Entrepreneur UK's London 100: LYMA
Opinions expressed by Entrepreneur contributors are their own.
You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media.
Industry: Health and Wellness
LYMA epitomises what it means to be a London-born disruptor.
Founded by Lucy Goff in 2018, LYMA is redefining the wellness industry with its science-led approach to supplements, skincare, and technology.
Following the birth of her first child, Lucy was hospitalised with septicemia for six weeks, enduring severe post-infectious complications. Despite trying multiple treatments, nothing restored her health - until she met Dr. Paul Clayton, a world-renowned expert in clinical pharmacology and nutrition.
This meeting sparked the idea for LYMA: a brand that would challenge the wellness industry by offering scientifically backed solutions that deliver real, transformative results.
LYMA set itself apart by prioritising scientific validation over marketing gimmicks.
The brand's debut product, the LYMA Supplement, was a first-of-its-kind nutraceutical that incorporated patented, peer-reviewed ingredients at clinically backed doses—something previously unheard of in the supplement industry.
Building on this momentum, LYMA expanded its portfolio with the LYMA Laser, the world's first clinic-grade at-home laser for skin rejuvenation.
The launch further cemented the brand's reputation as a pioneer in next-generation beauty tech.
By pioneering a new category of luxury wellness, LYMA is not only shaping the future of its industry but also reinforcing London's reputation as a global hub for innovation and entrepreneurship.
Hashtags
Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles
Entrepreneur
3 hours ago
- Entrepreneur
What Top Founders Know About Domains That Most Entrepreneurs Miss
Opinions expressed by Entrepreneur contributors are their own. As a founder who has invested $1 million in a domain, I can speak from experience: when a savvy founder or top-tier venture capitalist enters a boardroom, they're rarely focused first on hiring engineers or raising a round. Instead, they want to know where the company stands with its domain. Why? Because securing a premium domain is more than just claiming an online address — it demonstrates confidence and vision, like owning a prized parcel of land in digital real estate. And it can add millions of dollars in value to your business over time. The psychology of first impressions in digital real estate Your domain is often the first thing people notice. A clean, memorable .com can be showcased on a pitch deck, business card or LinkedIn profile and instantly signals credibility. It tells investors and customers alike that you mean business. Straightforward web addresses naturally inspire trust. If a domain seems complicated or suspicious, people hesitate before clicking. Compare that with names like or — easy to say, easy to remember — and you'll see how quickly perception forms. This snap judgment colors how your product, pitch and promise are received. In investor conversations, founders with premium domains quietly build credibility. They leverage current domain trends to ensure market relevance and filter out distractions. Business isn't built on half measures, and your domain sets that tone. Related: The Best Domains Are Gone — But Here's How Savvy Founders Still Snag Them The long-term ROI of the right domain You might think a domain is just a name, but the market tells a different story. One-word .coms regularly sell for six or seven figures. Cases like at $30 million or at $35.6 million show the real monetary value a short descriptive domain holds. Investors and founders treat domain acquisition as digital asset appreciation. You could pay $10,000 or $100,000 upfront, but if that domain doubles traffic or improves buyer perception, it more than pays for itself. Consider the math: a $25,000 domain that brings in 50 extra customers the first year, each generating $1,000 in lifetime value, yields five times the investment. Innovative founders integrate domain ROI into their financial models, and VCs recognize this as a sign of strategic thinking. Domains as early proof of seriousness Intent matters in startup culture. Founders who spend significantly on a strong domain before anything else send a clear message: I believe in what I'm building. Investors hear that loud and clear. A founder might have shipped a prototype or done customer interviews, but securing signals a bigger vision. Owning your domain builds identity equity — something marketing teams dream of and investors respect. It shows you're not starting a side hustle but creating a brand with purpose. The competitive edge in a noisy market Companies thrive on recall. A memorable domain name remains essential. If it's easy to say, type or mention without confusion, you've won. Domains cluttered with dashes, merged top-level domains or odd spellings lose trust and memorability. Think versus — the latter may be cheaper, but it sacrifices trust and virality. SEO success often hinges on strong domains because good names attract more clicks, links and shares. And here's the kicker: when a founder says, "The .com was taken, so we went with .co," alarm bells ring. Investors wonder why the .com wasn't secured. Was it the budget? Carelessness? A premium domain supports marketing efforts and ensures your name resonates in headlines and podcasts without hesitation. Domain strategy is part of the startup strategy Domain strategy is integral — more than just buying a name. Top startups approach it with a clear purpose. They define their brand essence — the mission, the vibe — then secure relevant domains early, often before patent filings or hiring engineers. Budgets are set thoughtfully, such as aiming for one-word .coms under $50,000 or two-word .coms under $20,000, whatever fits. Variations are secured to protect brand identity, and domain acquisition is tracked alongside logos, prototypes and pitch decks in the launch checklist. Related: How to Secure a Premium Domain Without Raising Prices or Attracting Competitors What the smartest founders are doing right now Before SEC filings and public announcements, top founders quietly acquire domains. Demo day rumors often stem from domain purchases made months earlier. Leading VCs invest in domain portfolios, offering name equity to founders in their ecosystem, easing brand creation. Accelerators and incubators increasingly require domain plans or provide early-stage grants to secure premium .coms. Founders report feeling more in control once they own their domain. Product decisions anchor, messaging sharpens and investors become more confident. Building a billion-dollar company means treating every element—from hiring to branding—as a strategic priority. Your domain deserves a seat at that table. It's more than digital shelf space; it's brand equity, trustworthiness and a long-term asset. Top founders who think in five-year arcs know the best way to start strong is to secure their domain early. Investors see this and understand you're building on solid ground, not just hope. Ready to break through your revenue ceiling? Join us at Level Up, a conference for ambitious business leaders to unlock new growth opportunities.
Entrepreneur
3 hours ago
- Entrepreneur
How I Built a $20 Million Company While Still in College
Wealth-building in your early twenties isn't about playing it safe; it's about exploiting the one time in life when having nothing to lose gives you everything to gain. Opinions expressed by Entrepreneur contributors are their own. At 22, I've built two multimillion-dollar companies, raised $1.5 million while taking finals and convinced Miami University to pay me $200,000 to stay enrolled. While my classmates were buried in textbooks and partying, I was burning through sleepless nights and betting on ideas that seemed insane to everyone around me ... until they started to work. Before those bets turned into a repeatable strategy, it was easy to write me off as just another kid playing entrepreneur. Early twenty-somethings are constantly told to play it safe: Graduate, get the first decent job you can find, stash away 10% of your paycheck, and start slowly building wealth over time. Well, I did the opposite: I ignored all conventional wisdom about how young people should approach money and treated my early twenties like a one-time window to build real leverage. I didn't stumble into that mindset. I earned it the hard way. Related: How 15 People in Their 20s Built Million-Dollar Businesses Your biggest advantages aren't what you think When I was 19, I borrowed hundreds of thousands of dollars to launch Step Up Social (now Candid Network) with no credit score, no assets and no real backup plan. You could say I was reckless, and I wouldn't disagree with you in theory, but I would add that the riskiest time to take a swing is also the safest. Had it all gone up in flames, what were they going to take? My dorm room furniture? My favorite sneakers? When you have nothing to lose, you can afford to take the kind of risks that would terrify someone with a mortgage and family. That freedom is an incredibly precious window of opportunity, and I believe it's the single most overlooked advantage young entrepreneurs have. Everyone talks about surface-level elements like youthful energy or fewer responsibilities, but the real edge is asymmetric risk tolerance. Every year you wait, you accumulate more to lose: relationships, reputation, lifestyle expectations. The second thing I learned is that diversification protects existing wealth, but what you need to focus on to create new wealth in your early twenties (or anytime!) is concentration. The world tells you to keep your options open? I closed mine — deliberately. I could have spent college doing internships at different companies, building a broad network and exploring various career paths, but instead, I spent four years going deeper into social media marketing and workforce development than anyone my age. That obsessive focus made me better at those things than anyone else my age, which gave me a clear edge when I launched companies in both spaces. Related: Why Your 20s Is the Perfect Time to Start a Business The negotiation framework that paid me $200,000 Traditional career advice also gets negotiation wrong. Most people think negotiation is about being aggressive or having leverage, when it's actually about understanding what the other side values and delivering it better than their next-best option. When I negotiated with Miami University to cover my tuition and pay me for additional work, I didn't lead with what I wanted, but focused on their need for credible student entrepreneurs to showcase their program to donors and media. I knew I could provide that more authentically than any marketing agency because I was actually building companies on campus. I gave them what agencies couldn't — real credibility — and that alone was worth the $200,000 they paid me to stay enrolled. Most young entrepreneurs undervalue what they can uniquely provide, but the best opportunities always come from thinking like a solution provider, not a supplicant. This works whether you're negotiating with universities, clients or investors, and it works whether you're 21 or 99 years old. All of this comes down to a different kind of math. The standard path grows linearly: $60K job, 3% raises, maybe $200K if you're a standout by your thirties. Entrepreneurship doesn't follow that curve. You might make $0 for two years and then $500K in one, so while the average return is not dissimilar to that of the traditional job-seeker, the distribution is completely different. Most people can't stomach those early zeros, but young people can. If you're 22 and living on ramen for two years while building something, that's just an extension of college. If you're 34 with a family, that same scenario is understandably impossible for you to replicate. Related: What's the Biggest Lesson to Learn As a Young Entrepreneur? The compounding effect nobody mentions Wealth doesn't come from predictability, and the biggest mental shift I had to make as a young entrepreneur just starting out was to get comfortable choosing optionality over certainty every time I could. Instead of optimizing for certainty and steady progress — which leads to building income, not real wealth — the model that twenty-somethings should follow is one that sees them chase optionality and asymmetric outcomes while they can still afford to. Because the biggest advantage of starting wealth-building early isn't compound interest on investments, but compound learning on business skills. Every deal I pitched at 19 made me better at raising money at 21. Every bad hire I made in college taught me how to build stronger teams later. Every mistake I made early on saved me from making bigger ones when the stakes became impossibly higher. These experiences stack up, transfer across every business you'll ever build and can speed up your growth in ways no traditional job ever could. Don't expect it to be easy, because it's not. I gained 80 pounds my first year, slept three hours a night and took on projects that could have crushed me if things went wrong. But that's exactly why choosing the uncomfortable path can be so rewarding. If you ever question betting on yourself as a young entrepreneur, consider that the traditional path will always be there, but the asymmetric opportunities won't. In that sense, your early twenties aren't just a good time to start, but they're the best shot you're going to get.
Entrepreneur
4 hours ago
- Entrepreneur
E1 CEO Rodi Basso on Innovating the New Powerboat Racing Series
In just its second season, E1 is already making a name for itself as a global brand with far-reaching popularity. Entrepreneur traveled to Monaco to watch the E1 race, an all-electric international powerboat racing series that takes place in various locations around the world throughout the year. The league is in its nascent phase — just the second season — with major plans for expansion. While in Monaco, surrounded by picturesque views of the Mediterranean Sea, Entrepreneur interviewed Rodi Basso, the CEO and co-founder of E1, to learn about the strategy, vision and business objectives for this new boat-racing series. Here is that conversation, which has been edited for length and clarity. Entrepreneur: Tell me a little bit about the genesis of E1 – what inspired its creation, and how did you identify a market for electric boat racing? Basso: The E1 series is a new sport platform that is based on the idea of protecting and celebrating the [marine] lifestyle for future generations of people who either live near waters, lakes, oceans, rivers or go to nearby coastal areas to enjoy it. We come from the motorsport culture, where [with] a technological and data-driven approach, we have seen how much it can make a difference, not only in the sporting industry, but also in the commercial environment. And so, together with Alejandro [Agag] (co-founder and chairman of E1), we identified a gap in the marine industry. We wanted to build a new platform to showcase [and] test new solutions. And from now on, we will keep developing this platform in order to really have an impact. How would you describe E1's core business model? Where do the main revenue streams come from, and how do you see them evolving? We worked a lot on the strategy and the business model. I'm very passionate about this part. We base our business on the hosting fees. So, we select iconic places where there is funding for the race. Then, we own the boats, and we provide the teams [with] all the logistic services, high-level maintenance of the boats, all the telemetry and technology. The teams pay us in order to receive these services. And then, of course, sponsors and media. Now, the more we go forward, the more the media will notice us because the numbers are already quite impressive in terms of fans, viewers, digital media and broadcasters — we are very pleased with the results. And so, let's say in the region of 10-15 years, I expect media to become another big revenue stream, of course, with sponsorship as well. Image Credit: Shiv Gohil | Spacesuit Media You mentioned hosting cities. We are in beautiful Monaco right now. How do you go about selecting the cities that you want to partner with, and what makes a city a good fit for the E1 brand? Well, as I mentioned, E1 is about the lifestyle near the waters. So, we look for iconic places where everybody wants to go and visit. We are in Doha, Jeddah, Dubrovnik, Italy, Miami and Lagos soon — places where either there is a strong and deep culture of the marine lifestyle [or] the yachting lifestyle at all levels. We are not [targeting] one particular segment; we offer exclusive hospitality, but also a more open fan zone [where] everybody can come for free and feel a bit like celebrities while enjoying the show. So, it's important to be in iconic places where there is a lot of care for the future generations and the future of water mobility. Related: Want to Win in Business? Start Thinking Like a Race Car Driver Is there a dream city that you would love to expand E1 to? Asia is important. We want to be in Tokyo, Sydney, Singapore, Hong Kong, China, India. In Asia, there is a lot of culture about powerboating in general. So we come with this new product, and I am very curious to see the reaction of people there. For me, North America is also very important for the simple reason that 75% of the markets for leisure boating are in North America. We also have talents owning the teams, and many of them are based in America or are Americans — so that's another important part to expand. How does E1 differentiate itself from other racing leagues, both in terms of the fan demographics and commercial viability? Well, first of all, we started seeing the numbers and the statistics, and we [saw] a nice balance between the female and male fans watching our product. Also, in terms of generations, the center of gravity is between 25 and 30 years old, which is another good result. Of course, we talk to governments, we talk to big businesses that are interested in knowing more and having us, but in the meantime, it's very important to talk to the future generation because we want to make sure that we have fans in the future. So we have to attract them and somehow share with them everything that we have learned about technology, and also, the need for the blue economy. Entrepreneur note: The "blue economy" refers to the sustainable use of ocean and water resources for economic growth, improved livelihoods and jobs, while preserving the health of marine and freshwater ecosystems. You've brought on high-profile team owners like Tom Brady, Will Smith, Marc Anthony, LeBron James and Rafael Nadal. Talk a little bit about how the celebrity factor plays into the growth strategy for E1 as a global brand. It's an incredible honor and privilege to have team owners. They are inspiring people [who] have always been working at the edge of excellence in sports and entertainment — because this is also what we are [about]. They represent our ethos as well. We are also very pleased that they are part of E1 because they're interested in being part of an impactful project. And at the same time, they're interested in the business side, and they could see a good business to invest in, be part of and grow together. Their presence is unique in our proposition because by putting together all [their] followers, we reach 1.1 billion people who can watch our content through digital media. And [the owners] are active; they post, they interact and collaborate. For us, being only [in] season two, it's a massive advantage. Related: 'You Always Have to Reinvent Yourself': Tom Brady Just Revealed His Next Big Move What are some of the biggest challenges you've had to navigate in launching and scaling E1? In terms of challenges, in the very beginning, [we had] technical challenges in the definition of the foils, understanding how the foils work, and also finding the pilots, because now we have 18 pilots, nine teams, one male, one female, and they alternate. We are pretty new in the sports industry, and I'm very proud to say that [the pilots are] coming from 11 nationalities. That's an incredible asset for us. We built an academy, and in the end, you never know if the people are going to respond or not, if they were excited, and we were so pleased to have [about] 20 applications [for pilots]. And we were looking only for 20 pilots, so there was a very good result to start with. Then it's a completely brand new proposition, that is coming as a meeting point of motorsport, powerboating and sailing, and we wanted to get the best out of these three environments and also to attract the people who love being on the water and love racing. I think we selected the right people. We have an amazing team, and the events are developing themselves and working well. Entrepreneur note: "Foils" refer to a part of the boat that acts like underwater airplane wings — lifting the boat out of the water as it gains speed, reducing drag and increasing efficiency, speed and maneuverability. Image Credit: Birgit Dieryck | Spacesuit Media A major component of E1 is its environmentally conscious bent. Why was that so important to you, and how do you balance being environmentally sustainable with commercial success and scalability? I was working in other companies before; I'm an engineer, and I was a sales and marketing director at Magneti Marelli and a managing director at McLaren Technologies. [I've] always been working on new propulsion systems, electric and everything. I'm [also] very passionate about the water simply because I come from a southern city in Italy — Napoli — and I live and breathe the water lifestyle since I was born. So I combined competence and passion in order to build E1. And while building E1, I learned so much about how much we need to do for the water. We are also proud to have Carlos Duarte, an incredible scientist [with the] Japan Prize in marine biology and engineering, and he's telling us how much we need to do for coastal areas, water quality, for the blue economy and how many opportunities there are in terms of future jobs. So I am very, very passionate about this. I don't like to call it a strategy because when you do so, you've got a manager ticking boxes. It's the way we are; it's a culture while we are developing this new sport platform. Related: Sustainability Is No Longer a Choice for Your Business — It's a Core Business Strategy You talked about your background as an engineer. How are technology and innovation — both in terms of the boats themselves and digital engagement — harnessed to create business opportunities for E1? If we talk about digital, the first thing that pops up in my mind is digital media, and today, this is a massive way to reach people and to communicate our message. When I talk about innovation, it's not only about the boats; we have also innovated in our media product with some compelling AR and VR applications that we also use for business development. [We use] drones with the best possible resolution and video quality. We have [around] 100 people working on the content technologies, and that's all about digital. So, it's an important factor and opportunity for us to keep innovating in this field. My next [area of] interest is how we can use AI, because it's not only a buzzword, but it's something that is just happening. I'm very excited every time we can disrupt and differentiate ourselves through technology. E1 is very young, and in a sense, is sort of like a startup. How do you lead a team when you're inventing a category as you go, and what advice would you give to other prospective startup founders and CEOs? Well, with startups, it's always full-on, you know? Never a dull day. Everybody talks about passion. The passion is a spark for the vision, for the idea, but then, it takes a lot of hard work. People like to say, "Work smarter, not harder" — good luck with it. There is a lot of hard work. You need to select the right people and [give them] clear roles and responsibilities. It's something that I wish [for] everybody, that I wish [for] my sons, because it's an incredible journey when you actually know yourself much more under pressure. If this magic happens, then you'll be successful. So there are a few factors, but it is an amazing journey that I will do again. Join top CEOs, founders and operators at the Level Up conference to unlock strategies for scaling your business, boosting revenue and building sustainable success.
