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Business advice for over 60s including planning, finance, marketing and growth — practical support for starting, running or improving a small business later in life.

The whole point of Ropho is encouraging those of us of a certain age, to still think about grabbing opportunities, trying things out of our comfort zone taking up hobbies, maybe turning those hobbies, you already have into a small income making business. 

 Think of those delicious recipes passed down through the generations, you could make into a cookbook and sell on Amazon KDP. 

 Or that woodworking hobby that makes beautiful furniture, maybe you could market it as luxury bespoke furniture, no one else would have. 

Your adventurous travels (you’re now going on after reading my blog), turn into a travel guide for over 60’s. 

Your poetry or novel you’ve been wanting to publish for years but you haven’t had the guts to (just do it). 

The other important aspect of Ropho, is to encourage people to share their inspiring stories and expertise. 

 I want to achieve a balance in my life with the things I enjoy including my working life, so this business section is really a list of subjects/topics I’ve accumulated over many years in very different businesses, some of which I hope may simplify and inform about some areas of running a business. 

But more importantly if you have different viewpoint or advice that you’ve used successfully that you would like to share I would welcome your input. 

 I am currently writing an article on the difference between leadership and management in small businesses, if anybody is reading this and has any interesting insights and experiences, they would like to share on this subject that would be fantastic. 

Before I get into a deep dive analysis of a company however big or small I always ask the business owner/director what does your business mean to you and what’s your vision of your company going forward for the next 3 years.  

The issues you may have whether you are a new start up or an established business can with the right approach usually be solved.  

Today in these ever changing and challenging times these two questions are even more pertinent, especially with the advent of AI, these are however exciting times,  

This section is not about telling anyone how to run their business it’s just about providing/sharing useful information and advice and creating thoughts and actions that maybe useful. 

“Starting Something New After 60: One Week of Business, Setbacks and Progress”

“Is it too late to start a Business at 63 years old?”Business Advice for Over-Sixties 

Empowering a New Chapter of Enterprise and Fulfilment 

Introduction 

In recent years, the entrepreneurial landscape in the United Kingdom has witnessed a remarkable trend, an increasing number of individuals aged sixty and above are starting or growing their own businesses. Whether motivated by a desire for independence, a passion for a particular field, or the pursuit of financial security in later life, older entrepreneurs bring a wealth of experience, resilience, and unique perspectives to the world of business. This guide presents comprehensive advice tailored to support those over sixty who are embarking on or considering a business journey in the UK. 

Understanding Your Motivation and Vision 

Before delving into the practicalities, it is essential to reflect on your motivations. Are you looking for a new challenge, a supplementary income, or a way to share your expertise? Clarifying your goals and vision will help you choose the right business model and set realistic expectations. Create a personal mission statement and, if you wish, a vision board to visualise your aspirations for this new phase. 

Assessing Your Skills and Experience 

One of your greatest assets as an older entrepreneur is your accumulated knowledge and skill set. Take stock of what you have learned throughout your career and life experiences. Identify transferable skills, such as leadership, problem solving, and communication, as well as areas where you may need to upskill, for example, in digital marketing or social media. Many local colleges and adult education centres offer courses tailored for mature learners. Do not underestimate the soft skills you hopefully develope as you get older, patience, empathy, negotiation these are all skills that are invaluable in business. 

Choosing the Right Business Model 

The right business model will depend on your interests, lifestyle, and whether you are prepared to take a risk. Some options are particularly well suited to those of us over sixties include: 

• Consultancy or Coaching: Leveraging your professional expertise to advise or mentor others. 

• Franchises: Purchasing a proven business model can reduce some of the risks and provide ongoing support. 

• Online Retail: Selling products via online platforms, which can be managed flexibly from home. 

• Creative Pursuits: Turning hobbies such as arts, crafts, writing, or gardening into income-generating ventures. 

• Property Management: Investing in or managing properties, either independently or through established agencies. 

Investigate your chosen sector thoroughly. Attend local networking events, seek out relevant trade associations, and read up to date UK market research reports. 

Legal and Financial Considerations 

Registering Your Business 

Decide whether you will operate as a sole trader, partnership, or limited company. Each structure has different implications for tax, liability, and paperwork. The UK government’s GOV.UK website offers clear step-by-step guides to registration. 

Tax and Pensions 

Understand the impact of running a business on your personal tax and pension situation. Income from your business may affect your tax bracket and, potentially, your entitlement to some state benefits. Consult a qualified accountant or financial adviser with experience in later-life finance. 

Insurance 

Ensure you have adequate insurance, public liability, professional indemnity, and, if you hire employees, employer’s liability. If you plan to work from home, check with your home insurer about any business-related exclusions. 

Funding and Grants 

Older entrepreneurs often self-fund their ventures, drawing on savings or pensions. However, there are grants and loans available specifically for start-ups and mature business owners. Explore schemes such as the Start Up Loans programme, the Prince’s Trust Enterprise Programme (open to all ages), and local council initiatives. Crowdfunding and angel investment are also increasingly accessible avenues. 

Embracing Technology 

Technology is a significant enabler for modern business. From cloud accounting systems to social media marketing, digital skills can streamline operations, cut costs, and reach new markets. If you feel less confident in this area, seek training from community digital hubs, online tutorials, or local Adult Learning Centres. Many libraries also offer free classes for older adults. 

Building Your Network 

Networking is invaluable for learning, sharing ideas, and finding support. Join local business groups, such as your local Chamber of Commerce or Federation of Small Businesses. There are also online communities specifically for older entrepreneurs, offering forums, webinars, and mentoring schemes. Don’t forget the value of informal networks—friends, former colleagues, and family may offer advice, contacts, or practical help. 

Marketing Your Business 

Effective marketing is crucial for growth. Develop a simple, clear brand identity and communicate it consistently across all platforms. The essentials include: 

• A professional website—your digital business card for potential customers. 

• Social media presence—choose platforms that suit your target market (e.g., Facebook for local communities, LinkedIn for B2B). 

• Word-of-mouth referrals—encourage satisfied customers to recommend you. 

• Traditional methods—flyers, local press, and community boards still have impact, especially in smaller towns and among older demographics. (See my business plan templates and other business advice) free to subscribers.

If you are new to digital marketing, small business support groups and online guides can help you get started. Consider hiring a freelancer for tasks outside your skillset, such as website design or copywriting. 

Wellbeing and Work-Life Balance 

Running a business can be demanding. Prioritise your health and wellbeing by setting clear boundaries, taking regular breaks, and seeking support when needed. Build a routine that allows for social activities, volunteering, or family commitments. Remember, financial success is just one measure—many older business owners value flexibility, purpose, and the joy of learning above all. 

Common Challenges and How to Overcome Them 

• Age Stereotypes: Some may doubt your ability to innovate or adapt. Counter this by showcasing your achievements and willingness to learn. 

• Physical Demands: Choose a business model that fits your lifestyle and capabilities. Consider remote work or flexible hours. 

• Access to Finance: If traditional banks hesitate, explore alternative funding sources such as credit unions, peer-to-peer lending, or government-backed schemes. 

• Keeping Up with Trends: Commit to lifelong learning through courses, podcasts, and reading the business press. 

Case Studies: Inspiring Over-Sixties Entrepreneurs 

Many successful UK businesses have been founded or revitalised by those over sixty. For example, Judith, a former teacher from Kent, turned her love of baking into a thriving online cake business. After retirement, David, an engineer from Manchester, set up a consultancy advising renewable energy start-ups. These stories demonstrate that age is no barrier to enterprise, in fact, it can be an asset. 

Useful Resources 

• GOV.UK – Business and self-employed: Official guidance and registration (gov.uk/set-up-business) 

• Age UK: Information and support for older entrepreneurs (ageuk.org.uk) 

• Federation of Small Businesses: Networking, advice, and support (fsb.org.uk) 

• Start Up Loans: Government-backed loans (startuploans.co.uk) 

• Local Enterprise Partnerships: Regional business advice and funding (lepnetwork.net) 

• Small Business Saturday UK: Campaign to support small businesses (smallbusinesssaturdayuk.com) 

Conclusion 

Launching or growing a business after sixty in the UK is not only possible, it can be immensely rewarding. With a clear vision, the right support, and a willingness to embrace new opportunities, older entrepreneurs can thrive. Your experience is your advantage, use it to create a business that reflects your values, fits your lifestyle, and brings value to your community. Remember, the adventure of enterprise is open to all ages, the best time to start is now.

The Over-60s Business Planning Checklist

A practical pre-planning guide for starting, restructuring, or stabilising a business later in life

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How to Use This Checklist

This checklist is designed to help you think clearly and realistically before writing a full business plan or committing time and money to a new venture.

You don’t need to answer everything perfectly. The aim is clarity, not complexity.

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1. Personal Readiness

☐ Why do I want to run a business at this stage of my life?

☐ What do I want this business to give me? (income, purpose, flexibility, security)

☐ How many hours per week am I realistically willing to work?

☐ What level of stress am I prepared to tolerate?

☐ Do I want growth, or stability and control?

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2. Experience & Skills Inventory

☐ What skills have I built over my working life?

☐ What problems can I genuinely solve for customers?

☐ What experience do people already trust me for?

☐ Could my experience be offered as a service, consultancy, or specialist trade?

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3. Business Model Clarity

☐ Is this a new business, an existing business, or a restructured one?

☐ Will I sell to businesses (B2B), consumers (B2C), or both?

☐ Do I want hands-on work, advisory work, or a mix?

☐ Can this business operate without me being present every day?

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4. Market Reality Check

☐ Who exactly is my ideal customer?

☐ What problem am I solving for them?

☐ How are they currently solving that problem?

☐ Why would they choose me instead?

☐ Do I understand my competitors and pricing?

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5. Financial Awareness

☐ How much income do I realistically need from this business?

☐ How long can I operate before the business must pay me?

☐ What are my fixed monthly costs?

☐ What are my biggest financial risks?

☐ Do I understand my break-even point?

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6. Risk & Regulation

☐ What licences, qualifications, or permits are required?

☐ What health and safety responsibilities apply?

☐ Are there insurance requirements I must meet?

☐ What are the consequences if something goes wrong?

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7. Lifestyle Fit

☐ Does this business fit around my personal life?

☐ Can it be slowed down or scaled back if needed?

☐ Does it allow holidays or downtime?

☐ Will this business improve or reduce my quality of life?

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8. Exit & Future Thinking

☐ Do I want to sell this business one day?

☐ Could it be handed over to family or staff?

☐ Can it operate without my direct involvement?

☐ What does success look like in 3–5 years?

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Final Thought

If you can answer most of these questions clearly, you are in a strong position to create a practical, realistic business plan.

This checklist forms the foundation of a more detailed planning process, which is covered in full in The Practical Business Plan Guide.

PDF available free to subscribers

The Ultimate Guide to Business Success After Sixty (Click to view)

Business Lingo/Jargon

Business lingo is full of specific acronyms and terms like CRM (Customer Relationship Management), which refers to the systems and strategies used to manage a company’s interactions with current and potential customers.  

Common Business Acronyms 

• API – Application Programming Interface: A software intermediary that allows two applications to communicate with each other. 

• B2B – Business to Business: Describes companies that market and sell products to other companies, rather than individual consumers. 

• B2C – Business to Consumer: Businesses that sell a product or service directly to the consumer. 

• BD – Business Development: The process of developing growth opprtunities in a business. 

• CMS – Content Management System: Software used to create, manage and modify digital content, often for a website (WordPress, HubSpot etc) 

• KPI – Key Performance indicators: A measurable value that demonstrates how effectively a company is acheiving key business objectives.
• If You Only Track 5 Business Numbers, Make Them These (Click to view)

• P&L – Profit and Loss: A financial statement summarising revenues and expenses, 

• ROI – Return on investment: A measure of the profitability or efficiency of an investment. 

• SME – Small and Medium-sized Enterprise: Generally, in the UK refers to companies with fewer than 250 employees, or turnover of under £44m 

• SOP – Standard Operating Procedure: Established procedures for routine operations. 

• SWOT – Strengths, Weaknesses, Opportunities. Threats: A framework for analysing a business’s position. 

• YTD – Year to Date: The period from the beginning of the current calendar or financial year up to the present day. 

General Business and Sales Terms 

• Churn Rate: The rate at which customers end their relationship with a company or stop using a service within a given period. 

• Customer Acquisition Cost (CAC): The total expense involved in sales and marketing efforts to acquire a single new customer. 

• Lead: A potential customer who has shown interest in a company’s goods or services and is in the initial stages of the sales process. 

• Opportunity: A qualified lead who has a high probability of becoming a paying customer and is being actively tracked as a potential sale. 

• Pain Point: A specific problem or challenge that a prospective customer is experiencing and which a company’s product or service could solve. 

• Pipeline (Sales Pipeline): A visual representation of the entire sales process, from initial contact to deal closure, showing where each lead or opportunity stands. 

• Sales Funnel: The classic stages a prospect goes through in the buying process, typically Awareness, Interest, Desire, and Action (AIDA) or Awareness, Consideration, and Decision. 

• Upselling/Cross-selling: Practices aimed at increasing revenue from existing customers; upselling encourages the purchase of a more expensive product, while cross-selling encourages the purchase of complementary items. 

• Value Proposition: A clear statement of the unique benefits a product or service offers to customers, differentiating it from competition. 

Difference between Growth and Scaling 

And why it matters 

Growth vs Scaling — Getting the Order Right 

In today’s business world, growth is often treated as the ultimate measure of success. Even long-established companies like McDonald’s or General Motors are judged quarter by quarter on whether they are growing. 

Growth matters, without it, businesses can stagnate or fail. 

But in recent years, particularly in startup culture, another word has taken centre stage: scaling. 

Scaling is often talked about as rapid, exponential growth, doing much more, much faster, often with technology, systems, or automation. It sounds exciting. It sounds ambitious. 

The problem is that many younger businesses focus on scaling before they’ve earned the right to. 

Before a business can scale, it needs to: 

• build a product or service that genuinely works 

• understand who its customers really are 

• create a clear identity and reputation 

• prove that demand exists consistently 

Trying to scale before these foundations are in place is often putting the cart before the horse. 

Growth is about learning, refining, and stabilising. 
Scaling is about repeating something that already works, efficiently and sustainably. 

For most small businesses and startups, the smartest path is not hypergrowth, but healthy growth first. Once the basics are strong and the business is stable, scaling becomes a possibility, not a risk. 

Growth increases revenue by adding resources (more staff, locations), raising costs proportionally, while scaling increases revenue much faster than costs by improving efficiency, processes, and systems, making the business more profitable and sustainable without massive new investment. Think of growth as adding logs to a fire (more fuel), while scaling is learning how to make the existing fire burn brighter and more efficiently (better airflow, fuel distribution).  

Growth 

• Definition: Expanding business size, revenue, and market share by adding more inputs (people, money, assets). 

• Cost Structure: Costs rise at a similar or faster rate than revenue. 

• Complexity: Operations become more complex as the company gets bigger. 

• Example: Opening new physical stores or hiring many new salespeople to get more sales.  

Scaling 

• Definition: Increasing revenue significantly without a proportional increase in costs. 

• Cost Structure: Revenue grows much faster than costs, improving profit margins. 

• Efficiency: Focuses on creating systems (like software, automation) that can handle more demand without breaking. 

• Growth Example:

 A bakery focuses on growth when it expands its operations in ways that require a proportional increase in resources and expenses.  

• Opening new physical locations: To meet increased demand, a local bakery opens three new storefronts across the city. This requires additional rent, new staff for each location, extra equipment, and more operational overhead, with costs rising alongside the new revenue streams. 

• Hiring more staff to work longer hours: To handle more customer orders, the owner hires five new bakers and counter staff, increasing the total payroll significantly. 

• Increasing inventory and physical space: As demand grows, the bakery buys more ingredients and moves to a larger production facility, directly linking the increased cost of materials and space to higher revenue.  

Scaling Examples 

A bakery focuses on scaling when it implements strategies to handle increased demand and revenue without a corresponding significant increase in costs.  

• Implementing a central production kitchen: The bakery builds one large, efficient central kitchen to supply baked goods to existing and new cafes, benefiting from economies of scale in bulk purchasing and optimized production, rather than expanding each individual store’s kitchen capacity. 

• Developing an e-commerce platform and efficient distribution: The bakery builds an online ordering system that allows it to triple its delivery orders using the same core kitchen and team, using technology to reach more customers with minimal extra effort per order. 

• Automating internal processes: The owner invests in a robust inventory management system or an automated ordering process for wholesale clients, which streamlines operations and saves significant time and labour costs as the business grows.  

In short, a growing bakery gets bigger, while a scaling bakery gets smarter and more efficient, making it a more sustainable long-term business.  
 

Key Takeaway 

• Growth is linear; scaling is exponential (in terms of profit). You grow by adding resources; you scale by leveraging existing resources smarter. 

• Scaling is the goal for sustainable, high-profit expansion, but initial growth often lays the foundation for it. 

The Most Valuable Investment You Can Make in Business (And It Isn’t What You Think)

AVOID BAD HIRES 

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 Bad Hires Cost More Than Money 

Bad hires don’t just affect payroll. 
They damage quality, reputation, client confidence, project timelines, and team morale. 

In manufacturing, processing, and construction contracting, a single bad subcontractor or third-party provider can destroy a profitable project. 

This is why every subcontractor, consultant, or professional service provider must be selected, appointed, and managed using a structured evaluation process. 

1. Before You Appoint Anyone 

Before sourcing or appointing any subcontractor, supplier, or professional service provider, you must have: 

A Clearly Defined Scope of Work 

This should include: 

• Exactly what they are responsible for 

• What they must deliver 

• How their performance will be measured 

Detailed Specifications in Writing 

Contracts must include: 

• Quality standards 

• Output expectations 

• Compliance with regulations 

• Deadlines and milestones 

Clear expectations prevent disputes, delays, and underperformance. 

2. Role & Responsibility Clarity 

Every subcontractor or third party must have: 

• A clearly defined role 

• Specific tasks listed 

• One appointed Project / Job Manager 

All communication and instructions go through that manager – no exceptions. 

This prevents: 

• Confusion 

• Blame shifting 

• Scope creep 

• Cost overruns 

3. Standards & Compliance 

All subcontractors and third parties must meet: 

• Industry workmanship standards 

• Health & safety requirements 

• Regulatory compliance 

• Insurance and licensing requirements 

These standards must be communicated before any work starts, not after problems appear. 

SUBCONTRACTOR & THIRD-PARTY SELECTION FRAMEWORK 

1. Experience & Past Performance 

Never appoint based on price alone. 

Portfolio Evaluation 

Review: 

• Relevance to your type of work 

• Project size and complexity 

• Consistency of quality 

Reference Checks 

Ask previous clients: 

• Were they punctual? 

• Did they communicate well? 

• Did they meet quality expectations? 

• Would you use them again? 

Review Analysis 

Check: 

• Online reviews 

• Industry feedback 

• Reputational red flags 

2. Licensing, Insurance & Certification 

Never rely on verbal assurances. 

License Verification 

Confirm licenses with issuing authorities. 

Insurance 

Request certificates showing: 

• Public liability 

• Professional indemnity 

• Employer’s liability (if applicable) 

Certifications 

Ensure compliance with: 

• Safety standards 

• Industry regulations 

• Professional bodies 

3. Commercial Terms 

Every appointment must include: 

Time 

• Start date 

• Milestones 

• Completion date 

Budget 

• Agreed pricing 

• Payment stages 

• What is included 

• What is not included 

EVALUATING PROFESSIONAL SERVICES 

(Accountants, Solicitors, Recruitment Firms, Financial Advisors) 

The same discipline applies. 

Evaluating Accountants 

Experience & Expertise 

• Do they work with businesses your size? 

• Do they understand your industry? 

• Who will actually handle your account? 

Communication 

• Do they explain clearly? 

• Do they respond quickly? 

Services & Approach 

• Do they offer proactive advice? 

• Do they help with tax planning and cash flow? 

Fees 

• Hourly or fixed fee? 

• What is included? 

• What costs extra? 

Fit 

• Are they approachable? 

• Can you work with them long term? 

Evaluating Business Solicitors 

Specialisation 

• Contracts 

• Litigation 

• Property 

• Employment 

• Intellectual property 

Industry Knowledge 

Do they understand your regulatory environment? 

Communication 

How will they keep you informed? 

Fees 

• Hourly vs fixed 

• Disbursements 

• Potential extra charges 

Reputation 

• SRA registration 

• References 

• Track record 

Proactive Value 

A good solicitor prevents problems, not just reacts to them.

 Bad Hire Checklist available, subscribe to receive PDF copy