London, 18 June 2026 - The Barking Enterprise Centre CIC (BEC) and the Newham Chamber of Commerce (NCC) have signed a Memorandum of Understanding, marking the start of a formal working partnership between the two organisations.

The agreement sets out a shared commitment to supporting businesses across Barking & Dagenham and Newham, two boroughs with a great deal in common and, yet until now, with insufficient  formal links between them. This partnership is set to change  that.

For the BEC, which marks its 10th anniversary this year, this is a significant moment. A decade of supporting local entrepreneurs, startups, and small businesses has shown that the most meaningful progress happens when organisations stop working in silos and start working together. This partnership with the NCC is a direct reflection of that.

In practical terms the MOU covers a range of areas where both organisations will work side by side. NCC members will now be able to access the BEC's flexible workspaces, meeting rooms, and event spaces. Both organisations will jointly promote and deliver business support programmes, workshops, and mentoring. They will co-host networking events and business forums, opening up new connections for members on both sides. Procurement opportunities, funding information, and commercial leads will be shared across both networks, with a shared focus on skills development, apprenticeships, and connecting local employers with local talent.

Karen West-Whylie, Chief Executive of the BEC, said: "This feels like a really important step for us. Ten years in, we know that the businesses we work with need more than just a desk or a meeting room, they need connections, opportunities, and a community around them. Working with the NCC means we can expand and offer more of that, reaching businesses in Newham who might not have come across us before. It is good for our members, good for their members, and good for East London."

Matt, Fawcett, Chair at the NCC, said: "This partnership creates exciting new opportunities for our members. By bringing together our networks, resources, and expertise, we can offer local businesses greater access to support, connections, and opportunities for growth. There is tremendous talent and ambition across East London, and we look forward to working with the BEC to help more businesses thrive."

Joint events and initiatives will be announced soon. For more information contact Reception@barkingenterprisecentre.co.uk and of course our respective websites.

-ENDS-

About the Barking Enterprise Centre CIC: The BEC is a Community Interest Company based in Barking serving the borough, dedicated to helping startups, entrepreneurs, and small businesses grow. It offers flexible workspace, business mentoring, and a range of support programmes. In 2026, the BEC celebrates its 10th anniversary.

About the Newham Chamber of Commerce: Established in 1967, the Newham Chamber of Commerce is East London's largest Chamber, providing businesses with valuable networking opportunities, expert support, and a thriving community designed to help organisations connect, grow, and succeed.

Press contacts:

karen.west-whylie @barkingenterprisecentre.co.uk

info@newhamchamber.com

Every thriving community hub has that person — the one who somehow knows where everything is, fixes things before anyone notices they’re broken, and has a sixth sense for when something’s about to go wrong. At the Barking Enterprise Centre, that person is Donna Finley: Operations Director, founding team member, and unofficial guardian of the BEC realm.

After ten years of alarms, entrepreneurs, and unexpected plot twists, it seemed only right to sit down with Donna and ask the big question: How on earth have you survived this long?

Spoiler: with humour, grit, and a “just hand it here, I’ll sort it” energy that has become the unofficial BEC trademark.

From Corporate Banking to Community Chaos (and Loving It)

Long before she wore the BEC badge, Donna was already lurking around our building — in the best way possible. As part of her NatWest role, she ran start‑up workshops in the very same rooms she would later be responsible for opening, closing, heating, cooling, maintaining, troubleshooting, and occasionally sweet‑talking into functioning.

Then the banking world hit a period of dramatic change. While others saw uncertainty, Donna saw a door quietly sliding open with a sign that read: Fancy doing something meaningful? And through she went.

Day one at the BEC came with a plot twist she wasn’t expecting: no corporate handbook, no 50‑page SOPs, not even a “Welcome to the team!” PowerPoint. Just a new small  organisation, a huge mission, big ideas and approximately three people to do all of it.

A lesser human might have panicked. Donna rolled up her sleeves and said, “Right then. What are we doing?

Alarms, Late Nights and the ‘Can‑Do’ That Became a Culture

If the BEC buildings could talk, they’d probably start by apologising to Donna. She’s taken middle of the night  calls because the alarm decided to have an existential crisis at 2 am, she’s stayed behind until 10 pm locking up because someone called in sick.

She has weathered staffing shortages, leaking things, stuck things, noisy things, and at least one emergency that was “definitely not in the job description.”

Not to mention Karen’s ideas which normally end in building a balloon arch, painting a community centre,  or creating the ultimate grazing board, pineapple butterflies will be a memorable moment!

Yet through all of this, Donna didn’t just cope — she set the tone. That roll‑your‑sleeves‑up, dive‑right‑in attitude is now woven into the BEC’s DNA. Even new staff quickly learn the rule: if Donna can deal with chaos with a smile, you can at least give it a go. One ethos they cannot shake is everything is done with the best of intentions and of course a heavy sprinkling of humour.

Every Batman Needs a Robin — Even If Robin Runs the Show Sometimes

At the centre of the BEC sitcom is the partnership between Donna and CEO Karen West‑Whylie. It’s a duo worthy of its own series: think Batman and Robin, if Robin was the one carrying the toolkit, checking the diary, and whispering “No, Karen, not that door” on the way into meetings.

Karen fondly calls her the “work wife” — a term that perfectly captures their dynamic, humour, and occasionally chaotic shared to‑do list. Together, they balance each other out: different strengths, different styles, same mission. Although they are adamant, they could win big on a Mrs and Mrs game show.

Ten years in, they’ve mastered the art of the double act. They probably communicate fluently via eye contact alone at this point, the look is all it takes and they are both on the same page it appears.

A Decade Down — And Still No Dull Days

When you ask Donna what keeps her going, she doesn’t mention the crises, or the challenges, or the nights she’s sprinted back to the building because an alarm was waking up half the neighbourhood.

She talks about the people, the community and the wider BEC Family, the entrepreneurs who walk in with an idea and walk out with a future.

The team that feels more like family (the functional, supportive kind — not the Christmas‑dinner‑argument kind). Where even the contractors know to pop in for a warm welcome a cuppa and a biscuit even when they are not working in the BEC.

Ten years of highs, lows, and everything in between — and she’s still here, sleeves rolled up, ready for whatever the next decade throws her way.

And let’s be honest: whatever it is, she’ll probably sort it before most of us have even noticed there is a problem!

END.

Barking Enterprise Centre CIC announces that Cllr Sade Bright has stepped down from their role as Director. The Board extends its sincere thanks for their dedicated service and the significant contribution they have made to the organisation and the local business community.

 During their tenure, Cllr Bright played a vital role in guiding BEC through the unprecedented challenges of the COVID‑19 pandemic, ensuring that local entrepreneurs continued to receive the support, stability, and advice they needed. Since then her support was instrumental in delivering a wide range of business programmes that helped hundreds of local enterprises to adapt, grow and thrive.

BEC expresses its deep appreciation for Cllr Bright’s commitment and impact, and we wish her every success in her future endeavours.

As part of our 10 Years of Impact series, we sat down with Shanice Bako, Project Manager at The Barking Enterprise Centre (The BEC) to chat about the amazing work happening behind the scenes, and the real, human impact it creates for our community.

This chat wasn’t just a conversation about programmes and projects. It was a story about growing confidence, community, and highlighting what happens when people are given the tools, and the belief, to take the next step in their careers.

Finding purpose at the BEC

Shanice joined The BEC in January 2024. She brought with her a dynamic background of experience; spanning stakeholder engagement, data analytics, project management, and even political finance. But what drew her to The BEC was something deeper.

“I was looking for something more grassroots… something that had real community impact and focused on entrepreneurship,” she explains.

Working with CEO Karen West-Whylie, Shanice describes the environment at the BEC as both empowering and refreshingly trusting. There’s no micromanagement; just space to think, test, learn, and grow.

“It’s very much: you have the skills, you have the knowledge… just go for it. And if something goes wrong, we’ll figure it out, adapt and course correct.”

For Shanice, this kind of trust hasn’t just helped her grow as an employee, it has boosted her confidence and leadership skills.

Programmes designed to meet people’s needs

At the heart of Shanice’s work as BEC Project Manager, is programme delivery. This entails designing and implementing initiatives that support local entrepreneurs and communities. And it’s not just once-off workshops, but rather sustainable programmes that work closely with and give entrepreneurs the tools to eventually thrive independently.

One of the standout programmes she worked on is Amplify, curated to help small businesses strengthen their foundations and become market-ready.

“A lot of businesses have great ideas, but they’re missing the fundamentals; understanding their audience, being investment-ready, or even meeting basic compliance requirements,” she explains.

Amplify didn’t just teach theory, the premise of the programme was to meet businesses where they are at, and help them build practical, scalable systems.

Shanice shares the story of Vivian, founder of Nomi’s Kitchen; a food business that started from a flat, juggling online orders while working full-time.

Through the programme, mentorship, and access to funding, Vivian transitioned into a full-time entrepreneur, moved into a professional kitchen space, expanded her client base, and even hired an apprentice.

“It’s amazing to see someone go from ‘I hope this works’ to building something sustainable and thriving,” Shanice says.

Tackling the real issues, together

Beyond business development, The BEC is deeply embedded in addressing community challenges.

The Kitchen Catalyst Programme is one such initiative; created to tackle food poverty, improve access to nutritious meals, and build a more inclusive local food system.

Through live cooking demonstrations, facilitator training, and community-led sessions, the programme empowered residents with practical skills; from budgeting and nutrition to reducing food waste. The impact was both tangible and immediate.

The team was tasked with training eight facilitators and over-delivered by training 20.

Some participants went on to launch their own cooking clubs. Others secured paid opportunities delivering workshops in schools, youth centres, and community spaces.

One participant, initially unsure of her abilities, gained the confidence to start her own cooking initiative.

“That’s what stands out the most,” Shanice reflects. “Not just being a part of business growth, but witnessing personal growth. Seeing someone realise, ‘I can actually do this.’”

The reality behind the impact

While the outcomes are inspiring, Shanice is honest about the challenges behind the scenes.

“Stakeholder management is probably the hardest part,” she admits. Balancing the expectations of funders with the real, on-the-ground needs of participants requires constant navigation.

There’s also a broader misconception she wishes more people understood: these programmes aren’t “free” to run, most may be free to participate, but there is funding that goes into making them successful.

“There’s so much planning, coordination, and expertise involved. Mentors are paid, resources are developed, it’s a whole ecosystem behind the scenes.”

And perhaps most importantly, there are time constraints. Funding cycles mean opportunities don’t stay open forever, this is something that can be frustrating when businesses realise the value of a complete programme when it is too late.

A culture that makes it all possible

What makes The BEC different? According to Shanice, it comes down to culture.

The organisation’s flat structure allows for quick decision-making, minimal red tape, and genuine collaboration. It’s a space where ideas can move from concept to execution quickly—and where people feel supported, not restricted.

“It’s warm, it’s approachable… and you’re trusted to do your job.”

That trust has been transformative for Shanice herself.

“I’ve grown so much. Not just in my technical skills, but in my confidence and how I approach challenges.”

Looking ahead: more impact, more reach

As The BEC celebrates a decade of impact, Shanice is most excited about what comes next.

Her main focus is to continue expanding reach.

“I want more people to know about The BEC and experience what’s available to them.”

From strengthening social value in local business to building deeper connections between the private and community sectors, the future is full of opportunity.

And if the past ten years are anything to go by, the impact will only continue to grow.

If there’s one thread that runs through Shanice’s story, it’s this: impact isn’t just about programmes, it’s always about people. It’s about confidence built, risks taken, and lives changed. And sometimes, all it takes is the right support system to turn “I’m not sure I can” into “I did.”

#TenYearsOfImpact #EmpoweringCommunities #WomenInBusiness #ImpactInAction #BECImpact

When you look at the Barking Enterprise Centre today, you will see a thriving, multi-site community interest company that has supported hundreds of local businesses over the years. However, it is important to remember that none of the success happened by accident. Behind the bustling offices and the success stories is a foundation of careful governance, strategic vision, and dedicated leadership.

As we celebrate our tenth anniversary, we dived into the backstory with Kevin Harris, the BEC’s outgoing Chair of the Board. Kevin joined the board in the summer of 2015 and has served as Chair for the last four years. As he prepares to hand over the baton, his reflections offer a unique perspective on how the BEC has evolved from what was a fledgling project into a now cornerstone of the borough.

The timing was just right

Kevin’s journey with the BEC started while he was looking for an opportunity to give back to the community outside of his day job. At the time, he was working as a director at a Housing Association focused on a large estate regeneration project in Barking Town Centre. The opportunity to join the BEC board felt like the perfect fit; a chance to contribute to the area’s economic development in a meaningful, hands-on way.

When he joined, the BEC was still very much in its infancy. It had a narrow but well-defined offer, and the focus was on building a platform, growing, and responding to new opportunities whilst staying true to its local roots.

The evolution of an anchor institution

Fast forward ten years and the reality is that the BEC has continuously diversified to survive through major challenges and remain thriving. Kevin highlights that the organisation’s approach has always been to evolve in response to the outside world, expanding its support services, products, and even its geographical reach by doing so. Today, the BEC receives prospects from outside the borough, with many seeking assistance with programmes and a blueprint to reimagine vacant premises.

But growth never meant losing sight of the BEC mission. Kevin emphasises that the board has always been careful to remember the BEC's raison d'être. When opportunities arise, the first question is always: "Is this us? Does this sit within who we are and what we stand for?" This ability to adapt whilst remaining grounded in its origins has been central to the BEC becoming a thriving pinnacle for community growth.

There is power in partnership

A recurring theme in our anniversary reflections is the importance of partnership. Kevin’s perspective highlights just how crucial this has been for the growth of the community. He points out that the relationship with the London Borough of Barking and Dagenham is multifaceted; they are a stakeholder, a non-financial investor, a landlord, and the local authority.

The BEC is fortunate to have a supportive and accessible local authority partner that genuinely understands the importance of economic development. On reflection of his own experience working on regeneration projects, Kevin notes that true regeneration is about more than just building homes; it’s about providing the infrastructure, connections, and support that a community needs to prosper. The council's vision and ongoing support have been vital to the BEC's journey.

A collective voice for local entrepreneurs

When asked about the BEC's main impact, Kevin’s answer is clear: the BEC is an advocate for local entrepreneurs and small businesses. It gives them a collective voice. Whether hosting events or speaking on panels, the BEC seizes every opportunity possible to remind people of the vital role that small businesses play in the economic development and financial mobility of the borough.

This advocacy is more important now than ever. Post-COVID, the needs of the community have changed, with a greater demand for flexibility from members. The BEC has had to pivot with that reality, and balance the need to be as supportive as possible with the commercial reality of running a sustainable community interest company. Every penny of surplus is reinvested back into the services and programmes that support the community.

Looking to the future

As Kevin looks ahead to the next ten years, he feels optimistic about the borough's future. Having worked across various London boroughs, he says that Barking and Dagenham have been at the forefront of innovative regeneration, executing its vision with a speed and clarity that is truly impressive. The transformation of the skyline over the last decade is one such testament to great leadership.

As he prepares to step down, his advice to his successor is simple but profound: be open-minded, be inquisitive, and be willing to offer a friendly challenge. But above all else, he says, have fun and enjoy working with a really passionate, hardworking team.

The BEC team is incredibly grateful for Kevin’s dedication, wisdom, and leadership over the last decade. He leaves behind a strong, resilient organisation that is ready to embrace the next ten years of community-powered enterprise. Thank you, Kevin, for being an integral part and helping to build the BEC family.

If you’re interested in applying for the role of Board Chair please reach out to us for application details.

It’s been ten years since our CEO, Karen, arrived at the Barking Enterprise Centre for what was meant to be a six-week secondment. We’re glad to say she never left. A temporary assignment blossomed into a decade-long mission to transform a council-run building into the thriving, independent community hub it is today.

Karen’s  journey is in many ways, the story of the BEC itself: a story of survival, adaptation, and unwavering purpose. As we celebrate our tenth anniversary with the theme Ten Years Of Impact, we sat down with Karen to reflect  on the pivotal moments and core philosophies that have shaped this incredible decade.

It started with a leap of Faith

Rewind to 2015, the BEC was a very different place than it is today. A council-run entity, facing dwindling budgets and an uncertain future. Occupancy was low, and its purpose wasn’t clear to the wider community. The spark for change, Karen explains, came from a simple question: what could we do differently if we had autonomy?

The answer resulted in her taking a large leap of faith. The transformation to  a Community Interest Company (CIC), meant the BEC could access funding streams previously unavailable to the council and operate with the agility of a small business. It was a power move designed to give the centre its own legs and maximise the support it could offer to entrepreneurs in the borough.

All this happened as Barking and Dagenham was in an era of grappling with its own identity. In an era that saw  the decline of local manufacturing, the borough emerged as a space reinventing itself, with the need for a major push for regeneration. The newly independent BEC leaned into these needs, carving out a role as a key partner to support the ecosystem of small, local businesses that are the backbone of any community.

We found our feet  (and our voice)

Becoming independent was no easy process. It took time to build a new identity, one that was neither a traditional council service nor a commercial co-working space. It was something in between, a gap that needed to be filled, and with community at its heart. This new season meant navigating new challenges, like helping people understand that while the BEC’s advice was free to access, it wasn’t free to deliver, and we discovered the balance needed to achieve a work space that would serve community needs.

This also meant building a new, healthier relationship with the local authority. Karen recalls being warned not to “bite the hand that feeds you,” but she also knew that asking tough questions and offering constructive challenges was an essential ingredient for the betterment of the borough. She approached this with the spirit and mindset to become a true partner, and not just a recipient of support.

Survival is an art: our pivot had to have purpose

If one lesson defines the BEC’s ten-year journey, it’s the need to adapt. “If the BEC was still doing what it was doing ten years ago,” Karen states plainly, “it wouldn’t be here.” Survival has depended on the ability to pivot as the community has evolved.

This philosophy is woven into everything the BEC does. It’s in the big things, like the creation of the Amplify programme, which was created from lessons learned supporting retail and hospitality businesses to get back on their feet after the pandemic.

“We realised that one-to-one, tailored support was what our community truly needed, and that became our model.”

It’s not just the big stuff that matters, it’s also in the small things. Karen gives a simple but powerful example: “The original building had tiny hand basins in the toilets. As our community grew and changed, we recognised that people needed proper facilities to wash before prayer. A tiny basin just wouldn’t do. Being able to listen to feedback and respond to the evolving needs of our members;from the physical layout of the building to the programmes we offer, has been the key to our longevity.”

A team that feels like family

Through every challenge faced, one thing has remained constant: the team. The stability of the leadership, with Karen and BEC Operations Director, Donna, forming an “unbreakable bond,” has been the bedrock of the organisation's success. It has fostered a level of trust that permeates the entire organisation.

Donna calls it the “BEC family,” and this sentiment extends beyond the staff to our members and the businesses we support. BEC is a place where, even after years have passed, entrepreneurs know they can pick up the phone and find a helping hand. It was this spirit that saw the team through the darkest days of the pandemic, working from 7 am to 10 pm to get vital support out to businesses facing an unprecedented crisis.

Karen’s journey with the BEC reminds us that walking through a door can change the trajectory of your life, your growth and your success. From a six-week assignment ten years ago BEC became a decade-long mission she’s still on. Karen’s story is a powerful reminder that true community building isn’t about grand plans; it’s about listening, adapting, and having the courage to pivot for a purpose. Sometimes it's just about walking through the door, and being open to an opportunity. Today, we celebrate this thriving community.

Year in Review 2025 — A Story of Courage, Community, and New Beginnings

2025 began quietly at first — the kind of quiet that comes just before something shifts. In the early days of January, the realisation the covid was five years ago!  the lights flicked on across our workspaces as founders, dreamers, and doers stepped back into their routines. Some carried notebooks full of plans, others carried worries, most carried both.

But all of them walked through our doors with the same spark: hope, and that spark became the heartbeat of our year, hope for a better year in business.

Where Ideas Found Their Voice

Every year at BEC has its own rhythm, but 2025 felt different. It felt like a rising tide, we watched people arrive with ideas they weren’t sure were “good enough,” only to see those ideas grow into brands, services, and stories that mattered. We saw first‑time founders take the stage at our events, hands trembling at first, then steadying as the room leaned in to listen.

One founder told us, “I didn’t think people like me built businesses” by December, she had hired her first employee.

These are the moments that shaped our year — not the headlines, but the quiet victories.

Spaces That Became Home

Our buildings have always been more than bricks and desks. In 2025, they became sanctuaries for ambition, drive and determination to succeed.

Early mornings filled with the smell of coffee and the hum of possibility.

Lunchtime conversations that turned into collaborations.

Evenings where lights stayed on long after dark because someone was working hard to bring their business to life. We saw strangers become colleagues, and colleagues become friends.

We saw businesses that started at a single hot desk grow into full offices, and through it all, our spaces held the energy of a community building itself from the ground up.

We saw a run-down community centre, build a trusted consortium, thrive in the community, and turn out to be not too shabby!

A Community That Lifted Each Other

If there was one theme that defined 2025, it was connection.

We watched entrepreneurs share advice, swap skills, and celebrate each other’s wins. We saw established founders mentor newcomers. We saw people who once doubted themselves become the ones offering encouragement to others firmly cementing the BEC belief that enterprise is a team sport.

This year, our BEC community proved it.

Growing With Purpose

2025 also marked a turning point in how our community thought about the future.

More founders asked how to build sustainably. More explored greener practices. More conversations centred on responsibility — to the environment, to the borough, to each other.

We didn’t just talk about growth, we talked about good growth, and that shift felt powerful.

Stepping Into the Digital Future

Technology moved fast this year, and our entrepreneurs moved with it. We saw founders embrace digital tools they once found intimidating. We saw businesses reinvent themselves online. We saw creativity flourish in new formats — from AI‑powered branding to virtual workshops that reached people who couldn’t join in person.

Innovation wasn’t a buzzword; it was a lifeline — and a launchpad.

The stories that stayed with us

Every year leaves us with memories some great, some not so great, but 2025 left us with stories we’ll carry for a long time. The young entrepreneur who launched a business from her flat and now has her own kitchen and thriving food business.

The mother who turned a hobby into a thriving enterprise that now supports her family.

The local maker who nearly gave up, only to find new confidence through one of our mentoring programmes.

The founders who met at BEC, collaborated on a project, and ended up creating something bigger than we imagined.

These stories remind us why we exist; they remind us that enterprise is not just about profit — it’s about possibility.

Moving quickly into 2026

As we step into 2026, we carry with us the lessons, the laughter, the challenges, and the triumphs of the past year, and this coming year holds a special meaning for us and me personally.

2026 marks our 10th year as a Community Interest Company and me as the CEO — a decade of standing beside local entrepreneurs, championing inclusive growth, and proving that community‑powered enterprise can transform lives. It’s a milestone that reminds us how far we’ve come, and how much more we’re capable of building together.

We’re ready to welcome new founders ✓

We’re ready to support bold ideas ✓

We’re ready to strengthen our community✓

We’re ready to build a more inclusive, sustainable local economy✓

But most importantly, we’re ready to keep doing what we do best: helping people believe in themselves. Because when someone believes in their own potential, everything changes — for them, for their family, for their community.

And that’s the story we’ll keep writing together as we enter our tenth year and beyond.

When you meet Asma Haq, one thing becomes immediately clear: at the heart of her work is compassion and determination. From her beginnings as a chemical engineer in Dubai to her current role as the founder of the Marks Gate Relief Project, her journey shows an individual with vision to better her community. 

Engineering to education

Asma’s academic path began in Dubai, where she studied chemical engineering with the support of a scholarship. She then entered the workforce in the oil and gas industry however, even as she built her career in the sector, she felt a shift in the direction she wanted to take. “Although I was working in the oil and gas industry, I particularly enjoyed teaching,” she explains. “I knew my roots lay somewhere else.” That conviction brought her to the UK, where she completed a Master’s in Education. It was also here that her community work took root.

Marks Gate Relief Project

What began as free tutoring for young people from disadvantaged backgrounds soon grew into something much larger. “A part of my work involved teaching free GCSE and A-level chemistry,” she recalls, “but very soon I found myself actually feeding the students and clothing them.”

The Marks Gate Relief Project quickly expanded to offer food drives, counselling, and safe spaces for families in duress. Over time, the scope of the project expanded to include social supermarkets, gardening projects, and intergenerational initiatives connecting teenagers with senior residents. The project quickly became a meeting forum to address immediate community needs and a way to  tackle isolation and build long-term bonds.

Interfaith and inclusion

Another key aspect of Asma’s work has been promoting interfaith dialogue. Rather than relying on formal workshops, she chose a more personal approach. “We decided to do interfaith walks,” she explains. “It was light-hearted and casual, and regardless of people’s beliefs, they felt valued, seen, and respected.” These initiatives have helped reduce prejudice, foster acceptance and trust, and create an environment where people from all backgrounds can connect meaningfully. 

Partnering with the BEC

Asma first encountered the Barking Enterprise Centre (BEC) when attending an event at their space. That connection would later prove a necessity when the council introduced her to the Kitchen Catalyst Project.

Already running cooking clubs in her community, Asma was invited to become a facilitator, sharing her skills with others across the borough. The Kitchen Catalyst model was simple yet powerful: make the most of surplus food, experiment with unfamiliar ingredients, and bring people together around shared meals. “It encourages stewardship of shared spaces and resources,” Asma says. “Cooking together helps build sustainable neighbourhoods, tackle stigma, and create friendships that last.”

Her advice

Community begins with a simple question: do you care about shaping your neighbourhood for the better?

“If the answer is yes,” she says, “then come down, give it a try once, and you will begin to feel the impact straight away.” Her words reflect that empowering and resilient ethos that drives her work on a daily basis. The belief that small, everyday actions can create lasting change holds true through  every project in the Marks Gate Relief Project and the BEC. 

What began as a single act of support has blossomed into a multi-faceted support project that helps families, young people, and senior citizens  alike. Through Asma’s leadership, the Marks Gate Relief Project and initiatives like the Kitchen Catalyst continue to demonstrate what’s possible when communities come together with purpose and creativity.