclyde Business
School's Growth Advantage Programme, the
ScaleUp Scotland leadership programme and
the 'Scale' summer school run by Scottish
Enterprise (SE), Highlands and Islands
Enterprise (HIE) and the Scottish Funding
Council. SE and HIE directly deliver a
variety of services and programmes to over
2,500 companies through a comprehensive
account management service.
The ScaleUp Scotland programme
was launched in 2018, delivered by
Entrepreneurial Scotland in partnership
with The Hunter Foundation and Scottish
Government. The first cohort comprised the
leaders of 19 businesses who meet every 6
weeks for a day and a half with established
entrepreneurs and content experts.
WHAT'S NEXT/FUTURE PLANS: Scotland is planning to expand the number of scaleups they work with
through various programmes, including Start2Scale and ELITE, and by participating in the HMRC data
pilots. Scotland CAN DO Scale is continuing work to widen stakeholder involvement.
SCALEUP VIEWS:
The key barriers to growth in Scotland
are access to talent, access to UK
markets and infrastructure. Their two
key support mechanisms are local:
peer to peer networks and universities
and business schools, although they
also want more support from local
leadership development programmes
and national Government.
Analysis by BVA BDRC from the Scaleup Survey 2018
Access to the talent you can hire who
can do the jobs you have available
Access to markets and customers in
the UK
Access to infrastructure/premises and
broadband
Leadership development: training and
developing the people you have
TOP BARRIERS TO GROWTH:
Local universities and business
schools e.g. access to their talent,
facilities and R&D
Peer to peer networks Local
leadership development
programmes
National Government
WANT TO SEE MORE OF:
For further information and to see a complete list of visible scaleups,
Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
Data provided by ONS
2425
TOTAL NO.
OF SCALEUPS
910
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
29.5bn
188,134
TOTAL EMPLOYEES
1940
NO. BY TURNOVER
GROWTH
425
NO. BY EMPLOYEE AND
TURNOVER GROWTH
INFRASTRUCTURE
SCOTLAND
TALENT AND
SKILLS
ACCESS TO
MARKETS














273
SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
TOP 5 VISIBLE SCALEUPS BY EMPLOYEE GROWTH
THE TRADE CENTRE WALES
The Trade Centre Wales operates a number of car dealership 'superstores'
that sell used cars.
INSPIRESPORT
Inspiresport provides sports travelling programmes, which entails organising
professional coaching tours to some of the world's greatest sports clubs
across a range of sports.
BVG GROUP
BVG Group is a manufacturer and retailer of clothing, sport supplements,
fishing equipment and homeware, available via various channels.
EDENSTONE HOMES
Edenstone Homes operates a home development company which takes
care of the whole process from surveying land, planning and design,
and building.
MACBRYDE HOMES
Macbryde Homes operates a construction company that specialises in
building homes and other residential properties.
TOP 5 VISIBLE SCALEUPS BY TURNOVER GROWTH
TEME VALLEY TRACTORS
Teme Valley Tractors sells and services tractors and other agricultural
machinery.
BEMACO STEEL
Bemaco Steel manufactures and sells steel and steel products.
CYDEN
CyDen develops and manufactures hair removal devices including their
product SmoothSkin.
BIOTEC SERVICES INTERNATIONAL
Biotec Services International offers various pharmaceutical services that
include providing supplies, product certification and sample storage,
among others.
THE TRADE CENTRE WALES
The Trade Centre Wales operates a number of car dealership 'superstores'
that sell used cars.
Data powered by Beauhurst
These are programmes offered by the LEP and do not represent all the programmes offered to scaleups in the local area. These have not been evaluated or endorsed by the ScaleUp Institute for their impact
and effectiveness. Data utilised at the top of this page is taken from the IDBR 2016. The confidentiality of all data held on the IDBR is protected by the National Statistics Code of Practice and associated
Protocols and by specific legislation. In accordance with these requirements, data presented is rounded to prevent disclosure. Differences may exist in totals across tables due to disclosure methods used.
Data provided by ONS
For further information and to see a complete list of visible scaleups, Scaleup Champions and Ambassadors visit us at www.scaleupinstitute.org.uk
KEY SECTORS:
1345
TOTAL NO.
OF SCALEUPS
505
NO. BY EMPLOYEE
GROWTH
TOTAL TURNOVER
14.2bn
110,358
TOTAL EMPLOYEES
1105
NO. BY TURNOVER
GROWTH
265
NO. BY EMPLOYEE AND
TURNOVER GROWTH
WALES
WHAT'S NEXT/FUTURE PLANS: ScaleUp Institute are looking forward to engaging with Wales on
their developingscaleup agenda..














274
ANNEX 1
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Annex 2
The ScaleUp Institute
The ScaleUp Institute is a private sector-led, not-for-profit
organisation focused on collaborating with policy makers,
corporates, finance players, educators and Government at
a local and national level. Our mission is to help the UK to
become the best place in the world to grow a business as well
as start one, and enable our existing high-growth businesses to
scale up even further.
If the UK is to capitalise on its long history as a trading nation and the vibrant
entrepreneurial spirit which has seen an explosion in vitality over the past five years, it now
needs to focus determinedly on how it 'leans in' to support its growing firms to scale.
The UK's future economic prosperity and social wellbeing are critically dependent upon
our being a world-leading environment in which companies thrive once they have been
started, enabling opportunity for reach and scale and contributing positive impact for
generations to come.
Scaleups exist across the country and across all sectors. Evidence shows these businesses
are also highly productive and international. Increasing the number of firms reaching scale
has the potential to deliver hundreds of thousands of additional jobs and billions to the local
economy, driving forward productivity in every community.
We believe that making the UK a fertile ground for developing scaleups across localities,
industries and supply chains is fundamental to achieving both immediate and long-term UK
economic value.
We aim to advance understanding of how to scale up a business, and how to build the
most effective environment in which scaleups can flourish. We undertake research,
thought leadership and targeted projects with partners. We spread best practice, providing
opportunities for scaleup companies across industry sectors and regions to meet and share
ideas.
Our mission is to ensure that the UK is the best place in the world to grow a business into
a large business, thereby becoming an exemplar of what is possible when a society embeds
understanding and collaborates at all levels.
Our network is at the heart of our support. Through our wide variety of activities, our
economic development programme, and our policy committees and research agenda, we
enable cross-sections of private and public sectors and local, national and international
ecosystems to work and learn from each other. We thereby develop and assess initiatives to
close the scaleup gap and provide solutions to the leaders of our scaling businesses.
Our vision
276
THE SCALEUP INSTITUTE
ANNEX 2
Our work
We act as a catalyst, bringing together national, local, business and public sector players
to map and develop both a national and local ecosystem for scaleups.
We undertake detailed analysis of the scaleup landscape across the UK, providing
evidence of how scaleups are developing at a national and local level.
We support the development of local scaleup ecosystems through training programmes
and engagement with Local Enterprise Partnerships (LEPs), Growth Hubs, business
schools and universities up and down the UK.
We publish reports that have set the agenda for current thinking on growth and
productivity across Government and the business community.
We develop policy proposals based upon rigorous evidence to evolve the business
landscape so that the UK can become the best place to grow a business.
We convene experts from across the business community and academia, policymakers
and decision makers to kick-start new thinking and deliver concrete improvements for
fast-growing business firms, including the launch of our Annual Review.
Our committees
Committees provide direction and expertise to our work.
DATA REVIEW AND EVIDENCE GATHERING to assist public and private
organisations to identify, target and evaluate support to scaleup companies.
BUILDING LEADERSHIP CAPABILITIES AND CAPACITY to support leadership
capability and transformation in scaleup companies.
TALENT AND SKILLS COMMITTEE to improve the ecosystem so scaleups can
find employees to hire who have the skills they need.
ACCESS TO MARKETS (INTERNATIONALISATION, CORPORATE
PROCUREMENT, EXPORTS AND INFRASTRUCTURE) to facilitate and ease
international knowledge and expansion, local supply chains and domestic procurement;
and to enable navigation and infrastructure development necessary for scaling
businesses.
FINANCE AND RISK CAPITAL to enable further understanding of, and access to,
the right growth finance combination.
You can find out more by visiting http://www.scaleupinstitute.org.uk/about/#ourvision
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Board of directors
The Directors of the ScaleUp Institute are drawn from all constituent part of the ecosystem.
They meet quarterly in order to ensure that the ScaleUp Institute delivers on our mandate to
increase the number of scaleups in the UK relative to other nations.
Thanks go to Reid Hoffman and Martha Lane Fox for their inspiration in the setup of the
ScaleUp Institute and who will continue to be Ambassadors and guide our thinking in the
future. We welcome new board members Lucinda Bruce-Gardyne, Sahar Hashemi and Andy
Richards and look forward to working with them over the coming years.
NAME
COMMITTEE
Sherry Coutu CBE
Chair of Board and Evidence Committee
Irene Graham, CEO
The Board & Thematic committees
Lucinda Bruce-Gardyne
The Board
Sahar Hashemi
The Board
Thomas Hoegh
Evidence
Charlotte Keenan
Leadership Development
Luca Peyrano
Finance
Tamara Rajah
Evidence
Andy Richards
The Board
Jon Rhodes
Access to Markets
Sancho Simmonds
Finance, Audit and Risk
Jon Steinberg
Talent and Skills
Professor Peter Tufano
Evidence
278
THE SCALEUP INSTITUTE
ANNEX 2
Ambassadors
The ScaleUp Institute Ambassadors have been helping us since 2014 in a range of ways and from a variety of locations around
the world. All are scaleup experts in their own right. We keep them informed of updates in scaleup policy and research as well as
involving them in our activities around the country. All of our Committee members are also Ambassadors for the ScaleUp Institute.
NAME
TITLE
ORGANISATION
Toby Austin*
Co-Founder and CEO
Beauhurst (scaleup)
Tudor Aw
Partner
Technology Sector Head, KPMG Europe LLP
Lord Karan Bilimoria CBE*
Chairman and Entrepreneur
Cobra Beer Partnership Ltd; UK India Business Council
Mike Blackburn OBE
North West Regional Director
BT
Chris Blundell
Partner
Brunswick
Jon Bradford
Managing Director
TechStars
Rowena Burns
CEO
Manchester Science Partnerships
Edward Bussey*
Founder & CEO
Quill
Jessica Butcher*
Co-Founder & Director
Blippar
Claire Cockerton
Founder & CEO
Plexal
Louise Conolly-Smith
Senior Key Account Manager North America
London & Partners
Janet Coyle
Principal Adviser; Non Executive Director
London & Partners; Rocksteed
Julian David
CEO
TechUK
Julie Deane*
Founder & CEO
Cambridge Satchel Company
Jacqueline de Rojas
President; Chair; Non-Executive Director
TechUK; Digital Leaders; Rightmove
Samir Desai*
Founder & CEO
FundingCircle
Gi Fernando, MBE*
Founder & CEO
Freeformers / Serial Entrepreneur
David Gammon*
Founder & CEO
Rockspring
Nick Giles
Co-Founder
Seven Hills Group
Daniel Glazer
Partner
Wilson Sonsini Goodrich & Rosati
Priya Guha
Ecosystem General Manager
RocketSpace UK London Tech Campus
Chris Haley
Head of New Technology and Startup Research
Nesta
Michael Hayman
Co-Founder
Seven Hills Group
Davor Habel
Partner
Fidelity Growth Partners
Sahar Hashemi, OBE
Co-Founder
Coffee Republic
Taavet Hinrikus*
Founder & CEO
Transferwise
Brent Hoberman*
Executive Chairman
Founders Factory
Reid Hoffman*
Partner
Greylock
Paul Hofheinz
President and Co-Founder
The Lisbon Council asbl
Adam Jackson
Director of Public Affairs, Policy & Insight
Grant Thornton UK LLP
Clare Johnston
CEO & Founder
The Up Group
Elizabeth Kanter
Director Government Relations and Public Policy
Cabinet Office
Sandy Kennedy
CEO
Entrepreneurial Scotland
Shalini Khemka
CEO
E2Exchange
Damian Kimmelman*
Co-Founder
Duedil
James Klein
Partner, Corporate Team
Pennington Manches
Bethany Koby*
Co-Founder & CEO
Technology Will Save Us
Martha Lane Fox*
Founder
Lastminute.com
James Layfield*
CEO
Central Working
Alastair Lukies
Founding Partner, Origination
Motive Partners
Mike Lynch*
Founder
Invoke Capital
Stephen Maher
CEO
MBA
Dr Ruth Mckernan*
Neuroscientist, Innovator
Non-Executive Director, Various
Frank Meehan*
Co-Founder and General Partner
Sparklabs Global Ventures
Jose Neves*
Founder & CEO
Farfetch
Caroline Norbury
CEO
Creative England
Kathryn Parsons
Co-Founder and CEO
Decoded
Caroline Plumb, OBE*
Founder & CEO
Fluidly, previously started and scaled FreshMinds
Russ Shaw*
Founder
Tech London Advocates
Jeremy Silver
CEO
Digital Catapult Centre
Emma Sinclair, MBE*
Co-Founder
EnterpriseJungle
Sam Smith*
Founder & CEO
finnCap
Nick Sturge*
Co-Founder & Managing Director
Engine Shed
Jenny Tooth
CEO
UKBAA
Sarah Wood*
Co-Founder & Non-exec Chair
Unruly
Hakim Yadi, OBE*
Founding CEO
Northern Health Science Alliance
Those denoted
by a * are also
Members of the
ScaleUp Institute.
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Our committees
The ScaleUp Institute operates five thematic committees that each meet quarterly to
provide assessment and direction on the key needs and policy issues affecting scaleup
businesses. This includes research, analysis and thought leadership as well as reviews of
programmes that support scaleup businesses, in order to develop appropriate case studies
and learnings.
Evidence committee
NAME
TITLE
ORGANISATION
Tera Allas
Visiting Fellow
McKinsey Global Institute
Tina Baker
Partner
Withers Tech
Sherry Coutu CBE
Chair
ScaleUp Institute
Dr. Cathy Garner
Trustee; NED; Advisory Board
member
Centre for Ageing Better;
Castle Rock Edinvar Housing
Association;
Centre for Health Research
and Development Standing
Selection and Monitoring
Committees of the National
Centres of Excellence of
Canada
Thomas Hoegh
Investor, Entrepreneur and
Co-Founder
Arts Alliance
Professor Daniel Isenberg
Professor of Entrepreneurship
Practice
Babson Executive and
Enterprise Education
Tamara Rajah
Founder & CEO
Live Better With
Professor Peter Tufano
Dean & Professor of Finance
Sad Business School, Oxford
University
280
THE SCALEUP INSTITUTE
ANNEX 2
Talent and skills committee
Leadership committee
NAME
TITLE
ORGANISATION
Sherry Coutu CBE
Chair
ScaleUp Institute
Dr David Docherty
Strategic Advisor to the Council
National Centre for
Universities and Business
Ty Goddard
Co-founder; Chair
The Education Foundation;
Edtech UK
Lesley Giles
Director
Work Foundation
Claudia Harris
CEO
Careers Enterprise Company
Charlotte Keenan
Executive Director
Goldman Sachs
Kirstie Mackey
Director of Citizenship Consumer
Affairs & LifeSkills
Barclays
Jon Steinberg
Public Policy and Government
Relations Manager
Google
NAME
TITLE
ORGANISATION
Charlotte Keenan
Executive Director
Goldman Sachs
Anne Kiem
CEO
Chartered ABS
Geoff Lawrence
Managing Director
Vistage UK
John Morris
Partner
Smith & Williamson
Stephen Pegge
Group External Relations Director
Lloyds Banking Group
Claire Ruskin
CEO
Cambridge Network
Professor Eleanor Shaw
Professor of Entrepreneurship and
Head of the Hunter Centre for
Entrepreneurship
University of Strathclyde
Jon Steinberg
Public Policy and Government
Relations Manager
Google
Sarah Underwood
Director and Associate Professor of
Enterprise Centre for Enterprise and
Entrepreneurship Studies
University of Leeds
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Access to markets committee
NAME
TITLE
ORGANISATION
Ben Brabyn
Head of Level39
Level39
Stephen Drew
Partner and Head of International
Services
Smith & Williamson
Jean-Marc Frangos
Managing Director of External
Innovation
BT
Chris Haley
Head of New Technology and Startup
Research
Nesta
Richard Hill
Head of Manufacturing & Automotive
Sector
Royal Bank of Scotland
Richard Jeffery
Director of Business Growth
The Growth Company
Mark Ling
Managing Director
Santander UK
Lara Morgan
Founder
Companyshortcuts.com
Andy Page
CEO
Sharing in Growth UK Ltd
Jon Rhodes
Non Executive Director
ScaleUp Institute
Jeremy Silver
CEO
Digital Catapult Centre
Natasha Thomas
Director of Government Relations
Sage
Elizabeth Vega
Global CEO
Informed Solutions
282
THE SCALEUP INSTITUTE
ANNEX 2
Finance and risk capital committee
NAME
TITLE
ORGANISATION
Steve Bates
CEO
BioIndustry Association
Simon Calver
Partner; Chairman
BGF Ventures; UKBAA,
Gousto BGF Ventures,
UKBAA
Shiona Davies
Director
BDRC
David Gammon
CEO
Rockspring
Michael Higgins
Chairman; Non-Executive Director
Ebiquity PLC;Quoted
Companies Alliance
Keith Morgan
CEO
British Business Bank
Luca Peyrano
CEO ELITE
London Stock Exchange Group
Richard Phelps
Managing Director of Senior
Relationship Management
Barclays Investment Bank
Guy Rigby
Partner
Smith & Williamson
Sam Smith
CEO
finnCap
Marcus Stuttard
Head of AIM
London Stock Exchange Group
George Whitehead
Venture Partner Manager
Octopus
Henry Whorwood
Senior Consultancy Associate
Beauhurst
For more information on our Committees and the programmes that have significant impact on
scaleups please refer to our website: www.scaleupinstitute.org.uk
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SCALEUP INSTITUTE | www.scaleupinstitute.org.uk | @scaleupinst | #scaleup
Sherry Coutu and Irene Graham at DEG 2018
THE SCALEUP INSTITUTE
THE SCALEUP INSTITUTE
The ScaleUp Institute is a private sector-led, not-
for-profit organisation focused on collaborating with
policy makers, corporates, finance players, educators
and government at a local and national level.
Our mission is to help the UK to become the
best place in the world to grow a business as well
as start one, and enable our existing high-growth
businesses to scale up even further.
The ScaleUp Institute
101 Euston Road
London
NW1 2RA
info@scaleupinstitute.org.uk
www.scaleupinstitute.org.uk
@scaleupinst