Regional Growth Plans

Today saw the launch of the independent report I commissioned into Regional Economic Development in Scotland. This report, authored by Professor Sir Anton Muscatelli, calls for a fundamental shift: placing economic and productivity growth at the absolute heart of the Scottish Government’s agenda. It is the key to raising living standards and resourcing our vital public services. The findings are clear: Fragmentation must end: Stakeholders are united - Scotland’s policy landscape is too complex and fragmented. We need to simplify, de-clutter, and align policy from the UK, Scottish, and local governments for a sustained focus on growth. Place-Based Focus: We must adopt a strategic, place-based approach that recognises the unique strengths and needs of Scotland's urban and rural communities. Strengthen Collaboration: The Scottish Government must act as a convenor, bringing together business, civil society, and communities to drive shared prosperity and ensure greater coherence across all levels of government. Restore Economic Development: We need to reinstate economic development as a central, well-resourced function of government and its agencies. The report sets out tangible recommendations, including: Empowering Regional Partnerships: Granting greater autonomy and support to Regional Economic Partnerships to drive local growth strategies and co-ordinate major projects. Pushing power out of Holyrood in a distinctly Scottish way. Aligning with the UK Industrial Strategy: Leveraging shared priorities across the UK and Scotland, for example, prioritising action in joint key growth sectors, such as energy, digital technologies and life sciences. Reforming our enterprise agencies: Refocusing Scotland's economic agencies towards delivery of economic growth and supporting innovation, while benchmarking their outcomes internationally. Scotland has the policy levers; we now need the focus, consistency, and sustained action to utilise them effectively.

Yesterday, the UK Government released its Modern Industrial Strategy and Digital and Technologies Sector Plan. The strategy is ambitious, including a £4 billion capital injection via the British Business Bank to unlock £12 billion in private investment; £670 million for development and adoption of quantum computers, and £54 million for a new Global Talent Taskforce. But beyond the numbers, what matters is this: the government is designing industrial policy with scaling tech companies in mind. At Tech Nation and Founders Forum, we’ve been listening to our community of tech founders across the UK and actively relaying their feedback to No 10, DSIT, and HM Treasury over the last few months, calling for practical changes to unlock growth for UK tech scaleups. It’s clear from this plan that the government have been listening attentively to our founder feedback, and are prioritising tech innovation as a key gateway to growth for our country. What stands out: – Growth capital: Deepening the pool of scaleup capital available to UK founders with increased firepower from the British Business Bank, and a long-overdue move to unlock pension capital now underway. – Talent: Doubling down on how we attract the world’s top talent to choose the UK as home base; the TechFirst programme and AI scholarships show a serious commitment to building the UK’s tech workforce, from school leavers to PhDs to global fellows. – Infrastructure: From regional AI Growth Zones to faster data centre connections, this is the first strategy that sees physical and digital infrastructure as core to scaling startups and focuses on unblocking grid connections so founders from all across the country can scale brilliant ideas. – Regulation and procurement: With the Regulatory Innovation Office, AI sandboxes, and Defence-led R&D pathways, there’s now more room for founders to take the right risks. – Regional innovation: Significant cluster funding with guaranteed local allocations, so that we can turbocharge game-changing tech companies from all corners of the UK. The direction of travel is clear: The UK is committed to cementing its place as a global innovation hub and technology leader, but it takes all of us – founders, investors, enterprise corporations, Big Tech, policymakers, and startup operators – to put this plan into action and deliver its results. This plan is just the beginning, but we’re looking forward to working with the government and our broader Tech Nation community to make it a reality. #IndustrialStrategy #Digital #Tech #UK #ScaleUps #TechPolicy #FoundersForum #TechNation #FoundersPulse #Startups #Founders #Entrepreneurs #ItTakesaTechNation

𝗜𝗳 𝘆𝗼𝘂𝗿 𝗽𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗰𝗮𝘀𝗲 𝗹𝗲𝗮𝗻𝘀 𝗼𝗻 𝗴𝗲𝗻𝗲𝗿𝗶𝗰 𝗽𝗹𝗮𝗰𝗲𝗺𝗮𝗸𝗶𝗻𝗴, 𝘆𝗼𝘂’𝗿𝗲 𝗮𝗯𝗼𝘂𝘁 𝘁𝗼 𝗯𝗲 𝗼𝘂𝘁𝗳𝗹𝗮𝗻𝗸𝗲𝗱 𝗯𝘆 𝗱𝗲𝘃𝗲𝗹𝗼𝗽𝗲𝗿𝘀 𝘀𝗽𝗲𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗻𝗲𝘄 𝗦𝗲𝗰𝘁𝗼𝗿 𝗣𝗹𝗮𝗻 𝗹𝗮𝗻𝗴𝘂𝗮𝗴𝗲. Six English regions just landed £25m each to accelerate their creative industries - quietly redrawing where cultural value (and planning credibility) will be built from April 2026 to March 2029. 𝗧𝗿𝗲𝗮𝘁 𝘁𝗵𝗶𝘀 𝗮𝘀 𝗮 𝘀𝗶𝗴𝗻𝗮𝗹:  • 𝗪𝗼𝗿𝗸 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲 𝗠𝗮𝘆𝗼𝗿𝘀’ 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝘁𝗲𝗮𝗺𝘀. Funding is devolved to Mayoral authorities to provide access to finance, mentoring, networking and skills. If your scheme advances those channels, you’re not “doing culture”; you’re executing the region’s plan.  • 𝗗𝗲𝘀𝗶𝗴𝗻 𝗳𝗼𝗿 𝗽𝗿𝗼𝗱𝘂𝗰𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗥&𝗗. The Sector Plan stacks support behind screen tech, video games and content development alongside performing and visual arts - favouring spaces where things get made and skills are built.  • 𝗘𝘃𝗶𝗱𝗲𝗻𝗰𝗲 𝘁𝗵𝗲 𝗴𝗿𝗼𝘄𝘁𝗵 𝗰𝗮𝘀𝗲. Government framing centres on jobs, apprenticeships and SME finance. Put those outcomes in your narrative and watch committee risk fall. 𝗧𝗵𝗿𝗲𝗲 𝗺𝗼𝘃𝗲𝘀 𝘁𝗵𝗮𝘁 𝘄𝗶𝗻 𝗮𝗽𝗽𝗿𝗼𝘃𝗮𝗹𝘀 𝗮𝗻𝗱 𝗵𝗲𝗮𝗱𝗹𝗶𝗻𝗲𝘀:  • 𝗔𝗻𝗰𝗵𝗼𝗿 𝗰𝗿𝗲𝗮𝘁𝗶𝘃𝗲-𝗶𝗻𝗱𝘂𝘀𝘁𝗿𝘆 𝘂𝘀𝗲 𝗮𝘁 𝗴𝗿𝗼𝘂𝗻𝗱 within 400m of transport nodes in funded regions, with graduated rents for local SMEs. It reads like affordability; it operates like pipeline.  • 𝗖𝗼-𝗮𝘂𝘁𝗵𝗼𝗿 𝗮 𝗱𝗲𝗹𝗶𝘃𝗲𝗿𝘆 𝗮𝗻𝗻𝗲𝘅 with your council and FE/HE partner: you provide CAT-A spaces + kit; they commit cohorts and placements. A planning condition becomes a workforce engine.  • 𝗧𝗲𝗹𝗹 𝘁𝗵𝗲 𝘀𝘁𝗼𝗿𝘆 𝗶𝗻 𝗻𝘂𝗺𝗯𝗲𝗿𝘀. Publish a one-pager each quarter: “X studios let, Y paid traineeships, Z% local suppliers.” Scrutiny loves numbers; residents love names and jobs. 𝗪𝗵𝗲𝗿𝗲 𝘁𝗵𝗶𝘀 𝗺𝗼𝘃𝗲𝘀 𝗳𝗶𝗿𝘀𝘁 West Yorkshire, West Midlands and West of England have confirmed their £25m allocations. Greater Manchester, North East and Liverpool coming shortly. Expect place-specific delivery plans to follow. If your site sits on these corridors, you’ve been handed a context officers can defend. 𝗕𝗼𝘁𝘁𝗼𝗺 𝗹𝗶𝗻𝗲: the next 3 years won’t reward generic “placemaking”. They’ll reward region-specific cultural infrastructure that grows firms and futures, not just footfall. 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗮 𝘀𝘂𝗯𝗺𝗶𝘀𝘀𝗶𝗼𝗻 𝗯𝗲𝗳𝗼𝗿𝗲 𝗗𝗲𝗰𝗲𝗺𝗯𝗲𝗿? 𝗖𝗼𝗺𝗺𝗲𝗻𝘁 “𝗱𝗶𝗮𝗴𝗻𝗼𝘀𝘁𝗶𝗰” 𝗳𝗼𝗿 𝗮 𝟮𝟬-𝗺𝗶𝗻𝘂𝘁𝗲 𝗰𝗵𝗲𝗰𝗸 𝗼𝗻 𝘄𝗵𝗲𝘁𝗵𝗲𝗿 𝘆𝗼𝘂𝗿 𝗻𝗮𝗿𝗿𝗮𝘁𝗶𝘃𝗲 𝗺𝗮𝘁𝗰𝗵𝗲𝘀 𝘁𝗵𝗲 𝗻𝗲𝘄 𝗺𝗲𝘁𝗿𝗶𝗰𝘀. #RealEstate #UrbanPlanning #CreativeIndustries #WestYorkshire #WestMidlands #WestOfEngland Department for Culture, Media and Sport British Business Bank Creative UK British Film Institute (BFI) West Yorkshire Combined Authority West Midlands Combined Authority West of England Mayoral Combined Authority

Rt Hon Rachel Reeves’ Mais Lecture puts regional growth, and fairness, firmly back on the agenda. One of the most striking proposals is a new approach to devolving income tax: if people earn their income in a particular part of the UK, a portion of that tax would stay in that region. A simple idea with powerful consequences, giving local leaders both the incentive and the means to drive growth. This vision aligns closely with what we see in the financial services sector. At Progress Together, our data from 210,000 employees across UK financial services shows a stark imbalance: *18% of senior roles are based in London *Fewer than 3% are based in other regions Yet London also has the highest concentration of people from higher socio‑economic backgrounds in senior roles. That means two things: 👉 Creating more senior roles outside London is good for growth. Regions retain more income tax when higher‑paid roles are created locally, giving them the resources to reinvest in transport, housing and opportunity. 👉 It’s also good for social mobility. Distributing senior opportunities more evenly across the UK enables talented people to progress where they live, without needing to uproot themselves or rely on networks concentrated in the capital. As the Chancellor highlighted, this is about fairness, but it’s also an economic imperative. An unbalanced Britain holds everyone back, employers, communities and individuals. If we want to unlock the UK’s full potential, financial services must be part of the solution: growing good jobs across every region and ensuring progression is driven by performance, not background. Progress Together stands ready to support employers, government and regional leaders to make that a reality. https://lnkd.in/ezhiDpHf https://lnkd.in/eXrqydFN

Delhi NCR's 3 New Regional Rail Corridors: Transforming Connectivity & Real Estate The NCR is entering a new era of mobility with three Regional Rapid Transit System (RRTS) corridors around Delhi. These high-speed rail networks will strengthen connectivity across Delhi, Haryana, Rajasthan, and Uttar Pradesh, reducing travel time while accelerating economic growth, urban development, and real estate appreciation. The Three Key Rail Corridors 1. Delhi – Meerut Corridor India's first operational Namo Bharat corridor connects Delhi, Ghaziabad, and Meerut through an 82-km semi-high-speed rail network. Key Highlights: • Travel time is reduced to under one hour. • Faster daily commuting. • Greater business, employment, and investment opportunities. • Stronger regional economic integration. 2. Delhi – Panipat Corridor This proposed corridor will connect Delhi, Sonipat, and Panipat, improving accessibility across North Haryana. Key Highlights: • Faster, more reliable public transport. • Reduced road congestion. • Better connectivity for industries, businesses, and commuters. • Increased regional development potential. 3. Delhi – Gurugram – Rewari – Alwar Corridor This strategic corridor will connect Delhi with Gurugram, Rewari, Neemrana, and Alwar, creating a high-growth belt across South NCR. Key Highlights: • Boosts industrial and residential development. • Improves access to major employment hubs. • Attracts domestic and commercial investments. • Supports long-term regional growth. Why These Corridors Matter The RRTS network will deliver long-term benefits: • Trains operating at 160–180 km/h. • Significant travel time savings. • Reduced congestion and pollution. • Better access to airports, metro networks, business districts, and jobs. • Improved quality of life. • Strong appreciation potential for residential and commercial real estate. Impact on Real Estate Major infrastructure projects have consistently driven property appreciation. Gurugram, Sonipat, Panipat, Rewari, Alwar, Ghaziabad, and Meerut are expected to witness higher housing demand, commercial expansion, industrial growth, better rental yields, and rising property values. Connectivity remains the strongest catalyst for NCR's long-term real estate growth. The Future of NCR These RRTS corridors are more than transportation projects they are catalysts for NCR's next phase of urban transformation. As the region expands, they will redefine how people live, work, travel, and invest, making NCR more connected, sustainable, and investment-ready. For homebuyers, businesses, and investors, the message is clear: the next wave of NCR's growth will be driven by connectivity, with these three rail corridors forming the backbone of that transformation.

The Austin–San Antonio corridor is becoming something much bigger than two fast-growing cities. It’s turning into a mega-region, and we need to start planning for it now. This week on bigcitysmalltown, I sat down with former San Antonio Mayor and U.S. Secretary of Housing and Urban Development Henry Cisneros and Robert Rivard to discuss their new book, The Austin–San Antonio Megaregion: Opportunity and Challenge in the Lone Star State. Their research lays out just how fast this transformation is coming: - 5.3 million people already live between Pflugerville and Floresville - By 2050, that number will reach 8.3 million - That’s the equivalent of adding a city the size of Chicago in just 25 years Growth is inevitable. The real question isn’t whether the region will grow, it’s how. Growth at this scale demands planning that goes beyond city limits: - Transportation systems that include rail, not just highways - Long-term water security in a drought-prone region - Power capacity for residents and energy-intensive industries - Protection of open space, culture, and regional identity One of the biggest gaps is that we still lack a formal regional structure through which Austin–San Antonio leaders can transition from conversation to coordinated action, something regions like Dallas–Fort Worth already have in place. This conversation felt like the right way to close out the year. It’s our final episode of 2025, and as we head into the holidays, bigcitysmalltown will be taking a short break before returning in the new year. We couldn’t think of a better note to end on. Looking ahead, asking bigger questions, and grounding the future in thoughtful planning. 🎧 Listen to the full episode here: https://lnkd.in/gZbZSNdz #SanAntonio #Austin #TexasTriangle #BigCitySmallTown #RegionalPlanning #Infrastructure #UrbanDevelopment #EconomicGrowth #Transportation

Much work is being done on what real devolution under an incoming Labour government would look like. It’s a fascinating debate - and the question “what one power would actually give you the levers you require to drive local economic growth?” will throw up as many answers as local and regional government leaders you speak to. But some clear themes do emerge. Firstly, long-term financial certainty is a key. Labour has linked longer term financial settlements for local government to their producing 5, 10 and longer term economic plans for their areas. Show us you’re taking a long term view and we will give you financial security in return, is not an unreasonable request from central government. Linked to this might be a refreshed view of the regional development agency model - which recognised that a parochial view wasn’t always best for growth. In those areas which don’t have a regional mayoral model in place some form of RDA might be essential. One important element of this is that financial certainty for local government would give confidence to the private sector and enable partnerships to be made for the benefit of an area. Secondly, greater genuine financial autonomy is needed. It is now 11 years since the London Finance Commission reported and recommended that a suite of property taxes (council tax; business rates; stamp duty etc) should be devolved to London, so that London government could make the decisions it needed to about major infrastructure projects and investment. The LFC model is transferable to any region of the country and with the right leadership and economic vision could make the difference between companies making the decision to invest in a particular region or deciding to look elsewhere. The current model of top down run competitive bidding for pots of central government money is also extremely wasteful and frustrating for local government. Resources which could be providing front-line services get diverted into too-often unsuccessful bids. This approach needs to end. Thirdly, it is essential that infrastructure investment which will eventually pay for itself is not simply regarded as a burden on the public purse. Labour in 1997 introduced PFI to keep such borrowing off the government’s books, and whilst PFI is not an efficient model, money which is being used to build new homes and essential infrastructure should receive a different treatment to borrowing which is being used to pay for the ever increasing cost of temporary accommodation and housing benefit. The government’s fiscal rules should not be a constant barrier to the growth which the next government needs to deliver. The first two suggestions would cost the next government nothing to implement; and the third might be a consequence of the first two. But they all require a new approach by the Treasury - trusting local and regional government. It is a new approach which needs to happen.

🌍 Every successful business that I helped with growth scaled significantly by launching into new regions. This is a step-by-step guide (with a bonus at the end): ✅ Market Analysis: - Identify the target market (segmentation, size, growth potential) - it might be different from the market in your “main” region - Competitor analysis (major players, their strategies, SWOT analysis) - Analyse any regulatory, legal, or cultural differences that may affect the business (!this is one of the most important aspects. I have seen startups that, even with a solid expansion plan, failed because they didn’t understand the culture of the new region. Things are done differently, and you have to understand the differences and adapt if you want to thrive) ✅ Entry Routes: - Direct entry (establishing a local presence, subsidiary) - Indirect entry (using intermediaries, i.e., distributors, agents, or resellers) - Partnerships (leveraging existing partnerships and exploring new strategic partnerships in the new region) - Licensing / Franchising ✅ Financial Planning: - Develop revenue and cost projections based on market analysis and the entry route you chose (this is important, work with an expert if you are not confident with numbers) - Identify possible funding sources (investors, loans, grants) ✅ Risk Assessment: - Analyse potential risks (e.g., regulatory, legal, financial, operational) - Develop contingency plans and mitigation strategies if you see any risk ✅ Strategy Design & Execution Plan: - If you launch directly, you are no one and you will go nowhere unless you have a detailed Go-To-Market strategy for the new region that is clear on: messaging, which media channels you will use, how you will create a marketing and sales funnel (including clear strategies to convert). This is important, get help if you are not confident  - Define key performance indicators to monitor progress (review, adjust if off track) 👉 This is a very high-level blueprint just to get you started when you’re thinking about your international expansion. There is much more to be said. Ask me questions in the comments if you want more details 👉 BONUS: When you have to start thinking about costs you will incur, I created a high-level cost planning document to give you a sense of what cost items you will have to consider. Link in comments 👇 #startups #founders #gotomarket

Lessons from Saudi Practice: Turning #Urban_Planning into Development Engines (For planning agencies, cities, and villages) Great plans don’t sit on shelves—they activate economies and institutions. Around the world, you see the same pattern when regional/local planning is done right: Australia (NSW) – Special Activation Precincts: state-led zones that align land use + infrastructure + approvals to grow sectors (logistics, advanced manufacturing, agrifood, renewables). - Parkes SAP is planned to create up to 3,000 jobs as part of an eco-industrial hub. United Kingdom – High Streets Heritage Action Zones: 67 town/city centres revitalised; £103m public investment generated ~£245m economic benefit and safeguarded/returned hundreds of historic buildings to use. European Union – Integrated Territorial Investments (ITI): a formal tool to deliver place-based regional strategies by pooling funds across transport, utilities, housing, and jobs. United States – Metropolitan Planning Organizations (MPOs): federally-mandated regional planning bodies that coordinate transport investment across local governments—proof that region-scale planning is institutionalised. Saudi lesson to the world: treat the regional/local plan as a switchboard—the operating system that switches sectors on and synchronises departments (planning, licensing, infrastructure, investment). That’s how towns and villages move from map to market. Five field-tested tips (see attached): 1) Activate the engine – make the plan move. 2) Connect the circuits – align sectors & agencies. 3) Label every switch – owners, budgets, timelines. 4) Accelerate delivery – fast lanes for compliant projects. 5) Monitor impact – measure what changed on the ground. If your plan isn’t triggering action, it’s still a map. Make it the switchboard that powers your economy #RegionalDevelopment #SaudiVision2030 UN-Habitat (United Nations Human Settlements Programme) Planning Institute of Australia