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Much as I love tennis, I didn't expect to be writing about tennis this week. Many of you know I played a lot back of tennis back in the day and my dear old Mum was a massive tennis inspiration. Watching Arthur Fery hold on against Grigor Dimitrov last night and keep his cool to come back from being down a mini-break in a deciding tiebreak, three hours and fifty-five minutes into a match many of us would have folded in long before, I found myself taking notes I could easily have written for a client.
For anyone who isn’t watching the tennis, Fery is 23. Before this week I think he had won one Grand Slam match away from Wimbledon, ever. He was two sets to one down against a former world number three playing on centre court for his first time, a boyhood dream of his by the way. Even after his previous epic match against Bergs which also went to five sets, the smart money wasn't on him. And yet Fery won six of the last eight points to take it 7-6 (10-7) in the fifth.
That's not just fitness, and it's not just talent. It is strength of mind. Staying true to his ambition to take this tournament as far as he can after receiving a wild card and persisting in holding his own against the talent that is Dmitrov. Despite being sixteen years older and a far more experienced player on courts like Centre Court, Fery’s opponent used his own mental resilience and experience to keep coming back, although in those last few points it seemed as if it was finally all too much as Fery simply would not give up.
I talk a lot with my coaching clients about the gap between stimulus and response — that split second where you decide whether pressure collapses you or clarifies you. Fery, afterwards, could barely find the words for what he'd just done on Centre Court. But what he did on court told its own story: he stayed in each point, in that moment, not reflecting on the three hours behind him on sets already lost, not getting ahead of himself and losing focus.
I believe that is strategy as much as it is mindset. Going the distance — in a match, in a business, in a career reinvention — rarely comes down to a single moment of brilliance. It is the accumulation of small, consistent, decisions to stay present when it would be so much easier to check out. To play the point, not the match. To make the next right call, not to be stuck in the last wrong one.
The leaders I know who go the distance aren't the ones who never doubt themselves under pressure — they're the ones who've built the capacity to notice the doubt, breathe through it, and keep choosing their next move deliberately rather than reactively. Fery did not look like a man who was beaten even when he was behind, he kept his head up and kept going for the shots, missing one or two crucial ones which we all gasped at, yet he continued to play his game.
Wimbledon will have moved on by the time some of you read this. But the question I'm sitting with isn't really about tennis at all: when you're two sets down in your own version of this — a business, a pivot, a difficult year — what does it take to stay “on point”?
The last few years haven't been easy. Balancing elderly care responsibilities and the inevitable aftermath alongside running a business left Kath, frankly, a bit broken. So she and her husband made a decision: to take some time away and visit family on the other side of the world.
What started as a couple of weeks unwinding in Indonesia led on to two months in Australia catching up with family and friends, and then home via Mauritius for an AIESEC wedding. And throughout all of it — Kath was working. Not on holiday. Working. From a small portable office that fits in a backpack.
Here's what she actually learned:
For anyone considering working from away — whether that's abroad, on the move, or simply away from your usual setup — these are the things that made the real difference:
A lightweight second screen was a game changer for running training sessions remotely. A noise-cancelling headset is non-negotiable when you're sharing spaces. A global charger and fast-charge cable along with a power brick belong in every bag. A travelling router that connects via your home network is simpler than it sounds. And VPNs are far easier to set up than they used to be — don't let anyone put you off.
It can be far from glamorous.
Yes, there were genuinely beautiful workspaces — looking out over the ocean, sitting in a garden in the sunshine. But there was also hunching over a laptop in seating not designed for it, working from a bed when there was no desk, perching on a park bench beside a lake, and dealing with wifi so unreliable that time-zone juggling and connectivity anxiety arrived at the same time.
Time zones are manageable — until they're not. A bad signal when you're already at risk of running late for a UK call brings its own particular stress. And of course, people get ill when they're away. There's no immunity from a cold just because you're somewhere beautiful.
These feel relevant well beyond working from away — they're things that come up with clients at South West Growth Service too.
Manage your time with intention, not optimism. Working UK hours from Australia means early mornings and late nights. Being deliberate about when you're available — and when you're not — matters more than any piece of kit. It's something Kath didn't manage well enough on this trip, and something she'll work harder on next time.
Loving your work is a privilege worth protecting. Four months confirmed that she loves what she does. It also confirmed she'll never want to work fully remotely — the in-person time matters too.
AI can be a game changer. From planning the trip itself with AI assistance to reflecting on how the business world is shifting, Kath returned with a strong sense that we're in a period of real change — and that there's a positive role for AI in navigating it. More on that soon.
Kath is a founder of South West Growth Service, a consultancy which supports businesses and leaders across the South West with management development, change and organisational growth.
With 2026 now well and truly underway, we thought it was about time to share a bit of a reflection on 2025 as we are all adapting to new ways of working this year:
We are deeply grateful for the diverse clients we’ve had the privilege to work with recently. Our ongoing role with the SETsquared commercialisation team, delivering the full suite of ICURe programmes, has introduced us to remarkable individuals with innovative ideas. Our responsibility is to guide these innovators as they navigate commercial conversations, ensuring they protect their intellectual property while understanding market needs and the potential positive impact of their work beyond academia. Our commercial relationships, with partners and collaborators, has proved to be a vital component as we share an unrivalled connectivity which ensures we can help our clients reach whoever they need to reach!
We have facilitated several team-based days, empowering managers and leaders to step confidently into the roles their organisations require, to create a re-set and clarity of actions going forward. These sessions have focused on making good decisions, working well together and handling conflict as well as building strength in communications, knowing when and how to say “no”, and the creative opportunities presented by choosing “yes, and” in preference to “no… but”.
Our commitment to providing executive coaching to individuals and companies, to managers, senior leadership teams, founders and directors, continues, both in-person and online. These sessions help people align their instincts with the demands of their roles, feel supported as they implement necessary changes, and offer a safe space to unpack and reassemble challenges into manageable actions.
On a personal level, Kath wants to recognise the support of Chris and Phil, as well as our many understanding clients who have shown compassion when she has been affected emotionally by the loss of her Mum in February 2025. Though most never met her, Kath's Mum has been a presence in much of the last few years of her working life, as she sought to balance work commitments with supporting her Mum during her later years.
As 2025 drew to a close, she gained an even deeper appreciation for the challenges others face when grieving a loved one and feeling overwhelmed by personal commitments whilst keeping plates spinning at work. We hope that anyone in our network who needs support knows they can always reach out to any of us for a listening ear and emotional support.
With 2026 already underway, we are hopeful that we can continue to work together to make good things happen. This starts with our first in-person event of 2026 which will look at “the Journey to Net Zero” being held at Dartington Hall on Tuesday 3rd February. An event which wouldn’t be happening without the support of Triodos Bank, and specifically John Sharpe who we have collaborated successfully with many times in the last few years. It is these kinds of relationships which we hope we can deepen and develop in the years ahead.
Our message to all readers of this news piece is that we are here for you.
To schedule a call with any one of us, please email info@southwestgrowthservice.co.uk and we will be delighted to book you in.
Speaker and panel line up:
How a forward-thinking accounting practice supports clients in their sustainability journeys—and how Portt & Co themselves chose to monitor and measure their actions.
A candid look at her mission to transform commercial laundry services through sustainability, the trade-offs required, and the lessons learned along the way.
Real examples of how ethical finance is empowering organisations across the South West to reduce carbon footprints, transition to clean energy, and deliver green products and services.
Innovator behind the world’s first electric off-highway vehicle, sharing his insight into the challenges and opportunities in sustainable transport.
A food and drink entrepreneur whose interest in sustainability began when customers asked if his locally produced goods were air-freighted—sparking a journey into responsible supply chains.
Join us at Dartington Hall on Tuesday 3rd February from 09.15am - midday to learn from practical, real-world sustainability journeys:
Book in here: https://events.humanitix.com/the-journey-to-net-zero
Most exits fail because the business isn’t ready.
On 27 November, we’re unpacking the real drivers of exit success, and it’s not just EBITDA.
Whether you're 6 months or 6 years from exit, this session will sharpen your strategy and unlock hidden value, for current and future success.
This workshop is for founders, operators, and investors who want to:
Led by strategic business architect and SWGS associate, Paul Dalton, this session blends practical frameworks with real-world insight.
Only a few seats available.
Secure your seat now:
https://events.humanitix.com/be-exit-ready-every-day-systems-process-and-people
Care leaders, innovators and changemakers from across the South West met at Dartington Hall last week to discuss and learn from inspiring speakers and share in a group discussion regarding the future of health and social care in the region and how we can shape it together today.
The event sponsored by Triodos Bank and hosted by South West Growth Service (SWGS) discussed the changing and future health and care landscape, the resourcing, funding and leadership aspects to navigate the path ahead.
The restructuring of the NHS and commissioning in England post pandemic has added additional uncertainty and reluctance from clinical leaders and organisations to commit to change, yet the event reaffirmed the passion for clearer long-term strategies to effect meaningful progress nationally.
Cathryn Edwards offered a compelling overview of the healthcare landscape with key messages to support change
Rowcroft Hospice was singled out as one innovative example of how future focussed health care which integrates frailty, dementia, and palliative /end of life care, in the context of a sustainable community setting could be achieved.
John Bryant of Wellspring Consultancy provided insights on the leadership traits required across healthcare (the 6 Cs) and also emphasised the way forward was for:
SWGS will progress and convene further action to define and understand:
SWGS plans to host a follow-on meeting in Spring /Summer 2026 to update on the regional progress of the above initiative. Please keep in touch with us and let us know if you’d like to be in the room next time.
Never before, in the field of human healthcare, has so much been expected of our leaders.
As a leader in this evolving landscape, the question is no longer just how to deliver care—but how to guide teams, organisations, and systems through unprecedented change while keeping patients and communities at the heart of every decision.
One of the most immediate challenges leaders will face is navigating the integration of advanced technologies into everyday care. Remote monitoring, AI-driven diagnostics, and predictive analytics offer incredible potential to improve outcomes and efficiency, but implementing them requires careful planning, robust governance, and workforce engagement. Leaders must balance the promise of innovation with the realities of staff training, resource allocation, and patient trust, ensuring that technology complements rather than replaces the human touch.
Personalised care is another frontier that demands new leadership approaches. Tailoring treatments to individual genetic, environmental, and lifestyle factors will transform care pathways, but it also introduces complexity in decision-making, ethical oversight, and cross-disciplinary collaboration. Leaders will need to foster a culture that encourages innovation while maintaining safety, transparency, and accountability.
Equally pressing are the challenges of redesigning care delivery models. Community-based hubs, integrated health and social care teams, and preventative-focused services require leaders to break down silos, manage change across multiple stakeholders, and inspire a shared vision. Building trust, developing new skills, and sustaining morale during these transformations will be critical to success.
Finally, leaders must grapple with the human side of transformation: ensuring equitable access, addressing workforce burnout, and maintaining a patient-centered ethos amidst rapid change. Our event will explore these leadership challenges in depth, offering insight into how visionary leaders can guide their organisations through a future that is smarter, more connected, and deeply responsive to the needs of the people they serve.
To explore these challenges and how you might address them why not come along to The Future of Health and Social Care at Dartington Hall on Tuesday October 14th. Book here or contact us for more details.
The first in a series of webinars looking at building your organisation for future resilience will be held online on Thursday October 9th with the support of one of our Associates, Paul Dalton.
In today’s rapidly changing environment, business owners face unprecedented challenges, from market volatility and shifting customer demands to the disruptive potential of AI. Planning for the future has never been more important. The most resilient, valuable businesses are those built with the end in mind. Companies that can thrive independently of their founders, adapt to new opportunities, and be ready for succession, sale, or scaling at the right time.
One of the tools he uses is the Exit Readiness Diagnostic which is available on this page.
Try it and book your time with him direct or find out more and book your seat for his webinar here: https://events.humanitix.com/exit-ready-every-day
SWGS is delighted to be working in partnership with the ethical funder, Triodos Bank, running two more events at Dartington Hall. The first will look at health and social care, and in February 2026, our focus will turn to the Journey to Net Zero. Both events will be a great opportunity to develop your networks and hear from top experts in their respective sectors.
The Future of Health and Social Care is being held on Tuesday October 14th from 9.15 until 12.15. This session will enable delegates to be involved in a broad discussion about the challenges and opportunities created by our aging population, technological developments and the need for the ongoing development of collaborative networks.
We are delighted to be joined by a great panel of speakers:
Cathryn Edwards OBE, Physician and Honorary Professor of Healthcare Lincoln University & Rowcroft Hospice Trustee;
John Bryant, Principal consultant and founder, Wellspring Development Consultancy;
Kat Hall, Director, Bay Care Group and Board of Directors, National Care Association; and
John Sharpe, Senior Relationship Manager, Triodos Bank UK
Why attend?
To find out more and book your ticket: The Future of Health and Social Care
For any of our clients who are considering exiting their business, we often ask them to think about the legacy they are hoping to leave. For some owners they are happy to move out of the business without a backwards glance but for others it is essential that they know that the business they created continues to prosper for the benefit of clients and employees. For the latter, exploring employee ownership is a great possibility to explore as it enables owners to pass on their business in a tax efficient way but also ensures that the staff have a tangible stake in the future running of the business.
To assess whether employee ownership might be the right option for you South West Growth Service will be hosting a workshop, sponsored by Triodos Bank UK, which will be considering the following key questions:
This event will be on Thursday 12th October between 0830 and 1130 at Devon Business & Education Centre. For tickets, click here
Family Compass is a Charitable Incorporated Organisation that offers therapies and support services to young people and families. The support they offer is typically aimed at improving wellbeing and helping young people to overcome anxiety and other barriers to education and inclusion. The team also provides dedicated post-adoption support.
Having received funding from the Enterprise Development Programme, Operations Director Lucy Capron and Development Director Keda Johnstone decided to engage the South West Growth Service to run a strategy planning event.
“We thought it would be a good opportunity to evaluate where we were, and where we should focus our energy for the future,”explained Lucy.
“Chris Lorimer initially engaged the whole team in the process to get a really good understanding of how we work. This helped to make the subsequent strategy day really productive,” said Lucy.
The strategic review examined the overall offer and how traded services were priced. The first step was to clarify how Family Compass makes money, before looking at how to achieve greater financial sustainability and how to fund growth.
“The big advantage of working with SWGS is that they bring a wealth of business experience and also empathise with the aims and ethos of charitable organisations like ours,” added Keda. “Having got to grips with our aims, ambitions and sources of income, Chris was able to offer straightforward, considered and welcome advice about how we should move forward.”
Lucy and Keda realised that traded services and, in particular the KiT Boxes of wellbeing activities that are sold through the website were critical.
“We understand where we’re going and that marketing and commercial activities need much more of our attention. We hadn’t appreciated the full significance of the KiT Boxes in terms of providing an income stream and helping to enhance our profile and reputation. We now have a clear plan including looking for larger premises to expand our offer.
Without the impartial and objective view that Chris brought to our strategic planning I don’t think we’d have such a clear sense of direction or confidence about what we’re doing.“
