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Entrepreneur
2 hours ago
- Business
- Entrepreneur
Back Brilliance, Not Just Brands
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur United Kingdom, an international franchise of Entrepreneur Media. Simon Bones of Genous is building a premium retrofit business - but his bigger mission is cultural: shifting British institutions to reward ideas, not logos. A founder, engineer, and self-professed product person, Bones is the driving force behind Genous, the UK's premium retrofit company. While much of the climate tech sector is chasing scale or shouting about innovation, Genous has taken a more deliberate approach: do the work well, and change what people expect from home energy transformation. But alongside insulation and heat pumps, Bones is hoping to retrofit something else: the culture of British entrepreneurship. "In ten years, I want to see a UK start-up ecosystem that rewards excellence over familiarity, where the best solution wins, not just the most recognisable brand," he says. "Too often, large buyers, both corporate and public sector, default to what's safe, even when it's outdated or ineffective." The problem isn't the people. It's the system. "There's a huge opportunity for the UK to build a culture of bold procurement, where innovation isn't just welcomed but actively sought out," he says. "That means systems that support emerging start-ups, procurement frameworks that don't box them out, and a mindset shift where excellence can come from anywhere, not just a well-known logo." That institutional inertia - the tendency to stick with the known, even if it no longer works - is something Bones has encountered firsthand. "I was pretty strongly of the view that if you had the best product or service, eventually, large corporations and government would take notice, even if they were difficult to get in front of," he says. "However, the point about getting in front of the right people remains (we still can't access most of the people we'd like to speak to) but even when we do, we've found many/most people just aren't receptive to new and better thinking." "Big companies often choose familiarity over excellence, even when the better option is right in front of them. That's not necessarily a negative reflection on the product; it's a reality of how institutions work." From friction to function Still, not all systems resist change. One tool that's begun to deliver on its promise in Bones' world is artificial intelligence. Unlike many founders eager to extoll the virtues of generative AI in the abstract, he's measured in his assessment. "In 2025, AI tools, particularly in software development, have started to live up to their long-promised potential," he says. "While there's still a gap between the hype and the reality, the progress over the last year has been genuinely impressive. Previously, these tools were often frustrating, inaccurate, or more of a distraction than a help. Now, they're saving us real time." "They're still not cheap, and there are definitely limitations," he notes, "but the improvements have crossed the threshold from 'novelty' to 'useful'. We're using them more confidently and getting tangible benefits. What wouldn't have worked a year ago due to reliability and workflow friction is now actively improving our efficiency." But there's a catch. The technology only works when integrated with intent. "The trick is knowing how to integrate them into your processes intelligently," Bones explains. "Used well, they free up human time for more creative and strategic work. That's a turning point we weren't at twelve months ago." Betting on what works For all the excitement around technological progress, the more transformative shift inside Genous has been cultural. "We've stopped investing energy into activities that looked good for the long-term but didn't drive meaningful progress in the short-to-medium term, particularly things that might impress potential investors but didn't drive up the metrics," Bones says. In a market where optics often matter more than substance, that's a radical choice. But for Genous, it's working. "Over the past year, we've made a deliberate shift to focus almost all our efforts on what actually moves the needle now or has the potential to pay back quickly," he explains. "We're not anti-long-term thinking, but we've become much more selective about where we place bets." That selectivity isn't guesswork. It's hard-won experience, which Bones believes is one of the UK start-up scene's most underrated assets. "Experience. It may not sound glamorous, and entrepreneurialism has something of a youth fetish, but it's powerful," he says. "The UK start-up ecosystem is maturing, and many of us are now second- or third-time founders, or have spent years watching how companies rise or fall. That lived experience is a real edge." "There are endless opportunities to go wrong: to build the wrong thing, hire too fast or too slow, pivot at the wrong moment, or misread a market," he continues. "Experience doesn't guarantee success, but it dramatically improves your odds of navigating these forks in the road wisely. UK founders have increasingly deep experience across multiple sectors and they're using it to build smarter, more resilient companies." In other words, the narrative of the solo genius or wunderkind entrepreneur might finally be giving way to something more grounded, more durable - and more honest. Building a better model At Genous, this honesty is part of the business model. The company doesn't promise overnight disruption. Instead, it works carefully to deliver top-tier retrofitting services for homeowners who want their houses to meet future climate standards - without cutting corners. It's premium in both product and process. But it's also trying to influence the broader conversation about climate adaptation and green building in the UK. For Bones, that means showing - not telling - what a better solution looks like. And that comes back to his hope for a different kind of start-up culture in Britain: one where bravery and excellence matter more than brand recognition or proximity to the right people. "We have incredible talent, creativity, and diversity of thought in the UK," he says. "If we can align that with the right incentives and remove some of the institutional inertia, we can build one of the most dynamic and fair start-up ecosystems in the world." The tools are there. The talent is there. The ideas are in abundance. The question is whether the system public procurement, corporate risk appetites, and investment flows - will follow. "The potential is there," Bones says. "We just need to get better at backing brilliance, even when it looks unfamiliar."
News.com.au
2 hours ago
- Business
- News.com.au
‘Learnt on the job': Aussie dropouts smashing career goals
Luan Memishi dropped out of school in Grade 10. The 34-year-old Gold Coast business owner was never really cut out for academics, and found most of school boring, except for what he was learning in woodworking class. 'I did work experience for a while with my cousin who was a carpenter at the time, and then in 2006 I enrolled at Victoria University to complete my 16-week pre-apprenticeship course,' he told From there, a four-year apprenticeship led to a career in carpentry and form work, something that just this year, with prompting from his entrepreneur partner Monique, he parlayed into his own business, LMMJ Constructions. 'I always knew he was very talented but just need a little mentoring in business,' explains Monique, who runs nationwide modelling agency Diversity Models. Monique, who worked as a teacher for 13 years, says her own experience has shown her that mentoring in business can be far more effective and impactful than formal education. 'Luan has now won a huge civil construction contract on the Gold Coast and will go national soon with it,' she beams. 'I learnt on the job,' agrees Luan. 'And through a combination of meeting the right people who believed in me, and continuing to develop my skills, I've been able to be successful.' Evangeline Sarney was just 13 years old when she launched a beauty blog from her bedroom, growing up in the remote Flinders Ranges region of South Australia. Just five years later, that blog would be reaching 1.2 million readers worldwide. She began working with brands at just 14 years old. 'I received my first press package,' she recalls. 'And thought 'wow, this is cool, I don't need to buy products at Priceline anymore!' then went on to write paid articles for brands like The Body Shop and Palmers, and create visual content for brands including Covergirl, Burt's Bees, Schwarzkopf, L'Oreal, Priceline Australia, and many more.' By 21, Evangeline made the move from her sleepy country town to the US, landing a job as marketing consultant for L'Oreal/Lancome in New York - a dream start for anyone in the industry. 'From there, I secured full-time contracts with Estée Lauder and Elizabeth Arden, building a reputation as someone who understands both the creative and strategic side of brand marketing,' she explains. 'Today, I work as a marketing consultant for major beauty brands in NYC, helping them craft compelling campaigns and connect with modern audiences. Everything I've built has come from hands-on experience, hustle, and a deep passion for beauty …no university degree required.' Bryce Meeks completed a Bachelor of Business with a marketing major at La Trobe University in Melbourne, but says his most valuable education began behind the counter at his after-school job at Subway, where he started as a 'sandwich artist' at 16. Seventeen years later, Bryce is still employed by Subway, but has long moved on from casual shifts, rising through the ranks to become a shift manager before working his way up to head office. Having gained experience across several areas of the business since 2008 in development, operating and leasing, the 33-year-old is now the company's director of franchise performance for Queensland and the Northern Territory. 'I started at Subway to earn some money and in the beginning, I didn't even know that it could be a long-lasting career,' he says. Bryce has gained diverse professional experience in his different positions over the years - from helping aspiring business owners to secure their first restaurants, to negotiating leases and rolling out new technology, and says every position has taught him something valuable to help him grow. 'The majority of my learnings were at Subway on the job and that's experience no university can teach,' he said. In fact, the ability to learn on the job is a quality more and more Australian employers put a premium on. 'On-the-job training is an important part of what it means to be qualified,' a spokesperson from the Australian Government's Jobs and Skills Australia (JSA) told 'The transfer of skills and knowledge from employer to employee, supervisor to worker or peer to peer, is a valid and vital form of learning. Formal training is not always necessary before starting a role and work experience can sometimes be the preference of employers.' New research from global recruitment outfit Indeed found that an overwhelming 94 per cent of employers globally valued on-the-job experience over formal qualifications, and with a number of companies dropping formal education requirements from their application criteria, the paradigm has well and truly shifted. The survey found that over half of employers (55 per cent) agree that on-the-job experience is more attractive than a university degree, with 70 per cent saying they will prioritise asking about an applicant's experience to help them decide in recruitment. Australian HR tech company Compono also found that 74 of Aussie organisations increased Learning & Development budgets mid-2024 to build skills internally, especially to fill talent shortages. There is evidence, too, that formal studying undertaken after a building a solid foundation within an industry can be more beneficial than the reverse, which has long been held up as the 'right' way to do things. For Evangeline, who did enrol in a bachelor's degree in communications in 2020 when she was temporarily forced to return home due to the pandemic, it didn't seem like the best use of her time. 'I quit after two semesters when I moved back to NYC,' she says. 'When I landed the gig at L'Oreal and was working alongside people with masters degrees, it didn't seem like the best use of my time to spend it studying.' And while formal education still holds merit for certain careers or types of learners, our rapidly changing career landscape paints a clear picture: perhaps it's time to redefine what it truly means to be 'qualified'.
News24
12 hours ago
- Business
- News24
Liomi Perfume founder talks running a fragrance business
A visionary leader in the realm of fragrance, this public relations graduate is celebrated for her ability to craft scents that evoke emotion and elevate everyday experiences. As the founder and creative force of Liomi Perfume, Mirriam Kgole has garnered widespread acclaim and awards for her luxurious perfumes. With a background and passion for perfumery, she embarked on her entrepreneurial journey a few years ago, launching her line of exquisite perfumes that quickly became synonymous with sophistication and allure. Her dedication to quality and innovation earned her the prestigious Bevcan Nampak Entrepreneur of the Year Award in 2016, the same year she launched her business, which solidified her reputation as a trailblazer in the industry. In response to the challenges posed by the Covid-19 pandemic, Mirriam demonstrated remarkable resilience and foresight by expanding her brand's offerings to include artisanal candles, elegant diffusers and invigorating room mists. View this post on Instagram A post shared by Liomi Luxury Scents (@liomi_perfume) Committed to sustainability and ethical practices, she sources only the finest natural ingredients for her products, ensuring each fragrance tells a story of craftsmanship and care. Beyond her entrepreneurial pursuits, Mirriam is a passionate advocate for women in business. As Liomi Perfume continues to flourish, this businesswoman remains dedicated to pushing boundaries and redefining the art of fragrance, promising a future filled with innovation, elegance and unforgettable sensory experiences. 'As an entrepreneur, I would like to be remembered as a person who tried to make the fragrance industry a better place and break stereotypes that luxury scents can only be acquired abroad and at a ridiculous price. At home, I simply want to be remembered as a person who loved deeply and cultivated meaningful relationships with my loved ones,' she says.
Khaleej Times
13 hours ago
- Business
- Khaleej Times
ADSM, UAE–India Business Council forge alliance to ignite youth entrepreneurship
The Abu Dhabi School of Management (ADSM) and the UAE-India Business Council-UAE Chapter (UIBC-UC) have entered a strategic partnership through the signing of a Memorandum of Understanding that will drive forward youth entrepreneurship, leadership development, and innovation across Abu Dhabi and beyond. The agreement formalises a shared commitment to creating inclusive opportunities for learning, collaboration, and economic advancement. It will remain in effect through July 2028, with a strategic review at the end of the term to evaluate progress and explore long-term alignment. The MoU outlines a comprehensive roadmap of joint initiatives spanning the next three years. Central to the partnership is a robust calendar of high-impact programming, including conferences, workshops, and seminars designed to cultivate entrepreneurial mindsets and leadership competencies among young professionals in the region. These knowledge-sharing events will feature thought leaders from the UAE, India, and global innovation hubs, providing students and early-career entrepreneurs with access to world-class insights and best practices. In addition, the partnership will support the design and rollout of professional development courses that address key areas such as innovation management, digital transformation, sustainable business practices, and ethical leadership. These programmes aim to equip learners with practical, future-ready skills while reinforcing ADSM's position as a hub of excellence for business education in the Gulf. A cornerstone of the collaboration will be the launch of a structured mentorship platform connecting ADSM students and alumni with seasoned executives, entrepreneurs, and UIBC-UC-affiliated professionals. Complementing these capacity-building efforts will be a series of joint research endeavours focused on emerging trends in youth entrepreneurship, the evolving role of SMEs in regional economies, and cross-border innovation ecosystems. Both institutions plan to co-author research papers and white papers, offering valuable insights for policymakers and investors alike. ADSM will also serve as a key knowledge partner for UIBC-UC's broader programmes, contributing academic rigour and faculty expertise to business roundtables, regional summits, and policy discussions. The UIBC-UC has also committed to facilitating introductions to India-based universities, research labs, and incubators for ADSM to further strengthen the vibrant UAE-India education corridor. Dr. Tayeb Kamali, Chairman of the ADSM Board, stated, 'Through this partnership, ADSM reaffirms its commitment to empowering talent and driving meaningful change in our region and beyond.' Faizal Kottikollon, Chairman of UIBC-UC, stated, 'Together with ADSM, we are laying the groundwork for a generation of leaders who will shape the future of innovation, enterprise, and collaboration between our two nations. This MoU signals a timely convergence of academia and industry around a shared vision of regional prosperity, making it a pivotal moment for UAE–India cooperation in education, innovation, and economic development.'
Times of Oman
13 hours ago
- Business
- Times of Oman
Programme launched to develop youth skills
Muscat: The Youth Centre, in partnership with the Small and Medium Enterprises Development Authority (Riyada), has launched a package of entrepreneurial programmes aimed at developing youth skills across various sectors, including agriculture, maritime affairs, logistics, technology and handicrafts. These youth programmes target individuals aged 15 to 34 in all governorates of the Sultanate of Oman, with each governorate hosting programmes tailored to its specific nature. The Agricultural Entrepreneurship Programme aims to equip young people with entrepreneurial skills in the agricultural sector and introduce them to promising opportunities within this field. Meanwhile, the Maritime Entrepreneurship Programme seeks to develop entrepreneurial skills among youth in the maritime domain by leveraging Oman's natural resources and strategic location. In the technical field, the Technology Entrepreneurship Programme focuses on enabling participants to invest their technological skills and transform them into scalable tech projects. Furthermore, the Logistics Entrepreneurship Programme emphasizes empowering youth to innovate sustainable entrepreneurial projects in the logistics sector, enhancing their practical skills in areas such as storage and e-commerce. The Craft Entrepreneurship Programme has been introduced to utilise craftsmanship and artistic skills in building innovative entrepreneurial projects that preserve cultural identity, demonstrating a commitment to offering specialised programmes. Additionally, a programme for youth has been dedicated in collaboration with the Ministry of Education to foster the concept of independent work among the 15-17 age group. As part of the diversification of programmes offered, the Youth Camp (Design and Packaging) programme was launched, aiming to provide participants with essential skills in modern product design and packaging, aligning with market demands. It is worth noting that the number of beneficiaries from the Youth Center's programmes reached 56,953 young men and women by the end of last June.
