Startup Articles & Insights for UK Founders
Fresh thinking to fuel your next move
From funding tips to financial know-how, explore insights written for founders navigating the UK startup scene.
A hiring plan built on gross salaries understates what those hires cost. Here's what employer National Insurance and pension add on top, and how to build a headcount plan that survives contact with payroll.
Fractional, interim, part-time, outsourced and virtual CFO are often used interchangeably, and they describe genuinely different engagements. Here's what separates them and which one fits the problem you have.
The 2026 Budget halves BADR and introduces a 10% Founders' Relief for high-growth companies. Here's how each relief works, who the new one is really for, and what the numbers look like on an exit.
John Healey's first Budget brings a new Founders' Relief, bigger share option limits, a higher trading allowance and more British Business Bank funding. Here's what affects startups and when it starts.
An annual budget assumes you knew in December how the year would go. A rolling forecast expects you to keep learning and updates as you do. Here's how the two differ in practice and when a startup should switch.
Monthly investor reporting is one of the cheapest things a founder can do for the relationship, and one of the most commonly skipped. Here's what belongs in an update, how long it should take, and why the ask matters most.
A SEIS or EIS round puts constraints on your model that a standard raise doesn't. Here's what the scheme rules mean for your forecast, your spending plan and the way you present the numbers to investors.
Unit economics tell you whether winning another customer makes you money or costs you money. Here's how to work out the true cost to win and serve a customer, and what the numbers look like when the model works.
Statutory accounts tell HMRC what happened last year. Management accounts tell you what happened last month, early enough that you can still do something about it. Here's what's in a monthly pack and when startups need one.
A revenue forecast built on a growth percentage won't survive the first question an investor asks about it. Here's how to build one from the drivers you control, and how the method should change as your sales motion matures.
Investors don't read your financial projections to find out what will happen, they read them to find out how you think. Here's what a credible three-year model contains and which assumptions get tested first.
A board pack is not just a longer version of your monthly accounts. It's built to get a small number of decisions made in ninety minutes. Here's what belongs in one, in what order, and what your investors skip straight to.
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