Latest Investment: Holibob

I’ve recently invested in Holibob, a B2B aggregator for global tours and experiences. The company currently partners with multiple international travel and lifestyle brands, providing them with access to 75,000+ tours, activities, attractions & experiences, across 2000+ cities in 150+ countries.  

With Holibob I saw a genuine opportunity to own a space, bringing together a disjointed market with technology. Tours is one of the fastest growing segments in travel, but it’s very fragmented and there is no central GDS ( Global Distribution Service). Holibob will change that, and I have no doubt they can go far with the right backing. Additionally, as part of the deal I have also found a way to add value to my own customers. I will be offering their tours and excursions to the millions of customers I have on my base, and have agreed preferential rates.

Craig and Angus, Holibob’s founders, applied for investment on my website back in May, and we entered into a number of conversations from pitch stage to refining a deal. I’ve been nothing but impressed by them. They are both very detail-oriented, know their stuff and they have put great people around themselves. The other investors and their associates bring a wealth of knowledge and contacts to the table, which really helps.

By bringing Holibob into my group, I want to give them a chance to grow from here. There’s no reason why they can’t pioneer the next generation of business to business and consumer tech in this sector. The travel industry may have been hit hard by the Covid19 pandemic, but now needs to adapt and develop solutions for the long term.

For companies seeking investment, I am still accepting applications via my website. The process is very simple and those who make the shortlist are invited to a pitch session over zoom.

Join my business advice group – supporting businesses during #COVID19

Since the #COVID19 pandemic began, businesses have been facing uncertain times. Many have been left feeling helpless and confused about what to do next.

I own and run highly successful businesses, however, that doesn’t mean that I haven’t been faced with my own crises. As the situation unveils and more news updates are aired, many businesses worldwide are left uncertain about what the future holds for them and their companies.

For that reason I have created a free business advice group on Facebook, to offer my advice and support, and to answer any questions that you have regarding business. During any crisis, it can either bring out the good or the bad in people. I like to think it’s bringing out the good in me.

My business advice group is a safe place to share your experiences in business since the Coronavirus began. My aim is to create a community where we can all support and help one another and where I can give my own helpful advice and support to you.

This is an excellent time during a crisis to learn, grow and create opportunities and solutions to the problems you and your businesses may be facing.

I will be sharing business advice and answering your questions regarding your businesses, during a live Q&A each Monday evening. Along with interactive content to connect you with other businesses and to share your stories.

I’ve also made my online course free of charge as I hope it can help people think outside the box and get their business on track. You can get this on my website

Join the group below and be a part of my business community

#COVID19 – Why I’m giving my business knowledge away for free

The #COVID19 pandemic is rapidly spreading. As the situation unveils and more news updates are aired, many businesses worldwide are left uncertain about what the future holds for them and their companies.

The virus has created an economic crisis throughout the world. Because of this, I have decided to give my business course away for free.

These are troubling times for many and from experience I understand how difficult those times of uncertainty can be for business owners. I want to help you through these times and whilst many of us are on lock down, what a better opportunity than to learn, grow and grab life by the balls.

In my business course, we will cover Back to Basics, Financials, Sales and Negotiation, Marketing, Getting Money and Running your Business.

Now is the time more than ever to be learning more about business, to equip you with the right tools to go ahead.

My business course will be free until the end of April, let’s #helpeachother during this pandemic and use this time wisely!

Subscribe to my course below and I will send you a unique code by email to use at the checkout. Simply create a new account and use the code for free access.

Vlog 2: Putting my balls on the line

As customers begin to panic due to the Coronavirus,  I am feeling positive and confident that we can make a deal with our underwriter Munich Re.  I’ve had to put my balls on the line during this time to come up with a deal and I’m doing whatever it takes to make sure we can still offer cover.

Negotiating with our underwriter to keep in the game

Keeping a solid relationship with close business partners is essential and thanks to our excellent relationship with our underwriter, I am optimistic I can get a deal to keep TDE in place. Watch the video here

Vlog 1: Keeping positive

Interesting times..

I had a big curve ball today from my underwriters, who said that they want to pull the TDE cover that protects people from cancellation due to the Coronavirus.  The business is seriously exposed to risk so I have to think about how I can get through it with a win win for everyone. 

I always lead with a positive mindset and I want this to rub off onto my staff, thinking in a different way to everyone else. I lead by example and the right mentality is what separates the best from the greatest.

Negotiate to win

A poor negotiator will never become a
successful entrepreneur. It’s that simple. So if you buckle too easily
you need to fix it – and fast. It doesn’t matter if you’re negotiating
with a customer, a supplier or a potential employee. The key is to
remember you’re taking part in a conversation, not a high-stakes battle
of wills. Let’s take an example. Asking for more money from a client can
be difficult – no one wants to overpay – but it becomes much easier
when you frame it in the right way. Do this by explaining it’s
the amount you need in order to provide the best possible service. If
you don’t get that you can’t do the job to the high standards you set
yourself or deliver the service your customers have a right to expect.
That is the basis for a constructive discussion. And while you’re
negotiating, keep reminding yourself that if a competitor is offering a
lower price than you they are either doing something you’re not or (more
likely) they are losing money.

If I get an email from an unhappy customer
and they’ve put their telephone number on there I will phone them
literally within five minutes. They are often amazed to hear from me.
Find out what went wrong and why it went wrong. It’s not true that the
customer is always right, but it is true that you have to deal with the
customer in the right way. Listen to what they tell you and respond by
saying: “I’m sorry you’ve had this experience”. The real problems always
start when people hide things. Tell them the truth. Be honest with
them. If you turn an unhappy customer into a happy one, they are far
more likely to recommend you than a customer who has never had cause to
complain. If you deal with them respectfully, they can become one of
your most effective salespeople.

Supplier Negotiation

I’ve already set out how to negotiate with
customers. When the shoe is on the other foot and I’m trying to
negotiate a better price from suppliers, I have a structure I always
follow. First of all, remind the supplier about the vision you have for
your company and get them excited about it. This is something too many
business people overlook. If a supplier buys in
to your idea and
believes you will achieve it, they are far more likely to be supportive.
That is the first thing you need to get across. A lot of the time
a supplier will say something like this: “OK, because you’re new we are
going to start you at this price. But as you do more we’ll charge you a
different price”. In other words: the more business you put our way, the
less we’ll charge you. It sounds reasonable enough, doesn’t it? It
isn’t. Ultimately, people are buying their product through your company.
So if they are supplying someone else at a lower price they’re putting
you at a competitive disadvantage. It is fine to point this out as I’ve
done so many times. After thirty years in business, I now know the most
effective line to use with suppliers. I always start by asking a simple
question: “If I was your biggest customer; what is the best deal you
could possibly do? What’s the best price? Give me a range – best price
to worst price”. Politely insist on an answer. And when it comes, say:
“The only way I can do this is if you give me the first price”. It
sounds straightforward. But I’ve done this so many times – and it works.

Spend money to make money

The one thing I hate hearing in business is: “We’ve only got a limited marketing budget”. And I hear it all the time. It’s ridiculous. Why would you limit the amount of customers you have? Every form of marketing you do will have a return. That’s one of the key reasons my insurance company Staysure has grown so quickly. OK, so you haven’t got a million quid to spend on marketing. Have you got £3000? Then spend it. Test every channel that’s available. Technology means you can measure the impact and effectiveness of a campaign far more accurately than ever before. When you’ve found a channel that works for you spend as much as you can. Experiment with different approaches. Something as simple as using a new colour in your marketing material can resonate in way a previous campaign didn’t.

Scrap the Budget

All my businesses have been cash flow positive. That sounds like something your accountant would tell you, so let my put in plain English. In simple terms, if I’m paid by my customers before I have to pay my suppliers, I’m in a “cash flow positive business”. If your business is the same, you can use your customers’ money to market your own business – and win new clients who will give you even more money so you can do the same again. It’s a self- propagating process. That is when you really start going forward as a business. It means you don’t need to borrow money from the bank or bring in outside investors to grow – and grow fast. Just make sure you have the infrastructure in place to cope with the extra business. There’s no point winning another 100 customers if you haven’t hired enough staff to answer the phones or reply to all those emails.

Keeping Focused and Accountable

I read a lot of business books but one that has really shaped the way I do business is Measure What Matters by John Doerr. He’s a venture capitalist who invested at a very early state in Silicon Valley companies including Google and Amazon. That’s not a bad track record. You can apply his methodology to any area of your life (and I’m trying to). But it really comes into its own when you adapt it for your business in the way I’ve done for mine. Start with a simple statement of intent. But think big. You should be shooting for the stars. Write down the single most important objective you need to meet over the next three months in order to achieve it. Then add a few more – up to a maximum of five in total – so you have one major objective and three or four minor objectives. Every Sunday I look at the week ahead and I set out the tasks I need to tick off in order to achieve my ‘major’ and ‘minors’. Results are measured with a simple ‘yes’ or ‘no’ against each of those tasks. Setting out a vision, choosing objectives and measuring key results is a simple but effective way to hold yourself to account. But don’t take just take my word for it; the original idea was developed at Intel and used by Google.

How To Get Structured

For the system to work you have to achieve 100 per cent of what you set out to do. It’s hard to keep on top of it and you have to be disciplined. At Google, anyone who scored under 100 per cent would be told they weren’t pushing themselves enough. I would never be that tough on my colleagues, but I have asked everyone in my business to start using the 90 day system. But it only works if staff set their own objectives. All of us are far more motivated to achieve tasks that have been set by us rather than for us. When everyone signs up it creates transparency across the company. I have so much faith in the 90 day system I’m building software so I can implement it at every business I own.

Know your number

What’s your number? That’s the question I was asked when I first thought about selling my company. Let me explain what that means. Imagine you could sell your business tomorrow. What price would you need to get in order to finance the lifestyle you have now – or the one you aspire to? If you sold a business for £1m and invested that money, you’d be doing well to get a return of around 5% a year on that sum. So you’re looking at £50,000 a year. Or you could be patient, take your time, build you business and hope to sell in five or ten years time for many times that amount. If you invested £10m wisely the annual interest could be around £500,000, for example. The point is to know your number – and then work back from there. And remember – the number is the annual amount you need to live the lifestyle you want.

Never feel embarrassed to say it’s the money that motivates you if that’s why you get out of bed in the morning. It’s OK to know that about yourself. I enjoy building businesses and going to work and because of that I didn’t sell up. But everyone’s different. When you’re working late into the night to get a business off the ground, using a desk you’ve borrowed from a mate, selling up for a huge amount can seem like a pipedream. But knowing your number from the outset helps to give you a clear idea about where you want to get to. It also means you are pursuing the same aim as your partners in the business, if you have them. If your partner has a different number from you it can spell disaster. It means you want very different things – and that means you will almost inevitably fall out at some stage about when to sell, how much to sell for or whether to sell at all.

Culture Club

You need to create an open culture at your company because it’s good for business. You make more money when people are happy. It’s not about creating a touchy-feely atmosphere or putting a table tennis table in the corner of the office. It’s about making sure people know exactly what’s expected of them – and creating a workplace where they feel they can tell you when they think something’s wrong. Every business leader has to motivate people and get them excited about what they’re doing. But they also need to make clear to staff what is expected of them. It’s not easy to get it right. I tend to pick up on mistakes. I’m quite direct, I can be hard on people and I don’t praise people enough. It’s something I’m working on. It’s also important to listen.

Who Makes Your Company?

Every company has ‘A’ players, ‘B’ players and employees who you regard as a ‘C’ or ‘D’. Not everyone can be an ‘A’ player – that’s not how life works – but if someone’s a “C” or a “D”, you’ve got to build them up. Why aren’t they performing? Is it something the company has got wrong? You might have the wrong strategy. Remember that not everyone works long hours. Treat your employees with respect and make sure your managers to do the same. Technology has transformed the workplace over the last decade, but I still can’t remember ever calling any of my employees after 7pm. I will send emails after office hours but I don’t expect a reply until the next day. And if you want to know what people really think about the company they work for make sure you stay sober at the office Christmas party and let everyone sound off about what they really think. Everyone speaks the truth after they’ve had a skinfull.

Imagine the worst thing that could happen – and then plan for it

The biggest mistake I ever made was not being honest enough about the unforeseen risks that can wreck a business. Just over a decade ago I had a very successful travel business selling Spanish holidays to Brits. But I didn’t take steps to insure the company against the risk of the pound falling against the Euro. I took some steps to mitigate against the risk of a fall in the pound. I “hedged” a little bit – but not enough. Then the financial crash of 2008 happened.

Learning the Hard Way..

The way my business worked was simple. I took money from customers in advance and booked hotels further down the line. If I’d paid the suppliers – in this case, hotel owners in Spain – as soon as I’d received my customer’s money the business would probably have been fine. But as the pound started to slide, I realised my margin was going down fast. My customers had paid me in sterling that was worth 10% less by the time we had to pay for the thousands of hotel rooms we needed. We ended up closing the business and I worked day and night to make sure customers had places to stay. It was the right thing to do but if we’d spent more money offsetting the risk of currency fluctuations it would still be trading today. We’d already survived a difficult few months when a volcano erupted in Iceland in 2010, spewing a cloud of ash over northern Europe, grounding flights and bringing the travel industry to a virtual standstill. No one could have predicted that and our insurance policy didn’t cover it. The point is that understanding what can go wrong in a business is very important. If the worst happens what are you going to do?

How to Mitigate Your Risks

You should always have enough money in the bank to pay all your outgoing for a least three months – and ideally for twelve months. And never, ever sign a personal guarantee if you’re asked to. A personal guarantee is a written promise from a business owner or executive that you will pay a supplier or a bank loan if the company goes under. If the worst happens, the creditor can then go after your personal assets. If you make yourself personally liable for your company’s debts, you could end up losing your home and, if that doesn’t cover the amount owed, you’ll be paying off debts for years to come.

How to hire, how not to hire…. and how to fire

Too many people interview on gut feel and hire in the same way. I’ve done it myself: You think: “I like him or her”. That’s a mistake. Now, I have a system. But before you start the interview you need to build the job up. Sell your vision of where the company is headed and how they will fit in to what you’re trying to achieve. Tell them: “This is what we’re going to do and this is how we’re going to get there”. Give them a reason to want the job more than they’ve every wanted any job before.

Avoid Hiring Mistakes

To avoid hiring on a hunch, create a scorecard based on the role. What does in involve? How would a successful candidate carry it out? What attributes do you need from this person in that role? Then interview against those attributes. Start by asking them about what they are good at. That’s the easy bit, but you also need to find out where they are going to fall over. You do that by posing the following question: “When we ask your ex-boss what you’re going to struggle with, what do you think they’ll say”. It’s a tough question – and it’s designed to be. A lot of the time candidates will say: ‘I put too much pressure on myself’ or ‘I work a bit too hard’. So ask for an example and keep on digging. You have to push them to the point where they are very uncomfortable. It can be hard to do, but it’s far harder to hire someone who can’t do the job – and then have to find the money to replace them in three months time.

Knowing when to Let Go

Hiring the right people is important, but so is getting rid of the wrong ones. If you’ve made a decision that they are not right for your company you need to exit them as soon as possible. If someone’s not puling his or her weight or everyone else suffers. And why should they? It’s amazing how often there’s a collective sigh of relief in the workplace when you get rid of someone like that. No one enjoys firing staff, but there is an elegant way of doing it. Sit them down, point out what it is they are doing wrong and wish them luck. Stay calm and be reasonable. But never feel guilty. If they aren’t up to the job then letting them go is the right thing for your business – and ultimately it’s the right thing for them.

What I’d tell my 20 year-old self

Be patient, stay focused and execute one idea well. That’s what I’d tell myself if could go back to 1991 and have a conversation with the 20 year-old me. At that age, I was always trying to rush to get there. I wanted to get rich quick – this month or next year. I was so driven to do it fast that I didn’t take the time to think and I didn’t have enough patience to realise that things can take time. I had a million ideas. I’d get something to a certain level and then I’d lose interest and start on something else. It meant I was never bored, but business is about turning a profit and when I look back now, I wish I’d done it differently. I’ve won a few awards over the last few years and I’ve met a lot other entrepreneurs as a result. Very few of them are as good as me. That might sound arrogant but in a way it’s a criticism of myself.

Keep Going

Nearly every one those people had one idea and they kept going. They may have tweaked or modified it along the way, but they persevered. If I’d stuck with a single one of my ideas and really mastered it I would have been far more successful, far earlier. I’m 53 now and I spent money as a 20 year-old that at a rate I wouldn’t dream of doing now. I’d get some cash and I’d spend the cash. In one year I bought 13 cars. I owned two Porches but I had very little understanding of how money works. Today, a brand new Porsche Boxster will set you back about £45,000. If you put that money into a Yorkshire Bank savings account that pays a (very modest) 1.15% interest it will be worth £45,520.24 in a year’s time. If you managed to get a return of 3.5% a year, that cash would be worth £63,825 in ten years. That’s interest of £18,825. Over thirty years at the same rate that £45,000 would become £128,397. How much would the two Porsches I bought nearly 30 years ago be worth now? A few grand. The sooner you can start putting money into stuff that earns compound interest, the better. It’s not very complicated: take a small amount of money and never touch it. Would I have listened to that advice when I was 25? Perhaps not. But I hope you will.

Empowering Entrepreneurs

Over the last 30 years, I’ve had a lot of fun starting and running businesses and I’ve made a lot of money in the process. Staysure, the insurance firm I founded, is now a multimillion-pound company with six million customers and over 500 employees. But I’ve also made mistakes, lost cash and had to start all over again.

About me

I’m a normal guy from Sheffield who dreamed of being a professional golfer as a kid. I got a job selling double-glazing door to door to fund my ambition, stayed in the sales business and became wealthy very quickly. By the time I was in my early 20s I was managing people nearly twice my age. I owned a portfolio of properties and a fleet of cars. As long as you’ve got the drive, I believe anyone can become an entrepreneur, regardless of where they are from or the start they had in life – providing they are willing to learn and work hard. So I want to give you some simple advice about how to succeed in business. I don’t do jargon and I hate management speak. And I always tell it like it is – not how you wish it was or how you’d like it to be. I know how to build and grow businesses and deal with the challenges every entrepreneur will face. I’ve done it all – selling burglar alarms, running a successful travel business, creating a loyalty card for young clubbers and building an award-winning financial services company.

How to Grow a Business

It’s not easy. It takes perseverance, application and drive. But there are rules to follow and mistakes to avoid. Over the next few months, I’ll set out everything you need to know to start your own company, grow your business, hire staff, negotiate with suppliers, deal with difficult customers and become successful. The rest is up to you.

Privacy Policy

Your privacy is important to us. It is Howsam Limited’s policy to respect your privacy regarding any information we may collect from you across our website,, and other sites we own and operate.

1. Information we collect

Log data

When you visit our website, our servers may automatically log the standard data provided by your web browser. It may include your computer’s Internet Protocol (IP) address, your browser type and version, the pages you visit, the time and date of your visit, the time spent on each page, and other details.

Device data

We may also collect data about the device you’re using to access our website. This data may include the device type, operating system, unique device identifiers, device settings, and geo-location data. What we collect can depend on the individual settings of your device and software. We recommend checking the policies of your device manufacturer or software provider to learn what information they make available to us.

Personal information

We may ask for personal information, such as your:



Date of birth

Phone/mobile number

Home/Mailing address

Work address

Payment information

2. Legal bases for processing

We will process your personal information lawfully, fairly and in a transparent manner.

We collect and process information about you only where we have legal bases for doing so.

These legal bases depend on the services you use and how you use them, meaning we collect and use your information only where:

it’s necessary for the performance of a contract to which you are a party or to take steps at your request before entering into such a contract (for example, when we provide a service you request from us);

it satisfies a legitimate interest (which is not overridden by your data protection interests), such as for research and development, to market and promote our services, and to protect our legal rights and interests;

you give us consent to do so for a specific purpose (for example, you might consent to us sending you our newsletter); or

we need to process your data to comply with a legal obligation.

Where you consent to our use of information about you for a specific purpose, you have the right to change your mind at any time (but this will not affect any processing that has already taken place).

We don’t keep personal information for longer than is necessary. While we retain this information, we will protect it within commercially acceptable means to prevent loss and theft, as well as unauthorised access, disclosure, copying, use or modification.

That said, we advise that no method of electronic transmission or storage is 100% secure and cannot guarantee absolute data security. If necessary, we may retain your personal information for our compliance with a legal obligation or in order to protect your vital interests or the vital interests of another natural person.

3. Collection and use of information

We may collect, hold, use and disclose information for the following purposes and personal information will not be further processed in a manner that is incompatible with these purposes:

  • to enable you to customise or personalise your experience of our website
  • to enable you to access and use our website, associated applications and associated social media platforms;
  • to contact and communicate with you;
  • for internal record keeping and administrative purposes;
  • for analytics, market research and business development, including to operate and improve our website, associated applications and associated social media platforms; to run competitions and/or offer additional benefits to you
  • for advertising and marketing, including to send you promotional information about our products and services and information about third parties that we consider may be of interest to you
  • to comply with our legal obligations and resolve any disputes that we may have; and
  • to consider your application for funding from Ryan Howsam when you apply online using the form provided.

4. Disclosure of personal information to third parties

We may disclose personal information to:

Third party service providers for the purpose of enabling them to provide their services, including (without limitation) IT service providers, data storage, hosting and server providers, ad networks, analytics, error loggers, debt collectors, maintenance or problem-solving providers, marketing or advertising providers, professional advisors and payment systems operators; our employees, contractors and/or related entities; courts, tribunals, regulatory authorities and law enforcement officers, as required by law, in connection with any actual or prospective legal proceedings, or in order to establish, exercise or defend our legal rights; and third parties, including agents or sub-contractors, who assist us in providing information, products, services or direct marketing to you.

5. International transfers of personal information

The personal information we collect is stored and processed where we or our partners, affiliates and third-party providers maintain facilities. By providing us with your personal information, you consent to the disclosure to these overseas third parties.

We will ensure that any transfer of personal information from countries in the European Economic Area (EEA) to countries outside the EEA will be protected by appropriate safeguards, for example by using standard data protection clauses approved by the European Commission, or the use of binding corporate rules or other legally accepted means.

Where we transfer personal information from a non-EEA country to another country, you acknowledge that third parties in other jurisdictions may not be subject to similar data protection laws to the ones in our jurisdiction. There are risks if any such third party engages in any act or practice that would contravene the data privacy laws in our jurisdiction and this might mean that you will not be able to seek redress under our jurisdiction’s privacy laws.

6. Your rights and controlling your personal information

Choice and consent: By providing personal information to us, you consent to us collecting, holding, using and disclosing your personal information in accordance with this privacy policy. If you are under 16 years of age, you must have, and warrant to the extent permitted by law to us, that you have your parent or legal guardian’s permission to access and use the website and they (your parents or guardian) have consented to you providing us with your personal information. You do not have to provide personal information to us, however, if you do not, it may affect your use of this website or the products and/or services offered on or through it.

Information from third parties: If we receive personal information about you from a third party, we will protect it as set out in this privacy policy. If you are a third party providing personal information about somebody else, you represent and warrant that you have such person’s consent to provide the personal information to us.

Restrict: You may choose to restrict the collection or use of your personal information. If you have previously agreed to us using your personal information for direct marketing purposes, you may change your mind at any time by contacting us using the details below. If you ask us to restrict or limit how we process your personal information, we will let you know how the restriction affects your use of our website or products and services.

Access and data portability: You may request details of the personal information that we hold about you. You may request a copy of the personal information we hold about you. Where possible, we will provide this information in CSV format or other easily readable machine format. You may request that we erase the personal information we hold about you at any time. You may also request that we transfer this personal information to another third party.

Correction: If you believe that any information we hold about you is inaccurate, out of date, incomplete, irrelevant or misleading, please contact us using the details below. We will take reasonable steps to correct any information found to be inaccurate, incomplete, misleading or out of date.

Notification of data breaches: We will comply laws applicable to us in respect of any data breach.

Complaints: If you believe that we have breached a relevant data protection law and wish to make a complaint, please contact us using the details below and provide us with full details of the alleged breach. We will promptly investigate your complaint and respond to you, in writing, setting out the outcome of our investigation and the steps we will take to deal with your complaint. You also have the right to contact a regulatory body or data protection authority in relation to your complaint.

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We use “cookies” to collect information about you and your activity across our site. A cookie is a small piece of data that our website stores on your computer, and accesses each time you visit, so we can understand how you use our site. This helps us serve you content based on preferences you have specified. Please refer to our Cookie Policy for more information.

8. Limits of our policy

Our website may link to external sites that are not operated by us. Please be aware that we have no control over the content and policies of those sites, and cannot accept responsibility or liability for their respective privacy practices.

9. Changes to this policy

At our discretion, we may change our privacy policy to reflect current acceptable practices. We will take reasonable steps to let users know about changes via our website. Your continued use of this site after any changes to this policy will be regarded as acceptance of our practices around privacy and personal information.

If we make a significant change to this privacy policy, for example changing a lawful basis on which we process your personal information, we will ask you to re-consent to the amended privacy policy.

For more information on your data please contact

This policy is effective as of 25 October 2019.