Business

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.

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

Four of the UK’s most influential businesswomen have been awarded damehoods in the King’s Birthday Honours, recognising their outstanding contributions to British industry, innovation and leadership.

Emma Bridgewater, the celebrated homeware designer and founder of her eponymous ceramics brand, was honoured for services to ceramics. Since founding her company in 1985, Bridgewater has helped revitalise the traditional pottery sector in Stoke-on-Trent, growing the business to a £36 million enterprise. Her company, known for its distinctive and playful designs, became a certified B-Corporation in 2022, underlining its commitment to social and environmental impact.

Debbie Crosbie, the chief executive of Nationwide Building Society, receives a damehood for her trailblazing work in financial services. Since taking the helm in 2022, Crosbie has overseen the £2.9 billion acquisition of Virgin Money and spearheaded a profit-sharing scheme that has returned £100 annually to millions of the mutual’s members.

Clare Barclay, who led Microsoft UK until 2024 and is now president of enterprise and industry for EMEA at the software giant, is recognised for her role in expanding Microsoft’s footprint in the UK, overseeing sales growth to £9.6 billion and chairing the government’s Industrial Strategy Advisory Council.

Anne Glover, the CEO of venture capital firm Amadeus Capital Partners, is honoured for her leadership in science, innovation, and entrepreneurship. A longtime advocate for UK start-up investment, Glover has been a driving force behind efforts to direct more pension fund capital into high-growth domestic firms.

Other prominent business leaders recognised in the honours include:

Dana Strong, CEO of Sky, who is awarded a CBE for services to business and media.
David Howden, founder of insurance broker Howden Group, and Doug Perkins, co-founder of Specsavers, who both receive CBEs.
Gordon Roddick, co-founder of The Body Shop, receives a knighthood for philanthropy, including his work with The Big Issue.
Roisin Currie, CEO of Greggs, receives a CBE, while OBEs go to Hannah Gibson (CEO of Ocado) and Lyssa McGowan (CEO of Pets At Home).

In financial services, Tiina Lee (UK CEO, Citigroup) and Michelle Scrimgeour (former head of LGIM) receive CBEs, while Ruth Handcock of Octopus Money is awarded an OBE.

Small business champions Shevaun Haviland (British Chambers of Commerce) and Craig Beaumont (Federation of Small Businesses) are honoured with a CBE and OBE, respectively.

In more specialist sectors:

Stephen Foots, CEO of Croda International, is awarded a CBE for his contribution to the UK chemicals industry.
Will Whitehorn, founder of Virgin Galactic and chair of Seraphim Space, receives an OBE for services to aerospace.
Steve Varley, former UK chairman of EY, is recognised with a CBE for his work in the accounting profession.
Larry Elliott, long-serving economics editor of The Guardian, also receives a CBE.

A particularly unique honour went to Peter Chan, founder of Herons Bonsai and a leading authority on the ancient art form, who is awarded an MBE for services to business, entrepreneurship and bonsai.

This year’s honours underscore a growing recognition of entrepreneurialism, innovation, and corporate leadership across diverse sectors of the UK economy — from tech and finance to ceramics and space.

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Leading British businesswomen awarded damehoods in King’s birthday honours

HM Revenue & Customs is to dramatically cut the number of physical letters it sends, announcing plans to eliminate most outbound post — unless it directly generates revenue — as part of a broader shift to digital-first communications.

The move, confirmed as part of Wednesday’s spending review, is expected to reduce HMRC’s post output by 75% by the 2028-29 tax year and save £50 million a year.

Taxpayers will still receive letters about unpaid taxes or compliance issues, but most other correspondence, including general updates and notifications, will be moved online.

The government said the change was a key step toward making HMRC a “digital-first organisation”, with at least 90% of customer interactions to be handled online in the coming years.

Tax professionals have voiced concern that the shift could alienate vulnerable customers. Lindsay Scott, spokesperson for the Chartered Institute of Taxation (CIOT), warned the change “risks further damaging customer service” unless safeguards are introduced.

“Plans to phase out post must be handled with care,” Scott said. “About seven million people in the UK still need help to navigate digital services, and they can’t simply be left behind.”

Despite HMRC reporting that 70% of customer interactions are now handled digitally, many taxpayers still rely on paper. Last year alone, more than 300,000 tax returns were filed using traditional paper forms.

The move follows widespread criticism of HMRC’s past digitalisation efforts. The Making Tax Digital initiative has run eight years behind schedule and gone more than £1 billion over budget, according to the National Audit Office.

Digital services under strain

While HMRC champions its webchat and online systems, industry surveys suggest taxpayers remain frustrated. According to a December report by CIOT and the Institute of Chartered Accountants in England and Wales (ICAEW):
• HMRC’s webchat service connected less than half the time
• Satisfaction with webchat was just 28%
• Satisfaction with phone services stood at 56%, with average wait times of 23 minutes
• 34% of callers gave up before being connected — more than double the department’s 15% target

The new funding package also includes £1.6 billion over four years to overhaul HMRC’s core technology and data infrastructure, plus a further £500 million aimed at boosting online service performance.

Revenue pressure driving reform

The digital transformation is part of a wider push by the Treasury to boost tax receipts without raising rates. The government estimates the changes, along with 7,900 new compliance and debt recovery staff, will bring in an extra £7.5 billion a year by 2029-30.

An HMRC spokesperson said: “Reducing the number of letters we send and communicating in different ways instead will provide a better service for our customers in line with modern-day expectations, as well as deliver savings of £50 million by 2028-29.”

However, critics say it’s telling that revenue-generating post – such as tax bills – will remain untouched, while helpful or explanatory letters are phased out.

As one tax adviser put it: “It seems HMRC only wants to write when it’s chasing you for money.”

With pressure mounting to raise tax revenue while improving service, the success of HMRC’s digital-first ambitions may depend on whether the most vulnerable customers are kept in the loop — or simply left behind.

Read more:
HMRC to slash physical post – unless you owe them money

Multinational companies are pulling back from sponsoring Britain’s largest Pride festivals, with organisers reporting a significant decline in corporate funding amid growing global backlash against diversity, equity and inclusion (DEI) policies — particularly in the United States under the Trump administration.

Brands such as Sony, Reckitt Benckiser, Costa Coffee, Deloitte, and Skyscanner are among those that have not renewed their support for major UK Pride events this year, despite high-profile involvement in recent years.

Pride in London, the UK’s flagship event, has seen sponsorship by Sony’s PlayStation brand and Reckitt’s Durex quietly dropped, while Costa, owned by Coca-Cola, has not returned as a sponsor of Brighton & Hove Pride, one of the UK’s most attended festivals.

BMW, a sponsor of both London and Brighton Prides in 2023, has shifted its support this year to Classical Pride, a smaller LGBTQ+ classical music celebration. Notably, the carmaker has also not updated its social media branding for Pride Month, as it did in previous years.

Similar trends have emerged in Scotland, where both Deloitte and Skyscanner — previous backers of Edinburgh Pride — are absent from this year’s list of sponsors.

According to figures from the UK Pride Organisers Network, three-quarters of Pride organisers across the country have reported a decline in corporate partnerships in 2024. One in four say that their sponsorship revenue has dropped by more than 50 per cent.

The pullback comes at a politically sensitive moment. President Donald Trump has launched a full-scale attack on DEI initiatives, signing an executive order earlier this year banning what he calls “Illegal DEI” policies in federal programmes. The move has emboldened conservative lawmakers across the US, with states such as Utah passing legislation banning LGBTQ+ flags from government buildings and schools.

While Trump has not yet issued a proclamation marking Pride Month — as President Joe Biden did throughout his presidency — there are reports his administration may go so far as to rename a naval vessel honouring Harvey Milk, the first openly gay man elected to office in California.

Though the political wave is most intense in the US, it appears to be influencing corporate decision-making globally. UK-based multinationals with significant American operations, including HSBC and advertising giant WPP, have also taken a more cautious approach to Pride visibility this year.

Analysts suggest that many brands are reassessing the reputational risk of engaging in overt LGBTQ+ advocacy amid polarised cultural debates and targeted backlash. Others argue that this withdrawal risks alienating younger and more progressive consumer bases.

The trend is even more pronounced in the US, where New York City Pride, the world’s largest Pride celebration, has seen a wave of corporate pull-outs. Mastercard, PepsiCo, Nissan, Citi, and PwC have all either scaled back or ended their sponsorships, contributing to a reported 25 per cent drop in overall corporate backing.

While organisers acknowledge that some brands remain committed to LGBTQ+ inclusion, they warn that without sustained support, Pride events may struggle to maintain their scale, reach, and community impact.

As Pride Month unfolds, the tension between corporate allyship and political risk is becoming increasingly clear — leaving many to question what true commitment to equality looks like in 2024.

Read more:
Corporate support for UK Pride festivals declines amid political backlash

One fine night, working late, an Uber car comes by your garage. The driver gets out and hands you a freshly baked muffin with a thank-you note.

But it’s not just any regular note, it also says you’ve got a 10% discount on your next order. Turns out that Uber was a courier service delivering an order with instant gratification, i.e., the discount offer for purchasing a small bakery business.

As a customer, how would that make you feel?

Surprised? Yes. But happy? Sure. Would you place an order for muffins again? Absolutely.

For any small service business, converting a first-time client into a regular customer is a big achievement. It’s not only about the sale, but the nurturing that can make or break your relationship with the customer. Your customers are your brand’s biggest cheerleaders.

Which is why even the smallest of interactions, like a post-service follow-up, matters the most to make them part of your revenue cycle. Also, it’s good for branding.

Ready to get started? Let’s roll out some great ideas to turn first-time customers into regulars.

Why should small businesses focus on post-sale service?

Naturally, the point of running a business is to make sales. However, when sales reps are neck deep into the process, it’s easy to lose track of their customers once a purchase is made. What about post-sale service?

This is where businesses usually hit rock bottom, letting their customers disappear into thin air. But if you invest only 5% in customer relationships, it will help boost profits by 25%. Increasing odds of repeat customer sales can lead to benefits such as brand loyalty, customer retention, an increase in brand value, good word of mouth referrals, and much more.

Quick tips to convert first-time buyers into your regulars

It’s all about following up with customers after the sale goes through. So, when it’s been about 3 days or so (depending on your industry), it’s time to follow up with that one-time customer. Here are some interesting and effective tips to retain these buyers:

Personalized thank you email

A simple but powerful step to turn a first-time customer into a loyal regular is with a personalized thank-you email. A small gesture goes a long mile building trust and shows appreciation from the business side.

For example, in an auto repair shop, a thank you email can include a reminder for a repair follow-up with an additional discount.

Managers can regulate such emails using a CRM solution for auto shops designed to make a big difference by personalizing messages based on service history. It helps ensure timely follow-ups, and you can set reminders too.

Cross-sell a product or service

Don’t customers just love an add-on like a sauce or additional fries, in a wrap? Comparing works best when wanting to leave a positive, long-lasting experience for customers. Say, you run a food truck. Offering add-ons like different sauces, pickles, or even meat with a nominal price will persuade the customer to throw in an extra buck while the order is being prepped.

Incentivizing with a lower price works wonders with first-time customers. This way, they know if they want something extra without denting their pockets, your food truck will pop up in their mind.

Or if you are a boutique owner, offering complimentary WiFi for customers can shape their shopping experience with you when they try on a dress and want to video all their friends or mom, they can do so freely!

Provide training material

Some products, such as a kitchen aid or a mechanical tool kit, can be a little tricky to operate for users. Adding training material in the packaging can help users learn how to best use the product safely. Adding a link to the online videos (if you’ve a YouTube channel), with cool and easy DIYs, is helpful as well.

When a customer finds it easy to use a certain product for the first time, you can continue with a follow-up call or email to learn about their experience.

Was it hard for them to follow the training material?

Is there any way they think upgrading the training material will help other users in the future to avoid any hassle?

Asking such questions is imperative because then the customer knows you care about them. It encourages them to make another purchase in the future, too.

Offer a support service

What if the customer has a bad experience at your shop? When things go south, businesses can offer different services to make up for their lost time and effort. Valuing customers’ time and letting them know you appreciate them is important.

For example, a senior citizen customer would rather talk to a human agent than listen to an automated assistant. Allow them to talk to your best representatives for a more human experience.

Anticipate a bad review in advance, because nothing goes viral like negative feedback online. So, the solution? You need to solidify customer service by making that one necessary call to solve the problem. This is how you can cultivate brand loyalty in the long run.

Repair mistakes

Don’t ever brush off your customer’s concerns, especially when you are a service business. It can otherwise ruin a great brand image. Let’s say you delivered the wrong items to a customer. So when they reach the customer support via chat or email, make sure that the messaging sounds empathetic.

Apologize to the customer for the inconvenience. Empowering them to reach out to you gives them the extra edge they need as a customer (because they want to be acknowledged and not ignored). Offer them expedited delivery with an additional discount or send a free sample with the original order. So if it’s their first time buying something from your brand, they will still want to come back because you handled the dispute smartly.

Increase your business’s value

Good communication and a strong sales representative help nurture the customer relationship. Make sure to streamline your workflows by ensuring the right but intuitive strategies that will attract more customers.

Read more:
5 Tips to Turn First-Time Customers Into Regulars with Post-Service Follow-Ups

When small business owners face divorce, the financial implications extend far beyond personal assets.

The division of business interests, company valuations, and ongoing operations can all hang in the balance during settlement negotiations. For entrepreneurs and company directors, gaining awareness of potential financial outcomes becomes not just a personal concern but a major business continuity issue.

Divorce calculators have become helpful planning tools for those navigating this challenging process. These tools help estimate potential settlements based on assets, debts, and income sources. They cover factors relevant to both personal and business finances. With preliminary figures in hand, business owners can prepare before entering formal negotiations or legal proceedings.

The stakes are particularly high for small to medium enterprises, where business and personal finances often intertwine. Early financial planning using the right calculation tools can help protect both individual wealth and company stability during what might otherwise become a disruptive and costly process.

How Divorce Affects Business Ownership and Valuation

When a business owner divorces, their company often becomes part of the marital property pool. Courts typically classify business assets acquired during marriage as shared property, even if only one spouse runs the company. This means the business could face division, regardless of whose name appears on ownership documents.

Business valuation during divorce follows several methods. Courts may use asset-based approaches that calculate equipment, property, and inventory worth. They might apply income-based methods examining profit history and growth possibilities. Some cases require market-based valuations comparing similar businesses that recently sold.

Small businesses face risks during owner divorces. Many see cash flow disruption when owners must liquidate assets or take loans to fund settlements. Courts examine when the business began relative to the marriage to determine its classification as marital property.

Business Structures That Offer Greater Protection

Different business structures provide various levels of protection during divorce. Sole proprietorships offer the least protection because they legally blend business assets with personal wealth. If courts split marital property, both personal savings and business holdings fall into the same category.

Limited Liability Companies (LLCs) create some separation between personal and business finances, making valuation clearer. Corporations provide the strongest barriers, treating the business as a distinct legal entity. You can try this app to see how different structures might affect settlements.

Pre-nuptial and post-nuptial agreements addressing business interests offer strong protection. These documents can designate a business as separate property or establish clear valuation methods. Without such agreements, courts have broader discretion in dividing business assets.

Buy-sell agreements serve as another protective measure. These contracts between business partners outline what happens if an owner divorces. They may include valuation formulas, buyout procedures, and restrictions on transferring ownership to ex-spouses.

Financial Disclosure Requirements for Business Owners

Business owners facing divorce must provide extensive financial documentation. Courts typically require tax returns for the past 3-5 years, profit and loss statements, and balance sheets. They also need business bank statements. Owners must disclose company assets, debts, and partnership agreements.

Common mistakes during financial disclosure include underreporting income, hiding assets, or making sudden business changes before filing. Some owners delay major client contracts or artificially reduce profits. Courts view these actions as financial misconduct and may impose penalties.

Undisclosed business assets rarely remain hidden. Courts employ forensic accountants who specialise in uncovering financial irregularities. These professionals examine bank records, tax filings, and business transactions to identify discrepancies. They can trace cash flow patterns and spot unusual transfers.

Self-Employed Income Calculation Challenges

Determining income for self-employed business owners introduces distinct difficulties during divorce proceedings. Unlike salaried staff, those who run their own businesses often show varying income levels month to month. Courts go beyond basic wage slips and examine overall earning potential.

Personal expenses claimed as business costs regularly face review. Vehicle expenses, travel, or meals put through the company reduce income shown on tax returns. When a family uses a business vehicle or personal holidays are logged as business trips, courts question such expenses.

For self-employed individuals, solid record-keeping of client payments, bank transactions, and expenses creates an audit trail. This approach supports legitimate business activity. It removes doubt and speeds up financial disclosure. It also helps demonstrate honest business practices if questioned in court.

Using Divorce Calculators to Project Business Outcomes

Divorce calculators can provide helpful estimates about business asset division. These tools estimate how courts might split company ownership, assign business debts, and calculate support payments. They help owners anticipate possible financial obligations before formal proceedings begin.

Before using a divorce settlement calculator, gather details such as a recent business valuation prepared by an independent professional. Include the precise breakdown of who owns which percentage of the business. Current figures on business debts and annual profits ensure more accurate calculator results.

Reliable divorce calculators take a wide approach when estimating business-related figures. These tools often request details about debt, such as bank loans and supplier balances. You can try this app to see how these factors affect outcomes.

Strategies to Minimize Business Disruption During Divorce

Creating a business continuity plan before divorce proceedings helps maintain operations. This plan should address leadership roles, decision-making authority, and communication guidelines. It should also establish cash flow management strategies and client relationship maintenance.

Business owners have several options for handling company interests during divorce. Some choose to buy out their spouse’s share using personal assets or financing. Others sell the business and divide proceeds. Some couples maintain joint ownership with clear operating agreements.

Resolution outside of court often maintains smoother day-to-day business activity. Approaches such as mediation help settle terms, reduce costs, and keep details private without prolonged disruption.

Business Owner’s Pre-Divorce Financial Preparation Checklist

Preparation before divorce proceedings strengthens a business owner’s ability to protect their interests. Locate and review all relevant business formation documents, including articles of incorporation and operating agreements. Gather financial statements covering at least five years.

Document every business asset, from equipment and inventory to property rights and intellectual property. Create a current register of business debts and obligations, including outstanding loans. Keep accurate records of personal or family investments into the company.

Construct a timeline linking business milestones with key events in the marriage. Arrange an independent business valuation with a qualified appraiser. Consult a financial advisor for a review of the likely tax consequences from various settlement structures.

Timeline of Business Valuation During Divorce Proceedings

Business valuation is a detailed process that unfolds alongside divorce proceedings. After divorce is initiated, the first stage involves each party preparing an initial summary of financial information. Accurate documentation of the business, including ownership structure and financial accounts, becomes necessary at this stage.

Once early financial disclosure is exchanged, the next phase focuses on gathering detailed business records. Professional valuers are often instructed to review key documents, including profit and loss accounts, balance sheets, and tax filings.

During the assessment, valuers may visit business premises and speak with relevant personnel. Their review covers operations, market trends, and the company’s financial direction. Where it is hard to reach consensus on value, mediation, negotiation, or court hearings help resolve disputes.

Read more:
Protecting Small Business Interests Through Divorce

In 2025, almost every travel site is automated. You can book flights, hotels, cruises, and car rentals with a few taps. But that doesn’t mean it’s easier. In fact, more travelers are getting frustrated with long hold times, bad algorithms, and zero help when things go wrong.

That’s where Kavya Travel stands out. Founded in 2022, it’s a small, online travel agency that believes human support makes trips better. They work with real customers across the U.S. and Canada. Their focus? Clear answers, personal help, and treating people like people—not just users.

They’ve built a reputation by actually picking up the phone and sticking with each client until the trip is done. Their complaint rate? Less than 1%. And most of their business comes from repeat customers or referrals.

Let’s break down why talking to a real travel agent still matters—and how to make sure your next trip is smooth from start to finish.

Automated Booking Has Limits

Booking sites are fast, but they can’t think for you. They don’t know if you’re traveling with a baby, a disability, or a nervous first-time flyer. They don’t care if you accidentally booked the wrong airport or missed the fine print.

That’s where human help wins. When you talk to a real agent, they ask questions that algorithms skip.

“I had a family call last minute after booking a cruise online,” a Kavya Travel advisor said. “They didn’t realize the ship left from a different port than they booked the hotel for. We fixed it fast, but that’s the kind of thing tech doesn’t catch.”

Mistakes like that cost time and money. A simple five-minute phone call could save hundreds of dollars.

Support When Things Go Sideways

Travel is unpredictable. Flights get delayed. Weather ruins plans. Systems go down. That’s when real support matters most.

In 2023, the U.S. Department of Transportation reported that more than 1 in 5 flights were delayed. The same year, travel complaints were up over 200% from pre-pandemic levels.

“When a winter storm hit Chicago, one of our clients got stuck with two kids and no idea what to do,” another Kavya Travel team member said. “We rebooked them, found a nearby hotel, and even helped them get a meal voucher—all while they were standing in line at the gate.”

Online platforms don’t do that. They might send a generic message. But they won’t solve the problem while it’s happening. A real agent can.

Personalized Travel Beats Generic Plans

Every traveler is different. Some want luxury. Others want budget deals. Some need help finding accessible rooms or allergy-friendly food. Booking sites give you filters—but not answers.

Talking to someone can uncover things you didn’t even think to ask.

“One client told me they wanted a romantic cruise,” said a Kavya Travel agent. “They booked online, but the ship they picked was mostly families with kids. I got them rebooked on an adults-only cruise with the same budget. They had a way better time.”

That’s the kind of change that turns an okay trip into a great one.

Trusted Travel Advisors Save Time

People think booking online is faster. It’s not always true.

Between price comparing, checking reviews, and clicking through pages, booking can eat up hours. Then you still wonder: Did I miss something?

Working with an agent means one call, one email, and one clear answer. They already know the rules, the timing, and the deals.

A good agent also follows up before, during, and after the trip. You don’t have to chase them. They check in, confirm details, and stay ready in case something comes up.

Kavya Travel says most of their customers finish booking faster than it takes to search through two or three travel apps.

Less Stress, More Confidence

There’s a reason people used to walk into local travel agencies. It felt easy. You talked to someone. They figured it out. You left feeling sure.

That peace of mind is still worth something.

“When a trip matters—like a honeymoon, a family reunion, or a big anniversary—you don’t want to gamble with an app,” a Kavya Travel advisor said. “You want someone who’s been there, who knows the cruise line, who’s read the fine print.”

And when things go right, you enjoy your trip more.

How to Get the Most Out of a Real Travel Agent

You don’t need to be rich or retired to work with a travel advisor. You just need to know what to ask and what to expect.

Here’s how to make it work:

Be Honest About Your Budget

Don’t hide the number. A good agent can work with almost anything. They’ll stretch your dollar better than a search engine.

Ask for Options

You don’t have to take the first suggestion. Ask what other routes, hotels, or cruise lines might offer more value.

Share Special Needs Early

Mention kids, food allergies, accessibility needs, or anything else up front. It saves time and avoids issues later.

Stay in Touch

Respond to follow-ups. If your plans change, let your agent know right away. They can often adjust things faster than you can online.

Give Feedback

Let them know what worked and what didn’t. That makes your next trip even smoother.

Travel With a Human Touch

In 2025, convenience matters—but confidence matters more. Booking your own trip can feel like a gamble. And when it goes wrong, there’s no one to help.

Talking to a real travel agent brings back the personal support that’s missing today. It saves time, catches mistakes, and makes your trip feel less like a chore.

Companies like Kavya Travel aren’t trying to be the biggest. They’re focused on being the most helpful. One agent, one conversation, one better trip at a time.

In a world full of apps, it turns out the best travel upgrade is still a human being.

Read more:
Why Talking to a Real Travel Agent Still Matters in 2025

The second day of the £122 million High Court showdown between PPE Medpro and the Department of Health and Social Care (DHSC) saw intense cross-examination of two key civil servants, exposing contradictions, confusion, and admissions of oversight within the government’s emergency PPE procurement process.

Richard James, a Cabinet Office official who worked in the DHSC’s Covid-era “PPE Cell”, was first to give evidence. He confirmed that he had emailed PPE Medpro in June 2020 to say that its sterile surgical gowns had been “approved by Technical”, referring to the government’s internal Technical Assurance team . This approval was a key turning point that allowed the controversial supplier’s £122 million order to progress.

But under questioning, James admitted that PPE Medpro had never supplied the certification required under EN 556-1 — the European standard for terminally sterilised medical devices — nor a CE mark with an accompanying Notified Body (NB) number, which is generally required under medical device regulations .

When challenged on this, James said the approvals were granted on the basis of a “capability to meet the technical standards” and not necessarily full compliance at the time. The documents provided by PPE Medpro were uploaded to the government’s Mendix platform, and the Technical Assurance team assessed their adequacy remotely, without physical access to the products, which were being manufactured in China during the pandemic’s global supply chain chaos .

Repeated references were made to the Essential Technical Requirements Document (ETRD), which allowed for “equivalent technical solutions” during the pandemic if a product could not meet usual standards. PPE Medpro later argued in submissions that it was operating under this clause, although James’s emails suggest he continued to request EN 556-1 compliance until the very end .

The court then heard from William Clarke, a senior member of the Technical Assurance team, whose role was to review the sterilisation credentials of PPE Medpro’s offer. Clarke admitted under questioning that he had mistakenly approved the submission without spotting the absence of a Notified Body number next to the CE mark — a key requirement for Class I sterile medical devices .

“I should have spotted it,” Clarke told the court, accepting that his review was flawed and conceding that PPE Medpro’s submission “did not evidence the requirements in the ETS [Essential Technical Specification]” as claimed in his signed witness statement .

Pressed further, Clarke acknowledged that PPE Medpro never supplied certification showing conformity with EN 556-1 and admitted he had relied in part on a Certificate of Free Sale issued by the MHRA, the UK’s medicines regulator. Yet, remarkably, he also said he “didn’t know what a Certificate of Free Sale was” at the time and still couldn’t explain its significance beyond it being “valid-looking” .

The hearings laid bare how decisions about contracts worth hundreds of millions were based on fast-moving exchanges of emails, assumptions about technical standards, and documentation that was often incomplete or misunderstood.

At one point, Clarke told the court he believed a sterilisation certificate for ISO 11137 (a radiation sterilisation standard) sufficed for EN 556-1. But when questioned, he admitted ISO 11137 does not include the sterility assurance level (SAL) of 10⁻⁶ required under EN 556-1. “Not at all,” Clarke eventually agreed .

Meanwhile, PPE Medpro’s representative, Anthony Page, had repeatedly shown signs of confusion in emails, misreading the specification and wrongly thinking the standards were either EN 13795 or EN 556, rather than both. James and Clarke both confirmed that this misunderstanding persisted throughout their exchanges .

The courtroom exchanges painted a picture of a procurement system overwhelmed by urgency, dependent on rapid decisions and stretched resources. James admitted he often gave guidance to suppliers like PPE Medpro based on conversations with technical colleagues, rather than his own expertise.

Although DHSC’s case rests in part on claims of invalid CE marking and lack of sterility, both witnesses for the department conceded that PPE Medpro’s documentation never included proof of compliance with the relevant EN 556-1 standard, and yet approval was still granted.

Clarke’s testimony appeared to support PPE Medpro’s wider defence — that it acted in good faith and was allowed to proceed because DHSC officials signed off on its documentation. However, his candid admission that he made a “mistake” approving the submission could prove pivotal as the trial unfolds.

The hearing continues on Monday.

Read more:
PPE Medpro legal battle intensifies as civil servant admits approval ‘mistake’ over sterile gowns

Apple has taken its movie marketing to a whole new sensory level.

As it builds hype for F1: The Movie, starring Brad Pitt and directed by Top Gun: Maverick’s Joseph Kosinski, Apple has launched the world’s first haptic movie trailer—a short film preview that you can actually feel.

Thanks to the iPhone’s Taptic Engine, users can experience vibrations synced with the on-screen action. As F1 cars roar down the track, speed through corners, or pull into the pit lane, your phone vibrates with varying intensities—letting you feel the thrill of the track in the palm of your hand.

It’s a natural fit for the film, which brings the visceral experience of Formula 1 to life. And it’s a clever way for Apple to flex its hardware-software ecosystem by marrying immersive tech with cinematic storytelling.

How to watch the haptic trailer

To try it for yourself:

Make sure your iPhone is running iOS 18.

Open the Apple TV app.

Look for the F1: The Movie haptic trailer at the top of the home screen or scroll down to find it.

Tap to watch—and hold on tight.

Apple says this is just the beginning of how haptics could enhance storytelling, with the technology offering a new dimension to mobile entertainment. While only compatible iPhones will deliver the tactile experience, it’s another example of Apple finding new ways to elevate its content in a crowded streaming market.

Apple’s biggest movie bet yet

F1: The Movie, due in cinemas on June 27, is Apple Original Films’ most ambitious project to date. With Brad Pitt behind the wheel, real F1 teams involved, and unprecedented trackside access, Apple hopes the film will be a breakout box-office success ahead of its eventual release on Apple TV+ later this year.

Whether the haptic trailer signals a broader trend in film marketing remains to be seen. But for now, it’s a turbocharged innovation—one that makes movie trailers not just something you see and hear, but something you actually feel.

You can check out the non-haptic trailer for F1 The Move below:

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You can literally feel Apple’s new ‘F1: The Movie’ trailer starring Brad Pitt