Business

Vodafone has terminated the contracts of 12 current franchisees who are among a group of 62 business owners pursuing a £120 million High Court claim against the telecoms giant, intensifying a bitter and long-running legal battle over alleged mistreatment within its UK retail network.

The decision comes more than two years after franchisees first accused the FTSE 100 company of “unjustly enriching” itself at their expense, claiming Vodafone slashed commissions and imposed punitive fines on store operators, many of whom say they were pushed into financial distress as a result.

The 12 franchisees had continued to operate high street Vodafone stores while also participating in the lawsuit, which alleges the company acted in bad faith, issued clawbacks and fines for minor administrative issues, and pressured partners into taking out loans and grants to stay afloat. Some claimants have reported experiencing severe mental health struggles, with several stating they feared losing their homes or life savings after racking up personal debts exceeding £100,000.

Vodafone, which disputes the scale of the claim—putting it at £85.5 million—has described the case as a “complex commercial dispute” and said it “strongly refutes” the allegations of unjust enrichment.

In a statement confirming the contract terminations, a Vodafone spokesperson said the company remained committed to building a “successful and thriving franchise programme” and could no longer work with partners actively engaged in what it described as a “negative campaign” against the brand.

“The dispute has been ongoing for over two years and a number of the claimants have remained within the franchise programme and had their contracts renewed during that time,” the company said. “However, we are increasingly concerned about the impact negative campaigning is having on our franchise programme. After careful consideration, and with disappointment, we therefore decided it was no longer viable for us to work with franchise partners who are supporting the negative campaign against the business.”

Franchisees operated stores under the Vodafone brand, earning commissions based on device and airtime sales. Court documents allege that in recent years, Vodafone unilaterally slashed those payments and levied steep fines for minor infractions, such as documentation errors, undermining the financial viability of many of the small businesses.

While Vodafone has denied wrongdoing, it acknowledged that internal investigations revealed instances where interactions with franchise partners fell short of expected standards. The company has since issued nearly £5 million in reimbursements, including for clawbacks and fines, and says it has made “a number of improvements” to its franchise partner programme.

Nevertheless, tensions have continued to escalate. It has emerged that whistleblowers raised concerns with Vodafone executives about franchisee hardship more than two years before the legal claim was filed in December 2023.

Attempts to resolve the dispute through mediation broke down last month, raising the prospect of the case heading for trial at the High Court.

The legal row also comes at a time of major structural change at Vodafone. Earlier this month, the company finalised a £16.5 billion merger with rival Three UK, forming the country’s largest mobile network with more than 27 million customers. The new VodafoneThree joint venture has said it will rationalise its store portfolio, with closures expected where existing Vodafone and Three outlets overlap.

Commenting on the broader dispute, Vodafone CEO Margherita Della Valle said: “The commercial dispute is specifically between Vodafone UK and some of our franchisees. Our first joint attempt at mediation has not resolved the dispute despite our best engagement. We remain open to further discussions as the process continues.”

With relationships between the company and a significant number of its former and current franchisees deteriorating, the fallout from the lawsuit could cast a long shadow over Vodafone’s efforts to reshape its UK retail operations and move towards a leaner, post-merger future.

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Vodafone terminates contracts of 12 franchisees who joined £120m lawsuit

The UK has long been a leader in artificial intelligence (AI) research, pioneering breakthroughs in areas like healthcare, financial modelling and cybersecurity. The Government’s AI Action Plan and recent investments highlight a clear ambition to establish the UK as a global AI superpower. However, ambition alone is not enough.

The UK is ranked among the top five nations in the world for AI readiness, yet businesses continue to struggle with implementation. A recent survey found that just a quarter of UK enterprises have adopted AI technology since the pandemic. Without effective adoption across multiple industries, the UK risks gaining a reputation synonymous with AI ambition rather than successful execution.

Michael Green, UK&I MD and Country leader, Databricks, explain at to convert theoretical innovation into tangible use cases, businesses must address three critical areas: workforce upskilling, data democratisation, and specialist AI talent acquisition.

Democratising data to drive AI success

Effective AI adoption is impossible without strong data foundations. Yet, many UK businesses still struggle with data quality issues. Research indicates that  9 in 10 (91%) of UK business leaders admit it negatively impacts their operations, limiting AI’s ability to drive meaningful insights.

Investing in platforms that centralise and democratise data access can help eliminate the blocker that poor-quality data can have on AI success. With intelligent data platforms built on a lakehouse architecture, which provides an open, unified foundation for all data and governance, employees have access to the ‘one true source’ of unique data in real-time. The result? They are able to easily and effectively access data from across the business and query it in natural language.

By making data more transparent and accessible, teams are empowered, AI-driven decision-making is enhanced and, importantly, valuable insights from across the business aren’t being overlooked or lost.

Workforce upskilling and AI literacy must be prioritised

AI tools are only as effective as the people trained to use them. A lack of AI literacy within organisations remains one of the biggest barriers to successful deployment. PwC found that the majority of UK CEOs (78%) reported some form of skills shortage within their organisation, and 68% specify a lack of tech capabilities is inhibiting their ability to progress with digital transformation.

To ensure a smooth transition, businesses should take a structured approach to AI training, aligning upskilling with business goals. This means taking ownership of internal AI education and integrating continuous learning programmes to ensure employees feel thoroughly equipped to engage with new processes.

Focus on building in-house AI expertise to bridge the talent gap

Recruiting specialist AI talent is another significant challenge. A recent study showed that two thirds of recruitment leaders found hiring for AI roles more challenging than for other tech positions. Due to this skills shortage, businesses are paying a premium for those with the relevant, specialist knowledge.

Without this internal expertise, businesses often rely on generic third-party solutions that may not align with their unique operational needs. To address this, businesses  must prioritise recruiting AI specialists with both technical and industry-specific knowledge, while also upskilling existing employees to create a workforce capable of working alongside AI systems – and to ensure there isn’t a major skills gap across the organisation.

Investing in home-grown AI applications can also provide long-term advantages. When developed in-house, preferably within a unified data platform, AI tools and agents can be customised to meet specific business challenges and build institutional AI knowledge. Businesses that develop in-house AI expertise will be better positioned to adapt the technology to their unique needs rather than relying on off-the-shelf solutions that may not fully align with their operational goals, and therefore not achieve the intended results.

Transparency and collaboration are key for involving employees in the AI journey

AI adoption is not just a technological shift – it’s a cultural one too. Despite AI’s potential, 85% of workers believe AI will impact their jobs in the next five years, leading to a sentiment of resistance and uncertainty.

Businesses must be transparent about how AI will be used and what its limitations are. The focus should be on AI as an enabler, not a replacement. By clearly communicating that AI’s role is to automate routine tasks while augmenting human expertise, organisations can alleviate some of these concerns and put in place a more collaborative AI adoption process.

A gradual implementation strategy is key. Businesses should pilot AI tools with employee involvement, allowing teams to provide feedback and refine the integration process. This helps create a sense of ownership and shared responsibility, so AI is viewed as a workforce asset rather than an imposed transformation.

For the UK to solidify its position as an AI superpower, businesses must move beyond idealist AI hype and focus on practical execution. Investing in workforce training, breaking down data silos, and embedding AI literacy into organisational culture will determine whether AI delivers meaningful business value, or remains an untapped opportunity.

UK businesses have a unique opportunity to collectively work towards leading a new era of AI development and data intelligence. But without addressing the fundamental challenges of implementation, we risk falling behind. The time to act is now.

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How UK businesses can effectively overcome the AI implementation gap

Chancellor Rachel Reeves has come under mounting pressure from devolved governments after being accused of underfunding Scotland, Wales and Northern Ireland in the wake of her decision to increase employer national insurance contributions (NICs).

The 1.2% rise in NICs for employers on salaries above £5,000, introduced on 6 April, is being covered by the Treasury in England through direct funding. However, for the devolved administrations, Reeves has chosen to apply the Barnett formula to calculate their allocations — a move that has sparked widespread criticism.

Although the formula adjusts funding based on population size, it does not account for the significantly larger public sectors operated by Cardiff, Edinburgh and Belfast. Finance ministers in each of the devolved nations say they have been left with substantial shortfalls and have accused the UK government of breaching the UK’s own Statement of Funding Policy, which prevents one administration from taking actions that financially disadvantage the others.

In Wales, the funding gap is around £72 million annually. Welsh finance secretary Mark Drakeford confirmed the government would take £36 million from reserves to cover half the cost but warned that the remainder — to be borne by local authorities and public bodies — would mean cuts of around 14%. “We have made our position very clear with the Treasury that using the Barnett formula in this instance is a breach of the rules,” Drakeford said. “If this was a one-off, we may have been able to use more of our reserves, but as it is, this will unfairly impact Wales year after year.”

Scotland is facing a significantly larger bill, estimated at £700 million, with the Treasury offering only £339 million in additional funding. In Northern Ireland, where the shortfall is around £200 million, £146 million has been allocated — still well short of the amount needed to meet public sector obligations.

Scottish finance secretary Shona Robison has repeatedly called for the tax rise to be reversed or fully funded. “Failing that,” she said, “we have asked that they fully fund this tax increase to ensure Scotland’s NHS, councils and other public services don’t lose out on vital revenue. It feels like Scotland is now being punished for having decided to employ more people in the public sector and to invest in key public services.”

Northern Ireland’s civil service, operating under long-term financial constraints, has also raised concerns that the Treasury’s contribution does not reflect the true costs facing a devolved administration with one of the highest proportions of public sector workers in the UK.

A Treasury spokesperson defended the government’s position, insisting that the approach was in line with “agreed funding arrangements and longstanding precedent”.

But the decision has reopened debate over whether the Barnett formula, first introduced in 1978 as a temporary fix, remains suitable for a modern devolved UK. Critics say the formula fails to reflect real needs and costs — particularly for nations like Wales and Scotland that rely more heavily on public sector employment.

The row also threatens to deepen a growing divide within the Labour Party. While Labour holds power at Westminster and in Wales, tensions between Welsh Labour and the UK government have intensified. Recent polling suggests Welsh Labour is trailing behind Plaid Cymru and Reform UK in the run-up to next year’s Senedd elections, with only 18% support — a shock result that puts pressure on First Minister Eluned Morgan to demonstrate greater independence from the party’s national leadership.

As the cost of living crisis continues and public services come under growing strain, the funding dispute over national insurance could become a flashpoint in both intergovernmental relations and Labour’s internal cohesion.

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Rachel Reeves accused of leaving devolved nations in the red after NICs rise

This week, senior business leaders from across the UK and Australia gathered at Australia House in London to explore how businesses can drive a global shift in family-friendly working.

he roundtable, chaired by Richard Basil-Jones of the Australia-UK Chamber of Commerce and sponsored by QBE, focused on the evolving role of employers in supporting working families — and how structured certification can raise standards worldwide.

The event marked the UK launch of the Family Friendly Workplaces certification, a framework first developed in Australia to help businesses embed care-conscious practices into everyday operations. Attendees heard from early adopters including QBE, Deloitte, Westpac, and Commonwealth Bank of Australia, who are already leveraging family-friendly practices to attract and retain top talent, strengthen their employer brand, and future-proof their workforce.

Speakers Emma Walsh from Family Friendly Workplaces Australia and Jane van Zyl from UK charity Working Families underlined the urgent need for businesses to support employees with caring responsibilities. From enhanced parental leave to genuine workplace flexibility and care-friendly cultures, these policies are increasingly seen as essential — not optional.

With Save the Children warning of a rise in in-work child poverty in the UK, and data showing the widening gap between work and care, the certification offers a structured, evidence-based roadmap for employers looking to do more.

“Being family-friendly isn’t just the right thing to do socially — it’s smart business strategy,” Walsh noted. “Employers that lead on care consistently outperform when it comes to employee engagement and long-term resilience.”

The Family Friendly Workplaces certification has already helped businesses track progress, close gaps, and identify opportunities for improvement. Deloitte’s own research shows 9 in 10 working parents consider family leave a key factor in choosing a new role — a wake-up call for employers in today’s tight labour market.

Organisations like Westpac, which has positioned itself as a go-to employer for working parents in Australia, show that reputation follows action. As more companies seek to embed care into their culture, the certification encourages a ‘race to the top’, raising standards across sectors and countries.

Both the UK and Australia face similar demographic and economic pressures: soaring childcare costs, a growing number of older workers with care responsibilities, and persistent skills shortages. In Australia, half of over-55s live with a chronic health condition, offering a preview of challenges many countries will soon face.

Family-friendly policies are no longer just about parents of young children — they’re about supporting all carers, tapping into underutilised talent, and building workplaces that reflect the complexity of modern life.

The event also welcomed representatives from the UK Department for Business and Trade, recognising the crucial role employers play in informing future policy. Over the past four years, Family Friendly Workplaces has built a significant evidence base, showing which interventions deliver real impact — insight that now feeds into both business strategy and government thinking.

As pressure builds on employers to deliver on diversity, inclusion and wellbeing, family-friendly practices are emerging not as a nice-to-have, but a necessity. For those gathered at Australia House, the message was clear: supporting working families isn’t just an ethical imperative — it’s a strategic one.

And with growing international collaboration, the hope is that these early adopters will help set the benchmark for a global movement in care-conscious leadership.

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Setting global standards for family-friendly working: UK and Australian employers unite at Australia House

The chief executive of BT Group has warned that the rollout of artificial intelligence across the business could result in further job cuts beyond the 55,000 roles the company has already earmarked for redundancy.

In an interview with the Financial Times over the weekend, Allison Kirkby, who took over from former chief executive Philip Jansen last year, said that while BT’s current cost-cutting strategy includes slashing 40,000 to 55,000 jobs by 2030, it “did not reflect the full potential of AI”.

“Depending on what we learn from AI … there may be an opportunity for BT to be even smaller by the end of the decade,” Kirkby said, suggesting the technology could unlock new levels of automation and operational efficiency.

The comments raise fresh concerns for BT’s workforce, which has already been bracing for steep reductions as part of a wider £3 billion cost-cutting plan aimed at making the telecoms giant a leaner, more agile business.

BT, the UK’s largest broadband and telecoms provider, first unveiled its job reduction strategy in 2023 under Jansen’s leadership. That announcement included plans to streamline operations and reduce reliance on contractors as the company completed its full-fibre broadband rollout.

Since assuming the top job, Kirkby has accelerated efforts to simplify BT’s operations, including the sale of its Italian business and the divestment of its Irish wholesale and enterprise unit. Last month, BT spun off its global division into a standalone business — though the company is reportedly open to offers for that part of its operations.

In her interview, Kirkby also raised fresh questions about the future of Openreach, BT’s network infrastructure arm, which is responsible for rolling out fibre broadband across the UK. She said the market is undervaluing BT’s share price and failing to reflect the true worth of Openreach.

“If that continues,” she warned, “we would absolutely have to look at options” — suggesting that a spin-off could be back on the table once the full-fibre rollout is complete. However, Kirkby added that her preference is for the BT Group share price to reflect Openreach’s value without the need for separation.

Meanwhile, BT is also reportedly weighing a potential acquisition of TalkTalk, its smaller broadband rival, which has around 3.2 million customers. TalkTalk has struggled since it was taken private by Toscafund in a £1.1 billion deal in 2021, which left it with £527 million in debt. Any deal would mark a significant consolidation in the UK broadband market and potentially raise regulatory scrutiny.

BT’s renewed focus on streamlining and automation comes amid broader shifts across the telecoms sector, where operators are increasingly turning to AI and digital tools to cut costs and modernise legacy systems. But for BT’s workforce, it signals a period of prolonged uncertainty as the full implications of AI integration unfold.

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AI could lead to more job cuts at BT, says chief executive

Britain’s biggest retailers are bracing for a sharp rise in property tax bills as government reforms to the business rates system threaten to add £600 million in costs across the sector, with London’s West End and major supermarket chains among the worst hit.

According to analysis by property consultancy Colliers, changes due to take effect from April 2026 will see the business rates burden disproportionately shifted onto larger commercial properties, particularly those with a rateable value (RV) above £500,000. While the reforms are designed to support smaller high street businesses by lowering their tax multiplier, the Treasury plans to fund the cut by imposing higher rates on the most valuable retail, leisure and hospitality properties.

John Webber, head of business rates at Colliers, condemned the new policy as “nuts”, warning that it unfairly targets the very businesses that underpin the high street economy. “At a time when our high streets are under immense pressure, and major retailers are facing increased employment costs from national insurance and minimum wage rises, the government’s decision to pile more tax onto anchor tenants is self-defeating,” he said.

Colliers’ estimates suggest that the UK’s largest shops will collectively face a £600 million rise in annual liabilities, on top of an existing £11 billion bill for 2025. Supermarkets are expected to bear the brunt, with more than 90 per cent of Tesco, Asda and Sainsbury’s store portfolios expected to breach the £500,000 RV threshold. The grocery sector alone could face more than £350 million in additional costs each year, while the impact will likely ripple out to suppliers such as food manufacturers and producers.

The West End of London is forecast to be the single most heavily impacted region. Colliers expects that 335 retail properties in areas such as Knightsbridge will see their rateable values climb by around 30 per cent following the revaluation. With the business rates multiplier for high-value properties expected to reach 55p in the pound, annual liabilities for West End properties could surge from £212 million to £274 million. This equates to an average annual increase of more than £182,000 per property.

While the government insists the reforms will benefit the majority of smaller businesses, Webber warned that even those may not feel much relief. “Reliefs have already been cut back sharply and, for many, steep rateable value increases could wipe out any gains from the lower multiplier,” he said.

A Treasury spokesperson defended the reforms, describing them as a necessary step towards a “fairer and more sustainable” business rates system. “We are a pro-business government that is creating a fairer business rates system to protect the high street, support investment and level the playing field,” they said.

They added that the upcoming changes will deliver permanently lower business rates for more than 280,000 retail, hospitality and leisure properties, by scrapping the current £110,000 cap and introducing a new rate targeting the top 1 per cent of commercial properties.

Retailers, however, argue that the blunt nature of the reforms risks damaging the high street rather than saving it. With operational costs already rising and consumer spending under pressure, a significant tax rise could further strain large-scale retailers — many of whom serve as anchor tenants, draw footfall, and support supply chains vital to the broader economy.

As the April 2026 implementation date approaches, calls are likely to grow for the government to rethink how it balances relief for small businesses with the viability of larger commercial operators that still play a central role in town and city centres.

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Retail giants ‘face £600m bill’ as new business rates bite

Richard Caring has apologised to suppliers of his restaurant businesses after a letter was sent out informing them there would be a “mandatory” 2.5 per cent cut to their invoices.

Caring’s restaurant empire, which includes The Ivy Collection and Bills, wrote to suppliers earlier this month telling them that “to ensure our business can remain strong” a 2.5 per cent “discount” would be applied to their accounts.

“This mandatory discount is being applied in response to the current increased costs of trading,” the letter, dated June 3 and signed by Jeremy Evans, Richard Caring’s head of indirect and beverage procurement, said. “We are asking all of our supplier partners to work with us as we support each other through this difficult period.”

After suppliers baulked at the unilateral demand for a discount, Caring told The Times that the letter had not been approved and apologised for it, adding that it was “totally incorrect”.

“This letter should not have been written in the manner that it was. I had not seen it and certainly had not approved it. I want to apologise to our suppliers for the letter, which is totally incorrect,” Caring said.

“I want to make it clear that at no time would we put this into operation without the full agreement of each supplier and at no time should we have suggested a mandatory positioning.”

It is understood that the idea of the cuts are not being reversed entirely, but the company will work with each of its suppliers to come to a decision.

Nicholas Harmston, the chief executive and founder of We Can Source It, a catering supplier which received the letter, said he wrote back to tell them that he would increase his prices by 2.5 per cent and reduce the company’s credit terms.

“I couldn’t believe it. In 11 years of supplying [businesses], I’ve never seen a letter like that. It was unbelievable,” Harmston said. “I’ve had no response [to my letter]. There was absolutely no way that was going to be accepted by my company, and I don’t suppose many other suppliers will accept it either.”

At the time, the conglomerate justified the increase due to the “many challenges regarding increased cost” that the restaurant sector is facing.

“The challenges facing us include, but are not limited to, an increased tax burden and cost of employment, cost of indirect products/services and also direct costs of food and beverages,” the letter went on to say. It ended by telling suppliers with concerns or queries to contact the business.

“I want to enlarge on the part of the letter that says if any supplier has any queries or concerns they should contact me,” Caring added. “I would say we would like to work with each supplier in what is an extremely difficult marketplace so that we can successfully work together into the future hand in hand.”

The apology comes as Caring is in advanced talks to sell a significant portion of his UK hospitality empire to an entity controlled by Sheikh Tahnoon bin Zayed al-Nahyan. According to the Financial Times, the deal between Caring and Sheikh Tahnoon’s holding company, IHC, could exceed £1 billion.

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Ivy owner apologises for demanding discounts from suppliers

British manufacturers are retreating from the United States as a key export market in the face of growing trade uncertainty and punitive tariffs driven by former President Donald Trump’s protectionist agenda.

For the first time in the history of Make UK’s quarterly survey, the US has fallen out of the top three regions where UK manufacturers expect to do business. The stark shift in sentiment, revealed in the latest data from the industrial employers’ lobby group, reflects deepening concern across the sector that American trade policies are damaging long-standing transatlantic commercial ties.

Make UK’s survey of its 20,000 corporate members, conducted in partnership with the accountancy firm BDO, found that 60 per cent of UK manufacturers expect the Trump-era tariffs to harm their business. Just 4 per cent of those surveyed said they plan to invest in or establish new operations in the US, signalling a steep decline in confidence.

The economic backdrop is already fragile. British manufacturers are grappling with persistent inflationary pressures—most notably from soaring energy costs—which Make UK says are pushing the country to the brink of “de-industrialisation”.

In response, the group has slashed its forecast for UK manufacturing growth, now predicting the sector will contract by 0.2 per cent in 2025, following a flat 2024. This is a sharp reversal from previous expectations of modest recovery. The group has also downgraded its 2026 forecast from 1 per cent growth to a contraction of 0.5 per cent, following the announcement that exports to the US dropped by £2 billion in April—the largest monthly decline since records began in 1997.

“Manufacturers are facing a gathering storm of huge uncertainty in one of their major markets, a skills crisis and eye-watering energy costs which are providing a harsh reality for many,” said Seamus Nevin, chief economist at Make UK. “It’s absolutely essential that the forthcoming industrial strategy takes bold measures to bring down the cost of energy and takes equally radical action to ensure companies can access the people they need to take advantage of a more competitive landscape.”

Nevin warned that without urgent action, the UK faces “the serious prospect of accelerating into de-industrialisation”.

The US, once a reliable and growing export destination, has now slipped behind the Asia-Pacific and Middle East regions in terms of projected trade engagement. The European Union remains the dominant trading bloc for UK manufacturers, but the shifting dynamics point to a broader reorientation in global strategy for many companies.

It’s not just British manufacturers sounding the alarm. Make UK cited a parallel survey by the National Association of Manufacturers in the US, which showed American manufacturing confidence has plummeted to its lowest point since the Covid-19 pandemic. Trade policy uncertainty was identified as the single biggest concern.

The findings will add to mounting pressure on the Labour government, which has been in office for nearly a year, to finally deliver on its long-promised industrial strategy. The business community is calling for decisive action to address spiralling energy costs and structural labour shortages, both of which are stifling growth and investment in a sector that remains critical to the UK’s economic future.

While the US remains a formidable global economy, the signals from Britain’s manufacturing base are clear: under the shadow of trade wars, tariff barriers, and rising uncertainty, confidence is ebbing—and exporters are looking elsewhere.

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British manufacturers turn their backs on US as export market amid Trump-era trade turmoil

Dr Harrell E. Robinson is a seasoned ENT surgeon and business leader based in Orange County, California. With over 30 years in medicine, he’s built a career that blends clinical care, humanitarian work, and business strategy.

His medical journey began at Loma Linda University, where he completed an accelerated programme in just three years, specialising in otolaryngology and facial plastic surgery.

In 1984, Dr Robinson opened his private practice in Orange County. Over the years, he expanded his work to include building a surgical centre and advising on medical infrastructure. A formative experience during residency—providing surgery to refugees in Thailand and Cambodia—sparked his lifelong commitment to global healthcare. This led to the creation of Global Healing Inc., a non-profit focused on building hospitals and delivering care to underserved communities.

His work has taken him to the Philippines, Laos, Africa, and beyond. “It’s not just about fixing symptoms,” he says. “It’s about building systems that help people live better lives.”

Dr Robinson is also the CEO and CFO of ATR Law Group PLLC in Phoenix, Arizona, which he runs with his wife, an immigration lawyer. Together, they bring structure and service to both the medical and legal worlds.

Outside of work, Dr Harrell E. Robinson enjoys golf, painting, and spending time with his family. His sons are studying pre-law and pre-med, continuing the family’s legacy of purpose-driven work.

His story is one of service, faith, and practical leadership—building change where it’s needed most.

Where did your journey in medicine begin?

I was born in Thomasville, Alabama, and raised in Florida. I’m the first male of seven siblings, and our parents, especially my father who was a preacher, taught us to live with purpose. Four of us were high school valedictorians. I studied chemistry and biology at Oakwood University and then entered Loma Linda Medical School, finishing in three years. I knew early on I wanted to make a difference in medicine.

What led you to specialise in ENT and facial plastic surgery?

I was always fascinated by the head and neck region—it’s so complex, and the work can be life-changing. During my residency, I had the chance to travel to Thailand and Cambodia to perform surgeries in refugee camps. That changed how I viewed healthcare. I realised surgery could do more than fix problems—it could restore dignity and hope.

How did that experience shape your career?

That was really the start of Global Healing Inc. I came back knowing I had to do more than treat patients in Orange County. I had to think globally. Since then, I’ve helped develop healthcare access in places like Laos, Africa, and the Philippines. We’re not just sending supplies—we’re building hospitals, planning systems, and training people on the ground.

What’s the mission of Global Healing Inc.?

We work to build sustainable healthcare systems in underserved areas. That includes physical infrastructure like clinics and hospitals, but also long-term planning—what works for that community, not just a copy-paste model.

You’re also involved in law. How did that happen?

My wife is an immigration lawyer, and we decided to build something together. In 2019, we launched ATR Law Group PLLC in Phoenix. I handle the business side, while she runs the legal side. It’s different from medicine, but the same principles apply: structure, strategy, and service.

What’s one of the biggest challenges you’ve faced in building across different industries?

Learning to adapt. Healthcare, law, humanitarian work—they all speak different languages. But leadership is about listening first. Whether you’re talking to a patient, a community leader, or a legal client, you have to understand their needs before offering a solution.

What keeps you motivated after all these years?

Honestly, it’s the people. I still get letters from communities we helped ten years ago. That’s what reminds me why I do this. Also, my family. My sons are studying pre-law and pre-med. Seeing them step into their own paths is deeply rewarding.

Any advice for young professionals starting out?

Don’t chase titles—chase impact. Build something that outlives your career. And never underestimate the value of service. Whether you’re in law, healthcare, or business, your real job is helping people.

How do you maintain balance between work and life?

I make time for golf and painting. I hit the gym three to four times a week. Physical health fuels mental clarity. And I make time for faith and family—those things keep me grounded.

What’s next for you?

We’re working on new hospital projects in Texas, Mexico, and parts of Africa. I’m also focusing on mentorship and helping younger professionals who want to make a real difference. The goal is to leave something better behind—for the next generation to carry forward.

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Harrell E. Robinson on Building Global Healthcare from the Ground Up

Metro Bank has received a takeover approach from private equity firm Pollen Street Capital, in a move that may see the high street lender taken private and intensify concerns about the shrinking roster of companies listed on the London Stock Exchange.

The approach, made within the past fortnight, has not yet resulted in a formal bid and is understood to be in the early stages of discussion. Pollen Street, which owns a stake in Shawbrook Bank along with BC Partners, is known for its financial services investments and has long been cited as a potential acquirer of Metro Bank.

If successful, the deal would represent a dramatic turn for Metro, which launched in 2010 with ambitions to disrupt British banking and became the first new high street bank to open in over a century. It floated on the LSE in 2016, reaching a market value of £3.5 billion at its peak — but is today worth closer to £750 million following a series of setbacks, including a damaging accounting scandal in 2019.

The bank was rescued from near-collapse in 2023 through a complex refinancing deal that handed a 53 per cent controlling stake to Colombian billionaire Jaime Gilinski Bacal. Since then, its share price has trebled, but it remains a fraction of its former valuation.

Led by CEO Daniel Frumkin, Metro has been repositioning its business, shifting focus from retail to business banking and consolidating its physical footprint to 75 stores and around 3,455 employees.

A successful bid by Pollen Street would mark another chapter in the consolidation of UK challenger banks. Shawbrook itself is reportedly considering a stock market listing, though it may now explore expansion through acquisition.

The Metro Bank news comes amid mounting concern about the London Stock Exchange’s dwindling appeal. More than 30 companies have either delisted or are planning to leave the exchange this year, many as the result of private equity takeovers or moves to more favourable markets abroad.

The potential sale of Metro Bank to a private buyer would further underscore the pressures facing public UK companies, including low valuations, tighter regulatory scrutiny, and a shift in investor appetite away from public equities and toward private markets.

Neither Metro Bank nor Pollen Street Capital commented publicly on the reports. However, the situation is being closely watched by regulators and investors as a bellwether of continued private equity interest in underperforming or undervalued listed assets.

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Metro Bank takeover approach adds to fears of London Stock Market exodus