Category: News

  • Thwarted plans: why the new UCAS report must be acted on by schools

    Thwarted plans: why the new UCAS report must be acted on by schools

    Alice Wright

    The University and College Admissions Service (UCAS) has released a report stating that one in five students are ill-prepared for university because they are not able to take the correct subjects at school that would allow them to study a degree that interests them.  

    The report went on to say that two in five students stated they would have made “better choices” if they had been provided with better information. It’s clear that young adults are being asked to make decisions that will affect their working future increasingly early on in life. Subject choices as early as GCSE are becoming factors in what degrees are open to them, and then in what careers they may pursue. 

    In other words, pupils are being failed. To create opportunities and leave paths open, children and young adults must be given the correct information. Such information must also be given in creative and stimulating ways to ensure it sinks in. It is no good handing out dry, colourless leaflets with lists of required subjects under a list of alphabetised career paths. People bring professions to life, and schools should make use of engaging speakers at the top of their industries who are willing to talk about what their working life has been like and how others might follow them.  

    This year, the government has decided to implement the “Enterprise Adviser Network”, and idea facilitated by the Careers and Enterprise Company. The idea – a laudable one – is to connect youngsters with leaders in different sectors and to provide careers advice. But only another such report in following years will tell if it is enough.   

    Making the right educational decisions as a young adult is also important in the backdrop of a highly commodified higher and further education system. Universities and colleges are financially incentivised to recruit as many students as possible, and fill gaps in courses whose capacity has not been reached. According to the Social Market Foundation, this has led to a so-called “turf-war” between the two sectors. This self-interest means students should not rely on those institutions for impartial advice. They must get it earlier from schools services – but above all, make their own informed decisions.  

    Knowledge can spark inspiration and passion that will determine a young adult’s future. Schools must look at UCAS’ findings and get creative to ensure their pupils are armed with the best information to take them forward into higher or further education, and eventually into the working world.  

  • The Race for London Mayor: Siân Berry

    The Race for London Mayor: Siân Berry

    In the next in our series focusing on London mayoralty candidates, Georgia Heneage meets the Green Party co-leader

    In her bid for the mayorship, co-leader of the Greens Siân Berry has bold and ambitious plans in mind – plans she believes are necessary in combatting the educational inequalities and rising unemployment tearing through our economy, and in remedying the government’s slow approach to building green industrial jobs.

    “The first thing I’d do as Mayor”, says Berry, “is to bring in a basic income for everybody”. Berry argues that Covid has highlighted some of the “gaps and inequalities” of our welfare system; some jobs are “busier than ever”, and some “have basically just evaporated”. Berry says people have had no control over their situation:“Everybody needs a basic level of material security.”

    And would this post Covid shake-up just give us the necessary space to recognise the importance of building green jobs for the economy and for the climate? “From the very start, we’ve been wanting to put land aside so that we can create green industry centers of innovation and create new jobs in green industries,” says Berry, “and that’s just more important now than ever.”

    “I think London needs to become more self-sufficient,” she continues. “We need to open a dialogue, especially with young people, around building for a green future and transitioning away from jobs that depend on international trade and aviation.”

    That’s a noble ambition but it doesn’t just involve blue-collar jobs: Berry says she’s put together a plan with the Young Greens to make sure that going forwards the creative industries have the funding necessary to ensure the accessibility of diverse talent.

    Called the Creative Autonomy Allowance, the plan is not unlike the Enterprise Allowance introduced by Thatcher’s government in the 1980s, which was integral in kickstarting the careers of quite a few working class artists; the idea is to trial a basic income which would give 1,000 creatives £10,000 a year as a financial security guard. After three years, they’d study the impact that has “on widening opportunities, giving people more security and giving them creative autonomy”.

    Initiatives like these may be crucial in rebuilding a fair and accessible and society. Though ambitious – and presumably expensive – Berry’s plans will likely be popular with those who are concerned about youth employment in progressive areas. “In the recovery period we want to be giving people the ability to come up with new ideas to innovate and think about new ways to be creative. Most important we want to sponsor the young to be the incubator for thinking of a new world,” she says.

    The key question for Berry is to “make use of the pool of talent” to integrate jobs into this new world. She would transition the kinds of towns who are dependent on fossil fuel industries – like those around Gatwick. She is particularly concerned to make sure we produce the transferable skills which would enable workers to switch industries seamlessly.

    Her London mayoral campaign has a national dimension too. “Those conversations need to happen everywhere,” says Berry. “In the oil industries, airports, car manufacturing. We need to build up localized skills training, so that people can become mechanics who can mend electric cars instead of petrol or diesel ones, for instance”.

    At the level of education, many politicians have argued that vocational courses or industry-focused apprenticeships are the answer. But Berry sees it differently, and thinks that specializing too early can be limiting. “We really believe in lifelong learning for its own sake. My advice to young people is always to study what you’re interested in, and then decide what particular area you want to move into later in life.”

    Berry also wants to see a greater emphasis on green-focused courses both at school and university: “Children are a bit hot-housed at the moment into learning for tests and things like that, and there isn’t enough space in the curriculum for people to just learn those kinds of messy lessons that teach you about nature.”

    There also aren’t as many apprenticeships and jobs in green energy as there should be: “People need to be given infinite opportunities to learn: there’s going to be so much work that needs to be done when we eventually rise to the level of investment we’ve talked about in the general election. And we will be having a big skills shortage at that point if we’re not careful.”

    The London mayoral elections will be held on 6th May 2021

  • Q & A: Grange Park Opera CEO Wasfi Kani

    Q & A: Grange Park Opera CEO Wasfi Kani

    Can you tell us about your reaction to the Covid-19 pandemic at Grange Park opera and how you sought to navigate the last year?

    Exactly a year ago (and a week beforethe Government announced a belated lockdown) we cancelled the 2020 Season. When I’d finished faffing around doing refunds, it immediately struck me that people were allowed to go to work, if they couldn’t work from home and why shouldn’t we create new performances . . . but film them. Thus, we created the Found Season involving 108 artists in 15 new events, eight filmed from the stage of the Theatre in the Woods. Other appearances included Bryn Terfel, Roderick Williams performing Schumann, piano virtuoso Pavel Kolesnikov playing Chopin and Beethoven and a pas de deux from English National Ballet.

    Covid-19 has actually given us a unique opportunity to share the magic of great musical experiences – which are original, stimulating and food for the soul – with as many people as possible around the world. After the Found Season, we have created the Interim Season – employing more artists.

    How many people do you employ at Grange Park? 

    During the season we employ 350-400. The core team is only 14. Well, it was 14 until all this happened.

    Did you take advantage of the government furlough scheme?

    Yes

    Did you benefit at all from the DCMS’ funds for charities? 

    No, we didn’t apply for it! This was because I thought smaller charities with less access to London wealth should get the money. Little did I realise that it was a free for all. Some classical music agents applied for money and got it! Yet a singer who has earned £55k pa has no access to any money.

    Overall, do you feel the Government response was satisfactory?

    If you mean the Government response to the pandemic overall, I would say it was catastrophic (a) locking down so late in March (b) not having any checks on arrivals in the UK … there were 15k per day UNTESTED in any shape or form (c) eat out to help out (d) locking down in November . . . opening for two weeks partly . . . then allowing anyone to do anything over Xmas. I could go on and on.

    Questions must be asked why so many people have died in the UK. And it isn’t over.

    Tell us about your work with the Romanoff Foundation.

    This is a new collaboration. Normally there would have been fascinating talks about the two Russian operas in this year’s season (Ivan the Terrible, The Life and Death of Alexander Litvinenko) but uncertainty is limiting what we can do.

    Just how terrible was Ivan the Terrible?

    Well, he loved his son. And he was probably damaged by his own lack of a father figure – his father died when Ivan was 3. I’ve been studying a long history of Russia and it seems that what happened before Ivan was there were bunches of gangs going round Russia proclaiming ownership of territories. Ivan tried to unify the country but at a cost to its people and long-term economy.

    Has your audience become more global during the pandemic?

    Our extensive filmed output has had 120k views. Some are in far-flung corners. However, when they will be able to get on a plane and visit the Theatre in the Woods . . . who knows??

    Owen Wingrave sounds a fascinating project. Do you think you might continue to explore film as an avenue post-pandemic?

    On Saturday 20 March we launched another filmed opera: Ravel’sL’heure Espagnole – filmed in a clock shop in Kensington. I am already planning more for the autumn. It’s a great way to keep close to the Grange Park Opera family.

    What do you think we most miss about the live experience?

    Feelings. Having a collective emotional experience.

    Is there anything about the online music experience that is superior that you’ll want to keep once we’re all fully vaccinated?

    I’ve been listening to a lot of the oldies playing the piano – Michelangeli, Lipatti and so on. 

    People are fed up of looking at screens. They are flat. That says it all.

    It’s fascinating to see that you worked in the City designing computer systems – did you miss music during that time? Is there tension between the businesswoman and the artist in you?

    While I was in the City, I continued to have an active music life, playing the violin in orchestras and chamber music. I used to practice in the lunch break. I know some of my computer colleagues thought I was a bit nuts. 

    Do you have any mental health concerns about people in the arts? In what ways have you reached out to support artists, musicians and those in your sector affected by the pandemic?

    We have an Artist in Need fund and have distributed nearly 200k and our filmed projects are often the only performance work that an artist has been offered for a year. Even someone like Simon Keenlyside whose diary is absolutely full. Empty diary. One cancellation after another. What does it do to your mental health? Artists have to learn to live with rejection so some will be more resilient than others.

    What would be your Desert Island Discs?

    • Michelangeli playing something
    • Brahms string sextet – either of them
    • Rimsky Korsakov Scheherazade
    • Verdi Don Carlo
    • Wagner Tristan

    It’s a secret. I’m waiting for the phone call.

    Goethe, looking back on his life, made a good and bad column. Totting it all up, he decided that music was what made the difference and had made his life worth living. Is there a listening experience that really changed you?

    I love music – it gives my life another dimension. And I have a bond with people who feel similarly. Those that don’t . . . I want to open that door. The greatest gift of my life is being able to play a Mozart string quartet.

    Was there a music teacher who really had an impact on you?

    Probably my first piano teacher Gillian Stacey. She died about a year ago and I saw her in hospital the week before.

    What character traits do you particularly look for in young employees?

    Hard work. I don’t want to see them waiting for 5.30 and rushing out of the door. 

  • NHS nurse Izzy Howes: “It was complete madness”

    NHS nurse Izzy Howes: “It was complete madness”

    Georgia Heneage

    Izzy Howes, a 23-year-old NHS nurse from London, had been working in a children’s intensive care unit for just six months when she was redeployed to a Covid ward to help tackle the mounting crisis last March. The physical and mental toll it has taken is hard to put into words, but Howes speaks openly and eloquently about the struggles of that turbulent period. Her story is testament to a darker side of the pandemic which few of us experienced, or will ever experience.

    “In my training I’d never looked after adults”, says Howes. “So it was difficult from the get-go. It’s a lot more physically demanding in an adult ward, so most of the time I was just completely exhausted.

    “I remember my first shift I was told I’d have a ‘buddy’ nurse with me, but when I arrived they were really understaffed and I was handed a patient straightaway.” Howes says that getting used to wearing PPE for hours on end was hard, but on that first day she was “grateful” for it. “I was just crying the whole time. I had a lump in my throat – the kind you get when you are completely terrified. I kept thinking: I don’t know what I’m doing. I don’t know what I’m doing.”

    Two weeks into the first lockdown, one of the surgical theatres was converted into an intensive care unit and Howes was one of four nurses tasked with taking care of 20 patients on life-support. “I remember a senior nurse looking at me and saying: forget everything you’ve learnt about nursing. Just keep them alive.

    “It was complete madness,” says Howes. “I remember one shift when they’d run out of gowns but had just enough masks for us to take one break, which meant we couldn’t drink anything or go to the loo for six hours at a time. If you went on a break you were considered as wasting PPE.” Howes recalls one horrifying experience when a senior nurse collapsed on duty: “She was taken to A&E for acute kidney failure because she was so severely dehydrated. Nobody was looking after themselves”.

    Did it get easier with time? “Once people started to accept that they weren’t going to achieve the level of nursing that they were used to, it did get easier; we were constantly telling each other that we could only do what we could do,” says Howes. “But even that was hard to stomach. I kept thinking: what if doing my best costs someone’s life? That bit I really struggled with. Every person is someone’s everything”.

    In those first few grueling months, Howes says everyone was “running on pure adrenaline” and had no time to process the suffering they were faced with day-to-day.

    And in October, when cases started piling up once again, things got harder. Howes volunteered to return to the Covid unit where the numbers were spiralling “out of control”, and her hospital became one of the biggest intensive care units in London, with usual capacity of 70 stretched to almost 200 patients. “It was organised chaos,” she says.

    Howes was better versed in the practicalities of the job this time round. But as the adrenaline wore off she had more time to reflect, and with reflection came the psychological burden of witnessing the daily reality of senseless death. “I’d just look at these patients and absorb the fact that they were dying. I can remember specific patients’ faces and the fear in their eyes when they deteriorated.”

    One of the most “gut-wrenching” parts of the job was speaking to families on the phone every day; “having to tell them that their brother, uncle, father is dying, but that they can’t see them.” Howes suffered immense guilt about her inability to give them “the patience” they deserved. “You’re so overworked and overwhelmed that you don’t have the capacity to virtually hold their hand. Grief does horrible things to your heart and soul, but there were times when family members were abusive over the phone. That was really hard to deal with.”

    A month ago, having reached her own emotional capacity, Howes suffered a nervous breakdown and was given six weeks’ stress leave. “I was supposed to be going to a nightshift, but in my car I just couldn’t move,” Howes recalls. “I was so low, and absolutely exhausted.”

    Challenges aside, have there been positives to such an intense experience? “The friendships that came out of it were incredible. We all had so much admiration for each other and it was beautiful to see so many amazing strangers coming together to support one another,” says Howes. “And it’s made me value things I didn’t before; it’s given me a huge appreciation for life. Now I’m not afraid to tell people that I love them every day.”

    On a practical level, Howes harnessed valuable skills that she’ll carry with her throughout her career: “I learned that I was so much stronger than I realised. I learned to communicate with strangers, build trust and work in a team”. Covid also gave her the opportunity to care for adults, something she wants to use “later on” in her life. And despite what she’s been through, Howes says medicine is an area she’d like to stay working in: “Being in those critical life or death moments is almost addictive. How can I compare that to an ordinary job?” she says.

    When you exist on the periphery of the Covid crisis, as most of us have done, it’s easy to underestimate the psychological toll which the past year has taken on thousands of nurses across the country. Howes’ journey is an important reminder that the traumatic events of the past year will not be forgotten in the minds of those lost in the thick of it.

    It’s also a stark reminder than Johnson’s 1% pay rise, which has provoked huge backlash across the political spectrum, has struck a harsh chord with nurses like Howes. “My anger towards the government’s handling of this crisis was building for a while,” she says. The “hero-complex” which was superimposed onto nurses, and government initiatives such as the  ‘January pay incentive’– where nurses were offered bonuses for working extra shifts – felt either superficial or counterproductive: “It was like leaving breadcrumbs out for nurses to completely overwork themselves. If they paid us properly, we wouldn’t have to do these extra shifts and the burnout would be less,” says Howes.

    So when the meagre pay rise was announced, Howes was “insulted, hurt and angry”, but not surprised: “What I’ve learnt from this year is that marginalised people will just keep being marginalised. I hoped that would have changed, but it doesn’t seem to have done.”

  • The secret to success? Get through all your emails

    The secret to success? Get through all your emails

    Daphne Philips

    Two things seem to have progressed in society simultaneously – and each to the detriment of each other. The first is the accessibility of communication and read receipts (visible acknowledgement that someone has read your communication, whether that be by email, WhatsApp or iMessage). The second is the fact that it has become socially acceptable not to respond.

    How did this happen? Read receipts might almost have been designed to induce professional and social anxiety. Our tech overlords surely know that there is no real utility in knowing when someone has read our communications. Yet when this information is available to us, worried questions circulate our minds. Why haven’t they replied yet? Will they ever reply? Have I been inadvertently rude? Is this person angry with me? 

    With so many blackhole email accounts at large corporations – and unresponsive gatekeepers surrounding well-known names – it is interesting to note that some of the most important and busy individuals tend to be the best repliers. This is no coincidence: success is always in the detail.

    A case in point is the example set by Sir David Attenborough. This week it was reported that the TV presenter wrote a handwritten response to a four-year-old who had sent him a query about extinction. This is not the first time that heartfelt responses have surfaced from Attenborough, and he has a reputation for responding to every letter – he gets about 40 a day – that is sent to his home address (he doesn’t do email). At 94, and still in peak demand, he could be forgiven for letting the standards slip. It is wholly admirable that he does not.  

    Other notable examples include the eminent American politician George Mitchell, best known for his key role in constructing the Good Friday Agreement, which brought to a halt the Troubles in Ireland. Whilst being an accomplished lawyer, judge, diplomat and US Senator Mitchell always finds the time to keep on top of his correspondence. It’s good diplomacy to be polite, but it also shows humility. Again, its no coincidence that the man who brokered peace in Northern Ireland also gets through his emails.

    Similarly Sir Martin Sorrell, the founder and former CEO of the world’s largest Advertising and PR group, WPP plc, is known for firing off courteous and almost immediate responses. Sir Richard Branson is also swift to reply to email.

    So it’s not at the top that such politeness and courtesy no longer seems to be expected; it’s in the middle. Often one can struggle to connect digitally with someone who is perfectly congenial in person only because the people around them make it difficult to get to them. This is not only a social manners issue. It also speaks to a breakdown in employment etiquette, and can only leave people frustrated and jaded.

    Of course, none of this is helped by working from home, where communication is so reliant on the digital.  Sir David Attenborough knows that now is a time more than ever when we need to lower the barriers of communication between us. That means listening – and taking the time to reply.    

    Photo credit: Christina @ wocintechchat.com  on Unsplash

  • It’s the culture: why Goldman Sachs really opposes remote working

    It’s the culture: why Goldman Sachs really opposes remote working

    Alice Wright

    Whenever the CEO of Goldman Sachs David Solomon speaks, markets listen. Two weeks ago, the chief executive declared that working from home will not be the new normal, but instead an “aberration” in these strange times.

    Former chief economist at Goldman Sachs, Jim O’Neill was among those who expressed his doubts: “I would have thought virtually every major professional practices firm, whether they be finance or otherwise, is going to have some form of home-working as a result of what we’ve learned during the pandemic.” And is that the case for Goldman Sachs too? “It might be harder to keep that culture so I can see why David said that.”

    Now it emerges that there are reports that young staffers at Goldman Sachs have warned that they might quit if work conditions don’t improve. Certain eye-opening statistics emerged as a result of an internal survey among an admittedly small data sample of 13 employees (Goldman employs over 38,000 people). Even so an average working week of 95 hours, with a mere five hours of sleep per night, appears to be an increasingly unpopular status quo.

    Former Goldman Sachs chief economist, Jim O’Neill


    O’Neill continued: “Yes, I can see why David said it, but I cannot imagine Goldman will go back to the same arrangements as before. The idea that everybody has to be in the building for 15 hours a day, five days a week – I can’t see that continuing in a million years.”

    It’s worth noting that Solomon’s initial remarks were tethered to the question of the future of young people within the firm: Mr Solomon described the atmosphere at Goldman Sachs as “innovative, collaborative, apprenticeship culture” when explaining why he viewed the bank as ill-suited to home-working.

    High-profile lawyer, Mark Stephens, whose clients include James Hewitt, Julian Assange and Mike Tyson, was unimpressed by the remarks. Solomon has been “unfortunately unclear”, he told Finito World, because he did not make it explicit he was talking, “in the context of Goldman Sachs – in particular, the bearpit of traders that needs proximity and collaboration.” Stephens added that it is likely that “other businesses are going to move away from old-fashioned working and will be more flexible.” 

    Mark Stephens criticised Solomon’s remarks (photo: Neil Gavin)


    Others expressed themselves unsurprised by Solomon’s remarks. David Dwek explained that according to a recent survey of 500 respondents carried out by his firm DC Dwek Corporate Finance in collaboration with BLAS and Klapa8, ‘over 70% of senior executives are suffering the effects of Zoom or isolation fatigue related to the current situation and to the working environment.”

    It might well be that remote-working arrangements affect CEOs particularly. Marta Ra, CEO of Paracelsus Recovery, has seen an increase of referrals from stressed-out CEOs. “In situations like this, people are looking for fulfilment,” she told us. ‘The typical CEO used to have his team of people. Hierarchy was the religion and now that’s missing.”

    David Dawkins, staff writer at Forbes magazine, who has written extensively about the banking sector, was unsurprised by the comments. In his view, Solomon “understands just how valuable Goldman’s culture is. It’s part of a soft power that draws the best graduates and mid-career professionals towards it.”  

    This was a reminder that Solomon’s remarks – made at a Credit Suisse AG conference – were prompted more by a desire to return to the “culture” of banking rather than any serious practical impediment, since the company operated throughout 2020 with less than 10% of workers in the office. And the financial performance has hardly been worrying. In January 2021, the group reported net revenues of $44.56 billion and net earnings of $9.46 billion for the year ended December 31, 2020.

    To put that in context, look at the bank’s performance in 2019. Then the bank reported net revenues of $36.55 billion and net earnings of $8.47 billion for the year ended December 31, 2019. These figures would appear to suggest that the bank is well capable of functioning on a different basis.

    In spite of the controversy Solomon has presided over an impressive period of growth for the firm (Photo: (DoD photo by Lisa Ferdinando)

    But if the bank didn’t return to the old ways, something would be lost according to Dawkins: “The pedigree of its former staff, the quasi-masonic structure of its partner system, makes Goldmans an incredibly aspirational place to work. But how do they keep that culture going when staffers can’t see and feel it all around them during 12-16 hours of a working day at Goldman?”  

    But not everyone was piling in on Mr. Solomon. One data analyst, who spoke to us on condition of anonymity, concurred with Solomon’s remarks: “For me, working from home was a one-off venture. I enjoyed the journey but the office environment is a lot better. It’s all about communication; it’s much easier to communicate with your colleagues in the office. At home, you can’t catch your manager for two minutes to ask a quick but important question.”

    Solomon’s move is also in direct opposition to many other sectors, such as the tech industry, whose major firms expect working from home to be a central component of work going forwards. Microsoft, for example, is offering its staff working from home options after the pandemic, so long as employees can secure managerial approval. Giants such as Twitter and Facebook have also decided to make remote-working a permanent option. 

    Mr Solomon’s stance isn’t just about a return for the sake of pure productivity, but in consideration of the incoming graduates, around 3,000 of whom he worries will not have received the face-to face interactions and mentorship they require. 

    All of this is why Mr Solomon has been one of the most vocal private sector leaders in urging the government to ease restrictions, to allow workers back into offices. He is not alone in the banking world either: Jamie Dimon, the chief executive of Morgan Stanley, has previously stated that working from home has lowered productivity levels. 

    Working from home has been hailed as revolutionary by works who gain time from dropping the commute. A PWC survey found that around 55% of employers said they expected staff to work at home flexibly in the future after the pandemic. 

    Yet Goldman Sachs seems unlikely to partake in the revolution anytime soon – particularly, as Dawkins points out, since the firm recently built a new £1 billion pound headquarters that is “so obviously designed around keeping the staff within the GS bubble for as much of the day as possible.” Dawkins imagines “thirsty Goldman Sachs staffers staring at one another – judging, aspiring, ranking themselves alongside their peers.” 

    But for our insider data analyst the experience of returning to the office is a more benevolent one. He describes it as an educational process of “seeing the pressure” and adds that, being in that environment “puts you in the right mindset.”

    That level of animal competition is certainly hard to simulate over Zoom. But for Solomon to succeed in the post-pandemic new normal he’ll need the support of those who work for him.  

    Photo credit: Quantumquark

  • What Rachael Blackmore’s win means for women in horse racing

    What Rachael Blackmore’s win means for women in horse racing

    Alice Wright

    Rachael Blackmore broke ground to become the first female jockey to win the Unibet Champion Hurdle at Cheltenham this week. Blackmore, riding Honeysuckle – trained by Henry de Bromhead and owned by Kenneth Alexander and Heather De Bromhead – led this extraordinarily talented pair to victory. 

    There was plenty of drama, such as when serious contender Abracadabra took a fall at the third fence but was back on his feet straight away, neither he nor young Jockey Jack Kennedy reported any injuries. The drama had no impact on Blackmore who remained calm and level-headed throughout the race, riding with great tact, leading by six and a half lengths on the home strait.  

    It was a good day for gender representation for the horses too. Honeysuckle, the seven year old 16.1 hh mare, became only the sixth mare in history to win this prestigious event.

    Retired champion jockey turned commentator Ruby Walsh said he once doubted a woman could be a champion jockey but said Blackmore “could easily be […] she’s got it all. She has delivered on the biggest stage.” Trainer Henry de Bromhead, who gave Blackmore her kickstart in racing, said the victory was “amazing” and “the stuff you dream of.” 

    Blackmore was ecstatic with the win telling a journalist straight after “it’s incredible, I’m absolutely speechless.” Blackmore has always been frustrated at the very idea of being a ‘female jockey’ as opposed to just a jockey, and on Tuesday maintained that her gender played no part. Blackmore wants to be a great jockey and be treated as such: “it doesn’t matter what you are, we’re jockeys […] it’s just a privilege to be here” she said. 

    Cheltenham Festival is usually estimated to be worth around £100 million to the local economy each year. There are also around 6,000 people employed in running the Festival, including 350 chefs, 350 managers, 500 students. There are also normally around 1,000 members of accredited press there each year and £4.5 million pounds in prize money to be won across the week’s races. Much of the benefit to the local economy was diminished by the crowdless and socially distanced festival this year. Further to this, around £500 million is estimated to be generated from bet-making, but with the thrill of a large crowd’s atmosphere, that figure may be sizably reduced this season.

    Yet, this is a great moment for British racing, and will show young women across the country that they can reach the very top of this sport. Rachael Blackmore and Honeysuckle are the story racing needs in what has been an unprecedentedly difficult year for the industry. The impact of last year’s controversial Cheltenham Festival on racing’s reputation lingers on, as do the fresh blows inflicted by Gordon Elliott. Yet today was a triumph for women, and thus a triumph for racing. 

    Photo credit: Jeff Griffith on Unsplash 

  • The A-Z of launching a new business

    The A-Z of launching a new business

    Simon Hay and Joe Mathewson

    Sometimes businesses get started for the most every day reasons. In our case it was procrastination. We were both studying for our GCSEs and were happy to do anything other than revision. 

    It was 1999 and the internet was really taking off. We were frustrated that we couldn’t access any school work online. During study leave we’d need to cycle back and forth to school to pick up printouts, revision advice and tests. Our bedrooms were in complete chaos with paper and revision notes everywhere.

    There’s no denying we were techie teenagers. We surveyed the mess, applied our teenage ingenuity, and thought it would be fun to write some software that could make the situation better. 

    And that was much more interesting than actually doing some revision. We didn’t know it then, but seeing a problem and not being able to resist ‘scratching the itch’ is pretty common amongst entrepreneurs who found businesses. 

    At the same time, our Physics teacher who was an early evangelist for technology, ran a student competition to develop ideas for using the Internet to improve learning. We both entered, and he encouraged us to collaborate.   

    School success and encouragement

    We created the very first version of our platform with the Physics department. From there, pupil power really spread the word and soon teachers from other subjects were asking if they could use our software. By the time we started A levels our school was using it across all subjects and we were being called out of lessons to set things up and troubleshoot. 

    It was incredibly exciting to have made such a difference at our school, but we soon realised schools across the world faced similar challenges with technology. Encouraged by our initial success we approached other schools and by the time we left sixth form we had a handful of founding customers. 

    Taking the plunge from hobby to full time business

    However, we still didn’t see its full potential as a business.  We went to university, travelled, Joe became a semi pro DJ, and we took up jobs in the City.  I think our families maybe thought we would settle down. But all the time we were working on the trading floor we had a second job running Firefly.

    It was challenging as we’d be taking calls from schools in the middle of the day.

    These constraints forced us to produce a really strong product that was easy to use and reliable – and it reduced the calls.

    Looking back, it is clear that despite the City being exciting and fun, we really wanted to run our own business and have greater control. We secured our thirtieth school customer and thought “right let’s do this”. It was a hugely important moment. We were leaving well paid, enjoyable jobs to launch into the unknown. But we knew we had a product the market wanted.

    Since then, Firefly has grown rapidly. We’ve raised £10m in investment to support expansion into 40 countries and now have nearly 1.5m students, teachers and parents using the platform. It’s been hard work but the sense of purpose we have and fulfilment it gives us makes it worth it. 

    Advice to others 

    • Find a buddy– We constantly challenge each other, and develop and refine our thinking. We have known each other for 20 years. It’s the combination of ‘us together’, which makes the special sauce that is Firefly. 
    • Don’t drop everything straight away– We slowly incubated Firefly whilst we went to university and got jobs. Starting a business isn’t always about dropping everything immediately. We wouldn’t have been successful without the experience we got along the way. 
    • Tightly focus your tech product–  Think really hard about the right shape of your product – what should be in and out of scope. Early clients will want you to build features that won’t have widespread application, learn to say no nicely, but firmly.  
    • Ask for help – People are ready to help young entrepreneurs. We received lots of advice and people were really generous with their time. Just remember to say thank you! 
    • Don’t stand still– Continually look ahead to help ensure your product remains relevant. We are still doing this and recently launched our Parent Portalin response to what schools now need.

    The Covid-19 pandemic has demonstrated how innovation, courage and dogged hard work can make a difference to individuals, communities and the world. These are the qualities needed to launch business ideas. It’s a tough economic climate, but history shows that many of the strongest and longest-lasting companies have been started during downturns.

    As technology advances, the barriers to getting started are getting lower and lower, and there are also more successful UK tech start-ups to light the way. We are keenly aware that young people have been affected significantly by the pandemic. However, we know they are also going to be key to taking us forward. We really encourage any young person with a smart tech idea to give it a go. Scratch that itch and you might well have a roaring success on your hands.

    Simon Hay and Joe Mathewson are co-founders of Firefly Learning, an education technology company.

    https://fireflylearning.com/
  • Sir Rupert Jackson: from classics to the Court of Appeal – and back again

    Sir Rupert Jackson: from classics to the Court of Appeal – and back again

    The former Court of Appeal judge describes how his study of classics affected his career – and how his knowledge of the law impacted his recent work as a historian 

    It’s fair to say I always found the classics more interesting than the law. I did classics for my first two years and then switched. I did have some regrets. I enjoy law as an academic subject much less, but I was set upon pursuing a career as a barrister; but it doesn’t compare with the study of the classics. Even so, I thought that studying law might be a good idea under the circumstances. 

    But there are some aspects to a study of classics which can be of use in the law. An exposure to classical authors can be helpful, for example, when it comes to composing judgments. I structure all my judgments in the same way. I make them as clear as I possibly can, and in that I’m particularly influenced by Julius Caesar. Then, in terms of elegance of style, I am indebted to Tacitus. Greek literature is another pleasure: I have gained a lot from Thucydides, who is lucid like Tacitus, and from Herodotus when it comes to storytelling. 

    Traditionally, it’s always said that classics is a very good grounding for a legal career. It promotes orderly thought, and gives you the necessary intellectual background and so on. That’s all true. Classics is of great benefit for a legal career. But I’ve now found that a legal career is a great aid to the study of classics. Having practised as a lawyer for 50 years, I am well accustomed to studying evidence, assessing it objectively, and reaching my own conclusions. In my book, The Roman Occupation of Britain and its Legacy, I have tried to apply the disciplines which I have acquired in a legal career to analyse the evidence.  

    It seems to work like this. The study of classics reinforces your understanding and application of the law and practice as a lawyer reinforces your ability to analyse the archaeological and literary evidence in an ordered and structured way in order to reach logical conclusions. The two go together. 

    Since the time when I was an undergraduate study of classics, there has been a revolution in the study of Roman Britain is now. This is now driven by archaeological research – somewhat to the detriment of the literature. People pay a lot of attention to field studies, and much less attention to what the ancient authors have to say. In recent years, people have been so preoccupied with archaeology and field studies that they have downgraded the importance of the literature. I’ve tried to reintroduce the literature to a preeminent place in writing this book. 

    It took me eight years. I set about going through the literature first. I did that with the aid of translations where I was getting stuck with the original texts. In other words, I was operating in the traditional way – the way historians would have done it in the 1960s when I was studying classics of Cambridge. I then went through all the reports of field studies, together with the archaeological research reports and tried to combine that with the literary evidence.  

    That may sound like quite an arduous task for a mere amateur like myself. In fact, it’s an impossible task for an amateur. But by great good fortune, I had the help of Martin Millett, who is the Professor of Classical Archaeology at Cambridge. I went to see him at the suggestion of a Fellow of Jesus college where I’m an Honorary Fellow. He had his doubts as to whether a mere lawyer could actually make anything of it.  

    But we developed an entirely informal system. I would read chunks of archaeological research and so forth. I would draft my chapters and then go up to Cambridge. Martin and I would discuss them for an hour or two – then I would take him out for lunch. He was very happy with this arrangement.  

    I think he was quite interested to have a lawyer analysing the evidence and challenging what the academics had said. For me to have his input was essential: there was no way I would know which were the reputable articles and which weren’t; nor would I have known the best sites to visit or what I should be looking at. So Martin guided my reading and research informally.  

    Some people have said my book is funny, but that might be an area of disparity between classics and the law. It can be disastrous to make jokes in court. But I do try and bring the knowledge of human nature I’ve acquired in the law to the period. Imagine Caesar’s invasion of Britain today and you’d get a public enquiry immediately – or as in Iraq, three different public enquiries with three different terms of reference.  

    It’s important to treat a classics degree as a springboard for your intellectual life, and to continue to pursue your reading and study of what you have been learning at university. The interesting thing is that human nature doesn’t change very much: in the ancient texts we are observing how human nature, which is the same as now, operated in a very different historical and technological context. The human heart remains the same, but the mindset changes.  

    Sir Rupert Jackson was a Lord Justice of Appeal until his retirement in 2018. His latest book is The Roman Occupation of Britain and its Legacy (Bloomsbury). 

  • Founder of the Blue Pencil Agency Sara Sarre: “Writing is a gift”

    Founder of the Blue Pencil Agency Sara Sarre: “Writing is a gift”

    Editor, writer and founder of the Blue Pencil Agency Sara Sarre speaks to Georgia Heneage about the bureaucracy of the publishing industry, the personal events which led to her first novel and buckets of advice to budding young writers.

    The publishing industry has changed

    An artist is a rule breaker, boundary pusher, and brave commentator on the state of society; art is a dangerous craft which should challenge the status quo. These have been the governing principles of the arts sector for centuries. “Learn the rules like a pro, so you can break them like an artist,” said Pablo Picasso as he transformed traditional portraiture into strange, abstract shapes. Banksy- an artist whose work is almost self-consciously defined against the commercial art world- argues that artists should “think outside the box, collapse the box, and take a f**king sharp knife to it.”

    The fact that the term ‘Creative Industries’ was first coined by New Labour in 1998 shows how even in its inception the industry was born out of economic interests. And the fact that the artists themselves were not beneficiaries of the employment boom which ensued- and led to more jobs in areas like marketing and sales- is even more telling. 

    Despite what Banksy says, the freedom of the artist to work against the commercial, money-oriented mainstream seems to be the luxury of a bygone era. No longer can artists bend the “rules” towards their own craft, as Picasso said. The rules now exist as binding mantras which keep artists under the bureaucratic grip of the industry, and it’s now near impossible for artists to have complete freedom over the direction their art takes.

    This prioritising of profit as the capitalist edge of the arts sector has inflected the publishing industry in the UK. Sara Sarre, whose work as an editor, writer and founder of literary consultancy Blue Pencil Agency has given her an insight into the rotten core of the publishing industry, says the problem is that it has become prescriptive and books now have to have a marketing hook over and above all else.

    “Twenty years ago the publishing industry started to change,” says Sarre. “Editors once nurtured young writers, and it was all about what a writer had to say. Now the sales team have far more power than editorial.

    “Writers are now more concious of the market; a lot of authors are getting out there not because they are brilliant writers but because they have brilliant concepts. You really have to consider your audience and understand that this is a business”.

    It was from this recognition of the power imbalance in relationships between writers and publishers that Blue Pencil Agency was founded: “I set it up really to help writers edit their own work and get to a stage when an agent would then have a look at it”, says Sarre. The agency is focused on bringing back that element of nurture which she believes should be the bedrock of every literary relationship.

    Covid-19:  are we seeing the best of our time?

    It has become somewhat of a post-pandemic truism that great art (in particular great literature, because of its unique medium) is born from worldwide catastrophes- the war, the depression, the bubonic plague. The events of the past year will no doubt be no different.

    But, like post-war literature, it may take decades for works to emerge which reflect quite literally on the pandemic. Sarre says that though BPA have received lots of submissions inspired by the pandemic, “as a literary subject, at the moment everyone’s avoiding it. I don’t think anyone wants to hear or read it because we’re still in the middle of it: it’s hard to reflect on because we don’t really know the outcome yet”.

    Like the book market as a whole, Blue Pencil Agency’s business has soared since Covid. Sarre jokes that agents and editors have developed a regularly-discussed “submission fatigue” because of the sheer amount of material which has been created over lockdown.

    One of the more negative aspects of Covid on the literary world has been that it’s made an already saturated market almost unbearably impenetrable, especially for young writers. According to Sarre, there’s a lot of good writers not getting published just because of the sheer amount of material being generated at the moment.

    The spirit of youth: what advice does Sarre have for emerging writers?

    Despite the overloaded market, Sarre is adamant that now is a “very good time to be a young author”. The phoenix-like literary moment of Sally Rooney’s Normal People was pivotal for young writers, and Sarre says there’s since been a massive wave of fresh young voices.

    So for those budding young authors out there just starting to dip their toes in what can feel like a challenging sector to breach, what are Sarre’s nuggets of wisdom?

    • Learn to write for a readership rather than yourself. “Writers love to write for themselves because it can be a really cathartic process, and writers are specific types of people. There’s almost a masochistic element to it.” But readers are the most important thing: “Go and stand in a bookshop and ask yourself where you want to be in that bookshop. You are writing for a public, not for yourself.”
    • Empathy, tenacity and imagination. “Empathy: you have to be able to put yourself in the shoes of the character. Tenacity: you’re going to be turned down again and again. Imagination: having the ability constantly invent worlds that are not similar to your own (or are).”
    • “Learn to read as a writer; we all read for pleasure, but part of being a writer is understand how particular writers work.”
    • Show not tell: Sarre says that though a lot of journalists make good writers because of their professional ability to tighten language to a wordcount, they are “the worst” in terms of telling a reader something, rather than showing them. ‘Showing’, says Sarre, is letting your characters and the events of the story do the work; if you’re ‘telling’, the writer is doing the work, and therefore the reader is not.
    • “Learn the technical side of writing, such as tone of voice and narrative distance. They are your tools.” Sarre says she found her creative writing MA unhelpful in this respect, but recommends looking at useful online tools or short courses where you can learn the basic skills.
    • Story over style: Sarre says the problem with many first-time writers is the tendency to prioritise descriptive writing over the sheer weight of a good story. “Each paragraph each scene each chapter has to move the story forward. That took me a while to understand.” Though literature in the past had more freedom to subjugate narrative for style, nowadays everything has become focused on the story. This is partly a result of a culture where immediacy is everything: “If it doesn’t hook us straight away, we’re onto the next thing”.

    ‘Writing is a gift- it has to be’

    Last week, Sarre published her novel Mothering Sunday under her pen name Sara James. It tells the story of a young mother who has to give up her child. The reception, she says, has been unexpectedly “fantastic”, and the book has taken on “a life of its own”.

    Did her own principles of writing and her perspective as an editor come into play? “Definitely. Being an editor taught me to write- you learn to avoid all those typical mistakes that every author makes.”

    Sarre’s book, though, seems to have bucked the trend she herself identified: that in tailoring one’s work towards a particular commercial readership, a writer inevitably loses a sense of the autobiographical.

    Mothering Sunday sprung (albeit subconsciously) from deeply personal experiences. “It’s a young woman’s story with an older woman’s perspective”, Sarre ruminates. “My mother abandoned my brother and sister for a short time. The ripple effects of that decision were huge; the whole family never got over it.

    “Everyone one of us, including my mother- who died quite young I think as a result of the stress- suffered.” Then, when Sarre got pregnant as a student, her sister’s response was to give it up for adoption. “Though I didn’t marry the father, I wanted to keep my child and now he’s very much a part of my life.”

    It’s a book for mothers. And though she wrote for her reader, which is clearly why the book has been such a commercial success, the process of writing was indeed “healing” for Sarre, who felt like she was “bringing out into the air” an issue which lay at the core of her wider family.

    Sarre’s next book, however, has nothing to do with her own life. “I’ve learnt to write for the reader, and I now know my audience- or I’ve been told my audience by my publisher- which is women.

    “You take what you know- what you’ve learnt, what you’ve lived- into the work. But one of the biggest steps I’ve made as a writer is understanding that it’s not for you. It’s a gift; it has to be. It’s your responsibility to take your reader on a journey away from the world they know and into another. By doing that, you let go of your own fears.”