Business

On the first day of Christmas, my mentor taught to me, resilience as a growth strategy…

Christmas is a time for slowing down, relaxing, and resetting for the year ahead. For the SME leaders we work with on our Help to Grow: Management Course, it provides the opportunity to reflect on the year gone by and think about the new strategies and tactics required to ensure the new year is merry and bright. But also, to reflect upon their own role in leading the business.

Here are twelve practical lessons that I’ve learnt from working with small business leaders across many different sectors and our community of expert business school members.

Resilience as a growth strategy

Imagine a business that is not only equipped to withstand economic disruption, but which can also rapidly adapt to changing market conditions and seize new opportunities. The most resilient SMEs that I have worked with do exactly that – facing down uncertainty while maintaining a competitive edge.

This includes setting a strategy for growth and innovation that embeds agility, leading with purpose and bringing the team onboard with you through changes. A key part of the Help to Grow: Management Course is understanding that new challenges are more than just obstacles to overcome, rather opportunities to learn, innovate and build momentum for long-term success.

Imposter syndrome

When clarity starts to emerge, the next big shift is confidence. You can build a brilliant plan but without self-belief, it’s unlikely you’ll move forward. Developing your knowledge and a support network will help you build your confidence as a leader and build your business.

Louise Morgan, founder and director of TMPR and Help to Grow: Management alumni, says: “For me personally, imposter syndrome is a deep-rooted feeling that my company has been built on luck rather than by design. Our growth doesn’t feel earned – it feels accidental. The key for small business leaders is to be able to identify this challenge in themselves and take advantage of support networks to overcome the threat of feeling like a fraud.”

Seek out mentors and people in your shoes

One of the biggest highlights for our alumni is the value of having a mentor and a peer group to share ideas and challenges with. Business leaders who have been there and done it, but also those at a similar stage of their leadership or business evolution. Outside perspective brings business benefits and makes the growth journey more enjoyable.

Richard Sadler, Director, CJC Aggregates and Landscaping Supplies: “My mentor on the Help to Grow: Management Course challenged me in the right ways. Rather than thinking about just drawing in customers, my mentor encouraged me to consider how we get more returning customers who want to spend more with us. During a time of real growth, he made me see we could change our existing business to be more profitable.”

Get your organisational structure right

With a community of more than 10,000 small business leaders, we’re helping SMEs from a huge variety of different sectors but organisational design and employee engagement are important for every industry. Pruden & Smith, bespoke and handmade luxury jeweller, has achieved record revenues a year after its creative director Rebecca Smith completed the 90% government-funded Help to Grow: Management Course at University of Brighton, School of Business and Law. Her main takeaway was how to face into restructuring her team.

Entrepreneur and creative director at Pruden & Smith, Rebecca Smith, said: “I think many small businesses like ours struggle because they aren’t putting the right organisational structures in place to support growth. As an entrepreneur, I’ve never worked in a large organisation so didn’t even really know the names of the roles we would require as we scaled into a bigger business.Restructuring allowed us to provide clarity around existing roles but also outline development paths so individuals could see how they would progress in the future. The process allowed me to identify which areas I should be stepping out of, but it also gave us real clarity on the roles we needed to underpin our growth. We recreated people’s jobs to fit that model.”

Productivity KPIs

A universal lesson from the course is to be crystal clear about what productivity means within the context of your business. Once a business pins down how to measure its productivity, KPIs can be set that align employees and activity around the same goal. This provides confidence that the critical KPIs, and not vanity metrics, are being tracked.

Small adjustments often make a noticeable difference – for example, simplifying systems to reduce wasted effort, or reviewing processes with the team to spot where work slows down. The aim is to use these metrics to support smarter decisions, not to add reporting for the sake of it.

You don’t need to be an accountant

But you do need a firm grip on the financials. A trait I’ve consistently observed from successful business leaders is that they properly understand the what’s what of finance and financial management, when to seek growth funding and how to prepare for key investment raising activities.

Knowing your figures helps you manage risk, pace growth, and spot where margins can be strengthened. It also gives you confidence when talking to lenders, partners, or potential investors.

Know how to use your time wisely

A mother of three young children, alumni Lauren works three days a week on her business Guthrie & Ghani – making strategic focus, prioritisation, and strong management essential for success.

Lauren Guthrie, founder of Guthrie & Ghani and former finalist on the first series of The Great British Sewing Bee, commented  “I didn’t have the right frame of mind before the course. Having gone through Help to Grow: Management, I learnt how to think about growth, what to evaluate, and how to structure the business to support it. The course helped me put the right structures in place to maintain my ethos and grow while balancing my family life. Now, I know that the limited time I have is spent on the things that really matter.”

You don’t know what you don’t know

It doesn’t matter how many years of experience we as leaders have, there is always the opportunity to learn more, and to validate or recalibrate that you are leading your organisation on the right path.

Paul Kenny, Managing Director of Yorkshire-based Aquatrust: “My journey wasn’t linear – I didn’t go to university, and my A Level results weren’t what I’d hoped for. But I found opportunities, worked hard, and kept learning. Enrolling on the Help to Grow: Management Course in 2022 was my first real experience of returning to formal education – at the age of 50/51. It came at a crucial time in my career and gave me a real plan and purpose for my business. Help to Grow: Management reignited that learning mindset and gave me the tools to lead Aquatrust into its next chapter.”

Moving from corporate career to SME leadership is a steep learning curve

Leaders making this shift often say they gain a deeper appreciation for how each part of the business contributes to performance. With that comes a greater sense of responsibility, but also the chance to understand the full extent of leading a growing business and make decisions with real pace.

Karsten Smet, CEO of ACI Group and alumni said this about his own experience of switching careers: ‘What happens when you’ve been in a C-level position at large organisations is you don’t know how SMEs work. You don’t necessarily understand how all the different components really fit together or how decisions are made. The Help to Grow: Management Course gave me this understanding and time to clarify my business’s future and make my organisation one that my employees were invested in.”

It’s never too early to look at exporting

Exploring overseas markets encourages firms to refine their offering, strengthen processes, and build resilience through diversification.

Byron Dixon MBE, chair of the Small Business Charter and founder of Micro-Fresh, says: “I can’t overestimate the degree to which exporting can transform a business’ trajectory – it certainly did for mine. It’s also so much easier than it was 20 years ago, and there is so much fantastic support on offer. Yet, too many SME leaders delay exporting much longer than necessary. They wait until they’ve exhausted domestic opportunities, or until growth plateaus. Sometimes they just never see it as an option for them at all. To those in that position, I’d say this: the question shouldn’t be “When should we export?” but rather “Why aren’t we already exporting?”

Work ON the business, not IN it

Taking time away from day-to-day pressures helps leaders think about capacity, future skills, and the investments that will shape the next phase of growth. Critically it also provides the opportunity to think about their own role and how that contributes towards growth.

Rachel Hicken, Pig & Olive co-founder and alumni: “I’m very good at service, my co-founder Simon knows his pizzas – but that’s not enough if you don’t understand the backbone of running a business. Help to Grow: Management really set off my journey of learning about business. It helped me realise I needed to stop just working IN the business and started working ON it. I learnt that growth requires leaders to step back and look at the big picture. It also gave me the confidence to look at figures properly and understand the story they tell and gave me the confidence to make strategic investments.”

Treat succession planning as a growth strategy, not just an exit strategy

In conversations we’ve had with family-owned business leaders over the last five years, we’ve seen that proactive succession planning leads to stability, builds resilience, and unlocks growth for the business. The data backs it up; according to STEP, 74% of family businesses with a succession plan agree that having a plan has made their business stronger and helped them to grow.

Having these conversations early reduces uncertainty for staff and gives future leaders the confidence to step forward. It also creates room to plan investment and allocate responsibilities more thoughtfully.

Jingle all the way into the new year

As the year draws to a close, I hope these bite-size lessons show how practical choices, steady reflection and a willingness to learn can strengthen any growing business. With renewed focus and a bit of breathing space, you as SME leaders can enter the new year with purpose and confidence.

Business leaders can find out more about the Help to Grow: Management Course and sign up for the course in their area by visiting: www.smallbusinesscharter.org/help-to-grow-management

Read more:
The Twelve Days of Business

Cash shortages can disrupt even well-managed companies, often at moments when stability matters most. A delayed client payment, a sudden drop in seasonal revenue or an unexpected opportunity requiring immediate capital can place pressure on operations long before traditional funding becomes available.

For UK businesses trying to maintain continuity in challenging periods, strengthening cash flow management for small businesses becomes essential for avoiding disruption and preserving momentum.

Short-term financial tools are not designed to replace long-term borrowing. They exist to protect daily operations when timing becomes the central problem. Banks usually require lengthy assessments and formal checks, which can slow access to essential funds. Businesses that prepare early, understand their options and know how to match each tool to a specific scenario build a stronger, more flexible financial base.

Effective planning relies on clarity rather than complexity. When temporary gaps appear, decisions must be made quickly and confidently. This begins with recognising what causes cash strain and how rapid-response finance can stabilise a business before wider issues develop.

The Impact of Cash Flow Gaps on UK Small Businesses

Cash flow challenges affect thousands of UK companies each year. Late payments remain one of the most disruptive factors, with many small businesses reporting operational strain after waiting too long for invoices to clear. When incoming cash slows, every part of the organisation feels the pressure.

Supplier relationships are often the first to shift. Late or inconsistent payments reduce trust and may lead to stricter terms, shorter deadlines or requests for advance deposits. These changes limit flexibility and make day-to-day operations more expensive, particularly for companies that rely on steady access to stock or raw materials.

Internal stability is also affected. Delayed wages, reduced hours or postponed hires influence staff morale at a time when reliability is essential. Businesses aiming to grow may find themselves pausing projects or turning down opportunities simply because working capital is tied up elsewhere.

Traditional bank loans rarely solve immediate problems. Approval processes can take weeks, leaving companies exposed to operational delays or missed opportunities. This is why many owners explore faster options early in their planning. A commercial bridging loan for property development can offer rapid access to capital when timing is critical and banks are unable to move quickly. Having more than one funding route prepared before difficulties arise reduces risk and helps maintain continuity when cash flow becomes unpredictable.

When Bridging Loans Make Strategic Business Sense

Bridging loans exist to cover short periods where funds are required urgently. In the UK, these loans typically run for a few months up to a year, providing temporary support while a longer-term financing arrangement is finalised. Monthly interest is fixed, giving businesses a clear understanding of costs from the outset.

Speed is their defining feature. Property auctions often require completion within twenty-eight days, and the window to secure a site can close quickly. A bridging loan allows a company to act immediately while arranging more permanent financing in the background. The same applies when businesses must relocate unexpectedly or secure premises before a lease ends.

Seasonal businesses frequently rely on bridging loans to prepare for peak trading periods. Retailers may need to purchase stock months in advance, and delays in accessing funds can reduce competitiveness. When tax deadlines or regulatory changes require fast payment, short-term financing ensures that operations continue without interruption.

Bridging loans also differ from other short-term products. Overdrafts provide limited amounts at variable cost. Invoice financing depends on outstanding invoices and does not suit businesses without a large B2B client base. Merchant cash advances rely on projected card sales, which can fluctuate. Bridging loans instead focus on security and speed, offering a clear structure where timing is the priority.

Alternative Short-Term Financing Options for Different Scenarios

Not every situation calls for a bridging loan, and many companies use a combination of tools depending on their needs.

Invoice financing gives service-based businesses access to outstanding invoice value. Instead of waiting weeks for payment, companies receive a percentage upfront, improving cash flow while maintaining regular operations.

Platforms offer competitive rates and faster decisions than banks, and owners exploring a peer-to-peer lending guide gain a clearer view of how these models support short-term cash flow needs.

Asset refinancing releases capital tied up in equipment. Businesses that own machinery, vehicles or specialist tools can convert these assets into usable working capital while continuing to operate normally.

Negotiating longer payment terms with suppliers is another practical approach. Extending terms from thirty to sixty or even ninety days provides breathing room during slow periods without increasing borrowing. Combined with proactive invoicing, deposits on large orders and clear payment expectations, these adjustments create a more stable cash cycle.

Each option suits a specific type of business. Invoice finance depends on customer reliability. Asset refinancing requires equipment with sufficient value. Peer-to-peer loans favour companies with established financial records. Understanding how each works allows owners to select the most efficient solution and avoid unnecessary costs.

Creating a Strong Cash Flow Management System

Successful cash management depends on routine, not crisis response. Regular forecasting helps businesses anticipate pressure points before they arrive. Modern online tools integrate with accounting software to track expected income and outgoings, giving owners early warnings when cash shortages are likely.

Customer payment structures play a major role in stability. Clear invoicing, upfront deposits and modest early-payment discounts all help accelerate incoming cash. Transparent communication reduces misunderstandings and shortens the time between delivery and payment.

Inventory control also affects cash availability. Holding too much stock ties up capital, while holding too little weakens readiness for demand. A balanced, just-in-time approach allows businesses to maintain efficiency without restricting cash flow.

Supplier negotiations can strengthen this system further. Many suppliers are open to extending payment terms when the partnership is stable and predictable. Agreeing on mutually beneficial terms helps both sides maintain cash flow without strain, and businesses reviewing supplier negotiation tips gain clearer insight into how to secure more flexible arrangements.

Setting aside reserves during strong trading months creates a buffer for periods of uncertainty. This forward-looking approach reduces reliance on emergency borrowing and helps businesses remain resilient even when the unexpected occurs.

Reviewing Financing Options and Minimising Risks

Short-term finance is most effective when combined with careful evaluation. Bridging loans are suitable for situations where a business needs substantial funds quickly and can provide property as security. Their fixed costs and rapid release make them valuable during transitional phases.

Invoice financing benefits companies with reliable B2B customers by unlocking funds tied up in unpaid invoices. Business credit cards assist with smaller, everyday expenses and offer interest-free periods when repaid promptly. Peer-to-peer loans support medium-term projects where repayment over time is essential.

The key is matching the right tool to the right moment. Taking on debt without reviewing total costs, repayment timelines and potential alternatives introduces unnecessary risk. A measured approach protects long-term stability even when short-term borrowing becomes necessary, and resources on effective short-term finance management help owners refine their decision-making during periods of pressure.

Industry reports show that bridging finance continues to support UK businesses during periods when timing determines operational stability. Companies facing sudden lease changes, unexpected relocation needs or time-sensitive property decisions often rely on short-term funding to secure premises and maintain continuity. When access to capital aligns with these pressures, customer service and daily operations remain uninterrupted.

Across similar examples, outcomes are strongest when businesses weigh the cost of borrowing against the risk of delay. Measured planning, realistic forecasting and a clear understanding of available finance tools help owners stay resilient even when unexpected demands arise. By approaching short-term borrowing with careful evaluation and defined purpose, businesses are better positioned to protect momentum and navigate challenging conditions with confidence.

Read more:
Smart Ways to Handle Temporary Business Cash Shortages

Many homes in the UK are cold and expensive to heat. There are government schemes that can help. LA Flex Scheme is one of them.

This article explains the workings of that scheme. This article also explains how LA Flex allows more people to qualify for boilers and other upgrades.

What is the LA Flex Scheme?

LA Flex is the acronym for Local Authority Flexible eligibility. It is a part of the larger Energy Company Obligation framework. Councils are able to set their own rules under LA Flex Scheme. The rules allow them to refer homes for energy upgrades.

This scheme is for people who do not meet the ECO benefits tests. LA Flex targets people who are in fuel poverty or vulnerable. Councils can decide who receives help. This is a great way to help areas that have special health and local needs.

The Statement of Intent is published by councils. This document describes who they are supporting. The document explains the local criteria as well as the available types of measures.

The measures can include new boilers, insulation, heating systems and solar panels. The council and the home determine the type of assistance. LA Flex is able to expand eligibility because of this local approach.

Why LA Flex matters now

The cost of energy and the cold in our homes is a major problem. Millions of homes still use outdated heating systems.

Many homes are not connected to the gas grid, and depend on more expensive fuels. In 2021, an estimated 4.4 millions properties would not be connected to the gas network.

Off-grid properties have higher heating costs, and their heating choices often produce more carbon dioxide. LA Flex helps local councils to reach these households, where targeted assistance can make a huge difference.

Between 2013 and 2024, the government will have installed around 4.5 millions energy-efficient measures in 2.8million properties. The scale of both the problem and recent efforts is evident. LA Flex is just one of many tools that can be used to continue the work.

How LA Flex increases free boiler eligibility

LA Flex enables councils to take into account local details of life that national regulations may overlook.

Councils can create new routes to assist people who do not receive means-tested benefits. This includes those with low gross incomes and households at risk of health problems, as well as people living in homes with low EPC ratings.

The low-income test is a common local option. Some councils will accept households with gross total incomes below a certain limit. As a guideline, some installers and local programmes use a threshold of around PS31,000 gross annually as a guideline for low income.

The scheme allows more homeowners and private renters to benefit from free heating upgrades, even if they don’t receive DWP benefits. Local routes are flexible. The Statement of Intent for each council determines the route.

A second route is based on health vulnerability. The council can give priority to people whose health would worsen if they lived in a cold house. Families with children, seniors, and people with certain medical conditions can be included.

In these cases, a council referral under LA Flex may approve replacement oil boilers or insulation despite the fact that national benefit tests have failed. This approach reflects clinical guidelines and local needs.

Customised targeting is another option. Councils can create criteria for certain groups or postcodes. This allows councils to reach areas of need that may be missed by standard rules.

These routes are shaped by local data such as data on income distribution or health, including fuel poverty mapping. LA Flex allows councils to fill in the gaps left by national eligibility requirements.

The practical process for applicants

Practical steps are simple. The homeowner or tenant can ask an approved installer to verify their case. The installer confirms that LA Flex is supported by the local council. The installer will then help gather evidence.

The evidence can be proof of income, letters from doctors, or referrals by the council. The council reviews the evidence and signs a certification if it finds that the household meets the local criteria.

Then, the funding is allocated, and work is scheduled. This entire route is free for eligible households. Installers often run online checks or schedule a home visit to expedite the process.

Real gains: what households can get

A range of measures is available to eligible households. The most common are central heating systems and A-rated boilers for homes without modern heating. The package can include loft and cavity wall installation, central heating for the first time, electric storage heaters or air source heat pump replacements.

The package is designed to help homes qualify for the program. It can reduce carbon emissions and save hundreds per year on energy bills. The exact mixture depends on the home, the EPC rating and the rules of the council.

Who can apply and who actually benefits

LA Flex is available to both homeowners and private renters. In most cases, social housing tenants and tenants of councils are covered by different programs. Private tenants must get landlord approval before undertaking major work.

However, councils are asked to concentrate on those who suffer real harm due to cold homes. This includes those with certain medical conditions and low-income households.

Many councils combine LA Flex and local grants with warm-home initiatives to reach residents at the greatest risk. The local targeting of the scheme is its key strength.

Thousands of homes have already benefited from local schemes. Local bodies and installers report that LA Flex referrals bring in a large number of households eligible for benefits who otherwise would not be able to benefit.

Installers report that when councils actively use LA Flex, they have higher approval rates of non-benefit applicants. This effect is a practical one that translates local policy into actual installs and real savings.

Grant Boilers: A Trusted Partner on LA Flex

It is helpful to have a partner you can trust when seeking assistance under LA Flex. Grant Boilers, for example, is a trusted partner. Grant Boilers provides full funding for heating upgrades and supports the application process.

The team provides surveys, assistance with paperwork, and installations by qualified engineers. They encourage A-rated boilers and other measures that improve comfort and EPC ratings.

A trusted installer can reduce friction for many applicants and increase their success rate. Working with an experienced partner will make the LA Flex process easier and more reliable.

Final Thoughts

LA Flex gives local power to a national issue. The councils can decide who needs help locally. This allows many people to receive help who otherwise would not be eligible under the national rules.

LA Flex offers routes to low-income households, people with health vulnerabilities and places-based targeting. This results in more households receiving free boilers and insulation, as well as modern heating systems.

It reduces costs, improves residents’ health, and reduces carbon emissions. LA Flex is the difference between staying warm and upgrading to a modern heating system for many households.

Check the LA Flex Statement of Intent of your local council if your home is too cold or your energy bills are too high. Contact an experienced installer. Grant Boilers is a trusted partner that can help guide you through the process. They can turn a complicated policy into an efficient and warm home.

Read more:
How LA Flex Boosts Free Boiler Eligibility?

Modern truth has ceased to be the ultimate authority. The word “post-truth” became Oxford Dictionaries’ Word of the Year back in 2016, defined as a condition in which “objective facts are less influential in shaping public opinion than appeals to emotion and personal belief.”

In the years since, the situation has only deteriorated. Experts now describe an epidemic of informational noise and a wave of distorted narratives.

In today’s world, the era of “post-truth” coincides with the lightning-fast distribution of information—often faster than fact-checking mechanisms can operate. Research shows that false stories spread, on average, faster and further than truthful ones. Social platforms can make even the most absurd content go viral.

Fake news has long since stopped being accidental misinformation. It is now a powerful industry with multi-million turnovers. According to expert reports, more than a hundred companies operate online specialising in fabricated PR content, “news” websites and tailor-made scandals produced on demand. Visually indistinguishable from professional journalism, such material becomes a weapon for those seeking to destroy reputations, pressure investors or manipulate public opinion.

The motives may be political or commercial, but the result is the same: a chaotic “wave of fakes” that erodes trust and causes tangible harm to business and reputation. On average, around 70% of start-ups targeted by false online accusations lose up to half of their customer base within three months.

How the Investigation Began

Our investigation started with a review of a series of suspicious articles on websites of, shall we say, questionable reputation, targeting the British payments platform PayFuture. All the materials followed the same template and consisted of a random assortment of unproven accusations aimed at the company’s co-founder and CTO, Zaki Farooq.

The texts were filled with assertions disguised as final verdicts. The only remarkable thing was the sheer volume of published “media” materials. From 2024 to the present day, the number of near-identical articles has run into the hundreds.

Zaki Farooq has worked in the fintech sector since 1992. His current project, PayFuture, operates in more than 40 countries and focuses on emerging markets such as India, Bangladesh and others. Farooq publicly positions the company as a provider of anti-fraud solutions—yet he himself became the target of a storm of fake allegations.

Farooq responded in full accordance with best practices in information protection: “Recently, false claims have appeared in the media, on social networks, in leaflets and other materials about PayFuture’s activity. These accusations, which also mention members of my family, are entirely false and baseless.”

While we hope the courts will ultimately put an end to this smear campaign, his case is far from unique.

Similar mechanisms of fighting disinformation campaigns have already been described in international journalism. For example, the #StoryKillers investigation exposed groups such as the Israeli outfit “Team Jorge,” which offered—at six-figure fees—“tailored influence tools.” They claimed they could hack the email accounts of “targets,” fabricate documents, stage “fake protests,” or launch a “caravan bombardment” of the internet with coordinated smear content.

Another striking example is the story of Swiss trader Hazim Nada. His business was destroyed by a barrage of false allegations about ties to terrorism. Only later did leaked documents reveal that this had been a years-long, state-sponsored disinformation campaign orchestrated by the UAE.

The logic of “post-truth” applies here as well: any attempt by PayFuture to rehabilitate its reputation is immediately portrayed by fake-news authors as an effort to “hide the truth.” This is a classic manipulation—any legitimate response is framed negatively (the “Streisand effect”).

In such conditions, unverified insinuations increasingly eclipse verified facts. The goal of the perpetrators is not to disprove information but to flood the media with fabrications that remain embedded in search results and news feeds for years.

Jitender Vats and the Pseudo-Fintech Scheme

As the investigation progressed, journalists established that the wave of disinformation originated from an Indian “entrepreneur” involved in a series of dubious projects — Jitender Vats. A native of Delhi, he typically introduced himself as the owner of a company called “PaymentsMe.” There is, however, one problem: the company simply does not exist.

As colleagues who previously worked with him noted: “Jitender has excellent instincts. He could convince anyone to invest after just two messages in a messenger. He never created actual companies because it was unnecessary hassle. What he always had was the right ‘client kit’: a legend, a demo dashboard, a nice logo. Such people are useful when funds need to be raised quickly. He delivered the illusion of a ready product long before anything really existed.”

Vats aggressively promoted questionable payments companies across Middle Eastern markets, presenting himself as their regional representative.

He has no verified business ties to registered legal entities in India. His activities involved the use of fictitious domains, and “PaymentsMe” is not listed in any official registry. All his contact details trace back to unofficial addresses.

A review of Vats’ LinkedIn, Telegram and X (Twitter) accounts shows years of involvement in client-acquisition schemes under invented brands. He was previously linked to the Verve Payments platform, which also lacked transparent registration and operated alongside shuttered entities. This behavioural pattern—using fictitious authority and non-existent companies—indicates a systematic effort to build trust among potential clients, without the slightest semblance of legality.

We believe that PayFuture, as a legally licensed UK-based payments company, became an unwelcome competitor to Vats’ schemes. Unable to compete with PayFuture legitimately, Vats seemingly resorted to attacking the company through an orchestrated wave of fabricated publications.

Our team is continuing to monitor developments and identify other potential victims of Jitender Vats and his partners. The collected materials will be submitted to law-enforcement bodies in the UK, India and the UAE for full investigations and appropriate actions.

Recommendations for Fintech Companies

In the context of escalating information attacks, legitimate companies must actively safeguard their reputations. To minimise the impact of fake news, lawful businesses should adhere to several key recommendations:

– Constant monitoring of the media environment and mentions: early detection of disinformation allows for a rapid response.

– Transparency and strong reputation: build long-term trust through open and ethical operations.

– Regular publication of activity reports, financial statements and audit results to strengthen the confidence of clients and partners and reduce vulnerability during smear attempts.

– Rapid response to fabrications: act according to a pre-established crisis-management plan and issue fact-based rebuttals across all available platforms.

– Engagement with audiences: maintain dialogue through responses to comments and reviews. A loyal client community becomes a defence against falsehoods.

– Co-operation with regulators and law-enforcement agencies: notify oversight bodies of significant disinformation or fraud schemes.

– Do not hesitate to pursue legal remedies; in cases of outright defamation, prepare to file claims.

At the same time, be mindful of the “Streisand effect”: legal action is best complemented by a carefully planned PR strategy.

Reliable protection from information attacks requires a comprehensive mix of preventive measures, corporate transparency and swift crisis response. Experts agree: the only way to “defeat” fake news is to stay one step ahead.

These principles help prevent a handful of fabricated stories from escalating into a full-scale crisis of trust.

By: Alison Mutler

Read more:
Fintech Under Attack

The European Union’s planned ban on the sale of new petrol and diesel cars from 2035 is set to be watered down, according to senior figures in the European Parliament, in a move that is likely to trigger fierce opposition from environmental campaigners.

The decision, which is expected to be outlined by the European Commission this week in Strasbourg, would mark a significant retreat from one of the central planks of the EU’s Green Deal. Campaigners have warned that any dilution of the ban would amount to a “gutting” of the bloc’s climate ambitions for transport.

Under existing legislation agreed in 2022, all new cars sold in the EU from 2035 must produce zero CO₂ emissions, effectively banning petrol, diesel and hybrid vehicles. However, Manfred Weber, president of the European People’s Party group, said the outright ban on combustion engines would be softened.

“The technology ban on combustion engines is off the table,” Weber told Germany’s Bild newspaper. “All engines currently manufactured in Germany can therefore continue to be produced and sold.”

His comments come after months of lobbying from national leaders and the automotive industry. Germany’s chancellor, Friedrich Merz, said last week that he supported a rethink, arguing that combustion-engine vehicles would still dominate global roads well beyond 2035.

“The reality is that there will still be millions of combustion engine-based cars around the world in 2035, 2040 and 2050,” Merz said.

Italy’s prime minister, Giorgia Meloni, alongside several major carmakers, has also pushed for changes that would allow hybrid vehicles to remain on sale. Weber suggested that under revised rules, manufacturers would instead be required to cut average fleet emissions by 90 per cent from 2035, rather than meeting a strict zero-emissions target.

This could open the door to a new generation of plug-in hybrid vehicles with extended electric range but a combustion engine as backup for long-distance journeys.

Environmental groups have reacted angrily to reports of a climbdown. Colin Walker, head of transport at the Energy and Climate Intelligence Unit, said weakening the rules would keep European households “stuck driving dirtier and more expensive petrol cars for longer” and slow the transition to electric vehicles.

Some manufacturers, including Volvo and Polestar, have also criticised calls to soften the ban, warning that policy uncertainty could hand an advantage to Chinese electric vehicle makers that are already scaling rapidly.

A spokesperson for the European Commission said the 2035 deadline was still under discussion, adding that commission president Ursula von der Leyen had acknowledged growing calls for “more flexibility” on CO₂ targets.

Alongside any changes to the ban, the commission is expected to propose new incentives to support the production and purchase of small, affordable electric vehicles made in Europe, as part of a broader effort to counter rising imports from China.

The debate highlights deep divisions within the EU over how fast the transition away from fossil-fuelled cars should happen, balancing climate targets against industrial competitiveness, jobs and consumer demand as the bloc charts its automotive future.

Read more:
EU set to soften 2035 petrol and diesel car ban amid political pressure

UK companies could be hit with fines of up to £60,000 per worker under proposed changes that would require right-to-work checks to be carried out on freelancers and other casual workers, a move that many business owners remain unaware of.

Under current rules, employers have been legally required since 2008 to carry out right-to-work checks on employees engaged under traditional employment contracts. However, a government consultation — closing on Wednesday 10 December and forming part of the Border Security, Asylum and Immigration Bill — proposes extending those obligations to cover workers in the gig economy.

While the changes are aimed at sectors such as construction, food delivery and beauty services, legal experts warn that the scope could extend far wider, potentially capturing freelance workers, contractors and agency staff across many industries.

The proposals could place a significant administrative burden on small businesses, particularly those that rely heavily on flexible or freelance labour. Zoe Williams, founder of supplement brand Aegle, said the changes had not been on her radar. Williams, who is the sole permanent employee at her business — which recorded £1 million in sales this year — relies on freelancers to operate.

“It’s not something that I have heard of before,” she said. “For small businesses anything that is extra admin is always quite challenging.”

In the consultation document, immigration minister Alex Norris said the measures are designed to “restrict the ability of rogue employers to take advantage of illegal workers and encourage businesses to provide work opportunities to those permitted to work in the UK”.

Rob McKellar, legal services director at employment law specialist Peninsula, said immigration enforcement had become an increasingly prominent political issue. “The government wishes to be seen to do everything it can to tackle illegal immigration,” he said.

The Home Office said last month that it had arrested 171 delivery drivers working illegally in the UK, with 60 detained for removal, as part of an enforcement operation targeting the gig economy.

Failure to comply with the proposed rules could expose businesses to severe penalties. As with existing right-to-work obligations, employers could face civil fines of up to £60,000 per illegal worker. In cases where a business is found to have knowingly employed someone without the right to work, criminal sanctions could include unlimited fines and prison sentences of up to five years.

Audrey Elliott, a partner at law firm Eversheds Sutherland, warned that the risks extend beyond financial penalties. “There is also a significant reputational risk, particularly for businesses bidding for public sector contracts,” she said.

Elliott advised companies to review their workforce arrangements carefully and ensure robust processes are in place for all individuals carrying out work, including freelancers and agency staff. Employers must not only verify right-to-work status before work begins, but also monitor visa expiry dates to ensure ongoing compliance.

Over time, Elliott suggested, some businesses may choose to move away from freelance arrangements altogether. “We may see more employers opting for traditional employment relationships to reduce compliance risk,” she said.

The government has yet to confirm when the changes would come into force, though legal experts expect implementation could be as late as 2027.

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Companies face £60,000 fines under plans to extend right-to-work checks to freelancers

Fast-food chain Leon is set to close a number of restaurants and cut jobs after entering administration, just weeks after being bought back by its co-founder John Vincent in a deal reported to be worth between £30 million and £50 million.

The business has applied for an administration order to enable the formulation of a Company Voluntary Arrangement (CVA), which it said is intended to accelerate a wider restructuring of the group. Leon’s immediate priority will be to reduce the number of loss-making sites as it attempts to stabilise the business and return it to profitability.

Vincent reacquired Leon last month from Asda, which had bought the chain in 2021 as part of the Issa brothers’ EG Group empire. That acquisition valued Leon at about £100 million, significantly higher than the price paid in the recent buyback.

In a statement, Leon said the business has been hit hard by changing work patterns since the pandemic, alongside rising taxes and cost inflation, pressures that have affected much of the hospitality sector. The company added that while Vincent believes Leon drifted from its original values under previous ownership, he recognises the challenges faced by Asda and EG as operators.

John Vincent said that Leon had no longer fitted Asda’s strategic priorities and that the problems facing the chain were shared widely across the industry. He pointed to depressed footfall, hybrid working and what he described as increasingly unsustainable tax burdens as key drivers of losses across casual dining.

Leon will now spend the coming weeks in discussions with landlords, supported by restructuring advisers Quantuma, to agree proposals for the future of the estate. The aim, the company said, is to emerge from administration as a smaller, leaner business that can more easily return to its founding principles.

All Leon restaurants will continue to trade as normal during the process and the group’s grocery arm will not be affected by the CVA. The company has not confirmed how many sites will close or how many roles will be lost.

Where closures do occur, Leon said it would first seek to redeploy staff to other restaurants. Employees who cannot be relocated within a reasonable commuting distance will receive redundancy payments. In addition, the chain has struck an agreement with Pret A Manger that will allow affected staff to apply for roles through a dedicated recruitment channel.

Vincent also used the announcement to call for a review of what he sees as an excessive tax burden on hospitality. He said that for every pound spent by customers, around 36p goes to the government, leaving businesses with little margin to absorb rising costs.

Leon currently operates 71 restaurants, including 44 owned sites and 22 franchised locations. Before its sale by Asda, the chain had already cut hundreds of jobs, reducing headcount by 17 per cent in 2024 as it sought to curb losses. Its most recent accounts showed revenues falling to £62.5 million, alongside losses of £8.4 million, an improvement on the £12.5 million loss reported the previous year.

Founded in 2004 by Vincent, Henry Dimbleby and Allegra McEvedy, Leon is now hoping that a period of restructuring will allow it to rebuild and return to growth once again.

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Leon to close sites and cut jobs as fast-food chain enters administration

Evoke, the heavily indebted gambling group that owns William Hill in the UK as well as the 888 brand, has put itself up for sale as it grapples with rising costs and regulatory pressure.

The company said it is undertaking a review of its strategic options, which includes the possibility of selling the business. Investment banks Morgan Stanley and Rothschild have been appointed as joint financial advisers to oversee the process, although Evoke cautioned that there is no certainty any transaction will result or what form a deal might take.

The move comes just weeks after Evoke warned it would close around one in ten of its betting shops next year as part of efforts to stabilise its finances. The group has struggled to reverse declining performance while carrying a significant debt burden.

Pressure on the business has intensified following changes announced in the recent Budget, which sharply increased taxes on online gambling. From April 2026, the rate of remote gaming duty will rise from 21 per cent to 40 per cent, while tax on online sports betting will increase from 15 per cent to 25 per cent.

Evoke has already withdrawn its medium-term financial targets in response, warning that the new tax regime will add between £125 million and £135 million to its annual duty bill once fully implemented. An £80 million hit is expected in the next financial year alone.

The group said the impact of the tax rises, combined with ongoing operational challenges, had prompted the board to reassess the company’s future direction.

Any sale would mark a significant moment for the UK gambling sector, with William Hill remaining one of the most recognisable names on the high street despite years of consolidation and regulatory tightening across the industry.

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William Hill owner Evoke puts itself up for sale amid mounting tax and debt pressures

The British Design Fund (BDF) has secured a £5 million commitment from the British Business Bank to support early-stage UK businesses designing and manufacturing physical products, strengthening access to equity finance for product-led innovation across the country.

The investment, made through the British Business Bank’s Regional Angels Programme, will support BDF’s mission to back founders building scalable, UK-based product businesses in sectors such as health, sustainability and assistive technology. The programme was launched in 2019 to address regional imbalances in early-stage funding and focuses on angel networks and investors operating outside London.

Managed by Sapphire Capital Partners LLP, the British Design Fund operates as both an early-stage fund and angel network, working closely with founders to help turn innovative product ideas into viable commercial businesses. Its existing portfolio spans the length of the UK, from the South West through to Scotland, reflecting a strong emphasis on regional innovation.

Chancellor of the Exchequer Rachel Reeves said the commitment underlined the government’s ambition to make the UK the best place to start and scale a business. She highlighted the role of scale-ups in job creation and said the funding would help give entrepreneurs the capital and confidence to grow. “Our message is clear – if you invest here, Britain will back you,” she said.

The British Business Bank said the investment recognised the depth of UK talent in advanced engineering and manufacturing. Mark Barry, senior investment director at the bank, said partnering with BDF would help unlock early-stage opportunities nationwide and support founders developing innovative, product-led solutions.

BDF Advisors chief executive Damon Bonser welcomed the backing, saying it would allow the fund to support more entrepreneurs tackling real-world problems through design, engineering and manufacturing. He added that the commitment would help founders move from concept to early-stage commercialisation at a time when access to patient capital remains critical.

Vasiliki Carson, partner at Sapphire Capital Partners, said the investment would contribute to narrowing regional disparities in early-stage funding, helping ensure that promising product businesses can access capital regardless of where they are based.

The £5m commitment adds further momentum to efforts to strengthen the UK’s early-stage investment ecosystem and support home-grown product innovation at a national level.

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British Design Fund secures £5m backing to boost UK-made product innovation

The founders of UK fintech GoCardless are set for a significant financial windfall after the payments company agreed to be acquired by Dutch rival Mollie in a deal valued at €1.05bn (£920m).

The transaction is expected to deliver a major payday for GoCardless chief executive Hiroki Takeuchi, as well as fellow co-founder Tom Blomfield, one of Britain’s most prominent technology entrepreneurs and a co-founder of digital bank Monzo.

Founded in London in 2011 by Takeuchi, Blomfield (pictured) and fellow Oxford graduate Matt Robinson, GoCardless has grown into one of Europe’s leading account-to-account payments platforms, serving more than 100,000 businesses and processing over $130bn of transactions annually.

The deal comes nearly a decade after Takeuchi suffered a life-changing cycling accident in London that left him paralysed from the waist down. He returned to work within months and has since led the company through rapid international expansion.

“I owe a lot to GoCardless as a company, to our investors, and to our team,” Takeuchi said following the announcement. “We’re not doing this to exit the company — we’re doing this because we believe in the future of the combination.”

More than 90 per cent of the deal consideration will be paid in shares, with the remainder in cash. Takeuchi will remain with the combined group in a senior leadership role once the transaction completes, which is expected by mid-2026, subject to regulatory approvals.

Although GoCardless only reached profitability earlier this year — reporting a return to the black in the three months to June — it still recorded a £34.5m pre-tax loss for 2024. Nevertheless, the acquisition marks one of the most significant UK fintech exits in recent years.

The agreed valuation is below the $2.1bn price tag attached to GoCardless during its last major fundraising round in 2022, when it raised $312m from investors including Balderton Capital, BlackRock and Permira. Fintech valuations across the sector have since been compressed by higher interest rates and a tougher funding environment.

Blomfield, who left GoCardless in 2013, went on to co-found Monzo two years later and is now a partner at Silicon Valley accelerator Y Combinator. While the precise ownership structure of GoCardless is unclear, both he and Takeuchi are believed to retain meaningful stakes.

The acquisition will create a combined payments group serving more than 350,000 businesses across Europe, positioning the merged company as a major challenger in the fast-evolving fintech landscape.

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GoCardless founders in line for major payday as fintech sells for nearly £1bn