Business

Jonathan Charrier is a Montreal-based entrepreneur and the founder of Charrier Global Imports, a company that connects Quebec and North American consumers with specialty foods, artisanal goods, handcrafted clothing, and wellness products from around the world. He launched the business in 2012 after years of hands-on travel and study in international trade.

Charrier grew up in Montreal’s Rosemont neighbourhood, surrounded by a mix of cultures, languages, and cuisines. Both of his parents worked in hospitality, which shaped his respect for service and long-term relationships. Weekend visits to local public markets introduced him early to global flavours, textiles, and craftsmanship.

After studying international business at a local college, Charrier chose experience over a traditional career path. He spent two years travelling through France, Italy, Peru, Brazil, and Morocco. During this time, he volunteered on vineyards, visited cooperatives, and met artisans working in small workshops. He saw first-hand how skilled producers often lacked access to larger markets despite the quality of their work.

That insight became the foundation of Charrier Global Imports. Starting from a small Mile End warehouse, Charrier built a focused catalogue that included Provençal olive oils, Peruvian textiles, and Moroccan spices sourced from a women’s cooperative. Growth came steadily through trust, consistency, and word of mouth.

Today, Charrier Global Imports supplies boutique shops, restaurants, and online customers across North America. Jonathan remains closely involved in sourcing and supplier relationships. He is known for treating producers as partners and for maintaining high standards across a diverse global supply chain.

Q&A With Jonathan Charrier

Q: You grew up in Montreal. How did that shape your career path?

Montreal played a big role. I grew up in Rosemont, which is a very mixed neighbourhood. You hear different languages on the street. You smell food from everywhere. My parents worked in hospitality, so service and people were always part of daily life. We spent a lot of weekends at public markets. That’s where I first became curious about where things come from and who makes them.

Q: You studied international business, but you didn’t follow a typical route after that. Why?

I felt that textbooks alone were not enough. I wanted to see how trade worked in real life. After college, I travelled for two years. I went to France, Italy, Peru, Brazil, and Morocco. I volunteered on vineyards. I visited cooperatives. I spent time in small workshops. Those experiences taught me more than any classroom.

Q: What stood out to you during those travels?

The biggest thing was the gap between quality and access. I met people making excellent olive oil, textiles, spices, and food products. The skill was there. The care was there. But many producers struggled to reach bigger markets. They didn’t have the contacts or the systems. That problem stayed with me.

Q: Is that what led to Charrier Global Imports?

Yes. The idea grew slowly. I wasn’t thinking about building a large company at first. I was building relationships. I listened to people’s stories. I learned how they worked. When I came back to Montreal in 2012, I rented a small warehouse in Mile End. I started with a very tight selection of products I knew well.

Q: What were those early products?

Olive oils from Provence. Handmade textiles from Peru. Moroccan spices from a women’s cooperative. Each item had a clear origin and a clear story. I focused on consistency and quality. Retailers need to trust what they’re buying. Word of mouth did most of the work in the early years.

Q: How did the business grow from there?

Slowly and carefully. I added products only when I understood the supply chain. Over time, we expanded into chocolates, teas, home goods, and wellness items. The key was not moving faster than our partners could support. Growth has to work for everyone involved.

Q: You still travel regularly to meet suppliers. Why is that important?

You can’t manage relationships from a desk forever. Visiting producers keeps things honest. You see changes early. You understand challenges on the ground. It also shows respect. These are not anonymous suppliers. They are people you rely on.

Q: How do you see your role today compared to when you started?

At the start, I did everything. Now my role is more about oversight and direction. I focus on sourcing, standards, and long-term planning. But I still stay close to the details. That’s where problems and opportunities appear first.

Q: What defines leadership in this industry for you?

Consistency. Fair dealing. Listening. Imports rely on trust across borders. If you break that trust, it spreads quickly. I believe leadership means protecting relationships, not squeezing them.

Q: Looking back, what lesson shaped your career the most?

That good business is built on understanding people. Products move, but relationships last. Everything I’ve done since those early travels comes back to that idea.

Q: And outside of work?

I like simple things. Cooking. Cycling along the Lachine Canal. Exploring restaurants in Montreal with my partner. Those moments keep me grounded and connected to why I started in the first place.

Read more:
Jonathan Charrier Montreal: Building a Global Import Business Through Trust, Craft, and Cultural Exchange

Meta has appointed former Trump administration adviser Dina Powell McCormick to a newly created senior leadership role, underlining the tech giant’s determination to accelerate its push into artificial intelligence infrastructure.

The owner of Facebook, Instagram and WhatsApp said Powell McCormick will join the company as president and vice chairman, with a remit spanning global strategy, government engagement and capital partnerships, with a particular focus on funding and scaling Meta’s vast AI ambitions.

The appointment comes just weeks after Powell McCormick stepped down from Meta’s board, a move that initially surprised investors given she had joined less than a year earlier. She will now report directly to Meta founder and chief executive Mark Zuckerberg, the company confirmed.

In a statement, Zuckerberg said Powell McCormick’s background made her uniquely suited to the role. “Dina’s experience at the highest levels of global finance, combined with her deep relationships around the world, makes her exceptionally well placed to help Meta navigate this next phase of growth,” he said.

Meta has emerged as one of the most aggressive investors in AI infrastructure as it races rivals such as OpenAI, Microsoft and Oracle to develop increasingly powerful systems. The company is building multiple gigawatt-scale data centres across the United States, including a flagship site in Louisiana that was highlighted by former US president Donald Trump and is expected to cost as much as $50bn.

Zuckerberg has pledged to spend up to $600bn on infrastructure over the coming years and has already begun raising tens of billions of dollars in external financing to support the programme. Meta has also struck long-term energy partnerships, positioning itself as one of the world’s largest corporate buyers of nuclear power to meet the vast electricity demands of AI.

Powell McCormick will play a central role in securing and managing those capital relationships. She brings more than three decades of experience in global finance, including 16 years at Goldman Sachs, where she led the firm’s global sovereign investment banking business. Most recently, she served as president and head of global client services at investment firm BDT & MSD Partners.

She is expected to remain on BDT & MSD’s advisory board following her move to Meta.

Her appointment also reflects Meta’s growing engagement with governments as scrutiny of AI, data centres and energy use intensifies. Powell McCormick previously served as deputy national security adviser during Trump’s first term and held senior roles in the George W. Bush administration. Her husband, Dave McCormick, is currently a Republican senator for Pennsylvania.

Meta’s move comes amid intensifying competition in AI infrastructure, with rivals including Elon Musk’s xAI, which recently announced a $20bn expansion of data centre capacity near Memphis, and OpenAI-backed projects seeking to reshape global computing power.

Read more:
Former Trump adviser Dina Powell McCormick joins Meta in senior AI strategy role

Gold and silver prices have surged to fresh all-time highs, prompting experts to urge ordinary Britons to take a closer look at what they already own, including forgotten jewellery tucked away in drawers and boxes at home.

Gold climbed to $4,603.87 while silver reached $84.69, as investors piled into traditional safe-haven assets amid rising geopolitical tension involving Iran, fears of potential US military action, and fresh instability in Washington following the launch of a criminal probe into US Federal Reserve chair Jerome Powell.

While the rally has captured the attention of global markets, industry specialists say the price spike is creating tangible opportunities for everyday individuals, not just professional investors.

Jim Tannahill, managing director of London-based jewellers Suttons and Robertsons, said the current market presents genuine options for people who already hold gold or silver, whether knowingly or not.

“These all-time highs are creating real opportunities for everyday people,” he said. “If you already own gold or silver, whether physical or digital, these levels give you choices. You can sell and lock in a profit, or even use what you own as security for a short-term loan without having to part with it permanently.

“It’s also well worth checking drawers and jewellery boxes. Old, broken or unwanted jewellery can be worth far more than people expect at today’s prices. And if you’re unsure whether something is real gold, it can usually be tested and valued by carat at no cost.”

Tannahill added that exposure to precious metals does not have to mean buying bullion or financial instruments. Well-bought second-hand gold or platinum jewellery, he said, is often overlooked but can combine enjoyment with long-term value. In the UK, many jewellery items sold for under £6,000 are free from capital gains tax, while UK legal-tender gold coins such as Sovereigns are exempt altogether.

However, financial advisers have urged caution for those tempted to chase the rally by investing directly in metals at record prices.

Samuel Mather-Holgate, managing director at Swindon-based Mather and Murray Financial, warned that gold and silver do not generate income in the way traditional investments do.

“With precious metal prices at all-time highs it’s tempting to jump straight in,” he said. “But unlike shares or bonds, these assets don’t compound or generate returns beyond capital growth. The risk is buying at the top.”

Instead, he suggested that investors consider funds or companies operating within the sector. “Gold and silver miners, for example, can offer exposure while still benefiting from business fundamentals. In an increasingly dangerous world, precious metals remain a useful hedge – but how you access them matters.”

David Belle, founder and trader at Fink Money, echoed that view, saying he prefers to invest in companies rather than commodities themselves.

“When you buy a commodity, you’re entirely at the mercy of macro forces,” he said. “With a company, you have management, cash flow and balance sheets working to create value. That provides a more structured way to express a view on the market.”

Others cautioned that strong momentum can reverse quickly. Anita Wright, a chartered financial planner at Ribble Wealth Management, said record highs often encourage emotional decisions.

“Gold and silver making new highs is exciting, but this is exactly when people need to keep their heads,” she said. “Prices can overshoot and then snap back sharply on profit-taking.

“Checking jewellery boxes can be worthwhile, but do it carefully. Separate items by hallmark, weigh them, and get more than one quote from reputable buyers. Be clear whether you’re selling for scrap value or as a collectable, and remember that sentimental value can’t be recovered once an item is gone.”

Rob Mansfield, an independent financial adviser at Rootes Wealth Management, added that chasing recent gains is rarely a sound long-term strategy.

“Before buying something that has already risen sharply, people should think carefully about their objectives and what they can afford to lose,” he said. “There’s no guarantee today’s rally continues. If you do want exposure, funds or ETFs linked to miners or metals may offer a more balanced route.”

As global uncertainty continues to drive demand for safe havens, the gold and silver rally shows little sign of fading. But experts agree that while opportunity exists, discipline and perspective remain essential.

Read more:
Gold and silver hit record highs as experts urge Britons to check drawers and jewellery boxes

Rising costs are pushing UK manufacturers dangerously close to an investment tipping point, with businesses warning that planned spending could be cancelled or moved overseas unless pressures ease.

A new survey by Make UK, the manufacturing trade body, found that almost nine in ten industry leaders expect employment costs to rise this year, while two thirds anticipate higher energy bills. The findings underline mounting concern that the cost base for British manufacturing is becoming unsustainable.

The survey of 174 senior manufacturing executives revealed that 65 per cent see rising business costs as one of the biggest risks facing the sector in 2026. Make UK warned these pressures are now “threatening to reach a tipping point”, beyond which firms may be forced to scale back investment or relocate activity abroad.

Confidence in the UK as a place to invest remains fragile. Just over four in ten manufacturers believe Britain is an attractive destination for investment, a view shared by a similar proportion of overseas-owned firms operating in the UK. Against this backdrop, Make UK forecasts the manufacturing sector will shrink by 0.5 per cent this year.

Despite these concerns, the survey also revealed pockets of cautious optimism. Nearly two thirds of respondents said they believe opportunities will outweigh risks over the year ahead, while 57 per cent still regard the UK as a competitive place to manufacture.

Business leaders pointed to the government’s industrial strategy as a positive influence, with 63 per cent saying it had improved confidence about future investment prospects. However, enthusiasm is being tempered by fiscal uncertainty.

The most recent autumn budget drew particular criticism, with more than half of manufacturers saying they would have reduced planned investment had additional business tax rises been announced. Executives warned that further increases in taxation or employment costs could quickly undermine confidence.

Stephen Phipson, chief executive of Make UK, said the sector was sending a clear warning to government.

“Despite the commitment to an industrial strategy, growth remains anaemic and the warning lights are now flashing red on the UK as a competitive place to manufacture and invest,” he said. “The government promised significant change – now is the time to deliver it.”

The concerns come as broader business sentiment across the UK economy weakens. A separate survey from accountancy firm BDO found that overall optimism among businesses fell to its lowest level in almost five years at the end of 2025.

BDO’s sentiment index dropped from 93.45 to 90.01 in December, the weakest reading since January 2021, reflecting fears of a slowing jobs market, weak demand and persistent cost pressures. Confidence declined across both manufacturing and services firms.

“Business costs are rising and turnover expectations are falling,” said Scott Knight, head of growth at BDO. “Decisive action, such as further interest rate cuts and a clear roadmap of what lies ahead, is critical if firms are to grow and invest.”

While BDO’s output index edged higher, indicating modest growth, this was driven entirely by the services sector. Manufacturing activity continued to lag, with employment prospects also softening slightly.

Together, the surveys paint a picture of an industry under strain: hopeful that policy direction is improving, but increasingly concerned that rising costs and uncertainty could choke off investment just as manufacturers are being asked to drive economic growth.

Read more:
Business costs near tipping point as manufacturers warn investment is at risk

Jeremy Clarkson has sparked a fresh debate about the pressures facing British agriculture after delivering a blunt response to a social media user who blamed Brexit for the struggles of UK farmers.

The exchange followed a video Clarkson recorded in support of the farming advocacy campaign No Farmers, No Food, in which he called on the next government to put farming higher up the political agenda.

In the video, filmed on his phone, Clarkson said he wanted to see ministers prioritise agriculture and address what he described as a contradiction in policy. “We’ve been asked to diversify,” he said, “and when we try to do that, the local authorities tell us we can’t – and that needs addressing.”

The comments prompted a flurry of responses on X, formerly Twitter. One user suggested Clarkson should align himself with Reform UK to act as an intermediary between farmers and policymakers. Another took a very different view, arguing that Brexit was at the root of the sector’s problems, claiming that farms had lost EU subsidies and that it had become cheaper for retailers to source food from the continent.

Clarkson responded curtly to that claim, replying: “Oh dear. You don’t seem to have grasp of reality.”

The remark triggered a wider discussion among users about the future of farming, food security and rural policy in Britain. Several commentators urged greater support for domestic producers, with some even calling for Clarkson to take on a formal political role. Messages ranged from appeals to “always buy local” to tongue-in-cheek suggestions that the television presenter should be appointed agriculture minister.

Others echoed Clarkson’s frustration with the planning system, highlighting what they see as a double bind for farmers who are encouraged to diversify their businesses but then blocked by planning rules from doing so. Questions were also raised about land use, with some users asking why farmers face restrictions on what they can grow or build on land they own.

The No Farmers, No Food campaign was founded by James Melville, who grew up on a family farm in Scotland. The account is run collectively by farmers across the UK and regularly features contributions from high-profile figures speaking out on agricultural issues.

Clarkson, who has become a prominent voice on farming through his work on Clarkson’s Farm, has repeatedly argued that the sector is being squeezed by rising costs, restrictive regulation and policy decisions that fail to reflect the realities of running a farm. His latest intervention underlines how emotive – and politically charged – the future of British agriculture has become.

Read more:
Jeremy Clarkson dismisses Brexit criticism as farmers’ anger grows

Former chancellor Nadhim Zahawi has defected to Reform UK, becoming the most senior ex-Conservative figure to join Nigel Farage’s party.

Zahawi, 58, was unveiled alongside Farage at a press conference in London, where he warned that Britain was “drinking in the last chance saloon” and said the country “really does need Nigel Farage as prime minister”.

In a video message announcing his move, the former vaccines minister and chancellor said: “Nothing works, there is no growth, there is crime on our streets and there is an avalanche of illegal migration that anywhere else in the world would be a national emergency. I’ve made my mind up that the team which will deliver for this nation is the team that Nigel will put together.”

The defection marks a dramatic political reversal for Zahawi, who once insisted there was “no chance” he would ever join Farage. Writing in 2014, he said he had “been a Conservative all my life and will die a Conservative”. A year later, he warned that Farage’s policies could discriminate against British citizens born overseas.

Zahawi’s political career spanned more than a decade at Westminster. Elected as Conservative MP for Stratford-on-Avon in 2010, he held a series of senior cabinet roles under four prime ministers, rising to chancellor in 2022. He stepped down as an MP at the last general election after being forced out of government over a dispute surrounding his tax affairs.

Born in Iraq, Zahawi arrived in Britain as a child refugee in the 1970s after fleeing Saddam Hussein’s regime. He has previously spoken about sitting at the back of a classroom aged 11, unable to speak English. He later co-founded polling company YouGov and built a substantial personal fortune, including a large property portfolio.

His move adds further momentum to Reform UK’s efforts to present itself as a credible national political force rather than a single-person movement. Farage said Zahawi’s defection helped dispel claims that Reform was a “one-man band”.

Zahawi follows a growing list of former Conservative MPs who have joined Reform, including Nadine Dorries, Andrea Jenkyns and Lee Anderson, reflecting deepening fractures on the right of British politics.

The Conservatives dismissed the move, with a party spokesman describing Reform as “the party of has-been politicians looking for their next gravy train”. The spokesman added that Zahawi had previously said he would be “frightened” to live in a country run by Farage, questioning the consistency of his views.

Despite that criticism, Zahawi insisted his support for Reform reflected the gravity of the moment. “Even if you don’t yet realise that Britain needs Reform,” he said, “you know in your heart of hearts that our wonderful country is sick.”

Read more:
Nadhim Zahawi defects to Reform UK, calling Britain ‘last chance saloon’

Russell & Bromley, the 150-year-old luxury footwear and accessories brand, could vanish from the UK high street after a proposed takeover by Next that is expected to lead to the closure of all 37 of its stores.

Around 450 jobs are understood to be at risk under a deal that would see Next acquire only the Russell & Bromley brand and intellectual property, while the retailer’s physical estate is wound down.

Next is working alongside stock clearance specialist Retail Realisation, which is expected to oversee store closures and a fire sale of remaining inventory if the deal completes. Retail Realisation is linked to Modella Capital, a fast-growing player in high street restructurings.

Founded in 1880 in Eastbourne, Russell & Bromley was born out of the marriage of Elizabeth Russell and George Bromley, both from shoemaking families. The business has remained family-owned for five generations and is currently run by Andrew Bromley.

The potential break-up marks another chapter in the rapid reshaping of the UK retail landscape, as brands with long trading histories struggle under the combined pressure of weak consumer confidence, rising costs and structural changes to the high street.

Modella Capital, via Retail Realisation, has emerged as a prominent force behind recent retail rescues and collapses. Last year, it acquired WHSmith’s 480 high street stores in a £76 million deal, rebranding the chain as TGJones while being prevented from closing large numbers of shops under the terms of the sale.

The group has also invested in Paperchase and Tie Rack, bought arts and crafts retailer Hobbycraft in 2024, and acquired The Original Factory Shop and accessories chain Claire’s. However, both of those businesses were placed into administration last week, putting around 2,500 jobs at risk.

In announcing those administrations, Modella cited what it described as “highly adverse government fiscal policies”, alongside high inflation and subdued consumer demand.

For Next, the proposed Russell & Bromley deal fits a well-established strategy. Over the past decade, the retailer has snapped up distressed or underperforming brands including Cath Kidston, Joules and Seraphine, often retaining the brand while exiting loss-making physical retail.

Unlike many of its former rivals, Next has avoided major setbacks on the high street. While names such as Debenhams and Topshop collapsed, Next has successfully pivoted towards younger consumers and a stronger digital-led model.

The group raised its profit forecast again last week after a stronger-than-expected Christmas trading period, its fifth upgrade in the past year. Sales in the nine weeks to 27 December rose 10.6 per cent year on year, with UK sales up 5.9 per cent — ahead of expectations.

In a trading update, Next said performance benefited from improved stock availability compared with last year, when global freight disruption and supply issues in Bangladesh weighed on sales.

Russell & Bromley, Next, Retail Realisation and Modella Capital have been approached for comment.

Read more:
Russell & Bromley faces high street exit as Next takeover puts 450 jobs at risk

The UK jobs market ended 2025 on a weak footing, with both permanent and temporary hiring falling in December and unemployment already sitting at a four-year high.

A closely watched labour market survey by KPMG and the Recruitment and Employment Confederation (REC) shows that permanent staff placements dropped to a four-month low at the end of the year, while temporary roles also declined. Vacancies continued to fall and the availability of workers rose sharply, underlining a market that is loosening rather than rebounding.

The figures suggest that the uncertainty created by November’s Budget is still weighing heavily on employers. Confidence among businesses and households fell in the run-up to the fiscal event as firms braced for higher taxes and rising employment costs.

Separate data published by the REC last week showed that most employers do not expect a meaningful increase in hiring during 2026. Businesses remain constrained by higher payroll costs, including increases to the national living wage and the impact of lower National Insurance thresholds.

Neil Carberry, chief executive of the REC, said December’s survey pointed to a further deterioration compared with November, when the Budget was announced late in the month. While the overall pace of decline in placements was slightly less severe than earlier in the winter, permanent hiring fell at its fastest rate since August.

“Making this a better year for hiring will require a focus on rebuilding business confidence,” Carberry said. “With the Budget now behind us, firms need a clear and credible direction from government — from the industrial strategy to a more pragmatic approach to the Employment Rights Act, which is worrying many employers.”

The slowdown comes as unemployment has already reached 5.1 per cent in the final quarter of last year, the highest level in four years. Economists surveyed by The Times believe the jobless rate could rise further, potentially reaching 5.5 per cent in 2026 — a level not seen for more than a decade.

Despite the softening labour market and sluggish economic growth, most economists and traders expect the Bank of England to cut interest rates no more than twice this year. Lower borrowing costs would help ease the cost of hiring and investment, but policymakers remain cautious amid persistent inflationary pressures.

The Bank of England’s latest survey of decision-makers shows that businesses expect to reduce headcount in 2026, while wage settlements are forecast to edge down only marginally, from 3.8 per cent to 3.7 per cent.

That tension is reflected in the REC data, which showed pay for permanent staff rising at the fastest pace since May, suggesting inflationary pressure has not fully disappeared. Temporary pay also increased in December after stagnating in the previous two months, although overall wage growth remains below its long-term average.

Regionally, the Midlands was the strongest performer and the only part of England to record growth in temporary placements. Hiring continued to fall in London and across much of the north and south of England.

Meanwhile, recruitment firm Morgan McKinley reported that vacancies in London’s financial services sector fell 16 per cent in the final quarter of 2025, although overall job numbers in the sector were still up 16 per cent year on year — highlighting how uneven the labour market has become.

Read more:
Jobs market stalls as permanent and temporary hiring both fall

High-value clients are vital for long-term business success. These clients typically generate consistent revenue, become dedicated brand advocates, and have a high lifetime value.

Businesses that are able to attract and retain high-value clients are often able to generate higher revenue and attract new consumers, giving them an obvious advantage in busy markets and sectors.

However, attracting high-value clients can be difficult, and retaining them can be even harder. Because of this, businesses that understand the worth of high-value clients employ various tactics to reach new high-value clients and retain their current high-value clients.

Defining High-Value Clients

While high-value clients often spend more than average or new clients, their spending habits do not solely define them. Beyond their spending, high-value clients typically engage regularly, remain loyal over time, and align with the company’s core offerings. For example, a high-value client that engages regularly could be a regular shopper who purchases often but also always likes and comments on the business’s social media posts. These comments and likes on social media can have a positive impact on the business, showing other potential consumers that the business is reputable and valued by others. This same high-value customer may even leave a positive review, further adding value. A positive review can encourage others to make a purchase and can lead to increased revenue for a business in the long run.

While each high-value client may interact with a business differently, companies that understand who qualifies as a high-value client can focus their efforts strategically to ensure they retain these individuals to boost future growth.

Building Trust From the First Interaction

Attracting high-value clients begins with trust. From the very first interaction, businesses need to show clients that they are credible and reliable. If a business communicates clearly, offers honest pricing and provides quality customer support, it can begin to build trust with its clients and consumers. However, a business that lacks quality customer care, has inconsistent pricing, or a hard-to-navigate website may feel untrustworthy to clients. This may turn some people away before the business even has the chance to try to build trust.

Because of this, first impressions are key. Consumers in today’s marketplace have various options and can easily choose a competitor. In order to attract high-value clients, businesses must ensure that any client’s first interaction with the company is smooth and hassle-free. This will encourage repeat business and can potentially turn a one-time shopper into a regular buyer or a high-value client over time.

Personalisation as a Core Strategy

One key way that businesses attract and retain high-value clients is through personalisation. In today’s busy marketplace, consumers increasingly want to receive tailored content that is relevant to them. Companies often achieve this by using data insights, direct feedback, and analyses to customise products, tailor communications, and support services. This means that when a client connects with a business, they receive information that directly relates to them, whether it’s an email that starts with their first name, a sale on a product they’ve purchased before, or a personal recommendation based on past purchases.

Many sectors have already embraced personalisation in order to engage with consumers and build high-value clients. For example, many online shopping sites use personalisation to send tailored messages to shoppers with special offers that relate directly to their past purchases. This can show consumers that the business remembers what they’ve purchased before and encourages clients to buy again. Many online casinos also offer personalised experiences.

For example, some sites customise what games are suggested to players online, ensuring that bettors see titles that they’ve either played before or similar offerings that align with their preferences. Within the online casino sector, high rollers are often the most valuable clients as these players typically spend big and return time after time. When betting online, high rollers from the UK not only often look for sites that accept high deposits and offer secure banking options, but also tend to opt for platforms that offer customisation to ensure a smooth and personal experience. Beyond online casinos and shopping, other sectors have also embraced personalisation. In the travel industry, many hotels use personalisation to connect with past guests and encourage repeat business. For example, a traveller who stays for their birthday one year may receive a special birthday email the following year with a discount code to encourage another visit.

Regardless of the sector, personalisation plays a vital role in attracting and retaining high-value clients. When consumers feel that they are understood and valued, they are far more likely to remain loyal and engaged in the long run.

Delivering Consistent Value Over Time

Once a high-value client is attracted to a business, it’s important that the products or services provided are consistent in value in order to retain the client. For example, if a client purchases a t-shirt from a clothing company and the first shirt they buy is great quality and very comfortable, they will likely return to purchase another t-shirt. If the second shirt they buy is uncomfortable, fits poorly, and is of a lower quality, they likely will never return again. But if their second purchase was another top-quality product, they could become a high-value client and return time after time.

In order to retain high-value clients, businesses must ensure that their products or services are consistently top quality. Additionally, companies that are constantly innovating and improving their products can stay one step ahead and are even more likely to retain clients.

Effective Communication

Another key step to retaining high-value clients is offering quality communication. Companies that communicate regularly, openly, and clearly can set themselves apart from others. These companies are often better suited to clearly address any concerns and share company updates, which can build trust over time.

For example, if a company sells a good product but its customer service team is hard to get in touch with, high-value clients may opt to shop with another business that is easier to connect with. High-value clients want to feel connected to a business, and companies that communicate openly are more likely to attract high-value clients who want to engage via social media or share positive reviews as they feel their values align with those of the company.

Recognising and Rewarding Loyalty

While there are a variety of ways to boost customer loyalty, one key tactic that businesses often employ to retain high-value clients is using rewards. Rewards can come in the form of discount codes, free products, free shipping, exclusive access or even perks like birthday rewards. These special offers make shoppers feel special and offer rewards for repeat business, encouraging growth over time.

Businesses that acknowledge loyalty and reward it are often able to retain high-value clients who value feeling appreciated.

Conclusion

While it can be difficult to attract and retain high-value clients, businesses that are able to do this often see higher revenue and increased levels of engagement. High-value clients not only often spend more, but they also typically engage with companies on social media, leave reviews, and suggest products and services to friends and family. Because of this, companies work hard to attract these clients and keep them.

Read more:
How Businesses Build and Retain High-Value Clients

As we move further into 2026, the “cloud-first” approach has become the global standard. However, this shift has also introduced a paradox: while the cloud makes scaling easier, it makes security more complex.

For modern enterprises, staying ahead of sophisticated, AI-driven threats requires a dual-layered strategy.

The most successful organizations today are winning by combining the operational excellence of cloud managed IT services with the proactive precision of a high-performance Vulnerability Scanner.

Layer 1: Operational Agility with Cloud Managed IT Services

Managing a multi-cloud environment (AWS, Azure, GCP) internally is increasingly resource-intensive. Cloud managed IT services act as an extension of your team, handling the heavy lifting of infrastructure optimization.

According to the latest industry insights on cloud managed IT services, the primary value drivers in 2026 include:

AI-Centric Optimization: Managing the high costs and GPU demands of AI workloads.
Predictable Cost Models: Moving away from unpredictable “cloud sprawl” to a structured Opex model.
Zero-Trust Governance: Implementing strict access controls and identity management across all cloud assets.

By outsourcing these functions, businesses free up their internal talent to focus on product innovation rather than server maintenance.

Layer 2: Proactive Defense with a Vulnerability Scanner

Even the best-managed infrastructure can have “cracks.” A single misconfigured storage bucket or an unpatched legacy API can lead to a catastrophic breach. This is where a dedicated Vulnerability Scanner becomes indispensable.

A modern Vulnerability Scanner provides:

Continuous Asset Discovery: In the age of ephemeral cloud resources, you cannot secure what you can’t see. Scanners provide a real-time inventory of every active endpoint.
Risk-Based Prioritization: Instead of a “noisy” list of 1,000 bugs, advanced tools like SeqOps use behavioral telemetry to tell you which 10 vulnerabilities pose the highest actual risk to your specific business.
Compliance Assurance: Automated reports from a vulnerability scanner provide the documented proof required for SOC 2, HIPAA, and GDPR audits.

The Synergy: How They Work Together

When you integrate cloud managed IT services with an automated Vulnerability Scanner, you create a “closed-loop” security system:

The Scanner Finds the Gap: It identifies an outdated library or an open port.
The Managed Service Fixes It: Your MSP receives the alert and applies the patch or reconfigures the firewall instantly.
Verification: The scanner re-runs to confirm the “hole” is closed, providing a complete audit trail.

Final Thoughts

In 2026, security is no longer a “periodic checkup”—it is a continuous workflow. By leveraging the expertise of cloud managed IT services and the automated vigilance of a Vulnerability Scanner, businesses can navigate the complexities of the digital age with both speed and safety.

Read more:
The Power Couple of 2026: Why Modern Businesses Pair Managed IT with Automated Scanning