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Mind of a Champion: How Poker Teaches You to Handle Risk Like a Pro (and Why Most of Us Suck at It)
Business

Mind of a Champion: How Poker Teaches You to Handle Risk Like a Pro (and Why Most of Us Suck at It)

by July 30, 2025

Risk management. Sounds boring, right?

Sounds like a thing some consultant in a navy suit says over a PowerPoint full of pie charts. But here’s a little secret they don’t tell you in business school: the people who really understand risk — they’re not always in corner offices. Sometimes, they’re in hoodies, staring at stacks of chips, quietly folding a hand you’d sell your soul to play.

Poker, at its core, isn’t about cards. It’s about risk. Pressure. Chaos disguised as chance. And the best players? They don’t just survive it — they dance in it.

You want to build a company? Trade stocks? Take creative risks without losing your mind (or your house)? Watch a poker table. Listen, really. Because what they’re doing — balancing emotion and logic, long-term thinking and instinct — is the game, much like Wild Clusters.

In Poker and Business, You’re Playing with Incomplete Information

Let’s start here. In poker, you never see all the cards. You don’t know what the other guy has. You work with what you know — pot odds, your hand, betting patterns — and fill in the gaps with experience, intuition, probability.

Sound familiar?

Try launching a product in a market you don’t fully understand. Try hiring someone who seems like a fit. Try setting prices when inflation’s a moving target. That’s poker. That’s business.

And here’s the truth most people avoid: you’re not supposed to be certain. You’re supposed to get good at acting without certainty.

Professionals don’t obsess over being right. They focus on making the least wrong decision with the data they’ve got — again and again and again.

The Best Folds You’ll Ever Make Won’t Be Glamorous

Want to see someone brilliant? Watch a player fold pocket queens pre-flop because the situation stinks.

That’s hard. That’s painful. And it’s exactly what founders, execs, and dreamers fail at all the time. We fall in love with our hands — the sunk cost, the product we already poured $50K into, the “vision.”

But sometimes? You fold. You cut your losses. You move on.

The most valuable decisions in your career might be the ones no one sees. The opportunity you turned down. The hire you didn’t make. The meeting you canceled. Those decisions don’t trend on LinkedIn — but they keep your bankroll alive.

Variance Is Not Failure

Another poker concept we don’t talk enough about: variance.

You play great. You lose. You play terribly. You win. That’s variance — the randomness baked into any short-term result. Sound familiar to anyone who’s ever tried to run ads, grow an audience, or pitch investors?

Here’s the mistake people make: they treat outcomes like indicators of competence. They win and assume they’re smart. They lose and spiral into doubt.

Poker players know better. A good play is still a good play, even if it doesn’t work this time. They separate decision quality from result. It’s what keeps them sane. And if you’re trying to build something — a brand, a life, a legacy — you need that skill more than you need confidence.

Risk Is a Currency. Champions Spend It Differently.

Here’s where things get really interesting.

Most people treat risk like poison — to be avoided. Poker pros treat it like a currency. Something to be invested, spent, sometimes even lost — strategically.

They know the difference between a stupid risk and a calculated one. And more importantly? They know when to pull the trigger.

In business, we love the idea of “risk-takers.” But what we should really love is risk managers. The people who go all-in at the right time — and fold when the edge isn’t there. The ones who don’t mistake chaos for courage.

Because risk isn’t something you eliminate. It’s something you learn to ride.

You Can’t Outsource Your Nerve

And this… this is the hardest part to teach.

You can hire a strategist. You can run simulations. You can even hedge with insurance. But when everything’s on the line — when it’s your money, your name, your skin — you can’t outsource nerve.

Poker forces you to live in that space. The moment between decision and outcome. The breath you take before calling someone’s all-in with your tournament life at stake.

That muscle? It gets stronger. The more you expose yourself to meaningful, manageable risk — the more you realize: fear doesn’t mean stop. It means pay attention.

Lessons from the Table (That Hit Harder Than Most MBA Programs)

You’re never owed a win. Poker teaches brutal fairness. So does life. You can do everything right and still get kicked. All that means is you’re playing a real game.
Information is power — but not always accessible. Act anyway.
Losing is feedback, not identity. Most of us avoid risk not because it’s dangerous — but because we confuse loss with shame.
The long game always wins. Good players don’t care about one hand. They’re building a record. So should you.

No neat ending here. No tidy conclusion.

Just this:

If you want to understand risk — not fear it, not worship it, but understand it — stop reading self-help blogs. Watch someone play poker well. Watch them fold a monster hand, bluff on nothing, take a breath and start again.

You’ll learn more about business, decision-making, and how to stay alive under pressure in five minutes at the felt than in fifty hours of “thought leadership.”

Because the truth is, we’re all playing something. Cards, markets, relationships, reputation.

The winners? They’re not always the loudest. But they’re always the ones who know when to hold… and when to fold.

Read more:
Mind of a Champion: How Poker Teaches You to Handle Risk Like a Pro (and Why Most of Us Suck at It)

July 30, 2025
Premier League 2025/26 Title Race: Who’s Actually in the Running?
Business

Premier League 2025/26 Title Race: Who’s Actually in the Running?

by July 30, 2025

Alright, so here’s the thing — even if you don’t watch Premier League every weekend, this season’s title race is worth paying attention to. Especially if you’re into systems, strategy, or watching people push limits under pressure.

Because what’s happening right now isn’t just sports — it’s basically a live case study in optimization, resilience, and failure points.

You’ve got Liverpool, Manchester City, and Arsenal all neck and neck. No one’s pulling away. And that makes every tiny detail matter. One bad sub, one mistimed rotation, one too many games in ten days — it adds up fast. Think of it like server uptime or code breaking under load: everything works until it doesn’t. And just like fans track their favorites with live stats, you can follow the fun with Avia Masters.

Let’s break it down.

1. Momentum is everything

Arsenal’s got a rocky launch schedule, but if they come out clean, they’ll be flying by winter. City tend to start slow but hit their groove in the final third. And Liverpool? They’re hot out the gate — but the grind of late-season European fixtures has caught them before. This isn’t just about who’s hot today. It’s who can stay warm in April when the legs are heavy and the league table gets real.

2. Injuries could be the wild card

This title might come down to one guy’s hamstring. No joke. You lose your top playmaker in February — that’s a six-point swing right there. City are built for injuries. Liverpool, not so much. Arsenal? Somewhere in between. If you’re betting — or even just scoreboard watching — keep your eye on the physio reports more than the headlines.

3. Fixture congestion’s a killer

Champions League. FA Cup. That random Tuesday trip to Burnley. It adds up. City skip the Club World Cup, which is lowkey a massive bonus. Liverpool might need to rest guys midweek, and if Arsenal go deep in Europe, they’ll have to gamble on squad rotation. This stuff doesn’t show up on your favorite highlight reel, but it decides titles.

4. January is more than a transfer window — it’s a pivot point

Smart clubs use January to fix what’s broken or double down on what’s working. Watch who adds depth (a fresh striker, an extra fullback). But also? Watch who doesn’t — that silence can be louder. Last year, City signed a bench midfielder who ended up starting six crucial games. That’s what wins titles — not the press conference, but the guy you trust to come off the bench in April and not screw it up.

5. Mindset wins the last ten games

Form? Sure, it matters. But mindset is what keeps you from blowing a 2-1 lead in the 89th minute on a rainy Sunday in Wolverhampton. Arsenal’s working on that. Liverpool’s done it. City’s basically programmed to never blink. That cold-blooded calm under pressure? That’s title-winning stuff.

Liverpool: The System That’s Starting to Feel Predictable

Liverpool are still the team to beat. They’re the defending champs, and they’ve got that continuity most clubs dream about. Salah, Van Dijk, Alisson — those guys are still delivering. They don’t just play together — they flow. But here’s the catch: everyone knows exactly how they flow now.

Last season, they were clean, efficient, and stayed healthy. But ask any engineer — a system that doesn’t evolve? Sooner or later, it breaks under pressure. And that’s the risk. They’re running the same patterns with less surprise. If you’re scouting them with any kind of data model, you’ll see it: full-backs pushing up the same way, midfield recycling possession the same way. They’re optimized — but maybe too optimized.

And with European nights clogging up their calendar again, it’s going to be about depth. Can their second-string keep things steady when it gets messy in February and March? If not, cracks start forming. That’s the game. Not the highlight reel stuff — the grind in between.

Manchester City: The Quiet Code That Always Runs

City are still… City. You know that feeling when an app runs flawlessly in the background for months and you almost forget it’s doing heavy lifting? That’s Pep’s squad this season.

No big splashy signings. De Bruyne’s gone, which, yeah, hurts — but somehow they’re still humming. It’s the system. Always has been. They rotate smarter than anyone, their possession game is still surgical, and they don’t panic when they’re behind.

The wild part? They’re skipping the Club World Cup, which means less jet lag, less fixture chaos, more time to recover and prep. If you’re thinking long-term strategy, that’s a hidden advantage. Fewer variables to juggle.

Their odds are still tight — around 9/4 in most books — and that’s not by accident. If they stay healthy and catch rhythm by mid-January, they’ll be in full sprint mode by April. City are the kind of team that doesn’t win the race in September… but they’ll lap you in spring if you blink.

Arsenal: Trying to Turn Chaos Into Control

Let’s be real — Arsenal fans are tired of being the almost team. For three seasons now, they’ve been right there, just off the pace. And this season? They’re going for it. You can feel it in the way they’ve been building — smarter, tougher, less flashy.

But their start is brutal. First six games include United, Forest, City, Newcastle, and Liverpool. That’s like opening your app for the first time and getting five error codes before the dashboard even loads. If they survive that stretch with points, momentum becomes their best weapon.

In the past, they’d blow leads or lose shape under pressure. This time around, they’re grinding out finishes. Sub patterns are tighter. Defenders are more focused. That stuff doesn’t show up in top-line stats, but if you track expected goals after the 75th minute? It’s night and day from last season.

They’re listed close to City in the odds for a reason. The data likes them. But it’s still a mental game for Arsenal. They’ve got the tools — now they have to stay locked in and stop blinking in the big moments.

Read more:
Premier League 2025/26 Title Race: Who’s Actually in the Running?

July 30, 2025
How Unified GCC Visa Could Boost Business and Leisure Travel?
Business

How Unified GCC Visa Could Boost Business and Leisure Travel?

by July 30, 2025

Between them, the six countries of the Gulf Cooperation Council – namely Bahrain, Kuwait, Oman, Qatar, Saudi Arabia and the UAE – are the main hub of business and tourism in the Middle East region.

Yet, despite their close ties and geographical proximity, each has maintained separate visa systems for travellers up till now.

That is set to change, though, with the imminent launch of the Unified GCC visa in December 2024. This legislation will simplify entry to all of these countries through one officially recognised permit.

According to some experts, this measure is expected to attract an estimated 129 million visitors to the region by 2030. Many of whom will be coming specifically for the purposes of ‘bleisure’, i.e., business and leisure.

Faced with this prospect, there is genuine excitement amongst the council’s hierarchy that the region’s economy will boost by as much as $188 billion.

So, join us as we explore the potential the Unified GCC Tourist Visa has for enhancing tourism and increasing trade in the region. And, ultimately, what it could mean for the GCC member countries in the years ahead.

Who are the Gulf Cooperation Council?

The Gulf Corporation Council (GCC) are an economic, political, intergovernmental and regional union that was established in Abu Dhabi, in the UAE, in 1981.

It is headquartered in Riyadh, Saudi Arabia and is made up of the six aforementioned countries.

The primary purpose of this alliance is to strengthen the relations among its members and promote cross-country cooperation on issues related to their Arabic and Islamic cultures.

The presidency of the council rotates on an annual basis, with each country getting a turn.

What is the Unified GCC Visa?

Officially known as the GCC Grand Tours Visa, the Unified GCC Visa is a single permit that enables nationals of these six countries to freely travel within each one.

It shares similarities with the European Union’s Schengen Visa system and is expected to allow eligible citizens up to 30 days of travel once the scheme is launched.

What is the aim of the Unified GCC Visa?

The GCC Tourist Visa is seen as a critical success factor in helping the council meet its 2030 tourism plan.

This strategy is designed to catapult its members to into the top echelon of regional and international tourism destinations.

Just by making it easier for people to travel to and stay longer in this part of the Gulf State, it hopes to increase the sector’s contribution to its GDP.

It aims to do this primarily by improving hotel occupancy rates. (As of December 2022, the GCC had 10,649 hotels and 674,832 rooms).

However, a number of present and future infrastructure projects will supplement the launch of the visit visa for GCC residents scheme.

They include major upgrades and investments in all existing airport and cruise terminals in each of the six countries. Most notably in Dubai, where the airport will be moved 35 km southwest to accommodate a US$35 billion transformation that will see it become the world’s largest airport.

It also includes the construction of the Gulf Railway, which will eventually connect all six of the countries via a convenient rail network.

How Attractive is The GCC as a Tourist Region?

In 2023, around 40 million tourists visited each of the GCC’s six member countries. By 2030, this number is expected to swell to 129 million.

To do this, a concerted marketing effort will need to take place between them, which will need to make citizens aware of the opportunities for travel the visit visa for GCC residents will provide them with.

In addition, it will need to promote some of the main tourist sites in the region to trigger people’s desire to visit them.

At present, the GCC has 837 official tourist sites across the region, with the UAE possessing over half of them.

Subsequently, Bahrain, Oman, and Kuwait will have to promote attractions like Manama City, Sultan Qaboos Grand Mosque, and Al Mubarakiya, respectively, and quite prominently, to raise them to the consciousness of their new target market.

How Can the Unified Visa Boost Business?

The successful hosting of the 2022 FIFA World Cup in Qatar and the annual Dubai Expo have drawn global attention to the Gulf’s capabilities to hold major events. So, it is fair to assume that more tournaments, conferences, exhibitions and conventions might happen in the future.

One of the most significant advantages, then, of a unified GCC visa for the business community, is that it would be easier for attendees to travel between events in the different member countries. This, in turn, would more likely encourage their attendance and participation at them.

Additionally, a unified visa could encourage cross-border business opportunities SMEs wouldn’t ordinarily easily have, which could significantly boost trade and investment across the Gulf.

Read more:
How Unified GCC Visa Could Boost Business and Leisure Travel?

July 30, 2025
Tips for Managing Your Gambling Budget
Business

Tips for Managing Your Gambling Budget

by July 30, 2025

Gambling online can be fun and fast. But without a clear budget, it can also lead to stress. Smart players know that money management is just as important as strategy or luck.

A good budget keeps things under control. It protects you from chasing losses and helps you enjoy the game. Below are simple, tested ways to manage your gambling budget and play responsibly.

Choose the Right Platforms

One key to managing your money is playing only in a safe online casino. Not all sites are equal. Some trick users with poor odds, unfair rules, or slow payouts. Look for verified licenses, clear rules, and user-friendly terms. The site should have fast withdrawal options and fair limits. A good example of such a site is platform Avia Master, which provides a fast software process and a reliable system. It is known for offering honest terms, easy navigation, and smooth sessions. Avia Master is a game where you can place your bet and watch the payout curve grow in real time. The idea is to cash out before the curve crashes. The longer you wait, the bigger the potential win – but also the risk. It’s thrilling and quick, but only fun if you know when to stop. That’s why budget control is so important. On the Avia Master platform, users get helpful tools to manage their play. This makes it an ideal choice for people looking for an online casino that supports responsible gambling.

Set a Clear Gambling Limit

Before you even open a fast casino game, decide how much money you’re ready to spend. This number should be fixed. Once it’s gone, you’re done for the day or week. This is your loss limit. It should never include rent, bills, or food money. It’s only for entertainment. There’s another side too – your win limit. When you hit a certain profit, cash out. Players often lose it all after winning. The idea is to stop while you’re ahead. Having both a loss and win limit gives you balance.

Track Your Spending

Use a notebook, app, or spreadsheet to track your gambling activity. Write down every deposit, win, and withdrawal. Include the game, time, and result. Review the data often. This helps you see what works and what drains your balance. Some patterns may surprise you. You might notice:

Specific games cause more losses
One multiplier game gives better returns
Late-night sessions end badly
Wins drop after long playtime

Tracking shows your real costs, not just your site balance. It builds awareness and stops rash decisions. Use site tools like session time and wager totals.

Divide Your Budget Into Smaller Chunks

Don’t use your whole budget at once. Divide it into smaller sessions. Let’s say your total budget for the week is $100. Break it into $20 per day. This method keeps you from burning through everything in one wild night. You can also divide your daily limit into even smaller rounds. This makes it easier to pause and reflect. After each mini-session, ask: should I continue, or take a break?

Avoid High-Stakes Games When Budget Is Tight

Fast casino games can burn your balance quickly. Some of them offer big wins but come with big risks. If your budget is limited, stick to games with lower stakes. Choose slots with smaller bets or tables with lower minimums. Avoid doubling bets after each loss. This is a common mistake. It’s called the Martingale system and can destroy your balance fast. Smart gambling is about making small, stable moves, not chasing quick rewards.

Use Casino Tools and Limits

Many casinos now offer built-in budget tools. You can:

Set deposit limits
Set wager limits
Set time limits
Use self-exclusion if needed

These tools help keep things in check. A safe online casino will offer all of them. Use them even if you feel in control. They’re not only for problem players – they’re for everyone who wants to play smart.

Final Thoughts

Managing your gambling budget is not just about avoiding losses. It’s about keeping the fun in the game. A smart budget plan gives you peace of mind and a better chance to walk away satisfied – win or lose. Stick to safe platforms. Use the tools provided. Stay alert. That’s how responsible play looks in the real world.

Author’s Bio – Emily Brown

Emily Brown is a digital content writer with a strong focus on player education. She explores topics like risk control, game dynamics, and financial discipline in the world of online casino entertainment. Her work reflects a clear, practical approach to making gaming enjoyable and responsible.

Read more:
Tips for Managing Your Gambling Budget

July 30, 2025
Adidas to raise prices as US tariffs add €200 million to costs
Business

Adidas to raise prices as US tariffs add €200 million to costs

by July 30, 2025

Adidas has confirmed it will raise prices for customers in the United States after warning that new tariffs imposed by the Trump administration will add an additional €200 million (£173 million) to its costs this year.

The German sportswear giant said nearly half its products are manufactured in Vietnam and Indonesia, which were both recently targeted in new trade agreements that impose 20% and 19% tariffs respectively on goods shipped to the US. The company warned that these tariffs will directly increase the cost of Adidas products in the American market.

“The tariffs will directly increase the cost of our products for the US with up to €200 million during the rest of the year,” said Bjorn Gulden, chief executive of Adidas. “We still don’t know what the demand impact will be if these tariffs cause major inflation.”

The impact of tariffs is already being felt by Adidas, which joins a growing list of global companies forced to pass higher supply chain costs onto consumers. Nike, one of Adidas’s key rivals, raised prices in June and warned the tariffs could add $1 billion (£730 million) to its own costs.

Adidas, known for popular trainer lines like the Gazelle and Samba, has said it is unable to produce most of its products in the US, making it particularly vulnerable to Washington’s shift toward protectionist trade policies. The company’s reliance on Asian supply chains—27% of Adidas products are made in Vietnam and 19% in Indonesia—has left it heavily exposed to the new levies.

Despite the tariff pressures, Adidas reported a strong first half, with sales rising 7.3% to €12.1 billion and pre-tax profits nearly doubling from €549 million to €1 billion. Footwear sales increased by 9%, while clothing revenue surged 17% in the second quarter.

The trade backdrop has grown more tense in recent weeks, with President Trump sealing a 15% tariff deal with the European Union, covering all imports, including cars. The agreement, which will take effect on August 1, is seen as a step back from Trump’s earlier threats of 30% tariffs on EU goods, but has still drawn criticism from European leaders.

Germany’s Chancellor Friedrich Merz has warned that the deal could cause “considerable damage” to Germany’s economy and ultimately harm the US as well.

This week, German carmakers Mercedes-Benz and Porsche outlined the financial toll of Trump’s trade measures. Mercedes said it expects €420 million in tariff-related costs this year, contributing to a 70% drop in second-quarter profits, while Porsche said it had raised prices by up to 3.6% to absorb the added expense.

Aston Martin and Stellantis have also cited US tariffs as significant headwinds. Stellantis, which owns brands including Vauxhall, Jeep and Peugeot, estimated that tariffs have already cost the group €300 million.

With Adidas now raising prices and more companies expected to follow, the broader impact of US trade policy is becoming increasingly visible—not just for businesses managing squeezed margins, but for consumers facing rising costs on everything from trainers to luxury vehicles.

Read more:
Adidas to raise prices as US tariffs add €200 million to costs

July 30, 2025
HMRC scores tax windfall from Lionesses’ Euro 2025 prize money
Business

HMRC scores tax windfall from Lionesses’ Euro 2025 prize money

by July 30, 2025

The Lionesses’ historic Euro 2025 victory is set to deliver a significant windfall not just for the players, but also for the UK taxman, with HMRC expected to receive £788,900 from the team’s prize money, according to analysis by tax and advisory firm Blick Rothenberg.

Each player is expected to receive an average bonus of £73,000, which pushes their earnings above the £125,140 threshold where the highest effective marginal tax rate of 47% applies. That means players could be paying around £34,300 each in combined income tax and National Insurance Contributions (NIC), according to Robert Salter, Director at Blick Rothenberg.

“The Lionesses will be delighted with their win at Euro 2025 for what it represents and the hard work that went into it,” Salter said. “But they will have a hefty tax bill to pay to HMRC on their prize money.”

Salter noted that although the Lionesses still earn less than their male counterparts, their tournament bonuses are substantial enough to trigger the UK’s top tax bracket. The 47% figure comprises 45% income tax and 2% employee NIC.

In addition to the tax paid by players, the Football Association (FA) is also expected to face a £255,000 liability in employer NIC on the prize bonuses, further increasing HMRC’s overall take from the team’s success.

And the revenue doesn’t stop there. Many of the Lionesses are expected to earn significantly more in the coming months from sponsorship deals, marketing campaigns, and media appearances, all of which are subject to income tax. Salter said these post-tournament earnings, especially image rights and appearance fees, will continue to drive up the players’ taxable income — and with it, HMRC’s share.

“Their earnings are likely to increase significantly over the coming months, given their success and the ongoing growth in the profile of the Women’s game,” Salter added. “HMRC will be getting even more tax ‘wins’ in the future.”

While the Lionesses’ on-pitch victory has been widely celebrated across the country, their financial success off the pitch is proving to be a win for the Treasury as well — a reminder that even sporting triumphs come with a tax bill.

Read more:
HMRC scores tax windfall from Lionesses’ Euro 2025 prize money

July 30, 2025
Richard Desmond drops part of his claim in National Lottery dispute as £1.3bn trial approaches
Business

Richard Desmond drops part of his claim in National Lottery dispute as £1.3bn trial approaches

by July 30, 2025

Businessman Richard Desmond has withdrawn part of his £1.3 billion legal challenge against the Gambling Commission over the awarding of the fourth National Lottery licence, just months before the case heads to trial in October.

Desmond’s companies, Northern & Shell and The New Lottery Company, are suing the Commission over claims that the bidding process for the lucrative ten-year contract was unfair. The contract was awarded to Allwyn, the lottery operator owned by Czech billionaire Karel Komarek, which took over from Camelot, the previous licence-holder. Allwyn is named as an interested party in the proceedings.

Earlier this month, Desmond indicated that he would no longer pursue some of the allegations regarding how the Commission scored applications for the licence. The partial withdrawal does not affect the overall direction of the case, which is still set for a full trial in October. If Desmond’s claim succeeds, it is likely that UK taxpayers will foot the bill, either via Treasury funds or through money normally earmarked by the National Lottery for good causes.

The Gambling Commission reportedly offered a £10 million settlement last year, which was rejected by Desmond, prompting the continuation of the case.

Desmond, the former owner of the Daily Express, Channel 5, and a string of adult magazine titles, claims the bidding process lacked fairness and transparency. The lawsuit has become one of the most high-profile procurement challenges in recent years.

In June, Desmond won a procedural victory when the High Court refused a request for him to post £15 million in security for costs. Lawyers acting for Allwyn have warned that if Desmond loses, he could face legal costs of at least £55 million.

Questions have also been raised about Desmond’s capacity to finance the lengthy litigation. While The New Lottery Company reported a pre-tax loss of £127,000 in 2023, Northern & Shell reported £20.8 million in cash reserves. Desmond’s legal team has maintained that the company is well-resourced and committed to pursuing the claim.

“It would be fanciful to suggest that a company of Northern & Shell’s stature would seek to tarnish its commercial reputation to avoid any adverse cost,” said Sa’ad Hossain KC, representing the group. “Any such cost would be an insignificant proportion of its assets.”

With the trial scheduled for the autumn and pressure mounting over the potential public cost of the claim, Desmond’s partial withdrawal may narrow the legal battlefield, but it leaves the core of the dispute—and the £1.3 billion damages claim—very much alive.

Read more:
Richard Desmond drops part of his claim in National Lottery dispute as £1.3bn trial approaches

July 30, 2025
Payday for George Osborne as Robey Warshaw sold to Evercore for £146 million
Business

Payday for George Osborne as Robey Warshaw sold to Evercore for £146 million

by July 30, 2025

Robey Warshaw, the elite London advisory boutique that counts former chancellor George Osborne among its five partners, has been acquired by Evercore, the US investment banking giant, in a £146 million cash and shares deal.

The acquisition marks a significant payday for Osborne and his fellow partners at the firm’s Mayfair headquarters, though the precise distribution of proceeds among them has not been disclosed. The deal is expected to bring windfalls for the partners and the firm’s 12 additional staff.

Robey Warshaw has built a formidable reputation over the past decade as a trusted boardroom adviser to some of the UK’s most influential companies, including BP, the London Stock Exchange, and National Grid. The firm played a central role in SABMiller’s $100 billion sale to Anheuser-Busch InBev in 2016 — the largest takeover in British corporate history.

Sir Simon Robey, co-founder of the firm, described the sale as a natural evolution for Robey Warshaw’s business.

“Our clients will continue to get the personal attention and care we have always strived to provide,” he said. “They will also be able to benefit from greater global reach, broad product capabilities and sector expertise. Evercore is the right home for all of us.”

Evercore chairman and chief executive John Weinberg praised Robey Warshaw’s “extraordinary, long-standing relationships,” and said the firm would strengthen Evercore’s global advisory platform.

Founded in 2013 by Robey, Simon Warshaw (a former UBS banker), and Philip Apostolides (ex-Morgan Stanley), Robey Warshaw has remained deliberately lean — known for its discretion, high fees, and direct partner involvement in mandates. It appointed Chetan Singh, formerly of JPMorgan, as its fifth partner last year.

According to accounts filed last November, the firm recorded £70 million in profits in the year to March 2024 — more than double the £31.8 million it posted a year earlier. The firm’s best-paid partner, believed to be Robey, received £40.5 million, while the remaining partners split £29.5 million.

The £146 million deal will be paid in two tranches: an initial payment in Evercore shares, followed by a second instalment on the first anniversary of the deal’s completion.

The sale of Robey Warshaw is a landmark moment not only for its founding partners but also for Osborne, who joined the firm in 2021 after stepping back from politics. With this deal, he now adds a lucrative financial exit to a career that has already spanned Westminster, media, and banking.

Read more:
Payday for George Osborne as Robey Warshaw sold to Evercore for £146 million

July 30, 2025
Inside Lonestar Doodles: A Commitment to Care, Connection, and Integrity
Business

Inside Lonestar Doodles: A Commitment to Care, Connection, and Integrity

by July 30, 2025

Where Ethical Practices Shape Every Step—And Every Relationship

In a space where the focus often falls on features and litters, Lonestar Doodles leads with something deeper: integrity, trust, and a people-first philosophy. Based in Weatherford, Texas, Lonestar Doodles has quietly become a trusted name not just because of what they do—but because of how they do it.

For Lonestar, breeding is only part of the story. The real foundation lies in the values that guide each decision, every interaction, and every puppy placement.

Rooted in Purpose, Grown with Intention

From day one, Lonestar Doodles has operated with intention. Every litter is planned thoughtfully, and every puppy is raised in an environment of care, structure, and early socialization. But it’s what happens outside the kennel that truly sets this team apart.

Rather than striving to be the biggest or flashiest, Lonestar focuses on being the most intentional. Every family is met with transparency, education, and support. Every relationship is nurtured—not just during the adoption process, but long after.

This is a business built to do right by both people and pets—and it shows.

Why Families Keep Coming Back

Step into the world of Lonestar Doodles, and it quickly becomes clear: this is about more than dogs—it’s about trust. Whether it’s a thoughtful phone call before adoption or a check-in years later, families feel the difference.

Many return for a second or even third puppy. Others refer neighbors and friends. Some continue to send updates and holiday photos more than a decade later. The term “Lonestar Family” isn’t a slogan—it’s a reflection of real, lasting relationships.

Recent reviews echo this sentiment again and again:

“They truly care—about the dogs, about us, and about doing things the right way.”
“The support we received before and after was unlike anything we expected.”
“You can feel the heart in everything they do.”

A Community-First Approach

One of the most important things Lonestar offers isn’t visible on a website or social feed: continuity. The team behind the brand doesn’t view adoption as the end of the journey—it’s just the beginning.

New families receive detailed guidance, breed-specific education, and hands-on support tailored to their unique home and needs. Questions are encouraged. Follow-ups are standard. And the invitation to stay in touch is always open.

This model of service—built on trust, not transaction—has created a network of loyal families who don’t just adopt a dog, but join something bigger.

Setting the Standard in Responsible Breeding

At its core, Lonestar Doodles was created to raise the bar. Every part of the experience—from how the dogs are raised to how families are supported—reflects that commitment to doing things the right way.

The team welcomes questions. They believe in transparency. They advocate for proper preparation and clear expectations. And they never compromise on the well-being of their dogs or the readiness of a new home.

Their goal isn’t just to place puppies. It’s to ensure that each dog is matched with a loving, well-informed family who’s prepared for the responsibility—and joy—that comes with lifelong companionship.

Looking Ahead: Staying True to the Heart

As Lonestar Doodles continues to grow, it does so with care. The vision isn’t to scale at all costs, but to deepen the connection with every family served. In every conversation and every placement, the focus remains on values—ethics, kindness, and shared purpose.

The name Lonestar Doodles has come to mean something special to those who know it. Not just because of beautiful, allergy-friendly dogs—but because of what the brand stands for: integrity, compassion, and an unwavering commitment to community.

It’s Not Just a Puppy—It’s a Promise

Lonestar Doodles has never set out to be the loudest voice in the industry. Instead, it’s become one of the most trusted—by staying grounded in what matters most.

This is more than a business. It’s a bond. And every family that joins the Lonestar Family knows it.

Read more:
Inside Lonestar Doodles: A Commitment to Care, Connection, and Integrity

July 30, 2025
Atos UK&I: Bringing the ‘Future Ready’ Strategy to Life Across Public Sector and Social Impact Projects
Business

Atos UK&I: Bringing the ‘Future Ready’ Strategy to Life Across Public Sector and Social Impact Projects

by July 29, 2025

In 2025, Atos UK&I has taken significant steps to demonstrate how its Future Ready strategy is not just a vision, but a practical framework driving public sector transformation and social impact.

Through projects in justice, sport, healthcare, and environmental services, Atos is applying its core strengths – spanning end-to-end IT delivery, AI-driven engineering, cybersecurity by design, deep sector expertise, sustainability, and a people-first approach. These strengths taken individually may not represent a differentiated value proposition to other competitors, but what evidently is the differentiator is the ‘future ready’ thread that runs through all of these strengths  – solutions and services embedded into those capabilities that help clients respond to today’s demands while anticipating tomorrow’s needs.

Enabling a Modern Justice System

On June 10, Atos announced a £58 million contract extension with the UK Ministry of Justice (MoJ), reinforcing its role as a critical delivery partner. The four-year deal, which includes an optional fifth year, builds on an existing relationship and extends the company’s role in managing digital infrastructure across the courts and tribunals system in England and Wales.

The contract covers critical back-end systems, from digital identity services and centralized computing platforms to data storage, recovery protocols, and physical data center operations. While largely invisible to the public eye, these services underpin the daily functioning of the British justice system.

Atos has long provided IT support to several UK public bodies, earning a reputation for its ability to manage complex, secure, and mission-critical systems. This contract extension demonstrates Atos’s deep domain expertise and sector knowledge, and its understanding of sector-specific regulatory and operational nuances. On a technical level, the deal exemplifies Atos’s ability to anticipate the impact of infrastructure changes across a highly interconnected estate, delivering adaptive systems resilient to both operational and legislative shifts.

Engineering the Premier League Calendar

A lesser-known operation, but one whose results are felt by millions of people across the UK, and many more around the world, is Atos’s role in generating the Premier League’s annual fixture schedule, a service it has provided since 1992. The announcement on June 18 that Atos had completed planning for the 2025-26 season highlights its enduring role in orchestrating the UK’s most watched sporting competition.

Using proprietary algorithms and deep problem-solving expertise, Atos designs systems that accommodate a constantly changing set of logistical and operational variables. The system balances a web of variables, such as alternating home and away matches, minimizing congestion in key metropolitan areas, accommodating international competitions, and addressing local policing demands. This reflects the company’s strength in engineering for the AI age – combining anticipatory technical design with a deep understanding of sector-specific constraints.

Advancing Gender and Social Equality

Capping off a high-impact month, Atos was named one of the “Top 50 Employers for Gender Equality” by The Times and Business in the Community on June 24.

This recognition follows the implementation of a set of progressive HR initiatives, including flexible work arrangements, pay gap closures, and confidential support through its “Safe Haven” programme for employees facing domestic violence. Atos supports outreach programs that encourage young girls to enter STEM fields through partnerships with schools and universities and has also earned third-party certifications as a Menopause Friendly Employer and a Disability Confident Employer.

This underscores Atos’s people-first technology approach, prioritizing well-being, inclusion, and workforce readiness. The STRIDE program, a global effort aimed at supporting mid-career women in tech, illustrates how Atos supports the development of a future-ready workforce through continuous learning, mentoring, and inclusive leadership practices.

Modernizing DEFRA’s IT Services

Earlier this year in March, the UK Department for Environment, Food and Rural Affairs (DEFRA) awarded Atos a £150 million, five-year contract to modernize its end-user IT services for 34,000 staff. Designed with sustainability at its core, the solution reflects Atos’s end-to-end IT capability and supports DEFRA’s environmental mission through a performance-based device lifecycle, refurbished hardware with e-waste offsetting through a partnership with Circular Computing, and AI-powered workplace analytics.

The deployment includes advanced AI/ML-enhanced digital experience solutions, sustainable dashboards, and employee experience tools, all designed to improve operational efficiency while reducing environmental impact. By replacing devices based on performance data rather than fixed timelines, Atos introduces a predictive, sustainable model that sets a benchmark for public sector IT.

Aligned with DEFRA’s environmental values and the government’s security requirements, the program demonstrates cybersecurity by design and measurable social value integration, cementing Atos as a leader in delivering future-ready, sustainable digital workplace solutions across the public sector.

Taking a People-First Approach with NHS Scotland

As part of its digital applications work with NHS Scotland, Atos developed AI-enhanced breast screening capabilities designed to support – not replace – clinical professionals. The solution identifies subtle patterns in mammograms and ultrasound images that may be missed by the human eye, improving detection accuracy while empowering radiographers to make more informed decisions.

Co-designed with NHS Scotland, the system reflects a people-first technology approach, ensuring the AI aligns with real-world clinical practice and enhances, rather than displaces, professional expertise. This collaboration also showcases Atos’s engineering foundations for the AI age, combining technical precision with thoughtful design to deliver reliable, human-centered outcomes.

The project provides a scalable model for responsible AI in healthcare — one that strengthens diagnostic accuracy, supports clinical development, and prepares healthcare systems for a future of human-AI collaboration.

Consolidating Strategic Presence in the UK&I

Taken together, these developments reflect a deliberate, multi-layered strategy by Atos to strengthen its position in one of Europe’s most competitive and scrutinized markets. The UK and Ireland remain key regions for innovation and public service reform in which technology plays an increasingly important role in addressing societal challenges.

By focusing on sectors with both public visibility and structural importance, such as justice, healthcare, sport, and environmental services, Atos is helping public institutions respond to immediate demands while planning for the long term. These projects blend technical excellence with social value, showing how digital transformation can be delivered responsibly and at scale.

From modernizing court infrastructure to enabling responsible AI in healthcare and advancing gender equality, Atos’s recent work aligns with national priorities. In a period of rapid change, these initiatives offer examples of how technology can be applied in a way that is effective, people-centric and responsive to public needs.

Amid a rapidly evolving regulatory and political landscape, Atos UK&I’s recent activity highlights the importance of delivering technology in ways that prioritise trust, resilience, and inclusive outcomes.

Read more:
Atos UK&I: Bringing the ‘Future Ready’ Strategy to Life Across Public Sector and Social Impact Projects

July 29, 2025
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