Business

Have you ever tried to send a huge document by email only to get the annoying “file too large” error? Or maybe you only needed to translimit one chapter from a 200-page report, but you sent the whole thing?

You’re not the only one. Professionals, students, and anyone who works with digital files on a regular basis sometimes have trouble with big documents. The good news is? It’s easier than you might think to break up big papers into smaller, more manageable bits that can be shared.

Let’s look at nine useful ways to help you partition, organize, and share your papers more easily and without losing your mind or ruining the layout.

9 Simple Ways to Split Big Documents into Organized and Shareable Files

1. Use online tools to split PDFs

There are PDFs everywhere: contracts, reports, ebooks, and research papers, and they can get too big to handle.

Using specialized web tools like QuillBot’s Split PDF is the quickest way to divide up a PDF. You can extract certain pages, set custom page ranges, or split big PDFs into smaller ones without having to install any software on these platforms.

This is how it usually goes:

Put your PDF file in the tool
Choose the pages or ranges you want to take out
Get your files that are now distinct.
One good thing about online PDF splitters is that they are easy to use. You may work from any device, whether you’re at home or on the go. Most tools keep the original formatting and quality, so your documents look professional.

Pro Tip: Use unambiguous naming rules when you separate PDFs for work. Try using more specific names like “Q4_Expense_Details.pdf” or “Q4_Financial_Summary.pdf” instead of “Document_1.pdf.” This will save you time in the future.

2. Use the built-in PDF preview features (for Mac users)

Preview is a wonderful tool that many people don’t know about if they use a Mac.

In addition to letting you look at PDFs, Preview also lets you take pages out by clicking on them in the sidebar and dragging them to your desktop or a folder. Every page turns into its own PDF right away.

Choose the pages you want to include in the new PDF, then go to File > Print and save it as a PDF. It’s easy and safe, doesn’t need an internet connection, and your private data stay private.

3. Use the Document Splitting Features in Microsoft Word

Are you working with long Word documents? You don’t need special software to split them up.

When you copy and paste parts of a document by hand, it’s easier to utilize Word’s navigation window to see how the document is set up. Choose whole parts based on their headings, copy them into other documents, and save them separately.

This strategy lets you fully determine how to organize texts with explicit chapter or section splits. You can even make different versions, like one with appendices and one without.

Before separating, make sure that the styles of your headings are all the same. If you are in charge of several connected documents, this makes it easier to find your way around and keeps your table of contents correct.

4. Break up big spreadsheets into smaller ones

When an Excel file has a lot of worksheets with a lot of data, it can get very big. It’s not a good idea to share the whole worksheet when you only require one tab.

To get a worksheet out of a workbook, right-click on its tab, choose “Move or Copy,” choose “new book” as the destination, and check “Create a copy.” Give this new workbook a name that describes it well.

This method works well when you need to share certain data sets with multiple teams.

If the people you send the files to don’t need Excel formatting, you may also export individual worksheets as CSV files. CSV files are smaller and operate with a lot of other programs.

5. Get Slides Out of PowerPoint Presentations

PowerPoint makes it possible to share only some slides from a big presentation.

To save your presentation as a PDF, open it and go to File > Save As. Click “Options” to choose which slides to include. You can choose a custom range, specific slides, or just the current slide.

You might also make a new presentation and copy and paste the slides you need. This lets you change or reorder content before you share it.

This strategy is quite helpful for teachers who want to share parts of their lectures or salespeople who want to customize their pitch decks.

6. Use the smart sharing features of cloud storage

You don’t always need to split; you just need to share better.

You can share links that take others to specific pages or sections without making separate files on platforms like Google Drive, Dropbox, and OneDrive. You may add bookmarks and share links in Google Docs that take you right to particular parts, for example.

To send someone directly to a page of a PDF on Google Drive, add “#page=X” (where X is the page number) to the sharing URL.

This keeps your original document safe and lets you quickly get to the information you need, which is great for papers that are changed often.

7. Before you split, compress

Here’s a tip that many people forget: sometimes your document doesn’t need to be split; it needs to be compressed.

Try making the file smaller before you break it up into sections. Get rid of any high-resolution photographs that aren’t needed, compress any media that is embedded, and delete any hidden data or old versions.

A lot of online PDF compressors can make files 50% to 70% smaller without losing quality. You can make Word documents smaller by compressing images (choose an image, then Format > Compress Pictures) and getting rid of embedded fonts.

Your “large” document might fit under email or upload constraints once it has been compressed, so you won’t have to break it up.

8. Add hyperlinks to the sections of your document

If your document needs to stay entire but is hard to navigate, you might want to make a master document with linked sections.

This is a good way to write training manuals, policy handbooks, or all-in-one instructions. Make a detailed table of contents with links to each part, but don’t change the main document. You can also make “quick reference” documents that go back to certain pages in the master file.

Add links to headings or bookmarks in Word. You can put links to specific pages inside a PDF.

This mixed method gives consumers the best of both worlds: they can get full access when they need it and move around quickly without having to browse through a lot of pages.

9. Use scripts and batch processing to automate

Automation is quite helpful if you often split papers, process reports every week, or run big libraries.

Adobe Acrobat Pro lets you split many PDFs at once based on parameters you set (such as every X pages, file size, or bookmarks). Python modules like PyPDF2 can do more complicated jobs automatically.

Macros in Word can break up documents based on the style of the headings or the page breaks. Setting things up at first takes time, but it’s worth it when you have to deal with a lot of documents on a regular basis.

This method is extremely helpful for publishing groups, HR departments, or legal teams who have to deal with a lot of files.

Why It’s Important to Break Up Big Documents

Let’s talk about why this is crucial before we go into the how-to.

Big files cause problems. They fill up people’s email inboxes, slow down uploads, and make it hard for people who only need a certain part to get it. Dividing papers into smaller files makes it easier for people to work together, share information more quickly, and access it more easily.

Would you rather get a 500-page guidebook or simply the 10 pages that are important to your project? That’s right.

Also, it’s easier to organize, save, and manage fewer files on many platforms and devices. If you know how to split PDFs, Word documents, or presentations in a smart way, you’ll save time and get less frustrated.

Choosing the Best Method for Your Needs

How do you choose from nine different options?

Think about these things:

File type: There are better ways to split PDFs, Word documents, and spreadsheets.
Frequency: Simple methods work for one-time splits, but recurring splitting needs automation.
Collaboration: If more than one person needs access, smart sharing on the cloud might be better.
Security: You might need to use offline tools instead of uploading sensitive data to third-party sites.
Technical comfort: Pick approaches that are easy for you to use. It’s okay to use simple instruments that perform the job.

Make Document Management Work for You

It’s not only about knowing how to do it when you break up big papers into smaller, shareable files. It’s about being smarter at work.

Strategic dividing makes it easier to talk to each other, cuts down on confusion, and makes information easier to find. It also saves time, bandwidth, and storage space, which are all things that add up rapidly when you have to deal with a lot of data.

Find the strategies that fit your work style best. You might be a Mac user who uses Preview to quickly extract PDFs. You can be in charge of a team and need to share files on the cloud. Or maybe you need automation to process a lot of documents at once.

Start with the easiest option that works for you, and then add more as your needs change. You don’t have to learn all nine strategies; only the ones that work for you.

Are you ready to take charge?

These tips can help you work better and share better, whether you’re dividing up a single PDF or completely changing the way your team manages files.

Your papers should help you, not hurt you. You now have the tools to make that happen.

Questions that are often asked

1. How can I split a PDF without losing its quality?

The tool affects the quality. Online splitters like Split PDF keep the original quality by taking pages out instead of re-rendering them. Don’t use “print to PDF” methods because they can lower the quality and make text unselectable.

2. Is it possible to separate PDFs that are password-protected?

Yes, however, you have to enter the password to access the PDF first. Never try to divide up files that you don’t have permission to see.

3. How big may a file be before I can split it?

It depends on the instrument. Most free online splitters can handle files up to 100 MB. Premium versions can handle bigger files. For really big files, you should use desktop software like Adobe Acrobat Pro or QuillBot Split PDF.

4. Is it possible to put separated PDFs back together?

Yes, most software that divides PDFs also lets you combine them. You can put files back together in any sequence and move pieces around as needed.

Author Bio

Nimisha Sureka is a SaaS content writer at Anchorial, a link-building agency. With extensive experience writing for SaaS brands from early-stage startups to established platforms, she specializes in turning complex products into clear, compelling narratives that rank, resonate, and convert.

Read more:
9 Ways to Split Up Big Documents into Smaller, Shareable Files

What does it take to lead in two very different industries — automotive operations and golf management — and succeed in both?

For Don Carlos Lee Gibson Jr., the answer is simple: structure, discipline, and people-first leadership.

“I’ve always believed leadership starts with responsibility,” Don says. “If you take care of your people and your systems, the results follow.”

His career tells that story.

Early Life and Education: Where Discipline Began

Don’s foundation started at home.

His mother, Linda Bradshaw, was a multi-sport athlete at Sullivan South High School. She played baseball, basketball, and ran track. Her work ethic shaped his mindset early on.

“I grew up watching my mom compete,” Don says. “She showed me that effort matters. You show up. You work. You don’t quit.”

Don graduated from Sullivan South High School and later earned a Bachelor of Science in Business Management from Virginia College. But business was only part of his plan.

Golf was the other.

He attended the Golf Academy of America and earned two associate degrees — one in Golf Operations and Turf Management, and another in Teaching and Player Development.

“I didn’t just want to play golf,” he says. “I wanted to understand the business behind it.”

That decision would shape the next phase of his career.

Military Intelligence Analyst: Learning to Think Strategically

Before stepping fully into business leadership, Don served as a Military Intelligence Analyst in the United States Army.

The experience sharpened his analytical thinking.

“In the Army, you learn how to assess risk fast,” he explains. “You look at the data. You look at the environment. Then you make a decision and stand by it.”

That mindset still guides him today.

Military intelligence taught him structure. It taught him how to operate under pressure. It also taught him accountability.

“You don’t guess,” he says. “You prepare.”

Golf Management Career: From Head Pro to Operations Leader

Don’s early career in golf blended teaching with leadership.

He served as General Manager and Head Golf Professional at the Golf Club of South Carolina at Crickentree. He also worked as Senior Director of Operations, Resort Operations Manager, and Head Pro with National Golf Management Group.

These were not small roles. They required oversight of staff, budgets, player development programs, and daily operations.

“Golf is a service business,” Don says. “You’re managing expectations every single day.”

He focused on player development while keeping operations tight. He looked at scheduling, staffing, and cost control. He paid attention to turf management and customer experience.

“When you run a club, every detail matters,” he explains. “From the condition of the greens to how your team greets guests.”

His leadership style was direct. Clear systems. Clear standards.

“If your team knows the goal, they can execute,” he says

Automotive Leadership: General Manager at Marietta Motors

Today, Don serves as General Manager at Marietta Motors and Westfall Towing.

The industry is different. The leadership principles are not.

Automotive operations require financial oversight, contract negotiation, risk assessment, and team leadership. It’s fast-paced and detail-driven.

“In automotive, margins matter,” Don says. “You have to know your numbers. You have to control your processes.”

He approaches the business the same way he approached golf operations — with structure and accountability.

He focuses on operational efficiency. He strengthens vendor relationships. He builds internal systems that reduce waste and improve response time.

“Every dollar has a job,” he says. “If you don’t manage it, it manages you.”

His OSHA 30 certification and FEMA Disaster and Recovery certification add another layer to his leadership. Safety and preparedness are not afterthoughts.

“You can’t run a strong operation without planning for risk,” he says

What Makes an Effective Director of Golf or General Manager?

Across industries, Don Carlos Lee Gibson, Jr. sees patterns.

Whether leading a country club or an automotive operation, he believes strong management comes down to three things: clarity, discipline, and mentorship.

“People want direction,” he says. “They want to know what winning looks like.”

He also believes in developing others. His work with the First Tee Golf Program reflects that mindset. He has served as an advisor and instructor, helping young players grow in both skill and character.

“Golf teaches integrity,” Don says. “You call penalties on yourself. That matters in business too.”

Community Involvement and Faith-Based Leadership

Don’s leadership extends beyond business.

He volunteers with Celebrate Recovery. He mentors through the TCC Drug Mentor Program. He serves as an advisor and instructor for the Foundation of Christian Faith at Elkton Prison. He also volunteers as a prayer pastor with KLOVE Radio.

“Leadership doesn’t stop at the office,” he says. “If you have knowledge, you share it.”

His faith and church involvement remain central to his life. Singing and golf are personal passions. Service is a priority.

“You measure success by impact,” he explains. “Titles change. Influence lasts.”

The Common Thread: Structured Leadership

From military intelligence to golf management to automotive operations, Don Carlos Lee Gibson Jr.’s career follows a clear path.

He studies systems.
He builds teams.
He manages risk.
He executes.

“I’m not the loudest person in the room,” he says. “I just believe in doing the work.”

In industries where details drive results, that mindset has defined his leadership journey.

And if there’s one lesson that connects every chapter of his career, it’s this:

“Discipline creates freedom,” Don says. “When your foundation is strong, growth becomes possible.

Read more:
Don Carlos Lee Gibson Jr.: Leading with Discipline and Drive

The UK can be a very beautiful place. This nation is laden with spots and locations with historical, architectural and aesthetic value, many of which fall under the category of conservation areas.

These are areas that local planning authorities determine to be of a certain interest and value, and then take careful steps to preserve them in terms of character. There are over 10,000 conservation areas in the UK, as designated by the Civic Amenities Act, and those living in them have to be conscious of specific building regulations.

Homeowners should make sure that they are comprehensively aware of any rules before they get to work on their home. For those trying to liven up their entryways, there are some essential regulations for installing a new front door in a conservation area. This article will explore these regulations, so you can feel more confident knowing what to do if you’re interested in some new contemporary front doors.

Understanding Article 4

Conservation area regulations aren’t on the same level as those for Listed Buildings; however, they are still much stricter than in the average home. The most common legal consideration to make is understanding Article 4 Directions. Article 4 can essentially strip away your “Permitted Development” rights, meaning you need full blown planning permission, even for minor changes, like front doors (even as granularly as a paint job).

Without Article 4 in place, you can generally replace a door without specified permission, as long as you don’t change the style too significantly.

Solution. Check with your local council on their website for an “Article 4 map” or appraisal tool.

Standard new front door building regulations for all homeowners

Every front door needs to meet the minimum standards set in the country, whether your home is impacted by the Listed Buildings and Conservation Areas Act 1990 or not. It’s always good practice to make sure that your door meets standards for:

Thermal performance. Replacement doors need to hit a minimum U-value of 1.4W/m²K in 2026.

Safety glass. Low glass panels on doors (below 1500mm) need to be made from toughened glass.

Accessibility. Homes built after 1999 cannot replace level, flat entry thresholds with stepped ones as it restricts disabled access (not generally relevant to conservation areas).

Outside of conservation area building regulations, there are plenty of considerations all homeowners should keep in mind.

Materials & design considerations for conservation areas

A lot of the charm and appeal of a building in a conservation area comes from the materials and designs used on the property. Generally, you should follow the golden rule of “like-for-like”, meaning the front of the house should use doors with the same materials as before.

Composite and uPVC doors are often prohibited from the front of the home.

It’s also important to match any stained glass or leaded patterns on the original doors.

High-gloss modern glazing is likely to be rejected in favour of “heritage” glass with a more slimline profile.

Modern hardware and shiny chrome elements might be discouraged, with era-suitable brass and iron often more compliant with conservation.

Consulting with your council

If you’re sitting wondering “Is my home in a conservation area?” or “Can I get around Article 4?”, you should get in touch with your council. They should be able to provide you with all the essential information you need about your property and your rights to it, ensuring you maintain a standard of character in the area while still upgrading your home.

Staying in the know is essential if you are curious about conservation areas, as a wrong move could end up with you in conflict with the local area.

Read more:
Regulations for installing a new front door in a conservation area

The Thailand Convention and Exhibition Bureau (TCEB) recently unveiled a bold strategic expansion to position Bangkok as a premier leader in the global exhibition economy.

By harmonising world-class infrastructure with exceptional service and sustainable governance, Thailand is evolving its portfolio to become a global hub for design and the creative economy. This shift signals the nation’s ambition to move beyond traditional trade, leading the next chapter of high-value, idea-driven international exhibitions.

Thailand already ranks among Asia’s leading exhibition destinations, hosting 509 domestic and international exhibitions in 2025, welcoming 23.6 million exhibition participants, and generating approximately USD 2.9 billion in exhibition-related revenue. With the largest exhibition venue capacity in ASEAN and the fourth largest in Asia, Thailand combines scale with service excellence, hospitality, and strong government support.

TCEB’s strategy builds on these strengths – combining physical infrastructure with robust market capabilities and expanding opportunities across both mature and emerging industries, supported by a network of dedicated government agencies, international buyer groups and private sectors to provide direct coordination and streamlined facilitation. By leveraging these multifaceted advantages and with soft capabilities e.g. talent, sustainability and hospitality, the bureau is executing a strategic expansion to attract “New Profiles” to attract higher-value events. This cohesive ecosystem ensures that Thailand not only captures current market demand but also cultivates potential high-growth sectors. By positioning Bangkok as a global design exhibition hub, TCEB aims this initiative to transition the country from a host destination into a global thought leader, spearheading a new era of high-impact, intellectual exhibitions.

Speaking in London at their January press event, TCEB outlined how design and creativity have emerged as Thailand’s next strategic growth engine, building on the country’s established leadership in international exhibitions across sectors such as advanced industrial innovation, energy transition and future food.

“Exhibitions have long been powerful economic drivers. What we are doing now is evolving their purpose,” said Dr. Supawan “Creativity gives products higher value added, allowing us to move beyond transactions toward value creation with exchange of ideas, talent, intellectual property, and new possibilities. This is where the future of the global exhibition economy is heading.”

Thailand’s creative economy is currently valued at over USD 44.5 billion, contributing more than 8% of national GDP, with design sitting at the heart of a fast-growing, globally connected value chain. TCEB sees exhibitions as a strategic tool to unlock this potential – connecting Thai designers and creative enterprises with international markets, investors, brands, and cities.

Bangkok’s inclusion in the UNESCO Creative Cities Network as a City of Design, combined with its cultural diversity, creative talent, and world-class infrastructure, positions the city as a natural meeting point for global design dialogue.

“Bangkok’s strength lies in its diversity,” Supawan added. “It is complex and simple at the same time. That tension creates unexpected creativity – and that is exactly what the global design community is searching for.”

At the centre of this vision is THE WORLD ENDS: Bangkok International Design Expo 2026, a landmark pilot initiative designed to reframe the role of exhibitions – from transactional trade platforms to engines of creativity, intellectual exchange, and long-term economic value creation.

Planned for November 2026, THE WORLD ENDS will act as a strategic testbed for a new type of international design exhibition – one that is experiential, transdisciplinary, and commercially meaningful.

Rather than focusing solely on showcasing work, the event is designed to spark global conversations around the future of design, cities, culture, and business. Designers, architects, brands, cultural institutions, and city representatives will come together to exchange ideas, present new thinking, and co-create future agendas.

The project is intended to lay the foundations for a full-scale flagship international design exhibition in Bangkok in the coming years – comparable in global influence to platforms such as Milan Design Week or Maison & Objet but rooted in Asia’s cultural and economic context.

The initiative supports long-term economic growth, strengthens Thailand’s global brand, and nurtures a connected ecosystem of designers, entrepreneurs, investors, and creative professionals – while also encouraging new travel profiles such as “bleisure” visitors who stay longer and engage more deeply with the city.

“This is not only about showcasing Thai design,” Dr. Supawan concluded. “It is about positioning Thailand as a platform where global design conversations begin – and where the future is created, not predicted.”

Read more:
New Frontier: Thailand positions as a powerhouse to lead Global Exhibition Economy Growth

BrewDog has been sold to US cannabis and craft brewing group Tilray in a £33 million rescue deal that will safeguard hundreds of jobs but see 38 bars close with the loss of 484 roles.

The Scottish craft beer brand, founded in 2007 in Aberdeenshire, has been acquired by Tilray Brands, which owns a portfolio of US craft breweries and cannabis operations. Under the agreement, Tilray has purchased BrewDog’s UK brewing business and 11 of its pub venues across the UK and Ireland.

The transaction includes BrewDog’s main brewery in Ellon, Aberdeenshire, and its national distribution centre, The Hop Hub, in Motherwell, Lanarkshire. A total of 733 UK jobs will be preserved, with affected employees transferring to Tilray.

However, administrators confirmed that 38 bars not included in the deal will shut permanently, resulting in 484 job losses. BrewDog’s 18 franchise bars in the UK and overseas will continue trading as normal.

Irwin D Simon, chairman and chief executive of Tilray Brands, described BrewDog as “one of the most iconic, mission-driven craft beer brands in the UK”.

“It helped redefine modern craft beer through bold innovation, fearless creativity and an unwavering commitment to great beer,” he said. “As we begin a new chapter for this great brand, our priority is to refocus BrewDog on the craft beer excellence that made it beloved in the first place and strategically invest to return the operations to profitable growth.”

Simon added that Tilray was committed to ensuring BrewDog continued to “lead and inspire the global craft beer movement”.

The sale follows weeks of uncertainty after BrewDog confirmed it was working with advisers to explore strategic options amid mounting financial pressures. The company temporarily closed all 60 of its UK bars to allow staff to attend internal meetings and to comply with licensing requirements ahead of the anticipated change of ownership.

Chief executive James Taylor told employees that the closures were necessary to ensure staff could be briefed directly on developments and to manage regulatory issues tied to the ownership transition.

The deal comes after a last-minute attempt by BrewDog co-founder James Watt to buy back the company fell through. Watt, who stepped down as chief executive in May 2024 but retains a 22% stake, had been preparing to invest around £10 million of his own money as part of a potential buyout consortium. Sources close to the situation said the proposal did not materialise.

Watt co-founded BrewDog alongside Martin Dickie and built the brand into a global craft beer name through provocative marketing and rapid expansion. In 2017, private equity firm TSG Consumer Partners acquired a 21% stake in a deal that valued the company at more than $1 billion, cementing its “unicorn” status.

In recent years, however, BrewDog has struggled with mounting losses, operational costs and declining bar performance. The company reported a £37 million loss last year on turnover of £357 million, having already closed a number of venues and cut staff.

The business also faces questions from its large base of retail investors. Through its “Equity for Punks” scheme, BrewDog raised approximately £75 million between 2009 and 2021 from more than 200,000 small shareholders, offering them minority stakes and product perks. The long-term implications of the Tilray deal for those investors remain unclear.

Under the transaction, the following UK venues are understood to remain open as part of the Tilray acquisition: Birmingham, Canary Wharf, DogTap Ellon, Dublin, Edinburgh DogHouse, Lothian Road, Manchester, Paddington, Seven Dials, Tower Hill and Waterloo.

The sale marks a significant shift for BrewDog as it moves under American ownership, with Tilray expected to integrate the UK operations into its broader craft and cannabis-focused portfolio while seeking to restore profitability to one of Britain’s best-known beer brands.

Read more:
BrewDog sold to Tilray in £33m rescue deal as 38 bars close and 484 jobs cut

Gold has surged back above $5,400 an ounce in early trading following US missile strikes on Iran, prompting fresh speculation over whether the precious metal could break through $6,000 in the coming weeks.

The renewed rally comes after a volatile start to the year for bullion. Gold hit a record high of more than $5,550 in late January, before tumbling sharply to around $4,700 by early February. Silver followed a similar path, sliding from above $120 to roughly $82. Both metals are now climbing again, with silver edging back toward $100.

The latest spike follows coordinated US and Israeli strikes on Iran over the weekend, which reportedly killed Supreme Leader Ayatollah Ali Khamenei and triggered retaliatory action by Tehran against US allies in the Gulf. Tensions around the Strait of Hormuz,  a critical artery for global oil supplies, have intensified, pushing oil and safe-haven assets higher.

Market analysts describe the situation as a “classic risk-off scenario”, with investors flocking to traditional stores of value amid fears of broader regional escalation, oil supply disruption and renewed inflationary pressures.

Cameron Parry, founder and CEO of TallyMoney, said the moves were entirely consistent with previous geopolitical crises.

“Both the oil and gold price were up Monday morning, as the Strait of Hormuz and safe-haven assets became the point of focus for markets,” he said. “Geopolitical crises like the one unfolding currently will invariably apply upward pressure on the gold price and that’s precisely what is happening this time round.

“We are in a classic risk-off scenario and gold is the classic go-to asset. Gold was already benefiting from strong demand globally, not just from central banks but also retail investors keen to get exposure in an increasingly volatile geopolitical climate.

“That demand could now spike further as nations and individuals alike seek the safety of the world’s ultimate store of value. Few would bet against gold.”

Riz Malik, director at R3 Wealth, said the scale of any further gains would depend heavily on how long the conflict lasts and how Iran responds.

“Monday morning immediately saw a sharp rise in the demand for gold,” he said. “How much it will rise will depend on how prolonged this campaign is and the level of the Iranian retaliation.

“Once again global instability has been pushed to Defcon 4 and that only means one thing for precious metals. Namely, their price is set to go up.”

However, not all analysts believe a rapid surge to $6,000 is imminent.

Tony Redondo, founder at Cosmos Currency Exchange, said that while the $6,000 mark is conceivable in the near term, it would require sustained escalation.

“Even before Saturday’s military operations in Iran, the price of gold had catapulted up to the $5,300 level, but hitting $6,000 by next week would require a 15 per cent surge, a feat usually reserved for total systemic collapse,” he said.

“However, while $6,000 is unlikely within days, it is a high-probability target for March or April, especially if the Strait of Hormuz is compromised on a longer-term basis or the conflict broadens.”

Redondo added that silver’s structural supply deficit could amplify its price reaction. “Silver is closing in on $100 and its supply constraints make $120 a realistic target in the months ahead as a coiled spring reaction to geopolitical fear,” he said, cautioning that sharp rallies often invite profit-taking.

Others argue that while geopolitical shocks can act as catalysts, deeper macroeconomic forces will ultimately determine gold’s trajectory.

Anita Wright, chartered financial planner at Ribble Wealth Management, said structural pressures in the US financial system were equally important.

“This weekend’s missile strikes will undoubtedly affect the gold price, but it is important not to confuse a catalyst with the underlying driver,” she said. “Gold does not move to $6,000 because of a single weekend’s events. It moves there, if it does, because of monetary conditions.

“The US faces trillions in refinancing requirements alongside persistent fiscal deficits. Foreign appetite for US Treasuries shows visible strain, long-dated yields are rising, and equity valuations remain stretched. History tells us that when bond yields rise into an overvalued equity market, instability follows.”

Wright said that while an immediate jump to $6,000 was unlikely, materially higher gold prices over the medium term were plausible if bond market stress intensifies and the Federal Reserve returns to liquidity support.

Nouran Moustafa, practice principal and IFA at Roxton Wealth, urged investors not to chase sharp moves driven by headlines.

“Gold was expected to open higher as investors moved into safe havens after the latest escalation, and so it did,” she said. “However, a jump to $6,000 in days would require something far more severe such as direct energy supply disruption or broader financial market stress.

“Without that, we’re more likely to see sharp volatility than a sustained vertical rally.”

She warned that emotional investing during times of geopolitical stress can be costly. “Gold can act as portfolio insurance, but chasing rapid spikes rarely ends well. Sensible allocation and risk management matter more than reacting emotionally to breaking news.”

With tensions in the Middle East showing little sign of easing and global markets already on edge, gold’s next move will likely hinge on whether the conflict remains contained — or spills into something far more disruptive for energy markets and global growth.

Read more:
Gold surges above $5,400 after Trump’s Iran strikes, could prices hit $6,000 next?

Scottish craft beer group BrewDog has closed all of its bars for a day as it seeks to finalise the sale of the business, marking a pivotal moment for one of Britain’s most high-profile independent brewers.

The Aberdeenshire-founded company confirmed that none of its sites would open on Monday to allow staff to attend company-wide meetings and to comply with licensing requirements linked to an anticipated change of ownership.

Chief executive James Taylor told employees in an internal email that the temporary shutdown was necessary to ensure colleagues across the global business could be briefed directly on the next phase of the process.

“We appreciate this is an unsettling time for everyone, and we want to ensure that all colleagues have the opportunity to hear directly from us about what happens next,” he wrote.

“To enable everyone to attend, and to comply with licensing issues arising from an anticipated change of ownership, we have taken the decision that none of our bars will open tomorrow.”

Food and beer deliveries were also cancelled, along with customer bookings for the day.

The development follows BrewDog’s announcement earlier this month that consultants AlixPartners had been appointed to oversee a structured and competitive process to evaluate strategic options, including a potential sale. The move came after the company reported sustained losses in recent years, most recently a £37 million loss in 2024.

Founded in 2007 by James Watt and Martin Dickie, BrewDog grew rapidly from a rebellious challenger brand into a global operator with around 60 bars in the UK and a presence in the US, Australia and Germany. At its peak, the group was valued at more than £1 billion and became a symbol of the craft beer revolution.

However, the company has faced mounting financial and reputational challenges. In October last year it announced job cuts across the business. Earlier this year it confirmed the closure of 10 UK bars, including its flagship Aberdeen site, and halted production of its gin and vodka lines at its Ellon distillery to focus on core beer operations.

BrewDog currently employs approximately 1,400 staff worldwide, with the majority based in the UK.

Corporate law specialists say the bar closures signal that the sale process is entering a more advanced and formal phase.

James Howell, managing director at Rubric Law, said the situation reflects a shift from exploratory talks to a tightly managed M&A campaign.

“What’s happening at BrewDog is a clear example of what unfolds when performance hasn’t met expectations,” he said. “After several years of losses and continued cost pressure, the decision to appoint advisers and run a competitive process is about value discovery and deal certainty, not just finding a buyer.”

“In practice, advisers will structure bidder rounds, control information flow and drive comparable offers. That framework matters even more when profitability is under scrutiny, because it protects value and prevents opportunistic pricing from early bidders.”

He added that buyers are likely to focus heavily on margins, lease exposure and operational efficiency rather than simply brand strength.

“Brand alone cannot bridge gaps in fundamentals,” Howell said. “One of the biggest legal risks in a process like this is weak readiness. If issues surface in due diligence — contracts, governance or shareholder rights — they can quickly affect valuation or derail momentum.”

The company’s ownership structure may also complicate proceedings. BrewDog previously raised capital through its “Equity for Punks” crowdfunding scheme, resulting in a broad base of minority shareholders. Alignment and drag-along provisions will be key to executing any transaction smoothly.

BrewDog’s trajectory has also been shaped by leadership changes. James Watt stepped down as chief executive in 2024, moving to the role of “captain and co-founder”, while Martin Dickie exited the business last year for personal reasons. Watt had faced scrutiny following allegations about workplace culture, highlighted in a BBC documentary, though a subsequent complaint to Ofcom was rejected.

The group’s shift from aggressive expansion to retrenchment mirrors broader pressures in hospitality, with rising costs, softer consumer spending and higher borrowing rates squeezing margins across the sector.

For now, BrewDog insists operations will resume as normal following the one-day closure. But the coordinated shutdown of all bars underscores the seriousness of the moment.

Whether the outcome is a full sale, break-up or recapitalisation, the process marks the end of an era for a brand that once defined Britain’s craft beer insurgency, and now finds itself navigating the realities of scale, profitability and investor expectations.

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BrewDog closes all bars for a day amid sale talks as advisers oversee potential deal

Complaints made by taxpayers about HM Revenue & Customs have climbed to their highest level in five years, with the proportion of cases resulting in compensation also reaching a recent peak.

New figures obtained under the Freedom of Information Act by the Contentious Tax Group show that HMRC received 93,589 complaints in the 2024/25 tax year, up from 78,542 in 2020/21, a rise of 19.2 per cent over five years.

The data suggests mounting frustration among taxpayers and advisers at a time when the tax authority has faced sustained criticism over service standards, processing delays and limited access to support.

The increase in complaints follows repeated warnings from watchdogs about declining performance levels at HMRC. In January 2025, the Public Accounts Committee said that telephone response times, often viewed as a barometer of service quality, had continued to deteriorate from an all-time low recorded the previous year.

Professional advisers say operational failings, including incorrect tax coding notices, misapplied adjustments and processing backlogs, are fuelling a cycle of error and complaint.

Andrew Park, tax investigations partner at Price Bailey, speaking on behalf of the Contentious Tax Group, said the trend reflected growing distress among taxpayers.

“HMRC is being forced to accept that an ever-increasing number of taxpayers are suffering worry and distress due to its action or inaction,” he said.

“Every year thousands of people suffer financial loss, wasted time and needless distress because HMRC struggles to deliver the basics.”

The rise in complaints has been accompanied by a marked increase in compensation payments. The number of cases in which HMRC paid redress rose by 35 per cent, from 11,333 in 2020/21 to 15,304 in 2024/25.

Over the same period, the proportion of complaints resulting in compensation climbed from 14.4 per cent to 16.4 per cent, the highest level in five years.

Of particular note is the rise in payments linked specifically to “worry and distress”, which has reached nearly 10,000 cases in the most recent year.

However, while more taxpayers are receiving compensation, the average payout has fallen. In 2024/25, the average redress payment stood at £125.27, the lowest average figure across the five-year period.

“Most taxpayers complain simply to get errors corrected,” he said. “Yet poor service levels can cause financial losses that dwarf the modest compensation HMRC is willing to offer.”

Tax specialists argue that complaints about service standards cannot easily be separated from substantive tax disputes. Mistakes in coding notices, delays in processing returns and system errors can lead directly to incorrect tax liabilities, and additional financial stress for individuals and businesses.

“Operational failings can be a major driver of tax errors that contribute to rising complaint volumes,” Park said.

In many cases, taxpayers are forced to invest significant time, or incur professional fees, to resolve issues that stem from administrative mistakes rather than disputes over tax law.

The Contentious Tax Group also highlighted concerns that HMRC’s continued push towards digitalisation may be exacerbating the problem.

The tax authority has increasingly encouraged taxpayers to use online systems and automated services, positioning digital transformation as the long-term solution to resource constraints and performance challenges.

Critics, however, warn that traditional support channels are being scaled back before digital alternatives are fully reliable.

“HMRC is pushing taxpayers towards digital systems that are not yet ready, while withdrawing the human support people still need,” Park said. “This is a combination that risks compounding operational difficulties and driving complaints even higher.”

As HMRC prepares for further reforms, including the expansion of Making Tax Digital requirements to additional groups of taxpayers, advisers fear complaint volumes could rise further if service capacity does not improve.

With nearly 94,000 complaints lodged in the past year alone and compensation levels at a five-year high, the figures underline the growing pressure on Britain’s tax authority to restore confidence in its service delivery.

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Complaints about HMRC surge to five-year high as redress payments rise

Scottish Power has warned that “shovel-ready” offshore wind farms capable of contributing to the government’s 2030 clean power target have missed out on subsidy contracts to earlier-stage schemes that may not be built in time, or at all.

The row centres on the latest Contracts for Difference (CfD) subsidy auction, Allocation Round 7 (AR7), the results of which were published in January. CfDs guarantee developers a fixed price for the electricity they generate, underpinning the economics of large-scale renewable projects.

Scottish Power had hoped to secure backing for its £4 billion East Anglia One North offshore wind farm off the Suffolk coast. The project is fully consented and, according to the company, could power up to 900,000 homes. However, it failed to win a contract, losing out to six other offshore wind proposals.

Keith Anderson, chief executive of Scottish Power, said the outcome was particularly frustrating because his company could have moved immediately to a final investment decision.

“We had literally a shovel-ready project,” Anderson said. “We would have taken a final investment decision the day after being awarded the contract. Construction would have started immediately and the project would have been at full output before the end of 2030.”

Instead, the winning projects include schemes that are at earlier stages of development. Two of the six do not yet have planning consent, and several have not finalised supply chain agreements.

Five of the successful bids were led by RWE, the German energy group. RWE acknowledged earlier this year that not all of its AR7 projects were likely to be operational by 2030, the government’s deadline for achieving 95 per cent clean electricity generation.

Anderson said the rule changes introduced for AR7, which allowed projects to bid before receiving planning consent and before locking in supply chain contracts, increased the risk of non-delivery.

“In the past, we’ve seen speculative bids,” he said, referencing previous offshore schemes that secured contracts but were later withdrawn when rising costs made them uneconomic. Inflation and supply chain pressures have previously forced developers to return CfD contracts rather than proceed at a loss.

The concern is that early-stage projects could encounter similar cost overruns or planning delays, undermining the government’s clean power timetable.

RWE defended its position, stating that planning approvals for its outstanding projects were “well advanced” and that negotiations with suppliers were progressing. It said it remained confident that, subject to timely grid connections, its AR7 portfolio would be delivered.

The Department for Energy Security and Net Zero said the auction results “put us firmly on track to take back control by delivering clean, home-grown power by 2030”, maintaining that the CfD process continues to drive investment into offshore wind at scale.

The dispute highlights a broader tension within the UK’s energy transition strategy: whether auction rules should prioritise immediate build-readiness or maximise competition by including projects at earlier stages of development.

For Scottish Power, the message to ministers is clear. Anderson said the company is now pressing the government to proceed swiftly with the next CfD auction round this year. “We can still get this project built by 2030,” he said. “It will contribute meaningfully to your net-zero target, but it needs certainty.”

As the race to meet the 2030 target intensifies, the credibility of the subsidy system, and its ability to translate auction wins into steel in the water, is likely to face increasing scrutiny from industry and investors alike.

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Ready-to-build wind farm ‘loses out to speculative projects’

HM Revenue & Customs figures indicate that thousands of small firms may be deliberately limiting expansion to avoid crossing the UK’s £90,000 VAT registration threshold, fuelling renewed calls for reform of what critics describe as a “cliff-edge” tax system.

The data shows that 683,700 businesses reported turnover below the VAT threshold in the year to December 2025, up from 671,000 the previous year. Over the same period, the number of firms reporting turnover between £90,000 and £150,000 fell sharply to 280,400 from 306,300.

Accountancy firm Lubbock Fine said the shift suggested that some companies were consciously managing revenues to remain under the threshold, rather than expanding into the next trading bracket where VAT registration becomes mandatory.

Under current rules, once a business exceeds £90,000 in taxable turnover, it must register for VAT and charge 20 per cent on most goods and services. Registration also brings quarterly reporting requirements and compliance costs, often requiring specialist accounting support.

For many microbusinesses operating on tight margins, particularly in hospitality, retail and trades, the threshold can represent a sudden jump in both administrative burden and pricing pressure. Adding VAT can make services less competitive against smaller, non-registered rivals.

Industry advisers say that to remain below the limit, some cafés and shops are reducing opening hours or closing on quieter days. Tradespeople are reportedly capping workloads or switching to four-day weeks. Others are restructuring operations, a practice known as “business splitting”, where activities are separated into distinct legal entities to keep reported turnover below the threshold.

The issue has drawn political attention. In February, the House of Commons business and trade committee warned that the VAT threshold was “actively discouraging” firms from growing, particularly in labour-intensive sectors where margins are thin. Although the threshold was raised in 2024 for the first time in seven years, critics argue it has failed to address underlying distortions.

There is little agreement on how best to reform the system. The Resolution Foundation has suggested lowering the threshold to around £30,000, arguing this would smooth distortions and raise an estimated £2 billion annually for the Treasury. However, business groups counter that such a move would drag many microbusinesses into compliance regimes they are ill-equipped to handle.

Jaspal Dhillon, VAT partner at Lubbock Fine, said the threshold should instead rise to £115,000 in line with inflation. “It would ensure the administrative and cost burden of VAT falls on businesses with the scale and cashflow to absorb it, rather than holding back smaller firms at the point they are trying to grow,” he said.

The debate comes as small and medium-sized enterprises continue to navigate higher employment costs, energy prices and subdued consumer demand. Economists expect the issue to feature in wider discussions about productivity and growth strategy ahead of upcoming fiscal announcements.

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Businesses curb growth to duck VAT threshold, HMRC data suggests