Business

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

Government contracting is a world of exact rules and unforgiving deadlines. Between Federal Acquisition Regulation (FAR) clauses, Cost Accounting Standards (CAS) nuances and evolving audit expectations, even seasoned leaders can feel stretched.

It can be tougher for smaller teams because they must set rates, track time and price work while preparing for reviews that could halt billing. What are the best companies for government contract consulting services? Eight firms stand out for their practical capabilities, sharper visibility and risk controls that help contractors stay compliant and grow.

1. BOOST

BOOST focuses on the GovCon market and offers outsourced back-office solutions built for contractors. Services cover accounting and payroll, contracts administration, HR and recruiting, and compliance training. The model is designed to plug in cross-functionally, which helps founders and finance heads replace capacity gaps and move faster during growth spurts.

The provider emphasizes hands-on compliance in areas GovCons face daily, including indirect rate structure, cost-volume development and workforce scaling aligned to contract needs. What stands out is the emphasis on small to midsize contractors who want enterprise-grade processes without building a large permanent team.

2. BDO

BDO is a global firm with one of the largest government contracting practices. It’s backed by a Government Contracting Center of Excellence that publishes ongoing guidance and training.

The team supports the full contract life cycle, from market entry and systems selection to audit readiness and disputes, serving both emerging contractors and multinationals. BDO’s public materials highlight coverage across finance, tax, compliance and enterprise systems used in GovCon, which helps clients align operations with federal expectations.

3. FTI Consulting

FTI Consulting brings deep experience in risk mitigation and dispute resolution for government contractors. Practice descriptions outline advisory across FAR and CAS compliance, internal controls, fraud and investigations, cost accounting, damages analysis, and litigation support. This mix is useful when you face a high-stakes audit, accounting challenge, or claims scenario and need senior bench strength that understands legal and financial contours.

4. Cherry Bekaert

Cherry Bekaert’s GovCon practice sits inside a national accounting and advisory platform staffed by advisors with experience in defense contract environments. The firm offers support for business systems, allowability, audit preparation and ongoing compliance, which fits contractors looking for day-to-day controls and review readiness. Its positioning focuses on improving profitability while staying within regulatory bounds — practical for contractors that must defend indirect rates and manage evolving cost policies.

5. Forvis Mazars

Forvis Mazars provides accounting and consulting services across the public sector with a strong emphasis on cybersecurity. The enterprise states that it is an authorized C3PAO and publishes guidance on cybersecurity assessments and readiness, which is vital for defense contractors that must prove compliance under the 32 CFR Part 170 rule. If your priority is closing gaps to NIST 800-171 or preparing for Level 2, this focus can reduce uncertainty and work.

6. Federal Schedules

Federal Schedules is a niche firm dedicated to U.S. General Services Administration (GSA) and Veterans Affairs Schedule consulting. It provides end-to-end assistance, from determining eligibility and strategy to proposal development, award, and post-award management. Contractors who need help with contract maintenance find value in a team that lives in this niche daily.

Longevity also matters — FEDSched notes experience dating back to the 1980s, bringing pattern recognition to negotiations and modifications. It may be a good fit if your near-term goal is to secure a Multiple Award Schedule (MAS) award or expand special item number coverage.

7. Victura Consulting

Victura Consulting focuses on the financial side of government contracting. Its website highlights work on CAS disclosure statements, indirect rate design, and FAR and CAS-aligned contract accounting and billing processes.

This is an advantage for finance chiefs needing hands-on help reworking cost structures or strengthening billing accuracy. The company also offers data analysis and modeling for pricing and margin visibility.

8. Accenture

Accenture is a global technology and consulting provider with a major public sector footprint. The federal and public service materials highlight digital transformation across data, cloud, artificial intelligence, cybersecurity, and legacy modernization. If you are leading a large program with complex technology change or multi-agency dependencies, Accenture’s scale and delivery methods are designed for enterprise-level initiatives.

Our Methodology for Selecting the Top GovCon Consulting Firms

To anchor the selection in real demand, this list looked at signals that matter most to contractors. It evaluated providers based on the following four criteria:

Industry specialization: Preference for teams that dedicate meaningful attention to the government contracting market and understand its rhythms
Proven expertise: Demonstrated fluency in Defense Contract Audit Agency, FAR and CAS requirements, and experience preparing for or supporting audits
Comprehensive services: Providers that can cover accounting, HR, recruiting, contracts and pricing, so contractors do not have to manage many vendors
Scalability and client focus: Ability to support small and midsize firms that often need fractional guidance to mature their systems

The GSA reports that buyers continued to spend through MASs, clearing more than $51.5 billion in sales in 2024. This demand indicator reinforces the value of advisory and compliance support across the sector.

In parallel, the professional, scientific and technical services sector is projected to grow by 10.5% from 2023 to 2033. These numbers highlight the steady need for specialized consulting skills GovCon relies on.

Matching Scope to Strategy

The best consulting partner for government contracts is the one that fits your stage, risk profile and goals. If you need to stand up compliant back-office functions while building a pipeline, a GovCon-exclusive specialist can shorten the distance from award to execution. If you face audits, claims or a controls reset, a dispute-savvy advisor brings structure and focus. If your program hinges on cloud and data modernization, a global systems partner can help you scale.

Whatever an entity needs, these eight firms provide options to grow within the rules and compete with clarity. The next step is to map your gaps, set out the outcome you want and hire to that line.

Read more:
Looking for Government Contract Consulting Services? 8 Best Companies

Read more:
European Investment Opportunities in 2025: Why Portugal’s Golden Visa Remains Attractive Despite Changes

Britain’s factories are set to benefit from hundreds of millions of pounds in savings after the government announced sweeping cuts to industrial energy costs in a bid to stem a wave of closures across the manufacturing sector.

Peter Kyle, the Business Secretary, confirmed that from next year energy-intensive industries such as steel, glass and ceramics will receive a 90 per cent discount on electricity network charges — up from the current 60 per cent. The move is expected to save around 500 firms as much as £420 million a year.

The announcement follows mounting pressure on ministers to tackle Britain’s sky-high industrial electricity prices, which remain among the highest in the developed world and have been blamed for a series of recent factory shutdowns.

Despite the scale of the relief, business groups voiced frustration that the measures will not be applied retrospectively to April 2024. It is understood that Mr Kyle had pushed for the scheme to be backdated but was overruled by energy secretary Ed Miliband after weeks of internal wrangling.

The Department for Business and Trade (DBT) has also faced criticism for delays to the British Industrial Competitiveness Scheme (BICS) — a long-awaited programme designed to cut energy costs by up to a quarter for more than 7,000 firms from 2027 by removing certain net zero levies from bills. A consultation on the plan has yet to begin, leaving manufacturers uncertain about the timeline for further relief.

Mr Kyle said the new discounts would be funded through departmental efficiency savings rather than additional customer charges or new industry levies. He described the reforms as a vital step towards levelling the playing field for British exporters competing with European rivals.

“These measures will help businesses grow and invest with confidence,” he said, promising additional support for energy users “in the not too distant future”. He declined to confirm whether further help will be included in Chancellor Rachel Reeves’s Budget on 26 November, but signalled that the government’s pro-growth agenda would include more energy and regulatory reforms.

The Business Secretary also pledged to “get the balance right” in the forthcoming employment rights bill after the House of Lords approved amendments expanding union powers and introducing “day one” workplace rights.

Kyle said his department would launch 27 new consultations, stressing that “consultation means I will listen. It means I will act — in a way that is pro-growth and fit for the modern age we live in.”

He hinted at a broader deregulation and planning reform push, saying: “We’re going to carry on with the same kind of zeal and urgency into the future.”

Louise Hellem, lead economist at the Confederation of British Industry (CBI), welcomed the announcement, describing it as “an important step in bringing UK industrial energy costs closer in line with European competitors”.

However, she warned that more needs to be done to reduce energy cost pressures across the wider economy. “As firms urgently await the BICS consultation, the upcoming autumn Budget presents a vital opportunity to introduce targeted measures that help more businesses cut energy use and electrify their processes,” she said.

The reforms mark a key test for Labour’s industrial strategy as it seeks to balance fiscal discipline, competitiveness and green transition goals — all while reviving confidence in Britain’s manufacturing heartlands.

Read more:
Labour to slash electricity charges for UK factories amid industrial shutdown fears

The Labour government has unveiled a record £55 billion investment in research and development (R&D), marking the largest long-term commitment to science and innovation in British history.

The announcement underscores Prime Minister Keir Starmer’s pledge to transform the UK into a “science and technology superpower” by the end of the decade.

The plan, confirmed by the Department of Science, Innovation and Technology (DSIT), will channel billions into Britain’s leading research agencies and innovation bodies through to 2030. It forms a central pillar of the government’s Modern Industrial Strategy, which aims to drive productivity, boost high-value jobs, and strengthen public-private partnerships in emerging technologies.

Announcing the package at IBM’s London headquarters, Science and Technology Secretary Liz Kendall said the funding was “absolutely critical to growing the economy and creating more good jobs”.

“Every pound of public investment in R&D generates twice as much from the private sector,” Kendall said. “This £55 billion commitment will fuel innovation in AI, clean energy and advanced manufacturing — and help solve some of the biggest challenges we face.”

The investment includes:
• £38 billion for UK Research and Innovation (UKRI), the national funding agency for science.
• £1.4 billion for the Met Office, supporting climate and meteorological research.
• £900 million for the UK’s national academies, including the Royal Society and Royal Academy of Engineering.
• A near-doubling of the Advanced Research and Invention Agency’s (ARIA) annual budget — from £220 million to £400 million by 2030 — to fund breakthrough technologies with commercial potential.

The initiative highlights the government’s focus on aligning public funding with private-sector innovation. Kendall’s visit to IBM emphasised collaboration between tech giants and British research institutions, including UKRI’s £210 million Hartree Centre, which partners with IBM on artificial intelligence and supercomputing projects in medicine and clean energy.

Recent DSIT research found that every £1 of public R&D spending generates £8 in wider economic benefits, from productivity gains to increased private investment.

“This is about good jobs, innovation, and better value for taxpayers,” Kendall told Business Matters. “There’s no route to above-average growth without putting tech and innovation first.”

The government said total R&D spending from DSIT will reach £58.5 billion by 2030, a cornerstone of Labour’s industrial and growth strategy. The announcement follows months of lobbying from business groups such as the Confederation of British Industry (CBI), which has urged ministers to set long-term R&D targets and lift national investment to 3.4 per cent of GDP by the end of the decade.

Louise Hellem, the CBI’s chief economist, called the new R&D package “a vital step towards crowding in private capital and ensuring Britain remains competitive in the global innovation race”.

As the government seeks to balance fiscal discipline with its ambition to boost growth, the record investment signals a decisive shift towards science-led economic renewal — one that positions research, technology, and innovation at the heart of the UK’s industrial future.

Read more:
Liz Kendall unveils record £55bn R&D investment to make Britain a science superpower

Leon’s co-founder John Vincent is in discussions to buy back the fast-food brand from Asda, in a move that could see him reclaim control of the chain for less than a third of its 2021 sale price.

The entrepreneur, who founded Leon alongside Henry Dimbleby and Allegra McEvedy in 2004, is understood to be in advanced negotiations with Asda — which acquired Leon two years ago from the Issa brothers’ EG Group. Industry insiders suggest the deal could be worth between £30 million and £50 million, compared with the £100 million the Issas paid just four years ago.

The Issa brothers, best known for building the EG Group petrol forecourt empire, bought Leon in 2021 before transferring it to Asda in 2023 as part of a £2 billion refinancing exercise to reduce EG’s heavy debt load.

Under Asda’s ownership, Leon has faced growing criticism for straying from its original “naturally fast food” ethos. Dimbleby, now a leading food policy campaigner, recently warned that the chain’s commitment to healthy eating was being “destroyed”, accusing its current management of chasing sales through “sugar, salt and cheapness” rather than nutritional quality.

If completed, the deal would mark a return to familiar territory for Vincent — but also a major turnaround challenge. Leon’s latest accounts show sales slipped from £64.9 million to £62.5 million in 2024, while pre-tax losses narrowed to £8.4 million from £19.6 million the previous year.

A City source familiar with the negotiations said any new owner would need to undertake a “full turnaround” to restore the brand’s health and profitability. The chain, which once prided itself on its sustainability credentials and Mediterranean-inspired menu, has struggled to compete in an increasingly crowded fast-casual dining market.

The talks come as Asda itself grapples with heavy debts and mounting competitive pressures. The supermarket, jointly owned by the Issa brothers and private equity firm TDR Capital, swung to a loss of nearly £600 million last year. Finance costs surged by 38 per cent, reflecting the burden of higher interest rates.

Asda’s market share has also been squeezed by discount rivals Aldi and Lidl, as well as renewed competition from Tesco, Sainsbury’s and Morrisons.

A successful buyback would allow Vincent to restore Leon’s founding mission of offering “food that tastes good and does you good” — a concept that once earned the chain cult status among health-conscious city professionals.

While neither Vincent nor Asda have commented publicly on the deal, sources suggest an agreement could be reached imminently, setting the stage for one of the most intriguing comeback stories in the UK restaurant sector.

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Leon co-founder set to reclaim the chain from Asda for a fraction of its 2021 sale price

The Bank of England is preparing for a finely poised vote on interest rates next Thursday, as policymakers weigh the benefits of lower inflation against the threat of weaker economic growth following upcoming tax rises.

Markets, which only weeks ago expected no change in rates until mid-2025, have now sharply shifted expectations. Investors are betting that the Monetary Policy Committee (MPC) — the Bank’s nine-member rate-setting panel — could vote narrowly in favour of a 0.25 percentage point cut, reducing the base rate to 3.75 per cent, the lowest level in nearly three years.

If approved, it would mark the Bank’s sixth cut since August 2024 and would mirror the US Federal Reserve’s recent decision to ease policy for the second consecutive meeting.

The possibility of an imminent rate reduction follows a run of softer economic data. Inflation, while still above target at 3.8 per cent, has remained below the Bank’s forecasts for three consecutive months. Services inflation — a key indicator of domestic pricing pressures — eased to 4.7 per cent in September, under the MPC’s 5 per cent forecast.

Food price growth has slowed to 4.5 per cent, while private sector wage growth has moderated to 4.4 per cent. Unemployment, meanwhile, has risen to a four-year high of 4.8 per cent, signalling slack in the labour market.

Yields on UK government bonds have fallen to their lowest levels this year as traders increasingly anticipate a rate cut before year-end. “Fears of entrenched inflationary pressures have given way to concerns about faster labour market cooling and overly restrictive monetary policy,” analysts at BNP Paribas noted.

Investment banks are split over whether the MPC will act this month or wait for clearer fiscal signals. Goldman Sachs and Nomura forecast a narrow vote in favour of a cut next Thursday, while Deutsche Bank believes the committee will err on the side of caution and hold rates steady.

Sanjay Raja, Deutsche Bank’s chief UK economist, said the MPC is “finely balanced” but may decide to delay action until after the chancellor’s budget. Rachel Reeves is expected to announce tax increases of up to £40 billion, a move analysts warn could dampen economic growth and strengthen the case for monetary easing later in the year.

Investec’s economists urged restraint, suggesting the MPC should “wait for another batch of inflation data” before acting. However, Goldman Sachs argued the Bank should move pre-emptively to offset the “contractionary impulse” expected from the forthcoming fiscal tightening.

Alongside next week’s rate decision, the Bank will release updated forecasts for growth, inflation, unemployment and productivity. These will be closely watched amid reports that the Office for Budget Responsibility plans to downgrade its own productivity outlook, potentially leaving a £20 billion hole in the chancellor’s fiscal plans.

Analysts at Pantheon Macroeconomics said that a significant income tax rise could “tip the [Bank] towards cutting in December and again in the spring” as the dual effects of higher taxes and slowing inflation take hold.

The finely balanced decision places the UK at a crossroads: whether to move in step with the US Federal Reserve’s easing cycle or to pause until the full impact of the budget becomes clear. Either way, next week’s vote will be one of the most closely watched in years — setting the tone for monetary policy well into 2025.

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Bank of England faces knife-edge decision on rate cut as inflation eases but growth risks mount