Kevin McDonnell

As I head back to my desk in London, I’ve noticed a few founders (often in their first year or so) have been musing/seeking advice on holidays. Here’s the nuggets I’ve collated over the last 5 years, some obvious, some less so. Also, this is through the lens of a company that is shipping SAAS. Some businesses (European enterprise SAAS) will be very similar, others (e.g. B2C Christmas decoration e-commerce) will be wildly different: 1. Holidays are good. Probably necessary. Founding a category defining company is a 10 year+ game. If you work 18/7/365 you will almost certainly burn out. There’s probably some age dependence. I’d guess a typical 22 year old coming out of investment banking could last 2-3 years like this (not long enough); someone in mid 30’s likely a year-18 months (definitely not long enough) 2. Too much holiday is bad. Your business almost certainly performs hugely worse without you. If you’re taking 10 weeks fully off a year, your business is likely dead 3. I see two principal purposes: 1. Rest (to recharge your batteries and keep the intensity going long term) 2. Spend time with loved ones (compared to a more chilled job, many founders unthinkingly lose the relationships most important to them) 4. Rest is deeply personal. Different people recharge batteries in different ways. Nailing what effective rest is for you is similarly important to other aspects of maximising the impact of how you spend your time. It’s taken me a while to crack this formula. For me: 4 days intense partying with close friends, and then a week of complete isolation and quiet with my girlfriend seems optimal (I’ve iterated this over 5 years). For me a week of road biking would be the definition of hell and probably expedite burnout (but I know this is perfection for others) 5. Timing is vital. Practically no one buys shipping software in early August. So the impact on the business of me being “off” is an order of magnitude + smaller then. Many of the shipping SAAS CEO’s I respect most were “off” at the same time. 6. Don’t expect to be off 100%. I don’t think a founder can ever be off 100%. Something will come up. It’s less stressful to accept this upfront. And make sure those you are travelling with understand. That said I think cutting workload by 70-90% is totally possible. 7. What to cut when you’re “off”: -Internal meetings, the lack of which are not blocking team members that are “on” -Internal admin, the lack of which are not blocking team members that are “on” -External admin, which will not have meaningful business consequences -New business outreach 8. Things not to cut when you’re off: -Responding to client/prospect queries/requests -Excom meetings -Any work that has a major net positive impact on the cash position of the business -Running team responses to serious issues -Answering questions from team, where the lack of an answer would block them Now time to get back to my desk!! #shipsandshipping #maritime #founder #vc #seriesA

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One of the most exciting up and coming startups in Scotland - MedAscend - showcasing their interactive medical education AI avatar platform. Hana and Ahmed (School of Medicine, University of Dundee students) were talking about the incredible progress they have made in the last 12 months at the annual Elevator academic accelerator showcase. Scottish EDGE Centre for Entrepreneurship, University of Dundee Techscaler Scottish Enterprise A great career overview from Chris Martin as well scaling software companies since the 90s creating hundreds of jobs and economic impact for Dundee in the process. Well done to this years accelerator participants and Andrew Cameron for guiding them over the last two months

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In the UK, we’re often hesitant about selling. There’s a cultural discomfort with it as if being direct about value is something to be avoided. But in business, selling isn’t optional… it’s essential. Every founder needs to learn how to sell. Not just how to talk about a product, but how to position it, how to create urgency and how to communicate its value clearly and confidently. Because no matter how good your product is, it means nothing if no one knows about it. Visibility is just as important as quality. You can have the best product in the market but if you can’t convince people to care, it won’t go anywhere. Selling isn’t just being pushy it’s a skill. And it’s one every successful entrepreneur inevitably masters, whether selling to customers or investors.

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Finding a solid startup idea is hard. It’s something every founder wrestles with but rarely talks about. You’re expected to come up with something brilliant straight away but the reality is usually full of doubt, false starts and that constant question... is this really going to work. That’s why John Rush’s ideation framework caught my attention. It’s practical, simple and based on real experience. It helps you identify real world problems, test early solutions with users and grow in a focused way. Rush has used this exact method to launch over 20 startups. That says a lot. If you’re feeling stuck or not sure where to begin this is worth a read. Credit: Chris Tottman & Rubén Domínguez Ibar Credit: John Rush

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1.6M GLP-1 prescriptions and no plan on how to handle them. One in five UK adults tried to get their hands on a GLP-1 medication last year. And in April alone, 1.6 million packs of Wegovy and Mounjaro were sold. But what struck me most wasn’t the demand, it was how unprepared our systems are to handle it. Pharmacists are being asked to manage eligibility, navigate shortages, and support patient education, all while being left out of the planning conversations. And in some cases, patients are turning to unregulated sources when the system can’t keep up. We keep talking about “scaling access,” but the harder question is: what does responsible scale actually look like? Who triages requests? Who ensures continuity? Who protects against misuse? These are operational questions just as much as clinical ones. And they highlight why pharmacy needs more than supply, it needs structure. With generic #Ozempic soon arriving in Canada, we can expect a huge surge in prescriptions. It’s essential that pharmacy infrastructure evolves now to meet that demand effectively and safely.  #pharmacyconsult #primarycare #healthcareinnovation #pharmacists #pharmacy

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Future-Proofing Yourself: The Quiet Power of Daily Investment "Do something today that your future self will thank you for." — Sean Patrick Flanery It’s easy to get swept up in the urgency of now, deadlines, distractions, demands. But this quote is a timely nudge to zoom out. The truth is, every small action we take today, every decision, habit, or discipline, is a building block for who we become tomorrow. And in business and leadership, that mindset is everything. The Long View in a Short-Term World The most resilient professionals and organizations share a common trait: they prioritize future-aligned decisions even when there’s no immediate payoff. That’s what separates long-term value creators from reactive managers. Whether it’s learning a new skill, nurturing a relationship, investing in your health, or initiating a difficult but necessary conversation, future-forward choices compound. This isn’t just philosophy. It’s backed by data. Studies on delayed gratification (most famously, the Stanford marshmallow experiment source) consistently show that individuals who can delay rewards in favor of future outcomes perform better over time, academically, professionally, even financially. Where to Start Today Here are three high-return areas where a small action today can generate exponential returns for your future self: Skill Building: In a world of rapid automation and AI, investing in continuous learning is a career insurance policy. Whether it’s coding, data storytelling, negotiation, or design thinking, pick one and start today. Platforms like LinkedIn Learning or Coursera make this accessible. Networking with Intent: Reach out to someone you admire. Offer to help without asking for anything in return. Relationships are long-term capital, and many game-changing opportunities come from a simple message sent in the present. Health and Energy Management: You can’t lead, build, or innovate if you’re burnt out. Thirty minutes of movement, better sleep habits, or cutting back on digital overload will pay dividends in stamina and clarity especially when challenges intensify. Leaders: Model the Mindset For executives and team leads, this mindset must be modeled, not mandated. Encourage your team to build toward the future, even if it's invisible today. Reward initiative, not just output. Invest in training before the market demands it. Build systems that anticipate, not just react. As Satya Nadella, CEO of Microsoft, said: “You must fall in love with the process of becoming great.” That process begins with a single action today. Closing Thought The future is not some distant event, it’s being shaped right now, in our calendars, inboxes, and choices. Your future self is not just watching, it’s waiting. What will you do today that earns their gratitude? Start small. Stay consistent. The future is listening.

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I'm extremely proud to present Part 3 of FemHealth Focus: Current realities and future horizons. In this report we explore how UK businesses, clinicians, investors, innovators and policymakers can work with the NHS to improve outcomes for women—and why the cost of inaction is too high to ignore. Featuring forewords from Professor Dame Lesley Regan DBE MD DSc FRCOG , Women’s Health Ambassador at the Department of Health and Social Care and Kate Lancaster, Chief Executive of the Royal College of Obstetricians and Gynaecologists | RCOG, Part 3 sets out a bold vision for change. 🎙️ If you'd like to discuss the report in more detail either privately or publicly (we love a podcast!) let me know. Despite long waiting lists and budget pressures, the NHS offers: ☑️ Universal access ☑️ Rich datasets ☑️ A platform for innovation However: 🚧 Fragmentation and siloed services are stalling progress 🏥 Women’s health hubs are a promising model, yet only a third of Integrated Care Boards currently offer the full range of core services 💡Femtech and digital innovation are critical to scaling solutions but need sustainable funding and joined-up thinking  💷 The cost of inaction is high:  ➡️£11bn in gynaecological-related absenteeism and  ➡️£1.5bn from menopause-related workforce exits annually 💡 Whether you're an innovator, investor, delivering care, or shaping policy this report is for you. (Link in the comments) A big thank you to our contributors: Professor Dame Lesley Regan DBE MD DSc FRCOG I Kate Lancaster I Katherine Church I Nicola Fay I Paul Holmes I Dr Nikita Kanani MBE I Rebecca Lewis I Louise Newson I Vivan Pinto I Ruby Raut I Emma Ross I Aamena Salar I Dr Sujitha Selvarajah I Stasa Stankovic I Michelle Tempest I Devika Wood, MPH I Ambra Zhang And to our Mills & Reeve team: Gayle Curry I Sophie Burton-Jones I Steph Caird I Jill Mason I Mia Church I Tania Richards I Navina Badhan I Fay Colegate and many more behind the scenes Not forgetting the fabulous Maria Davies for coming along on this journey with us and doing the hard work of writing the report! #WomensHealth #HealthTech #GenderHealthGap #FemTech #FemHealth

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"How much do Non-Executive Directors actually get paid in SMEs?" A question I’m asked at least once a week. And while it’s tempting to say “it depends,” I’ve pulled together the most up-to-date research from across the UK market (as of mid-2025) to give a proper answer. So, if you’re joining a UK-based SME as a Non-Executive Director, you’ll typically earn between £15,000 and £40,000 per year. Of course, that varies significantly depending on size, sector, and responsibilities. Here’s a breakdown: Private SMEs (non-regulated) Typical base fee: £15,000 to £35,000 Add another £5k to £10k if you're chairing a committee. It's unusual an SME would have sub-committees. NOTE: Early-stage or founder-led SMEs may offer lower cash but include equity or options to align interests. 🧮 Larger private / AIM-listed SMEs Base fee: £30,000 to £60,000 Add-ons for committee roles or Chair duties Total income: £50,000+ is not unusual if the business is growing and complex 💳 Regulated SMEs (e.g. financial services, fintech) Base NED fee: £50,000 to £80,000 is typical. SID / Committee Chair / Risk Oversight roles: £80,000 to £100,000+ (Source: Sayer Haworth’s 2025 report) 📈 Real job market data? Glassdoor reports the average UK NED salary at: 👉 £81,243/year With the 25th percentile sitting around £58,000. That said, the lower end (e.g. £10k to £25k) is still common for SMEs, especially when time commitment is light or it's a non-remunerated "value-add" seat (common in early-stage or exit-focused businesses). So… what impacts NED pay? ✅ Company size and complexity ✅ Sector (regulation = more money) ✅ Time commitment (meetings, prep, stakeholder calls) ✅ Committee or SID roles ✅ Your experience (especially digital, ESG, M&A, or sector-specific insight) ✅ Whether you’re bringing cash or connections (some roles expect ‘skin in the game’) If you're building a portfolio career, or considering your first NED seat, this gives you a realistic view of what to expect. It’s not all about the money either - the right NED role gives you: - Access to founders/investors - Exposure to new sectors - Board-level governance experience - Optionality to invest or exit with the company If you’d like to see live examples or benchmark your own non-exec aspirations, I’m happy to share what we’re seeing across the Virtualnonexecs platform. 👉 Over 50,000 boardrooms 👉 27,000+ NEDs and Chairs 👉 Dozens of new board opportunities each week - many off-market. Happy to chat. If you are thinking of adding a non-exec to your board: https://lnkd.in/de69SinR #nonexecutive #NED #boardcareers #portfolio #privateequity #SMEboards #investingdirectors #leadership #virtualnonexecs #NEDremuneration #boardroles

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“The UK has the best talent in the world, but we sometimes lack ambition”   Grateful for Neil Buchanan @ Lodestar Space (‘bodyguards for satellites’) inspiring and educating our emerging founders spinning out from UK Atomic Energy Authority (thank you) > If you’re pre-idea and pre-cofounder you’ll benefit from doing the Entrepreneurs First programme (if you can get on). The speed of learning and environment truly accelerate founders > Unlocking early adopter demand: LinkedIn outreach, speak to people with common interests, build networks, keep the cadence of outreach, running a customer discovery process (‘mom test’ - Rob Fitzpatrick ) > Sizing the opportunity: top down look for $10BNs to $100BNs market problems and then look bottom up with an eye to the future. Bottom up is always the sobering one and should be your north star - never lie to your team, investors and worst of all: yourself.  > Engaging VCs often: reduce the risk as much as possible (team, market, tech) show how you’re hiring to fit a few key gaps can be fine > Founders need to be confident to be selective with the investors they partner with. Being mindful if you’re taking investment from a key player in an industry (is it for their ultimate M&A activity, is it going to impact your sales). Ideally you’re ambitious and don’t want an early exit but also investment from a defence prime if you’re dual use can unlock channels > Building for dual use or defence? Prioritise USA GTM in the short term. > Finding non-dilutive sources of cash: run a process to identify relevant organisations, keep an open mind / keep it wide to keep options open. Keeping burn low you can achieve a lot prior to dilutive capital > Don’t get distracted by the shiny numbers of a big raise - it's needed for strong talent acquisition & credibility boosting but the best talent will resonate with the high impact mission & tech dev to get there - the rest of your time for focus on where it needs to be: customers and sales > Geopolitics impacting decisions on which markets to target, hiring decisions, who to have on the cap table ▪️If you’re an investor / founder and you’d like to do a lunchtime Q&A to educate and inspire our emerging founders please DM

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