Business

In today’s fast-paced, people-powered business environment, leadership is no longer the preserve of the C-suite. That’s the clear message from Chubb Fire and Safety UK & Ireland, where a culture of “building great leaders” has been steadily embedded across every level of the organisation—from frontline engineers to boardroom executives.

We sat down with managing director Gary Moffitt and people director Leslie Leach to explore how Chubb’s commitment to everyday leadership is transforming employee confidence, company performance, and customer satisfaction alike.

“Leadership is everyone’s responsibility”

“Building great leaders is foundational to everything we do,” says Moffitt, who has overseen a significant cultural transformation at Chubb in recent years. “It’s about creating an environment where leadership is everyone’s responsibility. Not just those in management—but every single teammate empowered to take initiative, drive impact, and live our values with integrity.”

It’s a philosophy that has evolved into a core pillar of the company’s identity, helping to define how Chubb delivers on its purpose: protecting people, property and livelihoods. “There’s a real emotional connection,” adds Leach. “People work for Chubb because they believe in making the world a safer place. And that belief powers how we think about leadership—not just as a title, but as a mindset.”

Leader Labs: real growth, real results

At the heart of Chubb’s leadership development programme lies the Leader Lab: a hands-on, immersive workshop that brings leadership principles to life in meaningful, personal ways.

“Leader Labs are where it all clicks,” explains Leach. “They’re a safe space to explore what leadership means on the ground. People leave feeling empowered—often for the first time—to lead within their role. Whether that’s being more decisive, collaborating with new colleagues, or stepping into a bigger role.”

The impact is tangible. Participants frequently return to their teams with renewed confidence and a sharpened sense of ownership. Moffitt points to improvements in customer satisfaction and operational performance directly tied to these behavioural shifts.

Leader Labs aren’t just a UK initiative either. They are part of a wider global strategy embedded across the API Group, Chubb’s parent company, which spans North America, Europe, Asia and the Middle East. “The consistency is incredibly powerful,” says Moffitt. “It means no matter where in the world you work, you’re aligned with the same core leadership principles.”

Leadership, every single day

Workshops are only one part of the puzzle. As Moffitt acknowledges, “Culture doesn’t change overnight. It’s got to show up in the day-to-day.”

At Chubb, leadership is now part of the operational fabric. From daily check-ins and transparent comms to team meetings and internal newsletters, leadership development is woven into every layer of engagement. Leach notes: “We start most meetings by talking about leadership. We share podcasts, articles, even employee stories—real voices sharing what they’ve learned, what leadership means to them.”

It’s this lived experience that ensures authenticity. “We’re not just talking the talk,” says Leach. “Our supervisors and field leaders are encouraged to lead with courage and care—and that shows in the decisions they make, the support they give, and how they represent our values to customers.”

From apprentice to COO

Chubb’s belief in nurturing internal talent is epitomised in the story of Dave Dunnigan. Now the company’s Chief Operating Officer, Dunnigan joined as an apprentice and worked his way up—thanks to years of mentorship, training, and leadership development.

“Dave is the embodiment of our philosophy,” says Leach. “He’s a walking example of what can happen when you invest in people. For new apprentices or admin staff just starting out, he’s an inspiration—and proof that you can build a remarkable career here.”

Moffitt agrees. “It’s not just about his personal success—it’s what he’s brought back to the business. That return on investment in people is huge. We’ve seen it time and again.”

Defining culture through integrity

So what keeps all of this aligned? For Chubb, the answer is simple: integrity.

“Integrity is our one non-negotiable,” says Moffitt. “Our work matters. We’re trusted to protect lives and assets. That kind of trust starts internally—with how we treat each other, how we lead, and how we make decisions.”

This clarity of purpose guides the company’s leadership culture from the top down. “Our leaders are expected to model integrity,” says Leach. “They don’t just enforce the rules—they inspire their teams to do the right thing, every time.”

It’s also having a measurable impact. Chubb has seen employee engagement scores rise and attrition fall. Internal promotions are up. Collaboration across teams has never been stronger. “People are stepping up, working together, and staying longer,” notes Leach. “It’s a strong signal that our approach is working.”

Embracing change, shaping the future

But the leadership journey doesn’t stop here. As technology and market expectations evolve, so too must the tools of development.

“We’re constantly adapting,” says Moffitt. “Our Leader Labs evolve with the business landscape. We’re exploring Agile modules, personalised development plans, and tech-led learning. And because we’re part of API Group, we benefit from insights across the globe.”

Chubb also leans heavily on employee feedback. Regular surveys and check-ins help the business refine its approach and stay relevant. “If it’s not valuable to our people, it won’t work,” says Leach. “So we’re always listening.”

Leadership beyond the workplace

Importantly, Chubb’s leadership ethos extends beyond its business. Through its “Charitable Chubb” volunteering programme and partnerships with community groups, employees are encouraged to lead in their local areas too.

“Leadership is about service,” says Leach. “We’re proud to see our people mentoring, volunteering, and representing Chubb in meaningful ways across the country.”

Advice for others: start small, stay authentic

For businesses hoping to emulate Chubb’s approach, both Moffitt and Leach emphasise starting with clear behavioural expectations and small, achievable actions.

“Define what good leadership looks like for you,” advises Moffitt. “Then start with peer mentoring, honest conversations, and lead by example. The culture will follow.”

Leach agrees: “Create opportunities for people to connect and lead beyond their roles. Confidence comes from real-world experience, not just theory.”

What’s next?

Chubb’s leadership journey is far from over. Upcoming plans include expanding mentorship programmes, strengthening diversity and wellness initiatives, and partnering with educational institutions to support future leaders.

“It’s about sustainable, inclusive leadership for the long term,” says Leach. “We’re building something that can carry us—and our people—forward, for years to come.”

Subscribe to the In Conversation podcast

For more interviews with Britain’s most inspiring business leaders, search Business Matters In Conversation on Spotify, Apple Podcasts or wherever you listen.

Read more:
Building great leaders: how Chubb Fire and Safety is redefining leadership from the ground up

The High Court has ruled against a legal challenge brought by families and private schools seeking to overturn Labour’s new policy applying 20% VAT to private school fees.

Judges this morning rejected all claims brought forward in the judicial review, marking a significant defeat for the families of private school pupils, many of whom argued the tax violated human rights and unfairly targeted vulnerable groups.

The policy — a cornerstone of Labour’s education funding reforms — came into effect in January 2025, and is expected to raise £1.5 billion in its first year, rising to £1.7 billion annually by 2029/30, according to the Office for Budget Responsibility.

The case was launched by three groups of families, most of whom remained anonymous, alongside a coalition of independent schools. Their lawyers claimed that the VAT breached children’s right to education under the European Convention on Human Rights and was discriminatory against:

Pupils with special educational needs (SEN)

Families seeking faith-based education

Children needing single-sex learning environments

One of the few named claimants, Stephen White, whose four children attend Bradford Christian School, joined a protest outside the High Court in April alongside other parents. The demonstrators highlighted the lack of suitable state alternatives for their children, particularly those with SEN or specific religious requirements.

Families of SEN children were particularly vocal, arguing they had no option but to pay for private provision due to the failure of the state system. They noted that a National Audit Office (NAO) report described state SEN services as “unsustainable”, a position echoed by Education Secretary Bridget Phillipson, who called the system “broken”.

However, the court ruled that evidence from the NAO report was inadmissible, as it constituted proceedings in Parliament — a legal technicality that undermined part of the claim.

In court, government lawyers, led by Sir James Eadie KC, defended the policy as necessary, proportionate, and fair. They noted that exemptions for SEN or religious education had been considered during consultations but were rejectedon the grounds they would be “revenue diminishing, unfair, unworkable and/or administratively onerous.”

They argued the VAT was part of a broader goal to fund public services, including state schools and teacher recruitment, while enhancing the fairness of the tax system.

Children with an Education, Health and Care Plan (EHCP) remain exempt from the VAT, but critics argue this covers only a small proportion of SEN pupils, leaving many families without support.

The ruling comes amid political controversy over how the revenue raised from the VAT will be used. Labour had originally pledged to use “every penny” for education, including hiring 6,500 new teachers. But in a post following the Spending Review, Prime Minister Sir Keir Starmer suggested the funds would now also support affordable housing.

The shift drew criticism from opposition parties. Kemi Badenoch, Conservative leader, wrote on X:

“You said ‘every penny’ would go into state schools… but now it’s housing?”

Labour insists that the funding supports broader social investment to ease pressure on the public sector, including housing that indirectly benefits the education system by reducing overcrowding and pupil mobility.

The Office for Budget Responsibility previously estimated that 35,000 pupils — around 7% of all independent school students — may leave the sector due to the VAT. Many independent schools are now considering fee restructuring, bursaries, or cost-cutting measures to retain students.

Faith schools, single-sex institutions, and smaller independent providers catering to niche or vulnerable communities could be particularly affected.

Despite the setback, legal experts suggest further appeals are unlikely to succeed, though political pressure is expected to continue.

Read more:
High Court rejects challenge to Labour’s private school VAT policy, dealing blow to parents and schools

VodafoneThree, the newly merged telecoms giant formed from Vodafone UK and Three, has unveiled plans to invest £11 billion in a nationwide rollout of standalone 5G and ultra-fast broadband, with the aim of reaching 99.95% of the UK population by 2034.

The company, now the largest mobile operator in Britain, said the investment will provide a “massive upgrade for the country” and eliminate 16,500 square kilometres of mobile “not spots” — areas currently without reliable signal — by the end of this year.

CEO Max Taylor said the rollout would dramatically improve coverage, performance and speed, allowing VodafoneThree to compete more effectively in both the consumer and business broadband markets, while enabling new services that demand low latency and high capacity, such as IoT, augmented reality, and autonomous vehicles.

The UK has lagged behind G7 nations in 5G performance, with the slowest average 5G download speeds, according to 2023 data from Open Signal. Taylor acknowledged the shortfall, calling the £11bn investment “long overdue” and essential to unlock the full economic potential of next-gen connectivity.

The merged entity plans to bring “fibre or fibre-like” broadband speeds to all UK homes, leveraging its own mobile and fibre networks, as well as partnerships with Openreach, CityFibre, and now Community Fibre in London.

Taylor noted the business would target “full national coverage”, using fixed wireless access in harder-to-reach areas where full fibre is not yet available.

The move follows the completion of Vodafone’s £16.5 billion merger with CK Hutchison’s Three at the end of June — a deal seen as a litmus test for further telecoms consolidation in Europe. Network operators have long argued that fewer players would allow more sustainable investment and faster rollout of infrastructure.

Taylor said the integration would support cross-selling of mobile and broadband services across its base of 27 million mobile customers, increasing revenue opportunities through bundled offers and upgrades to faster services.

While he said the focus was on organic growth, Taylor did not rule out additional deals with wholesale or alternative network providers, though ruled out any current interest in acquiring TalkTalk, the struggling broadband operator.

VodafoneThree said its expansion will generate an average of 9,000 jobs annually across the UK over the next eight years. A further 400 roles will be created at new customer service hubs in Belfast and Sheffield. Some job duplication will occur, especially across headquarters, as the merger is integrated.

The broader economic impact is expected to be significant, with improved digital infrastructure boosting productivity, supporting remote work, and enabling smart city technologies.

Despite being central to the digital economy, the UK telecoms sector has struggled with stagnant growth, intense price competition, and rising infrastructure costs. Vodafone CEO Margherita Della Valle has responded with a sweeping restructure of the group, including the sale of Vodafone’s operations in Spain and Italy, raising €12 billion in the process.

Taylor said that 5G can finally offer telecoms providers a sustainable path to growth, but only if customers can see the value: “The challenge is to demonstrate that these propositions are worth paying a sustainable premium for.”

Read more:
VodafoneThree pledges £11bn to bring 5G to every corner of the UK by 2034

Pod Point, one of the UK’s early pioneers in electric vehicle charging, has been acquired by French energy giant EDF for just £10.3 million, marking a dramatic fall from its £352 million valuation when it floated on the London Stock Exchange in 2021.

The deal, announced alongside full-year results, sees EDF offer 6.5p per share, a 24% premium to the company’s share price before takeover interest became public in April — but a far cry from its 225p IPO price less than four years ago.

EDF, which already owned a 53% stake in Pod Point, will now take full control of the loss-making company. The board of Pod Point said the EDF offer represents “the only realistic prospect” of the business continuing as a going concern.

In results for the year to December 31, 2024, Pod Point reported a 17% fall in revenue to £52.9 million, while pre-tax losses widened to £84.5 million. The company blamed low consumer confidence, cost of living pressures, and persistent challenges with EV infrastructure investment for its financial difficulties.

CEO Melanie Lane admitted 2024 had been “a transitional year” with a “disappointing financial performance,” but maintained there was still “a clear trajectory” towards UK electrification.

Pod Point was among the so-called “Class of 2021” — a wave of tech and green energy firms that floated during the pandemic-fuelled boom, only to see valuations crash in the face of inflation, soaring interest rates, and falling investor appetite for loss-making growth stocks.

Founded in 2009 by Erik Fairbairn, Pod Point had once been seen as a cornerstone of the UK’s EV infrastructure rollout. Fairbairn stepped down in July 2023, handing the reins to Lane as the business sought a fresh strategic direction.

Despite the financial headwinds, the company signed new contracts with major brands including Honda, Bupa, Taylor Wimpey, Roadchef and Rentokil, and extended agreements with BMW and Jaguar Land Rover. It also expanded its device network by 14% to 258,000 chargers, while delivering £6 million in cost savings.

EDF said the acquisition aligns with its long-term EV strategy. Managing director Philippe Commaret said the deal would provide “stability and enhanced operational support”, helping Pod Point serve customers more reliably.

“Electric vehicles offer consumers the chance to save money and carbon,” Commaret added. “Electrification of transport, heat and industrial processes strengthens Britain’s energy security and protects consumers from volatile fossil fuel prices.”

Pod Point has played a key role in supporting UK EV rollout over the past decade, but the acquisition highlights the difficult economics of the EV infrastructure sector, where high capital requirements, slow adoption, and low short-term profitability remain barriers to sustainable growth.

The sale also reflects the ongoing malaise in UK public markets. Pod Point was one of more than 100 companies that listed in London in 2021, but the mood has since soured following Russia’s invasion of Ukraine, surging energy costs, and persistent inflation. The London Stock Exchange has struggled to attract and retain growth companies as global investors turn cautious.

Pod Point’s retreat into private ownership under EDF signals a potential wave of consolidation in the EV charging space, as smaller or early-stage firms seek the stability of large backers to survive a capital-intensive transition to electrified transport.

Read more:
EDF buys EV charger firm pod point for just £10m – four years after £352m london float

Georgina Badine is not your typical entrepreneur. Having spent 14 years in the cut and thrust of the finance industry, she saw first-hand how people were often held back — not just by circumstance or skills, but by a lack of confidence and belief in themselves. Today, as founder of Invicta Vita, she’s on a mission to change that.

“We all have the potential to be great,” she tells me, sitting in her bright, book-lined office. “The trouble is, not everyone knows how to tap into it. That’s where Invicta Vita comes in.”

What is Invicta Vita?

Invicta Vita – Latin for ‘unconquered life’ – is more than just a coaching service or a consultancy. It’s a platform for personal transformation. At its heart, the company offers a bespoke, highly personal approach to unlocking people’s potential.

“No two clients are the same,” says Badine. “So I never use a generic format. I take each person through a deep dive of who they are – their personality, their strengths, their fears, their comfort zones – and I tailor everything to that.”

It starts, she explains, with 60 questions. Not just box-ticking or surface-level prompts, but carefully crafted queries designed to unearth the truth of a person’s capabilities and blockers. “Once I know who you are at your core, we can build from there. It’s about playing to your strengths and working on what’s holding you back.”

What inspired you to launch it?

Her motivation for launching Invicta Vita came from a combination of frustration and hope. Frustration with the corporate world she knew well – a space where inappropriate behaviour, bullying, and power imbalances often went unchecked. And hope – in the form of clients and colleagues who believed she had more to offer.

“I was in finance for 14 years,” she recalls. “And I saw things – and experienced things – that really didn’t sit right. But in my twenties, I didn’t have the confidence to call them out. I didn’t feel I could. That’s a big part of why I do this now – I want other people, especially women, to find their voice earlier than I did.”

Another lightbulb moment came when clients started asking for her help beyond her day job – usually for their children. “People would come to me and say, ‘Can you help my son get into work? Can you help my daughter find some direction?’ I realised this wasn’t just a one-off. There was a need, and I had something to offer.”

She later worked as Director of Admissions for a company helping young people into employment. “That’s when it became clear to me that my approach – more personalised, more values-led – was very different from what others were doing. That gave me the confidence to go out on my own.”

Who inspires you?

When asked who she admires, Badine doesn’t hesitate. “Julie Deane, founder of The Cambridge Satchel Company. She started that business in 2008 with just £600 to her name, and now it’s a global brand employing over 140 people and selling in more than 120 countries. And she did it all to fund a better education for her kids.”

It’s the blend of purpose, pragmatism, and resilience that resonates. “She’s a champion for small businesses, especially women-led ones. And she’s proof that if you build something around a clear, heartfelt mission, the rest can follow.”

What would you do differently?

It’s a question Badine has clearly reflected on. “I would be more cautious about who I trust in the early stages,” she says. “When you’re starting out, it’s easy to get excited and want to work with everyone who shows interest. But not everyone shares your ethos or values. And that can lead to problems.”

Building a business, she says, isn’t just about helping clients – it’s also about the internal structure, the people you partner with, the admin, the systems. “It’s all-consuming at first. So choosing who you bring into that world is crucial.”

What defines your way of working?

At Invicta Vita, it’s all about energy – positive, aligned energy. “I want to work with people I genuinely believe I can help. And with colleagues who share my outlook. I’m inclusive by nature, and I want people around me to have a say, to feel ownership.”

This collaborative ethos extends to clients too. “You don’t come to Invicta Vita to be told what to do. You come to explore who you are, and what you can become. I’m here to guide that journey, not prescribe it.”

What advice would you give to others starting out?

Badine’s advice to aspiring entrepreneurs is simple, but not easy. “Know your mission. That’s your compass. And then surround yourself with kind, honest people who have integrity.”

In a sector where there’s no shortage of coaches and mentors making big promises, Badine’s focus on character over credentials stands out. “Technical skill is important, of course. But kindness, honesty and shared values – those are the things that make a business last.”

So what’s next?

Badine isn’t in a rush to scale for the sake of it. “Growth is great, but it has to be intentional. Right now, I’m focused on deepening the work – refining our processes, helping more clients unlock what’s already inside them. That’s the real win.”

And for those still finding their voice? “It’s never too late,” she says. “Confidence isn’t something you’re born with. It’s something you build. One brave step at a time.”

Read more:
“Unlocking potential is my purpose”: how Invicta Vita founder Georgina Badine is helping people find their voice

You’ll hear a lot of nonsense these days about “British jobs for British people”, as though talent stops at Dover and genius requires a passport. I’m here to tell you—rhetorically, floridly, perhaps even provocatively—that if we carry on down that road, the only thing we’ll be exporting is our future.

Because here’s the cold, unapologetic truth: some of the best companies in Britain right now weren’t started by blokes from Bromley or lasses from Loughborough. They were built—boldly, brilliantly—by immigrants. Entrepreneurs who came here with no old-school tie, no Oxford college affiliation, no seat at the Garrick. Just vision, stamina, and a burning need to build something better.

Take Revolut, the digital bank that made high-street banking look like dial-up internet. Started by Nikolay Storonsky (pictured), born in Russia and schooled in physics and hustle, Revolut tore through the crusty layers of traditional finance like a chainsaw through suet. Or Monzo—built with help from a multicultural team whose mission wasn’t British tradition, but global innovation.

Then there’s ElevenLabs, the AI voice tech company that’s gone from zero to warp speed in less time than it takes HMRC to answer a phone call. Co-founded by Piotr Dąbkowski, who’s Polish, and Mati Staniszewski, who is—whisper it—also not from Guildford. They’re building the future of media from a country still arguing about Radio 4.

And Synthesia. God bless it. A startup so cool, even the Americans are jealous. An AI video platform used by companies all over the world—led by a team of immigrant founders whose collective ambition makes the Houses of Parliament look like a village fête. They didn’t come here for the weather or the late trains. They came here to build something. And thank God they did.

Now, imagine for a moment if we’d told them all to bugger off at passport control. “Sorry mate, can’t let you in. We’ve got a lad in Swindon with a Raspberry Pi and a dream.” Ludicrous, right? But that’s the direction we’re drifting in. A little more visa red tape here, a little more rhetoric about “taking back control” there—and suddenly, the UK becomes a nation of heritage rather than a hub of invention.

I’m not saying British-born entrepreneurs don’t deserve praise. They do— many of them are sensational. But if we want to build a truly great entrepreneurial economy, it’s not about geography. It’s about gravity. The UK must become a gravitational centre for the best minds in the world. The brightest thinkers. The hungriest founders. The wildest dreamers. Not just the ones born within the sound of Bow Bells.

We don’t win by narrowing the gate. We win by making the UK the best bloody place on Earth to start a company. That means generous and intelligent visa schemes. That means startup tax incentives with real teeth. That means investment channels that don’t require your uncle to be in the House of Lords. And it means—crucially—a culture that doesn’t sneer at ambition or treat innovation like an awkward dinner guest.

If you ask me, the Home Office ought to be handing out platinum-tier welcome packs at Heathrow. “Welcome to Britain, here’s your Innovator Visa, a coffee, and directions to the nearest co-working space.” Let’s treat entrepreneurs the way we treat Premier League footballers: as indispensable imports that raise the whole game.

Instead, we get Nigel-from-Twitter banging on about “taking our country back”, while the most talented people on the planet quietly buy one-way tickets to Berlin, Austin, or Dubai.

Do you know what makes Silicon Valley what it is? Not just code and venture capital. It’s the constant influx of people who don’t give a monkey’s about status quo. People with accents, ambition, and absolutely no sense of when to quit. Sound familiar? It should. That’s the same spirit that built the UK’s best startups.

And yet, for all our history of trade and talent, empire and enterprise, we now seem more interested in walling ourselves off than inviting brilliance in. It’s short-sighted, self-defeating, and stupid. Like unplugging your router because the internet’s “a bit foreign”.

The truth is, we’re in a global arms race for innovation. AI, biotech, climate tech—it’s all moving at warp speed. If we want to be in the room where it happens, we need to open the door.

And no, this isn’t about immigration versus opportunity. It’s about immigration as opportunity. About recognising that talent is our last competitive advantage in a world where supply chains are broken, politics is polarised, and interest rates are doing the Hokey Cokey.

So let’s be bold. Let’s be a magnet for ambition. Let’s stop pretending that greatness wears a particular passport and start building a Britain that says to every global innovator: “Yes. Here. Now.”

Because if we don’t, the Revoluts and ElevenLabs of the future won’t be British. They’ll be Belgian. Or Balinese. Or based in Boston.

And we’ll be left here, proud and poor, wondering why all our best ideas now come with a return address in Zurich.

Read more:
We must make Britain the best place to build companies for the world’s best talent

PPE Medpro, the company linked to Conservative peer Michelle Mone, has launched a robust defence in its £122 million High Court battle with the Department of Health and Social Care (DHSC), accusing the government of “buyer’s remorse” and “chaotic mismanagement” during the early stages of the Covid-19 pandemic.

In its opening submissions, PPE Medpro claims the government is unfairly targeting the firm to deflect attention from its own errors during the emergency procurement frenzy. The company’s legal team argues that DHSC approved the surgical gowns it supplied, despite knowing full well that they did not bear CE markings with a notified body (NB) number—technical requirements usually mandatory under medical device regulations, but waived under emergency rules at the time.

The defence pivots on the claim that PPE Medpro offered the gowns under what was known as an “equivalent technical solution,” a route explicitly permitted by the UK government’s own guidance during the pandemic. The firm says DHSC’s technical assurance team signed off on this basis and never indicated that a formal derogation or notified body certification was necessary prior to contract approval.

“Gowns have been approved by Technical!” an email from a DHSC official to PPE Medpro read at the time, indicating departmental consent. This, the company argues, confirms that the government accepted the technical and regulatory basis of the order. PPE Medpro also asserts that the gown packaging was clearly marked and that DHSC—or its logistics agent Uniserve—had the opportunity to inspect the goods upon collection in China but failed to do so .

The government has alleged that the gowns were unfit for use, citing later sterility tests in the UK. But PPE Medpro has dismissed those results as irrelevant, arguing that the tests were conducted on expired or poorly stored items long after delivery—potentially contaminating the samples. The firm adds that independent experts agreed the unusual mix of microorganisms found in the tested gowns pointed to contamination during storage and transport, not manufacturing .

In a striking accusation, PPE Medpro claims it has been singled out among hundreds of Covid suppliers, possibly due to the high-profile connections of its backers and the perception of its financial capacity to pay back funds. The firm also points to a wider “campaign of pressure,” alleging that the civil case is running in parallel with a “never-ending” National Crime Agency investigation that is yet to yield charges.

“The DHSC is attempting to retroactively rewrite the rules of engagement,” the submission argues. “This is a textbook case of a government seeking to claw back money from a contract it regrets, despite the fact it knew exactly what it was buying.”

The legal row centres around a £122 million order for 25 million sterile surgical gowns, delivered in 2020. The DHSC rejected the gowns months later, citing concerns over CE marking and sterility—despite having passed them through its technical assurance process and cleared the contract through internal approval committees, including sign-off by then-senior civil servant David Williams .

The outcome of the case could have far-reaching implications for pandemic-era procurement disputes and future government use of emergency powers. With billions of pounds’ worth of PPE still unused in storage, the trial is being closely watched as a bellwether for accountability.

The case continues.

Read more:
PPE Medpro hits back in £122m DHSC court case, blaming government ‘chaos’ during Covid procurement

Every entrepreneur faces a moment of truth. When the numbers wobble, the vision blurs, and a tough decision looms: double down or walk away. In poker, it’s called going “all in” or folding. In business, the stakes are often higher and the tells less obvious.

Knowing when to commit fully to an idea or cut your losses isn’t just instinct. It’s a skill  sharpened by experience, informed by data, and grounded in honest evaluation.

Data

Your metrics tell a story – sometimes flattering, often sobering. Are you acquiring customers at a sustainable cost? Do they stick around? Do they pay?

If the numbers are poor but trending up, that could justify another push. If they’re flat or declining despite your best efforts, that’s a red flag. It’s one thing to refine an idea; it’s another to resuscitate a doomed one.

Gut feeling plays a role, but it shouldn’t be louder than data.

Many business ideas need time to mature. But time costs money. Before doubling down, assess your burn rate. Can you afford to keep going?

Business is not a casino online. Success doesn’t come from spinning the wheel – it comes from studying the odds and placing informed bets. Smart bets require discipline. If you have enough capital to test, refine, and scale thoughtfully, it may be worth the risk.

If not, folding could be the wisest move.

Feedback

Entrepreneurs often fall in love with their ideas. That passion fuels long nights and risky bets, but it can also cloud judgment. Ask yourself: are you defending the idea because it’s good, or because you’re attached?

Step back. Seek neutral feedback. If people you trust—customers, advisors, or mentors—see promise where you do, that’s a signal. If you’re the only one still excited, it might be time to fold.

You might have built something beautiful, but if no one wants it, it won’t matter. Market timing, demand, and competition should all guide your decision. Take a hard look at who your product serves and whether that audience is large and hungry enough.

Businesses rarely succeed on product alone. Airbnb didn’t win because of listings. It won because of timing, execution, and a deep understanding of what users were craving. If your idea fits a gap in the market and the demand is real, that’s a strong case for going all in.

Pivoting

An idea that’s not working might just need a shift. Pivoting isn’t failure; it’s strategy. Twitter started as a podcasting platform. Slack was born from a failed gaming company. In both cases, the founders recognised when to redirect rather than double down blindly.

Staying with one business idea means saying no to others. Time, energy, and capital are finite. Ask yourself: if I wasn’t already in this, would I choose to pursue it today?

If the answer is no, then folding frees you to pursue something better. If it’s yes, if the vision still excites you and the fundamentals check out, then it’s time to double down.

There’s no guaranteed formula for success in business. Even the best ideas come with risk. But recognising when to commit and when to let go is what separates seasoned founders from stubborn dreamers.

Read more:
All In or Fold: Recognising When to Double Down on a Business Idea

Austrian synthetic data pioneer MOSTLY AI has launched a $100,000 global challenge to drive adoption of privacy-safe synthetic data and highlight its potential to safely fuel artificial intelligence innovation.

Dubbed The MOSTLY AI Prize, the challenge invites data scientists, AI developers, and researchers to create high-fidelity synthetic datasets from real-world data. Entries will be judged on accuracy, privacy, usability, and generalisability, with the aim of showcasing synthetic data’s role in powering safe, open-access AI.

The prize pool – the largest yet for a synthetic data challenge – is split between two tracks: the Flat Data Challenge, involving static, table-based data like patient records, and the Sequential Data Challenge, for time-ordered datasets such as stock values or longitudinal health data.

Entrants must submit anonymised synthetic datasets that closely mirror the original data while maintaining privacy and complying with regulations. Submissions close on 3 July 2025, with winners announced on 9 July.

Alexandra Ebert, Chief AI and Data Democratization Officer at MOSTLY AI, said the prize represents “a call-to-action for anyone with an interest in data and AI”.

“Open data access is key to unlocking AI’s full potential – but achieving that will require wider adoption of synthetic data tools,” Ebert said. “This challenge is about showcasing the power of privacy-safe data generation and making it accessible to all.”

The competition follows MOSTLY AI’s release of the first open-source toolkit for synthetic data generation. While participants can use this toolkit, it is not a requirement.

The challenge comes amid growing demand for AI training data and tightening privacy regulations. With traditional data sharing increasingly constrained, synthetic data – which mimics real-world data while stripping away identifiable information – is seen as a breakthrough solution.

MOSTLY AI, which raised $25 million in Series B funding and works with clients including Citi, Telefónica and the U.S. Department of Homeland Security, says synthetic data can help businesses and researchers share and scale data securely across industries.

Full details of the challenge, including data samples, scoring metrics, and eligibility, are available at: mostlyaiprize.com.

Read more:
Mostly AI launches $100k global challenge to spotlight privacy-safe synthetic data for AI development

Momentum is building behind the Better Business Act as more than 150 business leaders gathered in Westminster on Wednesday morning to call for a new model of responsible capitalism that balances profit with social and environmental purpose.

Hosted by B Lab UK to mark Better Business Day 2025, the event saw entrepreneurs, B Corp companies, and MPs rally behind a growing movement of purpose-led organisations demanding change to outdated company law. At the heart of the call is an amendment to Section 172 of the Companies Act — a legislative shift that would require directors to consider people, planet and communities, not just shareholders, when making decisions.

Retail legend Mary Portas OBE and Douglas Lamont, CEO of Tony’s Chocolonely, co-chairs of the Better Business Act campaign, led the charge in Parliament, arguing that business has a moral and economic responsibility to adapt to the challenges of the 21st century.

“The world is on a knife-edge – socially, culturally, environmentally,” said Portas. “We’re still shackled to rules made for a world that no longer exists. This is not just about economics — it’s systemic. The Better Business Act is about choosing to be part of the solution.”

The number of businesses backing the campaign has surged from 300 in 2021 to more than 3,000 today, with prominent supporters including Bloom & Wild, The White Company, Coventry Building Society, giffgaff, ELEMIS, and Farrow & Ball.

Backing also came from Parliament itself, with cross-party MPs joining the call to modernise corporate governance and back private members’ legislation due for a second reading on 4 July: The Company Directors (Duties) Bill, introduced by Lib Dem MP Martin Wrigley.

Chris Turner, CEO of B Lab UK and Director of the Better Business Act campaign, said: “The business case is clear. Last year, B Corps outpaced the national average with 23% revenue growth. Purpose-driven businesses are not only more resilient — they are economically powerful.”

New analysis by think tank Demos suggests that widespread adoption of purpose-led business models could boost GDP by 7%. The BBA would align the legal obligations of company directors with long-term value creation — taking into account stakeholders like employees, customers and local communities, not just shareholders.

Douglas Lamont of Tony’s Chocolonely added: “The desire to build a more balanced economy is palpable. This is a business-led movement, but it needs political will to unlock its full potential.”

Support was echoed by Lord Sonny Leong CBE, Labour’s Business and Trade spokesperson in the Lords, who praised companies “stepping up with purpose and integrity” and said such leadership aligned with government goals of “higher wages, lower emissions, and stronger communities”.

The call for reform comes at a time of growing scrutiny around corporate purpose. UK businesses are facing increasing pressure from consumers, employees, and investors to demonstrate ethical leadership — especially in the wake of economic turbulence, climate risk, and social inequalities.

B Lab UK has coordinated dozens of visits for MPs to tour B Corp businesses in their constituencies in recent weeks, including trips to Brighton with Sian Berry MP, Devon with Lib Dem leader Caroline Voaden, and Stroud with Labour’s Simon Opher.

As Westminster debates the next chapter for UK business, the message from campaigners is clear: better business isn’t just possible — it’s already happening. The Act, they argue, is about levelling the legal playing field to let responsible businesses thrive.

As Mary Portas put it: “The Better Business Act is the line in the sand. You either step up, or get left behind.”

Read more:
Mary Portas leads Westminster rally for Better Business Act as momentum grows for purpose-led reform