Mid-market Member views
Matthew Ayres Group Managing Director Bennie Group
environment that often talks about growth while adding layers of control, compliance and cost. As businesses scale, the impact of red tape becomes more visible. Requirements that may feel manageable in isolation begin to compound, particularly for companies that are growing quickly but do not yet have the infrastructure of a large corporate. As a fourth-generation family business, our long-term view is a real strength. Decisions are made not just for the financial year, but with future generations, employees, customers and local communities in mind. That stewardship mindset is powerful, but it also makes it frustrating when leadership time is pulled away from commercial activity, customer service and investment into managing process and compliance. Scaling for us is not simply about getting bigger. It is about building a stronger group that can continue to invest, employ local people, serve customers well and remain true to the values that have carried the business for more than 90 years. The question is simple: how much more could family businesses deliver if we took a more common-sense approach to regulation and red tape?
issue is not a lack of ambition; it is the volume of complexity that sits between ambition and delivery. The UK remains an extraordinary place to build a business. We benefit from stability, opportunity and a strong entrepreneurial culture. But that sits uncomfortably alongside a policy
Running a business is never easy, but scaling a family business brings a particular set of challenges. Over the last couple of years, as we have reshaped and grown The Bennie Group, what has struck me most is how much leadership time is absorbed by barriers that do not add value. For mid-market firms, the
FBUK Issue 8 18
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