Business

Preston Cherouny is a seasoned operations leader based in Washington, D.C., known for his steady approach to management and his focus on people, process, and purpose.

As Chief Operating Officer at St. John’s Church, he brings together financial discipline, organisational skill, and compassion to help the institution run smoothly while staying true to its mission.

Born in Atlanta in 1965 and raised in Canton, Connecticut, Preston learned the value of humility and perseverance early in life. After graduating from Avon Old Farms School in 1984, he went on to earn a degree in American Studies from Skidmore College. His early career in Connecticut prepared him for leadership, teaching him the importance of teamwork and clear communication before he relocated to Washington, D.C., in the early 1990s.

Since joining St. John’s in 2017, Preston has served in multiple roles — from Financial Secretary to Interim Parish Administrator, and now Chief Operating Officer. He believes effective leadership comes from listening, patience, and consistency rather than authority. “People don’t expect you to know everything,” he often says. “They expect you to listen.”

Outside of work, Preston Cherouny is an avid golfer and an active member of the University of Maryland Golf Course, where he finds reflection and balance. He also supports education and community initiatives, contributing to his alma mater and local causes. His career and character reflect a simple philosophy — lead with integrity, learn from failure, and stay grounded in what matters most: family, community, and purpose.

Q: You grew up in Canton, Connecticut. How did your early life shape the way you approach your work today?

Absolutely. Growing up just outside Hartford, in a small town like Canton, taught me the value of humility and hard work. My parents, Richard and Mary, were very grounded people. They expected effort, honesty, and resilience. Those principles stayed with me. Even now, when I’m working through a complex operational issue, I can hear my dad’s voice saying, “Slow down and do it right.” That has guided me more than any management book ever could.

Q: After Avon Old Farms and Skidmore College, what were the first steps in your career?

After graduating from Skidmore in 1988 with a degree in American Studies, I worked in Connecticut for a few years. Those early roles weren’t glamorous, but they taught me the foundations of organisational discipline — budgeting, communication, accountability. I learnt how to work with people from very different backgrounds, which helped later in my career.

In 1992, I made the move to Washington, D.C. It was a big shift, both professionally and personally. I married my wife, Merrell, the following year at St. John’s Church, not realising at the time that the church would one day become my workplace and a major part of my professional identity.

Q: You joined St. John’s Church in 2017. What attracted you to operations in that environment?

Operations work appeals to me because it sits quietly in the background but holds everything together. When I started at St. John’s as Financial Secretary, I found meaning in creating order, building systems, and helping things flow. Later, serving as Interim Parish Administrator and eventually COO, I came to understand how vital steady leadership is in a community-focused institution.

Church operations involve finance, staffing, communication, facilities — but also something less tangible: trust. People look to you not just for efficiency, but for steadiness. I take that responsibility seriously.

Q: What is your leadership style, and how has it developed over time?

My style is rooted in patience, honesty, and persistence. I’ve made mistakes — big ones at times — and those experiences shaped me. Instead of hiding failure, I’ve learnt to study it. The lesson is always in the aftermath: how you communicate, how you rebuild trust, how you adjust.

I’ve said before, “Success is in the work.” For me, it’s about showing up, being consistent, and giving people the space to do their best work. I don’t believe leadership is about having all the answers. It’s about listening. People feel valued when they’re heard, and that’s when they contribute their best ideas.

Q: St. John’s is a historic and highly visible institution. What challenges come with managing operations there?

Every day is different. Some days you’re reviewing financial reports. Other days you’re coordinating repairs on a building that’s older than most of the country. And sometimes you’re helping navigate sensitive community situations.

The biggest challenge is maintaining balance — keeping the institution running smoothly while also supporting the people who make it what it is. I write out short- and long-term goals to keep myself centred. If I stay grounded in those goals, I can manage the unexpected more effectively.

Q: You’ve spoken about slowing down and being present. How does that influence your work?

It influences everything. I learned the hard way that rushing creates errors — in judgement, communication, and operations. When I slow down, I make better decisions. At work, that might mean stepping away from a spreadsheet for ten minutes or walking through the building to reset my thoughts.

This mindset comes from golf, actually. I’m a member at the University of Maryland Golf Course, and the sport teaches patience and presence. Every shot forces you to focus. If your mind is somewhere else, the result shows instantly. Work feels similar.

Q: What has been one of the most meaningful lessons in your career?

Forgiveness — especially forgiving myself. I’ve faced moments where I fell short. What helped me move through them was accepting the failure instead of hiding from it. My wife, Merrell, was a major influence there. She stood by me when things were difficult, and her support reminded me that resilience is built on honesty, not perfection.

Q: Looking ahead, what continues to motivate you in your role?

The people. The staff at St. John’s, the parishioners, the community — they give the work purpose. I also feel a responsibility to maintain the institution with integrity, so it can continue to serve others long after I’m gone. That sense of stewardship keeps me focused.

And personally, I’m motivated by balance. If I can lead effectively while staying present for my family and grounded in my values, that feels like meaningful success.

Read more:
 A Conversation with Preston Cherouny: Steady Leadership in Changing Times

When Dr. Gina Acosta Potter began her education career in 1995, she had no idea that her first classroom would lay the foundation for nearly three decades of leadership.

She was one of only two graduates from U.C. Los Angeles’ teaching credential and Masters Degree program selected for a teaching role in the Santa Monica-Malibu School District. That early opportunity shaped the way she viewed students, teaching, and learning.

“I walked in on the first day of school knowing I had to earn my students’ trust,” she recalls. “Teaching showed me the importance of listening and seeking to understand before leading.”

Her early years gave her a close view of student needs. Many of her students came from diverse backgrounds, and she quickly learned that academic success was deeply connected to housing and food security, English language acquisition skills, along with emotional and social support. These insights stayed with her long after she left the classroom.

Moving Into School Leadership Roles

As Potter grew as an educator, she took on roles such as Associate Principal, Director of Preschool, and later Principal. Each step expanded her responsibilities and her understanding of how schools and educational programs operate.

“Becoming a Principal changed everything,” she says. “It showed me how every decision touches families, teachers, and students in ways you do not always see immediately.”

During these years, she focused on creating compassionate school environments where students felt supported and families felt seen. She also learned how to navigate budgets, staff development, and community expectations. These experiences became the building blocks of her leadership style.

Transitioning to District Leadership Positions

Potter eventually transitioned into district-level roles, including Assistant Superintendent of Business Services and Deputy Superintendent. At this level, she gained insight into navigating the complexities of a school district which included long-term planning, strategic finance, and system-wide equity work.

“When you step into district leadership, you realize that strategy matters as much as heart,” she explains. “You cannot improve outcomes without strong stable systems.”

Her work involved aligning budgets with student needs, guiding academic initiatives, and collaborating with county and state partners. She became known for a balanced approach that combined strategic leadership with compassion.

Leading as Superintendent Through Complex Challenges

Potter’s move into the Superintendent role represented the highest level of responsibility in her career. In the majority of districts that she has served, many students faced economic hardship, limited resources, and housing instability, she focused on building systems that addressed those challenges by leading teams of educators in the creation of robust comprehensive ecosystems of support

“We made equity the center of our work,” she says. “Students cannot learn if their basic needs are not met. It is our job to support the whole child and the whole family.”

Her leadership included expanding partnerships with local community groups and state legislative leaders, strengthening support for English learners, and building new pathways for team work. She understood that schools needed strong community ties and a compassionate team of educators focused on student success.

“Schools serve students better when their district focuses on lifting up the community,” Potter notes. “That became one of the guiding principles of our strategic vision and mission.”

Key Leadership Lessons From a 30-Year Career

1. Start by Understanding Students and Educators

Potter believes her career is shaped by her time in the classroom. “If you do not understand the students and educators you serve, you cannot teach and lead them,” she says. Her teaching years taught her that leadership starts with empathy and understanding.

2. Use Data to Support Student Needs

Throughout her district-level work, she learned to rely on data not as a barrier but as a tool. Sound academic strategy and wise financial planning  help schools stay focused on aligning resources to targeted areas where students need the  most support.

3. Build Partnerships Across Communities

Many of her most successful initiatives came from collaborating with state and federal legislative leaders, county and city agencies, and expanding community partnerships. “You cannot solve big problems alone as it takes a team of great minds and hearts across various levels of local, state, and federal leadership to come together to lift up whole communities and utilize education to open doors of opportunity for generational success,” she explains.

4. Stay Flexible and Keep Learning

Potter’s commitment to continuous improvement has been a throughline in her career. She understands that education evolves, and leaders must evolve with it.

A Professional Legacy Rooted in Equity and Connection

Across every role, Potter has remained committed to one core belief: all students deserve access to opportunity and success. Her work, from teaching to managing multimillion-dollar district budgets, reflects that mission.

“I never chased titles,” she says. “I focused on serving students and communities with purpose and integrity—and everything else followed.”

Her story offers a look into the mindset of a leader who has seen every level of the educational system. It is also a reminder that stability and success comes from a keen focus on student success, consistency, team work, community partnerships, and a clear vision for equity.

For readers who want to learn more about her work and insights, visit Dr. Gina Potter’s website at:

Looking Ahead

After nearly 30 years in education, Potter continues to inspire educators and leaders who want to strengthen public schools. Her career shows how thoughtful leadership, compassion, fiscal strategy, partnerships with legislative leaders, and community collaboration can elevate schools and communities.

“My own childhood and every step of my journey as an educator has taught me something important,” she says. “That is what keeps me committed to ensuring education provides students with pathways to life success and generational stability for their families..”

Read more:
Dr. Gina Acosta Potter: A Leadership Journey Shaped by Compassion, Service, and Strategy

UK companies that export food or chemicals face increasing challenges. Regulations are becoming stricter, customers expect the highest quality, and even small mistakes can have serious consequences, from product recalls to delivery delays. Transporting liquids or powdered substances requires particular care, as contamination at any point can create major problems.

A solution that has proven effective in practice is the use of certified ibc containers. These specially designed containers are built to transport products safely and hygienically, whether it’s juice, dairy products, or chemical liquids. High-purity IBCs ensure that nothing contaminates the product and help companies meet international standards.

These containers are modular, meaning they can be adapted to different requirements. Sizes, valves, and closure systems can be configured according to the product’s needs without compromising cleanliness or safety.

Why Cleanliness and Material Quality Matter

IBC containers are ubiquitous in logistics, but not all of them meet the same high standards. For food and chemical products, two factors are especially critical: hygiene and material quality. Even minor contamination can compromise a batch, leading to product recalls, financial loss, or damage to a company’s reputation.

High-purity containers are specifically designed to prevent cross-contamination, ensuring that products reach customers exactly as they were manufactured – free from foreign substances, odors, or changes in taste. The materials used in these containers must also be chemically stable. Some plastics, while appearing neutral, can react with certain liquids over time, which could compromise both safety and product integrity.

Modern high-purity IBCs go a step further by integrating technology such as barcodes or RFID chips. This allows companies to track every container in real time, providing full visibility throughout the supply chain. For international exporters, this traceability is not just a convenience—it is increasingly required by regulators and partners to guarantee compliance and maintain trust, in line with official guidance such as the UK’s Pollution Prevention Guidance for storing and handling drums and IBCs (PPG 26).

Growing Global Compliance Requirements

Export regulations continue to tighten. For food manufacturers, this includes compliance with HACCP standards and EU food safety regulations, which ensure that products are safe for consumption and free from contamination. Chemical companies must follow rules such as REACH, which dictate not only what substances are allowed in packaging but also how they must be labeled, handled, and documented throughout the supply chain.

Beyond legal requirements, transparency in the supply chain is increasingly important. Customers, regulatory bodies, and business partners want to know exactly where a product comes from, what materials were used in production, and how it was transported. Demonstrating this level of transparency helps build trust and prevents costly misunderstandings or compliance issues.

Experience shows that companies using low-quality containers, or containers that are difficult to clean and inspect, risk delivery delays, product recalls, and potential reputational damage. High-purity IBC containers help minimize these risks. Their easy-to-clean surfaces, robust construction, and compatibility with modern storage systems make them an essential tool for exporters. At the same time, many UK exporters are already operating under significant pressure due to a widening trade gap and limited support, as highlighted in Business Matters’ reporting on small exporters and the UK trade deficit.

Real-World Examples

In the food industry, UK producers of juices, dairy products, or liquid ingredients rely on high-purity IBC containers for transportation. The containers ensure that the product’s taste, color, and quality remain unchanged, while their modular design allows for flexible volumes.

In the chemical sector, high-purity IBCs are equally essential. Companies exporting specialty chemicals need containers that are stable, leak-proof, and fully traceable. These containers meet all those requirements while simplifying work in warehouses and logistics, allowing businesses to operate efficiently without compromising safety or quality.

Efficiency in Storage and Transport

High-purity IBC containers don’t just protect the product; they also make logistics more efficient. Their stackable design saves valuable space in the warehouse, allowing companies to store larger quantities without expanding storage facilities. Standardized sizes make transport in trucks, shipping containers, or even intermodal systems much easier, reducing the need for specialized handling equipment and minimizing the risk of damage during transit.

Uniform filling and discharge systems further streamline operations. Employees can handle multiple containers with less effort, reducing labor time and the likelihood of errors. This consistency is especially important for exporters who operate on tight schedules or manage multiple product lines simultaneously.

High-purity IBCs also offer flexibility in loading and unloading. Many containers are compatible with automated or semi-automated handling systems, which can significantly speed up warehouse operations and reduce operational bottlenecks. This makes it possible to maintain a steady flow of goods, even during peak production or high-demand seasons.

By integrating storage, transport, and handling into a single, reliable system, exporters can combine safety, compliance, and efficiency seamlessly. Investing in high-quality IBC containers not only ensures smoother day-to-day operations but also reduces waste, improves supply chain reliability, and ultimately strengthens the company’s overall logistics performance.

Sustainability as an Added Benefit

Another often-overlooked advantage of high-purity IBC containers is their reusability. In the food and chemical industries, sustainability is becoming increasingly important. Durable containers that can be used multiple times reduce waste and conserve resources, making them a practical solution for companies striving to minimize their environmental footprint.

Recyclable IBCs also help companies meet environmental requirements and demonstrate responsibility toward customers and the public. By implementing a system where containers are cleaned, inspected, and reused, businesses can significantly cut down on single-use packaging and disposal costs. This not only benefits the environment but also supports long-term cost efficiency.

Furthermore, sustainability initiatives resonate strongly with partners, clients, and end consumers. Companies that visibly commit to greener practices gain trust and a competitive edge in increasingly eco-conscious markets. Clean, efficient, and sustainable operations are therefore not just an ethical choice. They are also a strategic business advantage, helping organizations stand out while contributing positively to the planet.

Conclusion

For UK food and chemical exporters, high-purity IBC containers are more than just storage units. They play a crucial role in product safety, efficient logistics, and compliance with international standards.

High-purity containers offer modular flexibility, approved materials, and easy cleaning. They ensure products reach customers safely and unchanged, while also supporting more sustainable and efficient operations. Investing in these containers builds trust, protects brand reputation, and keeps supply chains running smoothly.

Read more:
High-Purity IBC Containers: Essential for Food Safety and Chemical Exports

Jia Xu is a computer scientist and AI researcher with a global academic career spanning Europe, Asia, and the United States. She is currently where her work focuses on natural language processing and large language models.

Xu began her academic journey in Germany. She completed her bachelor’s and master’s degrees at TU Berlin, studying and working entirely in German. She later earned her PhD from RWTH Aachen University under Professor Hermann Ney, a leading figure in machine translation. During this period, she also completed research visits at Microsoft Research and IBM Watson, gaining early exposure to industry-scale AI systems.

Her academic career continued in Asia. Xu served as an Assistant Professor and PhD adviser at Tsinghua University and later became an Associate Professor at the Chinese Academy of Sciences. Across these roles, she led research teams working on dialogue systems, machine learning generalisation, and efficient AI models.

Jia Xu is known for combining theory with real-world application. She has authored around 50 research papers and holds 12 patents and provisional patents. Her teams have ranked among the top performers in 18 major AI competitions, including second place in the Amazon Alexa Prize Social Bot Challenge.

In recent years, Xu’s work has focused on making large language models smaller, smarter, and more sustainable. She believes true success in AI comes from lasting impact, not scale alone.

An Interview with Jia Xu on Building a Global Career in AI

Your career has taken you across Europe, Asia, and the United States. Where did it all begin?

I began my academic journey in Germany when I was nineteen. I moved there to study computer science and had to learn how to live, study, and think in a new language at the same time. I completed both my bachelor’s and master’s degrees at TU Berlin entirely in German. That experience shaped how I approach challenges. I learned early that progress often comes from patience and persistence rather than speed.

How did that early experience influence your research mindset?

It taught me resilience. When language is limited, fundamentals speak.. Fundamentals lead. Listening sharpens. Preparation deepens. That mindset stayed with me during my PhD at RWTH Aachen University, where I worked under Professor Hermann Ney in machine translation. At the time, machine translation was still considered very difficult. Seeing how long-term research could slowly turn impossible ideas into real systems left a strong impression on me.

You also spent time in industry research labs. What did those experiences add?

During my PhD, I had research visits at Microsoft Research Redmond and IBM Watson. Those environments showed me how research operates at scale. I am grateful for that time and my mentors and colleagues. Industry labs care deeply about whether ideas can work in real systems. That balance between theory and application stayed with me. It reinforced my belief that strong research should eventually connect to real use cases.

After your PhD, you moved into academic leadership roles in Asia. What stood out during that phase?

I served as an Assistant Professor and PhD adviser at Tsinghua University and later as an Associate Professor at the Chinese Academy of Sciences. These were intense and productive years. I worked with talented students and researchers on machine learning and natural language processing. Different academic cultures value different things, and adapting to those expectations helped me grow as a leader. I learned that thinking is just as important as directing.

Many people know your work through AI competitions. Why were those important to you?

Competitions test whether ideas actually work. My teams contributed to 18 top-ranking results in major natural language processing challenges. One highlight was earning second place in the Amazon Alexa Prize Social Bot Challenge. That project forced us to think about long-term conversations, system robustness, and user experience. It showed clearly that accuracy alone is not enough. Real systems must be reliable, efficient, and engaging.

In recent years, your research has focused on efficiency and smaller models. Why does that matter?

Large language models are impressive, but they are expensive and resource-heavy. Many organisations cannot use them easily. I am interested in making models smaller and smarter so they can be deployed more widely. Efficiency is not about lowering standards. It is about better design. A well-built, smaller model can be more practical and trustworthy in real-world settings.

How do you personally define success in your field?

I measure success using two standards. One is my own judgement as a researcher. I understand the depth and impact of my work. The second is social feedback. If an idea is recognised and helps make the world better, then it matters. Decades ago, machine translation seemed unrealistic. Today, it is part of everyday communication. Being part of that long journey of turning the unreachable into something achievable is meaningful to me.

You place strong emphasis on values and integrity. Where does that come from?

Every career includes challenges that test your principles. I believe lasting success comes from staying aligned with one’s goals and social values, even when it can be difficult sometimes. Authenticity matters. It affects how one works with colleagues, mentors students, and chooses research problems. For me, success is not just about achievement. It is about contributing something that lasts beyond oneself.

What role does mentorship play in your work today?

Mentorship is at the heart of my work. I help students view research not as a series of immediate wins, but as a long-term journey where setbacks are stepping stones. Success is built through steady effort and curiosity. At the same time, I learn from my students, their questions, fresh perspectives, and fearless curiosity constantly push me to grow and evolve. For me, mentorship is a team journey of discovery, resilience, and shared growth.

Read more:
Jia Xu on Building a Global Career in Artificial Intelligence

Many businesses enter the market believing their product will appeal to everyone, yet the reality is extremely diverse.

Studies show that companies that precisely define their target group can improve marketing efficiency by up to 50%, a number that often surprises first-time sellers. Ignoring this step can quietly erode your sales potential long before you even notice. Discover how a clear target group strategy can transform your e-commerce performance and why it is worth your attention.

When your message reaches the wrong audience

Missing a defined target group leads to marketing communication that feels generic and disconnected from buyer needs. Instead of persuading customers, such messaging confuses them and pushes them away to competitors who understand them better. Your promotional budget also evaporates quickly because ads reach people who were never interested in your offer. Over time, this weakens your brand perception and makes scaling your e-commerce business significantly harder.

When you analyze your target group, however, your communication becomes sharper, more relevant, and more persuasive. You can tailor descriptions, visuals, and value propositions directly to the expectations of your ideal customers.

Marketplaces like Allegro give you even greater opportunities because you can match your listings to audience segments that already show strong purchase intent. This targeted approach boosts click-through rates, conversion rates, and the total value of your sales.

When your product does not match real buyer needs

Without defining your target group, you risk creating or offering products that customers do not want. This leads to low sales and high stock levels that drain your resources. Eventually, this damages both profitability and customer trust.

By applying target group analysis, you gain insights into what features and benefits your buyers actually care about. This enables you to create offers that genuinely reflect what your customers expect and address the challenges they face. As a result, your product lineup becomes more profitable and appealing.

When you invest in the wrong marketing channels

Not knowing your target group causes you to spend money where your customers are not present. Your ads appear in irrelevant places and fail to bring meaningful traffic. This raises acquisition costs and reduces your overall marketing effectiveness.

By conducting detailed target group analysis, you uncover where your audience actually spends time and what shapes their purchasing decisions. It helps you direct your budget toward channels that deliver real impact instead of wasting resources elsewhere. It increases the return on investment and strengthens your overall marketing strategy.

When your competitors outperform you with data

E-commerce is highly competitive, and sellers who work without customer insights fall behind faster than ever. Competitors who understand their audience use better keywords, create more persuasive listings, and optimize their promotions with precision. Without a defined target group, your offers become invisible among thousands of similar products. As a result, your brand blends into the market and struggles to build lasting customer loyalty.

Sellers who invest in target group research, however, operate with the advantage of clarity and direction. They can develop sharper product strategies, adjust their pricing intelligently, and stand out through value-driven messaging. On platforms like Allegro, this gives them a measurable performance edge, from higher organic visibility to stronger conversion rates. In short, precise targeting enables you to compete effectively and grow sustainably.

Identifying your target group is a crucial step for achieving stable, long-term business growth. With the right insights, every decision becomes more profitable and less risky. Start analyzing your audience today to unlock your full e-commerce potential.

Read more:
What you miss out on when you do not define your target group

Private equity investment in the UK is showing renewed signs of life, as dealmakers adapt to higher interest rates, tighter lending conditions and growing pressure from investors for more control and lower fees.

While mega-buyouts remain subdued, a quieter but significant shift is under way: the rise of co-investments in private markets.

After two years of muted activity, UK-focused private equity firms are increasingly targeting mid-market opportunities, platform acquisitions and bolt-on deals, particularly in sectors offering resilient cash flows such as healthcare, business services, technology infrastructure and energy transition. According to industry figures, deal volumes are stabilising, even as valuations remain below the peaks of 2021.

Fund managers say the market is not short of capital — often described as “dry powder” — but that deployment strategies have changed. With debt more expensive and exit routes less predictable, firms are structuring deals more cautiously and leaning on co-investments to spread risk and align interests.

Co-investments allow institutional investors, such as pension funds, insurers and family offices, to invest directly alongside private equity sponsors in individual transactions, often on more favourable fee terms. For investors, the appeal is twofold: lower costs and greater transparency. For fund managers, co-investments offer a way to execute larger or more complex deals without overconcentrating risk within a single fund.

“Co-investment has moved from being a niche option to a core part of private market strategies,” said one London-based private equity partner. “It allows sponsors to be more selective while still backing high-quality assets.”

The trend is particularly pronounced in private credit-backed transactions, infrastructure and growth equity, where capital requirements can be substantial and long-term horizons suit institutional investors. UK pension schemes, under pressure to boost returns while supporting domestic investment, are increasingly active participants.

This shift comes as policymakers continue to push for greater mobilisation of UK institutional capital into private markets. Recent reforms to pension fund rules and the creation of long-term asset vehicles have made it easier for large pools of capital to access private equity and co-investment opportunities.

Despite the cautious tone, executives managing private equity investments remain optimistic about the medium-term outlook. Improved visibility on interest rates, easing inflation and a gradual reopening of exit markets, including secondary buyouts and selective IPOs, are expected to support dealmaking through the second half of the year.

However, competition for the best assets remains intense. Assets with strong management teams, pricing power and clear growth narratives are commanding premium valuations, even as weaker businesses struggle to attract interest.

For UK businesses seeking investment, the message is clear: private equity remains open for business, but scrutiny is higher and structures are more flexible. For investors, co-investments are no longer an add-on, they are becoming central to how capital is deployed across private markets.

As the cycle matures, private equity’s ability to adapt its models may prove just as important as the capital it brings to the table.

Read more:
Private equity turns to co-investments as UK dealmaking regains momentum

UK government borrowing has climbed to its second-highest level on record for the first eight months of the financial year, underlining the scale of the challenge facing Rachel Reeves despite stronger tax receipts.

Figures from the Office for National Statistics (ONS) show that the government borrowed £132.3 billion between April and November, £10 billion more than over the same period last year. The only higher total for that stretch of the year was recorded in 2020, when emergency spending during the Covid-19 pandemic pushed borrowing to unprecedented levels.

Borrowing in November alone came in at £11.7 billion, £1.9 billion lower than a year earlier and the lowest figure for that month since 2021. However, earlier months were revised upwards by almost £4 billion, reinforcing the picture of sustained pressure on the public finances.

Tom Davies, senior statistician at the ONS, said that while November’s figure showed some improvement, the broader trend remained challenging. “Despite an increase in spending, this month’s borrowing was the lowest November for four years,” he said. “The main reason for the drop from last year was increased receipts from taxes and National Insurance contributions. However, across the financial year to date as a whole, borrowing is higher than last year.”

Markets reacted cautiously to the data, with the yield on the benchmark ten-year gilt edging up to 4.5 per cent and sterling slipping slightly against the dollar.

Tax revenues rose sharply over the period, climbing by £25 billion to £516 billion. This was driven by a £21 billion increase in National Insurance contributions and a £14 billion rise in income tax receipts. However, spending grew even faster, up £55 billion to £736 billion, largely due to a £15 billion increase in benefit payments.

Reeves has already introduced a £25 billion rise in employer National Insurance contributions, announced in her first budget last October and implemented in April, and extended a freeze on income tax thresholds in her second budget last month. The Office for Budget Responsibility (OBR) estimates those measures helped the chancellor rebuild fiscal headroom to around £22 billion, after £26 billion of additional tax rises — most of which take effect later in the forecast period.

Economists warned that the latest figures highlight the fragility of that position. Elliott Jordan-Doak, senior UK economist at Pantheon Macroeconomics, said the data illustrated “the shaky foundations” of relying on back-loaded tax rises to restore credibility. “The bigger picture is that the public finances remain weak,” he said.

Sandra Horsfield, economist at Investec, added that progress in reducing the deficit appeared “a little slower than hoped”, despite stronger revenues.

The ONS said the current budget deficit — which Reeves must turn into a surplus within five years to meet her fiscal rules — stood at £93 billion over the eight-month period, £7 billion higher than a year earlier. The OBR forecasts total borrowing of £138 billion for the full financial year.

Public sector net debt rose to 85 per cent of GDP in November, up 2.7 percentage points on the year. Debt interest payments fell to £3.4 billion in November, down from £9 billion in October, but remain forecast to exceed £100 billion a year over the next five years.

James Murray, chief secretary to the Treasury, said the figures underscored the urgency of the government’s approach. “£1 in every £10 we spend goes on debt interest — money that could otherwise be invested in public services,” he said. “That is why last month the chancellor set out a budget that delivers on our pledge to cut debt and borrowing.”

Read more:
UK borrowing hits second-highest level on record despite tax take surge

Tom Pellereau, the first winner of The Apprentice to secure an equity investment from Lord Sugar, has regained full ownership of his business after buying out Lord Sugar’s 50 per cent stake.

The deal, agreed 14 years after the original investment, returns Styl Pro to 100 per cent founder ownership and marks the end of one of the show’s longest-running business partnerships. Financial terms of the buyout have not been disclosed.

Pellereau founded Styl Pro in 2011 after winning The Apprentice, when Lord Sugar invested £250,000 for a half share in the company. The deal was a landmark moment for the BBC series, which had previously offered winners a salaried role in Lord Sugar’s organisation before shifting to an investment-and-partnership model.

Since its launch, Styl Pro has grown into one of the UK’s fastest-selling electrical beauty-tech brands, known for products such as automated makeup brush cleaners and skincare devices. The company will continue to operate under Pellereau’s leadership, with him remaining founder and chief executive.

Lord Sugar said the timing was right to step away and allow Pellereau to take the business forward independently. “Fourteen years after investing in Tom, I have agreed with Tom’s decision to purchase back my shares and return sole ownership to him,” he said. “When I first met Tom, he was a naïve inventor with ideas and drive, but he desperately needed my business help. He has gone on to build one of the UK’s fastest-selling electrical beauty-tech brands. It’s now the right time to part ways and allow Tom and his team to take the company to new heights.”

Pellereau described the move as a natural next step in the evolution of the business, while paying tribute to Lord Sugar’s role in its success. “I will always be so grateful for the investment Lord Sugar made, and the potential he saw in me and my inventions,” he said. “His time, knowledge and guidance have been invaluable. While now is the right time to regain full ownership of my business, I look back on the amazing journey we’ve taken together over the last 14 years with deep gratitude and happy memories.”

The buyout brings to a close one of The Apprentice’s most high-profile success stories and positions Styl Pro for its next phase of growth as a fully founder-led company.

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Apprentice winner Tom Pellereau buys out Lord Sugar to regain full control of Styl Pro

The strategy behind goZeal’s movement to transform talent and the future of work

In 2025, when “flexibility” is marketed as a perk and “diversity” is measured as a KPI, goZeal is taking a different approach. Founded by Sanghamithra (Sangha) Penesetti, the company is not following the traditional rules of recruitment and workforce development. Instead, it is rewriting them.

goZeal’s mission is simple: “You employ us. We employ change.”

This phrase reflects more than a tagline. It represents a strategy that challenges business leaders to think differently about how they hire, lead, and build teams for the future.

Principle 1: Hire Differently, Lead Boldly

For goZeal, hiring diverse talent is not a branding exercise but a business strategy. Many companies continue to rely on outdated hiring models that unintentionally exclude the very professionals they aim to attract.

goZeal’s approach reverses that dynamic. The company directly employs experienced women, especially those returning to work and women of color, and places them in flexible, high-impact roles across insurance, data, and technology.

These professionals are not gig workers. They are analysts, engineers, and innovators who contribute strategic value from day one. When clients hire through goZeal, they gain more than a resume. They access a system designed to unlock overlooked potential and build teams grounded in empathy, agility, and performance.

Principle 2: Flexibility Is a Performance Strategy

In many companies, flexibility is still treated as a reward rather than a core performance strategy. goZeal’s model demonstrates how rethinking flexibility can strengthen both morale and the bottom line.

The company’s clients have reported measurable results. One reduced onboarding time by 35% through goZeal’s fractional talent model. Another cleared a six-month data backlog in half the time and with fewer resources.

By designing work around people’s lives instead of forcing lives to fit jobs, goZeal enables higher productivity, better retention, and more consistent delivery. For goZeal, flexibility is not about convenience. It is about performance.

Principle 3: Solve Economic Problems with Human-Centered Talent

Across industries, transformation leaders face a common challenge: finding talent that combines technical expertise with regulatory and business understanding. Behind this challenge are structural issues such as high consulting costs, legacy systems, and persistent hiring gaps.

goZeal addresses these problems with a precision-based model that connects companies to vetted, skilled professionals who bring both deep domain knowledge in insurance and tech. These professionals integrate quickly and begin adding value immediately.

This approach is not traditional staffing. It is surgical talent integration that enables mid-sized carriers, brokers, and managing general agents to become future-ready without excessive overhead or burnout.

Principle 4: Inclusion Is not a Program. It is a Platform.

goZeal’s foundation is rooted in its founder’s own experience.

Sangha Penesetti, a woman of color in a traditionally male-dominated industry, saw firsthand how rigid workplace structures forced many talented women out of their careers. Determined to change that, she built goZeal as a platform where inclusion is embedded in every process, not treated as a side initiative.

The company is women-led and women-employed. Its teams reflect the markets they serve. Every project is designed to be remote-first and impact-focused, ensuring that opportunities are accessible and equitable.

Clients work with goZeal not to check a box, but because they make DEI operational and measurable.

Principle 5: One Hire Can Transform a System

Each placement through goZeal represents more than a successful recruitment. It marks a small but significant step toward systemic change.

The company has seen junior underwriters evolve into data leads, women returning from career breaks take on product leadership roles, and  insurance executives have told them that they have “delivered what four firms could not.” These outcomes demonstrate that meaningful transformation begins at the human level.

When organizations hire differently, systems evolve.

Building the Future of Work

goZeal’s philosophy, “You employ us. We employ change,” captures the essence of its mission to transform how companies think about talent.

The firm invites leaders who are ready to embrace flexibility, diversity, and measurable performance to reimagine how work gets done.

For those who believe that the future of business depends on human-centered innovation, goZeal offers a model that turns intention into implementation. Because the companies that will thrive tomorrow are the ones hiring differently today.

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You Employ Us. We Employ Change

Artificial intelligence is likely to displace workers from jobs in a way comparable to the Industrial Revolution, the governor of the Bank of England has warned, as concerns grow over the impact of the technology on entry-level employment and younger workers.

Andrew Bailey said the rapid adoption of AI across the economy made it essential that the UK invested in training, education and skills to help workers transition into new roles created by the technology. Without those foundations, he cautioned, the labour market risked becoming more fragmented.

Speaking on BBC Radio 4’s Today programme, Bailey said people seeking work would find it “a lot easier” if they had the skills needed to work alongside AI, but acknowledged mounting worries about the effect on the career pipeline for younger and less experienced professionals.

“We do have to think about what it’s doing to the pipeline of people,” he said. “If it’s people working with AI, I’m not sure it will change the pipeline, but we’re right to keep a close eye on that.”

AI has become increasingly embedded in everyday life and business operations, with companies using the technology to process vast volumes of data, identify patterns and automate complex tasks. While the productivity benefits are widely acknowledged, there is growing unease about its impact on hiring, particularly in junior professional roles.

Official figures released this week showed the UK unemployment rate rising to 5.1 per cent in the three months to October, with younger workers bearing the brunt. The number of unemployed 18 to 24-year-olds rose by 85,000 over the period, the sharpest increase since late 2022.

Some economists argue that higher minimum wages and increased employment taxes have made firms more cautious about recruiting at the entry level. Others say AI adoption is already reshaping hiring decisions, with companies relying more on technology and fewer junior staff.

Professional services firms are among those reassessing their workforce needs. PwC’s global chairman, Mohamed Kande, recently said the firm was scaling back headcount growth as AI takes on work that would previously have required teams of consultants. Tasks that once took weeks can now be completed in minutes using AI models, he said.

Bailey said anxieties about technological disruption were nothing new, noting that similar fears had surfaced repeatedly throughout history. He cited concerns raised during the Industrial Revolution, which ultimately did not cause mass unemployment but did lead to significant job displacement.

“My guess would be that AI may well have a similar effect,” he said. “It didn’t cause mass unemployment, but it did displace people from jobs, and we need to be prepared for that.”

Despite the risks, Bailey described AI as the most likely driver of the next phase of UK economic growth, particularly through its potential to lift productivity. However, he cautioned that history suggested it could take time before those gains were fully realised.

The Bank of England itself is experimenting with AI, although Bailey said its use, like that of many institutions, remained at an early stage. “To get it into mainstream, everyday use will take some time,” he said, adding that putting the right conditions in place was “critically important”.

Bailey also acknowledged growing concerns about a potential AI bubble, with some technology companies commanding valuations reminiscent of the dotcom era. The central bank has warned that a sharp correction could pose risks to financial stability.

“We have to watch the valuation question,” he said. “Most of the big companies are generating cash flow, but that doesn’t mean they’ll all be winners. We’re watching it very closely because we need to understand the consequences of any sharp unwinding.”

The comments underline a growing consensus among policymakers that while AI offers significant opportunities for growth, its impact on jobs, skills and market stability will require careful management in the years ahead.

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AI likely to displace jobs in a modern Industrial Revolution, warns Bank of England governor