Riverscape

Nicolas Canary Wharf gets a full bodied refit with a tasting room

One Canada Square fine wine retailer brings its focus back to selling bottles but is set to add a cigar smoking room to its tasting facility

Nicolas’ updated store in Canary Wharf’s One Canada Square

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Just as Canary Wharf is evolving, so too are its oldest retailers.

Nicolas has been selling wine on the estate since the 1990s.

Its cosy, bistro-style bar long delivered servings of French flavours and seclusion in the lower level of One Canada Square.

But things move on and 2024 has brought a completely fresh direction for the store.

“The original concept worked well for us back then, but the estate has changed and there are lots of restaurants and bars with outdoor space now,” said Mark Connolly, buyer and training manager at Nicolas UK.

“It was our only bar in London and, with the refurbishment, we wanted to celebrate what we do best – being a wine merchant. 

“With the bar gone, it’s really allowed us to open up the store space.

“We’ve got full window displays and there’s plenty of light coming into the branch.

“We’ve changed the way the bottles are displayed – they’re nicely spread out now and it’s really easy to see where everything is.

“For Nicolas it’s a showcase store.

“We’ve been able to increase the range we offer with an improved fine wine selection and more for customers to choose from.”

Nicolas UK's Mark Connolly
Nicolas UK’s Mark Connolly

Nicolas: a radical change

As a retail space, it’s a radical change from the previously cramped corner at the entrance to the shop.

Walk in now and a long vista of pale wood awaits. Bottles relax at jaunty angles in plenty of space on the ample shelving.

Recalling wooden wine cases, Nicolas’ logo is burnt into the timber, giving visitors the feeling of entering a cellar in a chateau after a tour of some excellent vineyards.

None of this is happen-stance, it’s by design.

“We’ve certainly gone for a more premium look,” said Mark.

“We’ve dispensed with the dark red and yellow of the old store for a much lighter, airier feel.

“There’s no more dark-stained wood.

“It’s a much more welcoming space with a large entrance and big open windows so passers-by can easily see in.

“The layout has been designed for browsing – there’s freedom to walk around and for our staff to provide advice, guiding customers to the perfect wine.

“The main purpose was to make the bottle the hero, while ensuring we’re just that bit more approachable.

“We are a French wine specialist, so it makes sense to have the best French wines available – people demand that – and this new layout allows us to offer a wide selection.

“Our range is something that evolves all the time and there’s lots of exciting wines we can bring here now.

“The bottles are displayed by region with red, white, rosé and sparkling from a particular area grouped together.

“If you look at Bordeaux, you’ll have your classic red wines, but you’ll also have classic white wines, so customers can explore.

“Things can become a bit regimented if you categorise wine by colour or kind.

“We know that people often come in with a good idea of what they’re looking for – now they can go straight to that region and see the wines laid out in front of them.”

new facilities and more to come

Perhaps the most consequential change for the store’s refit, however is the provision of new facilities and the promise of even more.

Complementing the extended wine offering, a new brightly-lit space has been created.

“The really exciting thing is that we now have a large tasting room with a glass door so customers can see into it from the shop,” said Mark.

“It can be open for people to explore or closed off for private events.

“It will easily hold around 30 guests and we’re planning a full schedule for 2025 with lots of masterclasses, tastings and other events.

“I am thrilled about what we can now offer to our customers with this facility.

“It has a large TV screen on the wall too, so we’ll be able to offer virtual tastings live from winemakers in other locations.

“Further to the tasting room, if our plans work out we’re hoping to have a smoking room as well for customers to try cigars.

“We’ve always sold plenty of cigars, but this is about offering something a bit more special.

“There aren’t many places that offer this kind of service – only one other on the Wharf and not many in the whole country – so it’s a way customers can linger and perhaps try some spirits along with their cigars.

“We’ll also be making that space and the tasting room itself available for hire for private events.”

investment in Canary Wharf

Alongside the likes of long-standing retailers Waitrose and Holland And Barrett, Nicolas sees Canary Wharf as worthy of investment – a result of increasing footfall and interest in the estate. 

“We’ve been here historically and have built up a bit of a following within Canary Wharf,” said Mark. “But the other aspect to our decision to refit the store is that we know there is money here.

“There are lots of businesses with people who are looking for something fine, whether that’s gifts or simply a bottle to take home.

“This project is about meeting those expectations and providing something really special for people in Canary Wharf.

“We now need to spread the word to let people know we’ve evolved and are offering something better.

“We’re looking forward to serving everybody who comes in now that we have the ideal store to do it in.”

Mark, who has been with Nicolas for some 13 years, is the man responsible for deciding what goes on the shelves of its UK stores.

“We offer many French wines, of course, but also source some from the UK as well as exciting varieties from the US, Italy and Spain,” he said.

“It’s my job to make sure we’ve got the right range so that customers know they can still come in and pick up a nice Barollo or a Rioja.

“In terms of popularity it’s very much reds from Bordeaux and reds and whites from Burgundy, but we also have some really exciting wines from places like south-west France, the Languedoc and grands cru from Alsace.

“There’s plenty to explore.”

RECOMMENDED FOR CHRISTMAS 2024


Mark's festive picks from the shelves of Nicolas Canary Wharf
Mark’s festive picks from the shelves of Nicolas Canary Wharf


With Christmas fast approaching, we asked Mark to select three wines from Nicolas’ range that would be versatile enough to please everyone on December 25 and handle the traditional feast and trimmings…

“Champagne at Christmas is a classic and this is a really fantastic bottle to open on December 25,” said Mark

Drinkers can expect yellow fruit, toasted almonds and gingerbread on the nose with a lingering finish and a  hint of minerality on the tongue

“This Pouilly-Fumé has a real mineral clarity to it, plus a little bit more body to match up well with turkey or salmon,” said Mark

Drinkers will find the aroma of dried flowers and salted butter caramel when opening this bottle before experiencing notes of cinnamon, cloves and candied ginger

“You’ll never do too badly with a Rhone red – this has body, spice and versatility,” said Mark

Enjoy blackberry coulis, blackcurrant, black pepper alongside plums and violets in this typical expression of a Syrah 

Prices correct at time of going to press

key details: Nicolas Canary Wharf

Nicolas is located on the mall level downstairs from One Canada Square’s main lobby.

It is open 10am-8pm on weekdays, 10am-7pm on Saturdays and 11am-6pm on Sundays. 

Find out more about the brand and buy online here

Read more: How Mike Joslin’s Bombe uses tech to help companies understand customers

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Bombe aims to boost business’ bottom line via machine learning

Co-founder Mike Joslin talks success, growth, polling data and basing a startup at Level39 in Canary Wharf’s One Canada Square

Bombe co-founder and CEO Mike Joslin - image Jon Massey
Bombe co-founder and CEO Mike Joslin – image Jon Massey

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Mike Joslin is a man of clarity.

“The success of our company is down to the success of our customers – if they don’t succeed, we don’t succeed,” said the CEO and co-founder of Bombe.

For Mike, delivering that success means using data.

Having spent much of his career crunching numbers and utilising tech to help boost political campaigns for the likes of Ed Miliband, Angela Rayner, Keir Starmer and Sadiq Khan – inspired by Moneyball, a book by Michael Lewis and later a film that highlighted the importance of using metrics to drive a run of wins on the baseball field.

After working at the National Education Union for several years and running its campaign to improve teachers’ pay, he saw a commercial niche for the techniques and tech he’d developed to deliver results in the political sphere. 

Bombe, named for Alan Turing’s codebreaking Second World War machine that deciphered Enigma messages, was born and Mike quit his job in March this year to run it full-time.

the basis of Bombe

“Our thesis is that there is a lot of data out there which tells you what people are doing, but it’s not that interesting for a lot of businesses because you want to know why people are doing what they’re doing,” said Mike, who is based at Level39 in Canary Wharf’s One Canada Square with his rapidly growing team.

“That’s the basis of our company.

“This kind of machine-learning approach has been absent from products I’ve experienced in my career in marketing.

“I’ve been using machine learning for well over a decade – people think AI is ChatGPT but that’s just a powerful iteration of it.

“The technology has been around for a long time.

“When setting up Bombe, which is strictly non-political, we looked at the market, did an analysis of where we would fit, then developed our data proposition, working with our polling partner Deltapoll.

“A lot of people are obsessed with technology, but it’s not about technology, it’s what you use it for.

“Our tag line is that we’re trying to build the best audience and data targeting model in the world and I think we’ve done that – so do our clients and that’s why they’ve chosen to use us. 

“If you’re a business we can tell you for every postcode in the country the likelihood someone will purchase from you and the price they’ll pay for your product.

“Companies may have huge amounts of data, but they don’t necessarily know who is purchasing goods or services from them. That is a necessity.

“We’ve built a number of persona sets to reveal what is actually driving people’s decisions using machine learning. 

“Those groups have been battle-tested with our clients and that has propelled our success.”

Commuters come in and out of Canary Wharf Jubilee Line station – image I-Wei Huang

delivering a return on investment

The idea in some senses is simple.

Bombe’s service tells businesses where best to concentrate their marketing to deliver the best return on their investment.

“What our clients are buying from us are models,” said Mike.

“We make our own data – we’re not buying it. It comes from interviews, from machine-learning models, from statistical techniques, from battle-testing and then spending hours making sure it all works.

“However, how we’re doing it is less relevant than whether it works for our customers. What matters is what’s driving their sales, their top line, whether you’re going up or down and how you can change that. 

“What we do is tell our customers why their revenue is where it is.

“Some of our clients are seeing results that are 85% better with Bombe.”

Initially the startup is working with medium and large-scale businesses, but plans to launch products for smaller companies next year.

Bombe is open for business

“If you are selling to consumers, come and talk to us,” said Mike.

“Our mission is to help everyone who wants to engage with their audience to be doing it through us.

“We take great enjoyment and pride in doing that.

“We have a team of about 20 people, and we’re growing strategically, which is very important to us.

“We don’t want to grow too quickly, but we are offering something unique and different.

“We’ve seen the market reaction to that and that’s helping us to make sure our product is the best.

“We have to have the best data and we think we do, but we can’t rest on our laurels – the market is changing so quickly and we want to make sure that our customers continue to come to us.

“We think we’ve got an incredible team and Bombe would be nothing without the people working for it.

“Starting the business was a leap of faith.

“It’s hard, it’s tough, there’s always a challenge, always something to solve and always something more to do.

“You’ve got to be level-headed, have a strategy and a team to deliver it and I think we do.

“That’s really where our success has come from.

“Our clients need to see that they’re getting value, seeing an increase in their revenues from our product and that’s when we succeed.

“That’s what drives me to make sure that’s happening.

“I work extremely hard and don’t do much apart from that and look after my young son at the moment.

“If you want to start a business, you’ve got to be all-in.

“Your staff, your investors and your customers need that. If you’re not prepared to do that, don’t start a company.

“I don’t think there’s been a learning curve with Bombe, it’s just hard work. Success is 1% idea and 99% hard work.

“We want the best for our customers, so we’ve got to keep pushing. I like my work so I have no problem with that.”

success and growth

Bombe has attracted clients through the reputation of Mike and his team as well as press exposure.

The company also hosts webinars to showcase its data.

“Most of our work has come from people coming to us,” said Mike.

“We’ve got a growth strategy team who have significant commercial experience and they’re doing a really good job.

“We’re doing a number of webinars over the coming months to showcase what we do via LinkedIn.

“The first will be on November 19 at 11am with Joe Twyman, co-founder of Deltapoll and will reveal key insights into the shifting patterns of Londoners’ transport habits, using the latest data from TfL.

“It should be really interesting for readers.”

Transport links played a part in Mike’s decision to join the tech community at Level39 in Canary Wharf too.

“It’s a really buzzy area,” he said.

“I came to Level39 a few times before I took space here and they’ve done a great job with it.

“It’s a really interesting environment, with so many events and the view is fantastic.

“The wider area is also great – the shopping is amazing and the food offering here is the best in London.

“It’s incredibly accessible, too with the Elizabeth Line.

“It has changed the way a lot of people behave in the capital and between it and the Jubilee Line, pretty much anyone can get here, so that makes Canary Wharf good for recruitment, good for the company and good for clients.”

setting goals

It’s also not a bad environment from which to target fast growth – former Level39 startup Revolut is set to put its name atop YY London in Reuters Plaza in the not too distant future.

“Our objective is to be the best in the world,” said Mike. “We believe we have the best data, and we think that means the market will respond to it.

“Our ambition is to grow rapidly as a business, if that happens and we have the investors backing us and the team to do that.

“We want to be a name that rings out alongside the other market leaders in the space, and we think we’ll do that.

“Perhaps people reading this will be sceptical.

“There are thousands of data companies in this country. What I would say is come and talk to us to understand how we are different.”

key details: Bombe

Bombe is based at Level39’s One Canada Square offices in Canary Wharf.

It currently offers a one-off Targeting Package for businesses priced at £5,000 aimed at telling clients where and what they should be saying and who it should be directed at to best reach their audience.   

The firm’s £25,000 yearly package includes monthly reports specific to the client’s industry and access to its platform and AI dashboard on an ongoing basis.

At £5,000 per month, clients also get a strategy manager to run campaigns on behalf of their business.

Those interested in its services should email contact@bombe.io for more details or visit its website.

Read more: Will you take on the Santa Stair Climb in Canary Wharf?

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Santa Stair Climb from The Felix Project returns to Canary Wharf

How Wharfers can climb 48 storeys of One Canada Square to help charity feed hungry Londoners

The Santa Stair Climb is back at One Canada Square in aid of The Felix Project
The Santa Stair Climb is back at One Canada Square in aid of The Felix Project

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Having filled the stairwells in One Canada Square with a sea of green last year, Wharfers are once again being invited to take on the tower to raise money for charity.

The Felix Project’s Santa Stair Climb is set to return to the heart of Canary Wharf on December 8, 2024, with participants challenged to scale 48 storeys of the building on foot.

The reward?

A spectacular view across the capital and the knowledge that the cash you’ve raised will help save surplus food from the bin and be redirected to feed Londoners in need.

The Felix Project's Will Savage, right, completes the climb last year
The Felix Project’s Will Savage, right, completes the climb last year

a surge in need

“We’ve experienced a real surge in need this year, and we know that winter is going to be really tough for many people across London,” said Will Savage, head of corporate partnerships at The Felix Project.

“We are London’s largest food re-distribution charity.

“We rescue high-quality surplus food that can’t be sold and would therefore go to waste and deliver it to about 1,000 community organisations, such as food banks, homeless shelters and primary schools – all working on the front line to feed people who are experiencing hunger in the capital.

“A lot of that work is done locally in Tower Hamlets where we deliver to more than 100 organisations and dozens of primary schools. 

“We know that more than half of working families are having to turn to food banks to put food on their tables.

“Unfortunately it is a problem that’s getting worse.

“We’ve moved from a pandemic straight into a cost-of-living crisis and we know that’s having a devastating effect on communities across London.

“We also found in our survey that one in four working families are struggling to feed themselves, and for one in seven that’s a daily struggle.

“This demand means many food services are buckling under increased pressure and that’s why The Felix Project wants to save more food and feed more people.”

This year's event is set to take place on December 8
This year’s event is set to take place on December 8

how the Santa Stair Climb contributes

To do that, like any organisation, it needs both cash and volunteers.

After launching last year, the Santa Stair Climb is the charity’s flagship fundraising event with capacity for 1,000 participants.

In addition to an entry fee, climbers commit to raising £300 each for the charity – a sum that could provide 825,000 meals for Londoners in need should the maximum number of people take part. 

“It’s a really great way for people to support our work and help feed Londoners in need,” said Will. “I went up last year and it was amazing.

“When you’re at the bottom, 1,031 steps feels like a lot but it was great to get to the top and to see the support that was there. 

“It’s Santa-themed, so we provide a Felix green Santa outfit for everyone in the spirit of Christmas, which also recalls the fact that Santa was green originally.

“There’s a fantastic atmosphere at the top and beautiful views. Participants’ families can even come along for the celebration.

“We’re hoping as many people as possible sign up this year because it really will have a huge impact on what we can do.

“The climb takes about half an hour to complete although that will vary by who’s taking part.”


The Felix Project gathers surplus food that would otherwise go to waste
The Felix Project gathers surplus food that would otherwise go to waste

filling the stairwells

Last year saw hundreds of participants take on the challenge – a mixture of corporate supporters and individuals.

“The Santa Stair Climb is both challenging and rewarding and Morgan Stanley is looking forward to taking part again this year as we continue to support The Felix Project,” said Anish Shah, Morgan Stanley’s managing director, global capital markets.

The Santa Stair Climb is part of Canary Wharf Group’s ongoing collaboration with The Felix Project, which kicked off in 2023 with the launch of the partners’ Green Scheme

Will said: “We know CWG aims to achieve net zero by 2030 and one way is to help reduce food waste.

“In the first year of the Canary Wharf Green Scheme, we got seven restaurants signed up.

“In practice, teams of people pick up food from retailers and outlets based on the estate and they take it by bike or electric van directly to organisations who are feeding people in the vicinity.

“In that first year we saw 118 individuals volunteer with us, which equates to 26,000 hours of work and this meant that over 6,900kg of food was redistributed.

“That’s about 16,500 meals that we’ve been able to rescue and save from going in the bin.

“The mission to tackle the twin problems of food waste and hunger really resonated with me – it’s why I wanted to join the charity.

“Seeing what it does, it’s not difficult to understand it’s very valuable.

“I remember going to our Park Royal depot at the time to meet the team and see what it was about.

“Seeing the volumes of really high quality food that would have otherwise gone to waste made me think how insane it was that this resource was available but could have gone to landfill, even though people are hungry.

“Having been here for four years and seeing the need is still growing, I know there’s still much more that we need to do.

“I’m really proud to play a small part in that mission.

“You never quite get used to the idea that food would have been thrown away if it wasn’t with us.

“It’s great that The Felix Project is there to redistribute it and make such a difference to people’s lives at the same time.”

Slots are still available for the Santa Stair Climb so Wharfers can play their part in supporting the charity’s work.

The Felix Project is also looking for volunteers on an ongoing basis to support its activities.

Find out more about its work here

Participants in the Santa Stair Climb get a hat and T-shirt as a memento of their challeng
Participants in the Santa Stair Climb get a hat and T-shirt as a memento of their challenge

key details: the Santa Stair Climb

The Santa Stair Climb is set to take place at One Canada Square on December 8, 2024, with half-hourly waves of climbers starting at 10am.

The final wave will set off at 2pm.

Individuals can participate for £30 each, while groups of four can book in for £100 (£25 per head).

The fundraising target for each person taking part is £300.

Find out more about the challenge here

The charity distributes food and meals to charities and organisations across London
The charity distributes food and meals to charities and organisations across London

case study: EastendHomes – why the Santa Stair Climb matters

>> The housing association provides homes to people based in Tower Hamlets.

In early 2020 it started offering a food service to just a handful of residents but now supports around 225 households a week.

EastendHomes’ community engagement manager, Paul Wilson, said: “We get new people each week.

The hardest thing for us and our volunteers, is when we have to send people away.

That is always dispiriting, but at least we are doing what we can.

“The service we provide could not happen without the ongoing support of The Felix Project.

“We would not be able to afford to give people this food – if each bag is just £10 worth, it would cost thousands of pounds a week to fund. 

“That’s why it’s so important that Felix gets more support and funding,  because it means we can do this and fewer people get turned away. 

“This service is helping. We supplement people’s budget and that might give a family a bit of slack in the autumn to buy their kids school uniform, a pair of shoes or a treat for a child.

All parents want to do that whenever they can and Felix is permitting that, it’s wholly positive.”

Read more: A Kiss For Cinderella set to be The Space’s festive production

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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UCL School Of Management seeks people to take part in studies

The university’s business school is seeking participants for experiments in its Behavioural Research Lab at Canary Wharf’s One Canada Square

Image shows UCL School Of Management Behavioural Research Lab manager Sharmay Mitchell outside One Canada Square in Canary Wharf. A woman wearing a blue and white dress with long dreadlocks swept to the left
UCL School Of Management Behavioural Research Lab manager Sharmay Mitchell

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On the 38th floor of One Canada Square in Canary Wharf, two young men are attempting to build a structure.

Having only just met, they’ve been tasked with raising a marshmallow as high as possible using just dried spaghetti, string and masking tape.

They’re told their creation must stand without support for 10 seconds and be as creative as possible. They have five minutes…

It’s a sticky session.

Ignoring the tape and string at first, they tear into the marshmallow, employing it as a kind of gum to bind the lengths of pasta into flimsy tetrahedrons. 

Attempts to go higher expose the sweet’s limitations as an adhesive and, as the clock ticks down, they tape a single length of spaghetti onto the top of one tripod and place a blob of mashmallow on its end.

They’re done. 

The table is sticky with effort, but the task is complete and there are smiles all round. 

While I’m not privy to the goings-on in all corner offices on the 50 floors of One Canada Square, I’m willing to bet this is the only one that’s a venue for pasta construction.

It’s a reflection perhaps of the growing diversity of the Wharf with financial services firms increasingly sitting alongside organisations specialising in education, life sciences, technology and construction. 

What I’ve just witnessed is a session organised at UCL School Of Management’s Behavioural Research Lab.

Designed to allow the study of how and why humans do what they do in specific situations, the facility is run by Sharmay Mitchell.

Two men sit either side of a tower of dried spaghetti, marshmallow and tape they have just built as part of an experiment at UCL School Of Management's Behavioural Research Lab in Canary Wharf
Participants take part in an experiment at the lab in One Canada Square

a place for experimentation

“Once the professors have designed the studies, they come to me to recruit the participants and work out the logistics,” said the psychologist, who has more than 13 years of experience presiding over such experiments.

“Having run hundreds of studies, I think of the things other people might not.

“For example, a study might require that two participants be strangers, so you wouldn’t want them talking before the session.

“I’d also be watching to see if they were already friends and then split them up and put them with someone else, if needed.

“It’s also my job to ensure people have consented to being involved and to collect the data for the researchers, so it can be analysed. 

“We always need more participants.

“Anyone over 18 can take part, although people need a good command of English so they can interact with others and understand instructions.

“It’s something completely different for people to do – something novel.

“Many don’t know UCL is here in Canary Wharf, so it’s an opportunity for them to find out what kind of research is happening on the estate.

“It’s exciting too. You get to meet new people who may be working or studying here and most of our studies last up to an hour, so it’s something that can be done in a lunch break.

“We usually give participants £10 in cash or a gift card for studies of that length, as a thank-you for their time.”

in person or online

Studies can be in person or online with participants typically unaware of why they are being asked to complete the tasks they are given.

“Everyone gets a debrief at the end so they can understand what they were doing and why,” said Sharmay, who studied at the University Of Westminster, UCL and King’s College London, before embarking on a career in academia at the London Business School.

“It usually takes a while for the analysis and write-up to come through – sometimes a year – but once a study is published I always like to send out that information so participants can discover the findings and how their contribution to knowledge has been used.

“All of our studies are approved by UCL’s ethics committee and the data is anonymous – each participant has a unique ID number and that’s how I’ll refer to them in the data.

“At the start we usually describe studies in general terms.

“For example, we wouldn’t tell them that they’ll be using spaghetti to build a tower, just that they’d be taking part in a creative task within a group.

“I find it fascinating that some people get so dedicated to the tasks they are given – but I like that they take it seriously as well.

“Once there was a study where people were asked to build a house out of Lego, with as much time as they liked.

“One participant spent two hours doing it because they were so into it.

“When participants are being observed they definitely behave differently and, if they think they’re not being observed, they do all sorts of things.

“In the previous lab I worked at, we ran a study where participants were asked to throw a ball into a basket and tell us how many times they managed to get it in.

“They got 10p for each successful attempt.

“The ones who thought they were not being observed mostly lied about the results, although a small percentage told the truth.”

a variety of tasks

Tasks in studies vary greatly.

Sometimes participants will fill in digital surveys or may be asked to do things on their own or in groups.

People wishing to take part enter their details on a database that Sharmay uses to source participants.

“That generates a research account for them where they can log in and choose studies they are interested in,” she said.

“We also send out emails about other studies as well to recruit people. There’s no limit to the number of studies a person can participate in. It can be as many or few as they wish, but some studies will have specific criteria.

“For example, the researcher will be looking for people who are in work full-time or things like that. The more people we have signed up, the more studies we can run.”

key details: UCL School Of Management’s Behavioural Research Lab

The Behavioural Research Lab is part of UCL School Of Management, which is located on the 50th and 38th floors of One Canada Square.

Anyone over the age of 18 can sign up to participate in its experiments.

Those wishing to do so can sign up via the QR code below or are welcome to email mgmt-lab@ucl.ac.uk for more information.

UCL School Of Management offers a wide range of undergraduate, graduate and executive programmes in management, entrepreneurship, information management for business, management science and business analytics.

Find out more about participating in studies or sign up here


Image shows PhD student and teaching assistant at UCL School Of Management, Velvetina Lim, weaing a red jumper
PhD student and teaching assistant at UCL School Of Management, Velvetina Lim

case study: an experiment at UCL School Of Management

Velvetina Lim is a PhD student and teaching assistant at UCL School Of Management.

When I arrive at One Canada Square, she’s the one conducting the experiment with the spaghetti, which I witness – a task preceded by a short session where the two male participants ask each other searching questions.

“We try to do interactive tasks – where participants might do things with their hands, conduct surveys, evaluate ideas or have group discussions – and this ranges across different topics, such as social relationships or negotiating in job interview situations,” said Velvetina.

“My PhD is in social networks and creativity – exploring how connecting with each other can help us to discover the big ideas and how evaluating those ideas together strengthens social bonds.

“My hope in conducting these experiments is to see what specific aspects of an interaction we can isolate and manipulate and how that transfers onto specific outcomes, such as how much participants were talking to each other while trying to solve particular problems.

“Ideally during the experiments I’m in the room, but in the corner to make things as realistic as possible.

With these experiments, the idea is you’re isolating variables in a controlled environment.

“However, hopefully they are also simulations of situations as well – in this case emulating a product design team checking in with each other at the start of the week before engaging in project meetings.

“The first part of the experiment uses established research tasks where strangers ask intimate questions to get them to be friends and really foster a social relationship.

“Sometimes one person in the group might secretly be part of the experiment so I can manipulate what questions are asked and whether the feedback they give is positive or negative.

That allows us to investigate how those interactions relate to problem solving with the spaghetti.

“One of things I’m looking at is what happens if we label an idea ‘creative’ – how would that feed back into how the next idea is produced?

“I think this is a pertinent question about the relationship between feedback and creativity.

When we’re looking at startups or advertising agencies, for example, we often notice how such iterative interactions across time have an impact on the creative flow that creatives experience.

This helps shape the way managers and leaders feed back to them.

“I would certainly recommend people come by and participate in these sorts of tasks. 

“It’s not just one way to earn a bit of quick money, but it’s a nice thing to do on a lunchtime break.

I think that sometimes doing these tasks can help participants discover who they are or let them learn new things about themselves.

It can also help people focus on things they might ask one another when forming new friendships.” 

Read more: How Toby Kidman created a pub with soul at the Pacific Tavern

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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BelEve aims to help girls and young women achieve their dreams

Co-founders Marsha and Chyloe Powell talk inspiration from their mother, love and possibility

Image shows two women with black hair, the one on the left in a black jacket and white top and the one on the right in a white button up shirt. They are, Chyloe, left, and Marsha Powell of charity BelEve
Chyloe, left, and Marsha Powell of charity BelEve

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Marsha Powell grew up in Brockley with the flashing light on top One Canada Square visible from her bedroom window.

Despite starting her career with only GCSEs on her CV, she made it to the estate, working in HR for the Financial Services Authority (now the Financial Conduct Authority) for more than 13 years.

“I’d done work experience in human resources and it was my dream to work in that sector,” she said.

“When I joined the FSA aged 19, I decided that was what I wanted to do and, through hard work, I was afforded that opportunity.

“I made sure I had good mentors and cheerleaders and I went back to college, did my degree and a masters, and that put me in a good place educationally on the career path.

“I also had two children at that time.

“I became an HR business partner, living my dream, and supporting people like Andrew Bailey – who’s now the governor of the Bank Of England.

“I was working at 25 North Colonnade in Canary Wharf and it was at the time when the FSA was being separated from the Bank.

“I had to decide whether I wanted to stay or go as my role was moving to the City.”

It was also a period of great tragedy in Marsha’s personal life.

BelEve, inspired by a tragedy

“My mother, Delores Diana Hay, had been diagnosed with gall bladder cancer and, about 10 weeks later, she passed,” said Marsha.

“My sisters, Chyloe, Rochelle and me had been talking about developing a mentoring programme for girls before my mum died, and her death gave me the opportunity to be bold.

“I had a bit of money to try something and two children – a daughter aged 10 and a son aged five.

“For me, it was either do this now or never.  

“That’s how BelEve was born, on my dining room table – I just used all my transferable skills and started it with the help of my sisters.

“We keep our mum’s name alive through our organisation, and through our pain has come purpose.”

Working with girls and young women aged eight to 22, the charity has supported more than 20,000 people, offering support, education, guidance and positive solutions.

It aims to offer opportunities to those it works with, intending to boost their confidence, self-esteem and skill sets as well as giving them access to inspirational role models to help unlock their full potential.

Image shows an image of One Canada Square in Canary Wharf, a stainless steel-clad office block below a blue sky.
Marsha grew up with the light from One Canada Square blinking in her window

core values

“We founded the charity because we wanted to use all the core values our mum taught us such as sisterhood and love,” said Chyloe, BelEve’s chief finance officer.

“We teach the girls that if they can lead themselves first, then they can have confidence and have all the attributes which they need to lead others around them.

“I worked in fashion for 12 years.

“Then, like Marsha, when we found out mum was ill, it changed my perspective on things.

“When she passed away, I realised that what I was doing was not meaningful – anyone can buy clothes.

“I felt I needed a bit of a break to process what had happened.

“We were all really young and it was challenging to navigate life without someone who had been our anchor.

“It got to a point where I wasn’t really enjoying work any more, so Marsha suggested I should just leave and join her.

“We grew up in south-east London and we work mostly in Lewisham, Southwark and Greenwich.

“We know that deprivation is high in these areas, so we wanted to offer something that wasn’t a cost to the parents – that young people could get free of charge.

“Our programmes are free to young people and we get funding through sponsorship or donations.

“BelEve is about feeding back into the local ecosystem of our community.

“We wanted to make sure that young people were not stuck because of their beginnings, to give them options and opportunities.

“About 80% of the girls we work with are black or from ethnic minorities and we want them to see role models that look like them – you can’t be what you can’t see.

“In Brockley where we grew up there’s an affluent part and an area with an estate.

“We want to assure the girls and young women we work with that starting on the estate side doesn’t mean you can’t cross over to the area with the coffee shops.

“Often those we work with are the first in their families to go to university and get high paid jobs – which has an impact on everyone. We want that effect to be systemic in those families.”

from HR to CEO at BelEve

For Marsha, who runs the charity as CEO, BelEve is about generating those opportunities as well as helping those it works with see themselves in roles at large firms and organisations.

She said: “I worked in HR for a long time and diversity and inclusion has long been a thing.

“But for some organisations it was a quota – a top-down, rather than bottom-up approach to that commitment.  

“I do think the George Floyd situation and the emergence of Black Lives Matter was a big shift in that space.

“I think a lot of white execs were suddenly thinking they had a lot of responsibility – that they couldn’t say they were supporting diversity when they weren’t actually doing much about it.

“Has it changed the way that organisations recruit? I think younger people are very committed to it.

“For example, I’ve been to so many panels where people openly say they are autistic or have ADHD.

“People would never have talked about that in a workplace before, but now it’s accepted and we’re working in a diverse space where we can employ anyone and can get the best from them.

“Ultimately it’s always about the bottom line and difference always brings profit.

“At BelEve, everything we do is centred around love because, when you have a sense of belonging, then anything is possible.

“We deliver workshops in primary and secondary schools. We also deliver mentoring and what is important to us is that girls get an opportunity to experience true role models.

“If you want to work in the city, then you need to meet the women who work there.

“I have got a good network and a lot of that has come from my time working in Canary Wharf.

“It’s about creating opportunities and experiences for girls to see how they can create career prospects, which can ultimately improve their life chances.

“That is all very big, but it is doable with the right support, the right network, the right opportunities and experiences. I use myself as a blueprint.”

transformative possibilities

“We are selling hope, possibility and transformation,” added Marsha.

“We’re always looking for women who are prepared to give time and share their experiences.

“Luckily for us we have a good array of people who want to give back to the next generation.

“The most beautiful thing is when you see a young girl who is displaying low confidence coming to a workshop and blossoming like a flower or a butterfly.

“That change is so rewarding.

“I’m not even thinking about the business side, I’m thinking about the lives that we’ve touched – the girls whose prospects have altered dramatically through our intervention.

“We had an event in March and one of the girls stood up and spoke on stage.

“She said that she’d joined BelEve at 14, was very shy and not even thinking about university.

“Now, at 19, she’s going to Cambridge, and that’s because she had a mentor through our organisation.

“She’d had so much opportunity because people around her made her believe she could do it.”

seeing the results

Chyloe added: “One of our success stories is partnering with the Civil Service who contacted us because they’d seen women from black and ethnic minorities weren’t getting through their assessment centres. 

“We built a programme and have seen six girls find roles that way and that’s when I think we’ve done a good job.”

As a charity, BelEve is always looking for fresh support and partnerships to expand and grow its activities. 

“The support we get from our donors and partners is very much appreciated,” added Chyloe.

“We have a campaign at the moment where we want to support at least 50 girls aged eight-15 on a summer programme and offer it for free.

“It’s called the Summer Of Love and we ran it last year. It was a huge success, with workshops, activities and trips for three weeks.

“A lot of those on last year’s programme are now a part of our community so it’s something we want to do again.

“We’re asking people to donate £25 and £250 gets each girl three weeks of non-stop summer activities.”

key details: BelEve

You can find out more about BelEve’s programmes and workshops here including ways to donate or get involved as a company.

Read more: East Bank director Tamsin Ace on collaboration in Stratford

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Canary Wharf: How MadeFor is a vital piece of the estate’s office space offering

Fitted, furnished and managed solution presents firms of all sizes with a hassle-free option

MadeFor office spaces in Canary Wharf come fully furnished and ready to use

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It wasn’t all that long ago, in the grand scheme of things, that Canary Wharf was a two-storey warehouse built in the 1930s handling bananas brought to the UK from the Caribbean.

The brick-built structure at what was then West India Docks’ Import Dock, managed to survive the bombing during the Second World War, but not the demise of the docks themselves. 

It was bought for £25million in 1988 by Olympia And York – the company that kicked off the regeneration project that would become the Canary Wharf of today – and was demolished without much ceremony a year later.

I mention this not because of some rose-tinted hankering for nostalgia – although the idea of dockers slipping on endless banana skins carries some slapstick appeal.

Instead it’s a reminder of just how far this part of London has come in 35 years.

There’s been much short-termist nonsense published recently about the idea that this part of the city might be in peril. It’s true – some companies based here have decided to move for various reasons.

But before launching into a cascade of gloomy thoughts about home working’s effect on the economy and the merits of office clusters, consider a different perspective.

Three-and-a-half decades ago, there was nothing much at Canary Wharf but derelict warehouses.

A group of people had to imagine what it might be, who might want to be there and what – if any – companies would come over. In the end, their creativity and bravery yielded success, with the arrival of the Jubilee line extension proving pivotal in that story.

Towers rose and were filled. They largely still are.

MadeFor customers enjoy self-contained spaces with modern facilities

Current media commentary cries out that Canary Wharf will have to reinvent itself if it is to continue to flourish.

But such pieces entirely miss the point. Canary Wharf has done nothing but endlessly reinvent itself since that old warehouse crumbled. 

The idea that a few financial institutions moved over here from the City in pursuit of cheaper rent and larger spaces in the 2000s and that nothing much has changed since, is simply perception lagging reality.

The estate and the surrounding area is on a constant path of change, renewal and development – its priorities shifting to meet and satisfy demand.

That’s the case with its shops, bars, restaurants and open spaces as much as it was in the decision to build housing on Wood Wharf. 

Canary Wharf Group (CWG) has demonstrated an increasingly open and agile approach to the land it manages – whether that’s embracing competitive socialising with Fairgame and Electric Shuffle or deciding to host a vast padel tennis complex – as it works tirelessly to broaden the appeal of the estate. 

But what of the office space itself?

Well there’s been diversification there too amid a long track-record of flexibility to serve the market.

While tech community Level39 provides small startups with a home and space to grow, funkier spaces have been created at Wood Wharf. 

North Quay will see significant lab space created as the estate continues to attract organisations from sectors beyond financial services.

Eggs, baskets and all that.

That hasn’t, of course, stopped the likes of Barclays and Citi recommitting to the area – doubtless convinced by an environment that now draws significant crowds at weekends in virtue of what’s on offer to visitors as well as residents.

Nevertheless, CWG hasn’t stood still on office space either, with MadeFor perhaps the punchiest addition to its offering in recent years.

Canary Wharf Group associate for office leasing Luke Thurlow

“In short, it’s our fully-fitted, furnished and managed workspaces,” said Luke Thurlow, CWG associate for office leasing and one of the team tasked with helping firms land on the Wharf or move into bigger premises.

“Traditionally, a tenant would take an empty shell and build it themselves, creating meeting rooms, break-out spaces and filling it with furniture.

“MadeFor takes away all of that hassle for the end-user, who can pretty much move in immediately if they like.

“Office space has always been a strong part of the business and this is part of diversifying our portfolio.

“It means Canary Wharf offers single desks and co-working at Level39, self-contained units under MadeFor and shell space if a client prefers that.

“MadeFor can cater for businesses with 10 desks in 1,000sq ft of space, right up to our biggest letting where Citi took 10 floors as part of a short-term solution to house staff while its tower is being refurbished.

“The message is that many people think Canary Wharf is only for larger businesses – big multinational companies, which we do have here – but even if you’re a small startup or scaleup, we can accommodate your needs.”

It’s an offer that’s clearly gaining traction, with recent signings, including business power supplier, Pozitive Energy, electric vehicle charging firm, Hypervolt, and Taiwanese energy trader, WelHunt, all opting for MadeFor offices at One Canada Square.

Global trading organisation FIA and manufacturing firm Rittal also recently announced they would be renewing their MadeFor leases in the building.

“These recent deals show that companies continue to see Canary Wharf as an international icon,” said Luke.

“Buildings like One Canada Square are seen as part of a company’s strategy to build its business, find new clients and retain top talent – there’s real appeal there.

“MadeFor appeals to both a variety of sectors and businesses of different sizes. Often, smaller firms don’t want the headache of fitting out a space. 

“These are self-contained workspaces so tenants are not sharing meeting rooms, break out spaces or kitchens with other occupiers. 

“That’s especially important so companies know who is coming in and out of their space – vital if you’re regulated by the FCA, for example.”

Layouts include break-out spaces and open-plan design

Essentially, MadeFor is a crucial piece in the puzzle.

One of the key ideas behind the creation of Level39 more than a decade ago was that it had the potential to bring fast-growing startups onto the estate.

With a vast portfolio, it could then flexibly serve the needs of those businesses as they grew.

MadeFor both provides space for companies that are expanding, but it also allows the estate to pitch more effectively to firms and organisations of varying size that aren’t home grown, but like the idea of a move to east London.

“One example would be challenger bank Revolut, which started at Level39,” said Luke.

“Now it is based in an 80,000sq ft space at the Columbus Building off Westferry Circus.

“Because CWG has been running the estate for more than 30 years we are able to take a long-term vision for our customers and as a custodian of this part of London.

“If a business is half way through its lease and bursting at the seams or looking to downsize due to an increase in hybrid working, we can have those conversations. 

“Other landlords use more conventional models where they buy a single building, develop it, lease it and sell it.

“This can make those situations more difficult. What we offer is stability.”

Don’t confuse stability with traditionalism, however.

Luke was keen to stress that MadeFor’s spaces were fitted out to reflect the needs of businesses today.

“Our design philosophy dispenses with reception desks and guest waiting areas,” he said.

“The idea is that visitors come directly into a break-out space where they can get a feel for how the business is working as soon as they arrive.

“We can, of course, design to a customer’s brief and we’re always working based on feedback from previous projects. 

“Perhaps if we’d done this three years ago we’d have had flashy boardrooms off reception areas – people didn’t think you should have staff mingling with visitors.

“But people aren’t working like that any more.

“Visitors want to get a flavour of the company – to be in your world rather than in a holding zone.

“Hybrid working presents great opportunities for businesses – if you look at their spaces and how they’re fitting them out, things are a lot more considered now.

“You’re seeing a lot more meeting rooms, collaboration spaces, fewer conventional rows of desks.

“Suppose you have a project team that’s coming in three days a week – what do they need? 

“Some customers have asked for more break-out space, while others want desks because people are also coming into the office to do more focused work and to make the most of sitting with colleagues to do that.”

CWG will even look after plants in its MadeFor spaces

Beyond the spaces themselves, the estate’s constant evolution is perhaps the most potent weapon in Luke’s arsenal when talking to potential clients.

But then there’s the added value of engaging with a landlord which is completely invested in fostering a thriving, vibrant local economy.

Luke said: “The quality of our office space and workspaces is generally well understood in the market.

“We produce top quality, best-in-class office developments.

“But what we’re also trying to show people who come to Canary Wharf are the lifestyle amenities – the shops, bars and restaurants, the green open spaces and the transport links.

“With the Elizabeth line, you’re 45 minutes from Heathrow. It’s about trying to excite people by getting them to picture themselves and their business here. 

“There are the technical details like the air conditioning and the Wi-fi, but most people who come to look at office space will think more about the coffee downstairs and dinner at Hawksmoor or Dishoom.

“We deliver high quality workspace, but it’s also about our tenant services team and the maintenance operation.

“We’ve also launched an app for the estate so people know what’s here and about all the events that are going on. 

“We’re not just a landlord collecting rent – will it be a Yoga session before work or finding out about Wharf Connect, our network for early career professionals?

“It’s all about what you can do here and, if we’re not doing something already, then talking to us about delivering it.

“It’s a very exciting time and, over the next 10 years people will see so much change here, whether that’s the landscaping of Middle Dock in partnership with the Eden Project or any of the other plans in the pipeline.”

Suffice to say evolution is a certainty at Canary Wharf as it brings life sciences and schools into the mix alongside residential, higher education, governmental bodies and much more.

That, however, will doubtless be easier for Luke and his colleagues to articulate to potential clients than it was for teams 35 years ago, when the whole process of convincing firms to give E14 offices a chance began.

  • key details

MadeFor spaces are available in Canary Wharf at One Canada Square, 40 Bank Street, 20 Water Street and the Columbus Building.

Offices are cleaned and managed including repairs, maintenance, waste management and refreshment options.

Find out more about MadeFor at Canary Wharf

Read more: New events space Broadwick Studio launches on Wood Wharf’s Water Street

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Canary Wharf: How Pitchflix is connecting startups with investors from Level39

One Canada Square-based firm livestreams demo days and hosts in-person events for founders

Pitchflix CEO Shane Smith

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Pitchflix is a two-way street.

Put simply, the startup, based at Canary Wharf’s Level39 in One Canada Square, connects entrepreneurs with investors and investors with entrepreneurs – digitally and in person.

“It’s an attempt to oil the wheels and reduce friction,” said Shane Smith, the company’s CEO.

“When founders are trying to raise venture capital, we aim to connect them with an investor network to help them do that.

“If you’re trying to raise money for the first time as a business, that’s the toughest time for you, because you’re not on anybody’s radar.

“It’s also the toughest time for investors, because, on the basis that you’re new, there’s no history, no track record – no-one’s done any research on you.

“At that stage, both sides have a pretty tough time finding the right match.

“Given that lack of information, the most valuable thing investors have to go on is the founders themselves.

“The way to understand founders is, ideally, to sit down across the table and have a good conversation about what they’re doing.

“The problem with that, is the economics don’t stack up for the investors to arrange those conversations and physically sit in locations all over the world to have them.”

Shane founded Pitchflix to address the issue, building on a career that’s long focused on providing information to people and companies that need it.

“My background has been between technology, financial markets and research,” he said.

“I started as one of the founding team in London for what was, at the time, a small startup in the US called Bloomberg.

“I was hired to the London office originally, and I moved on from there to set up my own research business, initially in Paris, then brought it back to London.

“We ran that until 2009 when it got beaten up by the credit crunch.

“Then I switched focus to investor communications rather than research, gradually moving from large listed companies, primarily in Asia, down the scale to smaller businesses.

“Pitchflix is an exercise to connect those smaller companies with investors.

Pitchfix aims to increase the reach of demo days beyond a physical audience

“This is the most interesting part of the market, because startups are generally doing more interesting, innovative things – there’s quite a buzz at the smaller end because tomorrow’s mega corporations are being created today.”

The next best thing to sitting in a room with investors is video – how can we get a short piece from founders, even a couple of minutes, in front of them?” said Shane.

“Startups which have been through an accelerator programme will typically do a demo day at the end, where investors come to listen to founders present.

“Our approach is to help accelerators livestream their demo days so international investors can view them from wherever they are, overcoming the geographical obstacles. 

“There are firms who try to bridge that gap, but they typically operate in the corporate finance space where they are trying to broker those deals – we take a very different approach.

“We’re a media business – we help founders advertise themselves to an audience – we don’t get involved in the deals themselves.

“Pitchflix is a conduit that tries to remove friction in the connection and communication between the two parties.

“Investors might be conventional venture capital, corporate venture capital or companies looking to put money into early stage businesses.

“They might also be angel investors or angel syndicates.

“They all face similar problems and we’re trying to solve them.

“For example, if an investor decides to attend a demo day, they might only be interested in a specific sector, but this might involve sitting through pitches from 20 businesses in other fields just to see the one relevant one.

“That’s not a good use of their time.”

Founders’ pitches are hosted in video form on Pitchflix’s site

After livestreaming, Pitchflix hosts founders’ videos on its site, so investors can review them at their leisure.

“The next stage of the business was to turn that model on its head and have investors pitching to founders,” said Shane. 

“We wanted to do that because we’d observed that, while there are lots of demo day and pitch competition events all over London and the rest of the country, nobody was systematically hosting investors who could pitch to an audience of founders to tell them what they were looking for.

“We call them ‘Rev’ for reverse pitch series. We needed to find a bigger space to host them and we discovered Level39. 

“That’s where we put them on, every six weeks or so, and we have a lot of community members coming to them.

“We’re also based there. We started the business in 2019 and, as Covid restrictions, melted away, it was really hard to build a cohesive team and culture while working from home in spare bedrooms or at kitchen tables.

“We hired one person who did a fantastic job of getting up to speed from home, but we felt we needed more than that for the next people coming on board – our recent hires since we’ve been together in one place have been very quick getting into the business and are really productive.”

IN-PERSON

Pitchflix’s next Rev event is set to take place on February 27, 2024 at Level39 with further events in Singapore, Hong Kong and New York in the pipeline for March, April and later in 2024, respectively.

“Rev events are a very concise, efficient use of a founder’s time,” said Shane.

“For two hours attendees will sit and listen to up to 15 investors giving lightning, five-minute showcases of what they like to invest in and why.

“They’ll tell you how much they typically invest, whether they like to collaborate with others, whether they like to lead or follow, a lot of reference data about them, and you’ll get out of it and a sense of the personality and chemistry you might have with them.

“Is this an investor you think you can have a really productive five or 10 year relationship with?

“Are they someone you’d like to have a beer with?

“These are the kind of insights you’re not going to get unless you’re in a room with that person.

“After the presentations, there are audience questions and then there’s networking with some drinks.

“The idea for founders is it’s an opportunity to make themselves memorable, so that when they email the next day with their pitch, they’ll be on investors’ radars.”

Founders tickers for Rev events in London cost a nominal £20, aimed at ensuring those who have booked a place turn up.

At present, Pitchflix’s platform is free for both businesses and investors to use with the eventual aim of charging startups an affordable fee once the marketplace is consistently matching entrepreneurs with capital.

“This is very different from the brokering model, where those firms charge a retainer,” said Shane.

“We also don’t get involved with the production of the demo days themselves because there are tons of them happening.

“We’re just trying to make the process more efficient and extend their reach.

“Bloomberg started life as a business solving one problem – Mike didn’t have a crystal ball for the next 40 years, they were just trying to build a better mousetrap.

“There’s a sort of trend now that investors want to see how things will develop in the next five or 10 years, but you don’t need to.

“You just start with something that’s profitable, and then you explore, listen to your clients, be agile, nimble and develop.

“In our own investor presentations, we describe what we’re building and why it’s great for the market ecosystem. Have we got the full picture – no – but we’re listening.

“Very often you get the first signals about new and emerging stuff from entrepreneurs and what they’re talking about.

vWe’re recording that and analysing it will give you a pretty good indication of what’s coming down the road at 100mph, six months later.

“We have many ideas about how to develop Pitchflix and that’s something we’ll be looking at over the next few years.”

Find out more about Pitchflix here

Read more: How Canary Wharf Group has launched Wharf Connect, a network for early career professionals

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Canary Wharf: How Skillwork provides software services to companies of all sizes

Jan Gasiewski and Ali Youssef created the Level39-based firm after meeting at UCL on the estate

Skillwork founders Jan Gasiewski and Ali Youssef

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Business is all about relationships and it’s pretty clear there’s real strength at the heart of Level39-based Skillwork.

It’s also emblematic of how London provides the crucible that allows individuals to come together, fused and more powerful as a consequence.

In a nutshell, Skillwork provides software development services to startups, small firms and corporates looking to run innovative breakaway projects that fall outside their main areas of operation.

But at its heart lies much more than technical prowess. It’s the enthusiasm, energy and passion of two men – co-founders Jan Gasiewski and Ali Youssef.

From Poland and Bulgaria respectively, the pair met and founded the business in 2020 while both studying for their masters degrees in entrepreneurship at University College London’s School Of Management in Canary Wharf’s One Canada Square.

Both had previously studied in the UK – at Lancaster (Jan, business administration) and Northampton (Ali, computer software engineering) – before heading to the capital with perhaps a sense of something unfinished.

“Lancaster is a great university,” said Jan.

“But what you need if you want to go into business is exposure and the nearest city is Manchester. Even that is just far away enough that nobody goes.

“I’d applied for placements at Microsoft and HP. At the assessment centre for the former I didn’t know how to approach it – everyone just said: ‘Be yourself’.

“But the feedback was that all the product work was done in the States and that I didn’t show much human emotion, so I got into HP instead. 

“It remains my only ‘real’ job, but there wasn’t much work to do so I wound up mostly reading books rather than getting experience.”

Ali said: “I’d gone back to Bulgaria, thinking I was going to be a software engineer and I got a job.

“But on the day I was supposed to start, I called the guy and said that I didn’t want to do it. 

“Then I told my dad that I wanted to study entrepreneurship instead and his response was that  business courses were for people who didn’t know what they wanted to do in life.

“But I applied to UCL, got in and that was my first experience of London – coming to Canary Wharf I was so shocked because I had never seen a place like it in my life. 

“It was a place you could talk to anybody – I was having a coffee with a guy and he turned out to be a fund manager in control of millions of dollars. 

“When he asked me what I did, I had to say I was a student.

“In Bulgaria I thought people like these were superheroes that I would never meet in real life.

“But London showed me you could talk to people who were very successful. It changed everything.”

Jan, in a “rare display of extroversion” messaged his course mates at UCL to see if any of them would be up for meeting over a drink.

Ali was the only respondent, and they bonded over food at Honest Burgers swapping tales of their fathers. 

Skillwork’s London base is at Level39 in One Canada Square

“Both our dads had businesses,” said Jan.

“We both grew up looking up to them and both were screwed over quite badly by their business partners.”

Their friendship flourished and they decided to go into business together, with Skillwork founded in 2020 while they were still studying at UCL.

Now based at Canary Wharf’s tech community, Level39 at One Canada Square, it employs some 17 people in London and Bulgaria.

“We always say our partnership is the cornerstone of the business,” said Jan. 

“Because of our fathers’ experiences, we created a set of rules when we started to ensure that nothing like that could happen to us.

“We are very transparent with each other and love working together.”

“We really wanted to be very entrepreneurial from the start,” said Ali. “We were surrounded by people in that environment both at UCL and at home.

“It’s also about an acceptance of potential failure and an appetite for risk.

“To start with, we had no experience, so we decided to plug ourselves into the world of startups and build up knowledge as we went, using that as a catalyst to create something.

“Today we work with small businesses and corporate innovation labs and the core of what we do is software development for those clients.

“We like to mix pragmatism with technology.

“You get people who come to us all guns blazing saying that they’re going to build an AI model to do something incredible but they haven’t yet got any traction.

“So we might apply the brakes there and persuade them to go one step at a time. On the corporate side, we are leaning towards what’s called venture building, where a big company decides it needs, for example, a digital presence, and brings in help from outside to help it develop one.

“So we sit down and discuss with them problems which they are interested in solving, and then we help them to see what ideas might be a potential business plan.

“Then we help them build that product up, and then they take it over and run it.

“We’ve been around now for a little over three years and in that time we’ve been able to work with the likes of pharmaceutical giant GSK and fusion power company Helion.

“We’ve also managed to build all this without any investment. We now have employees who rely on us and fortunately we have a good, strong network of mentors.

“Generally speaking what’s happened is that our success comes from our clients’ success.

“We’ve worked with the majority of our clients since day one and many have seen a huge degree of success.

“They’re all big-name people, so it’s all going very well as far as our reputation is concerned.

“We’re now in a much healthier position, with strong cash-flow and a sound profit margin. We’re now looking outwards to expand.”

While Skillwork’s technical operations take place in Bulgaria, London remains key to the business’ plans for growth.

Having studied at UCL on the 38th and 50th floors of One Canada Square remaining in the tower was a natural step. 

“It was quite prestigious for us to come to Level39 – it was a marketing thing as well, because meeting clients here makes a good impression,” said Jan. 

“I also think it’s one of the best spaces in London. If your working environment is good, then your work will be good and we’re very fortunate that we can afford to be here. We have some clients in Dubai and that might be a place we expand into. 

“Our strength lies in the fact that we have contacts in so many countries and the ability to access them.

“One thing to remember is the UK is and always will be a global power.”

Ali added: “That was the key benefit for us of coming to the UK – when we came here, we were exposed to all these different cultures.

“London isn’t going to go under anytime soon. The reason we’re looking outwards is that we’re a bootstrap business, with not too much cash in the bank, so we have to keep expanding.

“There are only two choices – you go up or you go down. Out next step is to become innovation leaders in the Middle East for anything digital – that’s our ambition.”

Who would bet against them?

Read more: See the moment One Canada Square was topped out

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Canary Wharf: How Tony Brien captured the crowning of One Canada Square’s pyramid

Photographer was suspended from a crane to record the topping out of the estate’s iconic tower

A worker drapes the Union Jack over the freshly fixed pyramid – image Tony Brien

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Talk to Tony Brien about his career in photography and there’s always a sense of fun in his anecdotes.

Having begun his career as a photo journalist working on Fleet Street – covering football, rugby at Twickenham and cricket at Lords – a move to Northern Ireland during the Troubles was a stark contrast.

But even here he recalls the humour of the people of Belfast and the grand times enjoyed in nightclubs under hotels despite the violence and the regularity of being stopped on nights out by the army or paramilitary groups.

Returning to London, he set up a studio for an advertising agency before deciding a couple of years later to “take a bet on himself” and go freelance, starting his own business in a mews just off Oxford Street.

“I had a few clients who were using my services and the studio, which had a red filing cabinet and bits of cameras everywhere,” said Tony.

“Looking back, it was fantastic and it worked. I’ve never had a bad day in photography – if I have a big project, I’ll do anything to make it work.”

 It was that attitude that would set him on a trajectory to capturing the images featured on these pages – recently rediscovered during a clear out after more than 30 years.

Tony worked extensively for Olympia And York, the company founded by the Reichmann brothers, which undertook the development of Canary Wharf.

In the late 1980s, he captured many images of the scheme as construction progressed, working with the company until it collapsed in 1993. 

Workers await the arrival of the pyramid cap in November 1990 – image Tony Brien

“The people running the company were so generous of spirit – they really wanted it to work,” said Tony.

“I think it was Sherlock Holmes who said to Watson that you should always carry a pistol east of Aldgate and that still applied to a certain extent at the time.

“When I was commissioned, I walked all over the East End and went up various tower blocks to see whether I could get a view of the development as it was being built.

“In the end I said we needed to hire a helicopter if they wanted shots of Canary Wharf in relation to the City.

“That was £1,000 a day, which was a lot of money, but I hired a panoramic camera – the only one in the country at the time – and sat in the footwell with the doors off, headset on, which was the only way to do it at the time.

“The clients loved the shots and they were used for promotional booklets that were sent out everywhere.

“They caused quite a stir at the time because of the way they used the panoramic photography.

“Olympia And York had huge plates made up – they were really keen to take ownership of that format as their look.”

 The images on these pages were not, however, taken from a helicopter. In fact they almost never happened at all.

The tip of the pyramid comes into view – image Tony Brien

“Nowadays it can be done with drones,” said Tony.

“I’d been asked to capture the topping out of the tallest building in Europe – One Canada Square – telling the story of the regeneration and rebirth of Docklands and, in turn, London itself.

“It was early November 1990 and it wasn’t a great day, it was blustery and they usually stopped lifting anything at a wind speed of 34 knots. That day it was gusting up to 50.

“The only way to get the shots was for me to be lifted up 830ft in a small metal cage on a single chain by a crane.

“Originally the cage didn’t have any walls so they built a sort of tea chest in it to stop both me and my camera equipment falling out.

“So there I was in my ski suit, all ready, and we didn’t know whether it would happen.

“But the wind slowed considerably – the guys at the top radioed to say it was OK and we ought to take a punt at it. 

“So I got in, started sorting out my cameras and rose off the ground. About halfway up, the wind started gusting again but we decided to keep going and up we went. 

“After my little bucket had passed the half way mark, they started lifting the cap of the pyramid for the top of the building.

“The danger, of course, was that either that structure, or my crate would swing in the wind and hit the tower.

“So there I was, at the top, swaying around and waiting for the pyramid, which had three flags – from the UK, Canada and the USA – in celebration of those backing the project.

“I was committed. I’d said I would do it and I was right there, in position.

“I could see the workers on the building waiting for the pyramid and I had every camera possible there and loaded.

Tony in his makeshift crate at 830ft – image Tony Brien

“But the trouble with the panoramic cameras is you only get four shots so you’re a bit snookered.

“There I was, sitting in my box, changing film and looking up to see where we were. Then the wind really started blowing. 

“Well, you know when you’ve got the shot, and I thought I had, but I bent down to load some more film and felt the bucket drop a little. 

“I dropped into the foetal position, as though that was going to do anything.

“Then everything was OK, I stood up, got one more shot and then told the workers to get me out of there.

“Going down was fine and I jumped straight in the Range Rover and drove to central London to get to the processing house.

Back in Canary Wharf: Tony at One Canada Square – image Jon Massey

“Then, when the shots were done, I rang the client and said: ‘I think I got it’. Everyone was terribly excited.

“The flags had got knotted up and for that last shot I shouted over to the workers to pull the Union Jack out – they were very accommodating. 

“It was quite something to witness their bravery in those dangerous conditions as they guided the pyramid into place.

“Finding the film again was a really nice discovery.

“The people running Olympia And York were a real pleasure to deal with – it’s something I’ll never forget”

Tony continues to work as a photographer and his Canary Wharf images are currently being shown at Ad Lib Gallery in Wimbledon.

For all enquiries regarding the images featured on these pages, please email tony@tonybrien.co.uk or visit his website via this link

Tony’s blockbuster panoramic shot of the topping out – image Tony Brien

Read more: Discover the House Mill at Three Mills

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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Canary Wharf: Why Genomics England is relocating to One Canada Square

Headquarters of government-owned genome sequencing business set to arrive in Canary Wharf in the autumn

Genomics England CEO Chris Wigley
Genomics England CEO Chris Wigley – image James Perrin

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Right, so this headline is a bit disingenuous. Genomics England doesn’t, in the course of its operations, alter anyone’s DNA.

In fact, it captures whole human genomes, sequences them and uses the data for both personal NHS diagnoses and wider research.

However, its arrival in Canary Wharf is part of a bigger picture as the estate continues to grow and diversify.

Tropes about steel towers full of bankers are outdated, lazy stereotypes that nevertheless persist.

But perception often lags reality, which in turn can lag big announcements.

Earlier this year, Canary Wharf Group unveiled a project with Kadans Science Partner to create a 750,000sq ft, 22-storey, wet lab-enabled building in the first phase of its development of the North Quay site next to West India Quay DLR.

The scheme is at the forefront of the estate’s emerging vision to bring more health and life sciences businesses and organisations to the area – creating a cluster to rival those in Oxford and Cambridge. 

However, the building is not set to be delivered until 2026 – these things take time.

Much quicker in the timeline, will be the arrival of Genomics England.

Announced last month, the government-owned business is expected to take up residence on the 21st floor of One Canada Square in the autumn. 

The Wharf is already home to Barts Health NHS Trust, the Medicines And Heathcare Products Regulatory Authority, Medical Defence Union, General Pharmaceutical Council, NHS Transformation Unit and NHS Digital’s London office.

The addition of Genomics England adds further weight to that group, making east London an increasingly attractive destination for those operating in the sector.

“If you look around us, we’ve got an incredibly rich health and life sciences community in Canary Wharf,” said Chris Wigley, CEO of Genomics England.

“When we were thinking about where we wanted to be, somewhere with those kinds of organisation, that vision, where we can bring people together easily was really exciting.

“It’s also very close to Whitechapel, where the Royal London Hospital is, and to many universities.

 “We have all the ingredients here to do something special.

“What we saw during the pandemic was that, when our whole system pulls together, we can really lead the world in pathogen sequencing, genome sequencing and clinical trials, and we want to keep that sense of collaboration.

“Of course, very pragmatically, as a government-owned company, value for money is something we have to be pretty serious about too.”

Genomics England was originally set up to sequence 100,000 human genomes

Genomics England was originally set up by the Department Of Health And Social Care to run the 100,000 Genomes Project, following an announcement by then prime minister David Cameron at the 2012 Olympics.

“That was only about a decade after the first whole human genome had been sequenced, which took millions of dollars and thousands of scientists,” said Chris.

“You used to have to sequence DNA base pair by base pair, and there are something like 3.2trillion of them so it took a very long time.

“With the various changes that have collectively been made around next-generation sequencing, you can now do the sequencing in under an hour – although for a clinical case where we have an actual patient, we’d do that 30 times because even if the process is 99.999% accurate, when there are 3.2trillion results you need to be able to spot those errors.

“With DNA the numbers are huge, but if we do it 30 times we can be confident we’ve picked up any inconsistencies.”

Having sequenced 100,000 genomes by 2018, Genomics England is now engaged in two main areas of operation.

Chris said: “The first big thing we do is that we partner with the NHS to use whole genome sequencing to diagnose and make good decisions about patient treatment.

“This is the first health service on the planet to offer this, so that’s a genuine world first for Britain, which is great.

“Those insights are most relevant if you’ve got cancer or rare diseases, because those are things that we know are principally driven by changes in your genome.

“If you’re looking at the DNA, you can spot all of these areas where each of us is individually different from each other.

“So we’ve now got a catalogue where you can look up those changes, so we can see that if you’ve got them in your DNA, you may have a rare disease or a particular aspect of a cancer, for example, which we can then do something about.

“The second big thing is that we can anonymise all the data, put it in a separate environment and make it available to researchers from academia, from pharmaceutical companies and from biotech firms.

“It is still very sensitive data, though, so we have this model where the researcher has to come into our environment to look at it.

“We sometimes talk about being  an aquarium, not a fish shop, where people can come in, study what we have, admire the fish and go away again.

“Crucially, they can’t take the fish with them – that’s how we protect the data.”

Chris says there are a number of reasons for Genomics England’s move -image James Perrin

Chris knows all about protecting data. With a background as a business analyst and diplomat, his CV includes the role of chief operating officer at tech startup Quantum Black – a machine learning and AI company.

“I often use the word career as a verb rather than a noun,” he said. “I’ve done a number of things.

“I had a small scale startup in web design mostly putting tartan on Scottish companies’ sites.

“I spent time at the BBC doing analog to digital transitions and setting up their radio player and iPlayer.

“Quantum Black was originally building applications to solve complex problems for a range of clients including in Formula 1 to help the cars win more races and then taking that approach to aerospace, offshore wind and other advanced engineering firms.

“Then we realised that the same techniques could be applied to banking or to life sciences. So we ended up with a third of our work for pharmaceutical companies, on drug discovery and clinical trials.

“It was lots of big data sets and complex models and then taking the outputs from them and explaining them in a way that humans could do something with.”

Having accepted the job at Genomics England just under three years ago, he’s now presiding over a period of growth and change.

“Throughout the pandemic we did a huge amount of research on Covid, working with the NHS, Health Education England and others, on how understanding our DNA might help us to understand Covid better,” said Chris.

“We’ve kicked off a bunch of other new programmes as well, so we’ve grown a lot in terms of numbers – we’re now about 500, and we have a space in the Sanger Centre in Hinxton – we’ve just opened another office in Leeds as well.

“We may also open a fourth location, but broadly we’re now thinking of ourselves as a national network of people across the whole of England.

“The base here in Canary Wharf will be the nerve centre.

“The way we’ve thought about the space here is less about banks of desks and terminals and more about collaborative space, community space, social space, and also library space for people coming in to do deep work.

“For a lot of our people it’s a new part of town with new things to explore.

“I think a lot of people have a vision of Canary Wharf from the early 2000s – but as we’ve brought more people over here, they can see it’s really changed.”

The move is also preparation for the increasingly central role that our understanding of DNA will play in our healthcare as time moves on.

“We’re gradually learning more and more about how our DNA affects our health,” said Chris.

“The first wave of discoveries was in the 1950s, 1960s and 1970s, – rare diseases caused by a single change in your DNA such as sickle cell anaemia, for example.

“We now understand that cancer is really a disease of the genome, where unregulated growth of DNA causes cell growth that we we call tumours. That helps us to treat it.

“Then, as new techniques have come in, like machine learning, we can start to understand more complex relationships between what’s happening in our bodies and what’s happening in our DNA.

“For example, a combination of 75 changes, when combined with external stimulus such as smoking or not smoking could explain why a certain disease occurs.

“We’re getting more and more into areas like infectious diseases and understanding how DNA, makes RNA, which makes proteins that do everything in our bodies, and how that causal chain has certain outcomes that we can understand.

“Then, hopefully, we can intervene when necessary.

“We’re just in the process of launching a programme at the moment that we’ve been working on for a number of years, where we’ll be offering to sequence the whole genome of new-born babies to look for about 250 different things.

“That’s in addition to the current heel prick test that looks for about nine. If there is something that is early onset and treatable then the NHS can immediately address that so the patient will get the best outcome.

“Of course, we think a lot about the ethics of what we do.

“Our fundamental belief is that we shouldn’t be making decisions about people’s care – the people whose data it is and whose lives it is should be doing that.

“Our job is to be completely transparent, to help people understand what we’re doing so they can make the right choices for them.”

Read more: Discover Liberty Festival in Deptford

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- Jon Massey is co-founder and editorial director of Wharf Life and writes about a wide range of subjects in Canary Wharf, Docklands and east London - contact via jon.massey@wharf-life.com
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