Business

Artificial intelligence is transforming every aspect of business.  But the value organisations gain from it will depend less on how quickly they adopt new tools and more on whether they use AI to support long-term strategy, growth and resilience.

Across businesses, marketing teams are experimenting with content generation, HR is automating recruitment, finance is streamlining reporting and customer service is introducing AI-powered assistants. Yet this is only the beginning, with AI poised to reshape virtually every area of business.

Currently, individual initiatives may deliver efficiencies, but the organisations that will realise the greatest value from AI won’t necessarily be those adopting it the fastest, but those that manage it as a business-wide strategic transformation.

That distinction matters because many organisations are still treating AI as a collection of individual efficiency projects, rather than as a fundamental shift in how the business creates value.

Claire explains: “Most businesses are understandably in the experimentation stage with AI. As such, the predominant approach to AI adoption is tactical. But it is also often anchored in driving “efficiency”, which is usually code for cost reduction”.

Whilst there is value in experimentation and efficiency, real success will lie in taking a strategic approach to AI adoption. To ensure sustained growth and profitability, leadership teams will need to ensure that AI supports the organisation’s long-term strategy rather than becoming a collection of disconnected tools solving isolated problems.

AI won’t fix your business

While improving productivity and reducing costs is important, approaching AI solely as a cost-reduction tool can create significant challenges further down the line.

For example, businesses might risk making restructuring decisions that remove too much human intelligence from the organisation, or implementing AI solutions that optimise one department while creating inefficiencies in another. When changes are made in isolation, rather than as part of a joined-up strategy, organisations can simply shift inefficiencies from one area of the business to another instead of eliminating them.

As Claire explained: “AI isn’t going to fix your business. It’s simply going to reveal the issues that already exist.”

The starting point should never be, “What can AI do for us?” Instead, Claire believes leadership teams should begin by asking: “What are we trying to achieve as a business? Where are our biggest challenges, and where would we most like to improve?” Only once these questions are answered and clear should they ask: “How do we want to approach embracing AI in our business?”

“If you ground the conversation in how AI can unlock value, that’s a fundamentally different discussion from asking how AI can save money,” she says.

Grounding AI in a business strategy fundamentally changes the conversation. It shifts the focus away from saving money in the short term towards unlocking value over the long term.

Organisations need to operate as connected systems

Long before AI became a boardroom priority, successful organisations understood that the only way businesses can compete today is by operating as one cohesive system.

“Every department needs to be aligned around where the business is going, what it’s trying to achieve and how it’s going to get there,” says Claire.  “That need becomes even greater as AI adoption accelerates.”

Businesses that operate in functional silos today face the greatest challenge. If marketing adopts AI independently from sales, or customer service automates processes without considering operations, customers can end up receiving fragmented experiences while internal teams duplicate effort and create unnecessary complexity. The result is the exact opposite of what AI is intended to achieve.

Claire explains: “Without that systemic approach, you risk driving inefficiency into the business. You also limit your ability to innovate, grow and create long-term value.”

Rather than increasing efficiency, businesses simply create new silos where the left hand no longer knows what the right hand is doing.

Leadership teams therefore need to ask not simply how individual departments are using AI, but how every AI initiative contributes to the organisation as a whole.

“The question all leaders should be asking is ‘Are we looking at this holistically?’”

AI should support strategy, not replace it

There is understandable pressure on businesses to move quickly.

New AI platforms appear almost daily, accompanied by headlines suggesting competitors are racing ahead. “There’s a huge amount of FOMO around AI. Many leaders think everyone else has cracked it, but the reality is that very few organisations have,” says Claire

The temptation is to identify an operational problem, purchase a piece of AI software that appears to solve it and move on to the next issue. However, this tactical approach often increases complexity and cost rather than reducing it. It may also explain why MIT’s 2025 report, The GenAI Divide: State of AI in Business 2025, found that 95% of organisations were getting no measurable return from their GenAI pilots.

“Rather than allowing AI to happen to you, leaders need to decide what AI should be for their business. “Technology should follow strategy, not define it.”

Don’t outsource your intelligence

“The future isn’t AI replacing humans. It’s humans and AI working together,” says Claire.

AI provides artificial intelligence, but organisational success will still rely on applied intelligence, the experience, judgement, creativity and critical thinking that people bring. “The job is to avoid unintentionally outsourcing your intelligence to AI. Protect what makes your organisation uniquely valuable.”

This is particularly important given the reality of today’s workplace. Claire warns: “One of the biggest risks is that AI becomes a coping strategy for overwhelmed employees. They hand more and more tasks over to AI, and what disappears is judgement, evaluation and critical thinking.”

“If organisations don’t think carefully about how people adopt AI, they’ll introduce unnecessary risks around data, reputation and decision-making.”

The goal should never be replacing people with AI. It should be enabling people to work better alongside it.

Build capability for the future

AI also requires organisations to think differently about talent. “Entry-level roles shouldn’t be viewed as something you can eliminate. The real question is how you evolve those roles to support your long-term talent strategy,” says Claire.

Junior professionals still need opportunities to learn their craft. They simply have the opportunity to do so using AI from day one.

If organisations stop developing future talent because technology can perform today’s tasks, they risk creating significant capability gaps in years to come.

Strategic AI adoption therefore requires leaders to ask not only what capabilities can be automated today, but what capabilities the organisation will need tomorrow.

AI is a leadership responsibility

AI is overwhelming, and it is understandable that some leadership teams have turned to creating AI specialist roles. Whilst this sort of specialist expertise will undoubtably be valuable, leaders cannot afford to delegate responsibility for AI adoption to one person or one function.

“Leaders need to ensure they are clear on their business strategy and understand what role AI can play in fulfilling it. This alignment is crucial to ensuring the AI expertise you do bring into the business is pointed in the right direction”.

We’ve seen this before. When digital first emerged, many organisations appointed Heads of Digital. Over time, it became clear that digital could not sit in one department because it touched every aspect of the business.

AI is no different. It cannot become someone else’s responsibility. It must become part of the organisation’s DNA, with leadership teams taking collective ownership for how it is governed, adopted and embedded across the business.

“Get your house in order first. That’s how you’ll get the most value from AI specialists.”

Think beyond today

Clearly, AI has the potential to transform the workplace but it is not without its challenges or risks. If ever there was a need for leaders to consider how decisions taken today might affect the business in the future it is now.

“AI makes a stewardship mindset more important than ever. Stewardship is about protecting the long-term future of your organisation.”

Leadership teams should consider every AI decision through four interconnected lenses: protecting their brand, their people, their customers and the planet.

For example, within the current discourse around AI adoption, there is a definite lack of discussion and consideration around sustainability. Claire believes that it is a huge part of the piece. “Sustainability may not be the most fashionable part of the AI conversation right now, but consumers will eventually join the dots and the brands who have not taken a systemic approach to AI adoption, who haven’t considered how it impacts their own sustainability agenda, will be caught out.”

The organisations that succeed will protect what makes them unique while using AI to enhance, not replace, the intelligence that already exists within the business.

Above all, they will resist the temptation to chase technology for technology’s sake. AI is not a business strategy. It is a powerful enabler of one.

Leadership teams that start with strategic clarity, align every department behind shared goals and adopt AI as part of a connected organisational system will be the ones that create lasting value long after today’s AI hype has passed.

By Claire Croft, founder of executive coaching business Claire Croft Associates

For more information, visit: https://clairecroft.co.uk

Today, things change fast in the world of investing. People with a lot of money now want ways to grow what they own, but they also want to feel safe.

The way to grow your money is not just by buying stocks, bonds, or real estate anymore. Investors these days want options that feel real and add clear value to their lives, while also helping with their bigger money plans and how they want to live.

This is where Mercan Group gives you something different. The group connects investor visa programs with real-life hotels through Mercan Properties. This way, you get chances that are not like other investment plans. Instead of putting your money into things you can’t see or touch, you can put it into hotels that are running right now. These hotels are backed by world-renowned brands. You can be a part of these projects, too.

This mix of asset-backed investment and ways to get residency has made Mercan a trusted name for people who want global movement and feel good about their money in the long run.

Why Focus on Asset-Backed Investments

Investments that are backed by real things still bring in people who want to invest. These types of investments are tied to projects you can see and feel, and they are active in the real world of money. Unlike deals that are just about taking a chance, these have a base in real things that help with keeping money plans steady for a long time.

Properties works on building hotel projects. These projects help create many chances for people to invest in the company’s programs. The company sets up these places for people who travel for fun or work. At the same time, these projects let people who invest get into a big business field.

Many people like to know that their money goes into building and running real hotel places, not just money deals. This makes it easy for them to feel sure about where their money is and helps them have many ways to grow their money.

How Connects Investors to Luxury Hotel Developments

A key part of Mercan’s way of working is to connect hotel buildings with chances for investment migration. With Properties, people give money that is then used to build and run top hotels in good spots.

These projects are linked to some of the most well-known hotel brands around the world. People know them for their skill in running hotels, high quality, and being trusted everywhere. When top hotel companies work together on this, they use tried-and-true ways to manage things the right way. They also help these projects get attention from all over the world.

This way, investors can join projects that are linked to real hotels or places people stay. At the same time, they can work toward getting residency through approved investment programs.

Global Hospitality Partnerships

One thing that makes the model stand out is that it works with well-known and trusted hotel brands.

Here are some examples of hotel groups that people know all over the world:

International Hotel Brand
Industry Significance

Hilton
Global hospitality leader with extensive international presence

IHG (InterContinental Hotels Group)
Diverse portfolio of hotel brands worldwide

Marriott International
One of the world’s largest hospitality companies

Holiday Inn
Widely recognized hotel brand serving global travelers

DoubleTree by Hilton
Premium hospitality brand known for guest-focused experiences

Working with known hotel operators helps build trust in the project. It also helps make sure the hotel runs well for a long time.

How Supports Smart Wealth Diversification

Modern investors often look for ways to get many benefits from one plan. The model helps with this by offering:

Tangible Asset Exposure

Investments are tied to real hotel projects and not just ideas that you read about or see in theory.

Portfolio Diversification

The hotels and other places to stay can be a good addition to your current investments in different sectors.

Residency Opportunities

Some investment programs can help you move to another country. These can also make it easier for you to travel to other places.

Professional Development Expertise

Properties is in charge of project development. The team makes sure to focus on good quality. They also look at how well a project can work and if it will last a long time.

Global Brand Associations

Working with well-known hotel brands from around the world helps investors feel more confident about their choice.

Way Stands Out in Investment Migration

When investors look at ways to stay safe, spread out their money, and move around in the world, the interest in asset-backed investments goes up. It uses its skills in building and running hotels, along with plans for helping people move. This makes something special for people from other countries who want to invest.

By bringing together the money from investors and real luxury hotel projects, and working with big brands like Hilton, IHG, and Marriott, mercan group of companies gives people a good way to grow their money in different areas and also get chances for residency. If you want to know more about the investment options or hotel projects from Mercan.

FAQ

What is an asset-backed investment?

An asset-backed investment is based on real things like hotels or places built for real estate.

What is Mercan Properties?

Properties is a part of the company that works on building hotels. It also gives people a way to invest in these hotel projects.

Why are hotel investments attractive to investors?

They let you get into real-world things and can help you spread out what you own in different ways.

Which hotel brands are associated with Mercan projects?

Projects may have worked with big hotel names such as Hilton, IHG, and Marriott.

How does Mercan support investment migration?

It brings together good investment chances with help for people on residency and investment migration programs.

OpenAI is weighing up handing the US government a 5 per cent stake worth $43bn (£32bn) as Sam Altman moves to shore up relations with Donald Trump ahead of the ChatGPT maker’s blockbuster stock market debut.

The offer, first reported by the Financial Times, has been tabled in recent discussions with the White House as the company prepares for a $1tn flotation in New York, a listing that would rank among the largest in corporate history.

Trump has made no secret of his enthusiasm for the American taxpayer taking stakes in the leading AI developers, describing the prospect as a “beautiful thing” that would make the public rich. “There’s something very interesting about it, where it almost becomes a partnership with the American public,” he said last month. “You make them partners in this revolution. It would be a beautiful thing. It would make them rich.”

The logic behind the proposal is as much political as financial. Handing the public a direct interest in AI’s upside is seen as a way of blunting the growing backlash over the technology’s impact on jobs, a concern Altman himself has wrestled with publicly, and the relentless spread of energy-hungry data centres. Altman has previously floated the idea of a public wealth fund holding stakes in AI companies, and reports suggest he envisages rivals such as Anthropic, Google and Meta ceding similar holdings through a government vehicle.

OpenAI is currently valued at $852bn, putting a 5 per cent stake at roughly $43bn. Should the flotation hit its $1tn target, the government’s paper gain would be immediate, a point unlikely to be lost on a president who has boasted about the returns from Washington’s 10 per cent stake in Intel, taken last year at $9bn and now worth more than $60bn.

Quite where any OpenAI shares would sit remains up for debate. JD Vance, the vice-president, has said Trump favours a sovereign wealth fund, while others in the administration have suggested parking the holdings in “Trump accounts”, the investment accounts for children being established by the president. Bernie Sanders, the left-wing senator, has gone considerably further, arguing the public should own half of the AI companies outright.

The talks mark a striking shift in Washington’s posture. Having initially taken a hands-off approach to AI, the White House has become increasingly interventionist in recent months, blocking the release of Anthropic’s most powerful systems and forcing OpenAI to restrict access to its latest models, moves made against a backdrop of intensifying competition from China.

Anthropic, for its part, has proposed special taxes on the AI sector to fund a “digital dividend” for the public, a rather different route to the same political destination.

OpenAI, whose staff shared a $6.6bn payout in a secondary share sale last year, was approached for comment.

British households have taken the heaviest hit to their wealth of any advanced economy since the pandemic, a sobering benchmark for a country that once prided itself on rising prosperity.

The average Briton is now more than a fifth poorer than five years ago, according to UBS. Of the 37 countries the Swiss bank surveyed, none has seen a steeper decline.

Typical individual wealth has dropped by roughly £28,500 since 2020 once inflation is stripped out, leaving the median adult with assets of just over £95,500 last year. That makes the British marginally better off than the French, but poorer than the Dutch and the Italians, a ranking that would have seemed improbable a decade ago.

Wealth here is measured by the value of assets such as property and shares, and it has been eroded at pace after inflation surged in the wake of the pandemic and Russia’s invasion of Ukraine. Britain absorbed a worse inflation shock than most of its peers as energy costs jumped, a squeeze that continues to shape the wider picture on living standards.

A cooling housing market has deepened the slump. Remarkably, British families have fared worse over the past five years than households in Turkey, Bulgaria, Mexico and Kazakhstan.

The UBS findings underline the scale of the task facing Andy Burnham as he prepares to become the next prime minister. In his first major speech since returning to the Commons, the MP for Makerfield said this week: “We cannot go through another decade like the one we have just had. We need a new determination to raise the living standards of every person in this land.”

Separate figures from the Office for National Statistics, published on Tuesday, showed that Sir Keir Starmer had failed to deliver on his pledge to improve living standards, with families now worse off than they were before he entered Downing Street.

The UBS data show the wealth of a typical individual has tumbled by more than 23 per cent on both the mean and median measures since 2020, ground down by a spike in inflation that peaked at 11.1 per cent in October 2022.

Paul Donovan, chief economist at UBS Global Wealth Management, said: “The UK had a brief period of notably higher inflation than Europe did, and that has distorted the real numbers. You had a couple of years of quite high inflation, partly because of the various peculiarities of our energy pricing structure.”

The housing market has added to the strain. UK house prices have risen by 26 per cent since the start of 2020, according to the ONS House Price Index, but consumer prices have climbed by 32 per cent over the same stretch, meaning the real value of the money tied up in the typical home has been quietly whittled away.

Donovan added: “There is a considerable weight to real estate as a form of wealth because it is the largest asset that most people own. A change in the relative performance of your local real estate market can have a notable bearing on, in particular, the median wealth level over time.”

The fall in wealth has landed alongside incomes that have struggled to keep up with prices, a double squeeze on households. At the same time, the tax burden is set to climb to its highest level since the Second World War, driven in part by the long freeze in income tax thresholds, an issue explored in Business Matters’ coverage of Britain’s record property tax burden.

The picture is not uniformly bleak across the globe. The biggest gains came in South Korea, where average wealth rose 55 per cent, along with Russia and Croatia. Among G7 economies, the largest rise was in Japan, where median wealth climbed 51 per cent.

The data arrived as the Institute of Directors said business confidence fell again in June. Anna Leach, the group’s chief economist, said it pointed to an urgent need for ministers to back economic growth.

“Businesses need to see meaningful improvements in areas like regulatory cost, tax complexity and swiftness and consistency of government decisions to fundamentally unlock spending and get growth going,” she said.

A Treasury spokesman was more upbeat: “We have the right economic plan. Inflation is holding steady, the UK led G7 growth at the start of the year, and the IMF and OECD have both upgraded growth forecasts. Real wages have risen more in the last year than in the first ten years of the previous government.” That claim of steadier prices chimes with the latest ONS inflation reading, though for many households the damage to accumulated wealth has already been done.

Andrew Bailey has told business leaders that cutting interest rates is “off the table at the moment”, a clear signal that the Bank of England will keep the cost of borrowing on hold when its rate-setters meet at the end of the month.

The Governor said that while financial markets had spent the early part of the year betting on further reductions, the war in Iran had forced policymakers to press pause. Speaking at the European Central Bank’s annual forum in Sintra, Portugal, Mr Bailey put it bluntly: “There was an expectation that we would cut rates this year. That was off the table in March, and it’s off the table at the moment.”

For the millions of small and medium-sized firms that have spent the past 18 months waiting for cheaper credit, it is an unwelcome message. Markets now expect the Bank to sit tight on Bank Rate at 3.75 per cent for the remainder of the year, leaving overdrafts, asset finance and commercial mortgages pricier for longer.

Mr Bailey was at pains to stress that the pause is not a hawkish turn. He confirmed he had chosen not to back any increase so far this year, pointing to mounting evidence that both the economy and the jobs market are losing momentum.

“We’ve got a softening economy, so we’re seeing a softening labour market, we’re seeing some softening of activity,” he said. “We had that before the hostility broke out in the Gulf.”

That is the awkward bind facing Threadneedle Street. On the domestic evidence alone, the case for loosening policy is building. But the surge in oil and gas prices triggered by the conflict threatens to push inflation higher, and the Bank is unwilling to add fuel to that fire. By holding in March, Mr Bailey noted, the Bank had already taken “that loosening off the table”, with mortgage rates climbing by a full percentage point as a result.

The stance echoes the caution the Bank flagged earlier in the summer, when it warned of “elevated” global uncertainty after leaving rates on hold. It also chimes with the mood among firms themselves, with business confidence weakening as the Middle East conflict drags on.

The members of the Bank’s Monetary Policy Committee, who set rates, “will be looking at all the evidence again” when they convene on July 30, the Governor said. At their last meeting on June 18, they voted 7-2 in favour of holding at 3.75 per cent, a decision confirmed in the Bank’s own June monetary policy summary.

What is keeping policymakers awake is not the headline number but what economists call the second-round effects, the risk that a one-off energy spike becomes baked into wages and everyday prices. “We’re very focused on the risks of pass-through of the energy prices to indirect effects, and things like food prices and the second round effects,” Mr Bailey said. “We obviously don’t want inflation to become embedded.”

Inflation stood at 2.8 per cent in May, comfortably within touching distance of the 2 per cent target. But it is now forecast to climb back towards 4 per cent later this year as the Iran war feeds through to the cost of energy for households and firms alike. That trajectory would have been all but unthinkable in the spring, when markets were pricing in a steady procession of cuts. The shift has been dramatic enough that some analysts have gone as far as to suggest the Bank could raise rates as the oil shock from the Middle East war drives inflation fears.

There is a peculiarly British wrinkle in all this. Because the UK’s energy price cap resets only every three months, the impact of soaring wholesale gas prices on the inflation figures is delayed rather than immediate, a lag that makes the Bank’s job of reading the runes even harder.

In May, the regulator Ofgem raised the cap on annual household energy bills by £221 to £1,862 following the surge in oil and gas prices. That new price cap took effect on July 1 and runs until September 30, meaning the full inflationary hit is still working its way through the system.

For SME owners, the practical takeaway is a hard one: the cheaper borrowing many had penciled into their 2026 cash-flow plans is not coming any time soon, and rising energy costs will squeeze margins on both sides of the ledger. The 30 July decision is unlikely to bring relief. On current form, the best businesses can hope for is that the Bank does not blink the other way.

The owner of TG Jones, the business carved out of WH Smith’s old high street estate, has secured High Court approval for a sweeping restructuring that will close up to 150 shops and impose steep rent cuts across most of the stores that remain.

Modella Capital acquired the chain last year and rebranded it as TG Jones, stripped of the name it had traded under for more than two centuries after WH Smith sold its loss-making bricks-and-mortar arm to focus on travel retail. The chain currently runs 451 shops and employs 4,700 people. WH Smith’s travel outlets in railway stations and airports were not part of the deal, and the group retained the rights to the historic brand.

Less than a year on, Modella has pushed through a radical rescue plan, blaming “challenging retail conditions”. Alongside the closures, roughly 120 landlords will receive no rent for up to three years, while rents on hundreds of other shops will be cut by between 15 per cent and 75 per cent. Modella says the plan is essential to the survival of the business and that some of the savings will be reinvested in stores as part of a wider turnaround.

The High Court heard this week that the retailer was on the brink of insolvency, facing a cash shortfall of nearly £8m by the end of the week unless the deal was waved through. Tom Smith KC, for TG Jones, told the hearing the business was “highly distressed” and “running on fumes at the moment”. He said it would have run out of cash in April but for a £10m loan from Modella and the deferral of liabilities, including a large tax bill owed to HMRC.

Modella laid part of the blame on years of underinvestment by the chain’s previous owners, arguing that long-term sales had been in decline. It also pointed to current trading pressures and the loss of the WH Smith name, echoing the strains the business flagged earlier this year when TG Jones faced a bailiff threat over unpaid tax and business rates.

The proposals drew considerable opposition, led by property group British Land, which branded them “fundamentally unfair”. Modella sweetened the terms with a series of concessions, persuading British Land to drop its challenge. Many suppliers are also absorbing a significant financial hit.

The plan forecasts that TG Jones will end up with around 302 shops, depending on how many landlords choose to terminate their leases rather than accept reduced rents.

The judge, Mr Justice Hildyard, had to weigh whether the restructuring was fair, and in particular whether creditors would be no worse off under the plan than in an administration, the central test for a restructuring plan of this kind under the Companies Act. He gave the plan the green light this morning, describing it in a summary of his judgment as “complex in their terms and far-reaching in their effect”.

He said he had been most troubled by the potential impact on landlords, but was ultimately persuaded that the deal was “objectively, the lesser of two evils” flowing from the company’s “trading failures and financial predicaments”.

Alex Willson, chief executive of TG Jones, welcomed the ruling. “This decision allows us to move ahead with our turnaround strategy,” he said. “The plan protects the substantial core of the store estate and makes TG Jones a stronger, more sustainable business. We are incredibly grateful to all the colleagues, partners and stakeholders who engaged constructively throughout the process, and to Modella Capital for its continued financial commitment.”

The ruling lands against a punishing backdrop for physical retail. The Centre for Retail Research, which tracks the scale of store closures and job losses across the UK high street, has warned that closures are running at their highest level in years as rising costs, higher business rates and weak footfall continue to erode the case for large store estates. The pressure has been building across the sector, with business rates repeatedly cited as a driver of accelerating high street closures.

An 89-year-old family bakery has become the latest high-street casualty of Britain’s mounting cost crisis, closing its doors for good and taking with it one of the more unlikely celebrity business partnerships of recent years.

Coughlans Bakery, which ran a chain of shops across Kent, Surrey, West Sussex and south London, ceased trading on Tuesday after slipping into voluntary liquidation. The comedian Romesh Ranganathan, who became a co-owner in 2024 and once billed the tie-up as “the partnership of the century”, said he was “gutted” by the collapse.

The Crawley-born presenter, known for his deadpan stage style, reposted a video from managing director Sean Coughlan to his 1.4 million followers with the caption: “Gutted isn’t the word.” Ranganathan, who is vegan, had first thrown his weight behind the business because of its range of plant-based products.

For Coughlan, whose family firm first opened its ovens in 1937, the arithmetic simply stopped adding up. He laid much of the blame on the government’s decision to lift employers’ National Insurance contributions in April last year, a move that raised the headline rate to 15 per cent and lowered the threshold at which employers start paying, alongside a business-rates bill he said had “absolutely smashed local business”. The change, set out in the National Insurance Contributions (Secondary Class 1 Contributions) Act 2025, has landed hardest on labour-intensive trades such as retail and hospitality, where wage bills dominate the cost base.

Those pressures were then compounded by a spike in fuel prices following the recent conflict in the Middle East, which Coughlan estimated had cost the company an extra £20,000 a week. The summer heatwaves that pushed the South East towards 35C proved, in his words, the “nail in the coffin”. With shoppers staying at home, weekly takings roughly halved while the outgoings, he noted, “remained exactly the same”.

Coughlan was unsparing about the human cost, and generous towards his celebrity backer. “I feel like we’ve absolutely let him down,” he said. “Everything he’s done, it’s been from the heart.” Ranganathan, he added, had been “amazing”.

The affection was mutual among customers. When the comedian appeared behind the counter of the Dorking High Street branch last year, a large queue quickly formed down the pavement. Josie Smith, who works near the Crawley shop, told BBC Radio Sussex she was “really sad” to see it go. “It brings a lot of people together. It is a massive shame.” Her colleague Kaitlin Stinton praised staff who were “dedicated to their jobs, always making you happy”.

Coughlan said the firm had chosen the orderly route of voluntary liquidation specifically so that it could still pay suppliers and employees, a decision that speaks to a proprietor trying to do right by his people even as the shutters came down. “It’s heartbreaking,” he said.

Coughlans is far from alone. Industry data shows three pubs, bars and restaurants now shutting every day as tax and cost rises bite, while the £28bn National Insurance shock has run well ahead of Treasury forecasts. Trade press, too, has tracked the toll, with The Caterer among those charting a wave of closures across food and drink. With high-street closures set to surge as the business-rates burden grows, the loss of a beloved 89-year-old baker is unlikely to be the last story of its kind this year.

Account selection has become a bigger part of the trading decision as participants compare platforms across pricing, instruments, support, and execution conditions.

Traders entering with a smaller capital base usually need education, simpler access, and controlled exposure. Those managing larger positions tend to look for tighter conditions, broader market coverage, and faster account support during active hours.

Against this backdrop, AlborHill has outlined its multi-tiered account structure for traders operating at different levels of capital, experience, and market activity. The structure begins with entry level access and extends toward higher balance accounts where clients may require stronger pricing, wider asset availability, and dedicated account service.

Benjamin A., AlborHill representative, said the account structure has been arranged around the way traders usually progress in real market conditions. “Traders do not all arrive with the same capital base, experience, or operational needs,” he said. “Some are still learning how different instruments behave, while others are already managing larger positions across several markets. The purpose of our tiered structure is to give each level an environment that matches its stage of development.”

A Structured Path from Basic Market Entry to Advanced Trading Needs

The account structure begins with the Beginner tier, giving newer participants exposure to core CFDs such as forex, indices, and commodities. It suits clients still learning platform functions, order types, and the basic discipline needed before increasing activity.

The Basic and Bronze accounts add wider market access, tighter conditions, account manager contact, priority withdrawals, research material, and expanded support. These tiers fit traders who have moved past basic platform use and want a firmer routine around market review and trade planning.

Silver, Gold, and Platinum sit at the heavier end. Silver brings lower spreads and commissions, senior account manager involvement, VPS availability for algorithmic trading, and early research. Gold adds priority liquidity and custom strategy support. Platinum introduces direct contact with senior analysts, portfolio insight, selected opportunity allocation, and VIP networking.

Benjamin A. says this lets traders grow inside one environment. A client can begin with simpler participation, then add deeper pricing, stronger reports, VPS support, or analyst contact as those tools become relevant.

Account Conditions Are Becoming Part of The Trading Decision

Account selection now matters because it shapes how a trader works during real market hours. The tier can influence dealing costs, available tools, speed of support, and how much market material a client can draw on before deciding. Small details at first, they become easier to notice as activity increases.

The point sharpens for clients trading across asset classes. Currency pairs may react to central bank comments or economic releases, while commodities can move on supply news, energy prices, or geopolitical pressure.

AlborHill connects its account model with a multi-asset environment spanning forex, indices, commodities, and equities, an approach the brand has emphasized since its market launch. Institutional style pricing supports cost-sensitive traders, while research tools, platform security, and technical consultants help clients manage activity through global market hours.

Benjamin A. added that shifting conditions also influence how account structures serve clients. “Market conditions have not been standing still, and traders feel that in very practical ways,” he said. “One month they may be dealing with sharper currency movement, the next they may be watching commodities, indices, or digital assets react to news at the same time. Our responsibility is to keep the structure flexible enough to support those changes.”

Looking ahead, Benjamin A. says the brand will keep reviewing the account range against real client usage, aiming to keep the tiers clear, relevant, and responsive as trader needs evolve.

For many families, buying a home has traditionally been seen as one of life’s biggest financial challenges.

Rising property prices, affordability concerns, and changing lending criteria have made it increasingly difficult for first-time buyers to take their first step onto the property ladder. Despite these challenges, more families are successfully purchasing homes thanks to several reasons. While the property market remains competitive, today’s buyers have more tools and resources available to help them achieve homeownership than ever before. Let’s explore them.

Better Financial Planning and Budgeting

One of the biggest reasons more families are reaching their homeownership goals is improved financial awareness. Many prospective buyers now begin planning years before they intend to purchase a property, allowing them to build savings and strengthen their financial position.

Budgeting apps, online banking tools, and financial education resources have made it easier for families to track spending, identify savings opportunities, and create realistic plans for building a deposit. Even small changes to spending habits can make a significant difference over time.

Increased Access to Mortgage Information

The internet has transformed the way people research mortgages and property purchases. Buyers can now access affordability calculators, mortgage guides, and educational resources that help them understand what is involved in purchasing a home.

This increased access to information allows families to enter the property market with greater confidence. Understanding borrowing limits, monthly repayment expectations, and deposit requirements helps buyers make informed decisions and avoid common mistakes.

Government Schemes Supporting Buyers

Various government initiatives have also helped more families get onto the property ladder. Depending on eligibility and location, buyers may be able to benefit from schemes designed to reduce the barriers to homeownership.

These programmes can provide support through shared ownership arrangements, equity loans, or other initiatives aimed at helping buyers who may struggle to save larger deposits. While not suitable for everyone, such schemes have opened doors for many aspiring homeowners.

Family Support and Gifted Deposits

Another growing trend is the role of family assistance in helping buyers purchase their first home. Parents and relatives are increasingly contributing towards deposits through gifts or loans, helping younger generations overcome one of the biggest obstacles to homeownership. While not every buyer has access to this type of support, those who do can often enter the market sooner and potentially access more favourable mortgage products due to larger deposits.

Professional Mortgage Advice

While financial preparation is important, navigating the mortgage market can still be challenging. This is where professional mortgage advice can make a significant difference.

Companies such as https://everest-mortgages.co.uk/ help families understand their borrowing options by assessing factors such as income, deposit size, credit history, and long-term financial goals. Rather than relying on a single lender, mortgage brokers can compare products from multiple providers and help identify suitable solutions based on individual circumstances. For many buyers, particularly first-time purchasers or those with more complex financial situations, expert guidance can simplify the process and improve confidence throughout the home-buying journey.

Support for Self-Employed and Non-Traditional Buyers

The modern workforce has changed considerably, with more people becoming self-employed, freelancing, or earning income from multiple sources. While these arrangements offer flexibility, they can sometimes make mortgage applications more complicated.

Fortunately, many lenders now offer products designed for a wider range of employment situations. Experienced advisers can help buyers understand which lenders may be most suitable and ensure applications are presented effectively. This increased flexibility within the mortgage market has helped many families who may previously have struggled to secure financing.

Conclusion

More families are getting onto the property ladder because they are approaching the process with better preparation, greater financial awareness, and access to more resources than ever before. Improved budgeting, government support schemes, family assistance, flexible mortgage products, and professional advice are all helping buyers overcome barriers to homeownership.

By combining careful planning with expert guidance from professionals, many families are finding that owning a home is still an achievable goal. While challenges remain, the path to homeownership is becoming more accessible for those who take the time to understand their options and prepare effectively.

 

Global environmental and regulatory trends aimed at reducing emissions are compelling automakers to improve fuel efficiency and lower emissions from passenger cars and light-duty trucks.

These developments require new types of engine oils capable of better protecting modern, compact, and highly precision-engineered engine components. As a result, a new category of gasoline engine oils—API SQ—was introduced in 2025.

The American Petroleum Institute (API) is the leading industry association and standards-setting authority in the petroleum sector. Its lubricant standards are developed through a rigorous accreditation process covering performance, safety, reliability, and environmental impact. First presented at the API Lubricants Group meeting in June 2024, API SQ builds upon and significantly enhances the performance and protective capabilities of the previous API SP standard.

Bill O’Ryan on API SQ

““API has been diligently working with ILSAC and industry stakeholders to develop new oils to meet the needs of the current and future engine technologies to comply with upcoming regulations” said Bill O’Ryan, Senior Manager of API’s Engine Oil Licensing and Certification System (EOLCS/DEF).

Juri Sudheimer on API SQ

SCT Lubricants, under the leadership of Juri Sudheimer, exemplifies how leading lubricant manufacturers are adapting to these new requirements.

“API SQ is not just another name or a race for letters in a specification. We began adapting our formulations long before the official launch of the standard because we clearly saw where engine technology was heading: downsizing, higher loads, sensitivity to LSPI, and timing chain durability. Our objective is to produce oils that are ready for these new demands under real-world operating conditions. That is why MANNOL and SCT products developed with API SQ requirements in mind are the result of engineering solutions and extensive laboratory testing aimed at achieving maximum performance,” Juri Sudheimer shared.

Performance Requirements of the API SQ Standard

Gasoline engine technologies are rapidly evolving toward more compact and highly efficient designs that meet increasingly stringent fuel economy and emissions requirements. This trend is commonly referred to as downsizing.

Every automaker seeks to extract as much horsepower as possible from each liter of engine displacement. Without debating the pros and cons of this modern engineering approach, it is important to note that today’s engines place fundamentally different demands on engine oils than previous generations.

Engine oils formulated to meet the API SQ standard are designed to address several key challenges, including:

Improved Fuel Economy

Engine friction is a primary source of energy loss. Enhanced anti-friction properties in engine oils help reduce internal resistance and improve overall fuel efficiency.

Protection Against Low-Speed Pre-Ignition (LSPI)

LSPI (Low-Speed Pre-Ignition) is the premature self-ignition of the air-fuel mixture in gasoline engines during compression at low engine speeds and high loads. In this scenario, combustion occurs before the spark plug fires, while the piston is still moving upward. This phenomenon is characteristic of turbocharged, direct-injection gasoline engines, particularly those with small displacement.

LSPI causes sharp pressure spikes in the cylinder, which can lead to severe damage—such as cracked pistons, bent connecting rods, and other component failures—and may even result in catastrophic engine destruction.

A number of industry studies and tests have shown that high concentrations of calcium-based detergent additives increase the likelihood of LSPI, whereas magnesium-based additives have little to no effect on LSPI occurrence. The API SQ requirements have been developed with this factor in mind.

Enhanced Engine Cleanliness

API SQ engine oils are designed to maintain a high level of engine cleanliness, improving performance and extending engine life. This is achieved through the use of next-generation detergent additives and base oils with superior resistance to degradation.

Extended Engine and Component Service Life

API SQ oils provide enhanced wear protection, extending the service life of critical engine components such as the timing chain and turbocharger.

The timing chain requires effective lubrication to reduce friction between links, prevent overheating, wear, elongation, and seizure. Proper lubrication ensures smooth operation, corrosion protection, noise reduction, and improved throttle response. Timing chain elongation disrupts valve timing, while chain failure leads to catastrophic engine damage and costly repairs.

The turbocharger is an expensive and sensitive component. Temperatures in the hot side of the turbocharger, which operates with exhaust gases, can range from 800°C to 1,100°C. Turbocharger rotational speeds may reach 200,000 to 300,000 rpm, depending on engine type and turbocharger design. These extreme conditions impose very stringent requirements on engine oil performance.

Regulatory Compliance

The API SQ standard has been developed in alignment with current industry and environmental regulations.

What’s New and Different About API SQ?

Compared with API SP, API SQ offers significantly improved protection characteristics. The certification process involved updating and enhancing several engine test sequences used to evaluate engine oil performance, including:

Sequence IIH – measures high-temperature viscosity increase and deposit formation.
Sequence VH – evaluates the oil’s ability to control low-temperature engine deposits.
Sequence VI – assesses fuel economy performance.

API SQ oils outperform API SP oils in several key performance areas. In addition, the new category enables the introduction of ultra-low-viscosity oils such as SAE 0W-8 and SAE 0W-12.

Sulfated Ash Limits and GPF Protection

API SQ also specifies a maximum sulfated ash content of 0.9%, comparable to API SP but lower than that of earlier-generation oils. Sulfated ash in engine oils is a primary source of non-combustible metallic residues, typically originating from additive packages.

Ash accumulation can clog gasoline particulate filters (GPFs), which are critical for emissions reduction. Lower ash levels help ensure proper operation and longer service life of emissions control systems, allowing vehicle owners to avoid costly maintenance related to GPF cleaning or replacement.

The Relationship Between API SQ and ILSAC GF-7

The introduction of API SQ coincided with the release of ILSAC GF-7 (GF-7A and GF-7B) standards developed by the International Lubricant Standardization and Approval Committee (ILSAC). API and ILSAC standards are generally closely aligned, including API SQ and GF-7.

However, API SQ covers ultra-low-viscosity grades that are not addressed by GF-7. At the same time, ILSAC GF-7 imposes stricter fuel economy requirements. In most cases, backward compatibility is permitted when manufacturer recommendations are followed—both GF-7 and API SQ oils are backward compatible with vehicles previously requiring GF-6 and API SP oils.

Practical Benefits for Vehicle Owners and the Environment

Passenger vehicle owners will experience several tangible benefits from using these new oil categories, including improved engine efficiency and reduced wear, which help lower maintenance costs and extend vehicle service life. Modest improvements in fuel economy can also be expected.

Drivers can be confident in the proper operation of their exhaust aftertreatment systems throughout their service life. When used within their designed lifespan, these systems operate more reliably and consistently with API SQ oils, contributing to reduced carbon emissions and a lower environmental impact.