Business

As Digital Transformation Accelerates, Workforce Readiness Becomes Critical

Industries such as advanced manufacturing, engineering, and maintenance increasingly demand employees with both technical knowledge and hands-on experience. Traditional vocational training programmes often struggle to meet these requirements: high costs, safety risks, and limited access to equipment leave many learners underprepared for real-world roles.

Virtual Reality (VR) is emerging as a game-changing solution. By creating immersive, interactive environments, VR allows trainees to practise complex industrial tasks safely and effectively. UK startup Lincreation Ltd, founded in 2023 by entrepreneur Wei Guo, is leading this transformation with VR simulations tailored for vocational education.

Skills Gap in London

London faces a significant digital skills shortage. According to the University of Birmingham, over 380,000 full-time equivalent (FTE) jobs in the UK are at risk due to digital skills gaps, with a potential economic cost of £27.6 billion by 2030. London is among the regions most affected.

Two-thirds of London firms anticipate needing advanced digital capabilities in the next two to five years. Yet, barriers such as cost (52%), time constraints (48%), and limited access to quality local training (43%) hinder workforce development.

Lincreation: Bridging Theory and Practice

Wei Guo began his career in vocational education in China, founding a leading training provider. He noticed that many learners had strong theoretical knowledge but lacked practical experience—a gap particularly evident in high-cost or hazardous sectors.

“When I moved to the UK and started Lincreation, my goal was clear: to harness VR to make vocational training more accessible, effective, and scalable,” Wei explains.

His vision bridges classroom learning with real-world skill application, offering immersive, repeatable scenarios that prepare learners for the workplace.

How VR Training Works

Lincreation’s platform simulates a wide range of industrial tasks, including assembly line operations, machinery maintenance, safety procedures, and troubleshooting. Trainees can practise repeatedly in a virtual environment, building confidence before handling real equipment.

VR enables experiences that would otherwise be too dangerous, expensive, or complex to replicate physically. Accidents, equipment damage, and downtime are reduced, while skill acquisition accelerates. The platform is scalable, allowing organisations of all sizes to standardise training across multiple locations.

Evidence of Effectiveness

Research supports VR’s benefits. A 2020 study in Computers & Education by Radianti et al. found that VR-based training improves engagement, motivation, and knowledge retention. Similarly, University College London’s Immersive Virtual Environments Laboratory reports measurable improvements in confidence and technical skills across multiple disciplines, highlighting VR’s unique ability to provide presence and interactivity that traditional methods cannot replicate.

Lincreation’s clients report tangible results. Apprentices master complex machinery faster, make fewer errors, and gain operational confidence.

“Our trainees approach tasks with greater assurance and efficiency. This benefits both learners and employers by reducing costs and downtime,” says Wei.

Expanding Access and Inclusion

VR training also promotes inclusivity. Learners facing geographic, financial, or logistical barriers can gain practical experience without access to costly equipment. By lowering these obstacles, VR opens doors for a broader range of individuals to enter technical industries, helping address London’s growing skills gap.

Looking Ahead: Democratising Vocational Education

Lincreation aims to make vocational training accessible globally, providing affordable VR solutions to regions and communities lacking quality training infrastructure.

“As the workforce evolves, so must training. Immersive technology can level the playing field, giving learners everywhere the opportunity to develop essential skills. Our mission is to make vocational education inclusive, effective, and adaptable to the modern economy,” Wei reflects.

Shaping the Future of Workforce Training

In an era of rapid technological change, equipping employees with job-ready skills is critical. London faces an acute digital skills shortage and urgent reskilling needs. VR offers a timely, scalable solution, helping organisations bridge this gap with immersive, effective, and cost-efficient training.

Lincreation combines research-backed methods with practical applications, setting a new standard for vocational education—safe, immersive, and repeatable learning experiences that are scalable and inclusive.

For businesses, the benefits are clear: training costs are reduced, skills are acquired more quickly, workforce confidence improves, and operational risks are minimised. Companies looking to remain competitive in a fast-changing economy may find VR-based training a practical way to strengthen their workforce and prepare for the future.

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VR-Powered Training: Closing the Skills Gap and Boosting Workforce Efficiency in London

Paul Krebs is a respected leader in the construction and development industry. He is the President and Owner of Paul Krebs Construction, a company he founded in 1967.

With over 50 years of experience, Paul has built homes, apartment complexes, mobile home parks, and large infrastructure projects across Georgia and the Southeast.

Paul’s passion for building started early. At just 13, he began working with his father at Krebs Engineering in Birmingham, Alabama. This taught him the importance of hard work and hands-on learning. He later attended Riverside Military Academy and Auburn University, where he also ran track.

Through the years, Paul earned licences in Utility Engineering, Utility Management, and Water Treatment. These skills helped him take on complex projects, including major utility systems and residential developments.

But Paul isn’t just a builder—he’s a community leader. He donated land for Krebs Park in Hinesville, Georgia, which features basketball and tennis courts, pickleball, a skate park, and walking trails. He has also supported local animal rescues and hospitals.

Paul is known for his direct, practical approach. He believes in doing things right and working hard every day.

“You can’t fake experience,” he often says. “You have to know your work and care about your community.”

Outside of business, Paul stays active with tennis, windsurfing, cycling, and fitness. His life reflects his values—hard work, giving back, and building places where people can live well. He remains a trusted voice in construction and a champion for strong communities.

In Conversation with Paul Krebs: A Lifetime of Building Communities

In this exclusive interview, we sit down with Paul Krebs, President and Owner of Paul Krebs Construction. With more than 50 years of experience, Paul shares the lessons, challenges, and values that have shaped his long and respected career in construction and community development.

Q: Paul, let’s start from the beginning. How did your career in construction begin?

It really started when I was a boy. I was just 13 years old when I began working with my father at Krebs Engineering in Birmingham, Alabama. He believed in putting me to work early. I learned every part of the business—digging trenches, surveying land, you name it. It wasn’t glamorous, but it taught me a lot. That experience gave me a strong foundation in both the technical side and the value of hard work.

Q: Did you always know you wanted to run your own company one day?

I think deep down, yes. Working alongside my father showed me the impact you can have through building. After attending Riverside Military Academy, I went on to Auburn University, where I also ran track. Sports taught me discipline and perseverance—qualities that are vital in business too. By 1967, I felt ready to start my own company. I wasn’t waiting for the “perfect time.” I just went for it.

Q: How did Paul Krebs Construction grow from those early days?

It was gradual. At first, I took on smaller projects—basic construction work, site prep, utility jobs. But because of my background and licences in Utility Engineering, Utility Management, and Water Treatment, I was able to take on bigger and more technical projects fairly early on.

I’ve always believed in learning every part of the process. That’s what allowed me to expand into larger developments—mobile home parks, apartment complexes, entire housing communities. Over time, we built a strong reputation for handling both residential and infrastructure projects.

Q: Your work has also had a big impact on the community, especially in Hinesville. Can you tell us more about that?

Community has always been important to me. I donated land for what’s now Krebs Park in Hinesville, Georgia. That was a project close to my heart. The park has basketball courts, tennis courts, pickleball, a skate park, a dog park, and walking trails. It’s a place where people can come together, exercise, and enjoy life.

I’ve also donated land for a pet rescue and supported Mayo Hospital. Giving back is just something I believe in. When you’ve had success, you should use it to make your community better.

Q: What do you think has been the key to your long career in construction?

Two things: hard work and honesty. You can’t fake experience in this business. I’ve always believed in showing up every day and doing the job right. It doesn’t matter if it’s a small repair or a major development—you need to take pride in your work.

Also, knowing your craft is critical. I’ve held my licences for decades, and that technical knowledge helps me avoid mistakes that others might miss. You can’t rely on shortcuts if you want your work to last.

Q: You’ve also been very active personally. How has that shaped your approach to business?

I’ve always been drawn to physical activity. I played semi-pro rugby with the Birmingham All Blacks, and I still enjoy tennis, windsurfing, bicycling, and working out. Staying active keeps my mind sharp and helps me handle stress.

Sports also taught me teamwork and resilience—both are important in construction, where you often face unexpected problems. Whether on the job site or on the tennis court, you learn that you can’t quit when things get hard.

Q: What advice would you offer to young people interested in construction or development?

Start by learning everything you can. Don’t be afraid to get your hands dirty. You need to understand the basics before you can lead others. And think long-term. Construction isn’t just about the building—it’s about the people who will live or work there. If you focus on quality and community, success tends to follow.

Q: After all these years, what keeps you motivated?

It’s simple—I like to build things. I like to solve problems. And I enjoy seeing the results of hard work. When I walk through a neighbourhood or a park that I helped create, I feel proud knowing it’s making life better for others. That’s what keeps me going.

Read more:
Paul Krebs on Building Communities and a Lasting Career in Construction

B2B marketing innovator Jam 7 has closed its seed funding round, securing backing from investors led by Stephen Altman, founder of New World Private Equity Partners.

The funding will accelerate Jam 7’s mission to transform how B2B tech firms innovate, compete and grow through its Agentic Marketing Platform (AMP).

AMP acts as a centralised “marketing brain,” blending human expertise with AI-powered insights to deliver faster decision-making, scaled campaign execution and measurable outcomes linked directly to business performance.

“This round isn’t just fuel, it’s validation,” said Mitchell Feldman, CEO of Jam 7. “It validates the belief that marketing can be smarter, faster, and more effective when human creativity is amplified, not replaced, by AI. AMP gives ambitious brands the strategic edge they have been missing.”

The platform is already gaining industry recognition. Jam 7 recently won the CRN Sales and Marketing Award for Best Use of AI in Marketing. Early adopters have reported up to 300% more campaign output and triple-digit lead growth.

Clients include SS&C Blue Prism, with ten more businesses currently trialling the technology.

Investor Stephen Altman praised the company’s potential: “AMP tackles one of B2B’s most pressing challenges: how to scale marketing with consistency and commercial impact. Mitchell and his team are building something uniquely powerful.”

With the fresh investment, Jam 7 plans to scale its platform and expand adoption across the B2B technology sector. The funding will support product development, customer acquisition, and strategic growth initiatives as the company positions AMP as a transformative force in enterprise marketing

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Jam 7 secures seed investment to scale Agentic Marketing Platform for B2B growth

London’s transport strikes have driven a surge in demand for flexible offices, with workers increasingly choosing to base themselves closer to home rather than commute into the city centre or remain entirely remote.

Data from International Workplace Group (IWG), the world’s largest provider of flexible workspaces, shows a 43 per cent rise in visits to outer London locations during the four days of Tube strikes between 8–11 September.

Hammersmith, Richmond and St Albans saw demand climb by as much as 55 per cent, underlining how hybrid working habits are reshaping the city’s office market. Instead of defaulting to homeworking, many employees are opting for professional workspaces in suburban hubs, supported by companies that are offering staff access to wider networks of flexible offices. The shift is credited with boosting productivity, retention and wellbeing while reducing commuting costs.

To meet this demand, IWG has been expanding rapidly across London’s suburbs, opening new centres in Uxbridge, Sutton, Twickenham, Harrow, Putney, Wimbledon, Kingston, Richmond and Croydon, with more planned. Chief executive and founder Mark Dixon said almost 500 new global locations were added in the first half of 2025, reflecting a fast-growing appetite for what he calls “local platform working”.

“More and more companies are discovering that the ability to work locally with minimal commuting is incredibly popular with employees,” Dixon said. “It improves work-life balance and satisfaction while delivering significant benefits for businesses.”

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Workers turn to flexible offices as Tube strikes boost outer London demand

Octopus Energy’s partnership with Chinese wind turbine manufacturer Ming Yang Smart Energy has triggered warnings over national security risks, with critics questioning the involvement of Chinese firms in Britain’s critical infrastructure.

Britain’s largest household energy supplier, led by government adviser Greg Jackson, announced the deal to develop up to 6 gigawatts of offshore and onshore wind capacity—potentially the first time Chinese-built turbines are deployed in the UK.

The agreement was hailed by Octopus as a “groundbreaking partnership” that could deliver cheap, clean energy and lower household bills. Yet Conservative MPs, alongside US officials, have raised concerns that integrating Chinese technology into the UK grid could expose the country to strategic vulnerabilities. Nick Timothy, shadow energy minister, described the move as “reckless and an unacceptable risk”, warning it could give Beijing indirect influence over UK power generation.

Ming Yang, the world’s third-largest turbine maker, has previously courted controversy in Britain, having signed a memorandum of understanding in 2021 to build a blade-manufacturing plant in Scotland. Although the company is privately owned, its prominence in sensitive energy projects has attracted scrutiny, echoing earlier government interventions against Huawei in telecoms and CGN in nuclear power.

Octopus said it was committed to addressing security concerns, pledging to pair Ming Yang’s hardware with UK-developed software safeguards to ensure “the highest levels of data protection and cybersecurity”. Ministers retain the power to block the deal under the National Security and Investment Act, with officials insisting all Chinese participation in energy supply chains is subject to rigorous review.

The debate comes as the UK accelerates its drive to decarbonise the electricity grid, balancing the urgency of hitting climate targets with growing geopolitical tensions around Chinese investment. The outcome of ministerial scrutiny will determine whether Octopus can proceed with its plan to diversify turbine supply beyond established Western manufacturers such as Vestas, Siemens Gamesa and GE.

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Octopus Energy’s Chinese turbine deal sparks national security concerns

The chief executive of Barclays has warned the government against pushing up public sector pay or raising further taxes on banks as chancellor Rachel Reeves searches for ways to plug a looming fiscal gap.

CS Venkatakrishnan said curbing government spending and tackling wage-driven inflation should be priorities as ministers prepare the November budget.

Speaking to the Financial Times, Venkatakrishnan said: “We need to curb expenditure at the government level. We need to find a way to curb wage inflation.” While UK wage growth has slowed, public sector pay is still running at an annual rate of 5.7 per cent, compared with 4.8 per cent in the private sector.

The Barclays boss also urged ministers not to treat banks as a tax target. “UK banks are taxed more than banks anywhere else. How much more are you going to squeeze this?” he asked, pointing to an effective total tax rate of 46 per cent on UK lenders last year, compared with 28 per cent in New York and up to 39 per cent in the EU. Barclays alone paid £1.4 billion in tax in 2023, on pre-tax profits of £5.7 billion.

Concerns have grown across the sector that healthy profits, buoyed by higher interest rates, could trigger a fresh windfall levy as Reeves comes under pressure to raise revenues. UK bank shares shed more than £6 billion in value last month after renewed speculation over tax hikes spooked investors. Venkatakrishnan warned that further increases would undermine London’s status as a global financial centre, arguing that “the path to growth does not lie in taxing the sector even more”.

Although Venkatakrishnan has been broadly supportive of the Labour government’s pro-business stance since its election last summer, his intervention highlights tensions as the chancellor balances fiscal consolidation with her pledge to foster growth. Other bank chiefs, including Lloyds’ Charlie Nunn, have also cautioned that higher taxation would be inconsistent with Reeves’ efforts to boost competitiveness and attract investment in the City.

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Barclays chief urges ministers to curb public sector pay and resist bank tax hikes

Britain’s biggest retailers have warned that hundreds of large shops could close and as many as 100,000 jobs be lost if the government presses ahead with plans to raise business rates on larger properties.

The proposed surcharge, aimed at funding discounts for smaller firms, could see supermarkets, department stores and other “anchor tenants” facing higher property tax bills, with potentially severe consequences for high streets and shopping centres.

The British Retail Consortium (BRC) estimates that 400 outlets could shut under the changes, which would apply to sites with a rateable value above £500,000. Retailers argue they would be forced to either close stores, cut jobs or pass on costs through higher prices in order to protect margins. They have urged chancellor Rachel Reeves to exempt the sector from the surcharge, warning that removing large retailers would undermine the wider retail ecosystem by depriving nearby cafes, pubs and independent shops of footfall.

Helen Dickinson, chief executive of the BRC, said: “Britain’s largest shops are magnets, pulling people into high streets, shopping centres and retail parks, supporting thousands of surrounding cafes, restaurants and smaller shops. After years of rising costs, far too many stores have disappeared—leaving behind empty shells that once thrived at the heart of our communities.”

The reforms are part of Labour’s wider plan to make the business rates system “fairer” and to address the so-called “cliff edges” that penalise smaller firms for expanding. Reeves said the government wanted to see “thriving high streets and small businesses investing in their future, not held back by outdated rules or strangled by red tape”. UKHospitality welcomed the move to ease the burden on hospitality businesses, but retailers insist shifting the costs onto larger outlets risks accelerating closures and weakening the high street further.

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Retailers warn hundreds of large shops could close under business rates rise

Global Counsel, the political advisory firm co-founded by Peter Mandelson, is cutting ties with the former Labour minister after his dismissal as Britain’s US ambassador following revelations about his links to Jeffrey Epstein.

The firm, which advises some of the world’s largest companies on regulatory and political risk, has begun selling Mandelson’s multimillion-pound stake and expects to complete the process within two months.

Mandelson, a key figure in Tony Blair’s government who resigned twice from ministerial posts before returning as Northern Ireland secretary, co-founded Global Counsel in 2010 with Benjamin Wegg-Prosser. He stepped back from the business after being appointed by prime minister Keir Starmer as ambassador to Washington in December, but Companies House filings show he still holds a 21 per cent stake. He resigned as a director in May last year.

The pressure to cut ties intensified after emails surfaced detailing Mandelson’s close relationship with Epstein, whom he once described as his “best pal”. The correspondence included a suggestion that Epstein’s first conviction should be challenged. A photograph of Mandelson in a white bathrobe with Epstein has further fuelled the controversy.

Global Counsel counts JP Morgan, Barclays, OpenAI, Anglo American, Shein and TikTok among its clients, and its vice-chair is Marks & Spencer chair Archie Norman. The firm declined to comment on the developments.

Mandelson also declined to comment when approached by Bloomberg and the Financial Times.

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Global Counsel cuts ties with Peter Mandelson amid Epstein revelations

Strava Group has strengthened its Domino’s Pizza franchise footprint in Scotland after securing a seven-figure funding package from NatWest to acquire 14 additional stores.

The deal takes the group’s portfolio to more than 40 outlets across England and Scotland and forms part of an ambitious strategy to operate 75 Domino’s stores nationwide.

The expansion marks a significant milestone for managing director Rickey Sharma, who began his journey with Domino’s in 2007 and became a franchisee in 2012. His leadership and operational expertise have driven consistent growth, positioning Strava as one of the most dynamic players in the UK’s competitive pizza delivery market. Sharma said the acquisition would not only fuel business growth but also create opportunities for young people to build careers in the sector.

NatWest, which has supported Strava’s franchise development since 2024, hailed the group’s vision and commitment to the Domino’s brand. Relationship manager Andy Croasdell said the funding package reflected confidence in Strava’s long-term strategy and its ability to scale successfully.

As Britain’s biggest bank for business, NatWest continues to play a pivotal role in backing franchise operators and growth-focused companies. With Strava Group’s latest acquisition enhancing its operational reach and efficiency, the business is well placed to accelerate expansion while maintaining the high service standards associated with Domino’s.

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Strava Group expands Domino’s portfolio with NatWest-backed acquisition of 14 stores

UK private schools grappling with declining pupil numbers in the wake of VAT being applied to fees could turn to Chinese investors for financial support, according to audit and advisory firm Blick Rothenberg.

The firm’s partner, Winnie Cao, said that while the tax change has priced some British families out of independent education, strong demand from Chinese parents is opening new avenues for investment.

She noted that Chinese investors are drawn to the longstanding prestige of UK schooling, with geopolitical tensions limiting opportunities to expand foreign-owned schools in China itself. “Now that these schools cannot expand in China, sending their children to the UK is often becoming parents’ first choice,” Cao said. Britain’s reputation as a safer alternative to the US, where gun crime and strained US-China relations weigh on decision-making, is also bolstering interest.

For independent schools under pressure, Chinese-backed capital could provide a financial lifeline as international students replace those lost domestically. However, integration challenges remain: balancing foreign ownership with British management, resolving cultural differences, and ensuring schools continue to serve local communities. Some institutions, Cao cautioned, may be reluctant to cede control to overseas investors or risk diluting their local identity.

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Chinese investors eye UK private schools as VAT on fees drives out domestic pupils