Business

Unilever has agreed a £50 billion ($66 billion) deal to combine its food brands with McCormick & Company, placing household names such as Marmite, Hellmann’s and Colman’s mustard under American leadership.

The transaction will create what both companies describe as a “global flavour powerhouse”, bringing together Unilever’s food portfolio, including Knorr, Bovril and Pot Noodle, with McCormick’s existing brands such as French’s mustard and Schwartz spices.

Under the terms of the agreement, Unilever will retain a 65 per cent stake in the combined entity, but the business will operate under McCormick’s name and management, with headquarters in the United States and a listing in New York. The Anglo-Dutch group will also receive $15.7 billion in cash.

The deal represents another major step in Unilever’s ongoing strategy to streamline its portfolio and focus on higher-growth areas such as personal care and beauty.

Chief executive Fernando Fernández said the move would unlock value by separating out the food division and combining it with a partner that has deep expertise in flavourings and seasonings.

“We are creating a scaled, global business with strong growth potential,” he said, describing the transaction as a decisive step in repositioning the company.

The sale follows a series of divestments, including the disposal of Unilever’s spreads business in 2017 and the sale of its tea division in 2022, as well as the recent demerger of its ice cream operations.

The companies expect to generate around $600 million in cost savings from the deal, largely through greater purchasing power and operational efficiencies.

However, the prospect of such savings has raised concerns about potential job losses and factory closures, particularly in the UK, where several of the brands have deep historical roots.

Brendan Foley, McCormick’s chairman, acknowledged that efficiencies could extend to manufacturing and distribution, although he stopped short of confirming any specific plans.

The deal has sparked a backlash among some industry figures and commentators, reflecting the cultural significance of brands such as Marmite, which has been produced in Burton-on-Trent since 1902, and Colman’s mustard, which dates back to 1814 in Norwich.

Critics argue that these products risk losing their identity as they become part of a larger global conglomerate, with concerns that strategic decisions could prioritise efficiency over heritage.

The transaction also continues a broader trend of historic British food brands coming under foreign ownership, following previous takeovers involving companies such as Cadbury and Lea & Perrins.

Investors reacted cautiously to the announcement, with Unilever’s shares falling more than 7 per cent following the news.

Analysts have pointed to the long timeline for completion, expected in mid-2027, as a source of uncertainty, with regulatory approvals and integration risks still to be navigated.

If completed, the deal will reshape the global food and flavourings market, creating a combined entity with significant scale and reach.

For Unilever, it marks a continued pivot away from traditional food brands towards faster-growing consumer categories. For McCormick, it represents a major expansion that strengthens its position as a global leader in flavour.

For consumers, the immediate impact may be limited. However, over time, decisions around pricing, production and branding could determine how these iconic products evolve under new ownership.

As the deal progresses, attention will focus on whether the promised growth and efficiencies can be delivered, and what it ultimately means for the future of some of Britain’s most recognisable food brands.

Read more:
Marmite and Hellmann’s to join US giant in £50bn flavour deal

Family business owners across the UK have warned that sweeping changes to inheritance tax rules risk undermining long-term growth, forcing sales and diverting investment away from expansion, as new limits on business relief come into force.

From April 6, reforms to business property relief, now known as business relief, will introduce a £2.5 million cap on the amount that can be passed on free from inheritance tax. Assets above that threshold will be subject to an effective 20 per cent tax rate, with married couples able to combine allowances up to £5 million.

The changes mark a significant shift from the previous regime, under which qualifying business assets could be transferred entirely tax-free, and have prompted widespread concern among entrepreneurs and advisers.

Industry figures say the relatively short lead time for the reforms has left many firms scrambling to reassess succession plans that have been built over decades.

Advisers working with family-owned businesses report a surge in demand for tax planning services, as owners attempt to restructure holdings, consider partial sales or bring forward succession decisions.

Matthew Ayres, managing director of Bennie Group, a fourth-generation family business operating in construction and equipment supply, said the timeframe has been “far too short” to adapt.

“Family businesses are spending their time inwardly doing tax planning instead of growing their businesses,” he said, describing the reforms as “madness”.

Research from Family Business UK suggests the impact will be broad. Of 559 family business owners surveyed, 57 per cent said they expect to be materially affected by the changes, while only around one in ten believe they will avoid any impact.

The organisation estimates there are 5.1 million family businesses in the UK, employing 15.8 million people and generating £2.8 trillion in turnover, making the sector a cornerstone of the national economy.

However, more than a quarter of firms surveyed believe they may not remain family-owned within the next decade, with the tax changes cited as a key factor.

Business leaders warn that the reforms could accelerate the sale of family firms, as owners seek to avoid future tax liabilities or reduce the complexity of succession.

Ayres said his company has already seen an increase in acquisition opportunities, as other business owners opt to sell rather than pass their companies on to the next generation.

For some, the cost of transferring ownership under the new rules may outweigh the benefits of retaining family control, potentially leading to consolidation within industries and greater involvement from external investors.

The inheritance tax changes arrive at a time when companies are already facing rising costs across multiple fronts, including increases in the national living wage, higher business rates and escalating energy bills.

Ongoing geopolitical tensions, particularly in the Middle East, are also contributing to economic uncertainty, with higher energy prices feeding through into operating costs and inflation.

Together, these factors are creating what business leaders describe as a “perfect storm” of pressures, limiting the capacity of firms to invest, hire and grow.

Family Business UK is calling for a full review and potential reversal of the reforms, arguing that they risk weakening a vital part of the UK economy.

Chief executive Neil Davy said family firms play a unique role in supporting local communities and delivering long-term economic stability.

“They are rooted in Britain’s towns and cities in a way global corporations can never be,” he said, warning that current policies may inadvertently favour external investors over established domestic businesses.

The organisation is also advocating for broader reforms, including changes to business rates, improved access to export finance and new incentives to support employee ownership and community investment.

The debate over inheritance tax reform highlights a broader tension between raising government revenues and supporting business continuity.

While the changes are intended to ensure a more balanced tax system, critics argue they could have unintended consequences for investment, employment and the structure of the UK economy.

As the new rules take effect, the full impact is likely to unfold over several years, influencing how businesses plan succession, allocate capital and approach long-term strategy.

For family firms, the immediate challenge is navigating a more complex and costly inheritance landscape. For policymakers, the question is whether the reforms will deliver the intended benefits, or come at the expense of one of the UK’s most important economic foundations.

Read more:
Inheritance tax overhaul sparks backlash as family firms warn of lasting damage

British companies are investing less in their domestic economy than almost any of their G7 counterparts, reinforcing long-standing concerns about productivity and growth as rising energy costs add fresh pressure on industry.

Analysis from Institute for Public Policy Research (IPPR) shows that private sector investment in the UK amounted to just 11.1 per cent of GDP in 2023, the second-lowest level in the G7, ahead only of Canada at 10.8 per cent.

By comparison, Japan leads the group with investment equivalent to 18.2 per cent of GDP, followed by France at 12.6 per cent and Germany at 11.9 per cent, highlighting the scale of the UK’s relative underperformance.

The findings underline a persistent structural issue. The UK has consistently ranked near the bottom of the G7 for business investment since the global financial crisis, and has remained below the group average every year since 2001.

According to the IPPR, this chronic underinvestment has constrained productivity growth for years, limiting the ability of businesses to expand capacity, adopt new technologies and improve efficiency.

One of the clearest indicators of this gap is capital intensity, the amount of equipment and infrastructure available to workers.

The report estimates that UK workers have 38 per cent fewer tools at their disposal than their counterparts in other advanced economies, rising to 47 per cent in manufacturing sectors. This shortfall, often referred to as the “capital gap”, is seen as a major drag on productivity and competitiveness.

High energy prices are identified as a central factor holding back investment. UK businesses face some of the highest electricity costs in Europe, a situation that has worsened following the recent surge in global gas prices linked to geopolitical tensions in the Middle East.

Pranesh Narayanan, a senior research fellow at the IPPR, said companies are caught in a “double squeeze”.

“Businesses are investing too little while also facing some of the highest electricity costs in Europe, and the two are closely linked,” he said.

Rising energy costs not only increase operating expenses but also reduce the incentive to invest in new facilities or equipment, particularly in energy-intensive industries.

The report calls for adjustments to the government’s planned British Industrial Competitiveness Scheme (BICS), which aims to reduce electricity costs for around 7,000 factories by up to 25 per cent when it launches in 2027.

The IPPR argues that the scheme should be more targeted, focusing on sectors where lower energy costs are most likely to unlock new investment and drive long-term growth.

“With limited fiscal room, support should be directed where it can generate new factories, new equipment and new jobs,” Narayanan said.

The UK’s low investment rate has significant implications for economic performance. Without sufficient capital investment, businesses struggle to improve productivity, which in turn limits wage growth and overall economic expansion.

The issue is particularly acute at a time when the economy is facing additional headwinds from inflation, higher borrowing costs and global uncertainty.

The latest findings reinforce the urgency of addressing the UK’s investment gap, particularly as global competition intensifies and technological change accelerates.

While policy initiatives aimed at reducing energy costs and supporting industry could help, the scale of the challenge suggests that a broader, long-term strategy will be required.

For businesses, the decision to invest will depend on confidence in the economic environment and the cost of operating in the UK. For policymakers, the task is to create conditions that make such investment both viable and attractive.

Without a sustained improvement, the UK risks remaining stuck in a cycle of low investment, weak productivity and subdued growth, a challenge that has persisted for more than a decade.

Read more:
UK business investment lags G7 rivals as energy costs bite

Fresh analysis suggests the government’s proposed £2,000 cap on National Insurance relief for pension contributions could disproportionately affect middle-income workers, despite being framed as a measure targeting high earners.

According to research from Bishop Fleming, the structure of the UK’s National Insurance system creates what has been described as a “middle-income trap”, where workers earning between £35,000 and £50,270 face significantly higher effective tax rates on pension contributions above the cap than those on much higher salaries.

Tax specialists at the firm highlight that employees in this middle-income bracket would incur an 8 per cent National Insurance charge on contributions exceeding £2,000, compared with just 2 per cent for those earning above £125,000. The result, they argue, is that professions such as nurses, teachers and mid-level managers could face a far steeper penalty on additional retirement savings than top earners.

The analysis also points to wider consequences for salary sacrifice schemes, which have long been used by employers to boost pension contributions by sharing their National Insurance savings with staff.

Under the proposed changes, employers would face a 15 per cent National Insurance charge on contributions above the cap, significantly reducing the financial incentive to offer these “top-up” contributions. Industry experts warn that many businesses may scale back or remove these benefits altogether.

Combined with the employee charge, this creates what has been described as a “23 per cent efficiency cliff” for affected workers, effectively eroding the advantages of saving more into pensions through salary sacrifice.

While the government has indicated that a majority of employees will remain unaffected because their contributions fall below the £2,000 threshold, the analysis suggests the impact could be more widespread.

Data from the Office for Budget Responsibility indicates that a significant portion of the additional cost faced by employers is likely to be passed on to workers through lower wage growth or reduced benefits. This means even those below the cap could feel the effects indirectly, through smaller pay rises or the loss of pension enhancements.

The proposed changes are also expected to add to cost pressures facing businesses, particularly small and medium-sized enterprises.

Firms are already adjusting to wider employment reforms and rising labour costs, and the introduction of additional pension-related charges could force difficult decisions around pay, hiring and benefits.

For some employers, the choice may come down to reducing pension contributions or limiting wage increases in order to absorb the additional costs.

Experts warn that weakening incentives for pension saving could have longer-term consequences for retirement outcomes, particularly for middle-income workers who are already under pressure from rising living costs.

By reducing the attractiveness of salary sacrifice schemes and increasing the cost of saving, the reforms risk discouraging contributions at a time when policymakers have been encouraging individuals to build greater financial resilience for retirement.

The proposed National Insurance cap is likely to remain a point of contention as details are debated and refined.

While the policy aims to rebalance tax relief and generate additional revenue, critics argue that its design could lead to unintended consequences, shifting the burden onto middle earners and reducing incentives to save.

As businesses and employees begin to assess the potential impact, the focus will turn to whether adjustments are made to address these concerns, or whether the changes proceed in their current form with far-reaching implications for the UK’s pension landscape.

Read more:
NI pension cap risks hitting middle earners hardest, analysis warns

Roadchef is set to invest more than £300 million across its network after securing 75-year lease extensions on five key motorway service areas, in a deal that underlines the growing importance of roadside infrastructure in the UK’s transport and energy transition.

The agreement, struck with National Highways and the Department for Transport, provides long-term operational certainty at major sites including Clacket Lane, Watford Gap, Northampton, Sandbach and Strensham.

Backed by shareholder Macquarie Asset Management, the investment programme will be rolled out over the next five years, with a focus on upgrading facilities, expanding electric vehicle charging capacity and improving services for both motorists and freight operators.

A central pillar of the investment is the expansion of electric vehicle charging infrastructure, reflecting the rapid shift towards zero-emission transport.

Roadchef plans to increase the number of charging bays across its sites to around 1,000 by 2030, with a particular emphasis on ultra-rapid chargers designed to support long-distance travel.

Motorway service areas are expected to play a critical role in the UK’s EV transition, providing essential en-route charging points for both private drivers and commercial fleets.

The company is also targeting significant upgrades to facilities for heavy goods vehicle (HGV) drivers, recognising the sector’s importance to the UK economy.

Planned improvements include expanded parking capacity, enhanced catering options, upgraded shower and changing facilities, as well as increased security measures and high-speed connectivity.

With the logistics sector contributing around £170 billion to the economy and supporting millions of jobs, investment in driver welfare and infrastructure is seen as a key enabler of growth and efficiency.

Alongside infrastructure upgrades, Roadchef is seeking to expand its retail and hospitality offering, bringing a wider range of well-known brands to its sites.

Existing partnerships with operators such as McDonald’s, Costa Coffee, Pret A Manger and WHSmith are expected to be complemented by new additions, aimed at improving convenience and choice for travellers.

Chief executive Tim Gittins described the lease extensions as a “significant milestone” that enables the company to invest with confidence in both current operations and future growth.

The deal also highlights the role of public-private partnerships in delivering infrastructure improvements, with government agencies and private investors working together to enhance services on the UK’s road network.

Elliot Shaw of National Highways said the agreement would support safer and more sustainable travel, while Keir Mather emphasised the broader economic and environmental benefits of investment in charging infrastructure and logistics support.

With more than 46 million customers served annually across 31 locations, Roadchef’s network is a critical component of the UK’s transport ecosystem.

The latest investment programme reflects both immediate operational needs and longer-term structural changes, as the shift to electric vehicles and evolving travel patterns reshape the role of motorway services.

For Roadchef, the combination of long-term leases and substantial capital backing provides a platform for sustained growth. For the wider economy, the upgrades are expected to support cleaner transport, stronger supply chains and improved services for millions of road users.

Read more:
Roadchef secures 75-year leases to unlock £300m motorway investment

British Business Bank has invested $20 million into 9fin as part of a $170 million Series C funding round, propelling the London-based firm to unicorn status and reinforcing the UK’s position as a global fintech hub.

The round was led by HarbourVest, with participation from Canada Pension Plan Investment Board and existing backers including Redalpine, Highland Europe, Spark Capital and Seedcamp. The British Business Bank’s investment was made in partnership with Redalpine, reflecting its growing focus on supporting later-stage scale-ups.

Founded in 2016, 9fin has built an AI-native intelligence platform designed for professionals operating in credit and debt markets, one of the largest asset classes globally.

The platform aggregates and analyses data that is traditionally fragmented across emails, PDFs and private data rooms, providing users with real-time insights, analytics and document extraction tools. This enables banks, asset managers, law firms and advisors to identify opportunities and manage risk more efficiently within a single interface.

With more than 300 institutional clients worldwide and multiple years of 100 per cent annual recurring revenue growth, 9fin has established itself as a fast-scaling player in financial data and analytics.

The new funding will be used to further develop 9fin’s AI capabilities, expand its proprietary dataset and accelerate growth in the United States, a key market for credit and leveraged finance activity.

Chief executive Steven Hunter said the company’s ambition is to become an essential platform for credit professionals.

“AI will redefine credit markets, but only if it is powered by proprietary data and embedded into how professionals actually work,” he said. “Our goal is to build the only platform they need.”

The investment marks another milestone for the British Business Bank’s equity programmes, which have now supported 27 UK unicorns, representing around 64 per cent of the country’s current billion-dollar startups.

Leandros Kalisperas, the bank’s chief investment officer, said increasing access to late-stage capital is critical to ensuring UK companies can scale while maintaining a domestic base.

“Investments like this help our most innovative businesses realise their commercial potential and compete globally,” he said.

George Mills, investment director at the bank, added that 9fin exemplifies the strength of UK fintech, particularly in applying AI to complex financial markets.

The deal highlights the continued momentum in the UK fintech sector, which remains one of the most dynamic in Europe.

By combining artificial intelligence with large-scale financial datasets, companies like 9fin are reshaping how markets operate, improving transparency, efficiency and decision-making across the credit landscape.

As global demand for data-driven financial tools grows, platforms that can integrate AI with high-quality proprietary data are expected to play an increasingly central role.

For 9fin, achieving unicorn status marks a significant step, but the focus now shifts to scaling internationally and maintaining its growth trajectory in a competitive and rapidly evolving market.

For the UK, the investment underscores the importance of sustained support for high-growth technology firms, ensuring that innovation developed domestically can translate into global success.

Read more:
British Business Bank backs 9fin with $20m as fintech reaches unicorn status

More than three quarters of UK businesses are already feeling the impact of the Middle East conflict, as rising energy costs and supply chain disruption begin to feed through into operations, yet confidence at the firm level remains notably resilient.

New research from Barclays, based on a survey of more than 500 business leaders, shows that 66 per cent of companies are experiencing pressure from higher fuel and energy prices, while half report moderate to significant disruption to supply chains.

The findings highlight the speed at which geopolitical instability is affecting day-to-day business activity, with shipping and logistics costs also rising for 43 per cent of firms, adding further strain to margins.

Companies are already responding by adjusting operations and cutting costs. Around 37 per cent have taken steps to reduce energy usage or improve efficiency across their supply chains, while nearly a third have increased prices to offset rising expenses.

Other measures include reducing discretionary spending and tightening overall cost control, with many firms expecting to intensify these actions over the coming months. More than a third are planning further price increases, signalling that cost pressures are likely to continue feeding through to consumers.

The data suggests that while businesses are adapting quickly, the cumulative effect of higher costs and uncertainty is beginning to reshape decision-making across sectors.

Access to finance is emerging as a key factor in maintaining resilience. Barclays’ research shows that 41 per cent of businesses see support with cashflow management as essential, while 39 per cent highlight the importance of working capital and short-term credit.

Existing cash reserves are also playing a crucial role, with more than 80 per cent of firms identifying them as vital in navigating current conditions. Trade finance and cross-border payment solutions are similarly viewed as important tools for managing disruption in international markets.

Abdul Qureshi, head of business banking at Barclays, said the current environment presents a “convergence of pressures” for UK firms.

“For SMEs, dependable cash flow and access to working capital are increasingly important, not only to keep operations running, but to safeguard future growth plans,” he said.

The impact of rising costs is already being reflected in consumer spending patterns. Barclays data shows fuel spending rose by nearly 11 per cent year-on-year at the onset of the conflict, driven by higher prices and demand.

At the same time, discretionary spending is beginning to soften, with spending on holidays and travel falling by almost 8 per cent as households adopt a more cautious approach to their finances.

This shift in consumer behaviour is likely to create additional headwinds for businesses, particularly those reliant on non-essential spending.

Despite these challenges, the research reveals a striking divergence between business-level confidence and broader economic sentiment.

While 78 per cent of firms remain confident in their own prospects and 74 per cent are optimistic about their sector, confidence in the wider economy is significantly weaker. Fewer than half of respondents expressed confidence in the UK economy, with even lower levels for the global outlook.

This suggests that while businesses believe they can manage current pressures internally, there is growing concern about the external environment and its longer-term implications.

Most business leaders expect geopolitical uncertainty to weigh on investment and growth plans over the next year, although the majority anticipate only a moderate impact. A smaller proportion, around one in ten, foresee a significant constraint on their operations.

Matt Hammerstein, chief executive of Barclays UK Corporate Bank, said firms are being forced to balance immediate challenges with long-term planning.

“Businesses are having to manage disruption today while remaining ready to invest and grow when conditions improve,” he said.

The findings paint a picture of an economy under pressure but not yet in retreat. UK businesses are adapting to rising costs and uncertainty, drawing on cash reserves and financial support to maintain stability.

However, the persistence of energy price volatility and geopolitical risk means the coming months will be critical.

While confidence at the firm level remains strong, the widening gap with broader economic sentiment suggests that resilience may be tested further if external conditions deteriorate, particularly if cost pressures intensify or demand weakens.

Read more:
Middle East conflict hits UK firms but business confidence holds firm

The Light System is an emerging wellness technology company built on decades of foundational work by inventor Robert J. Religa.

The brand launched under the leadership of President Jarrod Barakett, with headquarters in Sheridan, Wyoming and operations supported by a warehouse in Miami, Florida.

The company sits at the intersection of light-based technology and holistic health. Its core product uses proprietary software, polychromatic and bio-photonic light, and a scalar field to engage the body’s energy systems. The concept is rooted in the idea that the body has an innate ability to restore balance when supported by coherent energetic inputs.

From a business perspective, The Light System represents a new category within wellness technology. It blends elements of photobiomodulation, geometry, and frequency-based systems into a single platform. Early adoption has come from private users, retreat centres, and holistic practitioners seeking non-invasive tools for stress regulation and overall well-being.

One of the company’s key challenges has been translating complex scientific and energetic concepts into accessible language. Leadership has responded by focusing on user experience and real-world outcomes rather than technical explanation alone.

Barakett and his team have prioritised disciplined growth. Their strategy balances operational execution, customer feedback, and long-term expansion into global markets. At its core, the company positions itself around measurable impact, both in user experience and in building a sustainable, mission-driven organisation.

Inside The Light System: Leadership, Innovation, and the Business of Frequency-Based Wellness

Q: Can you take us back to the origins of The Light System? How did this begin?

The foundation actually goes back decades. Robert J. Religa spent years developing the core technology, exploring how light, colour, and frequency interact with the body’s energy systems. What we launched is the commercial evolution of that work. The challenge was not just building the product, but building a company around it at the same time.

Q: What does that early stage of building the company look like in practical terms?

It meant doing everything at once. We were establishing operations in Sheridan, Wyoming while also setting up a warehouse in Miami, Florida. At the same time, we were refining messaging, building credibility, and delivering product. It required very structured execution and a clear sense of priorities.

Q: The technology itself is complex. How did you approach explaining it to people?

At first, we tried to explain everything. Scalar fields, bio-photonic light, encoded frequencies. It was too much. People disengaged. We learned quickly that experience matters more than explanation. So we simplified how we communicate. We let people sit in the system and form their own understanding.

Q: Was that a turning point for the business?

Yes, it changed engagement significantly. Once we stopped leading with technical detail and started leading with user experience, people became more open. Testimonials and real-world feedback became central to how the business grows.

Q: How would you describe your position within the broader wellness industry?

We see ourselves as part of an emerging category. There is growing interest in energy-based and frequency-based approaches, but it is still early. Our role is to bridge that gap between innovation and understanding without overstating what we do.

Q: What has been the biggest challenge so far?

Bridging credibility. These concepts are not yet mainstream. There is natural scepticism. We do not try to overcome that with persuasion. We focus on education and let results speak over time.

Q: How do you measure success at this stage?

It is both quantitative and qualitative. On one side, we track production timelines, delivery, and growth. On the other, we look at user feedback and repeat engagement. If people return to the system and report meaningful experiences, that matters.

Q: What role does leadership play in a business like this?

A large one. In wellness, alignment matters. If leadership is not grounded or clear, the business becomes inconsistent. We focus on clarity, communication, and long-term thinking. This is not a short-cycle industry.

Q: How do you balance short-term operations with long-term vision?

We run two tracks. Short-term is execution. Product delivery, customer support, partnerships. Long-term is scaling access globally and continuing research and development. You cannot ignore either.

Q: Where does ongoing learning fit into your strategy?

It is essential. We stay engaged with research in photobiomodulation, energy systems, and nervous system science. At the same time, we are learning from manufacturing, logistics, and entrepreneurship. It is a constant process.

Q: What continues to drive the company forward?

The individual user. Often it is someone who feels they have tried many things and are still looking for balance. When someone reports a shift, whether physical or emotional, that reinforces the purpose behind the work.

Read more:
Interview: The Light System on Building a New Category in Wellness Technology

What does it look like to combine social work and law in one career?

For Anisa Joy Leonard, it looks like long days, steady focus, and a clear mission. She is a social worker. She is also a law student. And she is building a career designed to close gaps in systems that often leave people behind.

“I’ve always wanted my work to mean something,” she says. “Not just in theory, but in real life for real people.”

Her path shows how she is doing exactly that.

Who Is Anisa Joy Leonard?

Anisa Joy Leonard was born in Nairobi, Kenya. She was raised in Harrisonburg, Virginia. That mix shaped her early view of the world.

“Growing up between cultures helped me see how systems affect people differently,” she explains. “It made me curious about fairness and opportunity.”

That curiosity turned into action during college.

She attended Eastern Mennonite University and earned her Bachelor’s degree in Social Work in 2021. She also completed minors in Honors, sociology, and global development. She was recognized as a 2021 Cords of Distinction recipient for academic excellence and leadership.

While at EMU, she wrote for the student newspaper. She covered social issues and student life. That experience sharpened her voice.

“Writing helped me think more clearly,” she says. “It pushed me to ask better questions about the world around me.”

From early on, she was not just studying systems. She was analyzing them.

Education in Social Work and Policy

After EMU, Anisa moved to New York City. She enrolled at Columbia University and earned her Master’s in Social Work.

There, she focused on client-centered care, policy, and evidence-based practice.

“Social work teaches you to look at the whole person,” she says. “Not just the problem in front of you, but the environment around it.”

Her graduate training gave her tools to understand how poverty, housing, healthcare, and education connect. It also showed her the limits of direct service.

“You can help someone today,” she explains. “But if the policy is broken, the problem comes back.”

That realization changed the direction of her career.

Why Is Anisa Joy Leonard Studying Law?

Today, Anisa is pursuing her Juris Doctor at George Washington University Law School.

Her goal is not to leave social work behind. It is to expand her impact.

“I don’t see social work and law as separate,” she says. “I see them as partners.”

She wants to understand how laws are written. How regulations are enforced. How advocacy works at a higher level.

Law school allows her to build that knowledge. It gives her the language of policy and legal strategy. Combined with her social work background, it creates a rare skill set.

“I want to be able to sit at the table where decisions are made,” she says. “And speak for the people who are not in the room.”

What Does a Social Work Intake Specialist Do?

While studying law, Anisa works as a Social Work Intake Specialist.

Her job is direct and hands-on. She meets clients at vulnerable moments. She assesses their needs. She connects them to services and resources.

“Intake is often the first step,” she explains. “It sets the tone for everything that comes after.”

This role requires empathy and structure at the same time. She must listen carefully. She must also think critically.

“You have to understand the story,” she says. “But you also have to move quickly and make practical decisions.”

Her background in evidence-based practice helps her stay grounded. Her legal training sharpens her analytical skills.

This combination positions her as a bridge between systems and people.

Leadership in Social Justice and Community Work

Anisa’s leadership does not come from a title. It comes from alignment.

Her academic choices. Her professional roles. Her faith-based involvement. They all point in the same direction.

She remains active in the Mennonite USA Church. She participates in community initiatives and service programs.

“My faith teaches me to care about justice and community,” she says. “That’s not separate from my career. It shapes it.”

Her global roots also influence her leadership style. She brings both local commitment and international awareness.

“Every community has strengths,” she notes. “You have to start there.”

This mindset reflects modern leadership in social impact fields. It is not about control. It is about listening, learning, and acting with intention.

How Running Fuels Her Discipline and Focus

Outside of work and school, Anisa runs.

It is not just a hobby. It is part of her discipline.

“Running keeps me steady,” she says. “It clears my head.”

Balancing a full-time role with law school demands structure. Running helps her manage stress and stay focused.

In many ways, it mirrors her career path. It is steady. It is long-term. It requires endurance.

“You don’t see results overnight,” she says. “But if you stay consistent, progress happens.”

What’s Next for Anisa Joy Leonard?

Anisa is still early in her legal career. But her direction is clear.

She is building expertise in both direct service and legal systems. She understands clients at ground level. She is learning how policy shapes their lives.

That dual perspective positions her as a leader in the evolving space between social work and law.

“I want my work to connect the dots,” she says. “From the individual story to the bigger system.”

Her journey from Nairobi to Virginia, from EMU to Columbia, and now to GW Law reflects steady growth. It also reflects intention.

In a field that often separates policy from practice, Anisa Joy Leonard is working to bring them back together.

And she is doing it step by step.

Read more:
Anisa Joy Leonard: Building Justice From the Ground Up

Fast moving industries are at the forefront of trends. They’re there to keep their customers interested, happy, and engaged, and it’s something that all businesses can learn from.

Business agility is the ability to think on your feet and react or even predict trends to steer your business through every hurdle and into a new phase of success.

As digital industries have a significantly shorter production period (they don’t need to find a manufacturer, create products only to then ship them, assess them, ship them back, make changes, and all before major distribution), they can react to trends and new ideas faster. The rise of AI in coding means that digital products are only faster and easier to make than ever.

It’s time to take a page out of the digital industry’s handbook and apply these top business agility lessons to your business:

Add New Features Fast to Keep Up with New Industry Standards

Digital industries move fast, and because they move fast, the standards benchmark is constantly being pushed further and further. Take online casinos as an example. In the past, their offerings were largely fixed to online slot games. While slots are absolutely still a huge part, online casinos today now offer live casino games with video streams of real dealers as standard. Go to Kanuuna.com, and you’ll be able to play live games online just as you would the bigger names in the business.

That’s why it’s so important to keep track of what your competition is doing. One person trying something new isn’t a big deal, but once everyone is doing it, it isn’t a matter of following the leader. The industry benchmarks have shifted, and so too do you.

Continue Updating and Refreshing Content

Content has exploded, and while users may be fatigued by the onslaught of AI-generated content, their appetites have only grown for new things. AI has set a whole new pace for content generation, and while you don’t need to keep pace with a bot farm churning out hundreds if not thousands of posts and new bits of content per day, you do need to create and it has to be consistent.

The good news is that you don’t need to do it alone. Just as online casinos partner with game developers to get their games on their sites, you too can partner with content creators or even other businesses to create mutually beneficial symbiotic relationships that give users new content without compromise.

Stay at the Forefront of Digital Security

One lesson you absolutely (and this is 100% non-negotiable) need to follow from the digital industries is the ongoing push to enhance digital security. Online casinos do this through extensive ID verification, encryption, and fraud prevention measures. This approach works to cut down on spam as seen on other platforms while also boosting protections against outside attacks.

From AI-powered system monitoring to implementing more advanced firewalls to even establishing simple password and identity verification checks, there are many ways you can improve your digital security. The secret, however, is to know you are never done. Security is an action, not a goal. You will need to continually invest in it to remain online and operational, which is the bare minimum to establish true business agility.

Read more:
What Fast-Moving Digital Industries Teach Us About Business Agility