Business

Trump Media and Technology Group (TMTG) has struck a deal to broadcast GB News on its US-based streaming platform, Truth+, in a move that will make the UK right-leaning channel accessible to audiences worldwide.

TMTG – which operates Truth Social, Truth+, and the financial services brand Truth.Fi – confirmed the agreement on Friday, saying GB News will be available with the free basic Truth+ package on multiple devices and platforms, including iOS, Android, Web, Apple TV, Android TV and Amazon Fire.

The deal will significantly expand GB News’s footprint, particularly in the US, where it will now sit alongside a roster of other content on the streaming service. The British network, known for hosting figures such as Nigel Farage, positions itself as a champion of free speech and an alternative to what it calls “mainstream” news.

The move comes as Donald Trump continues his sustained criticism of US mainstream media, labelling outlets “radical-left monsters” and accusing them of “illegal” reporting. The White House’s communications director, Steven Cheung, recently accused “liberal media” of spreading “fake news” following reports linking Trump’s name to US Justice Department files on Jeffrey Epstein – a claim Trump has denied.

Speaking about the deal, TMTG chief executive and chair Devin Nunes said: “GB News is a terrific source for news, facts and commentary. By expanding its global reach, we aim to connect an enormous new, international audience to the network’s unique reporting and opinion, while putting another dent in the global woke news monopoly.”

GB News chief executive Angelos Frangopoulos described the partnership as a strategic step: “As the fearless champion of freedom of speech in Britain, it is important that we launch across the United States of America and globally on the Truth+ streaming platform.”

The rollout reinforces GB News’s ambition to grow its international audience and aligns with Trump Media’s push to expand its streaming offering beyond the US.

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Trump media to stream GB news on Truth+ in global expansion deal

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The Role of Automation in Streamlining Customer Communication

I’ve been to Los Angeles many times over the years — for work, for pleasure, and occasionally for that curious hybrid of both that journalists tell their accountants is “business travel”. I’ve always loved the place: the optimism in the air, the palm-lined streets, the sun-washed hills rolling down to the Pacific.

But this time was different. The hills were scorched. The air was acrid. Driving into Altadena, I was met not by the familiar suburban hum but by the sight — and smell — of destruction. Houses gutted. Trees reduced to brittle, blackened bones. A haze that clung to the lungs.

The Altadena fires had not just burned through land. They’d burned through lives. People who had built homes, memories, and futures there now stood in the ash, holding nothing but what they’d managed to carry out in the scramble to safety.

And it wasn’t just the physical damage. It was the mood. Conversations were quieter, eyes heavier. You could feel the shared trauma — the knowledge that the place they loved could, at any moment, be taken again.

I was so moved by what I saw that I did something I rarely do on the road: I stopped, set up my phone, and recorded a short video for the EV Powered YouTube channel. Standing there in the still-smouldering aftermath, I spoke about the urgency of action on climate change. You can watch it here: EV Powered – LA Fires.

And yet, despite the unarguable evidence — the rising temperatures, the worsening storms, the lengthening wildfire seasons — there are still those who stand before cameras and insist that climate change is some elaborate hoax. In the US, Donald Trump has made a sport of it. His casual dismissal of climate science has been a defining theme of his politics, playing to the crowd but abandoning the planet.

It’s a dangerous luxury, this denial. It allows leaders to dodge difficult policy decisions, to swerve the costs of action, to keep the machine humming exactly as it always has. But it comes at the expense of people like those in Altadena, and the farmers in Oxfordshire, and communities everywhere that are already paying the price in floods, droughts, fires, and food shortages.

And climate denial is not confined to the MAGA circuit. In Britain, we too have our own chorus of sceptics — some in the press, some in the pub, and some, regrettably, in positions of real influence, and then there is Reform UK’s very strong opinion on the topic. They cloak themselves in the language of “common sense”, as though ignoring a problem is somehow more practical than solving it.

This is where my LA trip connected in my mind to my previous column on Jeremy Clarkson. Clarkson is no Trump — he’s not campaigning to roll back environmental protections, and he’s done more to educate the public on the realities of farming than any politician I can name. But when he waves away the link between extreme weather and climate change, it feeds the same complacency that lets fires burn hotter, seas rise faster, and communities like Altadena bear the brunt.

Here’s the hard truth: the cost of action is high, but the cost of inaction is ruinous. Businesses know this — supply chains are disrupted by floods, crop yields are hit by droughts, insurance costs soar with every “once-in-a-century” disaster that now happens every other year. Whether you’re running a farm in Chipping Norton or a logistics hub in California, climate change is a line on your P&L whether you acknowledge it or not.

The lesson from Altadena is not simply that wildfires happen. It’s that they are happening more often, more intensely, and in places that didn’t used to burn. And unless we accept the link to our changing climate — and act accordingly — they will keep happening.

Flying home, I thought about the people I’d met there. Not activists, not lobbyists, not political operatives — just residents, trying to rebuild. They don’t have the luxury of debating whether the climate is changing. They are living in the aftermath of the answer.

If there’s one thing the business community can take from this, it’s that leadership means facing reality, even when it’s inconvenient. We can’t keep treating climate change as someone else’s problem, or tomorrow’s problem, or — worst of all — not a problem at all. Because by the time the flames are at your door, it’s too late to deny they’re real.

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From Altadena to Westminster: climate denial is a luxury we can’t afford

When deciding where to spend their time and money, most people don’t start with a business’s website, but start with the reviews.

Whether they’re planning a day out, booking an immersive city experience, or choosing somewhere to eat, a few lines of honest feedback from a stranger can make all the difference.

That’s why your words matter more than you might think. Leaving a review might take just a minute, and it could be the reason someone decides to book. Almost all customers read online reviews before purchasing or booking, and those reviews can tip the scales for small businesses.

Every single review boosts visibility, builds credibility, and helps new customers discover what businesses are all about. For experience-based businesses like StreetHunt Games, reviews often drive over half of all bookings – especially from customers who are new to the city or unsure what to expect. That’s why gathering reviews isn’t just nice to have – it’s often a core part of a small business’s marketing strategy.

Trust

For small businesses, reviews and testimonials are some of the most powerful tools to build trust and credibility. They not only validate your business but also boost your online presence and shape how people see your brand.

One of the strongest effects of customer reviews is the sense of social proof that they provide. Social proof is the idea that people tend to follow the crowd, especially when they’re unsure. Seeing that others have had a good experience gives new customers confidence to choose your business.

This is especially true for small businesses, where a customer may be engaging with your brand for the first time. A review can be the best reassurance that your product or service really delivers.

Watch out for fake reviews! Trust only comes when reviews feel genuine. Fake testimonials are recognisable and do more harm than good. Honest feedback, even when it’s not perfect, is far more convincing. A mix of positive reviews and constructive criticism can boost credibility by showing transparency and a willingness to improve.

Even the number of stars matters. Research shows that the average star rating impacts customer decisions as much as written feedback. Businesses with ratings below 4.0 often get filtered out.

At the end of the day, people buy from businesses they trust, and nothing builds trust quite like genuine testimonials.

Online visibility

In addition to building trust, reviews can help get your business out there in the first place. Regular reviews show that your business is active, relevant, and engaging with customers. This, in turn, can boost your ranking in search results, and improve your online visibility.

When potential customers search for experiences, restaurants, and businesses in your area, those with a steady stream of reviews are more likely to appear near the top of the list. This gives you a competitive edge over other businesses that have fewer reviews.

Reviews often include the words customers use when searching online, helping your business show up more often in search results.

By encouraging customers to leave detailed feedback, you’re not only collecting testimonials but boosting the online visibility of your business: a powerful marketing tool. Additionally, reviews don’t just increase traffic to your site, but also influence whether or not somebody takes the next step. Having reviews helps convert browsers into buyers.

With over 50 per cent of StreetHunt Games bookings influenced by customer testimonials, reviews on platforms like Google and TripAdvisor have proven to be powerful tools in helping new players discover and book our outdoor games.

Valuable feedback

Besides boosting your reputation, customer reviews can also be a valuable source for feedback. Forbes writes, “Customer feedback can provide a goldmine of valuable insights that helps you develop a better product or service.” Honest feedback allows you to spot recurring praise versus pain points, and things you may not realise on your own.

Listening to reviews helps you make informed decisions to improve your products or services, and ultimately, the customer experience. Making changes based on testimonials gives you confidence that your decisions are grounded in real customer needs, which further increases your credibility.

Viewing reviews as a source of constructive feedback allows you to continuously refine your offering and stay competitive in an evolving market.

How to gather reviews

Collecting reviews is important, but how you get them also matters.

Ask at the right time: The best moment to request a review is shortly after the experience. At StreetHunt Games, we send a follow-up email 24 hours after the game with a simple call-to-action and review links. Timeliness boosts the chances that players still have the experience fresh in their minds.

Make it easy: Simplify the process by providing direct links to Google, TripAdvisor or your preferred platform in emails, receipts, and follow-ups. If someone sends kind words via message or email, offer to turn their quote into a formatted testimonial and send them a link to post it publicly.

Showcase testimonials: Highlight your best reviews on your website and social media. Featuring real voices helps build trust with potential customers.

Encourage detail: Ask customers to be specific about what they liked or didn’t. Detailed reviews are more helpful for both you and potential customers.

Be responsive: While responding to reviews is a topic on its own, acknowledging feedback shows that you value your customers and their opinions.

Be consistent with your efforts to gather reviews. It’s not just about how many reviews you have, but also how recently they were posted. Customers are more likely to trust businesses with recent activity, and Google search results often show the freshest content.

How to respond to reviews

How you respond to reviews says a lot about your business. Thanking customers for taking the time to leave a review shows you appreciate their support and encourages others to share their experiences too.

When it comes to negative feedback, responding professionally makes all the difference. This not only helps repair relationships, but also shows potential customers that you care about the experience your business delivers.

Responding promptly and politely to reviews helps build trust, show your commitment, and strengthens your business reputation over time.

Finally, don’t let great reviews sit unused, but repurpose them into social posts. You could feature them on your homepage, and use snippets of them in emails.

Conclusion

Reviews and testimonials are more than just feedback, especially to small businesses. They are a vital part of building trust and getting your business noticed. By encouraging customers to share their experiences and using that feedback to make improvements, you create a win-win for your business and your customers.

Start making reviews a regular part of your strategy today, and you’ll soon see how powerful a tool they can be for attracting new customers and standing out in a crowded market.

Get in touch if you’d like to discuss further or understand the processes tied to testimonials that we’ve used at StreetHunt Games.

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Why customer reviews are crucial for small business success

Wellbeing isn’t a buzzword. For small and medium-sized enterprises (SMEs), it’s a strategic advantage. When people feel supported, balanced and valued, they show up more engaged, more productive and more loyal. That’s not just good for culture – it’s good for business.

According to Great Place to Work UK, fewer than 55% of workers feel they have high wellbeing at work. Yet organisations that prioritise employee wellbeing see stronger engagement, lower absenteeism and greater loyalty – all essential drivers of long-term performance and sustainability.

For SMEs, where each individual plays a crucial role, creating the conditions for people to thrive is not a luxury. It’s a necessity. It supports agility, reduces risk and builds teams that want to go the extra mile. And you don’t need a big budget to make a real impact.

At Chubb Fire & Security, we believe that when our people thrive, our business thrives. That belief underpins our four-pillar wellness framework: Move, Munch, Money and Mind – a practical, people-first model that any organisation can learn from, no matter its size.

Wellbeing That Works

Chubb’s wellness programme “Move, Munch, Money and Mind” is intentionally simple because simplicity encourages action. The four pillars were designed to address the real pressures employees face – physical, nutritional, financial and emotional – and to give them tools they can use both in and outside of work.

Move promotes physical activity and energised routines. From access to gym discounts to step challenges and stretch breaks, the focus is on making movement part of daily life.
Munch supports healthy eating with recipe ideas, food inspiration and discounts on nutritious snacks. It’s about fuelling the workday – and life beyond it – with better choices.
Money addresses the rising stress many feel around finances. It offers budgeting tools, financial wellbeing content, mortgage advice and a platform for smart spending.
Mind recognises the importance of mental health and emotional resilience. Chubb provides access to mindfulness apps, trained Mental Aid First Aiders, an employee assistance programme, and a growing library of resources – from podcasts to guided meditations.

Together, these four pillars are more than a wellness scheme – they are a way of working. They reflect Chubb’s wider commitment to building a culture where people are empowered to bring their best selves to work.

The Business Case for Wellness

There’s growing evidence that wellbeing is a direct contributor to business outcomes. A 2024 study by the University of Oxford found a strong correlation between employee wellbeing and firm profitability – suggesting that happier employees don’t just stay longer, they perform better.

Meanwhile, the Centre for Economics and Business Research (CEBR) recently estimated that long-term sickness absence cost UK SMEs £32.7 billion in 2023. The link between wellbeing and absence is well established. Simply put, healthier teams show up more – and when they’re at work, they’re more effective.

In smaller businesses, the impact of each person’s performance is magnified. That makes wellbeing not just a moral imperative, but a commercial one too.

Wellbeing on an SME Budget

You don’t need a specialist HR team or formal wellness department to make a difference. Many of the most effective steps are simple, low-cost and high-impact. Here are four things SMEs can do now:

Start Small and Keep It Real

Begin with manageable ideas – a 15-minute “walk and talk” meeting, a weekly fruit basket, or access to online financial tips. These show employees that their wellbeing matters – not just as a policy, but in practice.

Make It Part of Everyday Culture

Wellbeing works best when it’s modelled, not mandated. Encourage managers to check-in on how people are doing, not just what they’re doing. Consider starting meetings with a quick “energy level” update – a small act that builds trust and signals care.

Ask, Don’t Assume

Every team, and every person, is different. Where some people are happy speaking openly, others may find it more challenging – particularly in larger groups. Use anonymous surveys or informal conversations to understand what matters most to your people – and let them help shape the approach.

Link It to Business Outcomes

Share how wellbeing links to performance. For example, after introducing wellness check-ins, one Chubb team reported a measurable drop in sick leave and a noticeable rise in morale. When employees can see the connection, participation grows.

Practical tip: Build “wellbeing moments” into each month – one small action tied to Move, Munch, Money or Mind. Over time, these small steps shape lasting change.

Wellbeing Builds Belonging and Loyalty

Creating a culture of wellness also deepens connection and retention. People who feel cared for are more likely to care back. They’re more engaged, more willing to go above and beyond, and less likely to look elsewhere.

At Chubb, our wellness approach supports a sense of shared responsibility – and shared success. Whether it’s a team celebrating a step challenge win, an employee sharing a budgeting tip, or someone seeking support through our Mental Aid First Aiders, these moments contribute to a culture of trust.

For SMEs, that kind of environment pays dividends. It helps attract the right talent, hold onto them for longer, and get the best from people every day.

The Bottom Line

Wellbeing isn’t about perks or posters. It’s about building a workplace where people can genuinely thrive. For SMEs, that means moving beyond reactive support and embedding wellness into the way you lead, listen and grow.

Chubb’s Move, Munch, Money and Mind framework is one model – but the message is universal: when you prioritise your people’s wellbeing, they prioritise your business in return.

Because healthy, supported teams don’t just feel better – they perform better. And that’s a win for everyone.

Read more:
How SME Success Starts with Employee Wellbeing

Britons with pensions, property and investment portfolios are being urged to act now, amid growing expectations that Chancellor Rachel Reeves will target wealth and asset-based taxes to plug a projected £50 billion gap in the public finances.

The shortfall follows a government U-turn on welfare, combined with higher borrowing costs and sluggish economic growth. The National Institute of Economic and Social Research (NIESR) now estimates a £41.2 billion deficit, meaning Reeves will need to find £51.1 billion by 2029 to meet her self-imposed fiscal rules and maintain a budget buffer.

Nigel Green, CEO of the deVere Group, said: “The question is no longer if taxes will rise in the UK, but how quickly and how sharply.” He expects “real, very targeted moves” on capital gains tax, dividend income, inheritance thresholds, portfolios, business assets and property.

With Labour having pledged not to raise income tax on “working people”, economists believe asset-based taxes are the most likely area for reform. Reeves has been careful with her language, leaving scope for what Green calls “significant moves on so-called ‘wealth loopholes’.”

He added: “When governments feel cornered, they move fast. The people who protect their wealth are the ones who plan early.”

NIESR’s deputy director for macroeconomics, Stephen Millard, told the BBC that raising one of the UK’s major taxes may be unavoidable: “If she wants to raise £40 billion, one of the big taxes is going to have to be increased – even if it breaks Labour’s promise about not raising taxes on working people.”

A Treasury spokesperson said: “The best way to strengthen public finances is by growing the economy, which is our focus.”

Not all experts agree that tax rises are inevitable. Arjun Kumar, CEO of Taxd and former PwC adviser, argued that “the idea Labour’s only option is to hike taxes is simply not true.” He suggested a comprehensive spending review could address the deficit, avoiding punitive measures that could “drive entrepreneurs and investment abroad”.

Kumar warned: “Punishing hardworking people with higher taxes won’t fix the economy; it will kill the growth we desperately need.”

With targeted reforms to capital gains, inheritance and dividend taxes potentially on the table ahead of the autumn Budget, financial planners are advising individuals with significant savings, investments or property holdings to seek advice now to protect their assets.

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Rachel Reeves tipped to target pensions, property and investments in bid to plug £50bn fiscal gap

Former army helicopter pilot Peter Dilnot has taken the top spot in the FTSE 100’s executive pay league, earning £45 million last year and overtaking AstraZeneca’s Pascal Soriot in Business Matters’ annual Fat Cat Files survey.

Dilnot, 55, who runs aerospace engineer Melrose, shared in one of the largest boardroom payouts in UK corporate history after he and three other executives received a combined £208 million through a long-term share scheme agreed five years ago. The plan was triggered after the group hit performance targets, awarding Dilnot a one-off £43 million bonus alongside his salary and other benefits.

The huge awards mean Melrose has replaced Tesco as the FTSE 100 company with the largest pay gap between its chief executive and an average employee. Dilnot and predecessor Simon Peckham – who stood down in March 2024 with a £58 million payout – were each paid 1,112 times more than the £53,000 earned by the typical Melrose worker.

The two other executives in the scheme, Christopher Miller and Geoffrey Martin, took home £50 million and £57 million respectively.

Melrose, which owns the GKN aerospace business, has more than doubled its market value to £7.5 billion since the bonus plan was set, boosted by the 2018 acquisition of GKN and the demerger of its automotive arm into Dowlais.

Dilnot’s rise to the top ends Pascal Soriot’s reign as the UK’s highest-paid blue chip CEO. The AstraZeneca boss saw his pay fall from £16.9 million to £14.7 million last year after the company’s stock rally slowed following its Covid vaccine success.

Soriot now sits third, behind Pearson chief Omar Abbosh, who earned £16.3 million in 2024 – largely due to a buyout from his Microsoft contract.

Not all FTSE bosses saw increases: Rolls-Royce chief Tufan Erginbilgic’s total pay fell to £4.1 million from £13.6 million, reflecting the absence of a one-off £7.5 million award he received on joining from BP.

Emma Walmsley remains the highest-paid female CEO in the FTSE 100, earning £10.6 million at GlaxoSmithKline, down from £12.7 million. However, her 2025 package could reach £22 million under a new US-style remuneration scheme.

Melrose’s bonus scheme provoked one of the largest shareholder revolts in recent years, echoing the uproar over the £75 million Persimmon payout to Jeff Fairburn in 2018. That rebellion was advisory rather than binding but highlighted ongoing tensions over London-listed executive pay levels.

Some City figures argue UK pay is too low to compete globally. AstraZeneca, valued at £175 billion, is among several blue chips exploring a move to New York, where executive pay packages tend to be significantly higher.

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Ex-army pilot Peter Dilnot tops FTSE 100 ‘fat cat’ pay list with £45m package

Chancellor Rachel Reeves is facing claims she “massively underestimated” the extent to which parents of private school pupils would prepay fees to avoid her VAT levy.

Figures suggest the top 50 independent schools received £515 million in advance fees before the 20% VAT charge came into force on 1 January 2025 – eclipsing Treasury expectations and allowing parents to lock in tax-free schooling costs for years ahead.

The Treasury had forecast £450 million in such prepayments, generating around £90 million in VAT revenue after Reeves announced last July that all prepayments from 29 July 2024 would be taxed. Internal documents also reveal ministers considered back-dating the charge to May 22 – the day the general election was called – to capture more revenue, but rejected the move as “difficult to justify” before policy details were public.

Private schools’ annual accounts point to higher sums than forecast. Eton College alone took in over £50 million in advance fees before the deadline – representing more than £10 million in VAT revenue foregone.

An Institute of Economic Affairs director said: “The Government massively underestimated the behavioural effect of introducing VAT on private school fees. Prepayment has been far more significant than anticipated. But that is just one part of the picture – more pupils have left the independent sector and more schools have closed.”

The Government insists the policy will still deliver on its revenue goals. A spokesperson said: “The Office for Budget Responsibility has already factored in the increased use of prepayment schemes in its revenue forecasts. Removing tax breaks for private schools is expected to raise £1.8 billion a year by 2029-30. This will help us recruit 6,500 new teachers and improve standards in state schools, which educate 94% of children.”

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Rachel Reeves ‘underestimated’ parents’ prepayment push to avoid private school VAT

Self-employed workers and landlords earning over £50,000 a year will face fines of up to £900 if they miss new quarterly tax deadlines under HMRC’s Making Tax Digital reforms.

The changes, due from April 2026, will replace the traditional annual self-assessment return with a digital reporting system requiring updates every three months.

According to research by Accountex, four in five accountants see Making Tax Digital as their biggest professional challenge in the year ahead. A third admit they feel unprepared for the shift, while one in ten say they are “severely underprepared”.

Robert Jones, proprietor of Swift Tax Refunds, warned that the first reporting period – 6 April to 5 July 2026 – must be filed by 7 August, leaving little room for error.

“Failing to file a return on time results in a £100 fine straight away,” Jones explained. “If the return is still outstanding after three months, daily £10 penalties start to add up, reaching up to £900.”

If a return is still overdue after six months, HMRC will impose an additional charge of £300 or 5% of the outstanding tax – whichever is greater. This same penalty is applied again at the twelve-month point.

Deliberate non-compliance can attract even harsher sanctions, while late payment of tax also carries separate penalties: 5% of the unpaid amount after one, six, and twelve months, plus daily interest from the original due date.

The move to quarterly digital reporting will require self-employed individuals and landlords to keep accurate, up-to-date records year-round, rather than focusing on the traditional January tax deadline.

Those with multiple income streams – for example, combining self-employment with rental income – will need to submit separate quarterly reports for each source.

Jones said: “This is a big behavioural change. People will have to be much more disciplined with record-keeping if they want to avoid costly mistakes.”

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Self-employed Britons face fines of up to £900 under new HMRC quarterly tax rules

Tens of millions of UK motorists will be able to access a digital version of their driving licence by the end of 2025, as the DVLA accelerates plans to digitise services through the new GOV.UK Wallet and app.

The move, part of Labour’s £45 billion strategy to boost efficiency and economic growth, will allow drivers to store a secure mobile licence on their smartphones while retaining the option of a physical photocard.

The Department for Science, Innovation and Technology confirmed the mobile driving licence will be one of the first documents available in the GOV.UK Wallet, alongside a Digital Veteran Card. Users will also be able to prove their age in shops and online directly from their device.

The GOV.UK Wallet app, available on Apple and Android devices, will be piloted later this year. It forms part of the Government’s wider plan for all public services to offer a digital alternative alongside physical documents by the end of 2027.

Transport Secretary Heidi Alexander called the scheme “a game changer” for millions who use their driving licence as ID. “This innovation puts power back in the hands of the people, making everyday interactions faster, easier, and more secure,” she said.

The DVLA’s 2024–2025 Business Plan places digital services at the forefront of its operations, including the “Driver and vehicles account” platform and enhancements to vehicle and keeper records used by the police and Home Office.

The agency’s Centre of Digital Excellence is running 15 programmes offering academic qualifications, professional certifications and apprenticeships, with 13% of its digital and technology workforce currently in the training pipeline.

A beta version of the GOV.UK Wallet will be developed throughout the year, with Science Secretary Peter Kyle saying it will make it “easier to prove entitlement to benefits or check age when buying alcohol or DIY equipment, with more security and trust than ever before”.

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DVLA to roll out digital driving licences by end of year in major services overhaul