Business

Getting safe access sorted is one of those things that can make or break a construction job. Pick the wrong scaffolding provider and you’re looking at delays, safety risks, or equipment that doesn’t quite fit what you need.

Pick the right one and your project runs smoother, your crew works safer, and you’re not chasing hire companies halfway through the job.

The UK has plenty of scaffold hire options, but they don’t all work the same way. Some specialise in quick tower hire for residential work. Others focus on powered access for commercial builds. Then there are suppliers who sell scaffolding materials rather than renting them out. Knowing which type of service fits your project saves time and money.

Lakeside Hire – Budget-Friendly PASMA-Certified Towers

Lakeside Hire built their reputation on straightforward scaffold tower hire at competitive prices. They’re PASMA-certified, which means staff know scaffolding properly. Equipment arrives clean and safety-checked. Pricing is transparent—no hidden fees jumping out when you pay.

They focus on Boss aluminium towers, podium steps, and GRP towers for electrical work. It’s not the biggest equipment range in the UK, but that keeps costs down and delivery fast. Nationwide coverage means they’ll deliver across England, Wales, and Scotland.

For Lakeside Hire scaffold hire London, they claim they’re 69% cheaper than competitors. That’s their figure, not independently verified, but their prices do sit at the lower end compared to high-street hire shops.

Boss aluminium scaffold towers are Lakeside’s core offering. These are industry-standard mobile towers used across UK construction sites. Heights vary from around 2.5m up to 12m working height, covering most residential and light commercial work.

All equipment is pressure-washed before delivery. Inspection happens after every return. PASMA guidelines aren’t optional here—they’re standard procedure. Equipment complies with Work at Height Regulations 2005.

Free delivery applies to hires over three weeks. Shorter hires incur delivery charges, but costs are clear upfront.

If your project is straightforward access work and your priorities are cost and speed, Lakeside’s worth calling.

Nationwide Platforms – Powered Access Specialists

Nationwide Platforms operates at a different scale. They’re the UK’s largest powered access hire company with over 14,000 machines, 31 depots, and 600+ employees. If you need cherry pickers, boom lifts, scissor lifts, or telehandlers, they’ve got the fleet and the expertise.

They’re not just equipment rental—they’re one of the UK’s largest IPAF training providers. That means operator training, site surveys, safety assessments, and technical support. Commercial and industrial projects use them when access needs are complex or heights go beyond what mobile towers can handle.

Both self-drive and operated hire options are available. If your team holds IPAF cards, you hire equipment and operate it yourselves. If not, Nationwide provides trained operators.

If you’re managing a commercial build where access is complex and safety documentation matters, Nationwide’s service model fits.

Portable Space – Site Accommodation and Storage

Portable Space doesn’t hire scaffolding. They provide site accommodation, welfare units, and storage containers. We’re including them here because they support construction project efficiency, which is part of running safe, well-organised sites.

Established in 2002, Portable Space operates from Suffolk with a team of 60+ and their own fleet of 13 delivery vehicles. They hold triple ISO certification (9001 Quality, 14001 Environmental, 45001 Health & Safety), which reflects serious commitment to standards.

Managing Director Mark Dolman runs a company that focuses on customer service and quality installation. Their Trustpilot rating sits at 4.3/5 from 22 reviews.

Minimum hire period is 4 weeks for containers. Linking and stacking capabilities mean you can create multi-room setups. Delivery covers the whole UK, with hire services focused on England.

Their own delivery fleet means trained drivers and reliable turnaround. Professional levelling and setup services mean containers arrive properly installed, not just dumped in your drive.

They’re not a scaffold hire company, but if you need site support services that keep projects running smoothly and safely, they’re worth knowing about.

First Fence – Scaffolding Materials Supplier

First Fence supplies scaffolding materials—tubes, boards, fittings, ladders. They don’t hire equipment out. If you’re buying scaffolding components to build your own structures, they’re a major UK supplier. Established in 2010, they manufacture in-house and deliver nationwide (and internationally).

Their 24/7 sales line (01283 512 111) means you can order outside normal hours. Trade accounts are available. ISO certifications cover quality, environmental, business continuity, information security, and health & safety.

Next working day delivery is available. Five-day guaranteed delivery option provides cost-effective shipping. Trade accounts with credit terms suit businesses buying regularly.

If you’re hiring scaffolding for a few weeks, this isn’t the company to call. If you’re building scaffolding structures and need quality materials delivered reliably, they’re a major supplier.

Jewson – Builders Merchant with Scaffold Hire

Jewson is a familiar name across UK construction—national builders merchant with hundreds of branches. They stock building materials, tools, and hire equipment including scaffold towers. If you’re already using Jewson for timber, cement, or fixings, adding scaffold hire to the same order simplifies logistics.

One-week minimum hire suits short-term projects. That’s standard for most hire shops.

Multiple branch locations mean local pickup is often possible. Click & collect saves delivery charges if you have transport.

Next-day delivery works for advance bookings. Delivery times and coverage depend on your local branch.

Trade accounts with payment terms benefit contractors managing multiple projects. Jewson’s trade account system integrates tool hire with material purchases.

Material estimation calculators and trade advice resources help plan projects. If you’re buying materials and hiring equipment at the same place, estimating and ordering is simpler.

Choosing the Right Service for Your Project

The right scaffold hire service depends on what your project actually needs. Budget matters, obviously. But so does getting equipment that’s safe, arrives when promised, and suits the job properly.

Lakeside Hire offers strong value for straightforward tower hire with PASMA-certified guidance. Nationwide Platforms brings full commercial capability when your build needs powered access and technical support. Portable Space provides site accommodation that keeps projects running smoothly. First Fence supplies materials if you’re buying rather than hiring. Jewson suits those wanting local convenience and integrated supply.

Safety certifications aren’t optional extras—PASMA, IPAF, BS EN 12811-1, and Work at Height Regulations 2005 apply regardless of which company you choose. Get quotes from a couple of providers, confirm delivery times for your area, and ask questions if you’re unsure which equipment suits your job.

If you’re unsure which option suits your project, a quick conversation can save time and cost. Hiring the right equipment from the start makes the job safer and smoother.

Read more:
Best Scaffold Hire Services Supporting Safe and Efficient Construction Projects

Robert Kravitz does not speak about lending in theories. He speaks in outcomes. After decades of structuring, funding, restructuring, and closing deals with his own capital, his authority comes from repetition, discipline, and survival across market cycles.

Kravitz is the President and Managing Partner of NFRC Companies. He operates as a direct lender, capital stack manager, and deal strategist across commercial real estate, residential bridge lending, and business finance. His role is not advisory in name only. He controls capital, signs on stacks, and works through problems to resolution.

“Execution is the job,” Kravitz says. “Everything else is noise.”

A Banking Lineage That Shaped a Long View

Kravitz’s authority is rooted in history. His grandfather, Morris Levin, was a founding partner of Eastern Savings Bank, one of the earliest large commercial bank conduits in the U.S. The bank operated from the 1960s through 2007 and became SBA-guaranteed in the 1980s.

That background set expectations early.

“When you lend your own capital, accountability is different,” Kravitz says. “You learn quickly what works and what doesn’t.”

His family has been agency-sponsored correspondent lenders since the early 1980s. Lending was never abstract. It was operational, long-term, and tied directly to performance.

Early Career: Learning the Full Capital Stack

Kravitz grew up in Pennsylvania, later living in New York City before settling in Florida. He graduated from the University of Delaware and entered finance with a focus on real estate-backed lending.

He later helped found and manage Commercial Loan Capital, where the firm closed more than 2,800 real estate collateral-based loans. These ranged from first-position commercial debt to preferred equity, mezzanine financing, and construction loans.

“You don’t master this business by doing one product,” he says. “You master it by understanding how every layer works together.”

That experience gave Kravitz full exposure to underwriting, structuring, asset management, and exits across thousands of transactions.

Building NFRC and Controlling the Deal

Since 1998, Kravitz has personally closed more than 3,200 residential, commercial, and business loans using private capital. Through NFRC Companies and its affiliated entities, he manages capital deployment across senior debt, preferred equity, and mezzanine structures.

NFRC focuses primarily on financing for commercial real estate between $1M and $ 100 M. The firm also operates heavily in residential and commercial bridge lending.

“All in, our direct partnership groups manage about $2.7 billion,” Kravitz says. “In addition, I oversee and assist with more than $11 billion across aligned capital stacks where we’re signatories.”

Kravitz also owns 100% of NFRC and its related entities, including NFRC Capital Resources and NFRC Commercial Workout & Advisory. That ownership structure gives him control across the full lifecycle of a deal.

“Control matters,” he says. “It’s how you move decisively when conditions change.”

Authority Earned in Distressed Situations

One of Kravitz’s defining strengths is his work in distressed and non-performing situations. Since 2008, NFRC has operated an internal workout and advisory group that handles problem loans, restructures capital, and resolves complex ownership disputes.

“Anyone can fund clean deals,” he says. “The real test is what you do when things break.”

Kravitz has repeatedly stepped into failed transactions, mediating investors, buying out partners, selling assets, or refinancing deals out of distress.

“We consistently take broken situations and turn them into workable outcomes,” he says. “That’s where experience shows.”

This work spans multiple downturns and market shifts, giving him a practical understanding of risk that cannot be learned in stable periods.

Beyond Lending: Ownership and Advisory Work

Kravitz’s authority also comes from operating on multiple sides of transactions. He owns Atlantic Commercial Properties and Atlantic M&A Advisory, representing buyers and sellers of businesses with or without real estate.

These firms handle sourcing, valuation, negotiations, and exits. In many cases, Kravitz and his partners also finance or invest directly in the transactions.

“When you’ve been the lender, the owner, and the seller, you see deals clearly,” he says.

That visibility allows him to structure transactions with fewer surprises and faster execution.

Systems, Discipline, and Daily Control

Kravitz runs his operations with structure and documentation. He relies on assistants, detailed journals, and proprietary CRM systems to track deals, counterparties, and timelines.

“You don’t manage scale without systems,” he says. “Precision is non-negotiable.”

He also emphasizes continuous learning.

“You push through intelligently,” he says. “And you get better every day.”

A Definition of Mastery

Outside of work, Kravitz enjoys baseball, travel, sports, and stand-up comedy. But professionally, his focus remains narrow and consistent.

“Closing deals and fixing problems changes lives,” he says. “That’s the work.”

After decades in lending, Robert Kravitz operates with the confidence of someone who has seen every version of a deal. His authority is not claimed. It is earned through capital at risk, outcomes delivered, and control maintained across cycles.

Read more:
Robert Kravitz: Mastering Capital Through Experience and Control

Gianluca Cerri MD is an emergency medicine physician whose career has been shaped by high-pressure decision making, operational discipline, and long-term thinking.

Born in Milan, Italy, he built his medical training in the United States, where he developed a reputation for calm leadership in complex clinical environments.

He completed medical school at Louisiana State University from 1993 to 1997, followed by internal medicine residency from 1997 to 2000. In 2000, he served as Chief Resident in internal medicine at LSU, an early leadership role that sharpened his focus on systems, communication, and accountability. From 2005 to 2008, he completed his emergency medicine residency at the University of Massachusetts.

Over more than two decades, Cerri has worked as an Emergency Medicine Physician, AEMS Director, Flight Physician, Expert Medical Witness, and Clinical Assistant Professor of Internal Medicine. He is especially known for his work in rural emergency departments, where limited resources demand strong systems and clear execution.

Cerri approaches medicine the way an operator approaches business. He prioritises preparation over reaction, structure over improvisation, and consistency over visibility. His leadership style is grounded in repeatable processes that protect patients and teams under pressure.

Outside clinical care, he maintains a strong interest in fitness, endurance training, and the practical use of technology to reduce friction in healthcare systems. His work reflects a belief that good leadership is quiet, predictable, and focused on outcomes rather than attention.

An Interview with Gianluca Cerri MD

Q: How would you describe your career path in emergency medicine?

I’d describe it as deliberate. I trained first in internal medicine because I wanted depth. Then I moved into emergency medicine because I wanted breadth. Emergency departments force you to see the whole system at once. That suited me.

Q: What did your early training teach you about leadership?

Serving as Chief Resident in 2000 changed how I think. I learned that most failures are operational, not personal. If schedules, roles, or communication are unclear, even strong people struggle. That lesson stayed with me.

Q: Why did you choose to work in rural emergency departments?

Because that’s where systems matter most. In rural settings, there is less backup and fewer specialists. You have to rely on preparation and teamwork. You can’t hide behind volume or layers of support.

Q: How does that environment shape your decision making?

It forces clarity. When resources are limited, you strip decisions down to what matters. You prioritise safety, speed, and communication. Every extra step has a cost.

Q: You’ve spoken about systems often. Why are they so important?

Because stress exposes weak systems. In emergency medicine, you don’t rise to the moment. You fall to your level of preparation. Good systems allow teams to function even when things go wrong.

Q: How do you approach innovation in healthcare?

Quietly. I don’t chase trends. I test small changes. One protocol. One workflow. One shift. If it saves time or reduces errors, I keep it. If not, I remove it.

Q: Addiction care has been a focus in your work. Why?

Because emergency rooms are often the only access point. If someone survives an overdose and leaves without a plan, the system failed them. Early intervention matters.

Q: How do you measure success in your work?

Outcomes first. Then team stability. Then patient feedback. If people return because they trust the care, that tells me more than any metric alone.

Q: How has your leadership style evolved?

I speak less. I listen more. Early in my career, I focused on being right. Now I focus on being clear. Calm leadership reduces errors.

Q: What keeps you learning after so many years?

Medicine changes. Pressure doesn’t. I stay curious about systems, technology, and human behaviour. Anything that removes friction is worth studying.

Q: What defines good leadership in your field?

Predictability. When things go wrong, your team should know how you will respond. That stability creates trust.

Read more:
Gianluca Cerri MD on Leadership Built in Emergency Medicine

BGF has reported a strong year of investment and exit activity in 2025, underpinned by landmark portfolio realisations, robust trading performance and continued backing for founders across the UK and Ireland.

The growth capital investor returned more than £600 million during the year, delivering a money multiple of over 2x, and paid a £75 million dividend to shareholders. The performance was driven by a series of high-profile exits, led by the sale of OrganOx, which generated BGF’s largest-ever return.

BGF had supported OrganOx (pictured) with six follow-on investments, and the exit valued the business at $1.5 billion, delivering £175 million of proceeds. The transaction is one of the largest medtech exits on record in the UK. Additional exits during the year included green technology specialist Monodraught and uPVC sash window manufacturer Victorian Sliders, both of which delivered substantial returns.

Portfolio performance remained strong throughout the year. Companies within BGF’s Growth portfolio increased revenues by more than 10 per cent on average, while EBITDA growth exceeded 20 per cent, reflecting resilient trading conditions and operational progress despite a challenging macroeconomic backdrop.

Investment activity was also robust. BGF deployed £416 million in 2025, comprising 23 new growth investments, five early-stage investments and 45 follow-on rounds. This equated to £280 million into new growth deals, £25 million into early-stage businesses and £111 million in follow-on capital.

Notable new investments included £15 million into Nottingham-based Cronofy to support product development and international expansion; a £30 million investment in London-based TMT ID to accelerate US growth and enhance its mobile identity and fraud prevention technology; and £15 million backing Scottish housebuilder Cruden to support sustainable housing delivery and regional expansion.

Deal activity in 2025 also coincided with a major strategic milestone for BGF, which announced a £3 billion commitment to invest in UK businesses over the next five years. The pledge represents a step up from the £2.3 billion invested between 2020 and 2024 and includes at least £300 million earmarked for female-powered businesses, reinforcing BGF’s focus on inclusive growth and widening access to capital.

The firm strengthened its leadership and advisory capabilities during the year through a series of senior appointments. Anita Dougall joined the board as a non-executive director, bringing entrepreneurial and data-led growth expertise. Tracy Bownes was appointed head of value creation to deepen operational support for portfolio companies, while Tom Pearson joined as head of data and AI. Indro Mukerjee also joined BGF’s Deep Tech & Climate Advisory Board, adding specialist insight into innovation-led growth.

Andy Gregory, chief executive of BGF, said the results reflected the strength of the firm’s regional model and its long-term approach to growth capital.

“2025 was a strong year for BGF, with landmark exits and continued support for founders across the UK and Ireland,” he said. “Our performance reflects our ability to deploy flexible capital at scale while providing hands-on support to help businesses grow, create jobs and contribute to long-term economic growth.”

Since its launch in 2011, BGF-backed companies have delivered £7.1 billion in revenue growth, £1 billion in export growth and created more than 27,000 jobs, highlighting the impact of patient capital on the real economy.

BGF’s social impact arm also expanded its activity in 2025. The BGF Foundation announced its largest-ever funding commitment, with £820,000 allocated to new multi-year partnerships, follow-on funding and staff grants. The foundation worked with more than 30 UK charities during the year, providing unrestricted funding, strategic advice and pro bono support, while employee-led volunteering time has increased by more than 60 per cent over the past three years.

Looking ahead, 2026 will mark BGF’s 15th anniversary. To coincide with the milestone, the firm plans to launch a “Celebration of Entrepreneurship”, showcasing the achievements of BGF-backed founders and the role long-term growth capital has played in scaling businesses across the UK and Ireland.

Read more:
BGF posts strong deal flow and landmark exits in 2025, returning £600m to investors

One in three graduates who are out of work and claiming benefits say poor health is preventing them from finding employment, as new analysis highlights mounting concern over the value of some university degrees and the UK’s approach to skills training.

Research by the Centre for Social Justice (CSJ) shows that 707,000 graduates are now claiming benefits, a 46 per cent increase since 2019. Of those, around 240,000 cited health problems as the main reason they were unable to work in 2025, up from 117,000 before the pandemic.

The findings come against a backdrop of rising economic inactivity among young people. Government data indicates there are almost 950,000 people not in education, employment or training (Neets), with the CSJ reporting that 80 per cent of benefit-claiming graduates under the age of 30 point to health-related issues.

The picture is particularly stark among 16- to 24-year-olds who are out of work. Only 34 per cent hold qualifications at A level or above, while around 30 per cent have GCSE-level qualifications and 36 per cent have qualifications below GCSE or of unknown level.

The analysis has intensified scrutiny of degrees with low earning potential. According to the CSJ, some performing arts graduates from institutions including the Conservatoire for Dance and Drama and University of Wales Trinity Saint David earned less than £20,000 five years after graduating. Psychology graduates from University of Suffolk and the University of Bolton earned under £21,000 over the same period.

In a report published in December, the CSJ urged ministers to “stop churning out graduates and start training workers”, arguing that vocational routes offer stronger outcomes for many young people.

Its analysis found that higher-level apprenticeships consistently outperform degrees in earnings terms. While the lowest-paid quarter of graduates earned £24,800 five years after finishing university, those completing level 2 apprenticeships earned £24,810, rising to £28,260 for level 3 apprenticeships. Higher-level apprenticeships, including roles such as accounting technicians, child therapists and network engineers, delivered average earnings of £37,300.

Similar conclusions have been reached by the Resolution Foundation, which found that the graduate wage premium has steadily eroded. Two decades ago, graduates earned around 2.5 times the minimum wage; by 2023 that figure had fallen to 1.6 times.

The CSJ also highlighted the UK’s heavy reliance on university routes compared with European peers. For every three young people entering university in Britain, only one pursues vocational training. In the Netherlands the ratio is two-to-one, while in Germany it is one-to-one.

The findings place renewed pressure on Keir Starmer, who said last year that the UK’s benefits system was “broken” and that reform was a “moral imperative”. The government initially aimed to save £5 billion by tightening eligibility for Personal Independence Payment (PIP) and other health-related benefits, but those plans were delayed after opposition from Labour backbenchers.

The number of people claiming PIP continues to rise, with around 3.9 million recipients in October 2024, 200,000 more than at the start of the year. The Department for Work and Pensions forecasts that 8.7 million people will be claiming disability-related benefits by the start of the next decade, up from just under 7 million today.

Former Labour cabinet minister Alan Milburn, who is leading a government-commissioned review into youth inactivity, warned last week of a “lost generation” of almost one million people aged 16 to 24 who are neither working nor studying. He argued that successive governments had prioritised policies benefiting older generations, leaving Britain facing a “moral, social and economic crisis”.

A government spokesperson said ministers were determined to support young people into work, pointing to a new jobs guarantee and £1.5 billion of investment in apprenticeships and training.

“We’re helping young people who are out of work into paid placements, with employers such as E.ON, JD Sports, Tesco and TUI already pledged,” the spokesperson said. “We’ve also commissioned Alan Milburn to get to the root of what’s holding young people back, because this issue demands urgent action.”

The CSJ argues that without a decisive shift away from low-value degrees and towards vocational and technical training, the number of graduates unable to find work, and reliant on benefits, will continue to rise.

Read more:
One in three graduates on benefits say poor health prevents them from working

Jaguar is reportedly exploring a potential U-turn on its commitment to become an all-electric car brand, amid concerns over EV demand and lingering backlash to its controversial rebrand.

According to sources cited by the Sunday Times, Jaguar has instructed engineers in the UK to explore the development of a petrol-electric hybrid powertrain that could be offered alongside its forthcoming electric models. The move would represent a significant shift from the company’s stated ambition to sell only battery-electric cars.

The project is said to focus on a so-called range-extender electric vehicle (REEV), a configuration in which a small petrol engine acts solely as a generator to recharge the battery, rather than driving the wheels directly. Advocates say the technology can alleviate “range anxiety” by offering long total driving distances without relying entirely on charging infrastructure.

The reported initiative comes after a turbulent period for the marque, which has faced public criticism over its electric-only reboot and high-profile rebrand, alongside a cyberattack last August and a reshuffle at senior management level.

Late last year Jaguar Land Rover appointed PB Balaji as chief executive, parachuting him in from parent company Tata Motors to oversee Jaguar’s strategic redirection.

Jaguar’s first model under the reboot, a £120,000 to £140,000 electric grand tourer, is due to be unveiled this summer and has recently completed extreme cold-weather testing near the Arctic Circle. When asked last month whether Jaguar might reconsider its EV-only plans, managing director Rawdon Glover insisted the company remained “100 per cent committed to a pure-electric future”.

A spokesperson for Jaguar reiterated that position, saying: “Our plans to reinvent Jaguar as an electric-only automotive brand are unchanged.”

Range-extender vehicles have gained traction in China, where brands such as Leapmotor offer models with ranges exceeding 600 miles. While REEVs account for only a small share of new electrified vehicle sales, analysts expect the technology to grow in United States as a transitional step towards full electrification.

In Europe, however, the concept has largely been overlooked since early experiments such as the Vauxhall Ampera, launched in the UK in 2012 under the General Motors umbrella. Despite winning European Car of the Year, the Ampera was discontinued in 2015 after weak sales.

Under current UK rules, REEVs, along with hybrids, can continue to be sold for five years beyond the 2030 ban on new petrol and diesel cars, potentially giving manufacturers greater flexibility as the transition to electric accelerates.

If Jaguar were to offer a range-extender option, it could provide significantly longer real-world range than the roughly 400 miles expected from its upcoming electric GT, while maintaining an electric-first driving experience.

Jaguar declined to comment on reports of hybrid development, reiterating that its electric-only strategy remains intact. However, the speculation highlights the growing pressure on premium carmakers as EV demand softens in key markets and consumers weigh practicality against ambition in the shift to electric mobility.

Read more:
Could Jaguar U-turn on its all-electric future after EV rebrand backlash?

Synthesia has raised $200 million (£146 million) in fresh funding in a round led by Google Ventures, pushing the London-based company’s valuation to $4 billion and cementing its position as one of the UK’s most valuable artificial intelligence businesses.

The investment marks a sharp step up from Synthesia’s previous £146 million Series D round in January 2025, which valued the company at $2.1 billion, highlighting the speed at which the business has scaled amid the global AI boom.

The latest round also attracted backing from Evantic, founded by former Sequoia partner Matt Miller, and Hedosophia, alongside participation from existing investors including NVentures, Accel, Kleiner Perkins, New Enterprise Associates, PSP Growth, Air Street Capital and MMC Ventures.

As part of the transaction, Synthesia will also facilitate an employee secondary share sale in partnership with NASDAQ, priced at the new $4 billion valuation.

The company said the capital will be used to “build a category-defining company that will transform how employees learn”, with a focus on enterprise learning and development, internal knowledge sharing, product marketing and sales enablement, powered by increasingly autonomous AI agents.

Founded in London, Synthesia enables businesses to create studio-quality video content using AI-generated avatars, eliminating the need for cameras, actors or production studios. The platform is now used by more than 90 per cent of Fortune 100 companies to streamline corporate communications, training and marketing.

The business has seen rapid growth through 2025, with annual recurring revenue surpassing $100 million. Co-founder and chief executive Victor Riparbelli recently revealed that the company generated $2 million in ARR in a single day.

Synthesia became a unicorn in 2023 and has since accelerated its international expansion, targeting markets including Japan, Australia, Europe and North America. It now employs more than 500 people across offices in London, New York, Copenhagen, Amsterdam, Zurich and Munich, with a significant proportion of its revenue coming from the United States.

In July, the company opened a new 20,000-square-foot headquarters in London, attended by Sadiq Khan and business secretary Peter Kyle.

Riparbelli said the funding would allow Synthesia to scale its long-term vision. “Synthesia was founded on two core beliefs: that AI will bring the cost of content creation down to zero, and that AI video provides a more engaging way for organisations to communicate and learn,” he said.

“We’re seeing a convergence of two major shifts — more capable AI agents and a market where upskilling and internal knowledge sharing are now board-level priorities. We intend to build the defining company at that intersection.”

The chancellor, Rachel Reeves, hailed the raise as a sign of the UK’s growing strength in AI. “Synthesia is a UK success story, creating new jobs and opportunities,” she said. “By backing innovators to start, scale and stay in Britain, we can turn the promise of AI into better-paid jobs and long-term economic growth.”

The funding underlines strong investor appetite for enterprise-focused AI platforms and places Synthesia at the forefront of the next wave of workplace automation and digital learning.

Read more:
Synthesia raises $200m at $4bn valuation in Google Ventures-led round

Gold surged past $5,000 an ounce for the first time on Monday as investors piled into safe-haven assets amid a weakening dollar, renewed currency market volatility and escalating geopolitical tensions.

The price of the precious metal climbed 1.7 per cent to $5,075.97 an ounce, extending a rally that has gathered pace this year as markets grapple with political uncertainty and shifting global power dynamics. Silver also surged, jumping 5 per cent to a fresh record high of $107.99 an ounce.

Demand for gold has been underpinned by its traditional role as a store of value during periods of economic, political and military instability. The rally has been reinforced by a softer US dollar, which makes gold and silver cheaper for buyers using other currencies.

Currency markets were on edge after sharp moves in the Japanese yen reignited speculation of a joint intervention by the United States and Japan to stabilise the currency. The yen strengthened more than 1 per cent to 153.99 per dollar, rebounding after violent swings late last week that marked its sharpest moves in years.

The prospect of coordinated action would be the first US–Japan intervention in 15 years. Japan’s prime minister Sanae Takaichi has said the government would take “necessary steps” to counter speculative currency moves ahead of the February 8 snap election.

“The possibility of coordination means shorting the yen is no longer a one-way bet,” said Prashant Newnaha, a strategist at TD Securities.

The dollar weakened against a basket of major currencies, including sterling, which was trading at $1.3665. The currency moves added pressure to equity markets, with Japan’s Nikkei 225 falling 1.7 per cent.

Geopolitical concerns also weighed heavily on investor sentiment. Markets were unsettled after a turbulent week in which unease over Washington’s stance on Greenland briefly rattled confidence, while fresh US sanctions targeting Iran revived fears of a wider conflict in the Middle East.

Those tensions pushed oil prices higher, adding to inflationary concerns and bolstering demand for precious metals. Brent crude rose 0.5 per cent to $65.43 a barrel, following a 3 per cent jump on Friday.

While President Donald Trump offered temporary market relief by easing some tariff threats, the US has simultaneously tightened restrictions on Iranian oil shipments, reinforcing concerns over global energy supply and regional stability.

Investors are now turning their attention to the upcoming policy meeting of the Federal Reserve. Interest rates are widely expected to remain unchanged, but the meeting is overshadowed by a criminal investigation involving Fed chair Jerome Powell, whose term is due to end in May.

With currency volatility, geopolitical risk and political uncertainty converging, analysts say the surge in gold reflects a broader flight to safety — and signals just how fragile market confidence has become.

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Gold breaks $5,000 an ounce for first time as investors flee to safety