Februaryy 2026 CorporateVision The future of better business Featuring: Lemonade HR: Professional and Practical HR Advice for Developing SMEs The Computer Clinic Bicester: Going the Extra Mile with Managed IT Support in Bicester
AI Global Media, Ltd. (AI) takes reasonable measures to ensure the quality of the information on this web site. However, AI will not assume any legal liability or responsibility for the accuracy, correctness or completeness of any information that is available through this web site. If errors are brought to our attention, we will try to correct them. The information available through the website and our partner publications is for your general information and use and is not intended to address any particular finance or investment requirements. In particular, the information does not constitute any form of advice or recommendation by us or any of our partner publications and is not intended to be relied upon by users in making or refraining from making any investment or financial decisions. Appropriate independent advice should be obtained before making any such decision. Any arrangement made between you and any third party named in the site is at your sole risk and responsibility. Welcome to the February 2026 issue of Corporate Vision Magazine. A monthly publication dedicated to delivering the latest insight and news from across the corporate landscape. Offering updates on upskilling, AI tools, health and wellbeing processes, HR advice, wealth management services, IT support, and outstanding higher education software, this month’s instalment of Corporate Vision is a shining example of progression. We take great pride in presenting our award winners and the news pieces within our issues, and we hope you enjoy perusing this assortment of articles. As always, we look forward to welcoming you back for more in March. Sofi Parry, Senior Editor Website: www.corporatevision-news.com Editors Letter Editorial Team Sofi Parry, Senior Editor | Kita Thomas, Writer | Joshua Beardsmore, Writer Design Team Emma Hunt, Creative Team Manager | Lauren Baldwin, Graphic Designer
Contents 4. News - Two thirds of parents’ back apprenticeships over degrees as first choice route after school - Made Smarter skills programmes to help Yorkshire manufacturers build AI-ready leaders 6. Iain Laws, CEO Everywhen, predicts increased focus on personalised health and wellbeing benefits to maximise commercial success 7. Wellbeing Trends for 2026: AI therapy, the rise of rest and why prevention is becoming the missing link for UK businesses 8. Lemonade HR: Professional and Practical HR Advice for Developing SMEs 9. Zoe Financial: Make Wealth Management Simple with Zoe 10. Thesis Systems UK Ltd Thesis SM’s Ongoing Success Leads the Way 11. The Computer Clinic Bicester: Going the Extra Mile with Managed IT Support in Bicester
Corporate Vision Two thirds of parents back apprenticeships over degrees as first choice route after school Almost two thirds of parents would rather their child pursued an apprenticeship over going to university, new research has revealed. Data from BAE Systems’ annual Apprenticeship Barometer found that 63% of parents said they would prefer their child to choose an apprenticeship over a degree after school, as families increasingly weigh up their child’s best route into longterm careers. The barometer, which coincides with National Apprenticeship Week (9-15 February) surveys 1,000 young people aged 16–24 and 1,000 parents of the same age group to understand their views on education, training and pathways to career success. Parental sentiment is mirrored among young people, with nearly two-thirds of 16–24-year-olds (62%) saying they would be likely to consider an apprenticeship as an alternative to university. This reflects a growing awareness of apprenticeships as a pathway into a successful careers compared to the 2025 results. Financial incentives ‘Earning while learning’ has become significantly more important to young people, with 79% ranking it as one of the most important factors when choosing a future career, up from 54% last year. This highlights the increasing appeal of apprenticeship routes for families facing rising financial pressures and young people wanting to start building their personal finances whilst obtaining qualifications for life-long careers. Apprenticeships still have a perception gap Four in five parents (79%) agree apprenticeships should carry the same respect as university degrees. However, just over half (55%) of young people believe apprenticeships are as respected as university degrees, suggesting that while interest is growing, perceptions of apprenticeships can still vary depending on the environment and advice young people receive. In contrast, parents and young people are broadly aligned on the outcomes that apprenticeships can deliver. More than eight in 10 parents agree that apprenticeships should offer the same long-term career progression (82%) and earning potential (84%) as degrees, and that employers should value both routes equally (83%). Young people echo that confidence, with 82% agreeing apprenticeships can lead to well-paid careers and help people build valuable experience early on. Job Security Alongside ‘earning while learning’, job security is also rising up the agenda, with 80% of young people saying it was an important factor when choosing an apprenticeship, compared to 28% the year before. 66% prioritise avoiding student debt, alongside strong demand for meaningful work (82%). Awareness Encouragingly, awareness of apprenticeships also appears to be improving: 63% of young people said they were well informed about apprenticeship opportunities in their field of interest, up from 44% the year before. However, among parents, awareness remains uneven. Three-quarters (74%) said schools and colleges place greater emphasis on university routes than apprenticeships. While 67% of parents say they understand how apprenticeships work, fewer than half (41%) feel there is enough clear information for families, showing there is still work to do to improve visibility and guidance. Richard Hamer, HR Director of Education and Skills at BAE Systems, said: “It’s clear from this year’s Apprenticeship Barometer that families across the country are thinking very carefully about career pathways and how to navigate the challenges and opportunities in front of them. It’s hugely encouraging to see apprenticeships being increasingly considered, alongside university degrees, as an attractive route into skilled jobs, gaining qualifications and achieving long-term careers. “As a national leader in apprenticeships, we’re aware of the thousands of options currently on offer across the UK and strongly encourage those interested to get in touch and find out more about these valuable opportunities.” BAE Systems expects to recruit more than 1,100 apprentices in the UK this year, with most roles based in the North of England, alongside other opportunities in the South of England, Scotland and Wales. Successful candidates will support major programmes critical to national security, including next generation combat aircraft, submarines and warships, as well as growing capabilities in cyber and space. More than 6,800 young people are currently in training across the Company’s UK operations, including around 5,100 apprentices and 1,700 graduates and undergraduates. Since 2020, the Company has recruited more than 10,000 apprentices, graduates and undergraduates whilst investing over £1bn in education and skills to strengthen the UK’s industrial skills base. Applications for the BAE Systems 2026 apprenticeship intake are now open. This window will close when a sufficient number of applications has been received, no later than the end of February 2026. Find out more and apply: careers.baesystems.com/ earlycareers
News Made Smarter skills programmes to help Yorkshire manufacturers build AI-ready leaders Fully funded Leadership and Digital Champions courses to drive productivity, growth and digital transformation New digital skills courses are aiming to help SME manufacturers in Yorkshire embrace and capitalise on AI to boost productivity and drive growth. Made Smarter Yorkshire & Humber is offering fully funded training to help companies develop leadership capability as advanced technologies become increasingly central to competitiveness and innovation. The government-backed digital adoption programme is inviting manufacturing SMEs to register their interest in two forthcoming complementary skills programmes, Digital Manufacturing Leadership (Digital Leaders) and Digital Manufacturing Champions (Digital Champions), which support businesses at both strategic and operational level with digital transformation. Digital Leaders focuses on equipping senior managers with the strategies and skills to adopt cutting-edge digital technologies and lead organisational change. Meanwhile, Digital Champions is designed to equip engineers and operational leads with the practical skills and confidence to successfully drive digital adoption and business growth. The next programmes will see Digital Manufacturing Champions in Leeds and Digital Manufacturing Leadership in York, both starting on Wednesday 4 February. The courses, which are delivered over eight and nine weeks respectively, blend faceto-face workshops, online webinars, and a manufacturing site visit to technology adoption in action. Delivered by a team of experts at Sheffield Hallam University, the programmes draw on expertise from across its business, technology and engineering schools, providing participants with practical insights into how digital manufacturing technologies, including artificial intelligence, robotics and 3D printing, are applied in real-world settings. Participants also gain access to the university’s manufacturing and engineering labs and are supported in developing a bespoke, tech-enabled business strategy, helping them connect leadership development with wider Made Smarter support such as digital internships, technical advice and capital investment grants. Since 2021, 88 manufacturing businesses from all four corners of the region, spanning sectors including pharmaceuticals, furniture, energy and environmental technologies, have built digital leadership capability through these courses. In Hull and East Yorkshire, participants have included GMP Manufacturing, a leading UK contract drug manufacturer, alongside Teal & Mackrill, manufacturers of marine and agricultural paints and varnishes, and The Water Hydraulics Company, producers of pumps, motors, valves and power packs for industrial applications. Deepu Mathews Chirappuram, Head of Automation for GMP Manufacturing, said: “The programme has strengthened my leadership capability and given me the confidence to drive meaningful digital initiatives, ensuring the business remains competitive and agile in an increasingly technology-driven industry.” Robert Steadman, Engineering Manager for The Water Hydraulics Company, said: “The programme has already given me practical tools and frameworks to think strategically about technology adoption and change management. We’re starting to apply these insights in the business, and I can already see the potential for improved efficiency and growth.” From North Yorkshire, manufacturers have included Additive X, a Ripon-based 3D printing technology solutions provider, and Treske Furniture, a Thirsk-based manufacturer of high-quality hardwood furniture. Jo Young, Managing Director for Additive-X, said: “Transformation used to sound like one huge, overwhelming project. Now I see it as a series of manageable steps. The programme has helped me be better at my job, and it will be the most successful digital project I have implemented in my 20-plus years of running Additive-X.” In West Yorkshire, participants have included Trust Electric Heating, a Leeds-based manufacturer of electric radiators, while South Yorkshire has been represented by Andel, a Barnsley-based manufacturer of specialist leak detection, flood defence and environmental protection systems. Dr Marshall Booth, Technical Director for Andel, said: “One of the most valuable aspects of the course was not just the new processes and project management skills we were introduced to, but the focus on staff engagement. Helping people get on board with change, especially when they have been working in the same way for more than 20 years, can be the biggest challenge when making significant changes.” Kostas Charalampous, Installations Manager at Trust Electric Heating, said: “It gave me practical tools to improve communication, decision-making and team engagement, which I’m already putting into practice on site and within the wider installations team.” While both programmes focus on AI, robotics and digital technology, the real impact is on people, according to Vincent Traynor, Associate Professor of Change Leadership at Sheffield Hallam University. “We support leaders at every level of a manufacturing business, from senior decision-makers to those on the shop floor, helping them learn from others and build the confidence needed to lead change successfully,” he explained. “The programmes are designed to be flexible and realistic for busy manufacturing businesses, giving delegates the space to step back, reflect on the bigger picture and share ideas with peers facing similar challenges.” Jessica Armitage, Programme Manager for Made Smarter Yorkshire & Humber, said: “Over the past five years, these programmes have shown just how powerful the right skills and leadership support can be for manufacturing SMEs. We have seen businesses grow in confidence, improve communication between leadership and the factory floor, and move from talking about digital transformation to actually delivering it. “January is an ideal moment for manufacturers to kick start their digital transformation, particularly as technologies like artificial intelligence become central to productivity and competitiveness.” With new cohorts launching soon, manufacturers are encouraged to register their interest via the Made Smarter Yorkshire & Humber website or contact their local Business Relationship Manager directly to discuss course schedules and secure places.
Feature Iain Laws, CEO Everywhen, predicts increased focus on personalised health and wellbeing benefits to maximise commercial success Iain Laws, CEO health & benefits, Everywhen predicts an increased focus on personalised health and wellbeing benefits for businesses to maximise opportunities for their commercial success in 2026. Iain Laws says: “Companies face a multitude of challenges, including economic, tech and managing a multi-generational workforce, but these bring opportunities too, and with the right support, companies can thrive.” Personalised benefits Firstly, a progressive shift towards more personalised and flexible benefits packages is anticipated. Employees increasingly seek benefits that cater to their unique needs and lifestyles, and employers will need to adapt to remain competitive in attracting and retaining top talent. This is likely to include a greater emphasis on mental health support, meaningful financial wellness programmes, and family orientated flexible working arrangements. Technology Technology will continue to play a crucial role in the evolution of employee benefits to enable personalisation, meet employee expectations and reach increasingly diverse working locations. From AI-driven tools that help employees choose the most suitable benefits for their situation to platforms that streamline benefits administration, the integration of technology will make it easier for both employers and employees to manage and optimise the value of their benefits packages. Sustainability Sustainability and corporate social responsibility will become more important in the benefits landscape. Employees increasingly seek employers who prioritise environmental and social issues, and this will likely lead to the inclusion of benefits that support sustainable living and community involvement. Focus on older employees As the workforce continues to age, there is likely to be an increased focus on benefits that support older employees. This is likely to include enhanced retirement planning resources, health and wellness programmes tailored to older workers, and initiatives that encourage knowledge transfer and mentorship between generations. Employers who understand the needs of their workforce, focus their benefits on specific demographics and make them relevant, will find their support has the greatest impact. In 2026, this is likely to include greater support for mental health and gender-specific issues. SMEs offering a wider range of benefits SMEs will need to compete with large corporates for talent in 2026 and that talent will expect more. There will be a need, therefore, for SMEs to offer holistic health and wellbeing benefits that are more wide-ranging than ever before. With the available benefits continuing to expand, this need will be supported by the industry. Value for money will drive decisions In 2026, more health and wellbeing decisions will be driven by value for money. As employers feel the impact of cost constraints, they will look for value for money from the support they offer. Metrics that show utilisation of benefits, improvements on absence, greater productivity and other business advantages, will be invaluable. Absence management The Government’s focus on improving economic inactivity, evidenced by supporting the Keep Britain Working Review, coupled with poor productivity results in the UK, will drive focus on absence management. Support within group risk products - group income protection, group critical illness and group life assurance – will be utilised more than ever to support returns to work. Employers will also make the most of the preventative support within these benefits, aiming to detect and avert health conditions before they become a bigger issue. Iain Laws concludes: “Although there will be challenges for businesses in the UK, it is vital that there are clear objectives for the health and wellbeing support to benefit both the individual employee and the business as a whole too.” For further information please visit www.everywhen.co.uk
February 2026 | 7 Wellbeing Trends for 2026: AI therapy, the rise of rest and why prevention is becoming the missing link for UK businesses By Vicky Walker, Chief People Officer, Westfield Health Every year, new wellbeing trends appear promising to change how we live and work. However, changes in how people think about wellbeing suggests 2026 might be different. Despite our 2025 Workplace Wellbeing Survey showing workers are becoming more health-conscious, long-term sickness is rising and NHS waiting list remain stubbornly high. In workplaces across the UK, employees are beginning to turn to new tools, new habits and, in some cases, surprising substitutes for traditional solutions. At the same time, businesses strive to keep their teams healthy, productive and engaged despite increasing pressures. Three themes stand out this year: the rise of AI therapy, the everyday integration of rest, and a renewed focus on prevention. Together, they paint a picture of a workforce searching for stability, clarity and accessible support, yet also highlight where businesses can enhance their wellbeing offering. Therapy in your back pocket? The rise of AI counselling Following the yearly growth of online therapy, the rise of generative AI tools could well make 2026 the turning point as AI counselling goes mainstream. People are increasingly turning to generative AI tools as informal counsellors, as research shows. Data from the Digital Therapeutic Alliance found people using chatbots to manage mental health problems, explore their identity and gain basic mental health literacy. This data is backed by hundreds of Reddit threads detail their positive experiences with AI as their ‘non-judgemental companion’. For many, it feels accessible and emotionally available in a way traditional services sometimes aren’t. But there are risks. AI tools often reinforce the user’s own beliefs, creating an echo chamber without proper therapeutic direction. There’s also a growing misconception that AI is fully objective when, in reality, these tools reflect the limitations and biases of the data they’re trained on. That being said, employees experimenting with AI for wellbeing isn’t inherently a bad thing. It shows a desire for support that is immediate, affordable and stigma-free. The opportunity for employers is to recognise this need and signpost safe alternatives. Clear guidance, routes into accredited mental health support and education around how AI should be used can help employees take the right steps for their wellbeing. Everyday integration of rest and wellness Rest has quietly become one of the biggest wellbeing priorities for 2026. Searches for sleep supplements, recovery routines and Seasonal Affective Disorder (SAD) lamps are on the rise, and according to the Mental Health Foundation, 38% of people now say sleep is a key part of taking care of their mental wellbeing. Even in the fitness world, rest days are having their moment. The average gym-goer now takes around 2.5 rest days per week, and 69% go to the gym specifically to improve sleep. This shift goes beyond resting by doing nothing. It’s about intentional, active recovery. People are moving away from habits like ‘doomscrolling’ or ‘bed rotting’, which temporarily comfort but do little to support longterm wellbeing. Instead, there’s a growing preference for restorative activities such as being in nature, stretching, light movement and short breaks that reset the mind. For businesses, this trend is a practical opportunity. Creating space for employees to rest during the day, offering flexible schedules, or integrating short workouts and walking meetings into the workplace culture can help people feel more alert, more engaged and more resilient. These interventions are simple, low-cost and proven to boost concentration and mood. Preventative healthcare goes mainstream Perhaps the biggest trend shaping workplace wellbeing that will continue to develop is the shift towards preventative health. As NHS waiting lists remain high and long-term sickness continues to cause absence, employees are in greater need of support from their workplace that helps them avoid health issues, not just medicate them. Businesses must recognise the crucial role they play; they understand their people better than any government can. Therefore, they hold the most agency over improving employee wellbeing – and the key is in a tailored approach that doesn’t rely on government provision. By providing early intervention, accessible wellbeing support and educating on healthy habits, minor issues are prevented from snowballing and employees can look forward to a healthier future. Beyond the moral duty, there is also a clear business case for preventative healthcare, as it facilitates greater productivity and a strengthened workplace culture. The data is clear: employees with high wellbeing report half as much absence and two-thirds less presenteeism. Private healthcare: looking ahead As these trends coincide among both consumers and businesses, more employees are looking for timely treatment and proactive support. According to Google Trends data, searches for private healthcare have been rising over the past 18 months, and many people feel increasingly worried about accessing NHS care when they need it. This is where employers can make a meaningful difference. Health cash plans, mental health support, fast access to treatment and corporate fitness services are becoming essential tools for retention and engagement. With job security wavering and many employees jobhugging to protect their benefits, the reassurance strong health support provides is often a deciding factor in whether someone stays. The organisations that thrive won’t be the ones offering the most perks. They’ll be the ones that understand their people and meet them where they are. Prevention, not reaction, is how we get there, and private healthcare is becoming the missing link that makes it possible. It helps employees receive early treatment, supports prevention and relieves the pressure that poor health places on teams. Most importantly, it signals that an organisation genuinely cares.
Corporate Vision Professional and Practical HR Advice for Developing SMEs HR is a crucial aspect of any business, and yet, particularly for smaller businesses, it can often feel overwhelming. Through the fractional HR services and employment law support it provides to SMEs in the UK, Lemonade HR takes the hassle out of these areas, replacing this distraction with the clarity and confidence business owners and leaders need to run and grow their operations. Named the Best Outsourced HR Partner 2026 – UK in this feature, we caught up with Carol Smith, the woman behind this HR consultancy in Hertfordshire, for more on its HR support for SMEs. After spending 20 years developing her HR knowledge and skills across major brands such as Buyagift, Philips, and American Express, Carol Smith recognised the value she could add to smaller organisations across the UK. Establishing Lemonade HR in 2023, the day-one purpose of the consultancy was simple: to give access to practical, compliant, and grounded HR support without the cost or complexity of hiring and managing an in-house HR team. After all, the point of HR is to help and empower, not hinder and create uncertainty. “Guided by fairness, professionalism, and integrity, we work closely with businesses to make sure that their people decisions are not only legally sound, but sensible, ethical, and right for the organisation.” Under Carol’s expert guidance, what Lemonade HR delivers is experienced-based, hands-on HR leadership, not the generic advice or off-the-shelf solutions that many HR consultancies offer. The practical approach it delivers can be accessed in a few different ways – on an ad-hoc basis, as a retained service, or on a project-to-project basis. Regardless of the nature of the support requested, Lemonade HR sees that any issues are dealt with early and without escalation, giving businesses peace of mind concerning their handling of people. The challenges this work brings are welcome in Carol’s eyes, as she is motivated by helping leaders to navigate complex situations by finding a solution that is fair and practical. Carol explained: “I really enjoy working alongside business when the path forwards isn’t immediately clear – bringing structure, perspective, reassurance, and ultimately helping them to feel as though they are back in control of their people-related decisions.” Recently, Carol has had plenty of opportunities to do exactly this with her diverse clientele. Across many of the newest projects Lemonade HR has carried out in the realm of HR for SMEs, the common trend has been helping businesses to get ahead of their people challenges, rather just reacting to them. This has led Carol to take on projects including driving performance and accountability for a client, supporting a business’ people practices as its reach and services grew, and helping an organisation to reduce risk and any future disruptions by putting preventative HR foundations in place at every level of the business. “Lemonade HR played a key role in helping us establish and scale our UK business. Their calm, practical approach gave us the confidence that our people practices were being built properly from day one.” Support of the calibre provided by Lemonade HR is becoming increasingly valuable to employers of all shapes in and sizes across the UK, as it can often feel as though the goalposts are always moving in the HR and employment landscape, with the balance that has to be struck between legal obligation and commercial pressure becoming harder to achieve. Carol and Lemonade HR empower their people to reach this target by helping them to focus on the developments that impact their businesses. Carol commented: “For Lemonade HR, this evolving landscape reinforces the value of senior, practical HR support that helps organisations adapt, stay compliant, and build workplaces that are both resilient and fit for the future.” Accessing this HR support when situations feel sensitive or complex often makes all the difference, and this is something Carol’s clients have experienced first-hand, with their ability to separate emotion from evidence and make balanced, confident decisions forever changing their companies. Simply put, it all boils down to this: HR is not a cure, it is all about prevention. In helping businesses to stay ahead of their issues and avoid unnecessary stress, it instils a much-needed sense of calm in a sea of noise. With Lemonade HR, all of this is just a few clicks away, and the relationship that will nurtured between Carol and a business leads to an experienced and trusted HR partner being on hand whenever this guidance is needed. It is thanks to this that Lemonade HR has been recognised in this feature. Contact: Carol Smith Company: Lemonade HR Web Address: https://lemonadehr.co.uk/
February 2026 | 9 Founded by the trailblazer Andres Garcia-Amaya, CFA, Zoe was established to solve the inefficiencies within the wealth management industry and put the needs of its clients first. The influence of Andres, who is also Zoe’s CEO, can be seen through every element of the firm, and it is he who personally vets every advisor to join the network accessible to clients through the aforementioned marketplace. He also spearheaded the creation of the Zoe Wealth Platform, for which Zoe has received its title in this feature. Offering cutting-edge custodian, cashiering, and investment capabilities in one place, the Zoe Wealth Platform offers automation, direct indexing capabilities, and multi-manager models to deliver a personalised investment strategy and a white-glove service to every client, regardless of their portfolio size. Complementing this is an all-in-one dashboard to allow clients and advisors to monitor performance, whilst Salesforce integration helps to simplify client onboarding. In short, this makes smart investing solutions more accessible. Thanks to Zoe, it is no longer necessary to cobble together singlepoint solutions to make a business run, as its end-to-end platform allows everything to be performed in one place, from portfolio rebalancing to custodial duties. Such a capability, combined with the task delegation of Zoe’s teams, helps to unlock real business growth. Anna explained: “Zoe combines all the solutions in a seamless experience that reduces administrative headache and operational strain for advisors.” This allows advisors to scale whilst improving client outcomes. Returning back to Zoe’s mission, which it values above all else, success is measured directly against this, translating into some interesting differentiators for the firm. For example, its advisors are compensated via a revenue-sharing model as opposed to the traditional pay-per-lead format, and users of the platform are not required to pay a subscription fee, with the firm instead compensated with a percentage of the assets managed. As a result, Zoe is tied directly to the success of its advisors and their clients in a way that its competitors are not. “At Zoe, we understand that wealth management deals with the life savings and life’s work of our clients. We treat our work with the gravity it deserves and build our culture around it.” A successful Series B funding of $30 million will see the platform continue to embody Zoe’s mission on a daily basis, preserving it through a series of innovative and industry-leading solutions. These include improving advisor insights and reporting AI, as well as creating a high-quality, mobile-first experience for those on the platform – recognising that much of our financial lives today happen on our phones – and expanding the services it offers to advisors. These The mission of Zoe Financial, a US-based investment adviser operating out of New York and Bogota, is to protect and grow its clients’ wealth. Through two integrated offerings, the ‘Find an Advisor’ marketplace and the Zoe Wealth Platform, it does exactly that. Combined, these provisions offer an end-to-end experience that stimulates business growth whilst delivering a seamless a wealth management experience for clients. Named the Best Wealth Management & Financial Planning Platform 2026 – New York as a result, Zoe’s own Anna Lawrence caught up with us for more. Make Wealth Management Simple with Zoe will allow it to continue redefining modern wealth management and drive value for both advisors and clients. More on Zoe Financial’s Zoe Wealth Platform can be found at the link listed below. Zoe Financial, Inc. (“Zoe Financial”) is an investment adviser registered with the U.S. Securities and Exchange Commission. Zoe Financial provides investment advisory services and access to independent registered investment advisers through its platform. Zoe Securities, Inc. (“Zoe Securities”) is a broker-dealer registered with the SEC and a member of FINRA and SIPC. Registration does not imply a certain level of skill or training. The information provided is for educational and informational purposes only and should not be construed as personalized investment advice or as an offer to buy or sell any security. All investments involve risk, including possible loss of principal. Zoe Financial is independent and not affiliated with advisors and registered investment advisors (RIA) in our network. Comments made by the advisors/RIAs are their own and do not reflect those of Zoe Financial. Certified Financial Planner Board of Standards, Inc. (CFP Board) owns the CFP® certification mark, the CERTIFIED FINANCIAL PLANNER® certification mark, and the CFP® certification mark (including plaque design) logo in the United States, which it authorizes use of by individuals who successfully complete CFP Board’s initial and ongoing certification requirements. “Testimonials presented herein are from current platform users who received no compensation for their statements, and their experiences may not be representative of all clients. Third-party rankings and awards mentioned are based on independent criteria, do not guarantee future performance, and involved no fees for receipt.” Contact Details (To Be Published) Contact: Anna Lawrence Company: Zoe Financial Web Address: https://zoefinancial.com/
Corporate Vision I am proud that, as a Student Information System (SIS) provider, Thesis SM is the trusted partner to a diverse range of higher education clients in the UK from small specialist institutions including the Royal College of Music to large, complex institutions such as Manchester Metropolitan University. We’re motivated every day to make the student and staff experience efficient and empowering, and we’ve dedicated ourselves to streamlining mission-critical student management processes. We have done this so that institutions can focus on what truly matters: student experience, staff time and academic excellence. To achieve this, our cloud-native SIS covers the entire student lifecycle, from application through to award. Hosted on Microsoft Azure, our SaaS solution was developed in close collaboration with the UK and Canadian higher education sectors, ensuring that it meets both common institutional demands and regionspecific requirements. Our feature rich solution covers all the core functionality expected in a SIS, including admissions, curriculum, registry, assessments, progression and billing. Our team has deep roots in the UK sector, with many of us, myself included, having previously worked within higher education institutions. This means our team is shaped by practical insight and a shared commitment to institutional success. We are industry experts who have a deep understanding of the sector pain points, especially as we have experienced many of them first-hand. This fuels our focus every day as we strive to create value from our expertise and deliver a solution that improves the student experience while reducing the burden on staff. As with any spin-out from a larger company, it can sometimes be a challenge to communicate that our modern, flagship product is still underpinned by a significant depth of experience and institutional knowledge to the market. We want to ensure future customers understand that Thesis SM is not a startup; while our name and brand are relatively new, our history ensures that our expertise and track record are extensive. Our SIS product reflects this: built on the collective knowledge, lessons learned, and experience of our team, without the legacy baggage that can limit innovation. Over the next five years, we plan to further innovate the student experience by deepening our collaborations with partners across the sector. We will do this to deliver an even smarter, configurable, more intuitive SIS built for trust and ready to scale and evolve ing to reflect changing institutional needs. We recognise that many institutions live with legacy constraints created from past requirements that no longer reflect the modern sector landscape. These may be functional constraints but equally how the overall service reflects the technical and financial challenges currently facing UK higher education. We at Thesis are committed to working with institutions to ensure that our SIS does not stand still and nor does our organisation. We get up every morning and consider what we can do better. To realise this vision, we have built a product roadmap centred on four strategic pillars, guiding our approach to digital transformation across the sector. Awarded in Corporate Vision’s Technology Excellence Awards 2026 not only for its innovative product but for its team’s deep rooted experience, Thesis SM is built for trust and ready to scale . Its pioneering cloud-based SIS was designed to streamline and enhance core institutional operations for the UK, Irish, and Canadian education sectors, and it’s a pleasure to hear more from CEO Louise Thorpe below. Thesis SM: Where Ongoing Success Builds Momentum Our four pillars are: enhancing self-service to improve student experience and make effective use of staff time; empowering end users through automation, no-code workflow tools, and reduced reliance on IT; optimising regulatory and statutory processes as embedded core functionality; and streamlining integration with other campus systems to enable cohesive, data-driven operations. And yes, we do all know them off by heart. Across all four, our goal is to deliver technology that is configurable, intuitive, and built around the real-world needs of higher education institutions, today and in the years ahead. We will continue investing in secure, scalable infrastructure and growing our team’s expertise, so we can deliver consistent value and support to every institution we serve. Our strategic pillars recognise that mere compliance is not enough and that it is imperative for a SIS provider to optimise regulatory and statutory processes, ensuring institutions remain compliant and with minimal operational overhead. We operate as the backbone of an institution’s edtech ecosystem, and we strive to deliver streamlined integrations with other campus systems to enable a cohesive experience for users and support data-driven decision-making across the student lifecycle. We aim to deepen our presence across the markets we serve, with a clear commitment to being the leading local SIS provider for higher education in the UK, Ireland, and Canada. Alongside this, we are focused on strengthening our long-term engagement with the higher education community, A core part of our growth strategy is to collaborate closely with our surrounding communities, users, partners, and thought leaders, and translating their feedback into meaningful product improvements that solve real challenges in the student lifecycle. It is this unwavering dedication to continuous improvement and innovation that has earned Thesis SM recognition as the UK’s Best University Student Management Software 2026. Contact: Louise Thorpe Company: Thesis SM (Thesis Student Management) Web Address: www.thesis.sm
Small Business Awards 2023 | 11 February 2026 | 11 a result of this same AI progress. In navigating these developments, the company behind these business IT security services is doubling down on its security focus, as well as helping its customers to understand which AI tools are best for their environment, underpinning its rigorous approach. In the face of AI’s widespread adoption, Daniel seeks to remind SMEs that having strong IT is not about the most tools, but the right foundation. For most businesses, this means standardising their setup, patching everything, using proper endpoint protection, having a robust backup strategy, building a simple cybersecurity baseline, implementing efficient onboarding/offboarding to prevent the likes of data leakages, monitoring and maintaining (not just reacting), documenting their environment, and planning for downtime. Having a trusted partner on hand like TCCB is essential in both building this foundation and accessing managed IT support as a business grows. And, with the company set to continue improving how it delivers this comprehensive IT support for small businesses in Oxfordshire and beyond, its team are proud to be driving smarter standardisation, automation, and a security-led service delivery in this space. Daniel added: “Our goal is to remain the trusted partner SMEs rely on for stable, secure, well-managed IT.” The value of working with an IT support partner that blends support and security with process across a full-service approach is clear for those who rely on the Computer Clinic Bicester, and it is this distinction that has led to us naming the company as offering the Best Computer Repair & IT Support Service 2026 – Oxfordshire in this feature. Contact: Daniel Reeves Company: The Computer Clinic Bicester Web Address: https://thecomputerclinicbicester.co.uk/ The reality SMEs across the UK face is lots of responsibility, small teams, and limited time, making the need for practical solutions paramount. Nowhere is this more true than across their IT, which, as mentioned above, is often crucial for their business. Making IT simple, secure, and useful for SMEs in Oxfordshire and across the UK, the Computer Clinic Bicester ensures customers can focus on running their businesses, sound in the knowledge that their technology is being protected, supported, and modernised by experts. Putting security first – always – TCCB’s values of accountability, customer empathy, continuous improvement, and professional integrity position it as the true technology partner that its customers seek, not simply another ‘break/ fix’ provider. Customers also value TCCB’s process-driven, business-minded nature, with the company standing out on the back of the fast, structured support it provides, its Cyber Essentials support and certification, and its deep capability across the likes of Microsoft 365 support and management. However, this barely scratches the surface when it comes to pinpointing TCCB’s excellence, which is best seen through some of the recent projects it has carried out. Examples include Azure AD and Intune standardisation and migration being completed for multi-site organisations, as well as the redesign of new-starter processes in cases where HR and office management inputs were not aligned. This alignment reduces risk and improves employee experiences, as a strong onboarding process helps protect businesses. Making all of these projects successful was TCCB’s blend of a clear scope, setting expectations up front, leveraging standardised processes and checklists, and retaining strong communication with the teams. In short, this reflects the company’s baseline approach of ‘secure by default’, rather than performing a one-off fix. Regarding this, Daniel commented: “It’s not just about fixing issues – it’s about understanding what the business is trying to achieve and then designing a solution that genuinely supports that goal.” “Technology is one of the few areas where you can take something complex, simplify it, and immediately improve how a business operates day to day.” With many businesses turning to AI tools in an attempt to achieve these goals and ensure they are not left behind, one of the biggest developments for TCCB is managing not only this, but also the increased cybersecurity brought about as For many SMEs in the UK, it does not bear thinking about how they would function if their IT infrastructure was unavailable for just one day, underscoring the heavy reliance we as a society have on this technology. Recognising its importance, the Computer Clinic Bicester (TCCB) makes sure that its customers can access fast, reliable, and problem-free IT. On the back of its recognition as having the Best Computer Repair & IT Support Service 2026 – Oxfordshire, we caught up with the founder of TCCB, Daniel Reeves, for more on how it achieves this. Going the Extra Mile with Managed IT Support in Bicester
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