The festive season can feel chaotic. Among the endless shopping, Christmas parties, and family dinners, networking might be the last thing on your mind.

However, December is still an effective time of the year to build and expand your business circle. The season naturally pulls people together, so it’s easier to start conversations, meet new people, and even reconnect with old contacts.

Another big advantage is that most events are a lot less formal, especially during the holidays. Many don’t have rigid agendas, awkward name badges, or pressure to deliver a perfect elevator pitch.

With that, we’ve rounded up 84 of the best free business events across the UK to keep on your radar for December.

The post 80+ FREE business events to grow your network in December 2025 appeared first on Startups.co.uk.

‘Tis the season for dropshipping. In the run-up to Christmas, there’s no better time for dropshipping businesses to tap into the surging holiday demand.

Shoppers are in full-on gift-hunting mode, impulse buys are at an all-time high, and the right product can blow up overnight.

That said, it’s easy to get caught up in the festive rush. With orders spiking, new products, and competitors popping up left and right, it can feel like a nonstop scramble. 

To help ease the seasonal strain, we’ve rounded up seven of the top products from leading dropshipping suppliers for December — all backed by real search data and market trends — to help you lock in those holiday wins.

The post 7 dropshipping products to make big sales in December 2025 appeared first on Startups.co.uk.

The Bill’s original plan was to give employees protection from unfair dismissal from their very first day in the job. But that protection will now kick in at six months, rather than day one.

It’s a major shift, since the Bill represents the biggest overhaul of employment law in years, with new legislation that will affect hiring, firing, sick pay, and parental leave.

Why the Bill is being revised — and what’s changed

While headline reforms, like day-one sick pay and parental leave, remain on track to be delivered, the government has backtracked on one of its most controversial proposals. Instead of “day-one” unfair dismissal rights, employees will first need to work a “qualifying period”.

Employees will need to work for six months continuously to benefit from protection against unfair dismissal, instead of from the first day, as initially proposed.

As it stands now, employees have to work for 24 months continuously to receive protection against unfair dismissal, except in cases of discrimination or ‘automatically unfair’ grounds for dismissal.

The compromise of six months is the result of weeks of negotiation involving ministers, business groups and trade unions.

On one hand, employers warned that day-one rights would make it harder to manage probation periods, while unions argued for stronger job security. The six-month model emerged as a middle ground.

Several other reforms from the original Bill will go ahead unchanged. From April 2026, employers will need to offer their staff:

• Day-one access to statutory sick pay (with no lower-earnings threshold)
• Day-one rights to parental and paternity leave

The Fair Work Agency is a new enforcement body that will serve to deal with breaches of the new Bill and offer combined oversight over regulators that currently work separately

SME bosses will therefore have more responsibility for compliance, but potentially simpler management of new hires in the first six months. Probation periods, performance reviews, and early dismissals will remain workable, though a tad more regulated than before.

What employers and SMEs need to do now

Employers should still start reviewing their HR processes sooner rather than later. The Bill is expected to receive Royal Assent imminently, meaning several elements will take effect quickly.

You’ll need to review your contracts and probation processes to reflect the upcoming six-month qualifying period. And, don’t forget to prepare for the upcoming changes to payroll and benefits.

As of April 2026, employers will owe staff statutory sick pay from day one of illness, with no lower threshold on earnings. Employees will also be allowed to go on parental and paternity leave from day one, which may affect workforce planning, temporary cover, and budgeting.

Small businesses that rely on flexible, seasonal or zero-hours staff should be extra careful. The Bill’s insistence on more predictable working patterns and limits on exploitative scheduling might mean that SMEs need to change how they hire short-term help or offer variable shifts.

That said, as the Bill moves through its final parliamentary stages, there’s potential for further “ping-pong” between the Commons and Lords, which could lead to further changes.

With this in mind, employers should stay tuned for guidance from legal and HR experts on how Acas and the incoming Fair Work Agency will affect hiring and people management.

The post Employment Rights Bill watered down – what’s changed? appeared first on Startups.co.uk.

Every year, we publish the Startups 100 Index, our ranking of the most promising ‘ones to watch’ startups in the UK.

Based on this year’s list, we’ve put together a collection of 11 innovative gifts you can buy from the UK’s top startups that your loved ones probably never knew they wanted.

1. Gut-loving granola from Bio&Me

For the health nuts, Bio&Me’s gut-friendly granola blends prebiotics, probiotics and tasty ingredients for a breakfast that’s good for your tummy — and your taste buds.

2. Gift card for sustainable fashion from By Rotation

Unlike resale platforms, By Rotation rents out items that are worth over £100, making it an accessible option for high-end pieces.

Sustainable fashionistas can assemble designer looks without the high price tag, while reducing their consumption, a win-win for both wardrobes and the planet.

3. Creepy-crawly pet food from Grub Club Pets

Grub Club Pets is a sustainable pet food brand that creates meals out of insect protein.

Did you know that pet food is responsible for over 100 million tonnes of CO2 equivalent (CO2eq) emissions every year? This makes Grub Club ideal for eco-conscious pet owners who don’t want to compromise on nutrition.

4. Relaxing, alcohol-free beer from IMPOSSIBREW

As seen on Dragons’ Den, IMPOSSIBREW’s alcohol-free lager gives you a social buzz without the hangover thanks to its natural nootropics. And it tastes great.

Ideal for the sober-curious or health-conscious who aren’t ready to hang up their dancing shoes just yet.

5. Personal trainer mirror from MAGIC AI

MAGIC AI brings the gym into your bedroom with a smart mirror that corrects your form in real time.

It’s perfect for getting started on your January bod, without having to brave the winter weather. Heads up, this one isn’t cheap. It’s currently retailing at £949,  so it definitely doesn’t qualify as a stocking filler..

6. Plastic-free cleaning tools from Seep

Seep offers plastic-free sponges, scourers, and cloths. While it may not be the most glamorous Christmas present, it’s a necessity for any eco-warrior loved ones looking to rid their homes of dreaded microplastics.

7. Chef-quality convenience meals from STOCKED

STOCKED takes the stress out of meal prep with chef-cooked frozen food blocks delivered to your door.

Perfect for busy foodies who want tasty, flexible meals without having their fridge dominated by endless tupperware.

8. High-protein nostalgia from SURREAL

SURREAL is a cereal brand that pairs kid-approved flavours with the nutrition needed to fuel a busy adult life.

Perfect for anyone who wants to reconnect with their inner child over breakfast while still hitting their protein goals.

9. Kids’ clothes with Swoperz

Swoperz lets children aged 6-16 safely swap preloved clothes online, with parents managing subscriptions.

This gift will give kids the freedom to customise their own looks, without feeding into fast fashion.

10. Next-gen nappies from Peachies

Peachies nappies are 25% plant-based, ultra-absorbent, and help reduce CO₂ emissions.

Ideal for parents who want to raise little ones with a greener footprint, without compromising on hygiene or comfort.

11. Safe, sustainable women’s health products from Unfabled

Unfabled offers sustainable, non-toxic products designed for women at every life stage.

Think supplements, menstrual products, and self-care. A treasure trove for anyone seeking hormone and planet-friendly products.

We’ll be announcing the 2026 Startups 100 Index in the new year. Keep an eye on our site for the UK’s hottest new business Index, launching in January.

The post Best Christmas gifts to buy from UK startups this year appeared first on Startups.co.uk.

According to data from tech talent specialist La Fosse, many workers in the UK are holding onto roles they may have already outgrown, a trend known as ‘job hugging’.

It’s the latest in a string of employment shifts triggered by the tougher hiring climate, rising living costs, and ongoing uncertainty around the effects of AI on jobs.

Similar to the “quiet quitting” wave, job hugging can quietly undermine company culture long before bosses even notice something’s up.

What is job hugging?

Job hugging is when employees cling to their current roles despite having the skills, ambition or potential to move onto pastures new. It’s driven by a desire for security or fear of change – something that employees have buckets of in today’s harsh jobs landscape.

La Fosse found that 55% of workers are holding onto roles they may have outgrown. The younger generation are clinging to their roles even tighter, with job hugging prevalence rising to 65% in 18 to 34-year-olds.

Claudia Cohen, Director of the Academy at La Fosse, says the phenomenon is less about apathy and more a knock-on effect of “broader insecurity”.

“Job hugging isn’t just about people being cautious. It’s about comfort over career,” she adds. “When someone stays in a role they’ve outgrown, it can hold back the rest of the team, block internal opportunities, and slow down innovation.”

Cohen notes that job hugging can lead to teams feeling stagnated, stuck, and negatively affect the company’s ability to adapt to changes.

Why are employees hugging their jobs?

La Fosse notes that rising economic pressure is the biggest factor behind job hugging. With living costs still high, many employees simply can’t risk a move or probation period that isn’t guaranteed to turn into a permanent role. Many feel safer sticking with roles they’ve long outgrown.

There’s also a growing generational divide. Younger workers have fewer entry-level positions to choose from and much slower progression than their predecessors.

With this in mind, it’s perhaps unsurprising that 65% of 18–34s now choose security over taking the next leap in their career.

Another bleak reality is that AI adds another layer of uncertainty. As automation flips roles upside down, career paths feel harder to predict, so employees cling to what they know.

The issue might feel the most pronounced in industries with existing job shortages, like hospitality. With a tight job market, job hugging can compound the pressures hospitality professionals are already facing.

How can employers respond?

Job hugging requires intervention, as when left ignored, it can stall productivity, delay projects, and drain momentum. Claudia Cohen stresses that bosses shouldn’t push loyal people out, but create an environment where growth feels safe and even expected.

Regular career conversations will allow leaders to spot who might be feeling stuck and why. Purposeful upskilling helps experienced employees confidently move into new roles, leaving space for new talent to join the ranks.

Likewise, refreshing team structures, by making new hires, clear lateral moves or defined progression routes can also reignite stagnated energy.

Retaining high-quality talent is still important, but leaders need to balance loyalty with innovation. If a role or team structure is blocking an opportunity, it may need a rethink.

In an innovative company, mobility should be central to the culture, not optional. Even with financial pressures highlighted by last week’s Autumn Budget, organisations that proactively address job hugging will stand a better chance of keeping their teams motivated.

The post What is job hugging and are your employees doing it? appeared first on Startups.co.uk.

The ‘Digital Omnibus’, which still needs sign-off from EU member states, proposed to push back the date of stricter EU rules on the use of so-called “high-risk” AI from August 2026 to December 2027.

While in the short term, this may give UK entrepreneurs building or deploying AI tools a freer rein, it creates new uncertainty for AI-led businesses that need to plan for product compliance.

Why has the EU pushed back the AI Act?

Big tech companies have argued that stringent rules and the scope of what counts as “high-risk” AI would mean the EU falls behind China and the US, where Trump is easing AI regulations.

Enforcement of the rules has also proved more complex than initially thought, with concerns raised about resourcing, classification and oversight. The Commission has also faced pressure to loosen its grip on AI after diluting parts of its environmental and digital rules in response to backlash.

In addition to the delay, there’s also been a proposed shift from national authority classification to self-assessment for high-risk AI.

In practice, that means businesses will be responsible for determining whether their systems fall under regulated categories, and for making sure that they meet the legal requirements.

Nikolas Kairinos, an AI governance expert, says the delay risks sending the wrong message. In particular, that the business owner should be legally responsible for self-classification.

“More concerning than the timeline extension is the Commission’s shift from national authority classification to self-assessment for high-risk AI systems,” says Kairinos. “This transfers legal accountability to organisations without reducing compliance requirements, leaving them open to significant fines.”

So, despite the extra time, the shift could potentially increase pressure for founders. And some regulators warn that the delay could mimic the UK’s own GDPR rollout, where slow preparation led to a last-minute scramble.

What does the delay actually mean for founders?

When it is eventually actioned, many UK businesses will have to comply with the Act, especially if they operate in or sell to the EU market. Failure to comply could result in significant fines based on global annual turnover.

For most companies, the delay to the rules means slightly less regulatory pressure over the next 18 months, but no reduction in responsibility. Safety, transparency and robust data governance should remain priorities when deploying AI, especially in high-risk areas.

High-risk AI means those used in biometric identification, recruitment, exams, healthcare diagnostics, and law enforcement. These use cases will still need demonstrable safeguards.

Delaying the enforcement deadline doesn’t remove expectations around safe use; it simply changes when the penalties kick in.

This is especially true when it comes to pitching AI products to larger clients. Nikolas Kairinos adds that 78% of enterprise AI procurement already requires third-party certification, so AI founders who skip this work may lose contracts, insurance coverage, and investor confidence even before the law formally applies.

The shift to self-assessment also means legal exposure may increase during the gap years. If a company wrongly categorises or inadequately assesses its own system, it is fully accountable.

How should UK businesses react?

If it occurs, the delay should not be seen as a sign for UK companies to stall on setting up their own AI frameworks. As Kairinos notes, GDPR acts as a cautionary tale on what happens when firms wait until the last minute.

UK businesses that currently, or plan to, operate in the EU should certainly put basic governance in place now. That means keeping proper records of how their models work, carrying out risk assessments, and making sure there’s clear accountability for how AI systems are built and used.

Getting compliance sorted early on is also a competitive advantage. It makes it easier to win enterprise contracts and form partnerships even before 2027 rolls around, so it’s in businesses’ best interests to prioritise it.

The post EU could delay AI Act until 2027 — what founders need to know appeared first on Startups.co.uk.

This isn’t an isolated case. In cafés, bars, and restaurants, filming is increasingly prevalent for marketing purposes. But bosses have to navigate the delicate balancing act of promotion while protecting both staff and customers’ privacy.

The lack of clear rules around filming leaves hospitality owners at risk. Without the right guidance, they may run into legal trouble and reputational damage that can be hard to reverse.

What are the rules on filming customers?

Under UK law, businesses can record customers in very specific circumstances. CCTV is okay, for example, as long as it complies with GDPR and the Data Protection Act. That means having a lawful reason to film, keeping footage secure, and not holding onto it longer than necessary.

Having visible signage telling customers they’re on camera is enough for CCTV. But the rules are stricter when it comes to audio recording and filming for social media (particularly for audio recording, which is considered much more intrusive). In these cases, you need explicit, informed consent from customers.

Hospitality operators might slip up when filming drifts into “private” spaces, like toilets, changing areas, and staff rooms. Recording in these spaces is almost always unlawful. Storing footage carelessly or posting it online without permission is another quick route to legal trouble.

In the US, DoorDash driver Olivia Henderson is now facing two counts of unlawful surveillance. Henderson recorded an unconscious customer whose trousers were down and posted the video on TikTok. Henderson is now facing criminal charges.

While the case happened under US law, it highlights the issues that can arise when filming people without proper safeguards.

What about customers filming your staff or venue?

Customers can often film in public-facing areas of a business unless the venue sets rules that say otherwise. While business premises aren’t public spaces in the legal sense, people frequently assume they can record unless told not to. House rules, therefore, play a key role.

If filming becomes disruptive, aggressive, or raises safety concerns, staff are within their rights to ask customers to stop. If they refuse, they can be asked to leave the premises.

Though customers are less likely to fall under GDPR when recording for personal use, recording workers without consent can still breach privacy expectations or raise safeguarding issues, especially when videos are shared online. Once a clip goes viral, it can be almost impossible to control the narrative.

Because of these risks, hospitality businesses can lawfully restrict filming on their premises. Clear signage stating house rules gives staff grounds to challenge customers who cross boundaries.

There are, of course, moments when filming becomes more than just a bit annoying. Threats, intimidation, filming minors in a concerning way, refusing to leave after being asked, or posting staff details online can all escalate into matters requiring police intervention.

Can staff film each other at work?

Filming among staff members can be an even trickier territory to navigate. Consent is always required, and because recordings can count as workplace data under GDPR, employers have extra responsibilities around proper storage, access, and use.

Social media also presents a host of risks. Viral TikTok trends, behind-the-scenes videos, or so-called “harmless” pranks can easily breach someone’s privacy or expose internal processes that were never meant to see the light of day.

This is why employers need an unambiguous written policy on filming, phones, and content creation. It should explain what’s allowed, what isn’t, how consent works, and any approval process for posting online.

While they aren’t the most interesting element of running a business, clear policies protect everyone. They reduce conflict and protect staff and customers, which ultimately helps overworked hospitality teams focus on service, instead of reputational damage control.

The post Can you film customers at work – and can they film you? appeared first on Startups.co.uk.

DRIFT Energy started on a summer walk with my son, then six years old, who pointed to a wind turbine on the horizon and asked why it wasn’t turned on. I explained that there was no wind to drive it, to which he replied, “Then why don’t they make one that follows the wind?”.

I had spent my whole career solving problems, whether they be engineering, business, or technology related. This was a challenge that I felt I had to rise to, one that was bigger than all the rest. 

Following the wind

I describe DRIFT as the most capital-efficient, clean tech startup in the world. We offer a new class of mobile, renewable energy that is independent of power grids. 

High performance sailing vessels harness deep ocean wind to produce green energy at sea and deliver it globally. They do this using an AI-enabled vessel routing algorithm that enables them to find and stay in optimum, weather conditions. 

In a nutshell, our energy harvesting yachts don’t wait for the wind, they follow the wind.

With the ocean covering 70% of the globe, I believe that this is a planet-scale solution to the myriad of challenges faced by global communities grappling with the clean energy transition. We are viable in more places and can produce more power, more of the time. 

Our hardware assets, our sailing vessels, are easier to maintain than other offshore infrastructure assets, such as wind turbines. The complete solution is crucially up to ten times faster to implement. 

Having said that, I absolutely see our technology as an ‘and’ solution, creating a faster, viable option that complements existing renewable energy sources such as static offshore wind and solar. 

World’s first net-positive ship

DRIFT is backed by leading deep tech venture capital investors Octopus Ventures, Founders Factory, and the Blue Action Lab. We also won a major grant from Innovate UK. These investments are a vital step in developing and building what I believe will be the world’s first net positive ship.

We refer to our ships as ‘fishing vessels for energy’. As they move through the water, turbines on the underside of the hull convert kinetic energy into electric energy that feeds an onboard electrolyser. Through the process of electrolysis, water is then split into green hydrogen and oxygen. 

Solar panels onboard also harvest clean energy to power the ship’s batteries, so we essentially leave nothing behind but pure oxygen.

Green hydrogen can be used to power many different sectors, including grid energy, land based and seagoing transport, off-grid net zero hotel complexes, shipping,  and heavy industries such as foundries and distilleries as just a few examples. 

Navigating startup seas

We first demonstrated the production of green hydrogen on a demonstrator yacht at SailGP in 2022, after which an article was published about DRIFT in The Sunday Times – a proud moment. 

As well as numerous high points and accolades along the road so far, we have also confronted the same challenges that all startups face. Namely, balancing huge ambitions with limited resources. 

Raising capital, recruiting talent, and onboarding customers, all while trying to develop a new technology and build a scalable positive business is hard!

What made a real difference for the team at DRIFT is the sheer volume of goodwill that has come to us from public, industry, and government stakeholders. There is just something about that DRIFT lightbulb moment – when you get it, you really get it.  

By Ben Medland, founder and CEO of DRIFT Energy

Ben Medland set up DRIFT Energy Ltd to help tackle what is the most important issue currently facing humanity – climate change. Prior to founding DRIFT, Ben spent 17 years at Accenture as UK Lead Partner, Digital & Data Strategy Practice. Leaving as Managing Director, Ben has a wealth of experience and extensive networks across numerous industries, including energy and utilities, financial services, technology and the public sector. He started his early career with BAE Systems, who sponsored his Masters in Systems Engineering at Loughborough University. Ben also holds data science qualifications from Northwestern University and holds Isambard Kingdom Brunel as one of his heroes.

Learn more about DRIFT Energy

The post I’m building the first net-positive sailing ship — on a startup budget appeared first on Startups.co.uk.

“We’ve got systems everywhere,” one executive said to me, “but I still feel like I’m managing in the dark.” 

That moment has stayed with me, because I’ve heard versions of it again and again. 

When I founded FYLD, it wasn’t to build another piece of fieldwork software. It was to fix a deeper problem I’d seen across infrastructure, utilities, and construction for years: the people doing the hardest highest-risk work were operating without real-time support – and those trying to lead them were doing so with limited visibility and delayed data. 

The more time I spend in these conversations, the clearer it becomes: so many of the risks we’re talking about today in construction can be solved. But it takes a shift in mindset; one that prioritises visibility, accountability, and agility, not digitisation for its own sake. 

It means using technology like AI, not as a trend, but as a practical way to empower teams, prevent problems, and make faster, better decisions. 

After two decades working across infrastructure, operations, and data, here are six of the most common risks I see every day that could be prevented with better visibility — and what we’ve learned about solving them at FYLD. 

1. Managers are running sites from the rearview mirror

Construction work is fast-moving and unpredictable. But decisions are often made based on what happened yesterday. Or, worse, what someone remembers over the phone. 

That’s where AI and the right technology can fundamentally change how decisions are made. For our customers using FYLD, instead of waiting on delayed updates or relying on memory, managers can see the actual conditions on site as the job begins. 

A short video captured by the crew could be analysed instantly, flagging missing safety controls or unusual risks, and giving supervisors the information they need to step in, guide, or approve in real time. 

2. Communication hasn’t kept up with the way work happens now

Hybrid and remote work are now part of the fabric of construction, but most teams are still trying to manage with disconnected tools. Crews use phone calls, WhatsApp, spreadsheets, emails. It works… until it doesn’t. 

AI and modern platforms can close these gaps by embedding communication into the work itself. Instead of chasing down updates, teams collaborate on a single timeline where photos, messages, permits, and blockers all live. AI can flag when something’s off and automate alerts. The right person gets notified at the right moment—with the context to act. That’s how you reduce noise, align faster, and keep work moving. 

3. Safety is still too reactive

Too often, safety is treated as a compliance task rather than a core driver of operational performance. Risk assessments are filled out to satisfy legislative requirements, not to drive smarter behaviour. And more importantly, the data that does get collected is rarely used to inform decisions in real time. 

This is where video and AI can shift safety from a box-ticking exercise to a live risk management tool. When a site walk is captured on video, AI can assess whether key hazards are being considered, whether control measures are visible, and whether the job should move forward. It can prompt additional actions or approvals. 

4. We talk about labour shortages, but not untapped potential

There’s no question the sector is facing pressure on workforce capacity. But what we’re seeing on the ground is that it’s not just about hiring and recruitment, it’s about making better use of the people you already have. 

With the right tools, every job becomes a training opportunity. AI can surface lessons from previous work, highlight recurring risks, and match newer staff with just-in-time coaching. 

Workflows can embed expertise into the flow of delivery, without relying on someone being physically present. This not only improves quality and consistency, but it also allows you to scale without increasing headcount.

5. Supply chain partners are being managed with guesswork

For project owners and lead contractors, one of the hardest things is understanding what’s actually happening on site – especially when the work is being delivered by subcontractors using different tools, reporting styles, and levels of digital maturity. 

Modern field execution tools can standardise how work is documented, tracked, and assessed, regardless of the owner. AI scans for patterns across jobs and contractors, spotting quality issues early and flagging risk trends before they spread. 

6. Most projects are still too slow to respond when things change

Disruption is inevitable in construction, whether it’s weather delays, late materials, workforce constraints, or shifting regulations. Most don’t have the visibility or flexibility to adapt quickly. By the time leaders realise something’s gone off track, the damage is done. 

Real-time intelligence changes that. By using AI to process job data as it’s generated – photos, videos, site notes, permit activity – you can spot blockers immediately and respond in hours, not days. This kind of responsiveness isn’t just a nice-to-have. It’s how you improve margins, protect timelines, and keep trust with stakeholders. 

Where we go from here

AI is a long way from replacing skilled people in this industry. But it can give them sharper tools, clearer context, and faster feedback. It can turn supervision into collaboration. Compliance into foresight. And it can help leaders lead with clarity, not assumption. 

If we want to unlock safer, faster, more scalable field operations, we need to stop working in hindsight and start connecting in real time. I built FYLD to help the construction and infrastructure industries lead from the front, not the rearview mirror. 

By Shelley Copsey, CEO and co-founder of FYLD

FYLD is the AI-powered fieldwork intelligence platform helping infrastructure and construction teams work safer and smarter. FYLD was named to the UK Startups 100 in 2025 for its impact on operational performance, real-time decision-making, and frontline productivity.

Learn more about FYLD

The post Why I think AI belongs in the modern construction toolbox appeared first on Startups.co.uk.

It was a sacred moment that deserved my full attention. But there I was, still juggling Slack and Google Docs.

I didn’t take paternity leave, though I desperately wanted to. As a founder, you don’t have the privilege of an HR department or leave policy. You are the policy, and the risk of stepping back mid-fundraise was something I could not afford. With our series round underway, even a single day away felt like a make-or-break situation. It’s a decision I still wrestle with.

When I look back, I realise what I missed. There is a quiet magic about those sleepless nights hustling, not for a project, but for your child. My partner had her hands full with a newborn and a spouse who wasn’t always there when she needed. As for me, my mind somehow always drifted back to work or my email inbox.

As a founder, taking leave doesn’t just expose you to logistical challenges; it’s an identity crisis. You’re wired to believe that stepping back might slow down momentum or might send the wrong message to investors, or worse, create space for doubt.

The last thing you want is for people to think you’re not “all in.” And you worry — what if things fall apart?

Here’s the harder truth: one has to compromise at times, and things do suffer on the work front. I didn’t burn bridges with investors, but I did lose out on something more precious — time I can never reclaim and moments that my child deserved more than anything.

This equation is all the more complicated for female CEOs. Not only do they have to recover physically, but they also face double the burden of being a leader and a perfect new mother in the same breath.

It’s easier for men to return to work without judgment, but that privilege can be a trap. No one will stop you, but that doesn’t mean you should keep going.

When your partner goes on leave, the pressure also intensifies. As the CEO of a startup, you are forced to be the sole breadwinner of a growing family. There’s no margin for a fallback or slowing down. Success brings the joint responsibility of holding it all together.

The recent “Dad Strikes” in the UK gives us hope that the mindset is changing. The growing calls for six weeks of statutory paternity leave could be revolutionary. Certainly, it’s a step forward, but the startup world is beyond its purview. What startups need is internal self-regulation, and a work culture that permits us to pause.

I didn’t take paternity leave. But the experience left me with a profound lesson if I am lucky enough to be blessed with another one. I want to make that leap of faith, shut my laptop, and live in the moment.

And, above all, I want to remind myself that the title of Dad is as important as founder or CEO. One that isn’t for a quarter or a funding cycle, but for a lifetime.

About Varun Bhanot

Varun Bhanot is Co-founder and CEO of MAGIC AI, the cutting-edge AI mirror that makes high-quality fitness coaching more accessible. Under his leadership, MAGIC AI has raised $5 million in venture funding and earned multiple industry accolades — including being named one of TIME’s Best Inventions of 2024. As a new father as well as founder, Varun shares candid insights on balancing parenting and entrepreneurship in his bi-monthly guest column, Startup Daddy.

Learn more about MAGIC AI

The post I skipped paternity leave — because I thought I had to appeared first on Startups.co.uk.