Business

Mitchell Geisler is a Canadian entrepreneur and CEO of LevelJump Healthcare. Based in Toronto, he has led the company since 2010, growing it from $850,000 to over $17 million in gross revenue.

His journey into leadership has been anything but conventional. In his younger years, he ran a bar in downtown Toronto. That early hands-on experience taught him how to manage people, juggle challenges, and make decisions under pressure—skills he carried into the boardroom.

Before taking over at LevelJump, Mitchell held executive roles in other sectors, including serving as COO of Pacific Gold Corp. His career has spanned healthcare, mining, and hospitality, showing his ability to lead across different industries.

Mitchell earned a BA in History from York University in 1994. He’s known for his calm, collaborative leadership style. “Every failure is a lesson,” he says. “There’s always a solution—you just need to ask the right questions.”

He believes good leadership requires empathy and reflection. In a high-pressure field like healthcare, he reminds leaders that success isn’t just about numbers—it’s about creating strong, respectful teams. A daily runner who’s completed two half marathons, Mitchell often finds his best ideas come when he steps away to think clearly.

At heart, he’s someone who listens first, leads with intention, and believes that success comes from constant improvement—personally and professionally.

Mitchell Geisler on Growth, Leadership and Listening

Q: Let’s start at the beginning. What was your first experience running a business?

A: I actually started out running a bar in downtown Toronto in my twenties. It wasn’t glamorous, but it was intense and fast-paced. You’re handling staff, managing inventory, dealing with customers—all at once. It taught me how to stay calm under pressure and how important it is to listen to the people around you. That experience never really left me.

Q: And how did that evolve into becoming a CEO in healthcare?

A: After that, I moved into more formal business roles. I was the COO of Pacific Gold Corp in the mining sector. Then I transitioned into healthcare, where I led a medical imaging company. Eventually, I took over as CEO of LevelJump Healthcare in 2010. It was a big shift, but every industry has its challenges—and lessons carry over. You need to build strong teams, adapt quickly, and always keep learning.

Q: LevelJump has grown significantly under your leadership. What’s been key to that success?

A: We’ve gone from $850,000 to over $17 million in gross revenue. That’s not just because of one decision—it’s a mix of discipline, good people, and never getting too comfortable. I always tell my team, “Don’t get caught up in success. Keep improving.”

Q: What kind of leader do you consider yourself?

A: I lead with reflection and empathy. In healthcare, you’re dealing with patients under stress, doctors working long hours, and staff giving it their all. A leader’s job is to support, not just direct. Create a space where people feel heard. That’s when teams start performing at their best.

Q: What’s your approach when things go wrong?

A: Stop. Go for a run or a walk. Let your brain settle. Then talk to people. Get other perspectives. I believe there’s always a solution—you just have to clear your head enough to see it. Some of my best decisions have come after stepping away and re-evaluating.

Q: You’ve mentioned before that failure is a learning tool. Can you explain?

A: Every business has roadblocks. That’s normal. The key is to see each one as a lesson. Don’t take it personally. Ask: what went wrong, what did I miss, and how can I do better next time? Failure makes you sharper, if you let it.

Q: Outside of work, how do you stay grounded?

A: Running is a big part of that. I’ve done two half marathons. I run almost every day. It keeps me focused. I also love sports and music. But really, it’s about finding time away from the noise. That’s when the best ideas come—when you’re not trying so hard to find them.

Q: Looking back, what’s the biggest lesson you’ve learned in your career?

A: Don’t think you always have the answer. That was a big one. Ask others, learn from them, listen, and then compute the information. That process helps you make better decisions—and it helps your team grow too.

Q: What advice would you give someone stepping into a leadership role for the first time?

A: Lead with clarity and patience. Don’t be afraid to admit when you don’t know something. Build trust by listening. And never stop reflecting. That’s where real leadership comes from.

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Mitchell Geisler on Listening, Leadership and Business Growth

The annual Jackson Hole gathering closed with what may prove to be Jerome Powell’s last major act before the Federal Reserve’s September meeting — and while the chair resisted committing to a rate cut, markets are convinced the groundwork has been laid.

Powell struck a characteristically cautious note, stressing that the Fed still has jobs and inflation data to digest before mid-September. Yet the message was clear: the door to easing is open, and expectations for a cut are firmly in play.

Nigel Green, chief executive of global financial advisory group deVere, said Powell had “done what central bankers do best — he kept the door open,” adding: “The Fed is already behind the curve, and the balance of risks is shifting toward easing sooner rather than later.”

The Fed has not reduced interest rates since December, but economic signals are flashing red. Growth is softening, the labour market is showing early signs of stress, and tariffs imposed by President Donald Trump are pushing up costs throughout supply chains.

“The irony is that Trump’s tariff push, designed to project strength, is one of the biggest inflationary forces in the economy right now,” Green noted.

While a rate cut will not undo tariff-driven price pressures, it could provide relief by keeping credit flowing and confidence intact.

The timing of the decision now hinges on early September’s economic releases. The monthly jobs report will test whether hiring momentum can recover, while inflation data the following week will confirm whether July’s unexpectedly hot wholesale prices were an outlier.

Markets are already jittery: the dollar has whipsawed, Treasury yields are sliding, and risk-sensitive currencies from the Australian dollar to the Korean won are reacting to every hint of Fed recalibration.

“If the jobs data are weak, or if inflation shows signs of rolling over, Powell will have all the cover he needs to move,” Green said. “Waiting longer risks tightening financial conditions further — markets are not patient forever.”

The Wyoming retreat has often served as a platform for pivotal shifts in Fed communication. In 2010, Ben Bernanke laid the groundwork for quantitative easing. In 2022, Powell introduced the “higher for longer” mantra.

This year, his tone was more guarded but the subtext unmistakeable: the Fed is preparing markets for change.

If rates fall, the likely beneficiaries are already in view. Capital-intensive tech and AI firms would face lower financing costs. Real estate investment trusts and utilities, which thrive when bond yields fall, could see demand surge. Small-cap companies, heavily reliant on borrowing, would also benefit.

“These are the companies that will drive the next cycle of growth,” Green argued. “Investors who position early will capture the upside before it becomes consensus.”

For households, the picture is mixed. Higher-income Americans continue to spend freely, but middle- and lower-income groups are tightening their belts. Earnings season has exposed this divergence, underscoring why policymakers fear that weakness at the bottom could drag the broader economy down.

“The Fed cannot target tariffs, but it can target confidence,” Green said. “A cut in September would reassure households and businesses that the central bank is not asleep at the wheel.”

Powell has signalled he is waiting on the data, but global peers such as the European Central Bank and the Bank of England are already adjusting their policy stances. The risk for the Fed is that by delaying, it falls behind the curve.

“The window for action is now,” Green concluded. “We expect a cut in September. If Powell waits for perfect conditions, the Fed will end up chasing events instead of shaping them.”

Read more:
Fed rate cut looms after Powell’s Jackson Hole speech

Sir Keir Starmer has been accused of betraying Britain’s farmers after a new report revealed Labour has failed to deliver on its manifesto promise to back locally grown food.

Before the general election, Labour pledged that half of all food purchased by the public sector would be “locally produced or certified to higher environmental standards.” With the public sector spending an estimated £5 billion a year on food, the pledge was billed as a potential multi-billion-pound lifeline for farmers.

However, data obtained by the Countryside Alliance shows that only two government departments currently source a majority of their food from Britain: the Foreign, Commonwealth and Development Office (80%) and the Department of Health and Social Care (72%). Other departments either failed to record figures or admitted they had no policies on prioritising British-grown produce.

The findings come against a backdrop of widespread discontent in the farming community. Chancellor Rachel Reeves’s inheritance tax reform last year, which slashed reliefs available to family farms, prompted a record 3,175 closures and triggered tractor protests in Westminster. Farmers, still reeling from those measures, now see the unfulfilled food pledge as a further betrayal.

Richard Tice, deputy leader of Reform UK, said: “After slapping an unjust and disastrous inheritance tax on British farms, it comes as no surprise that Labour are continuing their betrayal of UK food producers. It’s almost as if they are trying to wipe the sector out entirely.”

Victoria Atkins, the Conservative shadow environment secretary, added that the government was “quietly shelving every promise it made to rural Britain,” warning that farmers faced “their worst-ever harvest” while prices continue to rise.

Gareth Wyn Jones, a sheep farmer and campaigner in Conwy, called the failure to support British produce “a total disaster.” He warned the country was “sleepwalking into food shortages” unless more was done to back domestic agriculture.

The National Farmers’ Union (NFU) echoed the criticism, with deputy president David Exwood describing progress on sourcing British-grown food as “disappointing.” He said: “Public procurement should be a powerful tool to support domestic food production, yet progress remains slow. Farmers produce high-quality food to some of the world’s leading standards, and supporting their work is vital for the UK’s resilience and food security.”

Despite Labour’s manifesto stating that “food security is national security,” several departments — including the Department for Environment, Food and Rural Affairs — noted that current “buying standards for food and catering” did not require them to source domestically.

The government has defended its record, insisting that its new National Procurement Policy Statement and Procurement Act would open up more opportunities for farmers to bid for public-sector catering contracts.

A government spokesman said: “Our commitment to farmers and food producers remains steadfast. We want our farmers to be well placed to bid for a fair share of the £5bn spent on public-sector catering contracts each year.”

The issue is fuelling growing disillusionment with Labour in rural constituencies. Polling shows that the proportion of countryside voters who believe the party “does not understand rural Britain” has doubled since the election. Reform UK is now targeting disenchanted voters, promising to raise the farming budget to £3bn and end climate-related subsidies.

Analysts also warn the impact of climate change is exacerbating the crisis. The Agriculture and Horticulture Development Board (AHDB) has predicted one of the UK’s worst harvests in decades following a summer of drought.

Tom Lancaster, an analyst at the Energy & Climate Intelligence Unit, said farmers urgently need more support to adapt to “extreme, record-breaking weather,” while also investing in healthier soils and resilience measures.

For now, however, farmers say they are left with promises, not delivery. David Bean, author of the Countryside Alliance report, said: “In the face of economic uncertainty, and with a barrage of other government policies making their livelihoods harder, British farmers deserve more than warm words. They need meaningful, measurable action.”

Read more:
Starmer accused of betraying farmers as British food pledge stalls

Yvette Cooper, the Home Secretary, is preparing to appeal a High Court ruling that ordered the closure of a migrant hotel in Essex, amid warnings the case could set a precedent for asylum housing across the UK.

Dan Jarvis, the security minister, confirmed on Wednesday that the Home Office will seek to overturn the temporary injunction forcing the shutdown of the Bell Hotel in Epping.

He said the government wanted to ensure hotel closures were carried out in a controlled and coordinated manner, led by the Home Office and its contractors.

The legal battle was triggered after Epping Forest District Council successfully argued that the Bell Hotel required planning permission to be repurposed as long-term accommodation for asylum seekers. The High Court ordered all residents to leave by 12 September 2025, unless the hotel’s owner, Somani Hotels, launches a successful appeal.

The ruling followed months of controversy surrounding the site, which had become a flashpoint for anti-immigration protests. Councillors cited public safety concerns and the location’s proximity to schools and care homes as reasons for taking legal action.

The Home Office’s lawyers warned the decision could embolden other councils to mount similar legal challenges, creating what they described as a “new norm” that would intensify pressure on Britain’s asylum estate.

Mr Jarvis said: “This Government will close all asylum hotels and we will clear up the mess that we inherited from the previous government. But these closures need to be done in a managed and ordered way. That’s why we’ll appeal this decision.”

The government has committed to shutting down all asylum hotels by the end of this Parliament in 2029, in line with Labour’s election manifesto.

Currently, more than 32,000 asylum seekers are housed in up to 210 hotels nationwide.

The Home Office had previously attempted to intervene in the Epping case but was denied by the judge, who said its involvement would not materially assist the planning dispute. Officials argued that removing asylum seekers too quickly could heighten tensions and even increase the risk of violent protests.

The security minister stressed that while the government is determined to end the use of hotels for asylum accommodation, doing so “in an orderly way” was essential to protect both residents and communities.

The ruling has already prompted other councils — including Labour-controlled authorities — to threaten similar legal challenges. Planning lawyers have suggested the Epping decision could reshape how migrant accommodation is managed, forcing the Home Office to seek planning permission before repurposing hotels in future.

Read more:
Government to appeal High Court ruling forcing closure of Epping migrant hotel

The government has assumed control of Sanjeev Gupta’s biggest steelmaking operation in a dramatic intervention that leaves it overseeing more than half of Britain’s steel industry.

On Thursday, the official receiver stepped in to take charge of the Rotherham steelworks in South Yorkshire after the High Court approved a winding-up petition from creditors. The ruling forced Gupta’s Speciality Steel UK (SSUK) into administration, raising the prospect of closure for a plant that employs 1,500 workers and is home to one of Britain’s few “green” electric arc furnaces.

The Labour government said it acted to safeguard jobs and stabilise production, but the move comes at significant cost. Monthly wages at the site total £4 million, meaning taxpayers will fund tens of millions of pounds in operating expenses until insolvency specialists Teneo can secure a private buyer. The official receiver, an independent arm of government, has stressed it intends to reclaim these costs through an eventual sale.

The decision deepens the state’s role in steelmaking following April’s takeover of British Steel from its Chinese owner and a £500 million subsidy for Tata Steel’s green transition in Wales. More than half of the UK’s 5.6 million tonnes of annual steel output is now effectively state-run.

Unite general secretary Sharon Graham said ministers must be prepared to run SSUK indefinitely if no suitable buyer emerges. “If the right buyer cannot be found then the Government should be prepared to run the company itself and ensure it is ready to meet the challenges of the future,” she said.

Community, the steelworkers’ union, called the ruling a “worrying development” and urged clarification over job security.

The collapse of SSUK marks another blow for Gupta, once hailed as the “saviour of steel”. His global Liberty Steel empire expanded rapidly after 2010 through acquisitions, financed heavily by Greensill Capital. Greensill’s collapse in 2021 left Gupta’s companies exposed, triggering investigations by the Serious Fraud Office. He denies any wrongdoing.

SSUK owes more than £200 million to creditors including UBS and Greensill’s administrators. In court, Gupta requested another month to finalise his own rescue plan but was rebuffed. His lieutenant, Jeffrey Kabel, branded the judge’s ruling “irrational”, saying: “The taxpayer will now be running a business that could have been funded privately.”

SSUK produces specialist steels for aerospace and defence but operations have been mothballed for months due to lack of funds. The High Court heard the company did not even have enough money to meet this week’s payroll.

The loss of output has already forced supply chain gaps to be filled by imports. Gareth Stace, director-general of industry body UK Steel, said: “The Government needs to protect the industry from unfair trade and high energy costs so that the Speciality Steels business, and the rest of the UK steel ecosystem, is sustainable.”

The intervention highlights the tightrope for Rachel Reeves, the chancellor, as she juggles her pledge to rebuild Britain’s manufacturing base with the fiscal pressure of supporting unprofitable industries. Steel employs around 37,000 people in the UK and contributes 0.8 per cent of manufacturing output.

For ministers, Rotherham is a gamble: stabilise the plant, find a buyer, and protect skilled jobs—or risk accusations that the state is throwing good money after bad in an industry already in structural decline.

Read more:
Government takes control of Sanjeev Gupta’s Rotherham steel plant to save 1,500 jobs

JCB has warned it could lose “hundreds of millions of pounds” after the US government unexpectedly extended tariffs on steel and aluminium to cover finished goods, dealing a blow to one of Britain’s best-known engineering firms.

The Trump administration confirmed on Monday that the 25 per cent tariffs already applied to components would now include all machines exported to the US containing steel or aluminium. The move is expected to hit every one of the 30,000 diggers and construction vehicles JCB ships across the Atlantic each year.

Graeme Macdonald, JCB’s chief executive, described the measures as “hugely punitive” and said they would force the company to rethink its North American strategy. “The tariffs as they now stand are hugely punitive and they catch every machine that we ship to the US,” he said. “It will make us have to reconsider how we trade with North America.”

The impact dwarfs earlier forecasts. JCB had anticipated a $3 million hit under the previously flagged tariff regime, but now expects losses in the hundreds of millions. Particularly galling for the Staffordshire-based manufacturer is that the tariffs will also apply to a $45 million contract it secured last week to supply backhoe loaders to the US Marine Corps.

The blow comes despite JCB’s recent pledge to invest in the US by opening a new plant in San Antonio, Texas, capable of producing 20,000 machines a year. The facility, due to open in 2026, was intended to support expansion in North America while freeing UK capacity for exports to Europe and the Middle East.

JCB has urged the UK government to intervene and seek an exemption similar to that secured by Rolls-Royce for its aeroengines. Industry insiders said the Department for Business and Trade had been “blindsided” by the new measures, which were not anticipated during recent tariff negotiations.

While the UK has avoided the 50 per cent levies imposed on steel and aluminium goods from other countries, thanks to an existing trade deal with Washington, ministers conceded that the expansion of Section 232 tariffs had taken them by surprise.

A government spokesperson said: “Thanks to our trade deal with the US, the UK is still the only country to have avoided 50 per cent steel and aluminium tariffs. But we are committed to going further to give industry the security they need, protect vital jobs, and put more money in people’s pockets. We will continue to work with the US to get this deal implemented as soon as possible and in industry’s best interests.”

The tariff expansion highlights the vulnerability of UK manufacturers heavily reliant on exports to the US. Ashtead, the London-listed plant hire group and JCB’s largest customer, is expected to be among those most affected.

Read more:
JCB warns of huge losses as new US tariffs hit British exports

OnlyFans has paid a record dividend of $701m (£523m) to its Ukrainian-born owner Leonid Radvinsky, marking the latest in a series of bumper payouts as the adult-content platform prepares for a potential sale.

The payout comes after a surge in user spending helped OnlyFans’ parent company, Fenix International, deliver another year of rapid growth. The site, best known for its role in the creator economy and for hosting millions of influencers and adult stars, reported a 24 per cent rise in “fan” accounts to 377.5 million by the end of 2024. The number of content creators on the platform increased by 13 per cent to 4.6 million.

Last year, users spent a record $7.2bn on subscriptions, direct messages and other paid content. OnlyFans takes a 20 per cent commission, with the rest going directly to creators. The model has allowed the London-based company to deliver profits of $684m in 2024, while contributing £167m in corporation tax to the UK exchequer.

Radvinsky, 43, who bought OnlyFans in 2018 from its British founders Tim and Guy Stokely, has now received more than $1.8bn in dividends from the platform. The low-profile entrepreneur, who previously owned adult site MyFreeCams, is currently in talks to sell a majority stake in OnlyFans in a deal that could value the company at up to $8bn. Los Angeles-based investment firm Forest Road Company is reported to be the frontrunner.

The latest dividend follows a record $497m payout in 2024, alongside a further $204m approved since then.

While the platform continues to be most associated with explicit content, OnlyFans has expanded into new verticals in recent years. Its “safe for work” arm, OFTV, hosts reality shows featuring creators, while partnerships have been struck with sports stars and chefs in a bid to broaden its mainstream appeal.

Keily Blair, chief executive of OnlyFans, said: “In 2024 OnlyFans continued to grow its revenue and global user base. We expanded in new verticals, demonstrating the strength and potential of the platform across a wide range of genres. With a number of significant brand and individual partnerships, particularly in sport, OnlyFans continued to enhance its reputation as a foundational element of the wider creator economy.”

Radvinsky’s windfall underscores the extraordinary success of the platform, which has been one of Britain’s most profitable digital exports of the past decade. But it also comes at a pivotal moment, as potential buyers weigh the platform’s ability to retain its dominance amid intensifying competition in the booming creator economy.

Read more:
OnlyFans pays record £520m to Ukrainian-born owner as $8bn sale looms

It was always much more than just a precious metal. It’s a secure haven in turbulent times, a trade instrument, and also an emblem of prosperity.

A favorite among institutional investors, portfolio managers as well as retail investors is gold futures. They let you benefit from price fluctuations and protect against the effects of inflation. Before you begin, it is important to be aware of how gold futures work as well as the risk involved and the strategies you can employ to remain ahead.

Are you looking to make better futures trading decisions? FundingTicks gives you the tools to examine markets in real-time to make educated decisions.

Let’s dive deeper into gold futures and what it takes to become a successful gold futures trader.

What Are Gold Futures?

Gold futures are contracts standardized that require the buyer purchase and sell gold at a specified price on a date in the future. These contracts are traded on central futures exchanges, such as COMEX.

As opposed to purchasing coins or gold bars, Futures contract trading doesn’t require physical ownership. Instead you speculate on the price that will be in the future of an asset. This gives more flexibility to traders on the short-term and eliminates the concerns about storage and insurance.

Gold futures aren’t identical to Gold ETFs, or mutual funds. These are contracts that offer traders with exposure to a tiny amount of capital. This makes them perfect for active and short-term traders who wish to earn rapidly from price fluctuations.

How Gold Futures Work

It is important to understand the nuances of gold futures before you make the first order. The standard contract is the equivalent of 100 troy ounces of gold. Micro and mini contracts which are 10 ounces or 1 ounce respectively, can also be purchased.

When you trade futures on gold you can either buy or sell them based on the price movement you expect to see. Here are the main components in gold-related futures

Leverage

Gold trading takes place by margin, which means that you only require just a small portion of the value of the contract as a deposit in order to trade. This allows you to manage an enormous trading position using less money, thereby increasing the profits and losses.

Expiration Dates

Every contract comes with a distinct expiration date. If you keep your position until the expiration date then it is either physically settled or settled with cash. The majority of traders will end their positions prior to expiration in order to avoid liquidation or transfer.

Margin Requirements

To purchase gold contracts it is necessary to make a small amount of money as a deposit for your initial margin. When you use the FundingTicks you won’t have to be concerned about this, since the prop company handles everything for you.

Gold futures are accessible to trade around the clock seven days a week. This gives traders the flexibility to trade across time zones.

Benefits of Trading Gold Futures

The many benefits of trading gold futures are attractive to both retail and institutional traders.

High Liquidity

Gold futures are among the most frequently traded contracts on international exchanges. Due to their large liquidity, spreads are extremely tight, and execution is swift which is crucial for traders who trade on a short-term basis.

Leverage for Enhanced Returns

In the future, you will be able to manage large-scale promotions using the use of a fraction of the capital. This can increase your profits in the event that your research is accurate. But, you could lose a substantial amount of money in the event of a miscalculation.

Hedging Tool

Gold futures can effectively protect against the effects of economic crisis, inflation, and currency appreciation. They are used by traders and institutions to safeguard their portfolios.

Portfolio Diversification

It is possible to diversify your risk with gold by adding futures to your portfolio. Gold is different from bonds and stocks, and provides uncorrelated returns, which reduces the risk overall.

Advanced Trading Opportunities

Futures traders are able to employ sophisticated strategies, like the use of pairs, spreads or arbitrage. They are not able to achieve gold investment strategies.

Risks and Challenges

However, despite the advantages, there are some dangers when trading futures contracts for gold.

Price Volatility

The price of gold is highly fluctuating. A change of $1 per ounce is equivalent to a $100 gain or loss in a typical gold contract. Price swings in the intraday market are typical because of news flow or geopolitics as well as technical changes.

Expiration Management

Futures contracts expire at a particular date. It’s risky to invest in positions with negative floating when they expire since your position could be automatically liquidated.

Psychological Pressure

Trading creates stress. Inexperienced decisions and repeated losses could affect your mental well-being.

Gold Futures vs Other Gold Investments

Let’s examine gold futures in comparison to three ways that you can invest in gold.

Gold ETFs

ETFs such as GLD monitor the price of gold, just as do stocks. They are simple to use and need the use of a futures account. But, they lack leverage, and they come with an administration fee.

Physical Gold

The purchase of gold bars or coins gives you tangible assets. This is a great option for long-term wealth preservation, but is not a good option for quick profits. Also, it comes with risks for security and the cost of transactions.

Gold Stocks

You can also invest in mining stocks, which offer an indirect exposure to the price of gold. They rise when the price of gold rises.

Gold Futures

Futures can be leveraged, provide liquidity, and 24/7 trading, making them ideal for traders who are active and able to profit from numerous opportunities in one day.

Do you need help in comparing trading systems? FundingTicks provides you with information on how gold futures are aligned with other assets and provide signals that you can take advantage of.

Best Strategies for Trading Gold Futures

The success of Gold Futures Trading is dependent on the strategy and plan you implement. Here are three strategies to consider:

Fundamental Analysis

Fundamental traders analyze the economic environment to forecast the direction of gold’s price. Important indicators include:

The Interest Rates It falls in gold when interest rates rise, and vice versa.
Inflation Information: Rising inflation pushes the price of gold up.
Geopolitical TensionsWars and uncertainty, as well as panic, chaos in the political arena and more. This will increase the demand for gold.
Central Bank Policy:Central banks’ monetary policies can have an impact. The policies of easing support the price of gold.

Technical Analysis

The majority of traders utilize charts or indicators as well as price actions to enter and exit. Common techniques include:

levels of Support and Resistance:These help find reversal or breakout zones.
Moving Averages and Trendlines:These reveal the overall movement and trend that the investment is experiencing.
MACD and RSI:These indicators tell whether gold is either overbought or undersold.

Risk Management

An effective strategy will be unusable without the management of risk.. Important rules include:

Always make sure to use stop-loss.
Do not take a risk that exceeds 1percent of your equity.
Review and record each trade to improve your method.

Conclusion

Futures trading in gold can be thrilling as well as risky when not handled by a professional with sufficient knowledge and plan. Before you begin, be aware of the market’s dynamics and be aware of your trading platforms as well as additional technical elements.

Are you ready to take your futures trading to the highest step? FundingTicks provides cutting-edge tools specifically for traders who trade in commodities and gold.

Read more:
Mastering Gold Futures: Key Strategies, Risks, and Opportunities

The way most industry leaders think about international ecommerce has radically changed over the last few years, primarily because of the emergence and widespread availability of AI tools.

However, automation isn’t the only technology shaping the industry. Various other technologies are impacting consumer behavior and the quality of the shopping experience that online businesses can offer.

A DHL study revealed that 59% of shoppers purchase items from retailers outside their home country worldwide.

This figure indicates a considerable shift in consumer behavior over the last decade, since 35% of shoppers searched for products outside their domestic digital markets in 2015.

Although countless factors can affect how international online marketplaces will change in the next ten years, long-term predictions suggest their steady growth.

Let’s start our discussion about the future of international ecommerce by examining its current state.

Ecommerce in 2025: The current state of things

The ecommerce market is expected to generate $6.56 trillion in sales in 2025, growing by 7.8% from the previous year.

Furthermore, Turkey, Brazil, India, and Argentina are among the most rapidly growing ecommerce markets with compound annual growth rates (CAGR) projected to exceed 10% between 2024 and 2029.

These statistics show that online retailers have much to gain by expanding their business beyond their domestic markets.

Even though the number of active sellers on online marketplaces like Amazon and eBay has shrunk over the last couple of years, this trend doesn’t reflect their decline, but a shift in focus toward reputable sellers dedicated to providing an outstanding shopping experience to consumers worldwide.

Consequently, establishing a presence in their domestic marketplaces is getting more challenging for newcomers to eBay, Amazon, and similar platforms, as most niches are highly saturated.

The same applies to sellers who want to expand beyond their domestic markets. They face fierce competition in mature markets like the US and rapidly developing markets like Turkey or Brazil.

Localization and marketplace expansion solutions like Webinterpret have become essential for sellers because their success in the US or other attractive markets often depends on how effectively they localize their product listings.

The role of localization in shaping the future of online marketplaces

Cross-border ecommerce is immensely popular, as a study conducted by DHL at the start of 2025 shows that over 30% of online shoppers buy items from retailers in other countries monthly.

That’s why it’s hardly a surprise that a considerable portion of sellers in online marketplaces offer their products in at least one additional marketplace besides their domestic market.

As a result, localization is already a pillar of international ecommerce, enabling sellers to expand the reach of their products and increase their revenues.

Marketplace expansion challenges range from accurate listing translations and optimization for search engines in different languages to legal and logistical hurdles.

eBay sellers planning expansion into new marketplaces can benefit from dedicated localization solutions like Webinterpret that automatically translate product listings into the market’s language, convert prices and item sizes, and optimize listings for eBay’s algorithm in different languages.

These marketplace solutions reduce the time sellers need to start selling in a new country by automating listing translation and ensuring each listing is adjusted to consumers in their target market.

Localization will continue to be a critical element of ecommerce in the future as new technologies that simplify and reduce the cost of marketplace expansion emerge.

Read also: https://ecommercefastlane.com/using-ebay-listing-tools/

The key sources of innovation in the ecommerce industry

The widespread use of the internet, the popularity of smartphones, and the meteoric rise of AI have made it possible for shoppers worldwide to buy products from the comfort of their homes.

Technology remains the key source of innovation in the ecommerce industry after several decades of near-constant growth.

Besides Artificial Intelligence, which has already changed the ecommerce sector, Augmented Reality, Blockchain, and the Internet of Things are poised to transform this sector in the coming years.

Implementing these technologies into the daily routines of digital merchants and consumers is well underway, as eBay and Amazon offer AR view features to their users, although in a limited capacity.

A likely scenario for the future of ecommerce is that AI, AR, blockchain, and other emerging technologies will:

Make online shopping safer for consumers by providing a more robust payment protection process.
Enable shoppers to try products virtually and prevent high return rates.
Considerably reduce sellers’ logistics, localization, and other costs when offering products on multiple marketplaces.
Encourage sellers to enter new marketplaces without fear of localization.

Furthermore, online marketplaces embrace blockchain technology to help businesses optimize their supply chains and create more efficient loyalty programs.

These technologies will shape online marketplaces in the future and will undoubtedly play a crucial role in how online retailers interact with their customers, as it is already apparent that they are transforming some of the key aspects of international ecommerce.

Preparing for the online marketplaces of tomorrow

The AI revolution has caught many online sellers off guard.

As it swept through the ecommerce world, it transformed localization, inventory management, customer service, and other vital aspects of the industry.

That’s why early AI adopters gained a significant competitive advantage over sellers who hesitated to implement AI tools into their daily processes.

Other emerging technologies like blockchain, AR, or even drones might do the same in the not-so-distant future.

So, to remain competitive and secure the long-term stability of their business, sellers should explore ways to use these technologies to increase their revenue while providing a safer and seamless shopping experience for their customers.

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The future of international ecommerce

Liberty Speciality Steel has collapsed into administration after a winding-up petition in the High Court, placing one of the UK’s most strategically important steelmaking businesses under government control.

The South Yorkshire-based company, which employs around 1,450 people, will now be managed by special officials appointed by the Government’s Official Receiver. Liberty Speciality Steel supplies high-grade steel products to critical sectors including aerospace, defence, power generation, oil and gas, and rail. Its specialist alloys are used in everything from aircraft carriers and military aircraft landing gear to turbines and control systems.

The collapse marks another major blow for the UK’s struggling steel industry. Recent years of low production volumes have left gaps in the domestic supply chain, forcing manufacturers to rely on imports.

Gareth Stace, director general of UK Steel, welcomed the government’s intervention but urged urgent action to secure the future of the plants.

“We hope a new owner is found quickly who can inject the investment and working capital required to return production volumes to previous levels,” he said. “These assets produce high-quality, specialist steels for high-value markets. The Government must continue to push on trade defence and reduce energy costs so that the business, and the wider UK steel ecosystem, becomes sustainable.”

Charlotte Brumpton-Childs, national officer at the GMB union, described the news as “another tragedy for UK steel – and the people of South Yorkshire – this time brought on by years of chronic mismanagement by the owners.”

However, she added that the government now had a chance to intervene decisively: “This represents an opportunity for the Government to take decisive action, as it did with British Steel, to protect this vital UK industry.”

The Government has yet to announce next steps, but with the assets now in public hands, ministers face mounting pressure to ensure the continuation of steelmaking in Sheffield and Rotherham. The future of more than a thousand highly skilled jobs, as well as the security of UK supply chains for defence and energy, is at stake.

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Liberty Speciality Steel collapses into administration and government receivership with 1,450 jobs at risk