Scale Up Brighton & Hove

Management programme brings business leaders together to unlock potential.

For eight weeks across the start of 2025, 30 of Brighton & Hove’s most ambitious business leaders joined Sussex Innovation for Scale Up Brighton & Hove, a management programme designed to unlock the potential and impact of the city’s growing organisations.

Funded by Brighton & Hove City Council, the group brought together founders, CEOs and directors from a wide range of industries including hospitality, tech, manufacturing, food and beverage, and the charity sector.

Despite their different backgrounds, these organisations had much in common – with more than 10 employees and a target to scale by 20% year on year, they were all at one of the most challenging inflection points in their journey, where financial planning, recruitment and operational questions often cause growth to plateau.

Each of the five sessions combined expert insights around a topic of the week, a “been there, done that” Q&A with a successful scale-up leader from the local area, and action learning sets that enabled participants to bring their most pressing challenges to the group and collaborate on solutions.

For this feature, we spoke to four of the leaders who took part in Scale Up Brighton & Hove about their story so far, the lessons they take away from this intensive couple of months, and their ambitions for the future.

Scale-Up Profile – Flare Audio

Founded in 2007 by husband and wife team Dave and Naomi Roberts, Flare Audio is an award-winning audio technology brand, with a range of earplugs and earphones that offer unparalleled clarity, fidelity and noise cancelling.

Today, their clients include the Alpine F1 team and world-famous music producer Flood, and their products are shipped to 186 countries around the world by a team of 20 working from their dedicated head office, manufacturing and warehouse space. In 2025 they received the King’s Award for Enterprise in Innovation.

What’s the story of Flare Audio?

We used to run a PA company for live music events, and we began to notice that it was extremely difficult to get consistently good sound with traditional loudspeakers. The room you’re in, the weather, and the loudspeakers themselves can all distort the sounds we hear. We spent a lot of time trying to design a better speaker, but the real eureka moment came when we realized how much of that unwanted resonance happens inside our ears.

In 2016 we started developing a series of products to shape and direct sound inside your ears in different ways. We have Calmer®, designed to help people with noise sensitivity – it reduces the parts of sound that provoke a stress response in the brain without reducing the volume. And our latest product, Definition, is an incredibly cost-effective way of getting perfect audio fidelity and clarity at gigs and concerts, in busy places, or out of an ordinary pair of headphones.

Has it been a difficult market to break into?

It’s a crowded market, and promoting what we have is our biggest challenge. We’re really confident in our products; the results are so impactful that once people hear it, they want it. But we’ve solved a problem that a lot of people don’t know they have, and the industry is full of people making promises of sound quality without anything to back it up.

Ultimately we understand our community and what our customers’ needs are. We don’t want our technology to be complex; we’ve just tried to build simple, passive devices and earphones that you put in your ears and have a better experience.

What have you taken away from being on the programme?

I really enjoyed hearing about other companies’ journeys – the paths they have taken and pivotal moments where they had to make crucial decisions. On the first day there was a talk from MPB, and it was helpful for us to hear how they weighed up the crossroads between staying content with the size they were, or shooting for the moon.

It sounds like such an obvious thing to say, but knowing there’s others out there struggling or thriving in the same ways as you makes you feel a whole lot less alone. For quite a long period of time we were very isolated, and we’ve learned how beneficial it is to be open, to share and be receptive to input from others.

Which other founders did you share ideas with?

It’s really interesting when you meet people who are earlier in their journey – I was talking to the two guys from ScrubClub, the car-washing app. Hearing what their goals and plans were, I could see the whole journey ahead of them, and I remember thinking it’s so good for them that they’re already part of this programme. If we’d have done something like this years ago, we probably wouldn’t have had to overcome so many hurdles on our own.

And how have the mentoring sessions helped?

Claire Pasquill has been helping us to identify who the target audience is for each of our products, because they’re each such different demographics. Calmer is very popular with neurodivergent people, our earphones have found their tribe among artists, producers and music lovers, and with Definition we’re still in the process of learning who the product resonates with most.

Focusing on who our customers are, their personalities, needs and wants, is going to help us so much to personalise our marketing. We used to just explain the detail of the technology, sometimes to an overwhelming degree, whereas working with Claire has helped us shift focus onto how you’ll feel when you’re using our tech.

What’s next for the business?

Our strategy is to continue to develop and establish our unique technologies, build brand awareness and consumer demand, and start to explore the potential of licensing our tech to major players. Those three steps are key to ensuring the success and longevity of our technologies.

Scale-Up Profile – Kademy

Kademy is a training company focused on corporate communications professionals. As well as providing strategic support for communication leaders, they deliver continuous professional development for teams from established managers through to early-career hires.

Managing Director Katie James co-founded the business with partners Alex Hentschel, Victoria Mellor and Robin Crumby in 2019, and they have already grown into a core team of 10, plus a network of coaches who deliver professional development and strategic support to communication teams at the likes of AstraZeneca, Shell and Comcast.

How did the business get started?

The other co-founders and I all used to work together before that company was sold and we all ended up elsewhere. Relatively quickly we realised that rapid changes in the communication function, employee expectations, and L&D more broadly were creating an opportunity to approach things a bit differently and Kademy was born.

The power of Kademy comes from our ability to service clients at scale, based entirely on their specific context, challenges and priorities. For example, larger corporates we work with often need help finding consistency in how they work and need to be able to offer professional development at scale, often aligned to existing internal academies or career tracks. In contrast, other organisations with much smaller comms functions might be looking for ways to get more done with less or drive retention through learning and professional development where they can’t necessarily offer vertical promotions.

Especially since Covid, communications has become increasingly vital, and so it gives you a real insight into the context of what makes an organisation tick – it’s an interesting space to be working in.

What’s the biggest challenge for you?

As a very agile and reactive team, knowledge management is an ongoing challenge. We’re constantly gathering valuable market intel, insights and stories from our prospects and clients – whether it’s in sales calls, workshops or desk research. Capturing all that information and making it easily searchable and usable across the business is a fundamental part of how we deliver our value proposition but it’s not easy, even with a small team.

I’ve been working with Linda Ndlovu, our mentor on the programme, on how we most effectively reconcile our recurring revenue membership model with our agile approach to learning and development. All of the research in the L&D field shows that you need a consistent approach to learning and a psychologically safe culture, rather than a trainer just dropping in and out, and we see that ourselves with our clients – it’s why we chose a 12-month renewable model in the first place. It means that we have to regularly ‘top up’ what we offer, so there’s always something new to learn or adapt so we can take advantage of commercial opportunities.

What else will you take away from Scale Up Brighton & Hove?

Peter Lane and Frank Hyde from the Sussex Innovation team talked about product-market fit, and the difference between a transient and sustainable competitive advantage. That was thought-provoking, and a good reminder – in a world where things are changing so quickly – to keep going back to your value proposition and making sure it’s still relevant.

The session on generative AI also gave me a lot of food for thought, and practical ideas on what we could and should be thinking about. We know about the changes Gen AI is causing for our clients, but that session really turned the mirror back on us as a business.

And what’s next for Kademy?

We’ve got some ambitious growth targets over the next few years for the core business and there are a few related opportunities we want to explore. We’re already modelling against the different scenario plans that we did with Linda, looking at new markets and new products, weighing up scaling opportunities. It was nice to hear from some of the success stories who spoke during the programme about how they started from a similar place to where we are now; it’s going to be an exciting couple of years!

Scale-Up Profile – Root & Branch

Root & Branch are specialists in sustainable software, helping organisations to measure the environmental impact of their websites and building bespoke products to help reduce the carbon footprint of their clients’ digital estate.

Since incorporating in January 2023, Adam Newman and co-founder Oli Winks have rapidly established the business, partnering with purpose-driven organisations like Sustainable Ventures and Net Zero Hero to deliver their vision of sustainable digital technology.

How did Root & Branch get started?

It came out of Oli and I chatting on my sofa. We’re talking shop as software consultants and he asked “do you ever think about the carbon emissions of your software?” I asked what he meant, and within a minute or so I was thinking “oh my word!”.

Sustainability is a personal interest of mine, but in 15 years of software development it had never occurred to me, never come up once in a conversation. What’s happened over decades is that we’ve moved from having a single server somewhere in your building, to third party data centres in the cloud. Those data centres are scaling at crazy rates due to demand, but the footprint of all that hardware is almost invisible to us.

We built a little prototype for a tool that would help developers understand how much energy their code was consuming, and applied for Innovate UK funding to make that into something fully open source. That tool has evolved into our product Cardamom, and it’s now the starting point for most conversations we have with clients about reducing their digital carbon footprint.

What were you hoping to get out of the Scale Up Brighton & Hove programme?

We’re ambitious, and we think we have an idea with the potential to scale very quickly. There’s a massive digital market, with increasing pressure to reduce and report on emissions, and so that presents an opportunity.

I really wanted to understand the mechanics of scaling a business, because this was perfectly timed for us as we’re about to go on that journey. I don’t think it’s a problem that Root & Branch can solve alone, but the more we can scale our ideas across industry, the bigger the contribution we can make.

Did anything surprise you?

There was lots that I hadn’t thought about. I wouldn’t say that anything surprised me exactly, but it has really helped to formalise and structure a lot of fleeting, disorganised thoughts; things that I know I need to worry about at some point. I understand a lot more now about how you filter all those thoughts and focus on the mechanics of optimising a commercial service.

It was hugely valuable to have Scott O’Brien from Innovate UK come in and talk. There’s a lot of research that needs to be done to understand how we’re going to address the explosive growth rate of AI and other digital models, and it’s good to hear that this is going to be a priority for research funding.

Were there any insights that stuck with you?

Matthew Prior of Trusted House Sitters described how they built their business plan around receiving a certain amount of investment, and the choices they had to make when that money didn’t come in. They looked for savings and optimisation within the business, because it was that or lay people off.

I found that fascinating, because it’s a parallel to a software development technique called resilience testing, where you kill the servers to see how well your system copes. It got me wondering why we never test disaster scenarios like that in business – you tend to end up making good decisions because the situation has forced your hand.

Have you focused more on making those good decisions with your mentor?

From my first mentoring sessions with Claire Pasquill, I came in knowing that our technology is good, but that I don’t really know how to present it to the market.

Claire helped me to realise that the most important thing I can do is understand how environmental regulation is affecting different kinds of businesses. There may be companies out there who don’t know that green software is a thing, but they will definitely need to understand their carbon footprint inside out. So our next step is market research to understand where that demand is greatest.

Where do you want to take Root & Branch in the future?

When we started, our aim was to build the UK’s first and leading green software consultancy, a small dedicated business of maybe 20-30 people. To substantiate that model we needed to measure, and that has led to a product, Cardamom, which presents a totally different opportunity and future for us.

Our motivation is to do as much as we possibly can to decarbonize digital technology, and there’s a limit to how much you can achieve as a small software consultant. If we’re going to have a truly massive impact, it needs to be through a scalable product. Maybe I’m biased, but I think that the problem Cardamom helps to solve applies to every single digital company. As Net Zero regulations change, the scale of it could be absolutely enormous, and the work we’ve already done has laid the foundations to be part of the solution. Ask me again in a year!

Scale-Up Profile – DabApps

DabApps is a web and mobile app development agency that partners with clients to bring their digital products to life and unlock scale.

Founded in 2010, the business has built a reputation as one of the UK’s leading software agencies. Today, Managing Director Catrina Bassett leads a team of 30, delivering high-quality work with social and environmental impact.

How is DabApps different from other software companies?

Our leadership team has over 15 years of experience helping founders and business leaders turn ideas into successful software. We don’t just build what’s asked for – we work to understand the real problem, challenge assumptions, and create solutions that are aligned with our clients’ goals. That strategic partnership is what sets us apart, and our size enables us to support them quickly and thoughtfully. We’re really proud of our ability to explore emerging technologies like AI in an agile but responsible way.

We’re also a people-first company. We care about doing meaningful work and creating an environment where everyone can grow. When I joined ten years ago, I was DabApps’ first non-technical hire. Since then, I’ve progressed through project and operations leadership into my current role. Giving people clear pathways to succeed is really important to us.

What are the challenges of leading a software business?

One of the biggest challenges (and joys) is the variety. Every client, product and industry brings something new, which means I’m always learning – but it also means juggling priorities, timelines and teams. Avoiding a “feast or famine” cycle takes thoughtful forecasting, strong communication, and flexibility.

What I’m really proud of is that we’ve built a stable, diverse client base. We’re not reliant on one “whale” but grounded in long-term, collaborative relationships with businesses whose success is tied to the products we build. Ultimately, it’s about balancing adaptability with consistency; keeping things running smoothly behind the scenes while tailoring to the unique needs of each project. It’s not always easy, but that’s what makes it exciting!

And what did Scale-Up Brighton & Hove encourage you to think about?

What I valued most was the chance to connect with other founders and leaders – to have honest, open conversations about the challenges we all face. There’s something really powerful about being in a room with people from different sectors, sharing perspectives. That kind of diversity helps you think more creatively and act with more clarity.

It was also a reminder that so many human skills (communication, empathy, problem-solving) are transferable and essential. For people who haven’t followed a traditional computer science path, especially those from underrepresented backgrounds, it’s vital they know there’s space for them in tech. You don’t need to be a programmer to build a rewarding career; we need a range of perspectives to make better products and better decisions.

The finance sessions were hugely useful too. While that’s part of my role, I haven’t had formal training, so being held accountable for my own learning – particularly with the support of my mentor, Simon Chuter – has helped me become a more intentional leader.

Which conversations with colleagues in the room stood out to you?

Sometimes it was about affirming what we’re already doing well – like having regular check-ins with our team leads. Those simple habits help avoid surprises, and they give people space to surface what they know and what you might not.

Other times, the reminder was about not getting lost in the weeds. It’s easy to over-engineer processes; what matters is that the team understands why they exist. That’s when people start sharing the right information at the right time.

What about the speakers?

I found them all insightful. Hearing the honest, behind-the-scenes stories of business journeys – not just the wins, but the struggles too – is so valuable. Leading a business can be isolating, so it’s helpful to see that others have been through similar highs and lows.

Kat Mitchell from MPB was particularly inspiring – another woman of similar age to me in a senior technical role, who came across as incredibly down to earth and clear-headed. Ruth Anslow from HiSBe also shared a powerful story – staying true to your values in a high-stakes environment isn’t easy, and we need to hear more of those stories, even when things don’t go to plan.

Was it valuable to hear other business leaders be vulnerable like that?

Definitely! I’m mentoring with The Girls’ Network right now, and in our last session, my mentee told me she was just going to “fake it until she made it.” I told her: that feeling doesn’t stop when you leave school and that we all feel like that sometimes. Hearing other leaders talk about failure, doubt, and learning makes it easier to show up authentically.

Finally, what are your plans for DabApps?

We’re planning to grow – to take on more projects, hire new people, and deepen our impact – but we want to do it with intention. We’re especially interested in sustainability and climate tech, and also in ensuring we stay at the forefront of responsible AI integration.

Really, our goal is to keep working with brilliant clients, building thoughtful products, and asking the right questions along the way. Growth for us isn’t just about scale, it’s about doing great work, with great people, in a way that lasts.

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Following the success of the Scale Up Brighton & Hove programme, Sussex Innovation has plans to keep the momentum going. Later this year, the incubator will launch its new Sussex CEO Club, a paid programme that will build upon its tried and tested model.

“Everyone in our team felt so energized by the support that we gave through Scale Up Brighton & Hove, and all the feedback we received from the people who joined us on the programme was so enthusiastic that we had to continue it in some form,” explains Head of Programmes, Maria Bedoya-Toro. “We realised that the business and charity leaders we work with really value this kind of space and opportunity to focus on the high-level strategy and direction of their organisations.”

Based on feedback and learnings from Scale Up Brighton & Hove, the Sussex CEO Club will be split into two smaller, more intimate groups with similar aims and needs, providing more space to share knowledge, build closer relationships and unpack common challenges in group problem-solving sessions each month.

The Sussex Scale-Up CEO Club is designed for the leaders of ambitious and innovative growing businesses, while the Sussex Impact CEO Club will welcome charities, social enterprises and mission-led companies with the desire to drive meaningful social change.

Each group will gain access to even more specialist expertise based on their requests and suggestions, with several exciting guest speakers already lined up for summer 2025. Both sets of leaders will also take part in an annual whitepaper report featuring their insights, successes and case studies.

Priority places are already being offered to the leaders who participated in the Scale-Up Brighton & Hove programme, but if you’re an ambitious organization with more than 10 employees and the Sussex CEO Club sounds like it might be for you, visit the Sussex Innovation website to join the waiting list for a place.