Business

B2B marketing innovator Jam 7 has closed its seed funding round, securing backing from investors led by Stephen Altman, founder of New World Private Equity Partners.

The funding will accelerate Jam 7’s mission to transform how B2B tech firms innovate, compete and grow through its Agentic Marketing Platform (AMP).

AMP acts as a centralised “marketing brain,” blending human expertise with AI-powered insights to deliver faster decision-making, scaled campaign execution and measurable outcomes linked directly to business performance.

“This round isn’t just fuel, it’s validation,” said Mitchell Feldman, CEO of Jam 7. “It validates the belief that marketing can be smarter, faster, and more effective when human creativity is amplified, not replaced, by AI. AMP gives ambitious brands the strategic edge they have been missing.”

The platform is already gaining industry recognition. Jam 7 recently won the CRN Sales and Marketing Award for Best Use of AI in Marketing. Early adopters have reported up to 300% more campaign output and triple-digit lead growth.

Clients include SS&C Blue Prism, with ten more businesses currently trialling the technology.

Investor Stephen Altman praised the company’s potential: “AMP tackles one of B2B’s most pressing challenges: how to scale marketing with consistency and commercial impact. Mitchell and his team are building something uniquely powerful.”

With the fresh investment, Jam 7 plans to scale its platform and expand adoption across the B2B technology sector. The funding will support product development, customer acquisition, and strategic growth initiatives as the company positions AMP as a transformative force in enterprise marketing

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Jam 7 secures seed investment to scale Agentic Marketing Platform for B2B growth

London’s transport strikes have driven a surge in demand for flexible offices, with workers increasingly choosing to base themselves closer to home rather than commute into the city centre or remain entirely remote.

Data from International Workplace Group (IWG), the world’s largest provider of flexible workspaces, shows a 43 per cent rise in visits to outer London locations during the four days of Tube strikes between 8–11 September.

Hammersmith, Richmond and St Albans saw demand climb by as much as 55 per cent, underlining how hybrid working habits are reshaping the city’s office market. Instead of defaulting to homeworking, many employees are opting for professional workspaces in suburban hubs, supported by companies that are offering staff access to wider networks of flexible offices. The shift is credited with boosting productivity, retention and wellbeing while reducing commuting costs.

To meet this demand, IWG has been expanding rapidly across London’s suburbs, opening new centres in Uxbridge, Sutton, Twickenham, Harrow, Putney, Wimbledon, Kingston, Richmond and Croydon, with more planned. Chief executive and founder Mark Dixon said almost 500 new global locations were added in the first half of 2025, reflecting a fast-growing appetite for what he calls “local platform working”.

“More and more companies are discovering that the ability to work locally with minimal commuting is incredibly popular with employees,” Dixon said. “It improves work-life balance and satisfaction while delivering significant benefits for businesses.”

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Workers turn to flexible offices as Tube strikes boost outer London demand

Octopus Energy’s partnership with Chinese wind turbine manufacturer Ming Yang Smart Energy has triggered warnings over national security risks, with critics questioning the involvement of Chinese firms in Britain’s critical infrastructure.

Britain’s largest household energy supplier, led by government adviser Greg Jackson, announced the deal to develop up to 6 gigawatts of offshore and onshore wind capacity—potentially the first time Chinese-built turbines are deployed in the UK.

The agreement was hailed by Octopus as a “groundbreaking partnership” that could deliver cheap, clean energy and lower household bills. Yet Conservative MPs, alongside US officials, have raised concerns that integrating Chinese technology into the UK grid could expose the country to strategic vulnerabilities. Nick Timothy, shadow energy minister, described the move as “reckless and an unacceptable risk”, warning it could give Beijing indirect influence over UK power generation.

Ming Yang, the world’s third-largest turbine maker, has previously courted controversy in Britain, having signed a memorandum of understanding in 2021 to build a blade-manufacturing plant in Scotland. Although the company is privately owned, its prominence in sensitive energy projects has attracted scrutiny, echoing earlier government interventions against Huawei in telecoms and CGN in nuclear power.

Octopus said it was committed to addressing security concerns, pledging to pair Ming Yang’s hardware with UK-developed software safeguards to ensure “the highest levels of data protection and cybersecurity”. Ministers retain the power to block the deal under the National Security and Investment Act, with officials insisting all Chinese participation in energy supply chains is subject to rigorous review.

The debate comes as the UK accelerates its drive to decarbonise the electricity grid, balancing the urgency of hitting climate targets with growing geopolitical tensions around Chinese investment. The outcome of ministerial scrutiny will determine whether Octopus can proceed with its plan to diversify turbine supply beyond established Western manufacturers such as Vestas, Siemens Gamesa and GE.

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Octopus Energy’s Chinese turbine deal sparks national security concerns

The chief executive of Barclays has warned the government against pushing up public sector pay or raising further taxes on banks as chancellor Rachel Reeves searches for ways to plug a looming fiscal gap.

CS Venkatakrishnan said curbing government spending and tackling wage-driven inflation should be priorities as ministers prepare the November budget.

Speaking to the Financial Times, Venkatakrishnan said: “We need to curb expenditure at the government level. We need to find a way to curb wage inflation.” While UK wage growth has slowed, public sector pay is still running at an annual rate of 5.7 per cent, compared with 4.8 per cent in the private sector.

The Barclays boss also urged ministers not to treat banks as a tax target. “UK banks are taxed more than banks anywhere else. How much more are you going to squeeze this?” he asked, pointing to an effective total tax rate of 46 per cent on UK lenders last year, compared with 28 per cent in New York and up to 39 per cent in the EU. Barclays alone paid £1.4 billion in tax in 2023, on pre-tax profits of £5.7 billion.

Concerns have grown across the sector that healthy profits, buoyed by higher interest rates, could trigger a fresh windfall levy as Reeves comes under pressure to raise revenues. UK bank shares shed more than £6 billion in value last month after renewed speculation over tax hikes spooked investors. Venkatakrishnan warned that further increases would undermine London’s status as a global financial centre, arguing that “the path to growth does not lie in taxing the sector even more”.

Although Venkatakrishnan has been broadly supportive of the Labour government’s pro-business stance since its election last summer, his intervention highlights tensions as the chancellor balances fiscal consolidation with her pledge to foster growth. Other bank chiefs, including Lloyds’ Charlie Nunn, have also cautioned that higher taxation would be inconsistent with Reeves’ efforts to boost competitiveness and attract investment in the City.

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Barclays chief urges ministers to curb public sector pay and resist bank tax hikes

Britain’s biggest retailers have warned that hundreds of large shops could close and as many as 100,000 jobs be lost if the government presses ahead with plans to raise business rates on larger properties.

The proposed surcharge, aimed at funding discounts for smaller firms, could see supermarkets, department stores and other “anchor tenants” facing higher property tax bills, with potentially severe consequences for high streets and shopping centres.

The British Retail Consortium (BRC) estimates that 400 outlets could shut under the changes, which would apply to sites with a rateable value above £500,000. Retailers argue they would be forced to either close stores, cut jobs or pass on costs through higher prices in order to protect margins. They have urged chancellor Rachel Reeves to exempt the sector from the surcharge, warning that removing large retailers would undermine the wider retail ecosystem by depriving nearby cafes, pubs and independent shops of footfall.

Helen Dickinson, chief executive of the BRC, said: “Britain’s largest shops are magnets, pulling people into high streets, shopping centres and retail parks, supporting thousands of surrounding cafes, restaurants and smaller shops. After years of rising costs, far too many stores have disappeared—leaving behind empty shells that once thrived at the heart of our communities.”

The reforms are part of Labour’s wider plan to make the business rates system “fairer” and to address the so-called “cliff edges” that penalise smaller firms for expanding. Reeves said the government wanted to see “thriving high streets and small businesses investing in their future, not held back by outdated rules or strangled by red tape”. UKHospitality welcomed the move to ease the burden on hospitality businesses, but retailers insist shifting the costs onto larger outlets risks accelerating closures and weakening the high street further.

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Retailers warn hundreds of large shops could close under business rates rise

Global Counsel, the political advisory firm co-founded by Peter Mandelson, is cutting ties with the former Labour minister after his dismissal as Britain’s US ambassador following revelations about his links to Jeffrey Epstein.

The firm, which advises some of the world’s largest companies on regulatory and political risk, has begun selling Mandelson’s multimillion-pound stake and expects to complete the process within two months.

Mandelson, a key figure in Tony Blair’s government who resigned twice from ministerial posts before returning as Northern Ireland secretary, co-founded Global Counsel in 2010 with Benjamin Wegg-Prosser. He stepped back from the business after being appointed by prime minister Keir Starmer as ambassador to Washington in December, but Companies House filings show he still holds a 21 per cent stake. He resigned as a director in May last year.

The pressure to cut ties intensified after emails surfaced detailing Mandelson’s close relationship with Epstein, whom he once described as his “best pal”. The correspondence included a suggestion that Epstein’s first conviction should be challenged. A photograph of Mandelson in a white bathrobe with Epstein has further fuelled the controversy.

Global Counsel counts JP Morgan, Barclays, OpenAI, Anglo American, Shein and TikTok among its clients, and its vice-chair is Marks & Spencer chair Archie Norman. The firm declined to comment on the developments.

Mandelson also declined to comment when approached by Bloomberg and the Financial Times.

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Global Counsel cuts ties with Peter Mandelson amid Epstein revelations

Strava Group has strengthened its Domino’s Pizza franchise footprint in Scotland after securing a seven-figure funding package from NatWest to acquire 14 additional stores.

The deal takes the group’s portfolio to more than 40 outlets across England and Scotland and forms part of an ambitious strategy to operate 75 Domino’s stores nationwide.

The expansion marks a significant milestone for managing director Rickey Sharma, who began his journey with Domino’s in 2007 and became a franchisee in 2012. His leadership and operational expertise have driven consistent growth, positioning Strava as one of the most dynamic players in the UK’s competitive pizza delivery market. Sharma said the acquisition would not only fuel business growth but also create opportunities for young people to build careers in the sector.

NatWest, which has supported Strava’s franchise development since 2024, hailed the group’s vision and commitment to the Domino’s brand. Relationship manager Andy Croasdell said the funding package reflected confidence in Strava’s long-term strategy and its ability to scale successfully.

As Britain’s biggest bank for business, NatWest continues to play a pivotal role in backing franchise operators and growth-focused companies. With Strava Group’s latest acquisition enhancing its operational reach and efficiency, the business is well placed to accelerate expansion while maintaining the high service standards associated with Domino’s.

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Strava Group expands Domino’s portfolio with NatWest-backed acquisition of 14 stores

UK private schools grappling with declining pupil numbers in the wake of VAT being applied to fees could turn to Chinese investors for financial support, according to audit and advisory firm Blick Rothenberg.

The firm’s partner, Winnie Cao, said that while the tax change has priced some British families out of independent education, strong demand from Chinese parents is opening new avenues for investment.

She noted that Chinese investors are drawn to the longstanding prestige of UK schooling, with geopolitical tensions limiting opportunities to expand foreign-owned schools in China itself. “Now that these schools cannot expand in China, sending their children to the UK is often becoming parents’ first choice,” Cao said. Britain’s reputation as a safer alternative to the US, where gun crime and strained US-China relations weigh on decision-making, is also bolstering interest.

For independent schools under pressure, Chinese-backed capital could provide a financial lifeline as international students replace those lost domestically. However, integration challenges remain: balancing foreign ownership with British management, resolving cultural differences, and ensuring schools continue to serve local communities. Some institutions, Cao cautioned, may be reluctant to cede control to overseas investors or risk diluting their local identity.

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Chinese investors eye UK private schools as VAT on fees drives out domestic pupils

The UK economy flatlined in July, with GDP growth stuck at 0 per cent as a sharp contraction in manufacturing weighed on activity at the start of the third quarter.

Official figures from the Office for National Statistics (ONS) showed output falling short of the 0.1 per cent growth economists had forecast, underlining the fragile nature of Britain’s recovery.

The ONS said the economy grew by 0.2 per cent on a rolling three-month basis, a measure it will now prioritise to provide a clearer picture of performance given the volatility of monthly data. July’s weakness was driven by a 0.9 per cent fall in production, including a 1.3 per cent decline in manufacturing, pushing industrial output to its lowest level since January.

Services, which make up nearly three-quarters of UK GDP, edged higher by 0.1 per cent, while construction posted a 0.2 per cent gain, helping to soften the blow. The health sector also contributed positively, with output rising 0.6 per cent as NHS strikes had less impact than in earlier months.

The figures come after stronger-than-expected growth in the first two quarters of the year, but analysts warn momentum is fading as higher interest rates, stubborn inflation and weaker global demand weigh on prospects. Economists expect GDP to expand by just 0.2 to 0.3 per cent in the third quarter—broadly in line with forecasts from the Bank of England and the Office for Budget Responsibility.

Chancellor Rachel Reeves faces mounting pressure to boost growth ahead of November’s budget, though economists stress the latest data does not materially alter the government’s fiscal headroom. Treasury officials acknowledged the economy “feels stuck” after years of underinvestment, but pointed to progress on wages, interest rates and G7-leading growth earlier this year.

Sterling slipped against both the dollar and euro following the release, while gilt yields ticked higher and UK equities traded mixed in early London trading.

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UK economy stalls in July as manufacturing slowdown drags on growth

In the world of enterprise transformation, conventional wisdom suggests that change should be measured, gradual, and carefully paced to avoid disrupting operations or overwhelming employees.

But Athalie Williams, a transformation executive with over three decades of experience in complex organisational change, believes this approach often leads to failure.

“I think that it has to be slow, that it has to take multi-year decades,” Williams says, identifying what she sees as outdated thinking about transformation timelines. “I think that applies to enterprise transformation and cultural change, both.”

Her experience working on major transformations at global organisations like BHP and BT Group (British Telecommunications) has led her to a counterintuitive conclusion: sometimes you need to speed up to succeed.

The Problem with Measured Change

Williams has observed a consistent pattern in organisations that attempt gradual transformation. “Some organisations try to drip feed change and not go too fast because it’s very disruptive,” she explains. “But I find the organisations that try to do it in that paced and measured way really stumble and often stall.”

The issue isn’t that these organisations lack good intentions or sound strategy. Rather, they fall into what Williams calls the comfort trap – believing that slower change will be less disruptive and more sustainable. In reality, she argues, this approach often creates more problems than it solves.

“If you are trying to be very planned and measured and go at the right pace where people don’t feel too uncomfortable, I think often that is the rational and logical way to look at change,” Williams acknowledges. “But where I’ve seen organisations be really disruptive, rip the band-aid off and put bold, big change in, and yes, it’s going to be bumpy, and you acknowledge that for a period of time. It usually settles and you surprise yourself at how much progress you can make through working in that way.”

Why Speed Creates Clarity

Williams’ perspective on speed isn’t about rushing for the sake of it – it’s about creating the conditions that enable transformation to take root. When organisations move quickly, several critical dynamics come into play.

First, speed forces clarity. When transformation timelines are compressed, organisations must become ruthlessly focused on what matters most. “How do you ruthlessly prioritise?” Williams asks. “With all the good intent in the world, you can have this really long list of things you need to do and go after, but having too big of a laundry list, spreading yourself too thin, can kill a transformation agenda.”

Second, fast-moving change creates alignment by necessity. When everyone understands that change is happening quickly, it becomes easier to align leadership and workforce around common priorities. The alternative, gradual change over years, often leads to mixed signals and competing priorities that undermine transformation efforts.

Cultural Change: The Speed Surprise

Nowhere is the speed paradox more evident than in cultural transformation. “I think in particular, people think cultural change takes a long time,” Williams observes. “And I do think it is ongoing and it inevitably takes a long time, but I also think you can achieve a lot much more quickly than you think is possible when leaders are aligned, when the signals are really, really clear.”

Her experience suggests that culture can shift dramatically in months rather than years, but only under specific conditions. “I’ve seen teams transform in months, not because of a grand plan, but because someone was willing to lead differently and set a new tone,” she notes from her broader experience.

The key is creating what Williams calls “really, really clear” signals from leadership. When leaders are aligned and sending consistent messages about new behaviours and priorities, cultural change can happen with surprising speed.

The Risk Management Balance

Williams is careful to note that speed doesn’t mean recklessness. “You need to be sensible. You need to bring a risk lens to it,” she emphasises. “You don’t want to do anything so disruptive that it fundamentally breaks something critical in the organisation.”

The approach requires identifying what she calls the “handful of things you need to protect” – critical business functions, key relationships, or essential capabilities that cannot be disrupted. Everything else, however, becomes fair game for bold transformation.

“I think there’s a handful of things you need to protect, and the rest you can be far bolder in the changes that you’re going to make and back yourself,” Williams explains.

Practical Applications

Williams’ speed-first approach has practical implications for how organisations should structure transformation efforts. Rather than creating elaborate multi-year roadmaps with gradual rollouts, she advocates for:

Compressed timelines that force decision-making and prioritisation
Clear leadership alignment before beginning any transformation effort, coupled with regular check-ins to confirm alignment and course correct when needed
Bold initial moves that signal serious commitment to change
Acceptance of short-term disruption in service of long-term transformation

This approach requires what Williams calls “courage” from leadership—the willingness to embrace discomfort and uncertainty in service of meaningful change.

The Human Element

Importantly, Williams’ emphasis on speed doesn’t diminish her focus on people-centred transformation. “Organisations hire fabulous people and then they forget to bring them along with them on the journey,” she observes.

The speed paradox actually enhances the human element of change. When transformation happens quickly with clear signals, employees understand what’s expected and can adapt accordingly. The alternative, prolonged uncertainty with gradual changes, often creates more anxiety and resistance.

“Organisations hire really smart people who care deeply about the customer and who come to work every day wanting to do a good job,” Williams notes. “How do you create that north star and the thread that everyone can follow so they understand how they can contribute their bit to where the organisation’s heading?”

Looking Forward

As organisations face increasing pressure to adapt quickly in response to technological disruption, market changes, and competitive pressures, Williams’ perspective on transformation speed becomes increasingly relevant. The traditional approach of gradual, measured change may no longer be sufficient in rapidly evolving business environments.

Her experience suggests that organisations willing to embrace the speed paradox – moving faster than feels comfortable whilst protecting critical functions – may find themselves better positioned for sustainable transformation success.

“Sometimes you need to speed up to speed up,” Williams concludes – a principle that challenges conventional wisdom but reflects the realities of modern organisational change.

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The Speed Paradox: Athalie Williams on Why Slower Change Often Fails