Investment, Innovation and Growth in Challenging Times

In a climate where businesses continue to face economic uncertainty, rising costs and changing customer expectations, caution is understandable.

Many organisations are rightly focused on protecting margins, managing cash flow and maintaining stability. But while caution may help businesses navigate immediate challenges, standing still can create risks of its own.

History has shown that the businesses that emerge strongest from periods of uncertainty are often not the largest or the most established. More often, they are the organisations that continue to invest strategically while others wait for conditions to improve.

Whether that investment comes in the form of skills, technology, innovation, leadership development or operational improvements, forward-thinking businesses understand that future growth starts with decisions made today.

The Hidden Cost of Standing Still

Every business leader has faced difficult decisions over the past few years.

When markets become challenging, delaying investment can feel like the safest option. However, businesses that postpone important decisions around people, processes, technology and customer experience often find themselves struggling to catch up later.

Customer expectations continue to evolve. New technologies emerge. Competitors adapt and refine their operations.

Standing still doesn’t stop change from happening around us.

The organisations that remain competitive are often those willing to make measured investments that improve resilience and create opportunities for future growth.

Local Perspective

“Doing nothing or standing still is actually going backwards. The last two years have seen very trying times for the UK economy, with the Wakefield district being no different. Austerity measures combined with rising employment costs gave most of our clients no option other than tightening every belt whilst riding out the storm, many simply making do.

Thankfully, we have felt a real shift in business confidence and general optimism over the last six months, with demand combined with our investments in better technology, limited use of AI, an improved CRM and particularly our new face-recognition linked time recording system giving more accurate and faster critical information.

Since before Easter, we have seen a real increase in demand for staff and skills from our business partners. Is this a coincidence or have the two gone hand-in-hand? I think not.”     

Andy Turner
First Choice Recruitment

Andy’s experience reflects a challenge many businesses have faced. Whilst some investment decisions may have been delayed during difficult periods, those organisations that have continued to modernise systems and improve efficiency are increasingly finding themselves well-positioned to respond as confidence returns.

Investment Takes Many Forms

Business investment isn’t always about major capital expenditure or large-scale expansion.

Some of the most valuable investments are often the least visible.

Across Wakefield, businesses are developing their teams, introducing new technologies, embracing artificial intelligence, strengthening cybersecurity, improving sustainability credentials and enhancing customer experiences.

These investments may not deliver instant results, but they build stronger foundations for long-term success.

For many organisations, investing in people remains one of the most important priorities.

Skills development, leadership training and apprenticeship programmes are helping businesses prepare for future challenges while creating opportunities for the next generation of talent.

Investing in the Next Generation

“At CO Manufacturing, we’ve continued to invest in people despite ongoing economic uncertainty because we see skills development as a long-term competitive advantage, not a cost. Over the last two years, we’ve expanded our apprenticeship programme to support 40 apprentices across Levels 2 to 6 and launched our own manufacturing apprenticeship pathway to help address skills shortages within the fenestration sector.

Alongside attracting new talent, we’ve focused on developing our existing workforce, creating clear progression opportunities and equipping employees with the skills needed for the future. This investment is helping us build a more resilient business, strengthen succession planning and future proof our operations. The impact is already being felt, with employee satisfaction around training reaching an all-time high in our latest staff survey.

In challenging times, organisations that continue to invest in and develop their staff are the ones best positioned to grow when opportunities emerge.”

Karen Starkey
CO Manufacturing

A similar commitment to developing future talent is evident across the professional services sector.

“Despite economic uncertainty, our continued investment in apprenticeships and people development has been central to strengthening Parsons for future growth. We’ve placed a strong focus on building skills and confidence across the organisation.

By implementing a range of initiatives that support wellbeing, professional and personal development, team building and a strong workplace culture, we’re creating an environment where our people can grow their skills, flourish and continue to provide a great service to our clients.

We have nine of our team currently progressing through the ACA apprenticeship, creating a pipeline of accountants who contribute to the local economy. This focus on learning and professional growth continues to strengthen our foundations. In October, we’ll be welcoming a further two new team members to our audit and business services teams, reinforcing our focus on future skills and sustainable development.”

Ian Parsons
Parsons Accountants

Innovation as a Growth Strategy

Innovation is sometimes misunderstood as something reserved for large corporations or technology businesses.

In reality, innovation can be as simple as finding a better way to serve customers, streamline processes or improve efficiency.

Businesses across every sector are adopting digital tools that reduce administration, improve communication and allow employees to focus on higher-value activities.

Many are also exploring artificial intelligence and automation as practical solutions to everyday business challenges.

The organisations gaining the greatest advantage are often those that start small, learn quickly and adapt as they go.

Investing in Knowledge and Client Support

“At Chadwick Lawrence, exceptional client care is at the heart of every investment we make.

Over the last year, we have significantly expanded our programme of free seminars and webinars, launched our weekly ‘The Legal Alternative’ podcast across YouTube and Spotify, and grown our newsletter to make expert legal guidance more accessible than ever.

We recognise that businesses need practical, timely support, and these resources allow us to share insights on key legal and commercial issues with both clients and the wider business community. By removing barriers to information and creating opportunities for ongoing learning, we have strengthened relationships, supported better decision-making and increased awareness of the services we offer.

These resources are invaluable to many of our longstanding clients, providing many businesses across Yorkshire with the skills, knowledge and training needed not only to resolve issues when they arise, but to prevent them from occurring in the first place.”

Paul Campbell
Chadwick Lawrence LLP

Building for the Future

One of the most common characteristics of successful organisations is a willingness to think beyond immediate challenges.

While no business can predict exactly what the future will bring, leaders can make decisions that improve their ability to respond and adapt.

This might mean investing in infrastructure, expanding capabilities, developing new services or strengthening customer relationships.

It can also mean investing time in building partnerships and connections that create future opportunities.

Businesses that continue to evolve are often better positioned to respond when conditions improve.

Leadership and Sustainable Growth

“The biggest investment we have made over the last year at Complete Care West Yorkshire has been in our employees. Our main focus has been restructuring our senior team, so we now have clearly defined leadership roles with real ownership and accountability.

We have promoted from within, invested in face-to-face training, including management training for specific managers, and that has allowed me to take a step back from the day-to-day operations and focus on business strategy and future growth.

It’s meant short-term cost and disruption, but the long-term gain is a business that can scale sustainably, rather than one that relies on me holding everything together. In a sector under constant pressure, doing nothing was never an option. Investing in our people is what will let us grow our private home care service and keep raising standards across Wakefield.”

Sara Booth
Complete Care West Yorkshire

Investing in Customer Experience

The businesses that thrive during uncertain times are often those that continue to put customers at the centre of their decision-making.

Whether through service improvements, digital transformation, investment in facilities or new customer experiences, organisations that continue to evolve alongside customer expectations are often the ones that build long-term loyalty and sustainable growth.

“Over the last 18 months, we’ve made a deliberate strategic shift — catering and hospitality is usually the first to be cut from peoples spending habits. So we need to make sure we are ahead of trends and have focussed on collaborations and partnerships, i.e. offer internal catering to those who don’t have the capacity, solving a problem for them whilst growing our business. Utilise ai for efficiencies in the more repetitive tasks and helping manage our systems. The nature of hospitality we have a core team and a team of trusted freelancers which helps us manage the seasonal variances. 

We have also invested in bricks and mortar at Hodroyd Hall, we’ve backed ourselves to create something that didn’t exist before in this part of Wakefield knowing that people will always want to celebrate those important life moments. 

 The thinking is simple: if you stand still because the economic outlook is uncertain, someone else will take your seat. We’re choosing to build, not wait.”

Chris Hale
The Garnish Collective

Looking Ahead

No organisation has all the answers, and there is no single formula for growth.

However, one lesson consistently emerges from businesses that continue to thrive through periods of uncertainty: waiting for the perfect moment rarely delivers progress.

The organisations shaping the future of the Wakefield district are not standing still. They are investing in people, embracing innovation, strengthening operations and preparing for the opportunities ahead.

The experiences shared by businesses across recruitment, manufacturing, professional services, healthcare and beyond all point to the same conclusion. Whilst conditions may not always be ideal, strategic investment remains one of the most effective ways to build resilience and create opportunity.

The challenge facing business leaders today is not simply deciding what risks to take.

It is recognising the risks that come with doing nothing at all.

Claire Sutherley DL

Managing Director 

We Are Wakefield

We Are Wakefield is delighted to announce the appointment of Kelly Smith, Managing Director of Juice Personnel, to its Board.

Kelly brings over 23 years of experience leading Juice Personnel, an independent recruitment agency that has proudly supported businesses across Wakefield and the wider Yorkshire region. Over this time, she has built strong, lasting relationships within the local business community and has remained deeply committed to championing the growth and success of the Wakefield district.

Since becoming part of the We Are Wakefield community in 2022, Juice Personnel has been an active and valued member of the organisation. As proud Ambassadors, Awards Sponsors, and passionate advocates, Kelly and her team have consistently supported our mission to promote the city, connect businesses, and drive economic growth.

Kelly’s appointment to the Board reflects both her longstanding contribution to the organisation and her commitment to supporting its future strategic ambitions. In her new role, she will help represent the diverse voices of the local business community and contribute to shaping the continued success and impact of We Are Wakefield.

As someone who has lived and worked in Wakefield for many years, Kelly is passionate about giving back to the city that has supported her business journey and is dedicated to helping ensure it continues to thrive.

Commenting on her appointment, Kelly said:
“We Are Wakefield has played a key role in bringing our business community together over the last five years. To serve on the Board is a real honour and an opportunity to help ensure Wakefield continues to thrive, grow and realise its full potential. I’m very much looking forward to taking my contribution to the next level.”

Claire Sutherley, Managing Director of We Are Wakefield added:

“I’m absolutely delighted to continue working closely with Kelly as she steps into her new role as a Board Member. Since joining WAW in 2022, her commitment, energy, and belief in our mission have been truly exceptional. She has consistently gone above and beyond, playing a key role in strengthening our community and helping drive our growth. I’m confident that in this new capacity, her insight, passion, and strategic perspective will be invaluable as we look ahead to the next phase of our journey.”

Sylvie Giangolini, Chair of We Are Wakefield said:

“I am thrilled to welcome Kelly to the We Are Wakefield Board, her insight, energy, and commitment to our region reflects exactly the kind of leadership we need as we continue to grow and champion our business community.  What makes this moment so exciting isn’t just the addition of a new voice, but the new perspective, challenge, and opportunity it brings. Our strength as a board comes from the diversity of experience and ambition around the table—and Kelly will play an important part in shaping what comes next”.

What Changes, What Stays the Same — and Why Collaboration Matters More Than Ever in Wakefield

Following the recent local elections, Wakefield finds itself in a moment of significant political change. Understandably, some of our members have already reached out to share their concerns and uncertainty about what the future may hold for the Wakefield district.

Whenever there is a major change in leadership, particularly after such a long period of continuity, it is natural for businesses, charities and community organisations to ask important questions. What will change? What will stay the same? How might this affect our local economy, our communities and the organisations working hard across the district every day?

While political leadership may change, the day-to-day operation of the council continues within a clear legal and constitutional framework. Services still need to be delivered, decisions still need to be made properly and the work of supporting residents, businesses and communities across Wakefield must continue. Change may bring new priorities and a different direction, but it does not remove the structures that are there to ensure accountability, continuity and proper process.

At this stage, what matters most is that our district continues to move forward in a way that supports opportunity, confidence and collaboration across all sectors.

Moments like this are also a reminder of why We Are Wakefield matters so much. Our role is not political. Our role is to bring people together, support our members, encourage collaboration and help ensure that no organisation feels it is navigating change alone. In times of uncertainty, strong networks become even more important. Relationships matter. Shared understanding matters. Community matters.

Wakefield has always been strongest when people work together with purpose, openness and ambition. That is the spirit we will continue to champion. As we move into this next chapter for the district, We Are Wakefield will remain here to support, connect and advocate for our members, and to help foster the kind of collaborative community that gives Wakefield its strength.

What does the change in political control mean for Wakefield?

Wakefield has entered a significant new chapter in its civic life following the recent local elections and the resulting change in political control at Wakefield Council. For many people across the district, particularly those running businesses, charities, voluntary organisations and community groups, the immediate question has been simple and understandable: what does this actually mean for Wakefield, and what happens next?

In recent weeks, some We Are Wakefield members have reached out to share their concerns and uncertainty about what the future holds for the Wakefield district. That is entirely natural at a moment of such visible political change. Whenever there is a major shift in leadership after a long period of continuity, people will understandably ask what may change, what will stay the same and how it may affect the organisations, communities and local economy that matter so much to us all.

Will the day-to-day running of the council change immediately?

The first and most important point is that while political leadership can change quickly, the day-to-day operation of a local authority is designed to remain stable, lawful and accountable. Wakefield Council remains the same local authority, with the same statutory responsibilities, the same obligation to deliver services and the same duty to operate within the law. Essential services do not simply stop because the political makeup of the council chamber has changed. The council still has to function, still has to make decisions properly and still has to serve residents, communities, businesses and organisations across the district.

That distinction matters. It means that while the political atmosphere may feel different, the council as an institution is not starting from scratch. Professional officers remain in place to manage services and advise elected members. Legal, financial and governance processes remain in place to ensure that decisions are taken properly. Day-to-day operations continue. For businesses, charities and community organisations, that should offer some reassurance that the district’s civic foundations remain intact, even during a period of political adjustment.

What protects the council and the public when there is such a big political shift?

This is where the council’s Constitution becomes especially important. Although it can sound technical, the Constitution is effectively the rulebook for how the authority operates. It sets out how decisions are made, who is responsible for making them and what procedures must be followed to ensure that the council remains transparent, efficient and accountable. It is there to protect proper process, regardless of which political group is in control. In periods of political transition, that framework becomes even more important because it helps to ensure continuity, consistency and public confidence.

The Constitution does not prevent change, nor should it. Elections are meant to result in change when that is what voters decide. What it does do is make sure that change happens within a lawful and structured framework. Decisions still have to be taken through the correct channels. Major decisions still have to be published and recorded. Budgets still have to be approved. Scrutiny still exists. Officers still have legal and financial responsibilities. In other words, a new administration can set a different direction, but it cannot simply sweep aside the systems that exist to protect the authority and the people it serves.

What are businesses likely to experience over the next six to twelve months?

What is likely to happen over the coming months is not an overnight transformation, but a period of review, reprioritisation and relationship-building. New political leadership typically brings a fresh approach, new areas of emphasis and a different tone. Existing policies, projects and spending decisions may be revisited. Some initiatives may be accelerated, others may be slowed down or reshaped. That is a normal part of democratic change. It does not necessarily mean instability, but it does mean a period in which organisations across the district will need to pay attention, stay informed and remain engaged.

For Wakefield’s business community, this matters because local government decisions have a real influence on confidence, investment and growth. Matters such as regeneration, roads, planning, skills, public realm, procurement and local priorities all affect the environment in which businesses operate. It is reasonable to expect that over the next six to twelve months there may be a greater focus on reviewing existing commitments and assessing how council resources are being used. Businesses that work with or alongside the council may find that decisions are examined through a slightly different lens, with greater attention paid to visible outcomes, local impact and value for money.

How might charities, voluntary organisations and community groups be affected?

For the voluntary and charitable sector, the picture is similar. Community support, grants, commissioning and partnership working are all areas where continuity is likely to sit alongside change. Funding structures do not disappear overnight, but the relationships around them may evolve. Priorities may shift. Language may change. Expectations may be expressed differently. For organisations that rely on local support or work closely with statutory partners, this is likely to be a period where maintaining dialogue and strengthening trusted relationships becomes even more important.

It is also worth recognising that some major council processes do not change overnight simply because an election has taken place. Budgets, policy frameworks, formal decision-making routes and longer-term plans are all part of a system that moves through established cycles. The most visible political change may happen quickly, but the deeper reshaping of priorities often takes longer to emerge. That means this next phase is likely to be one of signals as much as settled outcomes. It is a time to watch closely, to engage constructively and to understand the direction of travel as it develops.

What should we hope for from Wakefield’s new political landscape?

As a district, it is important that we approach this moment with perspective and with confidence in the democratic process. Democracy has spoken, and the early indications are that the new administration is focussed on delivering positive change and getting things done on behalf of businesses and residents.  Whatever people’s views, the priority now must be that Wakefield continues to move forward, that the district remains ambitious and inclusive, and that decision-making supports thriving communities, a strong economy and opportunities for all.

Why is We Are Wakefield more important than ever?

At times like this, collaboration matters more than ever. When there is uncertainty, people look for reassurance, connection and reliable information. When priorities are being reassessed, it becomes even more valuable for organisations to share intelligence, support one another and remain part of a wider conversation about the district’s future. This is especially true in a place like Wakefield, where the strength of our local networks has always been one of our greatest assets.

That is why We Are Wakefield is so important in this moment. Our role is not political, and it never will be. Our role is to support the district by bringing people together, strengthening collaboration, championing local enterprise and helping our members stay informed, connected and resilient. We exist to create relationships across sectors, to encourage partnership and to make sure that businesses, charities and community organisations do not feel they are navigating change alone.

In stable times, that matters. In times of transition, it matters even more. The ability to come together as a supportive and collaborative community is one of the district’s greatest strengths. Wakefield has always been at its best when people work across boundaries, share ideas, solve problems together and back one another with purpose and optimism.

What remains true, whatever happens next?

Political landscapes may change, but the importance of community, partnership and shared ambition does not. As we move into this next chapter for Wakefield, We Are Wakefield will continue to stand alongside our members, listen to their concerns, celebrate their achievements and support the connections that help our district thrive. Whatever the months ahead may bring, one thing remains clear: strong relationships, constructive collaboration and a shared commitment to Wakefield’s future will matter more than ever.

By Claire Sutherley, Managing Director, We Are Wakefield

Big-hearted businesses. Sleeves rolled up. A huge difference made in a single day.

On Thursday 14th May, the We Are Wakefield community came together for one of our regular Volunteer Days — a day designed to help local organisations while giving our members the chance to connect, collaborate and give back. This time, our working party headed to Disability Sport Yorkshire (DSY) at the Denhale Active Recreation Centre in Wakefield — and what a day it was.

From the moment we arrived, the atmosphere was upbeat, friendly and full of purpose. People introduced themselves, grabbed brushes, toolkits, and cleaning equipment, and simply got on with it. There was a real “many hands make light work” energy — and by the end of the day the DSY team were genuinely bowled over by both the support and the sheer amount we achieved together.

What we got done (a LOT!)

Together, our volunteer team tackled an ambitious list — and smashed it:

✅ Kitchen refresh

• Deep-cleaned the kitchen areas to get everything sparkling and “pristine” again.

✅ Practical repairs

• Repaired several cupboards so they can now be properly secured for storage.

✅ A more welcoming entrance

• Painted the external entrance, giving the first impression of DSY a real lift.

✅ Grounds and car park transformation

• The grounds were neatened and tidied, hedges trimmed, and the car park cleared.
• Special shout-out to Oscar from Bedford Mowing Services, who spent two full days on site getting the outdoor areas looking spot on.

✅ Freshly painted internal spaces

• The offices and training room were painted, making the working environment feel brighter, smarter and more professional.

✅ Professional floor clean

• Hako Machines expertly cleaned the sports hall and corridor floors, restoring them to top condition.

✅ Sports equipment stocktake & tidy

• Stocktake completed and sports equipment tidied, helping DSY stay organised and ready to deliver even more activity sessions.

The result? A centre that looks smarter, feels more welcoming, and is better set up to support staff, participants, and external bookings.

“The whole experience… was amazing.” – DSY Chair Judith Russell

DSY Chair Judith Russell shared this wonderful message after the volunteer day:

“The whole experience of having the working party was amazing. We greatly appreciate that 21 members of WAW have given their time to help us. We have pristine kitchen areas. You repaired several cupboards, and we can now secure them for storage. Our entrance looks fabulous, the grounds are neat and tidy and the offices and training room look so smart. This will help us secure more external bookings.

That volunteers would help us create a better working environment has boosted our staff morale hugely.

Thank you all so much.”

Judith is the Chairperson of DSY and has dedicated decades to disability sport, including being awarded an MBE for services to disability sport — so her feedback means a great deal.

DSY CEO Kath Lindley was also completely bowled over by the scale of support from the WAW community — and it was lovely to see how much it meant to the whole team.

WAW MD Claire Sutherley said:  “I want to say a huge thank you to our amazing We Are Wakefield members who gave their time, energy and expertise at Disability Sport Yorkshire. The way everyone just rolled their sleeves up and got on with it was incredible — and such a powerful reflection of the supportive, can-do community we’re building. Together we made a real, visible difference in a single day, and I couldn’t be prouder.”
— Claire Sutherley, Managing Director, We Are Wakefield

About Disability Sport Yorkshire

Disability Sport Yorkshire is a charity focused on improving the health, wellbeing and quality of life for disabled people across Yorkshire and The Humber, creating opportunities to take part in sport, physical activity and active recreation.

Based at the Denhale Active Recreation Centre in Wakefield, DSY supports inclusive programmes and works to tackle inequality in access to sport — helping ensure disabled people can be active at a level that’s right for them.

This is why the Volunteer Day mattered: when organisations like DSY have spaces that are welcoming, well-maintained and functional, it directly supports their ability to deliver more sessions, host more people, and grow their impact.

The people behind the paintbrushes and rubber gloves:

Here are the fantastic volunteers who represented our WAW member businesses on the day:

• Claire Sutherley & Gillian Kitson – We Are Wakefield
• Brooke Pearce – LMS Security
• Drew Wallace-Ross & Harry Pilling – Bluestone
• Rachel Smith – Clutter Is The Enemy
• Ali Carruthers – Purple Pebble People
• Judy Parsons – The LinkedIn Lady
• Sylvie Giangolini, James Beer & Mark Foster – Hako
• Emma Hartley – Mint HR
• Mark Harris – Radar Healthcare
• Michael Widera – Face 2 Face HR
• Shelly Lynch – Ridley & Hall
• Oscar Bedford – Bedford Mowing Services
• Tom Whellans & Gemma Ellis  – SoluPak
• Suzanne Ellison – Doyle & Palmer Wealth Management

Want to get involved next time?  

Our We Are Wakefield Volunteer Days are all about giving back while building real relationships across our member network. If you’re a member and you’ve not joined one yet — consider this your sign. You’ll leave feeling tired, proud, and properly connected. Look out for more volunteer days coming soon.

And if you’d like to learn more about DSY, their mission and programmes, you can visit their website here: Disability Sport Yorkshire

Wakefield has always been a place where things are made — and where manufacturing matters. With around 21,500 manufacturing jobs in the local authority area (around 12.7% of all jobs), the sector is a cornerstone of the district’s economy, alongside a wider economic output of around £8.3bn GVA. Yet the pressures facing manufacturers are intensifying: skills shortages, recruitment and retention challenges, rising costs, sustainability requirements, investment decisions, and supply chain volatility. In short, the issues are complex — and they’re shared.

That’s exactly why the new We Are Wakefield Manufacturing Forum has been created: a practical, action‑focused space where manufacturers can come together to tackle common challenges, learn from each other, and strengthen the collective voice of the sector.

The Forum was officially launched at the Nostell Estate on Friday 1st May, with attendance from nine of the district’s leading manufacturers and strong interest from many more who couldn’t be there on the day. The result was an energised, solutions‑driven conversation from the start — the kind of discussion that only works when the people in the room truly understand the realities of running a manufacturing operation.

Crucially, this is a Forum that will be run by manufacturers, for manufacturers. A steering group made up of Hako, CO Manufacturing, OE Electrics and Solupak will shape the programme and ensure the agenda stays relevant, grounded and useful. The group — Karen Starkey (CO Manufacturing), Charlie Owen (OE Electrics), Helen McDonald (Solupak) and Sylvie Giangolini (Hako) — will now meet to plan the next session, including the topic, date, time and venue.

From the first discussion at Nostell, it was clear that manufacturers don’t need more noise — they need a trusted environment where they can speak openly, compare notes, and turn shared problems into shared progress. The themes raised were wide‑ranging but strikingly aligned: skills and attracting talent; engagement with colleges and universities; funding and investment; apprenticeships; building a sustainable talent pipeline; recruitment and retention; accessibility and sustainability in manufacturing; knowledge transfer and protecting legacy; supply chain collaboration; and the value of factory tours and peer learning. There was also a strong appetite for peer support — honest conversations about what’s working, what isn’t, and what needs to change.

That “peer power” is where the Forum’s value really comes to life. When manufacturers collaborate, the benefits are practical and immediate: faster problem‑solving, better supplier intelligence, clearer routes into education partnerships, stronger recruitment ideas, and access to people who have already navigated the same challenges. It also creates something larger than the sum of its parts — a confident, informed collective voice that can engage more effectively with decision‑makers, training providers, and support organisations.

The new Forum also represents a fresh chapter for the district’s manufacturing community. It takes over from the previous Wakefield Manufacturer’s Forum, and comes with clear backing and momentum — including support from the local authority, with Key Account Manager Gareth Morley attending sessions and Chief Executive Tony Reeves expressing interest in attending future meetings. Just as importantly, the Forum is now anchored within We Are Wakefield, a not‑for‑profit organisation built on collaboration and practical support.

We Are Wakefield has become a powerful connector across the district — bringing together businesses, education, local authority and community partners through monthly events, direct signposting and relationship‑building. Under Claire Sutherley’s leadership, WAW has grown into a network of 200+ members, providing a platform where connections translate into real commercial outcomes. Recent member survey findings published by WAW point to measurable economic impact — with the community generating £4.2m–£5.8m of value per year, and WAW itself reinvesting over £64,000 into local suppliers through event delivery over a 12‑month period.

As Claire Sutherley, Managing Director of We Are Wakefield, said at the launch:

“It’s an honour to welcome more manufacturers into the We Are Wakefield community and provide this extra bolt-on support. It continues the ethos of WAW where working together promotes growth for our businesses and for our District as a whole,”

That ethos was echoed later the same morning when manufacturers joined the We Are Wakefield First Friday event at Nostell Priory, where the steering group shared sector insights with a 150‑strong audience as part of a panel facilitated by Claire. WAW’s model — connecting businesses across sectors and helping them collaborate in ways that create savings, productivity gains and new opportunities — was brought to life through examples of how manufacturers can work not only with each other, but with the wider local business community. The message was clear: manufacturers don’t just strengthen their own businesses when they collaborate — they strengthen the district’s economy, supply chains and talent pathways too.

So what will the Forum look like in practice? Manufacturers at the launch were clear that a “one size fits all” approach won’t work. The favoured direction was quarterly sessions hosted at different manufacturing premises, taking the Forum “on the road” to include factory tours and genuine peer exchange. Formats will be shaped by attendees and could include peer roundtables, workshops, specialist speaker sessions, and practical problem‑solving discussions — all designed to support the sector’s priorities as they evolve.

There’s also tangible support already on the table. The Forum is kindly sponsored by Huddersfield Business School, who have committed to supporting forum members through fully funded places on their Help to Grow: Management Programme starting in September. For many SMEs, that kind of support can be transformational — strengthening leadership capability, improving strategic planning, and helping businesses scale sustainably.

Another major opportunity for the sector was also announced: the launch of the Manufacturer of the Year Award as part of the Wakefield Business Awards. Entries for the Wakefield Business Awards open on 11th May, with the main awards event taking place at WX Wakefield on Thursday 12th November. For manufacturers, it’s a powerful chance to step into the spotlight — not just to celebrate success, but to build credibility and visibility in a way that supports growth.

Benefits of entering the Wakefield Business Awards (including Manufacturer of the Year) include:

• Independent recognition that boosts credibility with customers, suppliers and partners
• Greater visibility and PR value, strengthening your profile in the district and beyond
• Employer brand impact — helping attract talent by showcasing what makes your business a great place to work
• Team motivation and retention, by celebrating achievements and giving people pride in what they’ve helped build
• A stronger platform for growth, supporting bids, partnerships, and even funding conversations where credibility matters

Ultimately, though, the biggest message from the launch is simple: the Forum will be as strong as the manufacturers who shape it.

If you’re a manufacturer in the Wakefield District, getting involved isn’t just about attending a meeting. It’s about gaining access to a trusted peer network, shaping the talent pipeline conversation, strengthening local supply chain links, learning what’s working elsewhere, and ensuring the needs of the sector are heard clearly and consistently. In a landscape where skills, sustainability and competitiveness are moving targets, the businesses that collaborate are often the businesses that move faster — and with more confidence.

The steering group is now inviting all Wakefield District manufacturers to register interest for the next session. To find out more, or to get involved, contact Claire@wearewakefield.org.uk.

View the launch event GALLERY (Photos by Chris Whittam Photography) 

There is a quiet but powerful economic movement unfolding across the Wakefield District — not driven by any single organisation, institution or initiative, but by the collective strength of hundreds of businesses choosing to collaborate rather than compete. The latest membership survey, alongside the newly completed Impact Report, provides the clearest picture yet of just how transformative this approach has become.

Over the past year, We Are Wakefield members have generated millions of pounds of value directly through the connections, partnerships and opportunities made within the network. The survey reveals that more than a quarter of members gained between £1,001 and £5,000 of business from WAW relationships, while many others achieved far higher returns, with almost one in five securing up to £10,000 and a further portion exceeding £25,000. These gains are not isolated wins — they demonstrate a pattern of meaningful, commercially valuable relationships forming across the district.  

Equally influential is the shift toward local supplier use. Nearly a third of respondents reported savings by choosing fellow members for services, ranging from moderate reductions in operational costs to major efficiencies worth several thousand pounds. For others, the survey highlighted that while they may not yet have needed new suppliers, the confidence and intention to “buy local” has never been stronger. This movement is already reshaping the district’s supply chains, keeping money circulating where it has the biggest impact: right here at home.

This commitment to local procurement is mirrored by We Are Wakefield itself. In the last 12 months, the organisation reinvested more than £64,000 directly into local suppliers through event delivery alone — from hospitality and venues to creative services, technical support and logistics. Not only does this strengthen local businesses operationally, but it reinforces a deeper belief that Wakefield businesses deserve a platform to showcase their expertise.

When all of this activity is combined — the business generated, the savings made, the collaborations formed and the supply chains strengthened — the total measurable economic value of the We Are Wakefield community stands between £4.2 million and £5.8 million per year. Put simply, the members of We Are Wakefield are collectively generating the equivalent of £11,500 to £15,800 of economic impact every single day. And because these figures only capture measurable returns, the real impact is almost certainly even greater.

Wakefield’s business landscape is changing because its businesses are choosing to change it together. Every collaboration, every local supplier switch, every introduction made across a crowded WAW event is part of a bigger story — a story of a district shaping its own economic future from the ground up. The We Are Wakefield community is proving that when businesses invest in one another, the whole district becomes stronger, more resilient and more prosperous. 

Behind these numbers are hundreds of stories of growth: partnerships that have become long-term alliances, introductions that turned into transformative opportunities, and businesses that have found not only financial success but a sense of belonging and shared purpose. Members talk about growing their confidence, expanding their visibility, learning from one another, and feeling deeply supported by a community that genuinely wants to see them succeed. The economic impact is powerful — but the cultural impact may be even more significant.

It is the voices of members that reveal the deeper impact of We Are Wakefield. Many talked about the sense of belonging they have found — a business community where people genuinely want to see one another succeed. Some shared how the network has helped rebuild confidence or fill the isolation that often comes with running a business. Others described the vibrant atmosphere at events, where new faces mix with familiar ones and meaningful conversations spark new ideas, partnerships and opportunities.

Members consistently spoke about visibility, shared learning, supportive relationships, and the feeling of being part of something bigger. For many, We Are Wakefield is not just a place to meet potential clients — it is a community that champions them, challenges them and celebrates them.

Thank you to every member who contributed to the survey and to every organisation that continues to collaborate, connect, support and champion local enterprise. Your impact is profound, measurable and inspiring — and it is reshaping the Wakefield economy in real time.

A full impact report will be produced from the findings of the recent survey and made available in due course.

The Wakefield business community came together on 10^th March for one of the district’s largest and most dynamic business events, as 84 organisations—spanning corporates, manufacturers,

SMEs, start‑ups, and charities—exhibited at the annual Wakefield Expo. The event delivered a full day of networking, business development opportunities, and community engagement, reinforcing Wakefield’s position as a thriving hub for enterprise.

Held at the heart of the district at WX Wakefield, the Expo attracted strong footfall throughout the day, providing exhibitors with a continuous stream of visitors and high‑quality conversations that translated into new leads, active pipelines, and future collaboration opportunities.

Driving Growth for Local Businesses and Charities

The Expo demonstrated the strength of Wakefield’s business ecosystem, offering a platform for organisations of all sizes and sectors to:

• Showcase their services and innovations
• Build new commercial relationships
• Increase brand visibility within the district
• Engage directly with customers and stakeholders
• Strengthen collaborations with the third sector

Local charities also benefited significantly from the opportunity to raise awareness, build partnerships, and connect with supporters and corporate allies, reinforcing the event’s inclusive and community‑focused approach.

Community Spirit at the Centre

A hallmark of Wakefield’s business landscape is its strong sense of community, and this was clearly evident throughout the event. Businesses from across the district were joined by organisations travelling from further afield, creating a collaborative environment where knowledge-sharing, mutual support, and partnership-building took centre stage.

The event also benefited from some fantastic contributions that enriched the visitor and exhibitor experience, including two uplifting performances from the We Are Wakefield Pop Choir made up of We Are Wakefield members led by Jenna Fan of Fanfare Music. Cheers of appreciation filled the space after Tracy Carpenter of Mint HR dazzled with a solo part in the choir’s rendition of Sweet Child O’ Mine!

Support Underscores Importance of the Expo

The Expo received formal civic endorsement when the Mayor of Wakefield opened the event and spent time meeting exhibitors. The Mayor’s presence highlighted the significance of the Expo as a driver of economic activity and a platform for showcasing the innovation and resilience of local enterprises.

Exhibitor Engagement and Innovation

Interactive engagement proved a major part of the event’s success. Among the standout activations was the creation of attendee caricatures by Databrain Solutions, darts with the Prince of Wales Hospice and robots from Hospitable Automation, to name but a few.

Sponsors Bluestone, Elis and Huddersfield Business School also contributed to the programme through on‑stage conversations, sharing insights into why supporting the business community is vital for the region’s economic growth. Their participation underscored the collective investment in ensuring Wakefield continues to prosper.

Digital Impact Extends the Expo’s Reach

Following the event, social media activity surged, particularly on LinkedIn, where exhibitors and attendees shared reflections, photos, and success stories. This online momentum has extended the Expo’s visibility far beyond the venue itself, amplifying the achievements of participating organisations and highlighting the vibrancy of Wakefield’s business network.

A Seamless Event Delivered by a Dedicated Team

The Expo was delivered by a committed operational team who ensured that exhibitors and visitors received a high standard of support throughout the day. From logistics to stage management and exhibitor care, the team’s attention to detail contributed significantly to the event’s smooth running and positive outcomes.

Looking Ahead

Given the strong attendance, positive feedback, and tangible business outcomes, the venue has been booked for Wakefield Expo 2027 and plans for next year’s Expo are underway. The continued success of this event reinforces We Are Wakefield’s importance as a catalyst for economic growth, community connection, and regional pride.

View some of the images from the day below or head over to the Wakefield Expo website for the full photo coverage by Kraft Media 

Tuesday 11th February saw the return of one of our most popular fundraising and networking events—the We Are Wakefield Hospice Quiz Night—and what a night it was! Hosted at the always welcoming Hickory’s Smokehouse in Horbury, the evening was a sell-out success, bringing together businesses, friends, and supporters for great food, friendly rivalry, and lots of laughter.

A Defeat for the Defending Champions!

With 12 teams stepping up to compete, anticipation was high—especially with the two-time reigning champions, a powerhouse collaboration between Solupak and Juice Personnel, back to defend their crown.

But, as every great quiz night reminds us, anything can happen!

After a tense series of rounds and a handful of tie-break moments, Handelsbanken emerged victorious, proudly taking home the coveted trophy and proving that no dynasty lasts forever!

A Feast Fit for Champions

Hickory’s served up an incredible Smokehouse buffet featuring ribs, chicken, brisket, and corn. It was a feast that matched the atmosphere—big flavours, big portions, big smiles. Quizzers tucked in happily before battling it out on the scoreboard.

Laughs, Tie-Breakers, and a Top-Notch Host

The delightful Darren Byford returned as host, keeping the room energised with his trademark humour and charm. Rounds were close, spirits were high, and more than one team found themselves biting their nails during tense tie-breakers.

A special moment came when the room broke into a chorus of Happy Birthday for Duncan from Concept Recruitment, celebrating a milestone birthday that added to the joyful buzz of the evening.

Top Performances & Team Spirit

• Best Team Name: Mintally Unstable by the ever-creative Mint HR team.
• Round Winners: A strong collaboration between Prosper Accountancy and Charlotte Hall Travel Counsellor, who managed to clinch three of the rounds!
• Sell-Out Event: Every seat taken, every team fired up, every moment full of fun.

Who Took Part?

A huge thank you to all the organisations who joined in and helped make the night such a roaring success:

• Chadwick Lawrence
• Mint HR
• Made By Bramble
• Workspace Office Furniture
• The Northern Badge Company
• Charlotte Hall Travel Counsellors
• Prosper Accountancy
• Concept Recruitment
• DAK Training
• McManus Consulting
• Prosperity Wealth
• Cohorrt – Your Sales Sorted
• Thornhill Insurance
• Defending champions: Solupak & Juice Personnel
• Winners: Handelsbanken

Your energy, enthusiasm and generosity created a night to remember.

A Partnership with Purpose

This event is a proud collaboration between We Are Wakefield and Wakefield Hospice, designed to bring the business community together for an evening that blends fun, networking, and just the right sprinkle of competition. Every smile, every ticket sold, and every cheer helps support a vital local cause.

£290 was raised from the sale of raffle tickets on the night.  Thanks to all that contributed! 

See You in June!

If you missed out this time (or can’t wait for round two!) keep your eyes peeled… the next quiz night is expected in June, and if this event was anything to go by, you’ll want to book early!

A huge thank you once again to everyone who supported, participated, and made the night unforgettable.
Team spirit, great food, friendly competition—the perfect We Are Wakefield blend!

We Are Wakefield is pleased to announce the appointment of Jonathan Scott, Director at Northern Media, to the We Are Wakefield Board.

Jonathan joins the Board with a strong background in marketing strategy, sales, and performance-driven campaigns, bringing expertise that will support We Are Wakefield as it enters its next phase of growth.

Strengthening Marketing and Strategic Capability

A goal-orientated marketing professional, Jonathan is passionately focused on achieving the strongest possible return on investment. He works closely with clients to gain a thorough understanding of their objectives and aligns marketing strategies directly to business goals—an approach that closely reflects We Are Wakefield’s commitment to meaningful, measurable impact.

His experience spans strategic planning, budget management, and campaign delivery, alongside detailed evaluation using a wide range of KPIs including Google Analytics, keyword rankings, call traffic, social media performance, PR reach, lead generation, and conversion metrics.

Joining a Strong and Diverse Board

Jonathan joins an established and diverse We Are Wakefield Board, bringing together senior leaders from across business, education, professional services, and the public sector. The Board includes:

• Sylvie Giangolini, Chair – Managing Director of Hako Machines
• Helen McDonald, Vice Chair – Managing Director of Solupak
• Clare Thornton, Managing Director of Thornton Jones Solicitors
• Peter Molyneux, Treasurer – Estate Director at The Nostell Estate
• Debbie Lee, Employer Engagement Manager at Heart of Yorkshire Education Group 
• Lucy Newton, Economic Place Manager at Wakefield Council (Advisor to the Board)

Together, the Board provides strategic leadership and guidance to ensure We Are Wakefield continues to champion the district and deliver impact for its partners and stakeholders.

A Warm Welcome

Claire Sutherley, Managing Director of We Are Wakefield, said:

“Jonathan’s appointment is a fantastic addition to the We Are Wakefield Board. His depth of experience in marketing strategy and his strong commercial mindset will be incredibly valuable as we continue to grow the organisation and demonstrate impact for our partners and the wider district. I’m really looking forward to working closely with him as we shape the next chapter of We Are Wakefield.”

Sylvie Giangolini, Chair of We Are Wakefield, added:

“Jonathan brings a skill set that complements the existing strengths of the Board perfectly. His strategic insight and data-led approach will help ensure our activity remains focused, effective, and aligned with our long-term vision for Wakefield. We are delighted to welcome him to the Board.”

Looking Ahead

Reflecting on his appointment, Jonathan Scott said:

“I’m honoured to have been invited to join the WAW board. Claire, the board and our ambassadors have played a key role in driving the progress of WAW, so it’s great to be part of such a fantastic local success story. I hope that my background in sales and marketing will help support Claire and WAW during our next phase of growth.”

Jonathan’s collaborative approach, combined with his focus on insight, performance, and return on investment, will help strengthen We Are Wakefield’s marketing strategy and communications as the organisation continues to champion Wakefield as a place to live, work, visit, and invest.

We are delighted to welcome Jonathan to the Board and look forward to the contribution he will make to We Are Wakefield’s continued success.