It’s the question every Business and HR leader asks. You’ve rolled out new benefits, negotiated better coverage, even launched a whole new platform. But after all the internal comms, budget cycles, and supplier meetings, how do you know it’s working?
If your first instinct is to reach for usage stats or participation rates, you’re not alone. But true success in benefits design isn’t only measured in dashboards. It shows up in how people feel, how they work, and how they talk about your company when no one’s watching.
Here’s what measuring success really looks like.
The most successful benefits programmes don’t just boost uptake; they boost morale. When employees feel genuinely supported and valued, that sense of security and appreciation spills into how they show up at work, and how they talk about your business when they’re not at work.
You see it in how confidently people recommend your company to others. You feel it in team energy, reduced attrition, and stronger engagement. In fact, plenty of research shows that benefits are one of the biggest drivers of overall job satisfaction, right behind pay.
Happiness at work is about creating an environment where people feel like their wellbeing is genuinely supported, and where they can bring their full lives not just their job titles to the table.
A one-size-fits-all approach might be simple to manage, but it rarely delivers what today’s employees need. This is especially true for organisations managing larger workforces with varied cultural norms, regulatory frameworks, and expectations.
Successful programmes prioritise real flexibility: custom allowances, region-specific design, and meaningful choices that reflect employees’ personal lives and priorities. It’s not about offering everything, but about curating something thoughtful and responsive, and allowing space for people to make it their own.
The most meaningful benefits are the ones people remember for life, not the ones they click on most.
Last week I wrote an example about how people remember getting access to fertility support that led to a baby, receiving healthcare when they needed it most, or being able to visit family because of an annual leave purchase scheme. This stuff is harder to put a number on, but infinitely more impactful.
None of these outcomes show up neatly in a usage report. But their impact? It’s enormous. Not just for the person involved, but for everyone who sees that story unfold, and quietly logs it as a reason to stay.
Storytelling isn’t fluffy. It’s one of the most powerful ways to measure emotional ROI and increasingly, it’s what leadership teams care about. If any business leader can explain the value of their benefits programme through stories, not just numbers, they’re doing something right.
Companies are investing huge amounts into employee benefits, but many struggle with low awareness and poor utilisation. This isn’t always a design problem it’s often a communication problem.
If your employees can’t name even three benefits they have access to, that’s not on them. A successful programme is one that people remember. One that shows up in their lives in relevant, timely ways. One they can talk about without needing to consult a portal or policy document.
The bottom line? Focus on impact over optics
A successful benefits strategy isn’t about chasing 80% participation rates or offering the longest list of perks. It’s about building something that matters. That makes people feel supported, empowered, and proud to work for you.
That might look like:
And stories that connect the dots between policy and real life!
Here’s how forward-thinking companies are stretching their employee benefits budget while delivering high-impact employee experiences.
In today’s economic climate, business and HR leaders are under more pressure than ever to do more with less. But making your employee benefits budget go further isn’t just about cost-cutting, it’s about spending smarter. The key? Reimagine you’re spending to create effective benefits for your team.
Here’s how leading organisations are stretching their employee benefits budget while delivering high-impact employee experiences.
One of the biggest misconceptions in benefits design is that higher spend automatically means better strategy. But great benefits aren’t defined by price tags. They’re defined by relevance, accessibility, and alignment with what your people need.
Too often, businesses pour money into legacy schemes or overlapping policies with low visibility and poor utilisation. Instead, a smart approach focuses on realigning spend to improve impact.
Start by asking:
Prevention is better than cure, and cheaper too. Many employers still spend disproportionately on reactive benefits (like medical insurance) over proactive ones (like wellness, mental health and preventative care).
That’s a missed opportunity. Proactive benefits reduce downstream costs, from insurance premiums to sick days. And many of them come baked into existing products, such as virtual GP access or gym discounts. These extras are often buried in fine print. If they’re not visible to employees, they’re not really benefits.
There’s often untapped value sitting in your current scheme. From EAPs to death-in-service benefits, many include ancillary offerings that never get used simply because they aren’t visible.
Audit what you’re already paying for and ask:
Bringing these hidden benefits to the surface can increase perceived value and boost engagement without increasing spend
If you’re in the UK, you have access to powerful tools that can generate budget through tax efficiencies. Benefits like workplace nursery, cycle-to-work, EV leasing, and annual leave purchase can be offered through salary sacrifice, reducing employer NIC contributions.
Those savings can be reinvested elsewhere. For example, one employer used their savings from annual leave trading to fund fertility support and wellbeing allowances all without adding to their overall benefits budget.
You don’t need to spend more to do better. Many businesses can reallocate 20-30% of their current benefits budget by identifying low-impact coverage and redesigning based on what employees’ value.
Consider:
Designing with flexibility opens space to offer more relevant and personalised benefits without increasing cost.
Modern employees expect choice. And personalisation is no longer a luxury, it’s table stakes. Flexible benefits platforms let employers offer a wide range of voluntary benefits, allowances and salary sacrifice options with minimal admin. You can even offer flexibility within existing benefits by allowing employees to adjust their coverage levels or add dependents at their own cost.
A benefit employees don’t know about isn’t really a benefit. Awareness drives engagement, and engagement drives value.
Yet many benefits teams launch new schemes with a single email and hope for the best. Instead:
If you’re not investing in communication, you’re leaving ROI on the table.
Utilisation alone is not the measure of success. Some benefits, like fertility support, menopause care or neurodivergent coaching, will only ever impact a small portion of your workforce. But when they do, they change lives.
When your finance team asks, “Why are we paying for this?” be ready with the answer: because retention, wellbeing, and employee trust aren’t built on averages. They’re built on moments that matter.
Getting more from your employee benefits budget isn’t about trimming. It’s about redesigning with purpose. When you:
…you’ll be amazed at what’s possible!
Are you searching for a dedicated workspace in Bristol or Bath that combines privacy with the benefits of a vibrant creative community? Our Trinity Church location has a limited number of 2-desk and 4-desk studios available, ideal for small teams, creative partnerships, and growing businesses. And our Brunswick Square location has one 9-desk studio available.
The studio available at Brunswick Square is flooded with natural light from beautiful Georgian windows across two sides of the space.
Our glass-fronted studios at Trinity Church provide quiet, private spaces while still offering views of a dynamic co-working environment. These studios are designed to help you focus while keeping you connected to the wider community.
Gather Round is more than a workspace. It’s a creative hub with fantastic amenities, including:
Designed by creatives for creatives, we offer a packed events calendar, numerous collaboration opportunities, and a welcoming atmosphere.
With over 100 members already on board, you’ll become part of a supportive network of like-minded individuals. As a studio member, you’ll have full access to all community events, perks, and chances to connect with fellow creatives. At Gather Round, community is at the heart of everything we do. Whether you’re a morning person who enjoys fantastic pastries and a good conversation at our breakfasts or someone who prefers to join us for team drinks later in the day, we have something for everyone! With the sun finally shining, we can’t wait to landscape our outdoor space for summer picnics; we will definitely make passersby jealous!
Get in touch today to book a tour and experience the Gather Round community for yourself!
Photo credit to Julian Preece.
Business Leaders & HR are under a lot of pressure here in the South-West. Employer NI increases are now with us, limited budgets, and rising expectations from talent. So, when you’re building out a benefits package, it’s natural to prioritise the ones that tick the “most people, most of the time” box. But if you want your benefits strategy to build loyalty, protect productivity, and future-proof your workforce, you must think differently. In my experience, utilisation isn’t always the right way to measure the success of a benefit. Some benefits might only impact a handful of people, but for those people, it can mean everything. If we’re serious about inclusive benefits, we must meet people where they are, even if that need isn’t common.
Because some of the highest-impact benefits are the ones your employees won’t use often. They’re the ones that quietly sit in the background until someone has a real need and suddenly, that benefit becomes the reason they stay, not leave. What do I mean by that? Here’s some examples of what that looks like in practice.
For example, Fertility & Reproductive Health Benefits. Offering fertility support (Egg freezing, IVF, donor support, surrogacy navigation) can feel and sound like a niche benefit. Most employees won’t use it. So why invest?
Because the absence of support comes with hidden costs. Research tells us that 1 in 7 UK couples experience fertility issues. IVF takes a physical and emotional toll: constant appointments, hormonal treatments, failed cycles…all while employees try to show up at work. Many reduce hours, take sick days, or even quietly leave during treatment. Others are forced to spend tens of thousands privately, causing financial and emotional stress. This disproportionately affects women in their 30s and 40s. But it doesn’t stop there: LGBTQ+ employees face unique financial and medical hurdles to build families. Without support, they’re more likely to churn or disengage. Offering benefits here isn’t just about doing the right thing; it’s about retaining high-value talent at a moment when they have big life choices to make. And for every employee who doesn’t use it? They see the offer. They see what kind of employer you are.
Keeping on the similar theme, another example is keeping Workplace Nursery Schemes. Childcare is the *1 reason working parents (especially mothers) scale back or leave the workforce. It’s not anecdotal. It’s backed by data across every sector. Workplace nursery salary sacrifice schemes reduce the cost of registered childcare by allowing payments from gross salary. This can mean thousands saved per year. And not from your HR budget, but via tax-efficient mechanisms. It’s one of the most financially meaningful benefits you can offer parents, yet uptake remains low in most organisations. Why? Because many employers don’t make the most of communicating it. Offering this benefit (and making it visible) removes one of the biggest logistical and emotional barriers to returning after parental leave. And it doesn’t just keep people in their jobs; it helps them re-engage faster, with fewer compromises and more long-term commitment.
Finally, another example are Income protection and Critical Illness benefits. When an employee becomes seriously ill or injured, it’s not just a health crisis, it’s a life interruption. Suddenly, work becomes impossible. And without structured support, income often disappears just when stability is needed most. Income protection fills that gap. It ensures an employee continues to receive a portion of their salary while they recover, allowing them to focus on getting better, not on whether they can pay their mortgage. And that continuity materially improves the odds of a full, confident return to work.
For Business Leaders and HR, this is where lower-utilisation benefits prove their worth. Income protection shortens recovery time, reduces presenteeism, and increases the likelihood that skilled, experienced employees don’t exit permanently. And when other team members see that their employer has their back, even in worst-case scenarios, it builds a level of trust that policies alone can’t buy.
All the above examples do not scale…and that’s the point!
Low-utilisation benefits aren’t supposed to serve everyone, every day. They’re designed to catch people in their most vulnerable, high-stakes moments. That trust is a lever for everything you care about retention, engagement, productivity, culture.
Business Leaders and HR often get told to “think creatively & strategically.” (This is the Bristol Creative’s Community, right?) Here’s the truth: empathy is strategic. Investing in benefits that show foresight, nuance and care is how you build a workforce that stays, grows and delivers. Because when your employees are most in need, they won’t care about your summer social. They’ll care about whether you were there when it counted.
And if you were? They won’t forget it.
UWE Bristol and Bristol Creative Industries (BCI) have formed a new partnership to support Bristol’s thriving creative businesses and provide enhanced careers opportunities to students entering the industry.
Bristol Creative Industries is one of the UK’s leading membership bodies for businesses and freelancers working in the creative sector. The not-for-profit organisation provides training and skills development, facilitates networking and business connections and supports sector growth, and currently has a membership of over 1,100. UWE Bristol will play a leading role in developing BCI’s student engagement and growing student membership.
With a rich creative and cultural sector in Bristol and the wider region, the partnership has been designed to offer insight and career opportunities to thousands studying courses rooted in the creative industries, including marketing, events, filmmaking, photography, media and communications.
Current and recent students can join BCI for free. Student members will have access to speaker events, placement and employment opportunities, and career advice from BCI members, which currently include Aardman, the Watershed and Bottle Yard Studios, giving students real-world experience and insight into working in the industry.
The partnership also aims to benefit BCI members, by developing a network of trained students who will make up the future workforce within the region and are ready to enter the industry.
Lynn Barlow, UWE Bristol’s Assistant Vice-Chancellor for Creative and Cultural Industries Engagement, said:
“This is a really exciting opportunity for students and for Bristol’s creative industries more widely, as we support Bristol Creative Industries’ strong network of businesses and freelancers with fresh student talent. We’re really proud to be playing a leading role in such an important organisation.
“At UWE Bristol, our programmes are designed with industry to ensure our students are meeting the needs of their future employers and are work-ready. Our partnership with BCI bolsters this further, by offering students greater access to creative businesses of all sizes for invaluable industry insight and career opportunities.”
UWE Bristol and BCI officially signed a Memorandum of Understanding (MoU) at the University’s Bower Ashton campus, which will commit both organisations to developing and supporting BCI’s student membership offering.
Lis Anderson, Bristol Creative Industries co-chair, said:
“Talent and skills development is a top priority for our members and this partnership will facilitate early access to emerging talent for our members, at scale.
“Building upon strong connections with education providers in the region, UWE Bristol’s breadth of programmes and BCI’s membership base of employers will work to bridge the gap between education and industry, enabling many students from a wide variety of backgrounds to unlock new opportunities and career pathways right here from the creative hub that is Bristol.”
The UK employee benefits landscape is shifting (as always), and business leaders and HR must be prepared. With new regulations including pay transparency laws in the EU, NI increases in the UK, and proposed pension reforms businesses need to stay ahead to ensure compliance while also managing costs and employee expectations.
At first sight, these changes might seem like yet another regulatory burden, but in reality, they offer an opportunity for Business’s here in the South-West to improve transparency, refine benefits strategies, and enhance the employer brand. The key is knowing how to navigate them effectively.
What’s changing?
Firstly, the EU Pay Transparency Directive
What’s that?
In a major move toward greater pay equity, the EU has introduced the Pay Transparency Directive, which will take full effect by June 2026. This regulation is designed to combat pay gaps by ensuring salary clarity and fairness across workplaces.
For Businesses, this means new obligations, including:
Salary transparency during recruitment: Employers must disclose salary ranges in job postings and are prohibited from inquiring about candidates’ salary histories.
Gender pay gap reporting: Organisations with at least 150 employees are required to report on gender pay gaps, with the threshold decreasing to 100 employees after four years.
Right to pay information: Employees can request information on average pay levels, broken down by gender, for categories of workers performing the same work or work of equal value.
While these rules may present administrative challenges, they also push businesses to be more transparent about their pay structures, which can boost trust, attract top talent, and improve retention. The companies that embrace this shift early—by conducting internal salary audits and ensuring pay structures are equitable—will find themselves in a stronger position than those scrambling to comply at the last minute.
Next up..NI increases
In the UK, employer National Insurance Contributions are set to increase from 13.8% to 15% tomorrow! This means a direct rise in payroll costs for businesses, potentially squeezing budgets further in an already challenging economic climate. To manage this impact, many businesses are turning to salary sacrifice schemes, where employees trade a portion of their salary for benefits like pension contributions or other tax-efficient perks. This approach can reduce the NIC burden for both employers and employees while ensuring that workers still receive valuable benefits.
As payroll costs rise, Businesses and HR will also need to re-evaluate benefits spending and look for ways to offer impactful benefits without unnecessary cost increases. Smart benefit strategies such as financial wellbeing programs can help businesses remain competitive without simply increasing salaries.
Thirdly, Pension reforms
Pension reform is also evolving, with a focus on expanding auto-enrolment and increasing minimum contributions. Proposed changes include
These reforms aim to boost retirement savings, but they also increase employer costs and administration.
Saying that, these changes haven’t been made official yet (so a bit of a heads up!) Employers should stay informed about potential future changes to auto-enrolment criteria to ensure compliance and optimal benefits administration (that’s how I can help BTW)
What’s that all mean for Business Leaders and HR?
These regulatory shifts may feel like another compliance headache, but they also create opportunities to refine HR strategies and position businesses as leaders in fair pay and employee wellbeing.
From a compliance perspective, failing to align with these new laws could lead to financial penalties, reputational damage, and even employee lawsuits. Payroll will need to stay on top of NI changes, while preparation for pay transparency reporting requirements and ensure pension enrolment processes are ready for possible reforms is needed.
On the cost side, companies will need to navigate higher payroll expenses from NIC increases and potential pension changes, meaning efficient benefits management will be more important than ever. Instead of simply increasing salaries, businesses can optimise a “total rewards strategy” to ensure every pound spent on employee benefits is meaningful and effective.
But beyond compliance and cost control, these changes also offer a competitive edge. Businesses that embrace transparency, invest in employee financial wellbeing, and optimise benefits to meet new expectations will stand out as top employers by attracting and retaining talent in an increasingly benefits-driven job market here in the South West.
So…How to stay ahead? Here’s some practical steps
Prepare for pay transparency now
Start by conducting an internal salary audit to identify and fix any pay disparities before public reporting requirements take effect. Train managers on fair pay practices, and ensure job ads include clear, competitive salary bands. Taking proactive steps now can prevent compliance issues later.
Offset NIC increases with intelligent benefits
With employer National Insurance contributions rising, rethink your benefits strategy. Salary sacrifice schemes can reduce payroll tax burdens, while flexible benefits platforms allow employees to choose perks that are cost-effective yet highly valued.
Stay ahead of pension changes
Even though pension reforms aren’t yet law, businesses should prepare by reviewing auto-enrolment processes and exploring ways to enhance pension contributions in a cost effective manner. Communicating clearly with employees about their pension options will also be essential in boosting engagement.
Automate and streamline benefits management
Manually handling pay transparency reporting, NIC adjustments, and pension enrolment is a time-consuming burden for HR teams. Investing in intelligent benefits technology to automate compliance, simplify payroll adjustments, and provide real-time insights to optimise benefits strategies.
Becoming a member of Bristol Creative Industries brings many benefits. We regularly add new opportunities so here is a guide to the latest benefits you can enjoy by signing up. This post is regularly updated.
Join Bristol Creative Industries from only £4.95 a month.
Showcase your best work and attract new clients with a company profile in the Bristol Creative Industries member directory. The directory receives lots of visits every month from people looking for services from creative businesses.
Got some business advice or news to share? As a Bristol Creative Industries member you can self-publish content on our website and it will automatically appear on your member profile. We upgrade great content to the newsfeed and homepage, while four posts by members are included in our monthly email newsletter.
To get an idea of the content topics that do well, here are the top 30 most popular posts by members in 2024.
Bristol Creative Industries member Jessica Morgan from Carnsight Communications discussed the benefits of posting content in this interview.
The Bristol Creative Industries jobs board attracts thousands of job hunters every month. As part of your membership, you can post unlimited free job adverts, saving you on average £3,500 per candidate.
Piers Tincknell, co-founder of Atomic Smash, is one of BCI’s longest serving members and he told us in a member profile interview how he regularly uses the jobs board to recruit new employees.
BCI’s monthly members’ lunches are a perfect opportunity for members to catch up with fellow members and the BCI team.
Everyone has a slot of up to three minutes to tell the others a little about who they are and what they do and share any news and/or challenges. You don’t need to fill the full three minutes. We usually find some common themes emerge to discuss over the course of the session. It’s all very informal with no need to stand up and present slides.
The events are free to attend for members, take place at The Square Club in Bristol and include a free buffet lunch.
Check the events section of details of the next lunches.
Our flagship keynote events and workshops feature world class speakers sharing their expertise. It’s a unique opportunity to access valuable insights for growing your business. Bristol Creative Industries members receive a ticket discount.
An example of a keynote event is the brilliant annual presentation on social media trends delivered by Drew Benvie, founder of global social media consultancy Battenhall, and Graham MacVoy telling the inspiring story of the Wake the Tiger immersive world of adventure in Bristol.
Our regular freelancer networking drinks are free with a free drink for members. Remaining events in 2025 take place at 5.30 – 8pm on 1 April, 10 June, 9 September and 11 November.
Keen an eye on the events section for the latest events. You can also sign up to the monthly BCI Bulletin to be notified of events.
Big thanks to everyone who joined us at @SquareClifton last night for the Bristol Creative Industries freelancer networking drinks ☀️ 🍷
Sign up to the BCI Bulletin to be notified of new events: https://t.co/5WgBWPoN1C#BristolCreativeIndustries #Bristol #freelancers pic.twitter.com/1BvT60KZFp
— Bristol Creative Industries (@Bristol_CI) June 21, 2023
Wake Up Call is a member exclusive live webinar that takes place every other Friday at 8.30-9am. The content is delivered by members for members.
Attending the free event gives you access to valuable insights from your fellow members and if you host a Wake Up Call, you can share your expertise and attract potential new clients.
See details for upcoming Wake Up Call events in our events section.
If you’re a BCI member and you’d liked to deliver a presentation on a topic of your choice during Wake Up Call, email Dan Martin.
Research shows that diverse teams are more creative problem solvers, bringing fresh perspectives to solutions, against the echo-chamber effect that results when people in a business come from too-similar backgrounds. With a strong focus on diversity and inclusion, employees feel valued and that they belong.
To help Bristol Creative Industries members achieve this, we have partnered with The Hobbs Consultancy to provide on demand equity, diversity and inclusion (ED&I) e-learning.
The CPD certified online course consists of modules to help you bring about positive change in your business, understand the key challenges in the way for different groups, and explore your own biases and how to overcome them.
The training modules take an in-depth look at different diversity and inclusion topics: race, disability, LGBTQ+, neurodiversity, gender (split into female leadership, masculinity, gender identity), age and social mobility in the workplace.
The price of the training for BCI members is £120+VAT. All profits will be ploughed back into our youth engagement activity.
To access this brilliant training opportunity, log into your Bristol Creative Industries account and click on the ‘members’ training’ section.
The regular BCI Walk & Talk networking sessions are for a group of BCI members who don their walking boots and explore the stunning countryside around Bristol and Bath.
It’s a great opportunity for members to make some new connections whilst getting some much needed fresh air!
The next outdoor networking event is on 13 June and you can register here.
We host regular roundtables for agency leaders to discuss strategic challenges. These events are vital for us to hear from the member community about the key issues you are facing and how we can help. A roundtable on funding led to us creating this popular and regularly updated guide to the latest finance on offer to creative businesses.
If you are interested in getting involved with future roundtables, email Alli Nicholas.
We regularly deliver other member benefits, such as free legal surgeries on 23 May and 27 June, and a free people strategy and HR surgery on 2 May.
To stay updated on the latest benefits, sign up to the monthly BCI Bulletin.
Reductions on co-working spaces, meeting rooms, hotel accommodation, a recruitment strategy review and a coffee subscription are just some of the many discounts and offers we’ve negotiated for members.
Join Bristol Creative Industries from only £4.95 a month.
If you have any questions about membership, email Alli Nicholas
Gold: Best Expression of a Brand on Social Media Channels
Bronze: Best Use of Copy Style or Tone of Voice
The Transform Awards celebrate excellence in brand strategy and execution across Europe. saintnicks’ work with Ascot Racecourse brought to life the brand’s creative platform, Elegance at Play – combining social-first storytelling, a distinct tone of voice, and thumb-stopping, jaw-dropping content that captured the attention of both loyal racegoers and new audiences alike.
Speaking on the win, Fraser Bradshaw, CEO at saintnicks, said:
“We set out to create a truly ownable brand voice and world-class social content that matched Ascot’s stature as an iconic British institution. To see that work recognised is a brilliant moment for the team and a testament to the power of brave, collaborative thinking.”
If you’re after a creative brand agency that will go the extra mile for your brand, drop saintnicks a line. You can find out more about their brand, campaigns, content and digital expertise here, or reach out to their Client Services Director, Francois d’Espagnac.
Mothers in the creative industries are an often overlooked force. While women are already underrepresented in creative roles, the challenges multiply when motherhood enters the equation. Despite this, countless creative mothers are making it work, balancing passion and profession whilst raising the next generation.
Today, we want to spotlight a few of our Gather Round working Mums. With their stories, we explore the realities of being working mothers in the creative industries—the triumphs, the struggles, and the unexpected ways motherhood shapes creative careers.
I was at Browns Design when pregnant with both my daughters, and one of two women that worked there at that time. Pregnancy was relatively new to the agency then, and the team were generally super supportive. In hindsight, agency life back then (2004-2010) was intense and a bit of a rollercoaster – I had no idea how incompatible small agency life and motherhood would be.
After having my second daughter in 2010, and realising 3 days wouldn’t work, I felt like I had to leave and try another way. I set up Writing + Thinking because I had no option. It felt like a massive leap of faith but it paid off. The ability to work to my own rhythm, to choose who I worked for and to steer the direction of my own career felt blissful. As stressful as the constant work hustle was/is, I’m grateful that I’ve been able to focus on and hone a skill that I get immense pleasure from.
The pay-off as a parent is hard to measure. The ability to go watch your child being a sheep in a nativity time and time again, to be able to take and collect from school, and to have the capacity to take days off for swimming or just feeding the ducks at the park. This is gold.
What I realise looking back, is that the contrasting worlds of freelancing and parenting taught me vital skills. The juggle of very different worlds, exceptional time management, how to style it out when covered in crusty stains, etc. I think the intense contrast between the two worlds help keep your feet on the ground in the sometimes, high drama of creative practice.
The constraints of my situation made me focused and resilient. I treated writing like a muscle I needed to flex to keep getting better at it. I became more fearless, took risks and proved myself wrong in the face of self doubt. I kept learning, wanting to be a role model to my daughters, and to show them that you can build something small and sustainable whilst being a present and active mother.
My partner is also self-employed as a graphic designer which felt crazy and wobbly as we embarked on raising our second child. But I think our combined flexibility enabled us to cut our cloth accordingly when dealing with sickly children, nativity plays, meetings, work trips, etc.
I think as caregivers, we have been trained to react to the unexpected (vomit on lap pre meeting), deal with sleep deprivation (mainlining coffee) and find humour in the darkest situations (too many to mention).
Creatively, I think this crazy hustle juggle makes us more loose and less perfectionist. This is a total gift.
Mother & Founder of Writing & Thinking
My return to work in 2016 after my first child was messy to say the least. Aside from the usual battles that new parents go through (keeping a tiny person alive is a full time job in itself!), my boss at the time turned into a bully. She had no children herself and zero empathy for what I was trying to get to grips with. Micro managing me to the max and layering on more and more work when I had already flagged several times that I was struggling. After only 3 months back at work, I ended up handing in my notice in floods of tears (completely unplanned), when she pushed me so hard she sent me over the edge.
My husband was so supportive when I got home, he told me we could get through it, said I had done the right thing (as he saw the stress she had caused me) and then gently asked me ‘So what do you think you might do now’ at which point I immediately responded ‘I’m going to be a freelancer’. Then followed a fruitful 7 year career of self employment, I managed to balance parenting and work in my own way. When it came to having my second child (4 years into freelancing), I went back to work after only 3 months (sadly statutory Maternity pay that freelancers get doesn’t go far at all). I only worked 2 days a week initially, I chose my own hours and it really worked for me. Thankfully the Bristol based media company I was working for at the time totally understood my needs and respected my family commitments.
In a strange way, I have no regrets, my old boss forcing me into the freelance world actually did me a big favour, my career progressed rapidly and went in a whole new direction. At the same time, there still lingers a bit of resentment that I was put under so much unnecessary stress – it’s quite sad that some people are so lacking in awareness of what parenting really entails.
Working for Gather Round has been a game changer for me. Aside from the fact that I love what I do, Ben and Jason have full trust in me to deliver my work so they leave me to it. The hours are genuinely as flexible as when I was freelancing, but with the security of a full time job – I feel so lucky to be in this position as I know so many others are struggling away in silence.
Mother & Director of Marketing at Gather Round
After graduating in 2000, I joined a digital agency where my job title was “Multimedia Designer”. (Remember interactive CD ROMS? – I designed those!) The early noughties were the heyday of the dot.com bubble and we were fully embracing the “work hard, play hard” kind of culture. It was a really fun and exciting time to be involved in the creative industry. Witnessing and being part of how the internet took off was incredible, and my job quickly evolved from “multi-media designer” to “web designer”. We were feeling invincible, landing big clients, pulling all-nighters to meet tight deadlines, and very much burning the candle at both ends – Something you are able to do in your 20s when you only have yourself to look after. None of my co-workers or company directors were parents or remotely even close to that…
Looking back on a culture that would not have lent itself in any way, shape or form to parenthood, it’s not really surprising that it also did not prove to be sustainable. The dot.com bubble swiftly burst, and it wasn’t long until my boss delivered the news we were all going to be made redundant (which he did in the style of Alan Partridge when he didn’t get his 2nd series…) This neatly led me into freelance web design (most people from the agency still worked together on a collaborative freelance basis, which worked much better without the fancy office, large bar tabs and other large agency overheads.)
Fast forward a few years, I was still freelancing by the time I gave birth to my daughter. As a freelancer, I was far too scared to take maternity leave (statutory maternity pay was not generous.) I really didn’t feel comfortable telling my clients I was going to be a mum in case they lost faith in my ability to deliver my work to the best of my ability and on time, and seeing as I worked remotely, there was no need to let them know. This, unsurprisingly, proved fairly stressful, exhausting and overwhelming. Working when the baby slept or while I was feeding her was tiring, to say the least. All the while harbouring resentment for the other mums I met who were able to take months off work and still get paid!
All that said, I knew I didn’t have the dooming sense that I would have to go back to work after maternity leave was over and I could still spend time with my daughter. (I would question whether this was actually quality time!) However, if I had to do it all again, I would probably make exactly the same choices.
Once my daughter was in school full time, I felt it was time to get a “proper job”. I really wanted the stability of a regular income and to be part of a team again. I managed to land what was a complete dream job – a creative marketing manager role working remotely for an online beachwear retailer. The directors were twin sisters, and both were parents who understood that working around school hours needed to be a priority. Not that I ever felt this was entirely achievable, and I always found myself working more than I should. Sadly, the beachwear retailer did not survive the travel restrictions of the Covid lockdowns, which is when I found myself freelancing once again. This is also how I came to be a member of Gather Round, which I find invaluable, to say the least. The creative co-working community is so great for the amazing social and useful professional connections that I utilise all the time.
Being a single, working mum certainly has its challenges. I will never feel I am doing enough, and I feel a huge amount of pressure to support myself and my daughter financially within the limitations of also being present for her. But I will never forget how lucky I am to be a parent, and being able to sustain a career where I can be at home when my daughter gets home from school every day is something I choose to prioritise and something that I will never take for granted. Challenges and all, I would not change a thing.
Mother & SEO Specialist
The creative industries have a big diversity problem, and the lack of working mothers is one of the many ways this shows up. I’m Head of Marketing & Partnerships at Fiasco, a brand and digital agency based in Bristol. I came straight out of maternity leave (bleary-eyed and sleep-deprived) into this role almost four years ago, so I haven’t worked as a mum in any other setting.
However, I’d say my experience at Fiasco is probably an anomaly. We have policies that make day-to-day life much easier: extra childcare days, flexible hours, and Summer Hours (Fridays off during the summer). Above all, it’s the way they treat everyone, not just me, that makes all the difference. I work 30-hour weeks, but I never feel like I’m “just part-time.” Here, every single person is a valued member of the team. While I don’t work with other mums, plenty of the dads share childcare duties, so there’s no judgment when I need to do the school run because childcare plans fall through (we’ve all been there).
I can count on two hands the number of women I know in the design industry who are mothers. More might be out there, but they don’t make it known. And that’s a shame. There should be no stigma around being a creative mum. In fact, being a mum has made me better at my job; I’ve developed a laser-sharp focus, I can cut through the BS, and am more motivated than ever to be a role model for my daughter. Who, by the way, is already super creative because she sees me not just doing it — but genuinely enjoying it.
Mother & Head of Marketing at Fiasco
As Kendra, Danie, Rosie and Nat have shared, being a mother in the creative industry isn’t just about struggle—it’s about resilience, adaptability, and transformation. Each of these mothers has navigated the challenges in their own way, proving that creative careers can (and should) evolve to better support parents. Those days of having a stay-at-home caregiver are behind us, and it’s time for the world to step up and adjust to these changes.
At Gather Round, we believe in fostering a community where creativity and caregiving can coexist, where mothers don’t have to choose between their passion and their family. Their experiences remind us that supporting working mothers isn’t just the right thing to do—it’s an investment in a more inclusive, dynamic, and inspired creative industry.
Here’s to the mothers. We see you. We respect you. And we celebrate everything you bring to the table.
Follow us on insta for more news on our community. Or book a tour to meet our community IRL.
March is B Corp Month, which celebrates businesses that have achieved certified B Corporation status, a measure of high standards of social and environmental performance, transparency, and accountability.
Our region has many B Corps. In fact, a report in 2023 said Bristol is home to the most B Corps of any UK city outside of London.
To mark B Corp Month 2025, we put a call out to B Corps in the Bristol Creative Industries community and had a great response. Read about inspiring businesses below, with their tips for how to become a certified B Corporation.
“My biggest piece of advice for businesses considering B Corp certification? Just start! The process may seem intense at first, but once you take that first step, it all becomes much more manageable. The B Impact Assessment gives you a clear benchmark, and it’s quicker to work through than you might think. More importantly, see it as a journey. Every step you take is a step towards becoming a better business for both people and the planet. By simply starting, you’re already making a positive impact!”
Tom Locke, Noughts & Ones (BCI member profile | B Corp profile)
“To become a successful B Corp focus on embedding sustainability deeply within your company culture. Start by clearly assessing your environmental impact. For example, Atomic Smash made a big step by transitioning a majority of clients’ hosting to providers that solely use renewable energy and prioritising greener digital practices. Regularly evaluate your performance through the B Impact Assessment, ensuring continuous improvement. By transparently integrating these purposeful practices into daily operations and clearly communicating your efforts, your business can successfully attain B Corp status and inspire positive change.”
David Darke, Atomic Smash (BCI profile | B Corp profile)
“One of the key tips about becoming a B Corp is that you don’t just become one and tick it off your list. Achieving B Corp certification is just the start of the journey. It’s about a wholehearted commitment from the top to the bottom of your organisation to do better business. It affects everything – from Articles of Association and company mission, to choice of suppliers, clients, company policies and so on. No business is perfect, but the B Corp assessment criteria help to set priorities and objectives towards meaningful change so that people and planet are considered equally alongside profit. It’s a huge commitment, but for us, there’s no other way to do business.”
Alex Ririe, The Collaborators (BCI profile | B Corp profile)
“Halo was one of the first 1,000 businesses in the UK to become a certified B Corp.
“Becoming a B Corp challenges you to focus on areas often overlooked and helps focus your business into a force for good. There is a lot to do, so I’d say start small—review suppliers, refine policies, and engage employees by letting them choose causes they’re passionate about. Keep it on the leadership agenda, talk and learn from other B Corps.
“The process is about continuous improvement, ensuring accountability and impact. Going green doesn’t mean an overhaul; think local, reduce waste, and measure your footprint- we plant a tree for every invoice we raise. The biggest tip? Just get going.”
Nina Edmonds, Halo (BCI profile | B Corp profile)
“Our mission is to shape an industry where paid media done the right way delivers client success whilst contributing to stronger communities and a healthier planet.
“This clearly aligns with the B Corp values and the accreditation has helped us focus on how we can expand our purpose.
“We had a mentor, Business on Purpose founder Andy Hawkins, to guide us through the process, which was very helpful. The B Corp community is a valuable one in which working collaboratively is at its core. If you are not sure whether to proceed with the accreditation, feel free to reach out to us (or any other friendly B Corp) and we’ll be happy to answer any questions.”
Toby Parkins, The Nest Media (BCI profile | B Corp profile)
“Our mission is to create work that has a positive impact on people and planet, so becoming a B Corp felt like a natural step.
“Our tip is to really make sure that your people are on board with what you’re trying to achieve. B Corp certification isn’t something that a couple of people within the organisation can be solely responsible for. It’s down to everyone playing an active role – from committing to volunteering days to understanding what reproductive policies look like in our agency.
“We take regular opportunities to share what we’re working towards and invite feedback from teams across the business, which is so far proving successful.”
Sarah Dennis, Aer Studios (BCI profile | B Corp profile)
“Becoming a B Corp isn’t just about ticking boxes; it’s about weaving purpose into your business’s DNA. It starts with a genuine commitment to people, clients, the community, and the planet. Prioritise ethical practices, transparency, and accountability.
“Continuous improvement is key; small, meaningful changes create a lasting impact. Use your business as a force for good, challenge the status quo, and resist pressures that push against positive change. The journey to certification is a mindset shift, not just a process. When you do it for the right reasons, everything else falls into place.”
Josh Harrison, Taxi Studio (BCI profile | B Corp profile)
“First and foremost, you have to truly want to do it. When Something Familiar began our B Corp journey, it was because we wanted to wear our values on our sleeve and embed good practices from the start – ensuring our business grows in alignment with our principles.
“The process is rigorous and constantly evolving, but that’s the point. We started by being honest about where we were, then committed to change, growth, and improvement. It’s not just about policies, it’s about embedding impact into every decision.
“The benefits are super clear too, we’ve forged stronger relationships, engaged teams, and built long-term sustainability. If you’re considering starting your journey, the B Corp community is incredibly open and supportive, ready to guide you along the way.”
Rich Williams, Something Familiar (BCI profile | B Corp profile)
“Becoming a B Corp isn’t just about earning the certification, it’s about committing to continuous improvement in how your business operates. By embedding its principles into your company culture, you will ensure your team understands and embraces the commitment.
“From producing an annual impact report to recertifying every three years, B Corp principles should be woven into the fabric of your business, not forgotten once the plaque is on the wall. Tracking progress and gathering evidence are key to this. At our company, we hold a monthly B Corp team lunch to review each pillar and share updates. Certification isn’t the finish line–it’s the start of an ongoing journey to balance profit with purpose and drive meaningful impact.”
Lucy McKerron, Purplefish PR (BCI profile | B Corp profile)
“Give yourself plenty of time. Use the Impact Assessment questions to inform and guide your company policies and business practices before deciding to go for certification, so that the core values of B Corp are already embedded into your culture.
“Learn from others who have been through it but if you can, engage a consultant. We were guided through the process by Byen which made the whole experience very enjoyable.
“Be thorough and meticulous. Continually record and build your evidence to simplify the submission stage.
“Look for easy wins – small changes can have a big impact.
“If you have been honest and evidenced everything, you can be confident of your score when you submit.”
Alexia Mihranian, Osborne Pike (BCI profile | B Corp profile)
Be authentic
You should become a B Corp because you believe in the philosophy, not because it’ll benefit you, so do it for the right reasons and focus on initiatives that make a real difference to your team, your community and the world around you.
Focus on the Three Ps
People, Purpose and Planet are the cornerstones of being a B Corp. Get those right then in turn it will benefit your Profit.
Build B Corp into your culture
It takes time and energy to live your B Corp values. Embed purposeful initiatives into your company culture and objectives to stay focused and on track.
Make friends
It’s easier (and more impactful) to make a difference if you do so with others! Find your local B Corp community and make partnerships with like-minded businesses around you.
Be adaptable
What it means to be a B Corp changes with the times, so be adaptable to new landscapes within society and the planet as a whole.
Amy Stobie, AgencyUK (BCI profile | B Corp profile)
“Becoming a certified B Corp was a proud milestone for us at Rhombus.
“My advice? Don’t treat it like a side project. Make it part of how you do things, day to day.
“Get your team involved early, be honest about where you’re falling short and see it as a chance to improve, not just to certify.
“The process can feel heavy at times, but it brings real clarity. For us, it’s helped sharpen our purpose, hold ourselves to a higher standard and shape the kind of clients and collaborators we want to work with. Worth every spreadsheet (and late night!)”
James Ratcliffe, Rhombus (BCI profile | B Corp profile)
“Going through the process of becoming a B Corp is a little like eating the proverbial elephant – you have to do it one bite at a time.
“It is a big task, but by breaking it down you can make a plan that works with your resources. Try to get as many of your team involved as you can, not only to share the workload but to ensure everyone is on board and actively participating in the process. And don’t forget the wider B Corp community, including B Leaders, who are on hand to answer questions when you get stuck.”
Rin Hamburgh, Rin Hamburgh & Co (BCI profile | B Corp profile)
“The best way to become a B Corp is by not taking it as a set of requirements, but genuinely using them as principles to guide yourself as a business.
“Especially with the upcoming changes, becoming certified is a lot harder if you consider it as the minimum bar to jump. By thinking genuinely about the impact you can and want to make that aligns with who you are as a business it’s far easier to get everyone on board and embed B Corp into your culture, which in turn, makes the accreditation easier too.”
Alistair Paul, Bright (BCI profile | B Corp profile)
“We started our B Corp journey in 2018 and certified in 2019.
“The more we heard about it the more aligned we felt with it and that it gave us a framework to work towards and ultimately the recognition that we were running the company in the right way.
“The key thing is identifying where you feel as a company you can make a meaningful difference across the five core areas assessed. It’s important everyone has a voice and that you are all working towards the same goals you want to achieve.”
Steve Kay, ADLIB (BCI profile | B Corp profile)
“I’d suggest working through the Business Impact Assessment one section at a time. And take your time. Chip away at tasks little and often to make steady progress. Try to set aside dedicated time each week to move forward.
“Share the workload with your team, so you don’t feel overwhelmed. It’s also important that the process feels authentic. Ideally, you’ll find that many of the policies, procedures, or at least values, are already in place in your company. So going B Corp feels natural and genuine, like the next step in your journey.”
Jess Evans, Shaped By (BCI profile | B Corp profile)
“Becoming a B Corp is a transformative journey that reshapes your business around core values centred on people, planet and purpose. At ORCA, these principles have always guided our work, and certification has only strengthened our commitment.
“This process impacts every part of your business, so involve your entire team from the start. Define clear roles and responsibilities to ensure that everyone contributes to the initiatives that drive sustainable change. Embedding these values into daily operations is key, and tapping into the B Corp community for insights and best practices provides invaluable support, reinforcing your mission and driving continuous growth.”
Mila Embury, ORCA (BCI profile | B Corp profile)
“Get support and carve out time:
“In terms of the application itself, we found some of the questions quite jargon-heavy. So we found it really useful to work with someone who had been through the process who could clarify what sort of information the question needed as a response.
“Having support from an external party also kept us accountable for hitting deadlines around filling in the application. We set aside one day a week during the application process.
“Involve your team:
“It’s impossible for one or two people to do everything. We found that involving the team helped to share some of the responsibilities, as well as adding an element of team-building and fun to the process.”
Karen Pearce, Loom Digital (BCI profile | B Corp profile)
“Becoming a B Corp is just the beginning. Since certification, we’ve partnered with local B Corps to amplify our collective impact.
“We’ve focused on reducing energy consumption by installing new windows. Volunteering with charities like Bristol Zoo Project and St Peter’s Hospice has engaged our team and connected us more deeply to the local community.
“The quickest win? Switching to eco-friendly alternatives like CoCo+ for business travel and Ecosia, the greenest search engine on the planet. It’s the small, habitual changes that make a lasting difference in creating a more sustainable future.”
Lottie Pratt, saintnicks (BCI profile | B Corp profile)
“Being a B Corp is a commitment to ongoing positive change rather than a one-time achievement, a journey rather than a destination to tick off.
“What’s worked for us has been small but regular sustainable changes: changes that can be more easily embedded into business processes, adopted by everyone in the business and built on each year.
“Certification is truly a team endeavour but, practically, it helps to have one project leader to coordinate stakeholders and drive progress.”
Belle Farman, Sunhouse Creative (BCI profile | B Corp profile)
“For us the best advice we can give on how to successfully become a B Corp is simply to do it for the right reasons. If the B Corp set up is right for the values and direction of your business then it’s a no brainer. If however it’s primary use is that of a tool for sales, then reconsider. We’ve noted many controversial and immoral uses of the B logo by organisations hoping it’s a route to easy wins.
“The process of certification was a wonderful and thorough thing for us. It helped us ask questions of ourselves we wouldn’t have normally, set our business on a course for the foreseeable, and helped our team unite under clear and positive values. So our advice would be to enjoy the process with an open and honest mind. Even without certification you will take value from the process.”
Adam Millbank, JonesMillbank (BCI profile | B Corp profile)
“Becoming a B Corp back in 2022 was a real turning point for us at Skylark. The B Impact Assessment helped us dig into what we were already doing well and where we needed to step up – across governance, team, environment and community.
“My advice? Don’t wait until everything’s perfect – just get started. The Impact Assessment is famously a journey, and with good reason. You’re interrogating every facet of your business.
“In uncertain times, when businesses face economic pressures and competing priorities, it’s easy to let purpose take a back seat. But it’s exactly when people, planet, and integrity are at risk that we need values-led leadership the most.”
Nina Postans, Skylark Media (BCI profile | B Corp profile)
“Mustard is a Bristol based creative industry recruiter. We started our B Corp journey in September 2023 and we had confirmation of our acceptance in May 2024.
“We were looking for something that people in the business could get behind to increase the “purpose” in their role. We initially shied away from B Corp but when we went to a Bristol meet up and spoke to some people we realised that B-corp was actually it!
“We used an external advisor, the ubiquitous Andy Hawkins, who was a great help in just breaking down things that sound ominous into things that become very achievable. What we found was that we already did a lot of the stuff and that spurred us on to get that confirmation from an external organisation that we were a well-run business who gives a sh**!”
Peter Browne, Mustard (BCI profile | B Corp profile)
“Involve your team right from the start of your B Corp journey as you can’t do it alone.
“We needed to establish what was important to us and creating a culture where everyone is heard and can contribute means your B Corp statement is authentic and owned.
“We also would recommend being transparent, while creativity can be a force for good we also needed to be upfront with the sectors that we work in that can be playing catch up as they navigate change in sustainability.”
Ruth Clarke, Six (BCI profile | B Corp profile)
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