Helping businesses deliver impact by enhancing their visibility and reputation | Founder of arco.

I spent my early twenties collecting careers like stamps. Architecture degree, music production, entrepreneurship—each pivot made perfect sense at the time, but from the outside it looked like I couldn't commit to anything.

The truth was simpler: I had no idea who I was, so how could I know what to do?

I discovered this wasn't just my problem. Almost everyone I knew—smart, capable people with good degrees—felt completely lost about their careers. We'd been taught how to get jobs, but nobody taught us how to figure out what work would actually fulfil us.

That realisation changed everything. I saw that the real problem wasn't a lack of opportunities or skills. It was that most career advice starts at step 10 when people like us were still stuck at step 1: understanding ourselves.

Now I'm building tools and communities to fix this:

TrueNorth: An AI-powered career coach that starts with self-discovery, not job listings

MidWeek: London events bringing together people navigating career uncertainty

Still Wandering: A newsletter documenting the messy reality of finding meaningful work

I work with people in their 20s and 30s who know they want something more from work but can't articulate what that is. People who've tried following conventional career paths but felt like they were wearing someone else's clothes.

My approach is simple: you can't build a meaningful career until you understand what meaning means to you. Everything else—the skills, the networking, the applications—comes after that.

If you're tired of career advice that assumes you already know what you want, let's talk.

Alex McCann

The CEO of Anthropic just predicted a "white-collar bloodbath."

50% of entry-level white-collar jobs eliminated within five years. Unemployment potentially hitting 10-20%.

And the data backs it up.

UK tech companies cut graduate roles by 46% last year. They're expecting another 53% drop by 2026. I've spoken to people who've sent 300 applications and heard back from maybe five.

What gets me is the disconnect.

The people creating this technology are openly warning about what's coming. They're the ones sounding the alarm. Meanwhile, most of the advice young people receive still assumes the old system works. Get good grades. Build your network. Tailor your CV.

That advice was already struggling. Now it feels like teaching someone to be a brilliant switchboard operator in 1995.

I don't pretend to know exactly what replaces the current system. The honest answer is that nobody does, including the people building the technology that's reshaping it.

But I'm fairly confident about one thing: the gap between what's happening and what people are being told is getting dangerous.

When the CEO of Anthropic is more worried about entry-level job destruction than most of the infrastructure designed to help people find work, something has gone wrong.

Alex  McCann

Founder of Truenorth | Re-thinking Traditional Career Advice and helping people find meaningful work | Writer at Still Wandering Newsletter

He built a 20,000-person community. It didn't make him feel any less alone.

Two years ago, Charlie Rogers and AJ . told me to read 🌀 David Spinks's book. He co-founded CMX, built one of the largest networks for community builders in the world, had a successful acquisition.

Childhood isolation had made him hypersensitive to connection. He was brilliant at reading rooms, exceptional at bringing people together. The pain-into-purpose playbook.

But when I asked if that purpose had healed the original wound, he said no. If anything, it distracted him from healing it.

He spent fifteen years building something successful while struggling with anxiety and negative self-talk the entire time.

He calls it dirty fuel versus clean fuel.

Dirty fuel is when you're working to fill a hole, driven by fear or shame or the need to prove you're enough. Clean fuel is when you're already whole, driven by curiosity and connection and the work itself. Both look identical from the outside, both produce real results, but one burns you out.

Finding meaning in your suffering is different from healing from it. You can build an entire career on the former without ever doing the latter.

Full interview on my Substack. Link in comments.

The CEO of LinkedIn just called five-year career plans "a little bit foolish."

His words: "when you know technology and the labor market and everything is moving beneath you," mapping out the next five years makes no sense. You're planning for a world that won't exist by the time you get there.

I think he's probably right.

But here's what's interesting.

The school system rewards planning. University admissions reward planning. Job interviews ask where you see yourself in five years, and there's a correct type of answer. The entire infrastructure of career advice is built around the assumption that you can plot a trajectory and follow it.

Now the CEO of the platform that hosts most professional networking is saying the premise is broken.

So what replaces it?

"Be adaptable" is true but useless. "Build transferable skills" assumes you know which skills won't be automated next year. "Follow your curiosity" works if you have the financial cushion to experiment, which most people don't.

The uncomfortable truth might be that we're in a transition period where the old frameworks have stopped working but the new ones haven't solidified yet.

Which is a difficult thing to tell someone who needs to make decisions about their career right now.

By 2026, one in five companies will have eliminated half their management layers.

Middle managers made up a third of all layoffs in 2023. Companies are advertising 42% fewer management positions than they were two years ago.

The theory is that AI can handle the coordination, the reporting, the communication that middle managers used to do. Flatter organisations, faster decisions, lower costs.

I've been thinking about what gets lost when you remove those layers.

Mentorship becomes a luxury. The people who translate strategy into action disappear. Someone has to notice when things aren't working and flag it before it becomes a disaster. Someone has to develop the next generation.

Deloitte found that fewer than 4 in 10 managers feel equipped for the people side of their jobs. Now there will be fewer of them, responsible for more people, with less time for the human elements that technology can't replicate.

There's a version of this that works out fine. Flatter organisations with better tools, more autonomy for individual contributors, less bureaucratic friction.

But I suspect what we'll mostly get is the cost savings without the investment in making the new structure work.

Fewer managers. Same expectations. Everyone stretched thin. Nobody with time to develop the people coming up behind them.

The generation best equipped to work with AI can't get hired.

Gen Z workers have the highest AI readiness of any generation: 22% score high on AI quotient measures, compared to 6% for Baby Boomers.

This makes intuitive sense. They grew up with the technology. They're more comfortable experimenting with it, more willing to integrate it into how they work.

And yet companies are systematically eliminating the entry-level positions that would let them into the workforce.

I keep coming back to how backwards this is.

The people most equipped to figure out how AI integrates into work are being locked out of work entirely. Meanwhile, the people least comfortable with the technology are the ones making decisions about how to deploy it.

Only 23% of organisations offered any AI training last year. Employees are mostly teaching themselves. The companies loudly declaring themselves "AI-forward" aren't investing in helping people learn how to use the technology. They're using AI as a justification for headcount reduction.

There's a version of this transition that could have gone differently. Where companies invested in training, brought in younger workers specifically for their comfort with the technology, built institutional knowledge about what works and what doesn't.

Instead we got the version where AI is primarily a cost-cutting story.

Eliminate junior roles. Expect remaining staff to figure it out on their own. Declare victory.

I don't know what happens when an entire generation is told their skills are needed but they're not allowed through the door.

55% of companies regret laying off workers for AI.

That number stopped me when I first saw it.

The pattern is this: companies fire people based on what AI might be able to do in the future. Then they discover the AI isn't ready yet. Then, rather than admit the mistake, they quietly rehire offshore at significantly lower salaries.

The prediction is that half of all AI-attributed layoffs will follow this exact pattern.

Here's what I think is happening.

AI will fundamentally change how companies operate. The type of work people do. The skills that matter. That part is real.

But we haven't figured out how to get there yet.

What this data reveals is that many companies are rushing the transition, making layoff decisions based on capabilities that don't exist, and then scrambling to cover the gap. They're optimising for the press release rather than the actual transformation.

The companies that get this right will be the ones that lay foundations first. That invest in understanding what AI can and can't do before restructuring around it. That treat the transition as a multi-year process rather than a single dramatic announcement.

2026 might be the year that separates the companies managing this transition intelligently from the ones who rushed it and are now quietly cleaning up the mess.

Niall Cleaver

Documenting the journey of crafting a timeless coffee cup brand | CEO & Founder of Cupsly

My story isn’t about a polished entrepreneur. My journey hasn’t been traditional. I left school without an English qualification, uncertain of what the future held. 

That failure shaped me, it forced me to think differently, fall into business, and ultimately embrace creativity, resilience, and the belief that change is possible, even when doubted. Fast forward to today, I’m growing and scaling businesses while sharing the real lessons that come from it.

Founder

Are you struggling to grow an engaging community for your business or personal brand.

Stop right there, I think I have you covered ⬇️

This is me (Niall), I'm a 22-year-old who is fascinated by growing communities in the online space. Actual communities that have meaning and purpose. 

The services we provide at Social Library 

➡️ Personal Branding (LinkedIn)

➡️ Guidance & support consulting


Drop me a message to discuss your social media strategy, review how well your current socials/posts are doing, and research how we can build your community and gain you more followers and leads.

or you can email us @

hello@sociallibrary.co.uk

For years... I thought starting small wasn’t even an option.

This year, I want to start small. You need to read this.

Everyone is so scared to start small and I was one of those people. I used to overthink about creating something big instead of worrying about starting small.

Turns out, starting small is how you build big.

It’s how you take the first step forward.
It’s how you stop overanalysing.
It’s how you actually start.

It almost feels wrong when you say it out loud.

But every successful founder and business you see today didn’t get where they are by massive moves. They got there by starting small and then scaling.

So if you’re starting a business, building a hobby, or whatever it may be… stop worrying about “scaling big” and focus on the small step that gets you going.

Growing @thistlescientific and sharing the lessons while I do

Building vs scaling a business. What's the difference?

A few years ago, I learned one of the most valuable lesson in business. I left school with qualifications that made it hard for me to get any sort of job.

Luckily, my family ran a business. I jumped in and started learning. And here’s what I learned: There’s a huge difference between building and scaling.

Building a business:

Proving the idea
Short-term survival
Doing everything yourself
Energy, speed & scrappiness

Scaling a business:

Letting go of control
Long-term decisions
Patience, systems & people
Making sure it works without you.
Alignment throughout the whole company.

Building feels exciting. Scaling feels uncomfortable. Both are essential. I didn’t realise how different they both were until I lived them.

But the one thing that never changes between both? 
The hard work that comes with it.

I just spent 2 hours yesterday in one of the best meetings of my life!!!

What about? How do we build further on our foundation?

Yesterday was a special day, do you know where you get the team together and you leave feeling excited for what's to come? That's what happened.

It's been a pretty wild couple of months for Thistle, but it always comes back to the same thing. How can we deepen the connection we can have with researchers?

The personal touch.
The real support they deserve.
The professionalism and trust they have in us.

This year, we’re looking at how we double down on that.

We’ve set some big objectives, and the whole team is ready for them. If yesterday was anything to go by, this next phase is going to be an exciting one.

We can't wait to share more on this very soon.

We’re excited to announce our new collaboration.

I'm genuinely proud of the impact we're creating in research at Thistle Scientific. It started with one clear objective to make research the best it can be, not only to impact our lives, but also to impact the lives of generations to come.

Last week was a big reminder of this as we announced our collaboration with arcorisbio AG, which will help accelerate the industrialisation and commercialisation of their breakthrough MUSE® platform.

A collaboration that will help keep the world safe.

One of the best mistakes I learned pretty quickly in business.

Thinking strategy comes first in business. But it doesn’t… 

Understanding who you’re building for is.

I’m nowhere near successful yet. But I’ve been lucky to spend time around people who definitely are. And one topic comes up over and over again: 

Strategy.

How did you come up with your strategy?
Why has your strategy been effective?
When do you adapt your strategy?

The answer usually sounds complicated.
But, it keeps coming back to one word: audience.

Before you can plan anything, you have to understand them. What do they care about? When do they need to hear from you? How do they feel when they see you show up?

This is where a lot of founders go wrong. No strategy is 100% correct. It’s custom‑made based on how well you understand the information your audience is giving you.

So copying what works in another company or industry rarely works. You’re playing a different game, with different people, at a different stage.

Strategy is an understanding game.

I used to panic hearing the word strategy in business.

It sounded complicated... but it wasn’t.

I would hear the word and be like that sounds proper technical. I'd just nod like I understood exactly what it meant, when I didn't but now I get it and it's simple.

It's just a plan.

What are the objectives?
What action will you take to hit them?
Which data tells you it's working or it isn't?

We love to make words sound more complicated than they are. 

It's easy to overcomplicate things when you hear all of the advice online but it's simpler than you think. If something isn't working don't wait, go and find the reason why.

Try something. Learn. Adapt. Evolve. Repeat.
Just enjoy the process of figuring out.

That's what business is!

When I was younger, I hesitated on the idea of working for my family business.

Today, I’m 3 years in, working alongside nearly 50 incredible people.

It’s crazy how life works. Some days you’re completely against something before you’ve even tried it…then you try it and realise it was exactly what you were meant to do.

I always had this doubt in the back of my head:
That I had to prove myself somewhere else first.

That’s why:

- I started posting on LinkedIn.
- I kept looking for “my own thing”.
- I started learning more about business.

Now it feels like all of that happened so I could come back better and help continue to grow a business I genuinely care about. But this growth has hardly been me. It’s been the team I get to work with every single day.

A few things this has taught me:

- Don’t write something off until you’ve actually tried it.
- You can prove yourself elsewhere, but always bring the knowledge back

So don't resist an opportunity just because it didn't fit your picture in that specific moment of your life. It might be worth taking a closer look.

Stop listening to too much advice.

Read that again... throughout my journey, I've fallen for many distractions. Stuff that didn't feel right personally, and so many of us are going through this.

There's advice here, there and everywhere.

And it's very hard to know which is the right or wrong advice, and you know what you'll never really know. The only way to find out is to...

Listen to your gut and try.

In a world full of advice after advice, trust yourself first. 
There's no right or wrong way to do anything.

If it works, it works!

P.S. Have a little day in the life vid

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Niall Cleaver

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taplio

The Battle

Alex McCann

Niall Cleaver

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Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Alex McCann's LinkedIn Performance

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