<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/74ddb3ec8e85aa3c1587fc41245fac8f.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Transport secretary Grant Shapps has hinted that the Budget scheduled for March 11 may be pushed back after Sajid Javid’s resignation as chancellor last week.Speaking to the <a href="https://www.bbc.co.uk/news/uk-politics-51521295">BBC</a>, Shapps indicated that the date may be changed to give new chancellor Rishi Sunak ample time to prepare.Shapps said: "The guy's only been in place for a few days, let's give him a few days to decide on the date.”Shapps also told Sophy Ridge of Sky News that plans for the Budget were “well advanced”, but hinted that the new chancellor “may want time”.A further delay would be the second time that the Budget has had to be postponed in recent months, after Javid had cancelled a date set for November to accommodate December’s general election.The former chancellor stood down during Boris Johnson’s cabinet reshuffle, after refusing to sack his advisers as a condition for staying in post.Javid's decision to step down has only fuelled speculation that there were tensions between the former chancellor and Johnson's senior adviser Dominic Cummings.Javid said afterwards: “I felt I was left with no option but to resign”.A joint-team of economic advisers for the chancellor and prime minister will now be established, Downing Street announced following the reshuffle.</div>

Transport secretary Grant Shapps has hinted that the Budget scheduled for March 11 may be pushed back after Sajid Javid’s resignation as chancellor last week.

Transport secretary hints at Budget delay

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/jason-davenport-mcipp-miod-a7039326/?originalSubdomain=uk">Jason Davenport’s ascent</a> to the pinnacle of the payroll profession at the <a href="https://www.cipp.org.uk/">Chartered Institute of Payroll Professionals (CIPP)</a> began humbly as an officer junior in the construction industry.“I had accounts and HR in front of me, but doing tax and insurance computations, I really enjoyed that.” Davenport’s ambition soon took him beyond and his foresight coincided with the nascent trend of outsourcing. He seized the opportunity to join an Anglo-Dutch corporation, CMG, where he played a pivotal role in establishing a shared service centre in Salford Quays.His work with CMG, particularly his leadership in expanding payroll services across Europe for clients like Coca-Cola, gave him a taste for international work. This experience led Jason to join NGA, a company with a global vision. “They were buying up other businesses strategically to pull together a global offering,” Davenport explains. His role included developing shared service centres across India, the Philippines, and supporting operations in the US and European capitals.However, the pull of family led him to refocus his career back in the UK, where he became CEO of Capita’s HR division. After a stint in corporate leadership, Davenport’s entrepreneurial spirit led him to establish his own consultancy business. His connection to the Chartered Institute of Payroll Professionals remained strong throughout, serving on the board and promoting payroll as a career. When the opportunity arose to <a href="https://www.leadersgb.co.uk/news/davenport-appointed-new-cipp-ceo">lead CIPP as CEO</a> in 2023, Davenport was ready. “It’s a combination of all the work I’ve done within payroll,” he reflects. Navigating Payroll ComplexitiesDavenport is acutely aware of the challenges faced by payroll professionals, particularly in compliance and risk management. “Tax and legislation that might affect National Insurance could also impact things like salary sacrifice schemes and different benefits. It’s important to ensure all of that is properly dealt with within the systems they’re using,” he states.He also highlights the UK’s pioneering role in real-time information (RTI) systems, which have revolutionised the way payroll is managed. “We’re world-leading in that,” Davenport notes, adding that other countries are now seeking the UK’s expertise in this area.Looking to the future, Davenport is excited about the potential of AI to further support payroll professionals. He acknowledges the apprehension some may feel towards automation but reassures that human expertise remains crucial. “You still need the human touch to ensure accuracy” he says, underscoring the continued need for professional judgement.Educational Endeavours: Shaping the Future of PayrollAt the heart of CIPP’s mission lies a commitment to education, a vision that Jason champions with fervour. “We have a foundation degree, and we’ve got university partners that we work with in order to deliver that,” Davenport explains. The pivot to online delivery, necessitated by the COVID-19 pandemic, has not only sustained but expanded the institute’s educational reach. “There’s a lot more online delivery now than before,” he notes.CIPP’s influence extends beyond the UK, reaching global learners in shared service centres from India to the Philippines. These international students seek the institute’s expertise in UK legislation and training, and CIPP delivers. The institute’s qualifications are highly regarded within the industry, with employers often insisting on Chartered Institute of Personnel and Development (CIPD) accreditation for their payroll teams. With as many as 500 students a year going through the foundation degree process, CIPP is nurturing the next generation of payroll professionals. But the journey doesn’t end there. Davenport encourages graduates to consider their long-term career pathways and further education opportunities. “We’ve got the Masters and the BA,” he says, citing recent graduates from the University of Lincoln who have leveraged their honours degrees to advance to more senior positions.CIPP’s educational efforts also extend beyond Payroll. In light of the escalating cost of living, Davenport champions initiatives aimed at bolstering financial acumen amongst the younger generation. “We’re developing bite-size, consumable pieces that can be shared with schools and school leavers,” he elucidates, outlining a collaboration with the Heart of Worcester College to explain the intricacies of pay slips and taxation.Charting a New CourseIn the concluding remarks, Jason contemplates a legacy that surpasses the conventional scope of payroll management. With fervour, he asserts, “My real aspiration, since taking up the position, is to broaden our membership.” He recognises the untapped potential within the UK’s payroll sector, which provides livelihoods to over 100,000 individuals. “We’re only touching less than 8% of those,” he rues, with ambitions to expand CIPP’s influence and support to a broader demographic.Davenport’s legacy is dual-pronged: he seeks to both swell the ranks of membership, thereby empowering a greater number of professionals, and to elevate the profile of payroll as a credible career path. “I’ve had a fantastic career that took me across the world,” he reminisces, aspiring to motivate those on the cusp of their careers to contemplate payroll as a future pursuit.He recalls with pride a commendation from the Chancellor of the Exchequer, which recognised the pivotal contribution of payroll professionals to the UK’s fiscal framework. “In the 2022/23 tax year, for example, £378 billion in taxes was collected through payroll,” he highlights, drawing attention to the significance of their endeavours.For Jason, the essence of his work transcends mere figures; it is about the personal growth and trajectories of individuals. “From a career trajectory, I was able to manage my career,” he divulges, reflecting on his own professional journey and the decisions that shaped it.As he looks to the future, Davenport’s aspiration for his legacy remains unambiguous: to equip individuals with the requisite knowledge and competencies to confidently steer their financial destinies, thus enhancing their personal well-being and contributing to the prosperity of the wider UK economy.</div>

Jason Davenport's journey has taken him from being an office junior to CEO of CIPP. His leadership and vision in global payroll services is advancing the future of payroll education and compliance. Discover how he champions AI and RTI systems, nurtures new talent, and aims to expand the UK's payroll sector.

The Ascent of Jason Davenport: From Office Junior to CIPP CEO

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">“I’m a trainer, registered nurse and I’ve been nursing for 30 years,” says <a href="https://www.linkedin.com/in/jane-green-6bb8a7198/?originalSubdomain=uk">Jane Green</a>, Company Director of Casicare in Cheshire, whose journey in the medical field began in the bustling wards of a hospital.&nbsp;It was a place where her passion for nursing thrived, yet it was not immune to the winds of change. The shifting landscape led her to a pivotal decision – to step into the care industry as a manager.Her ascent through the ranks was marked by perseverance and adaptability, navigating through various companies until an opportunity for ownership presented itself. “The Casicare owner decided he wants to retire. We took over the company and now I’m the company director,” Green states. This transition from manager to director was not just a change in title, but a profound learning experience. “It’s a big eye opener. I can see the challenges that he had in the past, which I’m dealing with now,” she reflects on her new role.Beyond her directorship at Casicare, Green’s influence extends to another vital aspect of healthcare – education. As a shareholder in a company that provides training to care homes, she continues to shape the future of care through knowledge and skill development. A Culture of ExcellenceJane has built her career on the bedrock of experience and empathy. Her approach to leadership is encapsulated in the wisdom imparted by a senior nurse from her early days in an acute medical unit: “Never run, never stop, take a deep breath and count to 10 because if you’re panicking, you cannot think.” This philosophy of calm and considered action is what Jane strives to instil in her staff, emphasising that “whatever the problem is, we can deal with it.”In her own words, Jane acknowledges the inevitability of mistakes, advocating for openness and transparency as the means to address them. “Don’t dwell on the mistake, focus on fixing it” she states, reinforcing the importance of every team member, from managers to kitchen staff, in creating a cohesive and supportive environment. “It’s respect within a team,” she asserts.The significance of training in the care sector is a subject close to Jane’s heart. She recognises the disparity in support between the NHS and the care industry, where “the cost of bringing in trainers is astronomical” and financial aid is minimal. To combat this, Jane has innovatively partnered with a training company, securing reduced rates and investing in the business to ensure that all staff receive the necessary training to feel valued and competent in their roles.Fostering a Supportive EnvironmentAlongside the measures taken to counter the employment struggles within the sector, Jane has been proactive in creating a supportive environment for her employees. “We have our own counsellor,” she states, ensuring that staff have access to emotional support. “It’s all about investing in your staff so they want to stay with you,” Green states.Green’s advice to policymakers to address these issues is clear: “Get health and social care into gear.” She calls for a unified approach, lamenting the lack of coordination between health, social services, and the care sector. The financial struggles only exacerbate the difficulties in providing quality care. “We can’t do it without the finances,” Green asserts, highlighting the unfair burden placed on private payers to compensate for the inadequacies of social care funding.At the heart of Green’s concerns is the well-being of the residents. She envisions a care home where staff can be present and engaged with residents, rather than preoccupied with paperwork. “The person who’s receiving care is being forgotten,” she remarks, emphasising the need for a human-centric approach that ensures the last moments of residents are dignified and compassionate.Leadership and Legacy: A Vision for Compassionate CareWhen asked what good leadership means to her, Green says a blend of kindness, compassion, and an open ear, and the ability to accept and acknowledge the challenges faced by her team. Her journey from nurse to company director has endowed her with a profound understanding of the sector’s demands, allowing her to empathise deeply with her managers and staff.Green’s leadership style is hands-on and personal. She encourages her managers to maintain an open-door policy, ensuring that staff feel supported not just professionally, but personally as well. “What can we do to help? What can we do to support you?” are questions that epitomise her approach to management. For Green, the legacy she wishes to leave is one where both staff and residents feel content and fulfilled. She envisions a workplace where employees leave feeling accomplished, having made a positive impact on the lives of residents. “My legacy would be for my staff and my residents to be happy and feel content,” she reflects.Green’s philosophy extends to the end-of-life care provided in her facilities. She stresses the importance of getting it right the first time, as there are no second chances with a person’s final moments. Her personal experiences with family have shaped her belief in the necessity of providing dignified and compassionate care, ensuring that the last thing a person feels is the comfort of a caring hand.Coming toward the end of the conversation, it is evident that Jane Green’s leadership style is characterised by her deep understanding of the human aspect of her work. Her envisioned legacy is not just about the success of her business, but about the well-being and happiness of her staff and residents. It’s a reminder that in the world of care, compassion and empathy are not just desirable traits but essential ones for a leader.</div>

Jane Green, a seasoned nurse and Company Director of Casicare, brings 30 years of expertise to healthcare management and training, fostering a culture of excellence and compassionate care in the industry.

Jane Green: A Lifetime of Care and Leadership

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/chris-chaney">Chris Chaney</a> orchestrates a unique blend of art and medicine as the Chief Executive of <a href="https://www.cwplus.org.uk/">Chelsea and Westminster + (CW+)</a>.&nbsp;Chaney’s narrative is punctuated by a familial dichotomy, with half of his kin dedicated to the NHS and the other half to artistic pursuits. “Occasionally we get the odd kind of rogue banker,” he quips, “but deep down we’re artists.” This blend of healthcare and creativity seems to have predestined him for a role where both would converge.Chris took on a role at Great Ormond Street Hospital’s charity that was meant to be a brief interlude, yet it spanned a decade of transformational work in leukaemia research fundraising. “My one year turned into ten years,” he recounts. <a href="https://www.linkedin.com/in/chris-chaney-48b05392?originalSubdomain=uk">The crescendo of Chaney’s career</a> came with his leadership in establishing a £2 billion fundraising campaign at the University of Cambridge. It was here that he honed his ability to unite disparate departments towards a common goal, a skill that would serve him well in his current role at CW+ which he took up in 2016.At CW+, Chaney finds himself at the nexus of his lifelong interests. “Chelsea and Westminster is a hospital that, when it opened 30 years ago, was the third largest art gallery in London,” he explains. The hospital’s commitment to integrating the arts into healing is a vision that resonates deeply with Chaney’s own beliefs. Under his guidance, CW+ continues to explore the therapeutic potential of the arts, building on a legacy of pioneering research in the field. For Chaney, the role is more than a job; it’s a harmonious blend of passion and purpose, a melody that continues to evolve and enrich the lives of those it touches.The Philanthropic PulseAt the heart of Chaney’s leadership lies a symphony of strategic challenges and philanthropic insights. Chaney reflects on the essence of his role, “Working in high-profile institutions is undoubtedly a privilege, but with that privilege comes the challenge of juggling a lot of agendas.” His tenure is marked by the delicate art of prioritisation, fostering relationships, and building partnerships.Representing the interests of third parties, whether partners, individuals, or families, is a responsibility Chaney does not take lightly. “Their voices are important, they have expectations and you have to represent them as well,” he asserts, highlighting the multifaceted nature of his role.Chaney credits his intellectual growth to the daily interactions with global subject matter experts, which honed his ability to distil complex concepts into comprehensible narratives. This skill proved invaluable in navigating the mysterious waters of NHS philanthropy and later, in the realm of higher education.The pandemic brought a surge of awareness to the role of philanthropy, a silver lining that Chaney welcomes. “Philanthropy enables people to try new things,” he notes, underscoring its critical role in bridging the gap between taxpayer funding and innovative proof of concepts.CW+'s principle, shared by Greater Ormond Street and Cambridge, is clear: philanthropy is the catalyst that transforms promising ideas into tangible realities. For Chaney, this is where philanthropy truly shines, providing the necessary support for effective delivery and infrastructure. “That’s where philanthropy came to bear,” he concludes, encapsulating the transformative power of charitable partnerships.Bridging Innovation and Healthcare: The CW+ VisionChaney, articulates the essence of the organisation’s mission with clarity and vision. “We’re not just a traditional hospital charity,” he asserts. “We’re at the forefront of healthcare technology, deeply involved in the DigitalHealth.London accelerator, and committed to bringing the best of global best practices to our local context.”At CW+, the focus is on adaptability and innovation. Chaney describes the organisation’s approach as one of co-design and meaningful long-term partnerships, rather than transient, transactional projects. “It’s about engaging with our workforce, understanding their adaptability, and ensuring clinical and operational buy-in,” he explains. This philosophy has led to significant achievements, such as a 22% reduction in waiting lists.Chaney emphasises the importance of CW Innovation, a joint venture between the trust and the charity, which plays a crucial role in bridging the gap between new technologies and the organisation’s needs. “They do the heavy lifting,” he says, “allowing us to focus on what matters most—improving care and quality for our patients and community.”Chaney reflects on the journey ahead, acknowledging the challenges but remaining optimistic about the future. “There’s no great mystery as to where healthcare is going,” he states. “The real challenge is the appetite and tenacity to get there.”Shared Success and Patient-CentricityAs the Chief Executive reflects on the organisation’s journey, he envisions a legacy defined by innovation, collaboration, and a commitment to patient-centred care. “We’re not here to say we invent everything or that we’re the best at everything,” Chaney humbly remarks. Instead, CW+ prides itself on being a testbed for new approaches, continuously seeking more effective ways of working.The organisation’s initiatives, such as the elective recovery programme, have seen widespread adoption, now mirrored in over 40 hospital trusts across the UK. This success is a testament to the close relationship with NHS England and the federated data platform partnership. “It’s hugely exciting to see the work here having an impact in other organisations and health systems,” Chaney notes.At the heart of CW+'s ethos is the open-source design of its programmes, allowing for scalability and adaptability. The ‘Best for You’ mental health programme, which supports young people and families across North West London, has already seen over 100,000 website visits, indicating its far-reaching impact.Chaney attributes the organisation’s ability to spread best practices to the collective effort and ethos of CW+ and its partners. He emphasises the importance of sharing not only successes but also failures, to prevent the wasteful repetition of ineffective methods.In the closing remarks, Chaney highlights the critical role of co-creation with patients and families in the success of programmes, such as ‘Best for You’. “The most critical reason why our Best for You programme is working quite well is that we’ve involved young people and families in designing every element of it from the outset,” he explains. This inclusive approach ensures that the initiatives are truly reflective of the needs and experiences of those they aim to serve, and thus making way for a legacy that is both innovative and empathetic.</div>

Chris Chaney leads Chelsea and Westminster's CW+ with a unique fusion of art and medicine, championing innovation in healthcare and philanthropy. Discover how CW+ shapes the future of patient care through technology, partnerships, and a patient-centric approach.

A Symphony of Service: Chris Chaney at the Helm of CW+

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">As the Principal of Hampstead School of Art (HSoA), <a href="https://isabelhlangtry.myportfolio.com/projects">Isabel Langtry</a> is not only shaping the future of art education but also leaving her mark on the world with her public sculptures, with sculpture pieces across the world, from Chile to China for the 2008 olympic games.“Art learning should be possible for absolutely everyone,” Langtry asserts, reflecting on <a href="https://www.hampstead-school-of-art.org/about/about-hsoa">her role at HSoA</a>. Her commitment to inclusivity is evident in the school’s diverse offerings, from family classes to sessions for their oldest student, a 94-year-old stone carver. The school’s ethos of community engagement is further reinforced by providing bursaries for those unable to afford fees, embodying the belief that art should transcend financial barriers.Langtry’s philosophy extends beyond the classroom walls. “Public sculpture is about making art accessible in public spaces where people don’t have to pay for it,” she explains. Her work, such as the mosaic-covered ‘Pop’ in Berkeley Square, London, not only brightens the day of passersby but also inspires creativity and thoughtfulness. This approach aligns with recent studies, including one by NASA, which concluded that every human being is inherently creative, a trait often stifled by systematic undervaluation in education.Born into an international family, with roots stretching from Havana to northern Spain, and a childhood spent in Lagos, Langtry’s global perspective is deeply ingrained in her work. Her sculptures, influenced by local traditions and environments, aim to reflect and enhance their settings, as seen in her ‘Oxygen’ installation, which emphasises the importance of trees and repurposing discarded materials.Langtry’s journey took her from Derbyshire to University of Hull and finally to Saint Martin’s School of Art, where she gained her teaching experience. Now, at Hampstead School of Art, she continues to uphold the values of individuality, expression, and hands-on learning that have long defined Britain’s historic art schools.Building Dreams into Reality: Isabel Langtry’s Transformation of Hampstead School of ArtWhen Isabel took the helm at HSoA, she was met with a challenge that would daunt many: revitalising a school that had seen better days. “I found a school that had fallen into the doldrums,” Langtry recalls. The institution, once started by local artists including Henry Moore, was in a state of decline, housed in dilapidated accommodation and with a student cohort of merely 260.Langtry’s vision was clear and her determination resolute. She embarked on a mission to not only increase the student body but to also rebuild the school’s very foundations—literally. “We now have over 1000 learning places a week and a state-of-the-art building which belongs to us,” she proudly states. The journey was arduous, involving negotiations with the local council and builders, but the result is a testament to her perseverance: a new home for art, designed by the brilliant architects Allies and Morrison, complete with a beautiful community garden.The garden is graced by one of Langtry’s own sculptures, serving as a daily reminder of the school’s ethos and the role public art plays in community engagement. “It’s become the meeting point, a living example of what public sculpture can contribute,” she explains.Under Langtry’s leadership, the school has grown exponentially, from a staff of two to over 50, and has become a bustling hub of creativity and learning. Her open-door policy and the school’s active involvement in local events like the Hampstead Summer Festival exemplify the deep connection between the school and the community. “We planted 1000 bulbs in the garden, it’s the kind of thing that art schools do when they’re at the centre of the community,” she says, highlighting the school’s role in fostering both practical support and inspiration.The success of HSoA’s students, who often receive their first choice of universities, speaks volumes about the quality of education and preparation they receive. With full-time students enjoying permanent studio space and an impressive 18 hours of tutor time each week, the school’s commitment to nurturing talent is unparalleled.The Future of Hampstead School of ArtThe HSoA Principal has not only transformed the institution but also nurtured a vision for its future and the broader community. “What we need are new ideas, people from different backgrounds… who drive different ways of thinking,” Langtry asserts, drawing attention to the school’s role in fostering creativity and innovation.The school’s legacy, as Langtry envisions, extends beyond its current success. With plans to open a second art school in the capital, she aims to create more opportunities for creativity, especially in disenfranchised communities. “We need more opportunity to be creative, not less,” she insists, highlighting the importance of art education in society.Langtry’s commitment to inclusivity is evident in the school’s approach to education. From providing bursaries for homeless individuals to integrating classes, Hampstead School of Art goes above and beyond in their role as a community art education facility. “Bringing people together from different spheres who wouldn’t normally meet each other, it’s about making that possible,” she explains.As the school flourishes, so does its impact on the students and the community. Langtry’s dedication to the school’s growth and her belief in the transformative power of art ensure that Hampstead School of Art’s legacy will continue to inspire and shape art education whilst drawing attention to its importance.</div>

Isabel Langtry, Principal of Hampstead School of Art, is on a mission to revolutionise art education and public sculpture. By making creativity accessible to all, from Chile to China, Isabel is fostering a community where art transcends financial barriers.

Sculpting the Future: Isabel Langtry’s Artistic Vision at Hampstead School of Art


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 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the construction industry, where metal meets ambition, stands <a href="https://www.dmsteelworks.co.uk/">DM Steelworks</a>, a company that has transformed to a robust team of up to 70 skilled individuals. Founded in 1997 by Don Mitchell, the company began its journey in a modest railway arch, expanding over the years to occupy a significant workshop and office space by 2012.Paul and Joe Walters, the dynamic managers at DM Steelworks, describe the company’s evolution. “We started off with a little railway arch and then moved to a bigger one, and took on another one after that,” Paul recalls. The growth is not just in size but in capability, with an in-house design team, health and safety managers, and a workforce that spans both the workshop and the office.Joe, who climbed the ranks from draughtsman to general manager, reflects on his journey and the company’s specialisation. “I primarily did architecture before coming here, then started doing more structural stuff once I arrived,” he says, highlighting the company’s shift from architectural metalwork to more complex structural projects.Joe points out that due to a lack of information from customers, the team end up taking on more than expected, as was the case with their recent project at London Zoo. “We did all the architectural metal work for the Snowdon Aviary and we ended up developing the whole of the architectural metal systems,” Joe shares, showcasing the company’s adaptability and problem-solving prowess.From garden gates to 500-tonne structures, spiral staircases to balconies, DM Steelworks’ portfolio is diverse. Their work graces the skyline of Birmingham, with long-term projects like the nine tower blocks at Silver Wharf, and they have left their mark on iconic structures such as Tower Bridge and Twickenham Stadium.The company’s reach extends beyond the UK, with projects like the Spiral Stair for Netflix’s ‘The Glass Onion’, shipped all the way to Belgrade. Their versatility and willingness to tackle any challenge head-on have earned them a reputation for being fast-paced and responsive, embodying the very essence of London’s dynamic construction scene. “We like to undertake anything at all that we can” Paul concludes, a statement that captures the ambition and drive of this thriving enterprise.Navigating the Tides of ChallengeFor Paul and Joe, the journey of growth is not without its hurdles. The biggest challenge they face is financial: “Getting your money,” as Paul puts it bluntly. The issue of retentions looms large, with funds owed to them often taking years to recover, if at all. “You’re writing off a lot of money on retentions, and you have to chase the contracts,” he explains.But financial concerns are not the only obstacles. The quest for skilled labour is equally daunting. Paul laments the difficulties in nurturing new talent due to educational and regulatory constraints. The challenges extend to the very core of their operations. Variations in design and last-minute changes are commonplace, often leading to disputes over payment for additional work. “It comes down to the end of the job and [it’s] difficult to get paid for the work that you’ve been instructed to do,” Joe shares, highlighting the precarious nature of contractual agreements in their industry.Despite these challenges, DM Steelworks thrives on its diversity and the strength of its design team. “We seem to be getting the work alright,” Paul notes, attributing their success to their ability to adapt and tackle a wide range of projects. From local ventures to international collaborations.As they navigate the tides of challenge, the company remains steadfast. Their resilience and commitment to their craft have seen DM Steelworks through two decades of change, and they stand ready to face whatever the future holds. “It can be tough,” Paul admits, but for DM Steelworks, every challenge is an opportunity to prove their mettle.A Legacy Cast in SteelWhen asked how they perceive the legacy of the company, Paul draws to the fact that the company has made their mark all over the country in some of the most well-known landmarks. DM Steelworks has not only contributed to the skyline but has become a part of the nation’s fabric. “Every time we go up Tower Bridge, we see the work underneath it, in the water, so it’s little things like that,” Paul remarks with pride.Looking ahead, Paul and Joe envision a legacy that transcends the steel beams and bolts of their projects. It’s about the relationships they’ve built, the communities they’ve supported, and the future generations they hope to inspire. “You can go up in the London Eye, and look on the Houses of Parliament, and you can say, ‘that’s our work we’re looking at,’” Paul reflects, contemplating the broader significance of their work.For Paul and Joe, the legacy of DM Steelworks is not just about what they have built but how they have built it—with integrity and a commitment to excellence. As they look to the future, they do so with the confidence that their company’s legacy will endure, not just in the steel that frames the nation’s landmarks but in the hearts and minds of those who will follow in their footsteps.</div>

DM Steelworks, the personification of steel expertise in the construction industry, have evolved from a modest start in 1997 to a powerhouse with a 70-strong team at present. Specialising in both architectural and structural metalwork, they've shaped landmarks across the UK and beyond, proving their mettle against financial and operational challenges. Their legacy? A skyline adorned with integrity and excellence.

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