Business

Youth unemployment has surged to its highest level in more than a decade, raising fears of a “lost generation” and intensifying expectations that the Bank of England will cut interest rates next month.

Figures from the Office for National Statistics show that in the three months to December 2025, the unemployment rate among 16 to 24-year-olds climbed to 16.1 per cent. That equates to nearly 740,000 young people out of work, an increase of around 120,000 in under a year.

In the first quarter of 2024, before the implementation of higher employer national insurance contributions and minimum wage rises, the youth unemployment rate stood at 14.2 per cent, or roughly 620,000 people.

The rise means young people account for nearly half of the total increase in unemployment across the economy over the same period, despite representing just 13 per cent of the working-age population.

Economists warn that while spikes in youth joblessness were seen during the 2008 financial crisis and the Covid-19 pandemic, the current rise is unusual because it has occurred without a comparable surge in unemployment among older age groups.

Peter Dixon, senior economist at the National Institute of Economic and Social Research, said younger workers were being “priced out of the market”. Louise Murphy of the Resolution Foundation noted that almost one in six young people who want to work cannot find a job.

Some analysts argue that recent fiscal policy changes have disproportionately affected entry-level employment. Increases in employer national insurance contributions and the compression of minimum wage differentials between age bands have raised labour costs for sectors such as hospitality, retail and leisure, industries that traditionally provide first jobs for school leavers and students.

Further pressure is expected in April when additional provisions of the government’s Employment Rights Act, including expanded sick pay entitlements, come into force.

Despite the deteriorating employment figures, there is a positive element within the data: economic inactivity among young people has returned close to pre-pandemic levels, suggesting more are seeking work. However, many are struggling to secure positions.

The softening labour market has reinforced expectations that policymakers will move to support growth. Financial markets are increasingly confident that the Bank of England will cut its base rate from 3.75 per cent to 3.5 per cent when its monetary policy committee meets on 19 March.

Analysts at Bank of America said the rise in unemployment and easing wage growth “keeps us comfortable with our base case of a March cut”, while ING economist James Smith described the latest jobs report as keeping the central bank “firmly on track” for a reduction.

In its most recent forecasts, the Bank of England acknowledged that downturns in employment often emerge first among younger cohorts, warning that current trends may signal broader weakness in labour demand.

With inflation easing and growth subdued, attention now turns to whether rate cuts can help prevent the recent spike in youth unemployment from becoming entrenched.

Read more:
Youth unemployment hits 11-year high as rate cut expectations build

We sit down with James Doyle, Managing Director of Endeavour Group, a building safety consultancy and training provider supporting duty holders responsible for some of the UK’s most complex and high-risk buildings.

Based in the North West and operating nationally, Endeavour Group brings an evidence-led, engineering discipline to the built environment as regulatory scrutiny continues to increase.

With more than two decades of experience spanning offshore oil and gas, process safety and fire engineering, Doyle applies high-hazard industry methodologies to residential and commercial settings, helping organisations work through the requirements of the Building Safety Act with a clearer understanding of their responsibilities.

His team works with clients to strengthen building safety through intrusive assessments, safety case support and accredited training. As an approved ProQual training centre since 2018, the business delivers nationally recognised qualifications across fire safety, passive fire protection and health and safety, and is currently launching three new Fire Risk Assessment qualifications at Levels 3, 4 and 5.

Alongside its UK work, Endeavour has delivered UK-standard training internationally through remote delivery for several years. More recently, this has developed into direct conversations with overseas organisations, including engagement in Dubai, who are seeking to better understand how competence, evidence and decision making translate into live, occupied buildings.

In this interview, Doyle discusses the challenges duty holders face under the Building Safety Act, why evidential rigour matters, and the principles guiding decision making in a sector where the stakes are high.

What is the main problem you solve for your customers?

The single biggest issue our clients face is a lack of reliable information at a time when the expectations placed on duty holders have never been higher.

The Building Safety Act has transformed the regulatory landscape, yet many assessments across the UK are still carried out through visual surveys or templated reports that do not meet the level of evidence the legislation requires. That gap creates legal, financial and operational risk.

At Endeavour Group, our role is to give clients a clear picture. We carry out intrusive compartmentation surveys, fire risk assessments, building risk reviews, safety case reports, resident engagement support, remedial action planning and ongoing compliance management, all underpinned by photographic evidence, technical justification and structured reasoning. Every finding is linked back to fire strategy intent and the statutory definition of a relevant defect so there is no ambiguity about what the issue is or why it matters.

Through our partnership with Riskflag, we also support clients with a digital golden thread that organises their evidence, actions and decision making in an auditable way. When people work with us, they gain confidence and a route to compliance.

What made you start your business?

Endeavour Group began in 2018 after I moved from more than two decades working in offshore oil and gas, process safety and fire engineering. In high-hazard environments, assessment quality, intrusiveness and evidential strength are not optional. You learn very quickly that reassurance means nothing if it is not supported by facts.

When I stepped further into the built environment, I could see an increasing gap between what the legislation would ultimately demand and what was being delivered on the ground. Many reports were non-intrusive. Many conclusions were based on assumptions rather than evidence. Organisations responsible for buildings were making important decisions without the technical understanding to identify risk properly.

I created Endeavour because the sector needed a consultancy that applied engineering discipline, communicated clearly and delivered assessments that could stand up to legal and regulatory challenge. What began as a specialist consultancy has grown into a national capability supporting high-rise residential, supported living, student accommodation, retail, commercial, education and transport.

What are your brand values?

For us, competence, clarity and integrity are not marketing terms. They are the foundations of how we work.

Competence means having the technical depth to interpret fire strategy, identify relevant defects, challenge assumptions and build evidence that supports decisive action. Clarity means presenting findings in a way that duty holders, residents and regulators can understand without ambiguity. Integrity means reporting what the evidence shows rather than what people hope to hear.

These values guide how we approach every survey, every safety case and every piece of advice we give.

Do your values define your decision making process?

Yes, completely. We always ask ourselves: would this stand up to regulatory, legal or third-party scrutiny? If the answer is no, we refine it.

Through years of working with the regulator we understand their role in asking the ‘what if’ question, and we ensure that our reports comprehensively satisfy this requirement with appropriate mitigation. We test our findings and their failure modes adapted from offshore safety case methodology, which ensures every conclusion is traced back to justification.

The same standard applies to our training centre, where evidential discipline underpins everything we deliver.

Is team culture integral to your business?

It is essential. Our team is our strength.

The work we do spans high-rise residential, student living, supported living, care environments, commercial and educational settings. Each brings its own challenges, and our ability to deliver depends on a culture built on openness, technical curiosity and shared accountability.

That collaborative approach also supports our international conversations, where the emphasis is on sharing experience and understanding how similar challenges are managed in different operating environments.

In terms of your messaging, do you communicate clearly with your audience?

Clarity is central to everything we do. Building safety is technical, but communication should not be.

Our reports explain the issue, the evidence, the risk and the action required in straightforward language. We avoid jargon and prioritise giving duty holders information they can use immediately. The same approach shapes our training, where real-world examples help learners understand how legislation applies in practice.

What is your attitude to competitors?

There are organisations in the sector that deliver excellent work, but there is still significant variation in standards.

We regularly see surveys that lack intrusive inspection or fail to link findings back to the definition of a relevant defect. These reports may reassure people in the moment, but they do not provide the level of evidence required under the Act.

What we do is driven by quality, not comparison. We know our methodology is robust because our evidence has already changed outcomes, including cases where developers have accepted responsibility for defects once they reviewed our findings. Strong evidence drives accountability.

What advice would you give to anyone starting a business?

Focus on building deep expertise and do not compromise your standards. Consistency, honesty and high-quality work are far more valuable than volume.

Surround yourself with people who share your approach and invest in their development. If you concentrate on doing things properly, reputation and growth will follow naturally.

What three things do you hope to have in place within the next twelve months?

First, the full launch of our Building Safety Masterclass to help duty holders understand relevant defects, liability pathways and evidential requirements under the Act.

Secondly, increasing the portfolio of higher-risk buildings being managed and achieving successful Building Assessment Certificate approvals.

And third, continuing to explore international conversations, including recent engagement in Dubai, where organisations operating complex, occupied buildings are asking similar questions around competence, accountability and how UK-standard training and assessment translate into real-world decision making.

Read more:
Getting To Know You: James Doyle, Managing Director of Endeavour Group

Nearly nine in 10 higher-risk pension funds have failed to match the performance of the FTSE 100 over the past five years, according to new analysis that raises fresh concerns about retirement outcomes for millions of savers.

Research by Investing Insiders examined almost 13,000 personal and workplace pension funds holding more than £1tn in assets between December 31, 2020 and December 31, 2025. Funds in the medium-high and high-risk categories were benchmarked against the FTSE 100 over the same period.

The FTSE 100 delivered cumulative returns of 84.67 per cent over five years, turning £20,000 into £36,934 and £50,000 into £92,335.

By contrast, 89 per cent of pension funds in the higher-risk categories underperformed that benchmark. Of 7,370 funds analysed at these risk levels, 6,540 failed to keep pace with the index.

The worst-performing fund in the study, Zurich Assurance’s Zurich JPM Emerging Europe Equity Pn ZP GTR in GB, lost 98.59 per cent of its value over five years. A £50,000 investment in that fund would now be worth just £705 — more than £91,000 less than if the same sum had tracked the FTSE 100.

Other underperformers included funds linked to the collapsed Woodford Equity Income strategy and several UK property-focused vehicles, many of which suffered heavy losses during periods of market stress.

All of the 10 worst-performing funds were categorised as high risk, and 87.6 per cent of the 1,418 funds in that bracket failed to beat the benchmark.

In contrast, the best-performing fund in the study — Aviva Life & Pensions UK’s Aviva Pen Ninety One Global Gold Pn S6 GTR in GB — delivered returns of 180.28 per cent over five years, growing £50,000 to £140,140.

Investing Insiders estimates that the gap between the best and worst performers could equate to a difference of £139,000 on a £50,000 contribution over the same period.

Antonia Medlicott, founder of Investing Insiders, described the findings as alarming. “Some funds in the same risk category are almost tripling investments, while others are wiping out value,” she said. “Savers often assume their pensions are steadily progressing, but performance can vary dramatically.”

She argued that greater transparency is needed from providers, particularly when funds underperform benchmarks for sustained periods. She also urged individuals to take a more active role in reviewing their pension allocations.

While the FTSE 100 is a widely recognised benchmark, pension portfolios are typically diversified across global equities, bonds and alternative assets. As such, some fund managers argue that direct comparison with a single UK index may not fully reflect investment strategy.

Nevertheless, the scale of underperformance highlighted in the report underscores the impact of asset allocation, fund selection and risk profile on long-term retirement savings.

With retirement outcomes increasingly dependent on defined-contribution schemes, the findings add weight to calls for better default fund design and clearer communication to help savers avoid significant shortfalls in later life.

Read more:
Nine in 10 high-risk pension funds fail to beat FTSE 100 over five years

The owners of Virgin Media O2 have agreed a £2bn takeover of challenger fibre network Netomnia, marking a significant step towards consolidation in Britain’s crowded broadband market.

Liberty Global and Telefónica, alongside InfraVia Capital through their Nexfibre joint venture, will acquire Netomnia, currently the UK’s second-largest alternative network provider.

The deal will expand Nexfibre’s footprint to around 8 million households by the end of next year. Combined with Virgin Media O2’s existing infrastructure, the enlarged network will cover approximately 20 million premises and serve about 6.2 million customers.

That scale brings it close to Openreach, the network arm of BT Group, which has passed just over 21 million premises with full fibre.

Shares in BT fell 2.5 per cent following news of the acquisition.

Founded in 2019, Netomnia is one of dozens of “altnets” that emerged to challenge the dominance of Openreach and Virgin Media O2. However, many smaller fibre operators have paused expansion amid higher borrowing costs and weaker-than-expected customer take-up.

Rajiv Datta, chief executive of Nexfibre, said the enlarged group would offer greater scale to wholesale partners, including Sky, which recently began using CityFibre’s network in addition to Openreach.

The transaction saw Virgin Media O2 beat CityFibre, backed by Goldman Sachs, which has previously positioned itself as a natural consolidator of the fragmented sector.

Simon Holden, chief executive of CityFibre, criticised the move, warning it risked recreating an “ineffective duopoly” between BT and Virgin Media O2 and calling on the Competition and Markets Authority to scrutinise the overlap.

The acquisition will be financed with £850m in equity from InfraVia and £150m from Liberty Global and Telefónica, alongside a £2.7bn debt facility to fund both the purchase and further network expansion.

The deal comes as Virgin Media O2 continues to face customer losses, shedding 18,000 broadband subscribers and 165,000 mobile customers in the latest quarter.

Separately, Liberty Global has agreed to pay €1bn to Vodafone for its 50 per cent stake in VodafoneZiggo, the Dutch joint venture. Liberty plans to merge VodafoneZiggo with its Belgian unit Telenet and spin off the combined entity, Ziggo Group, via a listing in Amsterdam next year.

The Netomnia acquisition signals that consolidation in the UK fibre market, long expected as funding tightens and competition intensifies, is now gathering pace, potentially reshaping the balance of power in Britain’s broadband industry.

Read more:
Virgin Media O2 owners strike £2bn deal for Netomnia in fibre consolidation push

Small businesses are bracing for what they describe as an “unprecedented cost crunch” in April, with more than a third warning they may shut down or scale back operations as a raft of higher expenses take effect.

The Federation of Small Businesses (FSB) has written to Rachel Reeves warning that the cumulative impact of rising energy bills, business rates, higher employment costs and changes to statutory sick pay risks undermining economic growth.

A survey by the FSB found that 35 per cent of small firms plan either to close or reduce output over the coming year in response to increased energy standing charges, a rise in the national living wage and higher dividend tax rates.

Tina McKenzie, the FSB’s policy and advocacy chair, said the burden of new costs would directly affect firms’ ability to invest. “Running a small business is about to get a lot more expensive,” she wrote. “If profits are squeezed by government policy, businesses cannot grow.”

The FSB estimates that an employer with nine staff paid at the national living wage will see annual employment costs increase by £25,850 between January and April 2026, a 12.9 per cent jump.

It also calculates that a typical small shop or restaurant will see business rates rise from £4,790 to £5,590 this year, while changes to dividend tax, a common way for owner-managers to draw income, will cost an additional £578 annually on earnings of £50,000.

The removal of the lower earnings limit for statutory sick pay is expected to add further pressure. The FSB estimates the change will cost a nine-employee firm around £990 a year.

Jane Wiest, who runs Initially London, a retailer specialising in monogrammed products, said improving sales had been overshadowed by higher taxes and operating costs.

“We had a strong January, but then these taxes started to hit,” she said. “You’re trying to work out how the money coming in will cover the expenses going out. It makes it hard to hire or invest because you’re carrying this constant burden.”

Sarah Curtis, who operates a historic boatyard in Ipswich, said rising wages and utility bills were making recruitment increasingly difficult.

“There are so many small increases, utilities, wages, rates, and they all add up,” she said. “Small businesses are very reluctant to take on anyone new.”

The FSB argues that the combined effect of cost increases risks deterring hiring and curtailing expansion plans at a time when policymakers are seeking to boost economic growth.

While ministers have defended the measures as necessary to improve worker protections and fund public services, business leaders warn that smaller firms, often operating on tighter margins and with limited access to affordable finance, are particularly exposed.

With April approaching, small employers say they face a stark choice: absorb higher costs, raise prices or pull back on activity, each with potential consequences for jobs and local economies.

Read more:
Small businesses warn of April ‘perfect storm’ as costs surge

Digital transformation has altered almost every aspect of modern business, and tax is no exception. Across the UK, businesses must now adopt digital record-keeping and reporting practices.

While this was previously optional, it is now mandatory. For founders, this represents a structural change that’s likely to influence financial processes, digital infrastructure, decision-making, and long-term planning, among other areas.

Why Digital Tax Rules Should Be on Every Founder’s Radar

From 6th April 2026, digital tax systems will become a mandatory part of the standard business infrastructure. The ultimate aim of this modernisation is to boost accuracy and transparency across the UK tax system, but for businesses, it means implementing stringent digital financial compliance systems and processes (if you haven’t already).

As such, founders can no longer treat compliance as something that they simply hand over to an accountant. The shift toward digital record-keeping involves quarterly rather than annual reporting, which in turn means that underlying data must be closely and consistently tracked through business systems in real time (or near real time). You can no longer rely on end-of-year reconciliation to clear all financial loose ends; they need to be tracked and addressed immediately.

Founders should be aware that non-compliance with these new digital record requirements and submission obligations will, at best, lead to administrative disruption and, at worst, result in financial penalties or even a fraud investigation. For example, organisations that fail to maintain appropriate digital records or meet reporting deadlines are likely to face daily fines until the deadlines are met.

A Founder-Friendly Overview of Digital Tax in the UK

Let’s start with a founder-focused overview of the new MTD system:

What HMRC means by digital record-keeping and reporting

When they refer to ‘digital record-keeping and reporting’, HMRC means creating and storing financial records using approved digital software and submitting information to it electronically. Typically, a digital financial record uses electronic systems to capture income and expense details, such as amounts, dates sent/received, transaction categories, and more.

For VAT-registered entities, digital records should also include core information like identification data and VAT account records. Just as you would with analogue financial records, you will need to preserve these records digitally for several years in order to maintain an audit trail.

One very important aspect of MTD is digital linking. It is no longer sufficient to manually copy data from platform to platform. Instead, platforms should communicate with one another and link seamlessly for data sharing. This automated connection and data transfer ultimately benefits everyone involved by improving consistency and reducing the risk of human error.

Which businesses are affected

From April 2026, all businesses (including unincorporated businesses) and landlords with income exceeding £50,000 PA will be required to comply with digital record-keeping requirements. The income thresholds are set to get progressively lower over subsequent years. As such, even founders whose businesses don’t currently meet the threshold should start preparing and aligning their processes for Making Tax Digital.

How Digital Tax Rules Impact Day-to-Day Business Operations

Digital tax rules are likely to impact day-to-day business operations in a variety of ways:

Changes to internal finance processes

Businesses will feel immediate effects on internal finance processes once the digital rules come into force. For a start, finance teams will need to ensure that all records are captured in a structured digital format from the outset. This includes transaction categorisation, system integration, installation and maintenance of compatible software environments, and more.

Similarly, reporting cycles and processes will have to shift from retrospective compilation and analysis to continuous monitoring. Teams must start treating financial data as a live operational asset rather than as a once-yearly obligation.

The knock-on effects for cash flow and forecasting

Digital reporting also brings indirect advantages and pressures. For example, real-time financial visibility should enable more accurate forecasting and tax estimation, helping founders anticipate liabilities earlier. Similarly, software environments often display projected tax positions based on current records, which can significantly improve planning capacity.

At the same time, increased reporting frequency can expose gaps in data quality and process discipline that might otherwise go unnoticed. This can create friction in the short term as teams work to plug gaps and fix issues, but it will ultimately lead to smoother, more accurate financial workflows.

Common Mistakes Founders Make When Preparing for Digital Tax

Here are some common mistakes to be aware of and to avoid when preparing for digital tax:

Treating digital tax as a last-minute project

If you possibly can, treat tax as an ongoing process. Leaving things until deadlines are looming has always been a bad idea – but with the new quarterly reporting schedule, it could plunge you into a continuous cycle of chasing your tax backlog.

Remember that your staff will likely need training on the new system, and some processes will need to be redesigned. As such, start preparing as early as possible to avoid delays when the first reporting deadlines arise.

Over-relying on spreadsheets and manual workarounds

Spreadsheets are useful analytical tools, but on their own, they often fail to meet integration and compliance requirements. For example, if you are relying on manually transferring data from spreadsheet to platform to spreadsheet, etc., you’re at risk of submission errors or compatibility issues.

How Founders Can Prepare Their Business in Practical Terms

Let’s take a look at some practical ways business founders can prepare for MTD:

Reviewing existing finance systems and processes

Start by evaluating your existing systems and processes. Assess exactly how financial data enters your organisation, how it is processed, and whether or not your systems support digital linking and structured record retention.

Ideally, use this review as an opportunity to think about software compatibility, staff capability, and documentation practices. Identifying weaknesses early will save you from costly retrofitting later.

Choosing tools that support compliance and growth

The right tools can make a huge difference to your MTD preparation and ongoing financial processes. Look for Making Tax Digital software that aligns with HMRC requirements and allows businesses to maintain records, automate submissions, and integrate accounting workflows.

Working More Effectively With Accountants and Advisors

Accountants and advisors can play a more efficient, more proactive role in a post-MTD world. Here’s how:

Why digital records improve collaboration

Digital systems boost visibility between founders and advisors. For example, if they have the right access and permissions, accountants can access structured data directly. This makes things a lot more efficient and means that no time (or accuracy) is wasted with manual transfers.

This kind of speed and transparency ultimately promotes efficiency, shortens reporting cycles, and supports higher-quality decision support.

Shifting accountants from compliance to strategy

When routine compliance is streamlined with digital tools, professional advisors can focus more on planning and optimisation. This means more time spent working on things like strategic insight on tax positioning, cash flow management, and investment decisions.

Preparing Early as a Competitive Advantage

Early adoption of digital tax processes will reduce operational disruption and position your business to realise the benefits of MTD sooner. For example, the earlier you go digital, the earlier you can benefit from clearer financial oversight and more efficient reporting structures.

Digital readiness also signals organisational maturity. Investors, lenders, and partners frequently view structured data governance as evidence of reliable management capability. This reputational factor can influence your access to funding and boost your credibility in potential partnership situations.

Building a Business That’s Ready for the Future

Digital tax rules aren’t an isolated compliance exercise – they represent a broader shift toward data-centric governance in the UK. As such, founders who treat the transition as an opportunity to refine financial infrastructure will derive greater long-term value than those who focus solely on regulatory adherence.

Embedding digital record discipline, selecting integrated tools, and collaborating strategically with advisors will lay the foundation for scalability and resilience. By approaching preparation as part of organisational development, founders can position their businesses to operate confidently within evolving regulatory and technological environments.

Read more:
What Founders Need to Know About Preparing Their Business for Digital Tax Rules

Securing your business premises is a key step in protecting your investment and ensuring the safety of your staff, assets, and customers. In today’s world, security threats can take many forms, such as break-ins and data breaches.

Luckily, there are many effective ways to improve your security and give you peace of mind. Understanding the importance of a secure environment can help you take steps to protect what you’ve built.

Here are some effective security strategies for your business.

Physical Barriers

Investing in strong physical barriers is a simple but effective way to protect your business. This includes using quality doors and windows that are hard to break into. Steel doors, reinforced glass, and sturdy locks can make a big difference. Always choose materials that resist tampering and damage, as these act as strong deterrents to intruders.

Don’t forget about landscaping. Keep the plants around your building well-maintained. Overgrown shrubs and trees can hide potential intruders. A tidy landscape not only improves your property’s look but also makes it safer.

Commercial Security Services

Working with commercial security services can strengthen your overall security plan. These experts assess risks and create customized solutions for your business. By hiring professionals, you gain access to advanced security technology and training for your staff.

These services can help in emergencies and give you peace of mind, knowing that specialists are handling potential threats. Their expertise can help create a more organized security approach that effectively reduces vulnerabilities.

Cybersecurity Measures

In today’s digital world, protecting against cyber threats is just as important as physical security. Strong cybersecurity measures help safeguard sensitive data and protect your business from online attacks. Use firewalls, encryption, and antivirus software to prevent breaches.

Keep your software up to date, as older systems can be easy targets for hackers. Also, train your employees on safe internet practices, like identifying phishing attempts and avoiding suspicious links.

Adequate Lighting

Good lighting is vital for securing your business. Install bright lights around the outside, especially in dark or hidden areas. Motion-sensor lights can alert you and scare off trespassers since unexpected lights can raise suspicion.

Inside, proper lighting improves visibility and makes your business more inviting for customers and employees. Bright areas are safer because all spots are easy to see. Regularly check and maintain the lighting to ensure it works well; a burnt-out bulb can create dark areas that criminals may target.

CCTV Cameras

CCTV cameras are a common and effective security measure. These systems allow you to monitor your premises in real-time and provide evidence if something happens. Place cameras at key locations, such as entrances, loading areas, and blind spots, to ensure good coverage.

Modern cameras often include features such as remote access and high-definition recording, helping you monitor your business effectively. Just having visible cameras can deter crime, as many would-be intruders are less likely to act if they know they are being watched.

Access Control Systems

Using access control systems is a smart way to manage who enters your business and when. These include keycards, fingerprint readers, or mobile access that allow only authorized personnel into specific areas. By restricting access to key areas of your premises, you protect valuable information and assets from unauthorized individuals.

Electronic access control also makes it easier to track who comes and goes, providing important data for security checks or investigations. This technology lets you respond quickly to any suspicious activity, helping to keep your employees and resources safe.

Alarm Systems

A good alarm system is a smart way to protect your business. These systems can detect unauthorized entry and alert you or the police. Look for alarms that offer 24/7 monitoring to keep a close watch on your property at all times.

Today’s alarm systems can connect to your mobile device, sending you instant alerts wherever you are. Knowing that your property is monitored around the clock gives you peace of mind, even if you’re not on-site.

Insurance Coverage

Having good insurance is essential for your business. It protects you from various risks, such as theft, property damage, and liability claims. While insurance can’t prevent problems, it helps you recover faster after an incident.

Regularly review your insurance policy and update your coverage when needed. Knowing what your policy covers keeps you protected and allows you to focus on running your business.

Employee Training

Your employees play a key role in your business’s security. Training them to spot suspicious activities and respond correctly can boost your safety efforts. Hold regular security drills and share best practices to create a culture of awareness.

Encourage employees to communicate openly so they feel comfortable reporting concerns. A well-informed team adds another layer of protection, making it harder for threats to go unnoticed.

Regular Security Audits

Regular security audits help identify weaknesses in your security system. Bringing in a professional to evaluate your setup can highlight outdated protocols, ineffective access points, or gaps in surveillance.

By addressing these weaknesses, you can create a safer environment that adapts to new threats. Regular audits improve security and build confidence among your staff and customers.

A solid security plan for your business combines different strategies that work together. By layering these methods, you create multiple defences that enhance safety and protect your investment.

Read more:
10 Different Ways to Secure Your Business Premises

The way charities fundraise is evolving faster than ever. Shifts in technology, donor expectations, and global challenges are reshaping how people give and why.

Traditional methods like street collections and gala dinners still have a place, but the future of fundraising will be more digital, more personalised, and more participatory than anything that came before it.

To stay relevant and resilient, charities must embrace new models that build deeper relationships, leverage innovation, and meet supporters where they already are.

Community Powered Digital Fundraising

Peer to peer fundraising will continue to grow, but with a sharper focus on community rather than one off campaigns. Supporters increasingly want to fundraise with friends, not just for causes.

Future platforms will make it easier for donors to:

Launch micro-campaigns in seconds
Set up recurring group challenges
Share progress transparently across social and messaging apps

Instead of relying on a few major events each year, charities can empower thousands of supporters to run small, continuous fundraising efforts that collectively make a big impact.

Subscription Giving and Membership Models

The “Netflix effect” is influencing charitable giving. More donors prefer predictable, low-effort monthly contributions rather than large, sporadic donations.

Forward thinking charities are reframing regular giving as membership:

Exclusive updates and behind the scenes access
Opportunities to vote on funding priorities
Digital badges, recognition, or impact reports

This model creates financial stability for charities while strengthening donor loyalty and emotional investment.

Data Driven Personalisation

As donors become more selective, generic fundraising appeals will lose effectiveness. The future lies in personalisation powered by ethical data use.

Charities will increasingly tailor:

Messaging based on donor interests and history
Donation amounts suggested by giving patterns
Impact stories aligned with individual motivations

When supporters feel understood and valued as individuals not just wallets they are far more likely to give again.

Fundraising Platforms as Ecosystems, Not Just Tools

Future fundraising platforms will move beyond being simple donation pages and become full ecosystems that support long term engagement. Rather than one size fits all solutions, platforms will increasingly cater to specific causes, regions, and donor behaviours.

Key shifts we’re likely to see include:

All in one donation platforms combining events, peer to peer campaigns, volunteering, and impact reporting in one place
Platform native communities, where supporters can interact, collaborate, and fundraise together year round
AI assisted optimisation, helping charities test messaging, timing, and suggested donation amounts in real time
Greater accessibility, with multilingual support, mobile first design, and local payment options to reach global audiences

We’ll also see more ethical competition among platforms, with transparency around fees, data use, and carbon impact becoming differentiators. For smaller charities in particular, the right platform will act less like a vendor and more like a strategic partner lowering technical barriers and allowing teams to focus on mission rather than infrastructure.

As donor expectations rise, fundraising platforms that prioritise trust, usability, and community building will play a central role in shaping how charities raise money in the future.

 

Corporate Partnerships with Shared Value

Corporate fundraising is shifting from simple sponsorships to long term, mission aligned partnerships. Companies are under growing pressure to demonstrate social responsibility, and charities can play a central role in that story.

Future collaborations may include:

Employee led fundraising and volunteering programs
Cause linked products where a percentage of sales is donated
Joint impact reporting that benefits both brand trust and transparency

The most successful partnerships will feel authentic, not transactional.

Immersive Storytelling Through Technology

Virtual and augmented reality will transform how charities tell their stories. Instead of reading about impact, donors will be able to experience it.

Imagine:

Virtual tours of project sites
Interactive simulations showing how donations create change
Live streamed field updates with real time Q&A

These immersive experiences create empathy, urgency, and trust key drivers of future fundraising success.

Fundraising Through Everyday Actions

In the future, donating won’t always feel like donating. Charities are exploring ways to embed giving into daily life.

Examples include:

Rounding up purchases for charity
Donating data, skills, or computing power instead of money
Passive fundraising through apps, browsers, or loyalty programs

This approach lowers the barrier to entry and brings in supporters who might never respond to a traditional appeal.

Co Creation With Beneficiaries

One of the most powerful future shifts is who gets to shape fundraising narratives. Increasingly, charities are involving beneficiaries directly in campaigns.

This can mean:

First person storytelling
Beneficiaries helping design projects and goals
Shared decision making on how funds are allocated

This model not only improves authenticity but also challenges outdated power dynamics in the sector.

Looking Ahead

The future of charitable fundraising is not about chasing every new trend it’s about building trust, relevance, and community in a fast changing world. Charities that listen closely to supporters, experiment thoughtfully with technology, and stay rooted in their mission will be best positioned to thrive.

Fundraising is no longer just about asking for money. It’s about inviting people to belong, participate, and help shape a better future together.

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The Future of Fundraising: How will Charities Continue to Raise Money?

You ever meet a business owner who says, “We’re fine, all our sales come from one platform,” and your stomach tightens a little? Not because they’re wrong today. But because you’ve seen how fast “fine” can flip.

Here’s the thing: single-channel success feels efficient right up until it becomes fragile. One algorithm tweak. One policy change. One shipping disruption. And suddenly revenue isn’t dipping — it’s gasping.

I’ve watched perfectly healthy SMEs wobble because their entire pipeline ran through one door. Diversification used to be a growth strategy. Now it’s resilience strategy.

The Hidden Fragility Of Single-Channel Success

A lot of founders mistake stability for safety. Sales look consistent. Costs are predictable. The platform works. Why complicate it?

But single-channel businesses are structurally exposed. If 80% of your revenue flows from one marketplace, ad platform, or distributor, you’re effectively renting your business model. And landlords change terms.

We’ve seen it repeatedly. Algorithm shifts that bury organic reach overnight. Commissions increase that eat margin without warning. Policy enforcement that locks accounts for weeks while support tickets disappear into black holes.

And the tricky part is that none of this is malicious. Platforms optimize for their ecosystem, not your balance sheet. SMEs caught in the middle feel it first.

Take a hypothetical example. A retailer driving 90% of sales through one marketplace sees a category rule change. Their product suddenly needs new compliance documentation. Sales pause for 30 days. That’s not an inconvenience. That’s payroll risk.

Diversification Isn’t Growth, It’s Insurance

Let’s be real: most founders don’t diversify because they’re bored. They diversify because concentration risk is terrifying once you see it clearly.

Multi-channel presence spreads exposure. When one stream slows, others stabilize cash flow. It’s not about chasing every shiny platform. It’s about building redundancy into your revenue system.

I’ve seen brands triple their engagement by layering channels intelligently instead of doubling down on one. Direct site, marketplace presence, wholesale relationships, social commerce — each behaves differently under pressure.

What’s interesting is the geographic side effect. Different channels reach different regions and demographics.

A downturn in one market doesn’t hit every stream equally. That diversification softens economic shocks in ways spreadsheets rarely predict upfront.

It depends on your category, of course. Physical goods behave differently from digital services. But concentration risk exists everywhere.

Growth Gets Messy Before It Gets Stable

Nobody tells founders this part loudly enough: multi-channel expansion is operationally awkward at first. Inventory coordination gets complicated.

Pricing parity becomes a puzzle. Manual processes start cracking under volume. And that friction scares people back into simplicity.

But the complexity isn’t a sign diversification is wrong. It’s a signal your systems need to evolve. Early-stage SMEs often run on heroic manual effort. Founders patch gaps personally. That works at one channel. It collapses at three.

You know what works? Treating operations like infrastructure, not an afterthought. Standardized processes. Shared data layers. Clear inventory logic. Once the backbone exists, adding channels stops feeling chaotic.

The tricky part is timing. Invest too early, and you overspend. Invest too late and growth chokes. Most resilient businesses upgrade systems right as pain appears, not years after.

Automation Is The Quiet Growth Engine

There’s a romantic myth about scrappy founders doing everything by hand. And sure, hustle matters early. But sustainable scale runs on automation.

Streamlined stock management prevents overselling. Automated order routing reduces human error. Integrated reporting replaces spreadsheet archaeology at midnight. Administrative overhead shrinks while output grows.

On top of that, automation gives founders back cognitive space. Instead of chasing logistics fires, they focus on strategy. Product expansion. Partnerships. Brand positioning. The work that actually compounds.

I’ve watched teams cut operational hours by 40% just by connecting systems properly. Same revenue. Less chaos. Higher margins because mistakes dropped.

And mistakes are expensive. Duplicate shipments. Missed invoices. Pricing inconsistencies. They look small individually. Together, they bleed profit invisibly.

Data Stops Being Noise And Starts Being Guidance

Multi-channel businesses generate more data than single-channel ones. At first, that feels overwhelming. Dashboards multiply. Metrics compete. Signals blur.

But when integrated properly, that data becomes a strategic asset.

Cross-channel performance reveals demand patterns you’d never see in isolation. One platform might spike on weekends. Another might peak midweek. Combined, they stabilize production forecasting.

What’s interesting is how margin optimization emerges from comparison. You spot where logistics costs creep. Which channel tolerates premium pricing? Where discounts actually drive volume versus cannibalize profit.

Smarter forecasting follows naturally. Inventory aligns with real behavior instead of guesswork. Cash flow smooths. Risk shrinks.

And yes, analytics takes discipline. Bad data pipelines create false confidence. But good data turns diversification into a measurable advantage instead of a juggling act.

Resilience Is Built Before Disruption Arrives

Economic shocks don’t announce themselves politely. Supply chain interruptions. Currency swings. Platform crackdowns. Consumer behavior shifts. They land suddenly.

Diversified SMEs absorb those shocks differently. Revenue doesn’t vanish all at once. It redistributes. Adaptive businesses pivot faster because their infrastructure already supports multiple pathways.

That’s the real competitive edge. Not just survival, but optionality.

Adaptive models let you test emerging channels without betting the company. Infrastructure becomes a buffer, not a bottleneck. When markets change — and they always do — diversified businesses adjust instead of freezing.

But here’s the nuance: diversification isn’t about chasing every trend. It’s intentional expansion aligned with capacity.

Too many channels without operational maturity create fragility of a different kind. Balance matters. Depth and breadth grow together.

The Uncomfortable Truth Founders Eventually Accept

Resilient SMEs look less elegant than single-channel darlings. More moving parts. More systems. More decisions. From the outside, it can seem messy.

But under the surface, that complexity distributes risk. It transforms dependency into flexibility. And flexibility is what keeps businesses alive through cycles nobody can predict.

The irony is that diversification feels inefficient in calm markets. Focus wins short-term. But resilience wins in the long term. And long-term is where real businesses live.

Here’s the thing: the goal isn’t to avoid disruption. That’s impossible. The goal is to design a business that bends instead of breaks. Diversified sales channels aren’t just a growth lever anymore. They’re structural insurance for the modern SME.

Read more:
Why Diversified Sales Channels Are Now Critical for SME Resilience

In the competitive landscape of iGaming affiliate marketing, selecting the right partnership can make or break your revenue stream.

With countless platforms vying for your promotional efforts, the fundamental question becomes: which affiliate program truly maximizes your return on investment? This comprehensive analysis examines two prominent contenders in the online casino space, Wildsino Partners and the Blaze Casino Affiliate Program, to determine which platform offers superior earning potential, support infrastructure, and long-term profitability for affiliates of all experience levels.

Wildsino Partners: A Deep Dive into the Program

The Wildsino partners program has rapidly established itself as a formidable player in the affiliate marketing ecosystem. Operating on a robust revenue-sharing model, Wildsino Partners offers commission rates that scale from 25% to 45% based on net gaming revenue, creating a lucrative incentive structure for high-performing affiliates. The platform distinguishes itself through its comprehensive approach to partner support, providing dedicated account managers who actively monitor campaign performance and offer strategic guidance tailored to individual traffic sources. What sets Wildsino apart is its modern gaming portfolio that appeals to contemporary audiences, featuring cryptocurrency payment integration, live dealer experiences, and an extensive slot library powered by premier software providers.

Performance metrics reveal compelling insights about Wildsino Partners’ conversion capabilities. The platform demonstrates exceptional retention rates, with first-time depositors showing a 62% likelihood of making subsequent deposits within their first month—significantly above industry averages. The program’s sophisticated tracking infrastructure employs lifetime cookies, ensuring affiliates receive credit for every player they refer, regardless of when that player converts. Additionally, Wildsino’s aggressive welcome bonus structure and gamification elements contribute to higher player engagement, translating to improved earnings per click (EPC) for affiliates. The platform particularly excels in European and Latin American markets, where localized payment methods and currency support drive conversion rates that frequently exceed 15% for targeted traffic campaigns.

Advantages and Considerations

Advantages:

Superior commission tiers reaching 45% for top performers, incentivizing volume-driven strategies
Lifetime cookie tracking ensures comprehensive attribution across extended customer journeys
Exceptional player retention metrics translate to recurring revenue streams for affiliates
Modern gaming portfolio with cryptocurrency integration appeals to tech-savvy demographics
Dedicated account management provides strategic optimization support

Considerations:

Higher commission thresholds require substantial traffic volumes to unlock maximum rates
Geographic performance concentration means affiliates outside core markets may experience variable results
Revenue share model carries inherent variability based on player gaming outcomes

Blaze Casino Affiliate Program: Evaluating the Opportunity

The Blaze casino affiliate program presents a distinctive value proposition centered around its specialized sports betting integration and casino gaming synergy. Blaze operates on a hybrid commission model, offering affiliates the flexibility to choose between revenue share (up to 40%) and cost-per-acquisition (CPA) arrangements ranging from $100 to $300 per qualified player. This versatility proves particularly advantageous for affiliates with diverse traffic sources or those testing different promotional strategies. The program provides comprehensive marketing collateral, including professionally designed banners, landing pages optimized for mobile conversion, and real-time reporting dashboards that deliver granular insights into campaign performance across multiple dimensions.

Understanding the broader context of affiliate marketing strategies in the iGaming sector is essential for maximizing earnings potential. For additional perspectives on effective CPA marketing approaches and European affiliate program dynamics, affiliates should click here to explore complementary market insights that can inform their partnership decisions.

Strengths and Limitations

Strengths:

Flexible commission models accommodate different affiliate business strategies and risk preferences
CPA options provide immediate, predictable income with payment upon player qualification
Sports betting integration expands promotional opportunities beyond traditional casino offerings
Comprehensive marketing materials reduce creative production burden for affiliates
Real-time analytics enable agile campaign optimization and performance monitoring

Limitations:

Maximum revenue share caps at 40%, potentially limiting long-term earning potential for high-volume affiliates
CPA qualification criteria can be stringent, requiring substantial deposit thresholds
Platform brand recognition trails established competitors in certain European markets

Comprehensive Comparison: Key Performance Indicators

To facilitate a data-driven decision, the following table presents a side-by-side comparison of critical performance metrics that directly impact affiliate profitability. These benchmarks reflect real-world performance data and industry analytics, providing actionable insights for strategic partner selection.

Metric
Wildsino Partners
Blaze Casino

Commission Structure
25% – 45% Revenue Share
Up to 40% RevShare or $100-$300 CPA

Earnings Per Click (EPC)
$2.50 – $4.20 (targeted traffic)
$1.80 – $3.50 (average)

Payment Terms
Monthly, Net-30, $100 minimum
Bi-weekly/Monthly, Net-15, $50 minimum

Support & Resources
Dedicated managers, 24/7 support, custom materials
Standard support, pre-made creatives, analytics dashboard

Player Retention Rate
62% first-month repeat deposit rate
48% first-month repeat deposit rate

Geographic Strength
Europe, Latin America
Global presence, strong in Asia-Pacific

ROI Potential (6-month projection)
320% – 450%
280% – 380%

Making the Strategic Choice

When evaluating ROI potential, Wildsino Partners emerges as the superior choice for affiliates prioritizing long-term revenue maximization and sustainable growth. The combination of higher commission ceilings, exceptional player retention metrics, and superior EPC performance creates a compelling value proposition that justifies the investment. However, Blaze Casino Affiliate Program offers distinct advantages for affiliates seeking payment flexibility through CPA options or those focusing on sports betting demographics. Ultimately, the optimal selection depends on your traffic profile, geographic focus, and business model with Wildsino Partners delivering better ROI for high-volume, casino-focused affiliates, while Blaze provides a solid alternative for diversified or sports-oriented promotional strategies.

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Wildsino Partners vs Blaze Casino Affiliate Program: Which Delivers Better ROI?