For the past three years, Michael Hayman MBE DL has led the Small Business Charter (SBC) as Chair, championing the growth of small businesses and fostering entrepreneurship across the UK. As his tenure comes to an end, the SBC sat down with Michael to reflect on his time as Chair, his achievements, and his hopes for the future of enterprise and education.
Throughout your tenure as Chair of SBC, you’ve emphasised the importance of delivering economic prosperity for the country by empowering small business success through our network of expert business schools. Could you elaborate on what this means to you and how you’ve supported SBC in achieving this mission?
When I first came on board, I reflected on an early conversation with our founding Patron, Lord Young, who was instrumental in establishing the Charter. He took me back to the time when, at the Department of Trade and Industry (DTI), there were regional offices across the country with what he viewed as deep connections to local economies. Those offices, while long gone, had not been left with a void but with a much more vital national asset, namely our business schools—with a growing ability to serve as national growth accelerators, reaching every corner of the country.
I have seen the power of that foresight at first hand in my time as chair of the Small Business Charter. To say that business schools I have visited across the UK are vital contributors to growth and unlocking local economic potential would be an understatement. These institutions are not just centres of education, but dynamic hubs that connect theory with practice, fostering innovation and supporting small businesses at every stage of their journey. From helping entrepreneurs scale their businesses to offering strategic insights during times of uncertainty, business schools are key players in driving regional prosperity and ensuring that no part of the country is left behind in the pursuit of economic success.
Our schools have unparalleled engagement with local businesses, empowering small business leaders to drive growth and navigate challenges. Initiatives like Help to Grow: Management exemplify this, providing invaluable support to UK small business leaders by equipping them with the skills, knowledge, and networks they need to scale and thrive in a rapidly evolving market.
From the very beginning, I saw immense potential in our business schools, and I’ve remained steadfast in that belief. As we look to the next chapter of national economic growth, these schools could be pivotal in driving a new era of prosperity. Small business leaders are widespread across the country, making them difficult to reach, but business schools have the unique capacity to connect with and support them at a local level. We’ve made a solid start, but there is still much more to be done.
Help to Grow: Management is a proven winner, and government can do more with it by ensuring that our schools play their full part in fostering growth and shaping a thriving, resilient economy for the future.
As an entrepreneur yourself, what do you think are the key ingredients for growing a successful business? What’s the value of external help, such as business schools?
I’ve always believed that attitude is the small thing that makes a big difference. Entrepreneurial mindset is critical, especially in the early stages. Self-belief is often what carries you through those incredibly tough moments of starting a business. But there comes a time when attitude alone won’t get you through. As a small business leader, I can tell you it’s often a very solitary journey.
Sometimes, what you need is a shift in environment—a space that introduces new perspectives and a diversity of thought beyond your immediate team. This is where SBC’s initiatives, like Help to Grow Management, come in. The business schools aren’t just offering incredible training; they also provide a valuable network where entrepreneurs can learn from each other. I had the privilege of visiting Strathclyde Business School, and what struck me was how the leaders introduced themselves through the lens of their cohorts. It gave them a powerful sense of identity and connection.
When it comes to external help, I see the opportunity for business schools to become community hubs of knowledge transfer. As the traditional MBA model evolves, there’s an opportunity for schools to engage more deeply with businesses at different stages of their growth. The business journey isn’t a straight line—it’s more like a heartbeat, with ups and downs that require different skills at each phase. Business schools need to remain relevant, constantly evolving to meet the needs of businesses navigating technological, environmental, and societal shifts.
What’s next for you?
My company has just been acquired by the US communications firm BPI. It’s an exciting new chapter for the business I founded and also for my career. Right now, I’m getting to grips with a new role and a new opportunities both here in the UK and internationally
I will also continue to stay deeply engaged in the world of enterprise. I’m excited to have taken on the role of honorary professor at Nottingham Business School earlier in the year, where I’ll be working closely with Baback Yazdani and his team. I’m also honored to have received a fellowship at the recent CABS Conference, and I will continue to stay involved with SBC, cheering the team on and making the case for our brilliant business schools.
On behalf of SBC, we would like to offer our heartfelt thanks to Michael for all his hard work and dedication. He leaves SBC in better shape than ever.
About Michael
Michael was a founding member of the Small Business Charter team, working alongside Lord Young, in his role as Enterprise Advisor To The Prime Minister, on the Royal Charter project for the Association of Business Schools. He has since served as Chair of the Small Business Charter, playing a key role in embedding the Help to Grow: Management course and strengthening our relationships with government, business, and academic stakeholders.
Michael’s approach to leadership has always been one of engagement—when he took on the chair role, he emphasised the need to ‘get out more.’ True to his word, he has visited business schools across the UK, championing the case for business schools as vital catalysts for economic growth.
As a business leader, Michael is the co-founder of Seven Hills BPI, a campaign firm focused on amplifying the voices of businesses, brands, and organizations driving positive change. He is also the UK Chair of Bully Pulpit International (BPI).
A prolific author and thought leader, Michael co-authored Mission: How the Best in Business Break Through (Penguin Random House), hosts the Change Makers podcast, and co-founded StartUp Britain, the national campaign for early-stage enterprise fully supported by HM Government.
This article was originally published on the Small Business Charter website.