Business

Chancellor Rachel Reeves has abandoned plans to raise income tax in this month’s Budget, backing away from what would have been a dramatic break with Labour’s manifesto pledge after warnings it risked sparking a backlash among MPs and voters.

According to officials briefed on the decision, Reeves and Prime Minister Sir Keir Starmer have “ripped up” the proposal, which had been included in the Chancellor’s initial submission of “major measures” to the Office for Budget Responsibility earlier this month. The U-turn, first reported by the Financial Times, was communicated to the OBR only this week.

Reeves had appeared to signal an income tax rise at a press conference last week, fuelling speculation that Labour was preparing to raise both the basic and higher rates. However, concerns that such a move would anger already restless backbenchers — and alienate voters facing rising living costs — prompted a rapid rethink.

Instead of a single high-profile tax rise, Reeves is now expected to pursue what Treasury insiders describe as a “smorgasbord” approach: a series of narrowly targeted tax measures designed to raise the £30 billion needed to fill the gap in the public finances. Options likely to feature include a new gambling levy and increased taxes on high-value properties.

The Chancellor is also under pressure after ditching a separate multibillion-pound plan to impose a charge on professionals who use limited liability partnerships, such as lawyers and accountants. Reeves had hoped a new levy would raise around £2 billion a year, but Treasury modelling suggested it could ultimately cost the government money, as firms would accelerate profit declarations to avoid the new charge. “Rachel decided it just isn’t worth it,” one official said.

There is further uncertainty around proposals for a new “settling-up charge” — an exit tax of up to 20 per cent on assets left in the UK by wealthy individuals who relocate to low-tax jurisdictions. Some officials now believe the measure may be dropped entirely amid concerns it could damage investment, particularly in sectors such as artificial intelligence and technology.

Reeves had previously weighed up a 2p rise in income tax coupled with a 2p cut in national insurance, a move intended to shift the tax burden away from workers and onto pensioners and landlords. Economists estimated the change could raise more than £6 billion, but the political cost appears to have outweighed the revenue gain.

She is, however, still expected to extend the freeze on income tax thresholds — a policy effectively operating as a stealth tax. Analysis by the Institute for Fiscal Studies shows that prolonging the freeze until 2030 would pull 10.1 million people into higher-rate tax bands, raising £8.3 billion for the Treasury but dragging 790,000 additional earners into the higher-rate bracket and forcing millions of pensioners to pay tax on their state pension for the first time.

The retreat on income tax also follows intense lobbying from the City and professional services firms over the LLP charge, as well as warnings that too many large, one-off tax shocks risk undermining economic confidence at a critical moment.

Reeves has insisted that “national interest must come before political expediency” and that “we will all have to contribute”, but within government there is growing acknowledgement that the Budget must balance fairness with political realism — particularly after a decade of stagnant living standards.

Culture Secretary Lisa Nandy defended the Chancellor’s approach, saying Reeves would make “the fairest possible choices” to grow the economy and “ease the pain” households have faced over the past 15 years.

“When the Budget is set out on November 26,” she said, “we will make sure those with the broadest shoulders bear the greatest burden.”

With less than two weeks to go, Reeves now faces a narrowing set of options as she attempts to design a Budget that stabilises public finances without sparking a political revolt.

Read more:
Rachel Reeves abandons income tax rise as backlash forces major budget rethink

There is something exquisitely British about watching a government try to sweet-talk the very people it is about to fleece. Like putting out the good biscuits before the bailiffs arrive.

And so we have Sir Keir Starmer — a man whose natural habitat is somewhere between a Select Committee hearing and an apologetic queue at Pret — inviting the grandees of British business to No 10 for what Downing Street insists on calling an “informal reception”.

NatWest, Sage, Marks & Spencer, Taylor Wimpey, Octopus Energy… all the familiar names trooped dutifully through the famous black door, like polite wedding guests who know full well that the groom is a wrong ’un but have still bought a gift from the list because, well, it’s tradition. And what did they get for their trouble? A drink, a handshake, and the creeping realisation that Rachel Reeves is sharpening her fiscal guillotine for 26 November.

Because let’s be honest: corporate Britain is not stupid. It can smell a tax raid long before it hits. Businesses up and down the country have been braced for this budget ever since Reeves’s first go at the Treasury last year, when she hiked employer national insurance and the minimum wage so aggressively you could practically hear the collective groan from every payroll director in the land. That budget, you’ll remember, destroyed in about nine minutes the painstaking courtship Labour had undertaken in the years after Corbyn — a sort of political couples therapy designed to assure business leaders that yes, the party had changed; no, nobody was coming for their yachts; yes, they could come out from behind the sofa.

Starmer’s reception this week was meant to be a soothing gesture — a warm hug before the cold reality of a £30 billion black hole in the public finances is unveiled. But the whole thing had the atmosphere of a GP offering you a lollipop moments before telling you they’re going to remove your leg “just to be safe”.

What Reeves is reportedly considering next would make even Gordon Brown blush. A manifesto-scrambling rise in income tax (because who needs promises, really?). A full-blown assault on limited liability partnerships (sorry, lawyers; sorry, accountants; most people won’t be sorry at all). And, my personal favourite, a raid on salary-sacrifice pension schemes — those clever little mechanisms businesses use to keep costs down without asking employees to start living on tinned tomatoes.

So yes, the mood in the room was not exactly “Christmas at Liberty”. It was more “annual meeting of people who know the bill is coming but haven’t yet decided who’s paying”.

The tragedy here — and it is a tragedy, in the classic British sense of being entirely foreseeable and yet still somehow depressing — is that Labour really had the business community on side. For a hot minute, Starmer and Reeves were the sensible grown-ups. The ones who wouldn’t crash the economy in a fit of ideological pique. The ones who wouldn’t treat FTSE companies like enemies of the state. The ones who, we were told, “understand how wealth is created”. (And then, three months later, taxed the people who create it.)

But credibility, like a good steak, is hard won and easily ruined. And Starmer’s government appears determined to prod it to death with the sharp end of a policy fork.

The prime minister’s great hope is that business leaders are, at heart, desperate for stability — so desperate that they will swallow any number of tax increases as long as they are announced in complete sentences rather than the fever-dream scribbles of their predecessors in government. There is a degree of truth in this. Business likes predictability. It likes grown-ups. It likes the lights to stay on when it flicks the switch.

But there is a limit to how much “doing your bit” people can be told to do before they start seriously contemplating the joys of Dublin. And Reeves’s recent speech, in which she solemnly informed us all that “each of us must do our bit for the security of our country and the brightness of its future”, felt a bit like being told to wash up someone else’s dishes because “we’re all a family here”.

Downing Street declined to comment on the guest list, naturally, which is Whitehall code for “everyone involved is furious but nobody wants to go first”. But I suspect that behind the forced smiles and the warm white wine, Britain’s top executives were quietly tallying up just how much this government is about to cost them — and whether any of it will actually be worth it.

Because while Starmer may believe that a few canapé-laden evenings can repair the damage, business leaders know better. Trust in politics is not rebuilt with receptions; it is rebuilt with policy that doesn’t change direction every time the wind blows across Horse Guards Parade.

And unless Reeves pulls an economic rabbit out of her red box later this month, the only thing hopping out of No 10 will be Britain’s most mobile — and most taxed — businesses.

Read more:
A canapé and a tax raid: Labour’s new love letter to business

Leaders from some of Britain’s most influential companies were ushered into Downing Street on Wednesday evening as Sir Keir Starmer sought to shore up relations with business ahead of what is widely expected to be a painful, tax-raising budget later this month.

Chief executives from NatWest, the banking giant; FTSE 100 software group Sage; Marks & Spencer; housebuilder Taylor Wimpey; and renewable powerhouse Octopus Energy were among those invited to No 10 for an informal reception with the prime minister. The gathering formed part of an effort to steady nerves across corporate Britain as the Treasury prepares a budget designed to plug a £30 billion hole in the public finances.

The chancellor, Rachel Reeves, will deliver her statement on 26 November — and expectations are grim. Businesses are bracing for a new round of tax rises at a time when relations between the government and industry are already strained.

Reeves’s first budget, delivered in October last year, sparked anger after employer national insurance and the minimum wage were pushed up, driving costs sharply higher for companies. For many bosses, that announcement torpedoed much of the goodwill Labour had rebuilt with industry after its bruising relationship with business under Jeremy Corbyn’s leadership.

Labour had worked hard before the general election to reposition itself as the party of economic stability and pragmatic growth. Starmer and Reeves held a succession of charm offensives with FTSE leaders, private equity firms and entrepreneurs, promising policy steadiness in contrast to the turbulence of previous Conservative administrations. Much of that capital, however, was spent in Reeves’s opening fiscal statement.

The chancellor has since warned repeatedly that further “difficult choices” are unavoidable if the government is to restore public finances. In a speech earlier this month, she cautioned that “each of us must do our bit for the security of our country and the brightness of its future” — a line widely interpreted as a prelude to broad-based tax increases.

Among the measures reportedly under consideration are a rise in income tax that would break Labour’s own manifesto commitments; a clampdown on limited liability partnerships, favoured by law and accountancy firms; and restrictions on salary-sacrifice pension schemes, which would drive up employer costs even further.

Downing Street declined to comment on the guest list or the discussions held at the reception. However, for many in the City, the message is already clear: the government wants business on side before asking it to shoulder yet another share of the fiscal burden.

Read more:
Keir Starmer woos top bosses ahead of tax-heavy budget

Scottish salmon farming is now adding £1 billion a year to Scotland’s economy, according to a major new independent study that underscores the sector’s growing importance to rural communities, the national supply chain and Scotland’s global reputation for high-quality food production.

The report, produced by BiGGAR Economics for Salmon Scotland, reveals that the industry’s overall economic contribution has risen by 25 per cent in four years, reflecting both sustained domestic demand and record-breaking international exports. It describes salmon farming as one of Scotland’s most significant rural economic drivers, supporting 11,000 jobs nationwide, including around 2,500 people directly employed in farming across the west coast and islands.

Average salaries in the sector are now around £44,500, significantly above the Scottish average, and the industry generated at least £37 million in tax last year before wider supply chain contributions are taken into account. Analysts say salmon farming continues to play a vital role in some of the country’s most economically fragile communities, underpinning year-round employment and attracting investment into remote coastal areas.

Deputy First Minister Kate Forbes, who met sector leaders in Edinburgh this week, said the findings highlight not just a major economic contribution but the “resilience, innovation and commitment” of those working in the industry. She praised the sector for paying above-average wages, strengthening supply chains and supporting rural communities, adding that the Scottish Government will “continue to take bold steps” to ensure it remains a national success story.

The report shows that salmon farming contributed £231.2 million in Gross Value Added directly in 2024, while a further £589.9 million was generated through businesses supplying the sector. Additional impact came from sustained investment activity and spending by employees in local communities, bringing the total economic contribution to £953 million—up sharply from £766 million in 2021. When broader impact measures are included, the industry’s annual value rises to more than £1 billion.

Tavish Scott, chief executive of Salmon Scotland, said the industry’s continued growth reflects the hard work of farmers across Scotland’s west coast and islands, where salmon farming remains a central pillar of local economies. He said farm-raised salmon is “the economic backbone of some of Scotland’s most isolated areas”, supporting thousands of well-paid jobs and a network of Scottish businesses that rely on its success. Scott added that the sector’s high environmental and welfare standards, combined with strong global demand, have helped to position Scottish salmon as one of the world’s leading premium food products.

The economic impact is widely felt across Scotland’s five salmon-producing regions. The Highlands benefit the most, with more than £300 million generated locally, followed by Argyll and Bute, Shetland, the Western Isles, and Orkney, each of which receives significant economic uplift from salmon-related jobs, investment and supply chain activity.

Nikki Keddie, director at BiGGAR Economics, said the report shows how salmon farming provides stability and opportunity in communities that may otherwise struggle to sustain long-term employment. She described the sector as a “vital economic anchor” for rural Scotland, noting that productivity levels in salmon farming outpace national averages and play a major role in supporting Scotland’s coastal resilience.

With rising demand, expanding export markets and continued investment in innovation, the Scottish salmon sector looks set to remain a cornerstone of the national economy, supporting jobs, strengthening supply chains and sustaining communities across Scotland’s west coast and islands.

Read more:
Scottish salmon delivers £1bn boost to economy as new report reveals soaring impact

For catering and food businesses, packaging shapes the entire experience – how well the food travels, how customers consume it and what they say about it afterwards.

Yet the story doesn’t end with the meal itself. What happens to those cups and containers once they’ve served their purpose is becoming just as much a part of how our industry is defined.

Across the UK, more and more cafés, caterers and food retailers are rethinking the role of packaging – not just as a means of transport or presentation, but as a way to cut waste, control costs and support a more sustainable future. Where once presentation was key to attracting custom and creating a buzz, now businesses are discovering packaging that looks good, performs well and can be easily recycled – a shift driven as much by innovation as by customer expectation.

The growing demand for sustainability in food service

No kitchen or catering operation runs without waste. Prep waste, food waste and packaging waste all have a significant impact on the environment. Traditional plastics and foils have their place for durability and food safety, but many businesses are now balancing these materials with biodegradable food packaging that can be recycled or composted once it’s done its job.

Sustainable doesn’t have to mean flimsy or plain. Modern materials like paperboard, bagasse and plant-based plastics hold up just as well as their conventional counterparts, and often look smarter on the table. More customers are beginning to notice that shift. They want the food they love to come in packaging that reflects the same level of care as the food itself.

Practical benefits of eco-friendly packaging

Sustainability is only part of the story. The real win is practicality. The best packaging is sturdy, stackable and heat-resistant, and makes life much easier for those working behind the counter.

That’s exactly what iKrafts specialises in: practical and durable packaging across a wide variety of materials, including recyclable plastics and fully compostable trays. Our range gives food businesses such as festival vendors, bakeries and takeaways the freedom to build a packaging that fits their workflow and delivery challenges, and meets their values and environmental pledges.

Some of the latest designs are helping food operators work smarter:

Compostable takeaway boxes made from sugarcane pulp that resist grease and moisture.
Paper cups and lids lined with plant starch instead of plastic.
Precision cardboard trays and sleeves designed for high-volume industrial catering pallet delivery.
Recyclable cutlery and straws and other vital catering extras.

How eco-friendly packaging helps reduce waste

Packaging that can be recycled or composted gives businesses more control over what happens after service. Compostable containers can go out with food waste, cutting down on contamination in recycling streams, while lightweight packaging takes up less storage space and lowers transport emissions.

The eco-friendly food packaging range at iKrafts is designed with convenience, performance and environmental impact in mind. Made from renewable materials, these options can be replenished more sustainably and often cost less to dispose of than non-recyclable waste.

Small changes that make a big difference

Switching materials doesn’t have to be all or nothing. Many businesses start by replacing a few high-volume items – such as boxes, cups or cutlery – and expand from there. Simple actions can have a measurable impact:

Trial compostable containers: test new materials alongside existing stock to compare performance.
Offer recyclable cutlery: give customers options that look and feel premium.
Work with UK-based suppliers: reduce transport emissions and improve turnaround times.
Train your team: make sure everyone knows which bins to use and how to separate materials correctly.

Partnering with a supplier who understands the practical pressures of hospitality makes all the difference. iKrafts offers an extensive selection of biodegradable food packaging designed to meet the real demands of kitchens, cafés and caterers – durable, reliable and easy to store.

With consistent stock, short lead times and products suited to both hot and cold meals, iKrafts helps businesses build packaging strategies that balance sustainability with performance. It’s a practical step towards cutting waste without compromising presentation or customer experience.

Looking ahead

Sustainability is now part of everyday business planning. Whether you’re running a local café or managing large-scale catering contracts, the right packaging mix will reduce waste, improve efficiency and keep customers coming back.

As materials evolve and recycling systems improve, sustainable packaging will only become easier to integrate. With suppliers like iKrafts offering both conventional and compostable ranges, food service businesses have more choice than ever in how they serve responsibly.

Read more:
Sustainable Serving: How to Cut Waste with Eco-Friendly Packaging

Japanese executives are sitting on a potential liquidity source worth hundreds of billions of dollars at precisely the moment when traditional financing channels are tightening.

One study found that direct ownership in listed firms averages approximately 4% across the market, which would represent substantial total equity in companies capitalized at a total of $6.3 trillion as of February 2025.

Yet these shareholdings remain largely locked up, even as borrowing costs climb and export revenues weaken.

“We’re seeing a fundamental repricing of capital access in Japan,” said Al Christy Jr., founder and CEO of EquitiesFirst, an alternative financing firm that specializes in equities-backed financing. “The transitions from deflation to inflation, from negative rates to positive rates—these can force a complete reassessment of corporate finance strategies.”

The Bank of Japan’s policy normalization, combined with mounting trade pressures, has created conditions where alternative financing structures may gain traction. EquitiesFirst provides financing secured by equity positions, a structure that may gain relevance as traditional lending tightens.

The End of Free Money

After decades of deflation and negative rates, Japan has entered an environment where borrowing carries meaningful cost. The Bank of Japan exited negative territory in 2024 and raised its benchmark to 0.5% earlier this year. Former central bank executive Eiji Maeda expects another increase to 0.75% by year-end or early 2026, with the rate potentially reaching 1% by summer.

“Japan is transitioning from a zero-cost capital environment to one where money has a price again,” said Christy Jr. “That changes calculations about leverage about when to borrow.”

Firms may increasingly carry substantial debt loads that will cost more to service and refinance. Bank lending remains available but more conservative, particularly for small and mid-sized firms.

Private credit markets have expanded to fill gaps, with Japan-based investors allocating to alternatives including private credit increasing by over 50% in the five-year period ending 2024.

Export Headwinds Compound Funding Pressures

Japan’s export sector is confronting its most difficult environment in years, creating additional strain on corporate balance sheets. U.S. tariffs imposed at 25% on automobiles and auto parts in April hit major manufacturers hard. Exports to America, Japan’s largest market, declined 10.1% year-over-year in July despite some companies absorbing costs through price cuts.

A July trade agreement reduced tariff rates to 15%, but the burden remains substantially above the 2.5% pre-2025 baseline. Automotive OEMs like Toyota and Nissan have seen margins compress as they balance volume preservation against profitability. Beyond autos,

At the same time, machinery and semiconductor equipment makers face intensifying competition from Korean and Chinese producers.

Japan’s overall manufacturing activity has contracted for six consecutive months through September, with the purchasing managers’ index hitting 48.4—its lowest reading in half a year. Factory output declined, new orders fell to five-month lows, and export orders weakened.

“The tariff situation has created a double bind,” said Christy Jr. “Companies need capital to adjust supply chains and potentially relocate production, but their ability to service debt has been compromised by margin compression.”

Banks have grown more conservative in underwriting sectors with direct tariff exposure. This creates a gap that alternative financing mechanisms can address, particularly for executives and families controlling equity positions in affected companies.

For founding families common in Japan’s industrial base, selling shares to raise cash creates unwanted dilution and may signal distress.

Director ownership adds another dimension. The 4% average director ownership across a $6.3 trillion market would represent over $250 billion in potential equity value that could be mobilized through appropriate structures.

“Japanese business culture has always valued long-term relationships and stable ownership,” Christy says. “The challenge now is maintaining that stability while adapting to an environment where capital costs money and revenue growth faces headwinds. Equity-backed financing threads that needle.”

As monetary policy normalization continues and trade pressures persist, companies with substantial equity holdings may increasingly turn to firms like EquitiesFirst as they view these assets as sources of financing flexibility.

Read more:
EquitiesFirst Financing Could Help Japanese Firms Unlock Capital in a High-Rate Era

Paul Arrendell is a seasoned quality and engineering executive with more than 30 years of experience shaping the medical device and manufacturing industries.

His career has spanned leadership roles at Abbott Diagnostics, Wright Medical, KCI Medical, and Becton Dickinson, where he developed global quality systems and regulatory strategies that improved product safety and efficiency across markets.

A graduate of the University of Texas at Arlington, Paul earned both his bachelor’s and master’s degrees in Mechanical Engineering, specialising in Automatic Control Systems. His foundation in technical precision, combined with a lifelong interest in teamwork and music, taught him the importance of structure and harmony—qualities that continue to define his leadership.

Paul is known for his calm, systematic approach to solving problems. “I don’t just want to fix broken parts,” he says. “I want to fix broken processes.” His work has been recognised by Fortune Magazine, the International Association of Top Professionals, and he was named one of San Antonio’s Top 25 Healthcare Technology Leaders.

Beyond his professional achievements, Paul serves on the College of Engineering Advisory Board at UT Arlington and mentors young engineers entering the field. His leadership philosophy is simple: build systems that work and support the people who run them.

Paul Arrendell: Engineering Quality, Mentorship, and Meaning

Q&A with Paul Arrendell

What first inspired you to pursue engineering?

I’ve always been drawn to how things work—both mechanically and socially. As a student at the University of Texas at Arlington, I was just as passionate about performing in the A Cappella Choir and Jazz Band as I was about studying control systems. Music taught me timing and precision, and engineering gave me the tools to apply that thinking to real-world challenges.

How did your early experiences shape your approach to leadership?

University life was a mix of creativity and structure. Being part of Student Congress taught me how to communicate and lead collaboratively. You learn that leadership isn’t about being the loudest voice—it’s about listening. Those lessons helped me later on when I began managing diverse teams in technical settings.

You’ve worked with major names in medical technology. How did you get started in the industry?

After finishing my degree, I joined Wright Medical. It was there that I saw how much impact engineering decisions could have on people’s health. Over time, I became more interested in the systems behind the products—the processes that ensure everything works safely and consistently. That’s what led me into quality management.

What’s the biggest challenge in leading global quality systems?

Complexity. At Abbott Diagnostics and later at Becton Dickinson, I managed teams across dozens of countries. You’re balancing different regulations, cultures, and expectations. The key is to design systems that are flexible enough to adapt but strong enough to maintain integrity. You can’t rely on luck—you need processes that anticipate problems before they happen.

How has the industry changed over the years?

Technology has accelerated everything. Artificial intelligence and predictive analytics are changing how we approach quality and compliance. But at the same time, the fundamentals haven’t changed—clarity, consistency, and accountability still matter most. The tools are evolving, but the mindset must stay grounded.

What role does mentorship play in your career?

A big one. I’ve had incredible mentors, and I feel a responsibility to pass that forward. Serving on the College of Engineering Advisory Board at UT Arlington allows me to guide students who are just starting out. I tell them, “Leadership isn’t about knowing everything—it’s about building systems that learn.”

What’s one piece of advice you’d give young engineers today?

Don’t chase perfection—chase progress. When something breaks, don’t blame. Fix it, learn from it, and move on. That’s how you grow.

How do you stay grounded after so many years in high-pressure roles?

Routine helps. I start my mornings quietly, reviewing what needs attention before the day begins. Music is still part of my life—it helps me reset and think clearly. And spending time mentoring others reminds me why the work matters in the first place.

What’s one trend in engineering or healthcare that excites you most?

I’m fascinated by adaptive quality systems—platforms that can analyse performance in real time and learn from user data. It’s the future of reliability and safety. But human insight still needs to lead the way. The best systems are those that work with people, not around them.

You’ve often said “systems break, people panic, leaders stay.” What does that mean to you?

It’s about composure. No matter how advanced the system, something will eventually fail. What defines a leader is how they respond. Staying calm allows you to find clarity, fix the problem, and prevent it from happening again.

What do you hope your legacy will be?

That I built systems that lasted—and helped people who ran them grow. Success is temporary; impact lasts longer.

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Paul Arrendell: Engineering Leadership with Purpose

Dr. Phyllis Pobee, M.D., is a triple board-certified physician and the Founder & CEO of GeneLean360°, a science-based weight loss company helping women transform their health through genetics and cellular insight.

Based in Toronto, Canada, she is certified in Family Medicine, Aesthetic Medicine, and Obesity Medicine, and is the author of Lean Genes.

Her journey began not in a lab, but in her own life. After years of doing “everything right” and still struggling with her weight, Dr. Pobee turned to genetic testing to uncover the truth behind her body’s resistance. What she discovered changed everything — her unique biology held the key. By learning how her genes influenced her metabolism, she lost 100 pounds and kept it off.

That discovery became the foundation of GeneLean360°, a 4-month holistic weight loss programme designed for women over 30. It blends genetics, mindset, and lifestyle to achieve lasting results without extreme diets or deprivation.

Dr. Pobee leads her company with a mission to help women stop fighting their biology and start working with it. She believes in “science with soul” — combining data-driven precision with empathy and education. Through GeneLean360°, she’s redefining how women view weight loss: not as punishment, but as a path to understanding their own bodies.

Her vision is simple yet profound — a world where women live in harmony with their genetics, guided by knowledge, compassion, and self-trust

Q&A with GeneLean360° Founder and Physician Leader

How did your journey into medicine and genetics begin?

I’ve always loved science and understanding how the body works. But my real turning point came when I was struggling with my own weight. I was a practising doctor, doing everything “right” — eating well, exercising — yet nothing was changing. It was humbling. Eventually, I discovered that my genetics were influencing how my body responded to food and exercise. Once I understood that, everything clicked.

What inspired you to start GeneLean360°?

After losing 100 pounds by applying genetic insights to my own life, I realised other women needed the same understanding. I founded GeneLean360° to help women stop guessing and start using science to make real progress. Many of my clients are women over 30 who’ve tried every diet imaginable. They’re not lazy or unmotivated — they’ve simply been fighting against their own biology.

Can you explain how the GeneLean360° approach works?

It begins with cellular health. We start with a simple at-home urine test to measure inflammation and oxidative stress — two key indicators of how well your body is functioning. Then we meet one-to-one to interpret the results and identify what’s blocking fat loss. If appropriate, we recommend genetic testing to map out how your DNA affects metabolism, appetite, and hormones. From there, we design a precision plan tailored to your body.

You often say “science with soul.” What does that mean?

To me, it’s about balance. Science gives us the data — the what and why — but soul gives us compassion. My work is rooted in empathy because transformation is personal. We’re not just changing numbers on a scale; we’re helping women rebuild their relationship with themselves.

How do you see the weight loss industry changing?

The industry is shifting from one-size-fits-all diets to personalised wellness. People are tired of extremes. They want solutions that fit their biology and lifestyle. Genetics is the future because it explains why two people can do the same thing and get completely different results.

What challenges did you face in building a science-based wellness business?

Educating people was the biggest hurdle. We’ve been conditioned to think weight loss is about willpower. It’s not. It’s about biology. Helping women unlearn old diet myths and embrace a more informed, compassionate approach takes time — but it’s worth it.

What do you think sets GeneLean360° apart?

We combine advanced diagnostics with emotional awareness. Most programmes focus only on food or exercise. We go deeper, looking at cellular health, hormones, stress, and even mindset. I often tell clients, “If your cells are inflamed, you can’t burn fat efficiently.” That’s the level of precision we work at.

What kind of results do your clients experience?

They don’t just lose weight — they gain clarity. Many say it’s the first time they truly understand their bodies. They stop feeling guilty for what isn’t their fault. When you see that shift — from frustration to empowerment — that’s success.

What advice do you have for women beginning their health journey?

Start by listening to your body. Pay attention to how different foods, stress, and sleep affect you. Don’t chase perfection; chase understanding. The more you learn about your biology, the more sustainable your choices become.

Where do you see GeneLean360° heading in the next few years?

I want to see genetic-based wellness become mainstream. Imagine a world where your doctor doesn’t just ask what you eat, but how your DNA processes what you eat. That’s the future — health guided by genetic truth and personalised care.

Read more:
Inside the Mind of Dr. Phyllis Pobee: The Science Behind GeneLean360°

The global wearables market is entering a new era, with smart glasses emerging as the standout growth category as traditional wrist-worn devices reach a more mature phase.

According to Futuresource Consulting’s Global Wearables Market Outlook 2025, innovation is accelerating beyond the wrist, signalling a shift in how consumers interact with connected technologies.

While global shipments of wrist-worn devices are still expected to grow—rising 4.8% in 2025 to nearly 210 million units, with retail value up 5.2%—the real dynamism lies in the next generation of form factors.

“The story in 2025 is one of nuanced evolution, not frenetic explosion,” says Nikolaos Tzoumerkas, Lead Analyst at Futuresource. “Smartwatches and sports watches are still part of the equation, but smart glasses are redefining what a wearable can be.”

Futuresource predicts smart glasses will ship 2.6 million units in 2025, up from 1.6 million this year—making them one of the fastest-growing segments in consumer tech. Growth is being driven by leading brands such as Meta, whose partnerships with Ray-Ban and Oakley blend fashion credentials with next-generation functionality.

Modern smart glasses now integrate high-quality cameras, AI assistants, connectivity tools and hands-free interaction into lightweight frames designed to look like everyday eyewear. This shift—from gadget to fashion-forward accessory—is helping to normalise the technology among mainstream consumers.

“Fashion collaborations and ecosystem integrations have absolutely transformed public perception,” says Tzoumerkas. “Smart glasses are no longer seen as niche tech. They’re lifestyle products, and consumers want to be seen wearing them.”

Smartwatches continue to dominate the wearables market, accounting for 94 million units in 2024 and maintaining steady annual growth of around 8%. Apple remains the global leader with a 48% market share, boosted by strong demand for the Series 11 and Ultra 3, as well as new FDA-cleared health features, including hypertension detection.

Sports watches are undergoing their own evolution, powered by AI-driven adaptive coaching that uses biometric data to personalise training and recovery recommendations. While Chinese brands such as Huawei, Xiaomi and Amazfit continue expanding in developing markets, performance specialists Garmin, Suunto and Polar maintain their foothold in Western countries.

One of the biggest shifts highlighted in the report is the convergence of smartwatches, glasses and mobile devices into a seamlessly connected ecosystem. On-device AI is becoming central to the experience, improving speed, privacy and energy efficiency while enabling more meaningful real-time insights.

“Wearables are now the digital portal to a much larger connected environment,” says Tzoumerkas. “With smart glasses gaining ground and AI moving to the edge, the next wave of growth will be defined by connected intelligence, effortless integration and elegant design.”

As consumers increasingly expect devices to blend functionality, aesthetics and cross-platform compatibility, smart glasses look set to become a defining product category of the next decade—ushering in a new chapter for connected technology.

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Aston Martin has been pushed deeper into junk bond territory after Fitch Ratings downgraded the luxury carmaker’s credit score to ‘CCC+’, citing worsening cash flow, rising financial pressures and the impact of US tariffs on its largest market.

The rating, cut from ‘B-’, reflects what Fitch described as “deteriorating liquidity” following materially weaker and negative free cash flow in the first nine months of 2026. The agency now forecasts a £400 million free cash flow shortfall in 2025, considerably worse than previously expected, and predicts that cash flow will remain negative until at least 2028, even after planned reductions in capital and operating expenditure.

Fitch also warned that US policy uncertainty poses a significant challenge for the company. Despite Aston Martin enjoying a relative advantage over European rivals under the US–UK trade agreement, tariffs introduced earlier this year have dented consumer confidence in the brand’s most important market.

The carmaker introduced an additional 3% price increase—its second hike of the year—in an attempt to offset the tariff impact. While early pre-buying activity lifted sales in the first quarter, unit volumes in the Americas slipped slightly in Q2 and the decline intensified in Q3.

The downgrade follows Aston Martin’s profit warning last month, when the company directly blamed Donald Trump’s tariff regime for weaker performance and subsequently cut £300 million from its investment plans.

The latest assessment from Fitch compounds a challenging period for the company, which has faced repeated financial setbacks in recent years—despite high-profile fundraising rounds and a product overhaul intended to restore long-term profitability.

With liquidity under pressure, weakened demand in the US, and years of negative cash flow still forecast, the downgrade signals a deeper struggle for Aston Martin as it navigates a turbulent economic and political backdrop.

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Fitch cuts Aston Martin’s credit rating to ‘CCC+’ as tariffs deepen financial strain