Early Economic Development Career – Coventry

Sarabjeet began his career in Economic Development in Coventry during a period of severe national decline in manufacturing, triggered by the (now-discredited) economic theory of monetarism and followed by the policies of Thatcherism, which resulted in widespread contraction across the manufacturing sector. As county councils—previously regarded as overly interventionist—were abolished, local governments responded by establishing new Economic Development functions.

In this role, he helped design and implement grant, loan, and training programmes to support new entrepreneurs, alongside business-restructuring initiatives aimed at strengthening competitiveness. Successful outcomes, including the development of sector strategies and, in particular, an innovative  local purchasing initiative, led directly to his recruitment to a national role.

Using Partnership ( business led for business  and community led for community initiatives)  and inclusiveness as key principles.  

The development of a Clothing Manufacturers Association to guide the development and management of the Clothing Resource Centre.

 

 

Sarabjeet Soar OBE

Sarabjeet was ecognised with an OBE in 2003 for services to business in the West Midlands, he continues to advise public, private, and third-sector organisations through his company, ITM Economic Development Ltd.

 

Sarabjeet Soar has delivered tangible impact across economic development, venture finance, and inclusive growth. He has designed innovative investment models, influenced national small business policy, and built high-performing public–private partnerships.

National Role – Home Office (Whitehall) - Into the Mainstream

  • Recruited directly into a national leadership role at the Home Office due to proven experience, capability, and effectiveness.

  • Led a high-level task team reporting to the Minister of State, responsible for developing and delivering a strategic plan to mainstream ethnic minority business issues across banks, government departments, and public/private sector organizations.

  • Coordinated and managed a team of three senior civil servants and a NatWest Bank manager on secondment.

  • Reported to an Advisory Group of senior business leaders and stakeholders, chaired by Sir Bob Reid.

Sarabjeet - Head of Ethnic Minority Business Development Team (EMBDT)

Assuming his appointment after the farewell to Clive Black previous leader on secondment from Barclays Bank. Minister Angela Rumbold MP and Board welcome Sarabjeet.

The Minister, accompanied by the team, at the launch event of the Final Report upon the completion of their assigned task.

Governance, Advisory & Voluntary Leadership

Sarabjeet Soar's commitment to driving positive change extends far beyond his professional achievements. As a respected leader and advisor, he has generously shared his expertise through various governance, advisory, and voluntary roles.

 

As Chair of The Prince's Trust Ethnic Minority Advisory Group (1993-2001), reporting directly to to then HRH Prince of Wales. Here, on the explicit direction and commitment of now HM King Charles III, he focused on transforming services to reach minorities, women, offenders, and refugees where the Trusts led by the King provided extremely relevant and needed support to draw young people back to meaningful lives.

Alongside advice to sister Trusts' such as Business in the Community enabled significant senior business leaders to engage in Community initiatives such as Boards to develop capacity at managerial level.

Also guided the development of the race for opportunity initiative which helped bridging Board level participation alongside a focus on marketing and purchasing. At the time most minority, women and excluded communities felt significant exclusion at this level.

Also, supported the establishment of the Nations Trust in South Africa by the late President Nelson Mandela who admired the work of the Trusts and wished it to be modelled on the same principles and ethos.

 

Business Development

To provide advice and guidance for the setting up and growth of local businesses, business led organisations such as Just for Starters and Black Business in Birmingham were supported and established a thriving business base amongst their communities. To grow their independence they were supported to develop business workspace so rental income would support their core costs thereby reducing grant reliance.

 

Finance for Business

He also served as Director of Birmingham Business Support Centre Ltd (1998-2001), a public-private partnership running Venture Capital funds for manufacturing businesses which also pioneered the development of the Creative Advantage Fund, The first targeted at Creative industries and successfully transitioned its balance of funds to Aston Reinvestment Trust only last year in 2025.

Sarabjeet's expertise was sought  by the then Chancellor Gordon Brown who had established the Small Business Investment Task Force Chaired by Sir David Cooksey (2000-2006), advising the Secretary of State (DTI) on small business financial interventions. He served on sub-committees for establishing 9 Regional Venture Capital bids ( structurally modelled on Birmingham Venture Capital Fund)  established to address the finance gaps faced by small businesses.

Through the Phoenix Fund established 65  Community Development Finance Trusts around the country modelled on the Aston Reinvestment Trust he led the development of in Birmingham. making patient finance available to small businesses.  

As Director of Birmingham Centre for Manufacturing (1998-2001). He led the development of the Birmingham Centre for Manufacturing, which in partnership with the Training Enterprise Council developed and  delivered best-in-class business and skills training to manufacturing companies. 

 

 

With members of the Small Business Investment subcommittee tasked to assess bids for Regional Venture Funds. 

Manufacturing

As Director of the Birmingham Centre for Manufacturing (1998–2001), Sarabjeet Soar played a key role in modernising and strengthening Birmingham’s manufacturing base during a period of intense global competition.

He led a business-led public/private partnership bringing together universities, colleges, manufacturers, and major OEMs such as Jaguar, Nissan, and Peugeot. Through this collaboration, he helped supply chain companies achieve internationally recognised quality standards and improve competitiveness, with the work piloting national programmes such as Accelerate.

The long-term impact was significant. A senior Jaguar Land Rover (JLR) official recently noted that the strength and quality of the local supplier base was a principal attraction in Tata’s acquisition of JLR, reflecting the enduring value of the foundations Sarabjeet helped build.

 

Creative Industries

As part of the competitiveness element of the Economic Strategy the emerging growth sectors were what are now known as the Creative Industries. Then very embryonic they had little support and were seen as not bankable.

They were targeted for support but required specific finance interventions. In partnership with the Arts Council, the EU the Creative Advantage Fund was set up to provide patient finance in the form of equity to businesses with growth potential.

Its success led to a Regional Fund to be set which received significant support from the then Regional Development Agency.  

Other notable roles include:

  • Coventry Common Purpose Advisory Group (2001-2006)
  • Director, Belgrade Ventures Ltd (2002-2009)
  • The Prince's Trust Area Board - Coventry & Warwickshire (2002-2009)
  • The Prince's Trust Regional Council - West Midlands (2003-2009)
  • Governor, Coventry University (2003-2006)
  • Director, Creative Advantage Fund & Advantage Creative Fund Ltd (Ongoing)
  • Chair, Regeneration Sub Board, West Midlands Minority Ethnic Business Forum (2006-2011)

Through these roles, Sarabjeet has demonstrated his unwavering commitment to driving business growth, promoting social inclusion, and empowering communities.

 

Community led Economic Development

He led the development of community based initiatives to address economic exclusion for example Employment Resource Centres working locally to help the unemployed seek training and work. These delivered better outcomes than government led Job Centres especially in relation to ethnic minority groups. These grew from 9 to in excess of 20 and also resulted in the organisational capacity delivering wider community services such as elderly care clubs, women's groups delivering gender sensitive provision.

The Credit Union Development was supported to grow from 11 credit Unions to 23 with a membership of 11,000 and an asset base in excess of £5m.

These initiatives' were networked and supported to develop capacity so as to  assist the development of the sector and lobby for their own resource and funding opportunities.

This moment marked the close of one chapter and the beginning of another.

Recognised by colleagues, partners, and the wider business community, Sarabjeet’s contribution to economic development—particularly in supporting diverse and growing enterprises—left a lasting impact across the region.

His work did not simply shape programmes and partnerships; it strengthened communities and created opportunities that continue to endure. 

A farewell—but not an end.

 

Onwards to take over as Chief Executive of Coventry Warwickshire Partnership Ltd.

In 2001, he became Chief Executive of the Coventry, Solihull & Warwickshire Partnership Ltd, a £25 million organisation with 378 staff members.

Tasked with unifying and transforming the organisation, he merged three entities into a single partnership, delivering a sub-regional economic strategy and securing significant funding for growth. Within 18 months, it achieved Investors in People and EFQM recognition.

He introduced centralised systems, strengthened leadership, and led major funding bids, working closely with government, academia, and business leaders.

It was leadership at scale.

A legacy of assisting communities and businesses continues

Since February 2016, Sarabjeet has led Styvechale Post Office as Sub-Postmaster, establishing it as a trusted and valued community hub.

This work has been recognised with a Community Service Award, marking 10 years of dedicated service through its partnership with Post Office Ltd. It reflects his enduring belief in being present, accessible, and impactful at the grassroots level—where economic development is most deeply felt.