Business

Chancellor Rachel Reeves has pledged to review a controversial tax loophole that allows low-value goods from Chinese e-commerce giants such as Shein and Temu to enter the UK without paying customs duties—a move aimed at protecting British retailers from unfair competition and goods being “dumped” on the high street.

The scheme, known as the “de minimis” rule, currently exempts imports valued at £135 or less from customs duty. The loophole has come under mounting criticism from UK retail leaders, including those at Next, Sainsbury’s, Primark and Currys, who say it creates a lopsided playing field and threatens the integrity of domestic retail and supply chains.

Following a similar pledge by President Donald Trump to eliminate the US equivalent of the scheme—under which goods under $800 enter America without duties or detailed inspections—Reeves confirmed she would act to “stop the dumping of cheap goods into the UK” and support British businesses as part of her “plan for change”.

Speaking at the IMF and World Bank Group spring meetings in Washington, the chancellor said, “The world has changed, and we are in a new era of global trade. The government is standing up for the British high street against the dumping of cheap imports that undercut retailers and the high street.”

The Treasury said it had tasked the Trade Remedies Authority with accelerating its work in this area, including enhanced surveillance, faster data gathering, and quicker responses to import surges. Consultations with businesses are due to begin next month as part of the formal review process.

British retailers welcomed the decision as a long-overdue correction to what they view as an exploitative regime. Helen Dickinson, chief executive of the British Retail Consortium (BRC), said it showed the government was “prepared to take swift action to protect consumers from goods being dumped in the UK—many of which fail to meet UK environmental and ethical standards.”

George Weston, CEO of Associated British Foods, which owns Primark, called the planned reform “a significant step forward” in backing domestic business, while Currys chief executive Alex Baldock described it as “encouraging”.

“There is a growing risk of unsafe and tax-dodging products being dumped in the UK,” said Baldock. “All retailers selling to UK consumers should play by the same rules. If you want to sell to UK consumers, then abide by UK standards, and pay UK tax, just as UK retailers do.”

However, not all stakeholders are celebrating. Major logistics providers including Royal Mail, DHL Express and Evri have warned that removing the de minimis threshold could increase costs and cause delays at the UK border, ultimately leading to higher prices for consumers.

Chinese fast fashion giant Shein responded diplomatically to the review. A spokesperson said the retailer “welcomes the opportunity to work with policymakers and industry peers to review the current de minimis framework and ensure a level playing field for all retailers.” She added that Shein’s business success was driven not by tax breaks, but by its agile supply chain and on-demand model, which allow the company to offer “affordable prices” to customers around the world.

The review signals a broader shift in the UK’s approach to trade enforcement and fair competition, reflecting growing global concerns about the influx of low-cost imports and the uneven impact they can have on local economies and tax bases. With both Washington and Brussels moving to tighten loopholes, the UK’s retail and manufacturing sectors will be watching closely to see whether Reeves delivers on her promise to rebalance the rules.

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Rachel Reeves to review import tax loophole in crackdown on cheap Chinese goods

Inheritance tax (IHT) receipts have hit a record high of £8.2 billion in the 2024-25 tax year, as rising asset values and long-frozen thresholds continue to draw more families into the tax net—even before major upcoming changes that will extend liability to pensions and farmland.

New figures from HM Revenue & Customs show a significant increase from £7.5 billion the previous year and more than double the £3.8 billion collected a decade ago. Financial advisers say the surge reflects a growing number of estates becoming liable for IHT due to soaring property prices and stagnant tax-free allowances.

The current £325,000 nil-rate band—above which estates are taxed at 40 per cent—has remained unchanged since 2009, while the additional £175,000 residence nil-rate band, introduced in 2017 for those passing on the family home to children or grandchildren, has also been frozen. These allowances will remain fixed until at least 2030 under current government plans.

With house prices, stock portfolios and savings rising over the years, many estates that would once have fallen below the threshold are now exposed. According to Savills, property now makes up 38 per cent of the average taxpaying estate, with stocks and shares accounting for 29 per cent and cash around 18 per cent.

Although only around 4 per cent of UK deaths currently result in an IHT bill, the tax is expected to become an increasingly significant revenue source. The Office for Budget Responsibility forecasts that receipts could reach £13.9 billion a year by the end of the decade.

Jonathan Halberda, a financial adviser at Wesleyan Financial Services, said the trend is no surprise. “With an increasing number of families being pulled into the scope of inheritance tax, the latest rise in receipts comes as little surprise. Each month we’re seeing the impact of frozen thresholds that no longer reflect current asset values, alongside an increasingly complex system,” he said.

“Many who wouldn’t have faced a tax bill just a few years ago are now being caught out, while others don’t realise their estate is at risk until it’s too late.”

The tax take is expected to rise further following policy reforms announced by the Treasury. From April 2026, relief on agricultural and business property will be capped at £1 million, with assets above this threshold subject to a 20 per cent tax. The move, intended to close perceived loopholes and prevent wealthier individuals from buying farmland to sidestep tax, is expected to raise an additional £520 million annually by 2029-30.

From 2027, pension pots will also fall within the scope of IHT—ending their current exemption. According to Treasury projections, this change could generate £1.46 billion annually, while consultancy Lane Clark and Peacock estimate that over the next two decades it could bring in up to £65.4 billion. By 2047, receipts from IHT on inherited pensions alone could rise to £6.2 billion per year.

The changes have sparked concern across the financial sector and among farming communities. While the government argues the reforms will make the system fairer and help fund public services, farmers have warned the cap on farmland relief may force the sale of family businesses to cover tax bills.

Halberda said including pensions in taxable estates would only add further complexity. “Instead of simplifying the process, bringing pensions under the IHT umbrella in 2027 adds further complexity. It’s a major change that we’re still waiting for more detail on. People need clarity, but in the absence of clear direction many are unsure where to turn.”

With the tax set to impact a growing number of middle-income households, calls are mounting for the government to review IHT policy in light of changing asset values and the increasingly blurred line between ordinary estates and so-called wealth.

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Inheritance tax hits record £8.2bn as frozen thresholds drag more families into net

Bank of England governor Andrew Bailey has acknowledged that the United States “has a point” in criticising global trade imbalances, lending support to concerns raised by the Trump administration as the UK grapples with the economic fallout of rising tariffs and geopolitical uncertainty.

Speaking at an event hosted by the Institute of International Finance in Washington, Bailey said the central bank was “working through” the potential economic implications of President Trump’s sweeping tariff measures ahead of the Bank’s next interest rate decision in May.

The governor’s comments came during a week of high-stakes meetings hosted by the International Monetary Fund (IMF), and marked his most conciliatory tone yet towards Trump-era grievances about global trade. Bailey said long-standing surpluses among major manufacturing exporters — particularly China — pose structural risks to the global economy.

“Scott Bessent [the US Treasury secretary] has a point,” Bailey said. “There are issues with the way the system is working which pose harder questions about how the system operates.”

He criticised China’s reliance on weak domestic demand and export-led manufacturing, arguing the model was “not sustainable forever”. Bailey, an economic historian by background, said that today’s global imbalances mirror the very problems the Bretton Woods institutions were designed to address in the aftermath of the Second World War.

“The original Bretton Woods design put the emphasis on adjustment on deficit countries,” he explained. “The US was at that point the world’s surplus country and now that has turned around. We have to get back to the point of symmetrical adjustment and responsibilities.”

His remarks follow an intervention by US Treasury Secretary Scott Bessent, who called on the IMF and World Bank to abandon their focus on climate change and diversity and return to “core macroeconomic work”. In a sharp critique, Bessent accused the IMF of being “Polyanna-ish” in its latest external sector report and said the institution was failing to confront China’s “globally distortive policies”.

While Bailey defended the multilateral system as essential to global stability, he agreed the IMF should focus on its primary mission. “It is important that there is a commitment to the multilateral institutions,” he said, adding, however, that “it is not the job of the IMF to police trade imbalances”.

The UK government has also signalled alignment with Washington on some trade issues. Chancellor Rachel Reeves, who is also in Washington for the IMF and World Bank spring meetings, said global imbalances “should be reduced” and expressed support for removing both tariff and non-tariff barriers in order to boost trade with the US.

“The world has changed, and we are in a new era of global trade,” Reeves said, adding that the UK will not lower domestic standards on food or vehicles in response to American demands, but remains open to broader cooperation on economic and security partnerships.

IMF managing director Kristalina Georgieva has attempted to strike a conciliatory tone in the face of mounting US pressure, urging surplus economies to adjust their policies and pledging to sharpen the IMF’s focus on addressing global economic imbalances.

However, fears remain that the Trump administration’s renewed scrutiny of multilateral institutions could lead to staff cuts or a downgrading of programmes focused on net-zero goals and gender equity—areas now in the White House’s firing line.

While Bailey welcomed the US’s continued membership in the IMF and World Bank, he said the current moment required serious reflection on how international financial institutions are structured and the role they play in preventing economic divergence. “Eighty years on from Bretton Woods, the system still works,” he said. “But there are challenges that need addressing to ensure it remains fit for purpose.”

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Bank of England’s Andrew Bailey backs need for global trade reform amid Trump tariff threats

US Treasury Secretary Scott Bessent has launched a scathing attack on the International Monetary Fund (IMF), accusing the institution of turning a blind eye to China’s export-led economic dominance and neglecting its core responsibilities in favour of climate and social policy work.

In a high-profile speech at the Institute of International Finance in Washington, Bessent criticised the IMF’s latest External Sector Report, which claimed that global imbalances were easing. Describing the report as “Polyanna-ish”, he warned that the IMF had become more concerned with “buzzword-centric marketing” than addressing structural economic threats.

“This outlook is symptomatic of an institution more dedicated to preserving the status quo than answering the hard questions,” Bessent said. “The IMF must be a brutal truthteller and not just to some members.”

The comments mark the Trump administration’s first formal intervention in how it intends to reshape the IMF and World Bank. The White House, Bessent said, would not seek to withdraw from either institution—despite calls from some allies to do so—but instead push for sweeping reforms to refocus the IMF on its original macroeconomic mission.

The Treasury Secretary argued that the fund’s increasing emphasis on climate change, gender equality and social issues is “crowding out” work on financial stability and trade surveillance. “These are not the IMF’s mission,” he declared.

Bessent’s remarks follow weeks of rising tensions between the White House and multilateral institutions, and come amid fears among IMF and World Bank staff of potential cuts to funding, employee benefits, and key programmes—particularly those supporting environmental and diversity goals in developing nations.

The sharpest criticism was reserved for the IMF’s treatment of China. Bessent called it “absurd” that China continues to be classified as a developing economy eligible for aid, despite posting record trade surpluses and pursuing aggressive export-driven growth. “We will not abide the IMF failing to critique the countries that most need it—principally, surplus countries,” he said. “The IMF needs to call out countries like China that have pursued globally distortive policies and opaque currency practices for many decades.”

The Trump administration has accused China of distorting global markets through suppressed domestic demand, overcapacity in manufacturing, and artificial currency management—accusations that have driven recent moves to impose 145 per cent tariffs on Chinese goods in the US.

Bessent’s speech coincided with a wider debate at this week’s IMF and World Bank spring meetings about the future of global trade, and whether the post-war economic order built around multilateralism can still serve modern needs. IMF Managing Director Kristalina Georgieva has attempted to bridge the gap, calling for surplus economies to adjust and urging greater trade cooperation.

Bank of England governor Andrew Bailey, also speaking in Washington this week, appeared to endorse parts of the US analysis, saying China’s export-reliant economic model was “not sustainable forever” and calling for more balanced adjustment in the global economy.

While Bessent affirmed the US would remain within the Bretton Woods institutions, he made clear that Washington expects major changes—and intends to install its own candidates into senior leadership roles to ensure reform takes root. The administration is reportedly preparing nominations for key positions, including that of deputy managing director at the IMF.

The criticism from Bessent reflects broader White House concerns that global economic governance is drifting away from its founding principles, and reinforces Trump’s broader push to reassert American priorities on the world stage.

As the largest single shareholder in the IMF and World Bank, the US holds significant influence over their strategic direction—leverage the Trump administration now appears ready to use.

Read more:
Scott Bessent attacks ‘Polyanna-ish’ IMF and demands clampdown on China’s export dominance

UK luxury brands have been hit with fresh disruption after DHL temporarily suspended shipments worth more than $800 to the United States, as a result of escalating trade restrictions imposed by the Trump administration.

The logistics giant halted its business-to-consumer deliveries to the US on Monday, citing a spike in paperwork and customs complexity caused by recent White House policy changes. The decision has sent ripples through the UK’s high-end export industry, which relies heavily on smooth transatlantic shipping to serve affluent American customers.

British exporters now fear further complications if other delivery firms, including UPS and FedEx, follow suit. Many are already absorbing rising costs and grappling with logistical delays that they say are threatening long-established business models.

William Church, joint managing director of Northampton-based footwear maker Joseph Cheaney & Sons, described the situation as “yet another side effect of the uncertain and confusing environment we are in”. He added: “It is a huge frustration for anyone who relies on this channel of trade.”

Walpole, the industry group representing Britain’s luxury sector—including brands such as Burberry, Alexander McQueen and Harrods—said its members were being “doubly penalised”, with deliveries suspended and those that do get through hit with 10 per cent tariffs.

Helen Brocklebank, Walpole’s chief executive, said many luxury exports to the US easily exceed the $800 threshold, from bespoke tailoring to high-end spirits, making them especially vulnerable under the new rules.

Savile Row tailor Henry Poole, which derives around half of its sales from US customers, also warned of mounting challenges. Owner Simon Cundey said DHL’s suspension was “detrimental for many aspects of trade between the UK and the US”.

Meanwhile, Sabina Savage, founder of the eponymous British scarf and clothing label, said 90 per cent of her customer base is in the United States and that the added cost burden was mounting quickly. “We’re getting hit from all angles,” she said. “We are looking at other shipping providers, but we’ve built a long-term relationship with DHL and negotiated good rates. Now, we don’t really have a choice but to take the hit in the short term.”

According to shipping experts, the root of the disruption lies in a change to US customs thresholds. Previously, only shipments valued at more than $2,500 required detailed paperwork for entry. But under new rules, all packages valued above $800 must now undergo formal customs clearance, increasing administrative load and causing delays across the express delivery industry.

A DHL spokesperson confirmed the policy shift: “Effective April 5, all shipments to the US with a declared customs value over $800 require formal entry processing. This short-term change has caused a significant increase in formal customs clearances and, hence, has increased the workload for customs clearances across the express industry.”

The situation adds to growing concerns about the fallout from the Trump administration’s widening tariff war, which has already strained transatlantic trade relations. For British luxury brands, the combination of new red tape, rising costs and delivery delays threatens to undermine the UK’s positioning in a crucial export market—at a time when many are still recovering from pandemic-era disruption and Brexit-related trade barriers.

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US tariff war disrupts UK luxury exports as DHL halts shipments over $800

Chancellor Rachel Reeves has ruled out any lowering of UK import standards on food and vehicles, including chlorinated chicken, hormone-treated beef and US-made trucks, as trade talks with the Trump administration enter a critical phase.

Speaking ahead of her first official meeting with US economic officials in Washington this week, Reeves made it clear that British regulatory standards would not be up for negotiation as part of any future UK-US trade deal. “We are not going to be changing our standards based on asks from foreign governments,” she said. “Decisions around food standards, around digital services, around auto standards, are decisions for the UK government to make.”

Her comments come as President Trump’s officials push for the UK to relax rules on agricultural imports and slash its 10 per cent tariff on American-made cars to 2.5 per cent. According to a document circulated by the White House to US businesses, these demands form part of a wider set of trade ambitions being outlined ahead of formal talks.

Reeves’s firm stance on food safety was welcomed by UK farmers and consumer advocates, who have long feared that any transatlantic deal could open the door to practices banned under British law. “We are not going to be relaxing our food standards. We’ve been clear with the US and they respect that and understand that,” Reeves said, adding that the position was “off the table”.

Despite rejecting regulatory concessions, the chancellor struck a more conciliatory tone on broader trade cooperation. Speaking at a summit hosted by Semafor, she signalled that there was scope for a deal “both on tariffs and also a wider deal beyond the issue of tariffs around technology partnerships and building on the national security”.

“There can be a bilateral process to remove remaining trade barriers that do exist. On that basis, there is a deal to be done,” she said.

Reeves is set to meet Scott Bessent, President Trump’s most senior economic official, on Friday. Bessent has recently helped calm financial markets by signalling a willingness to de-escalate trade tensions with China. The US is currently operating under a 90-day delay before reciprocal tariffs take effect in the summer, and officials have struck a more dovish tone about seeking new international deals.

While Reeves stopped short of ruling out adjustments to import duties—such as the car tariff cut demanded by Washington—she made no commitment, noting that any change would have to apply multilaterally, not just to the US.

The UK government has also announced a forthcoming review of a customs exemption for low-value imports, often used for shipments from China, to crack down on goods that undercut British retailers through unfair pricing and low compliance.

William Bain, head of trade policy at the British Chambers of Commerce, welcomed the focus on fair trade but urged the government to go further. “Labour should consider bolder moves to protect UK industry, including simplifying rules and processes to make trade easier,” he said. “The government should use the EU reset negotiations to remove safety and security declarations for goods and pursue a global pro-growth agenda on trade digitalisation.”

Reeves concluded by reiterating her broader vision: “I believe in free trade. But it also needs to be fair trade—and that’s where the US does have an important point about global imbalances. The UK is not part of that problem. We’re not a country that runs a large trade surplus with the US.”

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Rachel Reeves rules out chlorinated chicken ahead of key US trade talks

As a PCO driver, the car you choose plays an important role in how much money you will make. If you drive a regular saloon, you will have limited earning options.

On the other hand, driving a larger car like a 7-seater gives you more choices.

With that said, 7 seaters are more expensive than regular cars, and not every PCO driver can afford to buy them upfront. That’s where 7 seater PCO car hire plans come in!

These plans allow you to get behind the wheel of a 7-seater without requiring you to own the car. However, having just a car is not enough. You need to know the right strategies to maximise your income.

In this article, we will discuss approaches that smart drivers use to take their income to the next level.

Ways to Improve Income through 7-Seater PCO Car Hire

Prioritise UberXL and Bolt XL Jobs

The first thing you should do when driving a 7-seater is to prioritise UberXL and Bolt XL jobs. These jobs aren’t short trips to grocery stores. They often involve long trips with multiple passengers and luggage. So, they pay you more as well.

Don’t know how to accept XL rides?

Go into your app settings and opt in to UberXL and Bolt XL. This will keep you active in the XL category and allow you to receive ride notifications.

You don’t need to chase every ping. Just accept the ones that pay high fares because that’s when you will be making the most of your 7 seater PCO car hire.

Target Group-Friendly Hotspots

PCO driving is not about working hard. It’s about working smart.

If you drive your 7 seater 10 hours a day and still don’t make the kind of money you want, it’s not the car’s fault.

You are doing it wrong.

XL ride requests don’t come from random people. They are normally families, tourists, and groups of friends.

These people don’t want to book multiple cars. They want to travel in one spacious car that can accommodate all of them with their luggage.

The best way to capitalise is to show up in areas where they need you.

Here’s where you will mostly find these rides:

Concert venues and stadiums
Airports and train stations
Tourist attractions and family destinations
Restaurants and nightlife zones

Focus on Airport Runs and Family Travel

Another way to take advantage of 7 seater PCO rental cars is to focus on the airport runs and family travel.

Families with kids love space. They don’t want a car where they have to stuff their kids and suitcases. They want comfort, they want room, and you can offer them both with a 7 seater.

With that said, you need to know when these families are mostly available.

Typically, families with kids are available on Sunday evenings at the end of the holidays when they are flying back into the UK.

You can also target families that need help with early morning airport drop-offs. These rides are consistent and pay you well. Plus, there is no peak traffic in the early mornings so you can complete the rides without hassle.

Remember that airport drop-offs come with a small fee. For instance, when taking a family to Heathrow airport, you will have to pay a Heathrow drop off fee. You can pass the fee onto passengers but if they don’t approve, you will be the one paying that fee.

This applies to both rental and rent to buy cars.

Work During Peak Hours and Weekends

Offering rides during peak hours and weekends is an excellent way to improve your income. The activity in London is at its peak during Friday and Saturday nights with people heading to weddings, parties, birthdays, and whatnot.

These people often travel in groups so they need larger vehicles. As a 7 seater driver, you can offer them comfort and space and they will gladly pay you more for that.

Here’s what you need to do:

Start offering rides at weekends around 6 pm when people are heading out to enjoy life and continue working until 2 am when the clubs close and everyone is trying to get home.

Most drivers stop working after midnight even on weekends. By staying active longer, you can get jobs that pay significantly more.

Provide Corporate Group Travel

When you rent a PCO licensed car like a 7 seater, you become an attractive option for corporate groups as well.

London is a business hub with professionals constantly flying in from other cities and even countries. When these people land in London, the first thing they need after leaving the airport is a reliable, spacious, and presentable car that can meet their standards.

A 7 seater car helps you achieve exactly that. You can carry professionals heading to staff events, conferences, and seminars without compromising on comfort.

Plus, 7 seaters are ideal for VIP transfers as well. These transfers involve CEOs, board members, etc. and they happily pay more than regular rides.

So, while other drivers are focused on £7 rides, you can make £50-£80 per ride by focusing on corporate individuals.

Use Dash Cams

Passengers making false claims are normal in the PCO world. If you don’t have evidence to prove your innocence, you could be deactivated from Uber or Bolt and may even face a lawsuit that could wipe your whole year’s earnings.

That’s why it’s essential to use a dash cam on your PCO car. They protect you from insurance scams by recording the truth.

Some dash cams also come with parking mode, which eliminates the possibility of mystery dents or hit-and-run drama. Since everything is recorded, you can show the footage to your insurance company to prove you were not at fault. This not only helps you get paid faster but also keeps your hard-earned money in your pocket.

Conclusion

These were some strategies that you can use to improve your income through 7 seater PCO car hire. The goal is to work smarter, not harder. There are many drivers who work 10 hours a day but are still out-earned by someone working 5 hours a day. The difference between the two is that one is only focused on driving while the other knows when to drive and where.

By playing your cards wisely, you can also earn more by working less. So, follow the strategies we mentioned in this article and good luck!

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How to Maximise Earnings with a 7 Seater PCO Car Hire: Strategies That Work

In the competitive landscape of healthcare diagnostics, MAKO Medical has emerged as a notable success story in North Carolina’s capital.

Under the leadership of founder and CEO Chad Price, the company has not only disrupted the traditional laboratory testing model but has also implemented a transformative approach to hiring that prioritizes military veterans. This commitment to veteran employment has become a cornerstone of MAKO Medical’s identity and offers valuable lessons for Raleigh’s expanding healthcare sector.

The MAKO Medical Veteran Employment Strategy

When Chad Price co-founded MAKO Medical in 2014 alongside his brother Adam Price and friend Josh Arant, they established clear foundational principles. “When we started, we had three goals that we vowed to stay faithful to: we are a Christian company; we will make it a priority to hire veterans who have honorably served our country; and we will give back to the community with our time, money, and service,” explains Adam Price, highlighting the early commitment to veteran employment.

This commitment has yielded impressive results. MAKO Medical has hired over 100 veterans since its founding, integrating them particularly into the company’s logistics operations. The veteran team handles more than 22,000 deliveries daily with a remarkable 99.9 percent pickup success rate. This efficiency underscores the value veterans bring to healthcare operations, where precision and reliability are paramount.

Beyond simply hiring veterans, Chad Price has structured MAKO Medical’s policies to fully support military service. The company pays employees during their National Guard or Reserve training periods and drill weekends, ensuring they don’t lose income while fulfilling their service obligations. This comprehensive approach to veteran support has earned MAKO Medical significant recognition, including the HIRE Vets Medallion Award from the U.S. Department of Labor and selection to represent North Carolina for the Secretary of Defense Employer Support Freedom Award.

Military Discipline Meets Healthcare Precision

Chad Price’s implementation of veteran hiring reflects more than just philanthropic intent-it represents a strategic business approach that leverages veterans’ unique skills. Military training instills discipline, adaptability, and project management capabilities that align perfectly with the demands of the healthcare diagnostics industry.

According to insights from healthcare industry analysts, MAKO Medical’s operational structure draws inspiration from military principles, organizing staff into small, agile teams similar to military units. This structure facilitates communication, accountability, and efficiency—qualities essential in diagnostic testing where accuracy and timeliness directly impact patient care.

The veteran-led logistics team exemplifies how military experience translates to healthcare excellence. Their consistent performance in ensuring timely sample pickups and deliveries supports MAKO Medical’s reputation for reliability and quick turnaround times, key differentiators in the competitive diagnostics market.

Recognition and Measurable Impact

The success of Chad Price’s veteran hiring initiative at MAKO Medical has not gone unnoticed. Beyond the aforementioned awards, the company has been recognized as one of North Carolina’s Top 125 Private Companies, with its veteran employment program frequently cited as a contributing factor to its success and positive corporate culture.

Veterans comprise a significant portion of MAKO Medical’s workforce, particularly in logistics and operations roles where their leadership skills drive performance. The company’s impressive growth—expanding to serve clients across ten states and supporting over 1,000 laboratories—correlates with the implementation of this hiring strategy, suggesting that veteran employment has been a competitive advantage rather than merely a social initiative.

A Blueprint for Raleigh’s Healthcare Sector

As Raleigh continues to develop as a healthcare hub, with major projects like the Duke and UNC Health collaborative children’s hospital on the horizon, the need for skilled healthcare workers will only increase. Chad Price’s approach at MAKO Medical offers a valuable model for addressing this workforce challenge while simultaneously supporting the veteran community.

The veteran hiring program demonstrates how healthcare employers can tap into an underutilized talent pool with transferable skills. Veterans bring not only technical capabilities but also leadership experience, crisis management skills, and a mission-oriented mindset—all valuable assets in healthcare settings.

Several elements of MAKO Medical’s approach could be replicated across Raleigh’s healthcare sector:

Dedicated veteran recruitment channels: MAKO Medical has developed specific pathways for veteran hiring, rather than treating it as a secondary consideration.
Training partnerships: The company collaborates with community colleges and training programs to help veterans transition to healthcare careers, a model other employers could adopt.
Supportive policies: Military-friendly practices like paid time for Reserve or National Guard duties create an environment where veterans can thrive professionally while continuing their service.
Team structure adaptation: Implementing organizational structures that mirror military team dynamics can maximize the effectiveness of veteran employees.

Community Impact and Business Success

For Chad Price, integrating veterans into MAKO Medical represents the intersection of social responsibility and sound business strategy. “Today, we support more than 300 nonprofits and charities, we only hire Military Veterans for our logistics team, we’ve donated more than 26 million dollars to charitable organizations, and we support more than 70 missionaries around the world,” Price has stated, emphasizing how veteran hiring fits within the company’s broader community engagement.

This approach aligns with findings from recent healthcare industry analyses that indicate socially responsible practices contribute to business success by enhancing reputation, improving employee retention, and fostering community goodwill. In Raleigh’s competitive healthcare market, such differentiation can be particularly valuable.

Looking Forward

As Raleigh’s healthcare landscape continues to evolve, with major developments like the planned children’s hospital and ongoing Medicaid expansion, the need for innovative workforce solutions will grow increasingly urgent. Chad Price’s veteran hiring program at MAKO Medical demonstrates how healthcare organizations can address staffing challenges while making a positive social impact.

The model created at MAKO Medical provides a roadmap for other Raleigh healthcare employers to follow, offering both practical strategies and inspiration. By prioritizing veteran employment, Chad Price has not only built a successful business but has also created a framework that could help shape the future of healthcare employment in North Carolina’s capital.

For more information about MAKO Medical’s community initiatives, visit their official website or read about Chad Price’s entrepreneurial journey in an exclusive interview with Ideamensch.

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Chad Price’s Veteran Hiring Program at MAKO Medical: A Model for Healthcare Employment in Raleigh, North Carolina

More than half of global web traffic now comes from mobile devices. People expect websites to load fast, look good on smaller screens, and function without issues.

If a site fails to deliver that, most users won’t wait around. For any business trying to grow, mobile optimisation and strong UX are no longer optional; they’re essential.

Mobile Usage Has Surpassed Desktop

More than 62% of website traffic now comes from mobile devices, and that number continues to climb. People scroll, tap, and browse on smartphones during commutes, lunch breaks, or while watching TV. Businesses that fail to adapt to this mobile-first reality lose visibility and engagement.

Google’s mobile-first indexing means that mobile performance directly affects search rankings, so if a site isn’t mobile-friendly, it’s not just users who are frustrated—search engines are too. Slow load times, overlapping buttons, and poor readability on phones all push visitors away, increasing bounce rates and damaging SEO performance.

Sectors like e-commerce and online casinos were quick to recognise this shift and have heavily optimised their platforms for mobile use. In e-commerce, brands now use responsive design, one-click checkout, and mobile wallets like Apple Pay or Google Pay to make purchases fast and smooth. Meanwhile, online casinos have also embraced mobile-first development, catering to players who prefer to wager with mobile devices. Many of the top gambling sites not on GamStop offer players thousands of games to choose from that offer players seamless mobile experiences as well as fast payouts, flexible payment methods, and enticing bonuses like welcome rewards, deposit bonuses, and free bets that are supported on multiple devices. For these industries, mobile optimisation isn’t just a nice-to-have; it’s the backbone of user retention and revenue growth.

Mobile-First Design Drives Innovation

Thinking mobile-first forces companies to rethink how they communicate. It pushes brands to simplify messaging, prioritise the most valuable content, and design for real-world use. Features like click-to-call, location-based offers, and mobile wallets are now standard in high-performing sites because they meet users where they are, on the go.

This approach often leads to smarter design choices that benefit all platforms, not just mobile. Clean interfaces, faster load times, and clearer user flows help across the board. In short, designing for mobile doesn’t just follow the trend, it sets a higher standard for all digital experiences.

Customer Expectations Are Higher Than Ever

Modern customers expect websites to load quickly, respond to gestures smoothly, and offer a frictionless journey from homepage to checkout. They won’t tolerate pinch-and-zoom layouts, unclear navigation, or broken forms.

A smooth mobile UX makes every touchpoint feel intentional, from landing pages that adjust to screen size to menus that are easy to tap with a thumb. This is especially critical in industries like retail, travel, online casinos, and food delivery, where users expect to complete transactions in seconds. In sectors where margins are tight and competition is fierce, convenience wins every time.

Mobile UX Impacts Conversions and Revenue

Great design isn’t just about looking clean, it’s about making money. A business that optimises for mobile can boost its conversion rates dramatically. If customers can browse easily, get answers quickly, and check out without hassle, they’re more likely to buy.

A/B testing regularly with the help of specific digital tools shows that even small UX tweaks, like reducing the number of clicks to checkout, improving CTA button visibility, or offering autofill, can raise conversion rates by 10–30%. For companies running mobile ads or social campaigns, the landing page UX becomes even more important. One glitch or a slow tap can turn an ad click into a lost sale.

Brand Perception Is Shaped by User Experience

Today’s user experience is tomorrow’s brand reputation. If someone lands on a confusing or glitchy site, they won’t just leave; they’ll remember. Mobile users tend to associate frustrating digital experiences with untrustworthy brands, even if the product or service is strong.

On the flip side, a fast, intuitive, and attractive mobile site builds credibility. It tells the user, “This company gets it.” It creates confidence. That perception matters not only for sales but also for reviews, referrals, and return visits.

Mobile Optimisation Supports Omnichannel Growth

Businesses don’t operate in just one channel anymore and are instead taking an omni-channel approach. Customers often move between mobile, desktop, and apps before making a purchase. Mobile optimisation makes sure the experience stays consistent across all platforms.

For example, if someone finds a service on Instagram, clicks the link, and lands on a poorly optimised site, the conversion fails. Smooth UX across all channels means smoother sales pipelines.

Conclusion

A business can’t grow if its website turns users away. In a mobile-first world, strong UX and optimisation directly affect search visibility, conversions, and brand trust. The brands that thrive are the ones that make it easy for customers to engage, anytime, anywhere, on any device.

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Why Mobile Optimisation and a Smooth User Experience Are Essential for Business Growth

The Confederation of British Industry (CBI) has launched a new Defence & Economic Growth Taskforce aimed at unlocking the potential of the UK’s defence sector to drive long-term national growth, innovation, and economic resilience.

Backed by Chancellor Rachel Reeves and Defence Secretary John Healey, the taskforce brings together top-level figures from across the defence, financial, and investment sectors. It will work at pace to deliver actionable recommendations to the government within 12 weeks, setting out how the UK’s planned increase in defence spending—rising to 2.5% of GDP by 2027—can be translated into wider economic benefits.

The taskforce will be led by CBI chief executive Rain Newton-Smith and jointly chaired by the Chancellor and Defence Secretary. It will be supported by strategic partners including management consultancy Oliver Wyman, PA Consulting, ADS Group—the trade body for aerospace, defence, and security—and several of the UK’s leading financial institutions.

“In these turbulent times, the government is right to position the defence sector as a key engine of growth pivotal to ensuring our national and economic resilience,” said Newton-Smith. “This taskforce is about turning that vision into a blueprint for action—supporting British innovation, supply chains, and communities through strategic investment in defence.”

The new initiative is focused on how defence can play a broader economic role—encouraging innovation, accelerating investment and strengthening domestic supply chains. It will explore how institutional, private and public capital can work together more effectively, including through close alignment with bodies such as the Advanced Research and Invention Agency (ARIA), the National Wealth Fund, the British Business Bank, and DIANA (the NATO Defence Innovation Accelerator).

Taskforce members will also examine how government procurement processes and innovation policy can be adapted to reduce time-to-market for new technologies and ensure the financial sector can mobilise capital at scale to support defence-linked growth. The initiative will work in tandem with existing structures such as the Defence Industrial Joint Council to ensure a joined-up approach.

Lisa Quest, Managing Partner for the UK and Ireland at Oliver Wyman, described the initiative as crucial to national progress. “Creating the conditions for accelerated capital flows to defence and dual-use technologies will drive growth across national supply chains and foster innovation across the economy,” she said.

Kata Escott, UK Managing Director of Airbus Defence and Space, added: “A robust defence industrial base is fundamental to our national security and long-term prosperity. This initiative marks a critical step towards deeper collaboration between government, industry, and investors.”

Among those confirmed to join the taskforce are senior leaders from major defence firms including BAE Systems, Babcock International, and ARX Robotics, as well as banking and investment executives from NatWest Group, Phoenix Group, M&G plc, and venture capital firms such as IQ Capital and Ten Eleven.

With the UK facing a rapidly shifting geopolitical landscape, the government has increasingly positioned defence investment not only as a safeguard of national security but as a key driver of innovation and economic growth. Through this taskforce, the CBI and its partners hope to ensure that increased defence spending delivers benefits well beyond the battlefield—stimulating productivity, creating high-value jobs, and securing the UK’s industrial future.

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CBI launches Defence & Economic Growth Taskforce to align investment with national prosperity