Business

London’s top-tier property market has suffered its steepest fall in more than four years amid growing fears that Chancellor Rachel Reeves will unveil a mansion tax in her first Budget.

New figures from Knight Frank show that the average price of “prime” London homes fell 4% in the year to October, the sharpest decline since February 2021. Analysts say the drop has been fuelled by prolonged uncertainty over potential new taxes on luxury properties.

Tom Bill, head of UK residential research at Knight Frank, said speculation surrounding the policy was already cooling demand at the upper end of the market.

“It’s a reminder of how property taxes often come with unintended consequences,” he said. “If you tax so-called mansions, you will end up with fewer of them.”

Reeves is understood to be considering a 1% annual levy on the portion of a property’s value above £2 million, which would mean a £3 million home facing a yearly tax bill of around £10,000.

According to Knight Frank, more than 150,000 properties across England and Wales could be affected if the measure is introduced.

Another option reportedly under review is the doubling of the two highest council tax bands, which would also target owners of high-value homes.

The Chancellor’s plans — expected to be confirmed in the November Budget — have already prompted many would-be buyers to pause or abandon purchases, triggering price falls and a sharp rise in demand for luxury rentals.

Knight Frank’s analysis shows that prices for mansions in prime central London have fallen 8% since 2012, the year the Liberal Democrats first proposed a tax on homes worth more than £2 million.

That debate, though the tax was never implemented, led former Conservative Chancellor George Osborne to raise stamp duty on high-value homes in 2014 — a move that further dampened demand at the top of the market.

Bill warned that the latest speculation risks “repeating history,” adding that the effects could extend beyond London’s wealthiest postcodes.

“Whether the price slide continues into next year depends on whether the Government chooses to repeat history or learn from it,” he said.

The uncertainty has also driven a shift towards the high-end rental market, with demand for luxury lettings climbing 10% in recent months as affluent households prioritise flexibility ahead of the Budget.

Average rents in prime central London rose 1.9% year-on-year to October — the biggest increase since August 2024 — while rents in prime outer London rose 2%, Knight Frank said.

David Mumby, head of prime central London lettings at the agency, noted: “For tenants, the gloomier things feel, the more they prioritise liquidity and cash in the bank. That’s supporting strong demand in the lettings market.”

While the Treasury has not yet commented on the proposals, economists warn that further uncertainty could deepen the slowdown in high-value property transactions — and ripple through associated industries such as construction, design, and legal services.

Until the Chancellor provides clarity on her property tax plans, analysts expect buyers to remain cautious, sellers to lower expectations, and London’s prime market to stay under pressure.

The coming Budget, they say, will determine whether this is a temporary correction — or the start of a longer-term shift in Britain’s luxury property landscape.

Read more:
Mansion tax fears trigger sharp fall in London’s prime property prices

The head of British luxury brand Mulberry has called on the government to reinstate VAT-free shopping for international tourists, warning that the “unfair” tax burden is stifling investment and driving wealthy shoppers away from the UK.

Chief executive Andrea Baldo said the move would help revitalise Britain’s luxury and retail sectors — which have been hit hard by declining visitor spending since the 2021 abolition of the VAT rebate for overseas visitors — while boosting UK manufacturing and tourism revenues.

“Bringing back VAT-free shopping for tourists would be beneficial for the economy,” Baldo said. “You are competing with Paris and Rome — giving them an unfair advantage doesn’t make sense.”

According to data from Global Blue, spending by non-EU visitors in the UK remains at just 75% of pre-pandemic levels, compared with increases of 166% in Spain and 159% in France.

Mulberry estimates it has lost nearly £10 million in UK sales since the VAT-free shopping scheme was scrapped. Baldo said the loss of international footfall had been particularly visible in London:

“We’ve probably lost around a fifth of the traffic from international visitors. Our stores in Dublin and Amsterdam have almost doubled their business from travellers.”

Baldo said reinstating the VAT rebate would directly support UK manufacturing, with Mulberry’s Somerset production sites set to benefit from higher output if the policy were reversed.

The comments come as Chancellor Rachel Reeves faces growing pressure to stimulate growth after the Office for Budget Responsibility warned that weak productivity would cut Britain’s long-term economic potential, creating a £27 billion shortfall in fiscal forecasts.

Baldo acknowledged that reintroducing VAT-free shopping could prove politically contentious but argued that it was a matter of international competition, not privilege: “It’s not about giving tax relief to tourists — it’s about levelling the playing field. Our competitors in Europe already offer it.”

He added that removing the tax could provide an immediate boost to retail, hospitality and tourism — sectors critical to the UK’s economic recovery.

“Our business would invest more in UK production, and hotels, restaurants, and high street stores would benefit from the influx of international shoppers.”

Since joining Mulberry a year ago from Danish brand Ganni, Baldo has sought to stabilise the company following years of turbulence, including shareholder tensions between majority owner Ong Beng Seng’s Challice group and Mike Ashley’s Frasers Group, which holds a 37% stake.

Relations have since improved, with Frasers now backing Mulberry’s strategy and stocking its products in 15 Flannels stores, as well as Selfridges and John Lewis.

Mulberry, which raised £20 million in new funding this year, plans to open up to five new standalone stores across major UK cities including Birmingham and Liverpool, as it focuses on reconnecting with British consumers.

Baldo said the company was rebuilding its reputation as an accessible luxury brand while keeping its British heritage central. Sales at its Regent Street store are up 16% year-to-date, and the relaunch of the iconic Roxanne bag has drawn renewed interest from younger shoppers.

“We’ve got good momentum, although returning to profitability will take a minute,” Baldo said. “If we can leverage the love for the brand, we can grow the business.”

Baldo said Mulberry’s turnaround will succeed regardless of the government’s next fiscal steps, but warned that further tax increases could damage fragile consumer confidence.

He described the return of VAT-free shopping as “the gift under the Christmas tree” that Britain’s luxury, retail and hospitality sectors urgently need.

“We’re not asking for special treatment,” he added. “We’re asking for fairness — and the chance to compete on equal terms with the rest of Europe.”

Read more:
Mulberry chief urges Labour to scrap ‘unfair’ tourist tax as luxury sector reels from spending slump

Innovate UK has announced the winners of the 2025 Knowledge Transfer Partnership (KTP) Awards, celebrating the 50th anniversary of one of Britain’s longest-running and most successful innovation programmes.

Delivered by Innovate UK, the UK’s national innovation agency, the milestone event recognised half a century of collaboration between businesses, universities and graduates, highlighting projects that have driven productivity, sustainability and commercial impact across every corner of the economy.

This year’s winners were praised for their exceptional contributions to scientific progress, digital transformation and social value creation, embodying the enduring mission of KTP to turn cutting-edge research into real-world results.

The African Agriculture KTP Award went to Taro-Agric Consulting, in partnership with Obafemi Awolowo University and the University of the West of England, for pioneering data-enabled innovation in Nigeria’s poultry industry. The collaboration used IoT platforms, dashboards and databases to tackle production inefficiencies, cutting mortality rates and costs while boosting profitability and institutional capacity for digital agriculture.

The Best KTP Award was awarded to Yeo Valley Farms (Production) Ltd and the University of Reading, whose partnership transformed yoghurt production through process modelling and protein science. By advancing milk protein denaturation and gel formation research, the project doubled milk utilisation, improved product texture, and delivered both financial and environmental gains — while enriching teaching and graduate opportunities.

The Changing the World Award went to Dunsters Farm Limited and Manchester Metropolitan University, a family-run food service business recognised for embedding sustainability, social value, and data-driven decision-making into its operations. The initiative secured a six-year, £40 million contract, positioning Dunsters Farm as a model for socially responsible, profitable business growth.

Richard Lamb, KTP Programme Manager at Innovate UK, praised this year’s cohort as evidence that the initiative remains “as relevant as ever.”

“Year after year, projects within our KTP programme exceed expectations, delivering significant impact, advancing knowledge and driving growth,” Lamb said. “After 50 years, KTP continues to attract businesses eager to grow, academics passionate about solving real-world challenges, and the brightest graduate minds from across the globe.”

This year also saw the debut of the Golden KTP Awards, honouring individuals and projects whose influence has shaped innovation practice and collaboration throughout the programme’s history.

Since its inception, the KTP initiative has supported over 14,000 partnerships, generating an estimated £2.3 billion in value creation and establishing itself as a cornerstone of the UK’s innovation landscape.

“KTP remains at the heart of the UK’s mission to drive productivity, resilience, and sustainable industrial growth through collaboration between business and academia,” Lamb added.

2025 Innovate UK KTP Award winners

Best African Agriculture KTP Project: Taro-Agric Farm (TAF) – University of the West of England, Bristol and Obafemi Awolowo University
Best Knowledge Base KTP Support Team: The University of Essex
Best Knowledge Transfer Partnership Award: Yeo Valley Farms (Production) Ltd – University of Reading
Changing the World Award: Dunsters Farm Limited – Manchester Metropolitan University
Future Leader Awards:

Ashtead Engineering Company Ltd – Kingston University

Dr Simeon Skopalik – Soapworks Ltd / University of Glasgow

Ray Holder – Smartify Holdings Limited / University of the West of Scotland

Shay McEvoy – AB Pneumatics Ltd / Queen’s University Belfast

Renato Software Ltd – Birmingham City University

KTP Academic of the Year: TNEI Services Limited – Glasgow Caledonian University
Technical Excellence Award: Soapworks Ltd – University of Glasgow
Business Transformation Award: Detoxpeople Ltd – Anglia Ruskin University

As Innovate UK celebrates the golden jubilee of its flagship programme, the KTP Awards 2025 reaffirm the UK’s global leadership in industry–academic collaboration.

From AI-driven agriculture to low-carbon food manufacturing, the winning partnerships demonstrate how innovation thrives when business insight meets academic excellence — a formula that has delivered impact for five decades, and looks set to shape the next generation of British enterprise.

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Innovate UK celebrates 50 years of collaboration as winners announced at 2025 KTP Awards

Britain’s booming creator economy is fuelling a surge in “side hustles”, with millions of people turning content creation into extra income — but new research suggests many could face unexpected tax bills.

According to Tide, the UK’s leading business management platform, the average social media earner now makes £1,223 a year — exceeding the HMRC £1,000 trading allowance that lets individuals earn small sums tax-free.

Yet more than half of social media users remain unaware of the rule, putting them at risk of self-assessment penalties that start at £100 and can quickly escalate.

Tide’s study found that 42% of UK adults have received either money or gifts in exchange for social media posts on platforms such as TikTok, Instagram, X (Twitter) and YouTube.

For some, this means small perks or free products. But for a growing number of creators — particularly younger users — it has evolved into a significant revenue stream.

A fifth (21%) of earners now make more than £1,000 a year from their content, while 55% of 18–24-year-olds report earning from social media — the highest of any age group. Despite this, only 36% of young creators have filed a tax return with HMRC.

The problem, says Tide’s UK Managing Director, Heather Cobb, is that many casual creators don’t realise their side hustles count as taxable income:

“It’s great that TikTok and Instagram have opened new ways for people to earn. But even if you’re paid in free products, those items have a value — and that value counts towards the £1,000 allowance. If you don’t track it, you could face unexpected penalties.”

Under HMRC’s trading allowance, individuals can earn up to £1,000 in gross income from self-employment or side hustles each tax year before needing to declare it. Once earnings exceed that amount — whether through cash payments or the value of gifted items — individuals must register for self-assessment and report their income.

Only 44% of those who earn from content creation say they have done so. With late filing fines and “failure to notify” penalties potentially running into thousands of pounds, Tide estimates that total fines across the UK could exceed £2 million annually.

Cobb urged creators to separate business income from personal finances early on: “Track your earnings from day one. Open a separate business account, keep receipts, and record the value of gifts. Tools like Tide Accounting can help manage tax and expenses easily.”

For many, social media income has become the first step towards entrepreneurship.

Megan Paul, a Tide member and founder of Gel by Megan in Warwickshire, said her business began as an Instagram hobby: “Posting photos of my nail art started as a creative outlet, but it soon grew into paid brand work and now my own training academy.

Taxes and self-assessments can feel daunting, but local business communities and modern finance tools make it much easier. I’d encourage anyone earning online to take it seriously — it could be the start of something bigger.”

The rise of the “TikTok Tax” underscores how quickly passion projects can evolve into taxable businesses. As the boundaries between personal and professional blur, experts say the UK’s tax system and financial education must keep pace.

With millions of creators earning, gifting, and collaborating online, understanding basic business management and compliance has become essential — not just to avoid penalties, but to build sustainable digital careers.

For the new generation of side hustlers, keeping on top of tax may not be glamorous — but it’s the price of turning likes and views into legitimate income.

Read more:
The TikTok tax: Millions risk HMRC fines as side hustlers surge past £1,000 earnings threshold

The government’s claim to have provided major financial support to Jaguar Land Rover (JLR) has come under scrutiny after it emerged that the carmaker has not drawn down any of a £1.5 billion loan facility guaranteed by the state.

The revelation has sparked anger among suppliers who accused ministers of misleading the public over the extent of their intervention following a devastating cyberattack that forced Britain’s largest carmaker to shut down all of its factories for more than a month.

The attack, which began on 1 September, paralysed JLR’s key computer systems and halted production across its UK operations. The company was only able to restart limited manufacturing in early October and expects full output to resume by early December.

Liam Byrne, chair of parliament’s business select committee, has written to Business Secretary Peter Kyle seeking clarification on whether JLR ever requested to use the funds and whether any of the money has reached suppliers.

Suppliers have privately voiced frustration at the government’s messaging, which appeared to suggest ministers had provided emergency cashflow assistance. One parts executive told The Guardian: “In some ways, the government played a blinder with everyone thinking they bailed out JLR. They did nothing.”

While JLR has launched its own support scheme to pay suppliers upfront, this initiative has been financed entirely from the company’s existing cash reserves, not government-backed credit.

On the eve of the Labour Party conference in late September, Peter Kyle announced that UK Export Finance (UKEF) — the government’s export credit agency — would guarantee up to £1.5 billion in loans to JLR, covering 80 per cent of any potential default.

The package, Kyle said, was designed to “support JLR’s supply chain which has been greatly impacted by the shutdown”. He told delegates days later that he had “announced £1.5 billion support – a huge amount of money to help a hugely important company.”

However, UKEF’s own chief executive reportedly warned ministers that the guarantee was “outside its normal risk appetite”. Multiple industry sources told The Financial Times and The Guardian that JLR only formally signed the loan facility this month — and has yet to draw on it.

The shutdown has caused widespread disruption across the automotive supply chain, which was already under strain from weak demand and thin margins. Many suppliers were forced to lay off staff or halt production to preserve cash.

Most component makers work on 60-day payment terms, meaning the worst of the cashflow impact began hitting this week — two months after JLR’s production stopped.

Stephen Morley, president of the Confederation of British Metalforming (CBM), said while the recovery had been faster than feared, the financial stress for smaller firms remained severe:

“From 1 September, no matter when you get paid, there’s no sales to invoice. Come 1 November, the majority of invoices would have been due. This is a critical pinch point.”

Morley said that while Tier 1 suppliers — those directly contracted to JLR — had received payments, smaller Tier 2 and Tier 3 firms were still struggling to access cash as funds filtered slowly through the supply chain.

A government spokesperson defended its response, saying: “We acted quickly and decisively to put support in place for JLR through a loan guarantee at a critical moment to help the company and its supply chain stabilise the situation.”

Officials added that ministers were “continuing to work closely with JLR, the industry and major banks to monitor the supply chain through this challenging period”.

Despite that reassurance, suppliers say the episode highlights a broader weakness in the UK’s industrial crisis response — with symbolic political gestures outpacing tangible financial relief.

For now, JLR’s unused loan facility stands as a testament to both the company’s financial resilience and the government’s contested narrative of intervention — a reminder that in the wake of Britain’s biggest automotive shutdown in years, support promised and support delivered are not the same thing.

Read more:
Government under fire as Jaguar Land Rover leaves £1.5bn state-backed loan untouched after cyber crisis

The UK risks losing an additional 600,000 workers over the next decade due to long-term health conditions, according to new research by the Royal Society for Public Health (RSPH).

The report warns that unless the government and employers implement sweeping reforms to workplace health support, Britain’s productivity and economic recovery will face mounting strain.

The analysis forecasts that 3.3 million adults will be economically inactive due to illness by 2035, a 26 per cent rise from current levels — equivalent to the population of Bristol leaving the workforce. The projected losses are expected to cost the economy £36 billion a year, underlining the scale of the country’s health-driven labour market crisis.

William Roberts, chief executive of the RSPH, said the findings underline the need for a “fundamental shift” in how businesses view their responsibility for employee wellbeing.

“The UK’s productivity crisis is one of the biggest challenges facing our economy — and long-term health conditions in the workforce are a major factor,” he said. “We need a new national standard that sets a baseline level of health support for all UK employees.”

The RSPH is calling for a national health and work standard, which would establish minimum requirements for all employers — including access to preventative services such as flu vaccinations, cardiovascular checks, and mental health support.

Previous research by the organisation found that almost half of UK workers lack access to basic health interventions through their employer.

The warnings come ahead of the Keep Britain Working review, an independent assessment led by Sir Charlie Mayfield, due later this month. The review will make recommendations on how employers and the government can reduce health-related inactivity and foster healthier, more inclusive workplaces.

Sam Atwell, policy and research manager at the Health Foundation, said the review represented a “vital opportunity” to reset the country’s approach to workplace wellbeing.

“The only sustainable way to meet this challenge is to keep people healthy and in work for longer,” he said. “Government and employers must take early action through clearer standards and better access to specialist support that helps employees remain healthy and productive.”

Experts warn that without decisive action, the UK’s economic inactivity problem — already at its highest level in decades — will worsen. Jamie O’Halloran, senior research fellow at the Health Foundation, said that improving workforce health could yield major productivity gains for both businesses and the economy.

“If we are to reduce economic inactivity, harnessing the role of employers will be essential,” he said. “This means setting stronger minimum standards for workplace health and empowering businesses to go further — particularly by investing in line managers, who play a critical role in supporting staff wellbeing.”

O’Halloran added that proactive health investment would reduce staff turnover, cut absenteeism and presenteeism, and ultimately strengthen business performance.

A government spokesperson said ministers were committed to improving national wellbeing and employment outcomes.

“Good work is good for health and good for the economy,” they said. “Through our 10-year health plan, we’re shifting from sickness to prevention — helping frontline staff like GPs and physiotherapists provide the personalised support people need to stay in or return to work.

“The upcoming Keep Britain Working review will explore how employers can play their part in building healthier, more inclusive workplaces. Everyone we can help remain in work contributes not only to their own wellbeing but to a stronger, more prosperous nation.”

Read more:
Britain risks losing 600,000 more workers to long-term illness without urgent action, health experts warn

In today’s hyper-competitive marketplace, businesses are no longer judged solely by the quality of their products or services. Instead, they’re evaluated on how they make people feel.

This emotional connection — built through clear, consistent, and compelling branding — can mean the difference between fleeting visibility and lasting impact.

The Shift from Product to Purpose

Modern consumers want more than transactions; they seek meaningful experiences. They’re increasingly drawn to brands that align with their values and offer authenticity over perfection. Whether it’s a local café promoting sustainability or a tech startup championing inclusivity, a clear brand purpose helps businesses build trust and differentiate themselves in crowded markets.

That’s why strategic branding has evolved from being a “nice-to-have” to a business necessity. A strong brand not only communicates what you do but also why you do it — and that’s what resonates with audiences on an emotional level.

Beyond Logos and Taglines: The Essence of Modern Branding

Branding today goes far beyond visual aesthetics. It’s about shaping perception through storytelling, design, and user experience. Every touchpoint — from a website homepage to a social media caption — should reflect your brand’s voice, mission, and values.

This is where expert guidance becomes invaluable. Collaborating with a branding agency London can help translate your business goals into a cohesive brand strategy. These agencies combine market research, creative direction, and digital insight to craft brand identities that not only look good but perform well across platforms.

Such strategic alignment ensures your brand stands out while maintaining a strong emotional appeal — an essential balance for long-term success.

The Power of Content in Brand Storytelling

Your content is your brand’s voice in action. It’s how you educate, engage, and inspire your audience. From blog posts and newsletters to social media campaigns and video storytelling — every piece of content contributes to the overall brand narrative.

However, not all content connects equally. Businesses often face the challenge of creating material that not only informs but also converts. That’s where a content design agency plays a crucial role. By combining creative storytelling with user-centered design, these agencies craft content experiences that are visually appealing, strategically structured, and aligned with your business goals.

This approach turns ordinary information into meaningful engagement — helping brands communicate their message clearly and compellingly.

Brand Consistency: The Secret Ingredient to Recognition

Think about the world’s most recognizable brands — Apple, Nike, or Coca-Cola. What do they all share? Consistency. Every interaction, product, or piece of content aligns with their core identity.

Consistency builds familiarity, and familiarity breeds trust. When your visual and verbal identity is unified across platforms, customers instantly recognize your brand — even without seeing the logo.

For smaller businesses, maintaining this consistency can be challenging, especially as they grow or expand into new markets. That’s where investing in professional brand guidelines, tone-of-voice documents, and a clearly defined design system can make a significant difference.

Adapting Your Brand to a Digital-First World

The digital landscape is constantly evolving, with new platforms, formats, and trends emerging every day. To stay relevant, brands must remain agile — adapting their messaging and visuals without losing their essence.

For instance, short-form videos might dominate one year, while interactive web experiences take the lead the next. The key is not to chase every trend but to adapt them in ways that enhance your brand story.

Collaborating with creative specialists — such as a branding agency London — ensures that your digital presence evolves strategically rather than reactively. These agencies understand how to position your brand effectively in both traditional and digital spaces while maintaining consistency and impact.

Measuring the ROI of Branding

While branding is often seen as a creative pursuit, it’s also a strategic investment. Strong branding directly influences customer loyalty, pricing power, and long-term growth. Businesses with a distinct identity enjoy higher customer retention and more organic referrals — two key drivers of profitability.

Tracking metrics like brand awareness, engagement rates, and conversion ratios can help you measure the tangible outcomes of your branding efforts. Over time, these indicators reveal how well your brand resonates with your audience and where adjustments might be needed.

Final Thoughts

In an age where consumers are overwhelmed by choices, a clear and consistent brand identity is your most valuable competitive advantage. It helps you connect authentically, build loyalty, and stand out in a saturated market.

Because in the end, great branding isn’t just about being seen — it’s about being remembered.

Read more:
Building a Strong Business Identity: Why Strategic Branding Matters More Than Ever

It’s a curious thing, this sense of waiting for a Budget. For most of us, it’s an exercise in mild anxiety – a check to see whether wine duty is up again or whether we can still afford to fill the tank. But for business owners in London right now, the wait for Rachel Reeves’ first full Budget on 26 November feels less like a nervous twitch and more like a death row countdown.

Charlie Gilkes, who co-founded Inception Group and runs some of London’s most imaginative bars – Mr Fogg’s, Bunga Bunga, the kind of places where post-pandemic optimism briefly came alive again – summed it up with alarming accuracy: “It feels like waiting on death row, waiting until the very last moment to let us know whether she will grant a stay of execution.”

And you can see his point. Reeves’ Budget, which has been rescheduled, delayed, and wrapped in more mystery than a Bond villain’s plot, is arriving under the kind of cloud that usually means someone’s about to pay – and it’ll probably be London.

For weeks now, the rumours have been circulating through Westminster corridors like wasps around a picnic: a wealth tax here, a mansion tax there, a shake-up of partnerships, a business rates “super multiplier”. Each idea lands like another nail being gently tapped into the coffin of the capital’s competitiveness.

The problem is not that the government wants to raise money – everyone knows the country’s finances look like a student overdraft in week one of term. The problem is who they’re going to shake down to do it. Because when politicians say “we all need to contribute,” what they often mean is “London can pay.”

Let’s put this in perspective. London generates £618 billion a year in GDP – roughly 22 per cent of the UK total. Add the South East, and you’re close to half. The capital and its surrounds contribute nearly 30 per cent of all income tax and more than 30 per cent of business rates. It’s the engine room of the UK economy, the bit that keeps the lights on while politicians from every party take turns kicking it in the shins.

And yet, Reeves’ team seem ready to push through reforms that will disproportionately batter the capital’s businesses. The “super multiplier” for properties with rateable values over £500,000 – a neat way of saying “we’ll tax your London office more because it looks expensive” – could mean rates as high as 58p in the pound.

To call that punitive would be an understatement. It’s an electric shock to every business with a W1 postcode. It doesn’t matter that these companies are already shelling out eye-watering sums for rent, staffing and utilities – the Treasury still wants its slice, preferably before the till opens.

David Jones of Avison Young pointed out the obvious but crucial truth: business rates are a direct overhead. They don’t come out of profit; they come out of existence. You pay them whether you’re making money or not. It’s the fiscal equivalent of being asked to chip in for your own executioner’s new axe.

And then there’s the wealth tax carousel. Reeves’ team is said to be looking at removing the capital gains exemption on homes worth more than £1.5 million. That might sound like it targets the super-rich, but in London that’s not a mansion – it’s a family home with a kitchen extension and a decent postcode. Roughly 11 per cent of London properties sit above that threshold, compared to 2 per cent elsewhere.

James Evans of Douglas & Gordon hit the nail on the head: “In many neighbourhoods, £1.5 million is far from a mansion.” Quite. It’s a three-bed terrace in Clapham with peeling paintwork and a leaking skylight. If that’s “wealth,” then Britain’s definition of luxury needs a serious reality check.

Add to that the possible 1 per cent annual levy on homes over £2 million, and you’ve got a policy cocktail that would make even Mr Fogg wince. These aren’t just taxes; they’re deterrents – neon signs flashing “London: Closed for Business” to anyone thinking of investing, relocating, or even staying put.

And let’s not forget the white-collar crowd. Reeves is reportedly eyeing changes to how partnership income is taxed, which could hit the capital’s law firms and consultancies squarely in the solar plexus. Partners who earn seven figures might not be your first sympathy vote, but when they leave – and they will leave, because Dubai, New York and Singapore all smile more kindly on their tax codes – the ripple effect will hit everything from sandwich shops to spin studios.

Charlie Gilkes isn’t just speaking for himself. He’s speaking for a city that’s been through hell these past few years – from lockdowns that gutted hospitality to staffing crises, inflation, rent hikes and endless policy tinkering. What London needs is stability, predictability, a sense that the rules won’t be rewritten every six months. What it’s getting instead is a Treasury that seems to view its success as a problem to be solved.

It’s a funny kind of masochism that defines our politics: punish the productive, milk the metropolitan, and then act surprised when the rest of the country runs dry.

London doesn’t want special treatment. It just wants recognition that when you squeeze the capital, the whole of Britain feels the pressure. The trains built in Derby, the fabrics woven in Huddersfield, the wine poured in Soho – they’re all part of the same chain. Cut off the top, and the bottom collapses.

So yes, as Reeves sharpens her red pen and business owners sit counting the days until the 26th, it does feel like waiting on death row. But perhaps, just perhaps, the Chancellor will look up at the gallows, take a deep breath, and decide that execution isn’t quite the growth strategy Britain needs right now.

Until then, we wait – strapped in, chin up, praying for a last-minute reprieve.

Read more:
Waiting on Reeves: London entrepreneurs face the gallows

Coach Todd Campbell is a respected football coach, U.S. Army veteran, and educator known for his leadership, discipline, and focus on building strong teams.

Born and raised in Abilene, Texas, he grew up surrounded by the values of hard work, competition, and community spirit. Sport shaped much of his early life, inspiring a lifelong passion for teamwork and performance.

After graduating from Abilene Wylie High School, Campbell studied at Texas Tech University and later earned his degree in Interdisciplinary Studies from the University of Texas at Arlington. His coaching career began at Texas Tech, where he worked with wide receivers and developed a sharp eye for player development. He went on to coach at Texas A&M-Commerce and the College of the Sequoias, where his offensive strategy broke three school records and helped elevate the programme’s success.

Campbell later transitioned to high school football, taking on leadership roles across several 4A and 5A schools in Texas. Under his guidance, teams achieved multiple district and regional championships, reflecting his ability to motivate players and create winning cultures.

Following the events of 9/11, Campbell paused his career to serve in the U.S. Army. His years in service deepened his understanding of leadership and resilience, lessons he carried back to the field.

Beyond football, Coach Todd Campbell is active in community service, volunteering with local food pantries and shelters that support veterans. He continues to lead with integrity, commitment, and a passion for helping others reach their full potential.

Q: Todd, let’s start at the beginning. How did you first get into football and coaching?

A: I grew up in Abilene, West Texas, where football is more than a sport—it’s part of the culture. I played football, baseball, and basketball through school, but football always stood out. After graduating from Abilene Wylie High School, I went to Texas Tech, where I started helping with the football team as a student assistant. That’s where I caught the coaching bug. Seeing how strategy, teamwork, and communication came together fascinated me.

Q: You’ve coached at several levels—from university to junior college to high school. What’s stood out most about that journey?

A: Each level teaches you something different. At Texas Tech, I worked with the wide receivers and learnt how small details—like route timing or body positioning—can change the outcome of a game. Later, at Texas A&M-Commerce, I coached running backs and tight ends, which broadened my understanding of offensive balance.

When I moved to the College of the Sequoias, I became the Offensive Coordinator and Quarterbacks Coach. That’s where our offence set three school records—most points scored in a single game, highest completion percentage for a season, and yards per catch. It wasn’t magic; it was preparation. We focused on precision, consistency, and believing we could outperform expectations.

Q: You then transitioned into high school coaching. How different was that experience compared to college?

A: High school coaching in Texas is special. The energy on Friday nights, the community involvement—it’s unlike anything else. I worked at five different 4A and 5A schools, taking on roles like Offensive Coordinator, Run Game Coordinator, and Quarterbacks Coach. Those teams went on to win multiple District, Bi-District, and Regional Championships.

What’s different at the high school level is the development aspect. You’re not just coaching players; you’re helping young men grow into adults. I always tell them, “Football ends someday, but discipline and teamwork don’t.”

Q: After 9/11, you made a major life decision to join the Army. What led to that?

A: That day changed everything for me. I was coaching, but I felt a strong pull to serve. It wasn’t about leaving football—it was about answering a call. I joined the U.S. Army and served for about four and a half years. Unfortunately, I was injured while on active duty and received an honourable medical discharge.

That time in the military taught me lessons no classroom or playbook could. Leadership, resilience, and accountability aren’t abstract ideas in the Army—they’re survival tools. Those lessons have guided me in every coaching role since.

Q: How did returning to coaching after your service shape your approach as a leader?

A: I came back with a deeper sense of purpose. Football wasn’t just about the scoreboard anymore—it was about preparing young people for life. I started paying more attention to mindset, communication, and handling pressure. In the Army, you learn that everyone counts, no matter their role. I brought that same thinking into my teams. Every player matters; every role has value.

Q: What do you think makes a great coach in today’s world?

A: A great coach today has to be adaptable. The game evolves, and so do the players. You have to balance discipline with understanding, structure with creativity. I also believe empathy is underrated in leadership. Whether it’s football or business, people perform best when they feel supported and respected.

Q: You’ve been involved in volunteer work with veterans and community organisations. Why is that important to you?

A: Giving back is part of who I am. After leaving the Army, I saw firsthand how many veterans struggle—homelessness, mental health, or simply finding purpose again. I volunteer with food pantries and shelters that focus on helping veterans get back on their feet. Sometimes, it’s not about money; it’s about showing up and giving time.

I tell my players the same thing: leadership isn’t about titles—it’s about service. Whether you’re a captain, a coach, or a neighbour, you can make a difference by giving back.

Q: Looking back, what are you most proud of in your career so far?

A: I’m proud of the relationships. Wins are great, records are nice, but seeing players succeed in life—that’s the real reward. Some have gone on to coach, others to serve, and some to raise great families. Knowing I played a small part in that means everything.

Q: Finally, what advice would you give to someone starting out in coaching or leadership?

A: Start with passion, stay humble, and never stop learning. Leadership isn’t about being perfect; it’s about being consistent. Whether you’re coaching football or managing a team in business, lead by example. And remember—success isn’t just about what you achieve, but what you help others achieve.

Read more:
An Interview with Coach Todd Campbell: Leading on and off the Field: 

How you manage contracts influences business relationships. The right contract management system (CMS) speeds up delivery, maintains consistency and reduces risks.

This can help your organization avoid bottlenecks and missed deadlines. Renewals are crucial to reducing client churn, and using a CMS ensures customers get timely reminders.

To understand what makes a system effective, start with the core features every business should demand from a CMS platform.

What Are The Key Features Of A Good Contract Management System?

Contracts build the foundation of company revenue. Many companies drop the ball when determining which department is in charge of tracking milestones. Without accountability, you might miss renewals and stall lucrative deals.

Experts predict the global contract management software market will grow from $1.62 billion in 2024 to $3.24 billion by 2030. As more developers enter the CMS game, the available features increase. Advances in artificial intelligence (AI) make the platforms more intuitive.

Although many providers offer similar products, the interface and support vary widely. The following are the key features of a good contract management system:

Centralized repository and search uses metadata tagging to locate an agreement by parties, dates or clauses.
Automated workflows route contracts for review, trigger automatic approvals and use conditional logic to send the correct document to specific people.
Clause libraries and templates saved time drafting contracts, making the system easier for nonlegal players.
Digital signature integration streamlines contract approvals, putting all documentation in the same database.

Other elements may come into play depending on your industry. Spend time thinking through the entire life cycle of a contract and the various touchpoints. Note which ones might be automated to better serve the company and clients.

Methodology for Ranking CMS Providers

Although which platform works best for your organization will depend upon the industry and management’s priorities, ranking each provider on some basic criteria narrows the list to the top contenders in those areas. Each provider was ranked on the elements in the table below.

Workflow automation
Clause libraries

Reporting
Obligation tracking

Integrations with popular customer management tools
Digital signature capability

Usability
Total cost of ownership

Final results came from case studies, documentation, customer feedback and demos. Each provider received a score based on how well it performed in each category, with features like obligation tracking scoring double points.

Best Contract Management Systems

The CMS you choose can improve productivity, ensure compliance and make a good impression on users. Five platforms lead the market for easy configuration and extensive automation.

1. Agiloft

Founded in 1991 as a business-process automation company named Integral Solutions Corporation, Agiloft was originally a workflow automation vendor. Over the years, it has become a leader in no-code contract lifecycle management (CLM) software, with one of the most versatile sets of contract management products on the market.

The Agiloft platform allows users to customize workflows, approvals and obligations and generates reports without requiring developers to write code. The software extracts metadata using AI tools for advanced searches and analytics and integrates seamlessly with Salesforce and SAP.

Agiloft’s flexibility and history make it a good fit for midsized and enterprise organizations that require control, customization and enterprise-grade security for compliance.

2. Icertis

Founded in 2009, Icertis is based in Bellevue, Washington. The company develops cloud-based enterprise CLM software built on the Microsoft Azure platform for global enterprise compliance, scalability and analytics.

Icertis’ artificial intelligence platform provides a single source for contracts across geographies, departments and business units, monitoring performance, risks and obligations. It is widely used by multinational corporations and others in highly regulated sectors that need governance and analytics.

3. Ironclad

Ironclad was created by Jason Boehmig and Cai GoGwilt in 2014 and has now become one of the largest and fastest-growing legal tech companies. The Ironclad founders set out to reimagine how businesses could easily create contracts. They designed a single interface for workflow and legal collaboration.

In addition to its no-code drag-and-drop contract workflow designer and Clickwrap tracking feature for online transactions, Ironclad has improved its features with AI-assisted redlining and policy management features. Ironclad is a stellar solution for growth-stage companies seeking efficient, easy-to-use CLM software.

4. LinkSquares

Launched in Boston in 2015, LinkSquares was founded by Vishal Sunak and Chris Combs, who built the platform after experiencing difficulty during the acquisition of their company. The platform is a low-maintenance repository with visibility and analytics powered by AI.

LinkSquares allows its users to extract key terms from contracts via post-signature intelligence. It analyzes risks and enables executives to track upcoming obligations and renewals. The simple interface and rapid onboarding have made it popular for companies that want advanced analytics without heavy configuration.

5. ContractWorks

Founded in 2012 and now part of Onit, Inc., ContractWorks simplifies contract management and makes it affordable. The provider provides companies with basic contract management functionality through a centralized repository, role-based access permissions and alerts built into a user-friendly interface.

Compared to more complex implementations, the system appeals to small and midsized businesses for its stability and ease of installation. The parent company, ContractWorks, still supports it as an entry-level product with improved security.

How to Choose the Right Platform

Finding a CMS platform that meets all your needs will give you better control. You’ll master compliance requirements and gain confidence in the contract life cycle, which will help you negotiate better.

Start by mapping your existing processes and identifying bottlenecks. Note who kicks off the contract, where approvals stall and which clauses cause friction. Use demos and trial periods to test each platform with a handful of real contracts. Test the search features, routing and reporting. The right choice should integrate with existing systems and be capable of scaling as your company grows.

Reap the Rewards

Understanding and implementing the main features of a good contract management system puts you ahead of your competitors. Your team can invest in technology that reduces turnaround times, decreases errors, and strengthens cross-department relationships. With streamlined contracts, you can spend more time securing clients. Updated and automatically maintained information prevents costly mistakes.

The right CMS platform optimizes your contracts in an ever-changing global business environment and allows you to focus on the elements that create growth.

Read more:
Key Features of a Good Contract Management System